City of Chandler Annual Budget 2010-11 Chandler an All-America City! It’s official! Chandler is an All-America City! National Civic League judges chose the city as one of 10 winners of the prestigious, nationwide competition on Friday, June 18, 2010. Chandler was one of 27 finalists presenting at the 2010 All-America City Awards in Kansas City that week. Chandler is the only Arizona winner or finalist for the 61st annual awards. For more information, visit www.ncl.org. Cities were asked to document three projects addressing their communities’ most pressing challenges. The City of Chandler submitted documentation of the City’s collaborative efforts and partnerships with ICAN’s underage drinking taskforce, the CARE Center and its work providing medical care to Chandler students, and the Chandler Heights Community Facilities, which include a police substation, Environmental Education Center, and water recharge facility. City Council Back row from left Vice Mayor Bob Caccamo, Jeff Weninger, Jack Sellers, Matt Orlando Front row from left Trinity Donovan, Mayor Boyd W. Dunn, Rick Heumann Mark Pentz City Manager during budget preparation Rich Dlugas Acting City Manager Dennis Strachota Management Services Director Dawn Lang Assistant Director for Finance Budget Staff Dawn Irvine, Budget Manager Janet Northrup, Sr. Budget and Research Analyst Greg Westrum, Sr. Budget and Research Analyst Julie Buelt, Sr. Financial Analyst Helen Parker, Financial Analyst Courtney Friedline, Budget Management Assistant Dear Chandler Resident: The budget information contained in this document represents a comprehensive effort of unprecedented reductions in City capital projects and staffing levels, and more importantly the commitment and collaboration of employees, residents, and your elected officials. In my 16 years of service on the City Council, the past eight as Mayor, this has been a most challenging year. Yet, on many levels, it has also been a very rewarding one. Less than a week before the Council finalized the budget, it was announced that Chandler was named an All-America City. Winning this award means much to me personally, but is something the entire community can take great pride in. It validates that the work done here in Chandler truly makes a difference in the lives of our residents, day in and day out. The All-America City Award recognizes exemplary grassroots community problem solving and is awarded to communities of all sizes that collaboratively tackle challenges and achieve results. Much like the process we used to adopt this budget where citizen input was key in our decision making. It was great to be able to tell Chandler’s story to the National Civic League’s panel of judges and to the more than 800 delegates in attendance at the award finals in Kansas City, Mo. The programs we presented to the panel are making real differences in people’s lives. And the partnerships, the collaboration, the sharing of community resources are what make Chandler such a great place to live. I believe those positive attributes also led to the passage of Prop 300. The overwhelming margin of victory shows that the people of Chandler understand that we have been excellent stewards of the community’s tax dollars and will continue to be long into the future. For as long as I have been a member of the City Council, residents have supported the Home Rule, allowing us to spend revenues in the best interests of the community. That stewardship will continue. I appreciate the show of support for Proposition 300. With its passage, Chandler received a one-time override of the state-imposed expenditure limitation, allowing us to continue to adopt an annual budget where spending does not exceed anticipated revenues. But without the strong fiscal policies we have firmly adhered to over the past years, the vote could have been different. Chandler’s financial picture, while still somewhat troubled in these economic times, is far different from many of our neighboring communities. Consider that Chandler was just issued a Aaa bond rating from Moody’s, giving Chandler the highest possible bond rating from all three of the major bond-rating agencies. And things continue to develop in Chandler with the opening of the Paseo Vista Recreational Area and Innovations Incubator earlier this year, as well as the ongoing construction of the new City Hall and South Arizona Avenue corridor project. As previously mentioned, Chandler has a very sound financial road map to guide us through the coming years. With that said, we will not rest on past decisions. We will continue to work to see that we remain fiscally astute. To maintain our livability, quality of life, and strong economic base we can afford nothing less. Over the past couple of years, we have trimmed more than five hundred million dollars from the budget as we continue to wrestle with declining revenues due to the ongoing recession. We have also eliminated more than 200 positions from the workforce through attrition and voluntary retirements that will make us financially stronger over time. On behalf of the City Council, the 2010-11 City of Chandler Budget follows in these pages. Here, you will find a careful assessment of the City’s fiscal condition. Department by department, you will see that we have provided a complete look into how your City operates. Be assured that we have been vigilant in our work, bringing you a plan that balances service and economy. A plan that is true to our standing as an All-America City. Sincerely, Mayor Boyd W. Dunn City of Chandler 2010-11 Adopted Budget TABLE OF CONTENTS Page Readers Guide ....................................................................................................................................................... viii Quick Reference Guide ........................................................................................................................................... ix 1. Executive Summary FY 2010-11 Budget Message .............................................................................................................................. 1 General Fund Budget Balancing Strategies......................................................................................................... 6 General Fund Balance Analysis ........................................................................................................................... 8 Revenue Summaries............................................................................................................................................ 9 Expenditure Summaries ..................................................................................................................................... 10 Staffing Level Changes ...................................................................................................................................... 11 Ongoing Reductions ........................................................................................................................................... 13 Capital Improvement Summaries ....................................................................................................................... 14 Comparisons with Other Cities .......................................................................................................................... 16 2. Community and Organizational Profile City of Chandler Logo ........................................................................................................................................ 19 City of Chandler and Neighboring Communities Map ........................................................................................ 20 2009-10 Government Finance Officers Association Award ............................................................................... 21 City of Chandler Mission Statement ................................................................................................................... 22 Biographies of City Officials ............................................................................................................................... 23 List of City Officials, Department Heads, and Directors ..................................................................................... 28 Organizational Chart .......................................................................................................................................... 29 City Map ............................................................................................................................................................. 30 Community Profile .............................................................................................................................................. 31 Demographics and Service Statistics ................................................................................................................ 34 3. Budget Policies, Process, and Decisions Strategic Goals and Organizational Priorities .................................................................................................... 39 Financial Policies ............................................................................................................................................... 41 Highlights of the 2010-11 Budget/ 2011-2020 CIP Calendar ............................................................................. 46 2010-11 Process Flowchart ............................................................................................................................... 47 2010-11 Budget Process Detail ......................................................................................................................... 48 Major Budget/Financial Issues ........................................................................................................................... 50 2010-11 Budgetary Additions and Reductions................................................................................................... 53 Addition Summaries ........................................................................................................................................... 53 Addition Detail .................................................................................................................................................... 55 Reduction Summaries ........................................................................................................................................ 58 4. Financial and Personnel Overviews 2010-11 Adopted Budget Summaries ................................................................................................................ 63 Where the Money Comes From – Total City Revenues .................................................................................... 64 Where the Money Goes – Total City Expenditures ............................................................................................ 65 Departmental Budget Comparison ..................................................................................................................... 66 i City of Chandler 2010-11 Adopted Budget TABLE OF CONTENTS (continued) Page Cost Center Budget Comparison ....................................................................................................................... 67 Fund Structure – Definitions of Fund Types ...................................................................................................... 70 Fund Structure Financial Chart .......................................................................................................................... 72 General Fund Revenues .................................................................................................................................... 73 General Fund Expenditures ............................................................................................................................... 74 Special Revenue Fund Revenues and Expenditures ........................................................................................ 75 Enterprise Operational Fund Revenues and Expenditures ............................................................................... 76 Major Funds Summaries .................................................................................................................................... 77 Fund Balance Analysis ....................................................................................................................................... 80 Summary of Revenues, Expenditures, and Changes in Fund Balance ............................................................. 82 Personnel Summary by Department and Cost Center ...................................................................................... 84 Personnel Distribution by Department ............................................................................................................... 86 New Positions 2010-11 ...................................................................................................................................... 86 Population per Employee Charts ....................................................................................................................... 87 5. Resources Summary of Resources Categorical Comparisons ............................................................................................................................ 89 Fund Balances ............................................................................................................................................. 90 Sale of Bonds/Certificates of Participation .................................................................................................. 91 Grants .......................................................................................................................................................... 92 Summary of Revenues ................................................................................................................................ 93 Significant Revenues: Local Taxes and Licenses: Franchise Fees ..................................................................................................................................... 94 Transaction Privilege (Sales) and Use Tax........................................................................................... 95 Other Licenses ...................................................................................................................................... 97 State/County Shared Revenues: State Shared Sales Tax ........................................................................................................................ 98 Auto Lieu Tax ....................................................................................................................................... 99 Highway Users Tax ............................................................................................................................. 100 Regional Transportation (Sales) Tax .................................................................................................. 101 Urban Revenue Sharing...................................................................................................................... 102 Lottery Entitlement .............................................................................................................................. 103 Charges for Services: Engineering Fees ................................................................................................................................ 104 Building Division Fees ......................................................................................................................... 105 Planning Fees ..................................................................................................................................... 106 Public Safety Miscellaneous ............................................................................................................... 107 Library Revenues ................................................................................................................................ 108 Parks and Recreation Fees ................................................................................................................ 109 ii City of Chandler 2010-11 Adopted Budget TABLE OF CONTENTS (continued) Page Miscellaneous Receipts: Other Receipts .................................................................................................................................... 110 Interest on Investments ....................................................................................................................... 111 Leases ................................................................................................................................................. 112 Court Fines .......................................................................................................................................... 113 Enterprise Revenues: Water Sales ......................................................................................................................................... 114 Wastewater Service ............................................................................................................................ 115 Solid Waste Service ............................................................................................................................ 116 Other Utility Charges ........................................................................................................................... 117 System Development Fees: Water System Development Fees ...................................................................................................... 118 Wastewater System Development Fees ............................................................................................. 119 General Government Impact Fees ...................................................................................................... 120 Interfund Charges: Interfund Charges ............................................................................................................................... 121 Interfund Transfers .............................................................................................................................. 122 Property Tax Summary.............................................................................................................................. 123 6. General Government General Government Organizational Chart ..................................................................................................... 125 General Government Overview ....................................................................................................................... 126 Mayor and Council (1020) ................................................................................................................................ 127 Communications and Public Affairs Administration (1070) .............................................................................. 129 Video Production (1071) ............................................................................................................................ 133 Print, Mail, and Graphics (1210) ................................................................................................................ 135 City Clerk (1030) .............................................................................................................................................. 137 City Manager Administration (1040) ................................................................................................................ 140 Downtown Redevelopment (1540) ...................................................................................................... 142 Downtown Real Estate (3080) ............................................................................................................ 144 Economic Development (1520) ................................................................................................................. 147 Economic Development Capital (1550) ........................................................................................... 151 Tourism (1580)................................................................................................................................. 152 Human Resources (1250) ......................................................................................................................... 154 Information Technology Service Delivery Management & Administration (1199) ..................................... 157 Information Technology Applications Support (1200)...................................................................... 161 Information Technology Infrastructure & Client Support (1280) ...................................................... 164 Information Technology Oversight Committee (ITOC) Operations (1286) ...................................... 166 Information Technology Oversight Committee (ITOC) Capital (1285) ............................................ 168 Information Technology Citywide Infrastructure Support Capital (1287) ......................................... 169 iii City of Chandler 2010-11 Adopted Budget TABLE OF CONTENTS (continued) Page Neighborhood Resources (1060) ........................................................................................................................... 170 Code Enforcement (1061) ............................................................................................................... 175 Neighborhood Resources Capital (1065) ........................................................................................ 177 Housing and Redevelopment (4650) ............................................................................................... 178 Community Development (4700) ..................................................................................................... 180 City Magistrate (1050) ...................................................................................................................................... 183 City Attorney (1300) ......................................................................................................................................... 185 7. Community Services Community Services Department Organizational Chart .................................................................................. 189 Community Services Overview ........................................................................................................................ 190 Administration (4300) ....................................................................................................................................... 192 Center for the Arts (1100) ................................................................................................................................ 194 Buildings and Facilities (3200) ......................................................................................................................... 196 Library (4310) ................................................................................................................................................... 199 Library Capital (4320) ....................................................................................................................................... 201 Parks Administration (4510) ............................................................................................................................. 202 Aquatics (4520) ................................................................................................................................................ 204 Parks Operations (4530) .................................................................................................................................. 206 Recreation (4550) ............................................................................................................................................ 208 Tumbleweed Recreation Center (4551) ........................................................................................................... 210 Environmental Education Center (4555) .......................................................................................................... 212 Other Recreation Facilities (4559) ................................................................................................................... 214 Museum (4560) ................................................................................................................................................ 216 Parks Capital (4580) ........................................................................................................................................ 218 8. Fire Department Fire Department Organizational Chart ............................................................................................................. 219 Fire Department Overview ............................................................................................................................... 220 Administration (2210) ....................................................................................................................................... 222 Emergency Services (2220) ............................................................................................................................. 228 Fire Operations (2230) ..................................................................................................................................... 232 Fire Prevention and Preparedness (2240) ....................................................................................................... 235 Fire Capital (2250) ........................................................................................................................................... 239 Support Services (2260) .................................................................................................................................. 240 Training (2270) ................................................................................................................................................. 243 Fire Community Programs & Preparedness (2280) ......................................................................................... 244 9. Management Services Management Services Department Organizational Chart ............................................................................... 247 Management Services Overview ..................................................................................................................... 248 Administration (1180) ....................................................................................................................................... 250 Budget (1195) .................................................................................................................................................. 253 iv City of Chandler 2010-11 Adopted Budget TABLE OF CONTENTS (continued) Page Purchasing (1220) ............................................................................................................................................ 256 Central Supply (1225) ...................................................................................................................................... 258 Accounting (1230) ............................................................................................................................................ 261 Tax and License (1240) ................................................................................................................................... 264 Utility Services (1245) ...................................................................................................................................... 266 Risk Management (1260) ................................................................................................................................. 268 Risk Management Liabilities (1261) ................................................................................................................. 271 Environmental Management (1265) ................................................................................................................. 272 Environmental Management Liabilities (1266) ................................................................................................. 274 Fleet Services (1270) ....................................................................................................................................... 275 Non-Departmental (1290) ................................................................................................................................ 277 Non-Departmental Capital (1291) .................................................................................................................... 279 Contingency/Reserves ..................................................................................................................................... 280 Capital Replacement ........................................................................................................................................ 281 Computer Replacement ................................................................................................................................... 282 10. Municipal Utilities Municipal Utilities Department Organizational Chart ....................................................................................... 283 Municipal Utilities Overview ............................................................................................................................. 284 Administration (3050) ....................................................................................................................................... 286 Solid Waste Services (3700) ............................................................................................................................ 288 Solid Waste Capital (3710) .............................................................................................................................. 291 Water Distribution (3800) ................................................................................................................................. 292 Water Capital (3820) ........................................................................................................................................ 294 Water Treatment Plant (3830).......................................................................................................................... 295 Environmental Resources (3840) .................................................................................................................... 298 Water Quality (3850) ........................................................................................................................................ 302 Water Production Facilities (3860) ................................................................................................................... 304 San Tan Vista Water Treatment Plant (3870) .................................................................................................. 307 Meter Services (3880) ...................................................................................................................................... 308 Wastewater Collection (3900) .......................................................................................................................... 310 Wastewater Capital (3910)............................................................................................................................... 312 Wastewater Reverse Osmosis (3930) ............................................................................................................. 313 Wastewater Treatment (3940) ......................................................................................................................... 315 Wastewater Quality (3950)............................................................................................................................... 317 Airport Water Reclamation Facility (3960) ....................................................................................................... 319 Ocotillo Water Reclamation (3970) .................................................................................................................. 321 11. Police Department Police Department Organizational Chart ......................................................................................................... 323 Police Overview ............................................................................................................................................... 324 Administration (2010) ....................................................................................................................................... 326 Professional Standards (2015)......................................................................................................................... 329 v City of Chandler 2010-11 Adopted Budget TABLE OF CONTENTS (continued) Page Property and Evidence (2020) ......................................................................................................................... 331 Forensic Services (2021) ................................................................................................................................. 333 Field Operations (2030) ................................................................................................................................... 335 Criminal Investigations (2040).......................................................................................................................... 338 Planning and Research (2050) ........................................................................................................................ 340 Communications (2060) ................................................................................................................................... 342 Records (2070) ................................................................................................................................................ 344 Detention Services (2071)................................................................................................................................ 346 Police Community Resources and Training (2080) ......................................................................................... 348 Police Capital (2100) ........................................................................................................................................ 351 12. Transportation & Development Transportation & Development Department Organizational Chart .................................................................. 353 Transportation & Development Overview ........................................................................................................ 354 Transportation & Development Administration (3010) ..................................................................................... 357 Planning Administration (1500) ........................................................................................................................ 359 Planning (1510) ................................................................................................................................................ 362 Long Range Planning (1515) ........................................................................................................................... 365 Development Services (1530) .......................................................................................................................... 366 Civil Engineering (1535) ................................................................................................................................... 368 Planning Capital (1560).................................................................................................................................... 370 Engineering (3020) ........................................................................................................................................... 371 Transportation and Operations Administration (3030) ..................................................................................... 376 Real Estate (3070) ........................................................................................................................................... 379 Streets (3300) .................................................................................................................................................. 380 Streets Capital (3310) ...................................................................................................................................... 384 Traffic Engineering (3330)................................................................................................................................ 385 Transit Services (3340) .................................................................................................................................... 388 Street Sweeping (3350) ................................................................................................................................... 391 Airport (4100) ................................................................................................................................................... 393 Airport Capital (4110) ....................................................................................................................................... 396 13. Capital Budget The Capital Budget .......................................................................................................................................... 397 Major Capital Program (CIP Summaries) ........................................................................................................ 398 New Capital Improvement Project Funding for FY 2010-11 ............................................................................ 399 Revenue Sources for Major Capital Programs ................................................................................................ 403 Operating and Capital Budgets - Their Relationship ....................................................................................... 404 Major Capital Program by Function and by Cost Center ................................................................................. 406 2010-11 Major Capital Detail............................................................................................................................ 407 Neighborhood Programs ........................................................................................................................... 407 Economic Development ............................................................................................................................. 407 Planning ..................................................................................................................................................... 407 vi City of Chandler 2010-11 Adopted Budget TABLE OF CONTENTS (continued) Page Non-Departmental ..................................................................................................................................... 408 Information Technology Oversight Committee (ITOC) .............................................................................. 408 Geographic Information Systems/Information Technology ....................................................................... 409 Transportation & Development – Engineering .......................................................................................... 409 Library ........................................................................................................................................................ 409 Community Services – Parks and Recreation ........................................................................................... 410 Police ......................................................................................................................................................... 411 Fire ............................................................................................................................................................ 411 Municipal Utilities – Water and Wastewater .............................................................................................. 412 Transportation & Development – Streets .................................................................................................. 413 Transportation & Development – Airport ................................................................................................... 414 Capital Replacement Budget ........................................................................................................................... 415 14. Bonded Debt Bonded Debt Obligations ................................................................................................................................. 417 Debt Service ..................................................................................................................................................... 418 General Obligation Bond Capacity Available ................................................................................................... 419 Summary of Outstanding Bonds by Type ........................................................................................................ 420 Annual Bond Obligation for All Existing Bond Issues ...................................................................................... 421 Schedule of Total Outstanding Debt ................................................................................................................ 422 Combined General Obligation 6% Capacity Portion Outstanding ................................................................... 424 Combined General Obligation 20% Capacity Portion Outstanding ................................................................. 425 Combined General Obligation Enterprise Supported ...................................................................................... 426 Combined General Obligation Ad Valorem Supported .................................................................................... 427 Water and Sewer Revenue Bonds ................................................................................................................... 428 Street and Highway User Revenue Fund Bonds ............................................................................................. 429 Excise Tax Revenue Obligations ..................................................................................................................... 430 Improvement District Bonds ............................................................................................................................. 431 15. Schedules and Terms Schedules and Terms ...................................................................................................................................... 433 Resolution No. 4417 Adopting 2010-11 Budget .............................................................................................. 434 Budget Schedules (Auditor General Summaries) ............................................................................................ 436 Schedule 1 – Total Expenditure and Budget by Fund ..................................................................................... 448 Schedule 2 – Summary of Department Total FY 2010-11 Budget by Fund .................................................... 450 Salary Plan ....................................................................................................................................................... 452 Expenditure Categories .................................................................................................................................... 462 Glossary of Terms ............................................................................................................................................ 463 Acronyms ......................................................................................................................................................... 469 Acknowledgements .......................................................................................................................................... 472 vii City of Chandler 2010-11 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. Executive Summary – This section has been added this year to present the priorities and issues that the City faced in responding to the economic recession, and the strategies that were applied to effectively balance the budget in the wake of consecutive years of significant revenue reductions. Included in this section are overviews of balancing strategies, revenues, expenditures, changes in staffing, ongoing reductions, and the Capital Improvement Program (CIP). Community and Organizational Profile – Within this section are the City’s Mission Statement, Biographies of City Officials, Organizational Chart, City Maps and Community Profile with Demographics. Budget Policies, Process, and Decisions – 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, Council amendments to the proposed budget, as well as position and program additions and reductions for the 2010-11 Annual Budget. Financial and Personnel Overviews – In this chapter are the Adopted Budget Summaries, which cover resources and appropriations at citywide, fund, and cost center levels, fund balance analysis, and authorized personnel. Resources – The resources section provides summarized data comparing the 2009-10 Budget and the 2010-11 Budget. Detailed descriptions of major revenue sources with historical trends and analysis are presented here as well. Department Budgets – Each department 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 a “cost center”. 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 2010-11 Budget, the State-required Auditor General Summary Schedules, Financial Schedules by Fund, the 2010-11 Salary Schedule, Expenditure Categories, a Glossary of Terms, and a list of Acronyms used in this Budget. viii City of Chandler 2010-11 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 29 Who are the major employers in Chandler? Community Profile p 31 What are some of the annual events sponsored by the City? Community Profile p 33 What is the population of the City? Demographics p 34 What are the City’s major expenditures? Cost Center/Department Summary Budget Comparisons; and Details by Department/Cost Center pp 66-67, 125-396 How many staff does the City employ? Personnel Summaries pp 84-87 What is the budget development process? Budget Process pp 47-49 What are the major issues in the budget? Major Budget/Financial Issues pp 50-52 What are the City’s major revenue sources? Resources Section pp 89-124 What portion of the annual budget is allocated to Capital Improvements? Where Does the Money Go Capital Budget p 65 p 397 In what cost centers are Major Capital Programs scheduled for 2010-11? 2010-11 Major Capital Program pp 397-416 ix City of Chandler 2010-11 Adopted Budget x 1-Contents City Manager’s Message Overview of the Annual Budget through Financial, Fund Balance, and Personnel Summaries ICAN (Improving Chandler Area Neighborhoods) PEER LEADERS Comprehensive strategy targets underage drinking Alcohol sales to minors reduced 36% Alcohol advertising reduced 21% Adult purchases of alcohol for minors reduced 72% Executive Summary Executive Summary City of Chandler 2010-11 Adopted Budget Executive Summary FY 2010-11 BUDGET MESSAGE City of Chandler Council and Citizens: The completion of FY 2009-10 marked the end of another difficult budget process. Faced with continued declines in revenues, particularly with state shared revenues and property taxes, the City had to make some difficult choices for FY 2010-11. This budget cycle also marked the close of another chapter as well. City Manager Mark Pentz retired effective following adoption of this budget. Much of the FY 2010-11 Adopted Budget mirrors what he proposed, as outlined in his transmittal letter that follows. The City Council, however, did make some important changes that are highlighted below and explained in further detail within this document. They include: 1. No increase in the secondary property tax rate. 2. A smaller Capital Improvement Program to accommodate the continuation of the existing property tax rate. 3. Reallocation of savings from new construction projects to provide additional funding for capital maintenance projects. 4. Continuation for one year of the following programs or service levels using Council Contingency or reductions in Downtown and Economic Development funding: • Youth Enhancement Funding • Library Hours • Pool Hours • Child Immunization Program • Drug Abuse Resistance Education (D.A.R.E.) • Replacement of grant funding for four School Resource Officers (SROs) 5. Reinstatement of a Legal Clerk position in the City Prosecutor’s Office using ongoing Council Contingency. 6. Increased subsidies for medical premiums using prior year health plan surpluses to further ease the transition to an 80/20 Employer/Employee share of medical insurance costs over three years. Though this year is sure to have challenges of its own, the budget balancing efforts embodied in the FY 2010-11 budget have left us in a better position to work through the aftermath of this recession. Respectively submitted, Rich Dlugas, Acting City Manager 1 City of Chandler 2010-11 Adopted Budget Executive Summary TRANSMITTAL LETTER FROM THE FY 2010-11 PROPOSED BUDGET The following was included in the transmittal letter from City Manager Mark Pentz to the Chandler City Council. The letter accompanied Mr. Pentz proposed budget for fiscal year 2010-11, and describes the challenges and recommended solutions of the proposed document. Changes made in the Adopted Budget are reflected in the tables and schedules that follow in this Executive Summary. May 12, 2010 To the Honorable Mayor and Council: I am pleased to submit to you the proposed City budget for FY 2010-11. After several public meetings and many budget discussions held over the last several months, nothing major has changed since I outlined my recommendations for the operating and capital th budget in a March 24 memorandum to you. Most of the revisions from that memo are the result of re-estimating and updating of numbers as the final document was prepared. To further assist you with your review of these budget proposals, new this year is this Executive Summary. It further summarizes and explains the financial information presented in the Budget Highlights booklet, with a focus on the General Fund. In addition, for the first time this year we have included the multiyear Capital Improvement Plan (CIP) in a separate book. ECONOMY DRIVES BUDGET REDUCTIONS Despite recent promising signs, the longest lasting economic recession in many decades continues to ravage City revenues. For the third year in a row, the City budget will need to shrink so requirements do not exceed resources. The difference this year is that some portion of this balancing will need to come from our one-time funds. The total proposed budget (operating and capital) is nearly $684 million for FY 2010-11, which represents a 14.3 percent decrease over the FY 2009-10 adopted budget. New operating and capital spending (i.e., spending exclusive of carryforwards) would decline $19.9 million (-4%) from the current year budget. The General Fund (including debt service), which represents 42 percent or $290.3 million of the total budget decreases by 13.8%. The combined new operating and capital spending in General Fund decreases by $20.8 million or 8% from the FY 2009-10 budget. Factored into the budget are the proposed one-time and ongoing additions that are needed to carry on essential programs and operations. These decision packages for all funds can be found in the Budget Policies, Process, and Decisions section of the document. BUDGET BALANCING STRATEGIES The budget challenges facing the City this year are ones that have ramifications for many years to come. That is why I proposed a multi-pronged approach to closing the ongoing budget gap in future years. Over-reliance on any one budget balancing strategy greatly increases the chances that the City will face even greater budget problems next year and beyond. The following strategies are employed in this proposed budget: Department Service-Level Reductions. Department directors met over the course of several months to catalog all of the City’s services. From this inventory, directors identified and prioritized reductions individually and collectively. I accepted their recommendations with some th modifications as enumerated in my March 24 memo. 2 City of Chandler 2010-11 Adopted Budget Executive Summary At the Council’s direction, we once again offered early retirement and voluntary separation incentives to employees. We received a good response and although we will not know for some time the final results, we are hopeful that these incentives will help minimize layoffs. Compensation & Benefit Reductions - Based on discussions with you and employee groups, I am recommending that the City move to an 80-20 split in the employer-employee share of medical care premium costs to bring us into line with other Valley cities. This combined with the conversion of City employee medical care coverage to a medical self-insurance plan will save nearly $3.5 million over five years. The reserves for the self-insurance fund will be pre-funded with $10.7 million in one-time money, and we will phase in the new cost sharing arrangement over 3 years, thereby lessening the immediate impact on employees. In addition, the proposed budget eliminates car allowances, reduces cell phone allowances, converts extra-duty police services to direct third party pay, and increases the vacancy savings rate from 1.5 percent to 2.2 percent. These are in lieu of any other wage and benefit reductions. Organizational Realignments & Efficiencies - Several efficiency/cost-savings measures will be implemented in FY 2010-11, including rightsizing and downsizing of the City’s fleet, energy savings as a result of an APS energy audit, and consolidation of the Planning and Public Works departments into a Transportation and Development Department. Other efficiency measures will be assessed to determine feasibility for attaining further savings next year and beyond. Fee & Other Revenue Increases - Council adopted a number of fee and charge increases this fiscal year as part of a comprehensive review. The increases recommended in this budget are modest, few in number, and ones not considered last year except for several planning-related fees that are still well below the cost of service. Reduced CIP-related Operation & Maintenance Costs. The City’s planned capital improvements will be scaled back once again due to decreased funding. Because projects will be deferred into the future, the associated operating and maintenance costs will not materialize for some time. The savings are those related to the recommended maintenance-only CIP, Scenario B. (A reduced program, Scenario C, was later adopted by Council.) SCALED BACK CIP Maintenance-Only CIP. In addition to funding constraints on the operating side, reduced funding capacity exists for the capital side. As first proposed in my March 24th memo, the CIP recommends a maintenance-only plan (Scenario B). The spending for the first five years of the proposed plan (Scenario B) is down 57 percent from two years ago and 9 percent from the first five years of last year’s plan. The single largest factor in this reduction is the projected drop in assessed values for the secondary property tax of 31 percent over the next 3 years. With this decrease in assessed values, the 5-year bonding capacity declines from $529 million two years ago to $73 million with this proposed plan. The secondary tax rate would increase by less than 6 cents if Scenario B is chosen, and still result in a tax decrease for the average home. If the tax rate were frozen, the City would not be able to keep up with essential capital maintenance. [The impact of this was lessened by a later decision by Council to apply savings from other capital projects to capital maintenance.] BRIDGING THE GAP When you apply these budget-balancing strategies to the projected operating deficit, the General Fund ongoing deficit is reduced from $15.5 million to $3.2 million in 2010-11. This ongoing gap would be much larger had we allocated more revenues to one-time needs (i.e., more than the 5% of total General Fund revenues allocated). To close that $3.2 million ongoing gap entirely next fiscal year, I believe, would adversely impact citizens and employees. 