City of Chandler 2009-10 Adopted Budget TABLE OF CONTENTS Page Readers Guide ........................................................................................................................................................ vii Quick Reference Guide ......................................................................................................................................... viii 1. Introduction City of Chandler Logo .......................................................................................................................................... 1 City of Chandler and Neighboring Communities Map .......................................................................................... 2 2008-09 Government Finance Officers Association Award ................................................................................. 3 City of Chandler Mission Statement ..................................................................................................................... 4 Biographies of City Officials ................................................................................................................................. 5 List of City Officials, Department Heads and Directors ........................................................................................ 9 Organizational Chart .......................................................................................................................................... 10 City Map ............................................................................................................................................................. 11 Community Profile .............................................................................................................................................. 12 Demographics and Service Statistics ................................................................................................................ 15 2. Budget Message and Overview City Manager’s Budget Message ....................................................................................................................... 19 2009-10 Adopted Budget Summaries ................................................................................................................ 22 Where the Money Comes From ......................................................................................................................... 23 Where the Money Goes ..................................................................................................................................... 24 Departmental Budget Comparison ..................................................................................................................... 25 Cost Center Budget Comparison ....................................................................................................................... 26 Fund Structure – Definitions of Fund Types ...................................................................................................... 28 Fund Structure Financial Chart .......................................................................................................................... 30 General Fund Revenues .................................................................................................................................... 31 General Fund Expenditures ............................................................................................................................... 32 Special Revenue Fund Revenues and Expenditures ........................................................................................ 33 Enterprise Operational Fund Revenues and Expenditures ............................................................................... 34 Major Operating Funds Summaries ................................................................................................................... 35 Fund Balance Analysis ....................................................................................................................................... 37 Summary of Revenues, Expenditures and Changes in Fund Balance .............................................................. 38 Personnel Full Time Equivalent (FTE) by Cost Center and Department ........................................................... 40 Personnel Distribution by Department ............................................................................................................... 42 New Positions 2009-10 ...................................................................................................................................... 43 Population per Employee Chart ......................................................................................................................... 43 3. Budget Policies and Recommendations Strategic Goals and Organizational Priorities .................................................................................................... 45 The Budget Process ........................................................................................................................................... 52 Highlights of the 2009-10 Budget/ 2010-2019 CIP Calendar ............................................................................. 54 Budget Process Flowchart ................................................................................................................................. 55 Major Budget/Financial Issues ........................................................................................................................... 56 Summary of Additions ........................................................................................................................................ 59 Position and Program Additions for 2009-10 ..................................................................................................... 61 i City of Chandler 2009-10 Adopted Budget TABLE OF CONTENTS (continued) Page 4. Resources Summary of Resources Categorical Comparisons ............................................................................................................................ 65 Fund Balances ............................................................................................................................................. 66 Sale of Bonds/Certificates of Participation .................................................................................................. 67 Grants .......................................................................................................................................................... 68 Summary of Revenues ................................................................................................................................ 69 Significant Revenues: Local Taxes and Licenses: Franchise Fees ..................................................................................................................................... 70 Transaction Privilege (Sales) and Use Tax........................................................................................... 71 Other Licenses ...................................................................................................................................... 73 State/County Shared Revenues: State Shared Sales Tax ........................................................................................................................ 74 Auto Lieu Tax ....................................................................................................................................... 75 Highway Users Tax ............................................................................................................................... 76 Regional Transportation (Sales) Tax .................................................................................................... 77 Urban Revenue Sharing........................................................................................................................ 78 Lottery Entitlement ................................................................................................................................ 79 Charges for Services: Engineering Fees .................................................................................................................................. 80 Building Division Fees ........................................................................................................................... 81 Planning Fees ....................................................................................................................................... 82 Public Safety Miscellaneous ................................................................................................................. 83 Library Revenues .................................................................................................................................. 84 Parks and Recreation Fees .................................................................................................................. 85 Miscellaneous Receipts: Other Receipts ...................................................................................................................................... 86 Interest on Investments ......................................................................................................................... 87 Leases ................................................................................................................................................... 88 Court Fines ............................................................................................................................................ 89 Enterprise Revenues: Water Sales ........................................................................................................................................... 90 Wastewater Service .............................................................................................................................. 91 Solid Waste Service .............................................................................................................................. 92 Other Utility Charges ............................................................................................................................. 93 System Development Fees: Water System Development Fees ........................................................................................................ 94 Wastewater System Development Fees ............................................................................................... 95 General Government Impact Fees ........................................................................................................ 96 Interfund Charges: Interfund Charges ................................................................................................................................. 97 Interfund Transfers ................................................................................................................................ 98 Property Tax Summary.............................................................................................................................. 100 ii City of Chandler 2009-10 Adopted Budget TABLE OF CONTENTS (continued) Page 5. Department Budgets General Government Summary ....................................................................................................................... 103 Mayor and Council (1020) ......................................................................................................................... 105 Communications and Public Affairs Administration (1070) ....................................................................... 107 Video Production (1071) ..................................................................................................................... 110 Print, Mail, and Graphics (1210) ......................................................................................................... 112 City Clerk (1030) ........................................................................................................................................ 114 City Manager Administration (1040) .......................................................................................................... 117 Neighborhood Resources (1060) ........................................................................................................ 119 Code Enforcement (1061) ............................................................................................................... 122 Neighborhood Resources Capital (1065) ........................................................................................ 125 Community Development (4700) ..................................................................................................... 126 Human Resources (1250) ................................................................................................................... 128 Economic Development (1520) ........................................................................................................... 131 Economic Development Capital (1550) ........................................................................................... 135 Tourism (1580)................................................................................................................................. 136 Downtown Redevelopment (1540) ...................................................................................................... 138 Downtown Real Estate (3080) ............................................................................................................ 141 Information Technology Service Delivery Management & Administration (1199) .............................. 144 Information Technology Applications Support (1200)...................................................................... 148 Information Technology Infrastructure & Client Support (1280) ...................................................... 151 Information Technology Oversight Committee Operations (1286) .................................................. 153 Information Technology Oversight Committee Capital (1285) ........................................................ 155 Information Technology Citywide Infrastructure Support Capital (1287) ......................................... 156 City Magistrate (1050) ............................................................................................................................... 157 City Attorney (1300) ................................................................................................................................... 159 Management Services Department Summary .......................................................................................... 162 Administration (1180) .......................................................................................................................... 164 Budget (1195) ..................................................................................................................................... 167 Purchasing (1220) ............................................................................................................................... 169 Central Supply (1225) ......................................................................................................................... 171 Accounting (1230) ............................................................................................................................... 174 Tax and License (1240) ...................................................................................................................... 176 Utility Services (1245) ......................................................................................................................... 178 Risk Management (1260) .................................................................................................................... 180 Risk Management Liabilities (1261) .................................................................................................... 183 Environmental Management (1265) .................................................................................................... 184 Environmental Management Liabilities (1266) .................................................................................... 186 Fleet Services (1270) .......................................................................................................................... 187 Non-Departmental (1290) ................................................................................................................... 189 Contingency/Reserves ................................................................................................................. 191 Capital Replacement ................................................................................................................................. 192 Computer Replacement ............................................................................................................................. 193 iii City of Chandler 2009-10 Adopted Budget TABLE OF CONTENTS (continued) Page Planning and Development Department Summary ................................................................................... 194 Administration (1500) .......................................................................................................................... 196 Current Planning (1510) ...................................................................................................................... 198 Long Range Planning (1515) .............................................................................................................. 200 Development Services (1530) ............................................................................................................. 202 Planning and Development Civil Engineering (1535) ......................................................................... 204 Planning and Development Capital (1560) ......................................................................................... 206 Housing and Redevelopment (4650) .................................................................................................. 207 Community Services Department Summary ............................................................................................. 209 Administration (4300) .......................................................................................................................... 211 Center for the Arts (1100) ................................................................................................................... 213 Buildings and Facilities (3200) ............................................................................................................ 215 Library (4310) ...................................................................................................................................... 217 Library Capital (4320).......................................................................................................................... 219 Parks Administration (4510) ................................................................................................................ 220 Aquatics (4520) ................................................................................................................................... 222 Parks Operations (4530) ..................................................................................................................... 224 Recreation (4550) ............................................................................................................................... 226 Tumbleweed Recreation Center (4551) .............................................................................................. 228 Environmental Education Center (4555) ............................................................................................. 230 Other Recreation Facilities (4559) ...................................................................................................... 232 Museum (4560) ................................................................................................................................... 234 Parks Capital (4580) ........................................................................................................................... 236 Public Safety Police Department Summary..................................................................................................................... 237 Administration (2010) .......................................................................................................................... 239 Professional Standards (2015) ........................................................................................................... 242 Property and Evidence (2020) ............................................................................................................ 244 Forensic Services (2021) .................................................................................................................... 246 Field Operations (2030) ...................................................................................................................... 248 Criminal Investigations (2040) ............................................................................................................ 251 Planning and Research (2050) ........................................................................................................... 253 Communications (2060) ...................................................................................................................... 255 Records (2070) ................................................................................................................................... 257 Detention Services (2071) .................................................................................................................. 259 Community Services (2080) ................................................................................................................ 261 Neighborhood Services (2090) ........................................................................................................... 264 Police Capital (2100) ........................................................................................................................... 265 Fire Department Summary ........................................................................................................................ 266 Administration (2210) .......................................................................................................................... 268 Emergency Medical Services (2220) .................................................................................................. 271 Fire Operations (2230) ........................................................................................................................ 273 Fire Prevention (2240) ........................................................................................................................ 276 iv City of Chandler 2009-10 Adopted Budget TABLE OF CONTENTS (continued) Page Fire Capital (2250) .............................................................................................................................. 278 Support Services (2260) ..................................................................................................................... 279 Training (2270) .................................................................................................................................... 282 Fire Community Programs & Preparedness (2280) ............................................................................ 284 Municipal Utilities Department Summary ......................................................................................................... 287 Administration (3050) ................................................................................................................................ 289 Solid Waste (3700) .................................................................................................................................... 291 Solid Waste Capital (3710) ........................................................................................................................ 294 Water Distribution (3800) ........................................................................................................................... 295 Water Capital (3820) ................................................................................................................................. 297 Water Treatment Plant (3830) ................................................................................................................... 298 Environmental Resources (3840) .............................................................................................................. 301 Water Quality (3850) ................................................................................................................................. 305 Water Production Facilities (3860) ............................................................................................................ 307 San Tan Vista Water Treatment Plant (3870) ........................................................................................... 310 Wastewater Collection (3900) ................................................................................................................... 312 Wastewater Capital (3910) ........................................................................................................................ 314 Wastewater Reverse Osmosis (3930) ....................................................................................................... 315 Wastewater Treatment (3940) ................................................................................................................... 317 Wastewater Quality (3950) ........................................................................................................................ 319 Airport Water Reclamation Facility (3960) ................................................................................................. 321 Ocotillo Water Reclamation (3970)............................................................................................................ 323 Public Works Department Summary ................................................................................................................ 325 Administration (3010) ................................................................................................................................ 327 Engineering (3020) .................................................................................................................................... 329 Transportation and Operations Administration (3030) .............................................................................. 332 Real Estate (3070) ..................................................................................................................................... 334 Streets (3300) ............................................................................................................................................ 336 Streets Capital (3310) ................................................................................................................................ 339 Traffic Engineering (3330) ......................................................................................................................... 340 Transit Services (3340) ............................................................................................................................. 343 Street Sweeping (3350) ............................................................................................................................. 346 Airport (4100) ............................................................................................................................................. 348 Airport Capital (4110) ................................................................................................................................ 351 6. Capital Budget The Capital Budget .......................................................................................................................................... 353 Major Capital Program (CIP Summaries) ........................................................................................................ 354 Capital Improvement Projects for 2009-10 ................................................................................................ 355 Revenue Sources for Major Capital Programs .......................................................................................... 360 Operating and Capital Budgets - Their Relationship ................................................................................. 361 Major Capital Program by Function and by Cost Center ........................................................................... 363 v City of Chandler 2009-10 Adopted Budget TABLE OF CONTENTS (continued) Page 2009-10 Major Capital Detail ..................................................................................................................... 364 Neighborhood Programs ..................................................................................................................... 364 Geographic Information Systems/Information Technology ................................................................. 364 Non-Departmental ............................................................................................................................... 365 Library ................................................................................................................................................. 365 Community Services – Parks and Recreation .................................................................................... 366 Public Safety – Police and Fire ........................................................................................................... 367 Municipal Utilities – Water and Wastewater........................................................................................ 368 Public Works – Streets ........................................................................................................................ 369 Public Works – Airport......................................................................................................................... 370 Operating Capital Budget .......................................................................................................................... 371 Capital Replacement Budget ..................................................................................................................... 372 7. Bonded Debt Bonded Debt Obligations ................................................................................................................................. 373 Debt Service ..................................................................................................................................................... 374 General Obligation Bond Capacity Available ................................................................................................... 375 Summary of Outstanding Bonds by Type ........................................................................................................ 376 Annual Bond Obligation for All Existing Bond Issues ...................................................................................... 377 Schedule of Total Outstanding Debt ................................................................................................................ 378 Combined General Obligation 6% Capacity Portion Outstanding ................................................................... 380 Combined General Obligation 20% Capacity Portion Outstanding ................................................................. 381 Combined General Obligation Enterprise Supported ...................................................................................... 382 Combined General Obligation Ad Valorem Supported .................................................................................... 383 Water and Sewer Revenue Bonds ................................................................................................................... 384 Street and Highway User Revenue Fund Bonds ............................................................................................. 385 Excise Tax Revenue Obligations ..................................................................................................................... 386 Improvement District Bonds ............................................................................................................................. 387 8. Schedules and Terms Schedules and Terms ...................................................................................................................................... 389 Resolution No. 4286 Adopting 2009-10 Budget .............................................................................................. 391 Budget Schedules (Auditor General Summaries) ............................................................................................ 392 Schedule 1 – Total Expenditure and Budget by Fund ..................................................................................... 404 Schedule 2 – Summary of Department Total FY 2009-10 Budget by Fund .................................................... 406 Salary Plan ....................................................................................................................................................... 408 Expenditure Categories .................................................................................................................................... 418 Glossary of Terms ............................................................................................................................................ 419 Acronyms ......................................................................................................................................................... 424 Acknowledgements .......................................................................................................................................... 427 vi City of Chandler 2009-10 Adopted Budget READER’S GUIDE TO THE BUDGET DOCUMENT This budget document has been prepared to present a financial plan that an average citizen can read and understand, and to provide the City Council and City Management with a tool to help meet their goals and provide quality service levels at the lowest cost to citizens. This budget document is also designed to continue our long tradition of meeting or exceeding the standards set by the Government Finance Officers Association (GFOA) for a Distinguished Budget Presentation Award, by providing: a Policy Document; an Operations Guide; a Financial Plan and a Communication Device. Introduction – This section includes the City’s Mission Statement, Biographies of City Officials, Organizational Chart, City Maps and Community Profile with Demographics. Budget Message and Overview – The City Manager’s Message provides an overview of the key policy issues and financial strategies. Summaries of the 2009-10 Budget by revenue, expenditures, fund balance and personnel are also included in this section. Budget Policies and Recommendations – This section begins with a summary of strategic goals and organizational priorities, financial policies, the budget process overview, and calendar. The remainder of the section describes the major issues considered when developing the budget, as well as positions and program additions for the 2009-10 Annual Budget. Resources – The resources section provides summarized data of the comparison of the 2008-09 Budget and the 2009-10 Budget. Detailed descriptions of major revenue sources with historical trends and analysis are presented here as well. Department Budgets – The section includes budget information summarized at department and division level, division goals, objectives and performance measurements, authorized positions and significant changes by divisions within City departments. In the City of Chandler each division is assigned a unique number, known as the “cost center”; the information in this section is presented in the sequential cost center number within a department. Capital Budget – Capital appropriations are provided at the summary and cost center level for major capital programs, operating capital and capital replacement. The relationship between capital and operating budgets is also included in this section. Bonded Debt – This section includes the City’s debt obligations, bond capacity available, schedule of total outstanding debt, brief descriptions of bond types with revenue sources used to repay bonded debt, as well as bond payment schedules with actual principal and interest due through 2028. Schedules and Terms – Included in this segment are the following: the Resolution Adopting the 2009-10 Budget, the State-required Auditor General Summary Schedules, Financial Schedules by Fund, the 2009-10 Salary Schedule, Expenditure Categories, a Glossary of Terms, and a list of Acronyms used in this Budget. vii City of Chandler 2009-10 Adopted Budget QUICK REFERENCE GUIDE The following will assist the reader with answering some of the more commonly asked questions about the City of Chandler Annual Budget. TO ANSWER THESE QUESTIONS... REFER TO THE ... PAGE... How is the City organized? Organization Chart p 10 Who are the major employers in Chandler? Community Profile p 12 What are some of the annual events sponsored by the City? Community Profile p 14 What is the population of the City? Demographics p 15 What are the City’s major expenditures? Cost Center/Department Summary Budget Comparisons; and Details by Department/Cost Center pp 25-27 and pp 103-351 How many staff does the City employ? Personnel Summaries pp 40-42 What is the budget development process? Budget Process pp 52-55 What are the major issues in the budget? Major Budget/Financial Issues pp 56-57 What are the City’s major revenue sources? Resources Section pp 65-101 What portion of the annual budget is allocated to Capital Improvements? Capital Budget p 353 In what cost centers are Major Capital Programs scheduled for 2009-10? 2009-10 Major Capital Program pp 354-359 viii The City of Chandler Logo The City’s logo is a thoughtful representation of the community - combining Chandler’s rich agricultural heritage with today’s high-tech industrial base. The overall capital “C” design incorporates the City’s past through agricultural fields at its bottom. The City’s promising future is detailed with the outline of high technology buildings set against a backdrop of San Tan Mountains. The City incorporated the phrase, “Chandler, Arizona, Where Values Make the Difference,” just below the logo to emphasize its commitment to the citizens of the community. 1 City of Chandler 2009-10 Adopted Budget Chandler, Arizona and Neighboring Communities Map 2 City of Chandler 2009-10 Adopted Budget The Government Finance Officers Association of the United States and Canada (G.F.O.A.) presented an award of Distinguished Budget Presentation to the City of Chandler for its annual budget for the fiscal year beginning July 1, 2008. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan and as a communication device. The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to G.F.O.A. to determine its eligibility for another award. 3 City of Chandler 2009-10 Adopted Budget Mission Statement We are committed to serve Chandler's citizens through teamwork, understanding and dedication in a professional and responsive manner Vision & Values Our vision is to make Chandler a world-class city by delivering outstanding public services, creating a unique community and ensuring an exceptional quality of life. Our values define how we treat each other and our customers. They guide us in creating a sound and supportive work culture and work systems at all levels of the organization. Excellence is the responsibility of everyone at the City of Chandler. We lead by our core values in constant pursuit of excellence: Commitment Communication Diversity Innovation Integrity Personal Responsibility Respect Teamwork In Chandler, VALUES make the difference. 4 City of Chandler 2009-10 Adopted Budget CITY OFFICIALS B O Y D W. D U N N, M A Y O R Mayor Boyd W. Dunn has served as a member of the City Council since 1994 as Councilmember, Vice Mayor and Mayor. He began his first term as Mayor in June 2002, and is now serving his fourth consecutive term, which began in January 2009. Dunn, a 28-year resident of Chandler, has a Chandler law practice with Yarbrough and Dunn. He has served on several boards and commissions, and is a charter member of the Downtown Chandler Community Partnership (DCCP). He also served for seven years as a member and Chairman of the Chandler Planning and Zoning Commission. Mayor Dunn has played a significant leadership role on a regional basis. He is currently serving his second term as President of the Arizona League of Cities and Towns. He serves as a member of the Board of Directors of East Valley Partnership and the Greater Phoenix Economic Council. As a member of the Transportation Policy Committee of the Maricopa Association of Governments, he was instrumental in the development of the first Regional Transportation Plan recently approved by the voters of Maricopa County. Mayor Dunn also serves as a member of the Board of Directors for the Valley Metro Light Rail Board and as Chairman of the Transportation Committee of the East Valley Partnership. Developing a regional transportation plan providing for both freeway construction and mass transit has been a primary focus of Mayor Dunn. Mayor Dunn is a member of the Chandler Chamber of Commerce and the Chandler Historical Society. He has had memberships with both the Chandler Rotary Club and the Ojo Rojo Lions Club. He currently serves as a member of the Board of Directors of the Chandler Educational Foundation. Mayor Dunn has a bachelor’s degree in political science and a J.D. from Arizona State University. He is a member of the Arizona parents Association of the U.S. Naval Academy. He is married to Nancy, a professor at Gateway Community College, a Captain in the U.S. Naval Reserve and a Gulf War veteran. They have two sons, Andrew and Kevin. B O B C A C C A M O, VICE MAYOR Vice Mayor Bob Caccamo has worked in and been an active part of Chandler since 1976. He began his tenure on the City Council in June 2002 and was named Vice Mayor in January 2009. Vice Mayor Caccamo retired as the longtime Principal at Chandler High School and retired again from a Charter High School he opened in order to devote more time to his duties on City Council. He is a working member of the Board of Directors for the Salvation Army the Desert Cancer Foundation of Arizona, and the Downtown Chandler Community Partnership and has a long record of service to the Chandler Kiwanis Club and Chandler-Gilbert Y.M.C.A. He also is a past member of the Chandler Chamber of Commerce Board of Directors, a founding member of the San Tan Soccer Association and has served on the Soccer Board of Directors, Chandler L.E.A.D., American Field Service and the Fiesta Bowl Special Events and Parade committees. He regularly answers the calls from service organizations, charities and civic clubs to lend a hand as a participant in fundraising and special events. Vice Mayor Caccamo received a bachelor’s degree from St. John's University, and a master’s degree from Queens College. He has completed more than 55 hours of graduate credit hours beyond the Masters level in Leadership/Administration at St. John's, Hofstra and Arizona State universities. He has received numerous awards for his professional and volunteer work including the AZ Alliance for Sciences Principal of the Year, Chamber Administrator of the Year, Tribune Educational Leader Award, AMEA Arts Advocacy Award, Chase Bank Outstanding Principal Award, I.O.F. Educator of the Year and Kiwanis Distinguished President. 5 City of Chandler 2009-10 Adopted Budget CITY OFFICIALS T R I N I T Y D O N O V A N, C O U N C I L M E M B E R Councilmember Trinity Donovan has lived in Chandler for 23 years. She began her tenure on the City Council in June 2006. She currently represents the City of Chandler on a regional level as chair of the Maricopa Association of Governments Human Services Coordinating Committee and as a board member for both the Arizona Municipal Water User’s Association and the Valley Metro Regional Public Transportation Authority. She also represents the City at a national level through her involvement in the National League of Cities’ Community and Economic Development Committee and the Council on Youth, Education, and Families. Additionally, she chairs the STAR Community Sustainability Index Technical Advisory Committee for Health and Safety. Working in leadership positions with a variety of nonprofits for the past 10 years, Councilmember Donovan has also been involved in many community coalitions in areas including financial stability, homelessness, domestic violence, early childhood, and youth development. She is active in her church and performs service projects internationally. Most recently, she traveled to Ethiopia with Hope for the Hopeless to work with an orphanage. Locally, Councilmember Donovan volunteers for a variety of organizations including Big Brothers Big Sisters of Central Arizona as a Big Sister and is a member of the Chandler Service Club. Councilmember Donovan has been honored by the Business Journal as one of its "Forty under 40," received the Soroptimist Woman of Distinction Award, Chandler Alliance for Character Award, IMPACT for Enterprising Women Celebration of Success Award, and the Stanford Associates Achievement Award. A graduate of Chandler High School, Councilmember Donovan holds a bachelor's degree in Comparative Studies in Race and Ethnicity, and a master's degree in Sociology – both from Stanford University. She also attended and graduated from Chandler Leadership and Valley Leadership. R I C K H E U M A N N, C O U N C I L M E M B E R Councilmember Rick Heumann moved to Chandler in 1982. He began his tenure on the City Council in January 2009. For nearly two decades, Rick has worked as a sales manager for CMA, a manufacturer’s representative group supporting companies in the gift and home furnishings industry throughout the western United States. Councilmember Heumann has been heavily involved in neighborhood issues throughout Chandler over the past 15 years, and has served as Board President with two different Homeowners Associations. He is a board member with the Desert Cancer Foundation and has served as an ex officio board member of the Downtown Chandler Community Partnership. He is also a member of the Chandler Chamber of Commerce, serving on its public policy committee, and is a member of the Chandler Historical Society. Rick also served as Treasurer and Vice Chair for OASIS – a Phoenix-based Trade Organization from 1995-2004. He also has an extensive history of service to the City of Chandler as member of the Chandler Parks and Recreation Commission and as a member, Vice Chair and Chair of the Planning and Zoning Commission. He co-chaired the 2007 Chandler City Bond Election Committee, and chaired the 1999 Transportation Bond Election Committee. He served on the hiring committee for the current police chief and has been a member of Chandler’s CERT team since 2002. Councilmember Heumann has a bachelor’s degree in Marketing from Arizona State University. Rick and Julie have been married 25 years and have a daughter, Kristin. 6 City of Chandler 2009-10 Adopted Budget CITY OFFICIALS M A T T O R L A N D O, C O U N C I L M E M B E R Councilmember Matt Orlando has been a resident of Chandler since 1983 and began his term on the City Council in June 2004. He also served as City Councilmember from 1990 to 1998. He is a senior marketing manager for General Dynamics, responsible for business development, sales and marketing of a $40 million satellite and ground communications networks for the military and other government agencies. Recently, he retired, with 30 years of military service, as a Colonel in the Arizona Air National Guard. His last assignment was serving as the Chief of Staff for the Arizona Air Staff Headquarters. He has been with the guard since 1984 serving in a variety of command positions. He is a member of the National League of Cities’ Transportation, Infrastructure and Services Policy and Advocacy Committee. While in his first term as a Councilmember, Orlando served Chandler as the Arizona State Representative to the National League of Cities’ Financial, Administration and Intergovernmental Relations (FAIR) Committee; chaired the Maricopa Association of Governments (MAG) Human Services Coordinating Committee; and served on the MAG Regional Aviation Systems Plan Policy Committee. Councilmember Orlando received a bachelor’s degree from Rutgers University, and a master’s degree from Golden Gate University. He is a past president of the Board of Directors of the Chandler YMCA, and past president of the Chandler Optimist Club. He is a member of the American Legion, and coached for both Chandler Youth Baseball and YMCA youth programs. Matt is married to Pat, has a daughter, Leah, and two sons, Matt and Anthony. J A C K S E L L E R S, C O U N C I L M E M B E R Councilmember Jack Sellers has lived in Chandler since 1994. He began his tenure on the City Council in January 2009. He is the former facilities manager for the General Motors Desert Proving Ground in Mesa. During his time in Chandler, he has been active in the community and in the region with a strong interest in transportation issues. He has served as a member and chair of the Chandler Transportation Commission and chaired the Chandler Transportation Bond Committee. He also served on the Chandler Airport Noise Compatibility Study Advisory Committee and as a member of the Arizona Department of Transportation’s South Mountain Freeway Citizens Advisory Team. He has also been very active with the Greater Phoenix Economic Council serving on the International Leadership Committee and as a Board Member and Executive Committee Member. With the East Valley Partnership, he serves on the Economic Development and Transportation committees. Councilmember Sellers is a member of the Chandler Chamber of Commerce and participates on its Public Policy Committee. He also served as a Board Member and Chairman of the Mesa Chamber of Commerce -- having been named Business Leader of the Year in 2004. Councilmember Sellers is a member of the Board of Directors for Arizona Town Hall. He has participated in three Town Halls, once as a Delegate and twice as Panel Leader. He also serves on the Maricopa Community College Commission on Excellence in Education. He has been High School Booster Club President, Elementary School PTO President, Little League Coach and Homeowners Association President. He has a bachelor’s degree from New Mexico State University. Jack is married to Marie, has three grown children and eight grandchildren. 7 City of Chandler 2009-10 Adopted Budget CITY OFFICIALS J E F F W E N I N G E R, C O U N C I L M E M B E R Councilmember Jeff Weninger has been a Chandler resident since 1997. He began his tenure on the City Council in June 2006. Councilmember Weninger owns five Valley restaurants including Dilly’s Deli and Floridino’s Pizza and Pasta -- a Chandler fixture for 11 years. He has been active in the community coaching youth soccer and serving on the Board of Directors of the Chandler Compadre Branch of the Boys and Girls Club of the East Valley. He is a former Homeowner’s Association board member and is currently serving on the Board of Directors of the Chandler Symphony Orchestra. Councilmember Weninger grew up in Wichita, Kansas. Jeff and his wife, Janet, have two sons, Jacob and Christian and a daughter, Grace. W. M A R K P E N T Z, C I T Y M A N A G E R W. Mark Pentz currently serves as the Chandler City Manager. Pentz was formerly the City Manager of Rockville, Maryland, a city of 50,000, where he served for approximately five years. Prior to that he served as the City Manager of Leavenworth, Kansas, and Mexico, Missouri. He has served in City government since 1976. He holds a master’s degree in Public Administration from the University of Kansas. He also holds a master’s degree in American History and a bachelor’s degree in History from the University of Kansas. He attended the Senior Executive Institute at the University of Virginia in 2001. He served as president of the Maryland City/County Management Association and has served on a number of city management-related boards and commissions throughout his career. Pentz is a member of the President’s Community Advisory Council for Chandler-Gilbert Community College, and is also a member of the Chandler Rotary Club. In 1993 Pentz received the Buford Watson Award for Excellence in Public Management from the Kansas Association of City/County Government. 8 City of Chandler 2009-10 Adopted Budget Mayor Department Heads and Directors Boyd W. Dunn Mary Wade City Attorney Councilmembers Marla Paddock City Clerk Bob Caccamo Vice Mayor R. Michael Traynor City Magistrate Trinity Donovan Nachie Marquez Communications and Public Affairs Director Rick Heumann Mark Eynatten Community Services Director Matt Orlando Jack Sellers Christine Mackay Director, Economic Development Division Jeff Weninger Jeff Clark Fire Chief Debbie Stapleton Director, Human Resources Division Management Staff W. Mark Pentz City Manager Steven Philbrick Chief Information Technology Officer Dennis Strachota Management Services Director Rich Dlugas Assistant City Manager Dave Siegel Municipal Utilities Director Pat McDermott Assistant City Manager Jeff Kurtz Planning and Development Director, Acting Sherry Kiyler Police Chief R.J. Zeder Public Works Director 9 City of Chandler 2009-10 Adopted Budget CITY OF CHANDLER ORGANIZATIONAL CHART (WITH FULL-TIME EQUIVALENCY (FTE)) CITIZENS OF CHANDLER MAYOR/CITY COUNCIL 6 FTE ADVISORY BOARDS/ COMMISSIONS CITY CLERK CITY MANAGER 6 FTE CITY ATTORNEY 9.75 FTE 29 FTE COMMUNICATIONS/ PUBLIC AFFAIRS COMMUNITY SERVICES 17 FTE 235.5 FTE ECONOMIC DEVELOPMENT FIRE 6 FTE 228 FTE HUMAN RESOURCES INFORMATION TECHNOLOGY/ GIS 18 FTE 51 FTE MANAGEMENT SERVICES MUNICIPAL UTILITIES 110.5 FTE 172 FTE NEIGHBORHOOD PROGRAMS PLANNING AND DEVELOPMENT 20.3 FTE 107.2 FTE POLICE PUBLIC WORKS 498 FTE 153 FTE DOWNTOWN REAL ESTATE DOWNTOWN REDEVELOPMENT 3 FTE 2 FTE 10 CITY MAGISTRATE 44 FTE 11 City of Chandler 2009-10 Adopted Budget City of Chandler 2009-10 Adopted Budget CHANDLER COMMUNITY PROFILE The City of Chandler is located in the southeastern portion of the Phoenix Metropolitan area. As one of the largest urban cities in the West, Chandler offers excellent quality of life amenities, superior schools, a rapidly expanding health care system and a reputation as a global leader in technology. is located within the Chandler Enterprise Zone, which provides income tax credits and/or favorable property tax reclassifications to qualified businesses. Chandler has an expanding high technology base. The Chandler unemployment rate is 5.4%. Chandler was established in 1912, incorporated on February 17, 1920, and named after Dr. Alexander John Chandler, the first veterinary surgeon for the Territory of Arizona. The charter, which currently governs the City, was adopted on May 25, 1964. Initially nourished by a strong agricultural economy, Chandler is now the sixth largest city in Arizona. There are many large industrial parks where businesses can acquire existing facilities or construct their own sites with minimal delay. Retail space exceeds fifteen million square feet; the annual disposable income in Chandler is over $4.8-billion. GOVERNANCE The Council-Manager form of government governs the City of Chandler. Residents elect the City Councilmembers who in turn appoint the City Manager, City Clerk, City Attorney and the City Magistrate. The City Council consists of a Mayor and six Councilmembers. Councilmembers serve a four-year term and the Mayor serves a two-year term. Terms in office for the Mayor are limited to four terms, and Councilmembers two consecutive terms. The Council is responsible for setting broad policy and direction while the City Manager is responsible for the day-to-day operations of the City. MAJOR EMPLOYERS INDUSTRIAL EMPLOYERS Name Intel Corporation Microchip Technology, Inc. Freescale Semiconductor Orbital Sciences Avnet Logistics Employees 10,000 1,450 1,485 1,449 1,000 STABILITY OF THE ECONOMY NON-INDUSTRIAL EMPLOYERS* Though the economic downturn has affected the entire Phoenix Metropolitan Area, Chandler has experienced less impact than the rest of the region. Conservative spending and expansions to some of Chandler’s major employers has made this possible. Location continues to be a major factor in Chandler’s relative prosperity, offering many advantages to existing business and industry and great opportunity for new business. Interstate 10, which borders Chandler on the west, provides a link to major cities from Florida to California. Southern Pacific Railroad provides rail service. Name Chandler Unified School District Bank of America Wells Fargo Corporate Campus Chandler Regional Hospital City of Chandler Verizon Wireless Basha’s Corporate & Distribution Employees 4,000 2,250 2,200 1,850 1,766 1,695 1,114 HOUSING MARKET The City of Chandler offers residents a wide range of quality and affordable housing, from single-family standard or custom-built homes, multi-family apartments, townhomes or condominiums. Planning and Development housing standards ensure that new residential developments achieve greater diversity relative to lot size, subdivision layout and architecture. Phoenix’s Sky Harbor International Airport, a major hub for the Southwestern United States, is located just 20 minutes away. Sky Harbor provides routes to major national and international destinations through several major carriers. Chandler Municipal Airport and Stellar Airpark provide additional passenger and freight service throughout the area. The Chandler Municipal Airport 12 City of Chandler 2009-10 Adopted Budget RECREATIONAL ACTIVITIES Club; just a few of the exceptional golf courses found within Chandler. Chandler has four libraries, art galleries, a Center for the Arts, a Senior Center and 59 public parks. The public parks contain a variety of facilities including soccer, baseball and softball fields, courts for tennis, basketball, racquetball and sand volleyball, walking trails, picnic pavilions and playgrounds. Chandler has three “Bark Parks” providing dog owners with a place to exercise their dogs. The City’s skate park, located at Snedigar Sportsplex is a favorite for many local in-line skaters and skateboarders. Chandler’s Desert Breeze Park has a water play area for children, a lake for fishing, a Hummingbird Habitat and an Outdoor Skills Area. Located within Tumbleweed Park, Playtopia is a free 2.5-acre playground based on Chandler’s heritage and is an ideal place for endless imaginative play. Tumbleweed Park also boasts a 62,000 square foot recreation center that offers a dynamic environment for fitness, recreational and social activities, including racquetball courts, a high-tech game room, art and ceramic studios, and multiple lounges. Veteran’s Oasis Park covers 113 acres of both lush wetland and arid habitat and offers 4 ½ miles of trails, wildlife viewing areas, and is also home to the Environmental Education Center, offering a variety of nature-oriented activities and programs. The Chandler Bike Park is located within Espee Park and provides the local bike community a place to safely practice their freestyle bike skills. Chandler’s six aquatic facilities feature lap pools, water slides, and zero-depth pools. Chandler’s Senior Center is the place for friends to gather for games, crafts, music, or just a chat. The Senior Center also sponsors sightseeing trips. Chandler is located close to many professionalsporting activities: AREA SPORTS Phoenix Suns NBA Basketball Phoenix Mercury WNBA Basketball Arizona Diamondbacks NL Baseball Arizona Cardinals NFL Football Arizona Rattlers Arena Football Phoenix Coyotes NHL Hockey Arizona Sting Lacrosse Arizona State University Sports Fiesta Bowl Firebird International Raceway Phoenix International Raceway Turf Paradise Horse Racing Greyhound Dog Racing ARTS and FESTIVITIES The Vision Gallery, located in the downtown district, is a nonprofit fine arts gallery offering rotational exhibitions of artworks by over 350 regional artists. The Vision Gallery offers an arts educational program for children from 6 through 16 years of age, Vision Kidz, which features art workshops taught by professional artists in a variety of media. The workshops are offered to the community free of charge. The 1,536-seat Chandler Center for the Arts demonstrates the community’s passion for the performing arts. The 2009-10 program includes: Gershwin, flamenco, jazz, classical, and other leading symphonic, pop, and country performers, as well as excellent community theater productions. The Center for the Arts also features an exhibition hall for showcasing local and touring art displays. The McCullough-Price House, which provides outreach Chandler history programs, and the Arizona Railway Museum are also points of interest. Chandler has a diverse cultural makeup. Many festivals and activities showcase the varied interests of Chandler’s citizens. The golf enthusiast will enjoy playing at Bear Creek Golf Course, San Marcos Resort or the Ocotillo Golf 13 City of Chandler 2009-10 Adopted Budget The Chandler Fashion Center is an upscale 1.3 million square foot regional mall, which includes a 20-screen theater complex, restaurants, well-known fashion stores such as Nordstrom’s, Dillards, Macy’s, and Sears, Target, as well as many specialty stores. Chandler has several large retail centers: The Pavilions, Casa Paloma, and Chandler Gateway West include several large stores such as Home Depot, Banana Republic, Ann Taylor, Talbot’s, White House/Black Market, Bed Bath and Beyond, Lowe’s Hardware, Sam’s Club, Borders Books, Golfsmith, Mercedes Benz of Chandler and the Desert Schools Coyotes Center. Fulton Ranch is a master-planned community with neighborhood and regional retail centers with tenants including Lowe’s, AJ’s Fine Foods and upscale restaurants and shops. Crossroads Towne Center includes 650,000 SF of retail and is anchored by Wal-Mart and Sam’s Club. CHANDLER ANNUAL EVENTS Celebration of Unity and Multi-Cultural Festival January Black History Celebration February Ostrich Festival March Family Easter Celebration March/April Jazz Fest March/April Cinco De Mayo May Fourth of July Celebration July Fall Rhythm Fest October Family Halloween Fest October Tumbleweed Christmas Tree Lighting and Parade of Lights December Historic downtown Chandler, which runs along Arizona Avenue from Chandler Boulevard to Pecos, offers locally-owned dining and unique shopping establishments. Award-winning and international choices are all located within walking distance, including San Tan Brewing Co., 98 South Wine Bar & Kitchen, Sushi Eye in Motion, El Zocalo Mexican Grille, and the Urban Tea Loft. Shops include Art on Boston, Urban Crib, The Tattered Gypsy, Uptown Bridal, Russian Oasis, and Vivi’s Boutique. SHOPPING and DINING Chandler’s thriving shopping and dining opportunities express the variety and excitement of the residents themselves. The worldwide presence of key employers produces a global mind set within the community that supports a diversity of restaurants and shopping choices. Chandler provides outstanding opportunities for upscale boutiques and eateries as well as traditional favorites. The wide selection of dining alternatives from fast food to fine dining in a variety of international cuisines caters to Chandler residents’ desire for choice in the way they live from day to day. EDUCATION FACILITIES The Chandler Unified School District provides primary and secondary education through twentynine elementary schools, six junior highs, five high schools, one K-8 school and an alternative high school program. The public school system is nationally recognized for excellence in education. A number of private schools are also located within Chandler. Chandler-Gilbert Community College offers professional, occupational and continuing education programs. Western International University, which offers master, associate, and undergraduate programs, has a satellite location downtown in the Chandler Office Center. Arizona State University, one of the country’s major southwest universities, main campus is located less than 30 minutes away in the bordering City of Tempe, ASU’s Polytechnic campus is located in the bordering City of Mesa, and the new ASU Downtown Phoenix campus is conveniently located just 20 miles west of Chandler. From urban mixed-use concepts and intimate boutique settings to Chandler Fashion Center mall and large power centers, Chandler offers excellent opportunities for retail establishments. Availability of space, quality development, accessible freeway systems and strong demographics continue to attract sought after, high-end stores and around-thecorner retailers. 14 City of Chandler 2009-10 Adopted Budget DEMOGRAPHICS Incorporated Area – Square Miles 2009 2008 rev. 2008 2007 2006 2005 2004 2003 2002 64.460 64.370 64.224 64.200 63.460 63.313 63.186 61.420 60.916 2001 2000 1999 1998 1997 1996 1995 1994 1993 Racial Composition (%) 60.775 58.600 56.420 53.450 52.715 52.500 51.183 51.023 50.700 Climate Average minimum temperature Average maximum temperature Average annual temperature Average annual precipitation Hispanic/Latino Ethnicity (of any race) 25.4 th Less than 9 Grade th th 9 -12 Grade High School Diploma 1-3 years of college 4 years or more of college 57.00°F 87.00°F 72.00°F 9.23 5.2 7.2 18.2 36.8 32.6 *Figures from Claritas 2009 Household Income 2008 (%) 50.3 49.7 Less than $15,000 $15,000-$34,999 $35,000-$49,999 $50,000-$74,999 $75,000-$99,999 $100,000-$149,999 $150,000 plus Average Household Income Median Household Income Average Household (persons) Population 2009 (projected 7/1/09) 2008 (revised) 2007 2006 2005 2004 2003 2002 2001 2000 (Official U.S. Census) 1995 (Interim U.S. Census) 1990 (Official U.S. Census) 1980 (Official U.S. Census) 1970 1960 3.8 96.2 70.3 6.4 4.7 1.4 13.4 Highest Education Attainment (%)* Gender (%) Male Female Two or more Races One Race White Asian or Pacific Island African American Native American Other 252,500 250,619 247,097 241,910 238,930 224,644 211,984 201,263 189,498 176,581 132,360 89,862 29,673 13,763 9,531 4.8 12.8 13.2 22.5 18.8 18.2 9.7 $84,773 $71,287 2.88 Election November 4, 2008 Registered Voters Votes Cast Percent Voting 114,549 94,936 82.88% Age Composition (%) 0-19 years 20-64 years 65 plus years 33.3 60.3 6.4 * Unless otherwise noted, figures presented are projected thru June 30, 2009. 15 City of Chandler 2009-10 Adopted Budget ECONOMICS Occupation Composition (%) Technical Sales-Administrative Support Managerial and Professional Service Service Occupations Construction, Extraction, Maintenance Production, Transport., Material Moving Farming, Forestry, and Fishing Unemployment Rate(%) 28.2 41.2 11.8 7.7 10.5 0.6 2008-09 (as of 04/09) 2007-08 2006-07 2005-06 2004-05 2003-04 2002-03 2001-02 2000-01 1999-2000 1998-99 1997-98 1996-97 1995-96 1994-95 1993-94 1992-93 1991-92 Industrial Composition (%) Wholesale/Retail Trade Manufacturing Professional/Personal/Business Svc. Finance, Insurance, and Real Estate Transportation & Communications Construction Public Administration Agriculture, Mining, etc. 16.0 18.9 36.0 8.9 8.9 6.8 3.8 0.7 Taxes Building Permits – All Types Local Retail Sales Tax Rate 1.5% Property Tax (2009-10) per $100 $1.1814 Primary Tax Levy $0.3292/$100 Secondary Tax Levy $0.8522/$100 2008-09 2007-08 (revised) 2006-07 2005-06 2004-05 2003-04 2002-03 2001-02 2000-01 1999-00 1998-99 1997-98 1996-97 1995-96 1994-95 1993-94 1992-93 Property Tax Assessed Valuation Primary Secondary 2008 $2,704,382,646 $23,455,175,278 5.2 3.7 2.5 2.3 3.2 3.0 3.9 4.2 2.8 2.0 2.4 2.2 3.0 2.6 4.2 4.0 6.8 5.6 2009 $3,057,167,831 $3,508,071,609 Issued 3,800 5,792 6,474 7,909 8.951 11,688 9,723 8,737 9,632 8,639 4,760 4,879 3,050 4,300 6,084 4,853 6,143 Value $ 520,000,000 679,039,536 1,223,872,804 1,049,885,000 1,239,000,543 1,109,945,889 931,468,819 875,418,784 1,625,230,334 1,154,799,942 619,800,132 742,097,374 869,099,167 730,481,571 491,030,475 353,408,050 322,073,139 * Unless otherwise noted, figures presented are projected thru June 30, 2009. 16 City of Chandler 2009-10 Adopted Budget 2008-09 SERVICE STATISTICS Police Protection Employees (full time) Sworn Civilian Crime Index** Crime Rate (per 1,000 population)** Traffic Accidents** Traffic Citations** Total Calls for Police Service, est.** Avg. Response TimePriority 1 Calls (all)** Residential Solid Waste 2007-08 511 339 172 8,826 35.4 2008-09 511 339 172 8,877 35.3 4,180 34,405 161,972 3,542 41,536 159,073 6:21 5:59 Customers Serviced Total Landfill Tonnage: Residential Commercial/City Total Recycling Tonnage: Residential Curbside/ Neighborhood Drop-off Other Recycling Connections Miles of Sanitary Sewers Average Daily Treatment (MGD) Treatment Capacity (MGD) Fire Protection 2007-08 10 229 207 22 480 12,803 3,426 5,310 2008-09 10 229 207 22 440 12,440 3,548 5,468 56 60 2007-08 1,899 25,550 198 23,253 22,230 498 2,089 502 1,864 2007-08 70,917 842 24.2 2008-09 71,880 857 24 30 32 Water Connections Miles of Water Lines Operating Wells Daily Pumping Wells Capacity (MGD) Production Treatment Capacity (MGD) Public Works Street Lane Miles Street Lights Signalized Intersections 2008-09 67,902 89,408 88,858 550 24,596 Sewer ** Figures reported on a calendar year basis. Stations Employees (full-time) Sworn Civilian Fire Calls Emergency Calls Other Calls Fire Inspections (various kinds) Fire Investigations 2007-08 67,376 95,400 94,750 650 25,840 2007-08 75,620 1,099 25 58.22 2008-09 77,596 1,189 29 66.02 60 60 2008-09 1,951 26,500 204 Aviation Based Aircraft 2007-08 499 2008-09 483 * Unless otherwise noted, figures presented are projected thru June 30, 2009. 17 City of Chandler 2009-10 Adopted Budget 2008-09 SERVICE STATISTICS Library Library Materials Annual Circulation Library Visits Registered Borrowers Center for the Arts 2007-08 488,000 2,082,000 1,370,000 181,200 2008-09 460,000 2,387,060 1,400,000 219,267 No. of Events and Exhibits Attendance Volunteer Hours Theatres Exhibition Areas 2007-08 989 287,500 11,340 3 2 2008-09 977 281,750 12,180 3 2 Vision Gallery Gallery Visits # of KidzArt Workshops Participation in KidzArt Workshops # of Special Events and Exhibits 2007-08 9,810 52 1,560 2008-09 10,920 54 1,620 7 10 Public Education System Elementary K-8 School Junior High High School Community College Municipal Parks Developed Parks Developed Acres Undeveloped Acres Swimming Pools Lighted Fields 2007-08 58 1,098.87 455.03 5 34 2007-08 36 1 7 4 1 2008-09 38 1 9 5 1 Recreation 2008-09 59 1,126.81 407.09 6 34 2007-08 2008-09 No. of Family Special Events 6 7 No. of Rec. Classes Offered 3,513 4,866 Volunteer Hours 30,232 28,800 Meals Served at Sr. Center 16,000 15,500 School Sites-Recreation Offered 3 3 (Anderson, Willis & SanTan Middle School) * Unless otherwise noted, figures presented are projected thru June 30, 2009. 18 City of Chandler 2009-10 Adopted Budget Budget Message and Overview To the Mayor and City Councilmembers: I am pleased to present the City of Chandler 2009-10 Annual Budget as adopted by Council on June 11, 2009. Last year’s budget was one of Chandler’s most challenging. When you adopted the annual budget for FY 2008-09, we had no idea that an economic slowdown would emerge as the nation’s worst recession since Word War II. Nor could we have imagined this economic implosion with global implications, would translate into projected City General Fund revenues for FY 2009-10 less than actual General Fund revenues collected in FY 2006-07. Through your leadership, the City has taken measures to keep the budget balanced while our sales tax revenues and other economically sensitive revenues dropped below prior levels as the economy contracted. At each step along the way, we have made every effort not only to inform but also to solicit your advice as well as suggestions from our employees. Even with these preventive measures, the task ahead for this year’s budget loomed large. As the Council weighed the options, more important than ever was the preservation of the financial policies that have made us fiscally strong. Revenues are expected to decline even further, although not as precipitously as last fiscal year. Capital projects have been deferred and operating spending had to be cut even more. Difficult decisions have confronted the Council, and there are still more to come. The total budget is $798 million for FY 2009-10, which represents a 33.6 percent decrease over the FY 2008-09 adopted budget of $1.2 billion. New operating and capital spending combined declines $168 million from the last year’s budget. The same holds true for the General Fund, which constitutes 42 percent of the total budget. Again, it is the combined new operating and capital spending that declines by $17 million from the FY 2008-09 budget. The one-time and ongoing General Fund additions to the budget amount to $1.6 million and $1.5 million, respectively, and constitute funding for either the continuation of existing programs or spending on essential operating needs (e.g., utilities, police radio system replacement). Spending Reductions Continue We moved expeditiously to scale back spending once City revenues failed to meet expected levels in the first quarter of FY 2008-09. Central to the tightening of General Fund spending was the review of all vacant positions. Initiating a hiring freeze early in the year not only generated much of the one-time savings needed to compensate for last year’s revenue shortfall, but also allowed us to eliminate vacant positions to create the ongoing savings needed to balance the FY 2009-10 budget. Additional measures included: • • • • Use of the entire $5 million Revenue Fluctuation Reserve established in this year’s budget specifically to address revenue shortfalls; The suspension of City fleet purchases to conform to a new replacement schedule; Rescission of selected one-time 2008-09 budget additions and of 50% of departmental savings; and Spend down of surplus insurance reserves, based on an independent actuarial analysis While these reductions have set the stage for addressing our anticipated revenue reductions, we must recognize that there is additional work to be done. 19 City of Chandler 2009-10 Adopted Budget Budget Message and Overview Difficult Choices Made The challenge in balancing the General Fund budget for this year was even greater, not only due to the growth in the deficit from $19 to $21 million but also due to the ongoing nature of the budget gap. To remain true to our long-standing financial policies and to avoid more desperate fiscal consequences, the City needed to offset the ongoing revenue shortfall with ongoing revenue increases and permanent spending reductions. The City’s financial policy requires ongoing expenses to be funded with ongoing revenues, protecting against the reliance on one-time revenues (temporary) to fund ongoing spending (permanent). Short-time fixes, such as the use of furloughs to cover permanent salaries and benefits, inevitably lead to larger budget gaps in the future and only defer spending cut or revenue increase decisions to future city councils. The Council should be congratulated for holding true to our financial policies for this budget. Total General Fund revenues are expected to drop another 6.9 percent this year. As 95 percent of those revenues are ongoing, the task of balancing this budget was a daunting one. At just over 75 percent of the ongoing budget, personnel services (wages and benefits) had to be a large part of the cost cutting “mix.” Before the budget adoption, the City Council adopted retirement incentive, voluntary separation and severance packages in recognition of this fact. We received a very good response to the retirement incentive program (81 applications), and were able to proceed with 61. Each of these 61 employees will retire by December 31, 2009. Some of their vacated positions will be eliminated; others will be filled through internal placements and recruitments, resulting in an eliminated position elsewhere. Although it will be several weeks before the final outcome is known, the incentive packages are expected to meet and exceed the targeted reduction of just over $3.9 million in “Other Personnel Service Reductions” incorporated into the FY 2009-10 budget. After “Other Personnel Service Reductions,” the next largest ongoing budget cuts are departmental base budget reductions ($4 million), vacancy eliminations ($3.6 million), cost-of-living adjustments (COLAs) ($3.2 million), and 5 percent merit pay ($1.25 million). On the revenue side, we have included $2 million in new or increased user charges and fees that were recently approved by the City Council. In many cases, the recommended increases for existing fees are the first in years, if not decades. Inflation alone would justify an updated fee schedule. In other cases, new charges were enacted where the City has always borne the cost of providing a service or performing a function even though the benefit or the cost can be tied directly to an individual, organization, or business. In those instances, City taxpayers should not bear the cost. These and other spending decreases and revenue increases total just under $21 million or the equivalent of a 6.9 percent decline in General Fund ongoing revenues projected for this fiscal year. Even Bigger Challenges Lie Ahead While a balanced budget is adopted for this fiscal year, our budget work has not ended. Even if economic recovery returns in calendar year 2010 as forecasted, the pressure on the City’s financial condition will not let up. A combination of a slow recovery, further revenue losses or spending increases from external sources, and a structural budget imbalance poses a serious challenge for the City. 20 City of Chandler 2009-10 Adopted Budget Budget Message and Overview The City’s 5-year financial forecast, even with the ongoing revenue increases and spending cuts proposed in the budget, still shows a projected General Fund deficit ranging from $500,000 to over $3 million in years 2, 3, and 4 of the forecast. This assumes that all of the following occurs in the forecast out years: • • • • • • Annual revenue growth ranging from 0.4 to 3.0 percent No additional personnel No COLA or merit increases No base budget increases No further erosion of state shared revenues Employer retirement contribution rates remain constant These last two assumptions are the weakest; albeit, we cannot make a reasonable estimate of the reverse happening in either case. Given the investment losses incurred by nearly all retirement systems over the last year, it is highly unlikely that employer contribution rates and corresponding costs will not go up over the near term under either the Arizona State Retirement System or the Public Safety Public Retirement System. Even if the formulas remain intact for state shared revenues, we know there is the possibility that Chandler may lose some of its allocation under the Urban Revenue Sharing program as a result of the 2010 census. If either employer retirement contributions go up or the City’s share of Urban Revenue Sharing declines beyond our estimates, the forecasted budget gap will only grow. Fiscal Sustainability Should Be Our Goal We not only acted responsibly and quickly to stem the tide of economic upheaval last year and this coming year, but we also set in place long-term strategies that will help us through the next few years, including: • • • • • Update of fees and charges New capital project priority setting process Expansion of the CIP from 5 years to 10 years Identification of operational efficiencies (e.g., fleet and energy usage) Restoration of the $5 million revenue fluctuation reserve We need to take these measures to the next level, however, if we are going to be able keep our finances healthy and viable. The key to our success, I believe, will be a renewed focus on “financial sustainability.” As the term implies, we need to find ways to control and grow our finances in a sustainable way – City programs and service levels must match our capacity and will to finance them. Toward that end, the Council has directed staff to develop a long-range financial plan to maintain a balance between resources and needs over the long-term. I look forward to working with you, our employees, and Chandler citizens to confront our fiscal challenges while preserving the financial standards that have made us strong and can serve as the cornerstone for a strong financial future. My appreciation to you for your advice and feedback throughout the budget process, to the many staff who worked on this document, and to all those who offered budget ideas and suggestions. Respectfully submitted, W. Mark Pentz City Manager 21 City of Chandler 2009-10 Adopted Budget Budget Message and Overview 2009-10 ADOPTED BUDGET SUMMARIES The Chandler City Council adopted the 2009-10 Budget of $797,894,348 on June 11, 2009. Chandler’s budget is balanced with total resources equal to total expense appropriation within each fund, as well as in the aggregate. The following pages contain additional summary information including comparisons to previous fiscal years. The Adopted Budget includes an operating budget of $269,408,843, capital expenses (non grant) of $256,257,058, funding for debt service of $56,322,229, cost center interfund payments for capital replacement of $4,271,733, grant expenses of $53,816,105, plus a contingency and reserve in the amount of $157,818,380. RESOURCES 2007-08 Actual Revenues Revenues $ 369,759,171 373,540,055 318,346,332 367,847,444 15.5% 16,135,308 42,514,111 41,794,281 (1.7%) - 467,873,922 48,707,500 (89.6%) 797,894,348 (33.6%) Sale of Bonds $ 385,894,479 Encumbrance\Carryforward from Prior Years $ 1,202,274,420 $ $ Budget Percentage Change (9.1%) - Grants Net Adjusted Budget $ 2009-10 Adopted Budget 339,545,123 Fund Balances Total Resources 2008-09 Adopted Budget $ (498,268,872) 385,894,479 $ 704,005,548 (295,002,621) $ 502,891,727 (28.6%) APPROPRIATIONS 2008-09 Adopted Budget 2007-08 Actual General Government $ 138,792,623 $ 226,309,752 2009-10 Adopted Budget $ 188,754,804 Percentage Change (16.6%) Public Safety 88,583,767 136,372,770 126,629,330 (7.1%) Public Works 73,996,048 272,284,734 145,200,116 (46.7%) 155,339,796 311,294,225 117,363,562 (62.3%) Municipal Utilities Fund Contingencies & Reserves Debt Service Capital/Computer Replacement Total $ Encumbrance\Carryforward from Prior Years Net Adjusted Budget - 199,760,664 157,818,380 (21.0%) 50,198,040 50,959,223 56,322,229 10.5% 6,587,384 5,293,052 5,805,927 9.7% 797,894,348 (33.6%) 513,497,658 $ $ 1,202,274,420 $ (498,268,872) 513,497,658 $ 704,005,548 (295,002,621) $ 502,891,727 (28.6%) *Contingency funds and reserves are one-time revenues comprised of various funds of which the majority is restricted in their use. Contingency funds can be used for unanticipated revenue shortfalls or unforeseen or emergency expenditures. Use of these funds requires Council approval. 22 City of Chandler 2009-10 Adopted Budget Budget Message and Overview WHERE THE MONEY COMES FROM Resources available for appropriation by the City Council are aggregated into the seven broad categories of Local Taxes & License Fees, State & Federal Shared Taxes, Utility Charges, Other Services, Charges & Receipts, Property Taxes, Bond Proceeds & Grants in Aid, and Fund Balance. As required by Arizona State Statute, the property tax levy with an estimated $39,287,682 was adopted on June 25, 2009. The tax levy includes a Primary Tax Rate of $0.3292 and a Secondary Tax Rate of $0.8522, for a total tax rate of $1.1814 per $100 of assessed valuation. 2008-09 Adopted Budget Local Taxes & License Fees State Shared Taxes Utility Charges System Dev. & Impact Fees Other Services, Charges & Receipts Property Taxes Bond Proceeds Grants Fund Balances Forward Total $ 100,737,900 84,935,112 80,969,551 14,083,566 54,207,692 38,606,234 467,873,922 42,514,111 318,346,332 1,202,274,420 23 2009-10 Adopted Budget $ 85,615,650 79,778,555 74,603,476 10,067,636 50,192,124 39,287,682 48,707,500 41,794,281 367,847,444 797,894,348 Percentage of Change (15.0%) (6.1%) (7.9%) (28.5%) (7.4%) 1.8% (89.6%) (1.7%) 15.5% (33.6%) City of Chandler 2009-10 Adopted Budget Budget Message and Overview WHERE THE MONEY GOES By Department: General Government Management Services Community Services Planning & Development Services Public Safety Public Works Municipal Utilities Capital Replacement Debt Service Contingency & Reserves* Capital - Major Total By Category: Personnel & Benefits Operating & Maintenance Contingency & Reserves* Capital - Major Total $ $ $ $ 2008-09 2009-10 Percentage Adopted Budget Adopted Budget of Change 37,597,352 46,328,554 34,480,996 22,775,155 91,508,969 27,489,486 56,985,274 5,293,052 50,959,223 199,760,664 629,095,695 1,202,274,420 168,370,325 205,047,736 199,760,664 629,095,695 1,202,274,420 $ $ $ $ 39,858,224 38,504,431 32,710,908 21,073,153 95,285,133 23,926,295 58,307,042 5,805,927 56,322,229 157,818,380 268,282,626 797,894,348 6.0% (16.9%) (5.1%) (7.5%) 4.1% (13.0%) 2.3% 9.7% 10.5% (21.0%) (57.4%) (33.6%) 167,084,369 204,708,973 157,818,380 268,282,626 797,894,348 (0.8%) (0.2%) (21.0%) (57.4%) (33.6%) *Contingency funds and reserves are one-time revenues comprised of various funds of which the majority is restricted in their use. Contingency funds can be used for unanticipated revenue shortfalls or unforeseen or emergency expenditures. Use of these funds requires Council approval. 24 City of Chandler 2009-10 Adopted Budget Budget Message and Overview The following tables provide summary and detail information on the change between the adopted budgets for fiscal year 2008-09 and 2009-10. For operating budget cost centers, explanations of significant highlights for the 2009-10 adopted budget are provided in detail at the cost center level in the Departmental Budget chapter of this document. Information on major capital projects is provided at the cost center level in the Capital Budget chapter. DEPARTMENTAL BUDGET COMPARISON SUMMARY 2007-08 Actual Expenditures Mayor and Council Communications/Public Affairs City Clerk $ 689,795 $ 2,362,311 2008-09 Adopted Budget 954,281 $ 2,654,367 2008-09 Adjusted Budget 2008-09 Estimated Expenditures 1,073,119 $ 2,949,904 937,013 $ 2,741,524 2009-10 Adopted Budget % Change Adopted To Adopted Budget 978,228 2.5% 2,606,714 (1.8%) 533,630 947,068 909,525 689,567 739,311 (21.9%) 1,598,972 1,667,913 1,967,153 1,882,957 5,102,051 205.9% 20,652,890 28,786,838 32,714,367 22,814,040 26,069,674 (9.4%) City Magistrate 3,874,858 4,196,814 4,247,335 4,055,339 4,175,558 (0.5%) Law 3,013,834 3,518,389 3,462,958 3,442,172 3,352,645 (4.7%) Management Services 28,903,627 51,502,984 110,319,020 27,781,105 41,059,361 (20.3%) Planning and Development 16,897,484 23,275,155 23,212,049 18,616,205 21,073,153 (9.5%) Community Services 60,265,222 108,805,943 88,001,274 50,986,373 83,598,109 (23.2%) Police 59,051,014 87,137,035 88,365,183 65,821,503 89,221,120 2.4% Fire 29,532,753 49,235,735 43,794,339 38,463,968 37,408,210 (24.0%) 155,339,796 311,294,225 242,599,675 181,955,745 117,363,562 (62.3%) 73,996,048 272,284,734 173,890,009 78,990,734 145,200,116 (46.7%) 456,712,234 946,261,481 817,505,910 499,178,245 577,947,812 (38.9%) - 199,760,664 327,134,070 - 157,818,380 (21.0%) 50,198,040 50,959,223 50,959,223 48,538,891 56,322,229 10.5% 6,587,384 5,293,052 6,675,217 2,269,360 5,805,927 9.7% $ 513,497,658 $ 1,202,274,420 $ 1,202,274,420 $549,986,496 $ 797,894,348 (33.6%) City Manager Organizational Support Municipal Utilities Public Works Subtotal Fund Contingency Debt Service Capital/Computer Replacement GRAND TOTAL *Contingency funds and reserves are one-time revenues comprised of various funds of which the majority is restricted in their use. Contingency funds can be used for unanticipated revenue shortfalls or unforeseen or emergency expenditures. Use of these funds requires Council approval. 25 City of Chandler 2009-10 Adopted Budget Budget Message and Overview COST CENTER BUDGET COMPARISON 2007-08 Actual Expenditures GENERAL GOVERNMENT Mayor and Council Communications/Public Affairs Video Production Administrative Services City Clerk $ 689,795 1,019,268 354,448 988,595 2,362,311 2008-09 Adopted Budget $ 954,281 1,116,414 428,712 1,109,241 2,654,367 2008-09 Adjusted Budget $ 1,073,119 1,177,660 523,738 1,248,506 2,949,904 2008-09 Estimated Expenditures $ 937,013 1,112,696 465,065 1,163,763 2,741,524 2009-10 Adopted Budget $ % Change Adopted To Adopted Budget 978,228 2.5% 1,095,344 449,708 1,061,662 2,606,714 (1.9%) 4.9% (4.3%) (1.8%) 533,630 947,068 909,525 689,567 739,311 (21.9%) 1,598,972 1,667,913 1,967,153 1,882,957 5,102,051 205.9% 596,272 952,816 634,110 1,448,000 2,025,818 3,259,224 1,404,743 214,081 54,235 2,347,457 1,909,292 833,496 29,723 328,231 119,997 4,495,395 20,652,890 710,996 1,016,909 1,216,925 2,031,635 2,228,977 5,219,484 3,903,024 1,005,308 2,837,862 1,326,381 583,566 8,369 393,622 482,831 5,820,949 28,786,838 691,115 1,055,863 815,964 2,223,813 2,374,288 4,019,017 3,514,021 937,336 2,325,656 2,679,336 4,457,271 656,453 2,658 371,334 630,166 5,960,076 32,714,367 681,166 1,040,216 81,513 2,118,928 2,300,301 3,402,188 1,557,106 514,831 1,557,577 2,220,572 1,884,274 630,107 368,085 543,205 3,913,971 22,814,040 556,012 1,035,362 440,960 1,651,736 3,102,916 2,992,679 1,956,919 827,664 768,078 2,287,627 720,386 439,942 394,843 311,097 8,583,453 26,069,674 (21.8%) 1.8% (63.8%) (18.7%) 39.2% (42.7%) (49.9%) (17.7%) N/A (19.4%) (45.7%) (24.6%) (100.0%) 0.3% (35.6%) 47.5% (9.4%) City Magistrate 3,874,858 4,196,814 4,247,335 4,055,339 4,175,558 (0.5%) Law 3,013,834 3,518,389 3,462,958 3,442,172 3,352,645 (4.7%) 1,042,706 422,432 759,389 309,063 1,213,956 1,297,038 1,372,665 1,671,382 2,505,754 567,477 7,108 1,131,653 16,603,004 28,903,627 1,261,161 518,475 822,672 333,258 1,446,924 1,651,269 1,426,337 2,615,763 4,765,265 533,102 473,200 1,267,672 34,387,886 51,502,984 1,151,721 627,985 840,725 337,520 1,460,757 1,669,111 1,533,765 2,497,961 4,788,419 550,608 485,188 1,292,762 93,082,498 110,319,020 939,972 544,988 792,736 334,596 1,373,366 1,571,497 1,509,842 2,131,104 2,020,750 455,118 207,000 1,247,139 14,652,997 27,781,105 1,067,792 632,765 842,025 335,637 1,460,234 1,722,706 1,562,137 2,302,715 4,765,265 652,154 473,200 1,256,650 23,986,081 41,059,361 (15.3%) 22.0% 2.4% 0.7% 0.9% 4.3% 9.5% (12.0%) 0.0% 22.3% 0.0% (0.9%) (30.2%) (20.3%) 1,757,925 1,186,314 646,915 3,742,565 1,209,816 8,353,949 16,897,484 1,780,129 1,594,204 824,614 4,957,842 1,487,859 500,000 12,130,507 23,275,155 2,061,192 1,618,732 776,358 4,542,727 1,407,122 500,000 12,305,918 23,212,049 1,826,569 1,554,232 818,345 4,346,600 1,268,790 500,000 8,301,669 18,616,205 1,565,476 1,368,084 583,172 4,246,854 1,264,511 12,045,056 21,073,153 (12.1%) (14.2%) (29.3%) (14.3%) (15.0%) (100.0%) (0.7%) (9.5%) 954,649 1,591,949 5,498,115 6,478,967 23,841 845,127 2,358,777 6,199,859 4,424,504 362 254 813 142 31,887,863 60,265,222 929,187 2,572,324 7,285,950 7,453,773 591,158 604,192 3,384,262 6,485,534 1,240,687 1,648,510 304,371 2,363,767 208,439 73,733,789 108,805,943 930,221 2,744,352 7,610,287 7,680,275 767,317 631,751 3,516,902 6,703,625 1,817,238 1,672,747 306,769 2,400,659 290,045 50,929,086 88,001,274 915,126 1,665,668 8,089,417 6,965,708 630,785 3,155,411 6,703,625 1,755,105 1,419,236 289,230 2,223,239 297,850 16,875,973 50,986,373 689,844 2,093,014 6,228,603 7,716,541 11,650,629 625,415 3,357,452 6,303,440 1,024,543 1,597,934 300,386 2,421,093 394,643 39,194,572 83,598,109 (25.8%) (18.6%) (14.5%) 3.5% 1870.8% 3.5% (0.8%) (2.8%) (17.4%) (3.1%) (1.3%) 2.4% 89.3% (46.8%) (23.2%) 138,792,623 226,309,752 268,856,704 133,946,295 188,754,804 (16.6%) City Manager Administration Organizational Support Neighborhood Programs Code Enforcement Neighborhood Programs Capital IT Administration GIS/IT Applications & Data Systems IT Infrastructure & Client Support ITOC Capital ITOC Operations GIS/Information Tech Capital Human Resources Economic Development Downtown Redevelopment Economic Development Capital Tourism Downtown Real Estate Community Development Management Services Administration Budget Purchasing Central Supply Accounting Licensing and Tax Utility Services Risk Management Risk Management Liabilities Environmental Management Environmental Management Liabilities Fleet Services Non-Departmental Planning and Development Administration Current Planning Long Range Planning Development Services Civil Engineering Planning/Development Capital Housing and Redevelopment Community Services Administration Center for the Arts Buildings and Facilities Library Library Capital Parks Administration Aquatics Parks Operations Recreation Tumbleweed Recreation Center Environmental Education Center Other Recreation Facilities Museum Parks Capital TOTAL GENERAL GOVERNMENT 26 City of Chandler 2009-10 Adopted Budget Budget Message and Overview COST CENTER BUDGET COMPARISON (continued) 2007-08 Actual Expenditures PUBLIC SAFETY Police Administration Professional Standards Property and Evidence Forensic Services Field Operations Criminal Investigations Planning and Reseach Communications Records Detention Services Community Services Neighborhood Services Police - Capital Fire Administration Emergency Medical Services Operations Prevention Capital Support Services Training Community Programs & Preparedness TOTAL PUBLIC SAFETY MUNICIPAL UTILITIES Municipal Utilities Administration Solid Waste Services Solid Waste Capital Water Distribution Water Capital Water Treatment Plant Environmental Resources Water Quality Water Production Facilities Joint Water Treatment Plant Wastewater Collection Wastewater Capital Wastewater Reverse Osmosis Wastewater Treatment Wastewater Quality Airport Water Reclamation Facility Ocotillo Water Reclamation TOTAL MUNICIPAL UTILITIES PUBLIC WORKS Administration Engineering Transportation/Operations Admin. Real Estate Streets Streets Capital Traffic Engineering Transit Services Street Sweeping Airport Airport Capital TOTAL PUBLIC WORKS Sub-Total Fund Contingency Debt Service Capital/Computer Replacement GRAND TOTAL $ 2008-09 Adopted Budget 2008-09 Adjusted Budget 2008-09 Estimated Expenditures 2009-10 Adopted Budget % Change Adopted To Adopted Budget 2,512,912 $ 983,155 394,732 1,803,122 27,410,069 9,916,403 758,491 4,425,013 1,580,655 500,442 3,767,724 18 4,998,278 59,051,014 3,547,006 $ 1,060,248 382,902 2,172,798 29,728,117 11,164,326 856,064 4,950,662 1,731,745 450,331 4,426,331 26,666,505 87,137,035 4,179,373 $ 3,329,456 $ 1,106,938 1,167,955 403,501 397,076 2,286,132 2,117,518 30,051,315 30,238,400 11,297,232 11,500,122 859,589 827,182 5,240,240 5,218,701 1,774,556 1,765,941 458,967 480,241 4,393,156 4,417,202 26,314,184 4,361,709 88,365,183 65,821,503 5,404,927 1,003,440 377,474 2,171,729 29,627,187 11,590,069 846,070 5,778,596 1,726,352 2,506,938 3,985,862 24,202,476 89,221,120 52.4% (5.4%) (1.4%) (0.0%) (0.3%) 3.8% (1.2%) 16.7% (0.3%) 456.7% (10.0%) N/A (9.2%) 2.4% 4,161,429 1,022,528 18,190,672 549,571 3,442,935 1,337,582 566,778 261,258 29,532,753 6,520,067 839,078 20,596,388 548,828 18,197,296 1,700,269 582,720 251,089 49,235,735 6,763,156 894,346 20,764,686 562,871 12,747,128 1,193,206 582,402 286,544 43,794,339 5,232,280 848,107 20,797,311 560,787 8,953,158 1,204,431 579,498 288,396 38,463,968 6,080,022 777,972 20,607,551 570,615 7,141,721 997,505 627,870 604,954 37,408,210 (6.7%) (7.3%) 0.1% 4.0% (60.8%) (41.3%) 7.7% 140.9% (24.0%) 88,583,767 136,372,770 132,159,522 104,285,471 126,629,330 (7.1%) 646,931 10,640,057 571,096 4,840,518 56,168,746 10,322,966 1,707,571 1,698,770 4,280,795 2,003,428 51,380,333 1,633,854 1,335,960 454,735 3,917,823 3,736,213 787,249 11,871,348 47,050 5,170,624 136,307,416 12,211,172 1,964,156 1,943,353 5,484,112 605,520 2,396,135 117,954,485 2,477,771 1,319,856 608,628 6,302,890 3,842,460 797,595 12,909,230 84,902 6,899,973 93,223,597 12,853,693 2,134,411 2,009,580 6,398,882 605,520 3,042,732 85,030,586 2,668,850 1,476,889 661,880 6,766,547 5,034,808 670,720 12,013,831 7,441,960 61,872,035 12,291,505 1,916,959 1,814,483 5,777,740 605,520 2,958,193 60,027,941 2,558,645 1,448,049 557,418 4,970,746 5,030,000 913,272 11,723,743 6,316,743 29,769,459 12,331,923 1,818,764 1,678,772 5,238,852 1,299,500 2,358,246 29,287,061 2,390,207 1,396,144 604,940 6,117,616 4,118,320 16.0% (1.2%) (100.0%) 22.2% (78.2%) 1.0% (7.4%) (13.6%) (4.5%) 114.6% (1.6%) (75.2%) (3.5%) 5.8% (0.6%) (2.9%) 7.2% 155,339,796 311,294,225 242,599,675 181,955,745 117,363,562 (62.3%) 492,016 3,777,550 262,887 151,012 7,104,054 50,584,757 5,566,851 894,380 914,600 894,533 3,353,408 797,393 5,331,546 420,810 395,717 9,564,231 232,469,115 6,326,951 1,895,960 1,408,293 1,348,585 12,326,133 745,597 5,180,105 428,171 402,070 12,104,535 137,294,230 6,425,731 2,154,982 1,539,302 1,385,366 6,229,920 586,615 3,757,460 286,209 201,416 11,723,309 52,078,929 6,302,621 1,939,581 1,017,236 936,400 160,958 478,310 4,476,108 297,118 387,490 7,696,023 117,804,697 6,477,031 1,875,305 1,331,129 907,781 3,469,124 (40.0%) (16.0%) (29.4%) (2.1%) (19.5%) (49.3%) 2.4% (1.1%) (5.5%) (32.7%) (71.9%) 73,996,048 272,284,734 173,890,009 78,990,734 145,200,116 (46.7%) 456,712,234 946,261,481 817,505,910 499,178,245 577,947,812 (38.9%) - 199,760,664 327,134,070 - 157,818,380 (21.0%) 50,198,040 50,959,223 50,959,223 48,538,891 56,322,229 10.5% 6,587,384 $ 513,497,658 5,293,052 $ 1,202,274,420 6,675,217 $ 1,202,274,420 2,269,360 $549,986,496 5,805,927 $ 797,894,348 9.7% (33.6%) 27 City of Chandler 2009-10 Adopted Budget Budget Message and Overview FUND STRUCTURE The City Council formally adopts an annual budget for the General, Special Revenue, Capital Projects, Enterprise and Internal Service Funds. Debt Service payments are budgeted in General, Special Revenue, and Enterprise funds as appropriate. The accounts for the City of Chandler are organized on the basis of funds or account groups. A fund is an independent fiscal and accounting entity with a self-balancing set of accounts. In governmental accounting, fund accounting segregates funds according to their intended purpose and is used to aid in demonstrating compliance with finance-related legal and contractual provisions. The revenue and expenditures within the fund can be monitored for the particular activity. Funds are classified as being governmental, proprietary, or fiduciary; different fund types are also found within each classification. GOVERNMENTAL FUNDS - Governmental funds are used to account for the City’s general governmental activities; these funds use the flow of current financial resources measurement and the modified accrual basis of accounting. Under the modified accrual basis of accounting, revenues are recognized when susceptible to accrual, when they are measurable and available; and expenditures are recorded when the related fund liability is incurred. GENERAL FUND – The General Fund is the primary operating fund of the City. All revenues that are not allocated by law or contractual agreement to a specific fund are accounted for in the General Fund and are used to finance the services associated with local government. These revenues include taxes, licenses and permits, charges for services, interest earned on investments, fines and forfeitures, and miscellaneous revenue. Most city departments receive at least some support from the General Fund. SPECIAL REVENUE FUNDS – Special Revenue Funds are used to account for the proceeds of specific revenue sources other than expendable trusts or major capital projects that are legally restricted to expenditures for specified purposes. Funds in this category include Highway User Revenue, Local Transportation Assistance, Community Development Block Grant, Housing Grants and Expendable Trust. REGIONAL TRANSPORTATION SALES TAX FUND - Used for construction of new freeways, widening of existing freeways and highways, improvements to the arterial street system, regional bus service and other special transportation services, and high capacity transit services such as light rail, bus rapid transit and express buses. HIGHWAY USER REVENUE FUND - Used to account for the receipt and expenditure of the City’s allocation of State highway user taxes. State law restricts the use of these monies to maintenance, construction and reconstruction of streets, and repayment of transportation-related debt. LOCAL TRANSPORTATION ASSISTANCE (LTAF) FUND – Used to account for the receipt and expenditure of the City’s allocation of State lottery monies. State law restricts the use of these monies to street and highway projects in the public right-of-way and to mass transportation purposes. GRANTS IN AID – Used to account for the receipt and expenditure of miscellaneous federal and state grants awarded to the City for various specific purposes. COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) – Used for all federal Community Development Block Grant revenue and related expenditures, such as housing rehabilitation and downtown renovation. HOUSING GRANTS – Used to account for expenditures of the City’s housing assistance programs which consist of housing owned and operated by the city and rent subsidy payments to private sector owners of dwelling units. Financing for this fund is derived from tenants and the United States Department of Housing and Urban Development. EXPENDABLE TRUST FUNDS - These funds are accounted for and reported in the same manner as governmental funds for purposes designated by the donors or legal restrictions. Both the principal and earnings of these funds can be expended for the trusts' intended purposes. CAPITAL PROJECT FUNDS – Capital project funds are designed to account for resources expended to acquire assets of a relatively permanent nature. These funds include bond proceeds, system development or impact fees, grants and contributions for the need for capital assets such as buildings, public works, and equipment (Special Revenue and Enterprise Funds are not included in this category). 28 City of Chandler 2009-10 Adopted Budget Budget Message and Overview SPECIAL ASSESSMENTS – Special levies placed against special assessment districts in the City to be used for capital projects that benefit those properties. PROPRIETARY FUNDS - Proprietary funds are used to account for the City’s on-going organizations and activities which are similar to those often found in the private sector. ENTERPRISE FUNDS – Enterprise funds are a governmental accounting fund in which the services provided are financed and operated similarly to those of a private business, where the costs of providing goods or services to the general public is financed through user fees. The City of Chandler has established enterprise funds for water and wastewater service, solid waste service, and the operation of the airport because they are considered to be self-sufficient and are required to stand on their own. WATER FUNDS – Used to account for the provision of water services to the residents of the City and certain residents outside of City limits. All activities necessary to provide such service are accounted for in this fund, including but not limited to administration, operation, maintenance, financing and related debt service, billing and collection. Revenues are generated through user fees. WASTEWATER FUND - Used to account for the provision of wastewater services to the residents of the City and certain residents outside of City limits. All activities necessary to provide such service are accounted for in this fund, including but not limited to administration, operation, maintenance, financing and related debt service, billing and collection. The monies to support these demands are generated through user fees. SOLID WASTE FUNDS – Used to account for the provision of solid waste (refuse) services to the residents of the City and certain residents outside of City limits. All activities necessary to provide such service are accounted for in this fund, including but not limited to administration, operation, maintenance, financing and related debt service, billing and collection. User fees are assessed to generate revenues adequate to cover these costs. AIRPORT FUND – Used to account for the provision of airport services to the residents of the City and certain residents outside of City limits. All activities necessary to provide such service are accounted for in this fund, including but not limited to administration, operation, maintenance, financing and related debt service, billing and collection. Revenues are generated through airport leasing and fuel sales. INTERNAL SERVICE FUNDS - These funds are used to account for the financing of goods or services provided by one department or agency to other departments or agencies of the City, on a cost reimbursement basis. SELF-INSURANCE FUND – This fund is established to account for the cost of property and public liability claims incurred by the City under a self-insurance program. CAPITAL REPLACEMENT FUND – Used to account for operating capital items on a long-term basis through budgeted annual payments and transfers during the fiscal year. COMPUTER REPLACEMENT FUND – This fund is established to provide the City with a mechanism to purchase and/or lease computers. FIDUCIARY FUNDS – These funds are used to account for assets held by the City in a trustee capacity or as an agent for individuals, private organizations, other governmental units and/or other funds. Use of these funds facilitates the discharge of responsibilities placed upon the governmental unit by virtue of law or other similar authority. SPECIAL ASSESSMENT FUNDS - Charge made by a local government for the cost of an improvement or service. It is usually levied on those who will benefit from the service. PERMANENT FUND (PENSION) - This is a non-expendable trust fund and is used to account for the accumulation of resources to be used for retirement annuity payments at the appropriate amounts and times in the future. 29 CITY OF CHANDLER FUND STRUCTURE SUMMARY FOR FISCAL YEAR 2009-10 2009 - 10 Total Budget $797,894,348 30 General Funds $336,701,292 Special Revenue Funds $81,243,350 Capital Project Funds $239,247,346 Enterprise Funds $118,315,622 Internal Service Funds $22,242,630 Special Assessment Funds $139,308 Permanent Funds $4,800 General Government $104,794,939 Grants-In-Aid $35,853,566 General Government $136,622 Water $31,462,181 Self Insurance $10,285,329 Management Services $138,808 Non-Expendable Trust $4,800 Public Safety $93,741,451 Prop 400 Revenue $1,370,000 Public Safety $28,349,277 Wastewater $21,916,888 Capital Replacement $1,787,300 Public Works $13,005,298 Highway User Revenue $13,211,522 Management Services $1,303,822 Solid Waste $11,734,661 Computer Replacement $4,018,627 Contingency & Reserves $100,174,962 Local Trans Assistance $1,761,761 Community Services $46,513,650 Airport $1,177,065 Fleet Replacement $29,000 Debt Service $24,984,642 Community Block Grant $3,500,000 Public Works $91,719,849 Contingency & Reserves $26,052,377 Contingency & Reserves $6,122,374 Housing & Urban Dev't $13,056,424 Municipal Utilities $52,661,349 Debt Service $25,972,450 Expendable Trust Funds $219,550 Contingency & Reserves $17,832,809 Contingency & Reserves $7,635,358 Debt Service $729,968 City of Chandler 2009-10 Adopted Budget Budget Message and Overview Debt Service $4,635,169 Contingency & Reserves $500 City of Chandler 2009-10 Adopted Budget Budget Message and Overview GENERAL FUND REVENUES The General Fund Revenue categories are presented in the chart and table below. The chart provides information on each category as a percent of total General Fund revenues for fiscal year 2008-09 and 2009-10. The table provides information on the percentage increase or decrease from the prior year adopted budget. A detailed discussion of all revenues for the City is contained in the Resources section of this document. General Fund (Funds 101 & 102) Comparative % of Total Revenues 25% 28% 100% Local Sales Tax & Licenses Property Tax 11% 12% 18% 17% State-Shared Taxes 60% 8% 11% Other Revenue 40% 35% 35% Fund Balance Forward 80% 20% 0% 2008-09 2009-10 2008-09 Adopted Budget Local Sales Tax & Licenses $ 100,737,900 2009-10 Adopted Budget $ 85,615,650 Percentage Change (15.0%) Property Tax 38,606,234 39,287,682 1.8% State-Shared Taxes 63,404,859 55,904,000 (11.8%) 30,951,224 127,005,743 36,166,473 119,727,487 16.8% (5.7%) 336,701,292 (6.7%) (1) Other Revenue Fund Balance less Transfer In/Out Total General Fund (101 & 102)(2) (1) (2) $ 360,705,960 $ Property Tax for fiscal year 2008-09 includes adopted amount of $37,881,075, Salt River in lieu Tax of $375,159 and Prior Year Property Tax (Primary and Secondary) of $350,000. Fiscal year 2009-10 Property Tax includes adopted amount of $38,387,173, Salt River in lieu Tax of $411,668 and Prior Year Property Tax (Primary and Secondary) of $490,000. Fiscal year 2008-09 includes General Funds $359,191,520 and Police Forfeiture Funds of $1,514,440; fiscal year 2009-10 includes General Fund of $334,935,292 and Police Forfeiture Funds of $1,766,000. 31 City of Chandler 2009-10 Adopted Budget Budget Message and Overview GENERAL FUND EXPENDITURES The General Fund Expenditure categories are presented in the chart and table below. The chart provides information on each category as a percent of total General Fund expenditures for fiscal year 2008-09 and 2009-10. The table provides information on the percentage increase or decrease from the prior year adopted budget. General Fund (Funds 101 & 102 ) Comparative % of Total Expenditures 100% 31% 34% 80% General Government Public Safety 25% 28% Public Works 60% 4% 5% Contingency & Reserves 40% 20% 30% 30% 6% 7% Debt Service 0% 2008-09 Adopted Budget 2009-10 Adopted Budget 2008-09 Adopted Budget General Government $ 2009-10 Adopted Budget Percentage Change 121,239,089 104,794,939 (13.6%) Public Safety 91,319,807 93,741,451 2.7% Public Works Contingency & Reserves(1) 16,643,502 13,005,298 (21.9%) 108,544,808 100,174,962 (7.7%) 22,958,754 24,984,642 8.8% Debt Service (2) Total General Fund (101 & 102) $ 360,705,960 $ 336,701,292 (6.7%) Personnel & Benefits $ 144,144,882 $ 142,853,391 (0.9%) 92,803,755 80,447,793 (13.3%) Contingency & Reserves 108,544,808 100,174,962 (7.7%) Capital - Major(3) Total General Fund (101 & 102) 15,212,515 360,705,960 13,225,146 336,701,292 (13.1%) (6.7%) Operating & Maintenance (1) (2) (3) $ $ Contingency funds and reserves are one-time revenues comprised of various funds of which the majority is restricted in their use. Contingency funds can be used for unanticipated revenue shortfalls or unforeseen or emergency expenditures. Use of these funds requires Council approval. Fiscal year 2008-09 includes General Funds $359,191,520 and Police Forfeiture Funds of $1,514,440; fiscal year 2009-10 includes General Fund of $334,935,292 and Police Forfeiture Funds of $1,766,000. Fiscal year 2008-09 and 2009-10 includes partial funding for City Hall as the majority of the funds are included within the Contingency & Reserve category as carryforward. 