3 City of Chandler 2010-11 Adopted Budget Executive Summary Budget Stabilization Reserve. To balance next year’s budget and the budgets for the following two years, I am instead proposing the creation of a budget stabilization reserve. This is not new funding, but rather a reallocation of part of the existing General Fund balance. It is only because the total $8.4 million in projected operating budget deficits over the next 3 years is brought to a manageable level that I am recommending the use of one-time funds for an ongoing budget gap. With the expected return of sustained revenue growth within the next few years, ongoing revenue will once again match ongoing spending. Budget stabilization reserves are not new. The credit rating agencies and the public finance profession as a whole recognize these reserves as a valuable tool to fill budget gaps created by economic downturns, much less by a major economic recession. The key to their successful use lies in their temporary use. Filling ongoing budget gaps with one-time resources on a prolonged basis is not sustainable and only masks underlying structural financial problems. That is why I propose that this reserve, when used, be tapped for no more than 3 consecutive years. Within that time, the City should be able to bring needs in line with available resources. Declining Fund Balance. The City is only able to employ this measure because its General Fund balance is still healthy. However, the fund balance declines rapidly over the next two years with retirement buyouts, establishment of a self-insurance reserve, completion of general funded capital projects and financing of several unique economic development opportunities. Within one year, the fund balance for the General Fund will decline by $75 million. By the end of 5 years, the total projected decline will amount to $101 million or a 64 percent reduction. With that decline, Chandler’s General Fund balance as a percent of total General Fund revenues would fall below 44% of the median for Arizona Aaa and Aa-rated cities (source: Moody’s). Such a drop would certainly get the attention of all three credit rating agencies. FISCAL SUSTAINABILITY As I outlined in last year’s budget and as the Council has adopted as a goal, fiscal sustainability or the ability to finance and maintain defined service levels over the years is essential. That means that the City has to live within its financial means. It has done so largely because this and past Councils have practiced conservative budgeting and the City has delivered high quality services with fewer staff than all but one of its sister cities in the Valley. As displayed later in this summary, the City has also ranked the lowest among Valley cities for its cost of service, property tax rates, utility charges, and sales tax rate. That has helped us to weather the effects of this recession longer than most other cities. Chandler, like other communities in Arizona, face even bigger fiscal challenges now. The years, if not decades, of nearly double-digit annual revenue growth are behind us. The construction and housing boom that fed those growth years will not make a repeat performance. As we all know, the State of Arizona, whose shared revenues make up just over 29 percent of our General Operating Fund revenues, has not solved its budget problems. Its budget remedies could likely entail a further cut in shared revenues or shift of responsibilities to local governments. As a result, the financial stakes for us are even higher going forward. The immediate challenge is shaping the right mix of cuts, savings, revenue increases, and fund balance drawdowns to balance next year’s budget as well as budgets that follow. Projected gaps in those years could diminish if revenues grow faster than expected, but also could expand when cost-of-living and merit increases are restored for employees. Service level reductions and use of one-time resources are inevitable next year. Too little or too much of either will make the City’s task of balancing the budget in 2011-12 herculean. 4 City of Chandler 2010-11 Adopted Budget Executive Summary ACKNOWLEDGMENTS This has been a long and arduous budget process. I extend my appreciation to the many employees and citizens who offered suggestions along the way and, in particular, department directors and their staffs who dedicated many weeks to inventorying the City services and identifying where reductions should occur. Special thanks to City budget staff, who spent many nights and weekends pulling together this proposed budget and CIP. Lastly, my thanks to you for your advice and feedback as we worked through preliminary versions of this budget over the last several months. I’m hoping we have provided you with the necessary information to make final decisions over the next few weeks. Respectively submitted, W. Mark Pentz City Manager 5 City of Chandler 2010-11 Adopted Budget Executive Summary GENERAL FUND BUDGET BALANCING STRATEGIES The table below shows the net effect of the balancing strategies for the ongoing portion of the General Fund outlined in the City Manager’s transmittal letter. With the latest 5-year financial forecast for General Fund ongoing revenues and expenditures, an operating deficit of $15.5 million was expected in FY 2010-11, increasing to $16.7 million in FY 2011-12. Those deficits would have grown by $3.2 million over the five years had the City stayed with a fully insured medical plan. Also, in the first year of the forecast, $1.2 million was added to the deficit to cover the cost of essential decision packages approved in the budget. Savings of $13.7 million in the first year are attained with the following balancing strategies: • • • • • Department Service Reductions Compensation and Benefit Reductions Organizational Realignments and Efficiencies Revenue and Fee Increases Reduced CIP-related Operation and Maintenance Costs As a result, the projected ongoing deficit has been reduced from $15.5 million to $3.2 million in the first year. Cumulatively, with these strategies, the ongoing deficit disappears by the end of the 5 years. The graphs on the next page show the ongoing gap between revenues and expenditures without and with these balancing strategies. The deficit, otherwise manageable with the implementation of these strategies, would have become unwieldy had we restored Merit and/or COLAs for each of the 5 years, and not adopted the 80-20 medical care cost split. Ongoing General Fund Budget Balancing Strategies Ongoing General Fund Forecast FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 Revenues (95% ongoing) Expenditures (excludes Merit except Fire & COLA) 160,948,417 176,449,953 162,718,850 179,449,602 167,112,259 182,679,695 172,794,075 184,689,172 178,841,868 186,720,753 Cumulative Ongoing Projected Deficit (15,501,536) (16,730,753) (15,567,437) (11,895,096) (7,878,885) cost from increasing 7%-6% per year to 10% per year) (213,000) (492,463) (641,016) (805,840) (1,000,812) FY 2010-11 Summary of Decision Packages (1,187,295) (100,000) (176,100) (37,800) 157,600 148,200 (824,340) (890,412) Revised Actuarial Projections for Fully Insured Plan (addl' General Fund (GF) Department Service Reductions 6,591,562 GF Compensation and Benefit Reductions 4,202,321 GF Organizational Realignments & Efficiencies 1,560,927 2,048,600 (1,181,400) GF Revenue and Fee/Charge Increases 741,700 Reduced CIP Operation and Maintenance Impact on the General Fund 594,500 533,100 12,290,715 1,989,237 (1,440,816) 12,290,715 14,279,952 (2,450,800) (2,728,300) Total Budget Adjustments by Year Ongoing Amount Covered in Prior Years Revised Ongoing Surplus/(Deficit) (3,210,821) 6 381,600 12,839,136 12,014,796 119,700 3,245,500 City of Chandler 2010-11 Adopted Budget Executive Summary Ongoing General Fund Forecast Prior to Balancing Strategies $220 Revenues Expenditures $210 Millions $200 $190 $180 $170 $160 $150 5 FY 20 14 -1 4 FY 20 13 -1 3 FY 20 12 -1 2 FY 20 11 -1 1 -1 10 20 FY FY 20 09 -1 0 $140 Ongoing General Fund Forecast With Budget Balancing Strategies $220 Revenues Expenditures $210 $190 $180 $170 $160 $150 7 5 FY 20 14 -1 4 FY 20 13 -1 3 FY 20 12 -1 2 FY 20 11 -1 1 -1 10 20 FY 20 09 -1 0 $140 FY Millions $200 City of Chandler 2010-11 Adopted Budget Executive Summary GENERAL FUND BALANCE ANALYSIS The graph below shows projected ending General Fund balance from FY 2009-10 through FY 2014-15. The FY 2009-10 fund balance began at $196 million, and was estimated to end June 30, 2010 at about $158 million. $64 million was spent in FY 2009-10 on economic development opportunities, such as Innovations, capital projects, such as City Hall, and a variety of one-time operating items, including early retirement and position reduction costs for FY 2009-10. Spending of fund balance over the next 5 years is expected to total $178 million. Over the five years, some of those drawdowns occur once (e.g., transferring restricted secondary tax levy reserve to the Debt Service Fund) while others, although one-time for any one item, are recurring (e.g. contributions to the City’s risk funds). By the end of FY 2014-15, the fund balance is expected to be down to $57 million, after nearly $77 million in one-time revenues are added over that same period. Two-thirds of that $57 million is designated for reserves that should be maintained at a certain level and not spent for other purposes, including $19.5 million in the 12% General Fund Contingency Reserve for FY 2010-11. The line on the graph represents the fund balance level the City needs to maintain to stay at the median for the General Fund balance as a percentage of total General Fund revenues (i.e., 44%) for Arizona Aaa-and Aa-rated cities according to Moody’s Investors Service. The colors in the bar graph correspond to the amounts in the fund balance designated for specific purposes (e.g., 12% contingency is blue). Chart General Fund Fiscal Year End Balance Projected to Decline by $101 Million or 64 Percent Over Next 5 Years 160 Fund balance needed to maintain median % of fund balance to total General Fund revenues for Arizona Aaa & Aa rated cities (Source: 140 120 Millions Moody's) 100 80 60 40 20 FY 09-10 FY 10-11 12% Contingency & Reserves FY 11-12 FY 12-13 FY 13-14 Economic Development/Capital Projects FY 14-15 One-Time Operating Reductions to Fund Balance by Category Shift Sec Tax Levy Reserve to Debt Service Fund ($13.9M) * City Hall ($23.2M) * Downtown Redevel ($14.8M) * Strategic Econ Dev Opp ($20.8M) * CIP & Arterial Transfers ($46M) Prefunding Medical Self Ins Reserve ($10.7M) Fund Operating Deficit ($8.4M) One-Time Operating ($40.5M) Note: One-Time Operating Expenditures are funded in part from Fund Balance in the first two years and then from new one-time revenues over the remaining years. 8 City of Chandler 2010-11 Adopted Budget Executive Summary REVENUE SUMMARIES The tables below show total City revenues by category and General Fund revenues by source. The tables only show revenues (excluding interfund transfers, fund balance, bond proceeds, and grants) which comprise the City’s ongoing resources. The Total Revenues by Category table shows that current revenues in FY 2010-11 will be up 2.7 percent over the adjusted budget for FY 2009-10, but only $500,000 over the actuals for FY 2008-09. One reason for the overall increase was to reflect additional requests for Proposition 400 Arterial and Transit Life Cycle Program funding. The City has requested acceleration of some project reimbursements, but the actual collections during FY 201011 may differ considerably. The largest increases are related to Enterprise Revenues (e.g. water, wastewater, and solid waste charges) and Interfund Charges which increase with the conversion to medical self-insurance. The single largest expected increase in General Fund revenues is local sales tax, which is projected to increase by nearly $2 million in FY 2010-11. The largest anticipated decrease is $7.3 million in Urban Revenue Sharing. Overall, General Fund revenues are expected to decrease by 6.3%, or nearly $11.5 million from the FY 2009-10 adjusted budget. Total Revenues by Category Revenues by Category Local Taxes and License State/County Shared Revenue(1) Charges for Services Miscellaneous Receipts Enterprise Revenue System Development Fees Interfund Charges Property Tax Total Revenues by Category 2008-09 Actual 2009-10 Adjusted Budget 2010-11 Adopted Budget $ 87,857,776 83,945,405 12,040,076 21,724,108 78,018,863 11,691,631 6,249,573 38,404,658 $ 339,932,090 $ 81,450,300 74,592,431 14,165,844 17,636,287 86,515,028 11,417,499 4,955,072 39,592,600 $ 330,325,061 $ 83,493,600 74,876,596 15,033,888 17,461,008 91,195,297 10,828,576 9,842,338 36,376,000 $ 339,107,303 % Change Adopted Adjusted 2.5% 0.4% 6.1% -1.0% 5.4% -5.2% 98.6% -8.1% 2.7% (1) The total city revenue budget includes a decline in State Shared Revenue from adjusted to adopted of $9.1M; however, the decline is being offset in the State/County Shared Revenue category by an increase of $10M in budgeted reimbursements from Maricopa County for capital projects. General Fund Revenues by Source Major Revenue Sources Transaction Privilege License Tax Franchise Fees and Other Licenses State Shared Sales Tax Auto Lieu Tax Urban Revenue Sharing Primary Property Tax Charges for Services Miscellaneous Receipts Indirect Cost Allocation (from Enterprise Funds) Total Major Revenue Sources 2008-09 Actual 2009-10 Adjusted Budget 2010-11 Adopted Budget $ 83,141,193 4,716,583 18,620,758 8,016,424 34,459,502 9,206,189 11,284,204 11,649,098 9,558,046 $ 190,651,998 $ 77,010,000 4,440,300 18,360,000 8,200,000 29,804,000 9,990,800 12,864,500 10,987,044 10,079,960 $ 181,736,604 $ 78,880,500 4,613,100 16,960,000 7,800,000 22,493,000 9,561,000 12,030,631 10,961,487 8,066,900 $ 171,366,618 9 % Change Adopted Adjusted 2.4% 3.9% -7.6% -4.9% -24.5% -4.3% -6.5% -0.2% -20.0% -5.7% City of Chandler 2010-11 Adopted Budget Executive Summary EXPENDITURE SUMMARIES The tables below show total operating expenses by function for three years and cost category for FY 2010-11. The budget for FY 2010-11 is down 6 percent or nearly $19 million from the adopted budget for FY 2009-10. In Total Operating Expenses by Function, the biggest changes are the increase in General Government due to the transfer of Planning & Development’s Housing & Redevelopment ($12.3 million) to General Government’s Neighborhood Resources, and the consolidation of Public Works and Planning & Development into a combined department of Transportation & Development. FY 2010-11 Operating Expenses by Cost Category shows the breakdown of expenses by personnel, operations and maintenance (O&M), and operating capital. Personnel costs make up nearly 54 percent of total operating expenses for all funds; these costs are close to 75 percent of total operating expenses for General Fund alone. O&M costs are a larger share of the total operating expenses in Management Services because Non-Departmental (1290) operating expenses are reflected, including over $7 million in one-time personnel costs related to early retirement, voluntary and involuntary separations, and unemployment costs. Municipal Utilities O&M is higher than others because of facility-related costs (e.g., energy use, chemicals). Operating Expenses by Function – All Funds (1) (2 Operating Function General Government Management Services(1) Community Services Planning & Development Services(2) Public Safety Transportation & Development(2) Municipal Utilities Actuals FY 2008-09 $ 28,841,478 20,082,046 30,575,518 15,924,029 89,007,563 23,785,017 50,883,795 Adopted FY 2009-10 $ 39,858,224 38,462,431 32,752,908 21,073,153 95,285,133 23,926,295 58,307,042 Adopted FY 2010-11 $ 47,665,008 33,316,018 30,955,106 92,994,709 28,025,569 57,991,261 Total Operations Budget $ $ $ 259,099,446 309,665,186 % Change Adopted to Adopted 20% (13%) (5%) (100%) (2%) 17% (1%) 290,947,671 (6%) Management Services O&M excl' Non Department Contingencies/Reserves totaling $157,818,380 in 2009-10 & $75,125,976 in 2010-11. Planning & Development and Public Works are combined and renamed Transportation & Development, and Housing and Redevelopment has been moved from Planning & Development Services to General Government effective FY 2010-11. FY2010-11 Operating Expenses by Cost Category – All Funds (1) (2 Operating Function General Government Management Services(2) Community Services Public Safety Transportation & Development Municipal Utilities Personnel(1) $ 22,536,125 10,940,939 18,075,019 73,622,667 17,363,652 14,154,101 Total Operations Budget $ 156,692,503 $ $ O&M 24,241,834 22,115,472 12,380,881 13,102,514 7,701,863 42,856,289 122,398,853 $ $ Operating Capital 887,049 259,607 499,206 6,269,528 2,960,054 980,871 11,856,315 $ $ Total 47,665,008 33,316,018 30,955,106 92,994,709 28,025,569 57,991,261 290,947,671 Personnel incl' one-time funding totaling $7,225,426 for costs related to early retirement, and voluntary and involuntary separations. Management Services O&M excludes Non Departmental Contingencies/Reserves totaling $75,125,976, but includes Citywide Non Departmental Appropriation (i.e. fuel reserves). 10 City of Chandler 2010-11 Adopted Budget Executive Summary STAFFING LEVEL CHANGES The tables below show the position changes (full-time equivalents) over the current and adopted budgets by department, General Fund, and all other funds. Position changes in the adopted FY 2010-11 budget are shown as “adopted” and “anticipated.” “Adopted FTEs” includes any vacant positions being eliminated in the budget. These positions were gone as of the beginning of the fiscal year. “Anticipated FTEs” refers to the number of positions to be eliminated by the end of the 2010-11 fiscal year through early retirements, and voluntary and involuntary separations. This “anticipated” designation is used here and in the departmental budgets because it is not known for sure whether the “anticipated” position to be eliminated will be the same position that eventually is eliminated. For example, a position vacated through an early retirement may not be eliminated because it performs an essential function. Rather it may be another position in another cost center that eventually is vacated as the early retirement position is filled internally. Although individuals who have been accepted for early retirement or voluntary separation must leave the workforce by October, it could take until mid-year before all of position changes related to budget are completed. This will be further complicated if layoffs become necessary and bumping occurs. In total, it is anticipated that 129.62 FTE positions will be eliminated in FY 2010-11, resulting in an 8 percent reduction from FY 2009-10 authorized positions. The position changes shown for departments include transfers to/from other departments as well as eliminations. The graph on the next page shows the City’s total FTEs per 1,000 Chandler population over the last several years and has been updated with changes in the adopted budget Changes in Staffing Levels by Fund 2009-10 Adopted FTEs 2010-11 Adopted(1) FTEs % Change to Adopted 2010-11 Anticipated(2) FTEs % Change to Adopted All Funds 1,716.25 1,625.23 -5% 1,586.63 -8% General Fund 1,428.91 1,343.29 -6% 1,315.34 -8% 287.35 281.94 -2% 271.29 -6% Other Funds Changes in Staffing Levels by Function 2009-10 Adopted FTEs General Government Community Services Management Services Fire Police Municipal Utilities Transportation & Development Total (1) (2) 2010-11 Adopted(1) FTEs % Change to Adopted 2010-11 Anticipated(2) FTEs % Change to Adopted 235.25 235.50 110.50 228.00 498.00 172.00 237.00 223.50 223.13 88.50 226.00 489.00 175.00 200.10 -5% -5% -20% -1% -2% 2% -16% 219.50 221.13 87.50 219.00 488.00 175.00 176.50 -7% -6% -21% -4% -2% 2% -26% 1,716.25 1,625.23 -5% 1,586.63 -8% FY 10-11 Adopted FTE's reflect the vacant position eliminations identified in the Department Service Reductions. FY 10-11 Anticipated FTE's reflect the filled positions identified in the Department Service Reductions. They remain in the budget, to be funded with one-time monies, and shown as anticipated eliminations since the position eliminated may be different depending on retirements, and voluntary and involuntary separations. 11 City of Chandler 2010-11 Adopted Budget Executive Summary Employee to Population Comparison 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 Population (in 1,000) Employees Per 1,000 Population * 2010-11 Estimate after anticipated position eliminations. 12 Staff/1000 population Population (in 1000) Chandler Population and No. of Employees City of Chandler 2010-11 Adopted Budget Executive Summary ONGOING REDUCTIONS The table below provides a summary of ongoing reductions over three fiscal years, including those adopted in FY 2010-11. In the General Fund, a total of just over 156 positions will have been eliminated over the three years and the operating budget reduced by $25.1 million. When other funds are included, those reductions increase to nearly 188 FTE and $29.1 million, respectively. Summary of Ongoing Reductions Over Three Years FY2008-09 thru FY2009-10 Ongoing Reductions General Fund - 101 FTE CAPA City Clerk City Magistrate City Manager's Office Community Services(1) Economic Development Fire Human Resources Information Technology ITOC City Attorney Management Services Mayor and Council Neighborhood Resources Non-Departmental Planning and Development(2) Police Public Works(2) Computer Replacement City-wide Reductions(3) General Fund Total 1.00 0.00 2.00 4.75 10.13 1.00 4.00 1.00 1.00 0.00 2.00 7.00 0.00 2.00 0.00 26.50 15.00 16.95 94.33 $ 170,203 230,636 181,173 533,169 1,751,855 596,040 601,332 211,054 411,620 50,265 159,408 893,547 58,927 252,641 581,720 2,331,968 1,490,958 2,081,429 540,000 13,127,946 FTE 2.00 0.00 1.00 2.40 6.00 0.00 7.00 1.00 2.00 0.00 0.00 4.00 0.00 0.00 0.00 9.00 10.00 11.55 55.95 $ FY2010-11 Ongoing Reductions 161,838 58,776 257,319 1,522,318 26,400 611,767 226,280 298,733 42,200 347,702 48,727 99,601 686,240 915,964 1,019,161 1,104,561 4,277,321 11,704,908 Total FTE Total Ongoing Reductions 3.00 332,041 0.00 230,636 3.00 239,949 7.15 790,488 16.13 3,274,173 1.00 622,440 11.00 1,213,099 2.00 437,334 3.00 710,353 0.00 92,465 2.00 159,408 11.00 1,241,249 0.00 107,654 2.00 352,242 0.00 1,267,960 35.50 3,247,932 25.00 2,510,119 28.50 3,185,990 0.00 540,000 0.00 4,277,321 150.28 $ 24,832,854 Other Funds HURF Fund (215) Grant Funds (217-240) Water Fund (605) Wastewater Fund (615) Wastewater R/O Fund (616) Solid Waste Fund (625) Workers Comp Fund (736) Self-Insurance Fund (737) In-house Capital Fund (902) City-wide Reductions- Other Funds(3) 5.20 1.00 6.00 1.00 1.00 0.00 1.00 1.00 1.75 - 357,658 96,127 952,415 109,989 56,033 193,930 108,364 56,581 184,901 - 0.30 3.00 1.00 9.35 - 42,762 195,579 147,825 887,094 639,796 5.50 4.00 7.00 1.00 1.00 0.00 1.00 1.00 11.10 - 400,420 291,706 1,100,240 109,989 56,033 193,930 108,364 56,581 1,071,995 639,796 Other Funds Total 17.95 $ 2,115,998 13.65 $ 1,913,056 31.60 $ 4,029,054 All Funds Total 112.28 $ 15,243,944 69.60 $ 13,617,964 181.88 $ 28,861,908 (1) Community Services FY2010-11 ongoing reductions include $400,000 for the Sunset Library lease reduction and city-wide energy cost savings of $100,000. Ongoing reductions from the consolidation of Planning & Development and Public Works are reflected in those respective departments. (3) City-wide Reductions are inclusive of compensation & benefit reductions and anticipated fleet reductions. (2) 13 City of Chandler 2010-11 Adopted Budget Executive Summary CAPITAL IMPROVEMENT SUMMARIES The tables below show a three-year history of Capital Improvement Program (CIP) spending for comparable 5year periods. The full 10-year plan adopted for next fiscal year is provided in the 2011-2020 Capital Improvement Program (CIP.) The sources and uses tables show that planned spending for 5-year periods has dropped from $1.1 billion in the FY 2009-2013 CIP to $409 million in the FY 2011-2015 CIP, or a decrease of 62 percent. Over these three CIPs, the largest declines are attributed to the decline in impact fees and secondary property tax levy, which fall by 93 and 85 percent respectively. The graph on the next page displays the expected drop in assessed values over the next 3 years, reflecting market value declines that have already taken place. These lower assessed values translate into $92 million less in bond proceeds for non-enterprise projects. Conversely, the bonds financed with water and wastewater revenues increase by about $100 million from the first 5 years of the current CIP to the first 5 years of the adopted CIP. Nearly all of that increase is attributed to a proposed $93 million bond sale in FY 2014-15 for wastewater facility upgrades originally scheduled for the second five years of the CIP. The increase from the current CIP to the adopted CIP in General Government projects reflects the inclusion of several capital projects in the CIP previously shown in the operating budget (e.g., commercial reinvestment, technology related projects.) CIP Sources and Uses of Funds (5 Year Totals) SOURCES Current Revenues Grants Impact Fees/System Dev Fees Bonds Paid by Secondary Levy Bonds Paid by Enterprise Funds 2009-2013 CIP $ 44,131,042 26,334,090 412,733,561 497,990,343 83,991,895 Adopted 2010-2014 CIP $ 74,658,249 24,724,839 87,665,214 127,375,401 193,642,190 2011-2015 CIP $ 44,935,626 32,779,315 26,268,154 22,843,766 282,149,169 % Change from 2009-2013 2% 24% -94% -95% 236% Total Sources $ 1,065,180,931 $ 508,065,893 $ 408,976,030 -62% USES General Government Community Services Police Fire Water Wastewater Streets/Traffic Airport 2009-2013 CIP $ 69,601,348 136,531,468 25,696,032 24,142,130 179,952,181 209,343,272 400,756,100 19,158,400 Adopted 2010-2014 CIP $ 4,596,930 44,856,897 1,117,267 8,580,028 59,582,808 181,604,412 189,534,251 18,193,300 2011-2015 CIP $ 17,026,293 8,360,095 1,287,500 91,057,410 223,913,661 44,825,071 22,506,000 % Change from 2009-2013 -76% -94% -100% -95% -49% 7% -89% 17% Total Uses $ 1,065,180,931 $ 508,065,893 $ 408,976,030 -62% 14 City of Chandler 2010-11 Adopted Budget Executive Summary Assessed Value Projections Assessed values used for property tax purposes have flattened and are expected to decrease for three years Secondary Assessed Values History Secondary Assessed Value Projections $4.0 -11% $3.5 -15% -5% $2.5 $2.0 $1.5 $1.0 $0.5 $FY 89 FY 90 FY 91 FY 92 FY 93 FY 94 FY 95 FY 96 FY 97 FY 98 FY 99 FY 00 FY 01 FY 02 FY 03 FY 04 FY 05 FY 06 FY 07 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 Billions $3.0 15 City of Chandler 2010-11 Adopted Budget Executive Summary COMPARISONS WITH OTHER CITIES The charts that follow are comparisons with similar-sized cities in the Valley. Chandler has consistently ranked the lowest or near the lowest in staffing ratios, cost of service, sales tax rate, municipal utility charges (water, wastewater, and solid waste), and property tax rates. Moreover, Chandler has the second to the lowest general sales tax rate (1.5%) in the entire state. These charts reflect FY 2009-10 mid year updates for Chandler and other Cities. 16 City of Chandler 2010-11 Adopted Budget Executive Summary COMPARISONS WITH OTHER CITIES (continued) 17 City of Chandler 2010-11 Adopted Budget Executive Summary COMPARISONS WITH OTHER CITIES (continued) 18 Community and Organizational Profile 2-Contents Chandler Heights Community Facilities Environmental Education Center 78 acre water recharge/wetlands 31 acre regional park 5 acre fishing lake 4.5 miles of trails Police substation 430 volunteers Community and Organizational Profile Mission Statement City Council Organizational Chart Chandler Maps Community Profile and Demographics 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. 19 City of Chandler 2010-11 Adopted Budget Community and Organizational Profile Chandler, Arizona and Neighboring Communities Map 20 City of Chandler 2010-11 Adopted Budget Community and Organizational Profile For the 22nd consecutive year 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, 2009. 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. 21 City of Chandler 2010-11 Adopted Budget Community and Organizational Profile 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. 22 City of Chandler 2010-11 Adopted Budget Community and Organizational Profile 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 29-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. 23 City of Chandler 2010-11 Adopted Budget Community and Organizational Profile 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 25 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. Councilmember Donovan is the Executive Director of Chandler Christian Community Center. 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. 24 City of Chandler 2010-11 Adopted Budget Community and Organizational Profile 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 business development manager for Honeywell, Inc., responsible for business development, sales and marketing of more than $85 million worth of satellite technology communications programs 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. He is currently involved with the Hamilton High School Wrestling Booster Club and teaching Junior Achievement courses to elementary age school children. He is married to Pat and they have 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. 25 City of Chandler 2010-11 Adopted Budget Community and Organizational Profile 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 (RETIRED) W. Mark Pentz served as the Chandler City Manager during the preparation of this budget, and retired following its adoption, having served over 6 years as Chandler’s 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 had served in City government since 1976. Pentz was awarded the John J. DeBolske Professional Excellence Award in 2010 from the Arizona City/County Management Association; the highest honor that ACMA may bestow upon a manager. 26 City of Chandler 2010-11 Adopted Budget Community and Organizational Profile R I C H D L U G A S, A C T I N G C I T Y M A N A G E R Rich Dlugas was appointed Acting City Manager following the adoption of this budget. He began his duties as Assistant City Manager in March 2002. Prior to that he had been the Community Services Director with the City since October of 1994. Prior to coming to Chandler, Rich was the Director of Parks and Recreation for the City of Denton, Texas, and Assistant Director of Parks and Recreation for the City of Plano, Texas. Rich holds a bachelor’s degree and master’s degree in Parks and Recreation Administration from Illinois State University, Normal, Illinois. 27 City of Chandler 2010-11 Adopted Budget Community and Organizational Profile 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 through June 2010 Steven Philbrick Chief Information Technology Officer Dennis Strachota Management Services Director Rich Dlugas Acting City Manager since June 2010 Dave Siegel Municipal Utilities Director Pat McDermott Assistant City Manager Sherry Kiyler Police Chief R.J. Zeder Transportation & Development Director 28 City of Chandler 2010-11 Adopted Budget Community and Organizational Profile CITY OF CHANDLER ORGANIZATIONAL CHART (With Full Time Equivalency (FTE)) CITIZENS OF CHANDLER MAYOR/CITY COUNCIL 5 FTE ADVISORY BOARDS/ COMMISSIONS CITY CLERK CITY MANAGER 6 FTE CITY ATTORNEY 7 FTE 27 FTE COMMUNICATIONS/ PUBLIC AFFAIRS COMMUNITY SERVICES 13 FTE 223.125 FTE ECONOMIC DEVELOPMENT FIRE 7 FTE 226 FTE HUMAN RESOURCES INFORMATION TECHNOLOGY/ GIS 18 FTE CITY MAGISTRATE 42 FTE 54 FTE MANAGEMENT SERVICES MUNICIPAL UTILITIES 88.5 FTE 175 FTE NEIGHBORHOOD RESOURCES POLICE 41.5 FTE 489 FTE TRANSPORTATION & DEVELOPMENT * DOWNTOWN REAL ESTATE 1 FTE 200.1 FTE DOWNTOWN REDEVELOPMENT 2 FTE * Beginning fiscal year 2010-11, the former Public Works and Planning & Development departments are combined to create the Transportation & Development Department. 29 30 City of Chandler 2010-11 Adopted Budget Community and Organizational Profile City of Chandler 2010-11 Adopted Budget Community and Organizational Profile 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. qualified businesses. Chandler has an expanding high technology base. The Chandler unemployment rate is 6.7%. 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. Annual disposable income in Chandler is over $4.8-billion. 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. MAJOR EMPLOYERS INDUSTRIAL EMPLOYERS Name Intel Corporation Microchip Technology, Inc. Freescale Semiconductor Orbital Sciences Avnet Logistics 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. Employees 9,600 1,600 1,450 1,450 1,000 NON-INDUSTRIAL EMPLOYERS Name Bank of America Chandler Unified School District Wells Fargo Corporate Campus Verizon Wireless Chandler Regional Hospital City of Chandler Basha’s Corporate & Distribution STABILITY OF THE ECONOMY Employees 3,500 3,000 2,243 2,000 1,965 1,560 1,114 HOUSING MARKET Though the economic recession has affected the entire Phoenix Metropolitan Area, Chandler has remained fiscally sound. 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. Easy access to a number of freeways provides seamless connectivity to the rest of the greater Phoenix metropolitan area, and Southern Pacific Railroad provides rail service. 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. The City’s 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 is located within the Chandler Enterprise Zone, which provides income tax credits and/or favorable property tax reclassifications to 31 City of Chandler 2010-11 Adopted Budget Community and Organizational Profile The golf enthusiast will enjoy playing at Bear Creek Golf Course, San Marcos Resort, or the Ocotillo Golf Club; just a few of the exceptional golf courses found within Chandler. Six aquatic facilities feature lap pools, water slides, and zero-depth pools. RECREATIONAL ACTIVITIES Chandler has four libraries, art galleries, a Center for the Arts, a Senior Center, and 60 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 four “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 offering 4 ½ miles of trails and numerous wildlife viewing areas. It is also home to the Environmental Education Center, which offers 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 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 State University Sports Fiesta Bowl Firebird International Raceway Phoenix International Raceway Turf Paradise Horse Racing Greyhound Dog Racing ARTS and FESTIVITIES The Vision Gallery, is a nonprofit fine arts gallery offering rotational exhibitions of artworks by over 350 regional artists. It located in the downtown district, but will be relocating across the street after the new City Hall facility is complete. 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 1,508-seat Chandler Center for the Arts demonstrates the community’s passion for the performing arts. The 2010-11 program includes: Michael Bolton, Howie Mandel, Cirque Shangai Bai Xi, 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. 32 City of Chandler 2010-11 Adopted Budget Community and Organizational Profile 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, Sears, and Target, as well as many specialty stores. Directly across from the Fashion Center is a full-service, 197-room, Hilton hotel. Chandler has several large retail centers: Chandler Pavilions, Casa Paloma, and Chandler Gateway West include several large stores such as Ultimate Electronics, The Gap, White House/Black Market, Bed, Bath and Beyond, and Sam’s Club. Crossroads Towne Center is a power center anchored by Wal-mart, Home Depot, Petsmart, and Harkins Theatres. Restaurants include Paradise Bakery, Olive Garden, Red Lobster, and El Palacio. Historic downtown Chandler, which runs along Arizona Avenue from Chandler Boulevard to Pecos, offers locally-owned dining and unique shopping establishments, and includes the historic San Marcos Resort and Golf Course. Award-winning and international choices are all located within walking distance, including La Stalla Cucina Rustica, Latitude Eight Thai Grill, San Tan Brewery, Murphy’s Las, Sushi Eye in Motion, and the Urban Tea Loft. Shops include Tryst @ Inspirador, Porch & Parlor Antiques, The Tattered Gypsy, Yes I Do Bridal Art & Photography, The Beaderie, and Dazzle Boutique. 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 EDUCATION FACILITIES The Chandler Unified School District provides primary and secondary education through twentyeight elementary schools, five junior highs, seven high schools, and one K-8 school. The public school system is nationally recognized for excellence in education. A number of private schools are also located within Chandler. SHOPPING and DINING Chandler’s thriving opportunites for shopping and dining 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. 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. 33 City of Chandler 2010-11 Adopted Budget Community and Organizational Profile DEMOGRAPHICS Incorporated Area – Square Miles 2010 2009 rev. 2009 2008 2007 2006 2005 2004 2003 64.400 64.400 64.460 64.370 64.200 63.460 63.313 63.186 61.420 2002 2001 2000 1999 1998 1997 1996 1995 1994 Racial Composition (%) 60.916 60.775 58.600 56.420 53.450 52.715 52.500 51.183 51.023 Climate Average minimum temperature Average maximum temperature Average annual temperature Average annual precipitation Hispanic/Latino Ethnicity (of any race) 25.4 Less than 9th Grade 9th-12th 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 5.9 5.8 20.5 33.9 33.9 *Figures from Claritas 2009 Household Income 2010 (%) 50.6 49.4 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 2010 (projected) 2009 2008 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 0.5 99.5 86.9 5.0 4.5 1.6 1.5 Highest Education Attainment (%)* Gender (%) Male Female Two or more Races One Race White Asian or Pacific Island African American Native American Other 254,600 252,488 250,759 247,097 241,910 238,930 224,644 211,984 201,263 189,498 176,581 132,360 89,862 29,673 13,763 9,531 5.1 12.7 12.9 23.8 18.1 18.7 8.7 $83,172 $71,404 2.66 Election May 18, 2010 Registered Voters Votes Cast Percent Voting Current Registered Voters (as of May 18, 2010) 115,139 43,610 37.88% 115,139 Age Composition (%) 0-19 years 20-64 years 65 plus years 31.6 60.1 8.3 * Unless otherwise noted, figures presented are projected thru June 30, 2010. 34 City of Chandler 2010-11 Adopted Budget Community and Organizational Profile 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 (%) 28.7 40.8 11.7 7.9 10.4 0.5 2009-10 (as of 03/10) 2008-09 (as of 04/09) 2007-08 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 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 (2010-11) per $100 $1.1814 Primary Tax Levy $0.3292/$100 Secondary Tax Levy $0.8522/$100 2009-10 2008-09 (revised) 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 Property Tax Assessed Valuation Primary Secondary 2009 $3,057,167,831 $3,508,071,609 6.7 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 2010 $2,944,254,336 $3,111,346,300 Issued 3,956 2,090 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 Value $ 411,403,322 376,745,879 669,812,746 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 * Unless otherwise noted, figures presented are projected thru June 30, 2010. 35 City of Chandler 2010-11 Adopted Budget Community and Organizational Profile 2009-10 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 2008-09 511 339 172 8,877 35.3 2009-10 497 332 165 8,261 32.6 3,542 41,536 159,073 3,106 34,972 150,039 5:59 5:34 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 2008-09 10 229 207 22 440 12,440 3,548 5,468 2009-10 10 226 205 21 434 12,704 3,756 5,458 22,230 19,827 502 1,864 679 1,739 2008-09 72,555 857 24 2009-10 73,042 862.4 22.3 32 35 60 62 2008-09 1,951 26,500 204 2009-10 1,972 26,600 209 Water Connections Miles of Water Lines Miles of Reclaimed Water Lines Operating Wells Daily Pumping Wells Capacity (MGD) Production Treatment Capacity (MGD)* Public Works Street Lane Miles Street Lights Signalized Intersections 2009-10 68,362 85,160 84,740 420 22,245 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 2008-09 67,902 89,408 88,858 550 24,596 2008-09 76,719 1,189 122 2009-10 76,894 1,194 122 29 66.02 31 70.7 60 72 * Chandler Surface WTP & Santan Vista WTP combined. Aviation Based Aircraft 2008-09 483 2009-10 449 * Unless otherwise noted, figures presented are projected thru June 30, 2010. 36 City of Chandler 2010-11 Adopted Budget Community and Organizational Profile 2009-10 SERVICE STATISTICS Library Library Materials Annual Circulation Library Visits Registered Borrowers Center for the Arts 2008-09 460,000 2,387,060 1,400,000 219,267 2009-10 460,500 2,600,000 1,650,000 240,000 No. of Events and Exhibits Attendance Volunteer Hours Theatres Exhibition Areas 2008-09 977 281,750 12,180 3 2 2009-10 325 60,000 7,500 2 2 Vision Gallery Gallery Visits # of KidzArt Workshops Participation in KidzArt Workshops # of Special Events and Exhibits 2008-09 10,920 54 1,620 2009-10 8,800 54 2,000 10 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 2008-09 59 1,126.81 407.09 6 34 2008-09 38 1 9 5 1 2009-10 37 1 8 7 1 Recreation 2009-10 60 1,189.10 344.80 6 34 2008-09 2009-10 No. of Family Special Events 7 7 No. of Rec. Classes Offered 4,866 4,801 Volunteer Hours 28,800 33,500 Meals Served at Sr. Center 15,500 16,000 School Sites-Recreation Offered 3 3 (Anderson, Willis, & SanTan Middle School) * Unless otherwise noted, figures presented are projected thru June 30, 2010. 37 City of Chandler 2008-09 Adopted Budget Community and Organizational Profile 38 Introduction Budget Policies Process, and Decisions 3-Contents Strategic Goals and Organizational Priorities Budget Policies Budget Process Recommendations Introduction Chandler Care Center New 8,800-sq.-ft. facility Serves uninsured children and youth Medical, dental, counseling services Immunizations, parent education, social services Food, clothing, essentials Z6 FRIDAY, APRIL 16, 2010 3 Medical clinic a godsend to city’s poor New facility next door to Galveston school offers free health care C.A.R.E. Clinic Address: 777 E. Galveston St., Chandler. Services: Free dental, medical and counseling services. Cost:: $2.5 million. By Kerry Fehr-Snyder Th e Repu bli c | a zcentra l.c om One by one, Maria Bojorquez’s four children lifted themselves up on the table so a doctor could examine them. Victoria, the 9-year-old, had a 102-degree fever and a sinus infection. Her 12-year-old brother, Uriel, was suffering from asthma and needed steroid medication. Sisters Sarah, 3, and Marian, 5, had ear infections. Bojorquez, who doesn’t have health insurance, said she had little choice but to bring her children to a free clinic, the new $2.5 million C.A.R.E. Clinic in central Chandler. “I would be at the emergency room at Chandler Regional (Medical Center),” she said of her only alternative. The clinic opened three weeks ago next to Galveston Elementary School. The clinic is on Galveston Street, south of Chandler Boulevard and east of McQueen Road. The clinic is staffed by doctors like Jeanette Camacho, who volunteers to see sick children who have no other options for care. C.A.R.E. stands for Children’s Assistance Resource and Education. The center replaces a cramped clinic that has operated at San Marcos Elementary School for more than a decade. Last Friday was Camacho’s first day volunteering at the clinic after eight years working at the old site. “Holy moly, this is beautiful,” she said of the center. “At the other clinic, we were tripping over food boxes in the food bank and there was just one room.” By comparison, the new clinic is a sprawling, 9,000-squarefoot facility with three patient rooms, three dental chairs, group counseling and private Features: Three patient rooms, three dental stations, a food bank. Information: 480-812-7900, www.chandlercarecenter.org/. PHOTOS BY PAT SHANNAHAN/THE REPUBLIC Dr. Jeanette Camacho tries to calm 20-month-old Elizabeth Cossio, in the arms of her mother, Perla. Elizabeth’s eczema covers her face and ears. Camacho wrote a prescription for antibiotics and creams. ‘‘ I would be at the emergency room at Chandler Regional (Medical Center).” Maria Bojorquez Uninsured Chandler mother, explaining her only alternative to the free C.A.R.E. Clinic Camacho inspects Sarah Bojorquez for an infection at the C.A.R.E. Clinic. Her mother, Maria, brought Sarah and her three siblings. mental health counseling rooms. The facility contains a quiet room for young dental patients who cry and space for medical supplies and records. The clinic, which is open to Chandler residents only, saw close to 20 patients the first day it took appointments. An additional 23 patients streamed into the clinic last week. Among them was Anthony Orozco, an 11-year-old student from Galveston Elementary who complained of a growth on the top of his head. His mother, Concepcion, wanted to ensure the growth wasn’t something to worry about. Camacho determined that it was a wart and that Anthony should use a prescription medicine every night for two weeks to remove it. But before she was done, Camacho checked Anthony for other medical problems, including back pain and asthma. Anthony recently fell off his skateboard while riding it down a slide. “He probably just bruised his back,” Camacho told his mother. The doctor also checked his breathing to ensure his exerciseinduced asthma was under control. Camacho’s next patient was Elizabeth Cossio, a 20-monthold girl with eczema that covered her face and ears. “It’s infected, really infected right now,” she told the girl’s mother, Perla Cossio. The doctor wrote out a prescription for antibiotics and two creams and told the mother to keep the child’s skin clean with Dove soap. Cossio, who paid nothing for the visit, said she heard about the clinic from her aunt after she considered taking her daughter to the hospital. Clinic patients get prescriptions filled for free by taking them to a Bashas’ grocery. The program is paid for by Chandler, Toyota Financial Services, Walmart and Chandler Unified School District employees who donate money to United Way. “This is the only place in the East Valley for the uninsured to get free treatment, free imaging and free medical tests,” center director Susan Horan said. That was something Beverlee Spisz, 14, was counting on while suffering from headaches after hitting her head on a shelf. Her mother, Susan Allen, said she was worried her daughter had suffered a concussion. “Thank God this clinic is here because she’s been hurting and in pain, and I didn’t know what to do,” Allen said. Budget Policies Introduction Process, and Decisions Community partnerships CHANDLER NEWS Introduction City of Chandler 2010-11 Adopted Budget Budget Policies, Process, and Decisions BUDGET POLICIES, PROCESS, AND DECISIONS 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 contacts 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 will be updated and/or revised following the November 2010 election. 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. 39 City of Chandler 2010-11 Adopted Budget Budget Policies, Process, and Decisions • Re-brand the Price Corridor to reflect its 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. 40 City of Chandler 2010-11 Adopted Budget Budget Policies, Process, and Decisions 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 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, except as is provided by the budget stabilization reserve policy. 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 assure 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. 41 City of Chandler 2010-11 Adopted Budget Budget Policies, Process, and Decisions 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 2011-2020 CIP is a tenyear 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 excluding transfers in. • A budget stabilization reserve will be created within the General Fund to help offset operating deficits that result from economic downturns and that can create adverse service impacts. The Council may add to the reserve from time to time, but not draw from it for more than three consecutive fiscal years. • 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. 42 City of Chandler 2010-11 Adopted Budget Budget Policies, Process, and Decisions • 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 will have a goal of 15% of operating revenues. • 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 online 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. • Chandler utilizes the base budget method, where departments are allocated the prior year's base to support all ongoing operations. 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 Management Services 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. • In most years, Chandler operates under the Alternative "Home Rule" Expenditure Limitation allowed by the State. Due to a change in state law, the Home Rule election could not occur in the Spring of 2010. On May 18, 2010, voters instead approved a One-Time Override of the State-Imposed Expenditure Limitation for FY 2010-11. 43 City of Chandler 2010-11 Adopted Budget Budget Policies, Process, and Decisions 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 November 2, 2010, the City of Chandler voters will be asked if they would like to continue under Home Rule for 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. 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. 44 City of Chandler 2010-11 Adopted Budget Budget Policies, Process, and Decisions • 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. • 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 CAFR 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 (carryforward of savings has been suspended for FY2010-11). Department directors have the ability to expend accumulated savings toward any type of City-approved expenditure except for personnel services. ECB 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 be 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 are allowed to control their own operations and maintenance (O&M) expenditures by developing their own line item budgets. Department directors are allowed flexibility in programming and allocating funds within their own O&M budgets. Department O&M 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 use of ECB 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. 