32 City of Chandler 2009-10 Adopted Budget Budget Message and Overview SPECIAL REVENUE FUND REVENUES and EXPENDITURES Special Revenue Funds include Regional Transportation Sales Tax Fund, Highway User Revenue Fund (HURF) and Local Transportation Assistance Fund (LTAF) revenues. These revenues can only be used for specific purposes as dictated by Arizona State Law. The Special Revenue Fund Revenues and Expenditure categories are presented in the tables below. The tables provide information on the percentage increase or decrease from fiscal year 2008-09 to 2009-10. SPECIAL REVENUE FUNDS BUDGET - REVENUES Regional Transporation Sales Tax 2008-09 2009-10 Percentage Adopted Budget Adopted Budget Change $ 4,456,600 Highway User Revenue Local Transportation Assistance Other Revenues Fund Balance less Transfer In/Out Total Special Revenue Funds (214, 215 & 216) $ 8,850,000 98.6% 16,000,000 13,950,955 (12.8%) 1,073,653 1,073,600 (0.0%) 1,215,847 10,524,181 864,000 2,459,877 (28.9%) (76.6%) 27,198,432 (18.3%) 33,270,281 $ $ SPECIAL REVENUE FUNDS BUDGET - EXPENDITURES 2008-09 Adopted Budget Non-Departmental Public Works Contingency & Reserves Debt Service Total Special Revenue Funds (214, 215 & 216) $ Personnel & Benefits $ 2009-10 Adopted Budget Percentage Change 182,261 157,978 15,947,777 16,185,305 1.5% 12,517,414 6,219,980 (50.3%) 4,622,829 4,635,169 0.3% 27,198,432 (18.3%) 4,253,675 3.3% 33,270,281 $ 4,119,277 $ (13.3%) Operating & Maintenance 10,042,903 10,196,439 1.5% Contingency & Reserves 12,517,414 6,219,980 (50.3%) 6,528,338 27,198,432 (0.9%) (18.3%) Capital - Major Total Special Reveune Funds (214, 215 & 216) 6,590,687 33,270,281 $ $ Refer to page 35 for more detailed information on the Highway User Revenue and Local Transportation Assistance Funds. 33 City of Chandler 2009-10 Adopted Budget Budget Message and Overview ENTERPRISE OPERATIONAL FUND REVENUES and EXPENDITURES Enterprise Operational Funds include Water Operating Fund, Wastewater Operating Fund, Solid Waste Operating Fund and Airport Operating Fund revenues. Enterprise funds are a type of Governmental accounting fund in which the services provided are financed and operated similarly to those of a private business, where the costs of providing goods or services is financed through user fees and is self sustaining. The Enterprise Operational Fund Revenues and Expenditure categories are presented in the tables below. The tables provide information on the percentage increase or decrease from fiscal year 2008-09 to 2009-10. ENTERPRISE OPERATIONAL FUNDS BUDGET - REVENUES 2008-09 Adopted Budget Water Services $ 44,668,432 4.9% 21,411,742 25,700,809 20.0% Solid Waste Services 12,868,911 12,867,173 (0.0%) 902,940 909,920 0.8% 4,104,472 34,908,570 1,660,837 29,095,099 (59.5%) (16.7%) 114,902,270 (1.6%) Other Revenues Fund Balance less Transfer In/Out Total Enterprise Oper Funds (605, 615, 625 & 635) $ 116,797,332 $ Percentage Change Wastewater Services Airport Services 42,600,697 2009-10 Adopted Budget $ ENTERPRISE OPERATIONAL FUNDS BUDGET - EXPENDITURES 2008-09 Adopted Budget 2009-10 Adopted Budget Percentage Change Water 62,777,385 61,785,140 Wastewater 35,852,856 36,383,489 1.5% Solid Waste 16,326,218 15,489,650 (5.1%) 1,840,873 1,243,991 (32.4%) Airport (1.6%) Total Enterprise Oper Funds (605, 615, 625 & 635) $ 116,797,332 $ 114,902,270 (1.6%) Personnel & Benefits $ 13,931,627 $ 13,899,220 (0.2%) 14.1% Operating & Maintenance 60,299,148 68,791,466 Contingency & Reserves 24,749,604 25,538,727 3.2% 17,816,953 116,797,332 6,672,857 114,902,270 (62.5%) (1.6%) Capital - Major Total Enterprise Oper Funds (605, 615, 625 & 635) $ $ Refer to page 36 for more detailed information on the Water, Wastewater, Solid Waste and Airport Operating Funds. 34 City of Chandler 2009-10 Adopted Budget Budget Message and Overview MAJOR OPERATING FUNDS SUMMARIES General Fund (101/102) Category Property Tax Franchise Tax Transaction Privilege Tax Other Licences State Shared Taxes Charges for Services Miscellaneous Receipts Court Fines Fund Balance Subtotal Revenue FY2009-10 Revenue Budget $ 39,287,682 3,412,000 80,920,000 1,283,650 55,904,000 13,498,250 8,018,218 3,924,000 126,882,640 $ 333,130,440 Net Transfers In(Out) * TOTAL RESOURCES Dept/Cost Center City Clerk City Mgr, HR, IT, Econ Dev Community Services CAPA Fire Law Magistrate Mayor/Council Mgmt. Services Non-Dept.** Planning & Dev’t. Police Public Works Debt Services TOTAL EXPENSE 3,570,852 $ 336,701,292 FY2009-10 Expense Budget $ 739,311 19,967,088 35,355,088 2,556,714 28,023,807 3,335,345 4,175,558 978,228 8,712,373 120,030,495 9,119,701 65,717,644 13,005,298 24,984,642 $ 336,701,292 Highway User Revenue Fund (HURF) (215) Category Highway Tax Street Sign Fees Interest Income Other Revenue Fund Balance Subtotal Revenue Net Transfers In(Out) * TOTAL RESOURCES FY2009-10 Revenue Budget $ 13,950,955 2,500 243,000 14,500 8,725,344 $ 22,936,299 121,372 $ 23,057,671 Dept/Cost Center Streets Streets-Capital Traffic Engineering Non-Dept.** Debt Services FY2009-10 Expense Budget $ 4,346,718 4,647,144 4,059,882 5,368,758 4,635,169 TOTAL EXPENSE $ 23,057,671 Local Transportation Assistance Fund (LTAF) (216) Category Lottery Entitlements Bus Shelter/Service Interest Fund Balance Subtotal Revenue Net Transfers In(Out) * TOTAL RESOURCES FY2009-10 Revenue Budget $ 1,073,600 560,000 40,000 889,686 $ 2,563,286 (1,525) $ 2,561,761 Dept/Cost Center Streets-Capital Transit Services Non-Dept.** FY2009-10 Expense Budget $ 511,194 1,250,367 800,200 TOTAL EXPENSE $ *Transfers In(Out) include Indirect Cost, potential loans or loan payback; see Schedule D (p. 397) for details. **Includes Contingency & Reserves. 35 2,561,761 City of Chandler 2009-10 Adopted Budget Budget Message and Overview MAJOR OPERATING FUNDS SUMMARIES (CONTINUED) Water Operating (605) Category Water Sales Meter Installation Fees Connect Fees Other Charges Interest Fund Balance Subtotal Revenue FY2009-10 Revenue Budget $ 44,668,432 85,000 200,000 68,958 450,000 20,431,093 $ 65,903,483 Net Transfers In(Out) * TOTAL RESOURCES Wastewater Operating (615) Category Sewer Sales Service Charges Other Charges Interest Fund Balance Subtotal Revenue (4,118,343) $ FY2009-10 Revenue Budget $ 25,210,673 496,136 225,000 375,000 12,244,588 $ 38,551,397 Net Transfers In(Out) * TOTAL RESOURCES Solid Waste Operating (625) 61,785,140 (2,167,908) $ 36,383,489 Category Refuse Charges Dumping Fees Admin Charges Other Revenues Interest Fund Balance Subtotal Revenue Net Transfers In(Out) * FY2009-10 Revenue Budget $ 12,275,906 76,067 23,262 569,787 120,000 3,330,891 $ 16,395,913 (906,263) TOTAL RESOURCES $ Airport Operating (635) 15,489,650 Category Tie Down Fees Sale of Gas/Oil Airport Leases Other Revenues/Interest Fund Balance Subtotal Revenue Net Transfers In(Out) * FY2009-10 Revenue Budget $ 519,190 125,510 291,310 26,940 155,291 $ 1,118,241 125,750 TOTAL RESOURCES $ 1,243,991 Dept/Cost Center Administration Water Distribution Water Capital Water Treatment Plant Environmental Res Water Quality Water Production Facility Joint Water Treatment Plant Non-Dept.** Debt Services FY2009-10 Expense Budget $ 806,472 6,316,743 1,622,709 12,331,923 1,818,764 1,678,772 5,238,852 1,299,500 14,037,404 16,634,001 TOTAL EXPENSE $ Dept/Cost Center Administration Wastewater Collection Wastewater Capital Wastewater Treatment Wastewater Quality Airport WW Reclam Plant Ocotillo Water Reclam Non-Dept.** Debt Service FY2009-10 Expense Budget $ 6,800 2,358,246 4,784,462 1,396,144 604,940 6,117,616 4,118,320 7,684,700 9,312,261 TOTAL EXPENSE $ Dept/Cost Center Solid Waste Services Solid Waste Capital Non-Dept.** FY2009-10 Expense Budget $ 11,170,722 4,318,928 TOTAL EXPENSE $ Dept/Cost Center Airport Services Airport Capital Non-Dept.** Debt Service FY2009-10 Expense Budget $ 907,781 265,686 44,336 26,188 TOTAL EXPENSE $ *Transfers In(Out) include Indirect Cost, potential loans or loan payback; see Schedule D (p. 397) for details. **Includes Contingency & Reserves. 36 61,785,140 36,383,489 15,489,650 1,243,991 City of Chandler 2009-10 Adopted Budget Budget Message and Overview FUND BALANCE ANALYSIS The Fund Balance represents the net difference between total financial resources and total appropriated uses. In the budget process unreserved fund balances represent the net financial resources that are expendable or available for appropriation. According to the City Charter and the Expenditure Limitation under the Home Rule Option, total expenditures cannot exceed the amount of the adopted budget. Fund balances are therefore used for one-time (non-operational) expenditures since they are non-recurring revenue or they are appropriated as “contingency.” Use of contingency reserves should only be used for unanticipated events threatening the public health, safety or welfare of its citizens and only after all other budget sources have been examined for available funds. The Fund Balance protects our fiscal health by assuring sufficient funds are available to meet financial challenges in the future. General Fund Balance - Most governmental activities are financed from the General Fund. Expenditures for public purposes may be made from cash held in the General Fund with freedom from the restrictions imposed on other funds. The FY 2009-10 Budget shows that about $26.7-million of the Fund Balance is needed to supplement the revenue collection to fund the estimated expenditures. This is being applied toward one-time expenditures, such as those for capital projects. A significant portion of the total expenditures is attributable to the payment of debt service ($24.9-million) and one-time “pay-as-you-go” capital projects ($57.3 million). The ending fund balance of nearly $100.1-million includes over $24.5-million for the 12% contingency reserve adopted by Council, which has contributed to increased bond ratings over the years. The city has a strong unreserved General Fund Balance; assuring funds are available to meet future financial challenges. Special Revenue Fund Balance – These funds are used to account for the proceeds of specific revenue sources that are legally restricted to expenditures for specified purposes. This category includes Regional Transportation Sales Tax Fund, Highway User Revenue Fund (HURF), Local Transportation Assistance Fund (LTAF), Grants, including CDBG and HUD plus Trust Funds. The FY 2009-10 Budget shows that about $13.8-million of the Fund Balance is needed to supplement revenues for Special Revenue fund expenditures, which includes $29.4-million for one-time capital projects. Expenditures related to the HURF and LTAF are slowly being subsidized by the General Fund. The fund balance for Special Revenues has been affected by legislative adjustments to state formulas resulting in reduced state revenues. Internal Service Fund Balance – These funds are established to account for any activity that provides goods or services to other funds, departments, or agencies of the primary government and its component units, or to other governments, on a cost-reimbursement basis. In Chandler, this category includes Workers Compensation Fund, Self Insurance Fund, Uninsured Liability Fund, Short Term Disability Fund, Fleet Services Extended Warranty Fund, Capital Replacement Fund, Computer Replacement Fund, and Fleet Replacement Fund. The FY 2009-10 Budget shows that about $13.2-million of the Fund Balance is needed to supplement revenues for Internal Service expenditures. Capital Project Fund Balance – These are funds used to account for financial resources to be used for the acquisition or construction of major capital facilities (other than those financed by proprietary funds and trust funds). The financial resources of Capital Project funds come from several different sources, including bonds, impact fees, system development fees, or loans from operating funds. The Capital Project Fund Balance for FY 2009-10 shows that almost $144.9-million is needed to supplement the revenue collected to fund one-time Capital Project expenditures for uncompleted or new capital projects. The Capital Project fund balance includes bonds, system development and impact fee monies for projects carried forward from prior years. Enterprise Fund Balance – Enterprise funds are established to account for the operations of enterprises which provide goods or services to the public and which are financed and operated in a manner similar to private business enterprises. Enterprise fund balance includes Water, Wastewater, Solid Waste, and Airport. The Enterprise Adopted Budget for FY 2009-10 shows that about $11.2-million of the Fund Balance is needed to supplement the revenue collection to offset estimated expenditures, including debt service and one-time capital. Over $10-million is estimated for indirect cost as a “transfer out” for administrative support to the General Fund and for potential loans to complete Capital Projects in lieu of bonds or until system development fees are collected. Planned capital projects in water and wastewater are estimated to decrease the ending fund balance. Permanent/Special Assessment Fund Balance – These include the non-expendable trust funds for Firefighter’s pension as well as special assessment levies placed against assessment districts for capital projects that benefit properties in those districts. These funds balances help support pensions and administrative expenditures anticipated for FY 2009-10. 37 City of Chandler 2009-10 Adopted Budget Budget Message and Overview SUMMARY OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCE The beginning fund balance represents the residual funds brought forward from the previous year (ending balance), when actual revenues exceed budgeted revenues, and/or when actual expenditures are less than budgeted expenditures. The unreserved fund balance represents the net financial resources that are available for appropriation. The beginning fund balance is included in the budget to cover unanticipated fluctuations in revenue or expenses. Since fund balances are non-recurring revenue, they are used for one-time expenditures or budgeted as contingency fund appropriations. Estimated Ending Fund Balances in the summary below are used primarily as contingency, which would remain unspent barring any emergencies. The following table shows a summary of revenues, expenditures, and estimated changes in fund balance for related fund types. SUMMARY (In Thousands) General Funds Estimated Beginning Fund Balance 08-09 Adopted 08-09 Actual* 09-10 Adopted $ 142,912 $ 138,567 $ 126,883 38,606 37,173 99,379 86,266 63,405 61,759 19,901 16,834 12,410 9,365 (15,907) 2,606 217,794 $ 214,002 $ 17,074 6 1,280 46,971 94 (4,183) 61,241 $ 15,009 3 1,116 34,781 113 (4,291) 46,731 $ $ 352,569 $ 336,701 $ 88,379 $ 58,393 954 25,351 947 4,197 3,501 8,594 11,259 2,654 35,362 62,211 29,109 16,644 28,419 22,959 252,161 937 21,673 690 4,055 3,425 8,185 10,401 2,742 33,401 60,800 28,606 16,888 11,139 22,745 $ 225,687 978 19,967 739 4,176 3,335 8,712 9,120 2,557 35,355 65,718 28,024 13,005 19,856 24,985 $ 236,526 $ 4,925 17 12,016 1,762 1,260 1,924 47,516 145 234 220 4,623 74,642 $ 2,880 17 8,215 371 660 900 19,196 8 130 4,623 37,000 $ 108,545 $ 126,883 $ 100,175 $ 13,737 $ $ $ 352,569 $ 336,701 $ 88,379 $ $ 360,706 EXPENDITURES: Mayor & Council City Manager City Clerk City Magistrate Law Management Services Planning & Development Communication & Public Affairs Community Services Police Fire Public Works Municipal Utilities Non-departmental Expendable Trust Debt Service Total Expenditures $ 360,706 *08-09 Actual reflects estimated year-end (unaudited). 38 $ 11,662 09-10 Adopted 39,288 84,312 55,904 18,706 8,038 3,571 $ 209,819 TOTAL AVAILABLE RESOURCES TOTAL EXPENDITURES + ENDING FUND BALANCE 08-09 Actual* 27,138 $ Estimated Ending Fund Balance (Contingency) 08-09 Adopted $ REVENUES: Property Taxes Local Taxes/Licenses State-Shared Taxes Charges for Service Enterprise Sales System Development Fees Bond Revenue Miscellaneous Intergovernmental Expendable Trust Fund Interfund Transfers In/Out Total Revenues Internal Service Special Revenue $ 21,393 08-09 Actual* 08-09 Adopted $ 17,739 8,157 3,585 $ 11,742 $ 7,628 3,141 10,769 $ $ 81,243 $ 21,634 $ 28,508 $ 22,243 $ 11,068 17 11,953 50 1,515 2,301 2,238 39,304 145 162 220 4,635 73,608 28 8,387 20 195 2,040 179 199 42 4,703 $ 15,793 $ 4,818 174 598 3,555 9,144 $ 8,222 17 1,755 15 6,111 16,120 21,393 $ 7,635 $ 5,841 $ 19,364 $ 6,122 58,393 $ 81,243 $ 21,634 $ 28,508 $ 22,243 15,025 3 900 50,644 150 (6,870) 59,850 $ 9,892 09-10 Adopted $ 19,364 6,791 (3,912) 2,879 City of Chandler 2009-10 Adopted Budget Budget Message and Overview SUMMARY OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE (con’t) SUMMARY (In Thousands) Capital Project 08-09 Adopted $ 08-09 Actual* 89,888 $ 14,084 467,874 8,545 903 30,129 $ 521,535 Enterprise Funds 09-10 Adopted 46,365 $ 162,810 9,145 282,462 2,920 12,020 $ 306,548 $ 9,578 48,708 3,030 15,123 76,438 $ 611,423 $ 352,913 $ 239,247 179 71,463 23,667 18,197 206,459 237,201 2,930 4,933 144 17,084 4,362 8,953 42,064 115,621 1,231 643 137 46,509 21,202 7,142 91,717 52,649 1,329 730 $ 565,028 $ 190,103 $ 221,415 $ 46,395 $ 162,810 $ $ 611,423 $ 352,913 17,833 $ 239,247 08-09 Adopted $ 08-09 Actual* Permanent/Special Funds 09-10 Adopted 48,512 $ 49,378 $ 37,327 81,745 3,315 (13,625) $ 71,436 $ 83,311 1,392 (8,837) 75,866 $ 08-09 Adopted $ 4 87,930 971 (7,912) 80,989 $ 119,948 $ 125,244 $ 118,316 1,666 73,948 689 18,444 843 66,334 213 20,527 $ 94,747 $ 25,200 $ $ 119,948 $ 87,917 09-10 Adopted 08-09 Actual* $ 68 $ 181 181 $ 185 1,173 64,569 548 25,972 Grand Total $ 71 $ 139 139 $ 73 73 $ 206 $ 144 - - 134 5 4 - - 130 5 1 - 139 5 0 - $ 92,263 $ 142 $ 135 $ 144 37,327 $ 26,052 $ 43 $ 71 $ 1 $ 118,316 $ 185 $ 206 $ 144 $ 125,244 *08-09 Actual reflects estimated year-end (unaudited). 39 08-09 Adopted 08-09 Actual* 09-10 Adopted $ 318,346 $ 263,779 $ 38,606 37,173 99,379 86,266 80,479 76,768 19,907 16,837 81,745 83,311 14,084 9,145 467,874 282,462 33,887 22,560 47,874 34,781 94 113 0 4,639 883,928 $ 654,055 $ $ 1,202,274 $ 917,834 $ 367,847 Adopted Percent Change 15.55% 1.77% 39,288 84,312 -15.16% 70,929 -11.87% -6.02% 18,708 7.57% 87,930 9,578 -32.00% 48,708 -89.59% 19,802 -41.57% 5.79% 50,644 150 58.97% (0) -150.00% 430,047 -51.35% $ 797,894 -33.63% 954 937 30,482 24,697 947 690 4,197 4,055 3,518 3,442 17,115 13,132 23,275 18,616 2,674 2,742 108,781 50,856 89,177 65,995 49,415 39,062 272,484 78,991 311,336 181,956 36,979 16,147 220 130 50,959 48,539 $ 1,002,514 $ 549,986 $ 978 31,172 739 4,176 3,353 17,073 21,073 2,607 83,396 90,976 37,408 145,215 117,364 28,005 220 56,322 640,076 2.51% -36.15% $ $ 157,818 -21.00% $ 797,894 -33.63% 199,761 $ 367,847 $ 1,202,274 $ 917,834 2.26% -21.94% -0.51% -4.71% -0.24% -9.46% -2.53% -23.34% 2.02% -24.30% -46.71% -62.30% -24.27% -0.21% 10.52% City of Chandler 2009-10 Adopted Budget Budget Message and Overview PERSONNEL SUMMARY This table provides information on the number of full time equivalent (FTE) staff over four budget periods and changes to the authorized number of positions by cost center for fiscal year 2009-10. The table captures all current year transfers, position additions and deletions; as well positions added through the Decision Package process and vacancy reductions for fiscal year 2009-10. Explanations of these changes are detailed at the cost center level in the Departmental Budgets section of this document. Number of Full Time Equivalent Personnel PERSONNEL SUMMARY 2006-07 Revised 2007-08 Revised 2008-09 Adopted 2008-09 Revised 2009-10 Reductions New Requests 2009-10 Adopted General Government 1020 Mayor and Council Mayor and Council 1070 1071 1210 Communications/Public Affairs Communications/Public Affairs Video Production Print, Mail, & Graphics 5.000 5.000 5.000 6.000 0.000 0.000 6.000 9.000 3.000 6.000 18.000 9.000 3.000 6.000 18.000 8.000 3.000 6.000 17.000 8.000 3.000 6.000 17.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 8.000 3.000 6.000 17.000 6.000 6.000 6.000 6.000 0.000 0.000 6.000 1050 City Magistrate 45.000 45.000 45.000 45.000 (1.000) 0.000 44.000 1300 Law 26.000 29.000 29.000 29.000 0.000 0.000 29.000 10.000 4.000 0.000 0.000 13.000 19.000 19.000 19.000 7.000 2.000 0.000 0.000 93.000 10.000 4.000 12.000 6.300 16.000 17.000 19.000 21.000 6.000 2.000 1.000 4.000 118.300 10.000 4.000 12.000 6.300 16.000 17.000 19.000 21.000 6.000 2.000 1.000 4.000 118.300 12.750 4.000 12.000 6.300 13.000 19.000 20.000 19.000 6.000 2.000 1.000 4.000 119.050 (3.000) (1.000) (1.000) 0.000 (1.000) 0.000 0.000 (1.000) (1.000) 0.000 0.000 (1.000) (9.000) 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 9.750 3.000 11.000 6.300 12.000 19.000 20.000 18.000 5.000 2.000 1.000 3.000 110.050 193.000 221.300 220.300 222.050 (10.000) 0.000 212.050 6.000 11.000 40.000 65.500 7.000 14.250 43.100 38.250 0.000 0.000 0.000 0.000 225.100 6.000 12.000 44.000 67.000 6.750 15.250 47.500 41.500 0.000 0.000 0.000 0.000 240.000 12.000 44.000 6.000 67.000 4.750 15.250 47.000 8.000 13.250 3.250 17.000 2.000 239.500 5.000 12.000 44.000 66.750 4.750 15.250 47.000 8.000 13.250 3.250 17.000 2.000 238.250 0.000 0.000 0.000 (0.500) 0.000 (0.500) 0.000 (1.000) (1.750) 0.000 0.000 0.000 (3.750) 0.000 0.000 0.000 0.000 0.000 0.000 1.000 0.000 0.000 0.000 0.000 0.000 1.000 5.000 12.000 44.000 66.250 4.750 14.750 48.000 7.000 11.500 3.250 17.000 2.000 235.500 9.500 5.000 9.000 5.000 17.000 41.000 0.000 7.000 4.000 14.000 111.500 10.500 5.000 9.000 5.000 17.000 21.000 20.000 7.000 4.000 14.000 112.500 9.000 5.000 9.000 5.000 17.000 22.000 20.000 7.000 3.650 14.000 111.650 7.000 7.000 9.000 5.000 17.000 21.500 20.500 7.000 3.500 14.000 111.500 0.000 (1.000) 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 (1.000) 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 7.000 6.000 9.000 5.000 17.000 21.500 20.500 7.000 3.500 14.000 110.500 1030 City Clerk 1040 1060 1061 4700 1199 1200 1280 1250 1520 1540 1580 3080 City Manager/H.R./I.T./E.D. City ManagerAdministration Neighborhood Programs Code Enforcement Community Development Info Tech Administration GIS/IT Applications IT Infrastructure Human Resources Economic Development Downtown Redevelopment Tourism Downtown Real Estate Subtotal - General Government 4300 1100 3200 4310 4510 4520 4530 4550 4551 4555 4559 4560 Community Services Administration Center for the Arts Building and Facilities Library Parks Administration Aquatics Parks Operations Recreation Tumbleweed Recreation Ctr Environmental Education Ctr Other Recreation Facilities Museum 1180 1195 1220 1225 1230 1240 1245 1260 1265 1270 Management Services Administration Budget Purchasing Central Supply Accounting Licensing & Tax Utility Services Risk Management Environmental Management Fleet Services 40 City of Chandler 2009-10 Adopted Budget Budget Message and Overview Number of Full Time Equivalent Personnel (continued) 2006-07 Revised 1500 1510 1515 1530 1535 4650 4700 Planning and Development Administration Current Planning Long Range Planning Development Services Civil Engineering Housing and Redevelopment Community Development 2010 2015 2020 2021 2030 2040 2050 2060 2070 2071 2080 2090 Police Administration Professional Standards Property and Evidence Forensic Sciences Field Operations Criminal Investigations Planning and Research Communications Records Detention Services Community Services Neighborhood Services 2210 2220 2230 2240 2260 2270 2280 Fire Administration Emergency Medical Services Operations Prevention Support Services Training Community Program 3050 3700 3800 3830 3840 3850 3860 3900 3930 3940 3950 3960 Municipal Utilities Administration Solid Waste Services Water Distribution Water Treatment Plant Environmental Resources Water Quality Water Production Facility Wastewater Collection Wastewater Reverse Osmosis Wastewater Treatment Wastewater Quality Airport Water Reclamation Fac. 3010 3020 3030 3070 3300 3330 3340 3350 4100 Public Works Department Administration Engineering Transportation/Operations Admin. Real Estate Streets Traffic Engineering Transit Services Street Sweeping Airport CITY TOTAL Population * Employees Per 1,000 Population 2007-08 Revised 2008-09 Adopted 2008-09 Revised 2009-10 Reductions New Requests 2009-10 Adopted 15.000 15.000 4.000 43.000 15.000 23.700 6.300 122.000 14.000 16.000 4.000 48.000 12.000 23.700 0.000 117.700 14.000 15.000 4.000 47.000 12.000 23.700 0.000 115.700 14.000 15.000 4.000 47.000 12.000 23.700 0.000 115.700 (1.000) (1.000) 0.000 (4.000) (2.000) (0.500) 0.000 (8.500) 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 13.000 14.000 4.000 43.000 10.000 23.200 0.000 107.200 14.000 9.000 5.000 19.000 239.000 80.000 8.000 51.000 26.000 6.000 28.000 15.000 500.000 13.000 9.000 5.000 22.000 242.000 91.000 9.000 52.000 26.000 6.000 36.000 0.000 511.000 13.000 9.000 5.000 22.000 242.000 91.000 8.000 52.000 26.000 6.000 36.000 0.000 510.000 15.000 8.000 5.000 22.000 242.000 93.000 8.000 52.000 26.000 6.000 34.000 0.000 511.000 0.000 0.000 0.000 0.000 (10.000) 0.000 0.000 0.000 (1.000) 0.000 (2.000) 0.000 (13.000) 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 15.000 8.000 5.000 22.000 232.000 93.000 8.000 52.000 25.000 6.000 32.000 0.000 498.000 8.000 6.000 195.000 5.000 5.000 4.000 2.000 225.000 11.000 6.000 195.000 5.000 6.000 4.000 2.000 229.000 11.000 6.000 195.000 5.000 6.000 4.000 2.000 229.000 7.000 6.000 196.000 5.000 6.000 4.000 5.000 229.000 0.000 0.000 (1.000) 0.000 0.000 0.000 0.000 (1.000) 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 7.000 6.000 195.000 5.000 6.000 4.000 5.000 228.000 5.000 24.000 30.500 19.500 13.000 15.500 13.500 13.000 11.000 1.000 4.000 18.000 168.000 5.000 24.000 31.000 21.500 13.000 14.500 14.000 14.000 11.000 1.000 4.000 18.000 171.000 5.000 24.000 31.000 21.500 13.000 14.500 15.000 14.000 11.000 1.000 4.000 21.000 175.000 6.000 23.000 30.000 23.500 12.000 12.500 14.000 14.000 10.000 1.000 4.000 21.000 171.000 0.000 0.000 0.000 0.000 (1.000) 0.000 0.000 0.000 0.000 0.000 0.000 0.000 (1.000) 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 2.000 2.000 6.000 23.000 30.000 23.500 11.000 12.500 14.000 14.000 10.000 1.000 4.000 23.000 172.000 4.000 50.000 5.000 9.000 43.500 33.000 3.000 9.000 6.000 162.500 4.000 51.000 5.000 5.000 47.000 35.000 4.000 10.000 7.000 168.000 4.000 50.000 4.000 4.000 47.000 35.000 4.000 10.000 7.000 165.000 4.000 50.000 4.000 4.000 47.000 35.000 4.000 10.000 7.000 165.000 (1.000) (5.000) (1.000) 0.000 (1.000) (3.000) 0.000 0.000 (1.000) (12.000) 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 3.000 45.000 3.000 4.000 46.000 32.000 4.000 10.000 6.000 153.000 1707.100 1770.500 1766.150 1763.500 (50.250) 3.000 1716.250 247,800 247,800 259,400 250,619 252,500 6.9 7.1 6.81 7.0 6.80 * Population figures represent actual on June 30 for 2006-07. The 2007-08 Adopted was based on a June 30, 2008 projection provided by Long Range Planning during the preparation of 200708 Budget. The 2007-08 Revised is based on the projection for June 30, 2008 as presented in the 2008-09 Annual Budget. The 2008-09 revised figure is 2008 annual population estimate from Long Range Planning. The 2009-10 Proposed figure is the July 1, 2009 projection from Longe Range Planning as provided in preparation of the 2009-10 Proposed Budget. 41 City of Chandler 2009-10 Adopted Budget Budget Message and Overview PERSONNEL SUMMARIES The table and chart below reflect the percentage of personnel by department and the number of Full Time Equivalent (FTE) staff by department for fiscal year 2009-10. PERSONNEL SUMMARY – FTE 2009-10 FTE General Government Management Services Planning and Development Community Services Municipal Utilities Public Works Department Police Fire TOTAL FTE Municipal Utilities 10.0% 212.050 110.500 107.200 235.500 172.000 153.000 498.000 228.000 1,716.250 % 12.4% 6.4% 6.3% 13.7% 10.0% 8.9% 29.0% 13.3% 100.0% Public Works Department 8.9% Police 69% Community Services 13.7% Public Safety 42.6% Fire 31% Planning and Development 6.3% Management Services 6.4% General Government 12.4% 42 City of Chandler 2009-10 Adopted Budget Budget Message and Overview New Positions for Fiscal Year 2009-10 (all funds) 3960 - Airport WW Reclamation Plant 3960 - Airport WW Reclamation Plant 4530 - Parks Operations 4530 - Parks Operations Municipal Utilities - Additions 1.000 Water Systems Maintenance Superintendent 1.000 Wastwater Treatment Plant Operator III 2.000 Total Municipal Utilities Positions Community Services 0.500 0.500 1.000 3.000 Additions Groundskeeper* Groundskeeper* Total Community Services Positions Grand Total * Conversion of temporary funding to personnel to increase two part-time Groundskeeper positions to full-time; no new funding added. The chart below shows Chandler's population growth over the past decade and the number of employees per 1,000 population. 250 225 200 175 150 125 100 75 50 7.5 7.0 6.5 6.0 5.5 5.0 4.5 4.0 3.5 3.0 Staff/1000 population Population (in 1000) Chandler Population and # Employees 2 2 2 2 2 2 19 1 2 2 2 2 2 98 999 000 001 002 003 004 005 006 007 008 009 009 -0 -0 -0 -0 -0 -9 -0 -0 -0 -0 -0 -1 1 2 4 7 9 9 0 3 5 6 8 0 10* Population (in 1,000) Employees Per 1,000 Population * 2009-10 mid-year estimate after anticipated eliminations resulting from retirements and voluntary separations. 43 City of Chandler 2009-10 Adopted Budget Budget Message and Overview Chandler still maintains one of the lowest employee ratios compared to other Valley cities as shown on the chart below. Employees per 1,000 Population for FY2009-10 10.2 7.7 8.7 7.9 6.8 5.5 44 10.7 10.7 City of Chandler 2009-10 Adopted Budget Budget Policies and Recommendations BUDGET POLICIES AND RECOMMENDATIONS The City of Chandler’s continued goal is to provide the highest quality services to the community in the most costeffective manner. The Council’s strategy to achieve these results is through goals to improve Chandler in a coordinated manner and to make fiscally responsible decisions that will ultimately strengthen the City. The development of Chandler's budget is designed to reflect the needs and desires of the community. Throughout the year, the Mayor, Council and staff obtain input from the community through surveys, commissions, neighborhood meetings and contracts with individuals. Based on this input, the Council holds planning sessions to discuss multiple service area efforts needing attention and to establish organizational guidelines. Progress was made in many of the areas listed below. First developed in FY 2006-07, these goals were recently updated by the Council for the next two-year time horizon. Strategic Goals and Organizational Priorities DOWNTOWN Downtown Chandler and the Historic Square have served as the focal point of community life since Chandler’s inception. Emerging today as a location for independent business and retail, the downtown also serves as the City’s cultural center providing the community with a sense of identity and uniqueness. • Complete discussions with The San Marcos ownership group on the construction of a new hotel tower and adjacent conference center; initiate preparation of a development agreement and financing plan. • Initiate planning, programming, and design concept development for the new Chandler Museum and associated parking structure. • Continue developing concepts for the reuse of Site 6 and Sites 4 and 5 taking into account the impact that the current recession may have on development timing. • Transform the City’s maintenance yard (Delaware and Chicago) into an “art yard” with one or more anchor tenants fabricating large works of art. ECONOMIC DEVELOPMENT The ability of the City to maintain and enhance the quality of life of its residents depends upon a successful economic development program. High paid quality jobs attract potential residents, and diversifying the employment and tax base provides revenue to support the amenities enjoyed by the community. • Initiate in the Public Works and Planning and Development Departments a review of the development regulatory process for the purpose of streamlining and re-engineering to improve the process as an economic development tool; develop a small business team to provide early identification of development challenges, fees and processes for first time or infrequent customers interested in tenant improvements; provide a special adjunct service for existing pre-technical review process to assist small business owners or first time developers interested in developing infill projects that require site plan review. • Focus on family-oriented entertainment and retail. • Continue targeted marketing efforts to strategic business clusters: o Advanced Business Services including data processing, software design, financial services and other office sectors. o Aerospace/Aviation related industries for the Chandler Municipal Airport and the Chandler Airpark area. o Bio-industry companies, including medical device manufacturing, nano-technology and research applications. o Telecommunications industries, including software and programming design, Internet infrastructure and others. o Electronics sector industries, including semiconductors/chip products, computers, circuit boards, computer hardware, relays and controls, and related products. o Sustainable Technologies. • Investigate the feasibility of obtaining stand-alone foreign trade zone designation, to allow businesses within the zone to obtain manufacturing tax credits and enable the city to control sub-zone locations. • Continue working with Arizona State University, The University of Arizona, Northern Arizona University, and Chandler Gilbert Community College to facilitate meetings between the universities and Chandler’s employers to enhance their R & D and production efforts as well as to provide quick access to a qualified workforce; continue to pursue opportunities to partner with universities in pursuit of a knowledge based economy. 45 City of Chandler 2009-10 Adopted Budget Budget Policies and Recommendations • Re-brand the Price Corridor to reflect it’s unique mix of housing, infrastructure and industry clustering which forms a “super-technology region”; continue to work with brokers to identify a buyer for the Motorola campus that may in turn redevelop the site as a science and technology/innovation zone; work to encourage some type of “incubator” within the existing Motorola building allowing for small technology startup space. NEIGHBORHOODS As Chandler has grown rapidly from a community of 30,000 in 1980 to 250,000 today, neighborhoods have become increasingly important to help define the community’s quality of life and provide a sense of identity and place. The maintenance and long term care of our neighborhoods will become increasingly important as the community continues to age. • Utilize the Neighborhood Stabilization Program to create the Chandler Community Land Trust as a mechanism for assisting eligible homeowners purchase vacant/foreclosed homes; work with non-profit organizations to develop permanent rental housing and down payment assistant programs to help address the needs of families looking for housing in Chandler as well as to stabilize some neighborhoods for families already living there. • Continue outreach to homeowners associations and traditional neighborhoods through the Congress of Neighborhoods, an open session that provides residents a forum to discuss neighborhood challenges and opportunities. SUSTAINABILITY In order to assure that Chandler’s quality of life is enjoyed by future generations, it is imperative that the City acts as an effective steward of our financial and environmental resources. This effort is even more critical as city resources are becoming increasingly limited, and as best practices throughout the country have provided ample evidence of the many benefits of doing business in a more sustainable fashion. The City Council is committed to the stewardship of the City’s resources through improved business practices and the conservation of our financial and environmental assets. • Prepare a long-range financial plan, which presents two or more financial scenarios of projected revenues and spending, and options for modifying program and service levels and/or financial resources to ensure financial sustainability. • Initiate practices to create a more sustainable Chandler: o Evaluate the cost and benefits of utilizing recycled paper in the organization. o Complete the heat island mitigation study with ASU School of Sustainability including exploring alternative pavement materials. o Study solar construction options for the new city hall and other facilities. o Rollout Planning’s green building program on-line in 2009 and establish programs for residents and commercial/industrial developers to learn about the program and green building opportunities. o Build a Sustainability Review (including life cycle analysis) into discussion/consideration of all CIP project. o Continue evaluation of methods to reduce the cost of the City’s streetlights. o Continue fleet services review team whose goals are the review of the current strategies and structures of fleet operations; develop cost effective strategies for how to green the City’s fleets and increase awareness and a better understanding of how the organization fleets usage contributes to the City’s carbon footprint. o Conduct an energy audit to develop a guide for facility sustainability improvements. o Identify solar technology opportunities. o In order to assure that Chandler’s quality of life is enjoyed by future generations, it is imperative that the City be an effective steward of our financial and environmental resources. This effort is even more critical as city resources are becoming increasingly limited, and as best practices throughout the country have provided ample evidence of the many benefits of doing business in a more sustainable fashion. The City Council is committed to the stewardship of the City’s resources through improved business practices and the conservation of our financial and environmental assets. 46 City of Chandler 2009-10 Adopted Budget Budget Policies and Recommendations TRANSPORTATION An effective multimodal transportation system is critical to the long-term vitality of the Chandler community. The City must maintain a viable transportation network that includes an efficient arterial street and transit system that is connected regionally, as well as a network that is bicycle and pedestrian friendly. • Continue to advocate for the community’s transit needs at the regional level, including the goal of extending light rail down Arizona Avenue. Pursue the immediate priority for improvements to accommodate bus rapid transit starting at the Tumbleweed park and ride facility and terminating at the Mesa light rail station at Main and Sycamore. Financial Policies The City of Chandler has strong financial policies that allow staff to provide sound fiscal planning and continued management of fiscal integrity. The financial policies are divided up into five categories: Operating Management, Capital Management, Debt Management, Reserves, and Financial Reporting policies, which includes budgetary guidelines. Listed below are the financial policies Chandler has implemented and as a result has provided a fiscally strong City. Operating Management Policies: • Department Heads are expected to manage their areas with the overall financial health of the City in mind. With Expenditure Control Budgeting (ECB) “Managers are paid to manage” and to look for effective and efficient ways to deliver quality services to our citizens while meeting Council goals. • The budget process allows weighing of all competing requests for City resources within projected fiscal constraints. Additions outside of the budget process are discouraged and only approved by City Manager’s office in unique circumstances. • All personnel requests must be fully justified to show that they will either meet new program purposes or maintain or enhance service delivery. • Ongoing expenses will be funded by ongoing revenues. Revenue projections will be based on historical trends by developing base lines for ongoing types of revenues versus one-time. • User fees and charges which are approved by City Council will be periodically analyzed and updated to ensure that all direct and indirect costs are recovered, unless extremely burdensome to citizens. Rate studies will be performed each year for Water, Wastewater and Solid Waste funds based on five-year projections. • Development fees for capital expenses attributable to new development will be reviewed each year and adjusted if necessary. • Grant funds received for “ongoing expenses” such as personnel must have a reserve of the total ongoing cost in the General Fund in order to pay for the ongoing expense when the grant expires. • Projections used to balance revenues to expenditures will be prepared for a five-year period and updated annually. • Each department will create performance measurements to make sure the goals and objectives of the department are obtained in an efficient and effective manner. • Conservative but realistic revenue projections will be prepared to assess the limits of budget appropriation. If projections are too high, under-realized revenues could cause budget cuts mid-fiscal year. • Investments of cash funds will be maintained in accordance with City Charter and State Statutes. • The City will pursue outstanding collections through revenue collectors plus a tax and license technician and perform periodic audits on businesses to ensure compliance with City tax code. This is to protect the major source of income to our City - sales tax. 47 City of Chandler 2009-10 Adopted Budget Budget Policies and Recommendations Capital Management Policies: • The City Charter requires a minimum of a five-year Capital Improvement Program (CIP) will be developed annually and submitted to Council on or before the fifteenth day of June (Section 5.07, City of Chandler Charter). The Council shall adopt the Capital Improvement Program on the same date as the final adoption of the Annual Budget, which normally occurs in May or June. The FY 2010-2019 CIP is a ten-year plan, exceeding the minimum requirements. • The CIP must include a list of proposed capital improvements with cost estimates, methods of financing, recommended time schedules for each improvement and the estimated income or cost of maintaining the facilities to be constructed. CIP projects will be for infrastructure or facilities over $50,000. • Capital projects presented in the CIP will show related operating and maintenance costs, and will be considered during the operation budget evaluation. Reserves for repair and replacement have been provided in various funds, but a long-term plan to fund this liability is currently under development for Water and Sewer and is being implemented for Streets. Other areas, such as facilities and park improvements will also need to have a plan developed with adequate funding for further repairs and replacement. • A balance of pay-as-you-go capital improvements versus financing will be evaluated taking various economic factors into consideration. This review will assure the citizens that they are receiving the most efficient use of their tax dollars to repair or replace major projects in the City. Debt Management Policies: • The City will seek to maintain, and if possible improve, our current bond ratings in order to minimize borrowing costs resulting in lower interest costs. • Analysis of every new debt issuance will be performed to ensure authorization is approved by voters, capacity according to state law is adequate, and the impact that the issuance will have on property tax rates and/or user fees. • Non-voter approved debt, such as Municipal Property Corporation or Excise Tax Revenue Obligations, will only be used when dedicated revenue sources, other than taxes, can be identified to pay debt service expenses. Non-voter approved debt will be considered under the following conditions: • Project requires funds not available from other sources and meets the City’s goals and objectives. • Emergency situations that may be an unfunded mandate or affect the public health and welfare. • The project will generate a positive net revenue position (i.e., revenues will exceed the cost of financing). • Improvement Districts will only be issued when there is a general City benefit. Each improvement district financing must be closely evaluated since it is secured by the full taxing authority of the general fund and is viewed by the credit rating agencies as an outstanding City debt. • Long term bond financing should not exceed the useful life of the infrastructure improvement or useful life of a facility. Average length of bond issues is at 11 years. • Utility rates will be set, as a minimum, to ensure the rates of revenue to debt service meets bond indenture requirements of 1.2 times coverage (ongoing system revenues will cover ongoing debt 120%). The goal will be from 1.5 to 2 times coverage to allow fluctuations in revenue collection and to achieve the highest credit rating when bonds are sold. Reserve Policies: • The City will adhere to Council’s general fund reserve policy requiring a reserve fund equaling 12% of general fund operating revenues. • Reserves for water will have a goal of 20%, sewer system funds will have a goal of 15% and solid waste will be have a goal of 10% of operating revenues. • Reserves for self-insurance funds will be maintained at a level, together with purchased umbrella insurance policies, that will adequately indemnify the City’s property and liability risk. A qualified actuarial firm shall be retained on an annual basis in order to recommend appropriate funded levels for property and liability risks. A minimum reserve of 70% of outstanding claims will be maintained. • Reserves for other special funds such as HURF and LTAF will have a goal of 15% of operating revenues. 48 City of Chandler 2009-10 Adopted Budget Budget Policies and Recommendations • A fleet management vehicle replacement plan should be followed citywide to ensure systematic replacement of vehicles based on the particular life cycle. A fund replacement policy needs to be adopted and a reserve established to insure departments within the guidelines of the policy systematically replace vehicles. • Contingency reserves determined annually will be maintained to affect unanticipated revenue shortfalls and/or unexpected expenditure increases; reserves may also be used for unanticipated events threatening the public health, safety or welfare. Use of contingency funds should be utilized only after all budget sources have been examined for available funds. Financial Reporting Policies: • The City’s accounting and financial reporting systems will be maintained in conformance with generally accepted accounting principles (GAAP) and standards of the Governmental Accounting Standards Board (GASB) and the Government Finance Officers Association (GFOA). • An annual audit will be performed by an independent public accounting firm, with an audit opinion to be included in the City’s published Comprehensive Annual Financial Report (CAFR). • The City’s CAFR will be submitted to the GFOA Certification of Achievement for Excellence in Financial Reporting Program. The financial report should be in conformity with GAAP, demonstrate compliance with finance related legal and contractual provisions, disclose thoroughness and detail sufficiency, and minimize ambiguities and potentials for misleading inference. • The City’s budget will be submitted to the GFOA Distinguished Budget Presentation Program. The budget should satisfy criteria as a financial and programmatic policy document, as a comprehensive financial plan, as an operations guide for all organizational units, and as a communication device for all-significant budget issues, trends and resource choices. It should also be presented in a format that is easy to read and understand by the citizens of our community. • Financial systems will be maintained to monitor revenues, expenditures, and program performance on an ongoing basis. Budgetary Guidelines: Some of the significant guidelines pertaining to the budget are as follows: • Chandler utilizes a decentralized operating and capital budget process; all departments participate in the process and enter budget amounts directly into the on-line budget system. • Annual budgets for the upcoming fiscal year (July 1 - June 30) are adopted for all funds. • Each fund in the budget must be in balance; total anticipated revenues plus beginning undesignated fund balance (all resources) must equal total expenditure appropriations for the upcoming fiscal year. • Budgetary control is at the departmental level; however, line item appropriations are established for each cost center (division) within each department. According to Expenditure Control Budgeting (ECB), departments under the General Fund may carryforward estimated savings from the prior year (see ECB discussion later in this section). • Chandler utilizes the base budget method, where departments are allocated the prior year's base to support all ongoing operations plus a base adjustment factor (BAF) for cost of living. Due to the economic outlook departments have not had a BAF applied to their base budget since FY2002-03. In some cases departments request supplemental funding for new positions, equipment or operating expenses to expand existing or for new programs. These requests are reviewed and prioritized by the City Manager, Assistant City Managers and Finance Director, then presented to Council. The approved requests are incorporated into the department base budget or added as a one-time adjustment for the upcoming fiscal year. • Chandler operates under the Alternative "Home Rule" Expenditure Limitation allowed by the State. Home Rule Option: Under the Home Rule Option, the expenditure limitation is free from any ties to the State imposed limitation if the majority of the qualified electors vote in favor of this alternative. On March 14, 2006, the City of Chandler voters approved the Home Rule Option for the next four years. Chandler adopts its expenditure limitation along with the annual budget. The maximum legal expenditure limit is the total of all departmental appropriations in the final budget adopted by the City Council. 49 City of Chandler 2009-10 Adopted Budget Budget Policies and Recommendations Budget Amendments: In accordance with the City’s Alternative Expenditure Limitation, total expenditures may not exceed the final appropriation once the budget is adopted. The City can amend the total appropriation for an individual fund. However, if one fund’s total appropriation is increased, another fund must be reduced by an equal amount. Amendments between departments may be processed at any time during the fiscal year upon written request by City Manager to the Council (Section 5.08, City of Chandler Charter). Budget Transfers and Carryforward Appropriation: As stated within the Budget Resolution, Council has granted the City Manager or his designee authority upon written request at any time during the fiscal year to do the following: • To transfer part or all of any encumbrance or designated carryforward reserve within or to a department or to another fund if necessary. • To transfer appropriation in the non-departmental salary account to the various departmental salary accounts in all funds. • In accordance with Expenditure Control Budgeting (ECB), general fund under-expenditure from prior appropriations in a department, office or agency’s budget are re-appropriated in the fund contingency reserve and can be transferred to the appropriate department. • To transfer any unencumbered appropriation balance among divisions within a department. Fund Balances: According to the City Charter, the total of proposed expenditures shall not exceed the total of estimated income and fund balances available. Since fund balances are non-recurring revenue, they are used for one-time expenditures or budgeted as contingency fund appropriations. The beginning year fund balance, therefore, is included in the budget to cover unanticipated fluctuations in revenue or expenses while complying with the expenditure limitation noted above. Budget Basis vs. Accounting Basis: The budgets for general governmental fund types, (i.e., General Fund, Special Revenue, Capital Projects and Expendable Trust) are prepared on a modified accrual basis. Briefly, this means that obligations of the City (for example outstanding purchase orders) are budgeted as expenses, but revenues are recognized only when they are actually received. This is consistent with Generally Accepted Accounting Principles (GAAP) except for the following: • Encumbrances are recorded as expenditures (budget basis) as opposed to a reservation of fund balance (GAAP basis). • Compensated absences are recorded as expenditures when paid (budget basis) as opposed to a liability that is expected to be liquidated from available financial resources as earned and accrued by employees (GAAP basis). • Sales tax and grants-in-aid revenue is recorded on the basis of cash collected (budget basis) as opposed to the accrual basis (GAAP basis) whereby amounts are recorded to the period the revenue was earned. • Capital outlays for Enterprise funds are recorded as expenses (budget basis) as opposed to fixed assets (GAAP basis). • Principal payments on long term debt are recorded as expenses (budget basis) as opposed to a reduction of a liability (GAAP basis). • Proceeds from the sale of bonds and utility system development fee revenues are recognized as revenue when received (budget basis) as opposed to a reduction of a liability and an increase in contributed capital, respectively (GAAP basis). • No depreciation is budgeted (all fund types); depreciation expense is recorded on a GAAP basis. • Proprietary funds such as the City's Enterprise (water, sewer, solid waste, airport), Internal Service and Permanent Trust funds are budgeted and reported on a full accrual basis of accounting. Under the full accrual basis, expenses are recorded at the time liabilities are incurred and revenues are recognized when they are obligated to the City (for example, water user fees are recognized as revenue when bills are produced, not when the cash is received). All operating and capital expenditures (except depreciation) are identified in the budgeting process because of the need for appropriation authority. 50 City of Chandler 2009-10 Adopted Budget Budget Policies and Recommendations • During the year, the City’s accounting system is maintained on the same basis as the adopted budget. This enables departmental budgets to be easily monitored via accounting system reports on a monthly basis. The City’s financial records, as reported each year in the Comprehensive Annual Financial Report (CAFR), are maintained in accordance with Generally Accepted Accounting Principles (GAAP). For comparison purposes, the City’s Comprehensive Annual Financial Report shows fund revenues and expenditures on both a budget basis and a GAAP basis in all funds for which budgets are adopted. Financial Forecasts: In preparation for both the Capital Improvement Program and the Annual Budget, forecasting models are utilized to analyze budget decisions on the City’s future financial condition. • Ten-year financial forecast models are implemented for water, wastewater, solid waste, and airport operating and capital funds to assess the impact of revenue adjustments with user-fee rate increases and bond issues, as well as resulting cash reserves and debt coverage ratios. The models also allocate project costs based on growth and non-growth projects, using cash flow from system development fees, utility fees, bond proceeds, and reserves. • Ten-year forecasts are developed for all operating and capital funds to assess the economic impact of the capital improvement program on departmental operating budgets, and determine project funding based on available revenues. In addition, extensive review of the secondary property tax rate is completed to determine bond capacity. • A five-year forecast is used to evaluate General Fund revenues and expenditures for ongoing costs and determine if adequate revenues are available based on the staffing and program requests. Expenditure Control Budgeting (ECB): In order to encourage cost effectiveness while providing quality services to Chandler citizens, Expenditure Control Budgeting (ECB) is used for General Fund cost centers. Under the ECB philosophy, any savings accumulated in the operating accounts are carried forward within the cost centers to the next year. Department directors have the ability to expend accumulated savings toward any type of City-approved expenditure except for personnel services. Expenditure Control Budgeting takes the previous year’s bottom line budget, net of personnel costs and unused Capital Replacement (CAP) appropriation, as the “base budget.” Base budgets may then adjusted annually for population growth and inflation (base adjustment factor or BAF), although no BAF has been used in recent years. If projected revenues are not sufficient to cover growth and inflation factors, no base adjustment or a deflator is administered by the City Manager. Departments retain 50% of their year-end savings to apply in their next year’s budget. Departments are allowed to control their own operations and maintenance expenditures by developing their own line item budgets. Department directors are allowed flexibility in programming and allocating funds within their own operating budgets. Fifty percent of operation and maintenance savings accumulated from the prior years may be budgeted to any operations and maintenance line item in any cost center within a department. Department operation and maintenance budgets are submitted to the Budget Division to assure they are balanced by fund source. All personnel costs are funded outside of the departmental base, and any savings accumulated remain in their original fund. The Budget Division develops all personnel services budgets based on full funding of all approved positions. If revenues are available, positions are added to maintain or improve service levels only after City Manager review and City Council approval. ECB assumes existing service levels will be maintained and allows department directors to reprogram savings. Under ECB, departments do not initiate any programs that require additional personnel without a plan for providing financial resources to support the program on an ongoing basis. The City’s use of Expenditure Control Budgeting supports the following basic beliefs: • Department directors and supervisors are paid to manage wisely and to look for effective and efficient ways to deliver quality services to our citizens while meeting the goals of Council; • Department directors and supervisors can find more ways to do things more efficiently if given the freedom to innovate and control their own resources; and • Budgeting is a means to an end, not an end in itself. 51 City of Chandler 2009-10 Adopted Budget Budget Policies and Recommendations HIGHLIGHTS OF THE 2009-10 BUDGET AND 2010-2019 CAPITAL IMPROVEMENT PROGRAM CALENDAR Submit CIP Project Requests December 5, 2008 Submit Decision Package Proposal’s to Budget January 15, 2009 Submit Grant Requests, Capital Asset Procurement Requests January 15, 2009 Review of CIP packages by City Manager’s Office January 19 - 26, 2009 Community Budget Meeting January 26, 2009 Submit 2008-09 Estimated Expenditures January 27, 2009 Review of Decision Packages by City Manager’s Office March 3 – 10, 2009 Submit Goals, Objectives and Performance Measures March 12, 2009 Submit 2009-10 line item budgets March 23, 2009 Budget/CIP Briefing with City Council May 4, 2009 Budget Amendment Session with City Council May 28, 2009 Adopt 2009-10 Tentative Budget May 28, 2009 Publish 2009-10 Tentative Budget exhibits for two consecutive weeks June 4 and June 9, 2009 Public Hearings for 2010-2019 CIP, 2009-10 Budget, Property and Tax Levy June 11, 2009 Adopt Final 2009-10 Budget, 2010-2019 CIP June 11, 2009 Adopt Property Tax Rate June 25, 2009 52 City of Chandler 2009-10 Adopted Budget Budget Policies and Recommendations 2009-10 Budget Process UPDATE POWERPLAN MODULE & MANUAL SEPTEMBER OCTOBER FUND BALANCE, REVENUE ANALYSIS & PRELIMINARY FORCAST NOVEMBER DIRECTOR’S RETREAT DECEMBER CAPITAL IMPROVEMENT PROJECTS (CIPs) SUBMITED JANUARY COMMUNITY BUDGET MEETING BUDGET DIVISION REVIEW CIPS REDUCTIONS, DECISION PACKAGES, GRANT & CAPS REQUESTS SUBMITTED & 1ST PAR CIP COORDINATION TEAM REVIEW CIPS FEBRUARY MARCH BUDGET DIVISION REVIEWS DECISION PACKAGES, GRANT & CAPS REQUESTS BUDGET DIVISION, CMO & DIRECTOR CIP REVIEW MEETINGS EXECUTIVE TEAM WORK SESSION TO PRIORITIZE DECISION PACKAGES AND O&M TIED TO CURRENT YEAR CIPs CIP & BUDGET RECOMMENDATIONS BY CITY MANAGER DEPARTMENT GOALS, OBJECTIVES & MEASUREMENTS DISTRIBUTION & SUBMITTAL OPERATING BASE BUDGET & PAR APRIL CURRENT YEAR EXPENSE & REVENUE ESTIMATES UPDATE FINANCIAL FORECAST PROPOSED BUDGET & CIP BOOKS TO COUNCIL AND COUNCIL BRIEFING MAY TENTATIVE BUDGET ADOPTION JUNE FINAL BUDGET & CIP ADOPTION 53 City of Chandler 2009-10 Adopted Budget Budget Policies and Recommendations BUDGET PROCESS The Annual Budget is developed to meet the needs and goals of the community based on Council priorities and to comply with legal requirements. The City Charter and State laws both have legal mandates for adoption of the annual budget. Under Arizona State Law a tentative budget must be adopted on or before the third Monday in July of each year. The property tax levy must be adopted by the third Monday in August; and adoption of the final budget must be at least fourteen days before adoption of the tax levy. Therefore, the deadline for final budget adoption becomes the second Monday in August. The City Charter requires that the budget and Capital Improvement Program be submitted to the City Council on or before June 15 (Section 5.04, Chandler Charter). The steps below summarize highlights in preparing the annual budget. A process flowchart and budget calendar follows showing deadlines to meet the legal mandates of the City and State. 1. CIP/Budget Module and Manual Updates – The process begins with the update of the on-line computer module for both the CIP and the Budget. A preparation manual for the processes is updated with the latest information and process guidelines and distributed to all budget/CIP users. Training sessions are held and the Budget Division shares any new information for the upcoming fiscal year. 2. Revenue Estimates and Projections – Budget staff prepares an analysis of all revenue collections to date. Departments receive this information and prepare year-end estimates as well as estimates for the upcoming fiscal year. The Management Services Director and Budget Manager use this information, along with national, state and local economic indicators as well as specific knowledge of Chandler, to prepare the preliminary revenue projections. The City Manager, Assistant City Managers and Management Services Director review information regarding one-time and ongoing revenues and expenditures. A five-year projection of the general fund is prepared separating one-time versus ongoing revenue and expenditures. This analysis determines the amount of funds available (if any) for the next five years and is used to build the general fund budget. 3. Director’s Retreat – The City Manager, Assistant City Manager and Directors gather to identify and discuss long-range issues and suggest specific strategies to be presented to the Mayor and Council so that they may provide policy direction and clarification to departments prior to budget preparation. 4. CIP Preparation – While the City Code mandates that a five-year Capital Improvement Program (CIP) be developed each year, the Adopted CIP is a ten-year program, allowing the Council to identify and prioritize the City’s infrastructure needs and available resources over the extended period. This process begins in mid-fall. The CIP serves as a multi-year plan to identify requests and financing sources for public infrastructure improvements. In mid-fall departments prepare revisions to the prior year’s CIP and add any new capital requests over the ten-year period. Capital projects, which result in the need for additional personnel, utilities, maintenance, supplies, equipment or other ongoing costs must be included with the request. Departments must also complete project criteria, which help identify how the capital project fits into the City’s plan and vision; they are also asked to numerically prioritize their projects within the division (e.g., Streets, Airport, Solid Waste, Water, etc.). 5. CIP Review - The Budget staff reviews all of the CIP project requests. Staff prepares questions for department liaisons to clarify descriptions, funding sources and operational/maintenance (O&M) costs associated with each CIP project. 6. CIP Coordination Team Review - The CIP Coordination Team, (comprised of department directors and key staff members from all CIP departments, Economic Development, and Planning and Development) then reviews the capital projects, associated personnel and other operation/maintenance costs, and available resources. They meet with each department and Budget staff to discuss CIP projects or ask questions which would assist with the funding recommendations. 7. Community Budget Meeting – For preparation of the FY2009-10 Proposed Budget, the Community Budget Meeting was held in January, much earlier in the process than in previous years. Moving this meeting to an earlier stage of the process allowed for more community involvement and input regarding the budget. Citizens were invited to participate in small group discussions and comment on issues of concern. 54 City of Chandler 2009-10 Adopted Budget Budget Policies and Recommendations 8. The Decision Package Process – Departments prepare and submit recommendations for new programs suggested by Council, for operations/maintenance (O&M) costs associated with the capital projects in the CIP, or for budget reductions depending upon the financial situation. 9. Decision Packages Reviewed by Executive Team – The Budget Office provides the Executive Team (City Manager, Assistant City Managers, and Management Services Director) with a compilation of all final Decision Package requests. The Executive Committee reviews all requests and meets with department Directors for a presentation of the departmental requests and to discuss their recommendations. 10. Year-end Estimated Expenditures/Revenues – Department representatives are responsible for inputting projected expenditures through the end of the current fiscal year. Once completed, the estimated savings for the fiscal year are automatically computed. These savings are added to next fiscal year’s budget as a one-time adjustment. Departments also identified revenue estimates for fees related to their operations. The Budget Manager and Management Services Director use this information along with various economic indicators to prepare updated revenue projections. 11. Director’s Work Session – The City Manager, Assistant City Managers, and Directors meet to review and prioritize Decision Packages, including those with O&M tied to CIP’s. 12. Goals, Objectives, and Performance Measurements – Departments prepare cost center goals, objectives, and performance measurements to show citizens what services are provided for their tax dollars. An emphasis is placed on showing the effectiveness or quality of services provided. 13. Base Budget Allocations/Proposed Budget – Once the CIP and Budget review is completed, departments receive notification of their base budgets, one-time adjustments, estimated savings, and approved GAP requests. Departments then distribute their budget allocations (operational and capital) using the on-line budget module. This becomes the Proposed Budget to be submitted to the Council. 14. Position Analysis Reports – The Budget Office prepares and distributes position analysis reports detailing salaries and benefits of positions approved for the upcoming fiscal year. The preliminary report is distributed early in the process in January; a second report with approved supplemental positions is distributed in March or April. 15. CIP/Budget Booklet Development – The Budget Office prepares spreadsheets by cost center showing prior year actual, current year budget, year-end estimated expenditure, and the proposed budget. Departments submit significant budget and staffing changes to assist Council members and citizens with understanding where and why the proposed City budget is changing. Since all necessary information is gathered at this point, the Budget Office prepares department booklets, which are used during the budget briefing with the Council and citizens (The final annual Budget and CIP documents are prepared after final adoption). 16. City Manager Review and Major Issues – The City Manager reviews the budget and prepares a compilation of major issues with alternative options and cost estimates affecting the budget. These are presented for Council review in the Proposed Budget Highlights booklet. The supplemental operational budget recommendations of the Executive Committee are also presented. 17. City Council Budget/CIP Briefing – The City Manager introduces the budget and CIP to the Council for discussion. Department directors or division managers present their proposed budgets highlighting significant changes affecting the ensuing fiscal year. CIP projects are also presented, along with associated operational/maintenance costs. This budget briefing is open to the public. 18. Tentative Budget Adoption – Council amendments and recommendations are made to modify the proposed budget amount prior to tentative adoption. The tentative adopted budget sets the expenditure limitation of the City budget. Council amendments may be made after the tentative adoption; however, these can only reduce or reallocate expenditures. 19. Public Hearing - CIP and Final Budget Adoption - A formal public hearing is held. The Capital Improvement Program (CIP) and Budget may be finally adopted for the ensuing fiscal year. 55 City of Chandler 2009-10 Adopted Budget Budget Policies and Recommendations MAJOR BUDGET/ FINANCIAL ISSUES As a result of the difficult economic times facing the nation, City staff must continue to find ways to meet increasing service level demands of our citizens with existing resources. This is becoming a harder task with increased demand for services by our growing population, increased medical and retirement costs, and a rising inflationary factor. In the near future, without increased revenues, service delivery to our citizens may suffer and projects that we need to maintain our quality of life and public safety may not be built. The City Council and staff have worked hard to attain financial stability, and we want to keep it that way. To maintain this status, we have prepared a conservative budget in light of the current economic recession that may last two years and the otherwise unknown economic climate we continue to face each fiscal year. With a commitment to a vision for Chandler by Council and staff utilizing resources in the most cost effective manner, Chandler will continue to be a quality community that is fiscally healthy. Build Out Strategy According to the most recent updated population estimates, the City is facing 95% residential build-out potentially before 2012, commercial by 2014-2017 and employment build-out in the timeframe of 2030 to 2040. In an effort to ensure the City’s ability to effectively provide services through build-out and beyond, in 2005, the City engaged a team of consultants and created a 30-member Project Steering Committee to help City leaders set a vision and agenda. The consultants conducted a number of interviews with key community and regional leaders. This analysis identifying the key characteristics of the City and evaluating its strengths and weaknesses was then incorporated into a report and provided to the Steering Committee. After much discussion, the Steering Committee provided information to assist in developing a preferred scenario that would enable the city to successfully respond to emerging trends and challenges in a proactive manner. The consultant finalized the results of these sessions and incorporated them into a final report, Next Twenty: “A New, Progressive Agenda for Chandler.” The City Council has continued to refine the strategic goals set forth in the report, and initial implementation steps subsequently identified by the Council and clarified by the City Manager in 2007. These recently updated goals and other organizational priorities will help shape this and future Chandler budgets. Enterprise Funds Water and Wastewater: Based on revenue and expenditure projections for FY 2009-10 and beyond, both water and sewer rate increases were necessary in FY 2009-10. In FY 2008-09, increases of 6% and 13% in water and wastewater rates, respectively, were approved and will go into effect in October 2009. These increases were necessary to support the ongoing operations of enterprise funds. Rate increases will be necessary again in FY 2010-11 to support debt service, rising costs of operations, and large capital projects. Solid Waste: No rate increase expected for FY 2009-10. Airport: Based on revenue and expenditure projections and the Airport’s increasing reliance on its diminishing fund balance, fee increases were necessary in FY 2009-10. Employee Compensation In FY 2009-10, the City of Chandler negotiated three contracts under the Meet and Confer process. They include SEIU Local 5 (Labor, Trades, Administrative, Clerical and Technical), Chandler Law Enforcement Association (Police Officers), IAFF Local 493 (Fire). All groups and other employee groups not covered under a meet and confer agreement received compensation packages that were revenue neutral on an ongoing basis. 56 City of Chandler 2009-10 Adopted Budget Budget Policies and Recommendations Property Tax The City's combined property tax rate for FY2009-10 is $1.1814 per $100 assessed valuation, with a primary tax rate of $0.3292, used for general operations and a secondary tax rate of $0.8522, which is restricted for payment of general bonded debt. While Chandler is one of the fastest growing cities in the Valley, it continues to have one of the lowest property tax rates. The FY 2009-10 Property tax rates for our neighboring cities as compared to Chandler are shown on the chart below. 2009-10 Property Tax Rate $1.40 $2.50 $1.15 $1.60 $1.82 $1.18 $0.79 $2.00 $1.50 $1.44 $0.30 $1.00 $0.50 $0.00 Ph le G ix e al n oe nd d ts ot ia or Pe pe m Te r le nd ha C t er ilb G e al Sc a es M According to the Truth in Taxation Law, the City of Chandler is required to notify its property taxpayers of any increases in primary property taxes for existing property over the previous year. If the proposed primary tax levy, excluding amounts attributable to new construction, is greater than the amount levied by the City in the previous year, this would be considered a tax increase, even if the tax rate remained the same. If your property value does not increase, your local property tax payments will also not increase. If your property value does increase, even though the rate is the same, the amount you pay in local taxes will increase. Chandler’s primary net assessed valuation for fiscal year 2009-10 is $3,057,167,831, which is 13.1% higher than 2008-09. Due to the passage of HB 2876, Chapter 354, Second Regular Session, 2006, the City’s 2009-10 primary tax rate is reduced to $0.3292 or $.0122 less than the 2008-09 rate. Although the rate decreased, a Truth in Taxation Law notice was required because the tax levy increased as a result of the added assessed value. Secondary property taxes are restricted funds, which are used to repay either the City’s general bonded debt obligations, or for voter-approved budget overrides. The secondary property tax rate of $0.8522 per $100 of assessed valuation increased by $0.0122. Chandler's secondary assessed valuation for 2009-10 is $3,508,071,609 or a 1.6% increase over 2008-09. This increase is the result of continued building growth in Chandler and the increasing value of existing property. The property tax rate of $1.1814 per $100 of assessed value is reflected in the adopted budget. The impact of the economic recession to the housing market is expected to affect the next years assessed value. 57 City of Chandler 2009-10 Adopted Budget Budget Policies and Recommendations General Fund Revenues Use of One-time Money The 12% General Fund Contingency Reserve Policy is an appropriated, budgetary amount set-aside for emergencies or unforeseen expenditures not otherwise budgeted. Also, the contingency reserve can be utilized at times when projected revenues fall short of actual revenues in a given fiscal year. This contingency reserve protects our fiscal health by assuring sufficient funds are available to meet financial challenges in the future. Having a contingency reserve policy contributed to the City continuing to have a high bond rating for general obligation bonds of Aa1 by Moody’s Credit Rating Agency, which is one step away from AAA, the highest rating a City can receive. In addition, Standard and Poor’s, the second of three major credit rating agencies in the United States, has rated our bonds AAA and the third agency, Fitch Ratings, awarded the highest rating you can achieve, AAA. In fact, we are only one of four cities in the five-state Western United States that have AAA rating from Fitch. The higher the rating, the lower the interest rate the City pays, resulting in millions of dollars in savings to Chandler taxpayers over the life of the bonds. The 12% contingency reserve amount based on operating revenues will be $24.6 million in 2009-10. Also, the reserve policy stipulates, “any amount over the 12% goal will be set aside to be used as pay-as-you-go, one-time capital expenditures.” For fiscal year 2009-10, funds have been appropriated for one-time expenditures or placed in either “designated reserves” or “restricted reserves” for legal obligations or future pay-as-you-go projects. In 2008-09 and again for 2009-10, Council approved a $5 million Revenue Fluctuation Reserve to add additional security as the City moves into an unpredictable economic recession. Amendments to Recommended Budget In addition to the 12% contingency, as in prior years, one-time and ongoing reserves have been set-aside for Council to have the ability to fund additional programs or projects during the budget process. For 2009-10, the one-time funds set aside totaled $255,000 and the ongoing funds remain at $75,000. If funds are left after the budget adoption in either the ongoing or one-time council reserves, they will be available for the Council to vote on subsequent needs during the course of the fiscal year. Various budget amendments were introduced by Councilmembers and incorporated into the tentative budget before adoption. The following amendments for the General Fund in 2009-10 are provided below. Department Council Reserve Amendments Ongoing Fire Department Child Car Seat Program $ Fire Department Child Immunization Program 0 25,552 25,552 Fire Department Urban Survival Education Program 0 32,076 32,076 0 $ 70,000 $ 70,000 Total Council Reserves $ 58 One-time 0 $ 12,372 Total $ 12,372 City of Chandler 2009-10 Adopted Budget Budget Policies and Recommendations 2009-10 Budgetary Recommendations The City of Chandler is committed to continually identify efficiencies in operations and service delivery. This year, the current economic environment drove the need for dramatic reductions in planned expenses. In preparation of the fiscal year 2009-10 budget, departments were asked to inventory their programs and services, analyze the costs associated with delivering those services, and identify opportunities to reduce or recover those costs. This was accomplished through careful analysis at all levels, frequent economic and revenue updates, a Community Budget workshop, Council sessions, and regularly recurring employee information exchanges. As a result, Fiscal Year 2009-10 contains few requests for ongoing or one-time supplemental funds. Instead, Reduction Packages and only essential increases were approved through the adopted budget. Attached, in order, are the Fiscal Year 2009-10 Summary of Additions for the General Fund and Enterprise Funds, Budgetary Recommendations for the General Fund and Enterprise Funds. FY2009-10 SUMMARY OF ADDS - GENERAL FUND DEPT/DIVISION Addition Community Svcs Jazz Festival Chandler Symphony Orchestra Outside Agency Funding Increase for Building & Facilities Utilities Community Services Total Economic Dev FTE 0.00 50,000 50,000 - 50,000 50,000 0.00 250,000 250,000 - 250,000 250,000 0.00 400,000 250,000 650,000 - 400,000 250,000 650,000 0.00 100,000 75,000 175,000 - 100,000 75,000 175,000 Fire Total 0.00 30,649 62,000 140,000 232,649 29,019 29,019 29,019 30,649 62,000 140,000 261,668 Police Total 0.00 - 700,000 * 700,000 700,000 700,000 * * * * 0.00 0.00 $ 1,462,324 2,690 9,450 6,010 7,807 15,165 222,000 263,122 $ 3,014,465 Additional Tourism Funding Tuition Reimbursement Program Planning & Devel. IT Data Center Air Conditioning Upgrade IT Professional Services Additional Support Information Technology Total Residential Infill Development Program Green Building Program Planning & Development Total Public Safety -Fire County Island Fire Protection Emergency Operations Center (EOC) Workstations Fire Recruit and Intern Academy Fire Grant Match Public Safety-Police Radio System Replacement Public Works * = CIP-related Streetlight Upgrade New Traffic Signals S Arizona Ave Corridor Improvements Dobson Road/Chandler Boulevard Loop 202 Commuter Park & Ride Streetlight Utility Cost Increase Public Works Total GRAND TOTAL GENERAL FUND 101 * CIP Related Operations & Maintenance- General Fund 59 $ Total 0.00 Human Resources Total Information Tech Ongoing 62,675 42,000 104,675 Economic Development Total Human Resources One-Time $ 560,000 560,000 2,690 9,450 6,010 7,807 15,165 222,000 263,122 $ 1,552,141 $ 725,957 $ 62,675 42,000 560,000 664,675 City of Chandler 2009-10 Adopted Budget Budget Policies and Recommendations FY2009-10 SUMMARY OF ADDS - ENTERPRISE FUNDS Water Operating Fund (605) DEPT/DIVISION Addition Municipal Utilities * = CIP-related Joint Water Treatment Plant Unregulated Contaminant Monitoring Regulation Water Meter Replacement Water Operating Fund Total FTE One-Time $ 0.00 130,320 1,200,000 $ 1,330,320 Ongoing Total 693,980 * 693,980 $ $ $ 693,980 130,320 1,200,000 $ 2,024,300 Wastewater Operating Fund (615) DEPT/DIVISION Addition Municipal Utilities Water Reclamation Facility Expansion FTE Wastewater Operating Fund Total 0.00 One-Time $ $ - Ongoing $ $ Total 73,182 73,182 $ $ 73,182 73,182 FY2009-10 SUMMARY OF ADDS - CAPITAL PROJECT FUNDS Municipal Arts Fund (423) DEPT/DIVISION Addition Community Svcs Municipal Arts Fund FTE Uninsured Liability Fund Total 0.00 One-Time $ $ 25,000 25,000 Ongoing $ $ Total - $ $ 25,000 25,000 - $ 2,107,029 $ 2,107,029 - $ FY2009-10 SUMMARY OF ADDS - INTERNAL SERVICE FUNDS Computer Replacement Fund (713) DEPT/DIVISION Addition Non Departmental Virtual Desktop Infrastructure\Thin Client VMWare Non Departmental Total FTE 0.00 One-Time $ 2,107,029 $ 2,107,029 Ongoing $ $ Total Uninsured Liability Fund (738) DEPT/DIVISION Addition Management Svcs Asbestos Assessment - General Fund Asbestos Assessment - Airport Enterprise Fund Asbestos Assessment - Municipal Utilities Uninsured Liability Fund Total Total Position Adds All Funds FTE * CIP Related Operations & Maintenance- Other Funds * CIP Related Operations & Maintenance - GRAND TOTAL ALL FUNDS 60 One-Time $ 0.00 0.00 $ 133,000 7,000 65,000 205,000 Ongoing $ $ Total $ 767,162 $ 1,493,119 $ 133,000 7,000 65,000 205,000 City of Chandler 2009-10 Adopted Budget Budget Policies and Recommendations 2009-10 Budgetary Recommendations to General Fund The proposed budget contains the following recommended additions to the General Fund. The ongoing costs include any salaries, benefits and costs such as expendable equipment and supplies associated with positions. Any one-time costs associated with position(s) are presented in the one-time cost column. This does not reflect any offsets for increased revenue or contract savings. This is a presentation of total costs in 2009-10. Economic Development Additional tourism funding is requested in response to increases in requests for tourism information, advertising cost, and postage. The current recommendation is for one-time funding. One-time Cost Ongoing Cost $ $ 50,000 Human Resources One-time funding is requested to maintain the Tuition Reimbursement program through fiscal year 2009-10. In response to decreasing revenues, ongoing funding for this program is being eliminated, with one-time funding being recommended to support those employees currently enrolled and anticipating educational assistance through next fiscal year. 250,000 Information Technology Funding is requested to replace the cooling units for the IT Data Center. The current units are in excess of 18 years old and are continually failing, negatively impacting the servers ability to operate efficiently, thereby decreasing their lifespan. The replacement units will also use less energy and be more environmentally sound. 400,000 Funding is requested for professional services support required to assist staff with various product upgrades and expert technical assistance. One-time funding is requested to assistance in the following areas: Oracle administration; network support services; security services; and application development and support, including GIS. 250,000 Community Services One-time funding is requested for promotion and operations of activities related to the Jazz Festival and Fall Rhythm Festival. The festivals received additional funding last year at the direction of Council, which resulted in successful expansions and increased participation. In response to reductions in funding, staff has made changes that reduce costs but still enable successful events. A lesser amount is requested for fiscal year 2009-10 to ensure the success of these festivals. 62,675 An increase in ongoing funding for utilities is necessary cover expenses above the normal budgeted amounts associated with the increased utility costs. The Building and Facilities and Park Operations divisions request an increase to cover additional costs for charges from APS, SRP, Southwest Gas, and City of Chandler. One-time funding is requested by the Chandler Symphony Orchestra to accomplish services for the 2009-10 season, including providing compensation to the Maestro, Assistant Director, and President. 560,000 42,000 Planning & Development Funding of the Single-Family Infill Program (formerly known as the Residential Infill Program) is requested. This policy, adopted by Council in 2001, revised in 2004, and further amending in February 2009, provides developer incentives for building singlefamily homes on small “passed over” (infill) parcels. The incentives include impact fee reimbursement for Energy Star qualified homes and homes that meet LEED standards. 100,000 In 2008, Council approved the Green Building Program, which encourages the use of green building materials and methods in private development through reimbursement of LEED certification fees and participation in events such as the Green Building Expo. The current request is to continue funding at the same level through 2009-10. 75,000 61 City of Chandler 2009-10 Adopted Budget Budget Policies and Recommendations One-time Cost Ongoing Cost Public Safety -Fire The City will be entering into an intergovernmental agreement with the Chandler County Islands Fire District to provide emergency response coverage on an ongoing, annual basis. Funding is requested to cover the direct costs associated with providing this coverage and is anticipated to be fully offset by revenues as a result of the agreement. $ $ Funding is requested for workstations in the City’s new Emergency Operations Center (EOC), to be located in the new Fire Administration building. It was necessary to redirect the original workstation funding to the cost of construction of the building. Use of the existing workstations in the new building has been reviewed and deemed impractical. 30,649 Due to anticipated retirements of existing personnel, the Fire Department will need to conduct a Firefighter Recruit/intern Academy during 2009-10. One-time funding is requested to cover the cost of the Academy. 62,000 The Fire Department will apply for federal grant funding from several sources totaling $700,000. If approved, a one-time 20% match will be required to accept these funds. 140,000 29,019 Public Safety – Police The current radio communication system is scheduled for replacement during 2008-09. In addition to providing sufficient coverage for effective communication within the department, the new system will provide for interoperability with other public safety personnel and agencies. Operations and maintenance funding is requested. 700,000 Public Works Ongoing funding is requested to supplement the operations and maintenance of new streetlight inventory, specifically for electrical parts. 2,690 Operations and maintenance funding is requested for electrical parts for nine new traffic signals, to be installed in accordance with federal traffic guidelines. 9,450 Funding is requested for operations and maintenance to support the Dobson/Chandler intersection. The utilities portion of O&M is included in the utility cost increase package. 7,807 Funding is requested for operations and maintenance to support the South Arizona Avenue corridor improvements. This includes landscaping, utilities, electrical parts, and right-of-way maintenance. 6,010 Ongoing funding is requested for APS and SRP utility cost increases, utility costs for new streetlights on arterial, collector, and local streets, and for utilities for the Dobson/Chandler intersection. 222,000 Partial year funding for operations and maintenance of the Loop 202 Commuter Park and Ride was approved for 2008-09 since the project did not require the full year O&M. The additional 20% funding is now being requested. 15,165 2009-10 Budgetary Recommendations to Capital Project Funds Additions to Capital Project Funds The 2009-10 proposed budget contains the following recommended additions in the Capital Project Funds. Municipal Arts Fund One-time Cost Community Services The annual appropriation for the Municipal Arts fund is $225,000. 2008-09 project estimates exceed that amount by approximately $25,000. One-time funding is requested to cover additional anticipated costs. 62 $ 25,000 Ongoing Cost $ City of Chandler 2009-10 Adopted Budget Budget Policies and Recommendations 2009-10 Budgetary Recommendations to Enterprise Funds Additions to Enterprise Funds The 2009-10 proposed budget contains the following recommended additions in the Enterprise Funds. The ongoing costs may include salaries, benefits or supplies; also presented are the one-time associated costs. Water Operating Fund One-time Cost Municipal Utilities- Water Ongoing funding is requested for the City of Chandler’s share of operations and maintenance costs for the Joint Water Treatment Plant, as a part of the intergovernmental agreement with the Town of Gilbert. $ Ongoing Cost $ The U.S. Environmental Protection Agency Unregulated Contaminant Monitoring Regulation requires specific monitoring of all public water systems during the period from 2008-2010. One-time funding is requested to meet this monitoring requirement, which is planned for four consecutive quarters beginning October 2009. 130,320 A three-year meter replacement program was initiated during 2008-09, beginning what will ultimately result in the replacement of 27,000 water meters within the City. City staffing is not adequate to complete this project in the three-year time frame. In July 2008, a contract with an outside vendor was established to replace 9,000 meters each year. Onetime funding is requested to support the completion of the project. 1,200,000 693,980 Wastewater Operating Fund One-time Cost Municipal Utilities- Wastewater An increase in ongoing funding is requested to cover operations and maintenance related to the Airport Water Reclamation Facility expansion, scheduled for completion in 2009. The current request is specific to the addition of two positions anticipated to be filled midyear in preparation of the expansion: one Water Systems Maintenance Superintendent and one Wastewater Treatment Operator III. $ Ongoing Cost $ 73,182 2009-10 Budgetary Recommendations to Internal Service Funds Additions to Internal Service Funds The 2009-10 proposed budget contains the following recommended additions in the Internal Service Funds. Computer Replacement Fund One-time Cost Management Services – Non-Departmental One-time funding is requested to move to a virtual PC or thin client configuration to improve IT support time and service to the city’s internal customers. $2,107,029 Ongoing Cost $ Uninsured Liability Fund Management Services – Environmental Management One-time funding is requested to begin a 5-year systematic asbestos assessment of City owned structures. This request is for the General Fund portion. One-time Cost $ 133,000 One-time funding for the Airport Fund portion of the asbestos assessment is being requested. 7,000 One-time funding for the Water and Wastewater Fund portions of the asbestos assessment is being requested. 65,000 63 Ongoing Cost $ City of Chandler 2009-10 Adopted Budget Budget Policies and Recommendations 64 City of Chandler 2009-10 Adopted Budget Resources City of Chandler Resources Section The Resources Section of this document has been prepared to present in summary form all sources of revenue, and to offer a more detailed description of major revenue sources. The resources section offers historical reference points, highlights of revenue fluctuations, and serves as the basis for current year estimates. The next four pages of this section provide summarized data of the comparison of the FY 2008-09 Adopted Budget to the FY 2009-10 Adopted Budget. Subsequent pages in this section provide a more detailed description of operating revenues and system development fees, offering a summary of the revenue type, an analysis of past revenue collections, and the assumptions used for the FY 2009-10 revenue projections. RESOURCES CATEGORICAL COMPARISONS 2007-08 Actual Revenues Fund Balances $ - Sale of Bonds Grants Revenues Resources Total $ 2008-09 Adopted Budget $ 2009-10 Adopted Budget 318,346,332 $ 367,847,444 15.5% - 467,873,922 48,707,500 (89.6%) 16,135,808 42,514,111 41,794,281 (1.7%) 369,759,171 373,540,055 339,545,123 (9.1%) 385,894,979 $ 1,202,274,420 797,894,348 (33.6%) $ Resource Comparison 2008-09 and 2009-10 (with percentage of total by year) M I L L I O N S 46% 500 43% 400 300 26% 39% 6% 5% 31% 200 4% 100 0 Fund Balances Percentage Change Sale of Bonds Grants 2008-09 2009-10 65 Revenues City of Chandler 2009-10 Adopted Budget Resources Summary of Resources Fund Balances Fund Balances represent the difference between revenues and expenditures for each fund. Fund Balances are resources that are carried forward from the prior fiscal year and can be used for expenditures within that fund. Major categorical fund balances by fiscal year are as follows: 2008-09 Adopted Budget General $ 2009-10 Adopted Budget 142,912,458 $ Percentage Change 126,882,640 (11.2%) Enterprise 48,511,944 37,198,811 (23.3%) Special Revenue 27,003,552 21,313,854 (21.1%) System Dev. Fees 65,720,821 61,643,502 (6.2%) 5,573,518 3,950,764 (29.1%) 24,166,815 101,042,073 318.1% 4,289,196 15,275,850 256.1% 168,028 539,950 221.3% 367,847,444 15.5% Capital Replacement Bonds Self-Insurance Other Total $ 318,346,332 $ Fund Balance Comparison 2008-09 and 2009-10 (with percentage of total by year) $160 $140 M $120 I $100 L L $80 I $60 O $40 N S $20 35% 45% 28% 17% 15% 6% 10% 21% 4% 1% 8% 2% 8% 1% $0 General Enterprise Special Revenue System Dev. Fees Capital Replacement 2008-09 Bonds 2009-10 66 Self-Insurance 0% 0% Other City of Chandler 2009-10 Adopted Budget Resources SALE OF BONDS/CERTIFICATES 2008-09 Adopted Budget Parks $ 57,420,000 (98.1%) 275,000 10,735,000 3803.6% 3,725,000 1,322,500 (64.5%) 265,000 1,100,000 315.1% Museum $ Percentage Change 1,100,000 Library Art Center 2009-10 Adopted Budget Public Building 10,043,922 Public Safety - Police 15,885,000 13,050,000 (17.8%) 6,895,000 900,000 (86.9%) 159,540,000 1,600,000 (99.0%) Public Safety - Fire Streets GOB's HURF Rev Bonds-Str/Stm - - Stormwater / Sewer 3,155,000 Water 103,560,000 Effluent Reuse $ 467,873,922 (89.4%) (100.0%) (92.2%) $ (100.0%) 48,707,500 (89.6%) Sale of Bonds 2009-10 Parks 12% Parks 2% Effluent Reuse 1% Art Center 1% Water 22% (100.0%) - Sale of Bonds 2008-09 Wastewater 22% - 7,875,000 350,000 Total N/A - 101,090,000 Airport - 11,025,000 5,670,000 Wastewater (100.0%) Library 22% Art Center 3% Wastewater 16% Museum 2% Public Building 2% Water 23% Stormwater / Sewer 1% Streets GOB's 35% Public Safety Fire 1% Public Safety Police 3% 67 Streets GOB's 3% Public Safety Police 27% Public Safety Fire 2% City of Chandler 2009-10 Adopted Budget Resources GRANTS This funding source includes Federal and State grants for specific projects. Grant funds will not be expended unless prior authorization of grant award is received from the grant agency. 2008-09 Adopted Budget General Government (1) $ 2009-10 Adopted Budget 342,000 $ Percentage Change 3,726,800 989.7% Public Safety-Fire 1,924,362 2,237,882 16.3% Public Safety-Police 1,260,000 2,301,000 82.6% Community Development Block 4,600,000 4,600,000 0.0% Housing & Urban Development 11,666,424 14,446,670 23.8% 1,761,567 1,514,901 (14.0%) Municipal Utilities: 145,000 145,000 0.0% Public Works: Streets Street Sweeping Airport 14,416,242 210,000 6,188,516 11,530,982 211,000 1,080,046 (20.0%) 0.5% (82.5%) 41,794,281 (1.7%) Community Services Total (1) $ 42,514,111 $ General Government includes City Manager, Economic Development, Information Technology and Law Grants Budget 2009-10 Grants Budget 2008-09 Airport 15% General Government 1% Airport 3% Public Safety (Fire/Police) 7% Street Sweeping 1% Community Development Block 11% Streets 35% Community Services 4% General Government 9% Public Safety (Fire/Police) 11% Community Development Block 11% Streets 27% Housing & Urban Development 27% Community Services 4% 68 Housing & Urban Development 34% City of Chandler 2009-10 Adopted Budget Resources Summary of Revenues Revenues were projected for the adopted FY 2009-10 budget by taking multiple factors into consideration, including direct source information, economic conditions, anticipated future trends, and revised revenue estimates from FY 2008-09. 2006-07 Actual Revenue Local Taxes and License Franchise Fees Transaction Privilege Lic. Tax/Fees Other Licenses $ 97,368,873 3,315,596 92,668,792 1,384,484 2007-08 Actual Revenue $ 99,274,064 3,937,953 93,926,626 1,409,486 2008-09 Adopted Budget $ 100,737,900 3,353,500 96,050,000 1,334,400 2008-09 Revised Estimate $ 2009-10 Adopted Budget % Change Adopted to Estimate % of Total 87,579,400 $ 2,905,800 83,380,000 1,293,600 85,615,650 3,412,000 80,920,000 1,283,650 -2.2% 17.4% -3.0% -0.8% 25.2% 1.0% 23.8% 0.4% State/County Shared Revenue State Shared Sales Tax Auto Lieu Tax Highway Users Tax Regional Transportation Sales Tax Urban Revenue Sharing Lottery Entitlement 78,774,459 21,943,277 9,607,088 16,422,005 3,481,086 26,209,140 1,111,863 84,477,419 21,292,184 9,797,604 16,033,306 3,786,677 32,486,823 1,080,826 84,935,112 20,700,000 9,635,909 16,000,000 4,456,600 33,068,950 1,073,653 81,367,800 18,900,000 8,400,000 13,935,700 4,600,000 34,458,500 1,073,600 79,778,555 17,950,000 8,150,000 13,950,955 8,850,000 29,804,000 1,073,600 -2.0% -5.0% -3.0% 0.1% 92.4% -13.5% 0.0% 23.5% 5.3% 2.4% 4.1% 2.6% 8.8% 0.3% Charges for Services Engineering Fees Building Division Fees Planning Fees Public Safety Miscellaneous Library Revenues Parks and Recreation Fees 17,300,853 1,638,409 9,029,375 157,073 4,151,887 507,809 1,816,300 12,504,482 823,707 4,811,068 129,073 4,319,814 330,141 2,090,678 14,311,948 658,136 4,787,600 90,000 5,622,564 499,600 2,654,048 11,733,775 461,000 3,032,000 94,500 5,049,725 613,600 2,482,950 13,505,750 635,300 2,826,000 70,500 6,827,500 613,600 2,532,850 15.1% 37.8% -6.8% -25.4% 35.2% 0.0% 2.0% 4.0% 0.2% 0.8% 0.0% 2.0% 0.2% 0.7% Miscellaneous Receipts Sale of Fixed Assets Other Receipts Interest on Investments Leases Court Fines 36,723,673 214,596 7,845,340 24,706,959 610,935 3,345,843 38,284,347 330,568 6,809,900 26,684,574 608,012 3,851,293 33,367,038 190,000 7,809,930 20,348,558 748,050 4,270,500 21,881,516 195,000 8,252,289 8,905,997 713,730 3,814,500 18,289,446 145,000 6,304,578 7,124,218 791,650 3,924,000 -16.4% -25.6% -23.6% -20.0% 10.9% 2.9% 5.4% 0.0% 1.9% 2.1% 0.2% 1.2% Enterprise Revenue Water Sales Wastewater Service Solid Waste Service Solid Waste Container Fees Other Utility Charges Airport Fuel Sales 73,183,448 34,960,623 24,843,576 11,874,619 123,653 984,172 396,805 78,643,802 40,140,706 24,530,000 12,956,721 50,999 754,028 211,348 81,100,351 42,600,697 24,528,309 12,913,099 130,800 703,646 223,800 82,244,827 42,548,861 26,061,716 12,823,115 51,825 604,000 155,310 86,655,057 44,668,432 28,231,626 12,921,760 51,581 576,358 205,300 5.4% 5.0% 8.3% 0.8% -0.5% -4.6% 32.2% 25.5% 13.2% 8.3% 3.8% 0.0% 0.2% 0.1% System Development Fees Water Wastewater General Government Impact Fees 28,097,704 11,694,947 4,531,553 11,871,204 18,041,425 5,475,268 4,454,560 8,111,597 13,952,766 3,636,124 2,503,665 7,812,977 8,824,350 2,328,850 3,250,000 3,245,500 10,067,636 2,250,000 3,315,136 4,502,500 14.1% -3.4% 2.0% 38.7% 3.0% 0.7% 1.0% 1.3% Interfund Charges Property Tax 3,910,666 27,100,227 5,156,520 33,377,113 6,528,706 38,606,234 5,967,597 37,173,000 6,345,347 39,287,682 6.3% 5.7% 1.9% 11.6% 339,545,123 0.8% 100.0% TOTAL REVENUE $ 362,459,904 $ 369,759,171 $ 69 373,540,055 $ 336,772,265 $ City of Chandler 2009-10 Adopted Budget Resources Significant Revenues Local Taxes and Licenses SOURCE: Franchise Fees Summary: Franchise Fees paid by Arizona Public Service, Air Products, Southwest Gas Corporation, Cox Communications and Qwest Broadband are based upon agreements entered into between the City and these individual corporations. Arizona Public Service pays two percent of gross receipts from the sale of electric energy at retail for residential and commercial purposes. Air Products pays two percent of gross annual sales of nitrogen gas. Southwest Gas pays two percent of gross receipts from the sale of gas at retail for residential, industrial and commercial purposes. Cox Communications and Qwest Broadband pay five percent of gross revenue. This revenue may be expended for any municipal purpose. Analysis: The data below reflects the past four years of actual revenue with the percent of increase or decrease. The FY 2004-05 increase is due to higher cable sales. The small increase in FY 2005-06 is due to a refund of an overpayment by Cox Communications. The 2006-07 increase reflects an Arizona Public Service rate increase and higher cable sales. The 2007-08 increase reflects higher cable sales. The 2008-09 estimate is an eight month actual and four month projection based upon timing of receipts received at last fiscal year end. Projection: The FY 2009-10 estimate is based upon normal receipt of franchise payments. Fiscal Year 2004-05 2005-06 2006-07 2007-08 2008-09 (Est.) 2009-10 (Est.) Thousands Actual Amount 2,564,135 2,581,696 3,315,596 3,937,953 2,905,800 3,412,000 % Inc/(Dec) 8.4 0.7 28.4 18.8 (26.2) 17.4 Estimate $3,000 $2,400 $1,800 $1,200 $600 $0 04-05 05-06 06-07 07-08 Fiscal Year 70 08-09 09-10 City of Chandler 2009-10 Adopted Budget Resources SOURCE: Transaction Privilege (Sales) and Use Tax Summary: The Transaction Privilege (Sales) and Use Tax is obtained from a City-administered tax on the sale of goods and various business activities or the purchase price of any tangible personal property subject to use tax. These taxes are calculated based on varying percentages of gross receipts from engaging in any of the eighteen defined privilege tax classifications, less allowed deductions, exemptions and exclusions. This is the largest revenue source for the City of Chandler. Economic activity, especially in the area of construction and retail sales, has a direct effect on collections. As a result, those areas are closely monitored for any major fluctuations. This revenue may be expended for any municipal purpose. Analysis: The data below reflects the past four years of actual revenue with the percent of increase or decrease. The FY 2004-05 increase reflects growth in retail, restaurants/bars and rental of property. The 2005-06 increase reflects continued growth in retail and restaurants/bars, particularly around the San Tan Corridor and Chandler Fashion Mall, as well as increased collections due to prepayment of the Westcor development agreement. As of Spring 2005, a new software implementation allows the City to track privilege tax interest paid on overdue accounts; the resulting interest revenue is reflected is now reflected in the actual and estimated amounts. The 2006-07 increase reflects the slowdown of growth. The 2007-08 modest increase reflects the beginning of the economic downturn. The 2008-09 estimate is an eight month actual and four month projection and reflects the continued economic downturn. Projection: The FY 2009-10 estimate reflects continued decreases due to the economic downturn and slowing in construction activity. Fiscal Year 2004-05 2005-06 2006-07 2007-08 2008-09 (Est.) 2009-10 (Est.) % Inc/(Dec) 11.5 20.6 5.9 1.4 (11.2) (3.0) Estimate Millions Actual Amount 72,553,486 87,504,592 92,668,792 93,926,626 83,380,000 80,920,000 $100 $80 $60 $40 $20 $0 04-05 05-06 06-07 07-08 Fiscal Year 71 08-09 09-10 City of Chandler 2009-10 Adopted Budget Resources Transaction Privilege (Sales) and Use Tax The following detail is presented to show by category the amount of Transaction Privilege (Sales) and Use Tax that has been collected for the prior three fiscal years, the adopted budget and revised estimate for the current yea, and the adopted budget for the upcoming fiscal year. The FY 2008-09 estimate is an eight month actual and four month projection. Growth is anticipated in specific areas only, with declines in the remaining categories in fiscal year 2009-10 due to the economic downturn. 2005-06 Actual Contracting (1) General Retail $ (2) 2006-07 Actual 14,000,000 $ 2007-08 Actual 15,665,738 $ 2008-09 Adopted $ 15,519,590 15,000,000 $ 9,000,000 $ 2008-09 Est to 2009-10 8,400,000 -6.7% 36,800,000 -3.2% 7,100,000 6,900,000 -2.8% 11,000,000 11,000,000 0.0% 41,719,797 Restaurant/Bar 6,994,533 7,655,093 7,908,883 8,000,000 Utilities 8,910,538 9,688,886 10,401,302 10,000,000 Telecommunications 3,603,977 3,709,781 3,978,715 3,900,000 4,100,000 4,100,000 0.0% Rentals - Real 7,141,065 7,883,794 8,449,123 8,500,000 8,450,000 8,200,000 -3.0% Rentals - Personal 1,743,393 1,935,981 2,177,125 1,900,000 2,200,000 2,050,000 -6.8% Hotel/Motel 1,716,055 1,938,442 2,103,714 2,100,000 1,600,000 1,600,000 0.0% Publishing/Other 699,456 723,532 492,770 525,000 350,000 340,000 -2.9% Amusements 611,352 679,666 660,985 700,000 600,000 580,000 -3.3% Total 989,767 $ 84,911,136 1,044,225 (3) $ 92,644,935 44,500,000 2009-10 Adopted 38,501,000 Use Tax 41,253,935 2008-09 Estimate 950,808 (3) $ 93,896,950 38,000,000 900,000 (3) $ 96,025,000 960,000 (3) $ 83,360,000 930,000 (3) $ 80,900,000 -3.1% (3) -3.0% (1) Contracting includes sales tax collections on all construction activity. (2) General Retail includes Car and Truck, Grocery Stores, Drug , and Liquor Stores. (3) Totals do not include privilege tax interest paid on overdue accounts ($12,946 in 2005-06, $23,861 in 2006-07, $29,676 in 2007-08, $20,000 estimated in 2008-09, and $20,000 estimated in 20092010.) 72 City of Chandler 2009-10 Adopted Budget Resources SOURCE: Other Licenses Summary: Revenue from Other Licenses is comprised of the eight categories of business licenses detailed below, accompanied by the FY 2009-10 estimate for each category: 1. 2. 3. 4. Business Licenses Alcoholic Beverages Peddlers and Vendors Second Hand and Junk Dealers $ 850,000 $ 266,750 $ 9,200 $ 7,000 5. 6. 7. 8. Alarm Amusements Professional/Occupation and Other Cable License Applications $ 110,100 $ 28,600 $ 5,000 $ 7,000 This revenue may be expended for any municipal purpose. Analysis: The data below reflects the past four years of actual revenue with the percent of increase or decrease. The FY 2004-05 small increase reflects a significant decrease in professional/occupational licenses due to the State taking over licensing of the largest revenue-producing category. The 2005-06 increase relates to the implementation of new software that recognized the entire portion of the business license at the time it was received. The 2006-07 increase reflects a nearly 50% increase in business license fees due to a fee increase from $25 to $50 implemented that took place in the middle of the fiscal year. The 2007-08 modest increase is due to increased business license activity. The 2008-09 estimate is an eight month actual and four month projection. Projection: Revenues are projected to remain level for FY 2009-10 due to growth slowdown of commercial development in the City. Fiscal Year 2004-05 2005-06 2006-07 2007-08 2008-09 (Est.) 2009-10 (Est.) % Inc/(Dec) 3.1 8.9 43.2 1.8 (8.2) (0.8) Estimate Thousands Actual Amount 887,410 966,734 1,384,484 1,409,486 1,293,600 1,283,650 $1,200 $900 $600 $300 $0 04-05 05-06 06-07 07-08 Fiscal Year 73 08-09 09-10 City of Chandler 2009-10 Adopted Budget Resources State/County Shared Revenues SOURCE: State Shared Sales Tax Summary: The State sales tax rate is currently 5%, of which a portion of the various categories of sales tax are distributed to cities and towns based on population on a monthly basis. This revenue may be expended for any municipal purpose. Analysis: The data below reflects the past four years of actual revenue with the percent of increase or decrease. The FY 2004-05 increase captures the continued economic recovery. Increases in 2005-06 and 2006-07 reflect a strong economy. The 2007-08 decrease reflects the beginning of the economic downturn. The 2008-09 estimate is an eight month actual and four month projection. Projection: The FY 2009-10 estimate reflects the impact of the economic downturn based on information from the League of Arizona Cities and Towns and Arizona Department of Revenue. Fiscal Year 2004-05 2005-06 2006-07 2007-08 2008-09 (Est.) 2009-10 (Est.) % Inc/(Dec) 9.8 15.5 17.1 (3.0) (11.2) (5.0) Estimate Millions Actual Amount 16,217,409 18,732,553 21,943,277 21,292,184 18,900,000 17,950,000 $25 $20 $15 $10 $5 $0 04-05 05-06 06-07 07-08 Fiscal Year 74 08-09 09-10 City of Chandler 2009-10 Adopted Budget Resources SOURCE: Auto Lieu Tax Summary: This State shared tax is distributed to the cities through the County Treasurer's Office on a bi-monthly basis. Cities and towns receive 25% of the net revenues collected for vehicle licensing within their county. The respective shares are determined by the proportion of their population to total incorporated population of the County. This revenue may be expended for any municipal purpose. Analysis: The data below reflects the past four years of actual revenue with the percent of increase or decrease. The FY 2004-05 increase is due to the economy’s continued growth. Increases in 2005-06 and 2006-07 reflect the continuation of sales in the recovering economy. The 2007-08 modest increase reflects the beginning of the economic downturn. The 2008-09 estimate is an eight month actual and four month projection. Projection: nationally. The FY 2009-10 estimate reflects the uncertainty of auto sales, which have been declining Fiscal Year 2004-05 2005-06 2006-07 2007-08 2008-09 (Est.) 2009-10 (Est.) % Inc/(Dec) 6.5 13.7 13.5 2.0 (14.3) (3.0) Estimate Millions Actual Amount 7,444,427 8,461,914 9,607,088 9,797,604 8,400,000 8,150,000 $10 $8 $6 $4 $2 $0 04-05 05-06 06-07 07-08 Fiscal Year 75 08-09 09-10 City of Chandler 2009-10 Adopted Budget Resources SOURCE: Highway Users Tax Summary: The State gas tax is currently levied at a rate of $0.18 per gallon and distributed to cities and towns using two formulas. Of the $0.18 per gallon, $0.13 is placed in the Highway User Fund; with cities and towns receiving 27.5% of these revenues. One-half of this allocation is distributed on the basis of the municipality's population in relation to the population of all incorporated cities and towns in the State. The remaining half is allocated on the basis of "county of origin" of gasoline sales and the proportion of the municipality's population to the population of all incorporated cities and towns in the County. In addition to this revenue, cities and towns receive a share of a $0.03/gallon tax that is distributed as part of the monthly highway user revenue monies. This revenue must be expended solely on street and highway projects within the City. Analysis: The data below reflects the past four years of actual revenue with the percent of increase or decrease. The FY 2004-05 and 2005-06 increases include a slight increase based on higher gasoline sales. The 2006-07 increase reflects continued growth in gas sales as well as the results of the mid-decade census. The 2007-08 decrease reflects reduced gas sales during a period of high gas prices. The 2008-09 estimate is an eight month actual and four month projection. Projection: The FY 2009-10 estimate is based on estimates provided by the League of Arizona Cities and Towns and Arizona Department of Revenue. Fiscal Year 2004-05 2005-06 2006-07 2007-08 2008-09 (Est.) 2009-10 (Est.) % Inc/(Dec) 3.6 9.2 19.4 (2.4) (13.1) 0.1 Estimate Millions Actual Amount 12,603,532 13,758,133 16,422,005 16,033,306 13,935,700 13,950,955 $15 $12 $9 $6 $3 $0 04-05 05-06 06-07 07-08 Fiscal Year 76 08-09 09-10 City of Chandler 2009-10 Adopted Budget Resources SOURCE: Regional Transportation (Sales) Tax Summary: On November 2, 2004, Maricopa County's voters approved Proposition 400, which extends the one-half cent sales tax for another 20 years through December 31, 2025. The sales tax extension will be used for construction of new freeways, widening of existing freeways and highways, improvements to the arterial street system, regional bus service and other special transportation services, and high capacity transit services such as light rail, bus rapid transit and express buses. The Arizona Department of Transportation administers the freeway monies; the Maricopa Association of Governments administers the arterial streets monies and Valley Metro and Valley Metro Rail administer the Public Transportation Fund monies. This revenue is dedicated for construction of or reimbursement for street and transit projects within the City. Analysis: The data below reflects the past four years of actual revenue with the percent of increase or decrease. Because these revenues were only first received by the City in 2006-07, only two years of actuals are provided in the table below. The amounts received in any given year reflect the contributions as programmed by the Maricopa Association of Governments Arterial Life Cycle Program and Transit Life Cycle Program. Projection: The FY 2009-10 estimate is based on arterial and transit projects scheduled in the Maricopa Association of Governments Arterial Life Cycle Program and Transit Life Cycle Program. Fiscal Year 2004-05 2005-06 2006-07 2007-08 2008-09 (Est.) 2009-10 (Est.) Amount 0 0 3,481,086 3,786,677 4,600,000 8,850,000 Estimate Millions Actual % Inc/(Dec) N/A N/A N/A 8.8 21.5 92.4 $6 $5 $4 $3 $2 $1 $0 04-05 05-06 06-07 07-08 Fiscal Year 77 08-09 09-10 City of Chandler 2009-10 Adopted Budget Resources SOURCE: Urban Revenue Sharing Summary: This State shared revenue is the City's share of State income tax receipts. An amount equivalent to 15% of the net proceeds of the State income taxes for the fiscal year two years prior to the current fiscal year is paid to the various incorporated municipalities in proportion to their population. This revenue may be expended for any municipal purpose. Analysis: The data below reflects the past four years of actual revenue with the percent of increase or decrease. The FY 2004-05 increase is based on rising income, increased job creation and low unemployment rates. The 2005-06 increase reflects continued strength in economic recovery for the State. The 2006-07 and 2007-08 increases reflect a large increase in capital gains, as well as continued employment growth in the State and the results of the mid-decade census. The 2008-09 estimate is an eight month actual and four month projection. Projection: The FY 2009-10 estimate is based on estimates provided by the League of Arizona Cities and Towns and Arizona Department of Revenue, based upon 2009 state income tax returns, and reflects the beginning of the economic downturn including higher unemployment and reduced wages. Fiscal Year 2004-05 2005-06 2006-07 2007-08 2008-09 (Est.) 2009-10 (Est.) % Inc/(Dec) 2.2 13.9 41.5 24.0 6.1 (13.5) Estimate Millions Actual Amount 16,265,570 18,525,408 26,209,140 32,486,823 34,458,500 29,804,000 $30 $25 $20 $15 $10 $5 $0 04-05 05-06 06-07 07-08 Fiscal Year 78 08-09 09-10 City of Chandler 2009-10 Adopted Budget Resources SOURCE: Lottery Entitlement Summary: Distribution of State lottery monies to the City began in January 1982 as the local transportation assistance fund (LTAF). A total minimum distribution of $20.5 million to cities and towns is generated each fiscal year with a maximum distribution of $23 million if this amount is generated by the lottery, which is then allocated to cities and towns based upon population. If the maximum distribution reaches $23 million, 10% of the amount that is received by each city can be spent on cultural, educational, historical, recreational or scientific facilities or programs if non-public monies are available as a match. This revenue may be expended for construction or reconstruction of streets and highway projects in the public right-of-way. As a member of the Regional Public Transit Authority, one-third of these revenues must also be expended for public transit programs within the City. Analysis: The data below reflects the past four years of actual revenue with the percent of increase or decrease. Each year, the lottery entitlement has reached the maximum distribution of $23 million. However, the City’s portion has at times increased, primarily as a result of population increases. The 2008-09 estimate is an eight month actual and four month projection. Projection: The FY 2009-10 estimate is based on information provided by League of Arizona Cities and Towns. Fiscal Year 2004-05 2005-06 2006-07 2007-08 2008-09 (Est.) 2009-10 (Est.) % Inc/(Dec) 3.8 2.3 1.4 (2.8) (0.7) - Estimate Thousands Actual Amount 1,071,942 1,096,287 1,111,863 1,080,826 1,073,600 1,073,600 $1,200 $1,000 $800 $600 $400 $200 $0 04-05 05-06 06-07 07-08 Fiscal Year 79 08-09 09-10 City of Chandler 2009-10 Adopted Budget Resources Charges for Services SOURCE: Engineering Fees Summary: Engineering Fees are derived from plan review fees, off-site inspection fees, encroachment permits and fiber optic license fees. Most of these revenues are largely a function of development, and cover the cost of inspection and staff for oversight of private development offsite construction. Fees are also imposed to offset the City's cost for plan reviews. This revenue may be expended for any municipal purpose. Analysis: The data below reflects the past four years of actual revenue with the percent of increase or decrease. The FY 2004-05 through 2006-07 increases reflect more fiber optic permits and offsite encroachment permit fees for large residential development projects. The 2007-08 decrease reflects a sharp decline in development activity. The 2008-09 estimate is an eight month actual and four month projection and reflects continued decline in development activity. Projection: The FY 2009-10 estimate reflects anticipated development projects. Fiscal Year 2004-05 2005-06 2006-07 2007-08 2008-09 (Est.) 2009-10 (Est.) % Inc/(Dec) 51.0 5.5 6.7 (49.7) (44.0) 37.8 Estimate Thousands Actual Amount 1,454,595 1,534,899 1,638,409 823,707 461,000 635,300 $2,000 $1,600 $1,200 $800 $400 $0 04-05 05-06 06-07 07-08 Fiscal Year 80 08-09 09-10 City of Chandler 2009-10 Adopted Budget Resources SOURCE: Building Division Fees Summary: Building Division Fees are calculated based on a formula using construction costs and square footage, and include building permits, electrical permits, plumbing permits, building inspection fees and plan check fees. Fees imposed are used to offset the City's cost for review and inspections. This revenue may be expended for any municipal purpose. Analysis: The data below reflects the past four years of actual revenue with the percent of increase or decrease. The fluctuations are not only due to the economic activity, but also to the type of construction. The FY 2004-05 increase reflects building permit fees from development in Southeast Chandler. The 2005-06 decline reflects a sizeable drop from reductions in new housing starts. The 2006-07 increase reflects the issuance of more than $1 million in permits to a single manufacturing firm. The 2007-08 decrease reflects the beginning of the slowing economy. The 2008-09 estimate is an eight month actual and four month projection and reflects continuation of the economic downturn. Projection: The FY 2009-10 estimate reflects the continued decline in building permits. Fiscal Year 2004-05 2005-06 2006-07 2007-08 2008-09 (Est.) 2009-10 (Est.) Actual Amount 8,868,345 7,031,710 9,029,375 4,811,068 3,032,000 2,826,000 % Inc/(Dec) 4.4 (20.7) 28.4 (46.7) (37.0) (6.8) Estimate Millions $8 $6 $4 $2 $0 04-05 05-06 06-07 07-08 Fiscal Year 81 08-09 09-10 City of Chandler 2009-10 Adopted Budget Resources SOURCE: Planning Fees Summary: Planning Fees are derived from zoning and subdivision application fees, along with the sale of maps and codes. Fees imposed are used to offset the costs of legal notices, property-owner notification, printing and other incurred City costs. This revenue may be expended for any municipal purpose. Analysis: The data below reflects the past four years of actual revenue with the percent of increase or decrease. Revenues generated from this source fluctuate due to rezoning applications in the community. The decrease in FY 2004-05 reflects fewer areas in need of rezoning. The 2005-06 increase is due to zoning reapplications. The 2006-07 and 2007-08 decreases reflect the economic downturn. The 2008-09 estimate is an eight month actual and four month projection. Projection: The FY 2009-10 estimate reflects continued reduction in revenues. Fewer areas need zoning as a result of moving towards build-out. Fiscal Year 2004-05 2005-06 2006-07 2007-08 2008-09 (Est.) 2009-10 (Est.) Actual Amount 128,036 196,022 157,073 129,073 94,500 70,500 % Inc/(Dec) (12.5) 53.1 (19.9) (17.8) (26.8) (25.4) Estimate Thousands $200 $150 $100 $50 $0 04-05 05-06 06-07 07-08 Fiscal Year 82 08-09 09-10 City of Chandler 2009-10 Adopted Budget Resources SOURCE: Public Safety Miscellaneous Summary: This source of revenue is derived from fees charged for copies of accident and police reports, vehicle registration fines, fingerprinting fees, reimbursement from other agencies for outside services and radio services, extra-duty services rendered, hazardous materials permit fees, alarm penalties for exceeding the number of false alarm response calls allowed, and for the school resource officers for Chandler, Kyrene, and Mesa public schools located within city limits. Police confiscated funds are included in this category but are passed through the State or County Attorney General's Office on a reimbursement basis. Due to the nature of the confiscated revenue, the amount received can fluctuate dramatically depending on illegal activities occurring in and around the community. Also included in this category are fire contractual services, reimbursement of costs for Wildfire Firefighter participation, and fees for advanced life support and ambulance services. This revenue may be expended for any municipal purpose. Analysis: The data below reflects the past four years of actual revenue with the percent of increase or decrease. The FY 2004-05 increase is due to increases in forfeiture collections, while the 2005-06 decrease is due to reduced forfeiture funds. The 2006-07 increase is due the new Ambulance contract from which the City began receiving personnel reimbursements and advanced life support fees. The 2008-09 estimate is an eight month actual and four month projection and reflects a larger amount of asset forfeiture. Projection: The FY 2009-10 estimate reflects anticipated asset forfeiture as well as an Intergovernmental Agreement with the newly formed Chandler County Fire District. Fiscal Year 2004-05 2005-06 2006-07 2007-08 2008-09 (Est.) 2009-10 (Est.) % Inc/(Dec) 11.2 (9.9) 62.8 4.0 16.9 35.2 Estimate Thousands Actual Amount 2,829,894 2,550,061 4,151,887 4,319,814 5,049,725 6,827,500 $5,000 $4,000 $3,000 $2,000 $1,000 $0 04-05 05-06 06-07 07-08 Fiscal Year 83 08-09 09-10 City of Chandler 2009-10 Adopted Budget Resources SOURCE: Library Revenues Summary: Library Revenues are derived from book fines of 20¢ per day per book, video and compact discs fines of $1.00 per day, replacement charges for lost materials, membership fees from the Maricopa County Library District and annual charges to cardholders who live outside Maricopa County and do not work or attend school in Chandler. Also included in this category are revenues received under an Intergovernmental Agreement (IGA) with Chandler Unified School District for their share of operating costs for the Basha and Hamilton Branch Libraries. This revenue may be expended for any municipal purpose. Analysis: The data below reflects the past four years of actual revenue with the percent of increase or decrease. The FY 2004-05 increase is due to additional IGA revenue from increases in the student population. The 2005-06 and 2006-07 increases are due to student population increases plus additional revenues from the Maricopa County Library District reciprocal borrowing program. The 2007-08 decrease reflects a timing difference in the receipt of the IGA branch library payment. The 2008-09 estimate is an eight month actual and four month projection and reflects proper timing of all revenues. Projection: The FY 2009-10 estimate is based upon no change in activity. Fiscal Year 2004-05 2005-06 2006-07 2007-08 2008-09 (Est.) 2009-10 (Est.) % Inc/(Dec) 11.1 15.2 3.8 (35.0) 85.9 - Estimate Thousands Actual Amount 424,787 489,356 507,809 330,141 613,600 613,600 $500 $400 $300 $200 $100 $0 04-05 05-06 06-07 07-08 Fiscal Year 84 08-09 09-10 City of Chandler 2009-10 Adopted Budget Resources SOURCE: Parks and Recreation Fees Summary: Parks and Recreation Fees are comprised of swimming pool fees, concession sales, fitness passes, facility rentals, recreational program classes, adult sports leagues, pavilion rentals, ballfield lights and operation of Bear Creek Golf Course and the Tumbleweed Tennis Center. This revenue may be expended for any municipal purpose. Analysis: The data below reflects the past four years of actual revenue with the percent of increase or decrease. The FY 2004-05 and 2005-06 increases are due to increased participation in community recreation programs. The 2006-07 increase reflects expanded use of Snedigar Sportsplex. The 2007-08 increase reflects opening of the Tumbleweed Recreation Center. The 2008-09 estimate is an eight month actual and four month projection and reflects additional Tumbleweed Recreation Center memberships. Projection: The FY 2009-10 estimate reflects a minimal increase in revenues. Fiscal Year 2004-05 2005-06 2006-07 2007-08 2008-09 (Est.) 2009-10 (Est.) % Inc/(Dec) 3.2 1.6 14.9 15.1 18.8 2.0 Estimate Thousands Actual Amount 1,556,464 1,581,221 1,816,300 2,090,678 2,482,950 2,532,850 $2,400 $2,000 $1,600 $1,200 $800 $400 $0 04-05 05-06 06-07 07-08 Fiscal Year 85 08-09 09-10 City of Chandler 2009-10 Adopted Budget Resources Miscellaneous Receipts SOURCE: Other Receipts Summary: This revenue consists of audit assessments, worker’s compensation rate collections, Cox Communication Cable donation, marriage license fees, bus service and shelter revenue, trust and agency funds, and miscellaneous revenue, including reimbursements for prior year expenses and lump sum agreements for capital projects. Also included in this category is ticket sale revenue received from events held at the Center for the Arts, labor charges for these events, and revenue received under an Intergovernmental Agreement (IGA) with Chandler Unified School District for their share of operating costs for the Center for the Arts. The majority of this revenue is received in the General Fund and may be expended for any municipal purpose. Revenues received in funds other than the General Fund may be restricted in use. Analysis: The data below reflects the past four years of actual revenue with the percent of increase or decrease. The 2004-05 decrease is due to fewer audit assessments and prior year expense reimbursements. The 2005-06 decrease is due to unusual increases in 2004-05 where we received a reimbursement from ADOT and a large lump sum agreement. The City received over $500,000 for HB 2565 in 2004-05 and received only $150,000 in 2005-06. Additionally, privilege license fee penalties are now recorded in the sales tax revenues and not in a separate account. The 2006-07 increase results from additional revenue collected from audit assessments and revenue recovery due to the addition of two Tax Auditor and one Revenue Collector positions. The 2007-08 decrease reflects reduced worker’s compensation rate collections. The 2008-09 estimate is an eight month actual and four month projection. Projection: charges. The FY 2009-10 estimated decrease in revenues includes anticipated increases to fees and Fiscal Year 2004-05 2005-06 2006-07 2007-08 2008-09 (Est.) 2009-10 (Est.) Thousands Actual Amount 6,809,504 4,926,699 7,845,340 6,809,900 8,252,289 6,304,578 % Inc/(Dec) (12.7) (27.6) 59.2 (13.2) 21.2 (23.6) Estimate $7,500 $6,000 $4,500 $3,000 $1,500 $0 04-05 05-06 06-07 07-08 Fiscal Year 86 08-09 09-10 City of Chandler 2009-10 Adopted Budget Resources SOURCE: Interest on Investments Summary: Interest on investments is earned based on continuous investments of all idle funds. Investments are restricted to Federal Treasury or agency securities, repurchase agreements, and fully collateralized time certificates of deposit, which the City may invest in with local banks from time to time. Prior to FY 2003-04, the City primarily invested in the Local Government Investment Pool (LGIP) of the Arizona State Treasurer’s Office; however, the City completely exited this arrangement during 2006-07. The City is under contract with two investment managers, Wells Capital and PFM Financial Management, who in turn invest City funds as directed by State statute and the City’s Investment Policy. This revenue may be expended for any municipal purpose. Analysis: The data below reflects the past four years of actual revenue with the percent of increase or decrease. Significant increases or decreases are often attributable to the sale of bonds or completion of capital projects, which affect the balance of funds on which the interest accrues. The 2004-05 increase is due to higher interest rates from investments managed by our two outside investment management companies and partial recovery of the LGIP investment loss that occurred in 2002-03. The 2005-06 and 2006-07 increases also include large recoveries of the LGIP investment loss. Recently, interest rates have been significantly lower than historical averages, resulting in lower rates of return. The 2008-09 estimate is an eight month actual and four month projection. Projection: The FY 2009-10 estimate assumes no further recovery of prior year investment loss and hence a decrease in revenues from the prior year. Fiscal Year 2004-05 2005-06 2006-07 2007-08 2008-09 (Est.) 2009-10 (Est.) Actual Amount 10,663,126 17,119,771 24,706,959 26,684,574 8,905,997 7,124,218 % Inc/(Dec) 127.0 60.6 44.3 8.0 (66.6) (20.0) Estimate Millions $16 $12 $8 $4 $0 04-05 05-06 06-07 07-08 Fiscal Year 87 08-09 09-10 City of Chandler 2009-10 Adopted Budget Resources SOURCE: Leases Summary: This revenue item is comprised of leases, such as those at the Chandler Municipal Airport, a billboard, and other miscellaneous properties. A listing of the various leases is accompanied by the 2009-10 estimate for each category: 1. 2. 3. Airport Leases Airport T-Hangars, Tie-Downs, and T-Shades Other rent and fixed leases Total $ 185,430 567,220 39,000 $ 791,650 The majority of revenue in this category relates to airport lease activity, and may only be expended on operations of the airport enterprise. The remaining lease revenues collected in the General Fund may be expended for any municipal purpose. Analysis: The data below reflects the past four years of actual revenue with the percent of increase or decrease. The FY 2004-05 decrease represents the elimination of parking garage revenue. The 2005-06 and 2006-07 increases reflect changes in airport leases and tie-downs. Revenues remained fairly constant in 2007-08. The 2008-09 estimate is an eight month actual and four month projection. Projection: The FY 2009-10 estimate reflects additional revenue from airport tie-downs, airport business permits and other miscellaneous airport charges for services. Fiscal Year 2004-05 2005-06 2006-07 2007-08 2008-09 (Est.) 2009-10 (Est.) Thousands Actual Amount 554,759 585,570 610,935 608,012 713,730 791,650 % Inc/(Dec) (3.7) 5.6 4.3 (0.5) 17.4 10.9 Estimate $600 $450 $300 $150 $0 04-05 05-06 06-07 07-08 Fiscal Year 88 08-09 09-10 City of Chandler 2009-10 Adopted Budget Resources SOURCE: Court Fines Summary: This revenue source is derived from fines and fees levied by the City Magistrate from traffic violations (including photo enforcement), traffic school administrative charges, warrants and jail recovery, juvenile-related offenses, probation monitoring fees, home detention fees and public defender fees. State Statute requires the assessment of an 84% surcharge plus a $20 probation surcharge on all court fines, which is transferred to the State of Arizona and the County Treasurer, respectively. A City court enhancement fee of $15 is added to all fines, sanctions, penalties and assessments imposed by the court, with this revenue used to enhance City court security and automation. The fee for Traffic School includes $15 for the City court enhancement fee and $80 for the City’s General Fund. Analysis: The data below reflects the past four years of actual revenue with the percent of increase or decrease. The FY 2004-05 increase is due to the recovery of past due court fines. The 2005-06 increase is due to extra revenue in court fines from the expected recovery of past due revenues through the Fines, Fees And Restoration Enforcement (FARE) program. The addition of new intersections and speed enforcement contributed to the increase in 2007-08. The 2008-09 estimate is an eight month actual and four month projection. Projection: The FY 2009-10 estimate reflects a minimal increase in revenues. Fiscal Year 2004-05 2005-06 2006-07 2007-08 2008-09 (Est.) 2009-10 (Est.) % Inc/(Dec) 11.7 5.5 (5.4) 15.1 (1.0) 2.9 Estimate Thousands Actual Amount 3,354,255 3,538,517 3,345,843 3,851,293 3,814,500 3,924,000 $5,000 $4,000 $3,000 $2,000 $1,000 $0 04-05 05-06 06-07 07-08 Fiscal Year 89 08-09 09-10 City of Chandler 2009-10 Adopted Budget Resources Enterprise Revenues SOURCE: Water Sales Summary: This revenue source is derived from the sale of water to City residents, as well as Maricopa County residents located within City limits who pay Outside City rates. Monthly water billings consist of a base charge according to meter size and a consumption charge, which now varies by customer class. Prior to the FY 2006-07 comprehensive rate study, which resulted in the October 2007 rate increase, rates had remained unchanged since October 1994 with only one citywide set of consumption charges. Consumption charges are seasonal, with five months of summer rates and seven months of winter rates, to promote conservation. This revenue may be expended only for the operation of the water enterprise. Analysis: The data below reflects the past four years of actual revenue with the percent of increase or decrease. Rates are reviewed annually to insure that adequate user fees are charged to cover operating and capital costs. A water conservation program is in place to encourage citizens to use less water. By using less water, customers can partially offset rate increases in their water bill. The increases in FY 2004-05 and 2005-06 are indicative of the City’s growing population and increased water usage. The 2006-07 actuals reflect a decrease in water sales. The 2007-08 increase reflects the first rate increase in thirteen years. The 2008-09 estimate is an eight month actual and four month projection. Projection: The FY 2009-10 estimate reflects an anticipated water rate increase. Fiscal Year 2004-05 2005-06 2006-07 2007-08 2008-09 (Est.) 2009-10 (Est.) % Inc/(Dec) 2.6 4.9 (6.2) 14.8 6.0 5.0 Estimate Millions Actual Amount 35,505,551 37,254,085 34,960,623 40,140,706 42,548,861 44,668,432 $40 $30 $20 $10 $0 04-05 05-06 06-07 07-08 Fiscal Year 90 08-09 09-10 City of Chandler 2009-10 Adopted Budget Resources SOURCE: Wastewater Service Summary: This revenue source is obtained from the fees charged for wastewater service to City residents, as well as Maricopa County residents located within City limits who pay Outside City rates. Residential customers are charged a flat rate per month, while non-residential customers are charged a monthly base charge and a volume charge based on water consumption. Prior to the FY 2006-07 comprehensive rate study, which resulted in the October 2007 rate increase, rates had remained unchanged since October 1994. This revenue may be expended only for the operation of the wastewater enterprise. Analysis: The data below reflects the past four years of actual revenue with the percent of increase or decrease. The FY 2006-07 increase reflects the collection of surcharge fees from Intel Corporation. The 2008-09 estimate is an eight month actual and four month projection. Projection: The FY 2009-10 estimate reflects an anticipated wastewater rate increase. Fiscal Year 2004-05 2005-06 2006-07 2007-08 2008-09 (Est.) 2009-10 (Est.) % Inc/(Dec) 3.8 (0.4) 22.5 (1.3) 6.2 8.3 Estimate Millions Actual Amount 20,358,028 20,273,863 24,843,576 24,530,000 26,061,716 28,232,626 $25 $20 $15 $10 $5 $0 04-05 05-06 06-07 07-08 Fiscal Year 91 08-09 09-10 City of Chandler 2009-10 Adopted Budget Resources SOURCE: Solid Waste Service Summary: Solid Waste Service revenue is comprised of tipping fees, solid waste service charges, and residential refuse collections from City residents. Landfill tipping fees were based on tonnage of refuse delivered, but were discontinued completely once the landfill closed in October 2005. Prior to the FY 2004-05 comprehensive rate study, which resulted in the August 2005 rate increase, rates had remained unchanged since October 1993. This revenue may be expended only for the operation of the solid waste enterprise. Analysis: The data below reflects the past four years of actual revenue with the percent of increase or decrease. The FY 2005-06 increase reflects the increased residential rates. The 2008-09 estimate is an eight month actual and four month projection. Projection: The FY 2009-10 estimate anticipates a continued slowdown in residential development as we move closer to residential buildout. Fiscal Year 2004-05 2005-06 2006-07 2007-08 2008-09 (Est.) 2009-10 (Est.) % Inc/(Dec) (0.3) 26.4 (2.4) 9.1 (1.0) 0.8 Estimate Millions Actual Amount 9,628,650 12,171,222 11,874,619 12,956,721 12,823,115 12,921,760 $15 $12 $9 $6 $3 $0 04-05 05-06 06-07 07-08 Fiscal Year 92 08-09 09-10 City of Chandler 2009-10 Adopted Budget Resources SOURCE: Other Utility Charges Summary: This revenue category consists of utility fund charges for water meters and meter installations, service connect fees, water and miscellaneous service charges. This revenue may be expended only for the operation of the water and wastewater enterprises. Analysis: The data below reflects the past four years of actual revenue with the percent of increase or decrease. The largest revenue source in this category is water meter installations that fluctuate based on construction growth. The FY 2004-05 through 2006-07 decreases are due to decreases in miscellaneous pretreatment charges. The 2007-08 decrease reflects a reduction in water meter installations. The 2008-09 estimate is an eight month actual and four month projection and reflects further reductions in water meter installations. Projection: The FY 2009-10 estimate reflects reduced water service charges. Fiscal Year 2004-05 2005-06 2006-07 2007-08 2008-09 (Est.) 2009-10 (Est.) Actual Amount 1,493,180 1,011,593 984,172 754,028 604,000 576,358 % Inc/(Dec) (13.7) (32.3) (2.7) (23.4) (19.9) (4.6) Estimate Thousands $2,000 $1,500 $1,000 $500 $0 04-05 05-06 06-07 07-08 Fiscal Year 93 08-09 09-10 City of Chandler 2009-10 Adopted Budget Resources System Development Fees SOURCE: Water System Development Fees Summary: Ordinance No. 908 was adopted on December 22, 1980 to establish fees with which to fund a Water Development Reserve Fund. In January 1997, City Council updated the development impact fee rates for the water system, and a water resource fee was added which only applies to certain sections of the City. These fees are reviewed and revised annually based on current and future water capital expenditures and growth projections. Per unit fees are based on meter size. Fees for water distribution system connection are also included in this category. This revenue may be only be expended for growth-related water capital projects. Analysis: The data below reflects the past four years of actual revenue with the percent of increase or decrease. The FY 2004-05 continues to reflect a substantial rate increases (6% to 56%) effective January 2004. The 200506 decrease is a result of the slowdown of growth, despite a fee increase effective February 2006. The 2006-07 increase has the full effect of the February 2006 fee increase and reflects the peak of the City’s residential market. The 2007-08 decrease reflects the beginning of the economic downturn. The 2008-09 estimate is an eight month actual and four month projection and reflects a continued decrease in development activity. Projection: The FY 2009-10 estimate reflects current market conditions. Fiscal Year 2004-05 2005-06 2006-07 2007-08 2008-09 (Est.) 2009-10 (Est.) % Inc/(Dec) 4.7 (24.9) 14.3 (53.2) (57.5) (3.4) Estimate Millions Actual Amount 13,627,904 10,230,110 11,694,947 5,475,268 2,328,850 2,250,000 $15 $12 $9 $6 $3 $0 04-05 05-06 06-07 07-08 Fiscal Year 94 08-09 09-10 City of Chandler 2009-10 Adopted Budget Resources SOURCE: Wastewater System Development Fees Summary: Ordinance No. 909 was adopted December 22, 1980 to establish fees with which to fund a Wastewater Development Reserve Fund. In January 1997, a reclaimed water impact fee was imposed in addition to the wastewater system development fee. These fees are reviewed and revised annually based on current and future wastewater capital expenditures and growth projections. Per unit fees are based on meter size. This revenue may be only be expended for growth-related wastewater capital projects. Analysis: The data below reflects the past four years of actual revenue with the percent of increase or decrease. The FY 2004-05 increase continues to reflect a substantial rate increases (12% to 62%) effective January 2004. The 2005-06 and 2006-07 decreases result from the slowdown of growth despite a fee increase effective February 2006. The 2007-08 decrease reflects the beginning of the economic downturn. The 2008-09 estimate is an eight month actual and four month projection and reflects a continued decrease in development activity. Projection: The FY 2009-10 estimate reflects current market conditions. Fiscal Year 2004-05 2005-06 2006-07 2007-08 2008-09 (Est.) 2009-10 (Est.) % Inc/(Dec) 1.9 (23.4) (51.8) (1.7) (27.0) 2.0 Estimate Millions Actual Amount 12,285,911 9,405,776 4,531,553 4,454,560 3,250,000 3,315,136 $15 $12 $9 $6 $3 $0 04-05 05-06 06-07 07-08 Fiscal Year 95 08-09 09-10 City of Chandler 2009-10 Adopted Budget Resources SOURCE: General Government Impact Fees Summary: Ordinance No. 2672 was adopted August 22, 1996 to help offset the future capital costs related to new development, and included all categories noted with the exception of Neighborhood Parks. Ordinance No. 907 was adopted December 22, 1980; to establish a Park Development Fund. This ordinance was superceded by the adoption of Ordinance No. 3721 on October 27, 2005 to establish a Neighborhood Parks Impact Fee. Ordinance No. 4092 was adopted on September 25, 2008, and combined the Community and Neighborhood Park Impact Fees together into one Park Impact Fee category. A listing of the various impact fees is accompanied by the 2009-10 estimate for each category: 1. Arterial Streets 2. Public Buildings 3. Fire $ 2,000,000 $ 375,000 $ 350,000 4. 5. 6. Police Library Parks $ 170,000 $ 7,500 $ 1,600,000 The arterial street fee is only assessed for properties within the arterial street fee service area. Developers can receive credits for street improvements or right-of-way dedication in the arterial street service area. Library and Park Impact Fees are only charged to residential development. Residential fees are charged per dwelling unit, while non-residential fees are charged per building square footage. These fees are reviewed and revised annually based on current and future capacity-expanding capital expenditures and growth projections. This revenue may be only be expended for growth-related capital projects within the specific fee category in which they were collected. Analysis: The data below reflects the past four years of actual revenue with the percent of increase or decrease. The FY 2004-05 and 2005-06 decreases result from arterial street fee credits given for large developments. The 2006-07 increase reflects a full year of fee increases effective February 2006 despite a slowdown in development. The 2007-08 decrease reflects the beginning of the economic downturn. The 2008-09 estimate is an eight month actual and four month projection and reflects a continued decrease in development activity. Projection: The FY 2009-10 estimate reflects current market conditions. Fiscal Year 2004-05 2005-06 2006-07 2007-08 2008-09 (Est.) 2009-10 (Est.) Actual Amount 13,876,804 10,322,298 11,871,204 8,111,597 3,245,500 4,502,500 % Inc/(Dec) 4.8 (25.6) 15.0 (31.7) (60.0) 38.7 Estimate $15 Millions $12 $9 $6 $3 $0 04-05 05-06 06-07 07-08 Fiscal Year 96 08-09 09-10 City of Chandler 2009-10 Adopted Budget Resources Interfund Charges SOURCE: Interfund Charges Summary: Interfund Charges are payments from various funds and cost centers to a specific fund incurring the cost. For example, capital equipment is purchased in the Capital Replacement Fund and annual payments are charged to the cost center purchasing the equipment. The payments are expenditures in each of the cost centers and recorded as revenue to the Capital Replacement Fund. Other interfund charges include payments to the dental insurance fund, in-house capital project charges, improvement district administrative costs and Municipal Arts Fund contributions. In-house capital project charges are budgeted in this line item, and are allocated to the proper fund and cost center once the actual project hours are recorded. Analysis: The data below reflects the past four years of actual revenue with the percent of increase or decrease. The FY 2004-05 and 2005-06 decreases reflect fewer capital replacement purchases. The 2006-07 and 2007-08 increases result from higher levels of capital replacement purchases. The 2008-09 estimate is an eight month actual and four month projection and reflects the remaining allocation of in-house capital project charges. Projection: The FY 2009-10 estimate reflects the allocation of in-house capital project charges. Fiscal Year 2004-05 2005-06 2006-07 2007-08 2008-09 (Est.) 2009-10 (Est.) % Inc/(Dec) (4.6) (26.7) 4.1 31.9 15.7 6.3 Estimate Millions Actual Amount 5,126,483 3,755,976 3,910,666 5,156,520 5,967,597 6,345,347 $6 $5 $4 $3 $2 $1 $0 04-05 05-06 06-07 07-08 Fiscal Year 97 08-09 09-10 City of Chandler 2009-10 Adopted Budget Resources Interfund Transfers Summary: Interfund transfers reimburse costs that are incurred in one fund on behalf of another fund. An example is the charges that are incurred in the General Fund for administrative support to the Enterprise Funds (Airport, Water, Wastewater and Solid Waste). The amounts transferred from the Enterprise Funds to repay the costs are treated as an expense in the Enterprise Funds and revenues in the General Fund. Another example would be charges to each fund for payments to the computer replacement fund for leasing computers. There are also transfers made from one fund to another as a loan. For example, the water operating fund may loan the water system development fund dollars to complete projects until the impact fees are received, rather than selling bonds. However, if funds are not available to be transferred, bonds will be sold. Interfund transfers are not added to the overall budget because the original revenues are already budgeted within each of the funds. The interfund transfers listed below indicates the type of interfund transfers by fund that are estimated for 2009-10: Water Fund Transfer to General Fund (Indirect Cost Allocation) Wastewater Fund Transfer to General Fund (Indirect Cost Allocation) Reverse Osmosis Fund Transfer to General Fund (Indirect Cost Allocation) Solid Waste Fund Transfer to General Fund (Indirect Cost Allocation) $ 4,705,000 2,211,900 375,365 1,416,800 Airport Fund Transfer to General Fund (Indirect Cost Allocation) 100,000 Community Park Impact Fee Funds to General Fund (loan payback) 796,000 Park System Development Fee Funds to General Fund (loan payback) 204,000 Park System Development Fee Funds to Park Bond Fund (loan payback) 531,149 Library Bond Fund Transfer to Library Impact Fee Fund (loan) 3,755,000 General Fund Transfer to the Arterial Street Impact Fee Fund (city share) 4,700,000 General Fund Transfer to the Housing Authority Section 8 Fund 150,000 General Fund Transfer to the PHA Mgmt (Housing) Fund 135,000 General Fund Transfer to the Public Building Impact Fund 6,335,000 Regional Transportation Sales Tax Fund to the Streets GOB Fund (reimbursement) 7,275,000 Solid Waste Bond Fund Transfer to Solid Waste Fund (closeout) 38,920 Solid Waste Container Replacement Fund to Solid Waste Container Fund (closeout) 571,000 Solid Waste Capital Fund to Solid Waste Operating Fund (closeout) 465,948 Traffic Signal Fund Transfer to Arterial Impact Fund (closeout) 43,583 Effluent Reuse Bond Fund Transfer to Wastewater Bond Fund (closeout) 56,710 Arterial Street Impact Fee Fund Transfer to General Fund (interest payback) 216,000 Water Bond Fund Transfer to General Fund (interest payback) 117,000 Water System Development. Fee Fund Transfer to General Fund (interest payback) 588,000 Wastewater Bond Fund Transfer to General Fund (interest payback) 245,000 Reclaimed Water Fund Transfer to General Fund (interest payback) 191,000 98 City of Chandler 2009-10 Adopted Budget Resources Interfund Transfers (continued) Wastewater Sys. Dev.. Fee Fund Transfer to General Fund (interest payback) 791,000 Water Bond Fund Transfer to Water System Development. Fee Fund (loan) 950,000 Wastewater Bond Fund Transfer to Wastewater Sys. Dev. Fee Fund (loan) 3,200,000 General Funds Transfer to Airport Operating Fund (subsidy) 230,000 Transfer from Self Insurance Funds to various funds 8,700,000 Transfer from various funds to Computer Replacement Fund 2,354,610 Transfer from various funds to Fleet Replacement Fund General Fund Transfer to Self Insurance Funds 60,245 2,436,763 Total Interfund Transfers $ 53,945,993 99 City of Chandler 2009-10 Adopted Budget Resources Property Tax Summary Summary: State law prescribes that Arizona municipalities may levy taxes for the following purposes with certain limitations and restrictions. Primary Taxes are those used for general government operations. The total levy for primary taxes is restricted to a 2% annual increase, plus allowances for annexations, new construction, and population increases. The 2008-09 adopted primary property tax rate for Chandler was $0.3414 per $100 of assessed valuation. Secondary Taxes are restricted for general bonded debt obligations and for voter approved budget overrides. The 2008-09 adopted secondary property tax rate was $0.84 per $100 of assessed valuation. A thirteen-year history of Chandler’s tax rates and assessed valuation is shown on the next page. Analysis: The data below reflects the past four years of actual revenue, including prior year tax adjustments for both primary and secondary taxes, with the percent of increase or decrease. The FY 2004-05 through 2006-07 increase is due to enhanced assessment valuation as well as residential and commercial growth. The 2008-09 estimate is based on the budgets for primary, secondary and prior year property tax collections. The 2009-10 estimate is an eight month actual and four month projection. Projection: The projected tax for FY 2009-10 reflects property values from June 2007, and is based on maintaining the same overall property tax rate, shifting $0.0122 from the primary to the secondary rate. These adjustments result in maintaining the same overall property tax rate of $1.1814 per $100 of assessed value. The increase in revenues is due to both growth in assessed valuation and growth from new construction from 2007. The projection also includes prior year adjustments for both primary and secondary tax collections. Property tax collection in future years will be affected by the decreased values experienced in 2008 and 2009. Fiscal Year 2004-05 2005-06 2006-07 2007-08 2008-09 (Est.) 2009-10 (Est.) Actual Amount 22,740,124 25,010,829 27,100,227 33,377,113 37,173,000 39,288,841 % Inc/(Dec) 9.3 10.0 8.4 23.2 11.4 5.7 Estimate $40 Millions $30 $20 $10 $0 04-05 05-06 06-07 07-08 Fiscal Year 100 08-09 09-10 City of Chandler 2009-10 Adopted Budget Resources SOURCE: Property Tax (continued) The overall tax rate during the past thirteen years and the City of Chandler assessed valuation and rates are as follows: Overall Rate - Including City City, County, School District, City Percent of Year Valuation and Special Assessment Districts Rate Total Rate 1996-97 P S 615,726,285 631,613,770 8.22 5.21 .36 .97 4.1 18.7 1997-98 P S 694,310,866 725,852,181 8.10 5.14 .35 .97 4.4 19.3 1998-99 P S 787,754,539 816,243,568 8.38 5.61 .3466 .97 4.1 17.3 1999-2000 P S 878,229,873 923,438,771 8.12 5.24 .38 .93 4.7 17.7 2000-01 P S 1,037,292,379 1,099,452,357 7.76 4.96 .38 .92 4.9 18.5 2001-02 P S 1,183,122,018 1,243,900,020 8.06 4.49 .38 .91 4.7 20.3 2002-03 P S 1,261,475,592 1,333,266,930 8.18 4.29 .38 .90 4.7 21.0 2003-04 P S 1,526,068,883 1,638,375,932 7.74 3.90 .38 .90 4.9 23.1 2004-05 P S 1,709,977,241 1,805,748,802 7.58 3.76 .38 .90 5.0 23.9 2005-06 P S 1,878,861,028 1,979,377,177 7.00 3.85 .38 .90 5.4 24.4 2006-07 P S 2,001,266,813 2,114,887,174 6.62 3.75 .38 .87 5.7 23.2 2007-08 P S 2,362,911,738 2,989,189,876 5.93 2.95 .36 .84 6.1 28.5 2008-09 P S 2,702,687,184 3,453,479,816 5.41 2.74 .3414 .84 6.3 30.7 Estimates for primary and secondary assessed value for 2009-10 are as follows: 2008-09 Assessed Value 2009-10 Estimate Assessed Value % Increase 2008-09 Adopted Rates 2009-10 Adopted Rates Primary $ 2,702,687,184 $ 3,057,167,831 13.1% $0.3414 $0.3292 Secondary $ 3,453,479,816 $ 3,508,071,609 1.6% 0.8400 0.8522 $1.1814 $1.1814 101 City of Chandler 2009-10 Adopted Budget Resources 102 City of Chandler 2009-10 Adopted Budget General Government GENERAL GOVERNMENT Mayor/City Council City Clerk City Magistrate Administration Communications and Public Affairs City Attorney City Manager Info Tech Administration Neighborhood Resources Mayor & Council Administration IT Applications Support Community Development Video Production IT Infrastructure & Client Support Code Enforcement Civil Prosecutorial Human Resources Downtown Redevelopment Economonic Development Downtown Real Estate Tourism Print, Mail, and Graphics 103 City of Chandler 2009-10 Adopted Budget General Government The table below depicts the breakdown by division for the fiscal year 2009-10 General Government Budget. Subsequent pages provide cost center descriptions, goals and objectives, performance measurements, budget summaries, authorized positions and highlights of significant changes. General Government Overview Expenditures by Cost Center 2007-08 2008-09 Actual Expenditures Mayor & Council $ Communications and Public Affairs Video Production Print, Mail, and Graphics City Clerk City Magistrate Law City Manager Administration Neighborhood Programs Code Enforcement Neighborhood Programs Capital IT Administration GIS/IT Applications & Data System IT Infrastructure & Client Support ITOC Capital ITOC Operations GIS/Information Tech Capital Human Resources Economic Development Downtown Redevelopment Economic Development Capital Tourism Downtown Real Estate Community Development TOTAL GENERAL GOVERNMENT $ 2008-09 2009-10 % of Adopted Estimated Adopted 2009-10 Budget Expenditures Budget Total 689,795 1,019,268 354,448 988,595 533,630 3,874,858 3,013,834 1,598,972 596,272 952,816 634,110 1,448,000 2,025,818 3,259,224 1,404,743 214,081 54,235 2,347,457 1,909,292 833,496 29,723 328,231 119,997 4,495,395 32,726,290 $ 954,281 1,116,414 428,712 1,109,241 947,068 4,196,814 3,518,389 1,667,913 710,996 1,016,909 1,216,925 2,031,635 2,228,977 5,219,484 3,903,024 1,005,308 2,837,862 1,326,381 583,566 8,369 393,622 482,831 5,820,949 $ 42,725,670 $ 937,013 1,112,696 465,065 1,163,763 689,567 4,055,339 3,442,172 1,882,957 681,166 1,040,216 81,513 2,118,928 2,300,301 3,402,188 1,557,106 514,831 1,557,577 2,220,572 1,884,274 630,107 368,085 543,205 3,913,971 $ 36,562,612 $ 978,228 1,095,344 449,708 1,061,662 739,311 4,175,558 3,352,645 5,102,051 556,012 1,035,362 440,960 1,651,736 3,102,916 2,992,679 1,956,919 827,664 768,078 2,287,627 720,386 439,942 394,843 311,097 8,583,453 $ 43,024,181 2% 3% 1% 2% 2% 9% 8% 12% 1% 2% 1% 4% 7% 7% 5% 2% 2% 5% 2% 1% 0% 1% 1% 20% 100% Personnel & Benefits $ Operating & Maintenance Capital - Major TOTAL GENERAL GOVERNMENT $ 19,837,111 10,766,368 2,122,811 32,726,290 $ 22,288,040 15,309,312 5,128,318 $ 42,725,670 $ 21,777,154 11,589,262 3,196,196 $ 36,562,612 $ 22,435,618 17,422,606 3,165,957 $ 43,024,181 52% 40% 8% 100% Staffing by Cost Center Mayor & Council Communications and Public Affairs Video Production Print, Mail, and Graphics City Clerk City Magistrate Law City Manager Administration Neighborhood Programs Code Enforcement Community Development Block Grant IT Administration GIS/IT Applications & Data System IT Infrastructure & Client Support Human Resources Economic Development Downtown Redevelopment Tourism Real Estate Services Downtown TOTAL GENERAL GOVERNMENT 2007-08 Revised 5.00 8.00 3.00 6.00 6.00 45.00 29.00 10.00 4.00 12.00 6.30 16.00 17.00 19.00 21.00 6.00 2.00 1.00 4.00 220.30 Expenditures by Category 2008-09 Adopted 6.00 8.00 3.00 6.00 6.00 45.00 29.00 12.75 4.00 12.00 6.30 13.00 19.00 20.00 19.00 6.00 2.00 1.00 4.00 222.05 2008-09 Revised 6.00 8.00 3.00 6.00 6.00 44.00 29.00 9.75 3.00 11.00 6.30 12.00 19.00 20.00 18.00 5.00 2.00 1.00 3.00 212.05 2009-10 Adopted 6.00 8.00 3.00 6.00 6.00 44.00 29.00 9.75 3.00 11.00 6.30 12.00 19.00 20.00 18.00 5.00 2.00 1.00 3.00 212.05 % of 2009-10 Total 3% 4% 1% 3% 3% 21% 14% 5% 1% 5% 3% 6% 9% 9% 8% 2% 1% 1% 1% 100% Note: Effective FY2009-10, Communications and Public Affairs has been combined with the all other General Government divisions for Budget presentation purposes. Prior to this, the CAPA budget was presented with its own department summary. 104 City of Chandler 2009-10 Adopted Budget General Government FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government Mayor and Council 1020 Mayor and Council City Council serves Chandler's citizens as elected representatives and provides for the orderly government of the City. The City Council is responsible for establishing goals and adopting public policy that meets the community's needs. In addition, they are responsible for adopting an annual budget that maintains the fiscal stability of the City. Major focus is on assuring orderly and quality development throughout the community, enhancing the quality of life for Chandler’s citizens through delivery of services, promoting customer service and communicating with citizens. City Council has four appointed positions that report to them: City Manager, City Attorney, City Clerk and City Magistrate. The City Manager is responsible for overseeing the day-to-day operations of the City and for carrying out the policies that are adopted by the City Council. The City Attorney serves as legal advisor to the Council, Manager and all City departments and represents the City in all legal proceedings. The City Clerk is responsible for the preservation of legal documents and provides information on City Council legislation and actions. The City Magistrate oversees the Municipal Court, which promptly and fairly processes all criminal and traffic violations filed. It is the City Council's responsibility to oversee these functions and to provide the needed policy direction for the effective management of the City. Citizens of Chandler Mayor and Council City Manager City Attorney City Clerk 105 City Magistrate City of Chandler 2009-10 Adopted Budget General Government    MAYOR AND COUNCIL – 1020    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Equipment/Office Furniture Total Cost Center-1020 2007-08 Actual $ 607,333 26,426 21,331 1,058 21,817 11,830 $ 689,795 2008-09 Adopted Budget $ 790,567 47,000 34,800 2,200 31,250 500 35,208 12,756 $ 954,281 2008-09 Adjusted Budget $ 892,940 47,000 33,300 2,200 26,790 500 45,409 24,980 $ 1,073,119 2008-09 Estimated $ 838,529 22,750 11,200 2,000 21,125 41,409 $ 937,013 General Fund 2009-10 Adopted Budget $ 902,458 13,000 11,750 2,000 15,000 500 31,708 1,812 $ 978,228 $ % Change Adopted To Adopted 14.15% -72.34% -66.24% -9.09% -52.00% 0.00% -9.94% -85.79% 2.51% 978,228 Authorized Positions Position Title Executive Assistant to M&C Executive Receptionist Management Assistant Mayor and Council Assistant TOTAL 2005-06 Revised 1 1 1 1 4 2006-07 Revised 1 1 2 1 5 2007-08 Revised 1 1 2 1 5 2008-09 Adopted 1 1 2 1 5 2008-09 Revised 1 1 3 1 6 2009-10 Adopted 1 1 3 1 6 Significant Budget and Staffing Changes Fiscal year 2008-09 reflects the reclassification of one Administrative Services Supervisor position to a Management Assistant and the transfer of the position from cost center 1210 – Print, Mail, and Graphics. Fiscal year 2009-10 reflects a reduction in temporary personnel services funds and in the majority of operating accounts. 106 City of Chandler 2009-10 Adopted Budget General Government \ FUNCTION: DEPARTMENT: General Government Communications and Public Affairs COST CENTER: 1070 DIVISION: Communications and Public Affairs Communications and Public Affairs develops and maintains community and media relations as well as communication programs to present municipal information to the public. This includes the production and design of newsletters, publications, press releases, speeches, videos, web sites, and government cable television programming. The department also coordinates citizens' requests for service, public meetings on topical issues, as well as other Citywide public affairs projects. In addition, it provides public relations support and media relations counsel and training to the Mayor, City Council, and City Departments. It also oversees license agreements with cable television and telecommunication providers; and administers the budget for the Chandler Educational Access Governing Board for cable television. In addition, it is responsible for central duplicating services and the processing of all incoming and outgoing mail for City departments. 2008-09 Communications and Public Affairs Accomplishments  As a three-time winner of the 100 Best Communities for Young People award program by the America's Promise Alliance, Chandler has become one of only about 40 cities in the country to be recognized as a role model for the program with a permanent designation of this distinction.  Coordinated the 2009 National Citizen Survey as a biannual effort with the National Research Center. Overall 94% of citizens find Chandler a great place to live, far greater than the national average.  Joined the Mayor's Global Alliance for Community Wellness and coordinated the first Mayor's Wellness Challenge along with a dedicated web page at: www.chandleraz.gov/fitness.  Launched a social media outreach to the community by establishing a presence on Twitter.com (cityofchandler) and Facebook.com (Chandler, Arizona) and set impressive participation statistics for a local government.  City’s Website www.chandleraz.gov reached 1 million page views per month, up 46% from previous year.  The award-winning children’s program Sprinkler’s Clubhouse received a FEMA grant for $65,000, which allowed for additional programs in the series and distribution of CDs statewide to government access channels, schools and Fire Departments. It also took first place at NATOA for children's programming.  "Lessons in Loyalty" video documentary was nominated for a 2008 regional Emmy by the Rocky Mountain chapter of the Academy of Television Arts & Sciences.  Coordinated Chamber Leadership Institute Government Day.  CAPA worked with the Information Technology Division to move toward a paperless environment in the Mayor and Council Office, saving 200 hours of staff time and more than 50,000 sheets of paper annually.  Administrative Services Division (now Print, Mail, and Graphics) printed 2,330 jobs in house, and coordinated 86 overflow printing jobs and the printing of 374 jobs for business cards. Processed nearly one-third of outgoing mail pieces at a discount rate, saving the City $143,136. 107 City of Chandler 2009-10 Adopted Budget General Government    COMMUNICATIONS AND PUBLIC AFFAIRS – 1070    2009-10 Performance Measurements Goal: Effectively develop and maintain community and media relations as well as communication programs that fulfill the Council's, City Manager's and citizens' requests for service and public information. This will be done in a manner to provide a cohesive and professional appearance of City publications and other informational and collateral materials that are disseminated to the public as well as help to develop a positive and professional community image. Objectives: ♦ Provide public affairs support and act as liaison to the Mayor, City Council members, and City Departments. ♦ Provide a convenient and effective mechanism for receiving, responding to and, when technically and legally possible, satisfactorily fulfilling citizen requests for service and information with speed, fairness and courtesy. ♦ Provide graphic design support to City departments and divisions. ♦ Maintain Internet Web site, www.chandleraz.gov, with updated information including City of Chandler’s Intranet site, Chanweb. Measures News releases/Columns/Newsletters Citizens’ Requests for Services entered into Computerized Tracking System Citywide Graphic Design Projects Web related Measures Unique visitors per day Unique visitors per month Hits per month Public Meeting Scheduling/ Logistics/ (1) Facilitation 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 378/114/65 442/72/61 350/100/62 350/100/62 700/80/64 3,422 3,628 3,400 3,400 3,200 328 349 410 360 360 4,258 48,121 4,563,643 7,061 215,302 5,252,966 6,500 75,000 5,000,000 6,487 198,956 5,887,607 7,000 215,000 5,500,000 32 37 20 25 25 (1) The number of meetings has decreased due to end of a Federal notification program and due to reduced construction activities by Municipal Utilities. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 108 City of Chandler 2009-10 Adopted Budget General Government    COMMUNICATIONS AND PUBLIC AFFAIRS – 1070    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Equipment/Office Furniture Capital Replacement Total Cost Center-1070 General Fund 2007-08 Actual $ 879,438 86,212 31,985 10,754 10,379 500 2008-09 Adopted Budget $ 896,629 147,085 44,100 500 14,600 500 13,000 - 2008-09 Adjusted Budget $ 924,032 160,094 41,100 500 13,541 500 11,373 26,520 - 2008-09 Estimated $ 923,378 139,585 27,911 250 11,566 500 5,000 4,506 - $ 1,019,268 $ 1,116,414 $ 1,177,660 $ 1,112,696 2009-10 Adopted Budget $ 920,921 118,500 18,600 250 10,925 500 8,373 17,275 - % Change Adopted To Adopted 2.71% -19.43% -57.82% -50.00% -25.17% 0.00% -35.59% N/A N/A $ 1,095,344 $ 1,095,344 -1.89% Authorized Positions Position Title Communications/Public Affairs Director Communications Manager Graphic Designer Information Specialist Public Information Officer Senior Executive Assistant TOTAL 2005-06 Revised 1 1 1 3 2 1 9 2006-07 Revised 1 1 1 3 2 1 9 2007-08 Revised 1 1 1 2 3 1 9 2008-09 Adopted 1 1 1 2 2 1 8 2008-09 Revised 1 1 1 1 3 1 8 2009-10 Adopted 1 1 1 1 3 1 8 Significant Budget and Staffing Changes During 2008-09, one Public Information Officer position was transferred from cost center 4300 – Community Services Administration. One Information Specialist position was reclassified to Publications Supervisor and transferred to cost center 1210 – Print, Mail, and Graphics. Fiscal year 2009-10 includes base budget reductions in the majority of accounts. elimination of the paid intern program and a reduction in printed materials. 109 Reductions result in the City of Chandler 2009-10 Adopted Budget General Government FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government Communications and Public Affairs 1071 Video Production Video Production is responsible for the programming of the City’s Government Access Channel. This includes producing live cablecasts of City Council and Planning and Zoning meetings. Productions also include original programming of monthly shows, as well as special request programs that highlight events, operations and information about City-related activities. Video Production provides internal audio/video support for City functions that require specific technical assistance. 2009-10 Performance Measurements Goal: Provide programming for the City’s Government Access Channel. Objective: ♦ Produce original monthly video programs and public meeting coverage. Measures Original hours Televise live presentations of City Council Meetings, Study Sessions and Planning and Zoning Meetings 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 228 228 235 237 240 70 70 70 70 70 Goal: Provide timely and effective audio/video support to City departments. Objective: ♦ Assist with audio/video set-up and operation for non-televised events and functions. Measures Provide technical support for City events, functions and meetings Provide production support for special video requests 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 60 65 70 70 72 30 35 40 41 43 2006-07 Actual Goal: Provide production support for one-time video requests to be shown on City’s cable Channel 11. Objectives: ♦ Provide production support to City departments, commissions, and other approved requesting organizations. Measures Provide video support for forums that provide specific information. Produce Public Service Announcements that inform Chandler residents of events, services, and/or programs 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 10 12 14 14 14 6 6 11 12 15 * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 110 City of Chandler 2009-10 Adopted Budget General Government    VIDEO PRODUCTION – 1071    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Machinery/Equipment Equipment/Office Furniture Total Cost Center-1071 General Fund Grant Fund Grand Total 2007-08 Actual $ 287,581 25,837 20,100 6,861 2,689 3,614 7,766 $ 354,448 2008-09 Adopted Budget $ 296,712 79,500 17,675 7,800 4,675 500 3,000 18,850 $ 428,712 2008-09 Adjusted Budget $ 302,788 99,177 17,675 7,800 4,675 500 3,000 88,123 $ 523,738 2008-09 Estimated $ 302,788 74,177 15,125 7,300 3,320 500 1,500 60,355 $ 465,065 2009-10 Adopted Budget $ 299,708 115,475 15,600 8,300 2,800 2,000 5,825 $ 449,708 $ 399,708 50,000 $ 449,708 % Change Adopted To Adopted 1.01% 45.25% -11.74% 6.41% -40.11% -100.00% -33.33% -100.00% N/A 4.90% Authorized Positions Position Title Video Production Coordinator Video Production Specialist TOTAL 2005-06 Revised 1 2 3 2006-07 Revised 1 2 3 2007-08 Revised 1 2 3 2008-09 Adopted 1 2 3 2008-09 Revised 1 2 3 2009-10 Adopted 1 2 3 Significant Budget and Staffing Changes Fiscal year 2009-10 reflects a reduction of ongoing temporary funding for freelance production personnel. Professional/Contract account reflects a proposed $50,000 grant, the receipt of which is not guaranteed. 111 City of Chandler 2009-10 Adopted Budget General Government FUNCTION: DEPARTMENT: General Government Communications and Public Affairs COST CENTER: DIVISION: 1210 Print, Mail, and Graphics Print, Mail, and Graphics, (formerly Administrative Services) is responsible for central duplicating, offset press, and bindery of that material. Print, Mail, and Graphics also processes all of the incoming and outgoing mail for City departments. 2009-10 Performance Measurements Goal: Provide timely in-house duplication and offset printing for requesting City departments. Objective: ♦ Complete printing order on requested date. Measures 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected Printing completed on requested date 100% 100% 98% 98% 98% Printing requests processed 2,693 3,136 3,500 2,810 2,880 7,698,172 5,680,325 5,500,000 5,000,000 5,000,000 Impressions printed for jobs processed Goal: Provide timely mailing of each utility bill and/or sales tax related item, to aid in the collection of related revenues. Objective: ♦ Complete Print, Mail, and Graphics mailing processes (insertion, metering, etc.) within 24 hours of receipt or print completion. Measures Mailing processes completed within 24 hours Average number of mailing days per (1) year Utility Bill and Sales Tax item volume to be mailed (1) 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 100% 100% 98% 98% 98% 240 N/A N/A N/A N/A 1,150,987 1,167,164 1,200,000 1,250,000 1,200,000 This measure no longer being used effective 2007-08. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year . 112 City of Chandler 2009-10 Adopted Budget General Government    PRINT, MAIL, AND GRAPHICS - 1210    Budget Summary Description Personnel Services Operating Supplies Communications/Transportation Other Charges/Services Machinery/Equipment Equipment/Office Furniture Capital Replacement Total Cost Center-1210 General Fund 2007-08 Actual $ 339,370 12,676 590,879 29,256 16,414 $ 988,595 2008-09 Adopted Budget $ 369,987 72,302 598,350 1,100 25,000 31,115 11,387 $ 1,109,241 2008-09 Adjusted Budget $ 402,797 120,147 622,116 829 91,230 11,387 $ 1,248,506 2008-09 Estimated $ 402,521 119,647 620,766 829 20,000 $ 1,163,763 2009-10 Adopted Budget $ 397,732 67,398 572,118 958 12,069 11,387 $ 1,061,662 $ 1,061,662 % Change Adopted To Adopted 7.50% -6.78% -4.38% -12.91% -100.00% -61.21% 0.00% -4.29% Authorized Positions Position Title Administrative Services Clerk Administrative Services Supervisor Offset Press Operator Publications Supervisor TOTAL 2005-06 Revised 4 1 1 0 6 2006-07 Revised 4 1 1 0 6 2007-08 Revised 4 1 1 0 6 2008-09 Adopted 4 1 1 0 6 2008-09 Revised 4 0 1 1 6 2009-10 Adopted 4 0 1 1 6 Significant Budget and Staffing Changes During 2008-09, one Administrative Services Supervisor position reclassified to a Management Assistant and transferred to cost center 1020 – Mayor and Council, and one Information Specialist position reclassified to Publications Supervisor and transferred from cost center 1070 – Communication and Public Affairs Administration. Fiscal year 2009-10 reflects ongoing base reductions, including the elimination of temporary personnel funds. 113 City of Chandler 2009-10 Adopted Budget General Government FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government City Clerk 1030 City Clerk City Clerk's office is responsible for the preservation of legal documents and is the source of information on City Council legislation and actions. The City Clerk's Office conducts all municipal elections, assists the Mayor in administering the appointment of members to serve on various City boards and commissions and provides special services to the public including marriage licenses, passports and notary services. 2008-09 City Clerk Accomplishments  Made transition to digital recording for recordable city documents. This process saves postage and allows for expedited processing.  Consolidated the City Council elections with the State election dates that produced a significant increase in voter participation.  Processed a record number of passport applicants during Spring Break. Assisted nearly 8,000 passport applicants to gain compliance with the June 1 Western Hemisphere Travel Initiative deadline. 2009-10 Performance Measurements Goal: To attend all Council meetings and study sessions, and record all official proceedings. To coordinate and prepare the agenda and related backup material. To post all notices of the City Council and City boards and commissions. Objectives: ♦ Coordinate and compile agenda packets prior to City Council meetings and subsequently process all items considered by the Council. ♦ Post notice of all public meetings for the City Council, Chandler boards and commissions, and agencies of the City within the required statutory deadlines. Measures 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected Council Meetings Coordinated 106 100 90 95 100 Meeting Notices Posted City Council Actions and Agenda Items Prepared 721 472 525 450 500 2,069 1,279 1,315 1,000 1,000 * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 114 City of Chandler 2009-10 Adopted Budget General Government    CITY CLERK – 1030    Goal: To monitor and maintain all administratively and Council approved contracts, agreements, leases, etc., and to direct the publication, filing, indexing and storage of all actions. Objectives: ♦ To maintain all contracts, agreements, leases, etc. for the City of Chandler. ♦ Provide for timely processing of all contractual documents including advertising, signing, recording, and filing. ♦ Provide updated supplements and revisions to the City Code as amended by City Council. Measures (1) Contractual documents processed Ordinances and resolutions processed (1) 2006-07 Actual 682 2007-08 Actual 854 2008-09 Projected 600 2008-09 Year End Estimate * 700 2009-10 Projected 900 212 225 250 200 200 Prior to 2008-09, measure referred to “contracts and agreements” but truly reflected the processing of all contractual documents. Measure updated for 2009-10. Goal: Conduct City elections in the most efficient and effective manner possible. Objective: ♦ Promote voter registration and early balloting. Provide voter assistance with local, state and federal elections. 2007-08 Actual 2006-07 Actual Measures May Bond 2008-09 (1) Projected 2008-09 Year End Estimate* Sept Nov Sept Nov 2009-10 Projected 1 0 1 1 1 1 None Scheduled Registered Voters 97,212 N/A 100,000 100,000 105,721 114,549 120,000 Total Ballots Processed 11,835 N/A N/A N/A 19,362 94,936 N/A 12.17% N/A N/A N/A 18.31% 82.88% N/A 9,172 N/A N/A N/A N/A N/A N/A Municipal Elections % of voter turnout Early Ballots Processed (1) (2) (2) Due to legislative action, our election cycle will change to September/November for the 2008 election. Measurement discontinued effective 2008-09 due to lack of available data. Goal: Provide marriage licenses, passports and notary public services in the most efficient manner possible. Objective: ♦ Provide for the issuance of marriage licenses and acceptance of passport applications with 99% accuracy rate. Provide notary public service. Measures Marriage Licenses processed (3) % of accuracy Passport Applications accepted (3) % of accuracy Service Provided by Notary Public (3) 2006-07 Actual 2,196 99% 9,026 99% 428 2007-08 Actual 2,002 99% 10,386 99% 505 Accuracy portion of measurement discontinued effective 2008-09. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 115 2008-09 Projected 2,706 99% 11,440 99% 650 2008-09 Year End Estimate * 2009-10 Projected 1,300 1,500 6,500 450 6,500 450 City of Chandler 2009-10 Adopted Budget General Government    CITY CLERK – 1030    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Contingency/Reserve Capital Replacement Total Cost Center-1030 General Fund 2007-08 Actual $ 476,887 8,633 13,771 1,420 28,620 1,754 2,545 $ 533,630 2008-09 Adopted Budget $ 516,740 30,050 215,200 2,000 53,650 6,550 120,333 2,545 $ 947,068 2008-09 Adjusted Budget $ 527,132 39,468 167,200 2,000 74,409 6,872 89,899 2,545 $ 909,525 2008-09 Estimated $ 512,197 25,000 110,100 2,000 32,725 5,000 2,545 $ 689,567 2009-10 Adopted Budget $ 508,505 10,050 181,200 1,500 32,225 3,000 286 2,545 $ 739,311 $ 739,311 % Change Adopted To Adopted -1.59% -66.56% -15.80% -25.00% -39.93% -54.20% -99.76% 0.00% -21.94% Authorized Positions Position Title Assistant City Clerk City Clerk City Clerk's Assistant Customer Service Representative TOTAL 2005-06 Revised 1 1 2 2 6 2006-07 Revised 1 1 2 2 6 2007-08 Revised 1 1 2 2 6 2008-09 Adopted 1 1 2 2 6 2008-09 Revised 1 1 2 2 6 2009-10 Adopted 1 1 2 2 6 Significant Budget and Staffing Changes Fiscal year 2009-10 reflects ongoing base budget reductions in the Election and Legal Advertising expenses in the amount of $40,000. 116 City of Chandler 2009-10 Adopted Budget General Government FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government City Manager 1040 City Manager City Manager's office provides the overall administrative leadership necessary for the implementation of City Council policies, administration of the organization and delivery of services to the citizens. Promotes interaction with other levels of government to serve the best interests of Chandler's citizens and advocates the City's position on issues before the U. S. Congress and State Legislature. Encourages and develops public-private partnerships that support Council direction and meet the needs of the community in a cost-effective manner. 2008-09 City Manager Accomplishments  Successfully maintained Chandler’s regional influence in monitoring State and Federal legislation affecting City operations.  Approved the Guaranteed Maximum Price (GMP) for the new City Hall at $47,096,930, which resulted in a savings of $3,943,070 savings from the budget.  Held Ground Breaking ceremony for City Hall on May 8, 2009 with over 200 people in attendance.  Successfully created Chandler’s first Sister City Partnership with Tullamore, Ireland.  Produced the tenth annual “Celebration of Unity” events, including the Unity Luncheon, Multicultural Festival, High School Assembly and Elementary School Author Reading.  Presented Race–the Power of an Illusion series to 800 Andersen Jr. High students. Chandler was one of only 100 cities chosen to participate in this special pilot project.  Continued our comprehensive program of supporting diverse organizations, events, and activities through the diversity budget, including, Pakistan American Day, Ms. Indian Arizona Scholarship Program, Cesar Chavez Day, Cinco de Mayo and Dia de los Niños. Also, continued support of City’s National Hispanic Heritage Month activities including the Hispanic Heritage Photo Exhibit, poster contest, Mariachi Festival, Book Fair and College Night. Mission Our mission is to effectively coordinate and lead the various City departments in administration of City affairs according to the City Code, Charter, ordinances and City Council policies and to provide effective management and leadership by communicating to employees. This is accomplished through the following actions: ♦ Keep the City Council apprised of all pertinent municipal activities through periodic briefings and other appropriate written documents. ♦ Compile weekly and annual reports on results of legislative programs in a timely manner. ♦ Maintain excellent working relationships with other entities and other City departments. ♦ Promote interaction between City Management and employees. ♦ Promote teamwork among City employees in order to deliver quality services that add value to the community in a sound fiscal manner. ♦ Communicate to City employees through various publications, forums, and information exchanges. ♦ Promote mutual respect and inclusion in the City and in the organization through the work of the Diversity Office. 117 City of Chandler 2009-10 Adopted Budget General Government    CITY MANAGER – 1040    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Contingency/Reserve Equipment/Office Furniture Capital Replacement Total Cost Center-1040 General Fund Grants-In-Aid Grand Total 2007-08 Actual $ 1,452,058 28,740 16,737 3,049 20,290 71,096 5,802 1,200 $ 1,598,972 2008-09 Adopted Budget $ 1,509,233 40,436 12,650 6,000 20,000 70,800 5,794 3,000 $ 1,667,913 2008-09 Adjusted Budget $ 1,736,100 41,261 12,900 6,000 16,117 151,319 456 3,000 $ 1,967,153 2008-09 Estimated $ 1,645,504 45,592 16,850 6,000 14,667 151,344 3,000 $ 1,882,957 $ $ $ $ 2009-10 Adopted Budget 1,591,125 3,345,904 16,650 6,000 11,067 127,905 400 3,000 5,102,051 1,777,551 3,324,500 5,102,051 % Change Adopted To Adopted 5.43% 8174.57% 31.62% 0.00% -44.67% 80.66% -93.10% 0.00% N/A 205.89% Authorized Positions 2005-06 Position Title Revised Assistant City Manager 2 Assistant to City Manager 2 City Manager 1 Diversity Administrator 0 Diversity Office Assistant 0 Employee Development Specialist 0 Employee Development Supervisor 0 Executive Assistant 1 Executive Assistant to the City Manager 0 Intergovernmental Affairs Coordinator 1 Management Intern 1 Organizational Development Administrator 0 Senior Executive Assistant 1 Sustainability Manager 0 TOTAL 9 2006-07 Revised 2 1 1 1 1 0 0 0 1 1 1 1 0 0 10 2007-08 Revised 2 1 1 1 1 0 0 0 1 1 1 1 0 0 10 2008-09 Adopted 2 1 1 1 1 0 0 0 1 1 1 1 0 0 10 2008-09 Revised 2 1 1 1 1 1 1 0 1 1 1 1 0 0.75 12.75 2009-10 Adopted 2 1 1 1 1 0 1 0 0 1 0 1 0 0.75 9.75 Significant Budget and Staffing Changes Fiscal year 2008-09 reflects the transfer of the Employee Development Division from cost center 1250 – Human Resources, consisting of one Employee Development Supervisor position and one Employee Development Specialist position. One part-time Sustainability Manager position was added. Fiscal year 2009-10 reflects the elimination of the following vacant positions: one Employee Development Specialist, one Management Intern, and one Executive Assistant to the City Manager. Additionally, operating budget in the areas of travel, education and training, diversity funds, and temporary salaries are reduced. The total cost center budget reflects an increase of over $3 million due to Federal Economic Stimulus Grants for the sustainability program and other potential grant opportunities. 118 City of Chandler 2009-10 Adopted Budget General Government FUNCTION: DEPARTMENT: General Government City Manager COST CENTER: DIVISION: 1060 Neighborhood Resources Neighborhood Resources mission is to strengthen and enrich the community by providing high quality services and resources through educational programs, neighborhood revitalization, resident empowerment, partnerships, and assisting those in need. The Neighborhood Resources Division includes Neighborhood Programs, and also provides administrative oversight for the Code Enforcement and Community Development Divisions, enabling a coordinated effort between the three Divisions to maintain communities and provide basic needs to low income and homeless individuals and families, through the provision of technical and financial assistance and facilitation of the education of neighborhood leaders. Neighborhood Programs is responsible for encouraging a partnership between citizens and various community resources to assist in the long-term preservation of Chandler’s neighborhoods. 2008-09 Neighborhood Resources Accomplishments  Coordinated Fair Housing events, helping citizens resolve and/or find further assistance in regards to tenant/landlord issues. Chandler is an active member of the Arizona Fair Housing Partnership (AZFHP). City staff was on hand to receive the Fair Housing Proclamation Award on behalf of the AZFHP on April 15, 2009.  Worked with the Attorney General’s Office (AGO) to coordinate an Attorney General Satellite Office in Downtown Chandler. The satellite office allows East Valley residents to get answers to their questions and file complaint forms without having to travel to Downtown Phoenix. Since the start of the AGO Satellite Office in December 2008, over 50 residents have been assisted.  Redistributed workload in the Code Enforcement division into three major districts of responsibility, enabling staff to improve responsiveness to citizen calls and major neighborhood maintenance issues.  Code Enforcement recognized a growing sign problem within the City. Through education and the ongoing removal of the signs, the problem has been significantly reduced within the community.  Continued taxpayer assistance through the Volunteer Income Tax Assistance (VITA) program at two sites in Chandler. The Chandler VITA program was the only program in the Valley offering free tax preparation assistance 6 days a week. With the help of 45 volunteers and 4 staff members, total refunds for residents totaled $1,023,104.  Received funding from the U.S. Department of Housing and Urban Development Department (HUD) through the Housing and Economic Recovery Act of 2008, and from the American Recovery and Reinvestment Act of 2009. The program plans have been approved by City Council and are awaiting final HUD approval. These programs will assist Chandler residents in stabilizing neighborhoods due to the foreclosure crisis; offer assistance to first-time homebuyers; prevent homelessness and house residents at risk of becoming homeless; and create new jobs within the community.  Integrated GIS mapping to provide a visual component of all 251 registered neighborhoods as part of the Citywide InfoMap, giving neighborhoods the ability to print both aerial and detailed maps of their neighborhoods for meetings and presentations.  Created a Five-Year Strategic Plan for the Neighborhood Advisory Committee to establish a vision for the next five years.  Collaborated with Community Services and Municipal Utilities to complete design and construction of West Mini Park located at the intersection of Nebraska and Erie in the original Neighborhood Improvement Act (NIA) Park Manor neighborhood.  The Neighborhood Grant program awarded eleven neighborhood grant projects, totaling $43,684. Eight neighborhood projects were for Home Owners Association (HOA) neighborhoods, and three for traditional neighborhoods. 119 City of Chandler 2009-10 Adopted Budget General Government 2009-10 Performance Measurements Goal: To assist neighborhoods through the coordination of community resources, provision of technical assistance and the facilitation of the education of neighborhood leaders; to build public trust by building stronger neighborhoods. Objective: ♦ To develop and implement a neighborhood grant program and to provide advice and guidance regarding the development and implementation of programs in declining Chandler neighborhoods. Measures Number of grants funded Number of registered neighborhoods groups 2006-07 Actual 10 245 2007-08 Actual 14 248 2008-09 Projected 20 330 2008-09 Year End Estimate * 15 255 2009-10 Projected 25 265 Goal: To facilitate communication among neighbors by assisting residents with identification of resources needed for community building efforts. Objective: ♦ To develop a system to keep residents and staff apprised of key neighborhood efforts being undertaken by the City’s Neighborhood Resources Division. Measures Number of self-supported neighborhood projects 2006-07 Actual 2007-08 Actual 20 30 2008-09 Projected 45 2008-09 Year End Estimate * 20 2009-10 Projected 45 Goal: To facilitate communication among neighbors, by creating partnerships and identifying resources through collaboration among the diverse citizenry of Chandler. Objective: ♦ To continue to provide training through The Leadership Centre (TLC) for community leaders in developing and improving their neighborhood organizations. Measures Number of TLC training opportunities Number of cases referred to Solve-It! (1) Community Mediation 2006-07 Actual 18 2007-08 Actual 15 2008-09 Projected 30 2008-09 Year End Estimate * 14 2009-10 Projected 33 38 1,560 45 800 1,650 (1) Number includes: E-mail/phone inquiries for mediation service and/or training workshops, attendance at public speaking events and/or public facilitations--such as the Pinelake Parks neighborhood facilitation--in Chandler, and participation in mediation sessions or training workshops by Chandler residents. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 120 City of Chandler 2009-10 Adopted Budget General Government    NEIGHBORHOOD RESOURCES – 1060    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Rents/Utilities Other Charges/Services Contingency/Reserve Machinery/Equipment Equipment/Office Furniture Total Cost Center-1060 General Fund Grant-in-Aid Grand Total 2007-08 Actual $ 352,135 114,484 65,467 16,845 4,829 10,786 21,978 9,748 $ 596,272 2008-09 Adopted Budget $ 441,019 154,429 44,250 1,000 19,000 7,611 19,000 12,934 11,753 $ 710,996 2008-09 Adjusted Budget $ 454,150 140,846 50,561 1,000 14,103 10,224 14,111 6,120 $ 691,115 2008-09 Estimated $ 377,629 222,314 49,227 16,746 5,494 9,105 651 $ 681,166 2009-10 Adopted Budget $ 344,326 190,000 6,100 500 10,186 500 4,200 200 $ 556,012 $ 406,012 150,000 $ 556,012 % Change Adopted To Adopted -21.92% 23.03% -86.21% -50.00% -46.39% -93.43% -77.89% -100.00% N/A -98.30% -21.80% Authorized Positions Position Title Dir. Neighborhood Resources Div. Executive Assistant Neighborhood Programs Admin. Neighborhood Programs Coordinator TOTAL 2005-06 Revised 0 0 2 0 2 2006-07 Revised 1 1 2 0 4 2007-08 Revised 1 1 2 0 4 2008-09 Adopted 1 1 2 0 4 2008-09 Revised 1 1 1 1 4 2009-10 Adopted 1 1 0 1 3 Significant Budget and Staffing Changes Fiscal year 2008-09 reflects the reclassification of one Neighborhood Programs Administrator to a Neighborhood Programs Coordinator. Fiscal year 2009-10 reflects a total of $85,488, which was permanently reduced from the operational budget and an overall operating budget reduction of $208,291, compared to the previous fiscal year. Due to the budget decrease, some programs will be eliminated and others are being re-organized. One vacant Neighborhood Programs Administrator position is eliminated. 121 City of Chandler 2009-10 Adopted Budget General Government FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government City Manager 1061 Code Enforcement The Code Enforcement Unit provides public information, enforcement and incentives for residents to comply with City zoning and nuisance code requirements. This unit also engages in specialized activities such as graffiti removal/abatement, education, and other activities as needed. 2009-10 Performance Measurements Goal: The Code Enforcement Unit will strive to improve the quality of life in the City of Chandler and will promote the public health, safety and general welfare of the City by protecting neighborhoods and property values from blight, decline and deterioration through the education and enforcement of the City's zoning, sign and neighborhood maintenance codes. Objectives: ♦ Respond to citizens’ complaints and conduct investigations in regard to violations of the City's zoning, sign and neighborhood maintenance codes. (1) ♦ Maintain voluntary compliance on 97% of all violations utilizing education and community assistance. ♦ From time assigned, maintain a maximum 24 business hours response time to graffiti complaints received for (2) 95% of the cases. ♦ Maintain a maximum 24 business hours response time to maintenance and zoning complaints received for (3) 80% of the cases. (4) ♦ Proactively self-initiate 25% of all cases. 2006-07 Actual Measures Total number of cases (5) Percentage of self-initiated cases (4) 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected (6) 8,649 17,025 9,000 9,000 95% 99% 95% 99% 97% 90% 74% 90% 77% 95% 80% N/A 90% N/A N/A N/A N/A N/A N/A 25% 8,288 Percentage of voluntary compliance on violations From time assigned, percentage of graffiti complaint response within 24 business hours Percentage of maintenance/zoning complaint response within 24 (3) business hours 2007-08 Actual (1) Compliance percentage increased from 95% to 97% in 2008-09. Effective 2008-09, objective changed from “Maintain a maximum 24 business hours response time to graffiti complaints received for 80% of the cases.” (3) Measure/objective no longer being used effective 2008-09. (4) New objective/measure beginning 2009-10. (5) Effective 2008-09, measure changed from “number of inspections” to “number of cases.” 2008-09 Year End Estimate reflects the revised measure. (6) Corrected figure. (2) * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 122 City of Chandler 2009-10 Adopted Budget General Government    CODE ENFORCEMENT – 1061    Goal: The Code Enforcement Unit will work in partnership with Mayor and Council, the Neighborhood Advisory Committee, other City departments, citizens, various citizens groups and local businesses to promote existing and new Code Enforcement Unit programs and services. Objectives: ♦ Participate in a minimum of 24 community efforts, presentations and joint meetings annually. (2) ♦ Conduct 25 graffiti educational presentations throughout the City annually. Measures Number of community efforts, (1) presentations and joint meetings 2006-07 Actual (2) 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected N/A N/A N/A N/A 24 5 3 10 6 N/A Number of graffiti education (2) presentations (1) 2007-08 Actual (1) New objective/measure effective 2009-10. Objective/measure no longer being used effective 2009-10. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 123 City of Chandler 2009-10 Adopted Budget General Government    CODE ENFORCEMENT – 1061    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Contingency/Reserve Machinery/Equipment Equipment/Office Furniture Capital Replacement Total Cost Center-1061 General Fund Grant-in-Aid Grand Total 2007-08 Actual $ 855,031 703 44,434 1,511 10,889 3,230 782 36,236 $ 952,816 2008-09 Adopted Budget $ 928,046 3,410 46,273 6,050 14,756 2,500 4,894 5,000 2,980 3,000 $ 1,016,909 2008-09 Adjusted Budget $ 947,457 3,410 44,537 6,050 9,629 2,500 7,394 2,500 2,980 3,000 26,406 $ 1,055,863 2008-09 Estimated $ 929,664 3,410 47,037 6,050 9,629 2,500 7,394 2,980 3,000 28,552 $ 1,040,216 $ $ $ $ 2009-10 Adopted Budget 910,256 12,500 53,676 15,778 8,800 2,000 3,500 200 100 28,552 1,035,362 1,025,362 10,000 1,035,362 % Change Adopted To Adopted -1.92% 266.57% 16.00% 160.79% -40.36% -20.00% -28.48% -100.00% -93.29% -96.67% N/A 1.81% Authorized Positions Position Title Administrative Specialist Code Enforcement Manager Code Inspector Neighborhood Services Assistant Neighborhood Services Specialist I Neighborhood Services Specialist II Senior Code Inspector TOTAL 2005-06 Revised 0 0 0 0 0 0 0 0 2006-07 Revised 0 0 0 0 0 0 0 0 2007-08 Revised 1 1 0 1 4 5 0 12 2008-09 Adopted 1 1 0 1 4 5 0 12 2008-09 Revised 1 1 5 1 0 0 4 12 2009-10 Adopted 1 1 4 1 0 0 4 11 Significant Budget and Staffing Changes Fiscal year 2008-09 reflects the reclassification of five Neighborhood Services Specialist II positions to four Senior Code Inspectors and one Code Inspector, and the reclassification of four Neighborhood Services Specialist I positions to Code Inspectors. Fiscal year 2009-10 reflects the elimination of one vacant Code Inspector position. 124 City of Chandler 2009-10 Adopted Budget General Government FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government City Manager 1065 Neighborhood Resources Capital Capital Budget Summary 2007-08 Actual Description Professional/Contract $ 399,732 Operating Supplies 60,569 Repairs/Maintenance 2,625 Communications/Transportation 770 Rents/Utilities 250 Contingency/Reserve Building/Improvements 55,416 Machinery/Equipment 106 Equipment/Office Furniture 27,244 Street Improvements 87,398 Total Cost Center-1065 $ 634,110 General Fund 2008-09 Adopted Budget $ $ 1,216,925 1,216,925 2008-09 Adjusted Budget $ 482,393 14,466 273,218 45,887 $ 815,964 2008-09 Estimated $ 47,555 14,466 74 19,418 $ 81,513 2009-10 Adopted Budget $ $ $ 440,960 440,960 440,960 % Change Adopted To Adopted N/A N/A N/A N/A N/A -63.76% N/A N/A N/A N/A -63.76% Significant Budget and Staffing Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions for the current year and new projects for the proposed year. 125 City of Chandler 2009-10 Adopted Budget General Government FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government City Manager 4700 Community Development Community Development is responsible for coordinating and facilitating the provision of social services and neighborhood revitalization efforts for Chandler's low- and moderate-income citizens. These efforts are accomplished primarily through the receipt and administration of the federal HOME and Community Development Block Grant (CDBG) and City of Chandler General Funds in the form of the Youth Enhancement and Acts of Kindness Program as well as the Social Service Fund. This division initiates various projects in the city including housing rehabilitation and social service capital initiatives. The unit’s goal is to improve quality of life in the City by creating decent living, economic and social opportunities for individuals, families and neighborhoods in need. 2009-10 Performance Measurements Goal: Coordinate and facilitate the provision of social services, redevelopment area neighborhood initiatives, affordable housing and housing rehabilitation to enhance the quality of life for Chandler low- and moderate-income residents. Objective: ♦ Efficiently reinvest in the City’s designated redevelopment area by the timely expenditure of Community Development Block Grant, HOME and City general funds available each year for the benefit of Chandler’s low- and moderate-income citizens. Work with non-profit and faith-based agencies as well as local businesses to streamline the provision of basic human services to our residents. Measures Housing/rental rehabilitations completed Number of individuals/families assisted Units of new single family housing affordable to low income residents 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 83 54 100 30 25 16,559 17,414 18,500 22,000 29,000 2 4 4 12 15 * 2008-09Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 126 City of Chandler 2009-10 Adopted Budget General Government    COMMUNITY DEVELOPMENT – 4700    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Rents/Utilities Other Charges/Services Land/Improvements Building/Improvements Total Cost Center-4700 General Fund Grant-in-Aid HOME Program Community Dev Block Grant Grand Total 2007-08 Actual $ 518,003 2,704,329 11,519 63,026 3,157 223 670,981 524,157 $ 4,495,395 2008-09 Adopted Budget $ 508,909 3,944,816 11,150 3,500 653,574 235,000 464,000 $ 5,820,949 2008-09 Adjusted Budget $ 522,302 4,031,122 16,336 15,989 3,500 653,574 235,000 482,253 $ 5,960,076 2008-09 Estimated $ 519,294 1,991,344 12,387 15,989 4,130 653,574 235,000 482,253 $ 3,913,971 2009-10 Adopted Budget $ 502,287 6,940,972 8,900 3,250 653,049 474,995 $ 8,583,453 $ 1,174,938 2,809,246 1,099,923 3,499,346 $ 8,583,453 % Change Adopted To Adopted -1.30% 75.95% -20.18% N/A -7.14% N/A -0.08% -100.00% 2.37% 47.46% Authorized Positions Position Title Accountant Asst. Community Development Coord. Community Development Coordinator Community Development Administrator Community Development Assistant Community Resource Assistant Community Resource Coordinator Customer Service Representative Housing Rehabilitation Specialist Planning & Dev. Research Asst. Recreation Leader II TOTAL 2005-06 Revised 0.3 2 1 0 0 0 0 1 1 1 0.5 6.8 2006-07 Revised 0.3 2 1 0 0 0 0 1 1 1 0 6.3 2007-08 Revised 0.3 2 1 0 0 0 0 1 1 1 0 6.3 2008-09 Adopted 0.3 2 1 0 0 0 0 1 1 1 0 6.3 2008-09 Revised 0.3 0 0 1 1 1 1 1 1 0 0 6.3 2009-10 Adopted 0.3 0 0 1 1 1 1 1 1 0 0 6.3 Significant Budget and Staffing Changes Fiscal year 2008-09 reflects the reclassification of one Planning & Development Research Assistant position to a Community Resource Assistant; along with the reclassification of two Assistant Community Development Coordinator positions to a Community Resource Coordinator and a Community Development Assistant, and the reclassification of one Community Development Coordinator to a Community Development Administrator. The fiscal year 2009-10 budget reflects an increase due to the proposed receipt of Federal Economic Stimulus Grants. 127 City of Chandler 2009-10 Adopted Budget General Government FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government City Manager 1250 Human Resources It is the Human Resources mission to strive to provide exceptional customer-driven Human Resources services and develop opportunities in support of the following guiding principles: practice open and constructive communication; promote excellence in teamwork, customer service, and respect for individuals; and provide programs that balance the needs of the City with that of its employees and citizens. 2008-09 Human Resources Accomplishments  Initiated programs and policies to address impact of budgetary issues to workforce by designing and implementing retirement incentive and voluntary separation programs;  Designed an involuntary separation program and detailed procedure, including the development of an outplacement program, which will provide assistance to employees that may be subject to layoff on how to find employment, resume writing, and interviewing skills, and development of a supervisor’s guide to assist in conducting an employee layoff notification meeting.  Revised the City’s Family Medical Leave Policy to ensure compliance with recent changes in federal law; revised procedures for Consolidated Omnibus Budget Reconciliation Act (COBRA) in order to comply with the American Recovery and Reinvestment Act of 2009; and revised the City’s Retirement Health Savings Account plan document to ensure compliance with IRS regulated changes of the definition of a beneficiary that were effective January 1, 2009.  Assisted with the Citywide implementation of timekeeper software which ensures compliance with the Fair Labor Standards Act.  Ensured compliance of regulatory issues through training by conducting a pilot workshop for supervisors on employment law and human resources policies and procedures and by conducting Family & Medical Leave training for 77 supervisors in the Police Department.  Conducted benchmark market study for SEIU Labor and Trades, Administrative, Clerical, and Technical positions, as well as market studies for Police Officer, Police Sergeants and Fire. Also developed a benchmark 5-year Salary Trend Analysis.  Developed new salary structure to correct structural and compression issues within the Police Department’s current sworn pay grades.  Implemented a loan provision allowing employees to make loans against their ICMA Deferred Compensation Account, added a Managed Account Option to the plan that would allow employees to utilize an investment professional to manage their accounts. Eliminated administrative fees charged by ICMA to employees’ deferred compensation accounts.  Created a Citywide Healthcare Taskforce to assist in evaluating the City’s medical plan, wellness programs and funding strategies for the future. 128 City of Chandler 2009-10 Adopted Budget General Government    HUMAN RESOURCES – 1250    2009-10 Performance Measurements Goal: To attract qualified employees to fill vacancies in the City through programs and policies that embody equal employment opportunity practices. Objective: ♦ Provide an aggressive and effective recruitment and selection process to fill vacancies in all City departments. Measures Number of employment applications processed Process recruitment PRR's (Personnel Recruitment Request) within 7 days of receipt Applications screened within 10 days of published first review date and/or closing date (1) (2) (3) 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected (1) 12,000 7,000 2,500 92% 90% 90% (2) 90% 90% 90% 90% 2006-07 Actual 14,132 2007-08 Actual 20,676 N/A 80% N/A (3) Includes firefighter recruitment. Due to positions that have remained on hold by the City Manager’s office, this measure has been suspended for 2008-09. Tracking not available in new system module. Goal: To retain a qualified workforce through the development, administration and communication of programs, policies, and practices. Objectives: ♦ Provide expert personnel policy and procedural consulting to City managerial personnel and employees for various personnel actions while influencing positive management-workforce relationships. ♦ Provide a comprehensive and competitive benefit package to City employees and provide programs and education to City employees in order to improve utilization and understanding of benefits. ♦ Conduct compensation and classification studies to ensure the City remains competitive with other employers and to effectively balance the skills and abilities of employees with the needs of the City. ♦ Provide resources for the efficient and effective administration of personnel actions. Measures Number of PAR’S (Personnel Action Request) processed Conduct classification and market reviews for a minimum of 25% of active positions Conduct annual survey to compare Chandler’s benefit packages with benchmark cities Number of workshops offered to employees in areas of wellness, benefits education, retirement and financial planning 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 4,478 5,428 4,645 4,393 3,075 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 40 35 35 50 35 * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 129 City of Chandler 2009-10 Adopted Budget General Government    HUMAN RESOURCES – 1250    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Machinery/Equipment Equipment/Office Furniture Capital Replacement Total Cost Center-1250 General Fund 2007-08 Actual $ 1,894,584 146,000 91,848 3,469 85,672 106,119 15,367 2,598 1,800 $ 2,347,457 2008-09 Adopted Budget $ 2,281,618 199,370 60,760 3,100 146,000 109,224 34,790 3,000 $ 2,837,862 2008-09 Adjusted Budget $ 2,121,414 215,023 63,248 3,159 222,817 15,396 34,379 3,000 900 $ 2,679,336 2008-09 Estimated $ 1,898,289 190,000 56,208 4,100 34,775 14,300 21,000 1,000 900 $ 2,220,572 2009-10 Adopted Budget $ 2,078,331 90,000 44,121 1,500 44,575 6,500 20,200 1,500 900 $ 2,287,627 $ 2,287,627 % Change Adopted To Adopted -8.91% -54.86% -27.38% -51.61% -69.47% -94.05% -41.94% -50.00% N/A -19.39% Authorized Positions Position Title Benefit Program Supervisor Director of Human Resources Employee Development Specialist Employee Development Supervisor Employee Services & HRMS Supervisor Executive Assistant Human Resources Analyst Human Resources Assistant Human Resources Clerk Human Resources Management Asst Human Resources Specialist Human Resources Supervisor Labor Relations Administrator Management Assistant Senior Human Resource Analyst Senior Executive Assistant TOTAL 2005-06 Revised 1 1 1 1 1 1 2 6 0 0 1 1 1 0 0 0 17 2006-07 Revised 1 1 1 1 1 0 2 6 0 0 1 1 1 1 1 1 19 2007-08 Revised 1 1 1 1 1 0 3 7 1 1 0 0 1 0 2 1 21 2008-09 Adopted 1 1 1 1 1 0 3 7 1 1 0 0 1 0 2 1 21 2008-09 Revised 1 1 0 0 1 0 2 6 1 1 1 1 1 0 2 1 19 2009-10 Adopted 1 1 0 0 1 0 2 5 1 1 1 1 1 0 2 1 18 Significant Budget and Staffing Changes Fiscal year 2008-09 reflects the reclassification of one Senior Human Resources Analyst to a Human Resources Supervisor, one Human Resources Assistant to a Human Resources Specialist, and one Human Resources Analyst to a Senior Human Resources Analyst. The Employee Development division of Human Resources was moved to cost center 1040 – City Manager, which included two related positions, an Employee Development Supervisor and Employee Development Specialist. Fiscal year 2009-10 reflects an ongoing base budget reduction of $128,064 and the elimination of one vacant Human Resources Assistant position. In addition, the budget of $250,000 for tuition reimbursement will be supported by one-time funds for fiscal year 2009-10. 130 City of Chandler 2009-10 Adopted Budget General Government FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government City Manager 1520 Economic Development E conomic Development facilitates programs that enhance the quality of life for Chandler residents and maintains economic development strategies focused on recruitment of new business, and retention and expansion of the City's employment and tax base. 2008-09 Economic Development Accomplishments  Identified 105 Industrial/Office Leads; 33 Industrial/Office Prospects; 9 Industrial/Office Locates.  Key industrial/office locates open or under construction: Orbital Sciences, Hanjin Shipping, ArmorWorks Shockride division, Healthways, University of Phoenix, Allred Park Place, (248,000 SF in three office buildings), Panattoni at Chandler Airport (70,000 SF in two office buildings) and retool of Intel’s FAB 22 with a $3 billion capital investment.  Identified approximately 60 retail leads, 35 retail prospects and 20 retail locates. The retail locates resulted in absorbing/expanding the City’s retail base by over 450,000 square feet.  Key retail locates open or under construction: Chapman BMW, full-service Hilton Hotel, Subaru Superstore of Chandler, JC Penney, Sears Appliance Showroom, Hampton Inn, Homewood Suites, Pure Fitness and Shoe Carnival, along with several restaurants.  Coordinated with other City divisions to create/promote a new Commercial Reinvestment Program (CRP) under the City’s Infill Incentive Plan, which will focus on providing incentives for complete redevelopment of existing commercial centers to accommodate a new mix of sustainable uses.  Participated in three International Council of Shopping Center (ICSC) conferences to promote the City and its available properties to retailers and real estate developers and brokers.  Partnered with the Chandler Chamber of Commerce, Chandler Library and Chandler Diversity Office to present the annual Chandler Small Business Development Workshop sponsored by BBVA Compass Bank.  Partnered with the Mesa and Tempe Convention and Visitors Bureaus to develop and implement a successful cooperative marketing campaign, Sunny Arizona, targeting AAA/CAA travelers for the 7th consecutive year.  Developed and distributed the 7th annual visitors guide, Chandler: The Official Visitors Guide for the City of Chandler, Arizona with an increased distribution of 75,000.  Partnered with Descubre Phoenix, a visitor’s center in Hermosillo, Mexico, to promote travel to the Greater Phoenix area to the Sonoran traveler, an identified niche market for the Chandler tourism-marketing plan.  Developed and distributed new Community Profile and supporting marketing materials including a retail profile, employment center profiles/maps and various industry overviews showcasing Chandler’s appealing business image.  Partnered with Chandler Municipal Airport to participate and exhibit at the National Business Aviation Association (NBAA) annual convention to promote the airport and airpark area at the aviation industry’s premier event.  Staff promoted Chandler’s opportunities as they relate to the life sciences and medical manufacturing industries with Arizona Public Service (APS) and other communities within the state at the Medical Design and Manufacturing West (MD&M West) trade show and conference.  Staff promoted Chandler’s opportunities/supportive business environment to leading Bio Industry companies and individuals by exhibiting/attending the AZBio conference and the International BIO Industry convention. 131 City of Chandler 2009-10 Adopted Budget General Government    ECONOMIC DEVELOPMENT – 1520    2009-10 Performance Measurements Goal: Promote and aggressively pursue industrial and office development within the City of Chandler. Objective: ♦ Market the community to new office, industrial and other uses in order to further diversify and strengthen the economy. 2008-09 2006-07 2007-08 2008-09 Year End 2009-10 Measures Actual Actual Projected Estimate * Projected Estimated number of industrial office jobs created through new business recruitment and existing business expansion located with City assistance 2,919 2,470 800 960 500 Estimated office/industrial SF added 1,546,000 1,457,968 500,000 1,061,500 200,000 Estimated office/industrial capital investment created (1) with City assistance $152,000,000 $230,572,460 $50,000,000 $102,825,000 $3,025,000,000 (1) $3 billion for the Intel Retool project is included in this projection. Goal: Promote and aggressively pursue retail development within the City of Chandler. Objective: ♦ Expand Chandler's regional retail market share through attracting and maintaining a balanced mix of retail and service facilities. 2008-09 2006-07 2007-08 2008-09 Year End 2009-10 Measures Actual Actual Projected Estimate * Projected Number of new retail businesses located with City assistance Estimated square footage of new retail space located with City assistance Number of retail recruitment marketing materials sent Total retail square feet Retail occupancy rate (2) 22 31 18 20 15 522,106 521,251 450,000 450,000 300,000 315 13,152,500 94% 315 (2) 15,354,407 300 15,313,985 93% 300 15,575,975 93% 300 15,800,000 92% 93% Increase between 2006-07 Actual and 2007-08 Actual is largely attributed to a new method of calculating square footage of small retail developments, resulting in the inclusion of space that was not previously included. * 2008-09Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 132 City of Chandler 2009-10 Adopted Budget General Government    ECONOMIC DEVELOPMENT – 1520    Goal: Expand the tax base to sustain needed improvement in the community by increasing the line of services provided to the public. Objective: ♦ Increase annual sales tax revenues by encouraging businesses to establish more retail businesses within the City of Chandler. 2008-09 2007-08 2008-09 Year End 2009-10 2006-07 Measures Actual Actual Projected Estimate * Projected Estimated annual sales tax revenue generated by new retail businesses (1) located with City assistance (1) $2,942,000 $2,760,024 $1,890,000 Retailers may not be open for business in year located; however, they have received construction permits. * 2008-09Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 133 $2,382,750 $1,588,500 City of Chandler 2009-10 Adopted Budget General Government    ECONOMIC DEVELOPMENT - 1520    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Contingency/Reserve Machinery/Equipment Equipment/Office Furniture Capital Replacement Total Cost Center-1520 General Fund 2007-08 Actual $ 586,393 159,259 30,157 1,125 48,186 1,083,992 180 $ 1,909,292 2008-09 Adopted Budget $ 659,579 127,980 25,800 3,050 43,000 461,000 3,972 2,000 $ 1,326,381 2008-09 Adjusted Budget $ 648,810 192,290 52,044 3,050 59,662 3,494,743 3,972 2,000 700 $ 4,457,271 2008-09 Estimated $ 677,964 171,620 36,220 2,550 69,200 925,713 307 700 $ 1,884,274 2009-10 Adopted Budget $ 544,160 109,392 25,100 3,050 27,740 9,644 1,300 $ 720,386 $ 720,386 % Change Adopted To Adopted -17.50% -14.52% -2.71% 0.00% -35.49% -97.91% -100.00% -35.00% N/A N/A -45.69% Authorized Positions Position Title Director, Economic Development Division Economic Dev. Research Assistant Economic Development Specialist Econ. Dev.Tourism Marketing Coord. Executive Assistant Senior Economic Dev. Specialist Senior Executive Assistant TOTAL 2005-06 Revised 1 1 3 1 1 0 0 7 2006-07 Revised 1 1 1 1 1 2 0 7 2007-08 Revised 1 1 1 0 0 2 1 6 2008-09 Adopted 1 1 1 0 0 2 1 6 2008-09 Revised 1 1 1 0 0 2 1 6 2009-10 Adopted 1 1 1 0 0 1 1 5 Significant Budget and Staffing Changes For fiscal year 2009-10, funding for the Infill Incentive Program (previously the Commercial Reinvestment Program) has been reduced and transferred to cost center 1290 – Non-departmental. Fiscal year 2009-10 reflects a reduction in the amount of the annual contract with the Chandler Chamber of Commerce; only membership and sponsorship of the Chandler Cup will be maintained. The annual contract with the Greater Phoenix Economic Council has been reduced by 5% for fiscal year 2009-10. The annual sponsorship with the Arizona Association for Economic Development is eliminated along with other one-time sponsorship opportunities. Additional base budget reductions were made to advertising, travel, training, and education. Also, one vacant Senior Economic Development Specialist position is being eliminated. 134 City of Chandler 2009-10 Adopted Budget General Government FUNCTION: DEPARTMENT: COST CENTER: 1550 DIVISION: Economic Development Capital General Government City Manager Capital Budget Summary Description Contingency/Reserve Building/Improvements Total Cost Center-1550 General Fund 2007-08 Actual $ $ 29,723 29,723 2008-09 Adopted Budget $ 8,369 $ 8,369 2008-09 Adjusted Budget $ $ 2,658 2,658 2008-09 Estimated $ $ - 2009-10 Adopted Budget $ $ $ - % Change Adopted To Adopted -100.00% N/A -100.00% Significant Budget and Staffing Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions for the current year and new projects for the proposed year. Detailed project budgets are included in the Capital Budget section of this document. 135 City of Chandler 2009-10 Adopted Budget General Government FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government City Manager 1580 Tourism E conomic Development’s tourism program enhances and extends the marketing efforts of the Chandler tourism community by marketing the community as a travel destination. The retention and expansion of the Chandler hospitality industry improves the quality of life for Chandler residents by creating jobs and revenue. 2009-10 Performance Measurements Goal: Develop and promote the City of Chandler as a preferred, year round destination for visitors and increase visitation which would thereby benefit the community economically, environmentally, and socially. Objective: ♦ Develop existing strong, mid-week and in-season travel patterns and increase occupancy on weekends and slower shoulder and off-seasons. 2008-09 2006-07 2007-08 2008-09 Year End 2009-10 Measures Actual Actual Projected Estimate * Projected Increase Bed Tax revenue year over year $1,938,442 $1,461,037 $1,730,000 $980,000 $1,200,000 Increase Rev/PAR (1) citywide year over year $74.63 (2) $68.18 $74.00 $58.00 $62.00 Increase Occupancy Rate (1) citywide year over year 70.7% (2) 62.4% 67.5% 58.0% 62.0% (1) (2) These measures are reported on a calendar year basis by Smith Travel Research. Corrected figures. 2006-07 Actual Measures Number of tourism leads (3) (3) 37,000 2007-08 Actual 2008-09 Projected 29,369 38,000 2008-09 Year End Estimate * 2009-10 Projected 33,000 Tourism leads are based on the number of Visitor Guide requests received through various ad placements and campaign travel. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 136 24,000 City of Chandler 2009-10 Adopted Budget General Government    TOURISM – 1580    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Communications/Transportation Other Charges/Services Total Cost Center-1580 General Fund Grants-In-Aid Grand Total 2007-08 Actual $ 86,702 73,752 16,900 143,899 6,978 $ 328,231 2008-09 Adopted Budget $ 91,622 51,000 28,000 202,200 20,800 $ 393,622 2008-09 Adjusted Budget $ 93,258 54,375 28,000 177,701 18,000 $ 371,334 2008-09 Estimated $ 94,929 54,000 27,001 175,700 16,455 $ 368,085 $ $ $ $ 2009-10 Adopted Budget 99,253 55,240 28,000 194,350 18,000 394,843 219,843 175,000 394,843 % Change Adopted To Adopted 8.33% 8.31% 0.00% -3.88% -13.46% 0.31% Authorized Positions Position Title Tourism Development Coordinator TOTAL 2005-06 Revised 0 0 2006-07 Revised 0 0 2007-08 Revised 1 1 2008-09 Adopted 1 1 2008-09 Revised 1 1 2009-10 Adopted 1 1 Significant Budget and Staffing Changes Fiscal year 2009-10 reflects a one-time increase of $50,000 for additional tourism funding. The base budget reductions were made to travel, training, and education categories. 137 City of Chandler 2009-10 Adopted Budget General Government FUNCTION: DEPARTMENT: COST CENTER: 1540 DIVISION: Downtown Redevelopment General Government City Manager Downtown Redevelopment promotes the revitalization of the City’s downtown and creation of an urban core that makes a positive statement for Chandler. This includes the recruitment and retention of downtown businesses. 