45 City of Chandler 2010-11 Adopted Budget Budget Policies, Process, and Decisions HIGHLIGHTS OF THE 2010-11 BUDGET AND 2011-2020 CAPITAL IMPROVEMENT PROGRAM CALENDAR Executive Leadership Team (ELT) Budget Savings/Service Level Meetings Management Services Subcommittee Briefing August - December, 2009 October 30, 2009 Council Briefing – Preliminary 5-year General Fund Forecast & Service Levels/Priorities November 16, 2009 Directors Develop Target General Fund Reductions based on Preliminary Forecast Nov. 24 December 30, 2009 Council Budget Workshop December 8, 2009 CIP Coordination Team Meetings Dec. 16 – January 20, 2010 CIP Coordination Team Recommendations to City Manager Community Budget Meetings January 27, 2010 Feb. 1 – February 17, 2010 Council Budget Workshop February 6, 2010 Updated 5-year General Fund Ongoing Forecast sent to Council City Manager FY2010-11 Budget Recommendations to City Council March 4, 2010 March 24, 2010 Departments Submit Budgets April 20, 2010 Distribute Budget and CIP Booklets to Council, CMO, and Departments May 12, 2010 All Day Budget Briefing with Council May 21, 2010 Council Amendments due to Budget Office May 27, 2010 Budget Amendment Introduced at City Council (Study Session) June 7, 2010 Tentative Budget Adoption June 10, 2010 Public Hearings: 2010-11 Budget and Property Tax Levy; 2011-2020 Capital Improvement Program (CIP) June 24, 2010 Final Budget and CIP Adoption June 24, 1010 Property Tax Levy Adoption (must be a period of at least 14 days between Final Adoption & Tax Levy Adoption) 46 July 26, 2010 City of Chandler 2010-11 Adopted Budget Budget Policies, Process, and Decisions 2010-11 Budget Process AUGUST SEPTEMBER Prepare Budget Gap Analysis Executive Leadership Teams (ELT) Identify Potential Organization-Wide Savings OCTOBER Define and Prioritize Services and Services Levels NOVEMBER Preliminary 5-year General Fund Forecast DECEMBER Council Budget Workshop Capital Improvement Project (CIP) Coordination Team Meetings JANUARY FEBRUARY Directors Develop Target General Fund Reductions and submit Decision Packages for new requests CIP Coordination Team Recommendations presented to City Manager Finalize Budget Reductions and Decision Packages based on City Manager priorities Council Budget Workshop & Community Budget Meetings MARCH Provide updated 5-year General Fund Ongoing Forecast for Council Review City Manager FY2010-11 Budget Recommendations to Council APRIL Distribution and submittal of Departmental Budgets MAY Proposed Budget and CIP Booklets sent to Council All Day Council Budget Briefing JUNE Council Amendments introduced at Study Session Tentative Budget Adoption Final Budget & CIP Adoption 47 City of Chandler 2010-11 Adopted Budget Budget Policies, Process, and Decisions 2010-11 BUDGET PROCESS DETAIL 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. The previous process flowchart and budget calendar include dates which comply with the legal mandates of the City and State. 1. Prepare Budget Gap Analysis – For fiscal year 2010-11, the budget process began in August with a review of recent revenue trends, followed by updated assumptions and forecasts for the largest revenue sources and spending items. Through this broad review, Budget staff was able to estimate the range of General Fund budget gaps for the 2009-10 and 2010-11 fiscal years. 2. Identify Potential Organization-Wide Savings – Executive Leadership Teams (ELT) were formed to review areas for potential savings on an organization-wide level. These areas included energy, fleet, program consolidation, and personnel benefits. 3. Define and Prioritize Services and Service Levels – With guidance from Budget staff, Directors identified the details of department services and service levels, followed by a department-level prioritization of those services. Once the internal prioritizations were completed, Directors came together to review and prioritize the services as a whole, and discuss potential recommendations to the City Manager. 4. Preliminary 5-year General Fund Forecast –Budget staff prepares an annual 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. 5. Capital Improvement Program (CIP) – 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. If a capital project results in the need for additional personnel, utilities, maintenance, supplies, equipment or other ongoing costs, those must be included with the request. Budget staff reviews all of the CIP project requests, performing a detailed analysis to ensure accuracy regarding project descriptions, funding sources and operational/maintenance (O&M) costs. The CIP Coordination Team provides a comprehensive, citywide review of the CIP projects and determination of priorities, and is comprised of department directors and key staff members from all CIP departments, as well as staff from Budget and Economic Development. For fiscal year 2010-11, the team prepared several CIP scenarios for presentation to Council, each based on a different tax levy option. 6. Council Budget Workshops – In preparation of the FY2010-11 proposed budget, several Council budget workshops were held, as a way to improve communication and get Council guidance much earlier in the process than in previous years and at various stages. 7. Target General Fund Reductions – Based on the gap analysis for fiscal year 2010-11, and using their service and service level priorities, departments identified potential budget reductions. The Budget staff reviewed the reductions and compiled results for consideration by the ELT, which then prioritized them on a citywide level for presentation to the City Manager. 48 City of Chandler 2010-11 Adopted Budget Budget Policies, Process, and Decisions 8. The Decision Package Process (for New Requests) – 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 other budget needs depending upon the financial situation. The Budget Office reviews and provides the 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. 9. Finalize Budget Reductions and Decision Packages based on City Manager Priorities – The City Manager and Assistant City Managers meet with Directors to discuss future needs and recommended reductions, and as a result, Departments adjust requests and reductions accordingly. 10. Community Budget Meetings – For the FY2010-11 budget, several Community Meetings were held early in the process to allow for more community involvement and input. Citizens were invited to participate in small group discussions and comment on issues of concern. 11. Update 5-year General Fund Ongoing Forecast – The General Fund revenues and expenditures are continuously monitored and reviewed. Especially during difficult economic times, it is imperative that Council be frequently updated on the status of the General Fund forecast so that they may make the most informed and educated decisions possible. Using updated revenue estimates from departments, updated personnel estimates, and the most up to date economic indicators, staff is able to provide a more current forecast to Council mid-way through the budget process. 12. City Manager Recommendations to Council – The City Manager is always intimately involved in the budget process throughout. For fiscal year 2010-11, after months of review and discussion with department Directors, Council, and Citizens, a summary of the initial recommendations were presented to Council in advance of the presentation of the Proposed Budget, a step not taken in recent years. 13. Departmental Budget Allocation/Proposed Budget – Once the CIP and Budget review is completed, departments receive notification of their base budgets, including one-time and ongoing adjustments. 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. Proposed Budget/CIP 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. Also included are 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. 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). Major issues and recommendations, as well as budget policies are presented in the Executive Summary and Budget Highlights booklets. 15. City Council Budget/CIP Briefing – The City Manager introduces the budget and CIP to the Council for discussion and summarizes the major issues affecting the budget. 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. As with all public meetings, this budget briefing is open to the public. 16. Council Amendments – Council may make amendments to the proposed budget up until the final adoption. Amendments and recommendations are typically presented at a special meeting and the proposed budget is modified to reflect any approved amendments prior to tentative adoption. 17. Tentative Budget Adoption –The tentative adopted budget sets the expenditure limitation of the City budget. Council amendments may be made after the tentative adoption; however, these cannot increase the budget amount, they can only reduce or reallocate expenditures. 18. Public Hearing - Final Budget and CIP Adoption - A formal public hearing is held, during which the Budget and Capital Improvement Program (CIP) are finally adopted for the ensuing fiscal year. 49 City of Chandler 2010-11 Adopted Budget Budget Policies, Process, and Decisions 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 that takes into account the current economy, the lag in recovery time between private and public sectors, 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 a thorough analysis of revenue and expenditure projections, both water and sewer rate increases were necessary in FY 2009-10. Increases of 6% and 13% in water and wastewater rates, respectively, were approved and went 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 2010-11. 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. The City and the Airport Commission are continuing to review and modify the airport revenues and expenditures so that airport operations will become self-sustaining. Employee Compensation The FY 2010-11 Adopted Budget includes no increases in employee compensation from Cost Of Living Adjustments (COLA) or ongoing merit increases, except for those required by contract, and reflects employer decreases in medical contributions and reductions in cell phone and car allowances. Contracts with collective bargaining units were not yet finalized with the adoption of the budget, but Council provided direction that ongoing expenses would be cost neutral. 50 City of Chandler 2010-11 Adopted Budget Budget Policies, Process, and Decisions Property Tax The City's combined property tax rate for FY 2010-11 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 2010-11 Property tax rates for our neighboring cities as compared to Chandler are shown on the chart below. 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 a property value does not increase, the corresponding local property tax payments will also not increase. If a property value does increase, even though the rate is the same, the amount paid in local taxes will increase. Chandler’s primary net assessed valuation for fiscal year 2010-11 is $2,944,254,336, which reflects a 3.7% decrease compared to 2009-10. The City’s 2010-11 primary tax rate remained unchanged at $0.3292. 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 remained the same, at $0.8522 per $100 of assessed valuation. Chandler's secondary assessed valuation for 2010-11 is $3,111,346,300 or a 11.3% decrease compared to 2010-11. 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 property tax revenues for at least a couple of years, as there is a two year lag between market sales and property tax collection. 51 City of Chandler 2010-11 Adopted Budget Budget Policies, Process, and Decisions 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. Having a contingency reserve protects our fiscal health by assuring sufficient funds are available to meet financial challenges in the future. This contingency reserve policy is one reason all three principle rating agencies, Moody’s, Standard and Poor’s, and Fitch, have rated the City of Chandler’s general obligation bonds at AAA, the highest rating a city can achieve. 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 $19.5 million in 2010-11, a 21% decrease from FY 2009-10 indicative of declining revenues. Additionally, 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.” 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. Each year since 2008-09, Council has approved a $5 million Revenue Fluctuation Reserve to add additional security as the City responds to the impacts of such 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 2010-11, the one-time funds set aside totaled $325,000 and the ongoing funds at $75,000. The application of those funds for FY 2010-11 is detailed below. Fund remaining after the budget adoption will be available for the Council to vote to apply to 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 2010-11 are provided below. Ongoing One-Time Total Department Council Reserve Amendments Law Department Maintain Legal Clerk Position Neighborhood Resources Youth Enhancement Program - 64,900 64,900 Community Services Maintain Library Hours - 166,733 166,733 Community Services Maintain Pool Hours - 17,147 17,147 Fire Department Fire Dept Child Immunization Program - 25,552 25,552 $ Total Council Reserves $ 46,732 46,732 $ $ Ongoing - 274,332 $ $ One-Time 46,732 321,064 Total Department Other Budget Amendments Community Services Maintain Pool Hours Police Department Maintain DARE & School Resource Officer Programs - 947,413 947,413 Non-Departmental Façade Conservation Program Reduction - (400,000) (400,000) Non-Departmental Downtown Redev. Demolition/Acquisition Reduction - (100,000) (100,000) Non-Departmental Historic Downtown Maintenance Reduction - (100,000) (100,000) Non-Departmental Strategic Economic Development Reduction - (347,413) (347,413) Citywide Medical Premium Cost Phasing - 225,000 225,000 Citywide Capital Improvement Program (CIP) Reduction - Citywide CIP Maintenance Funding $ 39,440 $ $ 52 39,440 $ (12,686,088) - Total Other Amendments - 3,000,000 $ (9,461,088) $ 39,440 (12,686,088) 3,000,000 (9,421,648) City of Chandler 2010-11 Adopted Budget Budget Policies, Process, and Decisions 2010-11 Budgetary Additions and Reductions The City of Chandler is committed to continually identifying efficiencies in operations and service delivery. This becomes even more critical when revenues continue to come in at historically low levels. Although dramatic reductions were incorporated into the fiscal year 2009-10 budget and before, additional reductions were still needed to balance the 2010-11 budget. To do so, departments were asked to complete a detailed inventory of 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, Community Budget meetings, Council workshops, and regular employee information exchanges. As a result, fiscal year 2010-11 contains few requests for ongoing or one-time supplemental funds. Reduction Packages and only essential increases were approved through the adopted budget, and the only position to be added will be funded through an intergovernmental agreement with the Town of Gilbert. Attached are the fiscal year 2010-11 Summary of Additions for the General Fund, Enterprise Funds, and Internal Service Funds, followed by the detail of recommended additions for each fund. Also included is the 2010-11 Summary of Reductions, separated by fund. FY 2010-11 Summary of Additions – General Fund Dept / Division Addition ADDS One-Time Ongoing FTE City Magistrate Contract Programmer (from Judicial Enhancement Funds) Total 20,000 City Magistrate Total 0.00 Community Services Jazz Festival Aquatic Facility Equipment & Improvements Museum Support Staff Chandler Symphony Orchestra Special Events/Rental Overtime Recharge (Full Revenue Offset) S Arizona Ave Corridor Improvements Sunset Library Lease Payments 20,000 $ 40,000 160,060 30,000 37,800 57,700 141,948 Community Services Total Economic Development Incubator Operations (1st Year $230,131 Partial Revenue Offset) 0.00 Economic Development Total 0.00 20,000 - 467,508 - 20,000 $ 40,000 24,410 * 40,000 160,060 30,000 37,800 40,000 82,110 141,948 64,410 531,918 403,394 403,394 403,394 403,394 Fire Fire Grant Match Medical Records Scanners Urban Survival Education Program Mechancial Maintenance Tools & Equipment Emergency Power Generator Installation Training Equipment 163,986 11,000 32,076 33,000 65,000 30,500 Fire Total 0.00 Information Technology Total 0.00 Information Technology Oversight Committee (ITOC) ITOC City Wide Projects 163,986 11,000 32,076 33,000 65,000 30,500 303,486 32,076 335,562 - 65,000 65,000 - 65,000 65,000 Law Domestic Violence Training Updates (from restricted funds) Law Total 5,000 0.00 5,000 Management Services Tax & License Temporary Staffing Tax Mantra Software Maintenance/Support Management Services Total * = CIP-related 53 0.00 - 5,000 - 5,000 106,000 69,550 106,000 69,550 175,550 175,550 City of Chandler 2010-11 Adopted Budget Budget Policies, Process, and Decisions FY 2010-11 Summary of Additions – General Fund (con’t) Dept / Division Addition ADDS One-Time Ongoing FTE Total Police Bullet Proof Vests Standby Pay Police Lab Services (Full Revenue Offset) Extradition of Subjects with Felony Warrants Impound Vehicle Contract Services 260,837 1.00 Police Total 1.00 260,837 Transportation & Development Green Building Program Street & Landscape Maintenance & Utilities E. Armstrong Way Generator O&M Utility Cost Increase New Traffic Signals 22,000 215,737 237,737 417,474 92,229 50,000 66,560 260,837 417,474 92,229 50,000 66,560 626,263 887,100 93,547 * 16,110 169,955 3,350 22,000 309,284 16,110 169,955 3,350 282,962 520,699 Public Works Total 0.00 GRAND TOTAL GENERAL FUND 101 1.00 $ 1,294,568 $ 1,649,655 TOTAL GENERAL FUND Reflecting Offsets 1.00 $ 1,294,568 $ 1,287,295 Revenue Offsets $ 2,944,223 $ 2,581,863 (362,360) * = CIP-related FY 2010-11 Summary of Additions – Other Funds Dept / Division Addition ADDS One-Time Ongoing FTE Total Management Services (Uninsured Liability Fund) Asbestos Assessments - Phase II 216,000 Management Services (Uninsured Liability Fund) Total 0.00 216,000 216,000 - 216,000 Municipal Utilities (Water Operating Fund) Meter Replacement Program Information Technology Oversight Committee Project Municipal Utilities (Water Operating Fund) Total 1,200,000 252,000 0.00 1,200,000 252,000 1,452,000 - 1,452,000 Municipal Utilities (Wastewater Operating Fund) Information Technology Oversight Committee Project Municipal Utilities (Wastewater Operating Fund) Total 108,000 0.00 108,000 108,000 - 108,000 Municipal Utilities (Solid Waste Operating Fund) Information Technology Oversight Committee Project 40,000 Municipal Utilities (Solid Waste Operating Fund) Total 0.00 GRAND TOTAL OTHER FUNDS 0.00 54 40,000 40,000 $ 1,816,000 $ - 40,000 $ 1,816,000 City of Chandler 2010-11 Adopted Budget Budget Policies, Process, and Decisions 2010-11 Budgetary Additions to General Fund The fiscal year 2010-11 Adopted Budget contains the following additions to the General Fund. The ongoing costs include any salaries, benefits, and other items, 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 2010-11. One-time Cost Ongoing Cost City Magistrate One-time funding is requested for programming services to facilitate enhancements and new features within the Criminal Justice Information System (CJIS). Funding will be provided from Judicial Collection Enhancement funds. $ 20,000 $ Community Services One-time funding is requested for promotion and operations of activities related to the Jazz Festival and Fall Rhythm Festival. These festivals received one-time funding last year. In response to reductions in funding, staff has made changes that reduce costs but will still provide for successful events. One-time funding is requested for various equipment and improvements at city pools. 40,000 160,060 In accordance with a Memorandum of Understanding between the City and the Chandler Historical Society, one-time funding is requested to pay existing museum support staff. 30,000 One-time funding is requested by the Chandler Symphony Orchestra to partially fund the organization so they can continue to provide free public concerts from October 2010 to May 2011. 37,800 Funding is requested to provide for overtime incurred at special events, ballfields and rental preparations. These amounts are to be reimbursed by the applicant/patron requesting the service. 40,000 One-time funding of $57,700 and ongoing funding of $24,410 is requested for South Arizona Avenue Corridor Improvements, including landscaping, utilities, electrical parts and maintaining the right-of-way. 57,700 The City is currently negotiating an option to purchase the Sunset Branch Library as part of the lease agreement. In the event the sale is not completed prior to July 2010, one-time funds are requested to make the lease payments required for the fiscal year. 141,948 24,410 Economic Development Funding is requested satisfying terms of a ten-year lease for the Innovations incubator project. It is estimated that lease receipts will partially offset the first year by $230,131 and future year expenses will be completely offset as all the space is leased. 403,394 Fire Department The Fire Department will apply for federal grant funding from several sources totaling $600,000. If approved, a one-time 20% match of $120,000 will be required to accept these funds. In addition, one-time grant matches of $43,986 for existing grants that will not be concluded prior to the end of year need to be carried forward. 163,986 One-time funding is requested to purchase a document scanner for each of the 10 fire stations as well as the Fire Training Center Office to scan medical records into the City’s Electronic Document Management System (EDMS). 11,000 Funding is requested to reinstate the Urban Survival Education Program to teach life safety skills at 21 Chandler elementary schools. One-time funding is requested to provide tools and equipment to outfit one vehicle so the Mechanical Maintenance Division can perform routine maintenance activities at the fire stations. This will save out-of-service time and travel costs on frontline response vehicles. 55 32,076 33,000 City of Chandler 2010-11 Adopted Budget Budget Policies, Process, and Decisions One-time Cost Ongoing Cost Fire Department (cont.) The maintenance agreement for City’s licensing and tax collection software system, providing for the administration and process of almost 50% of General Fund revenues, will expire in August 2010. Funding is requested for a new five-year maintenance agreement. $ $ An emergency power generator has been purchased with grant funding; however, the grant funding did not include the amount necessary to install the generator. One-time funding is requested to install the generator at Fire Station #2. 65,000 One-time funding is requested to replace two manikins at the Fire Training Center and purchase two thermal imaging cameras and various firefighter hand tools. 30,500 69,550 Information Technology Oversight Committee (ITOC) Funding is requested in the amount of $25,000 for increases to Oracle maintenance agreements as a result of product upgrades/enhancements and for $40,000 for electronic plan review support. 65,000 Law One-time funding is requested to provide updated domestic violence training for three City Prosecutors. Funding will be provided from Domestic Violence funds. 5,000 Management Services Funding is requested to provide temporary staffing for the Tax and License Division to continue the rental project, assure tax revenues are deposited timely and prevent a severe backlog of work. 106,000 Police Department One-time funding is requested to replace 242 bullet proof vests that have reached the end of their life cycle for this amount that exceeds the remaining one-time departmental budget for replacement vests. 260,837 Ongoing funding is requested to continue standby pay, historically paid for by departmental vacancy savings. 417,474 The City has an Intergovernmental Agreement (IGA) with the Town of Gilbert to provide crime scene and crime lab services, which was amended to increase the services by an additional Criminalist II position with associated lab supplies. Costs will be offset through IGA payments received. 92,229 The Maricopa County Sheriff’s Office is no longer taking responsibility for the extradition/transportation of those subjects arrested out-of-state who had felony warrants resulting from local agency charges. Funding is requested for extradition of subjects with felony warrants. 50,000 Funding is requested to shift the 30 Day Impound Program from the Police Legal Advisor Unit to a contracted Impound Hearing Officer. The contracted services will be paid from by the vehicle impound fees. 66,560 Transportation & Development One-time funding of $215,737 is requested for increases in water and electrical costs for irrigation systems. On-going funding of $93,547 is requested for landscaping costs associated with an additional 22 acres of open space as required by ADEQ for dust mitigation. 215,737 One-time funding is requested to continue the City’s Green Building Program, including payment of LEED certification fees and providing educational sessions for homeowners and developers. 22,000 56 93,547 City of Chandler 2010-11 Adopted Budget Budget Policies, Process, and Decisions One-time Cost Ongoing Cost Transportation & Development (cont.) Funding is requested to cover the costs associated with maintaining a1500/KW diesel generator located at 975 East Armstrong Way, including annual county permits, fuel and testing costs. This generator will provide backup power in case of an emergency to Streets, Traffic, Fleet, Central Supply and Water Production services provided at that location. $ $ 16,110 Funding is requested to cover utility rate increases from Arizona Public Service and Salt River Project for existing operations ($128,400), utility costs related to CIP projects ($14,755) and utility costs associated with new traffic signals ($26,800). 169,955 Funding is requested to reinstate amounts for traffic signal equipment, including operations, maintenance and rehabilitation of existing traffic signals. 3,350 2010-11 Budgetary Additions to Enterprise Funds Additions to Enterprise Funds The fiscal year 2010-11 Adopted Budget contains the following additions in the Enterprise Funds: Water Operating Fund One-time Cost Ongoing Cost Municipal Utilities – Water 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. In July 2008, a contract with an outside vendor was established to replace 9,000 meters each year. One-time funding is requested to support the completion of the project. $ 1,200,000 One-time funding is requested for an Information Technology Oversight Committee (ITOC) project to upgrade billing system, interactive voice and web services for utilities. Payment will be split between the enterprise funds, with 63% of the $400,000 total from the Water Operating Fund. 252,000 $ Wastewater Operating Fund One-time Cost On-going Cost Municipal Utilities – Wastewater One-time funding is requested for an Information Technology Oversight Committee (ITOC) project to upgrade billing system, interactive voice and web services for utilities. Payment will be split between the enterprise funds, with 27% of the $400,000 total from the Wastewater Operating Fund. $ 108,000 $ Solid Waste Operating Fund One-time Cost On-going Cost Municipal Utilities – Solid Waste One-time funding is requested for an Information Technology Oversight Committee (ITOC) project to upgrade billing system, interactive voice and web services for utilities. Payment will be split between the enterprise funds, with 10% of the $400,000 total from the Solid Waste Operating Fund. 57 $ 40,000 $ City of Chandler 2010-11 Adopted Budget Budget Policies, Process, and Decisions 2010-11 Budgetary Additions to Internal Service Funds Additions to Internal Service Funds The 2010-11 Adopted Budget contains the following addition in the Internal Service Funds: Uninsured Liability Fund One-time Cost On-going Cost Management Services – Environmental Management One-time funding is requested for the second year of a 5-year systematic asbestos assessment of City owned structures. This phase will focus on Recreation and Municipal Utilities facilities. $ 216,000 $ 2010-11 Budgetary Reductions The 2010-11 Adopted Budget contains the following reductions: FY 2010-11 Summary of General Fund Reductions Dept / Division Reduction Citywide Reductions - Compensation & Benefits Vacancy Savings Policy Change (Increase Estimate to 2.2%) Medical Insurance Contribution Change and Shift to Self-Funded Council Amendment: Medical Premium Cost Phasing Using One-time Council Contingency Funds Eliminate Car Allowances Reduce Cell Phone Allowances Police Extra Duty Pay Practice Change Citywide Compensation & Benefits Total FTE $ 0.00 3,977,321 $ 1,086,240 $ Communications & Public Affairs Eliminate Mail Clerk Position Eliminate Citizen Survey/Board & Commission Recognition Funds Eliminate Video Production Specialist Position Communication & Public Affairs Total City Magistrate Eliminate Court Clerk Position City Magistrate Total 58 300,000 686,240 100,000 0.00 Mayor & Council Reduce Temporary Staffing Funds Reduce Protocol Funds Mayor & Council Total 746,000 2,810,293 (225,000) 79,821 28,079 538,128 Citywide Reductions - Efficiencies Fleet Rightsizing and Downsizing Non-Departmental (1290) Reductions in Funding (Includes Architectural Studies, Photo Red Light, Citywide Training and Reduced City Hall O&M) Energy Savings for City Buildings (APS Audit) Citywide Efficiencies Total Reduction Value 41,262 7,465 0.00 48,727 1.00 $ 1.00 50,331 30,000 81,507 2.00 161,838 1.00 58,776 1.00 58,776 City of Chandler 2010-11 Adopted Budget Budget Policies, Process, and Decisions FY 2010-11 Summary of General Fund Reductions (continued) Dept / Division Reduction City Manager Eliminate HPO Program/Staffing Reduce DCCP Funding Eliminate Diversity Administrator Position/Reclass Vacant Position Eliminate Downtown Real Estate Manager Position FTE Reduction Value 1.00 $ 1.00 0.40 169,176 13,200 11,100 63,843 City Manager Total Economic Development Eliminate Education and Membership (Organization Affiliation) Funds Reduce Tourism Marketing Brochures Eliminate Tourism Recreation Entertainment Attraction Reduce Contract Commitments (Marketing, Outreach & Recruitment) 2.40 257,319 Economic Development Total 0.00 Human Resources Transfer Personnel Costs to Self-funded Medical Trust Reduce Temporary Staffing Funds Eliminate Senior Executive Assistant Position $ 26,400 $ Human Resources Total Information Technology Reduce Professional/Contract Funding Eliminate IT Coordinator Position Eliminate IT Desktop Technician Position 1.00 146,585 14,147 65,548 1.00 226,280 $ Information Technology Total 4,700 2,500 6,500 12,700 1.00 1.00 134,000 86,107 78,626 2.00 298,733 Information Technology Oversight Committee (ITOC) Eliminate Uncommitted Ongoing Funds Reduce Ongoing Funds for Oracle Financials/HR/MyTimekeeper Implementation $ Information Technology Oversight Committee (ITOC) Total Neighborhood Resources Transfer Personnel Costs to Federal Grant Sources Reduce Leadership Centre Funding Reduce Neighborhood Grant Funding Reduce Youth Enhancement Program Funding Council Amendment: Maintain Youth Enhancement Program Funding Using One-time Council Contingency Funds Reduce Diversity Event Sponsorship Funding 0.00 Neighborhood Resources Total 0.00 33,200 9,000 42,200 $ 63,501 15,000 16,100 64,900 (64,900) 5,000 99,601 Law Eliminate Legal Clerk Position Council Amendment: Maintain Legal Clerk Position Using Ongoing Council Contingency Funds Law Total 59 1.00 $ (1.00) 0.00 46,732 (46,732) - City of Chandler 2010-11 Adopted Budget Budget Policies, Process, and Decisions FY 2010-11 Summary of General Fund Reductions (continued) Dept / Division Reduction Community Services Eliminate Sunset Library Lease Eliminate Price House Rentals (decrease to Temporary Funding) Reduce Standby/Overtime Costs through Parks/Bldgs. & Facilities Reorganization Change Lifeguard Rotation Schedule (decrease to Temporary Staffing Funds) Reduce Professional/Contract Funding for Museum Operations Reduce Allocation for Mowing Contract Eliminate Maintenance Planner/Scheduler Position Eliminate Non-core Aquatics Programs (decrease to Temporary Staff Funds) Eliminate Accounting Specialist Position Reduce Temporary Staffing Funds Reduce Professional/Contract Services Eliminate Vision Gallery Lease Funds Relocate Satellite Recreation Centers to City Facilities Reduce Saturday Hours at Basha and Hamilton Libraries Reduce Sunday Hours at Sunset and Downtown Libraries Council Amendment: Maintain Saturday (Basha & Hamilton) and Sunday (Sunset) Library Hours withTemporary Staffing Using One-time Council Contingency Funds Eliminate Community Center Special Events Reduce Library Collections Budget Eliminate Recreation Superintendent Position Reduce Aquatic Facility Operating Hours Council Amendment: Maintain Pool Hours through Non-Resident and Pool Fee Increases and Using One-time Council Contingency Funds Community Services Total Fire Department Eliminate Senior Executive Assistant Position Eliminate Administrative Specialist Position Reduce EMS Quality Assurance Program and Paramedic Training Discontinue Sponsorship of Community Emergency Response Team Program (CERT) - Volunteer Coordination Discontinue Sponsorship of Community Emergency Response Team Program (CERT) - Public Preparedness Awareness and Training Discontinue Computerized Building Preplan Program Reduce Emergency Medical Training Fire Total Management Services Eliminate Fleet Technician Position Downgrade Fleet Technician Position to a Maintenance Worker Position Eliminate Risk Manager Position Eliminate Senior Accounting Specialist Position Eliminate Senior Tax Auditor Position Management Services Total 60 FTE Reduction Value $ 1.00 1.00 1.00 2.00 1.00 6.00 1.00 $ 1.00 1.00 400,000 14,000 35,598 81,345 64,900 50,000 96,954 49,755 63,271 23,578 35,062 16,200 217,890 118,246 119,487 (166,733) 9,979 88,500 104,286 56,587 (56,587) 1,422,318 76,693 61,082 110,686 1.00 84,704 1.00 1.00 1.00 64,405 91,371 122,826 7.00 611,767 1.00 $ 1.00 1.00 1.00 77,389 23,342 105,986 65,677 75,308 4.00 347,702 City of Chandler 2010-11 Adopted Budget Budget Policies, Process, and Decisions FY 2010-11 Summary of General Fund Reductions (continued) Dept / Division Police Reduction FTE Eliminate CADMine Services Reduce Animal Control Services to Basic Service Levels Eliminate Temporary Staffing Funds in Police Records Eliminate Temporary Staffing Funds in Police Field Operations Eliminate Temporary Staffing Funds in Police Investigations Reduce Uniform Funding Eliminate Police Records Specialist Position Eliminate Dispatcher Position Eliminate DARE Program Council Amendment: Maintain DARE Program (Five Police Officer Positions) Using One-time Funding Eliminate Designated Police Officer Position to City Prosecutor Reduce Bicycle Team by Two Police Officer Positions Eliminate Information Specialist Position for Designated Website Management Eliminate Police Lieutenant Position through Reorganization of Police Investigations Eliminate Administrative Specialist Positions at Substations Police Total Reduction Value $ 1.00 1.00 6.00 (5.00) 14,825 28,000 1,840 6,358 7,605 10,000 60,986 68,693 619,639 (489,950) 1.00 2.00 1.00 1.00 2.00 98,385 196,770 100,190 173,630 122,190 10.00 1,019,161 (1) Transportation & Development Reduce Operating Budget (of Former Planning & Development Department) by 10% Reduce Scope of Annual Architectural Excellence Award Event Eliminate Unsafe Building Program Eliminate Principal Planner Position Reduce Special Project Inspection Staffing Eliminate Building Inspector Position Eliminate Construction Permit Representative Position Eliminate City Planner Position (Long Range Planning) Eliminate Structural Engineer Position Eliminate Senior Street Specialist Position (Street Sweeping) Eliminate Engineering Project Manager Position Eliminate Public Works Inspector Position Eliminate Senior Engineer Position and Shift Additional Personnel Funding from the General Fund to the Highway User Revenue Fund (HURF) Eliminate Landscape Architect Position Eliminate Administrative Position Eliminate (3) Engineering Project Manager Positions (CIP Reduction) Eliminate (2) Public Works Inspector Positions (CIP Reduction) Eliminate Senior Public Works Inspector Position (CIP Reduction) Eliminate Principal Engineer Position (CIP Reduction) Eliminate Construction Materials Technician Position (CIP Reduction) Eliminate (2) Real Estate Property Manager Positions (CIP Reduction) Eliminate Real Estate Services Specialist Position (CIP Reduction) Eliminate Project Support Assistant Position (CIP Reduction) Eliminate Contract Service Representative Position (CIP Reduction) Eliminate Planning & Development Director Position (Department Consolidation) Eliminate Senior Executive Assistant Position (Department Consolidation) Eliminate Street Operations & Project Manager Position (Department Consolidation) Eliminate Transit Manager Position (Department Consolidation) 1.00 2.00 1.00 1.00 1.00 1.00 1.00 0.20 1.00 0.30 32,000 10,200 2,500 119,749 167,616 73,783 59,779 87,561 120,692 69,417 21,754 73,298 102,873 1.00 1.00 0.60 0.50 0.25 0.25 0.25 0.80 0.40 1.00 1.00 1.00 1.00 1.00 1.00 110,846 62,420 52,710 47,467 26,170 30,568 18,719 75,950 28,887 73,758 77,121 170,709 71,375 118,894 113,709 Transportation & Development Total 20.55 2,020,525 GRAND TOTAL GENERAL FUND 101 55.95 $ 11,704,908 61 $ City of Chandler 2010-11 Adopted Budget Budget Policies, Process, and Decisions FY 2010-11 Summary of Non-General Fund Reductions Dept / Division Reduction FTE Reduction Value Highway User Revenue Fund (215) Transportation & Development (1) Eliminate Senior Engineer Position Transportation & Development Total GRAND TOTAL HIGHWAY USER REVENUE FUND 215 PHA Family Sites Fund (224) Total Neighborhood Resources Eliminate Housing Maintenance Worker Position Neighborhood Resources Total GRAND TOTAL PHA FAMILY SITES FUND 224 PHA Elderly & Scattered Sites (227) Total Neighborhood Resources Eliminate Housing Maintenance Worker Position Neighborhood Resources Total GRAND TOTAL PHA ELDERLY & SCATTERED SITES FUND 227 Housing Authority Section 8 Voucher (230) Total Neighborhood Resources Eliminate Housing Specialist Position Neighborhood Resources Total GRAND TOTAL HOUSING AUTHORITY SECTION 8 VOUCHER FUND 230 Water Operating Fund (605) Total Municipal Utilities Eliminate Asst Municipal Utilities Dir./Enviro Res. Position Municipal Utilities Total GRAND TOTAL WATER OPERATING FUND 605 In-House Capital Fund (902) City Manager Eliminate Downtown Real Estate Manager Position City Manager Total Transportation & Development (1) Eliminate Engineering Project Manager Position Eliminate (3) Engineering Project Manager Positions (CIP Reduction) Eliminate (2) Public Works Inspector Positions (CIP Reduction) Eliminate Senior Public Works Inspector Position (CIP Reduction) Eliminate Principal Engineer Position (CIP Reduction) Eliminate Construction Materials Technician Position (CIP Reduction) Eliminate (2) Real Estate Property Manager Positions (CIP Reduction) Eliminate Real Estate Services Specialist Position (CIP Reduction) Transportation & Development Total GRAND TOTAL IN-HOUSE CAPITAL FUND 902 Citywide non-General Fund Reductions - Compensation & Benefits GRAND TOTAL ALL FUNDS 62 0.30 $ 42,762 0.30 42,762 0.30 $ 42,762 1.00 $ 63,686 1.00 63,686 1.00 $ 63,686 1.00 $ 63,686 1.00 63,686 1.00 $ 63,686 1.00 $ 68,207 1.00 68,207 1.00 $ 68,207 1.00 $ 147,825 1.00 147,825 1.00 $ 147,825 0.60 $ 73,994 0.60 73,994 0.80 $ 2.40 1.50 0.75 0.75 0.75 1.20 0.60 85,862 207,341 139,811 77,741 90,956 54,848 113,535 43,006 8.75 813,100 9.35 $ 887,094 $ 639,796 69.60 $ 13,617,964 Financial and Personnel Overviews 4-Contents Adopted Budget Summaries, Department Budget Summaries, Fund Summaries, and Personnel Summaries Chandler History Kiosk Program wins national award The American Association for State and Local History (AASLH) awards Chandler with an Award of Merit for History in Your Own Backyard kiosk program Kiosks features stories and photographs of the people and places that once existed in the surrounding area Financial and Personnel Overviews Topics have included farming, ethnic neighborhoods, businesses, and Southern Pacific Railroad City of Chandler 2010-11 Adopted Budget Financial and Personnel Overviews 2010-11 ADOPTED BUDGET SUMMARIES The Chandler City Council adopted the 2010-11 budget of $671,006,655 on June 24, 2010. 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 summary information including comparisons to previous fiscal years. The adopted budget includes an operating budget of $252,932,073, capital expenses (non-grant) of $177,666,653, funding for debt service of $57,643,016, cost center interfund payments for capital replacement of $4,245,448, grant expenses of $56,940,006, plus a contingency and reserve in the amount of $121,579,459. RESOURCES 2008-09 Actual Revenues Revenues $ 2009-10 Adopted Budget 338,847,461 Fund Balances Grants Sale of Bonds Total Resources $ $ 339,107,303 (0.1%) 367,847,444 240,455,117 (34.6%) 25,009,630 41,794,281 51,324,235 22.8% 284,880,113 48,707,500 40,120,000 (17.6%) 671,006,655 (15.9%) 648,737,204 $ $ $ % Change Adopted to Adopted - Encumbrance\Carryforward from Prior Years Net Adjusted Budget 339,545,123 2010-11 Adopted Budget 797,894,348 $ (295,002,621) 648,737,204 $ 502,891,727 (197,866,361) $ 473,140,294 (5.9%) APPROPRIATIONS 2009-10 Adopted Budget 2008-09 Actual General Government (1) $ Public Safety Municipal Utilities Transportation & Development (1) (2) Fund Contingencies & Reserves Debt Service Capital/Computer Replacement Appropriations Total $ $ 148,400,509 (21.4%) 99,804,260 126,629,330 113,512,373 (10.4%) 117,363,562 108,133,168 (7.9%) 88,774,154 145,200,116 117,314,300 (19.2%) - 157,818,380 121,579,459 (23.0%) 48,541,718 56,322,229 57,643,016 2.3% 5,805,927 547,368,394 $ $ 188,754,804 % Change Adopted to Adopted 171,941,037 2,488,706 $ Encumbrance or Carryforward from Prior Years Net Adjusted Budget 135,818,519 2010-11 Adopted Budget 797,894,348 $ (295,002,621) 547,368,394 $ 502,891,727 4,423,830 (23.8%) 671,006,655 (15.9%) (197,866,361) $ 473,140,294 (5.9%) (1) Planning & Development was included in General Government in fiscal year 2009-10. In fiscal year 2010-11 Planning & Development and Public Works are combined and renamed Transportation & Development. (2) Contingency funds and reserves are one-time revenues comprised of various funds of which the majority is restricted in their use. These funds can be used for unanticipated revenue shortfalls or unforeseen or emergency expenditures. Use of these funds requires Council approval. 63 City of Chandler 2010-11 Adopted Budget Financial and Personnel Overviews 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 $36,376,000 was adopted on July 20, 2010. 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. 2010-11 Adopted Budget Total Budget = $671,006,655 Grants 8% Fund Balances Forward 36% Bond Proceeds 6% Property Taxes 5% Local Taxes & License Fees 12% Other Services, Charges & Receipts 6% State Shared Taxes 11% System Dev. & Impact Fees 2% Utility Charges 14% 2009-10 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 $ 85,719,850 79,778,555 86,655,057 10,067,636 38,036,343 39,287,682 48,707,500 41,794,281 367,847,444 797,894,348 64 2010-11 Adopted Budget $ 83,493,600 74,876,596 91,195,297 10,828,576 42,337,234 36,376,000 40,120,000 51,324,235 240,455,117 671,006,655 Percentage of Change (2.6%) (6.1%) 5.2% 7.6% 11.3% (7.4%) (17.6%) 22.8% (34.6%) (15.9%) City of Chandler 2010-11 Adopted Budget Financial and Personnel Overviews WHERE THE MONEY GOES 2010-11 Adopted Budget Total Budget = $671,006,655 Contingency & Reserves* 18% Capital - Major 29% Debt Service 8% General Government 7% Capital Replacement 1% Municipal Utilities 9% Management Services 5% Transportation & Development (1) 4% Public Saf ety 14% Community Services 5% Planning & Development Services (1) 0% 2009-10 Adopted Budget By Department: General Government Management Services Community Services Planning & Development Services(1) Public Safety (1) Transportation & Development Municipal Utilities Capital Replacement Debt Service Contingency & Reserves* Capital - Major Total By Category: Personnel & Benefits Operating & Maintenance Contingency & Reserves* Capital - Major Total (1) $ $ $ $ 2010-11 Adopted Budget 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 $ 167,084,369 204,708,973 157,818,380 268,282,626 797,894,348 $ $ $ Percentage of Change 47,665,008 33,316,018 30,955,106 0 92,994,709 28,025,569 57,991,261 4,423,830 57,643,016 121,579,459 196,412,679 671,006,655 19.6% (13.5%) (5.4%) (100.0%) (2.4%) 17.1% -0.5% (23.8%) 2.3% (23.0%) (26.8%) (15.9%) 156,692,503 196,322,014 121,579,459 196,412,679 671,006,655 (6.2%) (4.1%) (23.0%) (26.8%) (15.9%) In fiscal year 2010-11 Planning & Development and Public Works are combined and renamed Transportation & Development. *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. 65 City of Chandler 2010-11 Adopted Budget Financial and Personnel Overviews The following tables provide summary and detail information on the change between the adopted budgets for fiscal year 2009-10 and 2010-11. For operating budget cost centers, explanations of significant highlights for the 2010-11 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 2008-09 Actual Expenditures Mayor an d Council Communications/Public Affairs City Clerk City Manager (1) Organizational Support City Magistrate Law Community Services Fire Management Services (2) Municipal Utilities Planning and Development (3) Police Transportation & Development (3) $ Subtotal Fund Contingency* Debt Service Capital/Computer Replacement GRAND TOTAL $ 808,134 2,422,339 640,421 1,816,386 17,877,468 3,935,460 3,219,288 58,591,500 37,785,196 30,560,302 171,941,037 15,947,221 62,019,064 88,774,154 2009-10 Adopted Budget $ 978,228 2,606,714 739,311 5,102,051 26,069,674 4,175,558 3,352,645 83,598,109 37,408,210 41,059,361 117,363,562 21,073,153 89,221,120 145,200,116 $ 2009-10 Adjusted Budget 2009-10 Estimated Expenditures 1,059,397 2,892,044 870,157 4,977,620 30,545,512 4,252,328 3,447,748 72,754,930 34,902,622 102,076,064 117,016,054 22,333,621 85,202,531 127,016,985 $ 901,275 2,547,446 750,906 1,736,644 20,630,140 4,044,003 3,403,881 46,582,382 31,183,434 65,949,150 76,294,182 16,836,664 63,812,301 52,766,116 2010-11 Adopted Budget $ % Change Adopted to Adopted 816,160 2,125,420 715,908 3,557,573 44,235,416 3,902,212 3,148,640 55,381,162 30,873,156 34,518,018 108,133,168 82,639,217 117,314,300 (16.6%) (18.5%) (3.2%) (30.3%) 69.7% (6.5%) (6.1%) (33.8%) (17.5%) (15.9%) (7.9%) (100.0%) (7.4%) (19.2%) 496,337,970 577,947,812 609,347,613 387,438,524 487,360,350 (15.7%) 48,541,718 2,488,706 157,818,380 56,322,229 5,805,927 125,508,272 56,322,229 6,716,234 56,065,254 3,641,071 121,579,459 57,643,016 4,423,830 (23.0%) 2.3% (23.8%) 797,894,348 $ 6447,144,849 71,006,655 (15.9%) 547,368,394 $ 797,894,348 $ $ (1) City Manager includes the Fiscal year 2010-11 transfer of Housing & Redevelopment into Neighborhood Resources from Planning & Development. (2) Management Services includes the Non-Departmental Appropriations. (3) In fiscal year 2010-11 Planning & Development and Public Works are combined and renamed Transportation & Development. *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. 66 City of Chandler 2010-11 Adopted Budget Financial and Personnel Overviews COST CENTER BUDGET COMPARISON 2008-09 Actual Expenditures General Go vernment Mayor and Council Communications & Public Affairs Administration Video Production Print, Mail & Graphics Total Communications/Public Affairs City Clerk City Manager Administration Organizational Support Downtown Redevelopment Downtown Real Estate Economic Development Economic Development Capital Tourism Human Resources IT Service Delivery & Admin GIS/IT Applications & Data System IT Infrastructure & Client Support ITOC Capital ITOC Operations GIS/Information Tech Capital Neighborhood Resources Code Enforcement Neighborhood Resources Capital Housing and Redevelopment Community Development Total Organizational Support $ 808,134 2009-10 Adopted Budget $ 978,228 2009-10 Adjusted Budget $ 1,059,397 2009-10 Estimated Expenditures $ 901,275 2010-11 Adopted Budget $ % Change Adopted to Adopted 816,160 (16.6%) 1,042,589 397,228 982,522 2,422,339 1,095,344 449,708 1,061,662 2,606,714 1,164,925 572,866 1,154,253 2,892,044 1,090,137 322,323 1,134,986 2,547,446 663,340 352,439 1,109,641 2,125,420 (39.4%) (21.6%) 4.5% (18.5%) 640,421 739,311 870,157 750,906 715,908 (3.2%) 1,816,386 5,102,051 4,977,620 1,736,644 3,557,573 (30.3%) 507,737 153,358 1,697,000 328,526 2,161,952 1,625,997 2,972,748 2,591,946 1,188,152 145,959 469,593 468,942 998,311 220,273 2,346,974 17,877,468 439,942 311,097 720,386 394,843 2,287,627 1,651,736 3,102,916 2,992,679 1,956,919 827,664 768,078 556,012 1,035,362 440,960 8,583,453 26,069,674 458,536 515,907 786,129 428,807 2,572,631 1,724,012 3,525,792 3,044,409 2,625,868 830,864 1,956,061 999,996 1,047,234 592,778 9,436,488 30,545,512 424,062 200,124 783,693 439,385 2,208,342 1,745,728 3,281,393 3,091,732 937,902 254,029 246,920 848,039 1,023,541 558,553 4,586,697 20,630,140 417,365 48,816 1,183,029 3,035,099 456,253 2,115,138 1,885,915 2,944,883 2,365,072 5,942,948 633,088 1,824,049 747,287 984,824 34,225 12,276,365 7,341,060 44,235,416 (5.1%) (84.3%) 64.2% N/A 15.6% (7.5%) 14.2% (5.1%) (21.0%) 203.7% (23.5%) 137.5% 34.4% (4.9%) (92.2%) N/A (14.5%) 69.7% City Magistrate 3,935,460 4,175,558 4,252,328 4,044,003 3,902,212 (6.5%) Law 3,219,288 3,352,645 3,447,748 3,403,881 3,148,640 (6.1%) Total General Government 30,719,496 43,024,181 48,044,806 34,014,295 58,501,329 36.0% 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 Community Services 722,397 1,483,245 6,217,733 6,821,047 359,006 597,230 2,944,044 6,378,619 1,513,636 1,353,321 279,543 2,033,517 231,186 27,656,976 58,591,500 689,844 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 83,598,109 778,462 2,246,807 8,045,975 7,924,415 11,363,310 631,364 3,469,985 6,394,566 1,279,563 1,678,230 312,653 2,544,612 402,228 25,682,760 72,754,930 913,498 1,657,164 7,953,571 6,706,064 353,555 650,998 3,166,943 6,263,410 1,229,370 1,710,150 303,695 2,347,429 389,497 12,937,038 46,582,382 665,674 1,525,909 6,526,850 7,093,184 11,009,755 444,844 3,301,458 6,253,781 980,161 1,560,929 308,359 2,020,740 273,217 13,416,301 55,381,162 (3.5%) (27.1%) 4.8% (8.1%) (5.5%) (28.9%) (1.7%) (0.8%) (4.3%) (2.3%) 2.7% (16.5%) (30.8%) (65.8%) (33.8%) 67 City of Chandler 2010-11 Adopted Budget Financial and Personnel Overviews COST CENTER BUDGET COMPARISON (continued) 2008-09 Actual Expenditures 2009-10 Adopted Budget 2009-10 Adjusted Budget 2009-10 Estimated Expenditures 2010-11 Adopted Budget % Change Adopted to Adopted Fire Administration Emergency Services Operations Prevention and Preparedness Capital Support Services Training Community Programs & Preparedness Total Fire 4,995,751 887,227 20,632,921 723,622 8,362,214 1,202,033 541,665 439,763 37,785,196 6,080,022 777,972 20,607,551 570,615 7,141,721 997,505 627,870 604,954 37,408,210 6,194,220 866,666 20,607,551 575,815 4,346,030 1,068,647 657,680 586,013 34,902,622 4,596,114 837,746 20,686,502 514,174 2,448,360 1,101,234 663,404 335,900 31,183,434 6,118,240 1,134,907 19,756,547 998,924 1,814,727 1,049,811 30,873,156 0.6% 45.9% (4.1%) 75.1% (74.6%) 5.2% (100.0%) (100.0%) (17.5%) Management Services Administration Budget Purchasing Central Supply Accounting Tax and License Utility Services Risk Management Risk Management Liabilities Environmental Management Environmental Management Liabilities Fleet Services Non-Departmental Non-Departmental Capital Total Management Services 923,677 510,913 796,599 327,756 1,312,285 1,555,267 1,540,828 1,743,091 2,188,591 420,322 59,906 1,210,603 17,970,464 30,560,302 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 1,108,775 618,325 807,095 375,607 1,496,910 1,859,871 1,578,248 2,377,252 5,522,366 903,145 504,258 1,309,278 83,614,934 102,076,064 977,047 633,002 843,462 378,318 1,412,378 1,808,720 1,575,829 2,141,023 4,978,616 809,249 368,100 1,108,453 48,914,953 65,949,150 842,445 531,829 658,883 303,662 1,300,252 1,700,650 794,472 2,144,423 5,365,265 656,485 473,200 1,129,993 17,414,459 1,202,000 34,518,018 (21.1%) (16.0%) (21.8%) (9.5%) (11.0%) (1.3%) (49.1%) (6.9%) 12.6% 0.7% 0.0% (10.1%) (27.4%) N/A (15.9%) Municipal Utilities Municipal Utilities Administration Solid Waste Services Solid Waste Services Capital Water Distribution Water Capital Water Treatment Plant Environmental Resources Water Quality Water Production Facilities San Tan Vista Water Treatment Plant Meter Services Wastewater Collection Wastewater Capital Wastewater Reverse Osmosis Wastewater Treatment Wastewater Quality Airport Water Reclamation Facility Ocotillo Water Reclamation Total Municipal Utilities 703,832 10,015,451 30,627 6,436,499 61,816,283 10,556,501 1,763,434 1,516,793 4,353,583 257,960 2,589,486 59,240,959 2,236,047 1,214,627 430,518 4,224,866 4,553,571 171,941,037 913,272 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 4,118,320 117,363,562 913,272 13,381,534 7,669,478 23,937,729 11,151,169 1,880,898 1,843,947 6,394,277 1,299,500 24,600 2,372,830 31,055,962 2,604,847 1,396,475 605,031 6,195,785 4,288,720 117,016,054 777,430 10,672,200 6,586,927 7,639,514 10,999,973 1,647,040 1,728,567 6,267,238 1,299,500 24,600 2,323,980 12,852,551 2,297,560 1,296,955 439,066 5,322,761 4,118,320 76,294,182 895,594 11,499,974 6,151,136 27,858,931 11,056,926 1,700,493 1,521,744 6,240,328 1,299,500 730,510 2,254,192 22,282,976 2,376,664 1,393,311 569,262 6,183,307 4,118,320 108,133,168 (1.9%) (1.9%) N/A (2.6%) (6.4%) (10.3%) (6.5%) (9.4%) 19.1% 0.0% N/A (4.4%) (23.9%) (0.6%) (0.2%) (5.9%) 1.1% 0.0% (7.9%) Planning and Development (1) Administration Current Planning Long Range Planning Development Services Civil Engineering Planning/Development Capital Housing and Redevelopment Total Planning & Development 1,632,598 1,245,177 490,266 4,014,474 1,147,137 23,192 7,394,377 15,947,221 1,565,476 1,368,084 583,172 4,246,854 1,264,511 12,045,056 21,073,153 1,875,208 1,368,126 659,438 4,253,260 1,264,511 1,100 12,911,978 22,333,621 1,640,178 1,366,052 586,134 3,690,599 906,328 8,647,373 16,836,664 - (100.0%) (100.0%) (100.0%) (100.0%) (100.0%) N/A (100.0%) (100.0%) (1) In fiscal year 2010-11 Planning & Development and Public Works are combined and renamed Transportation & Development. Housing and Redevelopment is transferred to City Manager Department under Neighborhood Resources. 