2008-09 Downtown Redevelopment Accomplishments  Staff participated in three (3) International Council of Shopping Center (ICSC) trade shows to promote the Downtown and its available properties and redevelopment opportunities to retailers and real estate developers and brokers.  Retained CSL International to assist in the negotiation of the Chandler Conference Center with the San Marcos Golf Resort ownership.  Developed and bid final plans on the Oregon Street Colonnade extension.  Assisted the new 98 South in locating in Historic Downtown Chandler as well as assisting property owners with several potential new locates.  Partnered with the DCCP, First Credit Union, and Crowne Plaza San Marcos Golf Resort to present Hometown Holiday Lights, a display of over 70,000 holiday lights for the fourth consecutive year.  Retained outside counsel and made advances in the negotiation of San Marcos Commons Phase II Commercial Development Agreement, including addressing the impact of the CityNorth rulings.  Rerocked and signed Site 6 for temporary parking.  Formed the Parking Partnership with the DCCP to address parking challenges and opportunities in the Downtown.  Completed key maintenance projects including structural work on the colonnade as well as the staining of sidewalks in the Historic Downtown.  Worked with new development partners on Site 7 to address site challenges and possible design opportunities.  Supported DCCP in the administration of the Enhanced Municipal Services District in its 3 year of operation including participating in marketing, safety and beautification and Board meetings on a monthly basis. rd 138 City of Chandler 2009-10 Adopted Budget General Government    DOWNTOWN REDEVELOPMENT – 1540    2009-10 Performance Measurements Goal: Coordinate and facilitate revitalization of the central core of the city. Objective: ♦ Create a City Center that reflects a distinct and positive image for Chandler. Measures Number of new or rehabilitation projects planned for downtown 2006-07 Actual 2007-08 Actual 9 8 2008-09 Projected 2008-09 Year End Estimate * 5 3 2009-10 Projected 3 Goal: Promote and aggressively pursue retail development within the City’s downtown district. Objective: ♦ Market the downtown area to new retail, service, office and other uses in order to enhance the image of the City’s downtown area. 2008-09 2006-07 2007-08 2008-09 Year End 2009-10 Measures Actual Actual Projected Estimate * Projected Number of new retail businesses contacted (1) regarding downtown locations 200 N/A N/A N/A N/A Number of new retail businesses located in downtown with city assistance 7 7 3 1 2 Estimated square footage on facades of new/rehabilitated retail space in downtown with city assistance Number of new residential units constructed in the Enhanced Municipal Services District (1) 21,874 3,000 6,000 2,800 7,500 54 41 0 39 0 Measure no longer used effective 2007-08. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 139 City of Chandler 2009-10 Adopted Budget General Government    DOWNTOWN REDEVELOPMENT – 1540    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Rents/Utilities Other Charges/Services Contingency/Reserve Total Cost Center-1540 General Fund 2007-08 Actual $ 189,879 2,233 12,303 46,395 29,224 47 553,415 $ 833,496 2008-09 Adopted Budget $ 195,064 5,500 2,750 43,200 23,150 2,000 258,248 53,654 $ 583,566 2008-09 Adjusted Budget $ 199,261 5,500 2,953 105,455 23,150 2,000 304,480 13,654 $ 656,453 2008-09 Estimated $ 199,538 4,248 5,815 120,345 13,005 420 286,736 $ 630,107 2009-10 Adopted Budget $ 206,319 9,000 4,800 43,200 26,200 6,000 144,423 $ 439,942 $ 439,942 % Change Adopted To Adopted 5.77% 63.64% 74.55% 0.00% 13.17% 200.00% -44.08% -100.00% -24.61% Authorized Positions Position Title Downtown Assistant Downtown Coordinator Downtown Redevelopment Manager TOTAL 2005-06 Revised 1 1 0 2 2006-07 Revised 1 0 1 2 2007-08 Revised 1 0 1 2 2008-09 Adopted 1 0 1 2 2008-09 Revised 1 0 1 2 2009-10 Adopted 1 0 1 2 Significant Budget and Staffing Changes During 2008-09, the Downtown Redevelopment division moved to the City Manager’s Office. For fiscal year 2009-10, ongoing funding is included for the City’s voluntary contribution to the Enhanced Municipal Services District. Downtown Improvement Funding has been eliminated as ongoing funding in this cost center and is funded on a one-time basis in cost center 1290 – Non-departmental. 140 City of Chandler 2009-10 Adopted Budget General Government FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government General Government 3080 Downtown Real Estate Downtown Real Estate is responsible for property and land rights acquisition, relocations and dispositions, primarily in downtown Chandler. Downtown Real Estate also provides support in developing estimates for acquisitions for project planning and budget purposes, property valuation, determining right of way alignments, and the physical and monetary effect of environmental issues. The area also handles obligations related to development agreements for various projects in downtown Chandler. 2008-09 Downtown Real Estate Accomplishments  Proactively initiated a sublease for surplus office space to a private-sector tenant to realize $35,784 in annual revenue for City.  Worked to accommodate owners desiring early acquisition of their properties for South Arizona Avenue Corridor Project. This strategy also allowed the City to acquire property prior to further appreciation of value and helped with property owner’s schedules.  During design discussions and the acquisition/relocation process for Downtown projects, Downtown Real Estate utilized High Performance Organization principles while working in conjunction with Public Works, Community Services, Housing, City Attorney’s Office, Downtown Redevelopment, and CAPA to successfully arrive at solutions that work for all departments involved.  Worked in a coordinated effort with Neighborhood Resources and Downtown Redevelopment to monitor properties in the downtown to help present a positive image to downtown residents and businesses.  Downtown Real Estate received and worked on in excess of 259 projects during fiscal year 2008-09.  Analyzed various right of way alignments for their effects to businesses and residences and developed cost estimates for land acquisition and relocation for various projects including City Hall and South Arizona Avenue Corridor Project. Further, suggested alternative alignments that would reduce costs and allow existing businesses and residences to remain in place.  Met with owners and tenants affected by the proposed South Arizona Avenue Corridor Project to develop rapport, inform about project, obtain letters of support, and prepare owners for project to proceed. 141 City of Chandler 2009-10 Adopted Budget General Government    DOWNTOWN REAL ESTATE – 3080    2009-10 Performance Measurements Goal: Acquire property and property rights for Downtown City of Chandler projects, while maintaining the delicate balance between obligations to taxpayer interests and handling sensitive acquisitions, property owners, tenants and other affected parties in a ethical, consistent and respectful manner. Objective: ♦ Acquire properties based on general priorities set by City Manager and City Council, use Federal Guidelines for Acquisition and Relocation, State Law, various professional guidelines, City procedures, utilizing internal and external resources to efficiently respond to requests related to property transactions. Measures 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected Number of agreements/leases created and/or documents/development agreements N/A 2,517 1,147 2,669 800 Number of contacts made in process of acquiring property (owners, tenants, attorneys, appraisers, environmental, survey, escrow, internal departments) N/A 668 764 1,237 800 Funds expended for property acquisition N/A $6,292,878 $23,380,000 $2,244,000 $2,250,000 N/A 205,156/14 288/ 72/140/144 1,176,013/88 122/ 72/50/144 127,496/8 235/ 133/96/144 112,500/15 80/ 144/96/ 224 Square feet of land acquired/ number of transactions Number of projects: opened FY2007-08/ Carry-over/completed/active N/A Goal: Manage and balance the costs and human side of the relocation process in seamless, ethical, compassionate way, while providing consistent oversight to maintain fiduciary responsibility to the City of Chandler taxpayer. Objective: ♦ Using internal staff and external consultants, apply Federal Guidelines for Acquisition and Relocation, State Law, and City Procedures to manage expenditures and the relocation process in the most efficient, consistent and equitable manner. Measures Number of properties reviewed for presentation to owner and tenants for relocation purposes/claims processed Funds expended for relocation/ number of relocations 2006-07 Actual N/A N/A 2007-08 Actual 2008-09 Projected 813/35 $252,993/ 15 780/63 $2,896,900/ 63 * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 142 2008-09 Year End Estimate * 600/30 $258,021/ 30 2009-10 Projected 600/30 $300,000/ 15 City of Chandler 2009-10 Adopted Budget General Government    DOWNTOWN REAL ESTATE – 3080    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Rents/Utilities Other Charges/Services Contingency/Reserve Total Cost Center-3080 General Fund In-House Capital Grand Total 2007-08 Actual $ 113,944 2,106 256 2,187 1,504 $ 119,997 2008-09 Adopted Budget $ 364,218 100,171 5,548 600 3,293 300 4,200 4,501 $ 482,831 2008-09 Adjusted Budget $ 371,839 237,171 5,575 600 3,189 300 3,868 7,624 $ 630,166 2008-09 Estimated $ 293,571 237,171 5,038 600 2,815 200 3,810 $ 543,205 $ $ $ $ 2009-10 Adopted Budget 296,707 1,500 5,830 800 3,190 300 2,770 311,097 174,475 136,622 311,097 % Change Adopted To Adopted -18.54% -98.50% 5.08% 33.33% -3.13% 0.00% -34.05% -100.00% -35.57% Authorized Positions Position Title Executive Assistant Real Estate Manager Real Estate Property Management Officer TOTAL 2005-06 Revised 0 0 0 0 2006-07 Revised 0 0 0 0 2007-08 Revised 1 1 2 4 2008-09 Adopted 1 1 2 4 2008-09 Revised 1 1 2 4 2009-10 Adopted 1 1 1 3 Significant Budget and Staffing Changes During 2008-09 funding was reduced by $99,000 for an Acquisition and Relocation Consultant. The acquisition work was performed internally. The division proactively secured a tenant to lease space vacated by cost center 3070 – Public Works Real Estate, gaining an annual estimated savings of approximately $45,000. During 2008-09 and continuing into 2009-10, the division has performed acquisition negotiations with staff rather than consultants, and anticipates savings of approximately $100,000 annually, dependent upon requests submitted. For 2009-10, one vacant Real Estate Property Management Officer position is eliminated. 143 City of Chandler 2009-10 Adopted Budget General Government FUNCTION: DEPARTMENT: General Government City Manager COST CENTER: 1199 DIVISION: Information Technology Service Delivery Mgmt & Administration The Information Technology Department is responsible for developing and coordinating the use of technology across the various departments of Chandler City government, to ensure that accurate and timely information is provided to residents, elected officials, management and staff. The IT Department also manages technology investments and assets such as the city’s enterprise computer network, systems and applications. Other areas of responsibility include providing customer service, project management, business analysis and process reengineering, training, technology upgrades, citywide technology and desktop personal computer management, security management and disaster recovery of enterprise-wide systems. 2008-09 Information Technology Accomplishments  Lowered operating costs and improved efficiency by replacing several different aging systems providing inventory management, device discovery, help desk and software distribution functions with a single integrated software solution.  Successfully completed a major replacement of the entire core network infrastructure with minimal impact to city services.  Implemented the first phase of the citywide Enterprise Asset Management system.  Successfully implemented a new time and attendance system to manage employee timekeeping for the majority of city staff.  Leveraged technology to improve operational efficiencies by automating the release of Mayor and Council email to the press and increasing Mayor and Council access to email through a portal.  Increased web usage for secure data exchange and applications in an effort to reach a broader user base including citizens.  Streamlined procedures relating to the handling of Recreation program cash and credit card transactions and automating its processing into the financial system  Created a web application that allows City employees to contribute and participate in the Workplace Giving Program, replacing manual processes.  Completed tasks related to directory and network operating system unification to reduce operational costs beginning in 2009-10.  Provided project management services for several major information technology projects throughout the City including: HAMM (Hydrant Maintenance), Permit and Inspections Automation, Land Inventory System Migration and Police Records Management System.  Consolidated data backup solutions into a centralized solution covering all supported city systems.  Modified PC replacement schedule from 4 to 5 years, decreasing annual program costs by 20%.  Promoted and expanded the use of Geographic Information Systems (GIS) throughout the City: applied enhanced GIS technologies for wider use and application; and created a GIS Advisory Committee to provide strategic and City-wide oversight as well as the prioritization of efforts.  Established best practices for application testing, version control and custom development efforts; established core procedures for effective data ownership. 144 City of Chandler 2009-10 Adopted Budget General Government    IT SERVICE DELIVERY MANAGEMENT & ADMINISTRATION – 1199    2009-10 Performance Measurements Goal: Provide effective administration, financial oversight, and coordination for the IT Applications and Data Systems, IT Infrastructure Operations and Client Support in support of City goals and objectives. Provide strategic, operational, technical information systems security services and establish programs to enhance the quality and reduce risks to City information systems and the delivery of services to its customers. Ensure that IT Projects are managed through a consistent and effective process that enables business needs to be translated into “sound” technical solutions and in alignment with “Industry Best Practices.” Manage projects and factors such as time, quality, budget, scope and overall performance, which have an overall impact on the City’s annual budget. Objectives: ♦ Continue implementation of the initiatives of the City’s IT Strategic Direction. ♦ Develop and implement systems and procedures that will improve operations. ♦ Provide administrative support, leadership, project management, and coordination of division activities. ♦ Facilitate communication within the department, the City Manager's office and City Council to enable the accomplishment of goals and objectives. (1) ♦ Enhance the Computer Security and provide security technologies roadmap to meet strategic goals. (1) ♦ Enhance messaging stability. ♦ Manage and enhance the citywide Technology Replacement program. ♦ Manage computer hardware and software assets. ♦ Develop administrative policies and procedures and maintain all IT policies and procedures. (2) ♦ Ensure that citywide IT infrastructure projects are completed on time and within budget. 2008-09 2006-07 2007-08 2008-09 Year End 2009-10 Measures Actual Actual Projected Estimate * Projected Develop performance plans/measures for all (1) employees 100% 95% 100% 100% N/A Complete all employee performance reviews (2) within one month of the anniversary date N/A N/A N/A N/A 90% Accomplish a successful Technology Replacement Program with quality customer service experience 96% 95% 93% 93% 95% Maintain an accurate accounting for all IT (3) computer hardware and software N/A 80% 85% 85% 92% Manage all IT projects in the Clarity Portfolio (2) Management System N/A N/A N/A N/A 85% Realign spending plans to IT priorities and (2) resources quarterly N/A N/A N/A N/A 4 Develop security policies to meet the Strategic (4) Initiatives 80% 80% 100% 98% 98% Number of new security best practices adopted (5) to enhance service delivery 4 6 8 8 N/A % of security requirements met affecting (5) Infrastructure Technology Enhancements 85% 85% 95% 95% N/A Complete projects and targets on time and within budget (% of projects and milestones) N/A N/A N/A N/A 70% % of Quarterly Targets met for Projects Adhere to IT Project Management Methodology N/A N/A N/A N/A 75% N/A N/A (%of projects in alignment with PM Methodology) Objective moved to cost center 1280 during 2008-09. (2) New goal/objective/measures for cost center effective 2009-10. (3) New measure for cost center effective 2007-08. (4) Measure moved to cost center 1280 effective 2008-09. (5) Measure no longer being used beginning 2009-10. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. N/A N/A 95% (1) 145 City of Chandler 2009-10 Adopted Budget General Government    IT SERVICE DELIVERY MANAGEMENT & ADMINISTRATION – 1199    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Rents/Utilities Other Charges/Services Contingency/Reserve Machinery/Equipment Capital Replacement Total Cost Center-1199 General Fund 2007-08 Actual $ 1,269,713 105,202 30,775 5,194 17,535 19,381 200 $ 1,448,000 2008-09 Adopted Budget $ 1,652,910 133,100 43,000 1,500 17,500 100 28,500 55,025 100,000 $ 2,031,635 2008-09 Adjusted Budget $ 1,672,891 296,821 68,660 1,553 16,902 26,939 40,047 100,000 $ 2,223,813 2008-09 Estimated $ 1,709,213 245,773 103,245 35,432 25,265 $ 2,118,928 2009-10 Adopted Budget $ 1,336,480 233,406 18,750 17,000 25,100 21,000 $ 1,651,736 $ 1,651,736 % Change Adopted To Adopted -19.14% 75.36% -56.40% 1033.33% 43.43% -100.00% -26.32% -100.00% -100.00% N/A -18.70% Authorized Positions Position Title Administrative Support II Chief Information Officer Computer Support Technician Executive Assistant Information Support Analyst I.T. Coordinator I.T. Inventory Coordinator I.T. Messaging Analyst I.T. Oracle Applications Manager I.T. Project Delivery Mgr. I.T. Project Manager I.T. Project Office Mgr. I.T. Security Admin. I.T. Systems Specialist I.T. Training Coord. Management Assistant Operations Analyst Senior Database Analyst Senior Management Assistant TOTAL 2005-06 Revised 1 1 0 1 1 1 0 0 0 0 2 1 1 0 1 0 0 0 1 11 2006-07 Revised 1 1 1 1 0 1 0 0 0 0 3 1 1 0 1 0 1 0 1 13 146 2007-08 Revised 1 1 0 1 0 1 1 1 0 0 3 1 1 1 1 1 0 1 1 16 2008-09 Adopted 1 1 0 1 0 1 1 1 0 0 3 1 1 1 1 1 0 1 1 16 2008-09 Revised 1 1 0 1 0 1 1 0 1 1 3 0 0 0 1 1 0 0 1 13 2009-10 Adopted 1 1 0 1 0 1 1 0 1 1 2 0 0 0 1 1 0 0 1 12 City of Chandler 2009-10 Adopted Budget General Government    IT SERVICE DELIVERY MANAGEMENT & ADMINISTRATION – 1199    Significant Budget and Staffing Changes During 2008-09, one I.T. Project Office Manager was reclassified to an I.T. Project Delivery Manager, and one Senior Database Analyst position was reclassified to an I.T. Messaging Application Developer and transferred to cost center 1200 – Information Technology Applications Support. One I.T. Security Administrator position, one I.T. Messaging Analyst position, and one I.T. Systems Specialist position were transferred to cost center 1280 – Information Technology Infrastructure & Client Support. One I.T. Oracle Applications Manager was transferred from cost center 1200 – Information Technology Applications Support. The approach to funding support costs relating to enterprise applications has recently been changed to enable more centralized funding within the existing Computer/Capital Replacement fund. For fiscal year 2009-10, funding for support costs directly related to applications supported by cost center 1200 – Information Technology Applications Support and cost center 1199 – IT Service Delivery Management & Administration have been transferred from cost center 1280 – Information Technology Infrastructure & Client Support to those cost centers to establish a clearer presentation of the costs associated with those business areas. The approach to funding overhead costs was also changed, with most Information Technology overhead costs to be charged to cost center 1199– Administration. Fiscal year 2009-10 reflects reductions in travel, training, and education and the elimination of one vacant IT Project Manager position. Funding for the possible receipt of Grants in Aid for $140,000 is no longer required and has been eliminated from the budget. 147 City of Chandler 2009-10 Adopted Budget General Government FUNCTION: DEPARTMENT: General Government City Manager COST CENTER: 1200 DIVISION: Information Technology Applications Support The Information Technology Applications Support Group is responsible for applications support, application development, database maintenance and support, business process analysis and re-engineering, and coordinating user application needs and requirements by working with various vendors as needed to resolve issues. 2009-10 Performance Measurements Goal: Provide IT services to all City departments by expanding and maintaining an enterprise-wide integrated application system to assist in managing the City’s services and future growth. Objectives: ♦ Help City employees leverage existing City data through enterprise systems. ♦ Implement enterprise data models and standards using best industry practices. ♦ Provide high availability of IT-supported City enterprise applications. ♦ Provide training and support to meet requirements in accordance with IT Service Level Agreements (SLA’s). Measures 2006-07 Actual 2007-08 Actual Citywide Applications Support Ensure City-wide application availability during defined application operating (2) hours N/A N/A Adhere to IT project methodology and meet (2) milestones and completion dates N/A N/A Complete all Service Requests within 90 (2) days of starting work N/A N/A Maintain all City-wide applications at actively-supported versions of vendor (2) software N/A N/A 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected N/A N/A 99% N/A N/A 85% N/A N/A 95% N/A N/A 90% 95% 90% N/A 95% 70% N/A 95% 99% N/A 90% 85% N/A 97% 90% N/A 95% 99% 80% 99% N/A N/A 90% 85% N/A (1) Geographic Information Systems (GIS) Comply with established Service Level Agreement for GIS 90% 90% Apply IT project methodology to projects and meet milestones and completion dates 90% 90% Ensure application availability Complete all Service Requests within 90 days starting work 99% 99% 85% 82% (1) Criminal Justice Information Systems (CJIS) Comply with established Service Level Agreement for CJIS 85% 97% Apply IT project methodology to projects and meet milestones and completion dates 85% 93% Ensure application availability 99% 82% Complete all Service Requests within 90 days of starting work 87% 70% (1) (2) Beginning 2009-10, all applications support objectives to be evaluated as Citywide Measures. New measure for cost center effective 2009-10. 148 (1) City of Chandler 2009-10 Adopted Budget General Government    INFORMATION TECHNOLOGY APPLICATIONS SUPPORT – 1200    (con’t from previous page) Measures 2006-07 Actual 2007-08 Actual Oracle Applications and Databases Comply with established Service Level Agreement for Oracle Applications 95% 95% Apply IT project methodology to projects and meet milestones and completion dates 99% 99% Ensure application availability Complete all Service Requests within 90 days starting work (1) 2008-09 Year End Estimate * 2009-10 Projected 95% 95% N/A 99% 99% N/A 2008-09 Projected (1) 99% 99% 99% 99% N/A 87% 85% 90% 87% N/A Beginning 2009-10, all applications support objectives to be evaluated as Citywide Measures. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 149 City of Chandler 2009-10 Adopted Budget General Government    INFORMATION TECHNOLOGY APPLICATIONS SUPPORT – 1200    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Rents/Utilities Other Charges/Services Machinery/Equipment Capital Replacement Total Cost Center-1200 General Fund 2007-08 Actual $ 1,673,436 248,487 18,210 10,132 9,066 108 51,365 9,690 5,324 $ 2,025,818 2008-09 Adopted Budget $ 1,954,377 211,000 18,000 13,500 400 31,700 $ 2,228,977 2008-09 Adjusted Budget $ 1,953,546 331,122 27,094 17,670 12,901 260 31,145 550 $ 2,374,288 2008-09 Estimated $ 1,868,035 372,630 15,274 7,677 31,405 5,280 $ 2,300,301 2009-10 Adopted Budget $ 2,303,800 276,110 3,250 489,334 30,422 $ 3,102,916 $ 3,102,916 % Change Adopted To Adopted 17.88% 30.86% -81.94% N/A -100.00% -100.00% -4.03% N/A N/A 39.21% Authorized Positions Position Title Applications Manager Database Analyst GIS Database Analyst GIS Manager GIS Tech II I.T Application Support Manager I.T. Database Analyst I.T GIS Coordinator I.T. Messaging Application Developer I.T. Oracle Applications Manager I.T. Senior Database Analyst Oracle Applications Manager Senior Database Analyst Senior Systems Analyst Systems Analyst TOTAL 2005-06 Revised 1 2 4 1 1 0 0 0 0 0 0 1 1 1 7 19 2006-07 Revised 1 2 4 1 1 0 0 0 0 0 0 1 1 1 7 19 2007-08 Revised 1 0 3 1 1 0 0 0 0 1 0 0 1 4 5 17 2008-09 Adopted 1 0 3 1 1 0 0 0 0 1 0 0 1 4 5 17 2008-09 Revised 1 0 3 0 1 1 1 1 1 0 1 0 0 4 5 19 2009-10 Adopted 1 0 3 0 1 1 1 1 1 0 1 0 0 4 5 19 Significant Budget and Staffing Changes During Fiscal 2008-09, one I.T. Senior Database Analyst position was reclassified to a G.I.S. Coordinator position, one G.I.S. Manager position was reclassified to an I.T. Applications Support Manager, and one I.T. Database Analyst position was reclassified to an I.T. Senior Database Analyst. Two I.T. Database Analyst positions were transferred from cost center 1280 – Information Technology Infrastructure & Client Support. One I.T. Database Analyst position was reclassified to an I.T. Messaging Application Developer and transferred from cost center 1199 - Service Delivery Management & Administration. The position of I.T. Oracle Applications Manager was transferred to cost center 1199 – IT Service Delivery Management & Administration. The approach to funding support costs relating to enterprise applications has recently been changed to establish more centralized funding within the existing Computer/Capital Replacement fund. For fiscal year 2009-10, funding for support costs directly related to applications supported by cost center 1200 - Information Technology Applications Support and cost center 1199 – IT Service Delivery Management & Administration have been transferred from cost center 1280 - Information Technology Infrastructure & Client Support to those cost centers to establish a clearer presentation of the costs associated with those business areas. The approach to the funding of overhead costs was changed, with most Information Technology overhead costs now being charged to cost center 1199 - IT Service Delivery Management & Administration. Fiscal year 2009-10 reflects $250,000 in one-time funding for IT Professional Services Additional Support, as well as reductions in travel, training, and education. 150 City of Chandler 2009-10 Adopted Budget General Government FUNCTION: DEPARTMENT: General Government City Manager COST CENTER: DIVISION: 1280 Information Technology Infrastructure & Client Support The Information Technology Infrastructure & Client Support Group is responsible for maintaining and supporting the City of Chandler’s network operations including all deployment and tracking technology computer hardware, software licensing, managing the Citywide PC replacement program, Citywide training, security administration and disaster recovery. 2009-10 Performance Measurements Goal: Provide technology services for all City departments through effective, efficient development of integrated computer systems, to improve the overall effectiveness and efficiency of all City administrative and information services. Objectives: ♦ Meet defined times in Service Level Agreements (SLAs). (1) ♦ Enhance the Computer Security and provide security technologies roadmap to meet strategic goals. (1) ♦ Enhance messaging stability. ♦ Perform data backups during specific timeframes. ♦ Perform tape backup restore to ensure data is valid and recoverable. ♦ Perform vulnerability test on systems. ♦ Provide system availability for citywide functions. 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected Monitor the effectiveness of customer service as outlined in the SLAs 80% 80% 80% 80% 80% Perform data backups and recovery on the city’s (2) network available systems (IT maintained) 95% 95% 96% 96% 96% 4 4 4 4 4 Measures Perform quarterly backup and restore (3) validations Meet all project milestones and completion dates 80% 80% 85% 85% 85% Perform quarterly security assessments on City (3) systems and identify risk 4 4 4 4 4 Ensure system availability across the enterprise during normal business hours 98% 98% 98% 98% 98% Develop, implement and maintain security (1) policies to meet the Strategic Direction 80% 80% 100% 98% 98% (1) Objective/Measure moved from cost center 1199 - Administration during 2008-09. System backups are performed on 100% of the systems; however a 4% margin of error is allotted for open files. (3) Changed measure from “planned” to “quarterly.” (2) * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 151 City of Chandler 2009-10 Adopted Budget General Government    INFORMATION TECHNOLOGY INFRASTUCTURE & CLIENT SUPPORT – 1280    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Rents/Utilities Other Charges/Services Building/Improvements Machinery/Equipment Total Cost Center-1280 General Fund 2007-08 Actual $ 1,928,246 106,836 26,816 1,081,666 19,075 42 44,073 450 52,020 $ 3,259,224 2008-09 Adopted Budget $ 1,980,344 1,947,980 81,200 1,022,460 26,700 300 48,500 112,000 $ 5,219,484 2008-09 Adjusted Budget $ 1,960,205 361,575 95,173 1,410,395 28,003 266 51,400 112,000 $ 4,019,017 2008-09 Estimated $ 1,741,795 240,839 111,107 1,100,000 39,293 26,132 143,022 $ 3,402,188 2009-10 Adopted Budget $ 2,162,098 11,310 93,650 301,626 23,995 400,000 $ 2,992,679 $ 2,992,679 % Change Adopted To Adopted 9.18% -99.42% 15.33% -70.50% -100.00% -100.00% -50.53% N/A 257.14% -42.66% Authorized Positions Position Title Computer Support Technician Desktop Support/Help Desk Supervisor Host Systems/Network Supervisor Information Support Analyst I.T. Database Analyst I.T. Desktop Operations Supervisor I.T. Desktop Specialist I.T. Desktop Technician I.T. Host Systems/Network Supervisor I.T. Infrastructure Manager I.T. Messaging Analyst I.T. Network Analyst I.T. Security Administrator I.T. Senior Systems Specialist I.T. Systems Specialist I.T. Unix Analyst I.T. Webmaster Operations Analyst Operations Systems Analyst Senior Database Analyst TOTAL 2005-06 Revised 2 1 1 2 0 0 0 0 0 1 0 0 0 0 0 0 0 3 5 0 15 2006-07 Revised 4 1 1 2 0 0 0 0 0 1 0 0 0 0 0 0 0 3 6 1 19 2007-08 Revised 0 0 0 0 2 1 2 4 1 1 0 2 0 0 3 2 1 0 0 0 19 2008-09 Adopted 0 0 0 0 2 1 2 4 1 1 0 2 0 0 3 2 1 0 0 0 19 2008-09 Revised 0 0 0 0 0 1 2 4 1 1 1 2 1 1 3 2 1 0 0 0 20 2009-10 Adopted 0 0 0 0 0 1 2 4 1 1 1 2 1 1 3 2 1 0 0 0 20 Significant Budget and Staffing Changes During 2008-09, one I.T. Messaging Analyst, one I.T. Security Administrator, and one I.T. Systems Specialist were transferred from cost center 1199 – IT Service Delivery Management & Administration. Two I.T. Database Analyst positions were transferred to cost center 1200 – Information Technology Infrastructure & Client Support. One I.T. Systems Specialist was reclassified to an I.T. Senior Systems Specialist. The approach to funding support costs relating to enterprise applications has recently been changed to establish more centralized funding within the existing Computer/Capital Replacement fund. For fiscal year 2009-10, funding for support costs directly related to applications supported by cost center 1200 - Information Technology Applications Support and cost center 1199 - IT Service Delivery Management & Administration have been transferred from cost center 1280 - Information Technology Infrastructure & Client Support to those cost centers to establish a clearer presentation of the costs associated with those business areas. The approach to funding overhead costs was also changed, with most Information technology overhead costs to be charged to cost center 1199 - IT Service Delivery Management & Administration. Fiscal year 2009-10 reflects $400,000 in one-time funding for the I.T. Data Center Air-conditioning Upgrade, along with reductions to travel, training and education. 152 City of Chandler 2009-10 Adopted Budget General Government FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government City Manager 1286 Information Technology Oversight Committee Operations (ITOC) The Information Technology Oversight Committee (ITOC) Operating division plans, develops, monitors and documents Information Technology Projects. 2009-10 Performance Measurements Goal: Ensure that City of Chandler IT Projects are managed through a consistent and effective process that enables business needs to be translated into “sound” technical solutions and in alignment with “Industry Best Practices.” Additionally, manage projects and manage factors such as time, quality, budget, scope and overall performance, which have an overall impact on the city’s annual budget. Objectives: ♦ Improve IT project completion rate, by over 65 percent or greater, using the established project management, methodology over a three-year period. ♦ Ensure that “best business” decisions are made through leveraging tools, research and analysis, and more effectively communicating and translating business need into technical requirements over the next fiscal year. ♦ Provide IT Project Sponsors with increased services, structure, tools, and training needed to submit, approve and track projects more effectively by the next fiscal year. ♦ Improve communication with customers, stakeholders and key-decision makers through various communication channels over the next fiscal year. ♦ Improve the Project Management Office Implementation by revisiting the following: project management training; website; tracking system; project archiving, standardization of documents and process. Measures Complete projects and targets on time and within budget Quarterly Targets met for Projects Implementation of IT Strategic Plan Pivotal (1) Initiatives Adhere to IT Project Management Methodology Comply with established Service Level (2) Agreements Ensure IT related projects are prioritized (3) and reviewed on a quarterly basis (1) (2) (3) 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected N/A 65% 70% 68% 70% 73% 65% 75% 66% 75% 75% N/A N/A N/A N/A 90% 90% 92% 90% 95% 82% 87% 92% 90% N/A N/A N/A N/A N/A 100% Measure no longer being used effective 2008-09. Measure no longer being used effective 2009-10. New measure for cost center effective 2009-10. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 153 City of Chandler 2009-10 Adopted Budget General Government  ITOC OPERATIONS - 1286  Budget Summary Description Repairs/Maintenance Contingency/Reserve Capital Replacement Total Cost Center-1286 General Fund 2007-08 Actual $ 92,761 121,320 $ 214,081 2008-09 Adopted Budget $ 917,436 87,872 $ 1,005,308 2008-09 Adjusted Budget $ 807,214 87,872 42,250 $ 937,336 2008-09 Estimated $ 247,452 267,379 $ 514,831 2009-10 Adopted Budget $ 827,664 $ 827,664 $ 827,664 Significant Budget and Staffing Changes Fiscal year 2009-10 reflects reduction of Repair/Maintenance and Contingency funding. 154 % Change Adopted To Adopted -9.79% -100.00% N/A -17.67% City of Chandler 2009-10 Adopted Budget General Government FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government City Manager 1285 ITOC Capital Capital Budget Summary Description Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Contingency/Reserve Machinery/Equipment Total Cost Center-1285 General Fund 2007-08 Actual $ 1,312,565 10,149 10,799 16,745 9,785 44,700 $ 1,404,743 2008-09 Adopted Budget $ 3,903,024 $ 3,903,024 2008-09 Adjusted Budget $ 3,193,233 245 36,765 9,528 72,220 81,767 120,263 $ 3,514,021 2008-09 Estimated $ 1,377,406 8,012 20,121 5,640 14,112 131,815 $ 1,557,106 2009-10 Adopted Budget $ 1,956,919 $ 1,956,919 $ 1,956,919 % Change Adopted To Adopted N/A N/A N/A N/A N/A -49.86% N/A -49.86% Significant Budget and Staffing Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions for the current year and new projects for the proposed year. Detailed project budgets are included in the Capital Budget section of this document. 155 City of Chandler 2009-10 Adopted Budget General Government FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government City Manager 1287 Information Technology Citywide Infrastructure Support Capital Capital Budget Summary Description Professional/Contract Services Operating Supplies Contingency/Reserve Building/Improvements Machinery/Equipment Total Cost Center-1287 General Fund 2007-08 Actual $ 1,800 4,541 35,529 12,365 $ 54,235 2008-09 Adopted Budget $ $ - 2008-09 Adjusted Budget $ 1,849,980 131 191,437 284,108 $ 2,325,656 2009-10 Adopted Budget 2008-09 Estimated $ 1,557,577 $ 1,557,577 $ $ $ 768,078 768,078 768,078 % Change Adopted To Adopted N/A N/A N/A N/A N/A N/A Significant Budget and Staffing Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions for the current year and new projects for the proposed year. Detailed project budgets are included in the Capital Budget section of this document. 156 City of Chandler 2009-10 Adopted Budget General Government FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government City Magistrate 1050 City Magistrate Chandler Municipal Court's function is to promptly and fairly process all criminal and traffic violations filed in court and to effectively obtain compliance of the court's orders. The court facilitates mediation of neighborhood disputes and issues Harassment Injunctions and Orders of Protection. Judges in the Municipal Court also serve as juvenile hearing officers. 2008-09 City Magistrate Accomplishments  Implemented credit card pay-by-phone process.  Enhanced the Court’s web page to allow the display of case disposition history information.  Developed and implemented the technology necessary to automate the transmission of traffic school registration/completion information electronically to the Defensive Driving Schools. Sending this information electronically provides more timely and efficient reporting. 2009-10 Performance Measurements Goal: Serve the public and contribute to the quality of life in our community by fairly, impartially, and promptly administering justice in an effective, accountable and professional manner. Objectives: ♦ Provide prompt processing of all cases filed and revenues collected in the Chandler Municipal Court. ♦ Process all appeals with a minimum number of decisions overturned on appeal. 2008-09 2006-07 2007-08 2008-09 Year End 2009-10 Measures Actual Actual Projected Estimate * Projected Number of appeals filed 29 40 45 45 45 Number of appeals overturned 2 0 2 2 2 Goal: To provide court users with the timely resolutions of cases. Objectives: To achieve an adjudication rate of 90% of cases filed within 100 days. Measures Number of filings Percentage of cases adjudicated within 100 days 2006-07 Actual 44,446 2007-08 Actual 49,152 2008-09 Projected 56,000 2008-09 Year End Estimate * 51,000 2009-10 Projected 52,000 86% 88% 90% 86% 90% 2007-08 Actual 52,459 50 sec 2008-09 Projected 58,000 50 sec 2008-09 Year End Estimate * 58,000 55 sec 2009-10 Projected 58,000 50 sec Goal: To provide, prompt efficient telephone service to all citizens. Objectives: Promptly answer all incoming calls. Measures Number of calls received Average wait time 2006-07 Actual 45,370 58 sec * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 157 City of Chandler 2009-10 Adopted Budget General Government    CITY MAGISTRATE – 1050    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingency/Reserve Machinery/Equipment Equipment/Office Furniture Capital Replacement Total Cost Center-1050 General Fund 2007-08 Actual $ 3,473,572 240,366 63,417 18,450 25,363 744 26,445 19,577 6,924 $ 3,874,858 2008-09 Adopted Budget $ 3,741,666 270,521 50,150 20,200 22,600 900 27,800 4,977 18,000 40,000 $ 4,196,814 2008-09 Adjusted Budget $ 3,815,185 282,778 49,265 21,035 21,308 500 1,057 28,300 4,977 18,000 4,930 $ 4,247,335 2008-09 Estimated $ 3,672,754 254,250 44,337 17,000 20,850 500 900 26,748 18,000 $ 4,055,339 2009-10 Adopted Budget $ 3,804,194 265,550 42,200 16,500 18,700 500 24,100 3,814 $ 4,175,558 $ 4,175,558 % Change Adopted To Adopted 1.67% -1.84% -15.85% -18.32% -17.26% N/A -44.44% -13.31% -23.37% -100.00% -100.00% N/A -0.51% Authorized Positions Position Title City Magistrate Court Administrator Court Clerk I Court Clerk II Court Clerk III Court Collector Specialist Court Fines Coordinator Court Interpreter Court Security Officer Court Services Supervisor Deputy Court Administrator Hearing Officer Presiding City Magistrate Probation Monitoring Officer Sr. Executive Assistant Systems Analyst TOTAL 2005-06 Revised 3 1 19 3 0 3 1 1 0 3 1 1 1 2 1 1 41 2006-07 Revised 3 1 19 3 0 3 1 1 4 3 1 1 1 2 1 1 45 2007-08 Revised 3 1 19 3 0 3 0 1 4 4 1 1 1 2 1 1 45 2008-09 Adopted 3 1 19 3 0 3 0 1 4 4 1 1 1 2 1 1 45 2008-09 Revised 3 1 18 3 1 3 0 1 4 4 1 1 1 2 1 1 45 2009-10 Adopted 3 1 17 3 1 3 0 1 4 4 1 1 1 2 1 1 44 Significant Budget and Staffing Changes During 2008-09, one Court Clerk I position was reclassified to a Court Clerk III. Fiscal year 2009-10 reflects reductions to travel, training, and education, and the elimination of one vacant Court Clerk I position. 158 City of Chandler 2009-10 Adopted Budget General Government FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government City Attorney 1300 Civil City Attorney’s department serves as the legal advisor to the City Council, City Manager and all City departments and represents the City in all legal proceedings. The Civil Division of the City Attorney's Office is responsible for civil court proceedings in various state and federal courts in all areas of the law, including but not limited to, zoning, contract, public bidding, personnel, bankruptcy, water, real estate and environmental. The Law Department provides verbal and written legal opinions to the City Council, City Manager, City departments, boards and commissions. The Law Department drafts City ordinances, resolutions, leases, contracts and other legal documents. 2009-10 Performance Measurements Goals: • Continued preventive legal care program development in order to reduce the liability exposure of the City and to provide an adequate legal background for contemplated policy and administrative decisions. • Represent the City, either directly or through coordination of services provided by outside counsel, in matters coming before various courts and administrative tribunals in the local, State and Federal level. • Provide legal support for Council and all City departments to carry out their goals and accomplish their projects and transactions. Objectives: ♦ To reduce the liability exposure of the City with a program of preventive legal care to be measured by increased work flow through the Legal Services Department on matters prior to litigation, as well as the extent of participation in meetings at which contemplated policy and administrative decisions are discussed. ♦ Provide 24-hour per day, seven day per week legal advice to the Police Department. ♦ Provide a minimum of 10 hours class and scenario training by Law Department to all police officers annually. ♦ Assist in negotiating and drafting transactional documents for all City departments. ♦ Assist in negotiating development agreements for redevelopment projects. (1) ♦ Develop new standard contracts for development contracting services and CM@Risk contracts. (1) ♦ Update administrative regulations regarding construction contracts to conform to State law. ♦ Provide timely response to environmental and water regulatory issues and work collaboratively with the Environmental Management Division and Municipal Utilities Department to resolve these issues. ♦ Conduct litigation regarding various areas, i.e., bankruptcy, condemnation, housing, contract disputes, tax issues, forfeitures, interpleader actions, water rights, etc. (2) ♦ Continue to file all forfeiture actions with the Superior Court. 2008-09 2006-07 2007-08 2008-09 Year End 2009-10 Measures Actual Actual Projected Estimate * Projected (3) Average Response Time (Days) 4 N/A N/A N/A N/A Legal Opinions - Verbal 5,575 2,679 6,960 7,200 8,280 Legal Opinions - Written 525 275 648 688 790 Documents/Pleadings Reviewed/Revised 5,297 2,313 5,880 5,898 6,780 Documents/Pleadings Prepared 1,765 840 2,040 2,400 2,760 Meetings Attended in Advisory Capacity 3,098 978 2,340 2,400 3,000 Number of Pending Water Issues 65 65 65 65 65 (4) Impound Hearings N/A N/A 2,026 2,532 4,000 (1) New objective beginning 2008-09. In calendar year 2008, the City received judgments in the amount of $1,512,450 from forfeiture actions filed. Currently, the City has forfeiture actions pending with the possible monetary recovery to the City in the amount of $2,170,000. These dollar amounts do not include any physical property recovered by the City, i.e., cars, computer equipment, etc. (3) Objective no longer in use as of 2008-09. (4) New Measure beginning 2008-09. Hearings involve cases where an individual’s vehicle has been impounded, in compliance with state statute, after the driver has been charged with a license or DUI offense in the City of Chandler. (2) * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 159 City of Chandler 2009-10 Adopted Budget General Government FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government City Attorney 1300 Prosecutorial P rosecutorial Division of the City Attorney’s department is responsible for the prosecution of criminal misdemeanor cases in City Court and appeals to the Superior Court, Court of Appeals and State Supreme Court. 2009-10 Performance Measurements Goals: • Perform all duties necessary for the successful prosecution of criminal misdemeanor cases in City Court and Superior Court and provide the Chandler Police Department with legal counsel for the institution and completion of civil asset forfeitures. • Pursue “Evidence Based” prosecution of domestic violence cases on a more consistent basis. • Provide better customer service to Spanish-speaking crime victims. Objectives: ♦ Pre-trial preparation and disposition of criminal misdemeanor cases at pre-trial conferences. ♦ Representation of State as State Attorney in all non-jury and jury trial settings in City Court and Superior Court; perform necessary legal research and drafting for all motions filed in misdemeanor criminal cases. ♦ Legal research and drafting of all legal briefs filed in appeals by defendants or the State. ♦ 90% initial review of long form complaints submitted within 45 days of receipt. ♦ Provide notice of victims’ rights to crime victims, comply with victim notification requirements for those victims invoking their rights, maintain a log of types and numbers of notices sent and number of victims invoking their rights. Keep court and police apprised of prosecutor’s office policy concerning victims’ rights implementation, advise police concerning their duties regarding victims’ rights notification. ♦ Advise police in the areas of DUI detection, investigation, prosecution and law. ♦ Working with both the police legal advisors and the officers directly to train officers on the criteria that needs to be documented in reports in order to allow for the admission of hearsay statements by the victim. ♦ Writing updates for the legal advisor newsletter concerning “evidence based” prosecution requirements. ♦ Working with individual officers on specific cases to ensure the proper documentation of the required criteria. ♦ Encouraging prosecutors to pursue “evidence based” prosecution in appropriate cases. ♦ Keep track of prosecutions made by way of “evidence based” prosecution. ♦ Initially devise a method of flagging the prosecutor’s file to indicate whether the case involves a Spanishspeaking victim. If so, devise a standard form letter in Spanish indicating that if the victim has questions about the form to call the prosecutor’s office for more information. Measures Pre-trial Conference (1) Trials/July Trials (2) DUI Cases (3) Superior Court Appearances Interviews (Cases) (3) Appeals (2) Domestic Violence Charges Long Form Complaints/Charges Victims’ Rights Packets Mailed (3) Victims Asserted Rights (2) Victims Advocate Contacts w/Victims (1) (2) (3) (4) 2006-07 Actual 10,397 1,322 1,470 19 1,083 20 1,673 1,724 5,561 770 N/A 2007-08 Actual 10,495 1,190 1,349 N/A 977 N/A 1,644 1,748 7,381 N/A N/A 2008-09 Projected 10,500 1,310 1,236 38 960 33 1,452 1,840 7,975 1,210 N/A 2008-09 Year End Estimate * 12,200 1,325 1,300 N/A (4) 300 N/A 1,500 1,830 7,962 N/A 4,388 Trials and Jury Trials consolidated beginning 2009/10. New Measure beginning 2009-10. Measure no longer being used effective 2008-09. Decrease due to a change in policy eliminating the mandatory requirement for attorneys to attend all interviews. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 160 2009-10 Projected 13,420 1,410 1,400 N/A 300 N/A 1,600 1,900 8,000 N/A 4,827 City of Chandler 2009-10 Adopted Budget General Government    LAW – 1300    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Contingency/Reserve Machinery/Equipment Equipment/Office Furniture Total Cost Center-1300 General Fund Grants-In-Aid Grand Total 2007-08 Actual $ 2,852,806 50,400 70,123 3,144 7,152 19,893 10,316 $ 3,013,834 2008-09 Adopted Budget $ 3,108,800 40,000 96,700 13,600 20,000 38,000 180,189 3,600 17,500 $ 3,518,389 2008-09 Adjusted Budget $ 3,169,680 110,000 100,406 12,400 16,700 32,304 368 3,600 17,500 $ 3,462,958 2008-09 Estimated $ 3,169,562 110,000 92,106 8,400 16,700 29,304 2,600 13,500 $ 3,442,172 $ $ $ $ 2009-10 Adopted Budget 3,226,958 40,000 45,000 4,687 14,000 22,000 3,352,645 3,335,345 17,300 3,352,645 % Change Adopted To Adopted 3.80% 0.00% -53.46% -65.54% -30.00% -42.11% -100.00% -100.00% -100.00% -4.71% Authorized Positions Position Title Assistant City Attorney Assistant City Attorney-Police Advisor Assistant City Prosecutor I Assistant City Prosecutor II City Attorney City Prosecutor Law Office Supervisor Legal Clerk Legal Secretary Legal Secretary Supervisor Senior Assistant City Prosecutor Senior Legal Secretary Supervisory Legal Secretary Victim Services Specialist TOTAL 2005-06 Revised 4 2 1 4 1 1 0 4 5 0 1 1 1 0 25 2006-07 Revised 5 2 1 4 1 1 0 4 5 0 1 1 1 0 26 2007-08 Revised 5 2 1 4 1 1 0 5 6 1 1 1 0 1 29 2008-09 Adopted 5 2 1 4 1 1 0 5 6 1 1 1 0 1 29 2008-09 Revised 5 2 1 4 1 1 1 5 6 0 1 1 0 1 29 2009-10 Adopted 5 2 1 4 1 1 1 5 6 0 1 1 0 1 29 Significant Budget and Staffing Changes For fiscal year 2009-10, the projected savings amount from fiscal year 2008-09 have not been carried forward in the proposed budget. Additional base budget reductions are made to travel, training, and education. 161 City of Chandler 2009-10 Adopted Budget General Government 162 City of Chandler 2009-10 Adopted Budget Department Budgets – Management Services MANAGEMENT SERVICES DEPARTMENT Assistant City Manager Management Services Administration Purchasing Central Supply Accounting Budget Environmental Management Fleet Services Tax and License Utility Services Risk Management The table below depicts the breakdown by division for the fiscal year 2009-10 Management Services Department Budget. Subsequent pages provide cost center descriptions, goals and objectives, performance measurements, budget summaries, authorized positions and highlights of significant changes. Management Services Overview Expenditures by Cost Center Administration Budget Purchasing Central Supply Accounting Tax and License Utility Services Risk Management Risk Management Liabilities Environmental Management Environmental Management Liabilities Fleet Services 2007-08 Actual Expenditures 2008-09 Estimated Expenditures 2009-10 Adopted Budget % of 2009-10 Total $ 1,042,706 422,432 759,389 309,063 1,213,956 1,297,038 1,372,665 1,671,382 2,505,754 567,477 7,108 1,131,653 $ 1,261,161 518,475 822,672 333,258 1,446,924 1,651,269 1,426,337 2,615,763 4,765,265 533,102 473,200 1,267,672 $ 939,972 544,988 792,736 334,596 1,373,366 1,571,497 1,509,842 2,131,104 2,020,750 455,118 207,000 1,247,139 $ 1,067,792 632,765 842,025 335,637 1,460,234 1,722,706 1,562,137 2,302,715 4,765,265 652,154 473,200 1,256,650 6% 4% 5% 2% 9% 10% 9% 13% 28% 4% 3% 7% TOTAL MGMT SVCS W/O NON-DEPT $ 12,300,623 $ 17,115,098 $ 13,128,108 $ 17,073,280 100% $ 16,603,004 $ 234,148,551 $ 14,652,997 $ 181,846,461 $ 7,933,494 4,367,129 12,300,623 $ $ 8,671,481 4,456,627 13,128,108 $ 9,246,262 7,827,018 17,073,280 Non-Departmental(1) Expenditures by Category Personnel & Benefits Operating & Maintenance TOTAL MGMT SVCS W/O NON-DEPT $ Staffing by Cost Center Administration Budget Purchasing Central Supply Accounting Tax and License Utility Services Risk Management Environmental Management Fleet Services TOTAL MANAGEMENT SERVICES (1) 2008-09 Adopted Budget 2007-08 Revised 10.50 5.00 9.00 5.00 17.00 21.00 20.00 7.00 4.00 14.00 112.50 $ 8,891,474 8,223,624 17,115,098 2008-09 Adopted 9.00 5.00 9.00 5.00 17.00 22.00 20.00 7.00 3.65 14.00 111.65 $ 2008-09 Revised 7.00 7.00 9.00 5.00 17.00 21.50 20.50 7.00 3.50 14.00 111.50 $ 2009-10 Adopted 7.00 6.00 9.00 5.00 17.00 21.50 20.50 7.00 3.50 14.00 110.50 Non-Departmental includes contingencies and reserves of $199,760,664 in 2008-09 and $157,818,380 in 2009-10. 162 54% 46% 100% % of 2009-10 Total 6% 6% 8% 5% 15% 19% 19% 6% 3% 13% 100% City of Chandler 2009-10 Adopted Budget Department Budgets – Management Services 2008-09 Management Services Accomplishments th  Awarded 26 consecutive Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers’ Association.  Awarded 21 consecutive Distinguished Budget Presentation Award from the Government Finance Officers’ Association.  Awarded 4 consecutive Excellence in Procurement award from the National Purchasing Institute.  Received 3 consecutive Achievement in Excellence Award from the National Institute of Government Purchasing for having a fully certified purchasing staff.  Implemented self-service W2s for employee on-line retrieval resulting in operational efficiencies.  Offered electronic payments to vendors resulting in operational efficiencies.  Continued the Rental Tax Recovery Program that has brought over 3,300 unlicensed properties into compliance and collected over $1,889,790 in tax revenue.  Central Supply obtained revenue in excess of $90,000 from the sale of surplus property and scrap material.  Environmental Management conducted 9 environmental audits of City facilities resulting in corrective measures to enhance compliance with environmental regulations.  Environmental Management responded to 13 hazardous materials incidents. In four of these incidents responsible parties other than the City were identified and required to perform cleanup activities.  Continued the Purchasing Card Program rebate, which was expanded to allow other public entities to use the City contract, resulting in revenue of over $23,000.  Fleet Services is participating in a Citywide Fleet Services Team to develop cost-effective strategies to “green” the City’s fleet.  Risk Management began an “in-house” program to survey indoor air quality and mold remediation rather than retaining industrial hygiene companies to perform surveys. The City’s cost is limited to laboratory and shipping fees, resulting in savings of $400-$500 per survey.  Managed 165 workers compensation claims of which 135 were OSHA recordable claims. The City received 210 liability, 112 property, and 121 subrogation claims. Recovered $143,464 from citizens who damaged City property.  Risk Management participated in a major Pandemic Exercise with Chandler Regional Hospital resulting in over 1,200 people receiving flu shots.  Conducted 61 safety training classes involving 1,200 employees, completed 120 ergonomic assessments of employee workstations, and conducted 45 safety inspections of City work sites.  Utility Services increased the number of water meters that can be read by radio signal to over 45% of the total meters in the City.  Risk Management reduced the property and casualty insurance premium by more than $24,000 or 2.8%, while the City owned property values increased by 9.9%. st th rd 163 City of Chandler 2009-10 Adopted Budget Department Budgets – Management Services FUNCTION: DEPARTMENT: General Government Management Services COST CENTER: DIVISION: 1180 Administration A dministration serves the Management Services Department and provides financial management and support services to other City departments. In addition to maintaining the financial integrity of the City with comprehensive financial administration, this division also provides for the development, coordination and review of all activities in the department including: Budget, Purchasing, Central Supply, Accounting, Tax and License, Utility Services, Risk Management, Environmental Management and Fleet Services. This division also provides assistance for all grant activities throughout the City. 2009-10 Performance Measurements Goal: Ensure long-term financial stability for the City. Objectives: ♦ Oversight of financial management to secure or improve bond credit ratings. ♦ Facilitate long-term financial planning. ♦ Conduct internal audits. ♦ Seek optimum and innovative financing structures to reduce debt service costs. ♦ Determine whether resources are properly safeguarded and used efficiently, effectively and economically. 2008-09 2006-07 2007-08 2008-09 Year End 2009-10 Measures Actual Actual Projected Estimate * Projected Bond rating for general obligation bonds: Aa1 Aa1 Aa1 Aa1 Aa1 Moody's Investor Service AAA AAA AAA AAA AAA Standard & Poor's Fitch Ratings AAA AAA AAA AAA AAA (1) Bond rating for water and sewer bonds: Aa3 Moody's Investor Service Standard & Poor's AA Fitch Ratings AA N/A N/A N/A N/A Bond rating for street and highway (1) user revenue bonds: Moody's Investor Service Standard & Poor's Fitch Ratings (1) Financial analysis of major projects Aa3 AAAA30 N/A N/A N/A N/A N/A N/A N/A N/A Percentage of Rate and System Development Fee studies completed on (2) schedule N/A 100% 100% 100% 100% Percentage of Audit Committee approved (2) (3) assignments completed N/A N/A 80% 67% 80% (1) Measure no longer being used effective FY07-08. Measure being implemented effective FY08-09. Experience indicates that some recommendations may not be implemented for a variety of reasons. Management priorities may shift resulting in unplanned audits being scheduled. (2) (3) * 2008-09Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 164 City of Chandler 2009-10 Adopted Budget Department Budgets – Management Services    ADMINISTRATION – 1180    Goal: Partner with City departments to apply for grants for City programs and projects. Objective: ♦ Assist departments in the availability of grant sources and compliance with grant awards. Measures 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected Number of grants received 57 61 50 60 50 Number of grant applications submitted 65 72 60 70 60 * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 165 City of Chandler 2009-10 Adopted Budget Department Budgets – Management Services    ADMINISTRATION – 1180    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Rents/Utilities Other Charges/Services Contingency/Reserve Capital Replacement Total Cost Center-1180 General Fund 2007-08 Actual $ 1,010,490 71 14,616 2,135 7,873 500 4,906 2,115 $1,042,706 2008-09 Adopted Budget $ 1,032,330 6,000 9,000 1,170 6,000 5,140 199,458 2,063 $ 1,261,161 2008-09 Adjusted Budget $ 927,258 6,000 9,000 1,170 4,897 4,055 197,278 2,063 $ 1,151,721 2008-09 Estimated $ 832,573 97,050 4,779 400 1,842 1,265 2,063 $ 939,972 2009-10 Adopted Budget $ 893,304 155,850 9,133 800 4,950 3,755 $ 1,067,792 $ 1,067,792 % Change Adopted To Adopted -13.47% 2497.50% 1.48% -31.62% -17.50% N/A -26.95% -100.00% -100.00% -15.33% Authorized Positions Position Title Administrative Analyst Assistant Director for Finance Asst. Management Svcs. Director Executive Assistant Financial Analyst Financial Systems Supervisor Grants Administrator Management Services Director Operations System Analyst Senior Executive Assistant Senior Financial Analyst Senior Internal Auditor Senior Management Assistant Systems Analyst TOTAL 2005-06 Revised 1 0 1 0.5 2 0 0 1 1 1 0 0 1 0 8.5 2006-07 Revised 0 0 1 0.5 1 0 1 1 1 1 1 1 1 0 9.5 2007-08 Revised 0 0 1 0.5 1 0 1 1 1 1 1 1 1 1 10.5 2008-09 Adopted 0 0 1 0 1 0 1 1 1 1 1 1 0 1 9 2008-09 Revised 0 1 0 0 0 1 1 1 0 1 0 1 0 1 7 2009-10 Adopted 0 1 0 0 0 1 1 1 0 1 0 1 0 1 7 Significant Budget and Staffing Changes During fiscal year 2008-09, one Sr. Financial Analyst position and one Financial Analyst position were transferred to cost center 1195 - Budget. The Assistant Management Services Director position was reclassified to Assistant Director for Finance, and one Operations System Analyst position was reclassified to Financial Systems Supervisor. Fiscal year 2009-10 reflects ongoing base budget reductions. 166 City of Chandler 2009-10 Adopted Budget Department Budgets – Management Services FUNCTION: DEPARTMENT: General Government Management Services COST CENTER: DIVISION: 1195 Budget The Budget Division ensures effective and efficient allocation of City resources to enable the City Council, City Manager and City departments to provide quality services to our citizens. The Division prepares, monitors, researches alternatives and presents the City’s Annual Budget and Capital Improvement Program. The Budget Division is also responsible for development of long-range financial forecasts, and regular financial reports. 2009-10 Performance Measurements Goal: Provide reliable and accurate information in the preparation and monitoring of the Annual Budget and five-year Capital Improvement Program (CIP). Objectives: ♦ Meet all state and city charter deadlines for adoption of Annual Budget and CIP. ♦ Provide citywide budget support services to all departments. ♦ Enhance and improve the budget process. ♦ Provide training on Budget/CIP software to staff involved with the budget process. ♦ Inform citizens, elected officials and management of the City’s economic condition. ♦ Continue qualifying for GFOA Distinguished Budget Presentation Award. Measures Information on the City’s budget available through City Scope Newsletter and Internet Training seminars offered on budget process Adopt ten-year Capital Improvement (4) Program and Budget prior to June 15 Consecutive years for Distinguished Budget Presentation Award 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected Yes Yes Yes Yes Yes (1) (2) (2) (3) 13 10 8 14 (3) 14 5/25/06 6/14/07 6/12/08 6/12/08 5/28/09 19 20 21 21 22 (1) New budget module was implemented; additional required training for current budget users on the new system. Continuous enhancements to budget module require additional training sessions. (3) Budget process and system training sessions segmented for more timely dissemination of information to Users. (4) Increased Capital Improvement Program from five to ten years beginning FY2009-10. (2) Goal: Monitor operation and capital budgets to comply with financial policies and adopted appropriations. Objectives: ♦ Work with departments to re-allocate budget appropriations through budget journal entries. ♦ Respond timely to customer inquiries from City staff or the general public. ♦ Monitor expenditures and identify potential problems as well as deviations from approved spending plans. ♦ Maintain and improve appropriation control efforts in compliance with legal and policy requirements. Measures Number of budget journal entries Assisting customers in answering budget (5) questions (5) 2006-07 Actual 191 2007-08 Actual 195 2008-09 Projected 190 2008-09 Year End Estimate * 210 2009-10 Projected 200 100% 100% 100% N/A N/A Measure no longer being used effective FY2008-09, but remains as an Objective. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 167 City of Chandler 2009-10 Adopted Budget Department Budgets – Management Services    BUDGET – 1195    Budget Summary Description Personnel Services Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Contingency/Reserve Buildings and Improvements Total Cost Center-1195 General Fund 2007-08 Actual $ 390,235 14,427 80 1,889 1,731 14,070 $ 422,432 2008-09 Adopted Budget $ 497,775 8,135 300 1,900 2,050 8,315 $ 518,475 2008-09 Adjusted Budget $ 606,674 13,717 300 1,600 1,914 3,780 $ 627,985 2008-09 Estimated $ 530,925 10,813 200 790 2,260 $ 544,988 2009-10 Adopted Budget $ 622,216 6,625 300 1,550 2,074 $ 632,765 $ 632,765 % Change Adopted To Adopted 25.00% -18.56% 0.00% -18.42% 1.17% -100.00% N/A 22.04% Authorized Positions Position Title Assistant Budget Manager Budget Aide Budget and Research Analyst Budget Management Assistant Budget Manager Financial Analyst Grants Administrator Senior Budget and Research Analyst Senior Financial Analyst TOTAL 2005-06 Revised 0 1 2 0 1 0 1 1 0 6 2006-07 Revised 1 1 1 0 1 0 0 1 0 5 2007-08 Revised 1 1 0 0 1 0 0 2 0 5 2008-09 Adopted 1 1 0 0 1 0 0 2 0 5 2008-09 Revised 1 0 0 1 1 1 0 2 1 7 2009-10 Adopted 0 0 0 1 1 1 0 2 1 6 Significant Budget and Staffing Changes During fiscal year 2008-09, one Sr. Financial Analyst position and one Financial Analyst position were transferred from cost center 1180 – Administration. One Budget Aide position was reclassified to a Budget Management Assistant. Fiscal year 2009-10 reflects ongoing base budget reductions and the elimination of one vacant Assistant Budget Manager position. 168 City of Chandler 2009-10 Adopted Budget Department Budgets – Management Services FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government Management Services 1220 Purchasing P urchasing is responsible for maintaining timely and adequate support of the City's need for materials and services in accordance with Federal, State and City legal requirements. This is conducted in an open, competitive and professional manner, which maximizes the effectiveness of the tax dollar 2009-10 Performance Measurements Goal: To obtain low cost, quality goods and services for the City, to make certain that purchases are done in a timely fashion and that policies and procedures in purchasing goods or services are followed. Objectives: ♦ Obtain survey results of 95% excellent/good in annual Purchasing survey to departments. ♦ Obtain survey results of 90% excellent/good in annual Purchasing survey to vendors. Measures Dollar Savings Obtained (1) Customer Survey Results of 95% Satisfied/Excellent 2006-07 Actual Vendor Survey Results of 90% Excellent/Good 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected $407,188 N/A N/A N/A N/A 89.1% 95% 95% 95% 95% 95% N/A N/A N/A N/A 6,526 6,167 6,000 6,000 6,000 Routine Request for Purchases of Less than $5,000 completed within four calendar (2) days Routine Purchase Orders Processed 2007-08 Actual 92.4% 95.0 90% 90% 90% Obtain NIGP “Excellence in Achievement” (3) award N/A N/A N/A Yes Yes Obtain UPPCC “100% Certification: (3) achievement N/A N/A N/A Yes Yes (1) Use of this indicator has been discontinued effective FY2007-08. Use of this indicator has been discontinued effective FY2006-07. (3) Measure being implemented effective FY2009-10. (2) *2008-09 Year End Estimate reflects “six months actual” and “six months estimated”. Note: All measurements are through June 30th, the last day of the fiscal year. 169 City of Chandler 2009-10 Adopted Budget Department Budgets – Management Services    PURCHASING - 1220    Budget Summary Description Personnel Services Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Capital Replacement Total Cost Center-1220 General Fund 2007-08 Actual $ 738,775 7,621 562 4,303 5,543 2,585 $ 759,389 2008-09 Adopted Budget $ 801,863 7,200 800 3,700 6,524 2,585 $ 822,672 2008-09 Adjusted Budget $ 818,325 7,797 1,085 4,400 6,533 2,585 $ 840,725 2009-10 Adopted 2008-09 Budget Estimated $ 773,391 $ 826,853 5,892 5,900 685 600 3,650 1,450 6,533 4,637 2,585 2,585 $ 792,736 $ 842,025 $ 842,025 % Change Adopted To Adopted 3.12% -18.06% -25.00% -60.81% -28.92% 0.00% 2.35% Authorized Positions Position Title Procurement Officer Purchasing & Materials Manager Purchasing & Material Supervisor Purchasing Assistant Purchasing Clerk Purchasing Specialist TOTAL 2005-06 Revised 4 1 1 1 1 1 9 2006-07 Revised 4 1 1 1 1 1 9 2007-08 Revised 4 1 1 1 1 1 9 2008-09 Adopted 4 1 1 1 1 1 9 2008-09 Revised 4 1 1 0 1 2 9 2009-10 Adopted 4 1 1 0 1 2 9 Significant Budget and Staffing Changes During fiscal year 2008-09, one Purchasing Assistant position was reclassified to a Purchasing Specialist. Fiscal year 2009-10 reflects reductions to temporary personnel services and ongoing base budget funding. 170 City of Chandler 2009-10 Adopted Budget Department Budgets – Management Services FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government Management Services 1225 Central Supply Central Supply is responsible for maintaining and managing an inventory of maintenance, operational, and repair (MOR) supplies for City departments. The division is also responsible for managing the City’s asset recovery program and providing departmental records pick-up and storage services for the City’s records retention program. 2009-10 Performance Measurements Goal: Operate a sound inventory program to minimize investment and operating cost while ensuring adequate supplies to meet demands and maximize inventory turnover; and to provide material pick-up and delivery service for City departments. Ensure timely delivery of material to meet operational requirements of departments. Objectives: ♦ Maintain an inventory turnover ratio of 2.5 or greater. ♦ Maintain an inventory accuracy rate of 97% or greater. ♦ Provide material delivery service 2 days per week to City departments. ♦ Obtain survey results of 90% satisfied/excellent on annual Central Supply survey. 2007-08 Actual $799,305 $892,443 $830,000 $950,000 $980,000 99% 99% 99% 99% 99% 21,528 20,268 23,500 21,400 23,000 3.32 3.94 3.3 3.5 3.5 Number of days per week material is delivered 2 days 2 days 2 days 2 days 2 days Number of packages delivered 11,233 10,463 11,500 9,500 9,750 99% 99% 90% 95% 95% Measures Total dollar amount of inventory Inventory accuracy rate Number of line items of inventory material issued Inventory turnover ratio Customer Survey results of 90% satisfied/excellent 2008-09 Projected 2008-09 Year End Estimate * 2006-07 Actual 2009-10 Projected Goal: Manage the City’s asset recovery investment program, ensuring departmental surplus property is picked-up in a timely manner, and an optimal return is received from the redistribution and sale of surplus, obsolete and scrap material and supplies. Objectives: ♦ Obtain $20,000 or more in revenue from the sale of surplus, obsolete, and scrap material. (1) ♦ Pick-up departmental surplus property within four working days. 2008-09 2006-07 2007-08 2008-09 Year End Measures Actual Actual Projected Estimate * Revenue collected $34,590 $28,672 $30,000 $20,000 $25,000 38% 70% 80% 80% 80% Surplus property picked-up within four (1) working days (1) 2009-10 Projected Prior to FY 2008-09 the measurement was two working days. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 171 City of Chandler 2009-10 Adopted Budget Department Budgets – Management Services    CENTRAL SUPPLY – 1225    Goal: Provide pick-up and delivery service for departmental records, ensuring records are picked-up in a timely manner and that departments are notified when records have reached the destruction due date. Objectives: ♦ Annually notify departments that records have reached the destruction date. (1) ♦ Pick-up records within four working days. Measures 2006-07 Actual Boxes of records destroyed Records picked-up within four working (1) days (1) 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 281 169 300 650 300 36% 53% 40% 80% 80% Prior to FY 2008-09 the measurement was two working days. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 172 City of Chandler 2009-10 Adopted Budget Department Budgets – Management Services    CENTRAL SUPPLY – 1225    Budget Summary Description Personnel Services Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Total Cost Center-1225 General Fund 2007-08 Actual $ 298,446 6,344 570 2,259 1,444 $ 309,063 2008-09 Adopted Budget $ 314,789 11,775 1,300 2,550 2,844 $ 333,258 2008-09 Adjusted Budget $ 321,174 9,721 1,300 2,550 2,775 $ 337,520 2008-09 Estimated $ 319,951 9,425 1,300 2,100 1,820 $ 334,596 2009-10 Adopted Budget $ 324,702 6,335 1,300 2,100 1,200 $ 335,637 $ 335,637 % Change Adopted To Adopted 3.15% -46.20% 0.00% -17.65% -57.81% 0.71% Authorized Positions Position Title Admin Support II Supply Supervisor Supply Systems Specialist Supply Worker TOTAL 2005-06 Revised 0 1 1 2 4 2006-07 Revised 1 1 1 2 5 2007-08 Revised 1 1 1 2 5 2008-09 Adopted 1 1 1 2 5 Significant Budget and Staffing Changes Fiscal year 2009-10 reflects ongoing base budget reductions. 173 2008-09 Revised 1 1 1 2 5 2009-10 Adopted 1 1 1 2 5 City of Chandler 2009-10 Adopted Budget Department Budgets – Management Services FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government Management Services 1230 Accounting A ccounting is responsible for maintaining accurate financial records and providing timely financial information to the public, bondholders, grantors, auditors, City Council and City management. This division is responsible for the areas of general ledger, accounts payable, accounts receivable, payroll, special assessments, fixed assets, cash management, investments, debt management and grant accounting. 2009-10 Performance Measurements Goal: Effectively perform accounts payable, payroll and other accounting functions for City departments. Objective: ♦ Process City payroll, accounts payable vendor payments, and Special Assessment billings accurately and in a timely manner. Measures Accounts payable payments processed Payroll payments processed Accounts payable accuracy Average days to process 2006-07 Actual 22,354 48,382 99% 7 2007-08 Actual 22,631 51,778 99% 7 2008-09 Projected 23,000 48,500 99% 7 2008-09 Year End Estimate * 24,138 53,335 99% 7 2009-10 Projected 23,500 52,000 99% 7 Goal: Coordinate the annual financial statement audit and prepare the Comprehensive Annual Financial Report (CAFR). Objectives: ♦ Continue to comply with the Government Finance Officers Association’s Certificate of Achievement for Excellence in Financial Reporting program by obtaining annual award. ♦ Complete the annual financial statement audit by October 31 and release the CAFR by November 30. Measures Consecutive years for GFOA Certificate of Achievement for Excellence in Financial Reporting award Audit completion date Financial report completion date 2006-07 Actual 25 10/30/07 12/21/07 2007-08 Actual 26 10/30/08 12/22/08 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 27 10/29/09 11/30/09 27 10/29/09 11/30/09 28 10/28/10 11/30/09 Goal: Maintain adequate internal controls and adhere to generally accepted accounting principles. Objectives: ♦ Maintain compliance with applicable federal and state mandates concerning financial matters. ♦ Maintain adherence with financial accounting and reporting standards set by the Governmental Accounting Standards Board. Measures Compliance with federal and state mandate 2006-07 Actual In Compliance 2007-08 Actual In Compliance * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated”. Note: All measurements are through June 30th, the last day of the fiscal year. 174 2008-09 Projected In Compliance 2008-09 Year End Estimate * In Compliance 2009-10 Projected In Compliance City of Chandler 2009-10 Adopted Budget Department Budgets – Management Services    ACCOUNTING – 1230    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Capital Replacement Total Cost Center-1230 General Fund Special Assessment Fund Grand Total 2007-08 Actual $1,127,602 54,416 21,334 871 6,320 3,413 $1,213,956 2008-09 Adopted Budget $ 1,283,194 99,100 39,700 4,500 10,330 8,141 1,959 $ 1,446,924 2008-09 Adjusted Budget $ 1,309,432 88,617 39,250 4,976 8,746 7,327 2,409 $ 1,460,757 2008-09 Estimated $ 1,251,855 77,917 30,800 2,500 4,285 3,600 2,409 $ 1,373,366 2009-10 Adopted Budget $ 1,327,892 105,357 12,500 1,976 5,170 5,380 1,959 $ 1,460,234 $ 1,321,661 138,573 $ 1,460,234 % Change Adopted To Adopted 3.48% 6.31% -68.51% -56.09% -49.95% -33.91% 0.00% 0.92% Authorized Positions Position Title Accountant Accounting Manager Accounting Specialist Accounting Supervisor Executive Assistant Payroll Specialist Senior Accounting Specialist TOTAL 2005-06 Revised 3 1 4 1 1 2 4 16 2006-07 Revised 3 1 5 1 1 2 4 17 2007-08 Revised 3 1 5 1 1 2 4 17 2008-09 Adopted 3 1 5 1 1 2 4 17 2008-09 Revised 3 1 5 1 1 2 4 17 2009-10 Adopted 3 1 5 1 1 2 4 17 Significant Budget and Staffing Changes Fiscal year 2009-10 reflects ongoing base budget reductions plus the transfer of the GASB/Arbitrage Consulting contracts and bond administrative fees from cost center 1290 - Non-Departmental. 175 City of Chandler 2009-10 Adopted Budget Department Budgets – Management Services FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government Management Services 1240 Tax and License T he Tax and License Division administers the collection of Transaction Privilege (Sales) and Use taxes and issues tax and special regulatory licenses. Licensing provides general information to the public, processes tax returns and payments, and processes all tax and special regulatory license applications. License Compliance ensures businesses operating in the City are properly licensed. Revenue Collection recovers delinquent tax revenues owed to the City. Tax Audit provides taxpayer education, tax code guidance and interpretation, and conducts audits of taxpayer records to enhance voluntary compliance. 2009-10 Performance Measurements Goal: To administer the City’s ordinances to ensure voluntary compliance with the privilege (sales) tax and special regulatory licensing requirements through fair, consistent, and equitable treatment of all businesses and citizens. Objectives: ♦ Process tax returns and license applications in accordance with code requirements and established performance standards. ♦ Maintain a high level of customer satisfaction through the continuous enhancement of business processes and technology. ♦ Promote the use of e~Tax to increase the electronic filing of tax and license transactions. ♦ Promote voluntary compliance through taxpayer education, compliance audits, and timely collections. 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 95% 95% 100% 95% 100% Process regulatory license applications timely (2) per code requirements N/A N/A 100% 98% 100% Implement at least five business process or (2) technology improvements N/A N/A 5 9 5 Increase the number of taxpayers using (2) e~Tax to file electronically by at least 5% N/A N/A 5% 5% 5% Measures Process 100% of tax returns, license (1) applications, and payments, on time 2006-07 Actual Conduct at least 24 taxpayer education events Verify taxpayer compliance through review of (3) at least 1% of total tax accounts 26 60 28 24 24 0.2% 0.42% 0.5% 0.6% 0.75% Limit tax delinquency rate to <20% of total accounts 23% 24.6% 20% 22.5% 22% (1) (2) (3) Prior to FY2007-08 the measurement was “tax returns and maintenance items” New measure effective July 1, 2008. Measure statement percentage was 0.5% for FY 2007-08. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated”. Note: All measurements are through June 30th, the last day of the fiscal year. 176 City of Chandler 2009-10 Adopted Budget Department Budgets – Management Services    TAX AND LICENSE– 1240    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Contingency/Reserve Equipment/Office Furniture Total Cost Center-1240 General Fund 2007-08 Actual $ 1,221,389 27,304 28,439 3,223 10,093 6,460 130 $ 1,297,038 2008-09 Adopted Budget $ 1,585,917 24,000 22,602 3,800 7,500 7,450 $ 1,651,269 2008-09 Adjusted Budget $ 1,587,531 37,508 25,487 3,300 7,185 7,600 500 $ 1,669,111 2008-09 Estimated $ 1,494,331 35,000 27,483 1,983 5,600 7,100 $ 1,571,497 2009-10 Adopted Budget $ 1,661,219 19,325 27,912 2,200 5,600 6,450 $ 1,722,706 $ 1,722,706 % Change Adopted To Adopted 4.75% -19.48% 23.49% -42.11% -25.33% -13.42% N/A N/A 4.33% Authorized Positions Position Title Administrative Specialist Administrative Support II Customer Services Manager Customer Services Representative Customer Services Supervisor Lead Tax Auditor License Inspector Meter Reader Meter Reading Supervisor Revenue Collector Senior Management Assistant Senior Tax Auditor Systems Analyst Tax and License Manager Tax & License Representative Tax and License Specialist Tax and Utilities Representative Tax and Utility Services Manager Tax Audit Supervisor Tax Auditor Water Service Investigator TOTAL 2005-06 Revised 1 1 2 9 2 0 0 8 1 1 0 0 0 0 0 1 3 1 1 4 1 36 2006-07 Revised 1 0 2 11 2 0 0 8 1 2 0 0 1 0 0 1 3 1 1 6 1 41 2007-08 Revised 1 0 0 0 1 0 0 0 0 2 0 6 1 1 6 1 1 0 1 0 0 21 2008-09 Adopted 1 0 0 0 1 0 0 0 0 2 1 6 1 1 6 1 1 0 1 0 0 22 2008-09 Revised 1 0 0 0 1 1 1 0 0 2 1 5 0.5 1 6 1 0 0 1 0 0 21.5 2009-10 Adopted 1 0 0 0 1 1 1 0 0 2 1 5 0.5 1 6 1 0 0 1 0 0 21.5 Significant Budget and Staffing Changes During fiscal year 2008-09, one Senior Tax Auditor position was reclassified to a Lead Tax Auditor, one Tax and Utilities Representative was reclassified to a Tax and License Specialist, and one Tax and License Specialist was reclassified to a License Inspector. One Systems Analyst position is split between cost centers 1240 – Tax & License and 1245 - Utility Services. Fiscal year 2009-10 reflects ongoing base budget reductions. 177 City of Chandler 2009-10 Adopted Budget Department Budgets – Management Services FUNCTION: DEPARTMENT: General Government Management Services COST CENTER: DIVISION: 1245 Utility Services The Utility Services Division, also known as Customer Service, provides a single point of contact for customers for utilities, billing and collecting user charges for the operation of the water, wastewater and sanitation systems. This Division provides the highest quality of customer service possible. 2009-10 Performance Measurements Goal: Fairly and accurately, with a high level of customer satisfaction, provide information and services to Chandler and utility customers. Objectives: ♦ Provide efficient and friendly services to new residents requiring utility services. ♦ Obtain timely and accurate water meter readings to facilitate the issuance of utility bills on schedule. ♦ Facilitate on-time payments and collect delinquent receivables to minimize write-offs. Measures Activate utility accounts on date specified by customer 100% of the time Read meters with an accuracy rate of 100% Issue 99% of utility bills within three days of meter reading Process all payments on day received Process payments with an accuracy rate of 100% Write-off <.5% of total revenue (1) (2) 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 100% 99.8% 100% 99.8% 100% 99.5% 100% (1) 99.9% 100% 99.9% 99% 95% 99% 98% 99% 100% 99.5% 100% 99.6% 100% 99% 0.5% 99.5% 0.5% 100% 0.5% 100% 0.5% 100% ( ) 0.7% 2 2006-07 Actual Installation of new meters has improved accuracy, was 2 errors per K(1,000) reads returning to 1 error per K. Increase in write-offs anticipated as a result of economic conditions. * 2008-09Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 178 City of Chandler 2009-10 Adopted Budget Department Budgets – Management Services    UTILITY SERVICES – 1245    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Contingency/Reserve Total Cost Center-1245 General Fund 2007-08 Actual $ 1,184,744 97 108,614 25,663 1,983 7 51,557 $ 1,372,665 2008-09 Adopted Budget $ 1,235,866 1,000 89,216 19,877 3,745 74,214 2,419 $ 1,426,337 2008-09 Adjusted Budget $ 1,321,008 1,000 90,178 27,758 3,445 87,957 2,419 $ 1,533,765 2008-09 Estimated $ 1,297,368 1,000 92,534 29,758 2,745 500 85,937 $ 1,509,842 2009-10 Adopted Budget $ 1,373,110 1,000 90,105 27,758 2,745 65,000 2,419 $ 1,562,137 $ 1,562,137 % Change Adopted To Adopted 11.11% 0.00% 1.00% 39.65% -26.70% N/A -12.42% 0.00% 9.52% Authorized Positions Position Title Administrative Specialist Customer Services Supervisor Customer Services Representative Senior Utility Meter Technician Systems Analyst Tax and Utilities Representative Utility Billing Representative Utility Meter Technician Utility Meter Technician Supervisor Utility Services Business Manager TOTAL 2005-06 Revised 0 0 0 0 0 0 0 0 0 0 0 2006-07 Revised 0 0 0 0 0 0 0 0 0 0 0 2007-08 Revised 1 1 5 1 0 2 0 8 1 1 20 2008-09 Adopted 1 1 5 1 0 2 0 8 1 1 20 2008-09 Revised 1 1 0 1 0.5 2 5 8 1 1 20.5 2009-10 Adopted 1 1 0 1 0.5 2 5 8 1 1 20.5 Significant Budget and Staffing Changes During fiscal year 2008-09, five Customer Service Representative positions were reclassified to Utility Billing Representatives and one Systems Analyst position was split between cost centers 1240 - Tax and License and 1245 – Utility Services. Fiscal year 2009-10 reflects ongoing base budget reductions. 179 City of Chandler 2009-10 Adopted Budget Department Budgets – Management Services FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government Management Services 1260 Risk Management Risk Management is responsible for the operation of a comprehensive risk management program. The division provides the insurance coverage for City facilities, vehicles and equipment as well as administration of the selfinsurance liability program and acquisition of commercial insurance products. This division provides loss prevention services through accident investigation and analysis, liability claims adjusting and litigation management services. Additional responsibilities include management of the City’s self-insured worker compensation and safety programs. 2009-10 Performance Measurements Goal: Provide a comprehensive program whereby the exposure to the accidental loss of personnel, property or financial resources is reduced to the lowest possible level consistent with the economic viability of the City. Objectives: ♦ Monitor and resolve all liability and property claims against the City. ♦ 24-hour contact for all claims. ♦ Internally adjust all claims under $10,000. ♦ Maintain “Cost of Risk” indicator at or below 2%. Measures 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected Claims filed 300 358 331 242 361 24-hour response time for 95% of filings 300 358 318 242 361 Claims filed <$5,000 286 342 318 236 318 0.01 0.01 0.01 0.01 0.01 91 111 96 87 96 Cost of risk (1) Liability and property subrogation (1) “Cost of risk” equals = Claims paid, Expenses + Risk Mgmt. Administration + Insurance Premiums divided by City of Chandler Total Operating Budget. Goal: Provide a cost effective self-insured worker compensation program inclusive of third party claims administration and management. Objective: ♦ Reduce premium cost by one to two cents per $100.00 of annual (calendar year) payroll cost. Measures Claims filed Total premium cost 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 142 161 165 160 170 $68,201 $74,175 $78,000 $82,096 $90,000 * 2008-09Year End Estimate reflects “six months actual” and “six months estimated”. Note: All measurements are through June 30th, the last day of the fiscal year. 180 City of Chandler 2009-10 Adopted Budget Department Budgets – Management Services    RISK MANAGEMENT – 1260    Goal: Provide for and monitor a broad and comprehensive safety program, and ensure that the program is in compliance with all state and federal Occupational Safety and Health Acts. Objective: ♦ Monitor and affect the number of lost days via an aggressive Return to Work/Modified Duty program. Measures Lost days Lost personnel hours 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 471 506 600 522 500 3,786 4,048 4,800 4,176 4,000 * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated”. Note: All measurements are through June 30th, the last day of the fiscal year. 181 City of Chandler 2009-10 Adopted Budget Department Budgets – Management Services    RISK MANAGEMENT – 1260    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingency/Reserve Machinery/Equipment Equipment/Office Furniture Total Cost Center-1260 Workers Comp. Self-Insurance Self-Insurance Grand Total 2007-08 Actual $ 573,879 124,620 5,689 622 4,383 916,453 33,966 5,411 6,359 $ 1,671,382 2008-09 Adopted Budget $ 640,334 153,805 17,891 1,378 10,459 1,579,864 40,475 7,021 163,779 244 513 $ 2,615,763 2008-09 Adjusted Budget $ 653,639 153,805 18,246 1,378 9,066 1,570,117 40,475 6,384 44,071 244 536 $ 2,497,961 2008-09 Estimated $ 673,559 139,200 16,597 1,315 7,246 1,246,600 40,516 5,871 200 $ 2,131,104 2009-10 Adopted Budget $ 679,415 135,750 15,183 1,250 7,472 1,406,624 51,000 6,021 $ 2,302,715 $ 689,746 1,612,969 $ 2,302,715 % Change Adopted To Adopted 6.10% -11.74% -15.14% -9.29% -28.56% -10.97% 26.00% -14.24% -100.00% -100.00% -100.00% -11.97% Authorized Positions Position Title Administrative Specialist Occupational Health Nurse Risk Management Svcs. Specialist Risk Manager Safety Administrator Safety Analyst Senior Risk Claims Examiner TOTAL 2005-06 Revised 1 1 1 1 1 1 1 7 2006-07 Revised 1 1 1 1 1 1 1 7 2007-08 Revised 0 1 2 1 1 1 1 7 2008-09 Adopted 0 1 2 1 1 1 1 7 2008-09 Revised 0 1 2 1 1 1 1 7 2009-10 Adopted 0 1 2 1 1 1 1 7 Significant Budget and Staffing Changes Fiscal year 2009-10 reflects ongoing base budget reductions for travel, training, education and insurance premiums. 182 City of Chandler 2009-10 Adopted Budget Department Budgets – Management Services FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government Management Services 1261 Risk Management Liaibilities Budget Summary Description Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Machinery/Equipment Equipment/Office Furniture Street Improvements Park Improvements Wastewater System Improvements Total Cost Center-1261 Workers Comp. Self-Insurance Self-Insurance Grand Total 2007-08 Actual $ 580,872 46,625 272,436 1,505,499 100,322 $2,505,754 2008-09 Adopted Budget $ 639,000 87,565 243,750 1,800 3,350,000 1,000 3,500 11,400 1,750 385,000 40,000 500 $ 4,765,265 2008-09 Adjusted Budget $ 644,111 397,615 416,946 1,800 2,873,862 1,000 3,500 11,400 1,750 389,431 46,504 500 $ 4,788,419 2008-09 Estimated $ 443,000 353,250 284,500 900,000 40,000 $ 2,020,750 2009-10 Adopted Budget $ 639,000 330,865 267,000 3,518,400 10,000 $ 4,765,265 $ 600,000 4,165,265 $ 4,765,265 % Change Adopted To Adopted 0.00% 277.85% 9.54% -100.00% 5.03% -100.00% -100.00% -100.00% -100.00% -97.40% -100.00% -100.00% 0.00% Significant Budget and Staffing Changes The nature of self-insurance is unpredictable in that it requires estimating for unusual expenses that may vary significantly from year to year. 183 City of Chandler 2009-10 Adopted Budget Department Budgets – Management Services FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government Management Services 1265 Environmental Management E nvironmental Management provides environmental regulatory compliance oversight of City operations and facilities, as well as performing environmental clean-up services when environmental releases or spills have occurred on City property. This division assures that the City performs environmental due diligence on all property acquisitions and dedication of real property to the City. This division also maintains the central environmental compliance files for the City. 2009-10 Performance Measurements Goal: Provide a comprehensive program whereby the exposure through environmental non-compliance is reduced to the lowest possible level consistent with the economic viability of the City. Objectives: ♦ Monitor and resolve environmental non-compliance issues of City operation. ♦ Evaluate likely cases of non-compliance and develop corrective action plans. Measures Environmental evaluations performed 2006-07 Actual 4 2007-08 Actual 5 2008-09 Projected 15 2008-09 Year End Estimate * 10 2009-10 Projected 10 Goal: Provide support to City Departments performing Environmental Due Diligence for real property acquisitions and dedications. Objective: ♦ To review environmental due diligence investigations and other environmental investigations in evaluating property acquisitions and redevelopment parcels in a timely manner. Measures 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected Percent of investigations reviewed within five working days of receipt 81% 95% 85% 95% 90% Total number of Environmental Investigations reviewed 217 131 190 160 150 Goal: Provide support to City Departments by maintaining Central Environmental Compliance files for the City of Chandler operations. Objective: ♦ To store and maintain files of all communications with environmental regulatory agencies and keep records of all required compliance documents related to City operations. Measures New Records stored in electronic format (pages) 2006-07 Actual 42,729 2007-08 Actual 13,000 * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated”. Note: All measurements are through June 30th, the last day of the fiscal year. 184 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 19,000 14,000 13,000 City of Chandler 2009-10 Adopted Budget Department Budgets – Management Services    ENVIRONMENTAL MANAGEMENT – 1265    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Rents/Utilities Other Charges/Services Equipment/Office Furniture Capital Replacement Total Cost Center-1265 Uninsured Liability 2007-08 Actual $ 361,083 151,057 13,855 5,868 32,334 2,969 38 273 $ 567,477 2008-09 Adopted Budget $ 369,835 76,072 24,070 1,000 11,175 41,200 9,750 $ 533,102 2008-09 Adjusted Budget $ 377,639 83,887 24,959 1,000 9,950 46,000 7,173 $ 550,608 2008-09 Estimated $ 373,468 5,000 21,750 300 4,000 46,000 4,600 $ 455,118 2009-10 Adopted Budget $ 370,788 205,000 22,666 400 3,300 48,000 2,000 $ 652,154 $ 652,154 % Change Adopted To Adopted 0.26% 169.48% -5.83% -60.00% -70.47% 16.50% -79.49% N/A N/A 22.33% Authorized Positions Position Title Administrative Specialist Environmental Program Coord. Environmental Program Manager Environmental Program Specialist Records Management Specialist TOTAL 2005-06 Revised 1 0 1 1 0 3 2006-07 Revised 1 1 1 1 0 4 2007-08 Revised 1 1 1 1 0 4 2008-09 Adopted 0.65 1 1 1 0 3.65 2008-09 Revised 0.5 1 1 1 0 3.5 2009-10 Adopted 0.5 1 1 1 0 3.5 Significant Budget and Staffing Changes During fiscal year 2008-09, one Administrative Specialist position is reduced by 0.15 FTE’s. Fiscal year 2009-10 reflects one-time increases for rent and asbestos assessments and ongoing base budget reductions. 185 City of Chandler 2009-10 Adopted Budget Department Budgets – Management Services FUNCTION: DEPARTMENT: General Government Management Services COST CENTER: DIVISION: 1266 Environmental Management Liabilities Budget Summary Description Personnel Services Professional/Contract Operating Supplies Total Cost Center-1266 Uninsured Liability 2007-08 Actual $ 308 5,675 1,125 $ 7,108 2008-09 Adopted Budget $ 377,600 95,600 $ 473,200 2008-09 Adjusted Budget $ 389,588 95,600 $ 485,188 2008-09 Estimated $ 200,000 7,000 $ 207,000 2009-10 Adopted Budget $ 377,600 95,600 $ 473,200 $ 473,200 % Change Adopted To Adopted N/A 0.00% 0.00% 0.00% Significant Budget and Staffing Changes Cost center funding reflects unforeseen environmental clean-up services that may occur on City Property and by nature is difficult to predict. 186 City of Chandler 2009-10 Adopted Budget Department Budgets – Management Services FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government Management Services 1270 Fleet Services Fleet Services provides preventive maintenance, repairs, and support for City vehicles. Specification writing, fabrication/welding, budget support, fuel control, and accident damage repair coordination are some of the main functions. This division also oversees compliance with local, state and federal statutes as they apply to vehicles. 2009-10 Performance Measurements Goal: Provide a safe, efficient and cost-effective fleet of vehicles and other equipment to all City departments and maintain a high level of quality and professional maintenance on all City owned equipment. Objectives: ♦ Provide preventive maintenance and repairs to City vehicles and equipment to ensure the safety of employees and the public. ♦ Maintain the citywide vehicle replacement program, minimize cost and downtime, monitor and replace City owned vehicles at set replacement criteria. Measures 2006-07 Actual Accidents attributed to equipment failure 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 0 0 0 0 0 Replace city owned vehicles at set criteria 91% 90% 100% 90% 98% Preventive maintenance compliance rate 94% 95% 100% 95% 98% Goal: Maintain compliance with federal and state mandates with regards to safety and environment. Objectives: ♦ Maintain minimal downtime of vehicles and equipment in order to increase employee productivity. ♦ Maintain a high level of customer satisfaction for repair and preventive maintenance services. Measures Service Rating Results: Excellent Above average Average Poor Work orders Factory warranty 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 31% 55% 13% 1% 45% 51% 3% 1% 40% 55% 4% 1% 45% 51% 3% 1% 50% 48% 1% 1% 7,548 5,825 6,600 5,825 6,200 466 425 480 425 420 * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated”. Note: All measurements are through June 30th, the last day of the fiscal year. 187 City of Chandler 2009-10 Adopted Budget Department Budgets – Management Services    FLEET SERVICES - 1270    Budget Summary 2007-08 Actual Description Personnel Services $ 1,026,543 Professional/Contract 327 Operating Supplies 23,302 Repairs/Maintenance Communications/Transportation 6,128 Insurance/Taxes Other Charges/Services 2,045 Contingency/Reserve Machinery/Equipment 73,308 Total Cost Center-1270 $ 1,131,653 General Fund Fleet Replacement Grand Total 2008-09 Adopted Budget $ 1,129,571 2,500 101,147 6,076 11,650 250 10,025 6,453 $ 1,267,672 2008-09 Adjusted Budget $ 1,152,474 2,500 91,092 6,076 6,663 250 3,707 30,000 $ 1,292,762 2008-09 Estimated $ 1,124,060 500 78,726 6,076 5,963 250 1,564 30,000 $ 1,247,139 2009-10 Adopted Budget $ 1,166,763 600 19,473 4,576 4,963 250 1,025 59,000 $ 1,256,650 $ 1,227,650 29,000 $ 1,256,650 % Change Adopted To Adopted 3.29% -76.00% -80.75% -24.69% -57.40% 0.00% -89.78% -100.00% N/A -0.87% Authorized Positions Position Title Administrative Specialist Fleet Inventory Specialist Fleet Services Manager Fleet Services Supervisor Fleet Technician Service Equipment Worker TOTAL 2005-06 Revised 1 1 1 1 9 1 14 2006-07 Revised 1 1 1 1 9 1 14 2007-08 Revised 1 1 1 1 9 1 14 2008-09 Adopted 1 1 1 1 9 1 14 2008-09 Revised 1 1 1 1 9 1 14 2009-10 Adopted 1 1 1 1 9 1 14 Significant Budget and Staffing Changes Fiscal year 2009-10 reflects reductions to temporary personnel services and ongoing base budget funding. 188 City of Chandler 2009-10 Adopted Budget Department Budgets – Management Services FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government Management Services 1290 Non Departmental Budget Summary Description Personnel Services Professional/Contract Operating Supplies Insurance/Taxes Rents/Utilities Other Charges/Services Contingency/Reserve Land/Improvements Building/Improvements Street Improvements Park Improvements Capital Replacement Total Cost Center-1290 2007-08 Actual $ 300,363 3,585,918 4,142 1,434,066 991,349 418,903 8,710,680 1,022,296 133,487 1,800 $16,603,004 2008-09 Adopted Budget $ 3,121,130 4,503,990 1,037,320 1,885,000 1,129,335 16,381,682 199,760,664 3,400,000 2,704,430 225,000 $234,148,551 2008-09 Adjusted Budget $ 381,881 5,787,793 1,037,320 1,885,000 1,151,065 17,195,746 327,134,070 4,172,305 60,691,573 188,079 366,736 225,000 $ 420,216,568 2008-09 Estimated $ 150,000 3,181,449 2,270 1,818,595 1,074,153 985,303 974,217 6,267,010 200,000 $14,652,997 2009-10 Adopted Budget $ 6,865,233 1,557,240 1,110,800 1,840,000 1,209,400 7,723,478 157,818,380 900,000 2,596,930 225,000 $ 181,846,461 % Change Adopted To Adopted 119.96% -65.43% 7.08% -2.39% 7.09% -52.85% -21.00% -73.53% -3.97% N/A N/A 0.00% -22.34% Significant Budget Changes Contingency, reserves and carryforward for prior year encumbrances are reflected within this cost center. The 2009-10 proposed budget includes one-time funding for additional costs of voluntary separation/retirement incentives. 189 City of Chandler 2009-10 Adopted Budget Department Budgets – Management Services    NON DEPARTMENTAL - 1290    Fund Designation 101 102 214 215 216 217 218 219 224 227 230 233 234 236 410 411 412 415 420 423 424 431 433 440 441 465 470 475 480 603 604 605 606 611 614 615 616 625 626 635 711 712 713 714 736 737 738 739 740 834 836 837 902 General Fund Police Forfeiture Fund Prop 400 Revenue Fund Highway User Revenue Fund Local Transportation Assistance Fund Grants Fund HOME Program Fund Community Development Block Grant Fund Public Housing Authority Family Sites Public Housing Authority Elderly and Scattered Site Public Housing Authority Management Housing Authority Section 8 Voucher Fund Capital Fund Program Grant Fund Proceeds Reinvestment Projects Fund HURF Revenue Bond Fund Street Bond Fund Storm Sewer GO Bond Fund Arterial Street Impact Fund Park Bond Fund Municipal Arts Fund Park System Development Fund Library Impact Fund Art Center Bond Fund Public Building Impact Fees Fund Public Facility Bond Fund Police Impact Fund Fire Bond Fund Fire Impact Fund Special Assessment Fund Water System Development Fund Water Resource System Development Fees Fund Water Operating Fund Reclaimed Water System Development Fund Wastewaster Bond Fund Wastewater System Development Fund Wastewater Operating Fund Wastewater Industrial Process Treatment Facilty Fund Solid Waste Operating Fund Solid Waste New Container Fee Fund Airport Operating Fund Fleet Services Extended Warranty Fund Capital Replacement Fund - Contingency Computer Replacement Fund - Contingency Fleet Replacement Fund - Contingency Workers Compensation Self-Insurance Fund Self-Insurance Fund Uninsured Liability Fund Short Term Disability Self-Insurance Fund Delta Dental Self-Insurance Fund Parks and Recreation Trust Fund Library Trust Fund CIDA Development Fund In-house Capital Fund $ 119,806,495 266,000 209,000 5,368,758 800,200 530,000 20,077 692,204 64,605 60,475 4,014 5,695 28,248 4,500 1,853 156,837 113,915 252,540 250,000 37,000 870,851 2,540 37,677 13,909,960 578,497 102,540 90,891 252,540 735 3,000 3,000 14,037,404 303,000 2,000,000 191,873 7,684,700 252,474 4,318,928 262,650 44,336 6,000 2,700,000 1,047,884 174,490 502,521 535,764 557,710 475,000 2,215,000 4,100 5,063 100 2,817 Grand Total $ 181,846,461 190 City of Chandler 2009-10 Adopted Budget Department Budgets – Management Services FUNCTION: Contingencies/Reserves 2008-09 Adopted Description General Fund Contingencies General Fund Redevelopment Reserve General Fund Encumbrance Reserve General Fund Carryforward Reserve General Fund Council Reserve Special Revenue Funds Contingencies Special Revenue Funds Encumbrance Reserve Enterprise Funds Contingencies Enterprise Funds Encumbrance Reserve System Development Fees Funds Contingencies System Development Fees Funds Encumbrance Reserve System Development Fees Funds Carryforward Reserve Bond Funds Contingencies Bond Funds Carryforward Reserves Self-Insurance Funds Contingencies Self-Insurance Funds Encumbrance Reserve Other Funds Contingencies Other Funds Encumbrance Reserve Total $ $ Budget 27,666,350 28,752,000 15,739,355 35,766,540 620,563 12,061,044 1,667,845 12,129,289 12,895,316 3,155,309 3,000,007 20,843,545 19,486,270 1,101,220 166,895 1,908,306 2,800,810 199,760,664 2009-10 Adopted $ $ Budget 24,569,736 18,352,000 52,832,250 4,090,976 330,000 5,409,000 2,217,095 14,208,167 11,581,560 2,057,184 12,771,605 2,683,206 546,464 2,174,490 94,000 2,955,984 944,663 157,818,380 % Change Adopted To Adopted -11.19% -36.17% 235.67% -88.56% -46.82% -55.15% 32.93% 17.14% -10.19% -34.80% 325.72% -100.00% -86.23% N/A 97.46% -43.68% 54.90% -66.27% -21.00% A Contingency/Reserve is a budgetary amount set-aside for emergencies or unforeseen expenditures not otherwise budgeted. It is also a reserve in the event that projected revenues would fall short of actual revenues received in a given fiscal year. With the reserve, departmental expenditure line items would not have to be reduced or eliminated as long as the revenue shortfall did not exceed the reserve. The City Charter Section 5.08 requires that fund contingency and interdepartmental transfers of unencumbered appropriations be approved by the City Manager and City Council. On June 11, 1992, the City Council adopted a General Fund Reserve Policy, which became effective in fiscal year 1993-94. Under this policy, the City maintains an unrestricted General Fund contingency fund level sufficient to meet any unexpected nonrecurring expenditures. At that time, the City’s General Fund contingency reserve goal was 15% of its General Fund budget in order to achieve satisfactory bond ratings and assure the City of solvency in the event of a major unexpected General Fund or revenue shortfall which may arise during the course of the fiscal year. At the May 23, 2005 Special Council meeting Council voted to reduce the General Fund contingency reserve to 12%. This amount does not accumulate, but is recalculated annually based on the anticipated operating revenues for that fiscal year. Encumbrance reserves provide carryforward appropriation for potential purchase orders remaining open at the close of fiscal year. In addition, carryforward reserves are reflected to bring forward unencumbered funds for capital projects approved in prior years by Council. 191 City of Chandler 2009-10 Adopted Budget Department Budgets – Management Services FUNCTION: Description Capital Replacement Total General Government Public Safety Public Works Grand Total FUND: Capital Replacement 2007-08 Actual $ 4,062,236 $ 4,062,236 2008-09 Adopted Budget $ 2,702,439 $ 2,702,439 2008-09 Adjusted Budget $ 3,584,307 $ 3,584,307 2008-09 Estimated $ 775,484 $ 775,484 712 $ $ $ $ 2009-10 Adopted Budget 1,787,300 1,787,300 17,300 1,755,000 15,000 1,787,300 % Change Adopted To Adopted -33.86% -33.86% The Capital Replacement Fund was set up to allow for the initial purchase and ongoing replacement of operating capital items on a long-term basis. Initially financed through Certificates of Participation that were paid off in fiscal year 1994-95, revenues to support this fund are generated through payments from departments. Each year during the budget process, divisions indicate the items to be purchased and the amount to be included for payment within their budget. Items to be purchased in fiscal year 2009-10 include new and replacement vehicles, park maintenance equipment and communication equipment. The City will also continue its extensive review of the fleet replacement program, to maximize the accuracy and efficiency of the system. 192 City of Chandler 2009-10 Adopted Budget Department Budgets – Management Services FUNCTION: FUND: Computer Replacement Description Professional/Contract Repair/Maintenance Computer Replacement Total Computer Replacement Fund 2007-08 Actual $ 59,417 2,465,731 $ 2,525,148 2008-09 Adopted Budget $ 2,590,613 $ 2,590,613 2008-09 Adjusted Budget $ 10,486 3,080,424 $ 3,090,910 713 2008-09 Estimated $ 10,486 31,964 1,451,426 $ 1,493,876 2009-10 Adopted Budget $ 239,817 3,778,810 $ 4,018,627 $ 4,018,627 % Change Adopted To Adopted N/A N/A 45.87% 55.12% During fiscal year 2008-09, the City placed the PC portion of the Technology Replacement Program on hold. The PC replacement cycle was also revised from a four year cycle to a five year cycle. IT completed a proof of concept that tested the applicability of moving to a virtual PC or thin client solution for a majority of the PCs deployed throughout the City. The City is moving forward with a 100 user 90 day pilot beginning in June 2009 to more fully test the solution and confirm the IT estimated load factors and budget numbers. If the pilot is successful, a full-scale implementation is planned in fiscal year 2009-10. The core network infrastructure that enables communications between all City systems, the public and partners was replaced in fiscal year 2008-09 as part of the normal replacement cycle. The City also continued to replace application and file servers as needed and has made significant strides in implementing virtual server technology, reducing the number of servers required to provide the same level of service. During fiscal year 2009-10, the City plans to replace the core database servers and storage that have reached the end of their useful life. 193 City of Chandler 2009-10 Adopted Budget Department Budgets – Planning and Development PLANNING AND DEVELOPMENT DEPARTMENT Assistant City Manager Planning and Development Administration Current Planning Long Range Planning Development Services Civil Engineering Housing and Redevelopment The chart below depicts the breakdown by division for the fiscal year 2009-10 Planning and Development Budget. Subsequent pages provide cost center descriptions, goals and objectives, performance measurements, budget summaries, authorized positions and highlights of significant changes. Planning & Development Overview Expenditures by Cost Center 2007-08 Actual Expenditures 2008-09 Adopted Budget Administration $ Current Planning Long Range Planning Development Services Civil Engineering Planning/Development Capital Housing and Redevelopment TOTAL PLANNING & DEV $ 1,757,925 1,186,314 646,915 3,742,565 1,209,816 8,353,949 16,897,484 1,780,129 1,594,204 824,614 4,957,842 1,487,859 500,000 12,130,507 $ 23,275,155 Expenditures by Category Personnel & Benefits $ Operating & Maintenance Capital - Major TOTAL PLANNING & DEV $ 9,238,112 7,659,372 16,897,484 $ 10,299,851 12,475,304 500,000 $ 23,275,155 Staffing by Cost Center Administration Current Planning Long Range Planning Development Services Civil Engineering Housing and Redevelopment TOTAL PLANNING & DEV 2007-08 Revised 14.00 16.00 4.00 48.00 12.00 23.70 117.70 $ 2008-09 Adopted 14.00 15.00 4.00 47.00 12.00 23.70 115.70 194 2008-09 Estimated Expenditures $ $ $ $ 2009-10 Adopted Budget % of 2009-10 Total 1,826,569 1,554,232 818,345 4,346,600 1,268,790 500,000 8,301,669 18,616,205 $ 1,565,476 1,368,084 583,172 4,246,854 1,264,511 12,045,056 $ 21,073,153 7% 6% 3% 20% 6% 0% 57% 100% 9,977,298 8,138,907 500,000 18,616,205 $ 47% 53% 0% 100% 2008-09 Revised 14.00 15.00 4.00 47.00 12.00 23.70 115.70 9,994,647 11,078,506 $ 21,073,153 2009-10 Adopted 13.00 14.00 4.00 43.00 10.00 23.20 107.20 % of 2009-10 Total 12% 13% 4% 40% 9% 22% 100% City of Chandler 2009-10 Adopted Budget Department Budgets – Planning and Development 2008-09 Planning & Development Accomplishments  Implemented a new enterprise-wide permitting system with online records-lookup capabilities called “Accela Automation”, providing Chandler with its first-ever web-based permitting and inspections scheduling system.  Organized the City’s sixth annual Architectural Excellence Award event, where 13 owners and architects were honored for their high quality projects that complement the built environment of Chandler.  Began to promote Chandler's Green Building Program through participation in the inaugural Southwest Buildit-Green Expo & Conference, presentations to various organizations and other related events. Completed the Green Building Program web site.  In a joint effort with Economic Development, staff completed the Chandler Infill Incentive Plan, which involved revising the Commercial Reinvestment Program and the Residential Infill Program and renaming the latter to the Single-Family Infill Program.  Created a program outline to assist the small business customer through the permitting process; program implementation to occur in the upcoming fiscal year.  Reorganized an aspect of the plan review process, incorporating a weekly intradepartmental interdisciplinary team meeting to facilitate problem solving and consistency in the process.  Planning Commission and Board of Adjustment agendas are now linked electronically within www.chandleraz.gov providing accessibility to memos and attachments to the general public.  