68 City of Chandler 2010-11 Adopted Budget Financial and Personnel Overviews COST CENTER BUDGET COMPARISON (continued) 2008-09 Actual Expenditures 2009-10 Adopted Budget 2009-10 Adjusted Budget 2009-10 Estimated Expenditures 2010-11 Adopted Budget % Change Adopted to Adopted Police Administration Professional Standards Property and Evidence Forensic Services Field Operations Criminal Investigations Planning and Reseach Communications Records Detention Services Community Resources & Training Police - Capital Total Police 3,559,232 1,029,807 390,171 1,987,432 28,846,968 11,472,569 802,503 4,962,531 1,739,425 466,865 4,327,078 2,434,483 62,019,064 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 5,668,168 1,005,100 379,132 2,311,437 29,705,603 11,604,237 835,120 5,964,667 1,726,738 2,506,938 3,995,247 19,500,144 85,202,531 3,921,081 942,770 402,588 2,080,915 28,773,483 12,122,922 805,372 5,739,298 1,721,016 2,505,865 3,999,784 797,207 63,812,301 7,207,480 943,850 385,229 2,136,934 28,196,253 11,009,920 814,842 5,569,225 1,613,898 2,486,011 3,572,638 18,702,937 82,639,217 33.4% (5.9%) 2.1% (1.6%) (4.8%) (5.0%) (3.7%) (3.6%) (6.5%) (0.8%) (10.4%) (22.7%) (7.4%) Transportation & Development (1) Administration Planning Administration Planning Development Services Civil Engineering Planning/Development Capital Engineering Transportation/Operations Admin. Engineering Capital Real Estate Streets Streets Capital Traffic Engineering Transit Services Street Sweeping Airport Airport Capital Total Transportation & Development 521,702 3,434,555 285,420 165,771 9,948,337 64,622,218 6,119,430 1,459,741 1,062,186 787,875 366,919 88,774,154 478,310 4,476,108 297,118 387,490 7,696,023 117,804,697 6,477,031 1,875,305 1,331,129 907,781 3,469,124 145,200,116 483,004 4,687,089 297,118 408,750 9,528,624 97,128,772 6,629,671 2,108,788 1,396,759 1,125,513 3,222,897 127,016,985 477,848 4,483,470 243,360 184,949 9,409,126 26,974,768 6,248,108 1,752,386 1,298,868 881,029 812,204 52,766,116 469,822 821,439 1,688,789 3,059,305 672,721 66,000 3,457,874 220,120 500,000 7,930,196 86,565,535 6,252,776 1,348,098 1,242,037 862,392 2,157,196 117,314,300 (1.8%) N/A N/A N/A N/A N/A (22.7%) (25.9%) N/A (100.0%) 3.0% (26.5%) (3.5%) (28.1%) (6.7%) (5.0%) (37.8%) (19.2%) 496,337,970 577,947,812 609,347,613 387,438,524 487,360,350 (15.7%) 48,541,718 2,488,706 157,818,380 56,322,229 5,805,927 125,508,272 56,322,229 6,716,234 56,065,254 3,641,071 121,579,459 57,643,016 4,423,830 (23.0%) 2.3% (23.8%) 797,894,348 $ 447,144,849 671,006,655 (15.9%) Sub-Total Fund Contingency Debt Service Capital/Computer Replacement Grand Total $ (1) 547,368,394 $ 797,894,348 $ $ In fiscal year 2010-11 Planning & Development and Public Works are combined and renamed Transportation & Development. 69 City of Chandler 2010-11 Adopted Budget Financial and Personnel Overviews 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). 70 City of Chandler 2010-11 Adopted Budget Financial and Personnel Overviews 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 ongoing 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. 71 CITY OF CHANDLER FUND STRUCTURE SUMMARY FOR FISCAL YEAR 2010-11 2010-11 Total Budget $671,006,655 72 Capital Project Funds $147,912,026 Enterprise Funds $112,572,369 Internal Service Funds $38,869,836 Special Assessment Funds $96,372 Permanent Funds $4,800 General Government $83,250,820 Grants-In-Aid $38,428,408 Public Safety $17,517,664 Water $31,067,576 Self Insurance $19,429,000 Management Services $96,372 Non-Expendable Trust $4,800 Public Safety $88,526,365 Highway User Revenue $14,261,560 Community Services $21,130,827 Wastewater $22,423,583 Capital Replacement $2,223,000 Transportation & Development $21,630,980 Local Transportation Assistance $1,579,450 Transportation & Development $51,080,360 Solid Waste $11,582,641 Computer Replacement $2,200,830 Contingency & Reserves $69,834,625 Community Block Grant $3,500,000 Municipal Utilities $44,363,838 Airport $1,043,175 Fleet Replacement $30,000 Debt Service $26,673,904 Housing & Urban Development $13,198,000 Contingency & Reserves $13,097,428 Contingency & Reserves $17,259,200 Contingency & Reserves $14,987,006 Expendable Trust Funds $214,931 Debt Service $721,909 Debt Service $29,196,194 Contingency & Reserves $6,401,200 Debt Service $4,051,009 City of Chandler 2010-11 Adopted Budget Special Revenue Funds $81,634,558 Financial and Personnel Overviews General Funds $289,916,694 City of Chandler 2010-11 Adopted Budget Financial and Personnel Overviews REVENUES - GENERAL FUNDS Day-to-day operations of many City departments are funded out of the General Fund, fund 101. Together with Asset Forfeiture (fund 102), General Obligation Debt (fund 310), and General Government Capital Projects (fund 401), these funds support much of the cash-funded non-enterprise operating and capital activities of the City. The revenue categories for these general funds are presented in the chart and table below. The chart provides information on each category as a percentage for fiscal years 2009-10 and 2010-11. 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 101/102/310 & 401) Comparative % of Total Revenues Local Sales Tax & Licenses 100% 80% 60% 40% 25% 29% 12% 12% 17% 16% 11% 9% 35% 34% Property Tax State-Shared Taxes Other Revenue Fund Balance Forward 20% 0% 2009-10 2010- Local Sales Tax & Licenses 11 2010-11 % Change Adopted Budget Adopted Budget Adopted to Adopted 83,493,600 (2.6%) 39,287,682 36,376,000 (7.4%) State-Shared Taxes 55,904,000 47,253,000 (15.5%) Other Revenue 25,336,268 26,232,118 3.5% 130,453,492 96,561,976 (26.0%) 289,916,694 (13.9%) Property Tax $ 2009-10 (1) Fund Balance less Transfer In/Out Total General Fund (101/102/310 & 401) (2) $ 85,719,850 336,701,292 $ $ (1) Fiscal year 2009-10 Property Tax adopted amount of $38,387,173 includes Prior Year Property Tax (Primary and Secondary) of $490,000. Fiscal year 2010-11 Property Tax adopted amount of $36,376,000 includes Prior Year Property Tax (Primary and Secondary) of $450,000. (2) Fiscal year 2009-10 includes General Funds of $334,935,292 and Police Forfeiture Funds of $1,766,000; fiscal year 2010-11 includes General Funds of $207,928,835, Police Forfeiture Funds of $3,067,000, GO Debt Service Funds (previously in General Fund) of $41,000,862, and General Government Capital Project Funds (Previously in General Fund) of $37,919,997. 73 City of Chandler 2010-11 Adopted Budget Financial and Personnel Overviews EXPENDITURES - GENERAL FUNDS The expenditure categories for general funds (101, 102, 310, and 401) are presented in the chart and table below. The chart provides information on each category as a percentage for fiscal years 2009-10 and 2010-11. The table provides information on the percentage increase or decrease from the prior year adopted budget. General Fund (Funds 101/102/310 & 401 ) Comparative % of Total Expenditures General Government 100% 32% 31% Public Saf ety 80% 28% 32% Public Works 4% 5% Contingency & Reserves 30% 23% 7% 8% 60% 40% 20% Debt Service 0% 2009-10 2 General Government 010-11 201 0-11 % Change Adopted Budget Adopted Budget Adopted to Adopted 104,794,939 83,299,636 (20.5%) Public Safety 93,741,451 91,526,365 (2.4%) Transportation & Development 13,005,298 21,582,164 65.9% 100,174,962 24,984,642 69,834,625 23,673,904 (30.3%) (5.2%) Contingency & Reserves Debt Service $ 200 9-10 (1) Total General Fund (101/102/310 & 401)(2) $ 336,701,292 $ 289,916,694 (13.9%) Personnel & Benefits $ 142,853,391 $ 132,645,915 (7.1%) 80,447,793 65,388,307 (18.7%) 100,174,962 69,834,625 (30.3%) 22,047,847 289,916,694 (13.9%) Operating & Maintenance Contingency & Reserves (3) Capital - Major (2) Total General Fund (101/102/310 & 401) $ 13,225,146 336,701,292 $ 66.7% (1) 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. (2) Fiscal year 2009-10 includes General Funds of $334,935,292 and Police Forfeiture Funds of $1,766,000; fiscal year 2010-11 includes General Funds of $207,928,835, Police Forfeiture Funds of $3,067,000, GO Debt Service Funds (previously in General Fund) of $41,000,862, and General Government Capital Project Funds (Previously in General Fund) of $37,919,997. (3) Fiscal year 2009-10 includes partial funding for City Hall as the majority of the funds are included within the Contingency & Reserve category as carryforward. 74 City of Chandler 2010-11 Adopted Budget Financial and Personnel Overviews SPECIAL REVENUE FUNDS 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 2009-10 to 2010-11. SPECIAL REVENUE FUNDS BUDGET - EXPENDITURES 2009-10 Adopted Budget Non-Departmental Public Works Contingency & Reserves Debt Service 2010-11 Adopted Budget Percentage Change 157,978 302,521 91.5% 16,185,305 15,538,489 (4.0%) 6,219,980 4,441,200 (28.6%) 4,635,169 4,051,009 (12.6%) Total Special Revenue Funds (214, 215, 216 & 320) $ 27,198,432 $ 24,333,219 (10.5%) Personnel & Benefits $ 4,253,675 $ 4,000,549 (6.0%) 10,196,439 9,262,291 (9.2%) 6,219,980 4,441,200 (28.6%) 6,528,338 27,198,432 6,629,179 24,333,219 1.5% (10.5%) 2010-11 Adopted Budget Percentage Ch ange Operating & Maintenance Contingency & Reserves Capital - Major Total Special Revenue Funds (214, 215, 216 & 320) $ $ SPECIAL REVENUE FUNDS BUDGET - REVENUES 2009-10 Ad opted Budget Regional Transporation Sales Tax $ 8,850,000 Highway User Revenue Local T ransportation Assistance 1,073,600 Other Revenues 27,198,432 65.2% (6.8%) 400,157 2,459,877 $ 14,623,596 13,000,000 - 864,000 Fund Balance less Transfer In/Out Total Special Revenue Fu nds (214, 215, 216 & 320) $ 13,950,955 $ (100.0%) (53.7%) (3,690,534) (250.0%) 24,333,219 (10.5%) Refer to page 77 for more detailed information on the Highway User Revenue and Local Transportation Assistance Funds. 75 City of Chandler 2010-11 Adopted Budget Financial and Personnel Overviews ENTERPRISE OPERATIONAL FUNDS 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 2009-10 to 2010-11. ENTERPRISE OPERATIONAL FUNDS BUDGET - EXPENDITURES 2009-10 Adopted Budget 2010-11 Adopted Budget Percentage Change Water 61,785,140 57,808,797 (6.4%) Wastewater 36,383,489 36,476,304 0.3% WW Industrial Process Treatment Solid Waste Airport 2,642,681 2,690,664 1.8% 15,489,650 13,909,641 (10.2%) 1,299,963 4.5% Total Enterprise Oper Funds (605, 615, 616, 625 & 635) $ 117,544,951 1,243,991 $ 112,185,369 (4.6%) Personnel & Benefits $ 14,732,089 $ 15,045,061 2.1% 81,786,856 (2.7%) Operating & Maintenance 84,039,236 Contingency & Reserves 12,100,769 8,997,200 (25.6%) 6,672,857 117,544,951 6,356,252 112,185,369 (4.7%) (4.6%) Capital - Major Total Enterprise Oper Funds (605, 615, 616, 625 & 635) $ $ ENTERPRISE OPERATIONAL FUNDS BUDGET - REVENUES 2009-10 Adopted Budget Water Services $ Wastewater Services WW Industrial Process Treatment Solid Waste Services 44,668,432 2010-11 Adopted Budget $ Percentage Change 45,365,919 1.6% 25,700,809 29,227,469 13.7% 3,020,953 2,961,488 (2.0%) 12,867,173 12,998,450 1.0% Airport Services 909,920 858,610 (5.6%) Other Revenues 1,661,837 2,099,590 26.3% 18,673,843 (35.0%) 112,185,369 (4.6%) Fund Balance less Transfer In/Out Total Enterprise Oper Funds (605, 615, 616, 625 & 635) 28,715,827 $ 117,544,951 $ Refer to pages 78 and 79 for more detailed information on the Water, Wastewater, Solid Waste, and Airport Operating Funds. 76 City of Chandler 2010-11 Adopted Budget Financial and Personnel Overviews M AJOR FU N D SUM M AR IES General Fu nds (101/102/310/401) F Y2010-11 Reven ue Budg et $ 36,376,000 C atego ry Property T ax Franchise Tax Transaction Privilege Tax Other Lic ences State Shared Taxes C harges for Services Mis cellaneous R eceipts C ourt Fines Fund Balance Subto tal Revenue $ N et Transfers In(O ut) * D ept/C ost C enter C ity C lerk C ity M gr, H R , IT, Econ D ev, N eigh Res C ommunity Services C APA F ire Law Magistrate Mayor/Council Mgm t. Services N on-D ept.** Police T ransportation & D ev Major Capital D ebt Ser vices 3,207,000 78,880,500 1,406,100 47,253,000 15,030,631 7,198,987 4,002,500 110,111,611 303,466,329 ( 13,549,635) TO TA L RESOU RC ES $ T OT AL EXPEN SE 289,916,694 FY2010-11 Expense Budg et $ 715,908 15,669,814 29,289,573 2,075,420 27,190,085 3,131,590 3,902,212 816,160 7,099,640 75,275,394 61,336,280 17,692,867 22,047,847 23,673,904 $ 289,916,694 Highw ay U ser Revenu e Fun d (H U RF ) (215) C atego ry H ighw ay Tax Street Sign F ees Interes t Income Other R evenue Fund Balance Subto tal Revenue N et Transfers In(O ut) * TO TA L RESOU RC ES F Y2010-11 Reven ue Budg et $ 13,000,000 1,000 243,000 4,157 8,748,040 $ 21,996,197 (4,073,637) $ 17,922,560 D ept/C ost C enter Streets Streets-C apital T raffic Engineering N on-D ept.** FY2010-11 Expense Budg et $ 4,156,271 5,950,308 3,852,660 3,963,321 T OT AL EXPEN SE $ 17,922,560 Local Transpo rtatio n Assistance Fun d (L TAF ) (216) F Y2010-11 C atego ry Reven ue Budg et Lottery Entitlem ents $ Bus Shelter/Service 57,000 Interes t 44,000 Fund Balance 2,260,175 Subto tal Revenue $ 2,361,175 N et Transfers In(O ut) * (1,525) TO TA L RESOU RC ES $ 2,359,650 D ept/C ost C enter Streets-C apital T ransit Services N on-D ept.** FY2010-11 Expense Budg et $ 678,871 900,379 780,400 T OT AL EXPEN SE $ * Tra nsfers in/ou t in clude In dire ct Cost, p otentia l loan s o r loa n payb ack; see Sche dule D (p . 4 41) for d etails. ** Includ es Contin gen cy & Re serves. 77 2,359,650 City of Chandler 2010-11 Adopted Budget Financial and Personnel Overviews M AJOR FU N D SUM M AR IES Grant Fund s (217 thru 240) C atego ry Grants In Aid H ome Program C omm unity Dev Block G rant Public Housing Authority H ousing Authority Section 8 C apital F und Program Proceeds R einvest Projects H ousing Authority Interes t Fund Balance Subto tal Revenue N et Transfers In(O ut) * TO TA L RESOU RC ES F Y2010-11 Reven ue Budg et $ 35,164,235 $ $ D ept/C ost C enter C ity M gr, H R , IT, Econ D ev, N eighborhood Resourses C ommunity Services C APA F ire Law M unicipal U tilities N on-D ept.** Police T ransportation & D ev 1,000,000 3,500,000 2,424,000 4,850,000 850,000 36,000 3,500,000 53,000 5,414,373 56,791,608 285,000 T OT AL EXPEN SE 57,076,608 FY2010-11 Expense Budg et $ 21,142,500 1,225,602 50,000 1,863,544 17,050 155,000 1,950,200 2,600,000 28,072,712 $ 57,076,608 MAJOR EN TER PRISE FU N DS SUM M AR IES C atego ry W ater Sales Meter Installation F ees C onnect Fees Other C harges Interes t Fund Balance Subto tal Revenue N et Transfers In(O ut) * TO TA L RESOU RC ES Water Operating (605) F Y2010-11 Reven ue Budg et D ept/C ost C enter $ 45,365,919 Administration 252,800 W ater D istribution 265,000 W ater C apital 338,400 W ater T reatm ent Plant 436,400 Environm ental R es 15,242,354 W ater Q uality W ater Production Facility $ 61,900,873 Joint W ater Treatment Plant (4,092,076) Meter Services ITO C Capital N on-D ept.** D ebt Ser vices FY2010-11 Expense Budg et $ 788,794 6,151,136 688,559 11,056,926 1,670,493 1,521,744 6,240,328 1,299,500 730,510 252,000 8,867,586 18,541,221 $ $ 57,808,797 T OT AL EXPEN SE * Tra nsfers in/ou t in clude In dire ct Cost, p otentia l loan s o r loa n payb ack; see Sche dule D (p . 4 41) for d etails. ** Includ es Contin gen cy & Re serves. 78 57,808,797 City of Chandler 2010-11 Adopted Budget Financial and Personnel Overviews M A JO R ENT ERPR ISE FUN D S SUMM AR IES - (c onti nued) C atego ry Sew e r Sa les Ser vice C harges Ot her C h arg es In teres t Fun d Balance Subto tal Reve nue N et Tran sfe rs I n(O ut ) * TO TA L RESOU RC ES W astewa te r Ope ra tin g (615) F Y20 10-11 Re v en ue Budg et D e pt/C ost Cente r $ 28 ,440 ,8 00 Adm inistra tion 907 ,1 79 W a ste wate r C o llection 225 ,0 00 W a ste wate r C a pita l 212 ,0 40 W a ste wate r T re atmen t 9 ,028 ,3 62 W a ste wate r Q ualit y Airp ort W W R ec la m Plant $ 38 ,813 ,3 81 O cotillo W ate r R ecla m (2 ,337 ,0 77) I TO C Capital N o n-D ept .** D e bt Ser vice FY2 01 0-11 Expense Budg et $ 6,80 0 2,25 4,19 2 5,08 9,51 0 1,39 3,31 1 56 9,26 2 6,18 3,30 7 4,11 8,32 0 10 8,00 0 6,12 4,21 7 10,62 9,385 $ $ 36 ,476 ,3 04 T OT AL EXPEN SE Was tew ater In du strial Proce ss Trea tment (61 6) F Y20 10-11 C atego ry Re v en ue Budg et D e pt/C ost Cente r In tel Surch arge F ee s $ 2 ,961 ,4 88 W W Re ver se Osmo sis In teres t 6 ,0 00 N o n-D ept .** Subto tal Reve nue $ 2 ,967 ,4 88 N et Tran sfe rs I n(O ut ) * (276 ,8 24) TO TA L R ESOU RC ES $ 2 ,690 ,6 64 T OT AL EXPEN SE C atego ry R ef use C h arg es D um p ing F ee s Adm in C harge s Other R e ven ues In teres t Fun d Balance Subto tal Reve nue N et Tran sfe rs I n(O ut ) * Solid Was te Op erating (625 ) F Y20 10-11 Re v en ue Budg et D e pt/C ost Cente r $ 12 ,362 ,9 50 Solid W a ste Se rvice s 108 ,6 00 Solid W a ste C apital 24,3 00 I TO C Capital 599 ,1 00 N o n-D ept .** 131 ,5 60 2 ,138 ,3 24 $ 15 ,364 ,8 34 (1 ,455 ,1 93) TO TA L RESOU RC ES $ C atego ry Tie D ow n Fe es Sale of G as /Oil Airp ort Le ase s Ot her R e ven ues/I ntere st Fun d Balance Subto tal Reve nue N et Tran sfe rs I n(O ut ) * Airpo rt O pe rating (635 ) F Y20 10-11 Re v en ue Budg et D e pt/C ost Cente r $ 500 ,3 80 Airp ort Services 109 ,8 90 Airp ort C apital 257 ,1 70 N o n-D ept .** D e bt Ser vice 6 ,5 50 $ 873 ,9 90 425 ,9 73 TO TA L R ESOU RC ES $ 13 ,909 ,6 41 T OT AL EXPEN SE 1 ,299 ,9 63 T OT AL EXPEN SE * Tra nsfers in/ou t in clude In dire ct Cost, p otentia l loan s o r loa n payb ack; see Sche dule D (p . 4 41) for d etails. ** Includ es Contin gen cy & Re serves. 79 36,47 6,304 FY2 01 0-11 Expense Budg et $ 2,37 6,66 4 31 4,00 0 $ 2,69 0,66 4 FY2 01 0-11 Expense Budg et $ 11,14 9,974 4 0,00 0 2,71 9,66 7 $ 13,90 9,641 FY2 01 0-11 Expense Budg et $ 86 2,39 2 17 8,18 3 23 3,80 0 2 5,58 8 $ 1,29 9,96 3 City of Chandler 2010-11 Adopted Budget Financial and Personnel Overviews 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. 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. According to the City Charter and the Expenditure Limitation under the Home Rule Option, total expenditures cannot exceed the amount of the adopted budget. As such, any planned use of fund balance is appropriated through the budget process. General Fun d 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 2010-11 Budget anticipates that about $40.3-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, but is also anticipated to offset revenue shortfalls this year. Fund balance will be transferred this year to establish separate debt service and general capital projects funds. The ending fund balance of nearly $70-million includes over $19.5-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. Expenditures related to the HURF 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. No new LTAF revenues will be received. Expenditures in this area have been reduced, and remaining needs are being prioritized. Once LTAF fund balance is exhausted, the City will have to apply other revenue sources for Transit funding to continue. 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. Capital Project F und 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 2010-11 shows that almost $63.9-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 2010-11 shows that about $9.5-million of the Fund Balance is needed to supplement the revenue collection to offset estimated expenditures, including debt service and one-time capital. 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 2010-11. 80 City of Chandler 2010-11 Adopted Budget Financial and Personnel Overviews This page intentionally left blank. 81 City of Chandler 2010-11 Adopted Budget Financial and Personnel Overviews SUMMARY OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCE The estimated beginning fund balance below 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. 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 08-09 Actual 09-10 Actual* Estimated Beginning Fund Balance $ 128,536 $ 146,018 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 $ 38,405 86,387 61,097 17,270 7,879 2,107 213,144 $ TOTAL AVAILABLE RESOURCES $ 341,680 $ 360,957 EXPENDITURES: Mayor & Council City Manager City Clerk City Magistrate Law Management Services Planning & Development Communication & Public Community Services Police Fire Public Works Transportation & Dev Municipal Utilities Non-departmental Expendable Trust Debt Service 808 18,114 640 3,935 3,202 8,050 8,621 2,422 30,814 58,970 28,437 14,628 13,407 22,748 Special Revenue 10-11 Adopted $ 110,112 39,593 80,052 56,364 19,225 7,321 12,384 214,939 $ 901 18,864 751 4,044 3,387 8,607 8,283 2,547 34,964 62,053 28,011 13,496 39,953 24,985 36,376 82,078 47,253 20,439 7,209 (13,550) 179,805 $ 289,917 08-09 Actual 09-10 Actual* Internal Service 10-11 Adopted 09-10 Actual* 10-11 Adopted $ 20,037 $ 16,320 $ 14,927 13,590 13,000 2 1 1 1,189 784 452 32,931 22,515 65,948 118 84 113 (8,060) (4,284) (14,414) 41,108 $ 32,689 $ 65,100 8,594 6,965 11,816 3,141 (3,862) 17,014 $ 11,735 $ 3,103 $ 28,831 $ 61,145 $ 49,009 $ 28,108 $ 23,978 $ 38,870 816 26,106 716 3,902 3,132 7,100 2,075 32,810 64,336 27,190 21,582 6,643 23,674 1,580 17 7,326 316 615 981 24,190 7 97 4,623 $ 16,535 08-09 Actual $ 81,635 3,502 17 8,554 135 962 720 14,033 45 127 4,378 $ 16,373 $ 20,875 $ 10,039 21,143 17 50 1,226 2,600 1,864 43,611 155 303 215 4,051 4,416 12 92 174 591 31 3,429 - 8,297 200 11 5,430 - 144 8,706 2,208 15 12,810 - Total Expenditures $ 214,797 $ 250,845 $ 220,082 $ 39,752 $ 32,474 $ 75,233 $ Estimated Ending Fund Balance (Contingency) $ 126,883 $ 110,112 $ 69,835 $ 21,393 $ 16,535 6,401 $ 19,364 $ 10,039 $ 14,987 341,680 $ 360,957 $ 289,917 $ 61,145 $ 49,009 $ 81,635 $ 28,108 $ 23,978 $ 38,870 TOTAL EXPENDITURES + ENDING FUND BALANCE $ *09-10 Actual reflects estimated year-end (unaudited). 82 $ 8,744 $ 13,939 $ 23,883 City of Chandler 2010-11 Adopted Budget Financial and Personnel Overviews SUMMARY OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE (con’t) SUMMARY (In Thousands) Capital Project 08-09 Actual 09-10 Actual* Permanent/Special Funds Enterprise Funds 10-11 Adopted 08-09 Actual 10-11 Adopted 09-10 Actual* $ $ 98 $ 26 63 63 $ 161 $ $ 11,197 10,856 282,406 4,063 2,298 14,258 3,780 $ 311,924 $ 16,934 $ 1,209 1,587 1,625 77,480 85,522 90,160 2,065 1,383 1,806 (18,430) (7,978) (7,735) $ 62,324 $ 80,513 $ 85,856 $ 129 129 $ $ 115,893 $ 111,414 $ 112,572 $ 205 $ 368,185 $ 142,082 $ 147,912 (0) 27,365 2,434 8,362 49,232 114,808 2,530 643 11,356 797 2,448 24,297 18,876 6,550 730 21,131 15,703 1,815 51,080 44,364 722 723 57,133 182 20,527 30,901 $ 26,716 08-09 Actual $ 56,261 $ 125,147 $ 77,027 10,042 40,120 2,039 18,684 70,885 53,569 $ 09-10 Actual* 941 57,374 411 25,972 400 1,041 63,614 1,062 29,196 $ 205,375 $ 65,054 $ 134,815 $ 78,566 $ 84,698 $ 95,313 $ $ 162,810 $ 77,027 $ 13,097 $ 37,327 $ 26,716 $ 17,259 $ $ 368,185 $ 142,082 $ 147,912 $ 115,893 $ 111,414 $ 112,572 $ *09-10 Actual reflects estimated year-end (unaudited). 83 76 $ Grand Total 10-11 Adopted 08-09 Actual 09-10 Actual* $ 274,852 $ 240,455 75 75 $ 38,405 39,593 86,387 80,052 76,024 69,954 18,481 20,813 77,480 85,522 11,197 10,856 282,406 23,919 18,813 32,931 22,515 118 84 (6,984) 40 640,364 $348,242 $ 36,376 82,078 60,253 22,065 90,160 10,042 40,120 23,397 65,948 113 430,552 101 $ 915,216 $687,600 671,007 808 19,694 640 3,935 3,219 12,593 15,960 2,422 58,587 62,193 38,376 88,805 171,941 19,555 97 48,542 901 22,367 751 4,044 3,404 17,034 16,837 2,547 46,455 64,012 31,183 52,777 76,294 52,345 127 56,065 $ 128 5 1 - 130 5 - 134 $ 135 $ 101 $ 547,369 $447,145 $ 549,427 $ 26 $ - $ 367,847 $240,455 $ 121,579 205 $ 161 $ 101 $ 915,216 $ 687,600 $ 671,007 71 96 5 - $339,358 10-11 Adopted 816 47,793 716 3,902 3,149 15,902 2,125 55,166 84,847 30,873 52,121 173,187 108,133 20,817 215 57,643 City of Chandler 2010-11 Adopted Budget Financial and Personnel Overviews PERSONNEL SUMMARY BY DEPARTMENT AND COST CENTER 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 2010-11. 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 2010-11. 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 General Government Mayor and Council 1020 Mayor and Council Communications/Public Affairs 1070 Communications/Public Affairs 1071 Video Production 1210 Print, Mail & Graphics 1030 City Clerk 1040 City ManagerAdministration 1540 3080 1520 1580 1250 1199 1200 1280 1060 1061 4650 4700 Organizational Development Downtown Redevelopment Downtown Real Estate Economic Development Tourism Human Resources IT Srvc. Delivery Mgmt & Admin. IT Applications Support IT Infrastructure & Client Sup. Neighborhood Resources Code Enforcement (1) Housing and Redevelopment Community Development 1050 City Magistrate 1300 Law 2 Subtotal - General Government 4300 1100 3200 4310 4510 4520 4530 4550 4551 4555 4550 4550 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 2210 2220 2230 2240 2260 2270 2280 Fire Administration Emergency Services Operations Prevention and Preparedness Support Services Training Community Programs & Preparedness 2008-09 Revised 2009-10 Adopted 2009-10 Revised New Requests 2010-11 Adopted Anticipated Additional Reductions 2010-11 Anticipated 6.000 6.000 5.000 0.000 5.000 0.000 5.000 8.000 3.000 6.000 17.000 8.000 3.000 6.000 17.000 7.000 3.000 6.000 16.000 0.000 0.000 0.000 0.000 4.000 2.000 7.000 13.000 0.000 0.000 (1.000) (1.000) 4.000 2.000 6.000 12.000 6.000 6.000 6.000 0.000 6.000 0.000 6.000 12.750 9.750 9.000 0.000 7.000 (1.000) 6.000 2.000 4.000 6.000 1.000 19.000 13.000 19.000 20.000 4.000 12.000 23.700 6.300 130.000 2.000 3.000 5.000 1.000 18.000 12.000 19.000 20.000 3.000 11.000 23.200 6.300 123.500 2.000 1.000 5.000 1.000 18.000 12.000 18.000 20.000 5.600 11.000 22.200 5.700 121.500 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 2.000 1.000 6.000 1.000 18.000 15.000 18.000 21.000 5.500 11.000 19.200 5.800 123.500 0.000 (1.000) 0.000 0.000 0.000 (1.000) 0.000 0.000 0.000 0.000 0.000 0.000 (2.000) 2.000 0.000 6.000 1.000 18.000 14.000 18.000 21.000 5.500 11.000 19.200 5.800 121.500 45.000 44.000 43.000 0.000 42.000 0.000 42.000 9.000 29.000 27.000 0.000 27.000 0.000 27.000 245.750 235.250 227.500 0.000 223.500 (4.000) 219.500 5.000 12.000 44.000 67.000 4.750 15.250 47.000 8.000 13.250 3.250 17.000 2.000 238.500 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 5.000 12.000 42.000 63.250 3.750 14.750 48.000 7.000 12.500 3.500 15.625 1.750 229.125 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 5.000 12.000 40.000 60.250 3.750 14.750 48.000 7.000 11.500 3.500 15.625 1.750 223.125 0.000 0.000 (1.000) 0.000 0.000 0.000 0.000 (1.000) 0.000 0.000 0.000 0.000 (2.000) 5.000 12.000 39.000 60.250 3.750 14.750 48.000 6.000 11.500 3.500 15.625 1.750 221.125 7.000 6.000 196.000 5.000 6.000 4.000 5.000 229.000 7.000 6.000 195.000 5.000 6.000 4.000 5.000 228.000 8.000 6.000 195.000 4.000 6.000 3.000 4.000 226.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 11.000 9.000 192.000 8.000 6.000 0.000 0.000 226.000 (3.000) (2.000) 0.000 (2.000) 0.000 0.000 0.000 (7.000) 8.000 7.000 192.000 6.000 6.000 0.000 0.000 219.000 84 City of Chandler 2010-11 Adopted Budget Financial and Personnel Overviews Number of Full Time Equivalent Personnel (continued) 2008-09 Revised 1180 1195 1220 1225 1230 1240 1240 1260 1265 1270 Management Services Administration Budget Purchasing Central Supply Accounting Tax and License Utility Services Risk Management Environmental Management Fleet Services 3050 3700 3800 3830 3840 3850 3860 3880 3900 3930 3940 3950 3960 Municipal Utilities Administration Solid Waste Services Water Distribution Water Treatment Plant Environmental Resources Water Quality Water Production Facility Meter Services Wastewater Collection Wastewater Reverse Osmosis Wastewater Treatment Wastewater Quality Airport Water Reclamation Facility 2010 2015 2020 2021 2030 2040 2050 2060 2070 2071 2080 Police Administration Professional Standards Property and Evidence Forensic Sciences Field Operations Criminal Investigations Planning and Research Communications Records Detention Services Community Resources & Training 3010 1500 1510 1515 1530 1535 3020 3030 3070 3300 3330 3340 3350 4100 Transportation and Development Transportation & Dev. Administration Planning Administration Planning Long Range Planning Development Services Civil Engineering Engineering Transportation/Operations Admin. Real Estate Streets Traffic Engineering Transit Services Street Sweeping Airport 2009-10 Adopted 2009-10 Revised New Requests 2010-11 Adopted Anticipated Additional Reductions 2010-11 Anticipated 7.000 7.000 9.000 5.000 17.000 21.500 20.500 7.000 3.500 14.000 111.500 7.000 6.000 9.000 5.000 17.000 21.500 20.500 7.000 3.500 14.000 110.500 5.300 5.350 7.500 4.500 16.350 20.500 19.500 5.000 3.500 14.000 101.500 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 5.300 5.350 7.500 4.500 15.350 19.500 9.500 5.000 3.500 13.000 88.500 0.000 0.000 0.000 0.000 0.000 0.000 0.000 (1.000) 0.000 0.000 (1.000) 5.300 5.350 7.500 4.500 15.350 19.500 9.500 4.000 3.500 13.000 87.500 6.000 23.000 30.000 23.500 12.000 12.500 14.000 0.000 14.000 10.000 1.000 4.000 21.000 171.000 6.000 23.000 30.000 23.500 11.000 12.500 14.000 0.000 14.000 10.000 1.000 4.000 23.000 172.000 6.000 23.000 28.000 13.500 12.000 12.500 21.000 0.000 13.000 10.000 1.000 4.000 22.000 166.000 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 0.000 6.000 23.000 28.000 13.500 10.000 12.500 21.000 11.000 13.000 10.000 1.000 4.000 22.000 175.000 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 0.000 6.000 23.000 28.000 13.500 10.000 12.500 21.000 11.000 13.000 10.000 1.000 4.000 22.000 175.000 15.000 8.000 5.000 22.000 242.000 93.000 8.000 52.000 26.000 6.000 34.000 511.000 15.000 8.000 5.000 22.000 232.000 93.000 8.000 52.000 25.000 6.000 32.000 498.000 16.000 8.000 5.000 22.000 231.000 93.000 8.000 52.000 25.000 6.000 31.000 497.000 0.000 0.000 0.000 1.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 1.000 16.000 8.000 5.000 23.000 227.000 91.000 8.000 51.000 24.000 6.000 30.000 489.000 (1.000) 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 (1.000) 15.000 8.000 5.000 23.000 227.000 91.000 8.000 51.000 24.000 6.000 30.000 488.000 4.000 14.000 15.000 4.000 47.000 12.000 50.000 4.000 4.000 47.000 35.000 4.000 10.000 7.000 257.000 3.000 13.000 14.000 4.000 43.000 10.000 45.000 3.000 4.000 46.000 32.000 4.000 10.000 6.000 237.000 3.000 11.000 13.000 4.000 32.000 6.000 43.000 2.000 4.000 42.500 27.600 4.000 10.000 6.000 208.100 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 0.000 0.000 3.000 6.000 17.000 0.000 31.000 6.000 48.000 2.000 0.000 41.500 27.600 3.000 9.000 6.000 200.100 0.000 (1.000) (1.000) 0.000 (4.000) 0.000 (16.000) 0.000 0.000 (1.000) (0.600) 0.000 0.000 0.000 (23.600) 3.000 5.000 16.000 0.000 27.000 6.000 32.000 2.000 0.000 40.500 27.000 3.000 9.000 6.000 176.500 CITY TOTAL 1763.750 1716.250 1655.225 1.000 1625.225 (38.600) 1586.625 Population * 250,619 252,500 252,488 254,600 254,600 7.0 6.8 6.6 6.4 6.2 (1) Employees Per 1,000 Population (1) Beginning FY2010-11, this presentation combines Planning & Development Department and Public Works Departments. * Population figures for 2008-09 and 2009-10 are based on updated annual estimates from Long Range Planning. The 2010-11 figure is the July 1, 2010 projection from Long Range Planning as provided in preparation of the 2010-11 Budget. 85 City of Chandler 2010-11 Adopted Budget Financial and Personnel Overviews PERSONNEL DISTRIBUTION BY DEPARTMENT 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 2010-11. 2010-11 FTE Community Services Fire General Government Management Services Municipal Utilities Police Transportation & Development Total 223.125 226.000 223.500 88.500 175.000 489.000 200.100 1,625.225 NEW POSITIONS FOR FISCAL YEAR 2010-11 (ALL FUNDS) Police Department - Addition 2021 - Forensic Services 1.000 1.000 1.000 Criminalist II* Total Police Positions Grand Total * Cost offset through Intergovernmental Agreement (IGA) with Town of Gilbert. 86 City of Chandler 2010-11 Adopted Budget Financial and Personnel Overviews The chart below shows Chandler's population growth over the past decade and the number of employees per 1,000 population. 7.5 7.0 6.5 6.0 5.5 5.0 4.5 4.0 3.5 3.0 250 225 200 175 150 125 100 75 50 Population (in 1,000) Staff/1000 population Population (in 1000) Chandler Population and # of Employees Employees Per 1,000 Population * 2010-11 mid-year estimate after anticipated eliminations. 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 FY 2010-11 9.5 5.3 6.2 7.0 7.6 87 7.8 9.8 10.4 City of Chandler 2010-11 Adopted Budget Financial and Personnel Overviews 88 Resources Introduction Resources 5-Contents Fiscal Year Comparative Summaries of Chandler’s Revenue Sources Detailed Descriptions of Major Historical Trends and Analysis Introduction Dedication of new Public Safety Memorial Located at the new Fire Administration Building Designed by Jesus Romo Studios Includes a list of those lost in the line of duty Introduction Larger-than-life bronze panels represent Fire, Police A project of the Chandler Arts Commission Introduction City of Chandler 2010-11 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 fiscal year 2009-10 to 2010-11 Adopted Budgets. Subsequent pages in this section give 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 fiscal year 2010-11 revenue projections. RESOURCES CATEGORICAL COMPARISONS 2008-09 Actual Revenues Fund Balances $ Sale of Bonds - $ $ 367,847,444 $ 240,455,117 (34.6%) 48,707,500 40,120,000 (17.6%) 41,794,281 51,324,235 22.8% 339,545,123 647,347,282 $ 797,894,348 $ 339,107,303 (0.1%) 671,006,655 (15.9%) Resource Comparison 2009-10 and 2010-11 (with percentage of total by year) M I L L I O N S 400 50% 36% 300 46% 8% 6% 200 100 Percent Change 25,009,630 339,932,090 Resources Total 2010-11 Adopted Budget 282,405,562 Grants Revenues 2009-10 Adopted Budget 6% 43% 5% 0 Fund Balances Sale of Bonds Grants 2009-10 2010-11 89 Revenues City of Chandler 2010-11 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. The budgeted uses of fund balance in each major category by fiscal year are as follows: 2009-10 Adopted Budget General $ 2010-11 Adopted Budget 126,882,640 $ Percentage Change 110,111,611 (13.2%) Enterprise 37,326,901 26,716,240 (28.4%) Special Revenue 21,313,854 16,422,588 (22.9%) System Development Fees 61,515,412 25,776,678 (58.1%) 3,950,764 2,664,970 (32.5%) 101,042,073 50,907,566 (49.6%) 15,275,850 6,984,392 (54.3%) 539,950 871,072 61.3% 240,455,117 (34.6%) Capital Replacement Bonds Self-Insurance Other Total $ 367,847,444 $ Fund Balance Comparison 2009-10 and 2010-11 (with percentage of total by year) $140 45% $120 M $100 I L $80 L I $60 O N $40 S 34% 27% 11% 11% 7% 17% 3% 1% 10% $20 21% 6% 1% 4% $0 General Enterprise Special Revenue System Capital Development Replacement Fees 2009-10 Bonds 2010-11 90 SelfInsurance 1% 1% Other City of Chandler 2010-11 Adopted Budget Resources SALE OF BONDS 2009-10 Adopted Budget Parks $ (100.0%) 10,735,000 10,600,000 (1.3%) Art Center 1,322,500 1,100,000 (16.8%) Museum 1,100,000 - (100.0%) 13,050,000 8,000,000 (38.7%) 900,000 545,000 (39.4%) Streets 1,600,000 - (100.0%) Water 11,025,000 11,075,000 0.5% 7,875,000 8,800,000 11.7% 40,120,000 (17.6%) Public Safety - Police Public Safety - Fire Wastewater Total $ 48,707,500 $ Percentage Change - Library 1,100,000 2010-11 Adopted Budget $ Sale of Bonds 2009-10 Sale of Bonds 2010-11 Wastewater 16% Library 26% Parks 2% Water 23% Wastewater 22% Art Center 3% Library 22% Streets 3% Public Safety Fire 2% Art Center 3% Public Safety Police 27% Water 28% Museum 2% Public Safety Police 20% Public Safety Fire 1% 91 City of Chandler 2010-11 Adopted Budget Resources GRANTS This funding source includes Federal, State, and local grants for specific projects. Grant appropriation will not be expended unless prior authorization of grant award is received from the grant agency. 2009-10 Adopted Budget General Government (1) $ 2010-11 Adopted Budget 3,726,800 $ Percentage Change 2,811,550 (24.6%) Public Safety - Fire 2,237,882 1,863,544 (16.7%) Public Safety - Police 2,301,000 2,600,000 13.0% Community Development Block 4,600,000 6,200,000 34.8% Housing & Urban Development 14,446,670 11,660,000 (19.3%) 1,514,901 1,222,602 (19.3%) 145,000 155,000 6.9% 11,530,982 211,000 1,080,046 23,254,775 211,000 1,345,764 101.7% 0.0% 24.6% 51,324,235 22.8% Community Services Municipal Utilities Transportation and Development: Streets Street Sweeping Airport Total (1) $ 41,794,281 $ General Government includes City Manager, Economic Development, Information Technology, and Law. Grants Budget 2009-10 Street Sweeping 0% Airport 3% General Government 9% Airport 3% Street Sweeping 1% Public Safety (Fire/Police) 11% Streets 28% Community Services 4% Grants Budget 2010-11 Housing & Urban Development 34% Community Development Block 11% Public Safety (Fire/Police) 9% Community Development Block 12% Streets 45% Community Services 2% 92 General Government 5% Housing & Urban Development 23% City of Chandler 2010-11 Adopted Budget Resources Summary of Revenues Revenues were projected for the Fiscal Year (FY) 2010-11 budget by taking multiple factors into consideration, including direct source information, economic conditions, anticipated future trends, and revised revenue estimates from FY 2010-11. Other resources, such as interfund transfers and the use of fund balance, are not included in the summary below. 2007-08 Actual Revenue Local Taxes and License Franchise Fees Transaction Privilege License Tax Other Licenses $ 99,353,795 3,937,953 93,926,626 1,489,217 2008-09 Actual Revenue $ 87,857,776 3,264,093 83,141,193 1,452,491 2009-10 Adopted Budget $ 85,719,850 3,412,000 80,920,000 1,387,850 2009-10 Revised Estimate $ 81,450,300 3,052,100 77,010,000 1,388,200 2010-11 Adopted Budget $ % Change from 2009-10 Adopted % of Total 83,493,600 3,207,000 78,880,500 1,406,100 -2.6% -6.0% -2.5% 1.3% 24.6% 0.9% 23.3% 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 84,477,419 21,292,184 9,797,604 16,033,306 3,786,677 32,486,823 1,080,826 83,945,405 18,620,758 8,016,424 13,907,476 7,921,275 34,459,502 1,019,970 79,778,555 17,950,000 8,150,000 13,950,955 8,850,000 29,804,000 1,073,600 74,592,431 18,360,000 8,200,000 13,000,000 4,638,331 29,804,000 590,100 74,876,596 16,960,000 7,800,000 13,000,000 14,623,596 22,493,000 0 -6.1% -5.5% -4.3% -6.8% 65.2% -24.5% -100.0% 22.1% 5.0% 2.3% 3.8% 4.3% 6.6% 0.0% Charges for Services Engineering Fees Building Division Fees Planning Fees Public Safety Miscellaneous Library Revenues Parks and Recreation Fees 12,429,734 823,707 4,811,068 129,073 4,239,839 330,141 2,095,905 12,040,076 321,785 3,308,471 95,488 4,737,706 857,403 2,719,224 13,401,050 635,300 2,826,000 70,500 6,722,800 613,600 2,532,850 14,165,844 626,457 2,828,000 172,000 6,883,487 586,300 3,069,600 15,033,888 649,257 2,888,000 186,700 7,498,766 586,300 3,224,865 12.2% 2.2% 2.2% 164.8% 11.5% -4.4% 27.3% 4.4% 0.2% 0.9% 0.1% 2.2% 0.2% 1.0% Miscellaneous Receipts Sale of Fixed Assets Other Receipts Interest on Investments Leases Court Fines 38,169,538 330,568 6,804,673 26,574,748 608,012 3,851,536 21,724,108 206,923 6,009,079 10,986,478 733,149 3,788,478 18,289,946 145,000 6,304,578 7,124,218 791,650 3,924,500 17,636,287 107,500 6,879,017 6,237,000 736,270 3,676,500 17,461,008 75,000 4,932,642 7,540,500 910,366 4,002,500 -4.5% -48.3% -21.8% 5.8% 15.0% 2.0% 5.1% 0.0% 1.5% 2.2% 0.3% 1.2% Enterprise Revenue Water Sales Wastewater Service Solid Waste Service Solid Waste Container Fees Other Utility Charges Airport Fuel Sales 78,643,802 40,140,706 24,530,000 12,956,721 50,999 754,028 211,348 78,018,863 39,230,658 25,179,238 12,745,284 37,332 714,159 112,193 86,655,057 44,668,432 28,231,626 12,921,760 51,581 576,358 205,300 86,515,028 43,300,000 28,936,296 12,724,140 52,800 1,374,322 127,470 91,195,297 45,365,919 31,402,288 13,028,150 52,800 1,193,310 152,830 5.2% 1.6% 11.2% 0.8% 2.4% 107.0% -25.6% 26.9% 13.4% 9.3% 3.8% 0.0% 0.4% 0.0% System Development Fees Water Wastewater General Government Impact Fees 18,041,425 5,475,268 4,454,560 8,111,597 11,691,631 3,146,279 4,070,323 4,475,029 10,067,636 2,250,000 3,315,136 4,502,500 11,417,499 2,368,468 4,221,798 4,827,233 10,828,576 2,655,000 4,411,669 3,761,907 7.6% 18.0% 33.1% -16.4% 3.2% 0.8% 1.3% 1.1% Interfund Charges Property Tax TOTAL REVENUE $ 5,156,520 6,249,573 6,345,347 4,955,072 9,842,338 55.1% 2.9% 33,377,113 38,404,658 39,287,682 39,592,600 36,376,000 -7.4% 10.7% 339,107,303 -0.1% 100.0% 369,649,345 $ 339,932,090 $ 339,545,123 93 $ 330,325,061 $ City of Chandler 2010-11 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 City Council and the 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 public purpose. Analysis: The data below reflect recent years of actual revenue with the percent of increase or decrease. Fiscal year 2006-07 reflects an Arizona Public Service rate increase and higher cable sales. The 2007-08 increase reflects higher cable sales and the timing of receipts that would have otherwise posted to 2008-09. The 2009-10 estimate is an eight month actual and four month projection based upon timing of receipts received at last fiscal year end. Projection: The 2010-11 estimate is based upon specific industry projections and normal receipt of franchise payments. Fiscal Year 2006-07 2007-08 2008-09 2009-10 (Est.) 2010-11 (Est.) Amount 3,315,596 3,937,953 3,264,093 3,052,100 3,207,000 94 % Inc/(Dec) 28.4 18.8 (17.1) (6.5) 5.1 City of Chandler 2010-11 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. It is 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 public purpose. Analysis: The data below reflect recent years of actual revenue with the percent of increase or decrease. Fiscal years 2006-07 and 2007-08 reflect the peak of a strong economy, while 2008-09 reflects the beginning of the economic downturn, which continues. The 2009-10 estimate is an eight month actual and four month projection. Projection: The 2010-11 estimate anticipates a slow economic recovery, but a continued slow pace of construction activity. Fiscal Year 2006-07 2007-08 2008-09 2009-10 (Est.) 2010-11 (Est.) Amount 92,668,792 93,926,626 83,141,193 77,010,000 78,880,500 95 % Inc/(Dec) 5.9 1.4 (11.5) (7.4) 2.4 City of Chandler 2010-11 Adopted Budget Resources Transaction Privilege (Sales) and Use Tax The following detail is presented to show the amount of each category of Transaction Privilege (Sales) and Use Tax and interest that has been collected in recent fiscal years, the adopted budget and revised estimate for the current year, and the adopted budget for the upcoming fiscal year. The 2009-10 estimate is an eight month actual and four month projection. A slow recovery is anticipated beginning in fiscal year 2010-11. Category Contracting (1) General Retail (2) 2006-07 Actual 2007-08 Actual $ 15,665,738 $ 15,519,590 2008-09 Actual $ 9,352,480 2009-10 Adopted $ 8,400,000 2009-10 Estimate $ 6,100,000 2010-11 Adopted $ % chg Est 2009-10 to 2010-11 6,272,000 2.8% 41,719,797 41,253,935 36,851,140 36,800,000 34,700,000 35,574,500 2.5% Restaurant/Bar 7,655,093 7,908,883 7,267,718 6,900,000 7,030,000 7,270,600 3.4% Utilities 9,688,886 10,401,302 10,982,905 11,000,000 11,000,000 11,220,000 2.0% Telecommunications 3,709,781 3,978,715 4,057,982 4,100,000 4,000,000 4,080,000 2.0% Rentals - Real 7,883,794 8,449,123 8,520,878 8,200,000 8,800,000 8,976,000 2.0% Rentals - Personal 1,935,981 2,177,125 2,474,464 2,050,000 2,250,000 2,295,000 2.0% Hotel/Motel 1,938,442 2,103,714 1,672,893 1,600,000 1,450,000 1,479,000 2.0% Publishing/Other 723,532 492,770 389,046 340,000 330,000 336,600 2.0% Amusements 679,666 660,985 623,159 580,000 540,000 550,800 2.0% 1,044,225 950,808 930,636 930,000 800,000 816,000 2.0% 23,859 29,676 17,892 20,000 10,000 10,000 0.0% $ 92,668,794 $ 93,926,626 $ 83,141,193 $ 80,920,000 $ 77,010,000 $ 78,880,500 2.4% Use Tax Privilege Tax Interest Total (1) Contracting includes sales tax collections on all construction activity. (2) General Retail includes Car and Truck, Grocery Stores, Drug, and Liquor Stores. 96 City of Chandler 2010-11 Adopted Budget Resources SOURCE: Other Licenses Summary: Revenue from Other Licenses is comprised of the nine categories of business licenses detailed below, accompanied by the 2010-11 estimate for each category: 1. 2. 3. 4. 5. Business Licenses Alcoholic Beverages Peddlers and Vendors Second Hand & Junk Dealers Alarm $ 850,000 $ 270,000 $ 10,000 $ 8,500 $ 112,000 6. 7. 8. 9. Amusements Professional/Occupation & Other Cable License Applications Wireless Communication Leases $ 28,600 $ 5,000 $ 12,000 $110,000 This revenue may be expended for any municipal public purpose. Analysis: The data below reflect recent years of actual revenue with the percent of increase or decrease. Fiscal year 2006-07 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, which slowed during the economic recession, as reflected in 2008-09. The 2009-10 estimate is an eight month actual and four month projection. Projection: Revenues are projected to remain level for 2010-11 due to slowdown of commercial development in the City. Fiscal Year 2006-07 2007-08 2008-09 2009-10 (Est.) 2010-11 (Est.) Amount 1,433,887 1,489,217 1,452,491 1,388,200 1,406,100 97 % Inc/(Dec) 40.9 3.9 (2.5) (4.4) 1.3 City of Chandler 2010-11 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 public purpose. Analysis: The data below reflect recent years of actual revenue with the percent of increase or decrease. Fiscal years 2006-07 and 2007-08 reflect a strong economy. The 2008-09 decrease reflects the beginning of the economic downturn, which continues. The 2009-10 estimate is an eight month actual and four month projection and reflects the continued economic downturn. Projection: The 2010-11 estimate reflects the impact of the economic downturn based on information from the League of Arizona Cities and Towns and the State Department of Revenue. Fiscal Year 2006-07 2007-08 2008-09 2009-10 (Est.) 2010-11 (Est.) Amount 21,943,277 21,292,184 18,620,758 18,360,000 16,960,000 98 % Inc/(Dec) 17.1 (3.0) (12.5) (1.4) (7.6) City of Chandler 2010-11 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 public purpose. Analysis: The data below reflect recent years of actual revenue with the percent of increase or decrease. Fiscal year 2008-09 reflects the impact of the economic downturn, which continues. The 2009-10 estimate is an eight month actual and four month projection. Projection: The 2010-11 estimate reflects the uncertainty of auto sales, which have been declining nationally. Fiscal Year 2006-07 2007-08 2008-09 2009-10 (Est.) 2010-11 (Est.) Amount 9,607,088 9,797,604 8,016,424 8,200,000 7,800,000 99 % Inc/(Dec) 13.5 2.0 (18.2) 2.3 (4.9) City of Chandler 2010-11 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 (HURF). Cities and towns receive 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 reflect recent years of actual revenue with the percent of increase or decrease. Fiscal year 2006-07 reflects continued growth in gas sales as well as the results of the mid-decade census. Fiscal years 2007-08 and 2008-09 reflect reduced gas sales during a period of high gas prices. The 2009-10 estimate is an eight month actual and four month projection. Projection: The 2010-11 estimate assumes a leveling of gasoline sales, and is based on estimates provided by the League of Arizona Cities and Towns and State Department of Revenue. Fiscal Year 2006-07 2007-08 2008-09 2009-10 (Est.) 2010-11 (Est.) Amount 16,422,005 16,033,306 13,907,476 13,000,000 13,000,000 100 % Inc/(Dec) 19.4 (2.4) (13.3) (6.5) - City of Chandler 2010-11 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 highway projects within the City. Analysis: The data below reflect recent years of actual revenue with the percent of increase or decrease since the City began receiving these revenues in 2006-07. The amounts received in any given year reflect the contributions as programmed by the Maricopa Association of Governments Arterial Life Cycle Program. Projection: The 2010-11 estimate is based on arterial and transit projects scheduled in the Maricopa Association of Governments Arterial Life Cycle Program. Several completed arterial projects are scheduled for reimbursement in FY 2010-11. However, with the anticipated reductions in available sales tax revenue for distribution, additional funding is not anticipated again for several years. Fiscal Year 2006-07 2007-08 2008-09 2009-10 (Est.) 2010-11 (Est.) Amount 3,481,086 3,786,677 7,921,275 4,638,331 14,623,596 101 % Inc/(Dec) N/A 8.8 109.2 (41.4) 215.3 City of Chandler 2010-11 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 public purpose. Analysis: The data below reflect recent years of actual revenue with the percent of increase or decrease. Fiscal years 2007-08 and 2008-09 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 fiscal year 2009-10 estimate reflects the annual distribution amount determined by the State, and is determined by income tax already collected by the State. The economic recession is evident in 2009-10. Projection: The 2010-11 estimate is based on the distribution of income tax already reported to the State. With the lag in distribution, the projections received are consistent with the subsequent allotments. The State’s Joint Legislative Budget Committee (JLBC) issued an October 2009 notice that Urban Revenue would decrease by $155 million statewide. The numbers below reflect Chandler’s share of the impact. The City’s projected share was provided by the League of Arizona Cities and Towns and State Department of Revenue. It reflects the continuation of the economic downturn, including higher unemployment and decreased individual and commercial earnings. Fiscal Year 2006-07 2007-08 2008-09 2009-10 (Est.) 2010-11 (Est.) Amount 26,209,140 32,486,823 34,459,502 29,804,000 22,493,000 102 % Inc/(Dec) 41.5 24.0 6.1 (13.5) (24.5) City of Chandler 2010-11 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 was generated each fiscal year with a maximum distribution of $23 million depending on the amount generated by the lottery. The distribution was then allocated to cities and towns based upon population. If the maximum distribution reached $23 million, 10% of the amount received by each city could be spent on cultural, educational, historical, recreational or scientific facilities or programs if non-public monies were available as a match. Distribution of Lottery Proceeds to Cities and Towns was discontinued by the State during FY 2009-10. Amounts remaining in fund balance 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 reflect recent years of actual revenue with the percent of increase or decrease. Each year, the lottery entitlement has reached the maximum distribution of $23 million. The City’s portion had increased yearly, primarily as a result of population increases. Fiscal year 2009-10 is a reflection of actual revenues collected year to date through February 2010, as the State has discontinued distribution of the lottery proceeds to cities and towns. Projection: Lottery proceeds will no longer be distributed to cities and towns beginning mid-year fiscal year 2009-10. Fiscal Year 2006-07 2007-08 2008-09 2009-10 (Est.) 2010-11 (Est.) Amount 1,111,863 1,080,826 1,019,970 590,100 0 103 % Inc/(Dec) 1.4 (2.8) (5.6) (42.1) (100.0) City of Chandler 2010-11 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 public purpose. Analysis: The data below reflect recent years of actual revenue with the percent of increase or decrease. Fiscal year 2006-07 increases reflect more fiber optic permits and offsite encroachment permit fees for large residential development projects during a strong economy. Fiscal years 2007-08 through 2009-10 reflect a sharp decline in development activity. The 2009-10 estimate is an eight month actual and four month projection and reflects continued decline in development activity. Projection: The 2010-11 estimate reflects anticipated development projects in a slow economy, and a 10% increase in certain fees recommended in this budget. Fiscal Year 2006-07 2007-08 2008-09 2009-10 (Est.) 2010-11 (Est.) Amount 1,638,409 823,707 321,785 626,457 649,257 104 % Inc/(Dec) 6.7 (49.7) (60.9) 94.7 3.6 City of Chandler 2010-11 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 public purpose. Analysis: The data below reflect recent years of actual revenue with the percent of increase or decrease. The fluctuations result from both economic activity and the type of construction. The 2006-07 increase reflects the issuance of more than $1 million in permits to a single manufacturing firm. Fiscal years 2007-08 through 2009-10 reflect a sharp decline in development activity due to the economic recession. The 2009-10 estimate is an eight month actual and four month projection and reflects continued decline in development activity. Projection: The 2010-11 estimate reflects anticipated development projects during a slow economy, and a 10% increase in certain fees recommended in this budget. Fiscal Year 2006-07 2007-08 2008-09 2009-10 (Est.) 2010-11 (Est.) Amount 9,029,375 4,811,068 3,308,471 2,828,000 2,888,000 105 % Inc/(Dec) 28.4 (46.7) (31.2) (14.5) 2.1 City of Chandler 2010-11 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 public purpose. Analysis: The data below reflect recent years of actual revenue with the percent of increase or decrease. Revenues generated from this source fluctuate due to rezoning applications in the community. Fiscal years 2006-07 through 2009-10 reflect a continued decline in development activity. The 2009-10 estimate is an eight month actual and four month projection. Projection: The 2010-11 estimate reflects anticipated development projects and a 10% increase in certain fees recommended in this budget. While revenues are recovering from the economic low, they are expected to flatten out as fewer areas need zoning as a result of moving towards build-out. Fiscal Year 2006-07 2007-08 2008-09 2009-10 (Est.) 2010-11 (Est.) Amount 157,073 129,073 95,488 172,000 186,700 106 % Inc/(Dec) (19.9) (17.8) (26.0) 80.1 8.5 City of Chandler 2010-11 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 Wildland Firefighter participation, and fees for advanced life support and ambulance services. This revenue may be expended for any municipal public purpose, with the exception of the police confiscated funds. Analysis: The data below reflect recent years of actual revenue with the percent of increase or decrease. In fiscal year 2006-07, the City began receiving personnel reimbursements and advanced life support fees from a new ambulance contract. The 2009-10 estimate is an eight month actual and four month projection and reflects a larger amount of asset forfeiture and the implementation of an Intergovernmental Agreement (IGA) with the newly formed Chandler County Fire District. Projection: The 2010-11 estimate reflects anticipated asset forfeiture as well as the IGA with the newly formed Chandler County Fire District. Fiscal Year 2006-07 2007-08 2008-09 2009-10 (Est.) 2010-11 (Est.) Amount 4,101,961 4,239,839 4,737,706 6,883,487 7,498,766 107 % Inc/(Dec) 64.1 3.4 11.7 45.3 8.9 City of Chandler 2010-11 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 public purpose. Analysis: The data below reflect recent years of actual revenue with the percent of increase or decrease. Fiscal year 2006-07 reflects 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, which is shown in 2008-09. The 2009-10 estimate is an eight month actual and four month projection and reflects proper timing of revenues. Projection: The 2010-11 estimate assumes a steady rate of activity. Fiscal Year 2006-07 2007-08 2008-09 2009-10 (Est.) 2010-11 (Est.) Amount 507,809 330,141 857,403 586,300 586,300 108 % Inc/(Dec) 3.8 (35.0) 159.7 (31.6) - City of Chandler 2010-11 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, ball field lights and operation of Bear Creek Golf Course, the Tumbleweed Recreation Center, and the Tumbleweed Tennis Center. This revenue may be expended for any municipal public purpose. Analysis: The data below reflect recent years of actual revenue with the percent of increase or decrease. Fiscal year 2006-07 reflects expanded use of Snedigar Sportsplex. The 2007-08 and 2008-09 increases reflect the opening of the Tumbleweed Recreation Center. The 2009-10 estimate is an eight month actual and four month projection and reflects additional Tumbleweed Recreation Center memberships. Projection: The 2010-11 estimate increases due to the addition of fees to recover the costs of ball field lights for youth sports and for the recovery of overtime costs associated with rentals, as recommended in this budget. Fiscal Year 2006-07 2007-08 2008-09 2009-10 (Est.) 2010-11 (Est.) Amount 1,816,300 2,095,905 2,719,224 3,069,600 3,224,865 109 % Inc/(Dec) 14.9 15.4 29.7 12.9 5.1 City of Chandler 2010-11 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 (discontinued as of January 2010), 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 these revenues is received in the General Fund and may be expended for any municipal public purpose. Revenues received in funds other than the General Fund may be restricted in use. Analysis: The data below reflect recent years of actual revenue with the percent of increase or decrease. Fiscal year 2006-07 reflects 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, while 2008-09 depicts variations in Lump Sum Agreements. The 2009-10 estimate includes anticipated Chandler Unified School District (CUSD) contributions for improvements to the Center for the Arts, and is an eight month actual and four month projection. Projection: No large reimbursements are anticipated for fiscal year 2010-11. The 2010-11 estimate includes anticipated increases to fees and charges. Fiscal Year 2006-07 2007-08 2008-09 2009-10 (Est.) 2010-11 (Est.) Amount 7,845,405 6,804,673 6,009,079 6,879,017 4,932,642 110 % Inc/(Dec) 59.2 (13.3) (11.7) 14.5 (28.3) City of Chandler 2010-11 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 2003-04, the City primarily invested in the Local Government Investment Pool 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. The majority of this revenue is received in the General Fund and may be expended for any municipal public purpose. Revenues received in funds other than the General Fund may be restricted in use. Analysis: The data below reflect recent 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. Fiscal years 2006-07 and 2007-08 include large recoveries of the LGIP investment loss that occurred in 2002-03. In recent years, interest rates have been significantly lower than historical averages, particularly in fiscal year 2009-10, resulting in lower rates of return. The 2009-10 estimate is an eight month actual and four month projection. Projection: The 2010-11 estimate assumes a slight increase in the rate of return. Fiscal Year 2006-07 2007-08 2008-09 2009-10 (Est.) 2010-11 (Est.) Amount 24,607,514 26,574,748 10,986,478 6,237,000 7,540,500 111 % Inc/(Dec) 44.2 8.0 (58.7) (43.2) 20.9 City of Chandler 2010-11 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 2010-11 estimate for each category: 1. 2. 3. Airport Leases Airport T-Hangars, Tie-Downs, and T-Shades Other rent and fixed leases Total $ 205,400 513,850 191,116 $ 910,366 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 public purpose. Analysis: The data below reflect recent years of actual revenue with the percent of increase or decrease. Fiscal year 2006-07 reflects changes in airport leases and tie-downs. Revenues remained fairly constant in 2007-08. Fiscal year 2008-09 reflects increased airport activity. The 2009-10 estimate reflects certain airport fee increases, and is an eight month actual and four month projection. Projection: The 2010-11 estimate reflects the addition of lease payments from the newly opened Innovations facility. Fiscal Year 2006-07 2007-08 2008-09 2009-10 (Est.) 2010-11 (Est.) Amount 610,935 608,012 733,149 736,270 910,366 112 % Inc/(Dec) 4.3 (0.5) 20.6 0.4 23.6 City of Chandler 2010-11 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 reflect recent years of actual revenue with the percent of increase or decrease. The addition of new intersections and speed enforcement contributed to the increase in 2007-08. Revenues remain fairly steady through fiscal year 2009-10. The 2009-10 estimate is an eight month actual and four month projection. Projection: The 2010-11 estimate reflects the recommended increase in Court Enhancement and Probation fees. Fiscal Year 2006-07 2007-08 2008-09 2009-10 (Est.) 2010-11 (Est.) Amount 3,346,367 3,851,536 3,788,478 3,676,500 4,002,500 113 % Inc/(Dec) (5.4) 15.1 (1.6) (3.0) 8.9 City of Chandler 2010-11 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 higher 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 2006-07 comprehensive rate study, which resulted in the October 2007 rate increase, rates had remained unchanged since October 1994 and there was only one citywide set of consumption charges. An October 2009 rate increase made an adjustment to the single-family water structure and increased rates. Consumption charges vary by season, 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 reflect recent years of actual revenue with the percent of increase or decrease. Rates are reviewed annually to ensure 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. Fiscal year 2007-08 reflects the first rate increase in thirteen years. Fiscal year 2008-09 depicts a drop in consumption as well as an increase in delinquencies, as the foreclosure rate increased. The 2009-10 estimate is an eight month actual and four month projection which includes the rate increases implemented in October 2009. Projection: The FY 2010-11 budget anticipates a water rate increase. This increase is reflected in the 2010-11 estimate below. Fiscal Year 2006-07 2007-08 2008-09 2009-10 (Est.) 2010-11 (Est.) Amount 34,960,623 40,140,706 39,230,658 43,300,000 45,365,919 114 % Inc/(Dec) (6.2) 14.8 (2.3) 10.4 4.8 City of Chandler 2010-11 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 higher 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 2006-07 comprehensive rate study, which resulted in the October 2007 rate increase, rates had remained unchanged since October 1994. Rates were raised again in October 2009. This revenue may be expended only for the operation of the wastewater enterprise. Analysis: The data below reflect recent years of actual revenue with the percent of increase or decrease. Rates are reviewed annually to ensure that adequate user fees are charged to cover operating and capital costs. Fiscal year 2006-07 reflects the collection of one-time surcharge fees from Intel Corporation with a respective decrease the following year. The 2009-10 estimate reflects an increase in rates, and is an eight month actual and four month projection which includes the rate increases implemented in October 2009. Projection: The FY 2010-11 budget anticipates a wastewater rate increase. This increase is reflected in the 2010-11 estimate below. Fiscal Year 2006-07 2007-08 2008-09 2009-10 (Est.) 2010-11 (Est.) Amount 24,843,576 24,530,000 25,179,238 28,936,296 31,402,288 115 % Inc/(Dec) 22.5 (1.3) 2.6 14.9 8.5 City of Chandler 2010-11 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. This revenue may be expended only for the operation of the solid waste enterprise. Analysis: The data below reflect recent years of actual revenue with the percent of increase or decrease. Rates are reviewed annually to ensure that adequate user fees are charged to cover operating and capital costs. Rates have remained unchanged over the period below, except for minor miscellaneous fee adjustments. The 2009-10 estimate is an eight month actual and four month projection. Projection: The 2010-11 estimate reflects a slight increase in anticipated revenues. Fiscal Year 2006-07 2007-08 2008-09 2009-10 (Est.) 2010-11 (Est.) Amount 12,716,538 12,956,721 12,745,284 12,724,140 13,028,150 116 % Inc/(Dec) 4.5 1.9 (1.6) (0.2) 2.4 City of Chandler 2010-11 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 reflect recent 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. Fiscal years 2007-08 and 2008-09 decreased due to reductions in water meter installations. Fiscal year 2009-10 reflects the addition of a 2% late fee for monthly utility bills not paid by the date due. The 2009-10 estimate is an eight month actual and four month projection. Projection: The 2010-11 estimate reflects a slight decrease in anticipated activity. Fiscal Year 2006-07 2007-08 2008-09 2009-10 (Est.) 2010-11 (Est.) Actual Amount 984,172 754,028 714,159 1,374,322 1,193,310 % Inc/(Dec) (2.7) (23.4) (5.3) 92.4 (13.2) Estimate Thousands $1,500 $1,000 $500 $0 06-07 07-08 08-09 Fiscal Year 117 09-10 10-11 City of Chandler 2010-11 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. th In fiscal year 2009-10, House Bill (HB) 2008 (49 Legislature - Third Special Session) placed a freeze on the th imposition of new or increase of existing development fees (later amended by HB 2478 in the 49 Legislature Second Regular Session). The freeze period is September 1, 2009 through June 30, 2012. This revenue may be only be expended for growth-related water capital projects. Analysis: The data below reflect recent years of actual revenue with the percent of increase or decrease. Fiscal year 2006-07 reflects the peak of the City’s residential development. The 2007-08 decrease reflects the beginning of the economic downturn. A consultant study in fiscal year 2008-09 resulted in an October 2008 fee increase, but activity levels were significantly lower than in previous years. The 2009-10 estimate is an eight month actual and four month projection and includes an inflationary fee increase effective July 2009. Projection: The 2010-11 estimate reflects current market conditions and the current fee structure. Fiscal Year 2006-07 2007-08 2008-09 2009-10 (Est.) 2010-11 (Est.) Amount 11,694,947 5,475,268 3,146,279 2,368,468 2,655,000 118 % Inc/(Dec) 14.3 (53.2) (42.5) (24.7) 12.1 City of Chandler 2010-11 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. th In fiscal year 2009-10, House Bill (HB) 2008 (49 Legislature - Third Special Session) placed a freeze on the th imposition of new or increase of existing development fees (later amended by HB 2478 in the 49 Legislature Second Regular Session). The freeze period is September 1, 2009 through June 30, 2012. This revenue may be only be expended for growth-related wastewater capital projects. Analysis: The data below reflect recent years of actual revenue with the percent of increase or decrease. Fiscal year 2006-07 reflects the peak of the City’s residential development. The 2007-08 decrease reflects the beginning of the economic downturn. A consultant study in fiscal year 2008-09 resulted in an October 2008 fee increase, but activity levels were significantly lower than in previous years. The 2009-10 estimate is an eight month actual and four month projection and includes an inflationary fee increase effective July 2009. Projection: The 2010-11 estimate reflects current market conditions and the current fee structure. Fiscal Year 2006-07 2007-08 2008-09 2009-10 (Est.) 2010-11 (Est.) Amount 4,531,553 4,454,560 4,070,323 4,221,798 4,411,669 119 % Inc/(Dec) (51.8) (1.7) (8.6) 3.7 4.5 City of Chandler 2010-11 Adopted Budget Resources SOURCE: General Government Impact Fees Summary: Ordinance No. 2672 was adopted August 22, 1996 to help offset future capital costs related to new development, and included all categories noted with the exception of Neighborhood Parks, which was adopted through Ordinance No. 3721 on October 27, 2005. Ordinance No. 4092 was adopted on September 25, 2008 and combined the Community and Neighborhood Park Impact Fees together into one Parks Impact Fee category. A listing of the various impact fees is accompanied by the 2010-11 estimate for each category: 1. Arterial Streets 2. Public Buildings 3. Fire $ $ $ 900,000 141,107 275,000 4. 5. 6. Police Library Parks $ 158,400 $ 82,200 $ 2,205,200 Residential fees are charged per dwelling unit, while non-residential fees are charged per building square footage. These fees are normally reviewed and revised annually based on current and future capacity-expanding capital expenditures and growth projections. Library and Park Impact Fees are only charged to residential development. The arterial street fee will only be 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. This revenue may be only be expended for growth-related capital projects within the specific fee category in which they were collected. th In fiscal year 2009-10, House Bill (HB) 2008 (49 Legislature - Third Special Session) placed a freeze on the th imposition of new or increase of existing development fees (later amended by HB 2478 in the 49 Legislature Second Regular Session). The freeze period is September 1, 2009 through June 30, 2012. Analysis: The data below reflect recent years of actual revenue with the percent of increase or decrease. Fiscal year 2006-07 reflects the peak of the City’s residential development. The 2007-08 decrease reflects the beginning of the economic downturn. A consultant study in fiscal year 2008-09 resulted in an December 2008 fee increase, but activity levels were significantly lower than in previous years. The 2009-10 estimate is an eight month actual and four month projection and includes an inflationary fee increase effective July 2009. Projection: The 2010-11 estimate reflects projected development and the current fee structure. Fiscal Year 2006-07 2007-08 2008-09 2009-10 (Est.) 2010-11 (Est.) Amount 11,871,204 8,111,597 4,475,029 4,827,233 3,761,907 120 % Inc/(Dec) 15.0 (31.7) (44.8) 7.9 (22.1) City of Chandler 2010-11 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, self-insurance funds, and short-term disability. Analysis: The data below reflect recent years of actual revenue with the percent of increase or decrease. The 2009-10 estimate is an eight month actual and four month projection. Projection: The 2010-11 increase reflects the City’s portion of medical premium transfers to the new medical self-insurance fund beginning January 1, 2011. Fiscal Year 2006-07 2007-08 2008-09 2009-10 (Est.) 2010-11 (Est.) Amount 3,910,666 5,156,520 6,249,573 4,955,072 9,842,338 121 % Inc/(Dec) 4.1 31.9 21.2 (20.7) 98.6 City of Chandler 2010-11 Adopted Budget Resources Interfund Transfers Summary: Interfund transfers move funds from one fund to another. Examples include the charges that are incurred in the General Fund for administrative support to the Enterprise Funds (Airport, Water, Wastewater and Solid Waste), charges to each fund for payments to the computer replacement fund for leasing computers, and transfers made from one fund to another as a loan. Interfund transfers are not added to the overall budget because the original revenues are already budgeted within each of the funds. Interfund transfers are increasing significantly in 2010-11, primarily due to 1) the transfer of $13.9M in secondary property tax levy out of General Fund into its own fund; 2) the transfer of $38.5M in Capital Projects funding out of General Fund into its own fund; and 3) the transfer of $10.7M from General Fund into the new medical selfinsurance fund to pre-fund the required reserve balance, and an additional $1.6M to reduce the premium impact over three years. Listed below are the interfund transfers by fund that are estimated for 2010-11: Airport Fund to General Fund (Indirect Cost Allocation) $100,000 Community Park Impact Fee Fund to General Fund (loan payback) 1,898,550 General Fund to Airport Operating Fund (subsidy) 530,223 General Fund to General Government Capital Projects Fund (new fund beg. 7/1/10) 37,919,997 General Fund to General Obligation (GO) Debt Service Fund (new fund beg. 7/1/10) 13,945,862 General Fund to Insured and Uninsured Liability Self Insurance Funds General Fund to Medical Self Insurance Fund (pre-funding of reserve for new fund) 2,330,750 10,705,000 General Fund to Medical Self Insurance Fund (reduce impact to premiums) 1,570,981 General Fund to Public Building Impact Fund (loan) 5,009,779 General Fund to the Arterial Street Impact Fee Fund (city share) 2,000,000 General Fund to the Housing Authority Section 8 Fund 150,000 General Fund to the PHA Management (Housing) Fund 135,000 Highway User Fund to Highway User Debt Service Fund (new fund beg. 7/1/10) 4,051,009 Park System Development Fee Fund to General Fund (loan payback) 1,101,450 Park System Development Fee Fund to Park Bond Fund (loan payback) 5,000,000 Regional Transportation Sales Tax to Arterial Street Impact Fee Fund (reimbursement) 6,077,000 Regional Transportation Sales Tax to Streets GO Bond Fund (reimbursement) 8,597,596 Reverse Osmosis Fund to General Fund (Indirect Cost Allocation) 272,917 Solid Waste Fund to General Fund (Indirect Cost Allocation) 1,416,800 Wastewater Fund to General Fund (Indirect Cost Allocation) 2,299,883 Water Fund to General Fund (Indirect Cost Allocation) 3,977,300 Various funds to Computer Replacement Fund 2,410,641 Various funds to Fleet Replacement Fund 450,166 Total Interfund Transfers $111,950,904 122 City of Chandler 2010-11 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 adopted 2009-10 primary property tax rate for Chandler is $0.3292 per $100 of assessed valuation. Secondary Taxes are restricted for general bonded debt obligations and for voter approved budget overrides. The adopted 2009-10 secondary property tax rate is $0.8522 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 reflect recent years of actual revenue, including prior year tax adjustments for both primary and secondary taxes, with the percent of increase or decrease. There is a two-year lag between the market value and the property taxes that are distributed to cities and towns. Fiscal years 2006-07 through 2009-10 depict enhanced assessment valuation as well as residential and commercial growth. Fiscal year 2010-11 will be the first year that will begin to reflect the significant drops in market value, and future years will continue to bring in lower property tax collections as a result. The 2009-10 estimate is based on the budgets for primary, secondary and prior year property tax collections and is an eight month actual and four month projection. Projection: The projected tax for 2010-11 reflects property values from calendar year 2008. The FY 2010-11 Adopted Budget maintains the same primary and secondary property tax rates. The net impact to the average homeowner will be a decreased tax bill based upon the lower assessed values. The revenue collected by the City will subsequently be lower as well. The projection also includes prior year adjustments for both primary and secondary tax collections. Property tax collection in future years will continue to be affected by the decreased values experienced in 2008 and 2009. Fiscal Year 2006-07 2007-08 2008-09 2009-10 (Est.) 2010-11 (Est.) Amount 27,100,227 33,377,113 38,404,658 39,592,600 36,376,000 123 % Inc/(Dec) 8.4 23.2 15.1 3.1 (8.1) City of Chandler 2010-11 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 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 2,704,382,646 3,455,175,278 5.41 2.74 .3414 .84 6.3 30.7 2009-10 P S 3,057,167,831 3,508,071,609 5.55 2.69 .3292 .8522 5.9 31.7 Estimates for primary and secondary assessed value for 2010-11 are as follows: 2009-10 Assessed Value 2010-11 Estimated Assessed Value % Increase 2009-10 Adopted Rates 2010-11 Adopted Rates Primary $ 3,057,167,831 $ 2,944,254,336 -3.7% $0.3292 $0.3292 Secondary $ 3,508,071,609 $ 3,111,346,300 -11.3% 0.8522 0.8522 $1.1814 $1.1814 124 General Government General Introduction Government Activities and Functions Carried Out by Organizational Units (cost centers) Accomplishments Goals, Objectives, and Performance Measurements Budget Appropriations Personnel Introduction 6-Contents Chandler named 2010 All-America City Highlights successful collaboration efforts with ICAN’s (Improving Chandler Area Neighborhoods) underage drinking task force, the CARE Center and the Chandler Heights Community Facilities Introduction One of 10 winners of the 2010 All-America City designation, out of 27 finalists Supported by community sponsors Introduction City of Chandler 2010-11 Adopted Budget General Government GENERAL GOVERNMENT Mayor/City Council City Clerk City Manager City Magistrate Administration Communications and Public Affairs IT Service Delivery & Administration City Attorney Civil Neighborhood Resources Prosecutorial Human Resources Downtown Redevelopment Mayor & Council Administration IT Applications Support Code Enforcement Video Production IT Infrastructure & Client Support Housing & Redevelopment Downtown Real Estate Community Development Economic Development Print, Mail, and Graphics Tourism 125 City of Chandler 2010-11 Adopted Budget General Government The table below depicts the breakdown by division for the fiscal year 2010-11 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 2008-09 2009-10 2009-10 2010-11 % of Actual Adopted Estimated Adopted 2010-11 Expenditures Budget Expenditures Budget Total Mayor & Council $ 808,134 $ 978,228 Communications and Public Affairs 1,042,589 1,095,344 397,228 449,708 Video Production Print, Mail, & Graphics 982,522 1,061,662 640,421 739,311 City Clerk 1,816,386 5,102,051 City Manager Administration 507,737 439,942 Downtown Redevelopment 153,358 311,097 Downtown Real Estate Economic Development 1,697,000 720,386 Economic Development Capital 328,526 394,843 Tourism Human Resources 2,161,952 2,287,627 1,625,997 1,651,736 IT Service Delivery & Admin 2,972,748 3,102,916 GIS/IT Applications & Data System 2,591,946 2,992,679 IT Infrastructure & Client Support 1,188,152 1,956,919 ITOC Capital 145,959 827,664 ITOC Operations GIS/Information Tech Capital 469,593 768,078 468,942 556,012 Neighborhood Resources 998,311 1,035,362 Code Enforcement Neighborhood Resources Capital 220,273 440,960 Housing & Redevelopment 7,394,377 12,045,056 2,346,974 8,583,453 Community Development 3,935,460 4,175,558 City Magistrate 3,219,288 3,352,645 Law TOTAL GENERAL GOVERNMENT $ 38,113,873 $ 55,069,237 901,275 $ 816,160 1,090,137 663,340 322,323 352,439 1,134,986 1,109,641 750,906 715,908 1,736,644 3,557,573 424,062 417,365 200,124 48,816 783,693 1,183,029 3,035,099 439,385 456,253 2,208,342 2,115,138 1,745,728 1,885,915 3,281,393 2,944,883 3,091,732 2,365,072 937,902 5,942,648 254,029 633,088 246,920 1,824,049 848,039 747,287 1,023,541 984,824 558,553 34,225 8,647,373 12,276,365 4,586,697 7,341,060 4,044,003 3,902,212 3,403,881 3,148,640 $ 42,661,668 $ 58,501,029 1% 1% 1% 2% 1% 6% 1% 0% 2% 5% 1% 4% 3% 5% 4% 10% 1% 3% 1% 2% 0% 21% 13% 7% 5% 100% Expenditures by Category Personnel & Benefits Total Personnel Ongoing One-time Operating & Maintenance Capital - Major TOTAL GENERAL GOVERNMENT $ 23,630,990 $ 22,536,125 21,816,778 22,023,395 1,814,212 512,730 17,287,303 25,128,883 1,743,375 10,836,021 $ 42,661,668 $ 58,501,029 38% 1% 42% 19% 100% Staffing by Cost Center Mayor & Council Communications and Public Affairs Video Production Print, Mail, & Graphics City Clerk City Manager Administration Downtown Redevelopment Downtown Real Estate Economic Development Tourism Human Resources IT Service Delivery & Admin GIS/IT Applications & Data System IT Infrastructure & Client Support Neighborhood Resources Code Enforcement Housing & Redevelopment Community Development City Magistrate Law TOTAL GENERAL GOVERNMENT $ 22,741,240 $ 24,357,212 22,741,240 23,235,165 1,122,047 13,494,615 27,546,068 1,878,018 3,165,957 $ 38,113,873 $ 55,069,237 2008-09 Revised 6.00 8.00 3.00 6.00 6.00 12.75 2.00 4.00 6.00 1.00 19.00 13.00 19.00 20.00 4.00 12.00 23.70 6.30 45.00 29.00 245.75 2009-10 Adopted 6.00 8.00 3.00 6.00 6.00 9.75 2.00 3.00 5.00 1.00 18.00 12.00 19.00 20.00 3.00 11.00 23.20 6.30 44.00 29.00 235.25 $ 2009-10 Revised 5.00 7.00 3.00 6.00 6.00 9.00 2.00 1.00 5.00 1.00 18.00 12.00 18.00 20.00 5.60 11.00 22.20 5.70 43.00 27.00 227.50 NOTE: Housing & Redevelopment moved from Planning & Development beginning fiscal year 2010-11. 126 2010-11 2010-11 Anticipated Adopted 5.00 5.00 4.00 4.00 2.00 2.00 7.00 6.00 6.00 6.00 7.00 6.00 2.00 2.00 1.00 0.00 6.00 6.00 1.00 1.00 18.00 18.00 15.00 14.00 18.00 18.00 21.00 21.00 5.50 5.50 11.00 11.00 19.20 19.20 5.80 5.80 42.00 42.00 27.00 27.00 223.50 219.50 City of Chandler 2010-11 Adopted Budget General Government FUNCTION: DEPARTMENT: General Government Mayor and Council COST CENTER: DIVISION: 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 ensuring 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 Clerk City Manager City Magistrate 127 City Attorney City of Chandler 2010-11 Adopted Budget General Government    MAYOR AND COUNCIL – 1020    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Office Furniture/Equipment Total Cost Center-1020 General Fund 2008-09 Actual $ 752,677 752,677 18,799 9,698 1,164 14,786 11,010 $ 808,134 2009-10 Adopted Budget 2009-10 Adjusted Budget 2009-10 Estimated $ 902,458 803,753 98,705 13,000 11,750 2,000 15,000 500 31,708 1,812 $ 978,228 $ 978,228 $ 917,458 818,753 98,705 13,000 11,750 2,000 17,092 500 37,231 60,366 $1,059,397 $ 778,916 667,729 111,187 6,245 7,953 2,000 15,600 500 37,061 53,000 $ 901,275 2010-11 Adopted Budget $ 747,855 747,855 3,535 11,900 1,500 7,608 500 31,208 12,054 $ 816,160 $ 816,160 % Change Adopted To Adopted -17.13% -6.95% -100.00% -72.81% 1.28% -25.00% -49.28% 0.00% -1.58% 565.23% -16.57% Authorized Positions Po sition T itle Executive Assistant to M&C Executive Receptionis t Management Assistant Mayor and Council As sistant Senior Executive Assistant TOT AL 2007-08 Revised 1 1 2 1 0 5 2008- 09 Revised 1 1 3 1 0 6 2009-10 Ad op ted 1 1 3 1 0 6 2009-10 Revised 0 1 2 1 1 5 2010-11 Adop ted 0 1 2 1 1 5 2010-11 Anticipated 0 1 2 1 1 5 Significant Budget and Staffing Changes During fiscal year 2009-10, one Executive Assistant to Mayor & Council position was eliminated, one Management Assistant position was transferred to cost center 1040, City Manager, and one Senior Executive Assistant position was transferred from cost center 1070, Communications and Public Affairs. Fiscal year 2010-11 reflects reductions in temporary and protocol funding. 128 City of Chandler 2010-11 Adopted Budget General Government \ FUNCTION: DEPARTMENT: General Government Communications and Public Affairs 1070 COST CENTER: Communications and Public Affairs DIVISION: 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. It provides public relations support and media relations counsel and training to the Mayor, City Council, and City Departments. In addition, it is responsible for central duplicating services and the processing of all incoming and outgoing mail for City departments. Communications and Public Affairs Department Summary Expenditures by Cost Center Communications and Public Affairs Video Production Print, Mail, and Graphics TOTAL CAPA Expenditures by Category Personnel & Benefits Total Personnel Ongoing One-time Operating & Maintenance TOTAL CAPA Staffing by Cost Center Communications and Public Affairs Video Production Print, Mail, and Graphics TOTAL CAPA 2008-09 Actual Expenditures $ $ $ 2009-10 Adopted Budget 2009-10 Estimated Expenditures 2010-11 Adopted Budget % of 2010-11 Total 1,042,589 397,228 982,522 2,422,339 $ 1,095,344 449,708 1,061,662 2,606,714 $ 1,090,137 322,323 1,134,986 2,547,446 $ 663,340 352,439 1,109,641 2,125,420 31% 17% 52% 100% 1,591,475 $ 1,591,475 830,864 2,422,339 $ 1,618,361 $ 1,610,288 8,073 988,353 2,606,714 $ 1,497,201 $ 1,489,128 8,073 1,050,245 2,547,446 $ 1,171,467 1,122,403 49,064 953,953 2,125,420 53% 2% 45% 100% 2008-09 Revised 8.00 3.00 6.00 17.00 2009-10 Adopted 8.00 3.00 6.00 17.00 129 2009-10 Revised 7.00 3.00 6.00 16.00 2010-11 2010-11 Adopted Anticipated 4.00 4.00 2.00 2.00 7.00 6.00 13.00 12.00 City of Chandler 2010-11 Adopted Budget General Government 2009-10 Communications and Public Affairs Accomplishments  Chandler received the 2010 All-America City Award, the nation’s oldest civic recognition award sponsored by the National Civic League.  The City was recognized as one of the nation’s most transparent local governments on the Web. The City was given an A grade by the Sunshine Review for providing comprehensive public information on its website, www.chandleraz.gov.  Chandler was recognized by American City & County Magazine as one of only 11 communities in the U.S. to be awarded "American Crown Community" status for outstanding leadership in local government.  Chandler is one of only 124 communities in the country to be named a “Bicycle Friendly Community”.  The City's website and use of social media contributed to Chandler being named among the nation's Top 10 Digital Cities by the Center for Digital Government.  CAPA was featured in Fels Institute's report "Making the Most of Social Media,” highlighting the City’s progressive use of Twitter, Facebook, and other social media tools to enhance community outreach.  CAPA worked with the Fire Department to develop an extensive new website for the Chandler Fire Department that features more than 50 pages of content, plus enhanced maps, graphics, streaming videos, and photo gallery.  Chandler's 2010 Census efforts and associated public education campaign were spearheaded by CAPA, including facilitation of the citizen-based Complete Count Committee.  CAPA coordinated media relations and public education efforts associated with numerous City projects and programs, including the City's Volunteer Income Tax Assistance Program, First Time Homebuyer's Program, A Month to Stamp Out Hate, Chandler Day of Fitness, Community Budget Meetings, New City Hall construction, Airport Noise Study, Transportation Master Plan Update, Hop Chandler, Local Bites, and marketing of the "Destination Downtown" campaign developed during reconstruction of Arizona Avenue.  Hosted Arizona State University and its Swedish delegation for a tour of Chandler to see what a great local government provides to its community!  Coordinated the Chamber Leadership Institute Government Day.  Initiated new scrambled Fire Training Cable Channel (840) for internal use in order to enhance EMS and public safety training, which allows 24-7 access to staff from the convenience of their fire station.  Administrative Services updated their division name to better reflect the services provided, and they are now known as the Print, Mail, and Graphics Division. Staff printed more than 2,100 jobs in house, and coordinated 36 overflow printing jobs and 316 business cards. More than 500,000 pieces of mail were processed at a discount rate, saving the City more than $100,000. 130 City of Chandler 2010-11 Adopted Budget General Government    COMMUNICATIONS AND PUBLIC AFFAIRS – 1070    2010-11 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 Councilmembers, 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. 2007-08 Actual Measures News releases (English and Spanish) 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 442 582 700 472 325 Council Columns/Journal Articles 72 78 80 78 80 Newsletters 61 67 64 65 64 N/A 64 N/A 40 45 N/A 9 N/A 12 12 3,628 3,013 3,200 2,530 3,000 349 385 360 400 N/A(3) 7,061 215,302 5,252,966 7,470 212,027 6,151,816 7,000 215,000 5,500,000 8,518 261,316 6,073,803 8,000 250,000 5,750,000 37 25 25 20 20 Public Record Requests (1) Public Awareness/Marketing Campaigns (2) 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 Logistics/Facilitation (1) New measure beginning FY2008-09. New measure beginning FY2008-09. Included: Shop Chandler, 2010 Census, South Arizona Ave. Corridor, Build It Green, VITA, Mayor’s Fitness Challenge, PM-10, Airport Noise Study, Transportation Master Plan Update. 2009/10 included: Shop Chandler, 2010 Census, South Arizona Ave. Corridor, Build It Green, VITA, PM-10, HINI Pandemic Flu, Your Life Now! Workshops, Airport Noise Study, First Time Home Buyer Program, Federal Stimulus Funds Transparency Reporting, Local Bites. (3) This measurement transfers to cost center 1210, Print, Mail, and Graphics in FY 2010-11 with the transfer of the Graphic Artist position. (2) * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 131 City of Chandler 2010-11 Adopted Budget General Government    COMMUNICATIONS AND PUBLIC AFFAIRS – 1070    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Machinery/Equipment Office Furniture/Equipment Total Cost Center-1070 General Fund 2009-10 Adopted Budget 2008-09 Actual $ 913,587 913,587 101,794 12,168 6,276 4,258 4,506 $ 1,042,589 $ 920,921 918,024 2,897 118,500 18,600 250 10,925 500 8,373 17,275 $ 1,095,344 $ 1,095,344 2009-10 Adjusted Budget $ 920,921 918,024 2,897 132,764 18,600 250 11,196 500 8,373 72,321 $ 1,164,925 2010-11 Adopted Budget 2009-10 Estimated $ 901,237 898,340 2,897 91,500 15,700 250 8,700 500 5,250 67,000 $ 1,090,137 $ $ $ 506,640 506,640 84,000 15,150 1,000 7,550 500 5,500 5,000 38,000 663,340 663,340 % Change Adopted To Adopted -44.99% -44.81% -100.00% -29.11% -18.55% 300.00% -30.89% 0.00% -34.31% N/A 119.97% -39.44% Authorized Positions Positio n T itle Comm unications /Public Affairs Director Comm unications Manager Graphic Designer Information Specialist Public Information O fficer Senior Executive Assistant TOT AL 2007-08 Revised 1 1 1 2 3 1 9 2008-09 Revised 1 1 1 1 3 1 8 2009-10 Ado pted 1 1 1 1 3 1 8 2009-10 Revised 1 1 1 1 3 0 7 2010-11 Ado pted 1 0 0 1 2 0 4 2010-11 Anticipated 1 0 0 1 2 0 4 Significant Budget and Staffing Changes During 2009-10, one Senior Executive Assistant position was moved to cost center 1020, Mayor & Council. Fiscal year 2010-11 reflects the elimination of funding for the bi-annual citizen survey and Mayor’s Board and Commission recognition. Effective July 1, 2010, one Graphic Designer position is moved to cost center 1210, Print, Mail, and Graphics, one Communications Manager position is moved to Transportation & Development Department, cost center 3020, Engineering, and one Public Information Officer position is moved to Economic Development, cost center 1520. Additionally, car allowances have been eliminated, and funding has been added in for mileage reimbursement. 132 City of Chandler 2010-11 Adopted Budget General Government \ FUNCTION: DEPARTMENT: General Government Communications and Public Affairs 1071 Video Production COST CENTER: DIVISION: 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. 2010-11 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 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 228 228 240 230 200 70 70 70 70 70 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 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 2008-09 Actual 2007-08 Actual 65 65 72 72 50 35 65 43 40 20 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 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 12 12 14 14 6 6 6 15 12 5 * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 133 City of Chandler 2010-11 Adopted Budget General Government    VIDEO PRODUCTION – 1071    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Machinery/Equipment Office Furniture/Equipment Total Cost Center-1071 General Fund Grant Fund Grand Total $ $ 2009-10 Adjusted Budget 2009-10 Adopted Budget 2008-09 Actual 299,435 299,435 28,927 12,515 4,261 1,170 915 50,005 397,228 $ $ $ $ 299,708 298,229 1,479 115,475 15,600 8,300 2,800 2,000 5,825 449,708 399,708 50,000 449,708 $ $ 299,708 298,229 1,479 238,633 15,600 8,300 2,800 2,000 5,825 572,866 2010-11 Adopted Budget 2009-10 Estimated $ $ 216,478 214,999 1,479 75,000 15,600 7,300 620 1,500 5,825 322,323 $ $ $ $ 202,439 202,439 115,000 8,800 5,300 1,550 2,000 17,350 352,439 302,439 50,000 352,439 % Change Adopted To Adopted -32.45% -32.12% -100.00% -0.41% -43.59% -36.14% -44.64% 0.00% N/A -100.00% -21.63% Authorized Positions Position Title Video Production Coordinator Video Production Specialist TOTAL 2007-08 Revised 1 2 3 2008-09 Revised 1 2 3 2009-10 Adopted 1 2 3 2009-10 Revised 1 2 3 2010-11 Adopted 1 1 2 2010-11 Anticipated 1 1 2 Significant Budget and Staffing Changes Fiscal year 2010-11 reflects the elimination of one vacant Video Production Specialist position. Professional/Contract reflects anticipated grant funding of $50,000 for Professional/Contract services, the receipt of which is not guaranteed. 134 City of Chandler 2010-11 Adopted Budget General Government \ FUNCTION: DEPARTMENT: General Government Communications and Public Affairs COST CENTER: DIVISION: 1210 Print, Mail, and Graphics Print, Mail, and Graphics 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. 2010-11 Performance Measurements Goal: Provide timely in-house duplication and offset printing for requesting City departments. Objective:  Complete printing order on requested date. 2007-08 Actual Measures 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected Printing completed on requested date 100% 100% 98% 98% 90% Printing requests processed 3,136 2,751 2,880 2,726 2,699 5,680,325 4,903,176 5,000,000 3,976,248 3,928,533 349 385 360 400 400 Impressions printed for jobs processed Citywide Graphic Design Projects (1) 2008-09 Actual (1) This measurement transfers from cost center 1070 in FY 2010-11 with the transfer of the Graphic Artist position. 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 Utility Bill and Sales Tax item volume to be mailed 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 100% 100% 98% 98% 90% 1,167,164 1,230,991 1,200,000 1,252,742 1,378,016 * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year . 135 City of Chandler 2010-11 Adopted Budget General Government    PRINT, MAIL, & GRAPHICS – 1210    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Operating Supplies Communications/Transportation Other Charges/Services Office Furniture/Equipment Capital Replacement Total Cost Center-1210 General Fund $ $ 2009-10 Adjusted Budget 2009-10 Adopted Budget 2008-09 Actual 378,453 378,453 13,502 572,021 287 6,872 11,387 982,522 $ 397,732 394,035 3,697 67,398 572,118 958 12,069 11,387 $ 1,061,662 $ 1,061,662 $ 397,732 394,035 3,697 107,450 578,702 958 58,024 11,387 $ 1,154,253 2010-11 Adopted Budget 2009-10 Estimated $ 379,486 375,789 3,697 107,150 578,502 437 58,024 11,387 $ 1,134,986 $ 462,388 413,324 49,064 71,268 563,598 1,000 11,387 $ 1,109,641 $ 1,109,641 % Change Adopted To Adopted 16.26% 4.90% 1227.12% 5.74% -1.49% 4.38% -100.00% 0.00% 4.52% Authorized Positions Position Title Administrative Services Clerk Administrative Services Supervisor Graphic Designer Offset Press Operator Publications Supervisor TOTAL 2007-08 Revised 4 1 0 1 0 6 2008-09 Revised 4 0 0 1 1 6 2009-10 Adopted 4 0 0 1 1 6 2009-10 Revised 4 0 0 1 1 6 2010-11 Adopted 4 0 1 1 1 7 2010-11 Anticipated 3 0 1 1 1 6 Significant Budget and Staffing Changes Effective July 1, 2010, one Graphic Designer position is transferred from cost center 1070, Communications and Public Affairs. Authorized Positions 2010-11 Anticipated reflects the reduction of one Administrative Services Clerk position planned for elimination due to budget reductions. Personnel Services reflects one-time funding for this position. 136 City of Chandler 2010-11 Adopted Budget General Government \ FUNCTION: DEPARTMENT: General Government City Clerk 1030 City Clerk COST CENTER: DIVISION: 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 passports, notary services, and records research. 2010-11 Performance Measurements Goal: To attend all official meetings of the Chandler City Council and record all official proceedings. To coordinate and prepare the agenda and related backup material. To post all meeting 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.  Post notice of all legal actions taken at public meetings of the City Council and boards and commissions within the required statutory deadlines.(1) Measures 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected Council Meetings Coordinated 100 72 100 80 100 Meeting Notices Posted 472 764 500 822 830 1,279 1,041 1,000 950 1,000 City Council Actions and Agenda Items Prepared (1) New Objective beginning FY2010-11. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 137 City of Chandler 2010-11 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. 2007-08 Actual Measures Contractual documents processed Ordinances and resolutions processed (1) (1) 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 854 799 900 800 1,100 225 194 200 200 N/A Effective FY2010-11, document statistics, regardless of the type of document, will be reported as one measure. Goal: Conduct City elections in the most efficient and effective manner possible. Objective: ♦ Promote voter registration and early balloting. elections. 2007-08 Actual Measures Provide voter assistance with local, state, and federal 2008-09 Actual 2009-10 (2) Projected 2009-10 Year End Estimate * May Override Aug Nov 1 1 1 2010-11 Projected 0 0 None Scheduled Registered Voters N/A N/A 120,000 115,139 116,000 116,000 Total Ballots Processed N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Municipal Elections % of voter turnout (3) Early Ballots Processed (2) (3) Due to legislative action, regular election cycle is changed to fall of even numbered years. Measurement discontinued effective 2008-09 due to lack of available data. Goal: Serve as a passport acceptance facility and provide for notary public services for the community. Objective: ♦ Provide for the acceptance of passport applications. Provide notary public service. Measures Marriage Licenses processed (4)(5) % of accuracy Passport Applications accepted (5) % of accuracy Service Provided by Notary Public (4) (5) 2007-08 Actual 2,002 99% 10,386 99% 505 2008-09 Actual 2009-10 Year End Estimate * 2010-11 Projected 1,421 1,500 603 N/A 8,426 497 6,500 450 8,800 450 9,000 500 Marriage license issuance discontinued effective December 31, 2009. Accuracy portion of measurement discontinued effective 2008-09. * 2009-10 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. 138 2009-10 Projected City of Chandler 2010-11 Adopted Budget General Government    CITY CLERK – 1030    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Contingencies/Reserves Machinery/Equipment Capital Replacement Total Cost Center-1030 General Fund 2009-10 Adopted Budget 2008-09 Actual $ 490,434 490,434 11,828 103,918 1,296 23,962 4,608 1,830 2,545 640,421 $ $ $ $ 508,505 497,993 10,512 10,050 181,200 1,500 32,225 3,000 286 2,545 739,311 739,311 2009-10 Adjusted Budget $ $ 508,505 497,993 10,512 15,461 208,200 1,500 61,101 6,000 66,845 2,545 870,157 2010-11 Adopted Budget 2009-10 Estimated $ $ 488,536 478,024 10,512 15,000 206,100 1,500 32,325 4,900 2,545 750,906 $ $ $ 485,102 485,102 20,000 170,300 1,500 32,461 4,000 2,545 715,908 715,908 % Change Adopted To Adopted -4.60% -2.59% -100.00% 99.00% -6.02% 0.00% 0.73% 33.33% -100.00% N/A 0.00% -3.17% Authorized Positions Position Title Assistant City Clerk City Clerk City Clerk's Assistant Customer Service Representative TOTAL 2007-08 Revised 1 1 2 2 6 2008-09 Revised 1 1 2 2 6 2009-10 Adopted 1 1 2 2 6 2009-10 Revised 1 1 2 2 6 2010-11 Adopted 1 1 2 2 6 2010-11 Anticipated 1 1 2 2 6 Significant Budget and Staffing Changes Professional/Contract increases in fiscal year 2010-11 to allow for additional microfilming/archival requirements. 139 City of Chandler 2010-11 Adopted Budget General Government FUNCTION: DEPARTMENT: General Government City Manager COST CENTER: DIVISION: 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. 2009-10 City Manager Accomplishments  Successfully maintained Chandler’s regional influence in monitoring State and Federal legislation affecting City operations.  Oversaw continued construction of City Hall with expected completion in the fall of 2010.  Reduced City Hall construction appropriation by $3,000,000.  Assisted Economic Development with recruitment of various businesses to Chandler.  Assisted Downtown Redevelopment Division in promoting Downtown projects, including the South Arizona Avenue Project.  Coordinated the move of the Housing and Redevelopment Division from the Planning and Development Department to the Neighborhood Resources Department.  Consolidated Public Works and Planning and Development Departments into the new Transportation and Development Department. 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 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. 140 City of Chandler 2010-11 Adopted Budget General Government    CITY MANAGER – 1040    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Contingencies/Reserves Building/Improvements Office Furniture/Equipment Total Cost Center-1040 General Fund Grant Fund Grand Total 2008-09 Actual $ 1,642,080 1,642,080 38,054 15,626 3,354 8,100 109,172 $ 1,816,386 2009-10 Adopted Budget 2009-10 Adjusted Budget 2009-10 Estimated $ 1,591,125 1,473,814 117,311 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 $ 1,442,125 1,326,814 115,311 1,056,658 21,690 9,000 14,650 152,683 3,314 2,274,500 3,000 $ 4,977,620 $ 1,585,594 1,558,213 27,381 4,500 14,000 6,500 13,600 110,450 2,000 $ 1,736,644 2010-11 Adopted Budget $ 1,239,480 1,104,039 135,441 2,265,036 11,250 6,500 15,800 15,507 2,000 2,000 $ 3,557,573 $ 1,298,073 2,259,500 $ 3,557,573 % Change Adopted To Adopted -22.10% -25.09% 15.45% -32.30% -32.43% 8.33% 42.77% -87.88% 400.00% 0.00% -33.33% -30.27% Authorized Positions Po sit ion Title Assistant City Manager Assistant to City Manager City Manager Diversity Adm inistrator Diversity Office Assistant Employee Development Specialist Employee Development Supervisor Executive Asst. to the City Manager Intergovernm ental Affairs Coordinator Management Assistant Management Intern Organizational Dev. Adm inistrator Sus tainability Manager TOT AL 2007-08 Revised 2 1 1 1 1 0 0 1 1 0 1 1 0 10 2008-09 Revised 2 1 1 1 1 1 1 1 1 0 1 1 0.75 12.75 2009-10 Ad opted 2 1 1 1 1 0 1 0 1 0 0 1 0.75 9.75 2009-10 Revised 2 1 1 1 0 0 1 0 1 1 0 1 0 9 2010-11 Adop ted 2 1 1 0 0 0 0 0 1 1 0 1 0 7 2010-11 Anticip ated 2 1 1 0 0 0 0 0 1 1 0 0 0 6 Significant Budget and Staffing Changes During fiscal year 2009-10, one Sustainability Manager position was eliminated and one Management Assistant position was transferred from cost center 1020, Mayor & Council. One Diversity Office Assistant position was moved to cost center 1060, Neighborhood Resources, along with the functions of the Diversity Office. For fiscal year 2010-11, one Diversity Administrator position is eliminated and one Employee Development Supervisor position is moved to cost center 1250, Human Resources. Fiscal year 2010-11 also reflects decreases in operating accounts due to elimination of the High Performance Organization (HPO) program, transfer of Diversity Office to Neighborhood Resources, and the transfer of the training function to Human Resources. The Cost Center budget is reduced by a decrease in the carryforward of Federal Stimulus grants. Authorized Positions 2010-11 Anticipated reflects the reduction of one Organizational Development Administrator position planned for elimination due to budget reductions. Personnel Services reflects one-time funding for this position. Additionally, car allowances have been eliminated for the Assistant City Manager positions, and funding has been added in for mileage reimbursement. 141 City of Chandler 2010-11 Adopted Budget General Government FUNCTION: DEPARTMENT: General Government City Manager 1540 COST CENTER: Downtown Redevelopment DIVISION: 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. 2010-11 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 2007-08 Actual 2008-09 Actual 8 2 2009-10 Projected 2009-10 Year End Estimate * 3 3 2010-11 Projected 4 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. 2009-10 2007-08 2008-09 2009-10 Year End 2010-11 Measures Actual Actual Projected Estimate * Projected Number of new retail businesses located in downtown with city assistance 7 3 2 3 4 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) (2) 3,000 0(1) 7,500 6,700 14,000 41 0(2) 0 20 22 No façade rehabilitation in 2008-09 because no projects were submitted by building owners. No residential units constructed in 2008-09 because of commercial funding constraints related to the recession. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 142 City of Chandler 2010-11 Adopted Budget General Government    DOWNTOWN REDEVELOPMENT – 1540    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingencies/Reserves Total Cost Center-1540 General Fund 2009-10 Adopted Budget 2008-09 Actual $ $ 196,933 196,933 1,098 3,986 106,960 11,599 57 1,096 186,008 507,737 $ $ $ 206,319 202,642 3,677 9,000 4,800 43,200 26,200 6,000 144,423 439,942 439,942 2009-10 Adjusted Budget $ $ 206,319 202,642 3,677 9,000 5,078 46,030 26,200 6,000 144,423 15,486 458,536 2010-11 Adopted Budget 2009-10 Estimated $ $ 206,319 202,642 3,677 9,000 3,569 46,030 14,911 3,726 3,000 137,507 424,062 $ $ $ 196,942 196,942 8,000 4,300 46,030 17,293 4,000 140,800 417,365 417,365 % Change Adopted To Adopted -4.54% -2.81% -100.00% -11.11% -10.42% 6.55% -34.00% N/A -33.33% -2.51% N/A -5.13% Authorized Positions Po sit ion Title Downtown Assis tant Downtown Redevelopment Manager Executive Assistant TOT AL 2007-08 Revised 1 1 0 2 2008-09 Revised 1 1 0 2 2009-10 Ad opted 1 1 0 2 2009-10 Revised 0 1 1 2 2010-11 Adop ted 0 1 1 2 2010-11 Anticip ated 0 1 1 2 Significant Budget and Staffing Changes During fiscal year 2009-10, one Executive Assistant position was transferred from cost center 3080, Downtown Real Estate, and one Downtown Assistant position was transferred to cost center 1060, Neighborhood Resources. 143 City of Chandler 2010-11 Adopted Budget General Government FUNCTION: DEPARTMENT: General Government General Government COST CENTER: DIVISION: 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. 2010-11 Performance Measurements This cost center is being eliminated as part of the budget reduction process. Goals, objectives, and performance measures are shown to close out 2009-10, and will be removed in the 2011-12 budget. Goal: (1) 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 an 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 Number of agreements/leases created and/or documents/development agreements Number of contacts made in process of acquiring property (owners, tenants, attorneys, appraisers, environmental, survey, escrow, internal departments) Funds expended for property acquisition Square feet of land acquired/ number of transactions Number of projects: Opened in Current FY/Carry-over/completed(2) (1) 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 2,517 2,861 800 750 N/A(1) 668 1599 800 1604 N/A(1) $6,292,878 205,156 14 288/72/ 140 $1,531,000 89,936/ 4 170/100/ 220 $2,250,000 112,500 15 80/144/ 96 $2,800,000 100,000 25 145/99/ 112 N/A(1) N/A(1) N/A(1) Cost center 3080, Downtown Real Estate, is disbanded effective July 1, 2010. Future requirements for functions of this cost center will be handled by the Transportation and Development Department, cost center 3020, Engineering, and adjustments to Performance Measurements will be addressed in that cost center. (2) “Active” projects previously reported have been removed from this performance measure due to inconsistencies over the way the number has been counted over the years. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 144 City of Chandler 2010-11 Adopted Budget General Government    DOWNTOWN REAL ESTATE – 3080    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 2007-08 Actual 2008-09 Actual 813/35 $252,993/ 15 200/4(1) $257,520/ 8(1) 2009-10 Projected 600/30 $300,000/ 15 2009-10 Year End Estimate * 200/5(1) $100,000/ 5(1) 2010-11 Projected N/A(2) N/A(2) (1) Decrease due to portions of the South Arizona Avenue Corridor project being postponed and halting acquisitions on the South Washington Street project. (2) Cost center 3080, Downtown Real Estate, is disbanded effective July 1, 2010. Future requirements for functions of this cost center will be handled by the Public Works department, cost center 3020, Engineering, and adjustments to Performance Measurements will be addressed in that cost center. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 145 City of Chandler 2010-11 Adopted Budget General Government    DOWNTOWN REAL ESTATE – 3080    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Rents/Utilities Other Charges/Services Project Support Recharge* Contingincies/Reserves Total Cost Center-3080 General Fund In-House Capital Grand Total 2009-10 Adopted Budget 2008-09 Actual $ 148,342 148,342 1,165 230 2,093 1,528 153,358 $ $ $ $ $ 2009-10 Adjusted Budget 296,707 250,795 45,912 1,500 5,830 800 3,190 300 2,770 311,097 174,475 136,622 311,097 $ $ 2010-11 Adopted Budget 2009-10 Estimated 256,707 $ 210,795 45,912 237,500 5,830 800 3,288 300 2,980 8,502 515,907 $ 107,019 103,426 3,593 85,000 3,800 800 1,755 100 1,650 200,124 $ $ $ $ 121,850 121,850 (73,034) 48,816 48,816 48,816 % Change Adopted To Adopted -58.93% -100.00% 165.40% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% N/A N/A -84.31% * Project Support Recharge reflects the percentage of staff time spent in direct support of a specific capital project. This staff time is then charged back to the respective capital project. Authorized Positions Position Title Executive Assistant Real Estate Manager Real Estate Property Mgmt. Officer TOTAL 2007-08 Revised 1 1 2 4 2008-09 Revised 1 1 2 4 2009-10 Adopted 1 1 1 3 2009-10 2010-11 Revised Adopted 0 0 1 1 0 0 1 1 2010-11 Anticipated 0 0 0 0 Significant Budget and Staffing Changes During fiscal year 2009-10, one Real Estate Property Management Officer position was eliminated and one Executive Assistant position was transferred to cost center 1540, Downtown Redevelopment. For fiscal year 2010-11, the Downtown Real Estate division is disbanded. With the reduced Capital Improvement Program and resulting decline in the need for real estate acquisitions, there is a less demand for the services provided by this cost center. Future service requests will be provided on an as needed basis by the Transportation and Development Department or by contract. Authorized Positions 2010-11 Anticipated reflects the reduction of one Real Estate Manager position planned for elimination due to budget reductions. Personnel Services reflects one-time funding for this position. 