Presented to City Council for adoption the latest set of International Building Codes, including the commercial energy conservation code (for the first time in Chandler).  Transitioned from the traditional letter/envelope mailing format to a new postcard mailing format that is more environmentally friendly, saving the Department over $3,500 annually in postage and paper, as well as reducing staff-time costs.  Received a High Performing Housing Authority designation with an overall score of 97% in the Section 8 Program, and 90 out of 100 in the Public Housing Program.  Graduated 2 families from the Family Self-Sufficiency Program. Since the program began, 78 residents have graduated.  The Housing Youth program offered homework assistance, arts & crafts, games, and recreation to over 400 students ages 6-18. The “ASPIRE” program is open weekday afternoons year round. Recreation Leaders provide guidance and are positive mentors for many public housing youth.  The Youth Program offered additional programming during school intercessions. Over 150 students enjoyed a wide range of educational, physical, social and artistic activities, including field trips to Basha’s (behind the scenes), Folley & Arrowhead pools, Kiwanis Wave Pool, and Big Surf.  This year, the Housing Authority acquired four homes to lease to moderate-income seniors in senior designated communities. These homes will provide a small non-federal income stream to Housing Division.  Through the Housing Choice Voucher Program’s (Section 8) HOUSE program, the Public Housing Authority helped its first Section 8 participant acquire a new home.  Repaired, resealed, and re-striped parking lots and driveways at four family and one elderly apartment sites.  Performed an energy audit on 25 scattered site homes.  Added an additional 500 tons of landscaping granite to the family apartment sites and added an additional 300 tons of landscaping granite to nine scattered site houses. 195 City of Chandler 2009-10 Adopted Budget Department Budgets – Planning and Development FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government Planning and Development 1500 Administration P lanning and Development Administration directs the achievement of the Department mission, which is to promote the development of a community with a high quality of life, coordinate redevelopment efforts and address the basic needs of Chandler’s citizens through assistance programs which lead to self-sufficiency. Administration coordinates the activities of the divisions within the Department, and provides necessary resources and information services support. 2009-10 Performance Measurements Goal: Provide administrative leadership and coordination of department activities. Objectives: ♦ Provide management oversight of high-profile projects in the development process. ♦ Establish interdivisional teams to facilitate and coordinate large projects. Measures Number of high-profile and expedited projects submitted for review Percentage of reviews for these projects completed within 10 working days 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 221 297 200 150 125 100% 100% 100% 100% 100% 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 80% 66% 61% Goal: Promote continuing education and professional development for department employees. Objective: ♦ Ensure that 80% of employees receive professional training each year. Measures Percentage of employees participating in training opportunities 2006-07 Actual 76% 2007-08 Actual 67% Goal: Provide administrative, technical and application development support for the hardware and software systems used by the department to meet its business needs. Objective: ♦ Update program applications and develop new ones as necessary to facilitate the development review and inspection process, and to ensure that fees and fee calculations are current. ♦ Assist department staff with hardware and software issues. 2008-09 2006-07 2007-08 2008-09 Year End 2009-10 Measures Actual Actual Projected Estimate * Projected Number of permit compositions and other applications developed/updated Number of requests for assistance Percentage completed within 2 working days 171 200 300 175 160 2,880 2,095 3,500 3,000 3,000 96% 97% 95% 95% 90% * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 196 City of Chandler 2009-10 Adopted Budget Department Budgets – Planning and Development    ADMINISTRATION – 1500    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Contingency/Reserve Land/Improvements Total Cost Center-1500 General Fund 2007-08 Actual $1,464,242 19,360 43,206 3,812 11,066 6,239 210,000 $1,757,925 2008-09 Adopted Budget $1,544,892 20,800 26,337 7,400 8,400 13,800 158,500 $1,780,129 2008-09 Adjusted Budget $1,578,195 21,076 28,224 7,897 3,400 12,000 137,900 272,500 $2,061,192 2008-09 Estimated $1,455,950 52,000 23,606 7,400 8,913 6,200 272,500 $1,826,569 2009-10 Adopted Budget $ 1,494,228 20,800 25,717 7,400 6,810 10,521 $ 1,565,476 $ 1,565,476 % Change Adopted To Adopted -3.28% 0.00% -2.35% 0.00% -18.93% -23.76% -100.00% N/A -12.06% Authorized Positions Position Title Asst. Planning/Development Director Customer Service Representative Development Project Administrator Development Project Coordinator GIS Technician II Information Support Specialist Information Support Specialist II Operations Analyst Operations System Analyst Planning and Development Director Planning/Development Research Asst. Records Management Associate Senior Executive Assistant Senior Management Assistant TOTAL 2005-06 Revised 1 2 3 1 0 1 0 0 1 1 1 1 1 1 14 2006-07 Revised 2 2 3 1 0 1 0 0 1 1 1 1 1 1 15 2007-08 Revised 2 1 3 1 1 0 1 1 1 1 0 0 1 1 14 2008-09 Adopted 2 1 3 1 1 0 1 1 1 1 0 0 1 1 14 2008-09 Revised 2 1 3 1 1 0 1 1 1 1 0 0 1 1 14 2009-10 Adopted 2 0 3 1 1 0 1 1 1 1 0 0 1 1 13 Significant Budget and Staffing Changes For fiscal year 2009-10 funding for education, training and associated travel expense is reduced. One vacant Customer Service Representative position is eliminated. 197 City of Chandler 2009-10 Adopted Budget Department Budgets – Planning and Development FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government Planning and Development 1510 Current Planning Current Planning provides zoning administration and site plan review. The zoning administration function is to review private development projects to ensure consistency with the City’s General Plan, Zoning Code, and other laws and regulations; and to provide professional support to the Planning & Zoning Commission, Board of Adjustment, and City Council. Site plan review ensures compliance with all site development standards mandated by the Zoning Code and Council development policy, as well as Commission/Council conditions of development approval. 2009-10 Performance Measurements Goal: Provide technical information, guidance and assistance to a broad range of citizen and developer clientele, together with professional recommendations for decision-making by the Planning Commission, Board of Adjustment, City Council and various citizen advisory groups on all aspects of land use planning and development in the City. Objectives: ♦ Respond to developers’ applications and citizen requests in a timely and courteous manner. ♦ Present professional analysis and recommendations on all development applications to the Planning Commission, Board of Adjustment, and City Council. Measures Schedule applications for P & Z Commission agendas within 90 days Number of cases submitted 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 87% 84% 80% 80% 80% 253 198 200 151 175 Goal: Perform site plan review and field inspections to achieve conformance with all Zoning Code standards and specific conditions of City Council approval. Objectives: ♦ Review site plans, sign permits, tenant improvements, Certificates of Occupancy and home occupations. ♦ Inspect all on-site development improvements for compliance with approved plans. ♦ Enforce applicable requirements of the Zoning Code and development conditions stipulated by Council. Measures Total number of plan reviews 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 2,143 1,697 2,100 1,100 1,150 Percentage completed within 20-day turnaround time 97% 98% 97% 98% 98% Percentage of field inspections completed within 24 hours 98% 98% 98% 98% 98% * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 198 City of Chandler 2009-10 Adopted Budget Department Budgets – Planning and Development    CURRENT PLANNING – 1510    Budget Summary 2007-08 Actual Description Personnel Services $ 1,096,139 Professional/Contract 38,036 Operating Supplies 27,708 Repairs/Maintenance 1,401 Communications/Transportation 16,847 Other Charges/Services 2,028 Capital Replacement 4,155 Total Cost Center-1510 $ 1,186,314 General Fund 2008-09 Adopted Budget $1,309,837 236,650 23,482 2,800 13,633 4,000 3,802 $1,594,204 2008-09 Adjusted Budget $1,337,853 236,650 23,482 2,800 12,145 2,000 3,802 $1,618,732 2008-09 Estimated $ 1,280,110 235,000 21,400 2,400 9,920 1,600 3,802 $ 1,554,232 2009-10 Adopted Budget $1,316,281 5,000 23,882 2,900 13,033 3,186 3,802 $1,368,084 $1,368,084 % Change Adopted To Adopted 0.49% -97.89% 1.70% 3.57% -4.40% -20.35% 0.00% -14.18% Authorized Positions Position Title Administrative Specialist City Planner Executive Assistant Planner I Planner II Planning Manager Principal Planner Senior Planner Senior Site Development Inspector Site Development Coordinator Site Development Inspector Site Development Plans Examiner TOTAL 2005-06 Revised 1 0 1 4 2 1 1 0 0 1 2 3 16 2006-07 Revised 1 3 1 0 0 1 1 2 0 1 2 3 15 2007-08 Revised 1 3 1 0 0 1 1 2 1 1 2 3 16 2008-09 Adopted 1 2 1 0 0 1 1 2 1 1 2 3 15 2008-09 Revised 1 2 1 0 0 1 1 2 1 1 2 3 15 2009-10 Adopted 1 1 1 0 0 1 1 2 1 1 2 3 14 Significant Budget and Staffing Changes In fiscal year 2008-09 one-time money was budgeted for consulting services to provide an update to the residential and commercial design standards. Fiscal year 2009-10 reflects funding reduction for education, training and associated travel. One vacant City Planner position is eliminated. 199 City of Chandler 2009-10 Adopted Budget Department Budgets – Planning and Development FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government Planning and Development 1515 Long Range Planning L ong Range Planning guides and directs growth through the development of plans, policies and ordinances that preserve the character and enhance the livability of the city. Long Range Planning tracks land use and population statistics, prepares development policies and code amendments, and maintains all elements of the Chandler General Plan as required by State Statutes. 2009-10 Performance Measurements Goal: Provide professional recommendations regarding future growth and development, technical information and demographics to City Council and citizen advisory task forces. Objectives: ♦ Update and maintain the Chandler General Plan in conformance with state statutes, with particular emphasis upon compliance with Growing Smarter legislation. ♦ Prepare area plans, code amendments and development standards to implement General Plan guidelines and Council policy directives. Measures 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected Number of General Plan elements/updates adopted by Council 0 1 0 1 0 Number of specific area plans, plan amendments and Code amendments adopted by Council 2 1 3 2 2 * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 200 City of Chandler 2009-10 Adopted Budget Department Budgets – Planning and Development    LONG RANGE PLANNING – 1515    Budget Summary 2007-08 Actual Description Personnel Services $ 406,995 Professional/Contract 211,610 Operating Supplies 8,369 Repairs/Maintenance 538 Communications/Transportation 2,486 Other Charges/Services 16,797 Capital Replacement 120 Total Cost Center-1515 $ 646,915 General Fund 2008-09 Adopted Budget $ 355,760 203,500 9,804 750 3,000 251,800 $ 824,614 2008-09 Adjusted Budget $ 363,265 103,379 9,804 750 2,860 296,300 $ 776,358 2008-09 Estimated $ 389,681 136,000 15,354 750 4,360 272,200 $ 818,345 2009-10 Adopted Budget $ 383,643 9,650 9,804 750 2,850 176,475 $ 583,172 $ 583,172 % Change Adopted To Adopted 7.84% -95.26% 0.00% 0.00% -5.00% -29.91% N/A -29.28% Authorized Positions Position Title City Planner Executive Assistant GIS Technician II Planner II Planning Manager - Long Range Principal Planner Senior Planner TOTAL 2005-06 Revised 0 1 1 1 1 0 0 4 2006-07 Revised 1 1 1 0 0 0 1 4 2007-08 Revised 1 1 1 0 0 1 0 4 2008-09 Adopted 1 1 1 0 0 1 0 4 2008-09 Revised 1 1 1 0 0 1 0 4 2009-10 Adopted 1 1 1 0 0 1 0 4 Significant Budget and Staffing Changes During fiscal year 2008-09, one-time funding was budgeted for consultant services for an East Chandler Boulevard study. For fiscal year 2009-10 one-time funding for the Single Family Infill Program is provided in the amount of $100,000, decreased from $250,000 in the previous fiscal year. Additionally, $75,000 in one-time funding is provided for the Green Building Program. Funding for education, training and associated travel expense is reduced. 201 City of Chandler 2009-10 Adopted Budget Department Budgets – Planning and Development FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government Planning and Development 1530 Development Services Development Services reviews and issues permits for all development projects. Development Services also provides building and structural plan review, and building inspection associated with subdivision and site development. 2009-10 Performance Measurements Goal: To maintain public safety and quality of life standards through development plan review and onsite inspections. Objectives: ♦ Review building plans for compliance with all applicable building codes, subdivision codes, fire codes, and other regulatory requirements and standards. ♦ Respond to all building construction inspection requests within 24 hours. ♦ Provide prompt, courteous service to all customers requesting information or assistance. 2008-09 2006-07 2007-08 2008-09 Year End 2009-10 Measures Actual Actual Projected Estimate * Projected Number of plan reviews 7,264 7,473 6,000 5,560 5,200 Percent of plan reviews completed within 20 working days 99.8% 99% 99% 99% 99% 2,289 2,570 2,100 1,450 1,130 7,177 6,561 6,500 4,500 4,000 $1,183,846,670 $669,812,746 $700,000,000 $480,140,000 $500,000,000 83,382/100% 62,224/100% 50,000/100% 33,396/100% 39,990/100% Number of nonresidential projects submitted Number of permits issued Valuation of permits issued Number of building inspection requests/ Percent completed within 24 hours * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 202 City of Chandler 2009-10 Adopted Budget Department Budgets – Planning and Development    DEVELOPMENT SERVICES – 1530    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Machinery/Equipment Total Cost Center-1530 General Fund 2007-08 Actual $ 3,509,702 37,703 72,280 4,732 27,127 1,500 16,609 72,912 $ 3,742,565 2008-09 Adopted Budget $4,020,801 680,000 88,006 6,400 35,300 3,000 27,335 97,000 $4,957,842 2008-09 Adjusted Budget $ 4,103,787 180,000 96,198 6,400 31,650 3,000 24,692 97,000 $ 4,542,727 2008-09 Estimated $3,918,300 181,000 91,000 4,000 29,300 3,000 23,000 97,000 $4,346,600 2009-10 Adopted Budget $ 3,821,677 180,000 88,006 6,400 29,945 3,000 20,826 97,000 $ 4,246,854 $ 4,246,854 % Change Adopted To Adopted -4.95% -73.53% 0.00% 0.00% -15.17% 0.00% -23.81% 0.00% -14.34% Authorized Positions Position Title Administrative Specialist Building Code Specialist Building Inspector Chief Building Inspector Construction Permit Representative Customer Service Representative Customer Service Supervisor Development Services Engineer Development Services Manager Engineer Engineer Assistant Supervisor Engineer Assistant Executive Assistant Plans Examiner Principal Engineer Records Management Associate Senior Building Code Specialist Senior Building Inspector Senior Construction Permit Rep. Senior Engineer Senior Plans Examiner Structural Engineer TOTAL 2005-06 Revised 2 23 0 2 10 0 1 1 1 2 1 10 1 0 0 0 2 0 1 1 0 0 58 2006-07 Revised 2 23 0 2 7 0 1 0 1 2 0 0 1 0 0 0 2 0 1 1 0 0 43 2007-08 Revised 1 1 16 2 11 1 1 0 1 0 0 0 1 4 1 1 0 2 1 0 2 2 48 2008-09 Adopted 1 1 16 2 11 1 1 0 1 0 0 0 1 4 1 1 0 2 0 0 2 2 47 2008-09 Revised 1 1 16 2 11 1 1 0 1 0 0 0 1 4 1 1 0 2 0 0 2 2 47 2009-10 Adopted 1 1 14 2 10 1 1 0 1 0 0 0 1 4 1 1 0 2 0 0 1 2 43 Significant Budget and Staffing Changes For fiscal year 2009-10, funding for education, training and associated travel expense is reduced. Funding for building plan review services is also reduced from $600,000 to $100,000. One Construction Permit Representative position, one Senior Plans Examiner position, and two Building Inspector positions are eliminated as a part of vacancy reductions citywide. 203 City of Chandler 2009-10 Adopted Budget Department Budgets – Planning and Development FUNCTION: DEPARTMENT: General Government Planning and Development COST CENTER: 1535 DIVISION: Planning & Development Civil Engineering P lanning and Development Civil Engineering reviews civil plans and issues encroachment permits for all development projects. 2009-10 Performance Measurements Goal: To promote public safety, sustainability and maintainability of the city’s infrastructure through the development plan review process. Objectives: ♦ Review civil plans for compliance with all applicable subdivision codes and other regulatory requirements and standards. Measures % Plan reviews completed and processed within 20 (1) working days 2006-07 Actual 2007-08 Actual 2008-09 Year End Estimate * 2008-09 Projected 2009-10 Projected N/A 98.9% 95% 99% 99% Average number of reviews (1) per project N/A 3.73 3.5 3.25 3 Number of drawing sheets (1) reviewed N/A 12,405 10,800 8,500 7,000 12 6 5 10 5 1,120 341 152 584 250 Number of residential subdivisions submitted Number of residential lots created (1) New performance measures for cost center beginning in FY 2007-08. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 204 City of Chandler 2009-10 Adopted Budget Department Budgets – Planning and Development    CIVIL ENGINEERING – 1535    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Total Cost Center-1535 General Fund 2007-08 Actual $ 1,097,232 108,141 1,549 218 2,676 $ 1,209,816 2008-09 Adopted Budget $ 1,180,029 300,000 3,360 770 2,750 950 $1,487,859 2008-09 Adjusted Budget $ 1,201,192 200,000 3,360 770 1,800 $ 1,407,122 2008-09 Estimated $1,065,400 200,000 1,340 250 1,150 650 $1,268,790 2009-10 Adopted Budget $ 1,057,224 200,000 3,360 770 2,265 892 $ 1,264,511 $ 1,264,511 % Change Adopted To Adopted -10.41% -33.33% 0.00% 0.00% -17.64% -6.11% -15.01% Authorized Positions Position Title Construction Permit Representative Development Services Engineer Development Services Supervisor Engineer Assistant Engineer Assistant Supervisor Principal Plans Examiner Senior Plans Examiner TOTAL 2005-06 Revised 0 0 0 0 0 0 0 0 2006-07 Revised 3 1 0 10 1 0 0 15 2007-08 Revised 0 1 1 2 0 1 7 12 2008-09 Adopted 0 1 1 2 0 1 7 12 2008-09 Revised 0 1 1 2 0 1 7 12 2009-10 Adopted 0 1 1 0 0 1 7 10 Significant Budget and Staffing Changes Fiscal year 2009-10 reflects a funding reduction for education, training and associated travel. Funding for civil plan review services is also reduced from $300,000 to $200,000. Two vacant Engineer Assistant positions are eliminated. 205 City of Chandler 2009-10 Adopted Budget Department Budgets – Planning and Development FUNCTION: DEPARTMENT: COST CENTER: 1560 DIVISION: Planning & Development Capital General Government Planning and Development Budget Summary Description Land/Improvements Total Cost Center-1560 General Fund 2007-08 Actual $ $ - 2008-09 Adopted Budget $ 500,000 $ 500,000 2008-09 Adjusted Budget $ 500,000 $ 500,000 2008-09 Estimated $ 500,000 $ 500,000 2009-10 Adopted Budget $ $ $ - % Change Adopted To Adopted -100.00% -100.00% Significant Budget and Staffing Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions for the current year and new projects for the proposed year. 206 City of Chandler 2009-10 Adopted Budget Department Budgets – Planning and Development FUNCTION: DEPARTMENT: COST CENTER: 4650 DIVISION: Housing and Redevelopment General Government Planning and Development City of Chandler Housing and Redevelopment Division provides, facilitates, develops and manages affordable housing products and supportive services to eligible persons with limited incomes through a variety of federal, state, local and private resources. 2009-10 Performance Measurements Goal: To provide decent, safe and sanitary housing for the City’s low and moderate income citizens. Objectives: ♦ Ensure maximum availability of the city’s 303 public housing units to qualified families. ♦ Provide a comprehensive and efficient maintenance program for the city’s public housing units. ♦ Ensure that available Section 8 Program funding provides the most opportunity to assist eligible participants. ♦ As funding allows, provide supportive service programs that promote self-sufficiency and economic independence. 2008-09 2006-07 2007-08 2008-09 Year End 2009-10 Measures Actual Actual Projected Estimate * Projected Annual lease rate of all public housing units 97% 97% 97% 98% 97% Maintain utilization rate of 96% or better for Section 8 housing units 100% 99% 98% 99% 98% Percentage of vacant unit turn-arounds (1) completed within 25 days 38% 52% N/A N/A N/A Percentage of emergency work orders completed within 24 hours 100% 100% 100% 100% 100% Percentage of eligible families/members that participate in some type of self(2) sufficiency/improvement program 100% 100% N/A 100% 100% 20% 80% N/A N/A N/A Graduate 5 families/members from the Family Self-Sufficiency program each (3) year (1) Dropping measure effective FY07-08 due to new HUD mandated business practices. Grant for this program sunset in 2009; no new funds are available after 2009. (3) New measure effective FY07-08; deleted in FY07-08, no new funds are available for this program. (2) * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 207 City of Chandler 2009-10 Adopted Budget Department Budgets – Planning and Development    HOUSING AND REDEVELOPMENT – 4650    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingency/Reserve Building/Improvements Machinery/Equipment Transfer to/from Special Revenue Funds Total Cost Center-4650 General Fund PHA Family Site Fund Scattered Site Fund PHA Mgmt Fund Sec 8 Voucher Fund Capital Prog Grant Reinvestment Project Public Housing Grant Contingency Grand Total 2007-08 Actual $ 1,663,802 624,709 101,078 233,209 14,382 27,110 129,324 4,377,362 1,023,303 129,670 30,000 $ 8,353,949 2008-09 Adopted Budget $ 1,888,532 607,637 108,800 281,000 17,739 33,500 148,620 4,504,154 3,979,525 525,000 6,000 30,000 $12,130,507 2008-09 Adjusted Budget $ 1,921,810 691,276 115,924 322,283 23,083 33,500 148,620 4,504,154 3,679,525 829,743 6,000 30,000 $12,305,918 2008-09 Estimated $ 1,867,857 690,821 93,477 328,181 21,920 28,971 151,617 4,557,825 525,000 6,000 30,000 $ 8,301,669 2009-10 Adopted Budget $ 1,921,594 625,741 89,250 283,250 18,195 33,500 150,055 4,405,860 3,985,611 496,000 6,000 30,000 $12,045,056 $ 91,604 1,149,395 849,525 547,986 4,899,305 849,817 157,424 3,500,000 $ 12,045,056 % Change Adopted To Adopted 1.75% 2.98% -17.97% 0.80% 2.57% 0.00% 0.97% -2.18% 0.15% -5.52% 0.00% -85.37% -0.70% Authorized Positions Position Title Accountant Accounting Specialist Customer Service Representative Executive Assistant Family Self-Sufficiency Specialist Housing Administration Supervisor Housing & Redevelopment Manager Housing Maintenance Supervisor Housing Maintenance Worker Housing Project Coordinator Housing Quality Standards Inspector Housing Specialist Recreation Coordinator I Recreation Coordinator II Recreation Leader II TOTAL 2005-06 Revised 0.7 1 1 1 1 1 1 1 6 1 1 5 0 1 2 23.7 2006-07 Revised 0.7 1 1 1 1 1 1 1 6 1 1 5 1 0 2 23.7 2007-08 Revised 0.7 1 1 1 1 1 1 1 6 1 1 5 1 0 2 23.7 2008-09 Adopted 0.7 1 1 1 1 1 1 1 6 1 1 5 1 0 2 23.7 Significant Budget and Staffing Changes For fiscal year 2009-10, one vacant, part-time Recreation Leader II position is eliminated. 208 2008-09 Revised 0.7 1 1 1 1 1 1 1 6 1 1 5 1 0 2 23.7 2009-10 Adopted 0.7 1 1 1 1 1 1 1 6 1 1 5 1 0 1.5 23.2 City of Chandler 2009-10 Adopted Budget Department Budgets – Community Services COMMUNITY SERVICES DEPARTMENT Assistant City Manager Community Services Administration Parks Administration Parks Operations Center for the Arts Library Museum Aquatics Recreation Tumbleweed Recreation Center Buildings & Facilities Other Recreation Facilities Environmental Education Center The table below depicts the breakdown by division for the 2009-10 Community Services Department Budget. Subsequent pages provide cost center descriptions, goals and objectives, performance measurements, budget summaries, authorized positions and highlights of significant changes. Community Services Overview Expenditures by Cost Center Administration Center for the Arts Buildings and Facilities Library Library Capital Parks Administration Aquatics Parks Operations Recreation Tumbleweed Recreation Ctr Environmental Education Ctr Other Recreation Facilities Museum Parks Capital TOTAL COMMUNITY SVCS Expenditures by Category Personnel & Benefits Operating & Maintenance Capital - Major TOTAL COMMUNITY SVCS Staffing by Cost Center Administration Center for the Arts Building and Facilities Library Parks Administration Aquatics Parks Operations Recreation Tumbleweed Recreation Ctr Environmental Education Ctr Other Recreation Facilities Museum TOTAL COMMUNITY SVCS 2007-08 Actual Expenditures $ $ $ $ 2008-09 Adopted Budget 2008-09 Estimated Expenditures 954,649 1,591,949 5,498,115 6,478,967 23,841 845,127 2,358,777 6,199,859 4,424,504 362 254 813 142 31,887,863 60,265,222 $ 929,187 2,572,324 7,285,950 7,453,773 591,158 604,192 3,384,262 6,485,534 1,240,687 1,648,510 304,371 2,363,767 208,439 73,733,789 $ 108,805,943 $ 17,015,262 11,338,256 31,911,704 60,265,222 $ $ 2007-08 Revised 6.00 12.00 44.00 67.00 6.75 15.25 47.50 41.50 0.00 0.00 0.00 0.00 240.00 19,469,685 15,011,311 74,324,947 $ 108,805,943 2008-09 Adopted 6.00 12.00 44.00 67.00 4.75 15.25 47.00 8.00 13.25 3.25 17.00 2.00 239.50 209 $ $ 2009-10 Adopted Budget 915,126 1,665,668 8,089,417 6,965,708 630,785 3,155,411 6,703,625 1,755,105 1,419,236 289,230 2,223,239 297,850 16,875,973 50,986,373 $ 18,740,303 15,370,097 16,875,973 50,986,373 $ 2008-09 Revised 5.00 12.00 44.00 67.00 4.75 15.25 47.00 8.00 13.25 3.25 17.00 2.00 238.50 $ $ % of 2009-10 Total 689,844 2,093,014 6,228,603 7,716,541 11,650,629 625,415 3,357,452 6,303,440 1,024,543 1,597,934 300,386 2,421,093 394,643 39,194,572 83,598,109 1% 3% 7% 9% 14% 1% 4% 8% 1% 2% 0% 3% 0% 47% 100% 19,812,799 12,940,109 50,845,201 83,598,109 24% 15% 61% 100% 2009-10 Adopted 5.00 12.00 44.00 66.25 4.75 14.75 48.00 7.00 11.50 3.25 17.00 2.00 235.50 % of 2009-10 Total 2% 5% 19% 28% 2% 6% 20% 3% 5% 2% 7% 1% 100% City of Chandler 2009-10 Adopted Budget Department Budgets – Community Services 2008-09 Community Services Accomplishments  The Chandler Center for the Arts attracted an overall attendance of more than 280,000 people.  The Vision Kidz Art Workshops at the Vision Gallery served more than 1,650 children.  Volunteers at the Center for the Arts and Vision Gallery contributed over 11,300 hours of service.  The Chandler Center for the Arts donated more than 3,000 free tickets to nonprofit charity auctions and the Arts Pass program in order to broaden participation in the Arts.  1.4 million visitors checked out more than 2.3 million items in Chandler’s four libraries.  Over 310 library volunteers contributed 15,144 hours in support of library services during FY 2009.  Twelve nonprofit organizations were awarded funding totaling $30,000 through the City of Chandler's Special Event Sponsorship Program to assist with their events.  62 special events were offered to Chandler citizens with an attendance of over 250,000 people.  For the second year in a row, Chandler earned the national designation Playful City USA, for being a community united in supporting facilities and experiences that help create happier, smarter, and healthier children who are reaping the benefits of play.  The Tumbleweed Recreation Center sold a total of 43,002 passes: 35,626 daily passes and 7,376 monthly or annual passes.  The Tumbleweed Recreation Center was the recipient of the Southwest Contractor Magazine Masonry Design Award “Arizona Best of 2008.”  Veterans Oasis Park was the recipient of two awards: The 2008 Valley Forward Environmental ExcellenceFirst Place Crescordia Award for Park Site Development and Landscape and the 2008 American Crown Community for Outstanding Leadership in Local Government for Interdepartmental Collaboration.  The Arizona Parks & Recreation Association presented the Recreation Division with their 2008 Outstanding Adaptive Program Award for the You Look Marvelous Fashion Show.  Completed construction on Crossbow Park, West Mini Park, Tumbleweed Parks and Facilities Service Center, and Mesquite Groves Aquatic Center.  Installed shade for playgrounds at Arrowhead Meadows, Brooks Crossing, Dobson, Espee, Hoopes, Maggio Ranch, Mountain View, Navarrete, Pima, Pine Shadows, Shawnee, Stonegate, Sundance, Sunset and Snedigar Skate Park.  Resurfaced all the tennis courts and installed a new storage building at Tumbleweed Tennis Center.  New playground equipment installed at Arrowhead Meadows, Brooks Crossing, Dobson, Folley Memorial, Mountain View, Pueblo Alto, Shawnee and Sundance parks.  Converted irrigation water to reclaimed water at Ryan Park.  Began construction of the Paseo Vista Recreation Area and the new Boys and Girls Club.  Taught 8,332 participants to swim through the learn-to-swim program.  150 free swimming classes were awarded totaling $2,628. 210 City of Chandler 2009-10 Adopted Budget Department Budgets – Community Services FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government Community Services 4300 Administration Community Services Administration provides leadership and service coordination to operational divisions and information to the public on various developmental activities and facilities provided by the City. It also provides information to the City Manager's office to assist in the implementation of Council policies and achievement of Council goals. In addition, staff provides secretarial support to the Chandler Museums Advisory Board, Mayor's Committee for the Aging, Mayor's Committee for People with Disabilities, and the Parks and Recreation Board. 2009-10 Performance Measurements Goal: Provide effective administration and coordination for diverse services and programs established to enhance the quality of life for the citizens of the City of Chandler. Objectives: ♦ Develop and implement systems and procedures that will improve department operations. ♦ Provide administrative support, leadership, and coordination of departmental activities. ♦ Facilitate communication within the department, the City Manager's office and City Council to guarantee the accomplishment of goals and objectives. ♦ Monitor and evaluate the quality, quantity and satisfaction level of programs, services and facilities. Measures Percent of citizens rating overall satisfaction with Chandler leisure opportunities and services as good or better Percent of citizens rating leisure facility cleanliness and safety as satisfactory or better Percent of citizens that feel the city is meeting the demand to provide a sufficient number of leisure opportunities within the community 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate* 2009-10 Projected N/A 96% 95% 96% 95% N/A 93% 93% 98% 93% N/A 75% 90% 90% 85% (1) Leisure = Library, aquatics, parks and recreation programs, classes and/or facilities. N/A = Not Available. Cost center changed measures effective FY2006-07. (1) Attributed to the department budget reduction effort that may affect the quantity of programs and services offered to the community in FY 2009-10. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 211 City of Chandler 2009-10 Adopted Budget Department Budgets – Community Services    ADMINISTRATION - 4300    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Contingency/Reserve Capital Replacement Total Cost Center-4300 General Fund 2007-08 Actual $ 622,424 111,385 28,635 606 8,948 181,751 900 $ 954,649 2008-09 Adopted Budget $ 699,215 77,099 13,977 2,540 6,752 129,588 16 $ 929,187 2008-09 Adjusted Budget $ 601,741 101,651 20,227 2,841 5,100 131,885 66,776 $ 930,221 2008-09 Estimated $ 585,656 170,927 22,054 662 5,033 129,594 1,200 $ 915,126 2009-10 Adopted Budget $ 600,409 1,799 1,231 2,446 5,027 78,932 $ 689,844 $ 689,844 % Change Adopted To Adopted -14.13% -97.67% -91.19% -3.70% -25.55% -39.09% -100.00% N/A -25.76% Authorized Positions Position Title Community Services Director Construction Project Manager Museum Administrator Public Information Officer Senior Executive Assistant Senior Management Assistant Special Events Coordinator TOTAL 2005-06 Revised 1 1 0 1 1 1 1 6 2006-07 Revised 1 0 0 1 1 2 1 6 2007-08 Revised 1 0 1 1 1 2 0 6 2008-09 Adopted 1 0 1 1 1 2 0 6 2008-09 Revised 1 0 1 0 1 2 0 5 2009-10 Adopted 1 0 1 0 1 2 0 5 Significant Budget and Staffing Changes During fiscal year 2008-09, ongoing funding for the museum in the amount of $75,000 was transferred to cost center 4560 – Museum, and one Public Information Officer position was transferred to cost center 1070 Communications and Public Affairs. Fiscal year 2009-10 reflects ongoing base reductions to advertising, employee activities, travel, and training budgets. Special Events funding of $30,000 is transferred to cost center 4550 – Recreation. 212 City of Chandler 2009-10 Adopted Budget Department Budgets – Community Services FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government Community Services 1100 Center for the Arts Center for the Arts is responsible for the administration and production of performing arts events at the Chandler Center for the Arts. The Center is responsible for coordinating with traveling productions, local performing arts organizations and school district events. The Center has an exhibition hall in which art shows are displayed, and also coordinates activities with the Chandler Arts Commission and the Chandler Cultural Foundation. The Center’s staff provides expertise in the development of a diverse public art collection and in the selection of cultural programs. 2009-10 Performance Measurements Goal: Provide diverse quality cultural events and public art programs for all segments of the Chandler population to enjoy. Objectives: ♦ Continue development of marketing strategies to ensure the maximum usage of the Chandler Center for the Arts and Vision Gallery. ♦ Present professional and community performances and exhibitions with high public visibility. Measures Requests for Information or Service Number of Activities Annual Attendance 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 331,000 338,095 340,000 323,000 60,000 (1) 1,024 1,022 1,030 1,020 300 (1) 288,800 289,000 293,183 282,000 60,000 (1) Goal: To ensure additional resources necessary for maintaining the Center for the Arts. Objectives: ♦ Continue fund-raising program for the Chandler Cultural Foundation. ♦ Continue to recruit and retain volunteer support. ♦ Obtain trade and cash sponsorships in order to support programming efforts. Measures New donations to Foundation Funds Number of volunteer hours contributed Total cash and trade sponsorships (1) 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected $228,991 $301,367 $110,500 $201,500 11,250 11,500 11,350 11,600 1,000 (1) $130,000 $150,000 $155,000 $135,000 $50,000 (1) Projected figures represent a significant decrease over prior fiscal year due to the scheduled FY2009-10 facility renovation. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 213 $225,000 City of Chandler 2009-10 Adopted Budget Department Budgets – Community Services    CENTER FOR THE ARTS – 1100    Budget Summary 2007-08 Actual Description Personnel Services $ 922,179 Professional/Contract 432,563 Operating Supplies 72,445 Repairs/Maintenance 44,319 Communications/Transportation 35,437 Insurance/Taxes 4,196 Rents/Utilities 26,559 Other Charges/Services 9,999 Building/Improvements 22,976 Machinery/Equipment 14,621 Equipment/Office Furniture 5,755 Capital Replacement 900 Total Cost Center-1100 $ 1,591,949 General Fund Grants-in-Aid Municipal Arts Fund Grand Total 2008-09 Adopted Budget $ 958,955 449,075 44,913 49,531 23,366 5,750 20,411 16,759 1,000,000 3,564 $ 2,572,324 2008-09 Adjusted Budget $ 979,559 582,421 44,913 67,772 23,401 5,750 20,411 15,661 1,000,000 4,464 $ 2,744,352 2008-09 Estimated $ 983,876 488,657 45,254 67,263 27,410 5,750 20,418 14,294 11,846 900 $ 1,665,668 2009-10 Adopted Budget $ 1,000,246 442,061 44,913 48,938 19,921 5,750 20,411 10,774 500,000 $ 2,093,014 $ 1,343,014 500,000 250,000 $ 2,093,014 % Change Adopted To Adopted 4.31% -1.56% 0.00% -1.20% -14.74% 0.00% 0.00% -35.71% -50.00% N/A N/A -100.00% -18.63% Authorized Positions Position Title Administrative Support II Arts Center Financial Specialist Arts Center Manager Asst. Arts Center Manager Box Office Associate Box Office Supervisor Front of the House Coordinator Marketing Assistant Production Coordinator Sr. Production Coordinator Visual Arts Coordinator TOTAL 2005-06 Revised 0 1 1 1 0 1 0 1 2 1 1 9 2006-07 Revised 1 1 1 1 0 1 1 1 2 1 1 11 2007-08 Revised 1 1 1 1 1 1 1 1 2 1 1 12 2008-09 Adopted 1 1 1 1 1 1 1 1 2 1 1 12 2008-09 Revised 1 1 1 1 1 1 1 1 2 1 1 12 2009-10 Adopted 1 1 1 1 1 1 1 1 2 1 1 12 Significant Budget and Staffing Changes In fiscal year 2009-10, the professional services budget is reduced as a result of the Chandler Cultural Foundation taking over responsibility for directly paying stage, parking, concession, and other contractual labor expenses associated with performances at the center. Ongoing base reductions are also reflected in the travel and training budgets. 214 City of Chandler 2009-10 Adopted Budget Department Budgets – Community Services FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government Community Services 3200 Buildings and Facilities B uildings and Facilities is responsible for maintaining 51 City-owned buildings. This includes providing custodial care and performing preventive maintenance. Building and Facilities also provides various maintenance duties to 23 additional city facilities. 2009-10 Performance Measurements Goal: Provide the general public and employees with a clean and safe environment through the use of effective and efficient cleaning and maintenance practices. Objectives: ♦ Provide emergency service for mechanical, sanitary, and environmental problems. ♦ Maintain cost effective maintenance and custodial practices through proactive management. ♦ Provide technical assistance for remodels and assist in relocation with the least amount of disruptions. ♦ Maintain all public buildings in a maximum state of repair through use of an effective preventive maintenance program. ♦ Provide telephone services that meet Citywide needs in an efficient and timely manner. Measures 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected Number of emergency Custodial service requests completed within 2 hours N/A 213 150 200 220 Custodial expenditures per square foot N/A $2.00 $2.00 $2.00 $2.00 Building repair costs per square foot N/A $3.00 $3.00 $3.00 $3.00 Average response time for non-emergency building maintenance requests N/A 24 hrs 24 hrs 24 hrs 24 hrs Number of emergency building maintenance requests completed within 2 hours 300 335 400 400 400 3 hrs 2.5 hrs 3 hrs 2 hrs 2 hrs Average response time for in-house programming of telephone features N/A = Not Available. Cost center changed measures effective FY2006-07. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 215 City of Chandler 2009-10 Adopted Budget Department Budgets – Community Services    BUILDINGS AND FACILITIES – 3200    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Building/Improvements Machinery/Equipment Park Improvements Capital Replacement Total Cost Center-3200 General Fund 2008-09 Adopted 2007-08 Budget Actual $ 2,629,385 $ 2,792,143 245,853 407,600 547,982 604,750 121,037 176,500 16,801 22,300 (141) 1,500 1,755,207 1,492,280 6,051 16,300 141,379 1,575,244 9,041 130,000 25,520 67,333 $ 5,498,115 $ 7,285,950 2008-09 Adjusted Budget $ 2,845,275 589,774 660,555 208,298 21,336 1,500 1,492,280 13,182 1,575,244 130,272 5,238 67,333 $ 7,610,287 2008-09 Estimated $ 2,854,887 575,372 663,761 225,526 18,186 1,500 1,966,280 11,300 1,575,000 130,272 67,333 $ 8,089,417 2009-10 Adopted Budget $ 2,888,673 172,200 602,350 392,491 20,800 1,500 1,995,780 12,232 75,244 67,333 $ 6,228,603 $ 6,228,603 % Change Adopted To Adopted 3.46% -57.75% -0.40% 122.37% -6.73% 0.00% 33.74% -24.96% -95.22% -100.00% N/A 0.00% -14.51% Authorized Positions Position Title Building Maintenance Superintendent Building Maintenance Supervisor Custodial Supervisor Custodian Electrician Electrician Assistant Executive Assistant Facility Maintenance Technician HVAC Technician Lead Custodian Maintenance Planner Scheduler Maintenance Worker Senior Equipment Mechanic Telephone Services Assistant Telephone Services Coordinator Telephone Services Specialist TOTAL 2005-06 Revised 1 1 1 15 2 1 1 5 0 1 0 1 2 1 1 1 34 2006-07 Revised 1 1 1 20 2 1 1 5 0 1 0 1 3 1 1 1 40 2007-08 Revised 0 1 1 22 2 1 1 5 3 3 1 1 0 1 1 1 44 2008-09 Adopted 0 1 1 22 2 0 1 6 3 3 1 1 0 1 1 1 44 2008-09 Revised 0 1 1 22 2 0 1 7 3 3 1 0 0 1 1 1 44 2009-10 Adopted 0 1 1 22 2 0 1 7 3 3 1 0 0 1 1 1 44 Significant Budget and Staffing Changes During fiscal year 2008-09, one Maintenance Worker position was reclassified to a Facility Maintenance Technician. Fiscal year 2009-10 reflects an ongoing increase for utilities and building and grounds maintenance budgets, as well as reductions in the travel and training budgets. 216 City of Chandler 2009-10 Adopted Budget Department Budgets – Community Services FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government Community Services 4310 Library Chandler Public Library strives to assist all citizens in obtaining information to meet their diverse personal, educational, and professional needs. The Library is responsible for the selection and circulation of materials in a variety of mediums. The Library serves as a learning, educational, and cultural center for the Community, and promotes the development of appreciation for reading and learning. 2009-10 Performance Measurements Goal: Assist all citizens in obtaining information that meets their diverse personal, educational and professional needs. Objectives: ♦ Provide appropriate resources of interest for library users. ♦ Provide access to computer technology and electronic resources. ♦ Provide staff assistance to customers seeking information. Measures 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected Number of Library Cardholders 183,908 207,004 198,000 225,000 230,000 Number of Items in Collections 483,128 469,023 490,000 455,456 460,500 2,053,844 2,349,232 2,300,000 2,387,060 2,400,000 Reference Transactions 322,473 256,684 266,000 230,000 230,000 Computer Log Ins 387,220 404,156 400,000 405,000 406,000 2008-09 Year End Estimate * 2009-10 Projected Materials Circulated Goal: Serve as a learning, educational and cultural center for the community. Objective: ♦ Provide facilities that support literacy and/or community efforts. ♦ Provide literacy, informational and educational programs for a variety of age groups. Measures Library Customer Visits Number of Programs and Classes Program and Class Attendance (1) 2006-07 Actual 2007-08 Actual 1,366,137 1,408,421 1,420,000 1,500,000 1,550,000 3,642 (1) 3,786 2,900 3,500 3,500 82,316 (1) 91,558 77,000 79,500 80,000 Figures include outreach programs. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 217 2008-09 Projected City of Chandler 2009-10 Adopted Budget Department Budgets – Community Services    LIBRARY – 4310    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Building/Improvements Machinery/Equipment Equipment/Office Furniture Total Cost Center-4310 General Fund Grants-in-Aid Library Trust Grand Total 2007-08 Actual $ 4,525,312 408,403 819,701 100,724 63,963 719 481,062 42,751 21,857 1,235 13,240 $ 6,478,967 2008-09 Adopted Budget $ 4,947,224 649,500 1,100,655 124,422 81,030 495,907 55,035 $ 7,453,773 2008-09 Adjusted Budget $ 5,046,265 675,358 1,072,101 124,422 80,487 536,652 53,977 57,500 33,513 $ 7,680,275 2008-09 Estimated $ 4,662,129 483,666 957,050 113,500 66,700 544,650 19,500 50,000 68,513 $ 6,965,708 2009-10 Adopted Budget $ 5,013,364 644,018 1,305,660 122,500 83,040 482,742 51,977 13,240 $ 7,716,541 $ 6,800,541 862,000 54,000 $ 7,716,541 % Change Adopted To Adopted 1.34% -0.84% 18.63% -1.54% 2.48% N/A -2.65% -5.56% N/A N/A N/A 3.53% Authorized Positions Position Title Administrative Librarian Administrative Support II Assistant Library Manager Community Outreach Coordinator Executive Assistant Information Support Specialist Information Support Specialist II Librarian Library Access Services Coordinator Library Aide Library Aide (PT @ .5) Library Assistant Library Assistant (PT @ .5) Library Assistant (PT @ .75) Library Associate Library Manager TOTAL 2005-06 Revised 7 0 2 1.75 1 2 0 15 1 12 3.5 12 2.5 0.75 1 1 62.5 2006-07 Revised 7 1 2 1.75 1 2 0 15 1 12 5.5 12 2.5 0.75 1 1 65.5 2007-08 Revised 7 1 2 1.75 1 0 2 15.5 1 12 6 12 3 0.75 1 1 67 2008-09 Adopted 7 1 2 1.75 1 0 2 15.5 1 12 6 12 3 0.75 1 1 67 2008-09 Revised 7 1 2 1.75 1 0 2 15.5 1 12 6 12 3 0.75 1 1 67 2009-10 Adopted 7 1 2 1.5 1 0 2 15.5 1 12 5.5 12 3 0.75 1 1 66.25 Significant Budget and Staffing Changes Fiscal year 2009-10 reflects reduction to the collection development budget, preventing purchase of 687 library materials. The professional services budget was reduced, eliminating support performed by contract staff (parttime Librarian and part-time Library Aide). Travel and training budgets are reduced. One Community Outreach Coordinator position is reduced by 0.25 FTE with funding converted to temporary budget. One part-time Library Aide position is eliminated. 218 City of Chandler 2009-10 Adopted Budget Department Budgets – Community Services FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government Community Services 4320 Library Capital Capital Budget Summary Description Contingency/Reserve Building/Improvements Equipment/Office Furniture Total Cost Center-4320 Library Bond Fund Library Impact Fees Grand Total 2007-08 Actual $ $ 23,841 23,841 2008-09 Adopted Budget $ 291,158 300,000 $ 591,158 2008-09 Adjusted Budget $ 767,317 $ 767,317 2008-09 Estimated $ $ - $ $ $ $ 2009-10 Adopted Budget 695,629 10,955,000 11,650,629 7,282,696 4,367,933 11,650,629 % Change Adopted To Adopted 138.92% N/A -100.00% 1870.81% Significant Budget and Staffing Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions for the current year and new projects for the proposed year. 219 City of Chandler 2009-10 Adopted Budget Department Budgets – Community Services FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government Community Services 4510 Parks Administration Parks Administration is responsible for parkland acquisition, park planning/design, and development. 2009-10 Performance Measurements Goal: Acquire and develop parks to meet the recreational and open space needs of Chandler citizens. Objectives: ♦ Acquire land for future park needs. ♦ Design, develop, and/or renovate park facilities. ♦ Work with Chandler citizens on the design and development of Chandler parks. 2006-07 Actual Measures 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected (1) 35.37 7.11 10.00 0 0 Number of public meetings facilitated Number of parks developed and/or renovated 7 7 8 10 5 17 19 15 22 21 Number of acres acquired for parks (1) No Park Land acquisition scheduled for FY 2009-10 No * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 220 City of Chandler 2009-10 Adopted Budget Department Budgets – Community Services    PARKS ADMINISTRATION – 4510    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Machinery/Equipment Parks Improvements Capital Replacement Total Cost Center-4510 General Fund 2007-08 Actual $ 699,396 58,897 66,491 622 8,390 3,480 1,831 533 5,487 $ 845,127 2008-09 Adopted Budget $ 568,369 3,976 14,094 441 12,751 2,961 1,600 $ 604,192 2008-09 Adjusted Budget $ 580,627 16,332 17,279 825 12,500 2,288 1,900 $ 631,751 2008-09 Estimated $ 580,627 16,332 17,193 825 12,100 1,808 1,900 $ 630,785 2009-10 Adopted Budget $ 593,790 2,476 12,594 441 12,226 2,288 1,600 $ 625,415 $ 625,415 % Change Adopted To Adopted 4.47% -37.73% -10.64% 0.00% -4.12% -22.73% 0.00% N/A N/A 3.51% Authorized Positions Position Title Administrative Specialist Asst. Community Services Director Landscape Planner Museum Administrator Park & Facilities Maint. Manager Park Development & Operations Mgr. Park Planning Superintendent Public History Coordinator Recreation Coordinator I TOTAL 2005-06 Revised 1 1 1 0 0 0 1 1 0 5 2006-07 Revised 1 1 0 1 0 1 1 1 1 7 2007-08 Revised 0.75 1 0 0 1 1 1 1 1 6.75 2008-09 Adopted 0.75 1 0 0 1 1 1 0 0 4.75 Significant Budget and Staffing Changes Fiscal year 2009-10 reflects ongoing base reductions to the travel and training budgets. 221 2008-09 Revised 0.75 1 0 0 1 1 1 0 0 4.75 2009-10 Adopted 0.75 1 0 0 1 1 1 0 0 4.75 City of Chandler 2009-10 Adopted Budget Department Budgets – Community Services FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government Community Services 4520 Aquatics A quatics Division operates and maintains six aquatic centers. Four of the six aquatic centers operate with Intergovernmental Agreements with three separate school districts. The Aquatics Division offers year-round swimming programs (lessons, lap swim, extended operational hours) at various pool sites. This division is also responsible for the construction of new aquatic centers and the improvement to existing facilities. 2009-10 Performance Measurements Goal: Provide citizens with clean and safe aquatic facilities and with a diverse and comprehensive program. Objectives: ♦ Maintain an overall enrollment success rate of 70% on the learn to swim lesson program. ♦ Provide water safety education through swim lessons, jr. guard program, swim teams, certification and training programs. ♦ Continue to facilitate and coordinate the three Intergovernmental Agreements with the Chandler, Tempe High and Mesa School Districts. ♦ Continue to extend outreach programs to promote the use of our aquatic centers through U.S.A. Swimming programs, U.S.A. Synchronized Swimming programs, high school swimming and diving teams, and police beat meetings. Measures Overall enrollment success rate on swimming classes 2006-07 Actual 2007-08 Actual 2008-09 Projected 83% Annual Swimming Lesson Attendance 7,861 7,650 8,655 (1) 8,083 (2) 8,100 Annual Recreational Swim Attendance 183,825 184,640 271,825 (1) 236,544 (1) 250,600 96% 97% 97.5% 96% (1) (2) 98% 82% 2009-10 Projected 84% Overall Customer Satisfaction 86% 2008-09 Year End Estimate * 82% (2) Increase attributed to the Mesquite Groves Aquatic Center revised scheduled opening date of July 2008. Due to base budget reductions all lesson sessions were reduced in summer of 2009 by one instructor and the last hour of lessons at West Chandler was eliminated. This reduced the number of class slots offered, reducing enrollment opportunities. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 222 City of Chandler 2009-10 Adopted Budget Department Budgets – Community Services    AQUATICS – 4520    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Machinery/Equipment Capital Replacement Total Cost Center-4520 General Fund 2007-08 Actual $ 1,850,102 23,755 257,934 95,396 11,328 430 691 25,957 84,098 9,086 $ 2,358,777 2008-09 Adopted Budget $ 2,585,640 47,272 290,647 194,278 17,176 1,750 172,425 32,330 14,400 28,344 $ 3,384,262 2008-09 Adjusted Budget $ 2,652,692 46,551 294,194 201,299 29,783 1,750 172,425 30,941 57,934 29,333 $ 3,516,902 2008-09 Estimated $ 2,295,881 32,745 310,571 200,871 24,499 1,000 172,309 30,269 57,933 29,333 $ 3,155,411 2009-10 Adopted Budget $ 2,572,777 45,054 292,731 194,278 29,783 1,750 172,425 24,696 23,958 $ 3,357,452 $ 3,357,452 % Change Adopted To Adopted -0.50% -4.69% 0.72% 0.00% 73.40% 0.00% 0.00% -23.61% -100.00% -15.47% -0.79% Authorized Positions Position Title Administrative Specialist Aquatics Superintendent Aquatics Coordinator Lifeguard II (RPT @.75) Pool Maintenance Helper Pool Maintenance Mechanic Pool Maintenance Supervisor Recreation Coordinator I Recreation Coordinator II TOTAL 2005-06 Revised 0 1 1 0 0 3 0 0 0 5 2006-07 Revised 0 1 1 3.75 1.5 3 1 3 0 14.25 2007-08 Revised 1 1 0 3.75 1.5 3 1 3 1 15.25 2008-09 Adopted 1 1 0 3.75 1.5 3 1 3 1 15.25 2008-09 Revised 1 1 0 3.75 1.5 3 1 3 1 15.25 2009-10 Adopted 1 1 0 3.75 1 3 1 3 1 14.75 Significant Budget and Staffing Changes Fiscal year 2009-10 reflects reduction to temporary salary account due to the following program revisions: after school hours at Arrowhead Meadows Pool and West Chandler Aquatics Center (WCAC) eliminated; reduced summer lesson program from a nine (9) day program to an eight (8) day program; last hour of lessons at WCAC eliminated; all lesson sessions reduced by one instructor; and salary savings eliminated. One vacant, part-time Pool Maintenance Helper position eliminated and one part-time Pool Maintenance Helper position increased to full-time. Professional services, travel, training, and other expenses also reflect ongoing base budget reduction. 223 City of Chandler 2009-10 Adopted Budget Department Budgets – Community Services FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government Community Services 4530 Parks Operations P arks Operations Division maintains 1,101.63 acres of developed parkland at 58 individual park sites. Landscape maintenance is also performed for eleven Fire facilities, six Aquatic facilities, the Desert Breeze and Chandler Heights Police Substation, Paseo Trail System and the Boys and Girls Club as well as the City complex area. The Division is also responsible for administration of contracts for park mowing, restroom cleaning and Desert Breeze and Veterans Oasis lake maintenance. 2009-10 Performance Measurements Goal: Maintain public parks, facilities and grounds at the highest standards. Objectives: ♦ ♦ ♦ ♦ Apply fertilizer to all park turf acreage at a minimum of three applications per year. Apply pre-emergent herbicide to all park granite acreage at a minimum of two applications per year. Provide support for recreation sponsored events and set-ups. Ensure parks are consistently cleaned. Measures 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected Number of fertilization applications per year 175 112 183 114 120 Number of pre-emergent applications per year 130 136 138 138 142 Number of bleacher, showmobile and stage rentals for events per year 38 37 40 40 40 Number of city baseball/softball fields maintained at a minimum of three (1) times per week N/A 32 32 32 32 Number of days per week litter is (1) cleaned up in Community Parks N/A 6 6 6 6 N/A = Not Available (1) New Measure effective FY2007-08. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 224 City of Chandler 2009-10 Adopted Budget Department Budgets – Community Services    PARKS OPERATIONS – 4530    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Machinery/Equipment Capital Replacement Total Cost Center-4530 General Fund 2007-08 Actual $ 2,782,847 25,540 710,658 856,829 17,484 6,804 1,412,415 25,478 301,158 60,646 $ 6,199,859 2008-09 Adopted Budget $ 2,996,176 51,000 666,503 1,026,707 18,400 4,000 1,572,448 18,300 40,000 92,000 $ 6,485,534 2008-09 Adjusted Budget $ 3,048,678 52,659 697,752 1,097,416 23,501 4,500 1,577,059 18,882 91,178 92,000 $ 6,703,625 2008-09 Estimated $ 3,079,109 55,659 742,511 957,428 20,744 4,500 1,578,059 31,382 142,233 92,000 $ 6,703,625 2009-10 Adopted Budget $ 3,143,570 51,000 651,305 843,779 17,600 4,000 1,450,869 19,317 30,000 92,000 $ 6,303,440 $ 6,303,440 % Change Adopted To Adopted 4.92% 0.00% -2.28% -17.82% -4.35% 0.00% -7.73% 5.56% -25.00% 0.00% -2.81% Authorized Positions Position Title Contract Compliance Inspector Gardener Supervisor Groundskeeper Horticulturist Maintenance Supervisor Maintenance Worker Parks Maintenance Technician Parks Maintenance Superintendent Park Spray Technician Recreation Coordinator II Recreation Leader I @ .5 TOTAL 2005-06 Revised 0 6 22 1 3 6 0 1 0 0 0.5 39.5 2006-07 Revised 1 7 23.6 1 3 6 0 1 0 0 0.5 43.1 2007-08 Revised 1 7 27 1 3 6 0 0 1 1 0.5 47.5 2008-09 Adopted 1 8 27 0 3 6 0 0 1 1 0 47 2008-09 Revised 1 8 27 0 3 2 4 0 1 1 0 47 2009-10 Adopted 1 8 28 0 3 2 4 0 1 1 0 48 Significant Budget and Staffing Changes During fiscal year 2008-09, four Maintenance Worker positions were reclassified to Parks Maintenance Technicians. For fiscal year 2009-10, building and grounds, utility, other supplies, sprinkler parts, botanical supplies, travel, and training reflect ongoing base budget reductions. Two part-time Groundskeeper positions are converted to fulltime by reducing temporary salaries budget. 225 City of Chandler 2009-10 Adopted Budget Department Budgets – Community Services FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government Community Services 4550 Recreation R ecreation provides a year-round program that includes coordinating adult sports leagues and tournaments, youth sport camps, special events, instructional classes, programs for youth, teens, senior citizens and the physically and mentally challenged. This division operates and programs activities at the Community Center, Senior Center, Snedigar Recreation Center, Snedigar Sportsplex, Anderson Jr. High School, Willis Jr. High School, Santan K-8, Tumbleweed Park Tennis Center, Tumbleweed Recreation Center and Veterans Oasis Environmental Education Center. 2009-10 Performance Measurements Goal: Enhance the quality of life for all citizens through diverse, innovative, and affordable recreation opportunities. Objectives: ♦ Achieve excellence in customer service with efficient, friendly and qualified staff. ♦ Provide leisure opportunities for individuals of all ages. ♦ Be attuned to the Community and encourage citizen participation in the enhancement of recreation programs. ♦ Solicit donations and sponsorships in order to provide programs at an affordable cost and provide scholarship assistance. Measures 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected User Satisfaction Rate 96% 94% 95% 93% 93% Successful Recreation Classes 75% 66% 75% 70% 70% 30,468 26,420 33,000 35,000 35,000 98 49 110 75 80 $38,709 $54,448 $43,000 $49,000 $45,000 Volunteer Hours Scholarships Awarded Donations/Sponsorships *2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 226 City of Chandler 2009-10 Adopted Budget Department Budgets – Community Services    RECREATION – 4550    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Machinery/Equipment Equipment/Office Furniture Parks Improvement Capital Replacement Total Cost Center-4550 General Fund Parks & Recreation Trust Grand Total 2007-08 Actual $ 2,983,054 470,005 491,961 19,333 63,751 500 25,495 238,897 25,074 21,409 45,635 39,390 $ 4,424,504 2008-09 Adopted Budget $ 724,009 128,286 121,170 8,088 74,477 500 11,000 158,630 14,527 $ 1,240,687 2008-09 Adjusted Budget $ 741,721 394,631 219,466 68,065 74,028 500 18,014 208,519 11,620 61,756 18,918 $ 1,817,238 2008-09 Estimated $ 717,712 332,600 216,839 103,697 65,720 500 18,151 207,720 10,986 62,262 18,918 $ 1,755,105 2009-10 Adopted Budget $ 695,866 84,880 108,761 2,288 47,472 500 10,525 55,337 18,914 $ 1,024,543 $ 989,393 35,150 $ 1,024,543 % Change Adopted To Adopted -3.89% -33.84% -10.24% -71.71% -36.26% 0.00% -4.32% -65.12% N/A N/A N/A 30.20% -17.42% Authorized Positions Position Title Accounting Specialist Administrative Specialist Assistant Naturalist Customer Service Supervisor Customer Service Representative Information Specialist Marketing Assistant Management Assistant Naturalist Recreation Coordinator I Recreation Coordinator II Recreation Leader II Recreation Leader III (RPT @ .625) Recreation Leader III (RPT @ .75) Recreation Leader III Recreation Manager Recreation Superintendent Special Events Coordinator TOTAL 2005-06 Revised 0 1 0 0 4.75 0 0 0.5 0 8 3 1 0.625 0 2 1 0 0 21.875 2006-07 Revised 1 2 1 0 8.125 0 1 1 1 13 4 1 0.625 1.5 0 1 2 0 38.25 2007-08 Revised 1 2 1 1 8.875 1 0 1 1 12 5 1.5 0.625 1.5 0 1 2 1 41.5 2008-09 Adopted 0 0 0 0 1 1 0 1 1 0 0 0 0 0 0 1 2 1 8 2008-09 Revised 0 0 0 0 1 1 0 1 1 0 0 0 0 0 0 1 2 1 8 2009-10 Adopted 0 0 0 0 1 1 0 0 1 0 0 0 0 0 0 1 2 1 7 Significant Budget and Staffing Changes For fiscal year 2009-10, ongoing funding of $22,000 for Community Services of Arizona was transferred to cost center 4700 - Community Development. Special Events funding of $30,000 was transferred from cost center 4300 - Administration. Ongoing funds for telephone services were transferred to cost centers 4555 Environmental Education Center and 4559 - Other Recreation Facilities. One-time funding of $62,675 is provided for the Jazz Festival. Funding for other Signature Special Events are reduced, as well as funding for professional services, other supplies, travel, and training. One vacant Management Assistant position is eliminated. 227 City of Chandler 2009-10 Adopted Budget Department Budgets – Community Services FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government Community Services 4551 Tumbleweed Recreation Center Tumbleweed Park facilities provide year-round programs that include coordinating youth sports leagues and tournaments, adult tennis leagues and tournaments, youth camps, special events, instructional classes, and drop in fitness programs for youth, teens, adults and active adults (55+ years of age). Programs and activities are offered at the Tumbleweed Recreation Center, Tumbleweed Park, and the Tennis Center. 2009-10 Performance Measurements Goals: Assist all citizens in providing recreational activities to meet their diverse personal, educational and age appropriate needs. Enhance the quality of life for all citizens through diverse, innovative, and affordable recreational, wellness and fitness opportunities. Objectives: ♦ Achieve excellence in customer service with efficient, friendly and qualified staff. ♦ Provide leisure opportunities for individuals of all ages. ♦ Provide diverse and appropriate fitness classes, equipment, and instruction that support personal and wellness needs of individuals of all ages. ♦ Assist all citizens by providing activities to meet their diverse personal and wellness needs. (1) ♦ Achieve a 3.5 or above rating on “Tell Us What You Think” Comment Cards from TRC customers. 2008-09 2006-07 2007-08 2008-09 Year End 2009-10 Measures Actual Actual Projected Estimate * Projected User Satisfaction Rate (2) Successful recreation classes (2) Number of Passes Sold (TRC) TRC Annual Visitors (2) (2) “Tell Us What You Think” (2) Comments (1) (2) N/A N/A 95% 95% 96% N/A N/A 65% 40% 50% N/A N/A 10,502 10,502 11,002 N/A N/A 280,000 280,000 290,000 N/A N/A 3.5 4.0 3.75 TRC = Tumbleweed Recreation Center. New measure added during fiscal year 2008-09. *2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 228 City of Chandler 2009-10 Adopted Budget Department Budgets – Community Services    TUMBLEWEED RECREATION CENTER - 4551    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Total Cost Center-4551 General Fund Grants-in-Aid Parks & Recreation Trust Grand Total 2007-08 Actual $ 362 362 $ 2008-09 Adopted Budget $ 1,181,841 312,854 102,042 1,533 13,300 2,415 34,525 $ 1,648,510 2008-09 Adjusted Budget $ 1,252,844 268,781 102,042 1,533 11,800 2,415 33,332 $ 1,672,747 2008-09 Estimated $ 999,119 223,057 141,921 1,533 20,716 1,500 1,000 30,390 $ 1,419,236 2009-10 Adopted Budget $ 1,193,725 249,228 105,846 5,411 19,500 1,500 2,649 20,075 $ 1,597,934 $ 1,588,834 1,000 8,100 $ 1,597,934 % Change Adopted To Adopted 1.01% -20.34% 3.73% 252.97% 46.62% N/A 9.69% -41.85% -3.07% Authorized Positions Position Title Accounting Specialist Customer Service Representative Customer Service Supervisor Recreation Coordinator I Recreation Coordinator II Recreation Leader III (RPT @ .75) TOTAL 2005-06 Revised 0 0 0 0 0 0 0 2006-07 Revised 0 0 0 0 0 0 0 2007-08 Revised 0 0 0 0 0 0 0 2008-09 Adopted 1 2.75 1 5 2 1.5 13.25 2008-09 Revised 1 2.75 1 5 2 1.5 13.25 2009-10 Adopted 1 1.75 1 5 2 0.75 11.5 Significant Budget and Staffing Changes For fiscal year 2009-10, recreational sports, travel, training, and printing budgets are reduced. Funding for operating and maintenance was converted to temporary salaries due to the loss of fulltime positions. As such, the professional services budget was reduced and temporary salaries budget was increased. One vacant, full-time Customer Service Representative and one vacant, part-time Recreation Leader III positions are eliminated. 229 City of Chandler 2009-10 Adopted Budget Department Budgets – Community Services FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government Community Services 4555 Environmental Education Center T he Environmental Education Center at Veterans Oasis Park provides information to the public on a year-round basis through written information, exhibits, displays, tours, and events as well as through classes and programs. Classes and programs include those scheduled on a drop-in basis as well as those advertised through the department’s Break Time publication and requiring pre-registration. The center provides accessibility to programs that are free as well at those which carry a fee. Sessions offered include those for school groups, special interest groups (such as birdwatchers or astronomers), specific age groups (such as pre-schoolers or families), and the general public; and all programs are inclusive of people with disabilities. Programs are conducted at the Environmental Education Center facility and within the Veterans Oasis Park site. 2009-10 Performance Measurements Goal: To be an outstanding resource for life-long environmental education for people from all walks of life. To offer innovative and stimulating environmental education classes, programs, events and exhibits that lead visitors to a greater understanding of the environment and motivate them to become stewards for the protection of the environment. To plan and conduct programs, exhibits and events within Veterans Oasis Park site, offering unique information and experiences. Objectives: ♦ Through marketing, customer feedback and innovation, offer appropriate classes and programs that will ensure a positive success rate of classes. ♦ Provide appropriate volunteer opportunities that offer citizens learning opportunities as well as the chance to “give back” and gain pride in Veterans Oasis Park and the Environmental Education Center. ♦ Maintain a facility that offers a safe, appealing atmosphere and is complemented with friendly, knowledgeable staff to draw an increasing number of visitors to the center. ♦ Collaborate with other divisions within the Community Services Department and with other departments within the City of Chandler as well as outside agencies to offer new and innovative programs, classes, events and information to the citizens of Chandler. 2006-07 Actual Measures Successful environmental education (1) classes Number of volunteer hours (1) Overall number of visitors to the (1) facility Number of participants attending drop-in (1) programs Number of educational programs/classes offered in collaboration with other City departments (1) or divisions or with outside agencies (1) 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected N/A N/A 60% 38% 50% N/A N/A 1,250 604 1,250 N/A N/A 10,000 11,118 15,000 N/A N/A 1,000 1,580 2,540 N/A N/A 24 38 48 New measures effective July 1, 2008. *2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 230 City of Chandler 2009-10 Adopted Budget Department Budgets – Community Services    ENVIRONMENTAL EDUCATION CENTER - 4555    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Total Cost Center-4555 General Fund Parks & Recreation Trust Grand Total 2007-08 Actual $ 254 254 $ 2008-09 Adopted Budget $ 208,787 33,932 39,624 2,241 15,587 4,200 $ 304,371 2008-09 Adjusted Budget $ 212,477 33,932 39,624 2,241 14,837 3,658 $ 306,769 2008-09 Estimated $ 198,899 32,435 42,296 1,743 11,666 2,191 $ 289,230 2009-10 Adopted Budget $ 218,587 30,447 36,087 2,288 10,777 2,200 $ 300,386 $ 299,286 1,100 $ 300,386 % Change Adopted To Adopted 4.69% -10.27% -8.93% 2.10% -30.86% -47.62% -1.31% Authorized Positions Position Title Administrative Specialist Assistant Naturalist Customer Service Representative Recreation Leader II TOTAL 2005-06 Revised 0 0 0 0 0 2006-07 Revised 0 0 0 0 0 2007-08 Revised 0 0 0 0 0 2008-09 Adopted 1 1 0.75 0.5 3.25 2008-09 Revised 1 1 0.75 0.5 3.25 2009-10 Adopted 1 1 0.75 0.5 3.25 Significant Budget and Staffing Changes Fiscal year 2009-10 reflects the transfer of telephone services funding from cost center 4550 – Recreation. Ongoing base reductions are reflected in the communication equipment, recreational sports items, travel, and training budgets. 231 City of Chandler 2009-10 Adopted Budget Department Budgets – Community Services FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government Community Services 4559 Other Recreation Facilities Other Recreation Facilities division provides classes, activities, events, programs, camps, excursions, and sports leagues for all ages and abilities with a concentrated effort on the neighborhoods surrounding its facilities and specific populations such as seniors and the disabled. Those facilities are the Chandler Community Center, Senior Center, Snedigar Recreation Center, Snedigar Sportsplex, Andersen Jr. High School, Willis Jr. High School, and Santan K-8. 2009-10 Performance Measurements Goal: Provide a broad range of recreational programs, for all age and activity levels, to enrich the lives of Chandler residents. Objectives: ♦ Collaborate with the Chandler School District to provide after hours recreation and educational activities at their facilities. ♦ Support organized youth sports programs; work to provide sufficient ball fields and lights for activities such as soccer, baseball, softball and football. ♦ Provide a range of activities, such as craft classes, excursions, day camps, dance classes and karate/exercise classes, for children after-school or during off-track periods. ♦ Continue to provide organized adult sports, such as softball, basketball, volleyball, and expand these programs as demand dictates. ♦ Continue to provide a broad range of recreational and social activities for seniors. ♦ Continue to provide a broad range of recreational and social activities for the population with special needs. 2006-07 Actual Measures (1) School Site program participation Chandler Youth Sports Association (1) participation Community Center & Snedigar Recreation Center activity (1) participation Adult Sports participation (1) (1) Senior Programs participation Special Populations (Therapeutics) (1) participation (1) 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected N/A N/A 25,000 38,000 38,000 N/A N/A 8,000 11,245 11,000 N/A N/A 4,000 12,590 12,000 N/A N/A 8,000 8,000 8,000 N/A N/A 500 22,138 20,000 N/A N/A 3,500 2,657 3,000 New measures effective July 1, 2008. *2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 232 City of Chandler 2009-10 Adopted Budget Department Budgets – Community Services    OTHER RECREATION FACILITIES - 4559    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Rents/Utilities Other Charges/Services Equipment/Office Furniture Capital Replacement Total Cost Center-4559 General Fund Grants-in-Aid Parks & Recreation Trust Grand Total 2007-08 Actual $ 563 250 $ 813 2008-09 Adopted Budget $ 1,662,154 422,955 191,260 400 18,898 18,000 50,100 $ 2,363,767 2008-09 Adjusted Budget $ 1,697,207 425,301 191,260 400 18,391 18,000 50,100 $ 2,400,659 2008-09 Estimated $ 1,625,860 383,960 136,197 1,625 9,963 15,915 38,448 2,938 8,333 $ 2,223,239 2009-10 Adopted Budget $ 1,727,956 398,288 191,300 600 31,219 18,000 53,730 $ 2,421,093 $ 2,150,992 148,901 121,200 $ 2,421,093 % Change Adopted To Adopted 3.96% -5.83% 0.02% 50.00% 65.20% 0.00% 7.25% N/A N/A 2.43% Authorized Positions Position Title Administrative Specialist Customer Service Representative Recreation Coordinator I Recreation Coordinator II Recreation Leader II Recreation Leader III (RPT @ .625) TOTAL 2005-06 Revised 0 0 0 0 0 0 0 2006-07 Revised 0 0 0 0 0 0 0 2007-08 Revised 0 0 0 0 0 0 0 2008-09 Adopted 1 4.375 7 3 1 0.625 17 2008-09 Revised 1 4.375 7 3 1 0.625 17 2009-10 Adopted 1 4.375 7 3 1 0.625 17 Significant Budget and Staffing Changes Fiscal year 2009-10 reflects the transfer of telephone services funding from cost center 4550 - Recreation and conversion of operating and maintenance funding to temporary salaries. Ongoing base reductions are reflected in the professional services and travel budgets. 233 City of Chandler 2009-10 Adopted Budget Department Budgets – Community Services FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government Community Services 4560 Museum Museum division is responsible for operating the City of Chandler Museums and the preservation and interpretation of Chandler’s history and culture. 2009-10 Performance Measurements Goal: The Chandler Museums are innovative learning environments where the community comes together to share our stories, store our cultural heritage, and experience Chandler as a people and a place. The museums achieve this goal by enhance citizens’ quality of life and increase their civic identity by creating venues and programs where the public can learn about Chandler’s ethnically diverse culture, preserving urban and rural historic resources, and encouraging community-based history projects. Objectives: ♦ Operate the Chandler Museum and the McCullough-Price House. ♦ Offer exhibits and programs that interpret Chandler’s history and culture. ♦ Preserve the cultural heritage of Chandler, both objects and stories. ♦ Research, design, and install history kiosks. ♦ Work with volunteers to implement history related projects. ♦ Plan, organize, and conduct public history programs and events. Measures Historical signage/kiosks completed 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 1 1 1 3 2 N/A N/A N/A 1,600 1,700 Number of Public History, Price House and Chandler Museum programs (2) conducted 28 37 50 57 64 Volunteer hours contributed to history (2) projects 700 1,217 1,200 6,850 7,000 Number of school children served (1) through field trips (1) (2) New measurement beginning FY2008/09. Increases are due to the City assuming operation of the Chandler Museum. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 234 City of Chandler 2009-10 Adopted Budget Department Budgets – Community Services    MUSEUM - 4560    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Capital Replacement Total Cost Center-4560 General Fund Grant Fund - Museum Grand Total 2007-08 Actual $ $ 142 142 2008-09 Adopted Budget $ 145,172 36,550 15,583 450 4,197 500 1,400 4,587 $ 208,439 2008-09 Adjusted Budget $ 148,387 111,550 19,583 450 3,860 500 1,128 4,587 $ 290,045 2008-09 Estimated $ 156,548 111,550 18,143 450 3,172 500 2,900 4,587 $ 297,850 #REF! 2009-10 Adopted Budget $ 163,836 188,604 27,350 450 5,288 1,000 3,528 4,587 $ 394,643 $ 391,643 3,000 $ 394,643 % Change Adopted To Adopted 12.86% 416.02% 75.51% 0.00% 25.99% 100.00% 152.00% 0.00% 89.33% Authorized Positions Position Title Public History Coordinator Recreation Coordinator I TOTAL 2005-06 Revised 0 0 0 2006-07 Revised 0 0 0 2007-08 Revised 0 0 0 2008-09 Adopted 1 1 2 2008-09 Revised 1 1 2 2009-10 Adopted 1 1 2 Significant Budget and Staffing Changes During fiscal year 2008-09, ongoing funding for the museum operations in the amount of $75,000 was transferred from cost center 4300 - Administration, Fiscal year 2009-10 reflects addition of one-time funding for professional services and the transfer of ongoing operational funding from cost center 1290 - Non Departmental. 235 City of Chandler 2009-10 Adopted Budget Department Budgets – Community Services FUNCTION: DEPARTMENT: COST CENTER: DIVISION: General Government Community Services 4580 Parks Capital Capital Budget Summary Description Contingency/Reserve Land/Improvements Building/Improvements Park Improvements Total Cost Center-4580 General Fund Park Bond Fund Community Park Impact Fees Neighborhood Park Impact Fees Art Center Bond Fund Museum Bond Fund Grand Total 2007-08 Actual $ 209,411 31,678,452 $ 31,887,863 2008-09 Adopted Budget $ 59,646,582 2008-09 Adjusted Budget $ - $ 5,822,534 8,264,673 73,733,789 14,731,760 36,197,326 $ 50,929,086 - 2008-09 Estimated $ 1,327,351 460,401 15,088,221 $ 16,875,973 2009-10 Adopted Budget $ 34,050,025 1,600,000 3,544,547 $ 39,194,572 $ 4,586,631 23,351,712 4,037,871 2,095,834 3,346,162 1,776,362 $ 39,194,572 % Change Adopted To Adopted -42.91% N/A -72.52% -57.11% -46.84% Significant Budget and Staffing Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions for the current year and new projects for the proposed year. 236 City of Chandler 2009-10 Adopted Budget Department Budgets – Police POLICE DEPARTMENT Assistant City Manager Police Administration Professional Standards Property and Evidence Planning and Research Communications Forensic Sciences Field Operations Records Detention Services Criminal Investigations Community Services The table below depicts the breakdown by division for the fiscal year 2009-10 Police Department Budget. Subsequent pages provide cost center descriptions, goals and objectives, performance measurements, budget summaries, authorized positions and highlights of significant changes. Police Overview Expenditures by Cost Center 2007-08 Actual Expenditures Administration $ Professional Standards Property and Evidence Forensic Services Field Operations Criminal Investigations Planning and Reseach Communications Records Detention Services Community Services Neighborhood Services Police - Capital TOTAL POLICE $ 2,512,912 983,155 394,732 1,803,122 27,410,069 9,916,403 758,491 4,425,013 1,580,655 500,442 3,767,724 18 4,998,278 59,051,014 Expenditures by Category Personnel & Benefits $ Operating & Maintenance Capital - Major TOTAL POLICE $ 47,773,602 6,279,134 4,998,278 59,051,014 Staffing by Cost Center Administration Professional Standards Property and Evidence Forensic Sciences Field Operations Criminal Investigations Planning and Reseach Communications Records Detention Services Community Services TOTAL POLICE 2007-08 Revised 13.00 9.00 5.00 22.00 242.00 91.00 9.00 52.00 26.00 6.00 36.00 511.00 $ $ $ $ 2008-09 Adopted Budget 2008-09 Estimated Expenditures 3,547,006 1,060,248 382,902 2,172,798 29,728,117 11,164,326 856,064 4,950,662 1,731,745 450,331 4,426,331 26,666,505 87,137,035 $ 3,329,456 1,167,955 397,076 2,117,518 30,238,400 11,500,122 827,182 5,218,701 1,765,941 480,241 4,417,202 4,361,709 $ 65,821,503 52,516,156 7,954,374 26,666,505 87,137,035 $ 54,264,356 7,195,438 4,361,709 $ 65,821,503 2008-09 Adopted 13.00 9.00 5.00 22.00 242.00 91.00 8.00 52.00 26.00 6.00 36.00 510.00 237 2008-09 Revised 15.00 8.00 5.00 22.00 242.00 93.00 8.00 52.00 26.00 6.00 34.00 511.00 2009-10 Adopted Budget $ $ $ $ % of 2009-10 Total 5,404,927 1,003,440 377,474 2,171,729 29,627,187 11,590,069 846,070 5,778,596 1,726,352 2,506,938 3,985,862 24,202,476 89,221,120 6% 1% 0% 2% 33% 13% 1% 6% 2% 3% 4% 0% 27% 100% 53,326,991 11,691,653 24,202,476 89,221,120 60% 13% 27% 100% 2009-10 Adopted 15.00 8.00 5.00 22.00 232.00 93.00 8.00 52.00 25.00 6.00 32.00 498.00 % of 2009-10 Total 3% 2% 1% 4% 47% 19% 2% 10% 5% 1% 6% 100% City of Chandler 2009-10 Adopted Budget Department Budgets – Police 2008-09 Police Accomplishments  In fiscal year 2008-09, Chandler's Crime Rate is projected to be one of the lowest in a decade at 35.2 (per thousand population).  The Department received re-accreditation by the Commission on Accreditation for Law Enforcement Agencies. This is the department’s fifth accreditation.  A grant was awarded from the National Institute of Justice through the Paul Coverdell Forensic Science Improvement Program for completion of the laboratory's Digital Image Management System.  A grant was awarded from the National Rifle Association for improvements to the Department's shoot house.  Department of Public Safety upgraded the Arizona Automated Fingerprint Identification System (AFIS) to allow the entry and search of palm prints and the writer's edge of the hand. Previously, only fingers were entered and searched. Once the database started building, Chandler Police Department Lab saw a 30% increase in the number of AFIS hits. The majority of the increase is attributed to hits on palms and writers edge.  Crime scene diagramming software was purchased for utilization on major crime scenes. ScenePD diagramming software is an accident and crime scene diagramming tool developed specifically for use in the field. It is an intuitive program that employs a library of "Intelligent" objects that allows the user to quickly and accurately diagram any crime scene or accident. The Chandler Police Department Lab has placed this software on a laptop to allow increased portability. It can be taken to the scene by the Crime Scene Technician or checked-out for use by a detective.  In September of 2008 the Chandler Police Department deployed a new armored vehicle also referred to as a Ballistic Armored Tactical Transport (BATT). This vehicle will be used by the Special Assignment Unit (SAU), which responds to critical life threatening incidents involving weapons. The Chandler Police Department’s SAU is also a member of the Statewide Weapons of Mass Destruction (WMD) Rapid Response Team (RRT), which when called upon will respond to any WMD or terrorist threat to provide tactical assistance.  In October of 2008 the Chandler Police Department deployed a new DUI command post. This vehicle has been extensively used to aid in the arrest and processing of impaired drivers. In addition, the van is called out to the scene of fatal or serious injury motor vehicle accidents, requiring the specialized equipment and training used by the traffic officers.  Pandemic research and planning was conducted to provide a list of supplies needed to respond to the threat of a pandemic and a subsequent order was made utilizing data provided in this list.  Entered into a Regional Wireless Cooperative that will allow the City of Chandler to join a regional radio system that will provide seamless interoperability with other valley agencies for public safety communications. The City of Chandler has begun the process of designing the radio infrastructure necessary to operate on this radio system.  Property & Evidence received an annual audit of operations in the fall of 2008, which resulted in an error rate of only 0.6%. This compares to a national average error rate of 3.0 – 5.0%.  Volunteers in Policing Service Motorist Assists contributed a record total of 506.5 hours to the DUI task force in Dec 2008. 238 City of Chandler 2009-10 Adopted Budget Department Budgets – Police FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Public Safety Police 2010 Police Administration P olice Administration provides leadership and resources for the accomplishment of the Department's mission of public safety for the citizens of Chandler. 2009-10 Performance Measurements Goal: Protect lives and property by providing professional police services in a timely, efficient, and effective manner. Objective: ♦ Reduce burglaries by 3.0% per 1,000 population. ♦ Reduce auto theft by 3.0% per 1,000 population. ♦ Reduce vehicle burglaries by 3.0% per 1,000 population. ♦ Reduce aggravated assaults by 3.0% per 1,000 population. ♦ Reduce robberies by 3.0% per 1,000 population. 2007-08 Actual Reduce burglaries by 3% per 1,000 population 11.7% Reduction 5.4% Reduction 3.0% Reduction 24.0% (1) Increase 3.0% Reduction Reduce auto theft by 3% per 1,000 population 12.5% Reduction 22.8% Reduction 3.0% Reduction 16.6% Reduction 3.0% Reduction Reduce vehicle burglaries by 3% per 1,000 population 16.0% Reduction 17.1% Reduction 3.0% Reduction 15.9% (1) Increase 3.0% Reduction Reduce aggravated assaults by 3% (2) per 1,000 population N/A 13.2% Reduction 3.0% Reduction 12.1% Reduction 3.0% Reduction Reduce robberies by 3% per 1,000 (2) population N/A 3.9% Reduction 3.0% Reduction 14.3% (1) Increase 3.0% Reduction Measures (1) (2) Crime tends to be cyclical and can be associated with economic fluctuations. New Measure for cost center effective 2007-08. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 239 2008-09 Projected 2008-09 Year End Estimate * 2006-07 Actual 2009-10 Projected City of Chandler 2009-10 Adopted Budget Department Budgets – Police    POLICE ADMINISTRATION – 2010    Goal: Foster a sense of security for all people within the community by providing timely police services in a fair and impartial manner through the enforcement of the law within the framework of the United States and Arizona Constitutions. Objectives: ♦ Respond to life threatening (Priority 1) calls for service in 5 minutes or less. ♦ Respond to urgent but non-emergency (Priority 2) calls in 15 minutes or less. ♦ Respond to non-emergency (Priority 3) calls in 30 minutes or less. ♦ Maintain the crime rate for major crimes (Uniform Crime Reporting Part 1 Crimes) against persons at 2 per 1,000 population and against property at 35 per 1,000 population. ♦ Provide fair, impartial and timely coordination and investigation of internal and external complaints against department employees. Maintain less than one sustained external citizen complaint per 10,000 population. Measures 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected Priority 1 average response time (min:sec) 6:23 6:16 5:00 5:49 5:00 Priority 2 average response time (min:sec) 16:28 16:01 15:00 14:34 15:00 Priority 3 average response time (min:sec) 31:56 27:00 30:00 25:45 30:00 Part 1 Crimes Against Persons per 1,000 population 2.7 2.3 2.0 2.1 2.0 Part 1 Crimes Against Property per 1,000 population 34.2 32.6 35.0 34.6 35.0 Number of sustained external citizen (1) complaints per 10,000 population 0.25 0.07 0.45 0.15 0.45 (1) Measure moved from cost center 2015 effective 2008-09. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 240 City of Chandler 2009-10 Adopted Budget Department Budgets – Police    POLICE ADMINISTRATION – 2010    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Contingency/Reserve Building/Improvements Machinery/Equipment Equipment/Office Furniture Total Cost Center-2010 General Fund Police Confiscated Property Grants-in-Aid Grand Total 2007-08 Actual $ 1,530,023 54,746 143,667 150,414 112,089 1,000 197,785 216,498 82,642 24,048 $ 2,512,912 2008-09 Adopted Budget $1,611,156 54,704 385,656 195,114 86,023 1,000 107,385 51,968 200,000 845,000 9,000 $3,547,006 2008-09 Adjusted Budget $1,666,783 54,704 420,983 222,138 18,631 1,000 245,536 36,190 464,470 1,031,663 17,275 $4,179,373 2008-09 Estimated $1,853,384 28,704 287,985 138,238 20,648 264,000 232,656 487,108 16,733 $3,329,456 2009-10 Adopted Budget $ 2,009,295 266,704 1,753,210 295,360 10,716 1,000 214,642 200,000 645,000 9,000 $ 5,404,927 $ 2,413,927 1,500,000 1,491,000 $ 5,404,927 % Change Adopted To Adopted 24.71% 387.54% 354.60% 51.38% -87.54% 0.00% 99.88% -100.00% 0.00% -23.67% 0.00% 52.38% Authorized Positions Position Title Assistant Police Chief Executive Assistant Information Specialist Police Chief Police Commander Police Officer Police Sergeant Police Lieutenant Senior Executive Assistant Senior Legal Secretary Video Production Specialist TOTAL 2005-06 Revised 0 2 1 1 3 2 2 0 1 0 2 14 2006-07 Revised 0 2 1 1 3 2 2 0 1 0 2 14 2007-08 Revised 3 2 1 1 0 2 1 0 1 0 2 13 2008-09 Adopted 3 1 1 1 0 2 1 0 1 1 2 13 2008-09 Revised 3 1 1 1 0 2 2 1 1 1 2 15 2009-10 Adopted 3 1 1 1 0 2 2 1 1 1 2 15 Significant Budget and Staffing Changes Fiscal year 2008-09 reflects the transfer of one Police Lieutenant position and one Police Sergeant position from cost center 2080 - Community Services. Fiscal year 2009-10 reflects the transfer of the Animal Control budget from cost center 1290 - Non-Departmental to Professional/Contract Services; Operating Supplies reflects funding for grant opportunities related to the federal Recovery Act; Repairs and Maintenance and Other Charges/Services reflects increases related to the Police Confiscated Property fund; Communication/Transportation reflects a decrease related to base budget reductions in travel; Contingencies/Reserves does not include carryforward savings for projects not completed in the prior fiscal year and Machinery and Equipment reflects a reduction in Homeland Security grants. 241 City of Chandler 2009-10 Adopted Budget Department Budgets – Police FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Public Safety Police 2015 Professional Standards The Professional Standards Section is responsible for maintaining 460 Commission on Accreditation for Law Enforcement Agencies (CALEA) standards; recruitment, selection, and hiring of Police Department personnel; and the coordination of Internal Affairs investigations. 2009-10 Performance Measurements Goal: To instill citizen and employee confidence in the department by maintaining the professional standards of the department and its employees. Objectives: ♦ Conduct regularly scheduled inspections and audits as directed by the Police Chief to assess the procedural quality control for both departmental and accreditation standards. ♦ Develop a recruitment plan for attracting both in-state and out-of-state qualified applicants for all positions within the Department. ♦ Provide a professional and timely selection and hiring process for applicants applying for positions with the Department. (1) ♦ Maintain a 180-day or less hiring process for sworn personnel. ♦ Provide fair, impartial and timely coordination and investigation of internal and external complaints against department employees. Maintain less than one sustained external citizen complaint per 10,000 population. Measures Number of special inspections/audits Number of recruitment events Average number of days for hiring process for sworn positions Number of sustained external citizen (2) complaints per 10,000 population (1) (2) 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 11 21 15 20 21 9 9 10 8 10 60 60 60 60 180 0.25 0.07 0.45 0.15 0.45 Due to positions placed on budgetary hold, candidates will be in process for an extended period. Measure moved to cost center 2010 effective 2008-09. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 242 City of Chandler 2009-10 Adopted Budget Department Budgets – Police    PROFESSIONAL STANDARDS – 2015    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Total Cost Center-2015 General Fund 2007-08 Actual $ 930,793 29,790 14,833 400 2,041 5,298 $ 983,155 2008-09 Adopted Budget $ 992,333 18,440 41,225 400 1,000 6,850 $1,060,248 2008-09 Adjusted Budget $1,016,584 21,440 47,725 400 7,000 13,789 $1,106,938 2008-09 Estimated $1,097,719 19,500 32,375 422 5,000 12,939 $1,167,955 2009-10 Adopted Budget $ 953,586 18,440 10,225 400 7,000 13,789 $1,003,440 $1,003,440 % Change Adopted To Adopted -3.90% 0.00% -75.20% 0.00% 600.00% 101.30% -5.36% Authorized Positions Position Title Police Administrative Specialist Police Lieutenant Police Officer Police Research Assistant Police Sergeant TOTAL 2005-06 Revised 1 1 4 1 2 9 2006-07 Revised 1 1 4 1 2 9 2007-08 Revised 1 1 4 1 2 9 2008-09 Adopted 1 1 4 1 2 9 2008-09 Revised 1 1 3 1 2 8 2009-10 Adopted 1 1 3 1 2 8 Significant Budget and Staffing Changes Fiscal year 2008-09 reflects the transfer of one Police Officer position to cost center 2030 - Field Operations. Fiscal year 2008-09 Operating Supplies reflects one-time funding for recruiting incentives, therefore, fiscal year 2009-10 reflects that reduction. Fiscal year 2009-10 Communication/Transportation and Other Charges/Services reflect travel and training budget moved to individual cost centers. 243 City of Chandler 2009-10 Adopted Budget Department Budgets – Police FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Public Safety Police 2020 Property and Evidence The Property and Evidence Unit receives records, safeguards and properly disposes of more than 60,000 items of property and/or evidence turned in by police officers. Disposition includes returning found items to citizens who have been properly identified as the owner. 2009-10 Performance Measurements Goal: Retrieve, accept, and safeguard found property and evidence. Assure that all items are lawfully disposed of by making them available for court hearings, returning them to their lawful owners, destroying them, or conducting any other lawful disposition. Objectives: ♦ Prepare/schedule disposition of property within 30 days of court/officer approval in 95% of cases. ♦ Conduct 2 charity bike give-aways per year. ♦ Conduct monthly property destruction as scheduled. ♦ Maintain an inventory error rate of 3.0% or less for all property and evidence stored. Measures 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected Prepare/schedule disposition of property within 30 days of approval 100% 100% 100% 100% 95% Notify owners of release of property (1) within 30 days 100% N/A N/A N/A N/A 2 1 2 2 2 12 12 12 12 12 0.7% 0.1% 0.8% 0.8% 3.0% Conduct bike give-aways Monthly property destruction Inventory error rate (1) (2) (2) Measure no longer being used by cost center effective 2007-08. New measure for cost center effective 2008-09. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 244 City of Chandler 2009-10 Adopted Budget Department Budgets – Police    PROPERTY AND EVIDENCE – 2020    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Total Cost Center-2020 General Fund 2007-08 Actual $ 364,915 15,409 10,886 2,651 656 215 $ 394,732 2008-09 Adopted Budget $ 349,945 15,300 14,612 2,625 250 170 $ 382,902 2008-09 Adjusted Budget $ 356,999 28,644 14,813 2,625 250 170 $ 403,501 2008-09 Estimated $ 352,232 30,000 12,063 2,000 250 361 170 $ 397,076 2009-10 Adopted Budget $ 342,229 15,388 14,612 4,825 250 170 $ 377,474 $ 377,474 % Change Adopted To Adopted -2.20% 0.58% 0.00% 83.81% 0.00% N/A N/A 0.00% -1.42% Authorized Positions Position Title Police Records Clerk Police Records Specialist Property and Evidence Supervisor Property and Evidence Technician TOTAL 2005-06 Revised 1 0 1 3 5 2006-07 Revised 1 0 1 3 5 2007-08 Revised 0 1 1 3 5 Significant Budget and Staffing Changes There are no significant budget or staffing changes for fiscal year 2009-10. 245 2008-09 Adopted 0 1 1 3 5 2008-09 Revised 0 1 1 3 5 2009-10 Adopted 0 1 1 3 5 City of Chandler 2009-10 Adopted Budget Department Budgets – Police FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Public Safety Police 2021 Forensic Services The Forensic Services Section provides support to police officers by collecting, processing and analyzing crime scene evidence. In-house responsibilities include latent print comparisons, analysis of blood for alcohol and the analysis of controlled substances. 2009-10 Performance Measurements Goal: To serve the Chandler Police Department, the criminal justice community, and the public through timely, thorough, and accurate analysis of evidence and crime scenes, and through the provision of objective and accurate reports and expert court testimony. With customer service as our foundation, we are committed to maintaining and improving the services provided by the Forensic Services Section. Objectives: ♦ Complete all requests for blood alcohol analysis within 30 days in 95% of all cases. ♦ Complete all requests for controlled substances analysis within 60 days in 95% of all cases. ♦ Return Automated Fingerprint Identification System (AFIS) results within 24 hours in 95% of all cases. ♦ Analyze all latent fingerprints submitted and enter AFIS-quality latent fingerprints into AFIS within 14 days in 95% of all cases. ♦ Complete all requests for photograph copies within 14 days in 95% of all cases. Measures Complete all requests for blood alcohol analysis within 30 days 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 100% 100% 95% 100% 95% Complete all requests for controlled (1) substances analysis within 60 days 96% 44% 95% 100% 95% Complete all requests for firearms (2) examinations within 90 days 93% N/A N/A N/A N/A Return AFIS results within 24 hours 97% 93% 95% 92% 95% Analyze all latents and enter AFISquality latents into AFIS within 14 days 86% 94% 95% 99% 95% Complete all requests for photograph copies within 14 days 96% 98% 95% 98% 95% (1) (2) Changed from 30 days to 60 days effective 2008-09. Measure no longer being used by cost center effective 2007-08. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 246 City of Chandler 2009-10 Adopted Budget Department Budgets – Police    FORENSIC SERVICES – 2021    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communication/Transportation Insurance/Taxes Other Charges/Services Machinery/Equipment Capital Replacement Total Cost Center - 2021 General Fund Grants-in-Aid Grand Total 2007-08 Actual $ 1,503,651 17,368 87,803 72,220 685 1,000 1,785 118,610 $ 1,803,122 2008-09 Adopted Budget $1,775,055 11,200 146,592 97,691 2,260 140,000 $2,172,798 2008-09 Adjusted Budget $ 1,804,166 17,296 157,289 104,572 4,620 7,765 189,524 900 $ 2,286,132 2008-09 Estimated $ 1,717,982 17,200 177,433 101,500 3,517 1,000 8,909 89,077 900 $ 2,117,518 2009-10 Adopted Budget $ 1,896,013 61,200 74,440 97,691 4,620 7,765 30,000 $ 2,171,729 $ 2,091,729 80,000 $ 2,171,729 % Change Adopted To Adopted 6.81% 446.43% -49.22% 0.00% N/A N/A 243.58% -78.57% N/A -0.05% Authorized Positions Position Title Crime Scene Supervisor Crime Scene Technician I Crime Scene Technician II Criminalist I Criminalist II Identification Specialist I Identification Specialist II Identification Specialist III Identification Specialist Supervisor Latent Print Examiner II Police Administrative Specialist Police Forensics Service Section Manager Police Sergeant TOTAL 2005-06 Revised 0 0 0 2 0 3 6 3 0 0 0 1 1 16 2006-07 Revised 0 0 0 1 1 3 7 3 1 0 2 1 0 19 2007-08 Revised 2 4 7 0 3 0 0 3 0 0 2 1 0 22 2008-09 Adopted 2 4 7 0 3 0 0 3 0 0 2 1 0 22 2008-09 Revised 2 3 8 0 3 0 0 0 0 3 2 1 0 22 2009-10 Adopted 2 3 8 0 3 0 0 0 0 3 2 1 0 22 Significant Budget and Staffing Changes Fiscal year 2008-09 reflects three Identification Specialist III positions reclassified to Latent Print Examiner II and one Crime Scene Technician I position reclassified to a Crime Scene Technician II. Fiscal year 2008-09 Operating Supplies reflect one-time funding for Crime Scene Photography equipment and Machinery and Equipment reflects one-time funding for a Digital Imaging Storage System, therefore, the budget in fiscal year 2009-10 reflects this decrease. Fiscal Year 2009-10 Professional/Contract Services reflects grant funding for the Governors Office of Highway Safety Program; Communication/Transportation and Other Charges/Services reflect travel and training moved to individual cost centers. 247 City of Chandler 2009-10 Adopted Budget Department Budgets – Police FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Public Safety Police 2030 Field Operations Field Operations is responsible for patrolling and traffic control of the City’s roadways. Field Operations is comprised of traditional patrol officers, the motorcycle unit, the bicycle team, the K-9 team, park rangers and the Police Explorer Program. The Community Oriented Policing (COP) program consists of 17 beats where officers and citizens work to identify and resolve problems. 2009-10 Performance Measurements Goal: Protect lives and property by providing professional police services in a timely, efficient and effective manner. Objective: ♦ Reduce the traffic accident rate at the City’s top 10 accident intersections by 5% per 1,000 population. (1) ♦ Reduce DUI related accident rate by 5% per 1,000 population. ♦ Reduce the number of outstanding arrest warrants in the City of Chandler. ♦ Develop and communicate effective crime reduction strategies for each district on an on-going basis. 2008-09 Year End Estimate * 2009-10 Projected 5.0% Reduction 15.8% Reduction 5.0% Reduction 9.1% Reduction 0.5% Reduction 26.4% Reduction 5.0% Reduction 1,000 2,823 1,000 3,172 2,500 Number of monthly briefings on proactive (2) crime reduction strategies N/A N/A N/A N/A 216 Number of crime reduction plans developed to address public safety (2) issues N/A N/A N/A N/A 48 2006-07 Actual 2007-08 Actual Reduce traffic accident rate at top 10 city intersections by 5% per 1,000 population 6.2% Reduction 17.4% Reduction Reduce DUI related accident rate by 5% per 1,000 population 6.5% Reduction Measures Number of hours officers are dedicated to a warrant detail (1) (2) Goal for reduction rate increased from 0.5% to 5% effective 2008-09. New measure effective 2009-10. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 248 2008-09 Projected City of Chandler 2009-10 Adopted Budget Department Budgets – Police    FIELD OPERATONS - 2030    Goal: Through education, foster the community’s sense of responsibility for crime prevention and participation with the police in identifying and solving crime and quality of life issues. Objectives: ♦ Encourage citizen participation in district meetings to address and develop joint law enforcement/citizen solutions to neighborhood problems. ♦ Ascertain concerns and needs of community through Citizen Satisfaction Surveys. ♦ Promote traffic safety by conducting special public awareness events annually. Measures 2006-07 Actual 2007-08 Actual 2008-09 Year End Estimate * 2008-09 Projected 2009-10 Projected 70 (1) Number of citizen community meetings 25 21 28 30 Number of Citizen Satisfaction Surveys completed 265 240 200 165 200 Number of traffic safety and education special events conducted 18 28 23 30 25 (1) 2009-10 count includes community meetings and precinct meetings. Goal: Create a safe and pleasant environment for park patrons through high visibility patrols within the City parks. Objective: ♦ Maintain a Park Ranger Team average of 8,160 park visits per year. ♦ Conduct a team average of 3,500 hours per year of foot patrol through the parks for enforcement purposes. Measures Number of park visits per year Number of foot patrol hours per year 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 10,485 13,967 10,200 11,400 8,160 4,023 5,530 4,980 5,100 3,500 * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 249 City of Chandler 2009-10 Adopted Budget Department Budgets – Police    FIELD OPERATONS - 2030    Budget Summary 2007-08 Actual Description Personnel Services $ 24,177,476 Professional/Contract 12,880 Operating Supplies 2,094,230 Repairs/Maintenance 68,416 Communications/Transportation 15,158 Insurance/Taxes 21,030 Rents/Utilities 1,541 Other Charges/Services 15,341 Machinery/Equipment 73 Capital Replacement 1,003,924 Total Cost Center-2030 $ 27,410,069 General Fund Grants-in-Aid Grand Total 2008-09 Adopted Budget $ 26,425,640 112,066 1,465,466 74,646 2,800 29,544 5,438 1,612,517 $ 29,728,117 2008-09 Adjusted Budget $26,697,271 114,596 1,490,768 81,153 13,138 20,544 21,328 1,612,517 $30,051,315 2008-09 Estimated $27,115,328 14,596 1,666,698 83,719 27,820 20,544 30,328 1,279,367 $30,238,400 2009-10 Adopted Budget $26,431,318 117,066 1,342,971 74,646 11,053 19,544 18,072 1,612,517 $29,627,187 $29,317,187 310,000 $29,627,187 % Change Adopted To Adopted 0.02% 4.46% -8.36% 0.00% 294.75% -33.85% N/A 232.33% N/A 0.00% -0.34% Authorized Positions Position Title Detention Officer Park Ranger Police Administrative Specialist Police Commander Police Lieutenant Police Officer Police Operations Support Supervisor Police Sergeant Police Teleserve Specialist TOTAL 2005-06 Revised 1 7 10 2 8 174 1 23 0 226 2006-07 Revised 4 7 10 2 9 174 1 28 4 239 2007-08 Revised 4 8 13 2 9 173 1 28 4 242 2008-09 Adopted 4 8 13 2 9 173 1 28 4 242 2008-09 Revised 4 8 13 2 9 174 1 27 4 242 2009-10 Adopted 4 6 11 2 8 169 1 27 4 232 Significant Budget and Staffing Changes Fiscal year 2008-09 reflects one Police Officer position transferred from cost center 2015 - Professional Standards and one Police Sergeant position transferred to cost center 2040 - Criminal Investigations. Fiscal year 2008-09 Operating Supplies reflects one-time funding for outer vest carriers. Fiscal Year 2009-10 Communication/Transportation and Other Charges/Services reflect travel and training moved to individual cost centers and Insurance/Taxes reflects base budget reductions. Fiscal year 2009-10 reflects the elimination of five early-hire Police Officers, two Park Rangers, two Police Administrative Specialists, and one Police Lieutenant as a part of vacancy reductions. 250 City of Chandler 2009-10 Adopted Budget Department Budgets – Police FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Public Safety Police 2040 Criminal Investigations The Criminal Investigations Bureau is responsible for thoroughly investigating serious crimes committed against persons, property, and/or the State of Arizona. In doing so, investigators utilize specialized investigative skills and techniques to aid in solving these crimes. In addition, the Bureau maintains informative databases and investigative files on criminal street gangs and sex offenders. 2009-10 Performance Measurements Goal: Provide specialized investigative skills and appropriate proactive techniques to aid in solving crimes involving persons, property, narcotics, and gangs. Objectives: ♦ Maintain a clearance rate of at least 80% for all cases assigned to the Criminal Investigations Section. ♦ Ensure quality, complete and thorough investigations are being submitted for criminal prosecution. ♦ Routinely analyze and address crime trends with proactive investigative strategies. ♦ Respond to 80% of all vice, drug and organized crime tips and leads (VDO’s) within 60 days. ♦ Decrease violent gang activity through education, enforcement and suppression. ♦ Reduce the number of outstanding arrest warrants in the spirit of crime suppression through apprehension and utilization of the misdemeanor warrant voluntary compliance program. 2006-07 Actual Measures 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected Criminal Investigations clearance rate 87% 84% 80% 86% 80% Percentage of submitted cases requiring no further investigation 94% 91% 95% 95% 95% Number of Special Projects in Response to (1) Crime Trends N/A 45 48 60 48 Percent of all VDO’s responded to within 60 days 89% 91% 80% 80% 80% N/A 21 24 15 18 N/A 357 300 360 300 N/A 106 100 150 100 N/A 641 (3) 700 550 Number of gang awareness presentations Number of gang related contacts (1) (1) Number of Felony Arrest Warrants Cleared Number of Misdemeanor Arrest Warrants (1)(2) Cleared (1) (2) (3) (1) New measure effective 2007-08. Includes misdemeanor warrant voluntary compliance program. High profile cases require redistribution of CIS personnel dedicated to warrants. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 251 400 City of Chandler 2009-10 Adopted Budget Department Budgets – Police    CRIMINAL INVESTIGATIONS – 2040    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Machinery/Equipment Capital Replacement Total Cost Center-2040 General Fund Grants-in-Aid Grand Total 2007-08 Actual $9,544,921 9,103 75,731 16,300 159,287 1,520 82,300 26,941 300 $9,916,403 2008-09 Adopted Budget $ 10,562,669 199,225 196,272 13,368 137,377 1,000 54,415 $ 11,164,326 2008-09 Adjusted Budget $ 10,649,231 200,615 199,188 13,944 166,578 1,000 66,676 $ 11,297,232 2008-09 Estimated $ 11,164,882 7,615 58,917 13,944 182,078 1,000 71,686 $ 11,500,122 2009-10 Adopted Budget $11,015,050 163,676 171,272 13,368 150,527 1,000 75,176 $11,590,069 $11,235,069 355,000 $11,590,069 % Change Adopted To Adopted 4.28% -17.84% -12.74% 0.00% 9.57% 0.00% 38.15% N/A N/A 3.81% Authorized Positions Position Title Police Administrative Specialist Police Commander Police Investigative Assistant Police Lieutenant Police Officer Police Operations Support Supervisor Police Sergeant Victim Services Coordinator Victim Services Specialist TOTAL 2005-06 Revised 3 0 2 2 55 1 8 1 0 72 2006-07 Revised 4 0 2 2 61 1 9 1 0 80 2007-08 Revised 4 1 2 3 66 1 11 1 2 91 2008-09 Adopted 4 1 2 3 66 1 11 1 2 91 2008-09 Revised 4 1 2 3 66 1 12 1 3 93 2009-10 Adopted 4 1 2 3 66 1 12 1 3 93 Significant Budget and Staffing Changes Fiscal year 2008-09 reflects one Police Sergeant position transferred from cost center 2030 – Field Operations and the addition of one grant funded Victim Services Specialist position. Fiscal Year 2009-10 Professional/Contract Services reflect decreases due to movement of budget to Personnel Services to fund Victim Services Specialist position. Operating Supplies reflects reduction in Gang Program grant and Communication/Transportation and Other Charges/Services reflect travel and training moved to individual cost centers. 252 City of Chandler 2009-10 Adopted Budget Department Budgets – Police FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Public Safety Police 2050 Planning and Research P lanning and Research is responsible for the department’s budget preparation and monitoring, grant and forfeiture fund administration, capital improvement program planning, development of the strategic plan, crime analysis, Uniform Crime Reporting, deployment and efficiency analysis and special project research. 2009-10 Performance Measurements Goal: Administer department financial resources, perform analysis and research and provide planning services for the effective and efficient operation of the department. Provide crime and disorder analysis in support of department members and the public. Objectives: ♦ Perform on-going budget monitoring analysis. ♦ Prepare and/or process grant applications, Intergovernmental Agreements (IGAs), Memos of Understanding (MOUs) and similar contracts for the Police Department. ♦ Provide crime analysis services (tactical crime bulletins, statistical administrative reports, crime maps, etc.). ♦ Produce monthly Uniform Crime Report according to federal and state standards and compile year-end report. ♦ Perform on-going staff deployment and efficiency studies. Measures 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected Number of budget monitoring reports performed 119 94 65 87 81 Number of grants/IGAs/MOUs prepared 24 29 38 24 24 Number of crime analysis products provided 750 453 516 511 Number of Uniform Crime Reports produced 12 12 12 12 12 Number of deployment and efficiency studies performed 70 86 65 72 75 (1) 932 In 2008-09, tactical items were combined in a single crime analysis measure. Many weekly reports were eliminated and replaced with monthly reports resulting in a lower projection. In 2009-10 weekly reports are added back. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 253 (1) City of Chandler 2009-10 Adopted Budget Department Budgets – Police    PLANNING AND RESEARCH – 2050    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communication/Transportation Other Charges/Services Total Cost Center-2050 General Fund 2007-08 Actual $ 735,687 7,482 11,749 2,776 797 $ 758,491 2008-09 2008-09 Adopted Adjusted 2008-09 Budget Budget Estimated $ 757,560 $ 773,814 $ 774,248 70,800 46,855 14,343 22,604 22,604 19,491 3,700 3,700 11,900 8,050 4,000 1,400 4,566 3,200 $ 856,064 $ 859,589 $ 827,182 2009-10 Adopted Budget $ 779,413 27,787 22,604 3,700 8,050 4,516 $ 846,070 $ 846,070 % Change Adopted To Adopted 2.88% -60.75% 0.00% 0.00% N/A 222.57% -1.17% Authorized Positions Position Title Crime Analysis Supervisor Police Planning and Research Analyst Police Planning and Research Manager Police Planning Assistant TOTAL 2005-06 Revised 0 4 1 2 7 2006-07 Revised 1 4 1 2 8 2007-08 Revised 1 5 1 2 9 2008-09 Adopted 1 4 1 2 8 2008-09 Revised 1 4 1 2 8 2009-10 Adopted 1 4 1 2 8 Significant Budget and Staffing Changes Fiscal Year 2009-10 Professional/Contract Services reflect base budget reductions and Communication/ Transportation and Other Charges/Services reflect travel and training moved to individual cost centers. 254 City of Chandler 2009-10 Adopted Budget Department Budgets – Police FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Public Safety Police 2060 Communications T he Communications Section provides emergency and non-emergency police services to the public and supports other City Departments in carrying out their public safety responsibilities by providing radio and computer aided dispatch. 