146 City of Chandler 2010-11 Adopted Budget General Government FUNCTION: DEPARTMENT: General Government City Manager COST CENTER: DIVISION: 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. 2009-10 Economic Development Accomplishments  Identified 118 Industrial/Office Leads; 42 Industrial/Office Prospects; 19 Industrial/Office Locates.  Key industrial/office locates open or under construction: Education Management Corporation (EDMC), Safelite Auto Glass, Qualastat Electronics, Primavera Online High School, Marvell Electronics, Bank of America Data Center, and B/E Aerospace.  Identified approximately 50 retail leads, 26 retail prospects, and 19 retail locates.  Key retail locates open or under construction include: Oregano’s, Tia Rosa, The Living Room, Chompies, Yogurtland, Jumpstreet, Phase 54, Spiral Volleyball, Club del Sport, Aqua-Tots, and Dollar Tree.  Negotiated an agreement under the City’s Infill Incentive Plan to assist in the repurposing of a former grocery store and call center building into a charter school, which is expected to bring new activity to the Alma School corridor.  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.  Worked with Community Services and Purchasing to issue an RFP for a commercial entertainment/recreation development at Tumbleweed Park.  Partnered with the Library and Diversity Office to present the annual Chandler Small Business Development Workshop sponsored by BBVA Compass Bank.  Formed Chandler Restaurant Coalition consisting of unique local restaurant owners. Published and distributed 20,000 Local Bites brochures and developed an interactive web site entitled: “Local Bites: A Guide to Unique Chandler Eateries”.  Partnered with Mesa and Tempe Convention and Visitors Bureaus to develop and implement the successful cooperative marketing campaign, Sunny Arizona for the 8th consecutive year.  Developed and distributed the 8th annual visitors guide, Chandler: The Official Visitors Guide for the City of Chandler, Arizona with a 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.  Promoted Chandler’s opportunities as related to life sciences and medical manufacturing industries at the Medical Design and Manufacturing West, AZBio conference and the International BIO Industry convention.  Innovations Technology Incubator opened on April 30, 2010, paving the way for science and technology entrepreneurs to accelerate their path to success and grow their business in Chandler.  Successfully rezoned and planned, with the current owner, the 153-acre former South Price Road Motorola site for a signature science and technology business park, to be known as “Continuum”.  Collaborated with the University of Arizona to establish a university presence at both Innovations and Continuum.  Secured the services of Gangplank, in order to provide continual outreach to Chandler’s growing tech-based talent pool. 147 City of Chandler 2010-11 Adopted Budget General Government    ECONOMIC DEVELOPMENT – 1520    2010-11 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. 2009-10 2007-08 2008-09 2009-10 Year End 2010-11 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 2,470 1,127 500 1,150 500 Estimated office/industrial SF added 1,457,968 406,494 200,000 207,000 200,000 Estimated office/industrial capital investment created (1) (1) $3.025 B with City assistance $230,572,460 $3,046,586,500 $6,000,000 $3,500,000 (1) $3 billion for the Intel Retool project is included. This was originally projected for 2009-10 Projected but located in 4th Quarter of 2008/09. 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. 2009-10 2007-08 2008-09 2009-10 Year End 2010-11 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 31 23 15 15 15 521,251 492,278 300,000 150,000 150,000 315 15,354,407 93% 315 16,578,703 92% 300 15,800,000 92% 300 16,728,703 90% 300 16,878,703 90% * 2009-10 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. 148 City of Chandler 2010-11 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. 2009-10 2007-08 2008-09 2009-10 Year End 2010-11 Measures Actual Actual Projected Estimate * Projected Estimated annual sales tax revenue generated by new retail businesses located with City assistance(1) $2,760,024 $2,604,151 $1,588,500 $1,588,500 $1,588,500 (1) Retailers may not be open for business in year located; however, they have received construction permits. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 149 City of Chandler 2010-11 Adopted Budget General Government    ECONOMIC DEVELOPMENT - 1520    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Rents/Utilities Other Charges/Services Office Furniture/Equipment Capital Replacement Total Cost Center-1520 General Fund 2009-10 Adopted Budget 2008-09 Actual $ $ 541,640 541,640 163,741 54,367 1,294 55,088 880,170 700 1,697,000 $ $ $ 2009-10 Adjusted Budget 544,160 526,658 17,502 109,392 25,100 3,050 27,740 9,644 1,300 720,386 720,386 $ $ 544,160 526,658 17,502 128,142 38,861 3,050 28,075 42,541 1,300 786,129 2010-11 Adopted Budget 2009-10 Estimated $ $ 544,160 526,658 17,502 128,121 38,630 3,050 27,335 41,397 1,000 783,693 $ $ $ 622,619 622,619 103,509 20,650 2,000 27,357 403,394 3,500 1,183,029 1,183,029 % Change Adopted To Adopted 14.42% 18.22% -100.00% -5.38% -17.73% -34.43% -1.38% N/A -63.71% -100.00% N/A 64.22% Authorized Positions Position Title Director, Economic Development Div. Economic Dev. Research Assistant Economic Development Specialist Public Information Officer Senior Economic Dev. Specialist Senior Executive Assistant TOTAL 2007-08 Revised 1 1 1 0 2 1 6 2008-09 Revised 1 1 1 0 2 1 6 2009-10 Adopted 1 1 1 0 1 1 5 2009-10 2010-11 Revised Adopted 1 1 1 1 1 1 0 1 1 1 1 1 5 6 2010-11 Anticipated 1 1 1 1 1 1 6 Significant Budget and Staffing Changes Effective July 1, 2010, one Public Information Officer position is transferred from Communications and Public Affairs, cost center 1070. Fiscal year 2010-11 reflects reductions in contract obligations, including contracts with the Chandler Chamber of Commerce and the Greater Phoenix Economic Council, subscriptions and memberships, and education and training. Rents and Utilities reflect increased funding for Innovations, Chandler’s incubator project. 150 City of Chandler 2010-11 Adopted Budget General Government FUNCTION: DEPARTMENT: General Government City Manager 1550 COST CENTER: Economic Development Capital DIVISION: Capital Budget Summary Description Other Charges/Services Contingencies/Reserves Total Cost Center-1550 Gen Gov't Capital Proj Fund 2009-10 Adopted Budget 2008-09 Actual $ $ - $ $ $ 2009-10 Adjusted Budget - $ $ - 2009-10 Estimated $ $ - 2010-11 Adopted Budget $ 350,000 2,685,099 $ 3,035,099 $ 3,035,099 % Change Adopted To Adopted N/A N/A N/A Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions in 2009-10 and new projects for 2010-11. Additional detail on the capital program is available in the 2011-2020 Adopted Capital Improvement Plan. 151 City of Chandler 2010-11 Adopted Budget General Government FUNCTION: DEPARTMENT: General Government City Manager 1580 Tourism COST CENTER: DIVISION: Economic 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. 2010-11 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. 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected $1,461,037(1) $1,040,669 $1,200,000 $1,200,000 $1,398,000 $68.18 $45.68 $62.00 $36.00 $47.00 Increase Occupancy Rate citywide year over year(2) 62.4% 49.7% 62.0% 53.0% 57.0% Number of tourism leads(3) 29,369 47,452 24,000 14,000 22,000 Measures Increase Bed Tax revenue year over year Increase Revenue Per Available Room (Rev/PAR) citywide year over year(2) (1) (2) (3) Original measure included estimate for December 2007. These measures are reported on a calendar year basis by Smith Travel Research. Tourism leads are based on the number of Visitor Guide requests received through various ad placements and campaign travel. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 152 City of Chandler 2010-11 Adopted Budget General Government    TOURISM – 1580    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Communications/Transportation Other Charges/Services Total Cost Center-1580 General Fund Grant Fund Grand Total 2009-10 Adopted Budget 2008-09 Actual $ 96,638 96,638 63,010 5,786 149,442 13,650 328,526 $ $ $ $ $ 2009-10 Adjusted Budget 99,253 95,042 4,211 55,240 28,000 194,350 18,000 394,843 219,843 175,000 394,843 $ $ 99,253 95,042 4,211 56,366 32,775 222,413 18,000 428,807 2010-11 Adopted Budget 2009-10 Estimated $ $ 99,253 95,042 4,211 67,457 31,275 222,300 19,100 439,385 $ $ $ $ 93,253 93,253 144,000 12,000 170,500 36,500 456,253 161,253 295,000 456,253 % Change Adopted To Adopted -6.05% -1.88% -100.00% 160.68% -57.14% -12.27% 102.78% 15.55% Authorized Positions Position Title Tourism Development Coordinator TOTAL 2007-08 Revised 1 1 2008-09 Revised 1 1 2009-10 Adopted 1 1 2009-10 2010-11 Revised Adopted 1 1 1 1 2010-11 Anticipated 1 1 Significant Budget and Staffing Changes Changes to the operating budget reflect the uncertainty of the PROP 302 Grant Tourism Funding through the State of Arizona. City funds were re-appropriated per line item based on the possibility of not receiving PROP 302 funding for FY2010-11. This would cover expenses necessary for professional services and marketing programs typically covered under the PROP 302 Grant. 153 City of Chandler 2010-11 Adopted Budget General Government FUNCTION: DEPARTMENT: General Government City Manager COST CENTER: DIVISION: 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. 2009-10 Human Resources Accomplishments  Designed and implemented two retirement incentive programs and two voluntary separation programs in order to mitigate the need for layoffs.  Implemented a multi-approach recruitment effort to assist those employees targeted for layoff in securing internal positions. Approximately 18 layoffs were avoided in FY 09/10 with this approach. Conducted an internal Job Fair to increase knowledge of potential opportunities and solicit interest.  Completed a comprehensive study of classifications with compliance, regulatory, or inspection requirements. Developed and implemented recommendations, which included the establishment of specific criteria for differentiation of, pay grades within these job classifications.  Conducted 10 meetings with employees to present the City’s proposal to transition to a cost share arrangement whereby the City pays 80% of the medical premium and the employee pays 20% of the medical premium by 2013. The presentation was also available through video stream for employees unable to attend.  Participated in a Tri-City Firefighter recruitment and testing process with City of Scottsdale and City of Tempe. Processed and tested approximately 1,600 candidates.  Completed FY 09/10 total compensation benchmark review of general employee group classifications, SEIU, Police Officer, sworn Fire personnel, and Directors.  Developed and conducted a comprehensive training program for supervisors on employment law and human resources policies and procedures.  Developed and implemented training for employees in “Preparing for Promotional Opportunities” in order to assist City employees in sharpening their interviewing skills as they apply for positions in the City.  Recruited and hired 125 Spring/Summer seasonal employees.  Redesigned HR website for easier access and to attract diverse and quality candidates.  Participated in the design, development, and future implementation of a new performance evaluation system.  Ensured the appropriate City policies and procedures were updated for compliance with recent changes in federal and state laws.  Participated in the completion of the Time/Labor Management project, which has significantly reduced payroll errors, ensures compliance with federal and state laws, and streamlined the payroll process by requiring employees to submit their leave requests and time worked through an electronic process.  Provided a number of cost neutral health and wellness initiatives. Coordinated flu shot clinics where 568 employees received vaccinations ahead of the flu season, resulting in a 300% increase over the prior year.  Worked with the City’s benefit consultant to develop actuarial studies to determine the feasibility of a selffunded medical plan. Additional studies were completed to develop a methodology for pre-funding required reserves while mitigating the costs to employees as the City transitions to the 80/20 cost/share arrangement.  Coordinated the development of the City’s Request for Proposal (RFP) to award a Medical Health Plan Provider. Staff served on the RFP Evaluation Committee as an evaluator and technical advisor. 154 City of Chandler 2010-11 Adopted Budget General Government    HUMAN RESOURCES – 1250    2010-11 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. 2009-10 2007-08 2008-09 2009-10 Year End 2010-11 Measures Actual Actual Projected Estimate * Projected Number of employment applications processed 20,676(1) 8,502 2,500 4,000 5,500(2) Process recruitment PRR's (Personnel 90% N/A N/A N/A N/A Recruitment Request) within 7 days of receipt(3) Applications screened within 10 days of published first review date and/or closing date(3) 90% N/A N/A N/A N/A (1) (2) (3) Includes firefighter recruitment. Includes Tri-City Firefighter Recruitment Measure no longer being used effective FY2008-09. 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.  Develop and deliver comprehensive training to further a positive and productive work environment consistent with the City’s values, policies and regulatory requirements.(4)  Provide resources for the efficient and effective administration of personnel actions. 2009-10 2007-08 2008-09 2009-10 Year End 2010-11 Measures Actual Actual Projected Estimate * Projected PAR’S (Personnel Action Request) processed 5,428 4,490 3,075 3,106 3,106 (4) (5) # of classification or job studies conducted 42 39 55 50 50 Conduct annual benchmark survey for a minimum of 30% of active positions to compare Chandler’s salaries with other valley cities(6) 100% 100% 100% 100% 100% Number of training classes conducted for supervisory staff or employees related to compliance, policies or federal laws(4) N/A N/A 8 10 25 Participants who rated training programs as satisfactory or higher(4) N/A N/A N/A 90% 90% Conduct annual survey to compare Chandler’s benefit packages with benchmark cities 100% 100% 100% 100% 100% Number of workshops offered to employees in areas of wellness, benefits education, retirement and financial planning 35 34 35 38 37 (4) New Objective/Measure effective FY2010-11. Reclassification freeze. (6) Measure revised during FY2009-10. Previously measured classification/market reviews for a minimum of 25% of active positions. (5) * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 155 City of Chandler 2010-11 Adopted Budget General Government    HUMAN RESOURCES – 1250    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Machinery/Equipment Offic e Furniture/Equipment Capital Replacement Total Cost Center-1250 General Fund Medical Self Ins Fund Grand Total 2008-09 Actual $ 1,912,912 1,912,912 127,041 52,641 4,064 22,730 500 11,862 29,302 900 $ 2,161,952 2009-10 Adopted Budget 2009-10 Adjusted Budget 2009-10 Estimated $ 2,078,331 1,798,884 279,447 90,000 44,121 1,500 44,575 6,500 20,200 1,500 900 $ 2,287,627 $ 2,287,627 $ 2,287,627 $ 2,183,331 1,903,884 279,447 213,968 64,338 1,500 77,516 9,378 20,200 1,500 900 $ 2,572,631 $ 1,957,598 1,581,094 376,504 128,000 51,491 1,700 37,575 9,378 20,200 1,500 900 $ 2,208,342 2010-11 Adopted Budget $ 1,823,950 1,798,950 25,000 105,500 39,350 1,000 42,138 82,500 20,200 500 $ 2,115,138 $ 1,970,784 144,354 $ 2,115,138 % Change Adopted To Adopted -12.24% 0.00% -91.05% 17.22% -10.81% -33.33% -5.47% N/A 1169.23% 0.00% -66.67% -100.00% -7.54% Authorized Positions Position Title Benefit Program Supervisor Director of Human Resources Employee Development Specialist Employee Development Supervisor Employee Services & HRMS Supervisor Human Resources Analyst Human Resources Assistant Human Resources Clerk Human Resources Management Asst Human Resources Specialist Human Resources Supervisor Labor Relations Administrator Senior Human Resource Analyst Senior Executive Assistant TOTAL 2007-08 Revised 1 1 1 1 1 3 7 1 1 0 0 1 2 1 21 2008-09 Revised 1 1 0 0 1 2 6 1 1 1 1 1 2 1 19 2009-10 Adopted 1 1 0 0 1 2 5 1 1 1 1 1 2 1 18 2009-10 2010-11 Revised Adopted 1 1 1 1 0 0 0 1 1 1 2 2 5 5 1 1 1 1 1 1 2 2 0 0 2 2 1 0 18 18 2010-11 Anticipated 1 1 0 1 1 2 5 1 1 1 2 0 2 0 18 Significant Budget and Staffing Changes Fiscal year 2009-10 reflects the reclassification of the Labor Relations Administrator to a Human Resources Supervisor, which is a lower pay grade. Fiscal year 2010-11 reflects the elimination of one vacant Senior Executive Assistant position. One Employee Development Supervisor position and operating funds for training are transferred from cost center 1040, City Manager, effective July 1, 2010. Additional General Fund savings are achieved through the shift of partial salary for the Benefits Program Supervisor and full salary for one Senior Human Resources Analyst position to the Medical Self Insurance Fund. Personnel Services reflects a decrease in ongoing funding for temporary salaries and one-time funding for tuition reimbursement for Firefighters (IAFF) as required by their Memorandum of Understanding agreement. 156 City of Chandler 2010-11 Adopted Budget General Government FUNCTION: DEPARTMENT: General Government City Manager 1199 COST CENTER: Information Technology Service Delivery DIVISION: Management & 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. Information Technology Department Summary Expenditures by Cost Center IT Service Delivery Mgmt & Admin IT Applications & Support IT Infrastructure & Client Support ITOC Capital ITOC Operations IT Citywide Capital Total Information Technology Expenditures by Category Personnel & Benefits Total Personnel Ongoing One-time Operating & Maintenance Total Information Technology Staffing by Cost Center IT Service Delivery Mgmt & Admin IT Applications & Support IT Infrastructure & Client Support Total Information Technology 2008-09 Actual Expenditures $ $ $ $ 2009-10 Adopted Budget 2009-10 Estimated Expenditures 2010-11 Adopted Budget 1,625,997 $ 1,651,736 $ 2,972,748 3,102,916 2,591,946 2,992,679 1,188,152 1,956,919 145,959 827,664 469,593 768,078 8,994,395 $ 11,299,992 $ 1,745,728 3,381,393 3,091,732 937,902 254,029 246,920 9,657,704 1,885,915 2,944,883 2,365,072 5,942,648 633,088 1,824,049 $ 15,595,655 5,236,809 $ 5,802,378 $ 5,236,809 5,698,460 103,918 3,757,586 5,497,614 8,994,395 $ 11,299,992 $ 5,771,056 5,363,547 407,509 3,886,648 9,657,704 $ 2008-09 Revised 13.00 19.00 20.00 52.00 2009-10 Adopted 12.00 19.00 20.00 51.00 157 2009-10 Revised 12.00 18.00 20.00 50.00 $ 5,883,747 5,802,372 81,375 9,711,908 $ 15,595,655 % of 2010-11 Total 12% 19% 15% 38% 4% 12% 100% 37% 1% 62% 100% 2010-11 2010-11 Adopted Anticipated 15.00 14.00 18.00 18.00 21.00 21.00 54.00 53.00 City of Chandler 2010-11 Adopted Budget General Government 2009-10 Information Technology Accomplishments  Successfully completed implementation of the citywide Enterprise Asset Management system to provide seamless work request integration.  Successfully completed implementation of the citywide time and attendance system to manage employee timekeeping and ensure adherence to labor laws.  Completed an operating system upgrade of all city desktop computers to allow for continued support.  Successfully completed implementation of the new permitting and inspection system to provide timelier processing of permit requests.  Upgraded the phone system to provide support for voice over Internet Protocol (IP) at City Hall and other locations.  Delayed desktop computer purchases by upgrading existing equipment for a one-time savings of over $200,000.  Partnered with the Utility Billing division to provide technical solutions that enhanced the current business processes, including E-billing, automatic late payment phone reminders, and assessment of late fees.  Completed exports from the City's Criminal Justice Information System (CJIS) to share data with all East Valley Police Departments.  Replaced the voice mail system with a new supportable system.  Implemented Shop Chandler business search web application to promote Chandler businesses.  Consolidated city owned mobile phones into one provider and pool of minutes for an ongoing savings of over $70,000 annually. 158 City of Chandler 2010-11 Adopted Budget General Government    INFO TECH SERVICE DELIVERY MGMT & ADMINISTRATION – 1199    2010-11 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 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.  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.  Ensure that Citywide IT infrastructure projects are completed on time and within budget. 2009-10 2010-11 Year End 2007-08 2008-09 2009-10 Projected Estimate * Projected Measures Actual Actual Accomplish a successful Technology Replacement Program with quality customer service experience 95% 95% 95% 95% 95% Complete all employee performance reviews within one month of the anniversary date 90% 90% 90% 90% 90% Maintain an accurate accounting for all IT computer hardware and software 80% 85% 92% 90% 90% Manage all IT projects in the Clarity Portfolio Management System(1) N/A N/A 85% 90% 90% Realign spending plans to IT priorities and resources quarterly(1) N/A 2 4 4 4 Number of new security best practices adopted to enhance service delivery(2) 6 6 N/A N/A N/A % of security requirements met affecting 85% 90% N/A N/A N/A Infrastructure Technology Enhancements(2) Complete projects and targets on time and within budget (% of projects and milestones)(3) N/A N/A 70% 75% 85% % of Quarterly Targets met for Projects(3) Adhere to IT Project Management Methodology N/A N/A 75% 76% 76% (% of projects in alignment with PM Methodology) N/A N/A 95% 95% 95% N/A 214 N/A 284 N/A 164 96% 164 96% 300 N/A N/A 95% 95% 100% 95% 95% N/A N/A N/A (3) Maintain Database Availability for Core Applications(3) Number of training opportunities(3) Complete maintenance/support agreements before expiration date(3) Develop performance plans/measures for all employees(2) (1) New Measure beginning FY2009-10. Measure no longer being used effective FY2009-10. New Measure beginning FY2010-11. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. (2) (3) 159 City of Chandler 2010-11 Adopted Budget General Government    INFO TECH SERVICE DELIVERY MGMT & ADMINISTRATION – 1199    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Building/Improvements Machinery/Equipment Office Furniture/Equipment Capital Replacement Total Cost Center-1199 General Fund 2008-09 Actual $ 1,338,547 1,338,547 134,708 52,281 17,754 27,642 54,865 200 $ 1,625,997 2009-10 Adopted Budget 2009-10 Adjusted Budget 2009-10 Estimated $ 1,336,480 1,315,409 21,071 233,406 18,750 17,000 25,100 21,000 $ 1,651,736 $ 1,651,736 $ 1,393,480 1,372,409 21,071 56,353 42,222 38,106 32,176 54,999 85,016 21,660 $ 1,724,012 $ 1,351,056 1,329,985 21,071 68,042 50,740 158,808 38,923 56,499 21,660 $ 1,745,728 2010-11 Adopted Budget $ 1,626,259 1,544,884 81,375 128,972 40,450 36,993 36,941 16,300 $ 1,885,915 $ 1,885,915 % Change Adopted To Adopted 21.68% 17.45% 286.19% -44.74% 115.73% 117.61% 47.18% -22.38% N/A N/A N/A N/A 14.18% Authorized Positions Position Title Administrative Support II Chief Information Officer Executive Assistant I.T. Coordinator I.T. Database Analyst 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. Senior Database Analyst I.T. Services Manager I.T. Systems Specialist I.T. Training Coord. Management Assistant Senior Database Analyst Senior Management Assistant Systems Analyst TOTAL 2007-08 Revised 1 1 1 1 0 1 1 0 0 3 1 1 0 0 1 1 1 1 1 0 16 2008-09 Revised 1 1 1 1 0 1 0 1 1 3 0 0 0 0 0 1 1 0 1 0 13 2009-10 Adopted 1 1 1 1 0 1 0 1 1 2 0 0 0 0 0 1 1 0 1 0 12 2009-10 2010-11 Revised Adopted 1 1 1 1 1 1 1 1 0 1 1 1 0 0 1 1 0 0 2 2 0 0 0 0 0 1 1 1 0 0 1 1 1 1 0 0 1 1 0 1 12 15 2010-11 Anticipated 1 1 1 1 1 0 0 1 0 2 0 0 1 1 0 1 1 0 1 1 14 Significant Budget and Staffing Changes During fiscal year 2009-10, one IT Project Delivery Manager position was reclassified to IT Services Manager. Effective July 1, 2010, one IT Database Analyst, one IT Sr. Database Analyst, and one Systems Analyst positions will be moved from cost center 1200, IT Applications Support. Authorized Positions 2010-11 Anticipated reflects the reduction of one IT Inventory Coordinator position planned for elimination due to budget reductions. Personnel Services reflects one-time funding for this position. 160 City of Chandler 2010-11 Adopted Budget General Government FUNCTION: DEPARTMENT: General Government City Manager 1200 COST CENTER: 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. 2010-11 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 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 99% 99% 99% 85% 83% 90% 95% 90% 90% 85% 85% 85% 90% 95% 95% N/A N/A N/A N/A N/A N/A Citywide Applications Support(1) Ensure City-wide application availability during defined application operating Hours(2) N/A N/A Adhere to IT project methodology and meet milestones and completion dates(2) N/A N/A Complete all Service Requests within 90 days of starting work(2) N/A N/A Complete changes and additions to Citywide applications within 90 days(2) N/A N/A Maintain all City-wide applications at actively-supported versions of vendor N/A N/A software(2) (1) Geographic Information Systems (GIS) Comply with established Service Level Agreement for GIS 90% 95% Apply IT project methodology to projects and meet milestones and completion dates 90% 95% Ensure application availability Complete all Service Requests within 90 days starting work (1) (2) 99% 99% N/A N/A N/A 82% 91% N/A N/A N/A Beginning FY2009-10, all applications support objectives to be evaluated as Citywide Measures. Measures under Geographic Information Systems, Criminal Justice Information Systems, and Oracle Applications and Databases to be eliminated. New measure for cost center beginning 2009-10. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 161 City of Chandler 2010-11 Adopted Budget General Government    INFORMATION TECHNOLOGY APPLICATIONS SUPPORT – 1200    (con’t from previous page) Measures 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected Criminal Justice Information Systems (CJIS)(1) Comply with established Service Level Agreement for CJIS 97% 97% N/A Apply IT project methodology to projects and meet milestones and completion dates 93% 95% N/A N/A N/A N/A N/A Ensure application availability 82% 99% N/A N/A N/A Complete all Service Requests within 90 days of starting work 70% 91% N/A N/A N/A N/A N/A N/A N/A N/A N/A 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% 95% Ensure application availability Complete all Service Requests within 90 days starting work (1) 99% 99% N/A N/A N/A 85% 91% N/A N/A N/A (1) Beginning FY2009-10, all applications support objectives to be evaluated as Citywide Measures. Measures under Geographic Information Systems, Criminal Justice Information Systems, and Oracle Applications and Databases to be eliminated. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 162 City of Chandler 2010-11 Adopted Budget General Government    INFORMATION TECHNOLOGY APPLICATIONS SUPPORT – 1200    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Machinery/Equipment Total Cost Center-1200 General Fund 2008-09 Actual $ 1,961,140 1,961,140 400,571 5,839 552,456 2,769 35,541 14,432 $ 2,972,748 2009-10 Adopted Budget 2009-10 Adjusted Budget 2009-10 Estimated $ 2,303,800 2,259,714 44,086 276,110 3,250 489,334 30,422 $ 3,102,916 $ 3,102,916 $ 2,252,800 2,208,714 44,086 314,427 9,738 823,601 6,936 95,058 23,232 $ 3,525,792 $ 2,054,453 1,907,003 147,450 306,348 9,238 713,160 6,500 106,678 85,016 $ 3,281,393 2010-11 Adopted Budget $ 2,070,792 2,070,792 11,500 844,091 18,500 $ 2,944,883 $ 2,944,883 % Change Adopted To Adopted -10.11% -8.36% -100.00% -100.00% 253.85% 72.50% N/A -39.19% N/A -5.09% Authorized Positions Position Title Applications Manager GIS Database Analyst GIS Manager GIS Tech II I.T Application Services Coordinator I.T Application Support Manager I.T. Database Analyst I.T. GIS Coordinator I.T. GIS Database Analyst I.T. Messaging Application Developer I.T. Oracle Applications Manager I.T. Senior Database Analyst Information Support Specialist II Operations Analyst Operations System Analyst Senior Database Analyst Senior Systems Analyst Systems Analyst TOTAL 2007-08 Revised 1 3 1 1 0 0 0 0 0 0 1 0 0 0 0 1 4 5 17 2008-09 Revised 1 3 0 1 0 1 1 1 0 1 0 1 0 0 0 0 4 5 19 2009-10 Adopted 1 3 0 1 0 1 1 1 0 1 0 1 0 0 0 0 4 5 19 2009-10 2010-11 Revised Adopted 0 0 0 0 0 0 0 0 1 1 1 1 1 0 1 1 3 3 1 1 0 0 1 0 0 1 0 1 0 1 0 0 4 4 5 4 18 18 2010-11 Anticipated 0 0 0 0 1 1 0 1 3 1 0 0 1 1 1 0 4 4 18 Significant Budget and Staffing Changes During fiscal year 2009-10, one Applications Manager position was reclassified to IT Applications Services Coordinator and three GIS Database Analyst positions were reclassified to IT GIS Database Analysts. One GIS Technician II position was transferred to the Fire Department, cost center 2240, Prevention and Preparedness. Effective July 1, 2010, one IT Database Analyst, one IT Sr. Database Analyst, and one Systems Analyst positions are moved to cost center 1199, and one Information Support Specialist II, one Operations Analyst and one Operations System Analyst positions along with their associated operating costs are transferred from the former Planning & Development Department, cost center 1500, Administration. Fiscal year 2010-11 reflects a decrease in Professional Services, as identified through the 2010-11 budget reductions. 163 City of Chandler 2010-11 Adopted Budget General Government FUNCTION: DEPARTMENT: General Government City Manager COST CENTER: DIVISION: 1280 IT 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. 2010-11 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).  Enhance the Computer Security and provide security technologies roadmap to meet strategic goals.  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. 2009-10 2007-08 2008-09 2009-10 Year End 2010-11 Measures Actual Actual Projected Estimate * Projected Monitor the effectiveness of customer service as 80% 80% 80% 82% N/A outlined in the SLAs(1) Perform data backups and recovery on the city’s 95% 95% 96% 96% N/A network available systems (IT maintained)(1) Perform quarterly backup and restore 4 4 4 4 N/A validations(1) Perform quarterly security assessments on city 4 4 4 4 4 systems and identify risks Ensure system availability across the enterprise 98% 98% 98% 98% N/A during normal business hours(1) Meet all project milestones and completion 80% 80% 85% 85% N/A dates(1) Total Number of Helpdesk requests 7,858 6,587 8,000 8,000 8,500 completed(2) Customer satisfaction on team N/A N/A 80% 80% 80% projects/Helpdesk requests(2) Meet security compliance standards on N/A N/A N/A 98% 98% servers(2) (2) Maintain reliability of Messaging systems N/A N/A N/A 99% 99% Maintain network availability(2) N/A N/A N/A 98% 98% Maintain server environment availability(2) N/A N/A N/A 98% 98% Maintain storage environment availability(2) N/A N/A N/A 99% 99% Develop and Implement Security Policies(3) 4 4 6 6 5 Complete telephone service requests within 5 business days of ticket opening or planned start date(2) N/A N/A 80% 80% 80% (1) Measure no longer being used beginning FY2010-11. New goal/objective/measures for cost center effective FY2010-11. (3) This measure reported under cost center 1199 by percentage in prior years, now reported in units. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. (2) 164 City of Chandler 2010-11 Adopted Budget General Government    INFORMATION TECHNOLOGY INFRASTUCTURE & CLIENT SUPPORT – 1280    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Building/Improvements Machinery/Equipment Total Cost Center-1280 General Fund 2008-09 Actual $ 1,937,122 1,937,122 116,777 53,256 279,897 6,797 15,238 182,859 $ 2,591,946 2009-10 Adopted Budget 2009-10 Adjusted Budget 2009-10 Estimated $ 2,162,098 2,123,337 38,761 11,310 93,650 301,626 23,995 400,000 $ 2,992,679 $ 2,992,679 $ 2,162,098 2,123,337 38,761 315,100 139,732 185,261 11,335 44,783 186,100 $ 3,044,409 $ 2,265,547 2,126,559 138,988 354,956 128,150 135,047 8,500 39,570 159,962 $ 3,091,732 2010-11 Adopted Budget $ 2,186,696 2,186,696 56,300 91,276 6,600 24,200 $ 2,365,072 $ 2,365,072 % Change Adopted To Adopted 1.14% 2.98% -100.00% -100.00% -39.88% -69.74% N/A 0.85% -100.00% N/A -20.97% Authorized Positions Position Title I.T. Communications Coordinator 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 Telephone Services Specialist TOTAL 2007-08 Revised 0 2 1 2 4 1 1 0 2 0 0 3 2 1 0 19 2008-09 Revised 0 0 1 2 4 1 1 1 2 1 1 3 2 1 0 20 2009-10 Adopted 0 0 1 2 4 1 1 1 2 1 1 3 2 1 0 20 2009-10 2010-11 Revised Adopted 0 1 0 0 1 1 2 2 4 3 1 1 1 1 1 1 2 2 1 1 1 1 3 3 2 2 1 1 0 1 20 21 2010-11 Anticipated 1 0 1 2 3 1 1 1 2 1 1 3 2 1 1 21 Significant Budget and Staffing Changes In fiscal year 2009-10, the $400,000 funding for server room air conditioning upgrades was transferred to 1287, IT Citywide Infrastructure Support Capital. Effective July 1, 2010, one Telephone Services Specialist position is transferred from Community Services Department, cost center 3200, Buildings and Facilities. One Telephone Services Coordinator position is also transferred from Community Services, and reclassified to IT Communications Coordinator. Fiscal year 2010-11 reflects a decrease in Professional Services, as identified through the 2010-11 budget reductions. One vacant IT Desktop Technician position is eliminated. 165 City of Chandler 2010-11 Adopted Budget General Government FUNCTION: DEPARTMENT: General Government City Manager 1286 Information Technology Oversight Committee Operations (ITOC) COST CENTER: DIVISION: The Information Technology Oversight Committee (ITOC) Operating division plans, develops, monitors, and documents Information Technology Projects. 2010-11 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 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 Adhere to IT Project Management Methodology Comply with established Service Level Agreements(1) Ensure IT related projects are prioritized and reviewed on a quarterly basis(2) (1) (2) 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 65% 70% 70% 75% 85% 65% 70% 75% 76% 80% 90% 90% 95% 95% 95% 87% 90% N/A N/A N/A N/A N/A 100% 98% 100% Measure no longer being used effective FY2009-10. New measure for cost center effective FY2009-10. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 166 City of Chandler 2010-11 Adopted Budget General Government  ITOC OPERATIONS - 1286  Budget Summary Description Repairs/Maintenance Capital Replacement Total Cost Center-1286 General Fund 2008-09 Actual $ 78,580 67,379 $ 145,959 2009-10 Adopted Budget $ 827,664 $ 827,664 $ 827,664 2009-10 Adjusted Budget $ 830,864 $ 830,864 2009-10 Estimated $ 254,029 $ 254,029 2010-11 Adopted Budget $ 633,088 $ 633,088 $ 633,088 % Change Adopted To Adopted -23.51% N/A -23.51% Significant Budget Changes For 2010-11 the ITOC Operations cost center reduced the operating budget by $42,200 as part of the budget reduction review. In addition, $215,935 of ongoing maintenance and support for completed technology projects was transferred to cost center 1200, Information Technology Application Support. Fiscal year 2010-11 reflects an increase of $65,000 for new ITOC project maintenance and support. 167 City of Chandler 2010-11 Adopted Budget General Government FUNCTION: DEPARTMENT: General Government City Manager 1285 ITOC Capital COST CENTER: DIVISION: Capital Budget Summary Description Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Building/Improvements Machinery/Equipment Total Cost Center-1285 General Fund Gen Gov't Capital Proj Fund Water Operating Fund Wastewater Operating Fund Solid Waste Operating Fund Grand Total 2008-09 Actual $ 1,063,129 17,095 7,370 14,165 86,393 $ 1,188,152 2009-10 Adopted Budget $ 1,956,919 $ 1,956,919 $ 1,956,919 $ 1,956,919 2009-10 Adjusted Budget $ 2,306,240 15,027 40,413 5,640 54,657 185,575 18,316 $ 2,625,868 2009-10 Estimated $ 910,482 14,780 12,640 $ 937,902 2010-11 Adopted Budget $ 4,565,570 1,377,078 $ 5,942,648 $ 5,542,948 252,000 108,000 40,000 $ 5,942,948 % Change Adopted To Adopted N/A N/A N/A N/A N/A -29.63% N/A 203.67% Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions in 2009-10 and new projects for 2010-11. Starting in 2010-11 the ITOC Capital program is included in the Capital Improvement Plan. Additional information on capital projects can be found in the 2011-2020 Adopted Capital Improvement Plan. 168 City of Chandler 2010-11 Adopted Budget General Government FUNCTION: DEPARTMENT: General Government City Manager COST CENTER: DIVISION: 1287 Information Technology Citywide Infrastructure Support Capital Capital Budget Summary Description Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Contingencies/Reserves Building/Improvements Machinery/Equipment Total Cost Center-1287 General Fund Gen Gov't Capital Proj Fund Grand Total 2009-10 2009-10 2008-09 Adopted Adjusted 2009-10 Actual Budget Budget Estimated $ 227,699 $ - $ 1,053,630 $ 5,984 1,310 131 131,000 80 13,200 17,957 87,492 4,491 768,078 59,833 794,373 105,445 149,514 20,435 $ 469,593 $ 768,078 $ 1,956,061 $ 246,920 $ 768,078 $ 768,078 2010-11 Adopted Budget $ 1,824,049 $ 1,824,049 $ 1,824,049 $ 1,824,049 % Change Adopted To Adopted N/A N/A N/A N/A N/A 137.48% N/A N/A 137.48% Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions in 2009-10 and new projects for 2010-11. Starting in 2010-11 the IT Capital program is included in the Capital Improvement Plan. Additional information on capital projects can be found in the 2011-2020 Capital Improvement Plan book. 169 City of Chandler 2010-11 Adopted Budget General Government FUNCTION: DEPARTMENT: General Government City Manager 1060 Neighborhood Resources COST CENTER: DIVISION: 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 provides administrative oversight for Code Enforcement, Community Development, Neighborhood Programs, Diversity Programs, and Housing & Redevelopment, enabling a coordinated effort between the five Divisions for programs and services that help maintain a healthy and strong community. In addition to administrative oversight, Neighborhood Resources administers programs and services that enhance and sustain neighborhoods throughout the City of Chandler. Neighborhood Resources Department Summary Expenditures by Cost Center Neighborhood Resources Code Enforcement Neighborhood Resources Capital Housing & Redevelopment * Community Development Total Neighborhood Resources Expenditures by Category Personnel & Benefits Total Personnel Ongoing One-time Operating & Maintenance Total Neighborhood Resources Staffing by Cost Center Neighborhood Resources Code Enforcement Housing & Redevelopment Community Development Total Neighborhood Resources * 2008-09 Actual Expenditures $ $ $ $ 2009-10 Adopted Budget 2009-10 Estimated Expenditures 2010-11 Adopted Budget 468,942 $ 556,012 $ 998,311 1,035,362 220,273 440,960 2,346,974 8,583,453 4,034,500 $ 10,615,787 $ 848,039 1,023,541 558,553 4,586,697 7,016,830 747,287 984,824 34,225 12,276,365 7,341,060 $ 21,383,761 3,418,433 $ 3,678,463 $ 3,418,433 3,572,403 106,060 616,067 6,937,324 4,034,500 $ 10,615,787 $ 3,790,817 3,232,293 558,524 3,226,013 7,016,830 $ 2008-09 Revised 4.00 8.00 3.00 6.00 21.00 2009-10 Adopted 3.00 8.00 23.20 6.00 40.20 2009-10 Revised 5.60 7.00 22.20 6.00 40.80 % of 2010-11 Total $ 3,597,918 3,497,918 100,000 17,785,843 $ 21,383,761 16% 0% 83% 100% 2010-11 2010-11 Adopted Anticipated 5.50 5.50 4.00 11.00 2.00 19.20 7.00 5.80 18.50 41.50 Cost Center 4650, Housing & Redevelopment, moved from the Planning & Development Department to Neighborhood Resources effective July 1, 2010. 170 4% 5% 0% 57% 34% 100% City of Chandler 2010-11 Adopted Budget General Government 2009-10 Neighborhood Resources Accomplishments  The Code Enforcement Unit sent approximately 250 letters to businesses requesting compliance with illegally placed sign(s), which resulted in compliance by 99% of the businesses contacted. Approximately 5,000 bandit-type signs were removed and recycled through Solid Waste.  Identified 12 properties with vacant structures in need of demolition or major repairs. Working to facilitate removal of structures and development of a program to assist with this process.  Improved energy efficiency of public housing units by replacing and upgrading approximately 173 HVAC units at our apartments and single-family scattered site homes and installing new energy efficient windows and patio doors to 12 single-family homes.  Improved exterior aesthetics of public housing units by adding 300 tons of granite to apartment sites, an additional 200 tons of granite to existing desert landscaping at various single-family homes, repainting all exteriors of the building at three apartment complexes and repainted exteriors of eight single-family homes.  Received a High Performing Housing Authority designation with an overall score of 102% in the Section 8 Housing Choice Voucher Program and 90% in the Low Rent Public Housing Program.  Over 250 Public Housing youth experienced homework assistance, arts and crafts, indoor and outdoor recreation, school break activities, field trips, and special events throughout the year.  Increased Neighborhood Registration Program by 10 Neighborhoods, which includes over 1,000 Chandler residents.  Revamped the Neighborhood Grant Program to include a $500 Jump Start Grant for clean-ups, public safety and education, and strengthened requirements for HOA and Traditional Neighborhood grants.  Produced the annual “Celebration of Unity” events including the Unity Breakfast, 15th Annual Multicultural Festival, Creative Expression Commission, High School Assembly and Elementary Author Reading.  In April 2010, worked with the Barness Family Jewish Community Center to present A Month to Stamp Out Hate events including a photo/art exhibit, documentary film on Holocaust survivors, and the play The Last, the Very Last Butterfly.  Collaborated with faith-based communities, employers, business groups, and others on For Our City – Chandler for the purpose of coordinating the service needs of the City of Chandler and non-profit organizations. Currently, there are over 100 active members in the program and 20 members of the Host and Education Task Force.  Continued our comprehensive program of supporting diverse organizations, events, and activities through the diversity budget, including Ms. Indian Arizona Scholarship Program, Mayor’s Prayer Breakfast, Raku Arts & Crafts Festival, Regional Unity Walk, Cesar Chavez Educators’ Award Dinner, and Cinco de Mayo Chihuahua Races. In addition, coordinated with the Downtown organizations, to present student dance workshops, musical performances and the play Por Amor in celebration of Hispanic Heritage Month.  With Chandler’s two Volunteer Income Tax Assistance (VITA) sites and the help of 30 volunteers and four staff members, the VITA program assisted almost 800 Chandler residents in filing income tax returns resulting in refunds totaling $1,317,276.  Obligated $1,774,597 in Neighborhood Stabilization Program funds towards the purchase of Chandler Community Land Trust (CLT) homes and Affordable Rental Housing. An additional $50,000 has been awarded for Down Payment Assistance for buyers purchasing CLT homes.  Utilizing stimulus funding, improvements are being made to Knox Road as part of the Community Development Block Grant Recovery program. Also, Homeless Prevention and Rapid Re-Housing funds were awarded to nine programs serving Chandler residents facing foreclosures and evictions. 171 City of Chandler 2010-11 Adopted Budget General Government    NEIGHBORHOOD RESOURCES – 1060    2010-11 Performance Measurements Goal: (1) To facilitate communication among neighbors by assisting residents with identification of resources needed for community building efforts. Objective: (1)  To develop and implement a neighborhood grant program and encourage resident leadership and neighborhood communication through the Neighborhood Registration Program. Measures Number of neighborhood grants funded Number of Registered Neighborhood groups Number of neighborhood leaders representing Registered Neighborhood groups(2) Number of self-supported neighborhood projects(3) 2007-08 Actual 14 248 2008-09 Actual 11 252 2009-10 Projected 25 265 2009-10 Year End Estimate * 5 252 2010-11 Projected 10 260 663 822 N/A 902 918 30 45 N/A N/A N/A (1) Goal and Objective revised during FY2009-10 New Measure effective FY2010-11 (3) Measure no longer being used beginning FY2009-10 (2) Goal: (4) To facilitate neighborhood activities among residents by creating partnerships and identifying resources through the collaboration of various corporate, social and faith-based groups within the City of Chandler. Objective: (5)  To encourage and acknowledge the resources brought to Chandler residents in need by supporting volunteerism. Measures Number of volunteer projects(5) Number of participants involved in the volunteer projects(5) (4) (5) 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 4 6 N/A 2 4 700 1,065 N/A 1,050 2,500 Revised Goal effective FY2010-11. New Objective and Measures effective FY2010-11. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 172 City of Chandler 2010-11 Adopted Budget General Government    NEIGHBORHOOD RESOURCES – 1060    Goal: (1) To increase resident knowledge of community based programs and offer training and educational activities to empower residents and develop informed neighborhood leaders. Objective: (1)  To continue to provide training, through The Leadership Centre (TLC) and Solve-it!-Mediation, to resident leaders in an effort to develop and improve their neighborhood organizations. Measures Number of residents attending TLC training opportunities and classes in Chandler(2) Number of TLC Training and classes offered in Chandler(3) Number of Chandler resident cases referred to Solve-It! Community Mediation(4) 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 21 26 N/A 100 120 15 18 33 15 15 2,250 3,241 1,650 2,488 2,700 (1) New Goal and revised Objective effective FY2010-11. New Measure effective FY2010-11. Measure revised effective FY2010-11. (4) 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. (2) (3) Goal: (5) To promote mutual respect and inclusion in Chandler by working towards the elimination of prejudice and discrimination. Objective: (5)  Collaborate with community groups to promote amicable relations and educate the public on aspects of diversity.  Conduct outreach and support diversity programs in schools. Measures Diversity Events held in the City of Chandler(5) Community group partners(5) Students reached through diversity programs(5) School partners(5) (5) 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected N/A N/A N/A N/A N/A N/A 18 15 10 7 N/A N/A N/A N/A N/A N/A 5,600 30 3,350 13 New Goal, Objectives, and Measures effective FY2010-11. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 173 City of Chandler 2010-11 Adopted Budget General Government    NEIGHBORHOOD RESOURCES – 1060    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Offic e Furniture/Equipment Total Cost Center-1060 General Fund Grant Fund Grand Total 2009-10 Adopted Budget 2008-09 Actual $ $ 365,509 365,509 48,288 29,396 1,080 13,937 3,675 6,011 1,046 468,942 $ $ $ $ 344,326 334,192 10,134 190,000 6,100 500 10,186 500 4,200 200 556,012 406,012 150,000 556,012 2009-10 Adjusted Budget $ $ 696,326 684,192 12,134 253,693 34,626 500 8,513 400 500 5,238 200 999,996 2009-10 Estimated $ $ 694,369 320,083 374,286 109,693 28,626 500 8,513 400 500 5,238 200 848,039 2010-11 Adopted Budget $ $ $ $ 612,830 512,830 100,000 121,063 7,858 3,536 500 1,450 50 747,287 557,287 190,000 747,287 % Change Adopted To Adopted 77.98% 53.45% 886.78% -36.28% 28.82% -100.00% -65.29% N/A 0.00% -65.48% -75.00% 34.40% Authorized Positions Position Title Social Services/Diversity Manager Dir. Neighborhood Resources Div. Diversity Office Assistant Executive Assistant Neighborhood Programs Admin. Neighborhood Programs Assistant Neighborhood Programs Coordinator TOTAL 2007-08 Revised 0 1 0 1 2 0 0 4 2008-09 Revised 0 1 0 1 1 0 1 4 2009-10 Adopted 0 1 0 1 0 0 1 3 2009-10 2010-11 Revised Adopted 1 0.9 0.6 0.6 1 1 1 1 0 0 1 1 1 1 5.6 5.5 2010-11 Anticipated 0.9 0.6 1 1 0 1 1 5.5 Significant Budget and Staffing Changes During fiscal year 2009-10, one Diversity Office Assistant was transferred from cost center 1040, City Manager, and the functions of the Diversity Office, formerly a part of cost center 1040, were shifted to Neighborhood Resources. In connection with the new functions, one Community Development Administrator position was transferred from cost center 4700, Community Development, and reclassified to Social Services/Diversity Manager. One Downtown Assistant position was transferred from cost center 1040, City Manager, and renamed Neighborhood Programs Assistant. Additionally, funding for the Director, Neighborhood Resources Division was split between cost centers 1060 and 4700, Community Development, to appropriately charge federal grant funds for time spent, transferring 0.40 FTE of that position to cost center 4700. This change results in ongoing General Fund savings, as reflected in the 2010-11 budget reductions. Fiscal year 2010-11 reflects a $36,100 permanent reduction to the operational budget, impacting Diversity Programs, Neighborhood Grant programs, and Leadership Centre funding. Due to the reductions, some programs will be reorganized, while others may be eliminated. Partial funding for the Social Services/Diversity Manager is moved to cost center 4700, Community Development, effective July 1, 2010, transferring 0.1 FTE of that position, to appropriately reflect time spent on grant funded activities. 174 City of Chandler 2010-11 Adopted Budget General Government FUNCTION: DEPARTMENT: General Government City Manager COST CENTER: DIVISION: 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. 2010-11 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.  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 95% of the cases.  Proactively self-initiate 25% of all cases.(1) 2009-10 2007-08 2008-09 2009-10 Year End 2010-11 Measures Actual Actual Projected Estimate * Projected Total number of cases 8,649 9,088(3) 9,000 11,000(4) 10,000 Percentage of voluntary compliance on violations 99% 99% 97% 99% 97% From time assigned, percentage of graffiti complaint response within 24 business hours(2) N/A N/A 95% 99% 99% Percentage of self-initiated cases(1) N/A N/A 25% 50%(4) 30% (1) New objective/measure beginning 2009-10. Performance measure revised starting in 2009-10 to measure timeliness of response to graffiti complaints from time assigned instead of time of receipt. (3) Includes 2,231 estimated graffiti calls. March-June graffiti calls estimated due to new accounting procedure. (4) Figures are higher than originally anticipated due to aggressive/streamlined bandit-sign enforcement. (2) 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.(1)  Conduct 25 graffiti educational presentations throughout the City annually.(2) 2009-10 2007-08 2008-09 2009-10 Year End Measures Actual Actual Projected Estimate * Number of community efforts, N/A N/A 24 24 presentations and joint meetings(1) Number of graffiti education 3 5 N/A N/A presentations(2) (1) New objective/measure effective FY2009-10. (2) Objective/measure no longer being used effective FY2009-10. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 175 2010-11 Projected 24 N/A City of Chandler 2010-11 Adopted Budget General Government    CODE ENFORCEMENT – 1061    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Machinery/Equipment Office Furniture/Equipment Capital Replacement Total Cost Center-1061 General Fund Grant Fund Grand Total 2009-10 Adopted Budget 2008-09 Actual $ 901,934 901,934 1,788 46,652 1,326 10,443 1,500 6,116 28,552 998,311 $ $ 910,256 897,964 12,292 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 2009-10 Adjusted Budget $ 910,256 897,964 12,292 12,500 54,231 16,108 9,558 2,000 3,500 200 100 28,552 $ 1,047,234 2010-11 Adopted Budget 2009-10 Estimated $ 910,256 897,964 12,292 2,500 75,763 16,108 9,558 2,000 3,500 200 100 3,556 $ 1,023,541 $ % Change Adopted To Adopted 876,890 876,890 2,500 49,347 4,670 16,900 2,000 2,765 200 1,000 28,552 984,824 984,824 984,824 -3.67% -2.35% -100.00% -80.00% -8.07% -70.40% 92.05% 0.00% -21.00% 0.00% 900.00% 0.00% -4.88% 2009-10 2010-11 Revised Adopted 1 1 1 1 4 4 1 1 0 0 0 0 4 4 11 11 2010-11 Anticipated 1 1 4 1 0 0 4 11 $ $ $ 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 2007-08 Revised 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 There are no significant changes for fiscal year 2010-11. 176 City of Chandler 2010-11 Adopted Budget General Government FUNCTION: DEPARTMENT: General Government City Manager COST CENTER: DIVISION: 1065 Neighborhood Resources Capital Capital Budget Summary Description Professional/Contract Operating Supplies Communications/Transportation Contingencies/Reserves Building/Improvements Street Improvements Total Cost Center-1065 General Fund Gen Gov't Capital Projects Grand Total 2008-09 Actual $ 184,712 74 34,765 722 $ 220,273 2009-10 Adopted Budget $ $ $ $ 440,960 440,960 440,960 440,960 2009-10 Adjusted Budget $ 529,354 14,466 48,958 $ 592,778 2009-10 Estimated $ 522,475 1,120 34,958 $ 558,553 2010-11 Adopted Budget $ $ $ $ 34,225 34,225 34,225 34,225 % Change Adopted To Adopted N/A N/A N/A -92.24% N/A N/A -92.24% Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions in 2009-10 and new projects for 2010-11. No new funding is planned for this cost center in 2010-11. Starting in 2010-11 the Neighborhood Resources Capital program is being included in the Capital Improvement Plan. Additional information on capital projects is included in the 2011-2020 Capital Improvement Plan book. 177 City of Chandler 2010-11 Adopted Budget General Government FUNCTION: DEPARTMENT: General Government City Manager 4650 COST CENTER: Housing and Redevelopment DIVISION: 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. 