2009-10 Performance Measurements Goal: Provide services to the public and to support police units and other City departments in carrying out public safety responsibilities by receiving, processing, and dispatching requests for police services. Objective: ♦ Process calls for services. ♦ Maintain an overall average ring time less than 7 seconds for incoming 9-1-1 calls for service 97% of the time. ♦ Enter 85% of Priority 1 calls received through 9-1-1 into the system within one minute. This is Communication’s effort in making the department 5 minute response times. ♦ Maintain a median queue of 30 seconds on Priority 1 calls for service (entered to dispatched) 97% of the time. Measures 2006-07 Actual 2007-08 Actual Number of calls for services 160,416 Maintain an overall average ring time less than 7 seconds for incoming 9-1-1 calls for service 100% Percentage of Priority 1 calls received through 9-1-1 entered into the system within one minute of time received Maintain median queue of 30 seconds on Priority 1 calls (entered to dispatched) (1) (2) 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 162,166 (1) 159,535 165,345 160,828 (2) 97% 97% 97% 94% 96% 85% 96% 85% 100% 100% 97% 98% 97% (2) N/A If Neighborhood Services no longer uses the Police system, it is projected this number will be reduced by approximately 8,000. Unable to obtain statistical information due to equipment failure. Figure for 2006-07 is based on July 06 – May 07. First data available upon installation of new 9-1-1 system as of September 2008. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 255 City of Chandler 2009-10 Adopted Budget Department Budgets – Police    COMMUNICATIONS – 2060    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Machinery/Equipment Capital Replacement Total Cost Center-2060 General Fund 2007-08 Actual $ 3,602,283 14,766 195,497 411,065 20,892 676 106,470 73,364 $ 4,425,013 2008-09 Adopted Budget $3,872,759 18,545 113,626 367,649 6,276 990 359,259 211,558 $4,950,662 2008-09 Adjusted Budget $ 3,948,506 26,106 176,519 399,886 10,581 4,227 462,857 211,558 $ 5,240,240 2008-09 Estimated $ 3,867,783 25,561 183,657 399,144 26,980 1,549 502,857 211,170 $ 5,218,701 2009-10 Adopted Budget $ 4,049,328 18,545 108,626 367,649 9,706 704,227 318,459 202,056 $ 5,778,596 $ 5,778,596 % Change Adopted To Adopted 4.56% 0.00% -4.40% 0.00% 54.65% 71034.04% -11.36% -4.49% 16.72% Authorized Positions Position Title Communications Technician Computer Support Assistant Dispatch Supervisor Dispatcher Emergency Call Taker Operations Analyst Operations Systems Analyst Police Administrative Specialist Police Communications Manager Police Communications Technician Police Computer Support Analyst Senior Communications Technician Senior Police Communications Technician TOTAL 2005-06 Revised 1 1 6 29 5 1 1 1 1 0 1 1 0 48 2006-07 Revised 1 1 6 29 8 1 2 1 1 0 0 1 0 51 2007-08 Revised 0 1 6 30 8 1 2 1 1 1 0 0 1 52 2008-09 Adopted 0 1 6 30 8 1 2 1 1 1 0 0 1 52 2008-09 Revised 0 1 6 30 8 1 2 1 1 1 0 0 1 52 2009-10 Adopted 0 1 6 30 8 1 2 1 1 1 0 0 1 52 Significant Budget and Staffing Changes Fiscal Year 2009-10 Communication/Transportation reflects travel moved to individual cost centers and Other Charges/Services reflects radio system replacement operating and maintenance funding. 256 City of Chandler 2009-10 Adopted Budget Department Budgets – Police FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Public Safety Police 2070 Records The Records Unit receives, copies, distributes and files all offense reports generated by police officers. This area receives and fills requests for copies of records from individuals and agencies with a need for this type of information. 2009-10 Performance Measurements Goal: Accept, process, store and retrieve police reports, court records, traffic citations, accident reports, automated database information including criminal justice information and the records management system, and other official information. Objectives: ♦ Respond to requests for report copies within seven business days in 97% of all cases. ♦ Validate the accuracy of information in automated databases within time limits 100% of the time. Measures Percentage of report copy requests processed within 7 business days Percentage of validations completed within allotted time limits 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 95% 88% 97% 93% 97% 100% 100% 100% 100% 100% Goal: Provide information as requested in an accurate and timely manner to the public, the media, private and public sector organizations, and members of the Police Department. Objectives: ♦ Respond to requests for criminal histories by the end of the following shift in 100% of all cases. ♦ Mail "Notice of Recovery" letters to auto theft victims within 24 hours of recovery in 100% of all cases. Measures 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected Percentage of criminal histories completed by the end of the following shift 100% 100% 100% 100% 100% Percentage of recovery letters mailed to victim with 24 hours 100% 97% 100% 98% 100% * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 257 City of Chandler 2009-10 Adopted Budget Department Budgets – Police    RECORDS – 2070    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communication/Tranportation Other Charges/Services Total Cost Center-2070 General Fund 2007-08 Actual $1,540,945 1,215 27,887 10,608 $1,580,655 2008-09 Adopted Budget $1,699,459 1,000 24,976 6,310 $1,731,745 2008-09 Adjusted Budget $ 1,732,247 1,000 25,854 10,310 2,905 2,240 $ 1,774,556 2008-09 Estimated $1,727,257 1,000 25,856 9,128 1,500 1,200 $1,765,941 2009-10 Adopted Budget $1,690,361 1,000 25,181 6,310 2,000 1,500 $1,726,352 $1,726,352 % Change Adopted To Adopted -0.54% 0.00% 0.82% 0.00% N/A N/A -0.31% Authorized Positions Position Title Police Records Clerk Police Records Specialist Police Records Supervisor Police Support Services Manager TOTAL 2005-06 Revised 18 0 4 1 23 2006-07 Revised 21 0 4 1 26 2007-08 Revised 0 21 4 1 26 2008-09 Adopted 0 21 4 1 26 2008-09 Revised 0 21 4 1 26 2009-10 Adopted 0 20 4 1 25 Significant Budget and Staffing Changes Fiscal year 2009-10 reflects the elimination of one vacant Records Specialist position and Communication/ Transportation and Other Charges/Services reflect travel and training moved to individual cost centers. 258 City of Chandler 2009-10 Adopted Budget Department Budgets – Police FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Public Safety Police 2071 Detention Services Detention Services Unit provides prisoner transport, escort and holding services for the Chandler City Court. The Unit ensures that all prisoners arrive on time for court appearances and are treated in accordance with policy. 2009-10 Performance Measurements Goal: Provide safe, timely prisoner transport services for the Chandler City Court. Ensure all prisoners in custody are treated in accordance with policy. Objectives: ♦ Prisoners are delivered on time for court ordered appearances in 100% of all cases. ♦ Complaints of mistreatment are promptly investigated, with no prisoners being mistreated. Measures Prisoners delivered on time for court ordered appearances Complaints by prisoners of mistreatment found exonerated/unfounded (1) 2006-07 Actual 2007-08 Actual 100% N/A (1) 2008-09 Projected 2009-10 Projected 100% 100% 100% 100% (1) 100% 100% 100% N/A No complaints made. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 259 2008-09 Year End Estimate * City of Chandler 2009-10 Adopted Budget Department Budgets – Police    DETENTION SERVICES – 2071    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Total Cost Center-2071 General Fund 2007-08 Actual $ 499,028 1,414 $ 500,442 2008-09 Adopted Budget $ 446,683 1,000 2,648 $ 450,331 2008-09 Adjusted Budget $ 455,319 1,000 2,648 $ 458,967 2008-09 Estimated $ 476,964 1,000 2,277 $ 480,241 2009-10 Adopted Budget $ 474,138 2,031,000 1,800 $ 2,506,938 $ 2,506,938 % Change Adopted To Adopted 6.15% 203000.00% -32.02% 456.69% Authorized Positions Position Title Detention Officer Police Detention Supervisor TOTAL 2005-06 Revised 5 1 6 2006-07 Revised 5 1 6 2007-08 Revised 5 1 6 2008-09 Adopted 5 1 6 2008-09 Revised 5 1 6 2009-10 Adopted 5 1 6 Significant Budget and Staffing Changes Fiscal year 2009-10 Professional/Contract Services reflects movement of Prisoner Care from cost center 1290 Non-Departmental. 260 City of Chandler 2009-10 Adopted Budget Department Budgets – Police FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Public Safety Police 2080 Community Services T he Public Resources Unit (PRU) teaches the anti-drug (DARE) program in the Chandler, Mesa and Kyrene School Districts and provides law related education through the School Resource Officer Program in all public secondary schools. Other Community Services programs include the youth and citizen’s Police Academies, Volunteers in Policing, and Preventing Abuse and Violence through Education (PAVE). Community Services also contains the Training Unit that coordinates and documents all training for officers and civilians within the department and the Crime Prevention Unit strives to maximize citizens’ crime prevention efforts through encouraging and assisting in the development and implementation of crime prevention programs. 2009-10 Performance Measurements Goal: Enhance community oriented policing through programs that work in partnership with the community and in the schools such as the DARE Program and School Resource Officer Program. Objectives: ♦ Support the School Resource Officer (SRO) program in all secondary schools within the City of Chandler. ♦ Provide Preventing Abuse and Violence through Education (PAVE) curriculum to students. Measures Percent of City of Chandler secondary schools with a SRO Number of PAVE courses taught 2006-07 Actual 2007-08 Actual 2008-09 Year End Estimate * 2008-09 Projected 2009-10 Projected 100% 100% 100% 100% 100% 402 425 400 400 400 Goal: Conduct and/or participate in community programs such as Citizen and Youth Police Academies and City Services Academies. Objective: ♦ Provide Citizens and Youth Police Academies and City Services Academies to the community. Measures Number of Academies 2006-07 Actual 2007-08 Actual 11 9 * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 261 2008-09 Year End Estimate * 2008-09 Projected 9 9 2009-10 Projected 9 City of Chandler 2009-10 Adopted Budget Department Budgets – Police    COMMUNITY SERVICES – 2080    Goal: Coordinate departmental volunteer programs. Objective: ♦ Coordinate departmental volunteer activity to enhance citizen interaction and service to our community. Measures Number of volunteer hours donated 2006-07 Actual 2007-08 Actual 12,114 12,541 2008-09 Projected 12,000 2008-09 Year End Estimate * 13,000 2009-10 Projected 13,000 Goal: Provide and maintain records on police personnel training. Objective: ♦ Provide complete training to police personnel by meeting or exceeding the Arizona Peace Officer Standards and Training (AZ POST) of eight hours of continual training per officer per year, and eight hours of proficiency training per officer every three years. Measures Maintain AZ Post training standards 2006-07 Actual 2007-08 Actual 100% 100% 2008-09 Projected 100% 2008-09 Year End Estimate * 100% 2009-10 Projected 100% Goal: Through the Crime Prevention Unit, increase the availability of crime prevention information to the community through specific crime prevention services and educational programs. Objective: ♦ Provide the community with at least 360 crime prevention programs such as Home Security and Business Surveys, District Meetings, and Open Houses annually. Programs shall include block watch meetings, business safety fairs and other crime prevention presentations. Measures Number of crime prevention programs offered 2006-07 Actual 2007-08 Actual 365 365 * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 262 2008-09 Projected 360 2008-09 Year End Estimate * 360 2009-10 Projected 360 City of Chandler 2009-10 Adopted Budget Department Budgets – Police    COMMUNITY SERVICES – 2080    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Total Cost Center-2080 General Fund Grants-in-Aid Grand Total 2007-08 Actual $3,343,880 323,162 19,500 1,504 79,678 $3,767,724 2008-09 Adopted Budget $ 4,022,897 9,120 258,478 11,222 4,226 120,388 $ 4,426,331 2008-09 Adjusted Budget $ 4,075,443 9,120 259,164 18,222 9,840 21,367 $ 4,393,156 2008-09 Estimated $ 4,116,577 1,120 251,490 19,290 8,114 20,611 $ 4,417,202 2009-10 Adopted Budget $ 3,686,260 6,120 256,478 10,222 9,840 16,942 $ 3,985,862 $ 3,920,862 65,000 $ 3,985,862 % Change Adopted To Adopted -8.37% -32.89% -0.77% -8.91% 132.84% -85.93% -9.95% Authorized Positions Position Title Community Outreach Coordinator Police Administrative Specialist Police Employee Training Coordinator Police Lieutenant Police Officer Police Sergeant TOTAL 2005-06 Revised 1 2 1 1 20 4 29 2006-07 Revised 1 2 1 1 19 4 28 2007-08 Revised 1 2 1 2 24 6 36 2008-09 Adopted 1 2 1 2 24 6 36 2008-09 Revised 1 2 1 1 24 5 34 2009-10 Adopted 1 1 1 1 23 5 32 Significant Budget and Staffing Changes Fiscal year 2008-09 reflects the transfer of one Police Lieutenant position and one Police Sergeant position to cost center 2010 – Police Administration. Fiscal year 2009-10 reflects the elimination of one vacant Police Administrative Specialist position and one vacant Police Officer position. Fiscal year 2009-10 Professional/Contract Services reflects a decrease in funding from the Arizona Auto Theft Authority Public awareness grant, Communication/Transportation reflects travel moved to individual cost centers and Other Charges/Services reflects base budget reductions in training. 263 City of Chandler 2009-10 Adopted Budget Department Budgets – Police FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Public Safety Police 2090 Neighborhood Services Budget Summary Description Operating Supplies Total Cost Center-2090 2007-08 Actual $ 18 $ 18 2008-09 Adopted Budget $ $ - 2008-09 Adjusted Budget $ $ - 2008-09 Estimated $ $ - 2009-10 Adopted Budget $ $ - % Change Adopted To Adopted N/A N/A Authorized Positions Position Title Neighborhood Services Assistant Neighborhood Services Specialist II Police Administrative Specialist Police Officer Police Sergeant TOTAL 2005-06 Revised 1 4 1 4 2 15 2006-07 Revised 1 4 1 4 2 15 2007-08 Revised 0 0 0 0 0 0 2008-09 Adopted 0 0 0 0 0 0 2008-09 Revised 0 0 0 0 0 0 2009-10 Adopted 0 0 0 0 0 0 Significant Budget and Staffing Changes Effective July 1, 2007, the responsibilities of cost center 2090 – Neighborhood Services were distributed to other cost centers. 264 City of Chandler 2009-10 Adopted Budget Department Budgets – Police FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Public Safety Police 2100 Police Capital Capital Budget Summary Description Contingency/Reserve Building/Improvements Machinery/Equipment Total Cost Center-2100 General Fund Public Safety Bonds - Police Police Impact Fees Grand Total 2007-08 Actual $ 4,996,690 1,588 $4,998,278 2008-09 Adopted Budget $ 4,123,927 7,017,578 15,525,000 $ 26,666,505 2008-09 Adjusted Budget $ 10,789,184 15,525,000 $26,314,184 2008-09 Estimated $ 2,111,709 2,250,000 $4,361,709 $ $ $ $ 2009-10 Adopted Budget 24,202,476 24,202,476 3,000,000 20,564,072 638,404 24,202,476 % Change Adopted To Adopted 486.88% -100.00% -100.00% -9.24% Significant Budget and Staffing Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions for the current year and new projects for the proposed year. Detailed project budgets are included in the Capital Budget section of this document. 265 City of Chandler 2009-10 Adopted Budget Department Budgets - Fire FIRE DEPARTMENT Assistant City Manager Fire Administration Training Support Services Operations Prevention Emergency Medical Services Community Programs & Preparedness The table below depicts the breakdown by division for the fiscal year 2009-10 Fire Department Budget. Subsequent pages provide cost center descriptions, goals and objectives, performance measurements, budget summaries, authorized positions and highlights of significant changes. Fire Department Overview Expenditures by Cost Center Administration Emergency Medical Services Operations Prevention Capital Support Services Training Community Programs & Preparedness TOTAL FIRE Expenditures by Category Personnel & Benefits Operating & Maintenance Capital - Major 2007-08 Actual Expenditures $ $ $ TOTAL FIRE Staffing by Cost Center Administration Emergency Medical Services Operations Prevention Support Services Training Community Programs & Preparedness TOTAL FIRE $ 2008-09 Adopted Budget 4,161,429 1,022,528 18,190,672 549,571 3,442,935 1,337,582 566,778 261,258 29,532,753 $ 21,696,679 4,393,139 3,442,935 29,532,753 $ 2007-08 Revised 11.00 6.00 195.00 5.00 6.00 4.00 2.00 229.00 $ $ 2008-09 Estimated Expenditures 6,520,067 839,078 20,596,388 548,828 18,197,296 1,700,269 582,720 251,089 49,235,735 $ 24,142,118 6,896,321 18,197,296 49,235,735 $ 2008-09 Adopted 7.00 6.00 196.00 5.00 6.00 4.00 5.00 229.00 266 $ $ 2009-10 Adopted Budget 5,232,280 848,107 20,797,311 560,787 8,953,157 1,204,431 579,498 288,396 38,463,967 $ 24,321,770 5,189,040 8,953,157 38,463,967 $ 2008-09 Revised 7.00 6.00 195.00 5.00 6.00 4.00 5.00 228.00 $ $ % of 2009-10 Total 6,080,022 777,972 20,607,551 570,615 7,141,721 997,505 627,870 604,954 37,408,210 16% 2% 55% 2% 19% 3% 2% 2% 100% 24,243,351 6,023,138 7,141,721 37,408,210 65% 16% 19% 100% 2009-10 Adopted 7.00 6.00 195.00 5.00 6.00 4.00 5.00 228.00 % of 2009-10 Total 3% 3% 85% 2% 3% 2% 2% 100% City of Chandler 2009-10 Adopted Budget Department Budgets - Fire 2008-09 Fire Accomplishments  Following a national search, hired Chandler Assistant Chief Jeff Clark as the new Fire Chief.  Completed the Fire Department’s third accreditation process and applied for re-accreditation from the Commission on Fire Accreditation International.  Nine firefighters attended paramedic school and received certification.  Facilitated the establishment of a Chandler Fire District on April 1, 2009, and entered into a contract to provide fire and emergency services to residents of county islands within the City limits.  Replaced two fire apparatus, Engine 288 and Engine 2282, due to age and mileage limits.  Expended more than $740,000 in funding from federal and private grant programs.  The CR288 alternative response unit responded to 851 Fire and Police Department requests to provide crisis intervention services at the scene of emergency incidents.  Participated in regional drills for Valley hospitals and emergency responders, including the Maricopa County Health Department’s pandemic drill and the Coyote Crisis disaster preparedness drill.  Chandler firefighters responded to wildland callouts in Arizona and surrounding states generating $24,333 in revenue for the City.  Added a tactical physician to the Special Assignment Unit’s (SAU) Tactical Paramedic Team. The team provided medical support for approximately 70 SAU callouts and high risk warrants.  Completed the apparatus bay expansion project at Fire Station 283 and the installation of new diesel exhaust systems at two other fire stations.  Completed design and began construction of a new Fire Headquarters on E. Boston St. just west of the current facility. The building is anticipated to open in late September or early October 2009.  Used funding from the Assistance to Firefighters Grant program to purchase a $221,709 driving simulator, which will enable Chandler firefighters to enhance their driving skills in a safe and controlled environment.  Purchased 800 MHz radios with Assistance to Firefighters Grant funding, enabling firefighters to communicate directly with Mesa and Gilbert public safety personnel and other agencies operating on 800 MHz systems.  Provided fire and life safety education to Chandler children by working with CAPA to produce eight episodes of the cable television program Sprinkler’s Clubhouse and teaching Urban Survival at 22 elementary schools.  The Child Immunization Program held over 80 immunization clinics and delivered approximately 10,000 immunizations to Chandler children.  Helped to insure the safety of Chandler’s youngest motor vehicle passengers by holding car seat safety clinics where firefighters inspected and installed car seats for more than 1,300 young children.  Two Fire Department members completed Terrorism Liaison Officer training, helping to insure community preparedness by providing a direct link between the City and the Arizona Counter Terrorism Information Center. Communications and information technology upgrades to the City’s Emergency Operations Center were completed.  Three Community Emergency Response Team (CERT) members were awarded the George W. Bush Presidential Volunteer Service Award for 558 hours combined volunteer service. Active CERT members contributed a total 1,150 volunteer hours. 72 students completed Basic CERT training and five new CERT instructors were certified. 267 City of Chandler 2009-10 Adopted Budget Department Budgets - Fire FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Public Safety Fire 2210 Fire Administration Fire Administration provides leadership and support for the Operations, Emergency Medical Services, Support Services, Training, Fire Prevention and Community Programs Divisions of the Fire Department. Administration also plans for the long-range fire safety needs of the City. 2009-10 Performance Measurements Goal: Provide excellent customer services to all Chandler citizens. Objective: ♦ Maintain a 90% or higher good to excellent rating on citizen surveys. Measures Percentage of citizens rating the (1) Department as good to excellent (1) (2) (3) 2006-07 Actual 95.25% 2007-08 Actual (2) N/A 2008-09 Projected 95% 2008-09 Year End Estimate * (3) N/A 2009-10 Projected N/A Performance measurement being discontinued due to lack of available data. Results of the Citizen Satisfaction Survey included in Chandler utility bills. This survey has been discontinued. Based on the 2007 Findings of The National Citizen Survey. Goal: To arrive on the scene of all emergency calls in a timely manner. Objective: ♦ Strive to obtain the City travel time goal of four minutes for 90% of all Fire Department emergency calls within (4) Chandler. Measures Percentage of emergency calls responded in 5:00 minutes (4) (5) 2006-07 Actual 2007-08 Actual 45.07% 38.21% 2008-09 Projected 90% (5) 2008-09 Year End Estimate * 70.96% (5) 2009-10 Projected 90% (5) Objective revised as part of the Fire Department’s 2009 Standards of Response Coverage study. Prior to February 2009, objective was for a response time goal of four minutes for 75% of all Fire Department emergency calls within Chandler. Change in percentages due to revised objective. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 268 City of Chandler 2009-10 Adopted Budget Department Budgets - Fire    FIRE ADMINISTRATION – 2210    Goal: To ensure the safety of Chandler citizens by reducing the occurrences of fires. Objective: ♦ Provide effective services by maintaining an occurrence of less than two fires per 1,000 population. Measures Fires per 1,000 population 2006-07 Actual 2007-08 Actual 1.76 2008-09 Year End Estimate * 2008-09 Projected 0.83 1.65 2009-10 Projected 0.88 1.0 Goal: Maintain a safe working environment for employees while they perform their duties at emergency scenes. Objective: ♦ Limit the numbers of firefighter injuries while providing emergency services. Measures Firefighter Injuries 2006-07 Actual 2007-08 Actual 8 2008-09 Projected 9 * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 269 5 2008-09 Year End Estimate * 7 2009-10 Projected 6 City of Chandler 2009-10 Adopted Budget Department Budgets - Fire    FIRE ADMINISTRATION – 2210    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingency/Reserve Building/Improvements Machinery/Equipment Equipment/Office Furniture Capital Replacement Total Cost Center-2210 General Fund Grants-in-Aid Fireman's Pension Fund Grand Total 2007-08 Actual $ 1,131,133 1,074,480 453,253 117,686 95,329 1,558 4,218 64,934 122,762 146,787 136,212 813,077 $ 4,161,429 2008-09 Adopted Budget $ 1,106,799 1,402,712 342,688 423,872 78,550 5,000 6,000 29,500 120,000 93,523 1,924,362 987,061 $ 6,520,067 2008-09 Adjusted Budget $1,134,173 1,421,212 372,164 458,791 88,550 5,000 6,000 13,500 54,211 41,123 138,557 2,042,814 987,061 $6,763,156 2008-09 Estimated $1,002,121 1,340,522 380,665 461,956 82,818 5,000 4,779 13,323 45,034 137,963 952,903 805,196 $5,232,280 2009-10 Adopted Budget $ 802,886 1,396,991 295,278 47,785 63,812 5,000 1,000 36,780 140,000 5,879 30,649 2,237,882 1,016,080 $ 6,080,022 $ 3,837,340 2,237,882 4,800 $ 6,080,022 % Change Adopted To Adopted -27.46% -0.41% -13.83% -88.73% -18.76% 0.00% -83.33% 24.68% 16.67% -93.71% N/A 16.29% 2.94% -6.75% Authorized Positions Position Title Administrative Specialist Assistant Fire Chief Citizen Support Coordinator Community Preparedness Program Coordinator Facilities Maintenance Technician Fire Battalion Chief Fire Chief Information Support Specialist Information Support Specialist I Senior Executive Assistant Senior Management Assistant TOTAL 2005-06 Revised 1 1 1 2006-07 Revised 1 1 1 2007-08 Revised 2 1 1 2008-09 Adopted 2 1 1 2008-09 Revised 2 1 0 2009-10 Adopted 2 1 0 0 0 1 1 1 0 1 0.75 7.75 0 0 1 1 1 0 1 1 8 1 1 1 1 0 1 1 1 11 1 1 1 1 0 1 1 1 11 0 0 0 1 0 1 1 1 7 0 0 0 1 0 1 1 1 7 Significant Budget and Staffing Changes Fiscal year 2008-09 reflects the transfer of one Citizen Support Coordinator position and one Fire Battalion Chief position to cost center 2230 – Operations, the transfer of one Facility Maintenance Technician position to cost center 2270 – Training, and the transfer of one Community Preparedness Program Coordinator position to cost center 2280 – Fire Community Programs & Preparedness. Fiscal year 2009-10 reflects travel, education, and general line item reductions, the elimination of one temporary City Service Aide position, the addition of one-time funding for workstations in the City’s new Emergency Operations Center, and one-time funding for grant matching requirements should the department receive grant funding. Ongoing funding is increased to offset payments for the County Island water tender vehicle. The Chandler County Island Fire District will reimburse the City for these costs. 270 City of Chandler 2009-10 Adopted Budget Department Budgets - Fire FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Public Safety Fire 2220 Emergency Medical Services The EMS Division is dedicated to providing educational and logistical support necessary to maintain the high degree of proficiency of the emergency medical personnel of the Chandler Fire Department, which enables them to provide exceptional treatment and service to our customers. 2009-10 Performance Measurements Goal: To provide to the citizens of Chandler with State certified medical personnel. Objective: ♦ Provide training and continuing education that meets or exceeds State of Arizona standards to all Fire Department medical personnel. Measures State requirement of 30 hours of continuing education for Paramedics State requirement of 8 hours of continuing education for Emergency Medical Technicians 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 48 hours 40 hours 48 hours 48 hours 48 hours 48 hours 48 hours 48 hours 2006-07 Actual 2007-08 Actual 48 hours 48 hours Goal: To ensure Fire Department medical personnel perform within an acceptable level of “standard of care.” Objective: ♦ Provide a Medical Quality Assurance Program that conducts random reviews of paramedic documentation of Advance Life Support patients to ensure proper patient care and ALS procedures are being followed. 2006-07 Actual Measures Random review of 10% of encounter forms Review categories in the Sufficient to (2) Exceptional Range Review categories below the Sufficient to (2) Exceptional Range (1) (2) (1) 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected N/A N/A N/A N/A 1,280 82.1% 80% 100% 100% N/A 17.9% 20% N/A N/A N/A New Measure effective 2009-10. Discontinued use of measure effective 2008-09. Goal: To provide community outreach programs. Objective: ♦ To work in conjunction with Chandler Regional Hospital to provide child immunization clinics at various locations and times throughout the City. Measures Number immunizations performed Number of clinics Number of children 2006-07 Actual 2007-08 Actual 7,227 8,149 2008-09 Projected 10,177 2008-09 Year End Estimate * 8,941 2009-10 Projected 9,000 80 79 84 73 75 3,478 3.610 4,673 4,192 4,200 *2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 271 City of Chandler 2009-10 Adopted Budget Department Budgets - Fire    FIRE EMERGENCY MEDICAL SERVICES – 2220    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Machinery/Equipment Total Cost Center-2220 General Fund 2007-08 Actual $ 604,338 57,160 854 2,318 12,125 345,733 $ 1,022,528 2008-09 Adopted Budget $ 653,717 61,500 50,000 500 3,000 50,361 20,000 $ 839,078 2008-09 Adjusted Budget $ 704,774 24,000 69,985 500 3,100 83,987 8,000 $ 894,346 2008-09 Estimated $ 693,049 24,000 59,601 2,592 50,865 18,000 $ 848,107 2009-10 Adopted Budget $ 664,737 24,000 65,985 500 750 10,000 12,000 $ 777,972 $ 777,972 % Change Adopted To Adopted 1.69% -60.98% 31.97% 0.00% -75.00% -80.14% -40.00% -7.28% Authorized Positions Position Title Administrative Specialist EMS Program Dev. Coordinator EMS Specialist Fire Battalion Chief Fire Captain TOTAL 2005-06 Revised 1 1 1 1 2 6 2006-07 Revised 1 1 1 1 2 6 2007-08 Revised 1 1 1 1 2 6 2008-09 Adopted 1 1 1 1 2 6 Significant Budget and Staffing Changes Fiscal year 2009-10 reflects base reductions to travel, education, and general line items. 272 2008-09 Revised 1 1 1 1 2 6 2009-10 Adopted 1 1 1 1 2 6 City of Chandler 2009-10 Adopted Budget Department Budgets - Fire FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Public Safety Fire 2230 Operations O perations provides fire, emergency medical, hazardous material and technical rescue responses within the community. This is accomplished through the rapid deployment of equipment and trained personnel. Operations also provide enforcement of the Uniform Fire Code through a proactive maintenance inspection program. 2009-10 Performance Measurements Goal: To arrive on the scene of all emergency calls in a timely manner. Objective: ♦ Strive to obtain a 60-second acknowledgement time (from notification to en-route) for 90% of emergency (1) calls. Measures Acknowledgement time of 60 seconds (1) (2) 2006-07 Actual 2007-08 Actual 50.09% 55.64% 2008-09 Projected 90% (2) 2008-09 Year End Estimate * 77.25% 2009-10 Projected (2) 90% (2) Goal revised in February 2009 following the adoption of a new Standards of Response Coverage by the Fire Department. The previous goal was to obtain a 45-second acknowledgment time (from notification to en-route) for 75% of emergency calls. Change in percentages due to revised objectives. Goal: To reduce the fire loss once the Fire Department has arrived on the scene of a structure fire incident. Objective: ♦ To contain 75% of structure fires to the room of origin. Measures 2006-07 Actual % of structure fires contained to room of origin 58.21% 2007-08 Actual 76.25% 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 75% 83.64% 85% Goal: To reduce the occurrence of fires in commercial buildings through an aggressive inspection program. Objective: ♦ To have a proactive engine company inspection program of commercial occupancies. Measures Engine Company Inspections 2006-07 Actual 2007-08 Actual 2,315 1,354 * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 273 2008-09 Projected 1,900 2008-09 Year End Estimate * 1,200 2009-10 Projected 1,200 City of Chandler 2009-10 Adopted Budget Department Budgets - Fire    FIRE OPERATIONS – 2230    Goal: To provide both emergency services and fire safety educational services to the citizens of Chandler. Objectives: ♦ To respond to 911 emergency calls of all types. ♦ To provide public fire safety education and demonstrations upon request. Measures Emergency Incidents Public Demonstrations Given (3) 2006-07 Actual 2007-08 Actual (3) 16,709 474 508 16,682 2008-09 Projected 274 2009-10 Projected (3) 16,428 17,000 520 500 425 17,235 Figures represent Chandler responses only. Previously, this measure included out-of-City responses. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 2008-09 Year End Estimate * City of Chandler 2009-10 Adopted Budget Department Budgets - Fire    FIRE OPERATIONS – 2230    Budget Summary 2007-08 Actual Description Personnel Services $ 18,189,801 Operating Supplies 37 Repairs/Maintenance 834 Total Cost Center-2230 $ 18,190,672 General Fund 2008-09 Adopted Budget $ 20,596,388 $ 20,596,388 2008-09 Adjusted Budget $20,764,686 $20,764,686 2008-09 Estimated $ 20,797,311 $ 20,797,311 2009-10 Adopted Budget $ 20,607,551 $ 20,607,551 $ 20,607,551 % Change Adopted To Adopted 0.05% N/A N/A 0.05% Authorized Positions Position Title Assistant Fire Chief Citizen Support Coordinator Fire Battalion Chief Fire Captain Fire Engineer Firefighter TOTAL 2005-06 Revised 2 0 7 39 34 98 180 2006-07 Revised 2 0 7 42 37 107 195 2007-08 Revised 2 0 7 45 42 99 195 2008-09 Adopted 2 0 7 45 42 99 195 2008-09 Revised 1 1 8 45 42 99 196 2009-10 Adopted 1 1 8 45 42 98 195 Significant Budget and Staffing Changes Fiscal year 2008-09 reflects the transfer of one Assistant Fire Chief position to cost center 2280 – Fire Community Programs & Preparedness and the transfer of one Citizen Support Coordinator position and one Fire Battalion Chief position from cost center 2210 – Administration. Fiscal year 2009-10 reflects the elimination of one vacant Firefighter position. 275 City of Chandler 2009-10 Adopted Budget Department Budgets - Fire FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Public Safety Fire 2240 Fire Prevention Fire Prevention Division provides a proactive service to the community by enforcing the Uniform Fire Code and other City codes and ordinances that pertain to fire and life safety by conducting initial fire inspections for all new commercial occupancies. This cost center provides assistance to the Building and Plan Review Departments for Uniform Fire Code compliance and interpretations for all new construction. Plan reviews and inspections are performed on all facilities that store, use or handle hazardous materials. 2009-10 Performance Measurements Goal: To minimize casualties and losses of property from fire and hazardous materials. Objectives: ♦ Ensure all Hazardous Materials Management Plan facilities are inspected twice annually. ♦ Conduct plan reviews of all new commercial buildings. ♦ Provide various types of building and property inspections. ♦ Manage the New Business and Fire Self-Inspection Program. 2006-07 Actual Measures 2008-09 Year End Estimate * 2009-10 Projected 213 342 347 302 365 Plan Reviews 284 308 268 124 58 140 1,354 1,347 1,200 1,288 1,256 1,472 1,623 1,986 1,772 1,637 1,486 1,336 1,222 1,470 312 417 598 246 147 (1) Other Inspections Self-inspections – Mailed out Self Inspection – Compliance Check (2) 2008-09 Projected Hazardous Material Management Plan Inspections Follow-up – Engine Co. Inspections (1) 2007-08 Actual (2) FPB conducts all Follow-up Inspections for Operations. Self Inspection – Compliance Checks are performed to verify 10% of deliverables/undeliverables of mail outs. Goal: To provide support to other departments or divisions and to provide answers to citizen inquiries. Objectives: ♦ Provide “on-call” fire investigation service to Fire Operations. ♦ Respond to citizen requests related to the Fire Code. Measures Fire Investigations Citizen/Staff Requests 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 87 57 68 70 73 2,233 3,093 2,888 3,202 3,250 * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 276 City of Chandler 2009-10 Adopted Budget Department Budgets - Fire    FIRE PREVENTION - 2240    Budget Summary Description Personnel Services Operating Supplies Communications/Transportation Other Charges/Services Total Cost Center-2240 General Fund 2007-08 Actual $ 541,395 7,334 267 575 $ 549,571 2008-09 Adopted Budget $ 541,128 5,000 1,500 1,200 $ 548,828 2008-09 Adjusted Budget $ 556,121 5,000 1,050 700 $ 562,871 2008-09 Estimated $ 556,121 3,113 918 635 $ 560,787 2009-10 Adopted Budget $ 565,040 4,600 600 375 $ 570,615 $ 570,615 % Change Adopted To Adopted 4.42% -8.00% -60.00% -68.75% 3.97% Authorized Positions Position Title Administrative Specialist Fire Marshall Fire Prevention Specialist Lead Fire Prevention Specialist TOTAL 2005-06 Revised 1 1 2 1 5 2006-07 Revised 1 1 2 1 5 2007-08 Revised 1 1 2 1 5 2008-09 Adopted 1 1 2 1 5 2008-09 Revised 1 1 2 1 5 2009-10 Adopted 1 1 2 1 5 Significant Budget and Staffing Changes Fiscal year 2009-10 reflects baseline reductions to travel, education, and general line items. One temporary Fire Inspector position is eliminated, reducing the temporary personnel services budget line. 277 City of Chandler 2009-10 Adopted Budget Department Budgets - Fire FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Public Safety Fire 2250 Fire Capital Budget Summary Description Professional/Contract Contingency/Reserve Land/Improvements Building/Improvements Machinery/Equipment Total Cost Center-2250 Public Safety Bonds - Fire Fire Impact Fees Grand Total 2008-09 Adopted Budget 2007-08 Actual $ $ 5,667 3,405,212 32,056 3,442,935 $ 2008-09 Adjusted Budget 16,585,397 1,111,899 500,000 $ 18,197,296 $ 31,834 11,480,932 1,234,362 $ 12,747,128 2008-09 Estimated $ 3,362,226 5,579,538 11,393 $ 8,953,157 2009-10 Adopted Budget $ $ $ 7,141,721 7,141,721 5,582,134 1,559,587 7,141,721 % Change Adopted To Adopted N/A -56.94% N/A -100.00% -100.00% -60.75% Significant Budget and Staffing Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions for the current year and new projects for the proposed year. 278 City of Chandler 2009-10 Adopted Budget Department Budgets - Fire FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Public Safety Fire 2260 Support Services S upport Services Division (SSD) has three main management responsibilities: Mechanical Maintenance, Self Contained Breathing Apparatus (SCBA) program and Logistics. Fire Maintenance provides repairs, fuel, and preventive maintenance and supervises outsourced repairs for emergency response vehicles and power equipment. The division also creates specifications for and prepares new vehicles for service as well as managing warranty issues. The SCBA program includes maintenance, inspections and training as specified in applicable regulations. SSD Logistics supports the construction, maintenance and supply for all Fire Department facilities through the coordination of several City Divisions and contractors. It also supports the uniform/protective equipment programs and addresses all other needs and issues related to supplies and equipment. 2009-10 Performance Measurements Goal: Maintain and support an efficient, safe fleet of emergency response vehicles without requiring on duty crew downtime. Objectives: ♦ Maintain fully functional reserve fire apparatus for use as front line apparatus. ♦ Complete vehicle periodic maintenance on time. ♦ Create periodic maintenance scheduled for power tools. Measures Ensure that a reserve unit is available for front line vehicle replacement 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 100% 100% 100% 100% 100% On time completion of scheduled vehicle preventive maintenance 50% 66% 90% 100% 90% Create and implement scheduled power tool preventive maintenance 10% 15% 50% 20% 50% Goal: Provide a SCBA program that meets all applicable requirements and maintains reliable performance. Objectives: ♦ Provide repair, maintenance and upgrades for all SCBA apparatus and their components without on duty crew downtime. ♦ Perform an annual face piece test seal for all employees. ♦ Provide required training. Measures 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected Complete inspections and periodic maintenance on time, no crew downtime 100% 100% 100% 100% 100% Perform annual face piece seal test 70% 100% 100% 100% 100% 0% 100% 100% 100% 100% Perform required user training * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 279 City of Chandler 2009-10 Adopted Budget Department Budgets - Fire    FIRE SUPPORT SERVICES – 2260    Goal: Support the logistic needs of Fire Department facilities and personnel. Objectives: ♦ Deliver ordered station supplies within one week. ♦ Evaluate performance of service providers. ♦ Provide delivery of fuel for bulk fuel tanks. Measures 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected Provide a seven-day turnaround on ordered station supplies 90% 90% 90% 95% 90% Self-initialized random follow up on 1/3 of all requests for service 25% 25% 25% 50% 100% Maintain useable fuel supply in station bulk fuel tanks 98% 100% 100% 100% 100% * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 280 City of Chandler 2009-10 Adopted Budget Department Budgets - Fire    FIRE SUPPORT SERVICES – 2260    Budget Summary Description Personnel Services Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Machinery/Equipment Equipment/Office Furniture Capital Replacement Total Cost Center-2260 General Fund 2007-08 Actual $ 526,616 538,384 57,970 412 130 206,187 1,583 6,300 $1,337,582 2008-09 Adopted Budget $ 518,144 394,460 25,100 2,250 900 759,415 $1,700,269 2008-09 Adjusted Budget $ 559,414 373,066 28,656 250 300 231,520 $ 1,193,206 2008-09 Estimated $ 533,414 393,120 30,519 287 150 246,941 $ 1,204,431 2009-10 Adopted Budget $ 539,203 382,846 54,906 250 10,300 10,000 $ 997,505 $ 997,505 % Change Adopted To Adopted 4.06% -2.94% 118.75% -88.89% 1044.44% -98.68% N/A N/A -41.33% Authorized Positions Position Title Administrative Specialist Fire Battalion Chief Fire Mechanic Fire Support Services Technician Senior Fire Mechanic TOTAL 2005-06 Revised 1 1 1 1 1 5 2006-07 Revised 1 1 1 1 1 5 2007-08 Revised 1 1 2 1 1 6 2008-09 Adopted 1 1 2 1 1 6 2008-09 Revised 1 1 2 1 1 6 2009-10 Adopted 1 1 2 1 1 6 Significant Budget and Staffing Changes Fiscal year 2009-10 reflects baseline reductions to travel, education, and general line items and the elimination of one temporary Fire Mechanic position that reduces the temporary personnel budget line. 281 City of Chandler 2009-10 Adopted Budget Department Budgets - Fire FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Public Safety Fire 2270 Training Training Division provides the firefighting and emergency medical training necessary to ensure that all Chandler firefighters have the essential knowledge and skills needed to provide professional and high quality services to the citizens we serve in as safe a manner as possible. 2009-10 Performance Measurements Goal: To provide the training required meeting National Fire Protection Association (NFPA) standards, State statutes, Federal mandates and local requirements. Objective: ♦ To ensure that all firefighters are provided with the 80 hours of required training under the supervision of qualified trainers in a controlled environment. 2006-07 Actual Measures Number of hours per firefighter Number of firefighters Total number of training hours 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 80 80 80 80 80 185 197 202 197 197 14,800 15,760 16,160 15,760 15,760 Goal: To increase firefighter safety. Objectives: ♦ To provide flashover survival training to all new recruits and to provide flashover survival training to 100% of Chandler firefighters every three years. ♦ To provide live fire training to 100% of Chandler firefighters at least every three years. 2006-07 Actual Measures Flashover Training Number trained (1) % of Firefighters trained (1) 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 16 10 N/A N/A N/A 100% 10 N/A N/A N/A N/A N/A 67 197 197 N/A N/A 33.33% 100% 100% Live Fire Training Number of Firefighters trained % Firefighters trained (1) (2) (2) (2) Measure no longer being used effective 2008-09. New measure for cost center effective 2007-08. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 282 City of Chandler 2009-10 Adopted Budget Department Budgets - Fire    FIRE TRAINING – 2270    Budget Summary Description Personnel Services Professional /Contract Operating Supplies Communications/Transportation Other Charges/Services Total Cost Center-2270 General Fund 2007-08 Actual $ 475,707 18 5,321 380 85,352 $ 566,778 2008-09 Adopted Budget $ 504,203 5,223 7,250 66,044 $ 582,720 2008-09 2009-10 Adjusted Adopted 2008-09 Budget Estimated Budget $ 516,157 $511,653 $ 502,893 5,223 5,223 5,750 3,575 2,669 1,400 57,447 59,953 117,827 $ 582,402 $579,498 $ 627,870 $ 627,870 % Change Adopted To Adopted -0.26% N/A 10.09% -80.69% 78.41% 7.75% Authorized Positions Position Title Administrative Specialist Facilities Maintenance Technician Fire Battalion Chief Fire Captain TOTAL 2005-06 Revised 1 0 1 2 4 2006-07 Revised 1 0 1 2 4 2007-08 Revised 1 0 1 2 4 2008-09 Adopted 1 0 1 2 4 2008-09 Revised 0 1 1 2 4 2009-10 Adopted 0 1 1 2 4 Significant Budget and Staffing Changes Fiscal year 2008-09 reflects the transfer of one Administrative Specialist position to cost center 2280 – Fire Community Programs & Preparedness and the transfer of one Facilities Maintenance Technician position from cost center 2210 – Administration. Fiscal year 2009-10 reflects baseline reductions to travel, education, and general line items. One-time funding is added for recruitment and intern firefighter academies. 283 City of Chandler 2009-10 Adopted Budget Department Budgets - Fire FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Public Safety Fire 2280 Fire Community Programs & Preparedness Community Programs and Preparedness provides emergency management, citizen preparedness, and proactive education to our citizens, our leaders, and our members. This division provides for the safety of our citizens from birth to seniors. We are committed to reducing deaths and injuries through emergency preparedness and responsive education provided by our staff and our firefighters. 2009-10 Performance Measurements Goal: (1) To respond to requests for information received by the Public Information Office in a timely manner. Objectives: ♦ To be responsive to the members of the media at large. ♦ To be responsive to information requests from staff. ♦ To be responsive to requests from citizens. Measures 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate* 2009-10 Projected PIO** incoming contacts 751 N/A 1,000 N/A N/A PIO** outgoing contacts 830 N/A 950 N/A N/A ** Public Information Officer (1) This goal and performance measurement has been discontinued following a reorganization of the Fire Department. Interaction with the media is now handled by the City’s Communications and Public Affairs (CAPA) Department. Goal: To provide fire safety education through demonstrations, tours and interactive presentations. Objectives: ♦ To provide fire safety programs to schools, citizens groups and corporate partners. ♦ To schedule fire safety demos to minimize disruption to other fire operations. ♦ To assure continuity in presentation of programs through continuing education. Measures Educational programs given 2006-07 Actual 2007-08 Actual 474 508 * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 284 2008-09 Projected 525 2008-09 Year End Estimate* 500 2009-10 Projected 425 City of Chandler 2009-10 Adopted Budget Department Budgets - Fire    FIRE COMMUNITY PROGRAMS & PREPAREDNESS – 2280    Goal: To utilize the Seniors Helping Seniors volunteer program to ensure that Chandler’s older adults are protected from fire hazards in their homes. The United States Fire Administration identifies older adults (aged 65+) as the population most vulnerable to fire-related injuries and deaths. Objectives: ♦ To install working smoke alarms & replace smoke alarm batteries in the homes of Chandler’s older adults. ♦ To provide home fire safety assessments & home fire escape plans for Chandler’s older adults. Measures Smoke Alarms Installed 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate* 2009-10 Projected 114 71 160 75 70 1,146 1,56 1,250 1,000 900 Home Fire Safety Assessments 247 245 265 240 225 Home Fire Escape Plans 295 264 280 250 240 Alarm Batteries Replaced * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 285 City of Chandler 2009-10 Adopted Budget Department Budgets - Fire    FIRE COMMUNITY PROGRAMS & PREPAREDNESS – 2280    Budget Summary Description Personnel Services Operating Supplies Communications/Transportation Other Charges/Services Total Cost Center-2280 General Fund 2007-08 Actual $ 227,689 22,217 10,744 608 $ 261,258 2008-09 Adopted Budget $ 221,739 14,250 14,500 600 $ 251,089 2008-09 Adjusted Budget $ 228,101 21,480 36,963 $ 286,544 2009-10 Adopted Budget $ 561,041 6,950 36,713 250 $ 604,954 $ 604,954 2008-09 Estimated $ 228,101 23,332 36,963 $ 288,396 % Change Adopted To Adopted 153.02% -51.23% 153.19% -58.33% 140.93% Authorized Positions Position Title Administrative Specialist Assistant Fire Chief Community Preparedness Program Coordinator Fire Battalion Chief Public Education Officer TOTAL 2005-06 Revised 0 0 2006-07 Revised 0 0 2007-08 Revised 0 0 2008-09 Adopted 0 0 2008-09 Revised 1 1 2009-10 Adopted 1 1 0 1 1 2 0 1 1 2 0 1 1 2 0 1 1 2 1 1 1 5 1 1 1 5 Significant Budget and Staffing Changes Fiscal year 2008-09 reflects the transfers of one Community Preparedness Coordinator position from cost center 2210 - Administration, one Assistant Fire Chief position from cost center 2230 – Operations, and one Administrative Specialist position from cost center 2270 – Training. Fiscal year 2009-10 reflects baseline reductions to travel, education, and general line items. 286 City of Chandler 2009-10 Adopted Budget Department Budgets – Municipal Utilities MUNICIPAL UTILITIES DEPARTMENT Assistant City Manager Municipal Utilities Administration Solid Waste Services Water/Wastewater Operations Environmental Resources Wastewater Collection Wastewater Quality Water Distribution Water Production Facilities Ocotillo WRF Reverse Osmosis Water Quality Water Treatment Lone Butte WRF Airport WRF Wastewater Treatment San Tan Vista Treatment Plant The table below depicts the breakdown by division for the fiscal year 2009-10 Municipal Utilities Department Budget. Subsequent pages provide cost center descriptions, goals and objectives, performance measurements, budget summaries, authorized positions and highlights of significant changes. Municipal Utilities Overview Expenditures by Cost Center 2007-08 Actual Expenditures 2008-09 Adopted Budget Municipal Utilities Administration $ 646,931 Solid Waste Services 10,640,057 Solid Waste Capital 571,096 Water Distribution 4,840,518 Water Capital 56,168,746 Water Treatment Plant 10,322,966 Environmental Resources 1,707,571 Water Quality 1,698,770 Water Production Facilities 4,280,795 San Tan Vista Water Treatment Plant Wastewater Collection 2,003,428 Wastewater Capital 51,380,333 Wastewater Reverse Osmosis 1,633,854 Wastewater Treatment 1,335,960 Wastewater Quality 454,735 Airport Water Reclamation Facility 3,917,823 Ocotillo Water Reclamation 3,736,213 TOTAL MUNICIPAL UTILITIES $ 155,339,796 Expenditures by Category Personnel & Benefits $ 12,259,324 Operating & Maintenance 34,960,297 Capital - Major 108,120,175 TOTAL MUNICIPAL UTILITIES $ 155,339,796 Staffing by Cost Center Administration Solid Waste Services Water Distribution Water Treatment Plant Environmental Resources Water Quality Water Production Facility Wastewater Collection Wastewater Reverse Osmosis Wastewater Treatment Wastewater Quality Airport Water Reclamation Facility TOTAL MUNICIPAL UTILITIES 2008-09 Estimated Expenditures 2009-10 Adopted Budget % of 2009-10 Total $ 787,249 11,871,348 47,050 5,170,624 136,307,416 12,211,172 1,964,156 1,943,353 5,484,112 605,520 2,396,135 117,954,485 2,477,771 1,319,856 608,628 6,302,890 3,842,460 $ 311,294,225 $ 670,720 12,013,831 7,441,960 61,872,035 12,291,505 1,916,959 1,814,483 5,777,740 605,520 2,958,193 60,027,941 2,558,645 1,448,049 557,418 4,970,746 5,030,000 $ 181,955,745 $ 913,272 11,723,743 6,316,743 29,769,459 12,331,923 1,818,764 1,678,772 5,238,852 1,299,500 2,358,246 29,287,061 2,390,207 1,396,144 604,940 6,117,616 4,118,320 $ 117,363,562 1% 10% 0% 5% 25% 11% 2% 1% 4% 1% 2% 25% 2% 1% 1% 5% 4% 100% $ $ $ 14,182,108 44,124,934 59,056,520 $ 117,363,562 12% 38% 50% 100% 14,139,002 42,846,272 254,308,951 $ 311,294,225 2007-08 Revised 5.00 24.00 31.00 21.50 13.00 14.50 14.00 14.00 11.00 1.00 4.00 18.00 171.00 287 2008-09 Adopted 5.00 24.00 31.00 21.50 13.00 14.50 15.00 14.00 11.00 1.00 4.00 21.00 175.00 13,526,868 46,528,901 121,899,976 $ 181,955,745 2008-09 Revised 6.00 23.00 30.00 23.50 12.00 12.50 14.00 14.00 10.00 1.00 4.00 21.00 171.00 2009-10 Adopted 6.00 23.00 30.00 23.50 11.00 12.50 14.00 14.00 10.00 1.00 4.00 23.00 172.00 % of 2009-10 Total 4% 13% 18% 14% 6% 7% 8% 8% 6% 1% 2% 13% 100% City of Chandler 2009-10 Adopted Budget Department Budgets – Municipal Utilities 2008-09 Municipal Utilities Accomplishments  Diverted approximately 28.5 percent of recyclable materials from landfill disposal through Chandler’s curbside recycling programs and the residential self-haul Recycling-Solid Waste Collection Center.  Conducted 65 recycling presentations to approximately 1,000 adults and over 1,500 Chandler school children. In addition to conducting recycling presentations to residents and school children, Solid Waste Services educated over 150 City employees about in-house recycling.  An estimated 22,500 households used Chandler’s Recycling-Solid Waste Collection Center at least once and approximately 14,900 households used Chandler’s Recycling-Solid Waste Collection Center more than once during fiscal year 2008-09. This is an average of 3,116 customers per month.  Approximately 124,880 pounds of household hazardous waste was collected through Chandler’s household hazardous waste collection program, an increase of 17,382 pounds from fiscal year 2007-08.  Water Conservation presentations were provided to over 10,000 Chandler school children and 650 adults.  Conserved over 18 million gallons of water by implementing Chandler’s Water Conservation Rebate Program.  Presented hands-on water conservation learning activities to 930 Chandler fourth graders at the 2009 Water Festival.  Serviced 13,437 fire hydrants.  Installed or replaced 2,899 residential and commercial water meters in-house and 1,949 through a meter replacement contract.  Added 42 reclaimed water users to the City’s reclaimed water distribution system saving millions of gallons of potable water.  Supplied 19.6 billion gallons of potable water to customers.  Received the Water Project of the Year Award from Arizona Water Association for the 15 Million Gallon per Day (MGD) surface water treatment plant expansion project.  Completed the San Tan Vista Water Treatment Plant jointly owned by the Town of Gilbert and the City of Chandler.  Conducted over 22,000 analytical analyses in the laboratory.  The Reverse Osmosis Facility injected over 300,000,000 gallons of high quality water into the aquifer for future recovery.  Treated and reclaimed 8.8 billion gallons of wastewater at the Airport, Lone Butte, and Ocotillo Water Reclamation Facilities; 7.8 billion gallons of which were reused for irrigation.  Delivered 450 million gallons of reclaimed water to the Chandler Heights Recharge Facility for recharge and to provide wildlife habitat as part of the multi-use Veterans Oasis Park.  Painted 7,403 sewer manholes (approximately one-third of the City’s manholes) with insecticide paint for roach control. 288 City of Chandler 2009-10 Adopted Budget Department Budgets – Municipal Utilities FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Municipal Utilities Municipal Utilities 3050 Municipal Utilities Administration Municipal Utilities Administration is charged with providing management direction and support to the three divisions that comprise the Municipal Utilities Department. This is accomplished by working with City staff, elected officials and the public in planning, developing, constructing, and maintaining water, wastewater, and solid waste public infrastructure. 2009-10 Performance Measurements Goal: To provide efficient and effective services to the residents of Chandler through administration, general direction and coordination of activities within the Water, Wastewater, and Solid Waste Divisions. Objective: ♦ Respond to requests for information, assistance, complaints, and direction in a timely manner and keep citizens and Council informed of services, programs, and projects that affect them. Measures Requests from Citizens (CSR) (all Municipal Utilities Cost Centers) Percent of CSR responded to within five days Number of public meetings with citizens/neighborhoods 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 477 481 325 400 325 95% 95% 95% 95% 95% 13 13 6 12 12 Goal: Supply factual information, data, and recommendations on Municipal Utilities issues to the City Manager’s office to assist in implementation of City Code requirements and Council policies. Objective: ♦ Represent the City at various agency and civic group meetings (i.e., Salt River Project, Ocotillo Management Group, Arizona Department of Water Resources, Arizona Department of Environmental Quality, Environmental Protection Agency, Maricopa County Environmental Services, Gila River Indian Community, Municipal Energy Alliance) and keep staff and Council informed on City, County, State, Tribal, and Federal projects that involve Chandler. Measures Represent City at agency meetings and civic groups 2006-07 Actual (1) 143 2007-08 Actual 109 (1) 2008-09 Projected 75 2008-09 Year End Estimate * 95 2009-10 Projected 75 Increase for meetings with Roosevelt Water Conservation District, Gila River Indian Community, Maricopa County, Town of Gilbert, Salt River Project, rate study, and citizen meetings. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 289 City of Chandler 2009-10 Adopted Budget Department Budgets – Municipal Utilities    MUNICIPAL UTILITIES ADMINISTRATION – 3050    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Capital Replacement Total Cost Center-3050 Grants-In-Aid Water Operating Wastewater Operating Grand Total 2007-08 Actual $ 599,612 6,745 16,154 9,376 500 11,200 3,344 $ 646,931 2008-09 Adopted Budget $ 621,045 111,010 20,350 600 13,000 17,500 3,744 $ 787,249 2008-09 Adjusted Budget $ 634,593 111,010 21,013 600 11,034 15,601 3,744 $ 797,595 2008-09 Estimated $ 627,966 11,010 11,000 6,200 11,200 3,344 $ 670,720 2009-10 Adopted Budget $ 737,847 124,410 20,350 600 10,720 15,601 3,744 $ 913,272 $ 100,000 806,472 6,800 $ 913,272 % Change Adopted To Adopted 18.81% 12.07% 0.00% 0.00% -17.54% N/A -10.85% 0.00% 16.01% Authorized Positions Position Title Assistant Municipal Utilities Director Municipal Utilities Director Security Coordinator Senior Executive Assistant Senior Management Assistant Utilities Coordinator TOTAL 2005-06 Revised 1 1 1 1 1 0 5 2006-07 Revised 1 1 1 1 1 0 5 2007-08 Revised 1 1 1 1 1 0 5 2008-09 Adopted 1 1 1 1 1 0 5 2008-09 Revised 1 1 1 1 1 1 6 2009-10 Adopted 1 1 1 1 1 1 6 Significant Budget and Staffing Changes During fiscal year 2008-09, one Utilities Coordinator position was transferred to Administration from the Environmental Resources Cost Center 3840. Fiscal year 2009-10 funding includes a base adjustment reduction to the travel and training budget. 290 City of Chandler 2009-10 Adopted Budget Department Budgets – Municipal Utilities FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Municipal Utilities Municipal Utilities 3700 Solid Waste Services S olid Waste Services is accountable for providing safe, cost-effective and efficient solid waste programs and services to citizens of Chandler. Measures are achieved through steadfast commitment to manage contracts, health and environmental regulatory compliance and best management practices through inspections and constant education to heighten awareness and cause for environmental stewardship to attain greater sustainability. 2009-10 Performance Measurements Goal: Provide citizens of Chandler exceptional solid waste services by actively seeking innovative ways to increase customer awareness and satisfaction with safe, cost-effective and efficient recycling, refuse and special waste operations and programs compliant with local, state and federal health and environmental regulations and best management practices. Objectives: ♦ Encourage waste reduction, reuse, and recycling citywide. ♦ Provide the best possible residential solid waste collection program and disposal. ♦ Strive to maintain a safe, well-maintained transfer facility and closed landfill. ♦ Monitor transfer and hauling contracts and provide maximum staff and contractor efficiencies. 2006-07 Actual Measures Citizen telephone inquiries Citizen requests for services 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 55,234 54,834 57,000 56,581 57,060 6,891 6,181 6,800 5,829 5,770 Missed pick-ups Solid Waste tonnage for City of Chandler 941 550 1,000 885 985 97,647 94,633 97,500 92,634 90,685 Recycling tonnage 26,237 25,549 28,277 25,723 26,031 Goal: Increase recycling diversion to 27 percent from residential solid waste generated. Objectives: ♦ Conduct marketing research to determine measures for increasing public participation and revitalizing recycling programs. ♦ Perform Inspections and public presentations. 2006-07 Actual Measures Recycling tonnage generated Participation Rate (1) Waste diversion percentage (1) (1) 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 25,877 25,549 27,000 25,723 26,031 27% N/A N/A N/A N/A N/A 27% 30% 28% 29% Participation Rate changed to Waste Diversion Percentage in FY07-08. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 291 City of Chandler 2009-10 Adopted Budget Department Budgets – Municipal Utilities    SOLID WASTE SERVICES – 3700    Goal: Achieve a high level of satisfaction for all services provided. Objective: ♦ Strive for a 50 percent excellence rating for Citywide refuse services and an 87 percent excellence rating for transfer station services. Measures Citywide refuse services: Excellent Good Satisfactory Needs Improvement Recycling-Solid Waste Collection Center (1) user survey: (Survey results) Excellent Good Average Needs Improvement (1) 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 52% 34% 9% 6% 52% 35% 10% 3% 54% 36% 6% 4% 54% 36% 6% 4% 55% 36% 6% 3% 74% 18% 5% 2% 73% 19% 6% 2% 77% 20% 2% 1% 75% 22% 2% 1% 76% 22% 1% 1% This survey is for the residential Recycling – Solid Waste Collection Center operations (on-going survey). * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 292 City of Chandler 2009-10 Adopted Budget Department Budgets – Municipal Utilities    SOLID WASTE SERVICES – 3700    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingency/Reserve Capital Replacement Total Cost Center-3700 Grants-In-Aid Solid Waste Operating Solid Waste SDF Grand Total 2007-08 Actual $ 1,283,220 8,076,000 999,997 131,160 66,887 155 35,728 32,447 14,463 $ 10,640,057 2008-09 Adopted Budget $ 1,678,034 8,973,424 654,319 197,994 111,932 750 64,510 82,865 81,000 26,520 $ 11,871,348 2008-09 Adjusted Budget $ 1,710,519 9,965,975 693,657 176,864 110,019 750 64,510 79,416 81,000 26,520 $12,909,230 2008-09 Estimated $ 1,453,192 9,598,756 654,283 145,260 73,362 750 59,310 28,918 $ 12,013,831 2009-10 Adopted Budget $ 1,660,538 8,850,724 732,549 187,590 100,351 750 54,010 29,711 81,000 26,520 $11,723,743 $ 45,000 11,170,722 508,021 $11,723,743 % Change Adopted To Adopted -1.04% -1.37% 11.96% -5.25% -10.35% 0.00% -16.28% -64.15% 0.00% 0.00% -1.24% Authorized Positions Position Title Customer Service Representative Environmental Programs Education Coord. Executive Assistant Public Works Service Specialist Recycling Specialist Senior Solid Waste Field Specialist Solid Waste Field Specialist I Solid Waste Field Specialist II Solid Waste Field Specialist III Solid Waste Management Superintendent Solid Waste Manager Solid Waste Services Specialist TOTAL 2005-06 Revised 4 1 1 0.5 1 3 1.5 2 8 1 0 1 24 2006-07 Revised 4 1 1 0.5 1 3 1.5 2 8 1 0 1 24 2007-08 Revised 4 1 1 0 1 2 0 4 9 0 1 1 24 2008-09 Adopted 4 1 1 0 1 2 0 4 9 0 1 1 24 2008-09 Revised 4 1 1 0 1 2 0 4 8 0 1 1 23 2009-10 Adopted 4 1 1 0 1 2 0 4 8 0 1 1 23 Significant Budget and Staffing Changes During fiscal year 2008-09, one Solid Waste Field Specialist III position was eliminated. Fiscal year 2009-10 funding includes base reductions to the travel and training budgets and additional base reductions totaling $175,000. 293 City of Chandler 2009-10 Adopted Budget Department Budgets – Municipal Utilities FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Municipal Utilities Municipal Utilities 3710 Solid Waste Capital Budget Summary Description Contingency/Reserve Land/Improvements Machinery/Equipment Total Cost Center-3710 Solid Waste Capital 2007-08 Actual $ $ 571,096 571,096 2008-09 Adopted Budget $ 47,050 $ 47,050 2008-09 Adjusted Budget $ $ 84,902 84,902 2008-09 Estimated $ $ - 2009-10 Adopted Budget $ $ $ - % Change Adopted To Adopted -100.00% N/A N/A -100.00% Significant Budget and Staffing Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions for the current year and new projects for the proposed year. 294 City of Chandler 2009-10 Adopted Budget Department Budgets – Municipal Utilities FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Municipal Utilities Municipal Utilities 3800 Water Distribution Water Distribution maintains more than 1,180 miles of water mains, 63 miles of reclaimed water mains, 12,291 (1) fire hydrants, 33,907 water valves, and 1,546 reclaimed water valves . This cost center responds to blue stake requests for the location and marking of water mains, sanitary sewer lines within the City limits, and ensures fire hydrants, valves, and water meters are properly installed and maintained. 2009-10 Performance Measurements Goal: Provide Chandler residences, businesses, and industries with an adequate and continuous supply of potable water. Objectives: ♦ Perform preventative maintenance on all fire hydrants annually. ♦ Install new water meters up to 2” for residential and commercial customers. ♦ Replace/repair inoperative water meters for residential and commercial customers. ♦ Ensure all valves have had preventative maintenance performed every six years. ♦ Ensure proper blue staking of all water mains and sanitary sewer lines. ♦ Ensure timely installation and relocation of hydrant meters for construction use. Measures Fire hydrant preventative maintenance (inspection and repair) Number of water meter installations Number of water meter replacements (3) Number of valves maintained Number of electronic meter reading (4) data collection units replaced Number of blue stakes performed (5) Number of hydrant meter installations and relocations completed within 48 (6) hours of request (2) 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 13,170 12,574 15,500 11,270 12,250 1,735 1,147 2,500 325 450 (2) 10,000 15,000 1,760 1,915 5,500 17,805 18,334 22,000 16,108 20,000 462 110 100 316 250 26,082 25,690 23,000 23,818 24,000 N/A 243 400 222 250 (1) Began quantifying miles and number of valves for reclaimed system in FY 2006-07. The water meter replacements measured reflect a new three-year meter replacement program beginning in FY 2008-09. (3) Valve maintenance total includes hydrant valves. (4) The devices identified are replacement registers for the old style or new registers found damaged and requiring replacement. (5) The number of blue stakes performed will vary depending upon the amount of construction during the year. (6) This measure was reported through the Water Quality Cost Center 3850 during FY 2006-07 and was transferred to the Water Distribution Cost Center 3800 on August 1, 2007. (2) * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 295 City of Chandler 2009-10 Adopted Budget Department Budgets – Municipal Utilities    WATER DISTRIBUTION – 3800    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Machinery/Equipment Water System Improvements Capital Replacement Total Cost Center-3800 Water Operating 2007-08 Actual $ 2,026,082 43,513 638,096 178,045 24,329 5,028 16,496 1,425,440 133,257 231,023 119,209 $ 4,840,518 2008-09 Adopted Budget $ 2,278,632 25,710 608,400 143,750 27,810 5,250 20,940 1,489,405 15,000 444,910 110,817 $ 5,170,624 2008-09 Adjusted Budget $2,319,770 38,484 729,437 139,361 26,277 5,250 21,967 3,017,259 15,001 476,350 110,817 $6,899,973 2008-09 Estimated $ 2,169,330 91,250 823,660 80,500 23,200 5,250 20,540 3,730,000 15,000 400,000 83,230 $ 7,441,960 2009-10 Adopted Budget $2,264,491 25,571 650,313 71,923 31,734 5,250 25,400 2,684,237 14,500 432,507 110,817 $6,316,743 $ 6,316,743 % Change Adopted To Adopted -0.62% -0.54% 6.89% -49.97% 14.11% 0.00% 21.30% 80.22% -3.33% -2.79% 0.00% 22.17% Authorized Positions Position Title Administrative Specialist Customer Service Representative Executive Assistant GIS Technician I GIS Technician II Utility Field Services Coordinator Utility Location Coordinator Utility Systems Operator I Utility Systems Operator II Utility Systems Operator III Water Distribution Superintendent Water Quality Technician TOTAL 2005-06 Revised 0.5 1 0.5 1 1 2 3 9 6 5 1 0 30 2006-07 Revised 1 1 0.5 1 1 2 3 9 6 5 1 0 30.5 2007-08 Revised 0.5 1 0.5 1 1 2 2 9 7 5 1 1 31 2008-09 Adopted 0.5 1 0.5 1 1 2 2 9 7 5 1 1 31 2008-09 Revised 1 0 0 1 1 2 2 9 7 5 1 1 30 2009-10 Adopted 1 0 0 1 1 2 2 9 7 5 1 1 30 Significant Budget and Staffing Changes During fiscal year 2008-09, one Customer Service Representative position and one full-time Executive Assistant position (partially funded in cost center 3860 – Water Quality) were eliminated, and one Administrative Specialist position previously partially funded by cost center 3860 became fully funded in cost center 3800. Fiscal year 2009-10 funding includes a base adjustment to the travel and training budget and base reductions totaling $32,631. Fiscal year 2009-10 includes one-time funding for a Meter Replacement Program. 296 City of Chandler 2009-10 Adopted Budget Department Budgets – Municipal Utilities FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Municipal Utilities Municipal Utilities 3820 Water Capital Capital Budget Summary 2007-08 Actual Description Professional/Contract $ 666,048 Contingency/Reserve Building/Improvements 414,840 Water System Improvements 25,195,619 Wastewater System Improvements 29,892,239 Total Cost Center-3820 $56,168,746 Water Bonds-Capital Projects Water System Dev Fees Water Resource Sys Dev Fees Water Operating Grand Total 2008-09 Adopted Budget $ 661,800 65,261,684 21,562,932 48,821,000 $ 136,307,416 2008-09 Adjusted Budget $ 899,714 95,548 41,578,600 50,649,735 $ 93,223,597 2008-09 Estimated $ 377,299 35,356 18,047,019 43,412,361 $61,872,035 2009-10 Adopted Budget $ 28,833,220 838,486 97,753 $ 29,769,459 $ 15,122,031 12,757,719 267,000 1,622,709 $ 29,769,459 % Change Adopted To Adopted -100.00% -55.82% N/A -96.11% -99.80% -78.16% Significant Budget and Staffing Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions for the current year and new projects for the proposed year. 297 City of Chandler 2009-10 Adopted Budget Department Budgets – Municipal Utilities FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Municipal Utilities Municipal Utilities 3830 Water Treatment Plant W ater Treatment is responsible for providing Chandler residences, businesses, and industries with a sufficient and continuous supply of potable water. This is accomplished through a water treatment process that employs coagulation, sedimentation, and filtration to produce 60-million gallons of water per day at the surface water treatment plant. Additionally, the water treatment plant operates the 29 wells and 21 booster stations within the water distribution system, through a state-of-the-art supervisory and data acquisition system. 2009-10 Performance Measurements Goal: Maintain overall regulatory compliance. Objective: ♦ Operate the surface water treatment plant, deep wells, and booster stations to ensure regulatory compliance. Measures Compliance with State, County, and EPA requirements 2006-07 2007-08 2008-09 Actual Actual Projected In In In Compliance Compliance Compliance 2008-09 Year End Estimate * In Compliance 2009-10 Projected In Compliance Goal: Meet the requirements of AR 12-15 as described in Arizona Administrative Code, Title 12, Chapter 15, Article 7, Assured and Adequate Water Supply. Objective: ♦ Optimize the use of surface water and minimize the use of groundwater throughout the City of Chandler. Measures Surface water deliveries in gallons (1,000,000) Groundwater deliveries in gallons (1,000,000) 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 9,645 11,543 12,000 11,600 12,000 9,620 9,713 8,000 9,700 9,000 * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 298 City of Chandler 2009-10 Adopted Budget Department Budgets – Municipal Utilities    WATER TREATMENT PLANT – 3830    Goal: Operate and maintain all water facilities efficiently. Objective: ♦ Minimize increases in water production costs. Measures Production cost per million gallons (1) (2) 2006-07 Actual 2007-08 Actual (1) $464 $334 2008-09 Projected $550 2008-09 Year End Estimate * (2) $305 2009-10 Projected (2) $252 FY 2006-07 Actual Costs were based on the Adopted Budget divided by the forecast water demand. Beginning in FY 2008-09, only chemical and electrical costs are divided by the forecast water demand. Goal: The City of Chandler has developed the goal of not exceeding 0.1 Nephelometric Turbidity Units (NTU’s) in the finished water. The City guideline is stricter than federal and state regulations of 0.5 NTU’s. Objective: ♦ Closely monitor and operate the plant to ensure the finished water NTU’s do not exceed 0.1 in more than 15 percent of the samples taken. (1) Measures Percentage of finished water turbidity samples between 0.05 to 0.1 NTU Percentage of finished water turbidity samples between 0.1 to 0.15 NTU Percentage of finished water turbidity samples between 0.15 to 0.2 NTU Percentage of finished water turbidity samples between 0.2 to 0.3 NTU Percentage of finished water turbidity samples over 0.3 NTU (1) 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 80.3 39.0 80.0 6.0 40.0 19.5 44.5 20.0 65.0 50.0 0.2 15.0 0.0 26.0 10.0 0.0 1.0 0.0 3.0 0.0 0.0 0.5 0.0 0.0 0.0 Measures reflect the percentage of the total samples taken annually. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 299 City of Chandler 2009-10 Adopted Budget Department Budgets – Municipal Utilities    WATER TREATMENT PLANT – 3830    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingency/Reserve Water System Improvements Capital Replacement Total Cost Center-3830 Water Operating 2007-08 Actual $ 1,555,129 4,556,055 2,665,781 334,514 25,576 1,139,556 42,107 4,248 $10,322,966 2008-09 Adopted Budget $ 1,682,664 5,160,199 1,970,568 297,330 25,470 1,000 2,526,792 39,800 436,550 50,000 20,799 $ 12,211,172 2008-09 Adjusted Budget $ 1,716,043 5,593,844 2,540,790 314,357 25,240 1,000 2,557,041 34,579 50,000 20,799 $12,853,693 2008-09 Estimated $ 1,684,485 5,178,840 2,951,930 369,400 25,020 1,000 2,000,780 40,300 20,000 19,750 $ 12,291,505 2009-10 Adopted Budget $ 1,952,969 5,064,699 1,966,959 297,330 24,246 1,000 2,494,792 34,579 436,550 35,650 23,149 $ 12,331,923 $ 12,331,923 % Change Adopted To Adopted 16.06% -1.85% -0.18% 0.00% -4.81% 0.00% -1.27% -13.12% 0.00% -28.70% 11.30% 0.99% Authorized Positions Position Title Administrative Specialist Electrician Assistant Executive Assistant Instrumentation Technician Laborer Maintenance Planner/Scheduler Maintenance Worker Senior Equipment Mechanic Utilities Assistant Utilities Electrician Utility Systems Manager Water Plant Operator I Water Plant Operator II Water Plant Operator III Water Systems Operations Superintendent TOTAL 2005-06 Revised 0.5 0 1 1 1 0 1 2 0 1 0 5 5 1 1 19.5 2006-07 Revised 0.5 0 1 1 1 0 1 2 0 1 0 5 5 1 1 19.5 2007-08 Revised 0.5 1 1 2 1 0 1 2 0 1 0 5 5 1 1 21.5 2008-09 Adopted 0.5 1 1 2 1 0 1 2 0 1 0 5 5 1 1 21.5 2008-09 Revised 0.5 1 0 2 1 1 1 2 1 1 1 5 5 1 1 23.5 2009-10 Adopted 0.5 1 0 2 1 1 1 2 1 1 1 5 5 1 1 23.5 Significant Budget and Staffing Changes During fiscal year 2008-09, one Maintenance Utilities Planner/Scheduler and one Utility Systems Manager position were transferred to the Water Treatment Plant from cost center 3850 – Water Quality, and one Executive Assistant position was reclassified to a Utilities Assistant. Fiscal year 2009-10 funding includes a base adjustment to the travel and training budget and base reductions totaling $143,109. 300 City of Chandler 2009-10 Adopted Budget Department Budgets – Municipal Utilities FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Municipal Utilities Municipal Utilities 3840 Environmental Resources E nvironmental Resources is responsible for protecting Chandler’s existing water supplies, estimating Chandler’s future water demands, negotiating, acquiring and managing Chandler’s water resources, and promoting water conservation through public programs, elementary school education programs, rebates, demonstration projects and workshops. This cost center is also responsible for following the status of new federal and state laws, rules and regulations pertaining to the Clean Water Act and the Safe Drinking Water Act and reviewing and tracking all Municipal Utilities Department plans and projects. 2009-10 Performance Measurements Goal: Comply with the State’s Groundwater Management Act by accumulating long-term storage credits for drought protection. Objective: ♦ Accumulate long-term storage credits to meet potable water supply needs during droughts to stay in compliance with the State’s Assured Water Supply rules. Measures Secure long-term storage credits. (1) Measured in acre-feet (AF) (1) (2) 2006-07 Actual 2007-08 Actual 16,720 AF 14,290 AF 2008-09 Projected 11,700 AF 2008-09 Year End Estimate* 13,770 AF 2009-10 Projected 4,000 AF (2) One acre-foot of water will meet the needs of six Chandler residents for one year. Central Arizona Project water purchase for future droughts was delayed one year due to budget considerations. Goal: To comply with the State’s Groundwater Management Act Assured Water Supply rules and acquire renewable water resources to support future growth and development. Objective: ♦ Acquire additional renewable water supplies through long-term storage credits, leases, exchanges, Indian water right settlements or purchases from willing sellers. Measures Recharge water (direct or in-lieu) and acquire long-term storage credits to support Chandler future Assured Water Supply applications. Measured in acre(3) feet (AF) (3) 2006-07 Actual 12,290 AF 2007-08 Actual 8,867 AF Water acquired in fiscal year 2008-09 will complete this goal. * 2008-09 year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 301 2008-09 Projected 3,100 AF 2008-09 Year End Estimate* 4,377 AF 2009-10 Projected N/A City of Chandler 2009-10 Adopted Budget Department Budgets – Municipal Utilities    ENVIRONMENTAL RESOURCES - 3840    Goal: Educate the citizens of Chandler about the importance of water conservation through residential audits, educational programs, community presentations, workshops, and rebate programs. Objectives: ♦ Educate Chandler residents on all aspects of water conservation through workshops, community presentations, school programs, public events, and distribution of water conservation packets. ♦ Administer and promote the water conservation rebate program to reduce water usage through xeriscape landscaping and installation of automatic irrigation controllers. ♦ Administer water saving retrofit kit program. ♦ Provide water conservation assistance to high water use homeowners, commercial, industrial, and turf facilities to reduce overall consumption. ♦ Implement the conservation requirements of the Third Management Plan of the Groundwater Management Act. Measures Water conservation workshops 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 24 22 24 22 22 665 623 600 558 600 43 51 50 49 50 Number of children attending presentations 7,407 9,723 9,000 7,800 8,000 Distribute residential water conservation packets 1,400 904 1,000 1000 1000 400 692 800 (1) 1200 1400 Number of residents attending workshops Presentations to schools Issuance of rebates Distribute water saving retrofit kits to single and multi-family residences built prior to 1992 Residential water audits Implement Conservation Programs mandated by Arizona Department of Water Resources (1) 82 87 60 65 60 112 331 300 310 300 12 12 12 12 12 New rebate program became effective April 2008. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 302 City of Chandler 2009-10 Adopted Budget Department Budgets – Municipal Utilities    ENVIRONMENTAL RESOURCES - 3840    Goal: To ensure the City’s operations staff is aware of the final rules promulgated by federal or state regulatory agencies. Objective: ♦ To alert operations staff for compliance with final rules promulgated by federal or state regulatory agencies and report the standard and compliance date. Measures 2006-07 Actual Prepare a written summary of a new law, rule, regulation promulgated by a State or Federal regulatory agency that will impact the City’s compliance with the Safe Drinking Water Act or Clean Water Act. 2007-08 Actual 6 4 2008-09 Projected 2008-09 Year End Estimate * 6 2009-10 Projected 6 6 Goal: To ensure municipal utility projects are completed in the most efficient and cost effective manner. Objective: ♦ Involve operational staff in Capital Improvement Program (CIP) and development plan review and track projects through completion. Measures 2006-07 Actual Review and track Capital Improvement Program and development plans for Water, Wastewater, Reclaimed Water and Solid Waste projects to ensure projects meet operational needs. (1) (1) 2007-08 Actual 281 182 2008-09 Projected 200 2008-09 Year End Estimate * 2009-10 Projected 180 Development plans for Water, Wastewater, Reclaimed Water and Solid Waste have decreased as the City approaches build-out. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 303 200 City of Chandler 2009-10 Adopted Budget Department Budgets – Municipal Utilities    ENVIRONMENTAL RESOURCES - 3840    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Rents/Utilities Other Charges/Services Capital Replacement Total Cost Center-3840 Water Operating 2007-08 Actual $1,171,122 265,242 62,833 13,700 20,186 11,979 157,473 5,036 $1,707,571 2008-09 Adopted Budget $ 1,276,167 283,983 59,640 23,830 48,640 11,520 250,710 9,666 $ 1,964,156 2008-09 Adjusted Budget $ 1,306,599 346,604 60,814 27,396 48,406 11,520 323,406 9,666 $ 2,134,411 2008-09 Estimated $ 1,149,110 344,143 60,810 27,290 45,870 11,520 268,550 9,666 $ 1,916,959 2009-10 Adopted Budget $ 1,161,292 260,940 59,690 26,073 43,340 11,520 246,243 9,666 $ 1,818,764 $ 1,818,764 % Change Adopted To Adopted -9.00% -8.11% 0.08% 9.41% -10.90% 0.00% -1.78% 0.00% -7.40% Authorized Positions Position Title Administrative Specialist Assistant Municipal Utilities Director for Environmental Resources Construction Project Manager Engineer Assistant Engineer Project Manager Executive Assistant Senior Engineer Utilities Coordinator Water Conservation Coordinator Water Conservation Specialist Water Quality Advisor Water Quality Specialist Water Resources Manager TOTAL 2005-06 Revised 1 2006-07 Revised 1 2007-08 Revised 1 2008-09 Adopted 1 2008-09 Revised 1 2009-10 Adopted 1 1 1 1 0 1 2 1 1 1 1 1 1 13 1 1 1 0 1 2 1 1 1 1 1 1 13 1 1 0 1 1 2 1 1 1 1 1 1 13 1 1 0 1 1 2 1 1 1 1 1 1 13 1 1 0 1 1 2 0 1 1 1 1 1 12 1 1 0 1 0 2 0 1 1 1 1 1 11 Significant Budget and Staffing Changes During fiscal year 2008-09, one Utilities Coordinator position was transferred to cost center 3050 – Administration. In fiscal year 2009-10, funding will include a base adjustment to the travel and training budget, base reductions totaling $25,650, and the elimination of one vacant Executive Assistant position. 304 City of Chandler 2009-10 Adopted Budget Department Budgets – Municipal Utilities FUNCTION: DEPARTMENT: Municipal Utilities Municipal Utilities COST CENTER: DIVISION: 3850 Water Quality W ater Quality is responsible for ensuring that the City water supply meets compliance standards set by the federal and state government. This is accomplished through a program of sampling, laboratory testing, reporting, and record keeping. This area also manages the backflow prevention and flushing programs in order to prevent contamination of the City’s potable water supply and assure a palatable taste for the customer. 2009-10 Performance Measurements Goal: Ensure water quality and regulatory compliance with federal, state, county, and local regulations through sample collection, laboratory testing, and backflow prevention. Objectives: ♦ Conduct sampling and analysis of bacteriological activity in the City’s drinking water. ♦ Assure customer satisfaction by responding to water quality complaints in a timely and courteous manner. ♦ Conduct a proactive backflow prevention testing program. ♦ Perform sampling of new mains to eliminate contamination of existing mains. Measures Collect and conduct 160 bacteriological tests per month throughout the City’s distribution system Water quality complaints responded to within 24 hours Ensure annual testing requirements are met for all documented backflow assemblies Perform sampling on all new water mains Provide hydrant meter installation and (1) relocation within 24 hours of request 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% N/A N/A N/A N/A 2006-07 Actual (1) This measure was reported through the Water Quality Cost Center 3850 during FY 2006-07 and was transferred to the Water Distribution Cost Center 3800 on August 1, 2007. *2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 305 City of Chandler 2009-10 Adopted Budget Department Budgets – Municipal Utilities    WATER QUALITY - 3850    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Water System Improvements Capital Replacement Total Cost Center-3850 Water Operating 2008-09 Adopted 2007-08 Budget Actual $1,262,100 $ 1,260,754 174,936 266,120 182,872 328,395 12,935 19,050 36,999 27,460 500 500 16,242 21,395 (7) 12,193 19,679 $1,698,770 $ 1,943,353 2008-09 Adjusted Budget $ 1,286,699 299,581 335,858 20,270 28,356 500 18,637 19,679 $ 2,009,580 2008-09 Estimated $ 1,280,760 160,100 306,395 14,700 22,673 12,325 17,530 $ 1,814,483 2009-10 Adopted Budget $ 1,072,674 358,790 166,945 19,050 25,255 500 15,879 19,679 $ 1,678,772 $ 1,678,772 % Change Adopted To Adopted -14.92% 34.82% -49.16% 0.00% -8.03% 0.00% -25.78% N/A 0.00% -13.61% Authorized Positions Position Title Administrative Specialist Administrative Support II Chemist Laboratory Technician Maintenance Planner/Scheduler Senior Chemist Senior Laboratory Technician Utilities Maintenance Planner/Scheduler Utilities Systems Manager Water Operations Compliance Specialist Water Quality Superintendent Water Quality Supervisor Water Quality Technician TOTAL 2005-06 Revised 0.5 1 1 3 0 1 0 0 1 1 1 1 4 14.5 2006-07 Revised 0.5 0 1 3 0 1 0 1 1 1 1 1 5 15.5 2007-08 Revised 0.5 0 1 3 1 1 0 0 1 1 1 1 4 14.5 2008-09 Adopted 0.5 0 1 0 1 1 3 0 1 1 1 1 4 14.5 2008-09 Revised 0.5 0 1 0 0 1 3 0 0 1 1 1 4 12.5 2009-10 Adopted 0.5 0 1 0 0 1 3 0 0 1 1 1 4 12.5 Significant Budget and Staffing Changes During fiscal year 2008-09, one Maintenance Planner/Scheduler position and one Utilities Systems Manager position were transferred to cost center 3830 – Water Treatment Plant. Three Laboratory Technician positions were reclassified to Senior Laboratory Technicians in fiscal year 2007-08, but were not previously reflected. Fiscal year 2009-10 funding includes a base adjustment to the travel and training budget and base reductions totaling $41,959. One-time funding has been included for Unregulated Contaminant Monitoring Regulation. 306 City of Chandler 2009-10 Adopted Budget Department Budgets – Municipal Utilities FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Municipal Utilities Municipal Utilities 3860 Water Production Facilities W ater Production Facilities is responsible for providing Chandler residences, businesses, and industries with a sufficient and continuous supply of potable water. This is accomplished through the pumping of wells and boosting of water from storage reservoirs. The facilities consist of 29 wells and 21 booster stations with reservoirs, which are controlled by a state-of-the-art Supervisory and Data Acquisition system. 2009-10 Performance Measurements Goal: Maintain overall regulatory compliance. Objective: ♦ Operate the deep wells and booster stations to ensure regulatory compliance. Measures Compliance with State, County, and EPA requirements 2006-07 Actual In Compliance 2007-08 Actual In Compliance 2008-09 Projected In Compliance 2008-09 Year End Estimate * In Compliance 2009-10 Projected In Compliance Goal: Assist in meeting the requirements of AR 12-15 as described in Arizona Administrative Code, Title 12, Chapter 15, Article 7, Assured and Adequate Water Supply. Objective: ♦ Produce required well water and maintain water storage for use throughout the City of Chandler. Measures Well water deliveries in gallons (1,000,000) 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 9,620 9,713 8,000 9,700 9,000 Goal: Operate and maintain all water facilities efficiently. Objective: ♦ Minimize increases in water production costs. Measures Production cost per million gallons (1) (2) 2006-07 Actual (1) $678 2007-08 Actual $212 2008-09 Projected $744 FY 2006-07 Actual Costs were based on the Adopted Budget divided by the forecast water demand. Beginning in FY 2008-09, only chemical and electrical costs are divided by the forecast water demand. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 307 2008-09 Year End Estimate * (2) $226 2009-10 Projected (2) $277 City of Chandler 2009-10 Adopted Budget Department Budgets – Municipal Utilities    WATER PRODUCTION FACILITIES - 3860    Goal: Operate and maintain all Water Production Facilities equipment efficiently. Objective: ♦ Maintain the operational status of the Water Production Facilities and related equipment at 93% efficiency. Measures Instrumentation equipment maintained at 93% or better efficiency Electrical equipment maintained at 93% or better efficiency Mechanical equipment maintained at 93% or better efficiency 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 308 City of Chandler 2009-10 Adopted Budget Department Budgets – Municipal Utilities    WATER PRODUCTION FACILITIES - 3860    Budget Summary 2007-08 Actual Description Personnel Services $ 854,185 Professional/Contract 250,948 Operating Supplies 505,202 Repairs/Maintenance 749,449 Communications/Transportation 9,914 Insurance/Taxes 500 Rents/Utilities 1,828,546 Other Charges/Services 14,500 Water System Improvements 10,498 Capital Replacement 57,053 Total Cost Center-3860 $ 4,280,795 Water Operating 2008-09 Adopted Budget $ 1,116,070 26,465 654,633 1,870,046 13,830 1,000 1,642,690 34,606 50,000 74,772 $ 5,484,112 2008-09 Adjusted Budget $1,137,942 70,760 750,996 2,622,123 17,830 1,000 1,642,932 30,527 50,000 74,772 $6,398,882 2008-09 Estimated $ 1,117,737 45,440 770,598 1,960,300 16,865 1,000 1,637,780 28,515 133,000 66,505 $ 5,777,740 2009-10 Adopted Budget $ 1,124,869 26,465 642,607 1,632,817 12,376 1,000 1,642,690 31,256 50,000 74,772 $ 5,238,852 $ 5,238,852 % Change Adopted To Adopted 0.79% 0.00% -1.84% -12.69% -10.51% 0.00% 0.00% -9.68% 0.00% 0.00% -4.47% Authorized Positions Position Title Administrative Specialist Executive Assistant Instrumentation Technician Laborer Sr. Equipment Mechanic Utilities Electrician Water Systems Maint. Superintendent Well Maintenance Technician TOTAL 2005-06 Revised 1.5 0.5 2 1 0 2 1 6 14 2006-07 Revised 1 0.5 2 1 0 2 1 6 13.5 2007-08 Revised 1.5 0.5 2 1 6 2 1 0 14 2008-09 Adopted 1.5 0.5 2 1 7 2 1 0 15 2008-09 Revised 1 0 2 1 7 2 1 0 14 2009-10 Adopted 1 0 2 1 7 2 1 0 14 Significant Budget and Staffing Changes During fiscal year 2008-09, the one Administrative Specialist position, which was previously split between cost centers 3800 and 3860, became fully funded in cost center 3800, reducing FTE’s in this cost center by 0.5. One full-time Executive Assistant position (partially funded in cost center 3800) was eliminated. Fiscal year 2009-10 funding includes a base adjustment to the travel and training budget and base reductions totaling $246,755. 309 City of Chandler 2009-10 Adopted Budget Department Budgets – Municipal Utilities FUNCTION: DEPARTMENT: COST CENTER: 3870 DIVISION: San Tan Vista Water Treatment Plant Municipal Utilities Municipal Utilities S an Tan Vista Water Treatment Plant is a joint effort between the City of Chandler and Town of Gilbert. The plant will provide Chandler and Gilbert residences, businesses, and industries with a sufficient and continuous supply of potable water. The Town of Gilbert, under a long-term contract, will operate the plant. 2009-10 Performance Measurements Goal: Complete construction of the San Tan Water Treatment Plant within budget and schedule. Objective: ♦ Maintain costs and meet construction schedule. Measures Construction completion within budget (1) and schedule 2006-07 Actual N/A 2007-08 Actual N/A 2008-09 Projected 2008-09 Year End Estimate * 100% 100% 2009-10 Projected 100% Goal: Maintain overall regulatory compliance. Objective: ♦ Operate the Santan Vista Water Treatment Plant to ensure regulatory compliance. Measures Compliance with State, County, and (1) EPA requirements (1) 2006-07 Actual N/A 2007-08 Actual 2008-09 Projected In N/A Compliance This is a new cost center effective FY 2008-09. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 310 2008-09 Year End Estimate * In Compliance 2009-10 Projected In Compliance City of Chandler 2009-10 Adopted Budget Department Budgets – Municipal Utilities    SAN TAN VISTA WATER TREATMENT PLANT - 3870    Budget Summary Description Professional/Contract Total Cost Center-3870 Water Operating 2007-08 Actual $ $ - 2008-09 Adopted Budget $ 605,520 $ 605,520 2008-09 Adjusted Budget $ 605,520 $ 605,520 2008-09 Estimated $ 605,520 $ 605,520 2009-10 Adopted Budget $ 1,299,500 $ 1,299,500 $ 1,299,500 % Change Adopted To Adopted 114.61% 114.61% Significant Budget and Staffing Changes Fiscal year 2009-10 reflects phased implementation of an intergovernmental agreement with the Town of Gilbert for operation of the San Tan Vista Water Treatment Plant. 311 City of Chandler 2009-10 Adopted Budget Department Budgets – Municipal Utilities FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Municipal Utilities Municipal Utilities 3900 Wastewater Collection W astewater Collection is responsible for maintaining all system appurtenances such as pipes, manholes, and pumping stations. 2009-10 Performance Measurements Goal: Provide the safest, most efficient and economical methods for wastewater collection, control of sewer odor, and roach problems for residential, commercial, and industrial customers. Objectives: ♦ Maintain 846 miles of sewer lines so as to limit sewer odor and blockages through the use of the Hydrorodder and Jetter programs. ♦ Reduce roach complaints through a preventative Insecticide Painting Program and to respond promptly when complaints are received. ♦ Respond to and repair City owned broken service lines in a timely manner and to the customers' satisfaction. 2006-07 Actual Measures Number of odor complaints received Number of blockages originating in City sewer mains Number of roach complaints received (1) Percentage of roach complaints (2) responded to within 24 hours Number of sewer service repairs that are (3) the City’s responsibility Percentage of City service repairs completed within 48 hours Number of sewer line miles cleaned under the Hydrorodder and Jetter Programs 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 50 55 50 60 60 15 15 20 15 15 153 156 150 145 145 88.9% 81.4% 90% 90% 90% 26 27 30 30 30 50% 70% 70% 70% 70% 140.9 140 220 190 220 1) The City has enhanced the Insecticide Painting Program and now applies insecticide every other year to all the sewer manholes in the City. When a complaint is received, Wastewater Collection staff inspects the complaint location for faulty paint and/or application. Staff predicts this service will continually reduce the number of roach control calls. (2) Calls not responded to within 24 hours were due to weekends and holidays when crews were not available. (3) A City Ordinance expanded the City's level of responsibility for sewer line repairs to include the lateral line from the main tap through the right-of-way. * 2008-09Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 312 City of Chandler 2009-10 Adopted Budget Department Budgets – Municipal Utilities    WASTEWATER COLLECTION – 3900    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingency/Reserve Capital Replacement Total Cost Center-3900 Wastewater Operating 2007-08 Actual $ 904,539 627,746 268,211 12,141 8,586 663 103,863 20,900 56,779 $ 2,003,428 2008-09 Adopted Budget $ 1,033,194 728,904 349,376 30,328 17,715 1,500 100,530 32,065 10,000 92,523 $ 2,396,135 2008-09 Adjusted Budget $1,052,931 1,285,210 421,403 33,956 16,155 1,500 100,530 28,524 10,000 92,523 $3,042,732 2008-09 Estimated $1,038,410 1,283,850 377,010 30,950 15,050 1,500 96,000 22,000 93,423 $2,958,193 2009-10 Adopted Budget $ 1,070,406 662,284 337,711 28,278 20,625 1,500 96,080 28,524 10,000 102,838 $ 2,358,246 $ 2,358,246 % Change Adopted To Adopted 3.60% -9.14% -3.34% -6.76% 16.43% 0.00% -4.43% -11.04% 0.00% 11.15% -1.58% Authorized Positions Position Title Administrative Specialist GIS Technician II Instrumentation Technician Utility Field Services Coordinator Utility Systems Operator I Utility Systems Operator II Utility Systems Operator III Wastewater Collections Superintendent TOTAL 2005-06 Revised 1 1 0 0 4 2 3 1 12 2006-07 Revised 1 1 1 0 4 2 3 1 13 2007-08 Revised 1 1 1 1 4 2 3 1 14 2008-09 Adopted 1 1 1 1 4 2 3 1 14 2008-09 Revised 1 1 1 1 4 2 3 1 14 2009-10 Adopted 1 1 1 1 4 2 3 1 14 Significant Budget and Staffing Changes Fiscal year 2009-10 funding includes a base adjustment to the travel and training budget and transfer of $70,000 to cost center 3970 – Ocotillo Water Reclamation Facility for the annual Consumer Price Index (CPI) increase. 313 City of Chandler 2009-10 Adopted Budget Department Budgets – Municipal Utilities FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Municipal Utilities Municipal Utilities 3910 Wastewater Capital Capital Budget Summary Description Professional/Contract Contingency/Reserve Wastewater System Improvements Total Cost Center-3910 Reclaimed Water SDF WW Effluent Reuse Bonds Wastewater Bonds Capital Proj Wastewater System Dev Fees Wastewater Operating Grand Total 2007-08 Actual $ 138,228 51,242,105 $51,380,333 2008-09 Adopted Budget $ 99,463,596 18,490,889 $117,954,485 2008-09 Adjusted Budget $ 484,439 84,546,147 $ 85,030,586 2009-10 Adopted Budget 2008-09 Estimated $ 60,027,941 $ 60,027,941 $ 24,969,458 4,317,603 $ 29,287,061 $ 4,224,682 51,748 9,632,165 10,594,004 4,784,462 $ 29,287,061 % Change Adopted To Adopted N/A -74.90% -76.65% -75.17% Significant Budget and Staffing Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions for the current year and new projects for the proposed year. 314 City of Chandler 2009-10 Adopted Budget Department Budgets – Municipal Utilities FUNCTION: DEPARTMENT: Municipal Utilities Municipal Utilities COST CENTER: DIVISION: 3930 Wastewater Reverse Osmosis The Reverse Osmosis Facility provides the City of Chandler with a renewable resource by treating industrial wastewater from Intel’s computer chip campus consisting of FAB 12, FAB 22 and FAB 32. This state-of-the-art facility uses reverse osmosis, nanofiltration and microfiltration to treat the 1.5-million gallon per day wastewater stream produced by Intel’s Campus. The industrial wastewater is purified and disinfected before it is recharged into the aquifer through direct injection wells. 2009-10 Performance Measurements Goal: Treat the industrial wastewater from Intel to drinking water standards so that it can be recharged back into the aquifer as a renewable source. Objectives: ♦ Maintain compliance within the guidelines of the Aquifer Protection Permit (APP). ♦ Operate and maintain the treatment facility efficiently. ♦ Monitor water quality through analytical testing. ♦ Recover 75 percent of the industrial stream for groundwater recharge. Measures Compliance with the Aquifer Protection Permit (APP) Recovery cost per thousand gallons Number of water quality tests performed Recharge of industrial stream (million gallons) Percent of industrial waste recovered and injected into the aquifer 2006-07 Actual 2007-08 Actual 100% 2008-09 Projected 2008-09 Year End Estimate * 100% 100% 100% 2009-10 Projected 100% $4.89 $6.93 (1) $4.99 $4.99 598 528 (2) 528 528 302 360 (3) 360 300 (4) 279 (5) 61% 80% 78% (4) 76% (5) 80% (1) RO Influent flows were bypassed from July 23 through November 9, 2007 due to high TTHMs in the RO 200 feed stream and high fluorides in the RO 100 feed stream. (2) Seventy different sampling parameters were removed from the new APP as of December 12, 2007. (3) Intel increased flows in 2007 with the completion of FAB 32. (4) Flows reduced in 2008-09 due to the retrofitting of FAB 22. (5) Intel expects to decrease flows in 2009 with the retrofitting of FAB 22 and combining the building with FAB 32. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 315 $5.58 (5) 528 City of Chandler 2009-10 Adopted Budget Department Budgets – Municipal Utilities    WASTEWATER REVERSE OSMOSIS - 3930    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingency/Reserve Machinery/Equipment Capital Replacement Total Cost Center-3930 WW Industrial Process Treatment 2007-08 Actual $ 791,292 220,030 356,297 73,170 8,403 155,375 19,251 4,183 5,853 $ 1,633,854 2008-09 Adopted Budget $ 989,626 413,350 514,355 45,310 10,100 250 191,280 27,210 275,000 5,400 5,890 $2,477,771 2008-09 Adjusted Budget $1,006,634 497,772 855,606 62,886 10,922 250 191,280 27,210 5,000 5,400 5,890 $2,668,850 2008-09 Estimated $ 936,895 428,560 872,802 70,000 10,135 250 209,000 19,750 5,400 5,853 $ 2,558,645 2009-10 Adopted Budget $ 831,395 256,114 600,150 34,850 11,200 250 329,600 14,458 300,000 6,300 5,890 $ 2,390,207 $ 2,390,207 % Change Adopted To Adopted -15.99% -38.04% 16.68% -23.09% 10.89% 0.00% 72.31% -46.87% 9.09% 16.67% 0.00% -3.53% Authorized Positions Position Title Administrative Specialist Instrumentation Technician Reverse Osmosis Facility Superintendent Reverse Osmosis Water Plant Operator II Reverse Osmosis Water Plant Operator III Senior Equipment Mechanic Utilities Electrician TOTAL 2005-06 Revised 1 1 1 5 1 1 1 11 2006-07 Revised 1 1 1 5 1 1 1 11 2007-08 Revised 1 1 1 5 1 1 1 11 2008-09 Adopted 1 1 1 5 1 1 1 11 2008-09 Revised 1 1 1 5 0 1 1 10 2009-10 Adopted 1 1 1 5 0 1 1 10 Significant Budget and Staffing Changes During fiscal year 2008-09, a Reverse Osmosis Water Plant Operator III position was eliminated. Fiscal year 2009-10 includes funding an increase to repair aging infrastructure, injection wells, and chemicals. A decrease in overtime is due to the completion of treatment at the evaporation ponds related to odor issues. Funding for temporary labor is decreased in fiscal year 2009-10 due to the Administrative Specialist position being filled that was vacant in fiscal year 2008-09. 316 City of Chandler 2009-10 Adopted Budget Department Budgets – Municipal Utilities FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Municipal Utilities Municipal Utilities 3940 Wastewater Treatment W astewater Treatment is responsible for treating domestic and industrial wastewater for reclamation at the Lone Butte Facility. 2009-10 Performance Measurements Goal: To maintain compliance with the Gila River Indian Community (GRIC) lease agreement for water quality standards and to efficiently operate the Lone Butte Water Reclamation Facility. Objectives: ♦ Maintain efficient treatment cost per million gallons. ♦ Maintain 100 percent compliance with the GRIC lease agreement for water quality standards. ♦ Supply reuse water to the GRIC for irrigation purposes. Measures 2006-07 Actual 2007-08 Actual $670 92% 95% 95% 96% 6.55 6.6 6.4 $560 Percent compliance with GRIC lease agreement 94% Reuse of Wastewater (MGD) 5.92 Increase in cost is due to increase in utility rates. Decrease in projected reuse is due to reduced flow into the facility. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 317 2009-10 Projected $620 $540 (2) 2008-09 Year End Estimate * (1) Treatment cost per 1 MG (1) 2008-09 Projected $650 (2) 5.5 City of Chandler 2009-10 Adopted Budget Department Budgets – Municipal Utilities    WASTEWATER TREATMENT – 3940    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingency/Reserve Machinery/Equipment Capital Replacement Total Cost Center-3940 Wastewater Operating 2007-08 Actual $ 101,556 72,196 613,515 17,167 3,481 458,600 3,175 61,375 4,895 $1,335,960 2008-09 Adopted Budget $ 130,949 79,120 548,324 19,220 3,220 250 490,648 4,830 10,400 28,000 4,895 $ 1,319,856 2008-09 Adjusted Budget $ 132,828 105,598 655,316 26,296 4,658 250 504,333 4,315 10,400 28,000 4,895 $ 1,476,889 2008-09 Estimated $ 114,084 93,050 678,620 18,000 3,800 500,000 3,600 32,000 4,895 $1,448,049 2009-10 Adopted Budget $ 132,902 94,120 608,324 19,220 3,070 250 490,648 4,315 10,400 28,000 4,895 $ 1,396,144 $ 1,396,144 % Change Adopted To Adopted 1.49% 18.96% 10.94% 0.00% -4.66% 0.00% 0.00% -10.66% 0.00% 0.00% 0.00% 5.78% Authorized Positions Position Title Senior Facilities Mechanic Wastewater Plant Operator III TOTAL 2005-06 Revised 0 1 1 2006-07 Revised 0 1 1 2007-08 Revised 0 1 1 2008-09 Adopted 0 1 1 2008-09 Revised 0 1 1 2009-10 Adopted 0 1 1 Significant Budget and Staffing Changes Fiscal year 2009-10 funding includes a base adjustment to the travel and training budget. In lieu of a fiscal year 2009-10 Decision Package, a transfer from cost center 3960 – Airport Water Reclamation Facility will fund the increase in chemicals. 318 City of Chandler 2009-10 Adopted Budget Department Budgets – Municipal Utilities FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Municipal Utilities Municipal Utilities 3950 Wastewater Quality W astewater Quality is charged with managing and administering the Industrial Wastewater Pretreatment Program. This program regulates and issues permits to industrial users who discharge pollutants into the wastewater collection system. 2009-10 Performance Measurements Goal: Ensure that wastewater quality remains in compliance with federal, state, county, tribal and local regulations. Objectives: ♦ Manage and implement the Industrial Pretreatment Program by inspecting and sampling industrial customers for compliance with federal and local wastewater regulations. ♦ Perform sampling of groundwater and effluent for Aquifer Protection Permits and Reuse Permits. ♦ Reduce wastewater collection stoppages by inspecting grease traps and interceptors. ♦ Manage compliance sampling database and communicate with industries to help them achieve compliance. Measures 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected Review industrial and City sampling reports to ensure compliance. 290 292 295 260 250 Conduct compliance sampling for aquifer protection and reuse permits 76 76 92 98 98 920 3,117 1,800 1,125 900 69% 69% 100% 96% 96% Number of grease traps and sand & oil (3) interceptors inspected Percentage of permitted industries in full compliance (1) Several industries have closed or reduced sampling. The City has also reduced the number of sampling events. The increase is due to resampling required for some Aquifer Protection Permit parameters. (3) The number of grease trap inspections will fluctuate depending on personnel available to conduct the inspections. (2) * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 319 (1) (2) City of Chandler 2009-10 Adopted Budget Department Budgets – Municipal Utilities    WASTEWATER QUALITY – 3950    Budget Summary 2007-08 Actual Description Personnel Services $ 327,918 Professional/Contract 88,745 Operating Supplies 27,585 Repairs/Maintenance Communications/Transportation 3,218 Insurance/Taxes Rents/Utilities 152 Other Charges/Services 7,117 Capital Replacement Total Cost Center-3950 $ 454,735 Wastewater Operating 2008-09 Adopted Budget $ 338,947 191,863 55,930 3,380 4,940 500 480 6,410 6,178 $ 608,628 2008-09 Adjusted Budget $ 345,921 231,946 62,169 3,380 5,452 500 534 5,800 6,178 $ 661,880 2008-09 Estimated $ 339,374 149,800 64,148 3,810 126 160 $ 557,418 2009-10 Adopted Budget $ 336,439 179,863 67,930 3,380 4,370 500 480 5,800 6,178 $ 604,940 $ 604,940 % Change Adopted To Adopted -0.74% -6.25% 21.46% 0.00% -11.54% 0.00% 0.00% -9.52% 0.00% -0.61% Authorized Positions Position Title Industrial Waste Inspector Pre-Treatment Supervisor Senior Industrial Waste Inspector TOTAL 2005-06 Revised 2 1 1 2006-07 Revised 2 1 1 2007-08 Revised 2 1 1 2008-09 Adopted 2 1 1 2008-09 Revised 2 1 1 2009-10 Adopted 2 1 1 4 4 4 4 4 4 Significant Budget and Staffing Changes Fiscal year 2009-10 funding includes a base adjustment to the travel and training budget. 320 City of Chandler 2009-10 Adopted Budget Department Budgets – Municipal Utilities FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Municipal Utilities Municipal Utilities 3960 Airport Water Reclamation Facility A irport Water Reclamation Facility is responsible for the treatment of domestic and industrial wastewater to water quality standards that allow for reuse of effluent and recharge into the aquifer. 2009-10 Performance Measurements Goal: Efficiently treat municipal wastewater to State of Arizona permit water quality standards for reuse and recharge purposes. Objectives: ♦ Maintain efficient treatment cost per million gallons. ♦ Maintain water quality compliance for Aquifer Protection Permits and Reuse Permits issued by the Arizona Department of Environmental Quality. ♦ Continue to reuse and recharge reclaimed water. ♦ Conserve potable water by supplying reclaimed water for irrigation. Measures Treatment cost per 1 MG Percent Compliance with Permits Reuse of Wastewater (MGD) Recharge of Wastewater (MGD) Number of Reclaimed (Reuse) Customers (1) (2) 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected (1) $890 100% 100% 100% 6.0 7.0 9.0 (2) 2.5 145 160 $800 $825 $840 100% 99.5% 3.8 4.8 5.3 4.4 5.0 78 118 130 $875 2.5 Higher cost due to increase in chemical usage for new disinfection system. Reduced recharge due to reclaim deliveries to the Gila River Indian Community under the Reclaim Water Exchange Agreement. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 321 City of Chandler 2009-10 Adopted Budget Department Budgets – Municipal Utilities    AIRPORT WATER RECLAMATION FACILITY – 3960    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingency/Reserve Machinery/Equipment Capital Replacement Total Cost Center-3960 Wastewater Operating 2008-09 Adopted 2007-08 Budget Actual $1,382,569 $1,732,920 676,928 949,118 900,080 1,112,996 75,587 91,250 28,513 34,815 250 810,293 1,785,735 41,632 65,606 500,000 (500) 25,000 2,721 5,200 $3,917,823 $6,302,890 2008-09 Adjusted Budget $1,766,033 1,091,977 1,394,723 101,542 36,260 250 1,785,735 59,827 500,000 25,000 5,200 $6,766,547 2008-09 Estimated $ 1,615,525 800,400 1,149,500 100,350 28,400 1,201,000 44,500 25,000 6,071 $ 4,970,746 2009-10 Adopted Budget $1,836,286 949,118 1,117,996 91,250 32,814 250 1,499,875 59,827 500,000 25,000 5,200 $6,117,616 $6,117,616 % Change Adopted To Adopted 5.96% 0.00% 0.45% 0.00% -5.75% 0.00% -16.01% -8.81% 0.00% 0.00% 0.00% -2.94% Authorized Positions Position Title Administrative Specialist Executive Assistant Instrumentation Technician Maintenance Planner/Scheduler Maintenance Worker Senior Equipment Mechanic Utilities Electrician Utilities Maintenance Planner/Scheduler Utilities Systems Analyst Utility Systems Manager Wastewater Facilities Superintendent Wastewater Treatment Plant Operator I Wastewater Treatment Plant Operator II Wastewater Treatment Plant Operator III Water Systems Maintenance Superintendent Well Maintenance Technician TOTAL 2005-06 Revised 1 1 2 0 0 2 1 0 1 1 1 2 3 1 0 1 17 2006-07 Revised 1 1 2 0 0 2 1 1 1 1 1 2 4 0 0 1 18 2007-08 Revised 1 1 2 1 0 3 1 0 1 1 1 2 4 0 0 0 18 2008-09 Adopted 1 1 2 1 0 4 1 0 1 1 1 2 5 1 0 0 21 2008-09 Revised 1 1 2 1 1 4 2 0 1 1 1 2 4 0 0 0 21 2009-10 Adopted 1 1 2 1 1 4 2 0 1 1 1 2 4 1 1 0 23 Significant Budget and Staffing Changes During fiscal year 2008-09, one Maintenance Worker position and one Utilities Electrician position were added in lieu of one Wastewater Treatment Plant Operator II, and a Wastewater Treatment Plant Operator III added as a part of a decision package for fiscal year 2008-09. Fiscal year 2009-10 funding includes a base adjustment to the travel and training budget, a transfer of $75,000 to the Lone Butte Wastewater Treatment Facility for chemicals, and $205,860 to the Ocotillo Water Reclamation Facility for utilities increases. Two positions will be added mid-year to support the facility expansion, a Wastewater Treatment Plant Operator III and Water Systems Maintenance Superintendent. 