2010-11 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. 2009-10 2010-11 Year End 2009-10 2008-09 2007-08 Estimate * Projected Projected Actual Actual Measures Annual lease rate of all public housing units 97% 98% 97% 98% 97% Maintain utilization rate of 96% or better for Section 8 housing units 99% 100% 98% 99% 98% Percentage of vacant unit turn-arounds completed within 25 days(2) 52% 81% N/A N/A N/A Percentage of emergency work orders completed within 24 hours 100% 100% 100% N/A N/A Percentage of eligible families/members that participate in some type of selfsufficiency/improvement program(3) 100% 100% 100% N/A N/A 80% 40% N/A N/A N/A Graduate 5 families/members from the Family Self-Sufficiency program each year(4) (1) Housing and Redevelopment Division moved from former Planning & Development Department to Neighborhood Resources beginning FY2010-11. (2) Measure discontinued effective FY2007-08 due to new HUD mandated business practices. (3) Grant for this program sunset in 2009; beginning in 2010 the program transitions to a voluntary program and this measure is eliminated. (4) New measure effective FY2007-08; deleted in FY2007-08, no new funds are available for this program. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 178 City of Chandler 2010-11 Adopted Budget General Government    HOUSING AND REDEVELOPMENT – 4650    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingencies/Reserves Building/Improvements Machinery/Equipment Transfer to/from Special Revenue Funds Total Cost Center-4650 General Fund PHA Family Site Fund Scattered Site Fund PHA Management Fund Section 8 Voucher Fund Capital Program Grant Fund Reinvestment Project Public Housing Contingency Fund Grand Total 2008-09 Actual $ 1,718,538 1,718,538 605,928 81,408 284,534 12,740 26,926 131,904 4,348,794 153,605 30,000 $ 7,394,377 2009-10 Adopted Budget 2009-10 Adjusted Budget 2009-10 Estimated $ 1,921,594 1,849,295 72,299 625,741 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 $ 2,057,594 1,984,708 72,886 712,137 95,698 313,040 19,214 33,500 150,055 4,406,192 3,985,611 1,102,937 6,000 30,000 $12,911,978 $ 1,705,544 1,544,933 160,611 821,997 85,548 313,040 20,564 29,485 150,122 4,464,545 1,026,528 30,000 $ 8,647,373 2010-11 Adopted Budget $ 1,619,065 1,619,065 838,260 112,441 303,250 15,428 33,500 148,500 4,722,394 4,085,316 366,211 2,000 30,000 $12,276,365 $ 78,365 1,178,500 845,500 553,000 5,214,000 850,000 57,000 3,500,000 $12,276,365 % Change Adopted To Adopted -15.74% -12.45% -100.00% 33.96% 25.98% 7.06% -15.21% 0.00% -1.04% 7.18% 2.50% -26.17% -66.67% 0.00% 1.92% 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 Leader II Senior Accountant TOTAL 2007-08 Revised 0.7 1 1 1 1 1 1 1 6 1 1 5 1 2 0 23.7 2008-09 Revised 0.7 1 1 1 1 1 1 1 6 1 1 5 1 2 0 23.7 2009-10 Adopted 0.7 1 1 1 1 1 1 1 6 1 1 5 1 1.5 0 23.2 2009-10 2010-11 Revised Adopted 0 0 1 1 1 1 0 0 1 1 1 1 1 1 1 1 6 4 1 1 1 1 5 4 1 1 1.5 1.5 0.7 0.7 22.2 19.2 2010-11 Anticipated 0 1 1 0 1 1 1 1 4 1 1 4 1 1.5 0.7 19.2 Significant Budget and Staffing Changes During fiscal year 2009-10, one Accountant position was renamed Senior Accountant. One Executive Assistant position was eliminated in relation to the Retirement Incentive Program. Fiscal year 2010-11 reflects the elimination of two vacant Housing Maintenance Worker positions and one vacant Housing Specialist position. 179 City of Chandler 2010-11 Adopted Budget General Government FUNCTION: DEPARTMENT: General Government City Manager 4700 Community Development COST CENTER: DIVISION: Community Development is committed to improving the human service needs of Chandler residents through the coordination of housing and neighborhood revitalization programs and by supporting local social service programs. The division utilizes various Housing and Urban Development Department funds to serve Chandler's low- and moderate-income citizens. In addition, through the guidance of the Housing and Human Services Commission, the division is responsible for administering City of Chandler General Funds in the form of the Youth Enhancement and Acts of Kindness Programs, as well as the Social Service Fund. The unit’s goal is to improve quality of life for Chandler residents through funding or through the provision of programs that provide improved housing conditions, enhanced economic development opportunities, and a variety of social programs to address human service needs. 2010-11 Performance Measurements Goal: (1) Coordinate the support of human services to enhance the quality of life for Chandler low- and moderate-income residents. Objectives: (1)  Work with non-profit and faith-based agencies as well as local businesses to facilitate the provision of human services to our residents and to provide support for these efforts through the City’s Human Services Funding Process.  Utilize Community Development Block Grant, HOME, and Neighborhood Stabilization Program funds to rehabilitate substandard housing and to provide for new permanent affordable housing and rental properties for low- and moderate-income citizens.  Provide support for capital improvement projects that revitalize neighborhoods and enhance the safety and quality of life for low- and moderate-income residents. 2009-10 2010-11 Year End 2009-10 2008-09 2007-08 Projected Estimate * Projected Actual Actual Measures Number of social service programs provided through Human Services Funding and partnerships(2) 76 80 84 85 73 Number of rehabilitated housing units(3) Number of individuals/families assisted (5) (4) Units of new affordable housing Number of capital projects targeting neighborhoods in Chandler(2) Number of public facility capital projects in Chandler neighborhoods(2) 54 74 25 65 115 17,414 N/A 29,000 N/A N/A 4 2 15 11 23 N/A N/A 2 2 5 N/A N/A 2 2 3 (1) Goal and Objectives revised during FY2009-10. New Measure effective FY2009-10. Previously measured number of housing/rental rehabilitations completed. Measurement standards revised during FY2009-10 to include all forms of rehab/improvements. (4) Measure no longer used effective FY2009-10. (5) Previously measured number of units of new single-family housing. Measurement standards revised during FY2009-10 to include both single-family and multi-family affordable housing. (2) (3) * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 180 City of Chandler 2010-11 Adopted Budget General Government    COMMUNITY DEVELOPMENT – 4700    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Rents/Utilities Other Charges/Services Contingencies/Reserves Land and Improvements Building/Improvements Total Cost Center-4700 General Fund Grant Fund HOME Program Fund CDBG Fund Grand Total 2009-10 Adopted Budget 2008-09 Actual $ 432,452 432,452 1,159,898 8,695 4,298 4,393 158 651,133 85,947 $ 2,346,974 $ 502,287 490,952 11,335 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 $ 8,583,453 181 2009-10 Adjusted Budget $ 562,662 490,952 71,710 7,546,551 8,900 1,619 3,419 654,716 92,239 77,500 488,882 $ 9,436,488 2010-11 Adopted Budget 2009-10 Estimated $ 480,648 469,313 11,335 3,158,303 9,111 27,000 5,419 500 655,216 77,500 173,000 $ 4,586,697 $ 489,133 489,133 5,802,207 6,650 10,000 4,719 250 648,101 380,000 $ 7,341,060 $ 1,141,060 1,700,000 1,000,000 3,500,000 $ 7,341,060 % Change Adopted To Adopted -2.62% -0.37% -100.00% -16.41% -25.28% N/A 45.20% N/A -0.76% N/A N/A -20.00% -14.47% City of Chandler 2010-11 Adopted Budget General Government    COMMUNITY DEVELOPMENT – 4700    Authorized Positions Position Title Accountant Asst. Community Development Coord. Social Services/Diversity Manager CDBG Program Supervisor Community Development Coordinator Community Development Administrator Community Development Assistant Community Resource Assistant Community Resource Coordinator Customer Service Representative Dir. Neighborhood Resources Div. Housing Rehabilitation Specialist Planning & Dev. Research Asst. Senior Accountant TOTAL 2007-08 Revised 0.3 2 0 0 1 0 0 0 0 1 0 1 1 0 6.3 2008-09 Revised 0.3 0 0 0 0 1 1 1 1 1 0 1 0 0 6.3 2009-10 Adopted 0.3 0 0 0 0 1 1 1 1 1 0 1 0 0 6.3 2009-10 2010-11 Revised Adopted 0 0 0 0 0 0.1 1 1 1 1 0 0 0 0 1 1 0 0 1 1 0.4 0.4 1 1 0 0 0.3 0.3 5.7 5.8 2010-11 Anticipated 0 0 0.1 1 1 0 0 1 0 1 0.4 1 0 0.3 5.8 Significant Budget and Staffing Changes During fiscal year 2009-10, one Accountant position was renamed Senior Accountant. One Community Resource Coordinator position was reclassified to Community Development Coordinator and one Community Development Assistant position was reclassified to CDBG Program Supervisor. One Community Development Administrator position was transferred to cost center 1060, Neighborhood Resources, and reclassified to Social Services/Diversity Manager. Additionally, funding for the Director, Neighborhood Resources Division was split between cost centers 1060, Neighborhood Resoources, and 4700, Community Development, to appropriately charge federal grant funds for time spent, transferring 0.40 FTE of that position to cost center 4700. This change results in ongoing General Fund savings, as reflected in the 2010-11 budget reductions. Fiscal year 2010-11 reflects a $64,900 reduction, permanently reducing social service funding for non-profits. This 10% reduction of funds for the Youth Enhancement Program is planned to be limited to programs that do not provide basic needs (food, shelter, and clothing) to Chandler youth; however, through the budget amendment process, one-time Council Contingency funding has been transferred for fiscal year 2010-11 to keep this program at previous levels. Partial funding for the Social Services/Diversity Manager is transferred from cost center 1060, Neighborhood Resources, effective July 1, 2010, transferring 0.1 FTE of that position to appropriately reflect time spent on grant funded activities. 182 City of Chandler 2010-11 Adopted Budget General Government FUNCTION: DEPARTMENT: General Government City Magistrate COST CENTER: DIVISION: 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. 2010-11 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. 2009-10 2010-11 Year End 2009-10 2008-09 2007-08 Projected Estimate * Projected Actual Actual Measures Number of appeals filed 40 49 45 40 45 Number of appeals overturned 0 0 2 1 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 2007-08 Actual 49,152 2008-09 Actual 49,691 2009-10 Projected 52,000 2009-10 Year End Estimate * 44,000 2010-11 Projected 49,000 88% 87% 90% 88% 90% 2008-09 Actual 58,107 52 sec 2009-10 Projected 58,000 50 sec 2009-10 Year End Estimate * 55,000 55 sec 2010-11 Projected 56,000 60 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 2007-08 Actual 52,459 50 sec * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 183 City of Chandler 2010-11 Adopted Budget General Government    CITY MAGISTRATE – 1050    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingency/Reserve Machinery/Equipment Total Cost Center-1050 General Fund Gen Fund-Judicial Enhancement Grand Total 2009-10 Adopted Budget 2009-10 Adjusted Budget 2009-10 Estimated $ 3,804,194 3,657,805 146,389 265,550 42,200 16,500 18,700 500 24,100 3,814 $ 4,175,558 $ 4,175,558 $ 4,175,558 $ 3,811,598 3,657,805 153,793 267,096 42,471 17,408 18,780 578 28,251 52,396 13,750 $ 4,252,328 $ 3,677,563 3,403,673 273,890 258,350 42,314 15,000 15,200 578 22,200 12,798 $ 4,044,003 2008-09 Actual $ 3,602,887 3,602,887 244,833 40,403 10,991 15,497 500 879 19,470 $ 3,935,460 2010-11 Adopted Budget $ 3,535,848 3,535,848 265,724 41,300 13,600 20,050 500 23,500 1,690 $ 3,902,212 $ 3,882,212 20,000 $ 3,902,212 % Change Adopted To Adopted -7.05% -3.33% -100.00% 0.07% -2.13% -17.58% 7.22% N/A 0.00% -2.49% -55.69% N/A -6.55% Authorized Positions Position Title City Magistrate Court Administrator Court Clerk I Court Clerk II Court Clerk III Court Collector Specialist 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 2007-08 Revised 3 1 19 3 0 3 1 4 4 1 1 1 2 1 1 45 2008-09 Revised 3 1 18 3 1 3 1 4 4 1 1 1 2 1 1 45 2009-10 Adopted 3 1 17 3 1 3 1 4 4 1 1 1 2 1 1 44 2009-10 Revised 3 1 17 3 1 3 1 4 3 1 1 1 2 1 1 43 2010-11 Adopted 3 1 16 3 1 3 1 4 3 1 1 1 2 1 1 42 2010-11 Anticipated 3 1 16 3 1 3 1 4 3 1 1 1 2 1 1 42 Significant Budget and Staffing Changes During fiscal year 2009-10, one Court Services Supervisor position was eliminated. Fiscal year 2010-11 reflects the elimination of one vacant Court Clerk I position due to budget reductions. Onetime funding is added through Judicial Enhancement funding for a contract Programmer. 184 City of Chandler 2010-11 Adopted Budget General Government FUNCTION: DEPARTMENT: General Government City Attorney COST CENTER: DIVISION: 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 some civil court proceedings in various state and federal courts, and for all areas of the law, including but not limited to, zoning, contract, public bidding, personnel, bankruptcy, water, real estate, environmental, open meeting law, and public records. 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. 2010-11 Performance Measurements Goals:  Continue 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:  Reduce the liability exposure of the City with a program of preventive legal care to be measured by increased workflow through the Legal Services Department, 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.  Provide advice and assist in creating training for public records disclosure and retention.(1)  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, housing, contract disputes, tax issues, forfeitures, interpleader actions, water rights, etc.  Continue to file all forfeiture actions with the Superior Court.(2) 2009-10 2010-11 Year End 2009-10 2008-09 2007-08 Projected Estimate * Projected Actual Actual Measures Legal Opinions - Verbal 2,679 7,883 8,280 9,000 10,500 Legal Opinions - Written 275 781 790 825 950 Documents/Pleadings Reviewed/Revised 2,313 6,079 6,780 6,800 7,000 Documents/Pleadings Prepared 840 2,464 2,760 2,800 3,000 Meetings Attended in Advisory Capacity 978 2,957 3,000 3,500 3,700 Number of Pending Water Issues 65 65 65 65 65 Impound Hearings N/A 2,026 4,000 4,000 4,200 (1) (2) New Objective for FY2010-11. In calendar year 2009, the City received judgments in the amount of $3,860,000 from forfeiture actions filed. These dollar amounts do not include any physical property recovered by the City, i.e., cars, computer equipment, etc. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 185 City of Chandler 2010-11 Adopted Budget General Government FUNCTION: DEPARTMENT: General Government City Attorney 1300 Prosecutorial COST CENTER: DIVISION: Prosecutorial 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. 2010-11 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.  Work 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.  Work with individual officers on specific cases to ensure the proper documentation of the required criteria.  Encourage 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 Trials/Jury Trials(1) DUI Cases Interviews (Cases)(2) Domestic Violence Charges Prosecutor Review/Charging Decisions(3) Victims’ Rights Packets Mailed Victims Advocate Contacts w/Victims(4) Prosecutor’s Office Contacts w/Victims(4) 2007-08 Actual 10,495 1,190 1,349 977 1,644 1,748 7,381 N/A N/A 2008-09 Actual 12,270 1,309 1,214 325 1,424 1,832 7,976 4,003 N/A (1) 2009-10 Projected 13,420 1,410 1,400 300 1,600 1,900 8,000 4,827 N/A 2009-10 Year End Estimate * 11,246 1,446 1,177 N/A 1,176 1,326 7,736 3,760 N/A 2010-11 Projected 12,371 1,591 1,295 N/A 1,294 1,459 8,510 N/A 10,000 Trials and Jury Trials consolidated beginning FY2009-10. Measure being discontinued due to a change in policy eliminating the mandatory requirement for attorneys to attend all interviews. Measure previously called “Long Form Complaints/Charges.” (4) Reflects a change made in method used to capture information to reflect all contact with victims. (2) (3) * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 186 City of Chandler 2010-11 Adopted Budget General Government    LAW – 1300    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Contingencies/Reserves Office Furniture/Equipment Total Cost Center-1300 General Fund Gen Fund-Domestic Violence Grant Fund Grand Total 2009-10 Adopted Budget 2008-09 Actual $ 3,109,980 3,109,980 25,525 59,077 3,408 3,780 13,836 3,682 $ 3,219,288 $ $ $ $ 3,226,958 3,046,628 180,330 40,000 45,000 4,687 14,000 22,000 3,352,645 3,335,345 17,300 3,352,645 2009-10 Adjusted Budget 2009-10 Estimated $ 3,226,958 3,046,628 180,330 40,089 79,929 7,905 14,000 25,000 43,867 10,000 $ 3,447,748 $ 3,226,958 3,115,309 111,649 40,089 79,929 7,905 14,000 25,000 10,000 $ 3,403,881 2010-11 Adopted Budget $ $ $ $ % Change Adopted To Adopted 3,016,094 3,016,094 40,000 50,500 6,946 9,100 26,000 3,148,640 3,126,590 5,000 17,050 3,148,640 -6.53% -1.00% -100.00% 0.00% 12.22% 48.20% -35.00% 18.18% N/A N/A -6.08% 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 Victim Services Specialist TOTAL 2007-08 Revised 5 2 1 4 1 1 0 5 6 1 1 1 1 29 2008-09 Revised 5 2 1 4 1 1 1 5 6 0 1 1 1 29 2009-10 Adopted 5 2 1 4 1 1 1 5 6 0 1 1 1 29 2009-10 Revised 5 2 1 4 1 1 1 4 5 0 1 1 1 27 2010-11 Adopted 5 2 1 4 1 1 1 4 5 0 1 1 1 27 2010-11 Anticipated 5 2 1 4 1 1 1 4 5 0 1 1 1 27 Significant Budget and Staffing Changes During fiscal year 2009-10, one Legal Clerk position and one Legal Secretary position were eliminated. Fiscal year 2010-11 reflects an increase of $5,000 from Domestic Violence funding for additional training for City Prosecutors to encourage more aggressive trials and stronger penalties related to the area of domestic violence and victims’ assistance. Through the budget amendment process, ongoing Council Contingency funding has been transferred beginning fiscal year 2010-11 to fund the Legal Clerk position that was previously identified for elimination as a budget reduction. 187 City of Chandler 2010-11 Adopted Budget General Government 188 Community Services 7-Contents Activities and Functions Carried Out by Organizational Units (cost centers) Accomplishments Goals, Objectives, and Performance Measurements Budget Appropriations Personnel One of only 11 communities in U.S. to be awarded this distinction Recognized for outstanding leadership in local government Partnership with Gilbert Community Services American City & County Magazine’s “American Crown Community” City of Chandler 2010-11 Adopted Budget Community Services COMMUNITY SERVICES DEPARTMENT Assistant City Manager Community Services Administration Library Parks Administration Center for the Arts Recreation Parks Operations Tumbleweed Recreation Center Aquatics Environmental Education Center Buildings & Facilities Other Recreation Facilities 189 Museum City of Chandler 2010-11 Adopted Budget Community Services The table below depicts the breakdown by division for the 2010-11 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 2008-09 Actual Expenditures $ $ 2009-10 Adopted Budget 2009-10 Estimated Expenditures 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 $ 19,812,799 18,942,017 870,782 12,940,109 50,845,201 $ 83,598,109 $ 722,397 1,483,245 6,217,733 6,821,047 359,006 597,230 2,944,044 6,378,619 1,513,636 1,353,321 279,543 2,033,517 231,186 27,656,976 58,591,500 $ 18,456,606 18,456,606 12,118,912 28,015,982 58,591,500 $ $ 2010-11 Adopted Budget 913,498 1,657,164 7,953,571 6,706,064 353,555 650,998 3,166,943 6,263,410 1,229,370 1,710,150 303,695 2,347,429 389,497 12,937,038 46,582,382 $ 18,956,224 17,583,394 1,372,830 14,335,565 13,290,593 $ 46,582,382 $ $ 665,674 1,525,909 6,526,850 7,093,184 11,009,755 444,844 3,301,458 6,253,781 980,161 1,560,929 308,359 2,020,740 273,217 13,416,301 $ 55,381,162 % of 2010-11 Total 1% 3% 12% 13% 19% 1% 6% 11% 2% 3% 1% 4% 0% 24% 100% Expenditures by Category Personnel & Benefits Total Personnel Ongoing One-time 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 $ $ 2008-09 Revised 5.000 12.000 44.000 67.000 4.750 15.250 47.000 8.000 13.250 3.250 17.000 2.000 238.500 2009-10 Adopted 5.000 12.000 44.000 66.250 4.750 14.750 48.000 7.000 11.500 3.250 17.000 2.000 235.500 190 2009-10 Revised 5.000 12.000 42.000 63.250 3.750 14.750 48.000 7.000 12.500 3.500 15.625 1.750 229.125 18,075,019 17,654,149 420,870 12,880,087 24,426,056 $ 55,381,162 2010-11 Adopted 5.000 12.000 40.000 60.250 3.750 14.750 48.000 7.000 11.500 3.500 15.625 1.750 223.125 32% 1% 23% 44% 100% 2010-11 Anticipated 5.000 12.000 39.000 60.250 3.750 14.750 48.000 6.000 11.500 3.500 15.625 1.750 221.125 City of Chandler 2010-11 Adopted Budget Community Services 2009-10 Community Services Accomplishments  2009-10 Community Services Accomplishments Completed renovations at the Chandler Center for the Arts while continuing to present several performances and visual art exhibits, serving more than 21,000 people.  Completed construction on Paseo Vista Recreation Area, Armstrong Park, and the new Boys and Girls Club.  Completed park improvements at Desert Breeze, Price, Hoopes, Shawnee, Pecos Ranch, Sundance, Folley, Navarrete, Pequeno Parks, and Snedigar Sportsplex.  Completed major building maintenance upgrade projects at the Police Department, Municipal Courts, old Fire Administration, Community Center, Senior Center, Snedigar Recreation Center, and various Fire Stations.  All aquatic centers were brought into compliance with the Virginia Graeme Baker Pool and Spa Safety Act.  Retrofitted existing area and parking lot lights with new energy efficient LED lights throughout the city.  Began conversion of the existing energy management system to seventeen City buildings.  Thirteen nonprofit organizations were awarded funding totaling $30,000 through the City of Chandler’s Special Event Sponsorship Program to assist with their events.  69 special events were offered to Chandler citizens with an attendance of over 250,000 people.  For the third 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.  Veterans Oasis Environmental Education Center/Park received the 2009 Arizona Public Works Project of the Year in the Structures Category.  The Chandler Senior Center Patriotic Program received the 2009 Arizona Parks and Recreation Association Winner for Outstanding Active Adult 50+ Program.  The “Woofstock” event received the 2009 Arizona Parks and Recreation Association Outstanding Community Special Event Award.  Mesquite Groves Aquatic Center received the 2009 Arizona Parks and Recreation Association Outstanding Facility Award, and Hamilton Aquatic Center was named 2009 Arizona Republic Reader’s Choice Award Runner-Up for the Best Kids Water Park or Pool.  2009 MarCom Award for Web Video Tour-Tumbleweed Recreation Center and Gold Winner for Magazine Marketing-Break Time Publication.  2009 American Association of State and Local History Award of Merit “History in Your Own Backyard.”  Playtopia at Tumbleweed Park was named 2009 Phoenix New Times Best Playground in the Valley.  Athletes with Chandler Special Olympics attended national competitions in bowling and football.  Grants from the State Library provided three early literacy interactive play areas at Hamilton, Basha, and the Downtown libraries, and Broadband Technologies Opportunities Program (BTOP) funds were received for a mobile computer lab.  Completed two history kiosks in Park Manors Park and World War II Honor Billboard in Dr. A.J. Chandler Park.  The Museum served 1,678 schoolchildren on field trips; a 36% increase from fiscal year 2008-09. 191 City of Chandler 2010-11 Adopted Budget Community Services FUNCTION: DEPARTMENT: General Government Community Services 4300 Administration COST CENTER: DIVISION: 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. 2010-11 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 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate* 2010-11 Projected 96% 84% 95% 83% 80% 93% 84% 93% 85% 83% 75% 72% 85% 71%(1) 70%(1) Leisure = Library, aquatics, parks and recreation programs, classes, and/or facilities. (1) Attributed to the department budget reduction effort that has affected the quantity of programs and services offered to the community. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 192 City of Chandler 2010-11 Adopted Budget Community Services    ADMINISTRATION - 4300    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Contingencies/Reserves Capital Replacement Total Cost Center-4300 General Fund 2009-10 Adopted Budget 2008-09 Actual $ $ 588,779 588,779 31,600 5,047 662 5,600 89,509 1,200 722,397 $ $ $ 600,409 590,832 9,577 1,799 1,231 2,446 5,027 78,932 689,844 689,844 2009-10 Adjusted Budget $ $ 600,409 590,832 9,577 61,567 1,231 2,146 5,629 79,432 28,048 778,462 2010-11 Adopted Budget 2009-10 Estimated $ $ 600,409 590,832 9,577 225,801 2,509 1,000 4,528 79,251 913,498 $ $ $ 578,439 578,439 1,199 1,300 800 8,332 75,604 665,674 665,674 % Change Adopted To Adopted -3.66% -2.10% -100.00% -33.35% 5.61% -67.29% 65.74% -4.22% N/A N/A -3.50% Authorized Positions Position Title Community Services Director Museum Administrator Public Information Officer Senior Executive Assistant Senior Management Assistant TOTAL 2007-08 Revised 1 1 1 1 2 6 2008-09 Revised 1 1 0 1 2 5 2009-10 Adopted 1 1 0 1 2 5 2009-10 Revised 1 1 0 1 2 5 2010-11 Adopted 1 1 0 1 2 5 2010-11 Anticipated 1 1 0 1 2 5 Significant Budget and Staffing Changes Fiscal year 2009-10 Estimated Professional/Contract reflects the anticipated expenditure of contingency funds prior to end of year disbursement. For fiscal year 2010-11, the Communications/Transportation budget is increased by $2,000 as a result of the elimination of car allowances and corresponding conversion to the mileage reimbursement program. 193 City of Chandler 2010-11 Adopted Budget Community Services FUNCTION: DEPARTMENT: General Government Community Services COST CENTER: DIVISION: 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. 2010-11 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 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 338,095 263,940 60,000(1) 65,375 285,000 1,022 1,031 300(1) 310 1,025 289,000 286,000 60,000(1) 38,500 253,688 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) 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected $301,367 $271,038 $225,000 $139,153 $175,000 11,500 10,250 1,000(1) 1,080 11,500 $150,000 $75,500 $50,000(1) $86,000 $75,500 Projected figures represent a significant decrease over prior fiscal year due to the scheduled FY2009-10 facility renovation. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 194 City of Chandler 2010-11 Adopted Budget Community Services    CENTER FOR THE ARTS – 1100    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Building/Improvements Office Furniture/Equipment Capital Replacement Total Cost Center-1100 General Fund Grant Fund Municipal Arts Fund Grand Total 2008-09 Actual $ 980,417 980,417 313,060 35,838 54,789 22,598 26,292 30,686 13,450 5,215 900 $ 1,483,245 2009-10 Adopted Budget 2009-10 Adjusted Budget $ 1,000,246 987,743 12,503 442,061 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 $ 1,000,246 987,743 12,503 541,250 57,371 55,461 20,607 5,750 28,911 18,324 514,300 4,587 $ 2,246,807 2010-11 Adopted Budget 2009-10 Estimated $ 956,221 943,718 12,503 536,693 48,006 43,200 14,977 3,611 32,525 17,344 4,587 $ 1,657,164 $ 977,519 977,519 412,061 44,913 48,938 17,156 5,750 4,211 10,774 4,587 $ 1,525,909 $ 1,300,909 225,000 $ 1,525,909 % Change Adopted To Adopted -2.27% -1.04% -100.00% -6.79% 0.00% 0.00% -13.88% 0.00% -79.37% 0.00% -100.00% N/A N/A -27.10% 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 2007-08 Revised 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 2009-10 Revised 1 1 1 1 1 1 1 1 2 1 1 12 2010-11 Adopted 1 1 1 1 1 1 1 1 2 1 1 12 2010-11 Anticipated 1 1 1 1 1 1 1 1 2 1 1 12 Significant Budget and Staffing Changes Fiscal year 2010-11 reflects reduced professional services funding as part of the budget reduction process. Building and office rental funding is decreased by $16,200, as the Vision Gallery will be moving into the new City Hall in December, 2010. 195 City of Chandler 2010-11 Adopted Budget Community Services FUNCTION: DEPARTMENT: General Government Community Services COST CENTER: DIVISION: 3200 Buildings and Facilities Buildings and Facilities is responsible for maintaining 52 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. 2010-11 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. Measures Number of emergency Custodial service requests completed within 2 hours 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 213 192 220 250 270 Custodial expenditures per square foot $2.00 $2.00 $2.00 $2.01 $2.01 Building repair costs per square foot $3.00 $3.02 $3.00 $3.02 $3.02 Average response time for non-emergency building maintenance requests 24 hrs 24 hrs 24 hrs 24 hrs 24 hrs 335 386 400 460 450 2.5 hrs 2.25 hrs 2 hrs N/A N/A Number of emergency building maintenance requests completed within 2 hours Average response time for in-house programming of telephone features (1) (1) Measure no longer being used. Telephone services responsibility and staff transferred to Information Technology (cost center 1280) during FY2010-11. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. . 196 City of Chandler 2010-11 Adopted Budget Community Services    BUILDINGS AND FACILITIES – 3200    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Building/Improvements Machinery/Equipment Wastewater Sys. Improvements Capital Replacement Total Cost Center-3200 General Fund 2008-09 Actual $ 2,869,353 2,869,353 373,337 459,202 278,451 16,755 143 1,965,433 9,235 91,965 101,469 58 52,332 $ 6,217,733 2009-10 Adopted Budget 2009-10 Adjusted Budget 2009-10 Estimated $ 2,888,673 2,794,368 94,305 172,200 602,350 392,491 20,800 1,500 1,995,780 12,232 75,244 67,333 $ 6,228,603 $ 6,228,603 $ 2,888,673 2,794,368 94,305 389,813 652,182 444,438 21,983 2,000 1,995,780 12,332 1,543,362 28,079 67,333 $ 8,045,975 $ 2,796,269 2,680,313 115,956 389,913 634,334 443,840 20,750 2,000 1,995,780 11,947 1,559,006 28,079 71,653 $ 7,953,571 197 2010-11 Adopted Budget $ 2,471,555 2,377,024 94,531 441,321 788,350 412,853 18,700 2,500 2,227,694 21,300 75,244 67,333 $ 6,526,850 $ 6,526,850 % Change Adopted To Adopted -14.44% -14.94% 0.24% 156.28% 30.88% 5.19% -10.10% 66.67% 11.62% 74.13% 0.00% N/A N/A 0.00% 4.79% City of Chandler 2010-11 Adopted Budget Community Services    BUILDINGS AND FACILITIES – 3200    Authorized Positions Position Title Building Maintenance Supervisor Custodial Supervisor Custodian Electrician Electrician Assistant Executive Assistant Facilities Maint. Superintendent Facility Maintenance Technician HVAC Technician Lead Custodian Lead Facilities Operations Tech. Maintenance Planner Scheduler Maintenance Worker Telephone Services Assistant Telephone Services Coordinator Telephone Services Specialist TOTAL 2007-08 Revised 1 1 22 2 1 1 0 5 3 3 0 1 1 1 1 1 44 2008-09 Revised 1 1 22 2 0 1 0 7 3 3 0 1 0 1 1 1 44 2009-10 Adopted 1 1 22 2 0 1 0 7 3 3 0 1 0 1 1 1 44 2009-10 Revised 1 1 22 2 0 0 0 7 3 3 0 1 0 0 1 1 42 2010-11 Adopted 0 1 22 1 0 0 1 7 2 3 2 1 0 0 0 0 40 2010-11 Anticipated 0 1 22 1 0 0 1 7 2 3 2 0 0 0 0 0 39 Significant Budget and Staffing Changes During fiscal year 2009-10, one Telephone Services Assistant position was eliminated and one Executive Assistant position was transferred to cost center 4551, Tumbleweed Recreation Center. For fiscal year 2010-11, one Telephone Services Coordinator position and one Telephone Services Specialist position, as well as associated O&M funding are transferred to the Information Technology Department, cost center 1280, IT Infrastructure & Client Support. Fiscal year 2010-11 reflects the transfer of funding for the operations and maintenance of the new city hall from cost center 1290, Non-Departmental. Rents/Utilities reflects a reduction of $100,000 for citywide energy savings as part of the budget reduction process. Effective July 1, 2010, one Building Maintenance Supervisor position is reclassified to Facilities Maintenance Superintendent, and one Electrician and one HVAC Technician are reclassified to Lead Facilities Operations Technicians to achieve budget savings through reorganization as identified in a 2010-11 reduction package. 2010-11 Anticipated Positions reflects a reduction of one Maintenance Planner Scheduler position planned for elimination due to budget reductions. Personnel Services reflects one-time funding for this position. 198 City of Chandler 2010-11 Adopted Budget Community Services FUNCTION: DEPARTMENT: General Government Community Services 4310 Library COST CENTER: DIVISION: 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. 2010-11 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 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected Number of Library Cardholders 207,004 231,852 230,000 240,000 245,000 Number of Items in Collections 469,023 466,808 460,500 460,500 455,000 2,349,232 2,517,846 2,400,000 2,600,000 2,600,000 Reference Transactions 256,684 263,131 230,000 262,500 263,000 Computer Log Ins 404,156 403,372 406,000 410,000 410,000 2009-10 Year End Estimate * 2010-11 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) 2007-08 Actual 2008-09 Actual 2009-10 Projected 1,408,421 1,500,439 1,550,000 1,650,000 1,650,000 3,786 4,095 3,500 3,500 2,750(1) 91,558 93,274 80,000 78,000 70,000(1) The decrease in the number of library programs offered and the anticipated attendance reductions are due to current staff shortages. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 199 City of Chandler 2010-11 Adopted Budget Community Services    LIBRARY – 4310    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Machinery/Equipment Office Furniture/Equipment Total Cost Center-4310 General Fund Grant Fund Library Trust Grand Total 2008-09 Actual $ 4,716,599 4,716,599 436,584 889,760 106,301 50,886 494 502,253 23,666 7,102 87,402 $ 6,821,047 2009-10 Adopted Budget 2009-10 Adjusted Budget 2009-10 Estimated $ 5,013,364 4,662,460 350,904 644,018 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 $ 5,013,364 4,662,460 350,904 740,160 1,409,670 129,318 83,845 482,841 51,977 13,240 $ 7,924,415 $ 4,662,129 4,197,321 464,808 350,719 1,015,029 116,245 63,480 482,527 15,935 $ 6,706,064 2010-11 Adopted Budget $ 4,553,103 4,386,370 166,733 445,901 1,435,030 187,500 65,460 224,690 61,500 120,000 $ 7,093,184 $ 5,948,184 1,090,000 55,000 $ 7,093,184 % Change Adopted To Adopted -9.18% -5.92% -52.48% -30.76% 9.91% 53.06% -21.17% N/A -53.46% 18.32% N/A -100.00% -8.08% Authorized Positions Position Title Administrative Librarian Administrative Support II Assistant Library Manager Community Outreach Coordinator Executive Assistant 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 2007-08 Revised 7 1 2 1.75 1 2 15.5 1 12 6 12 3 0.75 1 1 67 2008-09 Revised 7 1 2 1.75 1 2 15.5 1 12 6 12 3 0.75 1 1 67 2009-10 Adopted 7 1 2 1.5 1 2 15.5 1 12 5.5 12 3 0.75 1 1 66.25 2009-10 Revised 5 1 2 1.5 1 2 14.5 1 12 5.5 12 3 0.75 1 1 63.25 2010-11 Adopted 5 1 2 0.5 1 2 13.5 2 11 5.5 11 3 0.75 1 1 60.25 2010-11 Anticipated 5 1 2 0.5 1 2 13.5 2 11 5.5 11 3 0.75 1 1 60.25 Significant Budget and Staffing Changes During fiscal year 2009-10, one Librarian position and two Administrative Librarian positions were eliminated as a result of the Retirement Incentive Program. Fiscal year 2010-11 reflects the elimination of the following vacant positions for budget reductions: one Librarian, one Library Assistant, and one Library Aide. One full-time Community Outreach Coordinator position is reclassified to a Library Access Services Coordinator. One-time temporary funding was approved by Council amendment to restore Saturday hours at the Basha and Hamilton Libraries and Sunday hours at the Sunset Library. Professional/Contract Services is reduced, which negatively impacts page (shelving) staff and security support. Operating Supplies is impacted both by a reduction in the budget for library collection materials and the hope of Broadband (BTOP) stimulus grant applications being awarded that are managed through the state library. 200 City of Chandler 2010-11 Adopted Budget Community Services FUNCTION: DEPARTMENT: General Government Community Services COST CENTER: DIVISION: 4320 Library Capital Capital Budget Summary Description Contingencies/Reserves Building/Improvements Office Furniture/Equipment Total Cost Center-4320 Library Bond Fund Library Impact Fees Grand Total 2008-09 Actual $ $ 359,006 359,006 2009-10 Adopted Budget $ 695,629 10,955,000 $ 11,650,629 $ 7,282,696 4,367,933 $ 11,650,629 2009-10 Adjusted Budget $ 10,955,000 408,310 $11,363,310 2009-10 Estimated $ 32,684 320,871 $ 353,555 2010-11 Adopted Budget $ 11,009,755 $ 11,009,755 $ 6,994,361 4,015,394 $ 11,009,755 % Change Adopted To Adopted 1482.71% -100.00% N/A -5.50% Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions in 2009-10 and new projects for 2010-11. Additional detail on the capital program is available in the 2011-2020 adopted Capital Improvement Plan. 201 City of Chandler 2010-11 Adopted Budget Community Services FUNCTION: DEPARTMENT: General Government Community Services 4510 Parks Administration COST CENTER: DIVISION: Parks Administration is responsible for parkland acquisition, park planning/design, and development. 2010-11 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. Measures 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected Number of acres acquired for parks(1) 7.11 0 0 0 0 Number of public meetings facilitated Number of parks developed and/or renovated 7 10 5 12 3 19 26 21 25 14 (1) No Park Land acquisition scheduled for FY2009-10 or FY2010-11. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 202 City of Chandler 2010-11 Adopted Budget Community Services    PARKS ADMINISTRATION – 4510    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Machinery/Equipment Total Cost Center-4510 General Fund 2009-10 Adopted Budget 2008-09 Actual $ $ 578,052 578,052 8,765 6,414 176 3,048 367 408 597,230 $ $ $ 593,790 419,639 174,151 2,476 12,594 441 12,226 2,288 1,600 625,415 625,415 2009-10 Adjusted Budget $ $ 598,790 424,639 174,151 2,490 12,594 441 12,861 2,288 1,900 631,364 2010-11 Adopted Budget 2009-10 Estimated $ $ 618,474 324,117 294,357 2,490 12,594 441 12,811 2,288 1,900 650,998 $ $ $ % Change Adopted To Adopted 412,979 412,979 2,476 12,594 441 12,466 2,288 1,600 444,844 444,844 -30.45% -1.59% -100.00% 0.00% 0.00% 0.00% 1.96% 0.00% 0.00% -28.87% 2010-11 Adopted 0.75 0 1 1 1 0 0 3.75 2010-11 Anticipated 0.75 0 1 1 1 0 0 3.75 Authorized Positions Position Title Administrative Specialist Asst. Community Services Director Park Development & Operations Mgr. Park Planning Superintendent Parks & Facilities Maint. Manager Public History Coordinator Recreation Coordinator I TOTAL 2007-08 Revised 0.75 1 1 1 1 1 1 6.75 2008-09 Revised 0.75 1 1 1 1 0 0 4.75 2009-10 Adopted 0.75 1 1 1 1 0 0 4.75 2009-10 Revised 0.75 0 1 1 1 0 0 3.75 Significant Budget and Staffing Changes Fiscal year 2009-10 reflects the elimination of one Assistant Community Services Director position as part of the budget reductions. 203 City of Chandler 2010-11 Adopted Budget Community Services FUNCTION: DEPARTMENT: General Government Community Services 4520 Aquatics COST CENTER: DIVISION: Aquatics 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. 2010-11 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 85% on the learn to swim lesson program.  Provide water safety education through swim lessons, jr. guard program, swim teams, and 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 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 83% 87% 82% 86% 86% Annual Swimming Lesson Attendance 7,650 8,820 8,100 8,584 8,500 Annual Recreational Swim Attendance 184,640 292,596 250,600 321,328 300,000(1) 97% 98% 96% 97% 97% Overall Customer Satisfaction (1) Decrease related to reduction of pool hours associated with FY2010-11 budget reductions. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 204 City of Chandler 2010-11 Adopted Budget Community Services    AQUATICS – 4520    Budget Summary Description Personnel Services Total Personnel Ongoing One-time 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 2008-09 Actual $ 2,240,398 2,240,398 18,449 309,802 144,376 12,885 1,000 116,283 14,559 56,959 29,333 $ 2,944,044 2009-10 Adopted Budget 2009-10 Adjusted Budget 2009-10 Estimated $ 2,572,777 2,553,553 19,224 45,054 292,731 194,278 29,783 1,750 172,425 24,696 23,958 $ 3,357,452 $ 3,357,452 $ 2,572,777 2,553,553 19,224 51,697 301,979 226,523 31,083 1,750 172,425 44,842 42,525 24,384 $ 3,469,985 $ 2,391,451 2,372,227 19,224 42,345 316,058 187,577 29,783 1,500 151,425 24,220 22,584 $ 3,166,943 2010-11 Adopted Budget % Change Adopted To Adopted $ 2,364,862 2,308,275 56,587 40,054 409,268 235,088 29,357 1,750 172,425 24,696 23,958 $ 3,301,458 $ 3,301,458 -8.08% -9.61% 194.36% -11.10% 39.81% 21.01% -1.43% 0.00% 0.00% 0.00% N/A 0.00% -1.67% 2010-11 Adopted 1 1 3.75 1 3 1 3 1 14.75 2010-11 Anticipated 1 1 3.75 1 3 1 3 1 14.75 Authorized Positions Position Title Administrative Specialist Aquatics Superintendent Lifeguard II (RPT @.75) Pool Maintenance Helper Pool Maintenance Mechanic Pool Maintenance Supervisor Recreation Coordinator I Recreation Coordinator II TOTAL 2007-08 Revised 1 1 3.75 1.5 3 1 3 1 15.25 2008-09 Revised 1 1 3.75 1.5 3 1 3 1 15.25 2009-10 Adopted 1 1 3.75 1 3 1 3 1 14.75 2009-10 Revised 1 1 3.75 1 3 1 3 1 14.75 Significant Budget and Staffing Changes Fiscal year 2010-11 reflects a reduction in Personnel Services for temporary funding due to various program eliminations and efficiency improvements. Professional services, printing supplies, safety supplies, and janitorial supplies budgets are reduced due to the elimination of non-core aquatic programs. One time temporary funding was approved by Council amendment to restore pool hours previously slated for reduction. Fiscal year 2010-11 includes one-time funding of $160,060 for aquatic facility equipment and improvements at various pools. 205 City of Chandler 2010-11 Adopted Budget Community Services FUNCTION: DEPARTMENT: General Government Community Services 4530 Parks Operations COST CENTER: DIVISION: Parks Operations Division maintains 1,189.1 acres of developed parkland at 60 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. 2010-11 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 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected Number of fertilization applications per year 112 114 120 125 125 Number of pre-emergent applications per year 136 138 142 142 144 Number of bleacher, showmobile and stage rentals for events per year 37 38 40 31 30 Number of city baseball/softball fields maintained at a minimum of three times per week 32 32 32 33 33 6 6 6 6 6 Number of days per week litter is cleaned up in Community Parks * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 206 City of Chandler 2010-11 Adopted Budget Community Services    PARKS OPERATIONS – 4530    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Building/Improvements Machinery/Equipment Capital Replacement Total Cost Center-4530 General Fund 2008-09 Actual $ 2,884,609 2,884,609 66,899 598,037 1,011,702 21,099 2,959 1,564,996 26,298 155 110,748 91,117 $ 6,378,619 2009-10 Adopted Budget 2009-10 Adjusted Budget 2009-10 Estimated $ 3,143,570 3,098,255 45,315 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 $ 3,143,570 3,098,255 45,315 52,123 667,201 866,939 18,810 4,000 1,460,717 19,317 61,397 100,492 $ 6,394,566 $ 2,982,414 2,794,502 187,912 92,500 717,588 833,378 18,010 4,000 1,461,717 19,067 33,000 101,736 $ 6,263,410 2010-11 Adopted Budget $ 3,069,199 3,069,199 46,000 659,415 799,532 17,600 4,000 1,454,169 16,300 87,500 100,066 $ 6,253,781 $ 6,253,781 % Change Adopted To Adopted -2.37% -0.94% -100.00% -9.80% 1.25% -5.24% 0.00% 0.00% 0.23% -15.62% N/A 191.67% 8.77% -0.79% Authorized Positions Position Title Contract Compliance Inspector Lead Gardener Gardener Supervisor Groundskeeper Horticulturist Maintenance Supervisor Maintenance Worker Park Spray Technician Parks Maintenance Technician Parks Maintenance Supervisor Recreation Coordinator II Recreation Leader I @ .5 TOTAL 2007-08 Revised 1 0 7 27 1 3 6 1 0 0 1 0.5 47.5 2008-09 Revised 1 0 8 27 0 3 2 1 4 0 1 0 47 2009-10 Adopted 1 0 8 28 0 3 2 1 4 0 1 0 48 2009-10 Revised 1 0 8 28 0 3 0 1 6 0 1 0 48 2010-11 Adopted 1 8 0 28 0 0 0 1 6 3 1 0 48 2010-11 Anticipated 1 8 0 28 0 0 0 1 6 3 1 0 48 Significant Budget and Staffing Changes During fiscal year 2009-10, two Maintenance Worker positions were reclassified to Park Maintenance Technicians and eight Gardener Supervisor positions were reclassified to Lead Gardeners. Effective July 1, 2010, three Maintenance Supervisor positions are reclassified to Parks Maintenance Supervisors to achieve budget savings through reorganization as identified in a 2010-11 reduction package. In fiscal year 2010-11, Personnel Services reflects an increase in overtime funding in the amount of $40,000, which will be fully offset by corresponding revenues. This will allow staff to recoup costs from outside entities for additional demands, such as after hours services for ball field preparation and restroom cleaning. One-time funding for Machinery/Equipment and ongoing funding for the maintenance of South Arizona Ave landscaping is added. The building and grounds repair and maintenance budget is reduced by $50,000. 207 City of Chandler 2010-11 Adopted Budget Community Services FUNCTION: DEPARTMENT: General Government Community Services 4550 Recreation COST CENTER: DIVISION: Recreation 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, Espee Bike Park, Snedigar Skate Park, Paseo Vista Archery Range, Tumbleweed Park Tennis Center, Tumbleweed Recreation Center, and Veterans Oasis Environmental Education Center. 2010-11 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 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected User Satisfaction Rate 94% 96% 93% 95% 95% Successful Recreation Classes 66% 55% 70% 60% N/A(1) 26,420 33,484 35,000 35,000 37,000 49 104 80 110 110 $54,448 $50,840 $45,000 $45,000 $45,000 N/A N/A N/A N/A 39,900 Volunteer Hours Scholarships Awarded Donations/Sponsorships Recreation Programs Participation(2) (1) (2) This measure is discontinued effective fiscal year 2010-11. New measurement effective July 1, 2010. *2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 208 City of Chandler 2010-11 Adopted Budget Community Services    RECREATION – 4550    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Machinery/Equipment Office Furniture/Equipment Capital Replacement Total Cost Center-4550 General Fund Parks & Recreation Trust Grand Total 2009-10 Adopted Budget 2008-09 Actual $ 762,485 762,485 141,419 135,289 122,694 51,986 500 18,045 189,555 10,985 62,260 18,418 $ 1,513,636 $ 695,866 679,017 16,849 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 2009-10 Adjusted Budget $ 695,866 679,017 16,849 210,066 185,481 13,714 76,728 500 15,520 62,770 18,918 $ 1,279,563 2010-11 Adopted Budget 2009-10 Estimated $ 695,568 678,719 16,849 168,993 163,381 22,494 82,544 920 15,516 61,036 18,918 $ 1,229,370 $ $ $ $ 685,624 582,605 103,019 61,802 92,698 10,000 47,822 500 7,460 55,337 18,918 980,161 946,236 33,925 980,161 % Change Adopted To Adopted -1.47% -14.20% 511.43% -27.19% -14.77% 337.06% 0.74% 0.00% -29.12% 0.00% N/A N/A 0.02% -4.33% Authorized Positions Positio n T itle Accounting Specialist Adm inistrative Specialist Assistant Naturalist Customer Service Super visor Customer Service Representative Information Specialist Management Assistant Naturalist Recreation Coordinator I Recreation Coordinator II Recreation Leader II Recreation Leader III (RPT @ .625) Recreation Leader III (RPT @ .75) Recreation Manager Recreation Superintendent Special Events Coordinator TOT AL 2007-08 Revised 1 2 1 1 8.875 1 1 1 12 5 1.5 0.625 1.5 1 2 1 41.5 2008-09 Revised 0 0 0 0 1 1 1 1 0 0 0 0 0 1 2 1 8 2009-10 Ado pted 0 0 0 0 1 1 0 1 0 0 0 0 0 1 2 1 7 2009-10 Revised 0 0 0 0 1 1 0 1 0 0 0 0 0 1 2 1 7 2010-11 Ado pted 0 1 0 0 0 1 0 1 0 0 0 0 0 1 2 1 7 2010-11 An ticipated 0 1 0 0 0 1 0 1 0 0 0 0 0 1 1 1 6 Significant Budget and Staffing Changes Effective July 1, 2010, one Administrative Specialist position is transferred from cost center 4559, Other Recreation Facilities, and one Customer Service Representative position is transferred to cost center 4559, Other Recreation Facilities. Fiscal year 2010-11 reflects one-time funding in the amount of $70,000 for the annual Jazz Festival and Special Events Sponsorship. Authorized Positions 2010-11 Anticipated reflects a reduction of one Recreation Superintendent position planned for elimination due to budget reductions. Personnel Services reflects one-time funding for this position. 209 City of Chandler 2010-11 Adopted Budget Community Services FUNCTION: DEPARTMENT: General Government Community Services 4551 Tumbleweed Recreation Center COST CENTER: DIVISION: 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. 2010-11 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.  Achieve a 3.5 or above rating on “Tell Us What You Think” Comment Cards from Tumbleweed Recreation Center (TRC) customers on a scale of 1 to 5. 2009-10 2007-08 2008-09 2009-10 Year End 2010-11 Measures Actual Actual Projected Estimate * Projected User Satisfaction Rate(1) N/A 100% 96% 96% 96% Successful recreation classes(1) N/A 45% 50% 52% N/A(2) Number of Passes Sold (TRC)(1) N/A 10,360 11,002 13,900 14,000 TRC Annual Visitors(1) N/A 313,213 290,000 315,000 320,000 “Tell Us What You Think” Comments(1) N/A 4.47 3.75 4.50 4.00 Tumbleweed Recreation Center Participation(3) N/A N/A N/A N/A 10,000 Tennis Center Participation(3) N/A N/A N/A N/A 15,000 (1) New measure added during FY2008-09. This measure is discontinued effective fiscal year 2010-11. (3) New measurement effective July 1, 2010. (2) *2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 210 City of Chandler 2010-11 Adopted Budget Community Services    TUMBLEWEED RECREATION CENTER - 4551    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Total Cost Center-4551 General Fund Grant Fund Parks & Recreation Trust Grand Total 2008-09 Actual $ 998,596 998,596 172,261 135,406 661 18,052 500 27,845 $ 1,353,321 2009-10 Adopted Budget 2009-10 Adjusted Budget 2009-10 Estimated $ 1,193,725 1,126,625 67,100 249,228 105,846 5,411 19,500 1,500 2,649 20,075 $ 1,597,934 $ 1,588,834 1,000 8,100 $ 1,597,934 $ 1,192,125 1,125,025 67,100 312,566 122,809 5,411 19,500 1,500 2,649 21,670 $ 1,678,230 $ 1,228,725 1,204,402 24,323 232,763 175,510 2,091 10,100 500 7,900 52,561 $ 1,710,150 2010-11 Adopted Budget $ 1,162,859 1,162,859 218,370 135,842 3,911 19,500 1,500 2,649 16,298 $ 1,560,929 $ 1,555,123 5,806 $ 1,560,929 % Change Adopted To Adopted -2.59% 3.22% -100.00% -12.38% 28.34% -27.72% 0.00% 0.00% 0.00% -18.81% -2.32% Authorized Positions Positio n T itle Accounting Specialist Customer Service Representative Customer Service Super visor Executive Assistant Recreation Coordinator I Recreation Coordinator II Recreation Leader III (RPT @ .75) TOT AL 2007-08 Revised 0 0 0 0 0 0 0 0 2008-09 Revised 1 2.75 1 0 5 2 1.5 13.25 2009-10 Ado pted 1 1.75 1 0 5 2 0.75 11.5 2009-10 Revised 1 2.5 1 1 5 2 0 12.5 2010-11 Ado pted 0 2.5 1 1 5 2 0 11.5 2010-11 An ticipated 0 2.5 1 1 5 2 0 11.5 Significant Budget and Staffing Changes During fiscal year 2009-10, one part-time Recreation Leader III position was eliminated as part of the reduction process, one Executive Assistant position was transferred from cost center 3200, Buildings and Facilities, and one part-time Customer Service Representative position was transferred from cost center 4559, Other Recreation Facilities. Fiscal year 2010-11 reflects the elimination of one vacant Accounting Specialist position as part of the budget reductions. 211 City of Chandler 2010-11 Adopted Budget Community Services FUNCTION: DEPARTMENT: General Government Community Services COST CENTER: DIVISION: 4555 Environmental Education Center The 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. 2010-11 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. Measures 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected Successful environmental education classes(1) N/A 41% 50% 40% N/A(2) Number of volunteer hours(1) N/A 885 1,250 1,825 2,500 Overall number of visitors to the facility(1) N/A 2,768 15,000 12,298 15,000 Number of participants attending drop-in programs(1) Number of educational programs/classes offered in collaboration with other City departments or divisions or with outside agencies(1) N/A 1,580 2,540 2,353 3,200 N/A 38 48 57 83 Environmental Education Center Program Participation(3) N/A N/A N/A N/A 2,500 (1) New measures effective July 1, 2008. (2) This measure is discontinued effective fiscal year 2010-11. (2) New measurement effective July 1, 2010. *2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 212 City of Chandler 2010-11 Adopted Budget Community Services    ENVIRONMENTAL EDUCATION CENTER - 4555    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Total Cost Center-4555 General Fund Parks & Recreation Trust Grand Total $ $ 197,940 197,940 18,465 47,209 1,098 13,612 1,219 279,543 2009-10 Adjusted Budget 2009-10 Adopted Budget 2008-09 Actual $ $ $ $ 218,587 213,693 4,894 30,447 36,087 2,288 10,777 2,200 300,386 299,286 1,100 300,386 $ $ 218,587 213,693 4,894 40,547 38,016 2,317 10,777 2,409 312,653 2010-11 Adopted Budget 2009-10 Estimated $ $ 219,778 214,884 4,894 19,390 41,908 3,661 16,587 2,371 303,695 $ $ $ $ 226,460 226,460 46,064 23,830 660 10,595 750 308,359 307,159 1,200 308,359 % Change Adopted To Adopted 3.60% 5.97% -100.00% 51.29% -33.97% -71.15% -1.69% -65.91% 2.65% Authorized Positions Positio n T itle Adm inistrative Specialist Assistant Naturalist Customer Service Representative Recreation Leader II (RPT @ .5) Recreation Coordinator I TOT AL 2007-08 Revised 0 0 0 0 0 0 2008-09 Revised 1 1 0.75 0.5 0 3.25 2009-10 Ado pted 1 1 0.75 0.5 0 3.25 2009-10 Revised 1 1 0 0.5 1 3.5 2010-11 Ado pted 1 1 0 0.5 1 3.5 2010-11 An ticipated 1 1 0 0.5 1 3.5 Significant Budget and Staffing Changes During fiscal year 2009-10, one part-time Customer Service Representative position was transferred to cost center 4560, Museum, and one Recreation Coordinator I position transferred from the same cost center. 