322 City of Chandler 2009-10 Adopted Budget Department Budgets – Municipal Utilities FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Municipal Utilities Municipal Utilities 3970 Ocotillo Water Reclamation O cotillo Water Reclamation Facility is responsible for the treatment of domestic and industrial wastewater to water quality standards that allow for reuse of effluent and recharge into the upper aquifer. The plant is operated by Severn Trent Environmental Services under a long-term contract. 2009-10 Performance Measurements Goal: To maintain treatment cost, compliance with Arizona Department of Environmental Quality regulations, and to maintain wastewater reuse and recharge. Objectives: ♦ Maintain efficient treatment cost per million gallons. ♦ Maintain water quality compliance for Aquifer Protection Permits and Reuse Permits issued by Arizona Department Environmental Quality. ♦ Continue to reuse and recharge reclaimed water. Measures 2006-07 Actual Treatment cost per 1 MG $1,214 Percent Compliance with Permits Reuse of Wastewater (MGD) Recharge of Wastewater (MGD) (1) (2) (3) 2007-08 Actual (1) $1,202 99.9% 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected (1) $1,255 $1,260 99.5% 100% 98.8% 100% 7.48 7.77 8.0 8.3 (2) 0.75 0.8 0.88 $1,250 Increase in cost is due to increased maintenance costs associated with aging infrastructure. Reduction in recharge due to the commencement of reclaimed water deliveries to the Gila River Indian Community. Reduction in flow to this facility, increasing the flow to the Airport Water Reclamation Facility. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 323 (2) 0.4 (3) 7.3 0.4 City of Chandler 2009-10 Adopted Budget Department Budgets – Municipal Utilities    OCOTILLO WATER RECLAMATION – 3970    Budget Summary Description Professional/Contract Rents/Utilities Total Cost Center-3970 Wastewater Operating 2007-08 Actual $3,715,111 21,102 $3,736,213 2008-09 Adopted Budget $ 3,842,460 $ 3,842,460 2008-09 Adjusted Budget $ 4,810,208 224,600 $ 5,034,808 2008-09 Estimated $ 4,805,400 224,600 $ 5,030,000 2009-10 Adopted Budget $ 4,118,320 $ 4,118,320 $ 4,118,320 % Change Adopted To Adopted 7.18% N/A 7.18% Significant Budget and Staffing Changes Fiscal year 2009-10 includes an annual increase for on-going operation and maintenance costs for the Ocotillo Water Reclamation Facility operated by Severn Trent Environmental Services. Per the contract with the City of Chandler, the costs are based on the Consumer Price Index (CPI). In lieu of a FY 2009-10 Decision Package, a transfer from the Airport Water Reclamation Facility will fund an increase for the Consumer Price Index (CPI) and utilities. 324 City of Chandler 2009-10 Adopted Budget Department Budgets – Public Works PUBLIC WORKS DEPARTMENT Assistant City Manager Public Works Administration Engineering Real Estate Services Transportation and Operations Administration Contract Administration Construction Mgt. (CIP) General Services Construction Mgt. (Development) Transit Services Streets Traffic Engineering Street Sweeping Airport The table below depicts the breakdown by division for the fiscal year 2009-10 Public Works Department Budget. Subsequent pages provide cost center descriptions, goals and objectives, performance measurements, budget summaries, authorized positions and highlights of significant changes. Public Works Overview 2007-08 Actual Expenditures by Cost Center Expenditures Administration $ 492,016 Engineering 3,777,550 Transportation/Operations Admin. 262,887 Real Estate 151,012 Streets 7,104,054 Streets Capital 50,584,757 Traffic Engineering 5,566,851 Transit Services 894,380 Street Sweeping 914,600 Airport 894,533 Airport Capital 3,353,408 TOTAL PUBLIC WORKS $ 73,996,048 2008-09 Adopted Budget $ 797,393 5,331,546 420,810 395,717 9,564,231 232,469,115 6,326,951 1,895,960 1,408,293 1,348,585 12,326,133 $ 272,284,734 2008-09 Estimated Expenditures $ 586,615 3,757,460 286,209 201,416 11,723,309 52,078,929 6,302,621 1,939,581 1,017,236 936,400 160,958 $ 78,990,734 2009-10 Adopted Budget $ 478,310 4,476,108 297,118 387,490 7,696,023 117,804,697 6,477,031 1,875,305 1,331,129 907,781 3,469,124 $ 145,200,116 % of 2009-10 Total 1% 3% 1% 1% 5% 80% 4% 1% 1% 1% 2% 100% Expenditures by Category Personnel & Benefits $ Operating & Maintenance Capital - Major TOTAL PUBLIC WORKS $ 10,442,386 9,615,497 53,938,165 73,996,048 $ 13,502,870 13,986,616 244,795,248 $ 272,284,734 $ $ Staffing by Cost Center Administration Engineering Transportation/Operations Admin. Real Estate Streets Traffic Engineering Transit Services Street Sweeping Airport TOTAL PUBLIC WORKS 2007-08 Revised 4.00 51.00 5.00 5.00 47.00 35.00 4.00 10.00 7.00 168.00 9% 7% 84% 100% % of 2009-10 Total 2% 29% 2% 2.5% 30% 21% 2.5% 7% 4% 100% 325 2008-09 Adopted 4.00 50.00 4.00 4.00 47.00 35.00 4.00 10.00 7.00 165.00 $ 11,657,204 15,093,643 52,239,887 78,990,734 2008-09 Revised 4.00 50.00 4.00 4.00 47.00 35.00 4.00 10.00 7.00 165.00 13,198,532 10,727,763 121,273,821 $ 145,200,116 2009-10 Adopted 3.00 45.00 3.00 4.00 46.00 32.00 4.00 10.00 6.00 153.00 City of Chandler 2009-10 Adopted Budget Department Budgets – Public Works 2008-09 Public Works Accomplishments  Completed construction of Chandler's first regional commuter park & ride. Located at Tumbleweed Park, the $6.4 million facility provides 450 parking spaces and accommodates 4 different express bus routes.  Implemented new bus service on Kyrene Road and on McClintock Road, and extended bus service on Dobson Road (Route 96) south of Frye to Ocotillo Road.  There were approximately 841,000 fixed-route transit passenger boardings, 32,346 passengers on East Valley Dial-a-Ride and on Maricopa County Special Transportation Services.  First Family Bike Ride along the Paseo Trail in South Chandler with nearly 100 riders participating.  Installed 6 new permanent traffic signals and 147 new streetlights; performed ongoing maintenance on 204 traffic signals and 25,500 streetlights.  Processed 1,258 as-built documents, 62 plats, and handled over 4,500 requests at the General Services customer service counter.  Initiated design of the Airfield Perimeter Road, Airport Boulevard Realignment, the Northwest Apron project and design review of the Airport Storm Drainage projects.  Received grants for airport improvements totaling $327,640 from federal and state agencies.  Completed street rehabilitation on 33.5 lane miles of roadway. Completed maintenance acrylic seal coats on 104 lane miles of roadway.  Swept approximately 78,034 curb miles of roadway.  Started a new air quality improvement program to reduce PM-10 particles by surfacing or treating alley and road shoulders; completed 15.8 miles of alley and 2.0 curb miles of roadway shoulders.  Acquired 99 parcels for 9 Capital Improvement projects for a total cost of $10,342,085 and the sale of 2 excess parcels of land providing $30,000 in revenue to the City.  Construction on Germann Road from Alma School Road to Arizona Avenue.  Roadway improvements along Riggs Road from Gilbert Road to Val Vista Road were substantially completed.  Started the re-construction of Gilbert Road from Germann Road to Queen Creek Road.  Completed the construction of the Dobson/Warner Road intersection improvement.  Completed the installation of reclaimed water line and roadway improvements to Queen Creek Road from McQueen Road to Price Road. 326 City of Chandler 2009-10 Adopted Budget Department Budgets – Public Works FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Public Works Public Works 3010 Public Works Administration Public Works Administration is charged with providing management direction and support to the two divisions that comprise the Public Works Department. This is accomplished by working with City staff, elected officials and the public in planning, developing, constructing and maintaining the Streets and Airport public infrastructure. 2009-10 Performance Measurements Goal: To provide efficient and effective services to the residents of Chandler through administration, general direction, and coordination of activities of the Public Works Department. Objective: ♦ Respond to requests for information, assistance, complaints, and direction in a timely manner and keep citizens informed of services, programs, and projects that affect them. Measures Requests from Citizens Percentage of customer service requests responded to within 5 days Number of public meetings with citizens/neighborhoods/businesses (1) (2) 2006-07 Actual 732 95% 49 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected (1) 725 750 750 94% 95% 95% 95% (2) 50 35 35 858 31 Number of citizen requests increased due to major construction projects that impacted citizens and businesses. Number of public meetings decreased as number of new projects & stakeholder meetings were decreased due to budget reductions. Goal: Supply factual information, data and recommendations on Public Works issues to the City Manager to assist in implementation of City Code requirements and Council policies. Objective: ♦ Represent the City at various agency and civic group meetings (i.e., Arizona Department of Transportation, Salt River Project, Maricopa Association of Governments, and Regional Public Transit Authority). Measures Represent City at Agency Meetings and Civic Groups 2006-07 Actual 36 2007-08 Actual 46 * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated”. Note: All measurements are through June 30th, the last day of the fiscal year. 327 2008-09 Projected 40 2008-09 Year End Estimate * 50 2009-10 Projected 50 City of Chandler 2009-10 Adopted Budget Department Budgets – Public Works    PUBLIC WORKS ADMINISTRATION – 3010    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Contingency/Reserve Building/Improvements Equipment/Office Furniture Capital Replacement Total Cost Center-3010 General Fund 2007-08 Actual $ 403,077 31,422 14,512 606 17,527 18,845 6,027 $ 492,016 2008-09 Adopted Budget $ 520,259 20,000 40,340 1,590 9,405 500 6,190 140,000 40,000 15,000 4,109 $ 797,393 2008-09 Adjusted Budget $ 531,096 56,230 16,417 1,590 7,568 500 2,908 50,064 60,115 15,000 4,109 $ 745,597 2008-09 Estimated $ 445,551 51,230 10,915 1,590 6,047 500 2,558 60,115 4,000 4,109 $ 586,615 2009-10 Adopted Budget $ 450,164 4,302 1,590 5,080 500 2,461 10,104 4,109 $ 478,310 $ 478,310 % Change Adopted To Adopted -13.47% -100.00% -89.34% 0.00% -45.99% 0.00% -60.24% -92.78% -100.00% -100.00% 0.00% -40.02% Authorized Positions Position Title Public Works Deputy Director Public Works Director Senior Executive Assistant Senior Management Assistant TOTAL 2005-06 Revised 1 1 1 1 4 2006-07 Revised 1 1 1 1 4 2007-08 Revised 1 1 1 1 4 2008-09 Adopted 1 1 1 1 4 2008-09 Revised 1 1 1 1 4 2009-10 Adopted 1 1 1 0 3 Significant Budget and Staffing Changes Fiscal year 2009-10 reflects the elimination of one vacant Senior Management Assistant position, a reduction in operating budget of $45,280, and a reduction in temporary personnel services (5118) of $6,000. 328 City of Chandler 2009-10 Adopted Budget Department Budgets – Public Works FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Public Works Public Works 3020 Engineering E ngineering is responsible for maintaining the orderly development and construction of the City’s infrastructure. Master plans of public works infrastructure are implemented through the Capital Improvement Program and through construction by private developers. Infrastructure design and construction are coordinated through this division. This division also maintains data on all City infrastructure and assures compliance with City standards and code requirements for public and private development. 2009-10 Performance Measurements Goal: Increase job-related training for Engineering employees. Objective: ♦ Achieve a minimum of one job-related training exercise per year per employee. Measures Percent of Engineering employees receiving training 2006-07 Actual 75% 2007-08 Actual 60% 2008-09 Projected 2008-09 Year End Estimate * 80% 83% 2009-10 Projected 80% Goal: Provide superior engineering support services during the planning, design and implementation of City Capital Improvement program projects and private development. Objective: ♦ Assure reasonable design schedules are established and consultants complete design projects on time. Measures 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected Percent of design projects/completed/billed 100% 98% 80% 80% 80% Percent of construction projects/completed/billed 90% 82% 80% 80% 80% Goal: Process invoices from consultants in a timely manner. Objective: ♦ Assure that requests for payment by City consultants and contractors are processed within 10 working days of receipt. Measures Percentage of payments processed within 10 working day of receipt by the Capital Projects Accounting Office 2006-07 Actual 95.3% 2007-08 Actual 91.1% * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 329 2008-09 Projected 95% 2008-09 Year End Estimate * 95% 2009-10 Projected 95% City of Chandler 2009-10 Adopted Budget Department Budgets – Public Works    ENGINEERING – 3020    Goal: Provide quality inspection and material testing services. Objective: ♦ Assure compliance with City standards and code requirements in off-site construction by providing quality inspection and material testing services, thus reducing re-tests to no more than 3% and saving builders and the City time and money. Measures Percentage of construction materials tests requiring a retest 2006-07 Actual 2.0% 2007-08 Actual 0.01% 2008-09 Projected 2.0% 2008-09 Year End Estimate * 2.0% 2009-10 Projected 2.0% Goal: Limit increases in construction costs of existing projects. Objective: ♦ Assure cost increases on construction projects are within established limits of the original cost estimates through performance of design review on construction drawings prior to the bid process. Measures Limit aggregate project change orders to no more than 5% of original contract amount (1) 2006-07 Actual -0.81% (1) 2007-08 Actual 1.84% 2008-09 Projected 5.0% 2008-09 Year End Estimate * 3.5% 2009-10 Projected 5.0% Quantity adjustments on Gilbert/Pecos, Germann Road. Goal: Provide quality customer service for requests for information, maps and presentation materials by achieving 98% or better response rate. Objective: ♦ Assure compliance with City standards and code requirements while responding to City and Citizen requests. Measures Requests for maps/presentation materials/ % provided by General Services Staff Requests for data/information/ % provided by General Services Staff 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 739/100 784/100 750/100 780/100 780/100 6,945/98 6,717/98 7,000/98 7,000/98 7,000/98 * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 330 City of Chandler 2009-10 Adopted Budget Department Budgets – Public Works    ENGINEERING – 3020    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Contingency/Reserve Machinery/Equipment Capital Replacement Total Cost Center-3020 General Fund In-House Capital Grand Total 2007-08 Actual $ 2,850,918 730,012 99,286 10,327 34,783 2,000 28,195 261 21,768 $ 3,777,550 2008-09 Adopted Budget $4,493,513 579,870 109,352 10,670 27,677 1,500 25,374 23,000 1,600 58,990 $5,331,546 2008-09 Adjusted Budget $ 4,585,659 330,168 116,379 15,781 31,517 1,500 26,937 11,500 1,674 58,990 $ 5,180,105 2008-09 Estimated $3,211,869 325,500 104,167 15,377 29,838 1,500 25,076 800 43,333 $3,757,460 2009-10 Adopted Budget $ 4,280,739 22,870 67,087 10,670 24,072 1,500 8,244 60,926 $ 4,476,108 $ 3,378,425 1,097,683 $ 4,476,108 % Change Adopted To Adopted -4.74% -96.06% -38.65% 0.00% -13.03% 0.00% -67.51% -100.00% -100.00% 3.28% -16.04% Authorized Positions Position Title Administrative Specialist Assistant Public Works Director/City Eng. Construction Materials Technician Construction Project Coordinator Contract Services Representative Design Coordinator Development Project Administrator Development Project Coordinator Engineer Engineering Assistant Engineering Project Manager Engineering Technician Executive Assistant GIS Technician I GIS Technician II Management Assistant Offsite Inspector Principal Engineer Project Analyst Project Support Assistant Public Works Engineer Public Works Inspector Records Management Associate Senior Engineer Senior Offsite Inspector Senior Public Works Inspector Utility Inspector TOTAL 2005-06 Revised 3 1 1 0 2 1 1 0 4 8 0 2 1 1 3 1 8 0 1 1 2 0 1 3 2 0 2 49 2006-07 Revised 4 1 1 1 2 1 2 0 3 8 0 2 1 1 3 1 8 0 1 1 2 0 1 3 1 0 2 50 2007-08 Revised 4 1 1 1 2 1 2 1 4 1 6 2 1 1 3 1 0 1 1 1 2 10 1 2 0 1 0 51 2008-09 Adopted 4 1 1 1 2 0 2 1 4 1 6 2 1 1 3 1 0 1 1 1 2 10 1 2 0 1 0 50 2008-09 Revised 4 1 1 1 2 0 2 1 4 1 6 2 1 1 3 1 0 2 1 1 2 10 1 1 0 1 0 50 2009-10 Adopted 3 1 1 1 2 0 2 1 3 1 6 1 1 1 3 1 0 2 1 1 1 10 1 0 0 1 0 45 Significant Budget and Staffing Changes During 2008-09, one Senior Engineer position was reclassified to Principal Engineer. Fiscal year 2009-10 reflects a reduction in funding for the Student Engineer program, and the elimination of the following vacant positions: one Administrative Specialist, one Engineer, one Senior Engineer, one Public Works Engineer and one Engineering Technician. 331 City of Chandler 2009-10 Adopted Budget Department Budgets – Public Works FUNCTION: DEPARTMENT: Public Works Public Works COST CENTER: 3030 DIVISION: Transportation and Operations Administration Transportation Administration provides the administrative and management oversight functions for the Streets, Traffic Engineering, Transit, Street Sweeping, and Airport cost centers. 2009-10 Performance Measurements Goal: To provide efficient and effective services to the residents of Chandler through administration, general direction, and coordination of activities of the Streets, Airport, Transit, Traffic Engineering, and Transportation Planning staffs. Objective: ♦ Respond to requests for information, assistance, complaints, and direction in a timely manner. Measures Percentage of customer service requests responded to within five days 2006-07 Actual 95% 2007-08 Actual 95% 2008-09 Projected 95% 2008-09 Year End Estimate * 95% 2009-10 Projected 95% Goal: Supply factual information, data and recommendations on Transportation issues to the City Manager to assist in implementation of City Code requirements and Council policies. Objective: ♦ Represent the City at various neighborhood, civic and agency meetings (i.e., Arizona Department of Transportation, Arizona Department of Environmental Quality, Maricopa Association of Governments, Regional Public Transit Authority, Transportation Commission, public meetings, and stakeholder meetings) and keep City Council informed and updated on City, County, Regional and State transportation projects that involve Chandler. Measures Represent City at neighborhood, civic, and agency meetings (1) 2006-07 Actual 60 2007-08 Actual (1) 50 2008-09 Projected 50 2008-09 Year End Estimate * 50 2009-10 Projected 40 Number of meetings attended has decreased due to the unfilled vacancy of Assistant Public Works Director/Transportation & Operations. Staff from other cost centers attend meetings. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 332 City of Chandler 2009-10 Adopted Budget Department Budgets – Public Works    TRANSPORTATION AND OPERATIONS ADMINISTRATION - 3030    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Contingency/Reserve Capital Replacement Total Cost Center-3030 General Fund 2007-08 Actual $ 254,316 545 4,670 600 1,155 1,601 $ 262,887 2008-09 Adopted Budget $ 370,444 1,600 7,250 850 3,600 5,940 27,317 3,809 $ 420,810 2008-09 Adjusted Budget $ 378,113 1,600 7,942 850 2,600 5,940 27,317 3,809 $ 428,171 2008-09 Estimated $ 279,469 125 2,950 700 1,065 1,900 $ 286,209 2009-10 Adopted Budget $ 285,469 4,670 650 1,990 530 3,809 $ 297,118 $ 297,118 % Change Adopted To Adopted -22.94% -100.00% -35.59% -23.53% -44.72% -91.08% -100.00% 0.00% -29.39% Authorized Positions Position Title Administrative Specialist Assist. Public Works Director/ Transportation and Operations Executive Assistant Management Assistant Senior Engineer Streets Operations and Projects Manager TOTAL 2005-06 Revised 1 2006-07 Revised 0 2007-08 Revised 0 2008-09 Adopted 0 2008-09 Revised 0 2009-10 Adopted 0 1 1 1 2 1 7 1 1 1 2 0 5 1 1 1 2 0 5 0 1 1 2 0 4 0 1 1 2 0 4 0 1 1 1 0 3 Significant Budget and Staffing Changes Fiscal year 2009-10 reflects a reduction in operating budget of $9,500 and the elimination of one vacant Senior Engineer position. 333 City of Chandler 2009-10 Adopted Budget Department Budgets – Public Works FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Public Works Public Works 3070 Real Estate Real Estate works with all City Departments and citizens and is responsible for property and land rights acquisition and disposition for the City, maintenance of the City Property and management of certain leases and agreements on City owned properties. It also provides information to all departments on land availability, issues and land values for long-range planning and budget purposes. 2009-10 Performance Measurements Goal: To provide efficient and effective services to the residents of Chandler through administration, general direction and coordination of the Real Estate Division. Objective: ♦ Respond to requests for information, assistance and direction in a timely manner and keep citizens informed of Real Estate projects and activities that affect them. Measures Number of telephone or in-person Real Estate services requests for information and assistance/% response within 5 days Number of written requests for Real Estate services 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate 2009-10 Projected 3,550/95% 3,746/95% 3,265/95% 3,121/95% 3,000/95% (2) 475 450 108 116 110 219 67 90 Number of Actions presented to City Council and Administrative Acceptance Packages completed (1) (2) (3) (1) 410 470 (3) Reduction in FY2007/08 due to Real Estate split on 7/1/2007. Includes multiple parcel jobs. Effective FY2007-08, revised measure to include Administrative Acceptance Packages completed. Goal: Reduce the cost of property/land rights acquisition and maintenance for taxpayers of Chandler. Objective: ♦ Pursue and manage property and land rights acquisition and maintenance for no or low cost to the City. Measures Acreage of leases on City properties Lease Revenue Cost savings based on work performed by Real Estate staff rather than use of consultants. Savings from verification of City of Chandler property rights, dedications of property, and land rights (4) (5) 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 462 432 404 467 467 $75,087 (4) $80,400 $66,028 $70,000 $1,942,229 $1,510,000 (5) $500,000 $1,474,360 $63,804 $550,000 Decrease due to City development of vacant land available for lease. Variance due to the volume of capital improvement projects shifted to future years and difficulty in predicting value of property dedications to the City resulting from private development. * 2008-09Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 334 City of Chandler 2009-10 Adopted Budget Department Budgets – Public Works    REAL ESTATE- 3070    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Contingency/Reserve Capital Replacement Total Cost Center-3070 General Fund In-House Capital Grand Total 2007-08 Actual $ 139,356 7,806 519 1,018 2,313 $ 151,012 2008-09 Adopted Budget $ 350,928 500 13,087 500 1,380 150 5,200 20,163 3,809 $ 395,717 2008-09 Adjusted Budget $ 361,140 500 11,228 500 1,380 150 3,200 20,163 3,809 $ 402,070 2008-09 Estimated $ 162,881 1,500 29,270 288 1,977 5,500 $ 201,416 2009-10 Adopted Budget $ 374,011 750 4,240 700 980 150 2,850 3,809 $ 387,490 $ 165,831 221,659 $ 387,490 % Change Adopted To Adopted 6.58% 50.00% -67.60% 40.00% -28.99% 0.00% -45.19% -100.00% 0.00% -2.08% Authorized Positions Position Title Executive Assistant Real Estate Manager Real Estate Operations Coordinator Real Estate Property Management Officer Real Estate Services Specialist TOTAL 2005-06 Revised 1 1 1 5 1 9 2006-07 Revised 1 1 1 5 1 9 2007-08 Revised 0 0 1 3 1 5 2008-09 Adopted 0 0 1 2 1 4 2008-09 Revised 0 1 0 2 1 4 2009-10 Adopted 0 1 0 2 1 4 Significant Budget and Staffing Changes During 2008-09, one Real Estate Operations Coordinator position was reclassified to Real Estate Manager. Fiscal year 2009-10 reflects a reduction of $22,563 in temporary personnel services (5118). 335 City of Chandler 2009-10 Adopted Budget Department Budgets – Public Works FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Public Works Public Works 3300 Streets Streets provides for the care, repair, and maintenance of all City-owned streets (1,951 lane miles), alleys (129 miles), curbs, gutters, sidewalks (1,660 miles), drainage structures (which include catch basins, scuppers and retention basins) and rights-of-way maintenance. 2009-10 Performance Measurements Goal: Minimize citizen complaints and requests for maintenance by providing for a safe and well-maintained street, sidewalk, and curb/gutter system. Objective: ♦ Schedule mowing, weed cutting, and herbicide application of non-landscaped areas in a manner that will maintain their appearance and limit citizen complaints. Maintain sidewalks, curbs, and gutters to reduce citizen requests for maintenance. 2006-07 Actual Measures Complaints on non-landscaped areas and rights of way Requests for sidewalk maintenance (1) Requests for curb/gutter maintenance (1) Requests for street repair / pothole (1) repairs (1) 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 4 3 5 5 6 90 101 97 114 117 56 42 52 27 29 69/23 45/75 70/50 35/38 36/42 Requests are tracked as work orders for service. Goal: Respond to citizen requests for street, sidewalk, curb and gutter repairs and maintenance in a timely manner. Objective: ♦ Complete maintenance requests for streets, sidewalks, curbs and gutters within: (2) 30 days for sidewalk, curb and gutter repairs (3) 18 days for street repairs 2 days for potholes Measures 2006-07 Actual Average number of days to complete sidewalk, curb and gutter repairs Average number days to complete street repairs / pothole repairs (2) (3) 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 8.75 9.9 10 7 9 12.9/5 11.2/3.2 12/2 10/2 10/2 Effective FY2007-08, reduced from 40 days to 30 days. Effective FY2007-08, reduced from 20 days to 18 days. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 336 City of Chandler 2009-10 Adopted Budget Department Budgets – Public Works    STREETS - 3300    Goal: Maintain alleys, asphalt roadways, sidewalks, curbs, gutters, scuppers, drains and catch basins with necessary grading, repair, replacement, and cleaning. Objectives: ♦ Place asphalt, slurry, and crack seal as needed for road repair. ♦ Place concrete to repair damaged sidewalks, curbs and gutters, and drainage structures. ♦ Inspect and clean scuppers/drains/catch basins as needed. ♦ Grade and place asphalt millings for alley maintenance. 2006-07 Actual Measures 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected Satisfactory Pavement Lane miles of paved roadway Lane miles of paved roadway in satisfactory condition/Percentage 1,875 1,938 1,176/63% 1,165/60% 1,918 1,951 1,951 (1) 1,139/58% 1,056/54% (1) 437 396 71/12% 64/15% 45/9% 971/50% Street Slurry/Micro Sealing Lane miles of paved roadway needing maintenance, fair condition Lane miles of street maintenance (2) performed/Percentage 487 428 72/15% 48/11% 595 Street Repaving Lane miles of paved roadway needing (3) (4) re-paving, poor condition Lane miles of street re-paving (3) performed/Percentage 212 345 352 375 499 (4) 17/5% 30/9% 34/9% 36/7% (6) 3,400 7/3% Other Street Maintenance Tons of asphalt placed for pavement repair Lineal feet of crack sealing Square feet of concrete placed Miles of un-paved alley graded (9) Scuppers/drains/catch basins/drywells inspected* (5) 2,711 1,963,026 1,767,953 1,300,000 1,800,000 2,000,000 54,800 (7) 63,200 (8) 48,300 67 80 75 80 (10)(11) 3,600 2,169 1,916 38,280 65 1,394 5,136 (1) 3,380 48,282 As street system ages, more streets are moving from satisfactory condition to fair. Street maintenance includes slurry seal, chip seal, and micro-seal. Street re-paving includes street repaving, hot-in-place recycling, and other major rehabilitation techniques. (4) Less rehabilitation completed due to the high cost of concrete work required for ADA access. By law, ADA issues must be addressed at the same time as street rehabilitation work. (5) Tonnage lower due to equipment repairs. (6) Tonnage increased due to new equipment/improved work practices. (7) Majority of the year crew size reduced due to promotions and positions not filled. (8) Used less concrete due to smaller jobs and improved work practices. (9) Miles of alleys graded includes those graded by City crews and contracted alley rehab. (10) Increase in inspections due to work process improvements. (11) Reflects total number of storm water structures inspected, cleaned, and/or maintained. (12) Projection estimates are contingent on division being fully staffed. Two stormwater crew positions are currently vacant. (2) (3) * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 337 (12) 5,800 (12) 6,200 City of Chandler 2009-10 Adopted Budget Department Budgets – Public Works    STREETS - 3300    Budget Summary 2007-08 Actual Description Personnel Services $ 2,985,414 Professional/Contract 847,748 Operating Supplies 570,764 Repairs/Maintenance 45,183 Communications/Transportation 16,078 Insurance/Taxes 9,792 Rents/Utilities 534,295 Other Charges/Services 116,454 Contingency/Reserve Machinery/Equipment 26,235 Street Improvements 1,780,862 Capital Replacement 171,229 Total Cost Center-3300 $ 7,104,054 General Fund Highway User Revenue Grand Total 2008-09 Adopted Budget $3,323,897 931,724 438,946 51,535 14,915 16,500 616,640 86,725 513,982 109,268 3,251,703 208,396 $9,564,231 2008-09 Adjusted Budget $ 3,389,629 1,867,843 669,236 62,740 15,406 18,384 638,025 137,337 57,339 215,674 4,824,526 208,396 $ 12,104,535 2008-09 Estimated $ 3,249,419 1,709,951 771,602 60,035 13,241 20,000 622,220 135,295 182,960 4,824,248 134,338 $ 11,723,309 2009-10 Adopted Budget $ 3,433,216 943,451 631,946 51,535 13,655 16,500 475,640 82,969 169,982 9,268 1,669,465 198,396 $ 7,696,023 $ 3,349,305 4,346,718 $ 7,696,023 % Change Adopted To Adopted 3.29% 1.26% 43.97% 0.00% -8.45% 0.00% -22.87% -4.33% -66.93% -91.52% -48.66% -4.80% -19.53% Authorized Positions Position Title Administrative Specialist Contract Compliance Inspector Landscape Architect Maintenance Worker Management Assistant Public Works Service Specialist Senior Streets Maintenance Coordinator Senior Streets Specialist Storm Water Maintenance Coordinator Storm Water Programs Coordinator Streets Crew Leader Street Maintenance Coordinator Street Maintenance Supervisor Street Maintenance Worker Streets Operation and Project Manager Street Superintendent Streets Specialist TOTAL 2005-06 Revised 1 1 1 1 0 0.5 0 11 1 1 5 1 2 6 0 1 6 38.5 2006-07 Revised 2 1 1 0 1 0.5 1 13 1 1 5 1 2 6 1 1 6 43.5 2007-08 Revised 2 1 1 0 1 1 1 13 1 1 5 1 2 8 1 1 7 47 2008-09 Adopted 2 1 1 0 1 1 1 13 1 1 5 1 2 8 1 1 7 47 2008-09 Revised 2 1 1 0 1 1 1 13 1 1 5 1 2 8 1 1 7 47 2009-10 Adopted 2 1 1 0 1 1 1 12 1 1 5 1 2 8 1 1 7 46 Significant Budget and Staffing Changes Fiscal year 2009-10 reflects a reduction in utilities of $150,000 realized by reducing the watering of landscape medians during the summer from daily to every other day; a reduction in Machinery/Equipment of $100,000 realized by significantly reducing or not replacing small equipment; and a reduction in Contingency/Savings of $100,000. One vacant Senior Streets Specialist position is being eliminated and one Senior Streets Specialist position is being moved from General Fund to Highway User Revenue Fund (HURF) funding. 338 City of Chandler 2009-10 Adopted Budget Department Budgets – Public Works FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Public Works Public Works 3310 Streets Capital Capital Budget Summary Description Professional/Contract Contingency/Reserve Land/Improvements Building/Improvements Machinery/Equipment Street Improvements Total Cost Center-3310 General Fund Proposition 400 Highway User Revenue Local Transportation Assistance Grants-In-Aid HURF Bonds Street Gen'l Oblig Bonds Storm Sewer GO Bonds Arterial Street Impact Fees Storm/Sewer Rev Bonds Grand Total 2007-08 Actual $ 106,173 2,184 288,789 50,187,611 $ 50,584,757 2008-09 Adopted Budget $ 146,963,615 150,000 85,355,500 $ 232,469,115 2008-09 Adjusted Budget $ 10,079 213 22,189 137,261,749 $ 137,294,230 2008-09 Estimated $ 9,724 22,189 52,047,016 $ 52,078,929 2009-10 Adopted Budget $ 84,629,198 33,175,499 $ 117,804,697 1,174,093 1,370,000 4,647,144 511,194 19,897,251 1,147 58,022,901 2,258,231 29,915,917 6,819 $ 117,804,697 % Change Adopted To Adopted N/A -42.41% N/A N/A -100.00% -61.13% -49.32% Significant Budget and Staffing Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions for the current year and new projects for the proposed year. 339 City of Chandler 2009-10 Adopted Budget Department Budgets – Public Works FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Public Works Public Works 3330 Traffic Engineering Traffic Engineering is responsible for the planning, design, installation, operation, and maintenance of the traffic control system and lighting for all City streets. The traffic control system is comprised of 199 traffic signals, 25,700 streetlights, and 16,963 traffic signs. This division is also responsible for street name and guide signs, pavement markings for crosswalks, lane lines, and railroad crossing signs. 2009-10 Performance Measurements Goal: Provide for the efficient and safe movement of people and goods within the City through the use of traffic engineering studies and technology for design, installation, maintenance and operation of traffic control devices including signals, signs, pavement markings, and streetlights. Objective: ♦ Complete requests for traffic engineering studies within four weeks. Measures Number of requests requiring traffic studies/average time of completion in weeks 2006-07 Actual 110/5 2007-08 Actual 105/4 2008-09 Projected 120/4 2008-09 Year End Estimate * 110/4 2009-10 Projected 115/4 Goal: To provide proper inspection and maintenance of all traffic signals. Objective: ♦ Complete inspections and preventative maintenance of all traffic signals once every 18 months. Measures Total number of signalized intersections/percent of signals inspected and maintained Total number of traffic signal heads/number replaced 2008-09 Year End Estimate * 2006-07 Actual 2007-08 Actual 2008-09 Projected 193/100% 198/100% 207/100% 207/100% 212/100% 3,860/11 3,960/11 4,140/12 4,140/12 4,240/12 * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 340 2009-10 Projected City of Chandler 2009-10 Adopted Budget Department Budgets – Public Works    TRAFFIC ENGINEERING – 3330    Goal: To maintain street markings and street signs within the City. Objectives: ♦ Replace damaged regulatory and warning signs within one workday (or four days if it requires Bluestaking). ♦ Repaint all street markings annually except the bike lanes on collector and local streets. ♦ Repaint bike lane street markings on collector and local streets every two years. Measures Number of sign repairs/percent exceeding one workday Number of centerline-miles of striping inventory/percent (2) repainted (1) (2) 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 4,302/4% 6,534/4% 7,400/4% 5,080/5% 5,500/4% 270/N/A 270/ N/A 270/60% 271/80% 271/100% New traffic sign staff and new maintenance programs were added in FY07/08. Performance measure has been changed for FY0708 to improve accuracy and better reflect paint quantities. Goal: To immediately handle any repairs for arterial streetlights. Objective: ♦ Repair (or initiate underground repair) for arterial streetlights within five working days. Measures Number of street light repairs/percent exceeding five work days 2006-07 Actual 2007-08 Actual 1,467/5% 1,252/5% * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 341 2008-09 Projected 1,482/3% 2008-09 Year End Estimate * 1,378/3% 2009-10 Projected 1,400/5% City of Chandler 2009-10 Adopted Budget Department Budgets – Public Works    TRAFFIC ENGINEERING – 3330    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingency/Reserve Street Improvements Capital Replacement Total Cost Center-3330 General Fund Highway User Revenue Grand Total 2007-08 Actual $ 2,460,722 89,744 655,106 2,267 13,665 9,417 2,199,196 13,198 123,536 $ 5,566,851 2008-09 Adopted Budget $ 2,827,796 63,852 646,390 4,450 25,934 8,500 2,531,310 16,128 55,060 147,531 $ 6,326,951 2008-09 Adjusted Budget $2,891,176 75,063 663,837 4,450 25,771 11,551 2,532,868 17,071 55,060 542 148,342 $6,425,731 2008-09 Estimated $2,794,500 80,253 708,909 4,468 11,611 17,997 2,524,557 15,880 144,446 $6,302,621 2009-10 Adopted Budget $ 2,752,210 55,292 658,819 4,450 21,184 8,500 2,757,046 16,128 55,060 148,342 $ 6,477,031 $ 2,417,149 4,059,882 $ 6,477,031 % Change Adopted To Adopted -2.67% -13.41% 1.92% 0.00% -18.32% 0.00% 8.92% 0.00% 0.00% N/A 0.55% 2.37% Authorized Positions Position Title Administrative Specialist City Transportation Engineer Engineer Assistant Senior Engineer Signals and Lighting Field Supervisor Signal Systems Analyst Signs and Markings Field Supervisor Street Light Technician Street Light Technician II Traffic Engineering Analyst Traffic Engineering Inspector Traffic Engineering Technician Traffic Operations Superintendent Traffic Operations Technician I Traffic Operations Technician II Traffic Signal and Street Light Technician I Traffic Signal Technician Traffic Signal Technician II Transportation Engineer Transportation Studies Manager TOTAL 2005-06 Revised 1 0 0 2 1 1 1 3 0 0 2 3 1 6 2 0 4 0 1 1 29 2006-07 Revised 2 1 0 2 1 2 1 3 0 2 2 1 1 8 2 0 4 0 0 1 33 2007-08 Revised 2 1 1 2 1 2 1 3 0 2 2 1 1 9 2 0 4 0 0 1 35 2008-09 Adopted 2 1 1 2 1 2 1 3 0 2 2 1 1 9 2 0 4 0 0 1 35 2008-09 Revised 2 1 1 2 1 2 1 0 3 2 2 1 1 6 2 3 0 4 0 1 35 2009-10 Adopted 2 1 0 2 1 2 1 0 3 2 2 1 1 6 1 2 0 4 0 1 32 Significant Budget and Staffing Changes During 2008-09, three Street Light Technician positions were reclassified to Street Light Technician II positions, four Traffic Signal Technician positions were reclassified to Traffic Signal Technician II positions, and three Traffic Operations Technician I positions were reclassified to Traffic Signal and Street Light Technician I positions. Fiscal year 2009-10 reflects a reduction in overtime of $22,000 and a reduction in HURF operating budget of $5,000. The General Fund budget reflects a $222,000 increase for utility costs for streetlights and traffic signals. For fiscal year 2009-10, the following vacant positions are to be eliminated: one Engineer Assistant, one Traffic Signal and Streetlight Technician, and one Traffic Operations Technician II. One Traffic Signal and Streetlight I position has been moved from General Fund to HURF funding. 342 City of Chandler 2009-10 Adopted Budget Department Budgets – Public Works FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Public Works Public Works 3340 Transit Services T ransit Services is responsible for formulating policies, design standards, and plans for the City's mass transit services, bicycling and pedestrian facilities. The Transit Office coordinates and manages all transit service contracts, plans and oversees construction of transit and bicycle facilities, and ensures compliance with the Maricopa County Trip Reduction Ordinance. 2009-10 Performance Measurements Goal: Provide technical guidance and recommendations on planning, design, programming, implementation and operation of all modes of intra-City and inter-City transit services. Objectives: ♦ Provide transit service in partnership with the Regional Public Transit Authority (RPTA). Identify and implement service improvements using available funds. Plan, design and construct improvements to arterial street bus stops and identify other facility improvements needed to support public transportation. ♦ Provide Dial-a-Ride (DAR) service in partnership with the cities of Mesa, Tempe, Scottsdale, the Town of Gilbert, and the Regional Public Transit Authority. Measures 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected (1) 77,600 City Funded Bus Service Miles 211,526 58,577 58,600 108,100 City Funded Passenger Boardings 207,360 62,444 56,000 97,300 70,000 $0.36 (2) $0.50 $0.53 (3) 968,000 City Funded Cost per Boarding RPTA Funded Bus Service Miles RPTA Service Passenger Boardings $1.49 $0.37 826,300 (4) 1,024,600 376,046 687,025 368,640 631,377 785,000 871,200 922,100 $2.70 $3.63 $5.33 $3.88 $4.07 1.02 .90 .95 .83 .90 DAR Service Hours 15,950 14,658 14,460 17,507 18,000 DAR Boardings DAR City Funded Cost per Boarding 24,400 24,338 24,346 30,504 31,000 $13.57 $8.15 $8.43 $6.78 $6.93 6,600 5,875 8,000 8,940 8,000 $16.86 $16.26 $19.89 $24.62 $26.00 RPTA Cost per Boarding Average Passenger Boardings per Mile (all service) Maricopa County Special Transportation Services Boardings Cost per Maricopa County Special Transportation Services Boarding (1) In FY 2009-10 Chandler will fund 1 trip on Route 542 (12,500 miles.) For FY 2008-09 Proposition 400 will provide approximately 93% of funding for fixed-route bus service. In FY 08/09 RPTA will add 180,000 miles of bus service by extending service into south Chandler on Dobson Road. (4) In FY 2009-10 RPTA will fund extension of Route 112 to Park & Ride (43,000 miles.) (2) (3) * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 343 City of Chandler 2009-10 Adopted Budget Department Budgets – Public Works    TRANSIT SERVICES – 3340    Goal: Increase bicycle lane miles within the City. Objective: ♦ Implement programs and improvements recommended in the City’s Bicycle Plan. Measures Bike lane total miles (1) 2006-07 Actual 120 2007-08 Actual 2008-08 Projected (1) 251 255 2008-09 Year End Estimate * 2009-10 Projected 259 267 In FY07-08 Aerial maps used to estimate total miles of bike lanes. Goal: Improve effectiveness of the City’s Travel Reduction Program to reduce work-related Single Occupant Vehicle (SOV) trips by City employees. Objective: ♦ Reduce the percentage of work related SOV trips by City employees. Measures Single Occupant Vehicle (SOV) commuting percentage 2006-07 Actual 88% 2007-08 Actual 83% * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 344 2008-08 Projected 87% 2008-09 Year End Estimate * 83% 2009-10 Projected 83% City of Chandler 2009-10 Adopted Budget Department Budgets – Public Works    TRANSIT SERVICES – 3340    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingency/Reserve Parks Improvements Capital Replacement Total Cost Center-3340 General Fund Local Transportation Assistance Grand Total 2007-08 Actual $ 316,959 545,460 8,875 15,310 786 2,940 4,050 $ 894,380 2008-09 Adopted Budget $ 369,373 1,156,555 15,910 26,121 2,350 1,000 40,905 55,775 211,310 9,000 7,661 $1,895,960 2008-09 Adjusted Budget $ 377,305 1,417,857 20,378 30,918 2,090 1,000 40,905 57,558 199,310 7,661 $2,154,982 2008-09 Estimated $ 377,305 1,417,857 13,045 32,061 1,850 1,000 40,905 55,558 $ 1,939,581 2009-10 Adopted Budget $ 383,600 1,204,577 13,395 15,481 2,080 1,000 45,985 57,558 143,968 7,661 $ 1,875,305 $ 624,938 1,250,367 $ 1,875,305 % Change Adopted To Adopted 3.85% 4.15% -15.81% -40.73% -11.49% 0.00% 12.42% 3.20% -31.87% -100.00% 0.00% -1.09% Authorized Positions Position Title Administrative Specialist Management Assistant Transit Services Coordinator Transportation Svcs. & Planning Manager TOTAL 2005-06 Revised 1 1 0 1 3 2006-07 Revised 1 1 0 1 3 2007-08 Revised 1 1 1 1 4 2008-09 Adopted 1 1 1 1 4 2008-09 Revised 1 1 1 1 4 2009-10 Adopted 1 1 1 1 4 Significant Budget and Staffing Changes Fiscal year 2009-10 reflects a reduction in operating budget resulting from the eliminated Saturday and Sunday bus service for route 65, reduced hours of Saturday bus service for route 108 and reduced non-ADA East Valley Dial-A-Ride for a total of $103,590. 345 City of Chandler 2009-10 Adopted Budget Department Budgets – Public Works FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Public Works Public Works 3350 Street Sweeping Street Sweeping is responsible for sweeping the 1,951 lane miles of City-owned residential and arterial roadways. This activity provides clean up when there is a spill in the roadway, a traffic accident, or a special event, and helps improve the region’s air quality. 2009-10 Performance Measurements Goal: Maintain the cleanliness of the streets and reduce particulate matter (PM-10) to help improve the region’s air quality by sweeping city streets. Objectives: ♦ Keep streets clean to reduce the number of complaints regarding sweeping services. ♦ Sweep at least 65,000 curb miles per year. ♦ Maintain established schedules and service levels for various areas. Arterial streets: Once every two weeks Residential streets: Once per month Downtown: Twice per week ♦ Minimize cost to the City for sweeping effort. Measures Curb miles swept (1) Cost per curb mile swept (1) (2) (3) 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 68,024 65,383 70,700 74,943 72,500 (2) (3) $14.66 $13.84 $13.96 $9.76 $15.57 Increased from 60,000 to 65,000 effective FY2007-08. The year-end estimate is less than projected due to sweeper grants. Additional cost of replacement sweeper; new positions; fuel cost. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 346 City of Chandler 2009-10 Adopted Budget Department Budgets – Public Works    STREET SWEEPING – 3350    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Other Charges/Services Contingency/Reserve Machinery/Equipment Capital Replacement Total Cost Center-3350 General Fund Grants-in-Aid Grand Total 2007-08 Actual $ 571,598 617 167,935 243 69,177 105,030 $ 914,600 2008-09 Adopted Budget $ 680,881 6,880 156,575 1,445 109,640 110,000 210,000 132,872 $ 1,408,293 2008-09 Adjusted Budget $ 694,363 7,902 162,918 1,445 133,505 40,000 366,297 132,872 $ 1,539,302 2008-09 Estimated $ 604,290 7,600 234,646 500 111,200 59,000 $ 1,017,236 2009-10 Adopted Budget $ 715,657 3,940 157,075 1,145 109,440 211,000 132,872 $1,331,129 $1,120,129 211,000 $1,331,129 % Change Adopted To Adopted 5.11% -42.73% 0.32% -20.76% -0.18% -100.00% 0.48% 0.00% -5.48% Authorized Positions Position Title Senior Streets Specialist Streets Crew Leader TOTAL 2005-06 Revised 7 1 8 2006-07 Revised 8 1 9 2007-08 Revised 9 1 10 Significant Budget and Staffing Changes There are no significant budget and staffing changes for fiscal year 2009-10. 347 2008-09 Adopted 9 1 10 2008-09 Revised 9 1 10 2009-10 Adopted 9 1 10 City of Chandler 2009-10 Adopted Budget Department Budgets – Public Works FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Public Works Public Works 4100 Airport Airport is responsible for the daily management of airport operations. This includes the coordination of airport construction projects, negotiating airport leases, interfacing with the Federal Aviation Administration, and working with fixed base operators on airport concerns. 2009-10 Performance Measurements Goal: Operate the Chandler Municipal Airport in a safe, responsible manner. Promote quality customer service, ensure cost effective operations, and facilitate the airport’s development as a strong economic generator for the City and the region. Objectives: ♦ Strive to maintain a safe, well-maintained airport environment. ♦ Facilitate development of aviation related businesses on the airport. ♦ Encourage an environment of growth for existing organizations at the airport. ♦ Cultivate new economic development opportunities within the immediate airport area. Measures Based Aircraft Air Traffic Operations City Fueling services, gallons Fixed Base Operator fueling service, gallons Cost per Air Traffic Operation (NonCapital Costs) Percent of enterprise operating fund expenses to total airport operating expenses (excluding capital) Number of Airport Safety Inspections conducted (1) (2) 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected 443 449 510 436 472 233,065 260,091 275,500 226,039 230,000 (1) 35,857 (2) 17,407 35,000 626,315 622,732 557,400 532,440 560,000 $3.59 $3.39 $3.75 $3.85 $3.85 98% 89% 82% (2) 86% 365 365 366 366 365 102,762 43,200 81% Lower than projected City fuel sales compared to prior years is due to the high cost of oil and related fuel prices. The lower City fuel sales are a result of a higher cost for city fuel compared to other vendors both on the airport and at other airports. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 348 City of Chandler 2009-10 Adopted Budget Department Budgets – Public Works    AIRPORT - 4100    Goal: Continuously seek available funding source to help maintain and develop the Airport. Objective: ♦ Seek maximum opportunities for Federal and State grant participation projects Measures Grant Requests Grant Award Percentage of grants received (1) 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected $7,044,803 $6,468,200 $3,266,699 $1,045,980 $1,835,050 $2,934,487 N/A (1) N/A (1) N/A (1) 25% 42% N/A (1) N/A (1) N/A (1) 2006-07 Actual $7,396,050 Projections on grant awards and percentage received are not made because the City cannot project awards from external agencies. Goal: To efficiently operate and maintain the City owned aircraft storage facilities. Objectives: ♦ Maintain occupancy rate of T-Hangars and T-Shades at 95% or above. ♦ Maintain occupancy rate of Tie-Downs (based) at 95% or above. ♦ Maintain T-Hangar service levels at 65% or above. Measures 2006-07 Actual 2007-08 Actual 2008-09 Projected 2008-09 Year End Estimate * 2009-10 Projected City T-Hangars/Percent serviced 116/70% 116/50% 116/75% 116/55% 116/65% City T-Hangars/Occupancy rate 116/100% 116/100% 116/100% 116/100% 116/100% City T-Shades/Occupancy rate 12/100% 12/100% 12/100% 12/100% 12/100% 253/92% (2) Tie-Down (Based)/Occupancy rate (2) 186/100% 220/89% Tie-Down occupancy rate changed due to construction of 89 additional tie-downs. * 2008-09 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 349 179/65% 215/80% (2) City of Chandler 2009-10 Adopted Budget Department Budgets – Public Works    AIRPORT - 4100    Budget Summary Description Personnel Services Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingency/Reserve Building/Improvements Machinery/Equipment Airport Improvements Capital Replacement Total Cost Center-4100 Airport Operating 2007-08 Actual $ 460,026 52,119 135,853 21,055 7,010 39,813 29,901 12,460 102,151 34,145 $ 894,533 2008-09 Adopted Budget $ 565,779 80,120 169,795 22,310 11,870 41,250 33,360 15,935 111,056 265,000 26,332 5,778 $ 1,348,585 2008-09 Adjusted Budget $ 577,320 111,560 170,029 23,179 10,218 41,250 33,360 15,528 111,056 241,450 26,332 18,306 5,778 $1,385,366 2008-09 Estimated $ 531,920 137,470 116,840 42,140 9,430 33,810 36,470 11,610 11,350 5,360 $ 936,400 2009-10 Adopted Budget $ 523,466 79,879 89,022 70,140 10,835 33,811 75,410 15,528 5,404 4,286 $ 907,781 $ 907,781 % Change Adopted To Adopted -7.48% -0.30% -47.57% 214.39% -8.72% -18.03% 126.05% -2.55% -95.13% -100.00% -100.00% N/A -25.82% -32.69% Authorized Positions Position Title Airport Management Specialist Airport Manager Airport Operations & Maint. Supervisor Airport Operations & Maint. Technician Executive Assistant Management Assistant TOTAL 2005-06 Revised 0 1 1 2 1 1 6 2006-07 Revised 0 1 1 2 1 1 6 2007-08 Revised 1 1 1 2 1 1 7 2008-09 Adopted 1 1 1 2 1 1 7 2008-09 Revised 1 1 1 2 1 1 7 2009-10 Adopted 0 1 1 2 1 1 6 Significant Budget and Staffing Changes Fiscal year 2009-10 reflects a reduction in operating budget of $440,804 and the elimination of one vacant Airport Management Specialist position. The Airport fund assumes $179,940 in proposed fee increases and a General Fund subsidy of $230,000 for fiscal year 2009-10 to support expenses. Without the fee increases, the General Fund subsidy would be $409,490. The presentation of the Airport’s estimated and proposed expenses reflected in this section show cost center expenses only. Total proposed Airport Operating Fund expenses including debt service, indirect service costs, and other fund-level expenses are $1,347,503. 350 City of Chandler 2009-10 Adopted Budget Department Budgets – Public Works FUNCTION: DEPARTMENT: COST CENTER: DIVISION: Public Works Public Works 4110 Airport Capital Capital Budget Summary Description Contingency/Reserve Airport Improvements Total Cost Center-4110 Grants-In-Aid Airport Bonds Airport Operating Grand Total 2007-08 Actual $ 3,353,408 $ 3,353,408 2008-09 Adopted Budget $ 7,877,233 4,448,900 $ 12,326,133 2008-09 Adjusted Budget $ 6,229,920 $ 6,229,920 2008-09 Estimated $ 160,958 $ 160,958 $ $ $ $ 2009-10 Adopted Budget 2,236,324 1,232,800 3,469,124 3,010,486 192,952 265,686 3,469,124 % Change Adopted To Adopted -71.61% -72.29% -71.86% Significant Budget and Staffing Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions for the current year and new projects for the proposed year. 351 City of Chandler 2009-10 Adopted Budget Department Budgets – Public Works 352 City of Chandler 2009-10 Adopted Budget Capital Budgets THE CAPITAL BUDGET The capital budget authorizes and provides the basis for control of expenditures for asset acquisition and construction of all capital facilities. The total capital budget for the City of Chandler is $335,637,075 for fiscal year 2009-10, a 52.5% decrease from the fiscal year 2008-09 adopted capital budget of $706,866,589. This decrease is due primarily to a reduced capital improvement program as a result of the economic climate, and reduced carryforward funding because fewer projects were initiated during fiscal year 2008-09. The capital budget for fiscal year 2009-10 represents 42.1% of the total Annual Budget and is comprised of three categories: I. Major Capital Program: This category includes three major components: (a) New Capital Improvement Program (CIP), (b) Carryforward CIP, and (c) Non-CIP capital items. CIP projects add to the City's infrastructure (e.g., street reconstruction or resurfacing, park improvements, swimming pools, construction of city facilities such as libraries, fire stations, police substations, and water treatment plants). These projects are usually financed on a long-term basis and/or have budgets exceeding $50,000. Funding for new CIP projects is appropriated each year; however, these capital projects are rarely completed within a fiscal year. Consequently, carryforward reserves for ongoing CIP are also budgeted to cover purchase orders remaining open at the close of the fiscal year, and for projects that had not yet been expended or encumbered at the close of the fiscal year. In addition, one-time non-CIP capital items with budgets normally exceeding $25,000 are included in this category. Major capital appropriations are budgeted under special capital cost centers within each department. II. Operating Capital: Operating capital purchases such as equipment and furniture add to the City's capital asset inventory (e.g., equipment, furniture); these items have a value in excess of $5,000 and a useful life of more than one year. Operating capital items can be purchased directly from a department’s operating budget or through the Capital Replacement Fund. III. Capital/Computer Replacement: The Capital Replacement Fund acts as a “revolving loan” which provides resources to purchase operating capital items such as vehicles in the year needed, but allows a cost center to spread out annual payments over three to ten years. This category also includes payments for personal computers, which are replaced on a rotation of every four years. 2009-10 Total Capital Budget New CIP projects Carryforward CIP projects Non-CIP (New + Carryforward) Subtotal Major Capital Operating Capital Capital and Computer Program Grand Total Capital $ $ $ 58,358,618 262,761,027 3,929,162 325,048,807 5,022,158 5,566,110 335,637,075 2009-10 Capital Budget Major Capital New CIP 18.0% Capital Replacement Fund 1.7% Major Capital Carryforward CIP 80.8% Major Capital 96.8% Operating Capital 1.5% Major Capital Non-CIP 1.2% 353 City of Chandler 2009-10 Adopted Budget Capital Budgets I. MAJOR CAPITAL PROGRAM In order to meet the future needs of the community, it is necessary to plan for major capital improvements far in advance. The City accomplishes this by preparing a Capital Improvement Program (CIP), which serves as a multi-year planning instrument to identify fiscal year needs and financing sources for public infrastructure improvements. The City Council adopts the CIP on the same date as the final adoption of the Annual Budget, on or before June 15 of the fiscal year. Consequently, the 2010-2019 CIP review is integrated with the 2009-10 Annual Budget. Both were adopted by the City Council on June 11, 2009. In preparing the 2010-2019 CIP, each department identifies their long-term capital needs, developing estimates for capital improvements as well as operating costs for each project. The 2010-2019 Capital Improvement Program document with project details over the ten-year period has been published separately. However, summaries of projected CIP expenses by major division and by major funding source are provided below. Although Capital Improvement projects are scheduled throughout the ten-year plan, only those projects scheduled during the first year of the CIP are financed and adopted as part of the Annual Budget. The remainder of the ten-year plan is financially balanced with a reliable revenue source identified for every included project. The new capital projects from the CIP that have been adopted for fiscal year 2009-10 are presented in the following pages with brief descriptions and funding sources. PROJECTED EXPENDITURE SUMMARY CIP 2010-2019 2009-10 GENERAL GOVERNMENT: City Hall $ Conversion of Fire Station #1 TOTAL - GENERAL GOVERNMENT $ COMMUNITY SERVICES: Library Parks TOTAL - COMMUNITY SERVICES PUBLIC SAFETY: Police Fire TOTAL - PUBLIC SAFETY MUNICIPAL UTILITIES: Water Wastewater TOTAL - MUNICIPAL UTILITIES PUBLIC WORKS: Streets/Traffic Airport TOTAL - PUBLIC WORKS GRAND TOTAL CIP 2010-11 2,596,930 $ 2,596,930 $ 2011-12 - $ 500,000 500,000 $ 2012-13 - $ 1,500,000 1,500,000 $ 2013-14 - $ - $ 5 Year Total - $ - $ $ 10,955,000 $ - $ - $ - $ - $ $ 5,144,547 16,099,547 $ 5,184,813 5,184,813 $ 16,022,537 16,022,537 $ 4,500,000 4,500,000 $ 3,050,000 3,050,000 $ $ - $ 1,117,267 $ - $ - $ - $ $ - $ 7,292,528 8,409,795 $ 1,287,500 1,287,500 $ - $ - $ $ $ 936,239 $ 4,317,603 5,253,842 $ $ 19,411,834 $ 20,954,791 $ 16,108,722 35,520,556 $ 7,297,972 28,252,763 $ 36,889,400 41,691,135 $ 33,175,499 $ 1,232,800 34,408,299 $ 3,449,500 40,338,900 $ 5,382,000 47,073,135 $ $ 58,358,618 89,954,064 94,135,935 $ $ $ $ $ 13,932,172 $ 128,259,839 142,192,011 $ 47,238,200 $ 6,993,500 54,231,700 $ 200,923,711 $ 4,347,772 $ 2014-19 2,596,930 $ 2,000,000 4,596,930 $ - 10,955,000 16,500,000 16,500,000 1,117,267 - $ 33,901,897 44,856,897 $ $ 8,580,028 9,697,295 $ 25,620,276 29,968,048 $ 59,582,808 $ 66,439,382 175,700,820 181,604,412 241,187,220 $ 242,140,202 30,540,017 189,534,251 $ 1,135,500 31,675,517 $ $ 105,672,100 15,971,500 18,193,300 207,727,551 $ 121,643,600 64,693,565 508,065,893 $ $ 380,283,802 2009-10 CIP RESOURCE SUMMARY BY FISCAL YEAR CURRENT REVENUES GRANTS IMPACT FEE REVENUES/FUND BALANCE BONDS PAID BY SECONDARY LEVY BONDS PAID BY ENTERPRISE FUNDS TOTAL - ALL REVENUES $ $ 2009-10 8,806,148 10,406,579 10,318,522 24,801,253 4,026,116 58,358,618 $ $ 2010-11 23,882,268 2,840,333 20,791,369 25,433,469 17,006,625 89,954,064 $ $ 2011-12 18,093,751 4,696,726 28,492,725 26,273,735 16,578,998 94,135,935 354 $ $ 2012-13 15,469,303 6,253,726 20,656,358 27,927,899 130,616,425 200,923,711 $ $ 2013-14 8,406,779 527,475 7,406,240 22,939,045 25,414,026 64,693,565 5 YR TOTAL 74,658,249 24,724,839 87,665,214 127,375,401 193,642,190 $ 508,065,893 $ $ $ 2014-19 39,872,130 13,706,551 20,092,377 105,147,664 201,465,080 380,283,802 City of Chandler 2009-10 Adopted Budget Capital Budgets New Capital Improvement Projects for Fiscal Year 2009-10 GENERAL GOVERNMENT City Hall – Funding is allocated for construction alternatives that were approved by the City Council in September 2008 for the Vision Gallery and enhanced use of other useable space. The City Municipal Complex will total approximately 120,000 square feet and is planned to be available by the time the City moves out of the Chandler office center in late 2010. Funding Source: General Fund and Public Building Impact Fees Fiscal Year 2009-10: $2,596,930 Impact on Operating Budget: This project will result in a net reduction to the operating budget starting in FY2010-11. The net reduction is a result of the elimination of rent for the current leased space in the Boyer Building, and additional costs for utility costs and custodial services. COMMUNITY SERVICES Aquatic Facility Safety Renovations – This is for the necessary improvements and pool modifications to Chandler’s aquatic facilities as required by the Maricopa County Health and Environmental Services Department. Funding Source: General Fund and General Obligation Bonds Fiscal Year 2009-10: $1,099,547 Impact on Operating Budget: This project has no direct impact on the operating budget but doing renovations and major repairs now will save on future maintenance costs for aquatic facilities. Existing Neighborhood Park Improvements – Neighborhood park improvements include the upgrading or replacement of amenities, such as irrigation, playgrounds, picnic pavilions, basketball or volleyball courts and landscaping. Funding Source: General Obligation Bonds Fiscal Year 2009-10: $650,000 Impact on Operating Budget: This project has no direct impact on the operating budget but doing renovations and major repairs now will save on future maintenance costs for neighborhood park facilities. COMMUNITY SERVICES Sunset Library Acquisition – The City is currently leasing the space for the Sunset Library, but has an opportunity in 2009-10 to purchase the building. The purchase would save the cost of annual lease payments. The project includes $1,000,000 for repairs and upgrades that would be necessary if the City purchases the facility. Funding Source: General Obligation Bonds and Library Impact Fees Fiscal Year 2009-10: $10,955,000 Impact on Operating Budget: This acquisition will result in a net reduction in the operating budget due to the elimination of rental costs of approximately $500,000 per year. The savings will be applied to operating costs but will not be finalized until the 201112 budget appropriation is approved. Existing City Building Renovations – This allocates funding for various upgrades and renovations to the city’s existing buildings. Funding Source: General Fund Fiscal Year 2009-10: $795,000 Impact on Operating Budget: This project has no direct impact on the operating budget but doing renovations and major repairs now will save on future maintenance costs for city buildings. Existing Recreation Center Improvements – This allocates funding for various upgrades and renovations to the city’s six existing recreation centers. Funding Source: General Obligation Bond Fiscal Year 2009-10: $250,000 Impact on Operating Budget: This project has no direct impact on the operating budget but doing renovations and major repairs now will save on future maintenance costs for city buildings. Existing Community Park Improvements – Community park improvements include the renovation of amenities, such as irrigation, playgrounds, park lighting, restrooms, parking lots and landscaping. Funding Source: General Obligation Bonds Fiscal Year 2009-10: $750,000 Impact on Operating Budget: This project has no direct impact on the operating budget but doing renovations and major repairs now will save on future maintenance costs for community park facilities. 355 City of Chandler 2009-10 Adopted Budget Capital Budgets COMMUNITY SERVICES Museum – This allocates funding for the design of a new museum to be located in the downtown area. Construction is programmed in 2011-12. Funding Source: General Obligation Bonds Fiscal Year 2009-10: $1,600,000 Impact on Operating Budget: This project is anticipated to open in 2011-12 and will require an estimated budget of $791,350 for six positions and other operating costs in 2011-12 (partial year of operation). The cost in the second year (2012-13) is estimated at $1,015,302. MUNICIPAL UTILITIES - WASTEWATER Water Reclamation Facility Expansion – Expansion of the wastewater treatment facility is anticipated to be completed in fall 2009 to meet projected growth. Funding is allocated in 2009-10 for upgrades at Lone Butte Wastewater Treatment Facility. Funding Source: Wastewater User Fees Fiscal Year 2009-10: $432,553 Impact on Operating Budget: This project has a first-year operating cost of $73,182 for two new positions to start mid-year. In the second year (FY2010-11) five additional positions are added and operating expenses increase by $250,000. MUNICIPAL UTILITIES - WATER Main Replacements – Funding is provided for replacement of one mile of cast iron mains with leaded joints, undersized lines and substandard mains prone to failures. Funding Source: Water Revenue Bonds Fiscal Year 2009-10: $250,000 Impact on Operating Budget: This project has no direct impact on the operating budget. Collection System Facility Improvements – Funding is provided for repair, rehabilitation, and replacement of water reclamation facilities, wastewater lift stations, and reclaimed water delivery systems. Funding Source: Wastewater User Fees Fiscal Year 2009-10: $500,000 Impact on Operating Budget: This project has no direct impact on the operating budget. System Upgrades During Street Repair Projects – Funding is for the replacement of valves, fire hydrants and water mains where needed during street repair. Funding Source: Water Revenue Bonds Fiscal Year 2009-10: $341,250 Impact on Operating Budget: This project has no direct impact on the operating budget. Sewer Assessment/Rehabilitation – This program addresses the ongoing need to evaluate, prioritize and repair sewer lines and manholes within Chandler’s collection system. Funding Source: Wastewater Revenue Bonds Fiscal Year 2009-10: $1,418,500 Impact on Operating Budget: This project has no direct impact on the operating budget. Water Treatment Plant Expansion – Funding is allocated for a sludge handling study to determine if additional sludge-hauling facilities are required as the final phase of expansion. Funding Source: Water System Dev. Fees Fiscal Year 2009-10: $97,753 Impact on Operating Budget: The Water enterprise fund operating budget was increased in 2008-09 as a result of the major expansion of the facility completed in 2009. The sludge-handling study will not result in an increase to the operating budget. Replacement of Sewer Mains – Existing sewer lines will be repaired or replaced as part of the street intersection and roadway improvement projects. Funding Source: Wastewater User Fees Fiscal Year 2009-10: $357,420 Impact on Operating Budget: This project has no direct impact on the operating budget. Ocotillo Water Rec. Facility Rehab – This facility is now over 20 years of age and many aspects of its infrastructure and large equipment are exceeding their useful life. Rehabilitation projects to extend the life of the aging facility will be done. Funding Source: Wastewater Revenue Bonds Fiscal Year 2009-10: $1,609,130 Impact on Operating Budget: This project has no direct impact on the operating budget. Water Production Facility Improvements – Funding is allocated for modifications and equipment upgrades at the existing water production facility sites to match standards typical of new facilities. Funding Source: Water Revenue Bonds Fiscal Year 2009-10: $247,236 Impact on Operating Budget: This project has no direct impact on the operating budget. 356 City of Chandler 2009-10 Adopted Budget Capital Budgets PUBLIC WORKS - STREETS/TRAFFIC Landscape Repairs – Funding is allocated to upgrade a number of landscape areas including medians, right of way in back of curbs, and retention basins along arterial streets and other streets where the City is responsible for landscape maintenance. Funding Source: General Fund and General Obligation Bonds Fiscal Year 2009-10: $856,000 Impact on Operating Budget: This project has no direct impact on the operating budget. PUBLIC WORKS - STREETS/TRAFFIC Signal System Communication – This project will install fiber optic communications cable along Arizona Avenue from Pecos Road to Riggs Road. Funding Source: Highway User Revenue Funds Fiscal Year 2009-10: $63,100 Impact on Operating Budget: This project has no direct impact on the operating budget. Video Detection Cameras – Funding is allocated to replace loop detectors with video detectors at major signalized intersections. Funding Source: Highway User Revenue Funds Fiscal Year 2009-10: $150,000 Impact on Operating Budget: This project has no direct impact on the operating budget. Streetlight Additions and Replacements – Funding is provided for the installation of new streetlights and the replacement of rusted streetlights. Funding Source: General Obligation Bonds Fiscal Year 2009-10: $206,200 Impact on Operating Budget: This project has a small ongoing operating cost for repair parts when new streetlights are added through this program. In addition, any new lights result in an increase to City utility costs. Replacement streetlights have no impact on operating costs. McQueen Road (Queen Creek to Riggs Road) – Improvements are needed to meet increasing traffic volumes. They will consist of six traffic lanes, bike lanes, sidewalks, curbs and gutters. Funding Source: Arterial Street Impact Fees and General Obligation Bonds Fiscal Year 2009-10: $10,000,000 Impact on Operating Budget: Following final construction in 2013-14, this project is anticipated to add approximately $52,539 to the operating budget for the partial year cost to maintain the additional landscape areas and the additional lane miles resulting from this project. Full-year cost (starting in 2014-15) is estimated at $291,603. Street Repaving – Approximately 17 centerline miles are repaved annually; specific streets are evaluated based on known construction projects in the area. Funding Source: General Obligation Bonds and Highway User Revenue Funds Fiscal Year 2009-10: $6,545,600 Impact on Operating Budget: This project has no direct impact on operating budgets; however, an effective repaving program can reduce future operating costs by bringing roads to a higher quality surface requiring less yearly maintenance. Traffic Signal LED Replacements – The 2009-10 program will replace all red LED’s associated with the initial installation back in the year 2000. The program in 2010-11 will replace all green LED’s that were installed in 2001. Funding Source: Highway User Revenue Fund Fiscal Year 2009-10: $94,000 Impact on Operating Budget: This project will not directly impact the operating budget; however, this program to replace all LED’s on a ten-year cycle has an indirect savings to the operating budget since it is more cost-effective to replace all lights at once rather than waiting until each individual LED burns out. Miscellaneous Storm Drain Improvements – Funding is included for miscellaneous storm drain improvements per the Master Plan. Funding Source: Stormwater Gen. Oblig. Bonds Fiscal Year 2009-10: $110,000 Impact on Operating Budget: This project has no direct impact on operating budgets. Street Construction-Various Improvements – Funding is included for unforeseen street projects that require funding during the fiscal year. These include addressing safety issues, participation in developer constructed improvements or special agreements with other agencies for priority projects. Funding Source: General Obligation Bonds and CMAQ Federal or Other Grants Fiscal Year 2009-10: $10,567,599 Impact on Operating Budget: This project has no direct impact on operating budgets. 357 City of Chandler 2009-10 Adopted Budget Capital Budgets PUBLIC WORKS-STREETS/TRAFFIC South Chandler Transit Center – There is a need to extend transit service into south Chandler. Snedigar Sportsplex was identified in the plan as a destination/hub for arterial street and neighborhood circulator bus routes serving south Chandler. Funding Source: Prop 400 Reimbursement and Local Transportation Assistance Fund II Fiscal Year 2009-10: $750,000 Impact on Operating Budget: This project has an estimate operating cost of $23,996 starting in 2011-12 for utilities, maintenance, and custodial services. PUBLIC WORKS - STREETS/TRAFFIC Arizona Avenue Bus Rapid Transit Stations – This project will construct new transit stations for the Bus Rapid Transit (BRT) service on Arizona Avenue. BRT service will run on Arizona Avenue from the Tumbleweed Park and Ride lot to the light rail station in Mesa. The City is responsible for land acquisitions required for the stations and will be reimbursed by Valley Metro. Valley Metro will construct the stations with economic stimulus funding. Funding Source: Economic Stimulus Grant Fiscal Year 2008-09: $1,000,000 Impact on Operating Budget: This project has no direct impact on the operating budget. It is planned that the new stations will have custodial and repair services provided under contract as part of the agreement for advertising space in the stations. Downtown Chandler Transit Center – The 2002 Chandler Transit Plan Update identified the need for a transit center in downtown Chandler. Funding Source: Prop 400 Reimbursement Fiscal Year 2009-10: $800,000 Impact on Operating Budget: This project has an estimate operating cost of $23,996 starting in 2011-12 for utilities, maintenance, and custodial services North Chandler Park and Ride – This project would construct a new park and ride facility in the north section of Chandler. The 2009-10 funding is for design with construction to follow in two years. Funding Source: Prop 400 Reimbursement Fiscal Year 2008-09: $250,000 Impact on Operating Budget: This facility is planned to open in 2012-13. At that time an annual operating cost of $85,203 would be required for utilities, landscape maintenance, and facilities maintenance. Wall Upgrades and Repairs – This is to install more durable and aesthetically pleasing walls as the City repairs and replaces the 6.25 miles of City owned walls. Fiscal year 2009-10 upgrades are the failing walls in the areas along Elliot, Warner, Comanche, and Alma School Roads, and other areas identified as needing repair. Funding Source: General Obligation Bonds Fiscal Year 2009-10: $250,000 Impact on Operating Budget: This project has no direct impact on the operating budget. PUBLIC WORKS – AIRPORT Taxiway B Construction – This project addresses the growth in aircraft ground operations and facilitates an efficient flow of aircraft ground traffic with improvements to the existing airport runway/taxiway system. Funding is allocated for the FAA required environmental assessment. Funding Source: ADOT/Federal Grants and Airport Operating Fund Fiscal Year 2009-10: $213,500 Impact on Operating Budget: This taxiway is planned for construction in 2011-12. In 2012-13 the Airport’s operating budget would increase $3,220 to accommodate the additional paved surface to be swept and otherwise maintained. Airport Boulevard Realignment – This project will realign Airport Boulevard to connect to Cooper Road and make Cooper Road the main entrance to the airport. Funding Source: ADOT Grant and Highway User Revenue Fund Fiscal Year 2008-09: $1,533,000 Impact on Operating Budget: This project has a small operating budget impact of $4,758 per year starting in 2010-2011 for new landscape areas and additional lane miles added to the City’s inventory. Airport Guidance Sign Replacement – This project involves replacing airport signs or installing new mandatory signs for the runway/taxiway addressing signage standard changes set by the FAA. Funding Source: ADOT/Federal Grants and Airport Operating Fund Fiscal Year 2009-10: $79,500 Impact on Operating Budget: This project has no direct impact on the operating budget. 358 City of Chandler 2009-10 Adopted Budget Capital Budgets PUBLIC WORKS – AIRPORT Airport Access Road – To eliminate mid-field crossings by fuel trucks servicing the heliport and futures uses on the airport south side the FAA has recommended the construction of an air-side perimeter road. Funding Source: ADOT Grants and Airport Operating Fund Fiscal Year 2009-10: $606,800 Impact on Operating Budget: This project has no direct impact on the operating budget. AWOS Replacement – This allocates funds to replace the Airport’s existing Airport Weather Observation Station that was installed in the early 1990’s. Funding Source: ADOT/Federal Grants and Airport Operating Fund Fiscal Year 2009-10: $173,000 Impact on Operating Budget: This facility is planned for construction in 2009-10. Airport operating expenses would increase $717 starting in 2010-11 for utilities, maintenance, and repair of the facility. City Hangar Improvements – This project will repair and upgrade the City-owned hangars with improved electrical service and restroom facilities. Funding Source: Airport Revenue Bonds Fiscal Year 2009-10: $160,000 Impact on Operating Budget: Starting in 2013-2014 the Airport operating expenses would increase to cover costs of parts and supplies to maintain new hangar doors, utility costs for new bathrooms, and electrical upgrades to the hangar facilities. 359 City of Chandler 2009-10 Adopted Budget Capital Budgets REVENUE SOURCES FOR MAJOR CAPITAL PROGRAMS All funding sources that may be used for various capital improvement projects or non-CIP items are reviewed each year. Revenues for the capital budget are generally from voter-authorized bonds, system development or impact fees, grants, or user fees from municipal utilities. Many capital improvements and purchases of large pieces of equipment are included in the capital budget on a “pay-as-you-go” basis, using one-time allocations from current revenue. The pie chart below shows the percentage of funding sources for the upcoming fiscal year. REVENUE SOURCES FOR MAJOR CAPITAL PROGRAMS – FY2009-10 The table below presents the funding sources identified for major capital programs by department and division. Current Revenue (1) General Government GIS/Information Technology Non-Departmental Neighborhood Programs Sub-total General Government Community Services: Art Center Library Museum Parks & Recreation Sub-total Community Svcs Fire Police Municipal Utilities: Water Wastewater Sub-total Municipal Utilities Public Works: Streets Airport Sub-total Public Works TOTAL MAJOR CAPITAL $ 2,724,997 45,455,691 440,960 48,621,648 $ $ $ 2,447,300 2,139,331 4,586,631 $ $ 3,000,000 $ - $ $ $ Development & Impact Fees Bonds (2) - $ $ $ 3,346,162 7,282,696 1,776,362 23,351,712 35,756,932 $ $ 5,582,134 20,564,072 $ 15,122,031 9,683,913 24,805,944 $ $ $ 7,702,431 7,702,431 $ 63,910,710 13,907,420 13,907,420 $ $ $ 4,367,933 6,133,705 10,501,638 $ $ 1,559,587 638,404 $ $ - $ $ $ - $ $ - 13,024,719 14,818,686 27,843,405 $ - $ 19,897,251 3,010,486 $ 22,907,737 $ $ 22,907,737 $ $ 60,289,098 192,952 60,482,050 $ 29,915,917 29,915,917 $ 147,191,131 $ 84,366,371 (1) User Fees/ Other (3) Grants $ TOTAL - $ $ $ - $ 5,793,462 11,650,629 1,776,362 31,624,748 50,845,201 $ $ - $ $ 7,141,721 24,202,476 $ 1,622,709 4,784,462 6,407,171 $ 29,769,459 29,287,061 59,056,520 $ $ 2,724,997 59,363,111 440,960 62,529,068 $ 265,686 265,686 $ 117,804,697 3,469,124 $ 121,273,821 $ 6,672,857 $ 325,048,807 Includes revenues from General Fund, Police Forfeiture, Proposition 400, Highway User Revenue Fund and Local Transportation Assistance. (2) Includes bond proceeds available from prior years and new bond sales. (3) Includes water, wastewater, and solid waste user fees plus revenue from airport fuel sales, leases or tie down fees. 360 City of Chandler 2009-10 Adopted Budget Capital Budgets OPERATING AND CAPITAL BUDGETS - THEIR RELATIONSHIP Although the Capital Improvement Program is prepared separately from the Operating Budget, the two budgets have a direct relationship. Budget appropriations lapse at the end of the fiscal year; however, capital appropriations are re-budgeted (carryforward funding) until the project is finished and capitalized. As capital improvement projects are completed, operation and maintenance of these facilities must be incorporated into the operating budget, to provide ongoing services to citizens. New capital projects should not be constructed if operating revenues are not available to cover the operating costs. As part of the Capital Improvement Program process, departments are asked to describe and quantify any anticipated operating costs associated with each of the capital projects. These costs can then be incorporated into the City’s five-year forecast. Operating costs associated with capital projects include one-time items such as operating equipment, or ongoing such as the following: addition of new positions (full or part-time) that are shown as Full Time Equivalent (FTE), contract services, utility costs, custodial or landscaping maintenance, office or chemical supplies. All ongoing costs are reviewed annually to accommodate growth and inflation in maintaining or improving service levels. Sometimes these extra costs are absorbed within the division’s existing budget. Most often, however, additional resources are needed for operating expenses associated with capital projects. Council must prioritize these additional costs, along with other supplemental budget requests, based on available funding. Specific impacts on operating budgets are detailed by project in the separate publication entitled “Capital Improvement Program 2010-2019.” The table below shows a summary of the impact of the 2010-2019 CIP on the annual operating budget over the next ten years. The FTE’s column includes new positions needed for operating any capital facilities constructed within five years. Salary and benefits are included under new position costs. CAPITAL IMPROVEMENT PROGRAM IMPACT ON OPERATING FUNDS (Note: Amounts below are CUMULATIVE) FTE's 2009-10 General Government - Community Services 7.0 $ 2010-11 - $ - 2011-12 - $ 39,469 2012-13 - $ 2013-14 8,000 $ 2014-19 8,077 904,179 1,160,044 1,200,501 $ 41,638 6,660,696 Police - - - 13,195 13,657 14,135 78,452 Fire - - 41,552 86,013 89,023 92,139 511,385 Municipal Utilities: Water - 693,980 718,269 743,409 769,428 817,358 4,536,462 7.0 73,182 585,159 1,023,759 1,309,595 1,661,109 31,049,032 Streets - 2,690 7,538 66,656 154,187 315,370 2,223,593 Airport - - 1,423 7,238 10,710 46,671 TOTAL O&M 14.00 $ Wastewater Public Works: 769,852 $ One-time costs $ - On-going costs $ 696,670 73,182 769,852 New Position(FTE) costs $ Annual Increase $ 1,393,410 $ $ - $ 1,038,602 $ 354,808 $ 1,393,410 361 3,514,644 $ 340,026 2,844,449 $ 4,155,360 $ 45,441,284 $ - $ - $ 2,015,547 $ 2,454,249 $ - $ - $ 3,057,854 $ 39,349,957 $ 828,902 $ 1,060,395 $ 1,097,506 $ 6,091,328 $ 2,844,449 $ 3,514,644 $ 4,155,359 $ 45,441,284 City of Chandler 2009-10 Adopted Budget Capital Budgets These costs, along with any new debt service accruing on debt issuance during the year, are included with other ongoing departmental operating costs. Debt service payments for capital projects are discussed in detail in the following chapter. It is Chandler’s philosophy that new capital projects should not be constructed if operating revenues are not available to cover the operating costs. Therefore, staff were also asked to re-prioritize capital projects over the upcoming ten year period, and whenever possible, defer the building of facilities needing new personnel or other ongoing costs. The table below shows how the estimated operating costs associated with capital projects will impact the General Fund, Highway User Revenue Fund, and Enterprise Operating Funds for the upcoming year. Operating costs that will affect future years are included within the City’s 5-year forecast. CAPITAL IMPROVEMENT PROGRAM IMPACT ON OPERATING FUNDS for FY 2009-10 Personnel (FTE costs) GENERAL FUND Streetlight Additions and Replacements TOTAL - GENERAL FUND Supplies or Services Total $ $ - $ $ 2,690 2,690 $ $ 2,690 2,690 $ $ - $ $ 693,980 693,980 $ $ 693,980 693,980 $ $ 73,182 73,182 $ $ - $ $ 73,182 73,182 $ 73,182 $ 696,670 $ 769,852 WATER OPERATING FUND Joint Water Treatment Plant TOTAL - WATER OPERATING FUND WASTEWATER OPERATING FUND Water Reclamation Facility Expansion TOTAL - WASTEWATER OPERATING FUND GRAND TOTAL IMPACT ON OPERATING FUNDS 362 City of Chandler 2009-10 Adopted Budget Capital Budgets 2009-10 MAJOR CAPITAL PROGRAM BY FUNCTION Major Capital appropriations are budgeted under special Capital Cost Centers within each Department. These include the new CIP, carryforward CIP and Non-CIP capital items. The chart below depicts a breakdown by department for the 2009-10 Major Capital funds; the table reflects the budget and historical expenditures by capital cost center. Major Capital Budget by Department Municipal Utilities 18.2% Public Works 37.3% Police 7.4% General Government 0.7% Fire 2.2% Community Services 15.6% Management Services 18.3% Major Capital Budget By Cost Center FY2009-10 2005-06 Actual Department GENERAL GOVERNMENT ITOC Capital GIS/Information Technology Capital Economic Development Capital Neighborhood Program Planning and Development Capital TOTAL GENERAL GOVERNMENT MANAGEMENT SERVICES Non Departmental Capital TOTAL MANAGEMENT SERVICES COMMUNITY SERVICES Library Capital Parks Capital TOTAL COMMUNITY SERVICES PUBLIC SAFETY Police Capital Fire Capital TOTAL PUBLIC SAFETY MUNICIPAL UTILITIES Solid Waste Capital Water Capital Wastewater Capital TOTAL MUNICIPAL UTILITIES PUBLIC WORKS Streets Capital Airport Capital TOTAL PUBLIC WORKS GRAND TOTAL $ 2006-07 Actual $ 629,366 2,600 75,171 707,137 $ - $ $ $ $ $ $ $ 12,507,909 12,507,909 $ $ 1,407,316 59,605 151,807 1,618,728 $ 2,464,443 2,464,443 $ $ 5,437,989 2,528,772 7,966,761 $ 4,637,997 39,846,892 10,652,607 55,137,496 $ $ $ $ $ 42,801,215 1,589,727 44,390,942 $ 120,710,245 8,842 32,838,018 32,846,860 2008-09 Adjusted Budget 2007-08 Actual $ $ 1,404,742 54,234 29,723 634,111 2,122,810 $ 6,511,732 6,511,732 $ $ 4,907,147 2,271,781 7,178,928 $ 4,239,400 48,744,340 22,416,323 75,400,063 $ $ $ $ $ 31,432,531 158,291 31,590,822 $ 151,099,844 23,841 31,887,864 31,911,705 $ $ 3,814,021 2,025,656 2,658 815,964 500,000 7,158,299 $ 65,781,676 65,781,676 $ $ 4,998,277 3,442,935 8,441,212 $ 571,096 56,168,746 51,380,333 108,120,175 $ $ $ $ $ 50,584,757 3,353,408 53,938,165 $ 211,045,799 363 7,673,317 50,929,086 58,602,403 2008-09 Estimated Expenses $ $ 1,557,106 1,557,577 81,513 500,000 3,696,196 $ 6,859,858 6,859,858 $ $ 26,314,184 12,747,128 39,061,312 $ 84,902 93,223,597 85,030,586 178,339,085 $ $ $ $ $ 137,294,230 6,229,920 143,524,150 $ 492,466,925 16,875,973 16,875,973 2009-10 Proposed Budget $ $ 1,956,919 768,078 440,960 3,165,957 $ 59,363,111 59,363,111 $ $ 4,361,709 8,953,158 13,314,867 $ 61,872,035 60,027,941 121,899,976 $ $ $ 11,650,629 39,194,572 50,845,201 24,202,476 7,141,721 31,344,197 29,769,459 29,287,061 59,056,520 $ $ 52,078,929 160,958 52,239,887 $ 117,804,697 3,469,124 121,273,821 $ 214,886,757 $ 325,048,807 City of Chandler 2009-10 Adopted Budget Capital Budgets 2009-10 MAJOR CAPITAL PROGRAM DETAIL The following section represents detailed major capital budgets by cost center and by funding source. As noted earlier, many of the CIP projects are not completed within one year. Consequently, these programs are rebudgeted with carryforward funds until completion. The carryforward appropriation columns provide reserves for purchase orders potentially remaining open at the close of fiscal year 2008-09 and for projects that have not yet been expended or encumbered at the time of fiscal year 2009-10 budget preparation. These programs have been approved and appropriated by Council in prior years. If the department spends any of the carryforward funds on these programs in fiscal year 2008-09, the appropriation will be lowered in fiscal year 2009-10. Neighborhood Programs Capital - 1065 Proj # PM0607 OS0607 NG0809 Fund 101 Program Neighborhood Enh.-Park Manor Neighborhood Enh.-Oregon Street Neighborhood In Action Program Carryforward Appropriation * Unencumbered Encumbered March, 2009 Purchase Orders $ 177,464 $ 6,603 56,660 200,233 FY 2009-10 New Appropriation * $ - Total FY 2009-10 Appropriation $ 177,464 63,263 200,233 Total Non-CIP Projects $ 184,067 $ 256,893 $ - $ 440,960 Total Capital Project Expenses $ 184,067 $ 256,893 $ - $ 440,960 General Fund Total Capital Project Funding $ $ 184,067 184,067 $ $ 256,893 256,893 $ $ - $ $ 440,960 440,960 - Total FY 2009-10 Appropriation $ 7,921 232,604 717,775 ITOC Capital - 1285 Proj # 8IT039 8IT038 8IT033 Program EOC Computer Network Update Accela Automation Enterprise Asset Management Carryforward Appropriation * Unencumbered Encumbered March, 2009 Purchase Orders $ 2,260 $ 5,661 232,604 584,149 133,626 FY 2009-10 New Appropriation $ 8IT013 Utility Billing Enhancements 35,050 12,150 - 47,200 7IT034 Desktop OS and Office Upgrade 10,220 6,801 - 17,021 7IT028 Police Records Management System 51,633 195,834 - 247,467 7IT024 ITOC Process Review 9,000 - - 9,000 7IT021 Oracle Enhancement 97,500 89,347 - 186,847 7IT012 LIS Migration 203,171 - - 203,171 6IT031 Budget Software 6,561 67,665 - 74,226 6IT030 Primavera Web Project - 86,938 - 86,938 6IT027 Fire Medical Document 1,855 - - 1,855 6IT024 Fiber Upgrade 15,960 6,540 - 22,500 4IT020 E-Govern Pub Com Enhancements 45 - - 45 4IT017 EDMS Phase II - 1,040 - 1,040 2MS015 11i Core Module Implementation 89,459 - - 89,459 00000 ITOC Contingency Total Non-CIP Projects $ 1,339,467 $ 11,850 617,452 $ - $ 11,850 1,956,919 Total Non-CIP Capital Project Expenses $ 1,339,467 $ 617,452 $ - $ 1,956,919 General Fund Total Capital Project Funding $ $ 1,339,467 1,339,467 $ $ 617,452 617,452 $ $ - $ $ 1,956,919 1,956,919 Fund 101 *The Carryforward Reserves provide appropriation for purchase orders potentially remaining open at the close of fiscal year 2008-09 and for projects that have not yet been expended or encumbered at the time of fiscal year 2009-10 budget preparation. Council has appropriated these programs in prior years. If the department spends any of the Carryforward Appropriation * in fiscal year 2008-09, the Appropriation will be reduced in fiscal year 2009-10 by that amount. 364 City of Chandler 2009-10 Adopted Budget Capital Budgets Non-Departmental- 1290 FY 2009-10 New Carryforward Appropriation * Unencumbered Encumbered Program 8DT001 6IT032 ST0415 6FS001 Appropriation March, 2009 Appropriation City Hall Purchase Orders $ 52,675,205 $ 3,329,023 $ 2,596,930 Total CIP Projects $ 52,675,205 $ 3,329,023 $ 2,596,930 Miscellaneous Downtown Redevelopment Disaster Recovery Assessment District-Circle G Convention Center Feasibility Study $ - $ 140,461 46,000 448,492 127,000 $ - $ 140,461 46,000 448,492 127,000 Total Non-CIP Projects $ - $ 761,953 $ - $ 761,953 Total Capital Project Expenses $ 52,675,205 $ 4,090,976 $ 2,596,930 $ 59,363,111 General Fund General Government Impact Fees Total Capital Project Funding $ 40,066,250 12,608,955 52,675,205 $ 4,090,976 4,090,976 $ 1,298,465 1,298,465 2,596,930 $ 45,455,691 13,907,420 59,363,111 Proj # 10G075 Total FY 2009-10 $ 58,601,158 58,601,158 Fund 101 440 $ $ $ $ Library - 4320 Proj # 10L556 9LI622 Program Sunset Library Acquisition Downtown Library Furniture Replacement Subtotal CIP Programs 7LI001 Library Improvements Subtotal Non-CIP Capital Projects Total Capital Project Expenses Fund 430 431 Library Bond Funds Library Impact Fees Total Capital Project Funding Carryforward Appropriation * Unencumbered Encumbered March, 2009 Purchase Orders $ - $ 40,000 260,000 FY 2009-10 New Appropriation * $ 10,955,000 - Total FY 2009-10 Appropriation $ 10,955,000 300,000 $ 40,000 $ 260,000 $ 10,955,000 $ 11,255,000 $ $ 11,035 11,035 $ $ 384,594 384,594 $ $ - $ 395,629 395,629 $ 51,035 $ 644,594 $ 10,955,000 $ 11,650,629 $ 40,000 11,035 51,035 $ 260,000 384,594 644,594 $ 6,982,696 3,972,304 10,955,000 $ 7,282,696 4,367,933 11,650,629 $ $ $ $ *The Carryforward Reserves provide appropriation for purchase orders potentially remaining open at the close of fiscal year 2008-09 and for projects that have not yet been expended or encumbered at the time of fiscal year 2009-10 budget preparation. Council has appropriated these programs in prior years. If the department spends any of the Carryforward Appropriation * in fiscal year 2008-09, the Appropriation will be reduced in fiscal year 2009-10 by that amount. 365 City of Chandler 2009-10 Adopted Budget Capital Budgets *The Carryforward Reserves provide appropriation for purchase orders potentially remaining open at the close of fiscal year 2008-09 and for projects that have not yet been expended or encumbered at the time of fiscal year 2009-10 budget preparation. Council has appropriated these programs in prior years. If the department spends any of the Carryforward Appropriation * in fiscal year 2008-09, the Appropriation will be reduced in fiscal year 2009-10 by that amount. 366 City of Chandler 2009-10 Adopted Budget Capital Budgets Public Safety - Police Capital -2100 Proj # 9PD035 9PD605 7PD243 7PD606 Fund 101 460 465 Program Police Driver Training Facility Radio System Replacement South Chandler Police Substation Records Management System Subtotal CIP Programs FY 2009-10 Carryforward Appropriation * New Unencumbered Encumbered Appropriation * March, 2009 Purchase Orders $ 1,978,739 $ 3,060,333 $ 2,250,000 13,275,000 638,404 3,000,000 $ 4,867,143 $ 19,335,333 $ Total FY 2009-10 Appropriation $ 5,039,072 15,525,000 638,404 3,000,000 $ 24,202,476 Subtotal Non-CIP Capital Projects $ - $ - $ - $ - Total Capital Project Expenses $ 4,867,143 $ 19,335,333 $ - $ 24,202,476 General Fund Public Safety Bond Police Impact Fees Total Capital Project Funding $ 4,228,739 638,404 4,867,143 $ 3,000,000 16,335,333 19,335,333 $ $ - $ 3,000,000 20,564,072 638,404 24,202,476 $ $ $ $ Public Safety - Fire Capital -2250 Proj # 9FI274 9FI633 9FI635 8FI600 8FI634 7FI233 6FI504 Fund 470 475 Carryforward Appropriation * Unencumbered Encumbered March, 2009 Purchase Orders $ 3,226,490 $ 895,039 56,298 443,702 722,970 1,595,813 169,576 31,833 $ 6,666,186 $ 475,535 FY 2009-10 New Appropriation * $ $ - Total FY 2009-10 Appropriation $ 3,226,490 895,039 500,000 722,970 1,595,813 169,576 31,833 $ 7,141,721 Public Safety Bond Fund Fire Impact Fees $ 5,138,432 1,527,754 $ 443,702 31,833 $ - $ 5,582,134 1,559,587 Total Capital Project Funding $ 6,666,186 $ 475,535 $ - $ 7,141,721 Program Fire Administration Construction Fire Station #3 Expansion Radio System Upgrade Southeast Fire Station - Airport/Santan Fire Training Center Expansion Fire Station - Chandler Heights/McQueen Land Acquisition- South Total Capital Project Expenses *The Carryforward Reserves provide appropriation for purchase orders potentially remaining open at the close of fiscal year 2008-09 and for projects that have not yet been expended or encumbered at the time of fiscal year 2009-10 budget preparation. Council has appropriated these programs in prior years. If the department spends any of the Carryforward Appropriation * in fiscal year 2008-09, the Appropriation will be reduced in fiscal year 2009-10 by that amount. 367 City of Chandler 2009-10 Adopted Budget Capital Budgets Municipal Utilities -Water Capital - 3820 Proj # 10W023 10W110 10W209 10W230 9GG613 9WA027 9WA034 9WA076 9WA334 8WA330 7WA488 5WA331 2WA058 OWA062 Fund 601 603 604 605 Program Main Replacement and Extension System Upgrades During Street Repair Water Treatment Plant Expansion Water Production Facility Improvements S Arizona Ave Corridor Improvements Water Purchases Well Construction Transmission Mains Joint Water Treatment Plant Well Remediation/Redrilling Municipal Utilities Admin Bldg Well Remediation - Arsenic Well Remediation/Redrilling Backup Water Supply Total Capital Project Expenses Water Bond Fund Water System Development Fees Water Resource Sys. Dev. Fees Water Operating Fund Total Capital Project Funding FY 2009-10 Carryforward Appropriation * New Unencumbered Encumbered March, 2009 Purchase Orders Appropriation $ 587,728 $ - $ 250,000 951,036 3,525,528 341,250 1,580,457 97,753 3,484,350 100,000 247,236 1,413,000 522,415 7,769,609 1,000,000 2,940,419 200,000 2,107,949 (14,496) 1,861,516 60,191 389,289 186,700 99,928 67,601 $ 22,509,260 $ 6,323,960 $ 936,239 Total FY 2009-10 Appropriation $ 837,728 4,817,814 1,678,210 3,831,586 1,413,000 522,415 8,769,609 3,140,419 2,093,453 1,861,516 60,191 389,289 286,628 67,601 $ 29,769,459 $ $ $ 9,468,153 11,151,398 267,000 1,622,709 22,509,260 $ $ 4,815,392 1,508,568 6,323,960 $ $ 838,486 97,753 936,239 $ 15,122,031 12,757,719 267,000 1,622,709 29,769,459 *The Carryforward Reserves provide appropriation for purchase orders potentially remaining open at the close of fiscal year 2008-09 and for projects that have not yet been expended or encumbered at the time of fiscal year 2009-10 budget preparation. Council has appropriated these programs in prior years. If the department spends any of the Carryforward Appropriation * in fiscal year 2008-09, the Appropriation will be reduced in fiscal year 2009-10 by that amount. 368 City of Chandler 2009-10 Adopted Budget Capital Budgets Public Works -Streets Capital - 3310 Proj # 10T014 10T051 10T248 10T291 10T303 10T323 10T327 10T478 10T526 10T536 10T544 10T639 10T652 10T668 10T666 9GG613 9ST015 9ST212 9ST214 9ST218 9ST297 9ST302 9ST314 9ST315 9ST316 9ST322 9ST519 9ST534 9ST548 9ST596 9ST607 9ST649 9ST650 9ST655 8ST240 8ST313 8ST326 8ST482 8ST547 8ST594 7ST298 7ST533 6ST312 6ST319 6ST324 6ST346 6ST528 5ST009 5ST293 5ST300 5ST469 4ST292 4ST317 3ST086 3ST085 ST0058 ST0010 Program Landscape Repairs Streetlight Additions and Replacements Street Repaving Misc. Storm Drain Improvements Street Construction Various Projects Signal System Communications Video Detection Cameras McQueen (Riggs - Queen Creek) Traffic Signal LED Replacements South Chandler Transit Center Downtown Chandler Transit Center Airport Blvd Realignment Wall Repairs Arizona Ave. Bus Rapid Transit North Chandler Park and Ride S Arizona Ave Corridor Improvements Bus Stops and Bus Pullouts Bicycle Improvements McQueen Rd Street Facilities Street Capacity & Safety Improvement Chandler Blvd (Colorado - McQueen) Traffic Calming Measures Dobson Road/Chandler Blvd Alma School Rd/Ray Rd Intersection Alma School/Chandler Blvd Intersection New Traffic Signals Ray Rd/McClintock Drive Intersection Galveston Street Bike/Ped Bridge Queen Creek Rd (McQueen to Lindsay) Gilbert Rd (Queen Creek to Hunt Hwy) Ocotillo Rd (Arizona - McQueen) Chandler Blvd Fiber Cable Installation Chandler Blvd Bike Lanes @ Loop 101 Commonwealth Avenue Paving Loop 202 Commuter Park & Ride Dobson Road/Warner Road Intersection Traffic Management Center Gilbert Road (Germann - Queen Creek) Riggs Road (Gilbert to Val Vista) Traffic Signal Cabinet Upgrade Queen Creek Road (Price - McQueen) Queen Creek Basin Arizona Ave. Phase II (Ray - Elliot) Transportation Plan Update Variable Message Sign Germann Rd (Price - Arizona) 56th Street (Frye Rd - Fairview St) Street Maintenance Chandler Blvd/Arizona Ave Intersection Gilbert Rd (Pecos - Germann) Price Rd(Santan Freeway - Germann) Riggs Road (Arizona Ave - Gilbert Rd) Alma School/Warner Intersection Street Construction Street Construction-Impact Fee Projects Upgrade Landscape Areas Misc. Streetlights Total Capital Project Expenses Carryforward Appropriation * Unencumbered Encumbered March, 2009 Purchase Orders $ 464,219 $ 700,000 92,212 363,573 3,592,848 198,975 509,429 2,597,008 25,021 1,195,111 62,462 18,731 165,437 2,465,000 2,818,777 17,207,525 747,919 188,358 2,205,077 995,763 80,380 213 662,122 15,945 279,881 27,686 10,211,579 1,047,040 1,028,661 613,627 269,691 861,017 174,432 660,869 608,719 1,875,341 2,489,990 457,602 2,708,652 413,937 336,161 1,295,000 246,676 1,358,810 962,816 215,062 7,416,496 3,345,502 2,720,940 1,886,654 2,227 728,676 10,991 1,076,487 50 58,140 135,293 - $ 750,251 140,000 3,881 616 217 82,534 4,743 8,900 89,335 7,554 44,844,730 369 $ 7,568 36 636,753 39,784,468 FY 2009-10 New Appropriation $ 856,000 206,200 6,545,600 110,000 10,567,599 63,100 150,000 10,000,000 94,000 750,000 800,000 1,533,000 250,000 1,000,000 250,000 - Total FY 2009-10 Appropriation $ 2,020,219 661,985 10,138,448 308,975 13,674,036 63,100 175,021 11,195,111 94,000 812,462 818,731 1,698,437 2,715,000 1,000,000 250,000 20,026,302 936,277 3,200,840 80,593 678,067 279,881 27,686 10,211,579 2,075,701 883,318 861,017 174,432 660,869 608,719 4,365,331 3,166,254 413,937 336,161 1,295,000 246,676 2,321,626 215,062 10,761,998 4,607,594 2,227 739,667 1,076,487 50 58,140 135,293 33,175,499 7,568 750,251 140,000 3,881 616 36 217 719,287 4,743 8,900 89,335 7,554 117,804,697 $ $ City of Chandler 2009-10 Adopted Budget Capital Budgets Public Works -Streets Capital - 3310 Fund 101 214 215 216 217 410 411 412 415 617 Program General Fund Proposition 400 Highway User Revenue Fund LTAF II (HB2565) Grants Highway User Revenue Bond Fund Street Bond Fund Storm Sewer Bond Fund Arterial Street Impact Fees Stormwater/Sewer Bond Total Capital Project Funding FY 2009-10 Carryforward Appropriation * New Unencumbered Encumbered 6,540 Appropriation Purchase Orders $ 133,691 $ 710,402 $ 330,000 1,370,000 2,230,801 2,416,343 81,194 430,000 8,366,269 2,170,383 9,360,599 1,147 21,904,932 25,659,412 10,458,557 404,231 1,744,000 110,000 11,715,646 9,500,271 8,700,000 6,819 $ 44,844,730 $ 39,784,468 $ 33,175,499 Total FY 2009-10 Appropriation $ 1,174,093 1,370,000 4,647,144 511,194 19,897,251 1,147 58,022,901 2,258,231 29,915,917 6,819 $ 117,804,697 *The Carryforward Reserves provide appropriation for purchase orders potentially remaining open at the close of fiscal year 2008-09 and for projects that have not yet been expended or encumbered at the time of fiscal year 2009-10 budget preparation. Council has appropriated these programs in prior years. If the department spends any of the Carryforward Appropriation * in fiscal year 2008-09, the Appropriation will be reduced in fiscal year 2009-10 by that amount. 370 City of Chandler 2009-10 Adopted Budget Capital Budgets II. OPERATING CAPITAL BUDGET BY DEPARTMENT The second category of the Capital Budget consists of operating capital, which includes purchases for capital assets, generally with a price greater than $5,000, and a useful life of more than one year. These items can be purchased directly from a department’s operating budget. The following tables show operating capital budgets by department for fiscal year 2009-10 and historical expenditures for several years. 2006-07 Actual 2008-09 Adjusted Budget 2007-08 Actual 2008-09 Estimated Expenditures 2009-10 Adopted Budget GENERAL GOVERNMENT: Mayor and Council $ City Manager Administration Neighborhood Programs Code Enforcement Community Development - $ - $ 24,980 $ - $ 1,812 - 5,802 3,000 3,000 3,000 27,571 31,726 6,120 651 200 - 782 5,980 5,980 300 - - 235,000 235,000 - 12,790 17,964 37,379 22,000 21,700 Economic Development - 180 2,000 307 1,300 Information Technology Human Resources 221,318 62,160 112,550 148,302 400,000 Communications and Public Affairs 98,431 37,022 20,587 84,861 35,169 City Magistrate Law 40,281 15,267 19,577 10,316 22,930 21,100 18,000 16,100 - Management Services Non Departmental 90,237 132,786 480,365 70,200 40,000 2,258,098 3,416,376 2,112,725 581,369 900,000 Planning and Development 244,463 282,912 369,500 369,500 97,000 Community Services 660,747 734,127 1,974,035 2,028,883 120,000 TOTAL GENERAL GOVERNMENT $ 3,669,203 $ 4,751,730 $ 5,428,251 $ 3,584,153 $ 1,620,481 PUBLIC SAFETY: Police Fire $ 334,511 378,325 $ 489,101 680,109 $ 1,701,265 472,159 $ 1,224,431 500,897 $ 1,072,459 58,528 TOTAL PUBLIC SAFETY $ 712,836 $ 1,169,210 $ 2,173,424 $ 1,725,328 $ 1,130,987 MUNICIPAL UTILITIES: Water Divisions Wastewater Divisions $ 418,215 11,089 $ 374,771 65,058 $ 591,351 58,400 $ 568,000 62,400 $ 532,657 59,300 TOTAL MUNICIPAL UTILITIES $ 429,304 $ 439,829 $ 649,751 $ 630,400 $ 591,957 PUBLIC WORKS: Public Works Admin Engineering Streets/Traffic Divisions Airport TOTAL PUBLIC WORKS $ 3,179 $ (22) 2,651,404 291,332 6,027 $ 261 1,807,097 136,296 75,115 $ 1,674 5,010,742 286,088 64,115 800 5,007,208 11,350 $ 1,678,733 - $ 2,945,893 $ 1,949,681 $ 5,373,619 $ 5,083,473 $ 1,678,733 GRAND TOTAL $ 7,757,236 $ 8,310,450 $ 13,625,045 $ 11,023,354 $ 5,022,158 371 City of Chandler 2009-10 Adopted Budget Capital Budgets III. CAPITAL REPLACEMENT BUDGET BY DEPARTMENT The third category of the capital budget includes: a) the Capital Replacement Fund, used to account for the purchase of operating capital items on a long-term basis through budgeted annual payments transferred during the fiscal year; and b) the Computer Replacement Fund, used for payments on personal computers. 2006-07 Actual Expenditures 2007-08 Actual Expenditures 2008-09 Adjusted Budget 2008-09 Estimated Expenditures 2009-10 Adopted Budget City Clerk City Manager Economic Development Management Services Non Departmental Planning and Development Community Services $ $ TOTAL GENERAL GOVERNMENT $ 1,329,443 $ 3,100,596 $ 3,278,546 $ 1,455,049 $ 3,796,110 PUBLIC SAFETY: Police Fire $ 2,431,796 $ 1,223,091 2,014,240 55,360 $ 2,213,718 899,998 $ 173,949 597,912 $ 1,755,000 - TOTAL PUBLIC SAFETY $ 3,654,887 2,069,600 $ 3,113,716 $ 771,861 $ 1,755,000 GENERAL GOVERNMENT: MUNICIPAL UTILITIES Solid Waste Management Water Divisions Wastewater Divisions TOTAL MUNICIPAL UTILITIES 10,712 1,201,335 117,396 16,930 2,465,731 617,935 $ 40,005 $ 245,339 199,010 484,354 $ $ 25,051 $ 261,141 88,460 177,974 99,960 515,971 74,860 182,627 $ TOTAL PUBLIC WORKS $ 552,626 $ 873,418 GRAND TOTAL $ 5,812,256 $ 6,527,968 $ 372 - $ 27,500 8,000 3,080,424 12,442 150,180 17,096 $ 27,671 230,533 275,300 $ PUBLIC WORKS Engineering Streets Traffic Engineering Street Sweeping $ - $ - $ 3,623 1,451,426 - $ 22,000 20,000 42,000 $ - 3,778,810 17,300 $ - - - $ - 586 $ 167,000 39,738 23,145 - $ - 15,000 $ 230,469 $ - $ 15,000 $ 6,664,731 $ 2,226,910 $ 5,566,110 City of Chandler 2009-10 Adopted Budget Capital Budgets 373 City of Chandler 2009-10 Adopted Budget Bonded Debt BONDED DEBT OBLIGATIONS The City of Chandler, located approximately 25 miles southeast of Phoenix, has experienced unprecedented growth over the last twenty-five years. The 1985 mid-decade census population was 63,855; the 1990-decade census was 89,862; the 1995 mid-decade census was 132,360; the 2000 census population was 176,581; and the June 30, 2009 population is estimated at 252,056. Chandler’s Long-Range Planning Division estimates the population to be 254,600 by fiscal year end June 30, 2010. This extraordinary growth creates a demand for infrastructure and capital projects. Citizens need more amenities such as parks, streets, water, and sewer facilities. Financing these capital costs can be accomplished through various financing sources called “bonded debt.” This could include instruments like general obligation bonds, revenue bonds, excise tax revenue obligations and certificate of participation notes. On February 4, 2009, the City of Chandler received an AAA rating from Standard and Poor’s for Excise Tax Revenue Obligations. This is the third AAA rating Chandler has received; the first was on May 22, 2003 from Fitch Ratings. The AAA rating is the highest possible bond rating. This AAA rating was achieved due to the City’s stellar financial position, sound decision-making, low debt load and diverse economic base. Chandler is one of four Arizona cities/towns with an AAA rating from a major rating agency. Fitch has also awarded Chandler with an AA rating for Water and Sewer bonds and an AA- rating for the Street and Highway User Revenue Fund (HURF) bonds. These high bond ratings measure Chandler’s financial management and ability to repay outstanding debt. The higher the bond rating represents a lower investment risk for potential bond buyers and lower debt costs for the City and its citizens. Debt Management Chandler’s primary debt management objectives are to minimize the cost to taxpayers while assuring total indebtedness does not exceed available resources or Arizona legal requirements. The necessity to incur debt in order to finance the capital program carries with it the obligation to manage the debt program effectively. As a result, the level of outstanding debt and the City’s capacity to incur and repay additional debt require careful examination. The City sold the following bonds during FY 2008-09 that required voter authorization. In FY 2009-10, the City anticipates future bond sales as shown in the chart below. VOTER AUTHORIZATION SUMMARY Category Water/Sewer/Effluent Reuse Parks and Recreation Museum Center for the Arts Library Public Building Streets General Obligation Street HURF Storm Water Revenue/GOB Public Safety/Fire Public Safety/Police Airport Recycling & Solid Waste TOTAL 2007-08 Ending Authorization $ 131,286,000 81,350,000 12,200,000 4,200,000 11,255,000 9,960,000 212,300,000 6,699,000 14,265,000 18,125,000 695,000 4,935,000 $ 507,270,000 2008-09 Bond Sales $ 131,286,000 23,100,000 2,400,000 300,000 564,000 85,280,000 2,495,000 3,374,000 3,000,000 201,000 $ 252,000,000 2008-09 Ending Authorization $ $ 58,250,000 12,200,000 1,800,000 10,955,000 9,396,000 127,020,000 4,204,000 10,891,000 15,125,000 494,000 4,935,000 255,270,000 2009-10 Proposed Bond Sales $ $ 1,100,000 1,100,000 1,322,500 10,735,000 1,600,000 900,000 13,050,000 29,807,500 Remaining Authorization $ 57,150,000 11,100,000 477,500 220,000 9,396,000 125,420,000 4,204,000 9,991,000 2,075,000 494,000 4,935,000 $ 225,462,500 Note: These totals do not include Excise Tax Revenue Obligations of $34,040,000 in 2008-09 and $18,900,000 in 2009-10 since this type of debt does not require voter authorization. 373 City of Chandler 2009-10 Adopted Budget Bonded Debt FUNCTION: COST CENTER: Debt Service 2008-09 Adopted Budget 2008-09 Adjusted Budget 26,273,270 27,248,754 27,248,754 22,745,383 24,984,642 -8.31% 6,221,724 6,040,962 6,040,962 6,755,884 8,990,405 48.82% 2007-08 Actual Description General Purpose GOB's Water GOB's Wastewater GOB's 7500 2009-10 Adopted Budget 2008-09 Estimated % Change Adopted To Adopted 351,252 350,750 350,750 1,418,323 3,681,970 949.74% Water Revenue Bonds 7,343,831 7,369,830 7,369,830 7,310,167 7,587,517 2.95% Wastewater Revenue Bonds 5,341,472 5,326,098 5,326,098 5,683,778 4,783,275 -10.19% HURF Revenue Bonds 4,649,765 4,622,829 4,622,829 4,622,829 4,635,169 0.27% 16,726 - - 2,527 1,659,251 N/A $ 50,198,040 $50,959,223 $50,959,223 $ 48,538,891 $ 56,322,229 10.52% All Other Bonds Total Cost Center-7500 General Fund $ 24,984,642 Highway User Revenue 4,635,169 Water System Dev. Fees 33,284 Water Operating 16,634,001 Reclaimed Water SDF 456,467 Wastewater System Dev. Fees 240,217 Wastewater Operating 9,312,261 Airport Operating 26,188 Grand Total $ 56,322,229 The FY 2009-10 budget provides $56,322,229 for principal and interest on existing debt as shown in the chart above by bond type and funding source. The graph below provides summarized data of the debt service comparison of adopted budgets of two fiscal years and the category percentage of total debt. $28,000,000 54% 44% $24,000,000 $20,000,000 $16,000,000 23% $12,000,000 13% $8,000,000 15% 14% 11% 9% 9% 8% 3% $4,000,000 0% $0 General Purpose GOB's Water / WW GOB'S Water Rev Bonds 2008-09 Adopted Budget Wastewater Revenue Bonds HURF Rev Bonds 2009-10 Adopted Budget 374 All Other Bonds City of Chandler 2009-10 Adopted Budget Bonded Debt The following pages present a brief description of the various bond types, legal debt limitation requirements (if any), revenue sources that are used to repay the bonded debt and schedules with the actual principal and interest due until the year 2028. GENERAL OBLIGATION BOND CAPACITY AVAILABLE General obligation bonds, also referred to as GOB’s, are used to finance a variety of public projects and require voter approval. These bonds are backed by the full faith and credit of the City and secured by the ad valorem taxing power of the City. Limitations for bonding capacity are set by State statutes. The City’s available bonding capacity for FY 2000-10 is given below. 20% Legal Bond Limit $ Outstanding Bonded Debt Previously Issued Proposed Bond Sales in FY2009-10 BONDING CAPACITY AVAILABLE $ 701,614,322 6% $ 210,484,297 (458,426,000) (9,494,000) (16,650,000) (13,157,500) 226,538,322 $ 187,832,797 The 20% and 6% bonding capacity is based on an estimated secondary assessed value of $3,508,423,522, a 1.6% increase from the FY 2008-09 secondary assessed value of $3,453,479,816. The State of Arizona uses the full cash (secondary) value of a property to compute secondary taxes, which are restricted to repay either the City’s general bonded debt obligations, or for voter-approved budget overrides. Under Arizona constitution Article IX, section 8 (amended by proposition 104 in 2006), cities may issue general obligation bonds for streets and transportation facilities, public safety, law enforcement, fire and emergency services facilities, water, wastewater, artificial light, acquisition and development of land for open space preserves, parks, playground, and recreation facilities up to an amount not exceeding 20% of secondary assessed value. Cities may also issue general obligation bonds for all other general purposes (e.g., airport, center for the arts, library and museum) not included in the 20% debt margin category up to an amount not exceeding 6% of the secondary assessed value. It is anticipated that general obligation bonds of $29,807,500 will be sold during FY 2009-10 in order to fund the following project categories: Airport Center for the Arts Library Museum Subtotal 6% GOB Fire Parks Police Streets Storm Water Water/Sewer/Effluent Reuse Subtotal 20% GOB Grand Total $ 1,322,500 10,735,000 1,100,000 $ 900,000 1,100,000 13,050,000 1,600,000 - $ 13,157,500 $ 16,650,000 29,807,500 The following pages present a breakdown of the principal and interest payments for all City bond issues outstanding as of June 30, 2009. 375 City of Chandler 2009-10 Adopted Budget Bonded Debt SUMMARY OF OUTSTANDING BONDS BY TYPE Type of Issue General Obligation Bonds (Combined) 6% Capacity 20% Capacity Total General Obligation Bonds Water & Sewer Revenue Bonds Excise Tax Revenue Obligations Highway User Revenue Bonds Improvement District Bonds Total Principal Bond Amount $ % Total 9,494,000 458,426,000 $ 467,920,000 69,430,000 34,040,000 31,640,000 7,820,000 $ 610,850,000 Highway User Revenue Bonds 5% 76.60% 11.37% 5.57% 5.18% 1.28% 100.00% 6% Capacity 2% Improvement District Bonds 1% G.O. Bonds 77% Excise Tax Revenue Obligations 6% 20% Capacity 98% Water & Sewer Revenue Bonds 11% 376 City of Chandler 2009-10 Adopted Budget Bonded Debt ANNUAL BOND OBLIGATION FOR ALL EXISTING BOND ISSUES Maturity Date (1) July 1, 2010 July 1, 2011 July 1, 2012 July 1, 2013 July 1, 2014 July 1, 2015 July 1, 2016 July 1, 2017 July 1, 2018 July 1, 2019 July 1, 2020 July 1, 2021 July 1, 2022 July 1, 2023 July 1, 2024 July 1, 2025 July 1, 2026 July 1, 2027 July 1, 2028 Bonds Payable 31,465,000 33,140,000 34,350,000 38,315,000 39,310,000 40,885,000 39,655,000 37,700,000 30,960,000 30,265,000 28,085,000 26,210,000 27,135,000 28,140,000 28,235,000 29,445,000 30,085,000 28,510,000 28,960,000 TOTAL This Year's Requirement Maximum Requirement (1) Year 2010 2013 Interest Payable 25,670,869 24,313,449 22,894,360 21,497,534 19,876,006 18,349,029 16,694,699 15,074,419 13,487,669 12,268,494 10,968,275 9,766,350 8,476,200 7,198,988 5,912,588 4,783,188 3,636,363 2,481,188 1,267,000 Fiscal Total 57,135,869 57,453,449 57,244,360 59,812,534 59,186,006 59,234,029 56,349,699 52,774,419 44,447,669 42,533,494 39,053,275 35,976,350 35,611,200 35,338,988 34,147,588 34,228,188 33,721,363 30,991,188 30,227,000 $ 610,850,000 $ 244,616,664 $ 855,466,664 $ Principal 31,465,000 38,315,000 $ Interest 25,670,869 21,497,534 $ Fiscal Total 57,135,869 59,812,534 Actual Payments are made one day prior to maturity date. 377 City of Chandler 2009-10 Adopted Budget Bonded Debt SCHEDULE OF TOTAL OUTSTANDING DEBT Original Issue Revenue Bonds Highway User Revenue: Series 1993 Series 1994 Series 1996B Refunding Series 1997 Series 1999 Series 2000 Series 2001 Refunding Series 2002 Series 2003 Refunding Series 2004 $ 2,500,000 5,750,000 1,250,000 5,280,000 3,300,000 2,250,000 6,830,000 10,540,000 5,000,000 10,920,000 53,620,000 $ 5,150,000 16,890,000 7,770,000 5,985,000 12,500,000 26,145,000 10,970,000 17,830,000 10,000,000 10,000,000 15,485,000 $ 138,725,000 $ $ 5,150,000 16,890,000 7,770,000 12,500,000 26,145,000 13,525,000 10,970,000 17,830,000 15,485,000 $ 126,265,000 $ $ 318,610,000 $ 101,070,000 $ Water: Series 1994 Series 1996 Refunding Series Series 1999 Series 2001 Refunding Series Refunding Series Refunding Series Series 2003 Series 2005 Refunding Series $ 1997 2001 2002 2003 2005 Sewer: Series 1994 Series 1996 Refunding Series 1997 Series 2001 Refunding Series 2001 Jr. Lien Series 2002 Refunding Series 2002 Refunding Series 2003 Refunding Series 2005 Total Revenue Bonds Outstanding 7/1/2010 $ $ $ 378 2009-10 Interest Principal 800,000 1,100,000 150,000 4,835,000 1,725,000 125,000 4,335,000 3,565,000 5,000,000 10,005,000 31,640,000 $ 2,105,000 330,000 240,000 810,000 849,960 4,397,248 6,917,625 5,500,000 8,725,000 10,000,000 6,520,000 46,394,833 $ 45,000 820,000 160,000 3,085,040 682,752 1,850,000 1,467,375 6,205,000 8,720,000 23,035,167 $ $ $ $ Payment 25,000 50,000 175,000 125,000 330,000 1,845,000 630,000 3,180,000 $ 48,000 88,000 10,475 261,778 78,750 6,688 202,416 139,138 205,000 414,925 $ 1,455,169 $ 70,000 60,000 400,000 143,640 3,016,616 1,221,000 15,000 400,000 145,000 5,471,256 $ 168,400 23,925 15,300 35,240 37,710 208,869 314,181 273,635 304,781 431,781 302,438 $ 2,116,260 $ 180,000 40,000 521,360 468,384 1,850,000 259,000 15,000 345,000 3,678,744 $ 3,600 59,450 10,200 136,875 32,431 74,000 66,644 308,805 412,525 $ 1,104,530 $ $ 4,675,959 $ 17,005,959 $ 12,330,000 48,000 88,000 35,475 311,778 253,750 131,688 532,416 1,984,138 205,000 1,044,925 $ 4,635,169 168,400 93,925 75,300 435,240 181,350 3,225,485 1,535,181 288,635 704,781 431,781 447,438 $ 7,587,516 3,600 239,450 50,200 658,235 500,815 1,924,000 325,644 323,805 757,525 $ 4,783,274 City of Chandler 2009-10 Adopted Budget Bonded Debt SCHEDULE OF TOTAL OUTSTANDING DEBT Original Issue General Obligation Bonds General & Enterprise Funds: Series 1994 Series 1996 Series 1996B Refunding Series 1997 Series 1998 Series 1999 Series 2000 Series 2001 Refunding Series 2001 Series 2002 Refunding Series 2003 Series 2003 Series 2005 Series 2006 Series 2007 Refunding Series 2007 Refunding Series 2009 Outstanding 7/1/2010 2009-10 Interest Principal Payment 8,275,000 6,650,000 8,205,000 9,730,000 3,590,000 6,950,000 8,520,000 8,040,000 17,225,000 23,000,000 16,265,000 21,375,000 24,800,000 30,905,000 111,045,000 22,960,000 252,000,000 1,450,000 925,000 1,905,000 150,000 225,000 4,175,000 600,000 2,850,000 3,330,000 8,125,000 16,125,000 13,575,000 13,400,000 25,025,000 101,125,000 22,935,000 252,000,000 1,450,000 200,000 430,000 150,000 225,000 575,000 600,000 505,000 2,290,000 700,000 730,000 1,700,000 1,750,000 2,300,000 2,475,000 30,000 2,020,000 116,000 60,125 137,838 7,500 10,575 195,144 42,000 131,660 158,175 353,281 697,194 451,469 536,000 1,052,000 4,363,688 1,078,569 10,161,988 1,566,000 260,125 567,838 157,500 235,575 770,144 642,000 636,660 2,448,175 1,053,281 1,427,194 2,151,469 2,286,000 3,352,000 6,838,688 1,108,569 12,181,988 Total General Obligation Bonds $ 579,535,000 $ 467,920,000 $ 18,130,000 $ 19,553,204 $ 37,683,204 Excise Tax Revenue Obligations: Series 2009 $ 34,040,000 $ 34,040,000 $ 500,000 $ 1,133,063 $ 1,633,063 Total Excise Tax Revenue Obligations $ 34,040,000 $ 34,040,000 $ 500,000 $ 1,133,063 $ 1,633,063 Improvement District Bonds: Series 1999 - ID No. 89 Series 2008 - Spectrum ID $ 1,760,000 7,370,000 $ 855,000 6,965,000 $ 125,000 380,000 $ 37,644 271,000 $ 162,644 651,000 Total Improvement District Bonds $ 9,130,000 $ 7,820,000 $ 505,000 $ 308,644 $ 813,644 Total Bonded Debt $ 941,315,000 $ 610,850,000 379 $ 31,465,000 $ 25,670,869 $ 57,135,869 City of Chandler 2009-10 Adopted Budget Bonded Debt COMBINED GENERAL OBLIGATION BONDS 6% CAPACITY PORTION OUTSTANDING Maturity Date (1) July 1, 2010 July 1, 2011 July 1, 2012 July 1, 2013 July 1, 2014 July 1, 2015 July 1, 2016 July 1, 2017 July 1, 2018 July 1, 2019 July 1, 2020 July 1, 2021 July 1, 2022 July 1, 2023 July 1, 2024 July 1, 2025 July 1, 2026 July 1, 2027 July 1, 2028 TOTAL This Year's Requirement Maximum Requirement (1) Year 2010 2010 Bonds Payable $ 3,143,000 1,521,000 971,000 671,000 28,000 34,000 41,000 41,000 116,000 135,000 216,000 257,000 271,000 271,000 297,000 297,000 297,000 461,000 426,000 Interest Payable $ 472,815 273,850 215,197 171,142 135,852 135,222 134,372 133,142 131,912 128,287 122,887 114,247 101,397 87,847 75,652 63,772 50,853 38,230 18,638 $ 9,494,000 $ 2,605,312 $ 12,099,312 $ Principal 3,143,000 3,143,000 $ Interest 472,815 472,815 $ Fiscal Total 3,615,815 3,615,815 Actual Payments are made one day prior to maturity date. 380 $ Fiscal Total 3,615,815 1,794,850 1,186,197 842,142 163,852 169,222 175,372 174,142 247,912 263,287 338,887 371,247 372,397 358,847 372,652 360,772 347,853 499,230 444,638 City of Chandler 2009-10 Adopted Budget Bonded Debt COMBINED GENERAL OBLIGATION BONDS 20% CAPACITY PORTION OUTSTANDING Maturity Date July 1, 2010 July 1, 2011 July 1, 2012 July 1, 2013 July 1, 2014 July 1, 2015 July 1, 2016 July 1, 2017 July 1, 2018 July 1, 2019 July 1, 2020 July 1, 2021 July 1, 2022 July 1, 2023 July 1, 2024 July 1, 2025 July 1, 2026 July 1, 2027 July 1, 2028 (1) TOTAL This Year's Requirement Maximum Requirement (1) Bonds Payable $ 14,987,000 19,059,000 20,299,000 24,029,000 24,887,000 25,886,000 24,974,000 25,944,000 23,459,000 23,610,000 23,329,000 23,868,000 24,654,000 25,579,000 26,203,000 27,328,000 27,878,000 26,039,000 26,414,000 Interest Payable $ 19,080,389 18,479,617 17,665,914 16,847,527 15,847,954 14,945,659 13,940,259 12,998,614 11,959,576 11,034,669 10,002,226 8,994,066 7,800,666 6,625,903 5,430,598 4,382,478 3,323,648 2,262,270 1,155,613 $ 458,426,000 $ 202,777,645 Year 2010 $ 2013 Principal 14,987,000 24,029,000 $ Interest 19,080,389 16,847,527 Actual Payments are made one day prior to maturity date. 381 $ $ Fiscal Total 34,067,389 37,538,617 37,964,914 40,876,527 40,734,954 40,831,659 38,914,259 38,942,614 35,418,576 34,644,669 33,331,226 32,862,066 32,454,666 32,204,903 31,633,598 31,710,478 31,201,648 28,301,270 27,569,613 661,203,645 Fiscal Total $ 34,067,389 40,876,527 City of Chandler 2009-10 Adopted Budget Bonded Debt COMBINED GENERAL OBLIGATION BONDS ENTERPRISE SUPPORTED Maturity Date (1) July 1, 2010 July 1, 2011 July 1, 2012 July 1, 2013 July 1, 2014 July 1, 2015 July 1, 2016 July 1, 2017 July 1, 2018 July 1, 2019 July 1, 2020 July 1, 2021 July 1, 2022 July 1, 2023 July 1, 2024 July 1, 2025 July 1, 2026 July 1, 2027 July 1, 2028 TOTAL This Year's Requirement Maximum Requirement (1) Year 2010 2013 Bonds Payable $ 5,285,000 8,760,000 9,420,000 10,595,000 10,900,000 10,910,000 9,525,000 9,825,000 9,926,000 10,000,000 9,700,000 9,625,000 9,925,000 9,850,000 9,500,000 10,125,000 10,575,000 9,500,000 11,086,000 Interest Payable $ 7,413,563 7,207,563 6,820,363 6,459,763 6,035,963 5,688,263 5,325,888 5,019,138 4,680,388 4,327,075 3,903,075 3,490,075 3,008,825 2,533,013 2,075,513 1,695,513 1,297,263 888,763 485,013 Fiscal Total $ 12,698,563 15,967,563 16,240,363 17,054,763 16,935,963 16,598,263 14,850,888 14,844,138 14,606,388 14,327,075 13,603,075 13,115,075 12,933,825 12,383,013 11,575,513 11,820,513 11,872,263 10,388,763 11,571,013 $ 185,032,000 $ 78,355,013 $ $ Principal 5,285,000 10,595,000 $ Interest 7,413,563 6,459,763 Actual Payments are made one day prior to maturity date. 382 263,387,013 Fiscal Total $ 12,698,563 17,054,763 City of Chandler 2009-10 Adopted Budget Bonded Debt COMBINED GENERAL OBLIGATION BONDS AD VALOREM SUPPORTED Maturity Date (1) July 1, 2010 July 1, 2011 July 1, 2012 July 1, 2013 July 1, 2014 July 1, 2015 July 1, 2016 July 1, 2017 July 1, 2018 July 1, 2019 July 1, 2020 July 1, 2021 July 1, 2022 July 1, 2023 July 1, 2024 July 1, 2025 July 1, 2026 July 1, 2027 July 1, 2028 TOTAL This Year's Requirement Maximum Requirement (1) Bonds Payable $ 12,845,000 11,820,000 11,850,000 14,105,000 14,015,000 15,010,000 15,490,000 16,160,000 13,649,000 13,745,000 13,845,000 14,500,000 15,000,000 16,000,000 17,000,000 17,500,000 17,600,000 17,000,000 15,754,000 Interest Payable $ 12,139,641 11,545,904 11,060,749 10,558,906 9,947,844 9,392,619 8,748,744 8,112,619 7,411,100 6,835,881 6,222,038 5,618,238 4,893,238 4,180,738 3,430,738 2,750,738 2,077,238 1,411,738 689,238 $ 282,888,000 $ 127,027,944 Year 2010 $ 2010 Principal 12,845,000 12,845,000 $ Interest 12,139,641 12,139,641 Actual Payments are made one day prior to maturity date. 383 $ $ Fiscal Total 24,984,641 23,365,904 22,910,749 24,663,906 23,962,844 24,402,619 24,238,744 24,272,619 21,060,100 20,580,881 20,067,038 20,118,238 19,893,238 20,180,738 20,430,738 20,250,738 19,677,238 18,411,738 16,443,238 409,915,944 Fiscal Total $ 24,984,641 24,984,641 City of Chandler 2009-10 Adopted Budget Bonded Debt WATER AND SEWER REVENUE BONDS Revenue bonds are payable from a specific source of revenue, do not affect the property tax rate, and are not subject to a legal limitation on the amount of bonds that may be issued. However, the electorate must authorize them. Pledged revenue may be derived from utility operations, grants, and excise or other specified revenue sources. Currently, all proceeds from the sale of these bonds are used to improve and extend the existing municipal water and wastewater systems, including the construction or improvement of transmission lines, wells, storage, and pumping facilities. Funds are also used to acquire, improve and install wastewater treatment and effluent reuse facilities. The City has agreed to establish, maintain and collect rates and other charges in an amount sufficient to produce revenues remaining after payment of net operating expenses in each fiscal year equal to a minimum of 120% of the aggregate annual debt service requirements on outstanding revenue bonds. Therefore, the utility net operating revenues need to exceed the maximum annual water and sewer revenue bond debt service cost by a 1.2 ratio. The annual debt service payment is paid from water and sewer user fees and/or system development fees. COMBINED WATER AND SEWER REVENUE BONDS OUTSTANDING Maturity Date (1) July 1, 2010 July 1, 2011 July 1, 2012 July 1, 2013 July 1, 2014 July 1, 2015 July 1, 2016 July 2, 2017 July 1, 2018 July 1, 2019 July 1, 2020 Bonds Payable 9,150,000 7,610,000 7,930,000 8,260,000 4,485,000 6,760,000 9,490,000 7,475,000 3,270,000 2,500,000 2,500,000 TOTAL(2) This Year's Requirement Maximum Requirement (1) (2) Year 2010 2010 Interest Payable 3,220,790 2,822,478 2,515,975 2,185,140 1,814,496 1,527,556 1,191,056 718,806 345,056 206,250 103,125 Fiscal Total 12,370,790 10,432,478 10,445,975 10,445,140 6,299,496 8,287,556 10,681,056 8,193,806 3,615,056 2,706,250 2,603,125 $ 69,430,000 $ 16,650,729 $ 86,080,729 $ Principal 9,150,000 9,150,000 $ Interest 3,220,790 3,220,790 $ Fiscal Total 12,370,790 12,370,790 Actual Payments are made one day prior to maturity date. Total includes principal and interest payments on Series 2002 Subordinate Lien Water & Sewer Revenue Bonds. 384 City of Chandler 2009-10 Adopted Budget Bonded Debt STREET AND HIGHWAY USER REVENUE FUND (HURF) BONDS This type of revenue bond is used solely for the purpose of improving, constructing and reconstructing the major streets, arterial collectors and local streets within the City. The bonds are secured by gas tax revenues collected by the State and distributed to Arizona cities and towns based on a formula of population and gas sales within the county of origin. The amount of HURF bonds that may be issued by the City is limited by the amount of annual HURF revenues received from the State. Annual debt service must not exceed 50% of the annual HURF revenue received by the City. HURF BONDS OUTSTANDING Maturity Date July 1, 2010 July 1, 2011 July 1, 2012 July 1, 2013 July 1, 2014 July 1, 2015 July 1, 2016 July 1, 2017 July 1, 2018 July 1, 2019 (1) Bonds Payable 3,180,000 3,320,000 3,500,000 3,680,000 3,860,000 4,050,000 3,370,000 2,405,000 2,220,000 2,055,000 TOTAL This Year's Requirement Maximum Requirement (1) Year 2010 2015 $ 31,640,000 $ Principal 3,180,000 4,050,000 Actual Payments are made one day prior to maturity date. 385 Interest Payable 1,455,169 1,332,474 1,139,624 984,394 817,629 628,816 428,186 278,381 166,100 80,250 Fiscal Total $ 4,635,169 4,652,474 4,639,624 4,664,394 4,677,629 4,678,816 3,798,186 2,683,381 2,386,100 2,135,250 $ 7,311,023 $ $ Interest 1,455,169 628,816 Fiscal Total $ 4,635,169 4,678,816 38,951,023 City of Chandler 2009-10 Adopted Budget Bonded Debt EXCISE TAX REVENUE OBLIGATIONS Excise Tax Revenue Obligations (ETRO) are payable from pledged revenue, do not affect the property tax rate, and are not subject to a statutory limitation on the amount of bonds that may be issued. The City may issue additional ETROs only if the total amount of excise taxes in the immediately preceding fiscal year is equal to at least three times the maximum annual debt service. Unlike other City bond issuances, ETROs do not require voter authorization. Pledged revenue may be derived from all unrestricted excise, transaction, franchise, privilege and business taxes, state-shared sales and income taxes, license and permit fees. The City issued ETROs for the first time in FY 2008-09 for a water reclamation facilities expansion and to refund water and sewer revenue bonds in the amount of $34,040,000. EXCISE TAX REVENUE OBLIGATIONS OUTSTANDING Maturity Date (1) July 1, 2010 July 1, 2011 July 1, 2012 July 1, 2013 July 1, 2014 July 1, 2015 July 1, 2016 July 1, 2017 July 1, 2018 July 1, 2019 July 1, 2020 July 1, 2021 July 1, 2022 July 1, 2023 July 1, 2024 July 1, 2025 July 1, 2026 July 1, 2027 July 1, 2028 Bonds Payable 500,000 1,100,000 1,100,000 1,100,000 5,455,000 3,530,000 1,300,000 1,335,000 1,375,000 1,420,000 1,475,000 1,500,000 1,600,000 1,655,000 1,735,000 1,820,000 1,910,000 2,010,000 2,120,000 TOTAL This Year's Requirement Maximum Requirement (1) Year 2010 2014 $ 34,040,000 $ Principal 500,000 5,455,000 Actual Payments are made one day prior to maturity date. 386 Interest Payable 1,133,063 1,118,063 1,093,313 1,068,563 1,043,813 921,075 832,825 797,075 757,025 712,338 655,538 596,538 536,538 472,538 406,338 336,938 261,863 180,688 92,750 $ 13,016,875 $ Interest 1,133,063 1,043,813 Fiscal Total $ 1,633,063 2,218,063 2,193,313 2,168,563 6,498,813 4,451,075 2,132,825 2,132,075 2,132,025 2,132,338 2,130,538 2,096,538 2,136,538 2,127,538 2,141,338 2,156,938 2,171,863 2,190,688 2,212,750 $ 47,056,875 Fiscal Total $ 1,633,063 6,498,813 City of Chandler 2009-10 Adopted Budget Bonded Debt IMPROVEMENT DISTRICT BONDS Improvement Districts are generally formed only by property owners in a designated area within the City in which they must agree to be assessed for the repayment of the costs of constructing improvements that benefit the owner’s property. Improvement District bonds are secured by a lien on the property and improvements of all parcels of each district and the State does not require legal appropriation of funds for improvement districts. Improvement District bonds are typically issued to finance local streets, water or sewer improvements; or to acquire an existing water or sewer operation. There is no statutory debt limit or legal limit to the amount of improvement district bonds that may be issued. IMPROVEMENT DISTRICT BONDS OUTSTANDING Maturity Date (1) July 1, 2010 July 1, 2011 July 1, 2012 July 1, 2013 July 1, 2014 July 1, 2015 July 1, 2016 July 1, 2017 July 1, 2018 July 1, 2019 July 1, 2020 July 1, 2021 July 1, 2022 July 1, 2023 Bonds Payable 505,000 530,000 550,000 575,000 595,000 625,000 480,000 500,000 520,000 545,000 565,000 585,000 610,000 635,000 TOTAL This Year's Requirement Maximum Requirement (1) Year 2010 2011 $ 7,820,000 $ Principal 505,000 530,000 Actual Payments are made one day prior to maturity date. 387 Interest Payable 308,644 286,969 264,338 240,769 216,263 190,700 168,000 148,400 128,000 106,700 84,500 61,500 37,600 12,700 Fiscal Total $ 813,644 816,969 814,338 815,769 811,263 815,700 648,000 648,400 648,000 651,700 649,500 646,500 647,600 647,700 $ 2,255,081 $ 10,075,081 $ Interest 308,644 286,969 Fiscal Total $ 813,644 816,969 City of Chandler 2009-10 Adopted Budget Bonded Debt 388 City of Chandler 2009-10 Adopted Budget Schedules and Terms SCHEDULES AND TERMS BUDGET SCHEDULES: The attached budget schedules are intended to give the reader a brief glance at the city’s budget for the upcoming fiscal year. The Office of the Auditor General has developed the format of these schedules in accordance with Arizona Revised Statutes (ARS 42-17101 and 42-17102). The forms include revisions necessary to conform to the requirements of Governmental Accounting Standards Board Statement No. 34 (GASB 34) issued by the Governmental Accounting Standards Board. These budget schedules are published twice in a local newspaper prior to the Public Hearing and Final Budget Adoption by the City Council. Each town/city must complete the official budget forms for all funds except Agency, Internal Service Funds and Private-Purpose Trust Funds. A city may choose to add more information or detail than is required with the official forms. Schedule A-F are submitted to the Auditor General’s Office along with the Budget Resolution of Adoption.  Resolution for the Adoption of the Budget  Schedule A - Summary Schedule of Estimated Revenues and Expenditures/Expenses  Schedule B - Summary of Tax Levy and Tax Rate Information  Schedule C - Summary by Fund Type of Revenues Other Than Property Taxes  Schedule D - Summary by Fund Type of Other Financing Sources and Interfund Transfers  Schedule E – Summary by Department of Expenditures/Expenses Within Each Fund Type  Schedule F – Summary by Department of Expenditure/Expenses OTHER SCHEDULES: Schedule 1-Total Expenditure by Fund: A summary of Citywide expenditures by fund, detailing actual expenditures for FY 2007-08, adjusted budget and estimated expenditures for FY 2008-09, and adopted budget for FY 2009-10. Schedule 2-Summary of Department Total FY 2009-10 Budget by Fund: A summary, by fund, of each department’s FY 2009-10 Budget. SALARY SCHEDULES: The attached salary schedules serve as a handy reference to City staff and to the public. They reflect the revised salary plan effective July 1, 2009, which includes market study and wage adjustments. The list is sorted alphabetically by classification title, with the class grade, exempt or non-exempt status, minimum and maximum annual salary for that position class. 389 City of Chandler 2009-10 Adopted Budget Schedules and Terms 390 City of Chandler 2009-10 Adopted Budget Schedules and Terms 391 CITY OF CHANDLER, ARIZONA Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2009-10 FUND ADJUSTED BUDGETED EXPENDITURES/ EXPENSES 2008-09* ACTUAL EXPENDITURES/ EXPENSES 2008-09** DIRECT PROPERTY TAX REVENUES 2009-10 FUND BALANCE/ NET ASSETS*** 7/1/2009** ESTIMATED REVENUES OTHER THAN PROPERTY TAXES 2009-10 OTHER FINANCING 2009-10 SOURCES INTERFUND TRANSFERS 2009-10 IN TOTAL FINANCIAL RESOURCES AVAILABLE 2009-10 BUDGETED EXPENDITURES/ EXPENSES 2009-10 Primary: 1. General Fund $ 2. Special Revenue Funds 337,757,152 $ 88,131,519 202,941,321 $ 37,000,085 126,882,640 $ 9,770,841 $ 21,393,067 167,861,786 $ $ $ 66,720,436 19,725,065 $ (16,154,213) $ 429,000 (7,299,153) 308,086,119 $ 311,716,650 81,243,350 81,243,350 Secondary: 3. Debt Service Funds Available 22,958,754 22,745,383 28,615,173 28,615,173 24,984,642 22,958,754 22,745,383 28,615,173 28,615,173 24,984,642 615,060,596 190,103,025 239,247,346 4. Less: Designation for Future Debt Retirement 5. Total Debt Service Funds 6. Capital Projects Funds 7. Permanent Funds 162,809,669 12,607,097 48,707,500 26,846,442 (11,723,362) 239,247,346 4,800 4,800 4,000 800 4,800 4,800 116,547,370 87,917,425 37,326,901 88,900,705 2,093,868 (10,005,852) 118,315,622 118,315,622 10. Total Enterprise Funds 116,547,370 87,917,425 37,326,901 88,900,705 2,093,868 (10,005,852) 118,315,622 118,315,622 11. Internal Service Funds 21,634,229 9,144,331 19,363,859 6,790,566 4,851,618 (8,763,413) 22,242,630 22,242,630 180,000 130,125 67,308 72,000 139,308 139,308 8. Enterprise Funds Available 392 9. Less: Designation for Future Debt Retirement 12. Special Assessment Funds TOTAL ALL FUNDS $ 1,202,274,420 $ 549,986,495 $ 367,847,444 $ 38,386,014 $ 342,953,390 $ 48,707,500 $ $ 1,202,274,420 $ 797,894,348 1,202,274,420 797,894,348 EXPENDITURE LIMITATION COMPARISON 2008-09 1. Budgeted expenditures/expenses $ 53,945,993 $ (53,945,993) $ 797,894,348 $ 797,894,348 2009-10 2. Add/subtract: estimated net reconciling items 3. Budgeted expenditures/expenses adjusted for reconciling items $ 1,202,274,420 $ 797,894,348 $ 1,202,274,420 $ 797,894,348 Includes Expenditure/Expense Adjustments Approved in 2008-09 from Schedule E. ** Includes actual amounts as of the date the proposed budget was prepared, adjusted for estimated activity for the remainder of the fiscal year. *** Amounts in this column represent Fund Balance/Net Asset amounts except for amounts invested in capital assets, net of related debt, and reserved/restricted amounts established as offsets to assets presented for informational purposes (i.e., prepaids, inventory, etc.). SCHEDULE A Schedules and Terms * 5. Amount subject to the expenditure limitation 6. EEC or voter-approved alternative expenditure limitation City of Chandler 2009-10 Adopted Budget 4. Less: estimated exclusions City of Chandler 2009-10 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary of Tax Levy and Tax Rate Information Fiscal Year 2009-10 2008-09 FISCAL YEAR 2009-10 FISCAL YEAR $ 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A). $ 9,232,762 2. Amount received from primary property taxation in the 2008-09 fiscal year in excess of the sum of that year's maximum allowable primary property tax levy. A.R.S. §42-17102(A)(18). $ - 3. 10,065,355 Property tax levy amounts A. Primary property taxes $ B. Secondary property taxes C. Total property tax levy amounts (1) 4. 9,232,762 $ 28,273,154 $ 37,505,916 $ $ 9,232,762 140,000 9,372,762 $ 28,648,603 433,000 29,081,603 $ 38,454,365 9,770,841 28,615,173 $ 38,386,014 Property taxes collected* A. Primary property taxes (1) 2008-09 levy (2) Prior years’ levy (2) (3) Total primary property taxes B. Secondary property taxes (1) 2008-09 levy (2) Prior years’ levy (2) (3) Total secondary property taxes C. Total property taxes collected 5. Property tax rates A. City/Town tax rate (1) Primary property tax rate (2) Secondary property tax rate (3) Total city/town tax rate 0.3414 0.8400 1.1814 B. Special assessment district tax rates Secondary property tax rates - As of the date the proposed budget was prepared, the city/town was operating five special assessment districts for which secondary property taxes are levied. For information pertaining to these special assessment districts and their tax rates, please contact the city/town. (1) The estimated Salt River Project voluntary contributions in lieu of taxes has been moved to Schedule C under the General Fund in the amount of $375,159 in 2008-09 and $411,668 in 2009-10. (2) Amount budgeted for Prior Year Primary & Secondary Levies for 2008-09 ($573,000) and 2009-10 ($490,000) are presented under Schedule C, Miscellaneous Prior Year. Estimated revenue collected for prior year levies is presented above under Section 4, lines A (2) & B (2). * Includes actual property taxes collected as of the date the proposed budget was prepared plus estimated property tax collections for the remainder of the fiscal year. SCHEDULE B 393 0.3292 0.8522 1.1814 City of Chandler 2009-10 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2009-10 ESTIMATED REVENUES 2008-09 SOURCE OF REVENUES ACTUAL* REVENUES 2008-09 ESTIMATED REVENUES 2009-10 GENERAL FUND Local taxes Franchise Tax Transaction Privilege License Tax/Fees $ 3,353,500 96,050,000 $ 2,905,800 83,380,000 $ 3,412,000 80,920,000 Licenses and permits Miscellaneous License Building Division Permits 1,334,400 4,787,600 1,293,600 3,032,000 1,283,650 2,826,000 Intergovernmental State State Sales Tax State Revenue Sharing 20,700,000 33,068,950 18,900,000 34,458,500 17,950,000 29,804,000 9,635,909 8,400,000 8,150,000 Charges for services Engineering Fees Planning Fees Public Safety Miscellaneous Parks & Recreation 642,136 90,000 5,622,564 2,654,048 453,500 94,500 5,049,725 2,482,950 627,800 70,500 6,827,500 2,532,850 Fines and forfeits Library Fines Court Fines 499,600 4,270,500 613,600 3,814,500 613,600 3,924,000 Interest on investments Interest on Investments 7,250,000 3,500,000 3,502,318 375,159 375,159 411,668 40,040 40,000 350,000 5,054,736 92,000 85,000 573,000 5,667,700 39,000 45,000 490,000 4,431,900 County Auto Lieu Tax Contributions Salt River Project in Lieu Tax Miscellaneous Fixed Leases Sale of Fixed Assets Prior Year Property Tax Collections Other Receipts Total General Fund $ 195,819,142 $ *Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared plus estimated revenues for the remainder of the fiscal year. SCHEDULE C (1 OF 3) 394 175,171,534 $ 167,861,786 City of Chandler 2009-10 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2009-10 ESTIMATED REVENUES 2008-09 SOURCE OF REVENUES ACTUAL* REVENUES 2008-09 ESTIMATED REVENUES 2009-10 SPECIAL REVENUE FUNDS Proposition 400 Fund Regional Transportation Sales Tax Interest on Investments Total Highway User Revenue Fund $ Highway User Revenue Fund HURF Taxes Street Signs Pavement Damage Fee Interest on Investments Other Receipts Total Highway User Revenue Fund $ 16,000,000 6,000 10,000 550,000 4,500 $ 16,570,500 $ $ 1,073,653 500,000 70,347 70,000 1,714,000 $ $ 26,247,687 3,500,000 10,876,424 1,890,000 70,000 $ 42,584,111 $ $ $ 62,850 20,000 11,258 94,108 $ Local Transportation Assistance Fund Lottery Entitlement HB2565 RPTA Grant Funds Bus Service Revenue Interest on Investments Total Local Transportation Assistance Fund Grant Funds Grants-In-Aid Community Development Block Grant Housing Urban Development Public Housing Authority Interest on Investments Total Grant Funds Expendable Trust Fund Parks Fund Donations/Gifts-General Public Interest on Investments Total Expendable Trust Fund Total Special Revenue Funds $ $ 4,456,600 5,000 4,461,600 $ $ $ $ 4,600,000 32,000 4,632,000 13,935,700 2,500 5,000 390,000 9,400 14,342,600 $ $ $ $ 1,073,600 500,000 51,800 68,000 1,693,400 $ 15,682,261 2,397,242 10,071,569 2,030,334 60,100 30,241,506 $ $ $ 8,850,000 4,000 8,854,000 13,950,955 2,500 5,000 243,000 9,500 14,210,955 1,073,600 500,000 60,000 40,000 1,673,600 25,556,857 3,500,000 10,745,424 1,992,000 38,000 41,832,281 $ $ 78,389 27,500 6,900 112,789 $ 89,500 55,000 5,100 149,600 $ 65,424,319 $ 51,022,295 $ 66,720,436 $ 3,000,000 150,000 2,851,729 2,155,000 $ 3,235,737 110,000 2,932,100 1,350,000 $ 3,072,750 100,000 2,906,816 711,000 $ 8,156,729 $ 7,627,837 $ 6,790,566 $ INTERNAL SERVICE FUNDS Capital Replacement Sale of Fixed Assets Self-Insurance Interest on Investments Total Internal Service Funds *Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared plus estimated revenues for the remainder of the fiscal year. SCHEDULE C (2 OF 3) 395 City of Chandler 2009-10 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2009-10 ESTIMATED REVENUES 2008-09 SOURCE OF REVENUES SPECIAL ASSESSMENT FUND Intergovernmental charges Interest on Investments $ - ACTUAL* REVENUES 2008-09 $ 180,000 Total Special Assessment Fund ESTIMATED REVENUES 2009-10 - $ 138,000 - 72,000 $ 180,000 $ 138,000 $ 72,000 $ 3,636,124 2,503,665 130,800 3,541,398 663,415 659,535 282,527 2,666,102 1,803,706 6,741,500 $ 2,328,850 2,825,000 51,825 1,694,000 500 400,000 425,000 170,000 1,250,000 951,860 1,968,400 $ 2,250,000 2,825,000 1,600,000 7,500 375,000 350,000 170,000 2,000,000 1,492,597 1,537,000 $ 22,628,772 $ 12,065,435 $ 12,607,097 $ - $ - $ - $ 800 800 $ 500 500 $ 800 800 $ 800 $ 500 $ 800 $ 43,080,943 24,759,309 12,973,267 931,810 3,315,000 $ 42,934,861 26,767,716 12,831,515 777,040 1,392,097 $ 45,022,390 28,952,762 12,996,603 957,950 971,000 Total Enterprise Funds $ 85,060,329 $ 84,703,229 $ 88,900,705 TOTAL ALL FUNDS $377,270,091 $ 330,728,830 $ 342,953,390 CAPITAL PROJECTS FUNDS System Development Fees Water Wastewater Solid Waste Parks Library Public Building Impact Fees Public Safety - Fire Public Safety - Police Arterial Streets Traffic Signal Fee In-House/Arts Interest on Investments Total Capital Project Funds PERMANENT FUND Non Expendable Trust Fund Firemens Pension Fund Interest on Investments Total Non Expendable Trust Fund Total Permanent Funds ENTERPRISE FUNDS Water Services Wastewater Services Solid Waste Services Airport Services Interest on Investments *Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared plus estimated revenues for the remainder of the fiscal year. SCHEDULE C (3 OF 3) 396 City of Chandler 2009-10 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Fund Type of Other Financing Sources/ and Interfund Transfers Fiscal Year 2009-10 FUND GENERAL FUND Indirect Cost Allocation Self-Insurance Funding Computer Replacement Funding Fleet Replacement Fund Community Park Impact Fund Loan Public Building Impact Fund Street Impact Fund Airport Operating Fund Water Bond Fund Water System Development Fund Reclaimed Water Wastewater Bond Fund Wastewater System Development Fund Housing Total General Fund SPECIAL REVENUE FUNDS Proposition 400 Highway User Revenue Local Transportation Assistance Housing Total Special Revenue Funds CAPITAL PROJECTS FUNDS Parks Library Public Building Public Safety - Police Public Safety - Fire Street Water Reclaimed Water Solid Waste Wastewater Total Capital Projects Funds ENTERPRISE FUNDS Water Indirect Cost Water Operating Wastewater Indirect Cost Wastewater Operating Solid Waste Indirect Cost Solid Waste Operating Reverse Osmosis Indirect Cost Airport Indirect Cost Airport Operating Loan Computer Replacement Total Enterprise Funds INTERNAL SERVICE FUNDS Capital Replacement Computer Replacement Self-Insurance Fund Total Internal Service Funds TOTAL ALL FUNDS (1) INTERFUND TRANSFERS 2009-10 IN OTHER FINANCING 2009-10 SOURCES (1) $ - $ - $ 8,809,065 7,768,000 $ 2,436,763 2,122,761 44,689 1,000,000 6,335,000 4,700,000 216,000 117,000 588,000 191,000 245,000 791,000 $ - $ - $ 19,725,065 $ - $ - $ 144,000 $ - $ - $ $ 3,522,500 10,735,000 $ - $ 13,050,000 900,000 1,600,000 11,025,000 7,875,000 $ 48,707,500 $ 285,000 429,000 531,149 3,755,000 6,335,000 12,018,583 950,000 (1) - $ - $ $ - $ 3,256,710 26,846,442 680,000 230,000 285,000 $ 16,154,213 $ 7,275,000 22,628 1,525 $ 7,299,153 $ 1,531,149 3,755,000 259,583 1,655,000 191,000 38,920 4,236,000 $ 11,723,362 $ 4,705,000 2,211,900 72,000 1,882,748 571,000 375,365 100,000 1,111,868 230,000 $ - $ - $ 2,093,868 $ - $ - $ $ $ - $ $ 60,245 2,354,610 2,436,763 4,851,618 53,945,993 $ $ 48,707,500 (1) Sources are from bonds. SCHEDULE D 397 159,839 $ 10,005,852 $ 35,313 8,728,100 $ 8,763,413 $ 53,945,993 City of Chandler 2009-10 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2009-10 FUND/DEPARTMENT GENERAL FUND Mayor and Council City Manager City Clerk City Magistrate Communications and Public Affairs Law Management Services\Non-Dept. Fire Police Police Forfeiture Funds Public Works Planning and Development Community Services Contingency\Reserves Total General Fund SPECIAL REVENUE FUNDS Grants In Aid City Manager Communications and Public Affairs Law Fire Police Community Services Municipal Utilites Public Works Non-departmental Contingency\Reserves Prop 400 Revenue Fund Public Works Non-departmental Highway Users Revenue Fund Public Works Non-departmental Contingency\Reserves Debt Service Local Transportation Assistance Fund Public Works Non-departmental Contingency\Reserves Community Development Block Grant City Manager Planning and Development Non-departmental Contingency\Reserves Housing and Urban Development City Manager Planning and Development Non-departmental Contingency\Reserves Expendable Trust Funds Community Services Non-departmental Contingency\Reserves Total Special Revenue Funds ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2008-09 $ EXPENDITURE/ EXPENSE ACTUAL BUDGETED ADJUSTMENTS EXPENDITURES/ EXPENDITURES/ APPROVED EXPENSES EXPENSES 2008-09 2008-09 2009-10 954,281 25,351,049 947,068 4,196,814 2,654,367 3,501,389 37,013,558 29,109,277 61,010,530 1,200,000 16,643,502 11,258,731 35,361,832 108,544,808 $ 337,747,206 118,838 4,070,049 (37,543) 50,521 295,537 (55,849) 38,375,262 (56,721) 1,186,938 324,386 1,975,780 (235,849) 1,615,275 (47,616,678) $ 9,946 $202,941,321 978,228 19,967,088 739,311 4,175,558 2,556,714 3,335,345 28,567,906 28,023,807 64,217,644 1,500,000 13,005,298 9,119,701 35,355,088 100,174,962 $ 311,716,650 $ $ $ $ 325,000 $ 17,000 1,924,362 1,260,000 1,761,567 145,000 31,568,257 546 345,000 3,375 418 65,493 69,145 5,749 (7,706,215) (418) 7,558,156 $ 937,013 21,673,009 689,567 4,055,339 2,741,524 3,424,872 19,323,534 28,606,066 59,813,999 986,133 16,887,959 10,401,202 33,401,104 173,455 $ 17,300 899,944 659,662 371,190 7,755,441 6,468,746 50,000 17,300 2,237,882 2,301,000 1,514,901 145,000 23,118,737 530,000 1,370,000 209,000 14,527,962 182,061 12,207,344 4,622,829 (2,492,727) (95,750) 1,971,250 9,356,843 8,200 13,053,744 157,778 5,210,980 4,635,169 4,622,829 1,419,815 200 310,070 953,031 2,083,532 (109,583) 3,500,000 9,622 354,800 110,343 (9,110) (335,050) 2,397,242 211,910 (38,857) (408,722) 8,524,470 1,761,561 200 800,000 3,499,346 1,100,000 12,016,424 552,841 220,003 $ 8,378 88,379,081 4,705 $ (4,705) (247,562) 654 691,550 129,977 219,550 $ 37,000,085 9,263 81,243,350 *Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared plus estimated expenditures/expenses for the remainder of the fiscal year. SCHEDULE E (1 OF 2) 398 1,099,923 11,953,452 3,049 184,565 $ City of Chandler 2009-10 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2009-10 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2008-09 DEBT SERVICE FUNDS INTERNAL SERVICE Capital Replacement FUNDS Self Insurance Contingency\Reserves Total Internal Service Funds SPECIAL ASSESSMENT FUND Management Services Contingency\Reserves Total Special Assessment Fund CAPITAL PROJECTS FUNDS Management Services\Non-dept. City Manager Fire Police Public Works Municipal Utilities Community Services Contingency\Reserves Debt Service Total Capital Projects Funds ENTERPRISE FUNDS Water Wastewater Solid Waste Airport Contingency\Reserves Debt Service Total Enterprise Funds PERMANENT FUNDS Firemens Pension Fund Total Permanent Funds TOTAL ALL FUNDS EXPENDITURE/ EXPENSE ACTUAL BUDGETED ADJUSTMENTS EXPENDITURES/ EXPENDITURES/ APPROVED EXPENSES EXPENSES 2008-09 2008-09 2009-10 $ 22,958,754 $ $ 5,293,052 10,500,048 5,841,129 21,634,229 $ $ 22,745,383 $ 24,984,642 (90,559) 90,559 - $ 2,269,359 6,874,972 $ $ 9,144,331 $ 5,834,927 10,285,329 6,122,374 22,242,630 137,276 42,724 180,000 $ (513) 513 - $ 130,125 $ $ 130,125 $ 2,929,889 178,702 18,197,296 23,666,505 206,458,780 237,201,295 71,462,540 46,394,541 4,933,182 $ 611,422,730 $ 21,054,855 3,835 (5,450,168) (352,321) (91,017,523) (70,355,591) (22,430,397) 172,185,176 $ 1,231,174 143,824 8,953,157 4,361,709 42,064,450 115,621,427 17,084,102 $ $ 3,637,866 $ 35,329,412 27,583,151 11,711,066 1,679,338 25,200,195 18,444,458 $ 119,947,620 $ (551,278) 924,420 954,170 (118,091) (4,609,471) $ (3,400,250) 20,527,497 $ 87,917,425 31,462,181 21,916,888 11,734,661 1,177,065 26,052,377 25,972,450 $ 118,315,622 $ $ 4,800 4,800 $ $ - $ $ $ $ $1,202,274,420 $ - $549,986,495 $ $ $ $ $ - $ 643,182 $190,103,025 $ 31,989,917 22,810,098 11,747,403 842,510 4,800 4,800 1,303,822 136,622 7,144,261 21,205,016 91,719,849 52,661,349 46,513,650 17,832,809 729,968 $ 239,247,346 $ 399 4,800 4,800 $ 797,894,348 *Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared plus estimated expenditures/expenses for the remainder of the fiscal year. SCHEDULE E (2 OF 2) 138,808 500 139,308 City of Chandler 2009-10 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Department of Expenditures/Expenses Fiscal Year 2009-10 DEPARTMENT/FUND Mayor and Council General Fund Department Total ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2008-09 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2008-09 ACTUAL EXPENDITURES/ EXPENSES 2008-09* BUDGETED EXPENDITURES/ EXPENSES 2009-10 $ $ 954,281 954,281 $ $ 118,838 118,838 $ $ 937,013 937,013 $ $ 978,228 978,228 $ $ 4,070,049 3,375 39,167 110,343 3,835 4,226,769 $ $ 21,673,009 173,455 309,467 2,397,242 143,824 24,696,997 $ $ 25,351,049 325,000 1,100,000 3,500,000 178,702 30,454,751 $ 19,967,088 6,468,746 1,099,923 3,499,346 136,622 31,171,725 City Clerk General Fund Department Total $ $ 947,068 947,068 $ $ (37,543) (37,543) $ $ 689,567 689,567 $ $ 739,311 739,311 City Magistrate General Fund Department Total $ $ 4,196,814 4,196,814 $ $ 50,521 50,521 $ $ 4,055,339 4,055,339 $ $ 4,175,558 4,175,558 Communications and Public Affairs $ General Fund Grant Fund Capital Replacement Department Total $ 2,654,367 20,000 2,674,367 $ 295,537 (20,000) 275,537 $ 2,741,524 2,741,524 $ 2,556,714 50,000 2,606,714 Law General Fund Grant Fund Department Total 3,501,389 17,000 3,518,389 City Manager: General Fund Grant Fund HOME Program Fund Community Dev Block Grant In-House Capital Department Total $ $ $ $ (55,849) 418 (55,431) Management Services\Non-Dept. - Includes Contingencies $ 145,243,926 $ General Fund Police Forfeiture Funds 314,440 Prop 400 Revenue Fund Highway User Revenue Fund 12,389,405 Local Transportation Revenue 310,270 Grant Fund 345,546 HOME Program Fund 100,785 Community Dev Block Grant 364,422 PHA Family Sites 77,678 PHA Elderly & Scattered Sites 73,396 PHA Management 16,524 Housing Authority Section 8 18,114 Capital Fund Program 152,344 Proceeds Reinvestment Project 114,000 HURF Revenue Bonds 201,323 Street Bonds Storm Sewer GO Bonds 1,004 Arterial Street Impact Fees Park Bonds 4,026,923 Community Park Impact Fees (8,926,976) (314,440) 1,875,500 (109,583) 7,557,738 (39,167) (344,160) (43,525) (70,694) (13,603) (14,747) (151,843) (114,000) 2,489 46,749,106 999,785 43,198,402 10,254,814 5,118,072 $ $ SCHEDULE F (1 OF 4) 400 $ $ $ $ 3,424,872 17,300 3,442,172 19,323,534 8,200 - $ $ $ $ 3,335,345 17,300 3,352,645 128,476,868 266,000 209,000 5,368,758 800,200 530,000 20,077 692,204 64,605 60,475 4,014 5,695 28,248 4,500 1,853 156,837 113,915 252,540 250,000 - City of Chandler 2009-10 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Department of Expenditures/Expenses Fiscal Year 2009-10 DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2008-09 Management Services\Non-Dept. - Continued 12,549 Neighborhood Park Impact Fees $ 85,000 Municipal Arts Park Impact Fees Library Impact Fees 610,254 Art Center Bonds Museum Bonds 19,375,382 Public Building Impact Fees 550,000 Public Facility Bonds 9,493,922 MPC Public Building Police Impact Fees Fire Bonds Fire Impact Fees 180,000 Special Assessment 8,881,403 Water Bonds Water System Dev Fees 42,760 Water Resources SDF 14,458,783 Water Operating Reclaimed Water 1,615,682 Effluent Reuse Bonds 4,142,138 Wastewater Bonds Wastewater SDF 5,872,721 Wastewater Operating 296,825 WW Industrial Process Treatmen Stormwater/Sewer Revenue Bon 4,910,440 Solid Waste Operating 243,000 Solid Waste New Container 175,590 Solid Waste Container Replace 4,007 Airport Bonds 174,455 Airport Operating 10,000 Fleet Warranty 2,200,000 Capital Replacement 4,853,627 Computer Replacement 100,000 Fleet Replacement 1,661,491 Worker Comp. Self Insurance 5,810,082 Self Insurance 1,288,681 Uninsured Liability 559,264 Short Term Disability 2,448,645 Delta Insurance 7,370 Park and Recreation Trust 750 Library Trust 250 CIDA Trust 8 Community Building Trust In-House Capital 39,083 Department Total $ 253,854,262 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2008-09 ACTUAL EXPENDITURES/ EXPENSES 2008-09* BUDGETED EXPENDITURES/ EXPENSES 2009-10 $ $ - $ - $ 1,231,174 130,125 108,800 62,000 42,300 3,623 1,493,875 1,398,288 2,753,566 662,118 150,000 1,911,000 29,278,603 $ 37,000 870,851 2,540 37,677 13,909,960 578,497 102,540 90,891 252,540 139,308 3,000 3,000 14,037,404 303,000 2,000,000 191,873 7,684,700 252,474 4,318,928 262,650 44,336 6,000 2,700,000 5,066,511 203,490 1,792,267 6,313,998 1,683,064 475,000 2,215,000 4,100 5,063 100 2,817 202,896,368 7,136,646 (77,095) 912 353,797 3,005,823 2,445,821 15,801,623 25,285,315 111,940 (1,418,291) 5,680,507 2,454,615 1,785,085 23,003,692 (2,512,887) (191,079) 9,868 (980,662) (136,700) 41,628 86,348 107,071 (873,868) (4,539) (166) (30,834) $ 186,697,738 SCHEDULE F (2 OF 4) 401 City of Chandler 2009-10 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Department of Expenditures/Expenses Fiscal Year 2009-10 DEPARTMENT/FUND Planning and Development General Fund PHA Family Sites PHA Elderly & Scattered Sites PHA Management Housing Authority Section 8 Capital Fund Program Proceeds Reinvestment Project Public Housing Contingency Capital Replacement Department Total Community Services General Fund Grant Fund Park Bonds Community Park Impact Neighborhood Park SDF Municipal Arts Library Bonds Library Impact Fees Art Center Bonds Museum Bonds Capital Replacement Park and Recreation Trust Library Trust Department Total Police General Fund Police Forfeiture Funds Grant Fund Police Bonds Police Impact Fee Capital Replacement Department Total Fire General Fund Grant Fund Fire Bonds Fire Impact Fee Capital Replacement Volunteer Firemen Pension Department Total ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2008-09 $ $ $ $ $ $ $ $ 11,258,731 1,100,000 800,000 549,000 5,000,000 850,000 217,424 3,500,000 27,500 23,302,655 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2008-09 $ $ ACTUAL EXPENDITURES/ EXPENSES 2008-09* (235,849) 43,525 63,314 15,550 14,130 336,224 (300,000) 12,442 (50,664) $ $ 35,361,832 1,761,567 45,138,077 11,507,901 10,620,470 225,000 300,000 291,158 3,114,746 265,188 195,000 165,003 55,000 109,000,942 $ 1,615,275 5,749 (10,522,195) (5,614,526) (7,135,170) 77,095 176,159 589,152 (912) (44,820) 4,539 166 $ (20,849,488) $ 61,010,530 1,200,000 1,260,000 22,542,578 1,123,927 2,039,680 89,176,715 $ 1,186,938 324,386 69,145 (352,321) 174,038 1,402,186 $ 29,109,277 1,924,362 11,950,184 6,247,112 178,869 4,800 49,414,604 $ (56,721) 65,493 (3,005,823) (2,444,345) 721,129 (4,720,267) $ $ $ SCHEDULE F (3 OF 4) 402 $ $ $ BUDGETED EXPENDITURES/ EXPENSES 2009-10 10,401,202 927,413 812,331 517,881 5,031,120 877,558 48,700 18,616,205 $ 33,401,104 371,190 13,164,033 1,855,503 1,389,568 230,600 357,736 86,662 106,277 23,700 50,986,373 $ 59,813,999 986,133 659,662 4,228,506 133,203 173,949 65,995,452 $ 28,606,066 899,944 6,724,452 2,228,705 597,912 4,800 39,061,879 $ $ $ $ $ 9,119,701 1,149,395 849,525 547,986 4,899,305 849,817 157,424 3,500,000 21,073,153 35,355,088 1,514,901 23,351,712 4,037,871 2,095,834 250,000 7,282,696 4,367,933 3,346,162 1,776,362 17,300 165,550 54,000 83,615,409 64,217,644 1,500,000 2,301,000 20,564,072 638,404 1,755,000 90,976,120 28,023,807 2,237,882 5,582,134 1,559,587 4,800 37,408,210 City of Chandler 2009-10 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Department of Expenditures/Expenses Fiscal Year 2009-10 DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2008-09 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2008-09 ACTUAL EXPENDITURES/ EXPENSES 2008-09* BUDGETED EXPENDITURES/ EXPENSES 2009-10 Municipal Utilities Grant Fund $ Water Bonds Water System Dev Fees Water Resource Sys Dev Fees Water Operating Reclaimed Water Sys Dev Fees WW Effluent Reuse Bonds Wastewater Bonds Wastewater System Dev Fee Wastewater Operating WW Industrial Process Treatmen Solid Waste Capital Improvemen Solid Waste Operating Solid Waste New Container Solid Waste Container Replace Capital Replacement Department Total $ 145,000 45,323,597 83,686,253 427,684 34,936,068 15,056,551 4,054,318 10,950,862 77,444,512 24,918,211 2,477,771 11,415,778 257,518 200,102 42,000 311,336,225 $ $ - $ (13,801,623) (25,285,315) (111,940) (351,473) (5,680,507) (3,564,230) 1,009,197 (23,003,692) 828,220 191,079 84,902 949,941 82,519 (41,628) $ (68,694,550) $ 12,484,603 47,976,458 48,744 31,881,117 5,151,361 438,339 5,366,383 43,846,811 20,189,453 2,558,645 11,546,629 308,728 158,474 181,955,745 $ Public Works General Fund Prop 400 Revenue Fund Highway User Revenue Fund Local Transportation Revenue Grant Fund HURF Revenue Bonds Street GO Bonds Storm Sewer GO Bonds Arterial Street Impact Stormwater/Sewer Bonds Airport Bonds Airport Loan Airport Operating Fund Capital Replacement In-House Capital Fund Department Total 16,643,502 14,527,962 1,419,815 31,568,257 3,636 113,621,410 3,520,183 86,768,287 16,850 347,993 903,000 1,666,418 199,390 1,277,421 272,484,124 $ $ (107,071) 31,079 26,999 $ (98,363,646) $ 22,958,754 4,622,829 1,788,258 13,382,534 758,449 2,386,475 5,061,924 50,959,223 $ $ $ - $ 1,202,274,420 $ - Debt Service General Fund Highway User Revenue Fund Water System Dev Fees Water Operating Fund Reclaimed Water Sys Dev Fees WW System Dev Fees Wastewater Operating Fund Airport Operating Fund Department Total TOTAL ALL DEPARTMENTS $ $ $ $ - 1,975,780 (2,492,727) 953,031 (7,706,215) (2,489) (42,351,016) (999,785) (47,595,016) (9,868) (86,348) - - 403 842,510 0 0 78,990,735 $ $ $ 13,005,298 1,370,000 13,053,744 1,761,561 23,118,737 1,147 58,022,901 2,258,231 29,915,917 6,819 192,952 1,173,467 15,000 1,319,342 145,215,116 $ 22,745,383 4,622,829 28,258 14,037,793 428,449 186,475 6,487,177 2,527 48,538,891 $ 24,984,642 4,635,169 33,284 16,634,001 456,467 240,217 9,312,261 26,188 56,322,229 $ 549,986,495 $ 797,894,348 - SCHEDULE F (4 OF 4) 16,887,959 9,356,843 2,083,532 7,755,441 23,726,248 372,167 17,965,280 162 593 - 145,000 15,122,031 12,757,719 267,000 31,113,735 4,224,682 51,748 9,632,165 10,594,004 19,386,528 2,390,207 11,170,722 508,021 117,363,562 City of Chandler 2009-10 Adopted Budget Schedules and Terms SCHEDULE 1 TOTAL EXPENDITURE AND BUDGET BY FUND Fund Fund Description 101 102 214 215 216 217 218 219 224 227 230 233 234 236 240 410 411 412 414 415 420 421 422 423 424 430 431 433 435 440 441 444 460 465 470 475 480 601 603 General Fund Police Confiscated Property Prop 400 Revenue Highway User Revenue Local Transportation Assistanc Grants-in-Aid HOME Program Community Development Block Gr PHA Family Sites PHA Elderly and Scattered Site PHA Management Hsg Authority Section 8 Vouche Capital Fund Program Grant Proceeds Reinvestment Projects Public Housing Grant Contingen HURF Revenue Bonds - Stre/Stor Streets Gen'l Oblig. Bonds Storm Sewer GO Bonds Traffic Signal Fund - Str/Stor Arterial Street Impact Fees Park Bonds Community Park Impact Fees Neighborhood Park SDF Municipal Arts Fund Park System Impact Fees Library Bonds Library Impact Fees Art Center Bonds Museum Bonds Public Building Impact Fees Public Facility Bonds MPC Public Building Public Safety Bonds - Police Police Impact Fees Public Safety Bonds - Fire Fire Impact Fees Special Assessment Fund Water Bonds - Capital Projects Water System Dev. Fees FY 2007-08 Actual Expenditure $ 204,842,009 264,184 13,183,462 433,085 7,375,294 927,636 2,513,087 916,376 1,375,851 452,760 4,808,882 580,114 118,000 2,437 11,067,028 1,009,104 47,991 34,302,543 13,000,205 13,909,255 4,357,826 160,785 23,841 18,576 913 261,782 15,659 4,988,614 618,185 2,832,334 121,933 7,541,319 45,651,786 404 FY 2008-09 Adjusted Budget $ 359,191,520 1,524,386 30,922,969 2,573,533 37,342,435 1,200,785 3,630,605 1,177,678 866,016 567,471 5,017,497 1,186,725 217,424 3,200,000 204,959 118,019,500 3,521,187 82,371,673 48,897,619 11,011,447 10,634,495 310,000 300,000 467,317 4,314,152 265,188 19,375,382 550,000 9,493,922 22,542,578 1,125,403 11,950,184 6,248,588 180,000 56,205,000 85,474,511 FY 2008-09 Estimated Expenditure $ 224,700,570 986,133 13,987,872 2,083,532 9,876,992 309,467 2,397,242 927,413 812,331 517,881 5,031,120 877,558 48,700 23,726,248 372,167 17,965,280 13,164,033 1,855,503 1,389,568 230,600 357,736 86,662 1,231,174 4,228,506 133,203 6,724,452 2,228,706 130,125 12,484,603 48,004,716 FY 2009-10 Adopted Budget $ 334,935,292 1,766,000 1,579,000 23,057,671 2,561,761 36,383,566 1,120,000 4,191,550 1,214,000 910,000 552,000 4,905,000 878,065 161,924 3,500,000 3,000 58,179,738 2,372,146 30,168,457 23,601,712 4,037,871 2,095,834 287,000 870,851 7,282,696 4,370,473 3,383,839 1,776,362 13,909,960 578,497 20,564,072 740,944 5,673,025 1,812,127 139,308 15,122,031 12,794,003 City of Chandler 2009-10 Adopted Budget Schedules and Terms SCHEDULE 1 TOTAL EXPENDITURE AND BUDGET BY FUND (CONTINUED) Fund 604 605 606 608 610 611 614 615 616 617 622 625 626 627 631 632 635 711 712 713 714 736 737 738 739 740 831 834 836 837 839 902 Fund Description Water Resource Sys Dev Fees Water Operating Reclaimed Water SDF Water Intel Debt Services WW Effluent Reuse Bonds Wastewater Bonds - Capital Pro Wastewater System Dev Fees Wastewater Operating WW Industrial Process Treatmen Stormwater/Sewer Bonds Solid Waste Capital Imp. Solid Waste Operating Solid Waste New Container Solid Waste Container Repl Airport Bonds Airport ADOT Loan Airport Operating Fleet Services Ext. Warranty Capital Replacement Computer Replacement Fleet Replacement Workers Comp. Self-Insurance Self-Insurance Uninsured Liability Short Term Disability Delta Insurance Volunteer Firemen Pension Parks & Recreation Trust Library Trust CIDA Development Community Bldg Trust In-house Capital Grand Total FY 2007-08 Actual Expenditure 491,783 39,608,157 10,571,732 (10,404) 808,593 4,509,677 29,023,136 23,648,957 1,633,855 85,107 571,096 9,852,175 369,463 418,968 82,547 926,103 30 4,062,236 2,525,147 61,441 1,496,078 2,681,059 574,585 128,727 1,562,527 4,800 66,214 21,005 $ 513,497,653 405 FY 2008-09 Adjusted Budget 470,444 61,007,621 15,815,000 4,560,385 17,887,282 79,830,987 34,168,189 2,774,596 16,850 84,902 16,295,497 446,337 375,692 352,000 903,000 1,840,873 10,000 4,902,439 4,853,627 100,000 1,661,491 5,810,082 1,288,681 559,264 2,448,645 4,800 172,373 55,750 250 8 1,495,206 FY 2008-09 Estimated Expenditure 48,744 46,027,710 5,579,810 438,339 5,366,383 44,033,286 26,738,630 2,558,645 162 11,588,929 308,728 158,474 593 845,037 775,484 1,493,875 1,398,288 2,753,566 662,118 150,000 1,911,000 4,800 106,277 23,700 143,824 $ 1,202,274,420 $ 549,986,495 FY 2009-10 Adopted Budget 270,000 61,785,140 4,984,149 51,748 11,632,165 11,026,094 36,383,489 2,642,681 6,819 15,489,650 770,671 192,952 1,243,991 6,000 4,487,300 5,066,511 203,490 1,792,267 6,313,998 1,683,064 475,000 2,215,000 4,800 169,650 59,063 100 1,458,781 $ 797,894,348 City of Chandler 2009-10 Adopted Budget Schedules and Terms SCHEDULE 2 SUMMARY OF DEPARTMENT TOTAL FY 2009-10 BUDGET BY FUND Fund 101 102 214 215 216 217 218 219 224 227 230 233 234 236 240 410 411 412 415 420 421 422 423 424 430 431 433 435 440 441 460 465 470 475 480 601 603 604 605 606 610 611 614 615 616 617 625 626 631 635 711 712 713 714 736 737 738 739 740 831 834 836 837 902 City Clerk Description General Fund Police Confiscated Property Prop 400 Revenue Highway User Revenue Local Transportation Assistanc Grants-in-Aid HOME Program Community Development Block Gr PHA Family Sites PHA Elderly and Scattered Site PHA Management Hsg Authority Section 8 Vouche Capital Fund Program Grant Proceeds Reinvestment Projects Public Housing Grant Contingen HURF Revenue Bonds - Stre/Stor Streets Gen'l Oblig. Bonds Storm Sewer GO Bonds Arterial Street Impact Fees Park Bonds Community Park Impact Fees Neighborhood Park SDF Municipal Arts Fund Park System Dev Fees Library Bonds Library Impact Fees Art Center Bonds Museum Bonds Public Building Impact Fees Public Building Bonds Public Safety Bonds - Police Police Impact Fees Public Safety Bonds - Fire Fire Impact Fees Special Assessment Fund Water Bonds - Capital Projects Water System Dev. Fees Water Resource Sys Dev Fees Water Operating Reclaimed Water SDF WW 93-94 Effluent Reuse Bonds Wastewater Bonds - Capital Pro Wastewater System Dev Fees Wastewater Operating WW Industrial Process Treatmen Strmwtr/Sewer Bonds Solid Waste Operating Solid Waste New Container Airport Bonds Airport Operating Fleet Services Ext. Warranty Capital Replacement Computer Replacement Fleet Replacement Workers Comp. Self-Insurance Self-Insurance Uninsured Liability Short Term Disability Delta Insurance Volunteer Firemen Pension Parks & Recreation Trust Library Trust CIDA Development In-house Capital Grand Total $ 739,311 Community Services City Manager $ 1,777,551 $ Community & Public Affairs 35,355,088 $ 2,556,714 Debt Service $ 24,984,642 Fire $ 28,023,807 Law $ City Magistrate 3,335,345 $ 4,175,558 4,635,169 3,324,500 1,514,901 50,000 2,237,882 17,300 23,351,712 4,037,871 2,095,834 250,000 7,282,696 4,367,933 3,346,162 1,776,362 5,582,134 1,559,587 33,284 16,634,001 456,467 240,217 9,312,261 26,188 17,300 4,800 165,550 54,000 $ 739,311 $ 5,102,051 $ 83,615,409 $ 406 2,606,714 $ 56,322,229 $ 37,408,210 $ 3,352,645 $ 4,175,558 City of Chandler 2009-10 Adopted Budget Schedules and Terms SCHEDULE 2 SUMMARY OF DEPARTMENT TOTAL FY 2009-10 BUDGET BY FUND (CONTINUED) Mayor & Council Fund 101 102 214 215 216 217 218 219 224 227 230 233 234 236 240 410 411 412 415 420 421 422 423 424 430 431 433 435 440 441 460 465 470 475 480 601 603 604 605 606 610 611 614 615 616 617 625 626 631 635 711 712 713 714 736 737 738 739 740 831 834 836 837 902 $ 978,228 Management Services $ 8,712,373 Municipal Utilities $ NonDepartmental - $ 145,000 119,764,495 266,000 209,000 5,368,758 800,200 530,000 20,077 692,204 64,605 60,475 4,014 5,695 28,248 4,500 Organizational Support $ 18,189,537 Planning & Development $ 9,119,701 Police $ 3,144,246 1,099,923 3,499,346 64,217,644 1,500,000 Public Works $ 13,005,298 Grand Total $ 1,370,000 13,053,744 1,761,561 23,118,737 2,301,000 1,149,395 849,525 547,986 4,899,305 849,817 157,424 3,500,000 1,853 156,837 113,915 252,540 250,000 1,147 58,022,901 2,258,231 29,915,917 37,000 870,851 2,540 37,677 13,909,960 578,497 20,564,072 638,404 102,540 90,891 252,540 735 138,573 15,122,031 12,757,719 267,000 31,113,735 4,224,682 51,748 9,632,165 10,594,004 19,386,528 2,390,207 3,000 3,000 14,037,404 303,000 2,000,000 191,873 7,684,700 252,474 6,819 11,170,722 508,021 4,318,928 262,650 29,000 1,289,746 5,778,234 1,125,354 $ 978,228 $ 17,073,280 192,952 1,173,467 44,336 6,000 2,700,000 5,066,511 174,490 502,521 535,764 557,710 475,000 2,215,000 $ 117,363,562 $ 4,100 5,063 100 2,817 185,823,088 1,755,000 $ 136,622 26,069,674 407 $ 21,073,153 $ 90,976,120 15,000 $ 1,319,342 145,215,116 $ 334,935,292 1,766,000 1,579,000 23,057,671 2,561,761 36,383,566 1,120,000 4,191,550 1,214,000 910,000 552,000 4,905,000 878,065 161,924 3,500,000 3,000 58,179,738 2,372,146 30,168,457 23,601,712 4,037,871 2,095,834 287,000 870,851 7,282,696 4,370,473 3,383,839 1,776,362 13,909,960 578,497 20,564,072 740,944 5,673,025 1,812,127 139,308 15,122,031 12,794,003 270,000 61,785,140 4,984,149 51,748 11,632,165 11,026,094 36,383,489 2,642,681 6,819 15,489,650 770,671 192,952 1,243,991 6,000 4,487,300 5,066,511 203,490 1,792,267 6,313,998 1,683,064 475,000 2,215,000 4,800 169,650 59,063 100 1,458,781 797,894,348 City of Chandler 2009-10 Adopted Budget Schedules and Terms A O Job Groups: Administrative Police Officer City of Chandler Revised Salary Plan Effective 07/06/09 C P Confidential Professional Job Group F PL Fire Police Lieutenant Classification Title FB PS Fire Battalion Police Sergeant L S Laborer Supervisory M Management X Seasonal Grade Status Annual Minimum Annual Maximum 24 Ex $54,599 $76,440 S ACCOUNTANT M ACCOUNTING MANAGER 29 Ex $80,240 $112,318 A ACCOUNTING SPECIALIST A16 Non-Ex $34,736 $46,850 S ACCOUNTING SUPERVISOR 26 Ex $63,703 $89,161 A ADMIN INTERN A11 Non-Ex $27,175 $36,713 S ADMIN LIBRARIAN 24 Ex $54,599 $76,440 A ADMIN SERVICES CLERK A12 Non-Ex $28,534 $38,568 A ADMINISTRATIVE SPECIALIST A15 Non-Ex $33,046 $44,645 A ADMINISTRATIVE SUPPORT I A10 Non-Ex $25,918 $34,962 A ADMINISTRATIVE SUPPORT II A12 Non-Ex $28,534 $38,568 M AIRPORT MANAGER 28 Ex $74,285 $104,362 S AIRPORT OPERATIONS & MAINTENANCE SUPV 22 Non-Ex $46,800 $65,541 L AIRPORT OPERATIONS & MAINTENANCE TECH L19 Non-Ex $40,195 $54,267 S AQUATICS SUPERINTENDENT 25 Ex $58,982 $82,557 P ARTS CENTER FINANCIAL SPECIALIST 21 Ex $44,266 $59,758 M ARTS CENTER MANAGER 29 Ex $80,240 $112,318 S ASST ARTS CENTER MANAGER 25 Ex $58,982 $82,557 M ASST CITY ATTORNEY 31 Ex $93,580 $131,008 S ASST CITY CLERK 25 Ex $58,982 $82,557 M ASST CITY MANAGER 36 Ex $125,996 $176,395 M ASST CITY PROSECUTOR I 27 Ex $68,788 $96,294 M ASST CITY PROSECUTOR II 29 Ex $80,240 $112,318 M ASST COMMUNITY SERVICES DIRECTOR 31 Ex $93,580 $131,008 M ASST DIRECTOR FOR FINANCE 31 Ex $93,580 $131,008 M ASST FIRE CHIEF FAC Ex $93,580 $131,008 S ASST LIBRARY MANAGER 26 Ex $63,703 $89,161 M ASST MUNICIPAL UTILITIES DIR/ENVIRO RESO 31 Ex $93,580 $131,008 M ASST MUNICIPAL UTILITIES DIRECTOR 31 Ex $93,580 $131,008 S ASST NATURALIST 19 Non-Ex $40,165 $54,226 M ASST PLANNING & DEVELOPMENT DIRECTOR 31 Ex $93,580 $131,008 M ASST POLICE CHIEF PAC Ex $145,374 M M ASST PUBLIC WORKS DIR/CITY ENGINEER ASST TO CITY MANAGER 31 29 Ex Ex $93,580 $80,240 $145,374 $131,008 C BENEFIT PROGRAMS SUPERVISOR 26 Ex $63,703 $89,161 A BOX OFFICE ASSOCIATE A10 Non-Ex $25,918 $34,962 S BOX OFFICE SUPERVISOR 20 Ex $42,154 $56,915 C BUDGET MANAGEMENT ASST 22 Ex $46,813 $65,536 M BUDGET MANAGER 29 Ex $80,240 $112,318 A BUILDING CODE SPECIALIST A23 Non-Ex $50,599 $70,810 A BUILDING INSPECTOR $70,810 BUILDING MAINTENANCE SUPERVISOR Non-Ex Non-Ex $50,599 S A23 23 $50,565 $70,782 P CHEMIST 23 Ex $50,557 $70,778 S CHIEF BUILDING INSPECTOR 26 Ex $63,703 $89,161 M CHIEF INFORMATION OFFICER 33 Ex $102,851 $143,991 P CITIZEN SUPPORT COORD 23 Ex $50,557 $70,778 A CITY CLERKS ASST A18 Non-Ex $38,259 $51,671 408 $112,318 City of Chandler 2009-10 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/06/09 Job Group Classification Title Grade Status Annual Minimum Annual Maximum L CITY SERVICE AIDE L06 Non-Ex $21,282 $28,782 M CITY TRANSPORTATION ENGINEER 28 Ex $74,285 $104,362 A CLERK A2 Non-Ex $17,512 $23,631 M CODE ENFORCEMENT MANAGER 27 Ex $68,788 $96,294 A CODE INSPECTOR A20 Non-Ex $42,214 $56,966 A COE STUDENT A1 Non-Ex $16,729 $22,539 M COMMUNICATIONS & PUBLIC AFFAIRS DIRECTOR 34 Ex $110,050 $154,071 M COMMUNICATIONS MANAGER 28 Ex $74,285 $104,362 S COMMUNITY DEVELOPMENT ADMINISTRATOR A COMMUNITY DEVELOPMENT ASST P COMMUNITY OUTREACH COORDINATOR P COMMUNITY PREPAREDNESS PROGRAM COORD A COMMUNITY RESOURCE ASST P COMMUNITY RESOURCE COORDINATOR M COMMUNITY SERVICES DIRECTOR A COMPUTER SUPPORT ASSISTANT 27 Ex $68,788 $96,294 A19 Non-Ex $40,195 $54,267 21 Ex $44,266 $59,758 23 Ex $50,557 $70,778 A19 Non-Ex $40,195 $54,267 21 Ex $44,266 $59,758 34 Ex $110,050 $154,071 A19 Non-Ex $40,195 $54,267 L CONSTRUCTION MATERIALS TECHNICIAN L20 Non-Ex $42,214 $56,966 A CONSTRUCTION PERMIT REPRESENTATIVE A16 Non-Ex $34,736 $46,850 S CONSTRUCTION PROJECT COORDINATOR 25 Ex $58,982 $82,557 P CONSTRUCTION PROJECT MANAGER 26 Ex $63,703 $89,161 A CONTRACT COMPLIANCE INSPECTOR A22 Non-Ex $46,829 $65,598 A CONTRACT SERVICES REPRESENTATIVE A19 Non-Ex $40,195 $54,267 M COURT ADMINISTRATOR 30 Ex $86,631 $121,303 A COURT CLERK I A14 Non-Ex $31,480 $42,482 A COURT CLERK II A17 Non-Ex $36,466 $49,199 A COURT CLERK III A19 Non-Ex $40,195 $54,267 A COURT COLLECTOR SPECIALIST A17 Non-Ex $36,466 $49,199 A COURT INTERPRETER A19 Non-Ex $40,195 $54,267 A COURT SECURITY OFFICER A14 Non-Ex $31,480 $42,482 S COURT SERVICES SUPERVISOR 22 Ex $46,813 $65,536 S CRIME ANALYSIS SUPERVISOR 25 Ex $58,982 $82,557 S CRIME SCENE SUPERVISOR 25 Ex $58,982 $82,557 A CRIME SCENE TECHNICIAN I A16 Non-Ex $34,736 $46,850 A CRIME SCENE TECHNICIAN II A20 Non-Ex $42,214 $56,966 P CRIMINALIST II A CRISIS INTERVENTION SPECIALIST - TEMPORARY S CUSTODIAL SUPERVISOR 24 Ex $54,599 $76,440 A18 Non-Ex $38,259 $51,671 20 Non-Ex $42,162 $56,909 L CUSTODIAN L10 Non-Ex $25,918 $34,962 A CUSTOMER SERVICE REPRESENTATIVE A14 Non-Ex $31,480 $42,482 S CUSTOMER SERVICES SUPERVISOR 23 Ex $50,557 $70,778 M DEPUTY COURT ADMINISTRATOR A DETENTION OFFICER P 26 Ex $63,703 $89,161 A17 Non-Ex $36,466 $49,199 DEVELOPMENT PROJECT ADMINISTRATOR 26 Ex $63,703 $89,161 P DEVELOPMENT PROJECT COORDINATOR 23 Ex $50,557 $70,778 M DEVELOPMENT SERVICES ENGINEER 28 Ex $74,285 $104,362 409 City of Chandler 2009-10 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/06/09 Job Group Classification Title Grade Status Annual Minimum Annual Maximum M DEVELOPMENT SERVICES MANAGER 30 Ex $86,631 $121,303 S DEVELOPMENT SERVICES SUPERVISOR 26 Ex $63,703 $89,161 M DIRECTOR, ECONOMIC DEVELOPMENT DIVISION 33 Ex $102,851 $143,991 M DIRECTOR, HUMAN RESOURCES DIVISION 33 Ex $102,851 $143,991 M DIRECTOR, NEIGHBORHOOD RESOURCES DIVISION 33 Ex $102,851 $143,991 $70,782 S DISPATCH SUPERVISOR A DISPATCHER M DIVERSITY ADMINISTRATOR C DIVERSITY OFFICE ASSISTANT A DOWNTOWN ASST M DOWNTOWN REDEVELOPMENT MANAGER 23 Non-Ex $50,565 A18 Non-Ex $38,259 $51,671 29 Ex $80,240 $112,318 $54,226 19 Non-Ex $40,165 A17 Non-Ex $36,466 $49,199 28 Ex $74,285 $104,362 P ECONOMIC DEVELOPMENT SPECIALIST 26 Ex $63,703 $89,161 A ECONOMIC DEVL RESEARCH ASST A19 Non-Ex $40,195 $54,267 L ELECTRICIAN L21 Non-Ex $44,316 $59,809 L ELECTRICIAN ASSISTANT L15 Non-Ex $33,046 $44,645 A EMERGENCY CALL TAKER A16 Non-Ex $34,736 $46,850 C EMPLOYEE DEVELOPMENT SUPERVISOR 25 Ex $58,982 $82,557 C EMPLOYEE SERVICES & HRMS SUPERVISOR 26 Ex $63,703 $89,161 P EMS PROGRAM DEVELOPMENT COORD 24 Ex $54,599 $76,440 A EMS SPECIALIST A21 Non-Ex $44,316 $59,809 P ENGINEER 26 Ex $63,703 $89,161 P ENGINEER ASST 24 Ex $54,599 $76,440 P ENGINEERING PROJECT MANAGER 25 Ex $58,982 $82,557 A ENGINEERING STUDENT INTERN A11 Non-Ex $27,175 $36,713 A ENGINEERING TECHNICIAN A20 Non-Ex $42,214 $56,966 P ENVIRONMENTAL PROGRAM COORDINATOR 25 Ex $58,982 $82,557 M ENVIRONMENTAL PROGRAM MANAGER 27 Ex $68,788 $96,294 P ENVIRONMENTAL PROGRAM SPECIALIST 24 Ex $54,599 $76,440 S ENVIRONMENTAL PROGRAMS EDUCATION COORD 23 Ex $50,557 $70,778 C EXECUTIVE ASSISTANT 17 Non-Ex $36,442 $49,150 C EXECUTIVE ASSISTANT TO THE MAYOR AND COUNCIL 22 Ex $46,813 $65,536 C EXECUTIVE RECEPTIONIST 14 Non-Ex $31,450 $42,453 L FACILITIES MAINTENANCE TECHNICIAN L20 Non-Ex $42,214 $56,966 P FAMILY SELF-SUFF SPECIALIST 20 Ex $42,154 $56,915 P FINANCIAL ANALYST 24 Ex $54,599 $76,440 S FINANCIAL SYSTEMS SUPERVISOR 27 Ex $68,788 $96,294 FB FIRE BATTALION CHIEF (40 Hours) FB Ex $75,649 $105,939 FB FIRE BATTALION CHIEF (56 Hours) FB Ex $75,649 $105,939 F FIRE CAPTAIN (40 Hours) FC Non-Ex $53,768 $75,254 F FIRE CAPTAIN (56 Hours) FC Non-Ex $53,756 $75,275 M FIRE CHIEF 35 Ex $117,754 $164,855 F FIRE ENGINEER (40 Hours) FE Non-Ex $46,946 $63,398 F FIRE ENGINEER (56 Hours) FE Non-Ex $46,941 $63,336 A FIRE INSPECTOR A20 Non-Ex $42,214 $56,966 FB FIRE MARSHAL FB Ex $75,649 $105,939 410 City of Chandler 2009-10 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/06/09 Job Group Classification Title Grade Status Annual Minimum Annual Maximum L FIRE MECHANIC L21 Non-Ex $44,316 $59,809 A FIRE PREVENTION SPECIALIST A23 $50,599 $70,810 A FIRE PROGRAM ASST A17 Non-Ex Non-Ex $36,466 $49,199 A FIRE SUPPORT SERVICES TECHNICIAN A18 Non-Ex $38,259 $51,671 F FIREFIGHTER (40 Hours) FF Non-Ex $42,432 $59,426 $59,405 F FIREFIGHTER (56 Hours) FF Non-Ex $42,486 P FLEET INVENTORY SPECIALIST 21 Ex $44,266 $59,758 M FLEET SERVICES MANAGER 28 Ex $74,285 $104,362 S FLEET SERVICES SUPERVISOR 23 Ex $50,557 $70,778 L FLEET TECHNICIAN L21 Non-Ex $44,316 $59,809 P FRONT OF HOUSE COORD 19 Ex $40,168 $54,203 S GARDENER SUPERVISOR 17 Non-Ex $36,442 $49,150 A GIS TECHNICIAN I A20 Non-Ex $42,214 $56,966 A GIS TECHNICIAN II A23 Non-Ex $50,599 $70,810 P GRANTS ADMINISTRATOR 25 Ex $58,982 $82,557 P GRAPHIC DESIGNER 21 Ex $44,266 $59,758 L GROUNDSKEEPER L12 Non-Ex $28,534 $38,568 S HOUSING ADMINISTRATION SUPERVISOR 23 Ex $50,557 $70,778 M HOUSING AND REDEVELOPMENT MGR 29 Ex $80,240 $112,318 S HOUSING MAINTENANCE SUPERVISOR 23 Ex $50,557 $70,778 L HOUSING MAINTENANCE WORKER L16 Non-Ex $34,736 $46,850 S HOUSING PROJECT COORDINATOR 23 Ex $50,557 $70,778 A HOUSING QUALITY STANDARDS INSPECTOR A18 Non-Ex $38,259 $51,671 A HOUSING REHAB SPECIALIST A21 Non-Ex $44,316 $59,809 A HOUSING SPECIALIST A18 Non-Ex $38,259 $51,671 C HUMAN RESOURCES ANALYST 23 Ex $50,557 $70,778 C HUMAN RESOURCES ASST 19 Non-Ex $40,165 $54,226 C HUMAN RESOURCES CLERK 12 Non-Ex $28,538 $38,542 C HUMAN RESOURCES MANAGEMENT ASST 22 Ex $46,813 $65,536 C HUMAN RESOURCES REPRESENTATIVE 17 Non-Ex $36,442 $49,150 C HUMAN RESOURCES SPECIALIST 21 Ex $44,266 $59,758 C HUMAN RESOURCES SUPERVISOR 26 Ex $63,703 $89,161 L HVAC TECHNICIAN L21 Non-Ex $44,316 $59,809 L INDUSTRIAL WASTE INSPECTOR L20 Non-Ex $42,214 $56,966 P INFORMATION SPECIALIST 24 Ex $54,599 $76,440 A INFORMATION SUPPORT SPECIALIST I A21 Non-Ex $44,316 $59,809 A INFORMATION SUPPORT SPECIALIST II A22 Non-Ex $46,829 $65,598 A INSTRUMENTATION TECHNICIAN A23 Non-Ex $50,599 $70,810 C INTERGOVERNMENTAL AFFAIRS COORDINATOR 31 Ex $93,580 $131,008 M IT APPLICATION SERVICES COORD 28 Ex $74,285 $104,362 M IT APPLICATION SUPPORT MANAGER 30 Ex $86,631 $121,303 S IT COORDINATOR 25 Ex $58,982 $82,557 P IT DATABASE ANALYST 27 Ex $68,788 $96,294 S IT DESKTOP OPERATIONS SUPERVISOR 27 Ex $68,788 $96,294 P IT DESKTOP SPECIALIST 25 Ex $58,982 $82,557 411 City of Chandler 2009-10 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/06/09 Job Group Classification Title Grade Status Annual Minimum Annual Maximum A IT DESKTOP TECHNICIAN A21 Non-Ex $44,316 $59,809 P IT GIS COORDINATOR 28 Ex $74,285 $104,362 P IT GIS DATABASE ANALYST 26 Ex $63,703 $89,161 S IT HOST SYSTEMS/NETWORK SUPERVISOR 28 Ex $74,285 $104,362 M IT INFRASTRUCTURE MANAGER 30 Ex $86,631 $121,303 A IT INVENTORY COORDINATOR A21 Non-Ex $44,316 $59,809 P IT MESSAGING ANALYST 27 Ex $68,788 $96,294 P IT MESSAGING APPLICATION DEVELOPER 28 Ex $74,285 $104,362 P IT NETWORK ANALYST 27 Ex $68,788 $96,294 M IT ORACLE APPLICATIONS MANAGER 29 Ex $80,240 $112,318 P IT PROJECT MANAGER 28 Ex $74,285 $104,362 S IT SECURITY ADMINISTRATOR 28 Ex $74,285 $104,362 M IT SERVICES MANAGER 29 Ex $80,240 $112,318 P IT SR DATABASE ANALYST 28 Ex $74,285 $104,362 P IT SR SYSTEMS SPECIALIST 26 Ex $63,703 $89,161 P IT SYSTEMS SPECIALIST 25 Ex $58,982 $82,557 P IT TRAINING COORDINATOR 24 Ex $54,599 $76,440 P IT UNIX ANALYST 27 Ex $68,788 $96,294 P IT WEBMASTER 27 Ex $68,788 $96,294 M LABOR RELATIONS ADMINISTRATOR 27 Ex $68,788 $96,294 L LABORER L11 Non-Ex $27,175 $36,713 P LANDSCAPE ARCHITECT 26 Ex $63,703 $89,161 A LATENT PRINT EXAMINER II A24 Non-Ex $54,638 $76,517 S LAW OFFICE SUPERVISOR 22 Ex $46,813 $65,536 L LEAD CUSTODIAN L14 Non-Ex $31,480 $42,482 S LEAD FIRE PREVENTION SPECIALIST 25 Non-Ex $58,989 $82,576 P LEAD TAX AUDITOR 24 Ex $54,599 $76,440 C LEGAL CLERK 14 Non-Ex $31,450 $42,453 C LEGAL SECRETARY $36,442 $49,150 LIBRARIAN 17 22 Non-Ex P Ex $46,813 $65,536 S LIBRARY ACCESS SERVICES COORDINATOR 22 Ex $46,813 $65,536 A LIBRARY AIDE A12 Non-Ex $28,534 $38,568 A LIBRARY ASSOCIATE A17 Non-Ex $36,466 $49,199 A LIBRARY ASST A15 Non-Ex $33,046 $44,645 M LIBRARY MANAGER 30 Ex $86,631 $121,303 A LICENSE INSPECTOR A17 Non-Ex $36,466 $49,199 X LIFEGUARD I 6 Non-Ex $21,299 $28,746 X LIFEGUARD II 8 Non-Ex $23,483 $31,678 P MAINTENANCE PLANNER SCHEDULER 23 Ex $50,557 $70,778 S MAINTENANCE SUPERVISOR 22 Non-Ex $46,800 $65,541 L MAINTENANCE WORKER L17 Non-Ex $36,466 $49,199 P MANAGEMENT ASST 22 Ex $46,813 $65,536 C MANAGEMENT ASST - MAYOR & COUNCIL 22 Ex $46,813 $65,536 M MANAGEMENT SERVICES DIRECTOR 34 Ex $110,050 $154,071 P MARKETING ASSISTANT 21 Ex $44,266 $59,758 412 City of Chandler 2009-10 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/06/09 Job Group Classification Title Grade Status Annual Minimum Annual Maximum C MAYOR & CITY COUNCIL ASSISTANT 28 Ex $74,285 $104,362 M MUNICIPAL UTILITIES DIRECTOR 34 Ex $110,050 $154,071 M MUSEUM ADMINISTRATOR 29 Ex $80,240 $112,318 S NATURALIST 25 Ex $58,982 $82,557 P NEIGHBORHOOD PROGRAMS COORDINATOR 24 Ex $54,599 $76,440 A NEIGHBORHOOD SERVICES ASST A16 Non-Ex $34,736 $46,850 P OCCUPATIONAL HEALTH NURSE 24 Ex $54,599 $76,440 A OCCUPATIONAL INTERN A9 Non-Ex $24,682 $33,314 L OFFSET PRESS OPERATOR L13 Non-Ex $29,976 $40,484 P OPERATIONS ANALYST 24 Ex $54,599 $76,440 P OPERATIONS SYSTEMS ANALYST 26 Ex $63,703 $89,161 M ORGANIZATIONAL DEVELOPMENT ADMINISTRATOR 29 Ex $80,240 $112,318 M PARK DEVELOPMENT & OPERATIONS MGR 28 Ex $74,285 $104,362 L PARK MAINTENANCE TECHNICIAN L20 Non-Ex $42,214 $56,966 P PARK PLANNING SUPERINTENDENT 25 Ex $58,982 $82,557 A PARK RANGER A14 Non-Ex $31,480 $42,482 L PARK SPRAY TECHNICIAN L15 Non-Ex $33,046 $44,645 M PARKS & FACILITIES MAINTENANCE MANAGER 27 Ex $68,788 $96,294 C PAYROLL SPECIALIST 19 Non-Ex $40,165 $54,226 M PLANNING & DEVELOPMENT DIRECTOR 34 Ex $110,050 $154,071 M PLANNING MANAGER 29 Ex $80,240 $112,318 A PLANS EXAMINER A23 Non-Ex $50,599 $70,810 A15 Non-Ex $33,046 $44,645 35 Ex $117,754 $164,855 PCM Ex $123,232 $135,863 A POLICE ADMINISTRATIVE SPECIALIST M POLICE CHIEF M POLICE COMMANDER M POLICE COMMUNICATIONS MANAGER A POLICE COMMUNICATIONS TECHNICIAN S POLICE DETENTION SUPERVISOR 28 Ex $74,285 $104,362 A20 Non-Ex $42,214 $56,966 23 Non-Ex $50,565 $70,782 A20 Non-Ex $42,214 $56,966 28 Ex $74,285 $104,362 A19 Non-Ex $40,195 $54,267 A POLICE EMPLOYEE TRAINING COORDINATOR M POLICE FORENSICS SERVICE SECTION MANAGER A POLICE INVESTIGATIVE ASST PL POLICE LIEUTENANT PL Ex $101,383 $117,364 O POLICE OFFICER PO Non-Ex $51,434 $73,068 O POLICE OFFICER - LATERAL PO Non-Ex $51,434 $73,068 O POLICE OFFICER - RECRUIT PC Non-Ex $51,434 $51,434 S POLICE OPERATIONS SUPPORT SUPERVISOR 23 Non-Ex $50,565 $70,782 P POLICE PLANNING & RESEARCH ANALYST 24 Ex $54,599 $76,440 M POLICE PLANNING & RESEARCH MANAGER 28 Ex $74,285 $104,362 A POLICE PLANNING ASSISTANT A17 Non-Ex $36,466 $49,199 A POLICE RECORDS CLERK A14 Non-Ex $31,480 $42,482 A POLICE RECORDS SPECIALIST A15 Non-Ex $33,046 $44,645 S POLICE RECORDS SUPERVISOR 22 Non-Ex $46,800 $65,541 A POLICE RESEARCH ASST A19 Non-Ex $40,195 $54,267 PS POLICE SERGEANT PS Non-Ex $77,376 $90,979 M POLICE SUPPORT SERVICES MANAGER 28 Ex $74,285 $104,362 413 City of Chandler 2009-10 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/06/09 Job Group Classification Title Grade Status Annual Minimum Annual Maximum A POLICE TELESERVE SPECIALIST A17 Non-Ex $36,466 $49,199 L POOL MAINTENANCE HELPER L13 Non-Ex $29,976 $40,484 L POOL MAINTENANCE MECHANIC L20 Non-Ex $42,214 $56,966 S POOL MAINTENANCE SUPERVISOR 22 Non-Ex $46,800 $65,541 S PRETREATMENT SUPERVISOR 23 Ex $50,557 $70,778 S PRINCIPAL ENGINEER 28 Ex $74,285 $104,362 S PRINCIPAL PLANNER 27 Ex $68,788 $96,294 P PRINCIPAL PLANS EXAMINER 25 Ex $58,982 $82,557 P PROBATION MONITORING OFFICER 23 Ex $50,557 $70,778 P PROCUREMENT OFFICER 23 Ex $50,557 $70,778 A PRODUCTION COORDINATOR A20 Non-Ex $42,214 $56,966 S PROJECT ANALYST A PROJECT SUPPORT ASSISTANT 23 Ex $50,557 $70,778 A17 Non-Ex $36,466 S $49,199 PROPERTY & EVIDENCE SUPERVISOR 22 Non-Ex $46,800 $65,541 A PROPERTY & EVIDENCE TECHNICIAN A17 Non-Ex $36,466 $49,199 P PUBLIC EDUCATION OFFICER 23 Ex $50,557 $70,778 P PUBLIC HISTORY COORDINATOR 24 Ex $54,599 $76,440 P PUBLIC INFORMATION OFFICER 25 Ex $58,982 $82,557 M PUBLIC WORKS DEPUTY DIRECTOR 31 Ex $93,580 $131,008 M PUBLIC WORKS DIRECTOR 34 Ex $110,050 $154,071 M PUBLIC WORKS ENGINEER 28 Ex $74,285 $104,362 A PUBLIC WORKS INSPECTOR A23 Non-Ex $50,599 $70,810 A PUBLIC WORKS SERVICES SPECIALIST A23 Non-Ex $50,599 $70,810 S PUBLICATIONS SERVICES SUPERVISOR 25 Ex $58,982 $82,557 M PURCHASING & MATERIALS MANAGER 28 Ex $74,285 $104,362 26 S PURCHASING & MATERIALS SUPERVISOR $89,161 PURCHASING ASST A17 Ex Non-Ex $63,703 A $36,466 $49,199 A PURCHASING CLERK A13 Non-Ex $29,976 $40,484 A PURCHASING SPECIALIST A17 Non-Ex $36,466 $49,199 M REAL ESTATE MANAGER 27 Ex $68,788 $96,294 P REAL ESTATE PROPERTY MANAGEMENT OFFICER 24 Ex $54,599 $76,440 A REAL ESTATE SERVICES SPECIALIST A18 Non-Ex $38,259 $51,671 A RECORDS MANAGEMENT ASSOCIATE A17 Non-Ex $36,466 $49,199 S RECREATION COORDINATOR I 19 Non-Ex $40,165 $54,226 S RECREATION COORDINATOR II 23 Ex $50,557 $70,778 X RECREATION LEADER I 2 Non-Ex $17,514 $23,650 S RECREATION LEADER II 11 Non-Ex $27,144 $36,691 S RECREATION LEADER III 14 Non-Ex $31,450 $42,453 S RECREATION LEADER III - ASSISTANT POOL MANAGER 14 Non-Ex $31,450 $42,453 S RECREATION LEADER III - POOL MANAGER 14 Non-Ex $31,450 $42,453 M RECREATION MANAGER 28 Ex $74,285 $104,362 S RECREATION SUPERINTENDENT 25 Ex $58,982 $82,557 P RECYCLING SPECIALIST 22 Ex $46,813 $65,536 O RESERVE POLICE OFFICER PO Non-Ex $51,434 $73,068 A REVENUE COLLECTOR A18 Non-Ex $38,259 $51,671 414 City of Chandler 2009-10 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/06/09 Job Group Classification Title Grade Status Annual Minimum Annual Maximum S REVERSE OSMOSIS FACILITIES SUPERINTENDENT 25 Ex $58,982 $82,557 L REVERSE OSMOSIS WATER PLANT OPERATOR II L20 Non-Ex $42,214 $56,966 A RISK MANAGEMENT SERVICES SPECIALIST A16 Non-Ex $34,736 $46,850 M RISK MANAGER 28 Ex $74,285 $104,362 P SAFETY ADMINISTRATOR 25 Ex $58,982 $82,557 P SAFETY ANALYST 23 Ex $50,557 $70,778 P SECURITY COORDINATOR 24 Ex $54,599 $76,440 L SERVICE EQUIPMENT WORKER L13 Non-Ex $29,976 $40,484 P SIGNAL SYSTEMS ANALYST 25 Ex $58,982 $82,557 S SIGNALS & LIGHTING FIELD SUPERVISOR 23 Non-Ex $50,565 $70,782 S SIGNS & MARKINGS FIELD SUPERVISOR 21 Non-Ex $44,242 $59,758 S SITE DEVELOPMENT COORDINATOR 25 Ex $58,982 $82,557 A SITE DEVELOPMENT INSPECTOR A21 Non-Ex $44,316 $59,809 A SITE DEVELOPMENT PLANS EXAMINER A23 Non-Ex $50,599 $70,810 L SKILLED OCCUPATIONAL INTERN L10 Non-Ex $25,918 $34,962 L SOLID WASTE FIELD SPECIALIST II L15 Non-Ex $33,046 $44,645 L SOLID WASTE FIELD SPECIALIST III L17 Non-Ex $36,466 $49,199 M SOLID WASTE MANAGER 27 Ex $68,788 $96,294 S SOLID WASTE SERVICES SPECIALIST 22 Ex $46,813 $65,536 $70,778 P SPECIAL EVENTS COORDINATOR 23 Ex $50,557 A SR ACCOUNTING SPECIALIST A17 Non-Ex $36,466 $49,199 M SR ASST CITY PROSECUTOR 30 Ex $86,631 $121,303 C SR BUDGET & RESEARCH ANALYST 25 Ex $58,982 $82,557 S SR BUILDING INSPECTOR 25 Non-Ex $58,989 $82,576 P SR CHEMIST 24 Ex $54,599 $76,440 A SR CODE INSPECTOR A22 Non-Ex $46,829 $65,598 S SR ENGINEER 27 Ex $68,788 $96,294 L SR EQUIPMENT MECHANIC L21 Non-Ex $44,316 $59,809 C SR EXECUTIVE ASSISTANT 19 Non-Ex $40,165 $54,226 S SR FINANCIAL ANALYST 26 Ex $63,703 $89,161 L SR FIRE MECHANIC L22 Non-Ex $46,829 $65,598 C SR HUMAN RESOURCES ANALYST 25 Ex $58,982 $82,557 L SR INDUSTRIAL WASTE INSPECTOR L21 Non-Ex $44,316 $59,809 P SR INTERNAL AUDITOR 26 Ex $63,703 $89,161 A SR LABORATORY TECHNICIAN A20 Non-Ex $42,214 $56,966 C SR LEGAL SECRETARY 19 Non-Ex $40,165 $54,226 P SR MANAGEMENT ASST 24 Ex $54,599 $76,440 P SR PLANNER 25 Ex $58,982 $82,557 P SR PLANS EXAMINER 24 Ex $54,599 $76,440 A SR POLICE COMMUNICATIONS TECHNICIAN A21 Non-Ex $44,316 $59,809 S SR PRODUCTION COORDINATOR 24 Ex $54,599 $76,440 S SR PUBLIC WORKS INSPECTOR 24 Non-Ex $54,600 $76,440 P SR RISK CLAIMS EXAMINER 24 Ex $54,599 $76,440 A SR SITE DEVELOPMENT INSPECTOR A22 Non-Ex $46,829 $65,598 S SR SOLID WASTE FIELD SPECIALIST 20 Non-Ex $42,162 $56,909 415 City of Chandler 2009-10 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/06/09 Job Group Classification Title Grade Status Annual Minimum Annual Maximum A SR STREET MAINTENANCE COORD A23 Non-Ex $50,599 $70,810 L SR STREETS SPECIALIST L18 Non-Ex $38,259 $51,671 P SR SYSTEMS ANALYST 27 Ex $68,788 $96,294 P SR TAX AUDITOR 23 Ex $50,557 $70,778 A SR UTILITY BILLING REPRESENTATIVE A16 Non-Ex $34,736 $46,850 L SR UTILITY METER TECHNICIAN L17 Non-Ex $36,466 $49,199 A STORM WATER MAINTENANCE COORD A21 Non-Ex $44,316 $59,809 S STORM WATER PROGRAMS COORD 24 Ex $54,599 $76,440 L STREET LIGHT TECHNICIAN II L20 Non-Ex $42,214 $56,966 A STREET MAINTENANCE COORDINATOR A21 Non-Ex $44,316 $59,809 S STREET MAINTENANCE SUPERVISOR 23 Non-Ex $50,565 $70,782 L STREET MAINTENANCE WORKER L14 Non-Ex $31,480 $42,482 S STREET SUPERINTENDENT 27 Ex $68,788 $96,294 L STREETS CREW LEADER L19 Non-Ex $40,195 $54,267 M STREETS OPERATIONS & PROJECTS MANAGER 28 Ex $74,285 $104,362 L STREETS SPECIALIST L16 Non-Ex $34,736 $46,850 P STRUCTURAL ENGINEER 26 Ex $63,703 $89,161 S SUPPLY SUPERVISOR 23 Ex $50,557 $70,778 L SUPPLY SYSTEMS SPECIALIST L15 Non-Ex $33,046 $44,645 L SUPPLY WORKER L14 Non-Ex $31,480 $42,482 P SUSTAINABILITY MANAGER 26 Ex $63,703 $89,161 P SYSTEMS ANALYST 26 Ex $63,703 $89,161 M TAX & LICENSE MANAGER 28 Ex $74,285 $104,362 A TAX & LICENSE REPRESENTATIVE A16 Non-Ex $34,736 $46,850 A TAX & LICENSE SPECIALIST A18 Non-Ex $38,259 $51,671 S TAX AUDIT SUPERVISOR 26 Ex $63,703 $89,161 P TAX AUDITOR 22 Ex $46,813 $65,536 A TELEPHONE SERVICES ASSISTANT A15 Non-Ex $33,046 $44,645 S TELEPHONE SERVICES COORDINATOR 22 Non-Ex $46,800 $65,541 L TELEPHONE SERVICES SPECIALIST L20 $42,214 $56,966 P TOURISM DEVELOPMENT COORDINATOR 24 Non-Ex Ex $54,599 $76,440 P TRAFFIC ENGINEERING ANALYST 23 Ex $50,557 $70,778 A TRAFFIC ENGINEERING INSPECTOR A22 Non-Ex $46,829 $65,598 A TRAFFIC ENGINEERING TECHNICIAN A21 Non-Ex $44,316 $59,809 S TRAFFIC OPERATIONS SUPERINTENDENT 24 Non-Ex $54,600 $76,440 L TRAFFIC OPERATIONS TECHNICIAN I L16 Non-Ex $34,736 $46,850 L TRAFFIC OPERATIONS TECHNICIAN II L18 Non-Ex $38,259 $51,671 L TRAFFIC SIGNAL & STREET LIGHT TECHNICIAN I L18 Non-Ex $38,259 $51,671 L TRAFFIC SIGNAL TECHNICIAN II L21 Non-Ex $44,316 $59,809 M TRANSIT MANAGER 27 Ex $68,788 $96,294 P TRANSIT SERVICES COORDINATOR 24 Ex $54,599 $76,440 S TRANSPORTATION STUDIES MANAGER 26 Ex $63,703 $89,161 S UTILITIES ASST 19 Non-Ex $40,165 $54,226 P UTILITIES COORDINATOR 23 Ex $50,557 $70,778 L UTILITIES ELECTRICIAN L22 Non-Ex $46,829 $65,598 416 City of Chandler 2009-10 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/06/09 Job Group Classification Title Grade Status Annual Minimum Annual Maximum 26 Ex $63,703 $89,161 P UTILITIES SYSTEMS ANALYST A UTILITY BILLING REPRESENTATIVE A15 Non-Ex $33,046 $44,645 S UTILITY FIELD SERVICES COORDINATOR 23 Non-Ex $50,565 $70,782 L UTILITY LOCATION COORDINATOR L17 Non-Ex $36,466 $49,199 L UTILITY METER TECHNICIAN L14 Non-Ex $31,480 $42,482 S UTILITY METER TECHNICIAN SUPERVISOR 23 Ex $50,557 $70,778 M UTILITY SERVICES BUSINESS MANAGER 27 Ex $68,788 $96,294 M UTILITY SYSTEMS MANAGER 28 Ex $74,285 $104,362 L UTILITY SYSTEMS OPERATOR I L15 Non-Ex $33,046 $44,645 L UTILITY SYSTEMS OPERATOR II L17 Non-Ex $36,466 $49,199 L UTILITY SYSTEMS OPERATOR III L19 Non-Ex $40,195 $54,267 P VICTIM SERVICES COORDINATOR 23 Ex $50,557 $70,778 P VICTIM SERVICES SPECIALIST 21 Ex $44,266 $59,758 S VIDEO PRODUCTION COORDINATOR 25 Ex $58,982 $82,557 A VIDEO PRODUCTION SPECIALIST A22 Non-Ex $46,829 $65,598 P VISUAL ARTS COORDINATOR 24 Ex $54,599 $76,440 S WASTEWATER COLLECTION SUPT 25 Ex $58,982 $82,557 S WASTEWATER FACILITIES SUPERINTENDENT 25 Ex $58,982 $82,557 L WASTEWATER TREAT PLANT OPERATOR I L18 Non-Ex $38,259 $51,671 L WASTEWATER TREAT PLANT OPERATOR II L20 Non-Ex $42,214 $56,966 S WASTEWATER TREAT PLANT OPERATOR III 22 Non-Ex $46,800 $65,541 P WATER CONSERVATION COORDINATOR 24 Ex $54,599 $76,440 P WATER CONSERVATION SPECIALIST 21 Ex $44,266 $59,758 S WATER DISTRIBUTION SUPERINTENDENT 25 Ex $58,982 $82,557 P WATER OPERATIONS COMPLIANCE SPECIALIST 23 Ex $50,557 $70,778 L WATER PLANT OPERATOR I L19 Non-Ex $40,195 $54,267 L WATER PLANT OPERATOR II L20 Non-Ex $42,214 $56,966 S WATER PLANT OPERATOR III 22 Non-Ex $46,800 $65,541 P WATER QUALITY ADVISOR 25 Ex $58,982 $82,557 P WATER QUALITY SPECIALIST 25 Ex $58,982 $82,557 S WATER QUALITY SUPERINTENDENT 25 Ex $58,982 $82,557 S WATER QUALITY SUPERVISOR 23 Ex $50,557 $70,778 L WATER QUALITY TECHNICIAN L21 Non-Ex $44,316 $59,809 M WATER RESOURCE MANAGER 26 Ex $63,703 $89,161 S WATER SYSTEMS MAINTENANCE SUPERINTENDENT 25 Ex $58,982 $82,557 S WATER SYSTEMS OPERATIONS SUPERINTENDENT 25 Ex $58,982 $82,557 L WELL MAINTENANCE TECHNICIAN L19 Non-Ex $40,195 $54,267 417 City of Chandler 2009-10 Adopted Budget Schedules and Terms EXPENDITURE CATEGORIES Personnel Services Salaries and fringe benefits Professional Services Professional/contractual services, i.e., architectural, engineering, consulting, etc. Operating Supplies Office, maintenance, and janitorial supplies, etc. Repairs and Maintenance Related to buildings, vehicles, and equipment Communication and Transportation Telephone, postage, and travel Insurance and Taxes Fire and public liability insurance, miscellaneous taxes and insurance Rents and Utilities Rental of office space, equipment, motor vehicles, and all utilities Other Charges and Services Subscriptions, memberships, education and training and other miscellaneous charges Contingency/Reserves Departmental contingency/reserves to be used as needed Land and Improvements Land acquisition and improvements Buildings and Improvements Construction, acquisition, or other building additions or improvements Machinery and Equipment Vehicles, computers, other large machinery and equipment Office Furniture and Equipment Desks, copiers, etc. Street Improvements Asphaltic pavement, sidewalks, landscaping, traffic signals, and other street improvements Park Improvements Park site improvements, recreational equipment Water System Improvements Meters and fittings, new and replacement mains, other water system improvements Wastewater System Improvements New and replacement mains, lift stations, other wastewater system improvements Airport Improvements Taxiway, control tower, hangars, etc. Capital Replacement Amount budgeted in each cost center to make annual payment for capital items purchased out of Capital Replacement Fund 418 City of Chandler 2009-10 Adopted Budget Schedules and Terms GLOSSARY OF TERMS The City of Chandler Annual Budget is structured to be understandable and meaningful to both the general public and organizational users. This glossary is provided to assist those who are unfamiliar with terms used in this book. ACCOUNT - Financial reporting unit for budget, management, or accounting purposes. ACCRUAL BASIS - The basis whereby transactions and events are recognized when they occur, regardless of when cash is received or paid. ADOPTED - Adopted, as used in fund summaries and department and division summaries within the budget document, represents the budget as approved by formal action of the City Council which sets the spending limits for the fiscal year. ALLOCATION - A component of an appropriation that is earmarked for expenditure by specific organization units and/or for special purposes, activities, or objects. AMORTIZATION - Payment of a debt by regular intervals over a specific period of time. APPROPRIATION - A legal authorization granted by City Council which permits the City to make expenditures of resources and to incur obligations for specific purposes. An appropriation is usually limited in amount and as to the time when it may be expended. ASSESSED VALUATION - A value that is established for real and personal property for use as a basis for levying property taxes. Property values are established by the County Assessor and the State as a basis for levying taxes. ASSET - Resources owned, held or used for more than one fiscal year by the City having monetary value in excess of $5,000. Examples are land, buildings, machinery and furniture. AVAILABLE FUND BALANCE - Funds remaining from the prior year which are available for appropriation and expenditure in the current year. BALANCED BUDGET - Each fund in the budget must be in balance; total anticipated revenues plus beginning undesignated fund balance (all resources) must equal total expenditure appropriations for the upcoming fiscal year. BASE ADJUSTMENT FACTOR (BAF) - An annual adjustment to base budgets for population growth and inflation. If projected revenues are not sufficient to cover growth and inflation factors, a deflator is administered. BASE BUDGET - The ongoing expense for personnel, operating services, and the replacement of supplies and equipment required to maintain service levels. BOND - A written instrument to pay a specified sum of money (the face value or principal amount) on a specified date (the maturity date) at a specified interest rate. The interest payments and the repayment of the principal are detailed in a bond resolution or ordinance. GENERAL OBLIGATION (G.O.) BONDS – Bonds that finance a variety of public projects and require voter approval. These bonds are backed by the full faith and credit of the City. Limitations for bonding capacity are set by State statute. General obligation bonds for public buildings and airport are limited to 6% of the City's assessed valuation and those for transportation, public safety, parks, open space, and utility operations, such as water and wastewater, are limited to 20% of the City's assessed value. HIGHWAY USERS REVENUE BONDS – This type of revenue bond is used solely for street and highway improvements. State law imposes the maximum limitation of highway user revenue that shall be used for debt servicing of revenue bonds. The amount shall not exceed 50% of the total from highway user revenue for the previous twelve-month period. These bonds require voter authorization. MUNICIPAL PROPERTY CORPORATION BONDS – This is a source of funding previously used to build current municipal facilities. Pledged against these bonds are the excise taxes of our community which include City sales tax, franchise tax revenue, State shared sales tax, revenue sharing, and auto lieu taxes. REVENUE BONDS – Revenue Bonds are bonds payable from a specific source of revenue, do not pledge the full faith and credit of the issuer, and do not affect the property tax rate. Pledged revenues may be derived from the operation of the financed project, grants, and excise or other specified non-property tax. 419 City of Chandler 2009-10 Adopted Budget Schedules and Terms BOND REFINANCING – The payoff and reissuance of bonds to obtain better interest rates and/or bond conditions. BUDGET - A financial plan proposed for raising and spending money for specified programs, functions, activities, or objectives during a fiscal year. A detailed annual operating plan expressed in terms of estimated revenues and expenses, stated in financial terms, for conducting programs and related services. This official public document reflects decisions, assesses service needs, establishes the allocation of resources, and is the monetary plan for achieving goals and objectives. BUDGET CALENDAR - The schedule of key dates or milestones which the City follows in the preparation, adoption, and administration of the budget. BUDGET MESSAGE - The opening section of the budget, which provides the City Council and the public with a general summary of the most important aspects of the budget, changes from the current and previous fiscal years, and recommendations regarding the financial policy for the coming fiscal year. CAPITAL BUDGET - The capital budget is comprised of three categories: 1) major capital projects which add to the City's infrastructure, are usually financed on a long term basis, and have budgets exceeding $50,000; 2) operating capital purchases with items that cost more than $5,000 and have a useful life of more than one year; and 3) Capital and Computer Replacement Funds. CAPITAL IMPROVEMENT PROGRAM - The Capital Improvement Program (CIP) is a comprehensive plan of capital investment projects which identifies priorities as to need, method of financing, project costs, and revenues that will result during a ten-year period. The first year of the program represents the capital budget for the ensuing fiscal year and must be formally adopted during the budget process. CAPITAL REPLACEMENT FUND - Fund that allows purchase of operating capital items on a long-term basis through budgeted annual payments and transfers during the fiscal year. CERTIFICATES OF PARTICIPATION - Funding mechanism similar to bonds utilized for the purchase of capital items. COMPUTER REPLACEMENT FUND - This fund is established to provide the City with a mechanism to purchase and/or lease computers. CONSUMER PRICE INDEX - A statistical description of price levels provided by the U. S. Department of Labor. The index is used as a measure of the increase in the cost of living (i.e., economic inflation). CONTINGENCY - A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted. The City Council must approve all contingency expenditures. CONTRACTUAL SERVICES - Services rendered to a government by private firms, individuals, or other governmental agencies. Examples include utilities, rent, maintenance agreements, and professional consulting services. COST CENTER - A division within a City department that has specifically allocated appropriation. DEBT SERVICE - The long-term payment of principal and interest on borrowed funds such as bonds. DECISION PACKAGES - A tool used to determine the “Gap” between what current service levels are and what a department will need to improve or maintain current service levels based upon the resources available. DEPARTMENT - A major administrative division of the City that indicates overall management responsibility for an operation or a group of related operations within a functional area. DEVELOPMENT IMPACT FEES - See System Development Fees DIVISION - A cost center within a department. DIVISION GOAL - The underlying reason(s) for a department/division to exist and/or the service provided. 420 City of Chandler 2009-10 Adopted Budget Schedules and Terms ENCROACHMENT PERMITS - Inspection and administration fees collected at the time of permit issuance. Under the Encroachment Permit system, permits are divided into separate classes based upon the type of work performed: Minor Encroachment, Sidewalk Furniture, Landscape Maintenance, Telecommunications and telecommunications related failities, Fiber Optic, Cable/Internet, Utilities, and other offsite work. ENCUMBRANCE - The legal commitment of appropriated funds to purchase an item or service. To encumber funds means to set aside or commit funds for a future expenditure. ENTERPRISE FUND - Governmental accounting fund in which the services provided are financed and operated similarly to those of a private business, where the costs of providing goods or services is financed through user fees. EXECUTIVE COMMITTEE - Committee made up of City Manager, Assistant City Manager, Department Heads and Department Directors. EXPENDITURE - Actual outlay of funds for obtaining assets or goods and services regardless of when the expense is actually paid. EXPENDITURE CONTROL BUDGETING (ECB) - A system of budgeting which uses a "base" budget (the previous fiscal year) on a lump sum, bottom line basis, less personnel costs, to determine the ensuing fiscal year's appropriation. For any funds not expended in a given year, 50% are carried forward to the next year. EXPENDITURE LIMITATION - An amendment to the Arizona State Constitution, which limits annual expenditures of all municipalities. The limit is set by the Arizona Economic Estimates Commission based on population growth and inflation. All municipalities have the option of Home Rule where the voters approve a four-year expenditure limit based on revenues received. Chandler citizens approved Home Rule March 14, 2006, for the next four consecutive years. FIDUCIARY FUND TYPES - Funds used to report assets held in a trustee or agency capacity such as Trust, Pension Trust, and Agency funds. FISCAL YEAR - The time period designated by the City signifying the beginning and end of the financial reporting period. The City has established a July 1 to June 30 fiscal year. FULL TIME EQUIVALENT (FTE) - Full-time position based on 2,080 hours per year, or a full value of one full-time position. FUNCTION - Activity which is performed by one or more organizational units for the purpose of accomplishing a goal. The City is divided into three major functions: (1) General Government, (2) Public Safety, and (3) Public Works and Municipal Utilities. FUND - An accounting entity that has a set of self-balancing accounts and records all financial transactions for specific activities or government functions. FUND BALANCE - An amount composed of accumulated excess or deficiency of revenues less expenditures in a fund, measured at the beginning or end of a fiscal year. GENERALLY ACCEPTED ACCOUNTING PRINCIPLES (GAAP) - The uniform minimum standards and guidelines for financial accounting and reporting which govern the form and content of the basic financial statements of an entity. These principles encompass the conventions, rules, and procedures that define the accepted accounting practices at a particular time. They include both broad guidelines of general application and detailed practices and procedures and provide a standard by which to measure financial presentations. GOVERNMENTAL FUND TYPES - General, Special Revenue, Debt Service, Capital Projects, and permanent funds. GRANT - A contribution by the State or Federal government or other organization to support a particular function, e.g. transportation, housing, or public safety. HIGH PERFORMANCE ORGANIZATION - An organizational change initiative focused on continuous improvement and the belief that leadership is the responsibility of all employees. A high performing organization delivers quality services that add value to the community in a sound fiscal manner. 421 City of Chandler 2009-10 Adopted Budget Schedules and Terms IMPACT FEES - See System Development Fees IMPROVEMENT DISTRICTS - Improvement Districts are formed consisting of property owners desiring improvements to their property. Bonds are issued to finance these improvements which are repaid by assessments on affected property owners. INDIRECT COST ALLOCATION - Funding transferred to the General Fund for central administrative services which benefit those funds. INTERFUND CHARGES - Transfers from operating funds to internal service funds such as Self Insurance Fund and Capital and Computer Replacement Funds. INTERFUND LOANS - Loans from operating funds to system development funds budgeted to complete projects that will be repaid to the operating funds in future years. INTERFUND TRANSFERS - Movement of monies between funds. MODIFIED ACCRUAL BASIS - Under the modified accrual basis of accounting, recommended for use with governmental funds, revenues are recognized in the period in which they become available and measurable, and expenditures are recognized at the time a liability is incurred pursuant to appropriation authority. MODIFIED ZERO-BASED BUDGET - A modified zero-based budget which looks at service levels and new programs. Current operations might be reduced in favor of adopting a new program or expanding an existing program. Zerobased budgeting allows policy makers to achieve more cost-effective delivery of public services. NEPHELOMETRIC TURBIDITY UNIT (NTU) - A measure of water clarity. The lower the value, the more clear the water. OBJECTIVE - A broad, measurable statement of the actual service(s) which a City program is trying to accomplish. OPERATING BUDGET - This budget, associated with providing ongoing services to citizens, includes general expenditures such as personnel services, professional services, maintenance costs, and supplies. OPERATING EXPENDITURES - The cost for personnel, materials, and equipment needed for a department to function. OPERATING REVENUE - Funds received as income to pay for ongoing operations, including such items as taxes, user fees, interest earnings and grant revenues and used to pay for day-to-day services. PARKS – There are three basic types of parks in the City: NEIGHBORHOOD PARKS – Neighborhood parks are the backbone of the City’s overall park system. The City’s goal is to provide, where possible, at least one ten-acre neighborhood park per neighborhood section of 640 acres. Amenities include playgrounds, basketball courts, volleyball courts, shade armadas, area lighting, sidewalks, and landscaping to provide citizens recreational opportunities. COMMUNITY PARKS – Community Parks serve several neighborhoods located approximately within 1-2 miles of the parks. Community Parks provide more specialized and elaborate facilities than neighborhood parks, such as lighted sports fields, group picnic pavilions, restrooms, play areas and fishing/boating. REGIONAL PARKS – Regional parks accommodate comprehensive recreational facility needs for the community. Tumbleweed Regional Park is intended to serve the entire City. This park, when completed, will provide a tennis complex, amphitheater and festival showgrounds, botanical gardens, and historical areas. PAY-AS-YOU-GO FINANCING - A term used to describe a financial policy by which the capital program is financed from current revenues rather than through borrowing. PERFORMANCE MEASUREMENTS accomplishing its defined objectives. - Measurable means of evaluating the effectiveness of a cost center in PERSONNEL SERVICES - The classification of all salaries, wages, and fringe benefits expenditures. Fringe benefits include FICA, retirement, medical and dental insurance, life insurance, workers compensation, and tuition reimbursement. 422 City of Chandler 2009-10 Adopted Budget Schedules and Terms PRIMARY ASSESSED VALUATION (LIMITED PROPERTY VALUE) - In Arizona, this is used to compute primary taxes for the maintenance and operation of school districts, cities, community college districts, counties, and the state. The Limited Property Value is calculated according to a statutory formula mandated by the Arizona State Legislature and cannot exceed the Full Cash Value (also known as Secondary Assessed Valuation). PROPERTY TAX LEVY - The total amount to be raised by general property taxes for purposes specified in the Tax Levy Ordinance. In Arizona, the property tax system is divided into a primary and secondary rate. Primary Property Tax – A limited tax levy used for general government operations based on the Primary Assessed Valuation and Primary tax rate. The total levy for primary taxes is restricted to a 2% annual increase, plus allowances for annexations, new construction, and population increases. Property Tax Rate – The amount of tax stated in terms of a unit of the tax base expressed as dollar per $100 of equalized assessed valuation. Secondary Property Taxes – An unlimited tax levy restricted to general bonded debt obligations and for voter approved budget overrides. These taxes are based on the Secondary Assessed Valuation and Secondary Tax rate. RESERVE - A portion of a fund that is restricted for a specific purpose and not available for appropriation. REVENUE - Receipts from items such as taxes, intergovernmental sources and user fees or resources from voterauthorized bonds, system development fees, and grants. SECONDARY ASSESSED VALUATION (FULL CASH VALUE) - In Arizona, this is used to compute secondary taxes, which may consist of bonds, budget overrides, and special districts such as fire, flood control, and other limited purposed districts. Full Cash Value is based upon the market value of property. SELF INSURANCE FUND – This fund is established to account for the cost of property and public liability claims incurred by the City under a self-insurance program. STATE SHARED REVENUE - The state distributes a portion of its collected income tax and sales tax revenue to cities and towns based on population. SYSTEM DEVELOPMENT FEES (SDF) - Also referred to as Impact Fees, SDFs are amounts paid by new development to assist in funding the developments’ portion of the cost of necessary public infrastructure. USER CHARGES - Fees for direct receipt of a public service by the party who benefits from the service. VARIANCE - A comparison on the expenditure category level between the current year’s estimated year-end expenses and the proposed budget as a percent change. 423 City of Chandler 2009-10 Adopted Budget Schedules and Terms ACRONYMS ACJIS Arizona Criminal Justice Information System ADA Americans with Disabilities Act ADEQ Arizona Department of Environmental Quality ADOT Arizona Department of Transportation AF Acre feet AFIS Automated Fingerprint Identification System ALS Advance Life Support APP Aquifer Protection Permit APS Arizona Public Service ASR Aquifer Storage and Recovery APWA American Public Works Association ASRS Arizona State Retirement System AWRF Airport Water Reclamation Facility AZ POST Arizona Peace Officer Standards and Training BAF Base Adjustment Factor CAD Computer Aided Dispatch CAFR Comprehensive Annual Financial Report CALEA Commission on Accreditation for Law Enforcement Agencies CAP Central Arizona Project CAWCD Central Arizona Water Conservation District CBT Computer Based Training CDBG Community Development Block Grant CERT Community Emergency Response Team CIDA Chandler Industrial Development Authority CIP Capital Improvement Program CJIS Criminal Justice Information System CM @ RISK Construction Manager at Risk CMAQ Congestion, Mitigation and Air Quality Grants CMOM Capacity Management and Operations Maintenance COP Community Oriented Policing CRP Commercial Reinvestment Program CSR’s Citizen/Staff Requests CUSD Chandler Unified School District CY Calendar Year DARE Drug Abuse Resistance Education DIF Downtown Improvement Fund DPAs Development Project Administrators DUI Driving Under the Influence ECB Expenditure Control Budgeting ECHO Employees of Chandler Helping Others 424 City of Chandler 2009-10 Adopted Budget Schedules and Terms ACRONYMS EDMS Electronic Data Management System EMS Emergency Medical Services EMSD Enhanced Municipal Special District EOC Emergency Operations Center EPA Environmental Protection Agency FAA Federal Aviation Administration FAR Federal Aviation Regulation FARE Fines, Fees and Restitution Enforcement Program FBO Fixed Base Operator FCDMC Flood Control District of Maricopa County FEMA Federal Emergency Management Agency FLSA Federal Labor Standard Act FMLA Family and Medical Leave Act FTE Full Time Equivalent FY Fiscal Year GAAP Generally Accepted Accounting Principles GASB Governmental Accounting Standards Board GFOA Government Finance Officers Association GIS Geographic Information System GOB General Obligation Bond GOHS Governor’s Office of Highway Safety GPS Global Positioning System GPEC Greater Phoenix Economic Council GRIC Gila River Indian Community GRUSP Granite Reef Underground Storage Project HB House Bill HOA Homeowners Association HPO High Performance Organization HRMS Human Resource Management System HUD Department of Housing and Urban Development HURF Highway User Revenue Fund ICAN Improving Chandler Area Neighborhoods IGA Intergovernmental Agreement IT Information Technology IVR Interactive Voice Response LED Light Emitting Diode LFG Landfill Gas LGIP Local Government Investmwent Pool LTAF Local Transportation Assistance Fund MAG Maricopa Association of Governments MCDOT Maricopa County Department of Transportation 425 City of Chandler 2009-10 Adopted Budget Schedules and Terms ACRONYMS MDC Mobile Data Computers MGD Million Gallons per Day MOU Memorandum of Understanding MPC Municipal Property Corporation NFPA National Fire Protection Association NPDES National Pollution Discharge Elimination System NRT Neighborhood Response Team NTU Nephelometric Turbidity Unit O&M Operational and Maintenance OSHA Occupational Safety and Health Administration PAR Personnel Action Request PAVE Preventing Abuse and Violence through Education PC Personal Computer PPB Parts Per Billion PQI Pavement Quality Index PRR Personnel Recruitment Request RMS Record Management System RFP Request for Proposal RPT Regular Part Time RWCD Roosevelt Water Conservation District SAU Special Assignment Unit SCBA Self-Contained Breathing Apparatus SDF System Development Fee SET Special Enforcement Team SLA Service Level Agreement SOV Single Occupant Vehicle SRO School Resource Officer SRP Salt River Project SRPMIC Salt River Pima Maricopa Indian Community SWTP Surface Water Treatment Plant TEAM Teamwork for Effective Arizona Marketing TMC Traffic Management Center TSS Total Suspended Solids TTHM Total Trihalomethanes UDC Unified Development Code UDM Unified Development Manual VMS Variable Message Signs WPF Water Production Facility WRF Water Reclamation Facility WTP Water Treatment Plant WWTP Wastewater Treatment Plant 426 City of Chandler 2009-10 Adopted Budget Schedules and Terms ACKNOWLEDGEMENTS A great deal of credit and appreciation goes to all involved in the development of this FY 2009-10 budget. This truly has become a year-long process, with initial forecast projections, full-scale revisions as the economy changed, countless problem-solving meetings and initiatives, and formal adoption requirements. The budget before you is a result of nothing less than sound commitment and effective communication from our budget staff and from everyone involved in this citywide effort. I would like to personally thank all of those who were instrumental in developing the FY 2009-10 budget. Thank you in particular to each and every City staff member who thought out and submitted budget reduction suggestions. The result of your advice is a budget that allows us to more efficiently provide key services to all of our citizens and customers. While many have had a hand, the brunt of this day-to-day work falls on the Budget staff. Janet Northrup, Senior Budget Analyst, is indispensable as our go-to person for critical citywide operations functions, always ensuring that the right things are done the right way. She also serves as liaison to the Community Services, Planning and Development, Law, and Management Services Departments. Greg Westrum, Senior Budget Analyst, reinvented our capital process, facilitating the efforts of the CIP Coordination Team to move to a 10-year citywide prioritization program, while serving as liaison to the City Manager, Municipal Utilities, and Public Works Departments. Senior Financial Analyst Julie Buelt wore many hats this year, spearheading oftentimes controversial impact fee and water/wastewater rate studies, providing personnel and revenue analysis, and serving as liaison to the Police and Fire Departments. Our Financial Analyst Helen Parker jumped into her new role in budget with both feet, immersing herself in the Enterprise Funds and Rate Models, assuming a host of projects and studies, and serving as the central liaison for the City Magistrate, CAPA, and City Clerk. All of us would like to extend our thanks to Courtney Friedline, Budget Management Assistant, who guided the operating process by managing the master calendar, maintaining our budget and personnel systems, providing on-demand and often on-the-spot analysis, and coordinating the numerous citywide initiatives that made this budget possible. Special recognition goes to Dennis Strachota, Management Services Director, and Dawn Lang, Assistant Director for Finance, for their tireless assistance and guidance throughout this process. In light of the current economy and in support of the City’s “Green” initiatives, the costs of producing this Budget Document have been reduced considerably. Most copies of this document are distributed electronically or on disks, minimizing the number of printed documents and reducing costs. Special thanks go to Rick Senffner for providing exceptional in-house graphic design reflecting the City’s philosophy of environmental awareness. Special acknowledgment also goes to Debra Stapleton, Sonia Ramirez, and the rest of the Human Resources Department for the countless hours spent assisting in the analysis of position changes for the FY 2009-10 budget. Thank you to Penny Burcyk, Debbie Dulanski-Garcia, Triana Dowrick, Derrick Beracy, and the rest of the Accounting staff for providing financial analysis, guidance, and accounting support often with very little notice. Moreover, I would like to personally thank the City Manager, Assistant City Managers, Department Directors, cost center managers, department liaisons and budget experts who have played key roles in developing a balanced spending plan for the upcoming year. Our official department liaisons – Anna Camino, Candace Hammond, Carla Boatner, Cyndy Rathburn, Debbe Simpkins, Heather Figueroa, Jeanne Bosarge, Judy Mandt, Kathy Riccomini, Kevin McManus, Lexie Rosenfield, Liz Denning, Margaret Coulter, Marla Paddock, Mickey Ohland, Niki Tapia, Paula Moore, Randall Greeley, Rose Lissy, Rynel Aldecoa, Sonia Ramirez, and Tom Carlson – are second to none, as are all within their departments who offered their support. Finally, I would like to express my gratitude to the Chandler City Council, who labored through thousands of pages and numerous meetings to offer an effective guide for delivering services to Chandler citizens. Dawn Irvine Budget Manager 427 City of Chandler 2009-10 Adopted Budget Schedules and Terms 428