213 City of Chandler 2010-11 Adopted Budget Community Services FUNCTION: DEPARTMENT: General Government Community Services 4559 Other Recreation Facilities COST CENTER: DIVISION: 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. 2010-11 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. 2007-08 Actual Measures School Site program participation(1) Chandler Youth Sports Association participation(1) Community Center & Snedigar Recreation Center activity participation(1) Adult Sports participation (1) (1) 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected N/A 33,811 38,000 36,000 N/A(2) N/A 9,687 11,000 10,000 10,000 N/A 10,174 12,000 13,000 13,500 N/A 7,575 8,000 8,500 9,000 Senior Programs participation Special Populations (Therapeutics) participation(1) N/A 26,866 20,000 25,000 26,000 N/A 6,661 3,000 6,200 6,000 Teen Program participation(2) N/A N/A N/A N/A 10,000(2) (1) (2) New measures effective July 1, 2008. Satellite Sites will be closed due to budget reductions. Teen programs will be offered at existing City facilities. *2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 214 City of Chandler 2010-11 Adopted Budget Community Services    OTHER RECREATION FACILITIES - 4559    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Rents/Utilities Other Charges/Services Office Furniture/Equipment Capital Replacement Total Cost Center-4559 General Fund Grant Fund Parks & Recreation Trust Grand Total 2008-09 Actual $ 1,487,197 1,487,197 333,543 129,076 1,804 20,113 15,658 32,055 5,738 8,333 $ 2,033,517 2009-10 Adopted Budget 2009-10 Adjusted Budget 2009-10 Estimated $ 1,727,956 1,658,758 69,198 398,288 191,300 600 31,219 18,000 53,730 $ 2,421,093 $ 2,150,992 148,901 121,200 $ 2,421,093 $ 1,729,556 1,660,358 69,198 491,425 219,772 646 31,219 18,000 53,994 $ 2,544,612 $ 1,650,561 1,434,896 215,665 434,028 167,298 361 26,264 15,000 44,934 8,983 $ 2,347,429 2010-11 Adopted Budget $ 1,438,523 1,438,523 320,727 183,425 600 28,235 3,000 46,230 $ 2,020,740 $ 1,766,138 135,602 119,000 $ 2,020,740 % Change Adopted To Adopted -16.75% -13.28% -100.00% -19.47% -4.12% 0.00% -9.56% -83.33% -13.96% N/A N/A -16.54% Authorized Positions Positio n T itle Adm inistrative Specialist Customer Service Representative Recreation Coordinator I Recreation Coordinator II Recreation Leader II Recreation Leader III (RPT @ .625) TOT AL 2007-08 Revised 0 0 0 0 0 0 0 2008-09 Revised 1 4.375 7 3 1 0.625 17 2009-10 Ado pted 1 4.375 7 3 1 0.625 17 2009-10 Revised 1 3.625 7 3 1 0 15.625 2010-11 Ado pted 0 4.625 7 3 1 0 15.625 2010-11 An ticipated 0 4.625 7 3 1 0 15.625 Significant Budget and Staffing Changes During fiscal year 2009-10, one part-time Recreation Leader III position was eliminated and one part-time Customer Service Representative position was moved to cost center 4551, Tumbleweed Recreation Center as part of the budget reductions. Effective July 1, 2010, one Administrative Specialist position is transferred to cost center 4550, Recreation, and one Customer Service Representative position is transferred from the same cost center. Fiscal year 2010-11 reflects a reduction in Personnel Services of temporary funding in the amount of $117,890 and Operations and Maintenance funding reduction of $100,000 due to the elimination of the school satellite program that operated recreation programs at three local junior high schools as part of the budget reductions. The elimination of Family/Community Events (i.e., Halloween, Easter Celebration, Lunch with Santa) is also included as part of the budget reduction process. 215 City of Chandler 2010-11 Adopted Budget Community Services FUNCTION: DEPARTMENT: General Government Community Services 4560 Museum COST CENTER: DIVISION: Museum division is responsible for operating the City of Chandler Museums and the preservation and interpretation of Chandler’s history and culture. 2010-11 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 place and by its people. The museum achieves this goal by enhancing citizens’ quality of life and increasing 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 Number of school children served through field trips(1) Number of Public History, Price House and Chandler Museum programs conducted Volunteer hours contributed to history projects (1) (2) (3) 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 1 2 2 2 1 N/A 1,231 1,700 1,678 1,700 37 57 64 80(2) 80 1,217 6,850(2) 7,000 5,094(3) 5,500 New measurement beginning FY2008-09. Increases are due to the City assuming operation of the Chandler Museum. Decrease due to the McCullough-Price House not being open for daily operation. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 216 City of Chandler 2010-11 Adopted Budget Community Services    MUSEUM - 4560    Budget Summary Description Personnel Services Total Personnel Ongoing One-time 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 2009-10 Adopted Budget 2008-09 Actual $ $ 152,181 152,181 58,654 9,621 24 3,767 500 1,852 4,587 231,186 $ $ $ $ 163,836 157,074 6,762 188,604 27,350 450 5,288 1,000 3,528 4,587 394,643 391,643 3,000 394,643 2009-10 Adjusted Budget $ $ 163,836 157,074 6,762 200,458 27,418 450 5,288 1,000 3,778 402,228 2010-11 Adopted Budget 2009-10 Estimated $ $ 154,225 147,463 6,762 198,958 25,095 150 6,291 1,000 3,778 389,497 $ $ $ $ 133,897 133,897 109,670 21,100 150 3,500 1,000 3,900 273,217 273,217 273,217 % Change Adopted To Adopted -18.27% -14.76% -100.00% -41.85% -22.85% -66.67% -33.81% 0.00% 10.54% -100.00% -30.77% Authorized Positions Positio n T itle Customer Service Representative Public History Coordinator Recreation Coordinator I TOT AL 2007-08 Revised 0 0 0 0 2008-09 Revised 0 1 1 2 2009-10 Ado pted 0 1 1 2 2009-10 Revised 0.75 1 0 1.75 2010-11 Ado pted 0.75 1 0 1.75 2010-11 An ticipated 0.75 1 0 1.75 Significant Budget and Staffing Changes During fiscal year 2009-10, one Customer Service Representative position was transferred from cost center 4555, Environmental Education Center, and one Recreation Coordinator I was transferred to the same cost center. Fiscal year 2010-11 reflects a funding reduction in the Professional/Contract Services budget. The funding was used to employ one full-time contractual employee for staff support of the Chandler Historical Society (CHS). Remaining staff will maintain the level and scope of support outlined in the Museum Agreement between the City and the CHS. The reduction also results in the elimination of event and meeting space rentals at the McCulloughPrice House. 217 City of Chandler 2010-11 Adopted Budget Community Services FUNCTION: DEPARTMENT: General Government Community Services COST CENTER: DIVISION: 4580 Parks Capital Capital Budget Summary Description Contingencies/Reserves Building/Improvements Parks Improvements Capital Replacement Total Cost Center-4580 General Fund General Gov't Capital Projects Park Bond Fund Community Park Impact Fees Neighborhood Park Impact Fees Art Center Bond Fund Museum Bond Fund Grand Total 2008-09 Actual $ 7,198,703 20,458,273 $27,656,976 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 2009-10 Adjusted Budget $ 9,831,362 15,837,576 13,822 $25,682,760 2009-10 Estimated $ 7,655,176 5,281,862 $12,937,038 2010-11 Adopted Budget $ 10,926,361 2,489,940 $ 13,416,301 $ 3,520,229 6,692,547 1,704,579 1,286,594 200,175 12,177 $ 13,416,301 % Change Adopted To Adopted -67.91% -100.00% -29.75% N/A -65.77% Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions in 2009-10 and new projects for 2010-11. The Parks capital budget is decreased from the 2009-10 Adopted budget due to limited funding resources for capital projects. Additional detail on the capital program is available in the 2011-2020 Adopted Capital Improvement Plan. 218 Fire 8-Contents Activities and Functions Carried Out by Organizational Units (cost centers) Accomplishments Goals, Objectives, and Performance Measurements Budget Appropriations Personnel New Chandler Fire Department Web site More than 50 pages of content Enhanced maps, graphics Watch streaming videos, “Sprinkler’s Clubhouse” Learn more with the “Ask a Firefighter” section Technologically savvy department Fire City of Chandler 2010-11 Adopted Budget Fire FIRE DEPARTMENT Assistant City Manager Fire Administration Support Services Operations Prevention and Preparedness Emergency Services 219 City of Chandler 2010-11 Adopted Budget Fire The table below depicts the breakdown by division for the fiscal year 2010-11 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 Services Operations Prevention and Preparedness Capital Support Services Training Community Programs & Preparedness TOTAL FIRE Expenditures by Category Personnel & Benefits Total Personnel Ongoing One-time Operating & Maintenance Capital - Major 2008-09 Actual Expenditures $ $ $ TOTAL FIRE Staffing by Cost Center Administration Emergency Services Operations Prevention and Preparedness Support Services Training Community Programs & Preparedness TOTAL FIRE $ 4,995,751 887,227 20,632,921 723,622 8,362,214 1,202,033 541,665 439,763 37,785,196 24,437,097 24,437,097 4,985,885 8,362,214 37,785,196 2009-10 Adopted Budget $ $ $ $ 2008-09 Revised 7.00 6.00 196.00 5.00 6.00 4.00 5.00 229.00 6,080,022 777,972 20,607,551 570,615 7,141,721 997,505 627,870 604,954 37,408,210 24,243,351 23,701,521 541,830 6,023,138 7,141,721 37,408,210 2009-10 Adopted 7.00 6.00 195.00 5.00 6.00 4.00 5.00 228.00 220 2009-10 Estimated Expenditures $ $ $ $ 4,596,114 837,746 20,686,502 514,174 2,448,360 1,101,234 663,404 335,900 31,183,434 24,127,304 23,567,431 559,873 4,607,770 2,448,360 31,183,434 2009-10 Revised 8.00 6.00 195.00 4.00 6.00 3.00 4.00 226.00 2010-11 Adopted Budget $ $ $ $ % of 2010-11 Total 6,118,240 1,134,907 19,756,547 998,924 1,814,727 1,049,811 30,873,156 20% 4% 64% 3% 19% 3% 0% 0% 100% 23,422,063 22,812,042 610,021 5,636,366 1,814,727 30,873,156 76% 74% 2% 18% 19% 100% 2010-11 2010-11 Adopted Anticipated 11.00 8.00 9.00 7.00 192.00 192.00 8.00 6.00 6.00 6.00 0.00 0.00 0.00 0.00 226.00 219.00 City of Chandler 2010-11 Adopted Budget Fire 2009-10 Fire Department Accomplishments  Chandler firefighters responded to more than 16,894 emergency calls within the community including fires, medical emergencies, hazardous materials, and technical rescue incidents.  Provided emergency medical support for the Police Department’s Special Assignment Unit. Fire’s SAU medics responded to 65 callouts, participated in joint training with Police, taught an 8 hour class on medical emergencies, and provided physicals for 40 members of the SAU Team.  The CR288 crisis response unit responded to 1,214 Fire and Police Department requests for crisis intervention services at the scene of emergency incidents.  Completed 5,576 fire inspections and 37 fire investigations. Conducted 1,000 pre-plan building inspections, and made the plans available to responding crews via the computer aided dispatch system.  Received accreditation for the third time from the Commission on Fire Accreditation International.  Completed construction of the new Fire Administration Building and the Fire and Police Memorial Plaza. Dedicated the Memorial Plaza on September 11, 2009 and moved into Fire Administration in October.  Opened the City’s new Emergency Operations Center (EOC). This 3,400 square foot state-of-the-art facility will improve the safety and security of Chandler citizens by providing a centralized location for City governance, incident command, and communications during large-scale emergencies and disasters.  Completed the first full year of fire and EMS coverage for County Island residents through an agreement with the Chandler County Island Fire District. Deployed a 3,000 gallon water tanker as part of this agreement. Conducted 57 inspections of County Island commercial facilities.  Continued to participate in regional emergency preparedness. Activities included the Phoenix Urban Areas Security Initiative, the Terrorism Liaison Officer program, 14 FEMA classes on EOC operations, and a five year review/update of the Maricopa County Multi-Jurisdiction Hazard Mitigation Plan.  Managed the City’s H1N1 Pandemic preparation including immunizations for City employees, awareness training, and weekly staff updates. Worked with Chandler Regional Hospital and Chandler Gilbert Community College on the annual Influenza Point-Of-Distribution Drill, giving flu shots to 1,200 citizens.  Improved safety for all members by auditing of the Department’s compliance with the 16 Life Safety Initiatives developed by the National Fallen Firefighters Foundation. Launched a web-based safety page to assist firefighters with reporting injuries and damaged equipment.  Held Engineer Development Training, a 12 week course for firefighters interested in promoting to the rank of fire engineer. Nine candidates successfully completed the Engineer Promotional Exam.  Successfully reorganized the Department, reducing the number of cost centers from 7 to 5 and realizing administrative efficiencies by redefining the responsibilities of cost center managers.  Accepted grant awards totaling $410,819 from the Assistance to Firefighters Grants, the Urban Areas Security Initiative, the Arizona Governor’s Office of Highway Safety, and St. Luke’s Health Initiatives.  Redesigned the Fire Department’s website. The new interactive website provides current information on personnel, equipment, apparatus, stations, programs, and services.  Began using a scrambled cable television channel to improve communications within the Department and to expand training opportunities at the fire stations.  st The Chandler Fire Cadet program entered its 21 year with 42 members including 12 Senior Cadets. Cadets assisted with community events such as the Ostrich Festival, MDA’s Fill-the-Boot drive, Salvation Army events, and the Fiesta Bowl parade. 221 City of Chandler 2010-11 Adopted Budget Fire Public Safety Fire FUNCTION: DEPARTMENT: 2210 Fire Administration COST CENTER: DIVISION: Fire Administration provides leadership and support for the Operations, Emergency Services, Support Services, and Prevention and Preparedness Divisions of the Fire Department. It accomplishes this by overseeing the operating and capital improvement budgets, performing short and long-range planning, pursuing grants, maintaining data, providing research, processing payroll, overseeing community outreach, and dealing with various leadership and financial responsibilities. Fire Administration also manages the Department’s accreditation process and ensures the Department maintains nationally accredited status.(1) 2010-11 Performance Measurements Goal: (1) To manage the Department’s operating budget in a fiscally sound manner. Objective: (1) ♦ Provide cost effective fire and emergency medical services to the community. ♦ Compare favorably with the average fire department per capita cost for cities of similar size. The 2009 Municipal Year Book published by the International City/County Management Association lists the average (excluding capital) for cities with populations between 250,000 and 500,000 as $124.02. The national average is $155.10. Measures Fire Service Cost Per Capita(1) Fire Service Cost Per Call(1) (1) 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected $101.08 $115.69 N/A $110.17 $107.75 $1,483.66 $1,753.29 N/A $1,646.66 $1,578.85 Cost center revised function description and added new Goals, Objectives, and Measures beginning FY 2010-11. Goal: (1) To provide fire and emergency medical services in an effective and efficient manner. Objective: (1) ♦ Maintain Department staffing within acceptable levels. ♦ Compare favorably with the average firefighters per 1,000 population for cities of similar size. The 2009 Municipal Year Book published by the International City/County Management Association lists the average for cities with populations between 250,000 and 500,000 as 1.13. The national average is 1.61. The Valley average among similar sized cities is 0.914. The Valley average civilian personnel per 1,000 population is 0.133. Measure 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected Firefighters Per 1,000 Population(1) 0.838 0.826 N/A 0.808 0.804 Civilian Personnel Per 1,000 Population(1) 0.089 0.088 N/A 0.087 0.063 (1) Cost center revised function description and added new Goals, Objectives, and Measures beginning FY 2010-11. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 222 City of Chandler 2010-11 Adopted Budget Fire    FIRE ADMINISTRATION – 2210    Goal: (1) To utilize all grant funding opportunities. Objective: (1) ♦ Research and apply for all grant opportunities. Once received, monitor and complete all requirements in accordance with grant guidelines. 2007-08 Actual 2008-09 Actual Dollar Value of Grants Applications(1) $966,115 $885,076 Dollar Value of Grants Awarded(1)(2) $253,643 $893,480 Measures (1) (2) 2009-10 Year End Estimate * 2010-11 Projected N/A $5,054,200 $1,070,000 N/A $424,365 $1,134,964 2009-10 Projected New Goals, Objectives, and Measures beginning FY 2010-11. Grant awards are not usually applied for and received in the same fiscal year. Goal: (1) To utilize all resources to provide efficient and cost effective services. Objective: (1) ♦ Maintain existing agreements with other governmental agencies and enter into agreements that support and enhance Fire Department services. ♦ Utilize citizen volunteers. ♦ Maintain positive working relationships between labor and management. Measures 2007-08 Actual Automatic / Mutual Aid Agreements, Intergovernmental Agreements Executed(1) Volunteer Hours(1) Labor / Management RBO (Relations By Objectives) Committee Meetings(1) (1) 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 10 10 N/A 11 12 N/A 17,600 N/A 14,919 15,000 39 79 N/A 68 70 New Goals, Objectives, and Measures beginning FY 2010-11. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 223 City of Chandler 2010-11 Adopted Budget Fire    FIRE ADMINISTRATION – 2210    Goal: (1) To provide community programs benefiting the safety and well being of the members of the community. Objective: (1) ♦ To ensure child vehicle passenger safety by providing car seat installations and inspections. ♦ To provide fire and life safety education programs at Chandler schools. ♦ To install working smoke alarms, fire extinguishers, home safety assessments, and home escape plans for Chandler’s older adults. ♦ To provide fire and life safety education programs to Chandler children and their parents via cable television. ♦ To provide fire and life safety demonstrations for citizens groups upon request. Measures 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected Child Car Seats Installations(1) 1,110 1,241 N/A 1,200 1,200(2) Urban Survival Elementary School Education Program Hours(1) 1,667 1,166 N/A 974 974 Homes served by Seniors Helping Seniors smoke alarm program(1) 266 N/A N/A 163 200 Sprinkler’s Clubhouse Cable TV Episodes Produced(1) 4 8 N/A 7 6 Public Safety Demonstrations(1) 508 500 N/A 400 400 (1) (2) New Goals, Objectives, and Measures beginning FY 2010-11. FY 2010-11 Projected assumes sufficient grant funding to maintain current service levels. Goal: (3) To arrive on the scene of all emergency calls in a timely manner. Objective: (3) Strive to obtain the City travel time goal of five minutes for 90% of all Fire Department emergency calls within Chandler.(4) ♦ Measures Percentage of emergency calls responded in 5:00 minutes(3) 2007-08 Actual 2008-09 Actual 38.21% 85.19% (3) 2009-10 Projected 90%(5) 2009-10 Year End Estimate * N/A 2010-11 Projected N/A Goal, Objective, and Measure being moved to cost center 2230, Operations, effective FY2010-11. Beginning FY2008-09, 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. (5) Change in percentages due to revised objective. (4) * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 224 City of Chandler 2010-11 Adopted Budget Fire    FIRE ADMINISTRATION – 2210    Goal: (1) To ensure the safety of Chandler citizens by reducing the occurrences of fires. Objective: (1) ♦ Provide effective services by maintaining an occurrence of less than two fires per 1,000 population. Measures Fires per 1,000 population(1) (1) (2) 2007-08 Actual(2) 2008-09 Actual 1.88 2009-10 Year End Estimate * 2009-10 Projected 1.6 1.0 2010-11 Projected 1.5 1.5 Goal, Objective, and Measure being moved to cost center 2230, Operations, effective FY2010-11. 2007-08 Actual recalculated from 0.83 to 1.88 based on new reporting methodology. Goal: (1) Maintain a safe working environment for employees while they perform their duties at emergency scenes. Objective: (1) ♦ Limit the numbers of firefighter injuries while providing emergency services. Measures Firefighter Injuries(1)(2) (1) (2) 2007-08 Actual 2008-09 Actual 9 2009-10 Projected 23 6 2009-10 Year End Estimate * 20 2010-11 Projected 20 Goal, Objective, and Measure being moved to cost center 2230, Operations, effective FY2010-11. Beginning FY2008-09, figure represents all work related injuries as documented on the OSHA 300 annual report. The FY2007-08 Actual and FY2009-10 Projected figures were based on internal tracking no longer used. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 225 City of Chandler 2010-11 Adopted Budget Fire    FIRE ADMINISTRATION – 2210    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingencies/Reserves Building/Improvements Machinery/Equipment Office Furniture/Equipment Capital Replacement Total Cost Center-2210 General Fund Grant Fund Fireman's Pension Fund Grand Total 2009-10 Adopted Budget 2008-09 Actual $ 914,655 914,655 1,451,433 352,812 324,598 90,423 2,500 2,829 50,043 41,034 446,488 513,740 805,196 $ 4,995,751 $ 802,886 788,730 14,156 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 $ 6,080,022 226 2009-10 Adjusted Budget $ 818,023 803,867 14,156 1,353,341 334,317 161,654 101,475 5,000 1,323 22,897 101,993 1,934 30,649 2,245,534 1,016,080 $ 6,194,220 2009-10 Estimated $ 844,686 830,530 14,156 1,360,386 336,882 148,629 61,365 5,000 1,200 44,226 5,000 53,078 719,582 1,016,080 $ 4,596,114 2010-11 Adopted Budget $ 1,164,598 971,083 193,515 1,403,857 336,731 31,148 85,500 5,000 1,200 22,096 163,986 24,500 1,863,544 1,016,080 $ 6,118,240 $ 4,249,896 1,863,544 4,800 $ 6,118,240 % Change Adopted To Adopted 45.05% 23.12% 1267.02% 0.49% 14.04% -34.82% 33.99% 0.00% 20.00% -39.92% 17.13% -100.00% -20.06% -16.73% 0.00% 0.63% City of Chandler 2010-11 Adopted Budget Fire    FIRE ADMINISTRATION – 2210    Authorized Positions Position Title Administrative Specialist Assistant Fire Chief Citizen Support Coordinator Community Preparedness Program Coordinator Facilities Maintenance Technician Fire Battalion Chief Fire Chief Fire Program Assistant Fire Program Coordinator Information Support Specialist I Senior Executive Assistant Senior Management Assistant TOTAL 2007-08 Revised 2 1 1 2008-09 Revised 2 1 0 2009-10 Adopted 2 1 0 2009-10 Revised 2 1 0 2010-11 Adopted 3 1 1 2010-11 Anticipated 1 1 1 1 1 1 1 0 0 1 1 1 11 0 0 0 1 0 0 1 1 1 7 0 0 0 1 0 0 1 1 1 7 0 0 0 1 1 1 1 1 0 8 0 0 1 1 1 1 1 1 0 11 0 0 1 1 1 1 1 0 0 8 Significant Budget and Staffing Changes During fiscal year 2009-10 the Fire Department was reorganized, resulting in one Administrative Specialist position moving from cost center 2240, Fire Prevention and Preparedness, and being reclassified to Fire Program Assistant and one Senior Management Assistant position being reclassified to Fire Program Coordinator. Effective July 1, 2010, as a part of Fire’s reorganization, one Administrative Specialist position is moved from cost center 2280, formerly Community Programs and Preparedness. Also, one Citizen Support Coordinator position and one Battalion Chief position are moved from cost center 2230, Operations. Fiscal year 2010-11 includes one-time funding for medical records scanners and a slight increase in grant matching funds. The budget reflects changes due to the reorganization of cost center 2210 responsibilities, which now include telephone services, public education, and the CR 288 crisis response program, as well as reductions in travel, education, and general line items. Authorized Positions 2010-11 Anticipated reflects the reductions of one Sr. Executive Assistant position and two Administrative Specialist positions planned for elimination due to budget reductions. Personnel Services reflects one-time funding for these positions. 227 City of Chandler 2010-11 Adopted Budget Fire Public Safety Fire FUNCTION: DEPARTMENT: 2220 Emergency Services COST CENTER: DIVISION: Emergency Services 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. The Division also provides logistical support for emergency medical services through the procurement and maintenance of EMS supplies and equipment.(1) 2010-11 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 Number of Certified Paramedics(2) Number of Certified Emergency Medical Technicians(2) 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 125 125 N/A 125 124 71 71 N/A 69 69 State requirement of 30 hours of continuing education for Paramedics 48 hours 48 hours 48 hours 48 hours 52 hours State requirement of 8 hours of continuing education for Emergency Medical Technicians 48 hours 48 hours 48 hours 40 hours 40 hours (1) (2) Cost center function description changed beginning FY2010-11 to reflect revised priorities related to the department reorganization and consolidation of cost centers 2220, Emergency Medical Services, and 2270, Training. New Measure beginning FY2010-11. 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. Measures Random review of 10% of encounter forms(3) 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected N/A N/A N/A 1,280 1,300 Review categories in the Sufficient to Exceptional Range(4) 80% N/A N/A N/A N/A Review categories below the Sufficient to Exceptional Range(4) 20% N/A N/A N/A N/A (3) (4) New Measure effective 2009-10. Discontinued use of measure effective 2008-09. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 228 City of Chandler 2010-11 Adopted Budget Fire    FIRE EMERGENCY SERVICES – 2220    Goal: (1) To provide the training required to meet National Fire Protection Association (NFPA) standards, State statutes, Federal mandates, Insurance Services Office, and local requirements. Objective: (1) ♦ To ensure that all firefighters are provided with the 80 hours of required training under the supervision of qualified trainers in a controlled environment. 2007-08 Actual Measures Number of hours per firefighter(1) Number of firefighters (1) Total number of training hours (1) (1) 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 80 80 80 80 90 197 197 195 195 194 15,760 15,760 15,600 15,600 17,460 Goal, Objectives, and Measures moved from cost center 2270 (Training) effective FY2010-11 due to consolidation of cost center functions. Goal: (1) To increase firefighter safety. Objectives: (1) ♦ To provide Flashover Phase I training to all new recruits.(2) ♦ To provide Flashover Phase II survival training to 100% of Chandler response firefighters every three years.(2) ♦ To provide live fire training to 100% of Chandler response firefighters at least every year.(2) Measures Flashover Training 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected Number trained phase I(1)(3) 10 N/A N/A 0 7 Number trained phase II(1)(3) 10 N/A N/A 0 65 Number of Firefighters trained(1)(4) N/A N/A 195 195 194 % Firefighters trained(1)(4) N/A N/A 100% 100% 100% Live Fire Training (1) Goal, Objectives, and Measures moved from cost center 2270 (Training) effective FY2010-11 due to consolidation of cost center functions. Revised objectives beginning FY2010-11. Measure revised beginning FY2010-11. Previously measured total number of recruits and firefighters trained in all flashover training. (4) New Measure beginning FY2009-10. (2) (3) * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 229 City of Chandler 2010-11 Adopted Budget Fire    FIRE EMERGENCY SERVICES – 2220    Goal: (1) To provide community outreach programs. Objective: (1) ♦ 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(1) Number of clinics(1) Number of children(1) (1) 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 8,149 8,971 9,000 9,000 N/A 79 73 75 75 N/A 3,610 4,192 4,200 4,200 N/A Discontinued use of Goal, Objective, and Measures beginning FY2010-11. 230 City of Chandler 2010-11 Adopted Budget Fire    FIRE EMERGENCY SERVICES – 2220    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Machinery/Equipment Total Cost Center-2220 General Fund 2009-10 Adopted Budget 2008-09 Actual $ $ 717,853 717,853 14,920 56,331 280 2,592 90,269 4,982 887,227 $ $ $ 664,737 658,985 5,752 24,000 65,985 500 750 10,000 12,000 777,972 777,972 2009-10 Adjusted Budget $ $ 752,223 702,728 49,495 24,000 67,193 500 750 10,000 12,000 866,666 2010-11 Adopted Budget 2009-10 Estimated $ $ 710,836 661,341 49,495 24,000 66,000 400 700 9,750 26,060 837,746 $ 980,415 760,457 219,958 50,000 500 1,100 62,392 40,500 $ 1,134,907 $ 1,134,907 2009-10 Revised 1 1 1 0 1 2 6 2010-11 Adopted 1 1 1 1 1 4 9 % Change Adopted To Adopted 47.49% 15.40% 3724.03% -100.00% -24.23% 0.00% 46.67% 523.92% 237.50% 45.88% Authorized Positions Position Title Administrative Specialist EMS Program Dev. Coordinator EMS Specialist Facilities Maintenance Technician Fire Battalion Chief Fire Captain TOTAL 2007-08 Revised 1 1 1 0 1 2 6 2008-09 Revised 1 1 1 0 1 2 6 2009-10 Adopted 1 1 1 0 1 2 6 2010-11 Anticipated 1 0 1 1 1 3 7 Significant Budget and Staffing Changes Effective July 1, 2010, as a part of Fire’s reorganization, cost centers 2220, Emergency Medical Services, and 2270, Training are combined to form a new Emergency Services cost center, 2220. One Fire Battalion Chief position is transferred from cost center 2230, Operations, and One Battalion Chief position is transferred out to cost center 2240, Prevention and Preparedness. Two Fire Captain positions and one Facilities Maintenance Technician position are transferred from cost center 2270, Training, with associated Operations & Maintenance funding, in conjunction with the reorganization. Fiscal year 2010-11 includes one-time funding for training equipment within the Machinery/Equipment budget. Also reflected is the transfer of the budget for the CR 288 crisis response program to cost center 2210, Fire Administration. Merit continues for Firefighters through the MOU Agreement. Authorized Positions 2010-11 Anticipated reflects a reduction of one EMS Program Development Coordinator position and one Fire Captain position planned for elimination due to budget reductions. Personnel Services reflects one-time funding for these positions. 231 City of Chandler 2010-11 Adopted Budget Fire FUNCTION: DEPARTMENT: Public Safety Fire 2230 Operations COST CENTER: DIVISION: Operations Division provides effective and efficient service delivery for fire, emergency medical, hazardous material, and technical rescue responses within the community. Operations Division ensures the long-term sustainment of all service delivery through the management of personnel, safety and wellness, and communications. 2010-11 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 calls.(1) ♦ To respond to 911 emergency calls of all types. ♦ Strive to obtain the City response time goal of five (5:00) minutes for 90% of all Fire Department emergency calls within the City of Chandler. 2009-10 2007-08 2008-09 2009-10 Year End 2010-11 Measures Actual Actual Projected Estimate * Projected Acknowledgement time of 60 seconds(1) 55.64% 77.25% 90% N/A N/A Emergency Incidents 16,709 16,537 16,894 16,894 17,265 Unit Responses(2) 37,301 37,302 N/A 40,000 40,000 Medical Emergencies(2) 77.0% 76.3% N/A 77.24% 77.5% Fire / Other Emergencies(2) 23.0% 23.7% N/A 22.76% 22.5% 5:50 5:40 5:35 5:35 5:35 Response time to reach 90% of emergency calls(3) (1) Discontinued use of Objective and Measure during FY2009-10. New Measure beginning FY2010-11. (3) Measure revised from “Percentage of emergency calls responded in 5:00 minutes.” Data for previous measure located in cost center 2210, Administration. (2) * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 232 City of Chandler 2010-11 Adopted Budget Fire    FIRE OPERATIONS – 2230    Goal: To ensure the safety of Chandler citizens by reducing the occurrence of fires within the City and to reduce the fire loss of those fires that do occur once the Fire Department has arrived on the scene of a structure fire incident. Objective: ♦ Provide effective services by maintaining an occurrence of less than two fires per 1,000 population. ♦ To contain 75% of structure fires to the room of origin. Measures Fires per 1,000 population(2) % of structure fires contained to room of origin (1) (2) 2007-08 Actual(1) 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 1.88 1.60 1.0 1.5 1.5 76.25% 76.19% 85% 85% 85% 2007-08 Actual recalculated from 0.83 to 1.88 based on new reporting methodology. Fires are all fires reported to the National Fire Incident Reporting System. Goal: Maintain a safe working environment for employees while they perform their duties. Objective: ♦ Limit the number of on duty injuries. ♦ Provide a safe work environment in instances where we can control the environment. ♦ Maintain the capabilities of the workforce to meet the scope of the Chandler Fire Department. Measures Firefighter Injuries (3) 2007-08 Actual 2008-09 Actual 9(3) 23 2009-10 Projected 6(3) 2009-10 Year End Estimate * 20 2010-11 Projected 20 Beginning FY2008-09, figure represents all work related injuries as documented on the OSHA 300 annual report. The FY2007-08 Actual and FY2009-10 Projected figures were based on internal tracking no longer used. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 233 City of Chandler 2010-11 Adopted Budget Fire    FIRE OPERATIONS – 2230    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Insurance/Taxes Other Charges/Services Total Cost Center-2230 General Fund 2008-09 Actual $20,632,277 20,632,277 500 144 $ 20,632,921 2009-10 Adopted Budget 2009-10 Adjusted Budget 2009-10 Estimated $ 20,607,551 20,336,530 271,021 $ 20,607,551 $ 20,607,551 $20,607,551 20,336,530 271,021 $ 20,607,551 $20,686,502 20,486,478 200,024 $ 20,686,502 2010-11 Adopted Budget $ 19,756,547 19,730,995 25,552 $ 19,756,547 $ 19,756,547 % Change Adopted To Adopted -4.13% -2.98% -90.57% N/A N/A -4.13% Authorized Positions Position Title Assistant Fire Chief Citizen Support Coordinator Fire Battalion Chief Fire Captain Fire Engineer Firefighter TOTAL 2007-08 Revised 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 2009-10 Revised 1 1 9 45 42 97 195 2010-11 Adopted 1 0 7 45 42 97 192 2010-11 Anticipated 1 0 7 45 42 97 192 Significant Budget and Staffing Changes During fiscal year 2009-10, one Firefighter position was eliminated. One Fire Battalion Chief was moved from cost center 2270, Fire Training. One-time overtime funding for the Child Car Seat Clinics and Child Immunizations programs was provided. Effective July 1, 2010, one Fire Battalion Chief and one Citizen Support Coordinator are moved to cost center 2210, Fire Administration, and one Fire Battalion Chief is moved to cost center 2220, Fire Emergency Services. Fiscal year 2010-11 includes ongoing funding for overtime to operate the Urban Survival Program. The FY 2010-11 budget was amended by Council to include one-time funding for the Child Immunization Program. Merit continues for Firefighters (IAFF) through the MOU Agreement. 234 City of Chandler 2010-11 Adopted Budget Fire ** FUNCTION: DEPARTMENT: Public Safety Fire 2240 Prevention and Preparedness COST CENTER: DIVISION: P revention and preparedness works to implement strategies that maximize the public’s well being by preventing emergencies from occurring to the greatest extent possible, and by ensuring the Department’s effectiveness when responding to those emergencies that could not be prevented.(1) 2010-11 Performance Measurements Goal: (1) To minimize the impact of natural or man-made disasters through training, development, and exercising the City Emergency Operations Plan. Objectives: (1) ♦ Meet suggested federal Department of Homeland Security guidelines for exercise and evaluation of emergency operations. ♦ Conduct annual reviews of all City emergency plans to comply with federal and state guidelines. Measures 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected City emergency operations drills(1) N/A N/A N/A 24 24 Review of City emergency plans(1) N/A N/A N/A 4 4 Goal: (1) To provide preparedness and awareness training to employees and citizens. Objectives: (1) ♦ Offer the 7-week Community Emergency Response Team (CERT) basic curriculum 3 times annually. ♦ Deliver preparedness and awareness training classes, demonstrations, and presentations to the community. Measures CERT basic training class(1) Preparedness and awareness training(1) 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 2 4 N/A 2 3 N/A N/A N/A 14 12 * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 235 City of Chandler 2010-11 Adopted Budget Fire    PREVENTION AND PREPAREDNESS - 2240    Goal: (1) Enhance the protection of public and private facilities through Threat Vulnerability Assessments (TVA) of critical infrastructure and key resources (CIKR). Objectives: (1) ♦ Provide a minimum of 40 hours per month developing Threat Vulnerability Assessments (TVA) of critical infrastructure and key resources (CIKR). ♦ Meet the State Department of Homeland Security requirement of 40 hours of participation per month in the Terrorism Liaison Officer (TLO) program. 2007-08 Actual Measures (1) 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected TVA development hours(1) N/A N/A N/A 240 480 TLO participation hours(1) N/A N/A N/A 622 480 Cost center revised function description and added new Goals, Objectives, and Measures beginning FY 2010-11. Goal: To minimize casualties and losses of property from fire and other hazards. Objectives: (2) ♦ Provide various types of occupancy inspections for buildings and property. ♦ Provide “on-call” fire investigation services. 2007-08 Actual Measures Total Occupancies inspected(3) Hazardous Materials Inspections Total number of violations (3) (3) Fire Protection System violations Exiting violations (3) (3) Structural Fire Rate per 1,000 inspectable occupancies(3) Fire Investigations Hazardous Material Management Plan Inspections(4) (4) Plan Reviews Follow-up – Engine Co. Inspections Other Inspections (4) (4) (4) Self-inspections – Mailed out Self Inspection – Compliance Check (4) 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 5120 7112 N/A 4057 4457 N/A 331 N/A 308 305 1364 2002 N/A 1438 1581 625 911 N/A 714 785 222 343 N/A 192 211 1.56 1.27 N/A 2.95 2.69 57 49 73 62 56 342 N/A 365 N/A N/A 308 N/A 58 N/A N/A 1,354 N/A 1,288 N/A N/A 1,472 N/A 1,772 N/A N/A 1,486 N/A 1,470 N/A N/A 417 N/A 147 N/A N/A (2) Revised Objectives beginning FY2010-11. New Measure beginning FY2010-11. (4) Discontinued use of Measure during FY2009-10. (3) * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 236 City of Chandler 2010-11 Adopted Budget Fire    PREVENTION AND PREPAREDNESS - 2240    Goal: (1) 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.(2) ♦ Respond to citizen requests related to the Fire Code.(1) Measures Fire Investigations(2) Citizen/Staff Requests(1) (1) (2) 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 57 49 73 62 56 3,093 N/A N/A N/A N/A Discontinued use of Goal and Measure during FY2008-09. Objective and Measure reflected under Goal “To minimize casualties and losses of property from fire and other hazards” beginning FY2010-11. * 2009-10 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. 237 City of Chandler 2010-11 Adopted Budget Fire    PREVENTION AND PREPAREDNESS - 2240    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Total Cost Center-2240 General Fund 2009-10 Adopted Budget 2008-09 Actual $ $ 718,960 718,960 3,299 818 545 723,622 $ $ $ 565,040 418,921 146,119 4,600 600 375 570,615 570,615 2009-10 Adjusted Budget $ $ 572,740 418,921 153,819 2,100 600 375 575,815 2010-11 Adopted Budget 2009-10 Estimated $ $ 509,024 305,063 203,961 4,300 550 300 514,174 $ $ $ 971,924 800,928 170,996 5,750 5,850 10,000 1,250 4,150 998,924 998,924 % Change Adopted To Adopted 72.01% 91.19% 17.03% N/A 27.17% N/A 108.33% 1006.67% 75.06% Authorized Positions Position Title Administrative Specialist Assistant Fire Chief Community Preparedness Coordinator Fire Battalion Chief Fire Marshall Fire Prevention Specialist GIS Technician II Lead Fire Prevention Specialist TOTAL 2007-08 Revised 1 0 0 0 1 2 0 1 5 2008-09 Revised 1 0 0 0 1 2 0 1 5 2009-10 Adopted 1 0 0 0 1 2 0 1 5 2009-10 Revised 0 0 0 0 0 2 1 1 4 2010-11 Adopted 0 1 1 2 0 2 1 1 8 2010-11 Anticipated 0 1 0 2 0 2 0 1 6 Significant Budget and Staffing Changes During fiscal year 2009-10, one Fire Marshall position was eliminated and one GIS Technician II was transferred from cost center 1200, Information Technology Applications Support. The Fire Department began its reorganization during FY2009-10, resulting in one Administrative Specialist position moving to cost center 2210, Fire Administration, and being reclassified to Fire Program Assistant. Effective July 1, 2010, in continuing with the department reorganization, cost centers 2240, Fire Prevention, and 2280, Fire Community Programs & Preparedness, are combined to form a new Prevention and Preparedness cost center 2240. One Assistant Fire Chief, one Fire Battalion Chief, and one Community Preparedness Program Coordinator position are transferred from cost center 2280, and one Fire Battalion Chief is transferred from cost center 2220, Emergency Services. Authorized Positions 2010-11 Anticipated reflects the elimination of one GIS Technician II position and one Community Preparedness Program Coordinator position. Personnel Services reflects one-time funding for these positions. The CERT program will continue to receive grant funding and be coordinated by the citizen CERT Council. The fiscal year 2010-11 budget reflects the addition of line items formerly budgeted in cost center 2280, expenses for Fire Inspector certifications, and the reassignment of Emergency Operations Plan funding from cost center 2210 to cost center 2240. Merit continues for Firefighters (IAFF) through the MOU Agreement. 238 City of Chandler 2010-11 Adopted Budget Fire Public Safety Fire FUNCTION: DEPARTMENT: 2250 Fire Capital COST CENTER: DIVISION: Capital Budget Summary Description Contingencies/Reserves Land and Improvements Building/Improvements Machinery/Equipment Total Cost Center-2250 Public Safety Bonds - Fire Fire Impact Fees Grand Total 2008-09 Actual $ 7,731,268 630,946 $ 8,362,214 2009-10 Adopted Budget $ 7,141,721 $ 7,141,721 $ 5,582,134 1,559,587 $ 7,141,721 2009-10 Adjusted Budget $ 531,834 3,376,094 438,102 $ 4,346,030 2009-10 Estimated $ 1,926 2,416,550 29,884 $ 2,448,360 2010-11 Adopted Budget $ 1,814,727 $ 1,814,727 $ 1,656,895 157,832 $ 1,814,727 % Change Adopted To Adopted -74.59% N/A N/A N/A -74.59% Significant Budget and Staffing Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions in 2009-10 and new projects for 2010-11. Detail on the capital program is available in the 2011-2020 Capital Improvement Plan. 239 City of Chandler 2010-11 Adopted Budget Fire FUNCTION: DEPARTMENT: Public Safety Fire COST CENTER: DIVISION: 2260 Support Services Support Services Division (SSD) has three main management responsibilities: Mechanical Maintenance, SelfContained 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. 2010-11 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. ♦ Complete power tool periodic maintenance on time. Measures Ensure that a reserve unit is available for front line vehicle replacement 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 100% 100% 100% 100% 100% On time completion of scheduled vehicle preventive maintenance(1) 66% 100% 90% 67 of 79 70 of 79 Create and implement scheduled power tool preventive maintenance(2) 15% 15% 50% 15 of 82 (3) 74 of 82 (1) Revised Measure during Fy2009-10 to reflect number of preventive maintenance activities completed compared to number scheduled. Revised Measure during Fy2009-10 to reflect number of preventive maintenance activities performed on time to number scheduled. (3) Revised tracking method did not begin until March 2010, resulting in a low FY2009-10 Year-End Estimate. (2) * 2009-10 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 2010-11 Adopted Budget Fire    FIRE SUPPORT SERVICES – 2260    Goal: Provide a Self-Contained Breathing Apparatus (SCBA) program that meets all applicable requirements and maintains reliable performance. Objectives: ♦ Provide repair, maintenance and upgrades for all SCBAs and their components without on-duty crew downtime. ♦ Perform an annual face piece test seal for all employees. ♦ Provide required training. Measures 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected Complete inspections and periodic maintenance on time, no crew downtime 100% 100% 100% 100% 100% Perform annual face piece seal test(1) 100% 100% 100% 199 of 199 199 of 199 Perform required user training 100% 100% 100% 100% 100% (1) Revised measure during FY2009-10 to reflect actual number of tests performed compared to number of tests required. Goal: Support the logistic needs of Fire Department facilities and personnel. Objectives: ♦ Deliver station supplies within one week of receiving order. ♦ Evaluate performance of service providers. ♦ Provide delivery of fuel for bulk fuel tanks. Measures 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected Provide a seven-day turnaround on ordered station supplies 90% 95% 90% 90% 80% Self-initialized random follow-up on 1/3 of all requests for service 25% 50% 100% 75% 100% Maintain useable fuel supply in station bulk fuel tanks 100% 100% 100% 100% 100% * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 241 City of Chandler 2010-11 Adopted Budget Fire    FIRE SUPPORT SERVICES – 2260    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Building/Improvements Machinery/Equipment Total Cost Center-2260 General Fund 2009-10 Adopted Budget 2008-09 Actual $ 608,993 608,993 438,538 27,715 287 30 126,470 $ 1,202,033 $ $ $ 539,203 535,155 4,048 382,846 54,906 250 10,300 10,000 997,505 997,505 2009-10 Adjusted Budget $ 539,203 535,155 4,048 389,735 60,154 250 10,300 69,005 $ 1,068,647 2010-11 Adopted Budget 2009-10 Estimated $ 576,556 572,508 4,048 394,480 52,198 250 9,700 68,050 $ 1,101,234 $ 548,579 548,579 360,306 51,306 250 1,370 65,000 23,000 $ 1,049,811 $ 1,049,811 % Change Adopted To Adopted 1.74% 2.51% -100.00% -5.89% -6.56% 0.00% -86.70% N/A 130.00% 5.24% Authorized Positions Position Title Administrative Specialist Fire Battalion Chief Fire Mechanic Fire Support Services Technician Senior Fire Mechanic TOTAL 2007-08 Revised 1 1 2 1 1 6 2008-09 Revised 1 1 2 1 1 6 2009-10 Adopted 1 1 2 1 1 6 2009-10 Revised 1 1 2 1 1 6 2010-11 Adopted 1 1 2 1 1 6 2010-11 Anticipated 1 1 2 1 1 6 Significant Budget and Staffing Changes Fiscal year 2010-11 includes one-time funding for mechanical maintenance tools and equipment, the installation of an emergency generator at Fire Station 2, fire hose service testing pumps, and cord reel light units. 242 City of Chandler 2010-11 Adopted Budget Fire Public Safety Fire FUNCTION: DEPARTMENT: 2270 Training COST CENTER: DIVISION: T raining 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. 2010-11 Performance Measurements As a part of the Fire Department reorganization, cost center 2270, Training, has been combined with cost center 2220, Emergency Services, beginning FY2010-11. All Performance Measurements have been moved to cost center 2220, Fire Emergency Services. Budget Summary Description Personnel Services Total Personnel Ongoing One-time Operating Supplies Communications/Transportation Rents/Utilities Total Cost Center-2270 General Fund 2009-10 Adopted Budget 2008-09 Actual $ $ 482,215 482,215 2,373 2,169 54,908 541,665 $ $ $ 502,893 500,771 2,122 5,750 1,400 117,827 627,870 627,870 2009-10 Adjusted Budget $ $ 502,893 500,771 2,122 8,356 1,400 145,031 657,680 2010-11 Adopted Budget 2009-10 Estimated $ $ 509,694 507,572 2,122 5,650 1,250 146,810 663,404 $ $ $ % Change Adopted To Adopted - -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% Authorized Positions Position Title Administrative Specialist Facilities Maintenance Technician Fire Battalion Chief Fire Captain TOTAL 2007-08 Revised 1 0 1 2 4 2008-09 Revised 0 1 1 2 4 2009-10 Adopted 0 1 1 2 4 2009-10 Revised 0 1 0 2 3 2010-11 Adopted 0 0 0 0 0 2010-11 Anticipated 0 0 0 0 0 Significant Budget and Staffing Changes During fiscal year 2009-10, one Fire Battalion Chief was transferred to cost center 2230, Operations. Effective July 1, 2010, as a result of the Fire Department’s reorganization, cost centers 2220, Emergency Medical Services, and 2270, Training, are combined to form a new Emergency Services cost center 2220, and cost center 2270 is subsequently eliminated. Two Fire Captains and one Facilities Maintenance Technician position are moved to cost center 2220 as a part of the reorganization. 243 City of Chandler 2010-11 Adopted Budget Fire FUNCTION: DEPARTMENT: Public Safety Fire 2280 Fire Community Programs & Preparedness COST CENTER: DIVISION: 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. 2010-11 Performance Measurements As a part of the Fire Department reorganization, cost center 2280, Fire Community Programs & Preparedness, has been combined with cost center 2240, Fire Prevention and Prepardedness, beginning FY2010-11. All newly revised Performance Measurements are reported in cost center 2240, Prevention and Prepardedness. The following Goals, Objectives, and Measures were discontinued during FY2008-09. 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 2007-08 Actual 2008-09 Actual 508 N/A 2009-10 Projected 2009-10 Year End Estimate* 2010-11 Projected N/A N/A N/A 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 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate* 2010-11 Projected 71 N/A N/A N/A N/A Alarm Batteries Replaced 1,56 N/A N/A N/A N/A Home Fire Safety Assessments 245 N/A N/A N/A N/A Home Fire Escape Plans 264 N/A N/A N/A N/A 244 City of Chandler 2010-11 Adopted Budget Fire    FIRE COMMUNITY PROGRAMS & PREPAREDNESS – 2280    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Operating Supplies Communications/Transportation Other Charges/Services Office Furniture/Equipment Total Cost Center-2280 General Fund 2009-10 Adopted Budget 2008-09 Actual $ $ 362,144 362,144 43,890 31,683 2,046 439,763 $ $ $ 2009-10 Adjusted Budget 561,041 462,429 98,612 6,950 36,713 250 604,954 604,954 $ $ 562,931 464,319 98,612 9,453 7,038 250 6,341 586,013 2010-11 Adopted Budget 2009-10 Estimated $ $ 290,006 203,939 86,067 9,394 36,250 250 335,900 $ % Change Adopted To Adopted - $ $ -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% N/A -100.00% Authorized Positions Position Title Administrative Specialist Assistant Fire Chief Community Preparedness Program Coordinator Fire Battalion Chief Public Education Officer TOTAL 2007-08 Revised 0 0 2008-09 Revised 1 1 2009-10 Adopted 1 1 2009-10 Revised 1 1 2010-11 Adopted 0 0 2010-11 Anticipated 0 0 0 1 1 2 1 1 1 5 1 1 1 5 1 1 0 4 0 0 0 0 0 0 0 0 Significant Budget and Staffing Changes During fiscal year 2009-10 one Public Information Officer position was eliminated. Effective July 1, 2010, as a result of the Fire Department’s reorganization, cost centers 2280, Fire Community Programs & Preparedness, and 2240, Fire Prevention, are combined to form a new Prevention and Preparedness cost center 2240, and cost center 2280 is subsequently eliminated. One Fire Battalion Chief, one Assistant Fire Chief, and one Community Preparedness Program Coordinator position are moved to cost center 2240, and one Administrative Specialist is moved to cost center 2210, Fire Administration, as a part of the reorganization. 245 City of Chandler 2010-11 Adopted Budget Fire 246 9-Contents Activities and Functions Carried Out by Organizational Units (cost centers) Accomplishments Goals, Objectives, and Performance Measurements Budget Appropriations Personnel Chandler consistently given high marks for outstanding fiscal responsibility Received a Certificate of Achievement for Excellence in Financial Reporting by the Government Finance Officers Association (GFOA) Chandler’s Accounting Division has received the certificate 27 consecutive times GFOA also has given Distinguished Budget Presentation Awards to the City’s Management Services Department 22 consecutive times Management Services Management Services City of Chandler 2010-11 Adopted Budget Management Services MANAGEMENT SERVICES DEPARTMENT Assistant City Manager Management Services Administration Budget Purchasing Accounting Central Supply Fleet Services Environmental Management Risk Management Tax and License Utility Services 247 City of Chandler 2010-11 Adopted Budget Management Services The table below depicts the breakdown by division for the fiscal year 2010-11 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 2008-09 Actual Expenditures 923,677 510,913 796,599 327,756 1,312,285 1,555,267 1,540,828 1,743,091 2,188,591 420,322 59,906 1,210,603 TOTAL MGMT SVCS W/O NON-DEPT $ 12,589,838 2009-10 Adopted Budget 2009-10 Estimated Expenditures 2010-11 Adopted Budget Administration Budget Purchasing Central Supply Accounting Tax and License Utility Services Risk Management Risk Management Liabilities Environmental Management Environmental Management Liabilities Fleet Services $ $ 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 $ 17,073,280 $ 977,047 633,002 843,462 378,318 1,412,378 1,808,720 1,575,829 2,141,023 4,978,616 809,249 368,100 1,108,453 $ 17,034,197 $ 842,445 531,829 658,883 303,662 1,300,252 1,700,650 794,472 2,144,423 5,365,265 656,485 473,200 1,129,993 $ 15,901,559 Non-Departmental(1) Non-Departmental Capital(1) $ 17,970,464 - $ 181,804,461 - $ 48,914,953 - $ 108,665,759 31,530,159 $ $ $ $ % of 2010-11 Total 5% 4% 4% 2% 8% 11% 5% 13% 34% 4% 3% 7% 100% Expenditures by Category Personnel & Benefits 8,693,306 8,693,306 Operating & Maintenance 3,896,532 TOTAL MGMT SVCS W/O NON-DEPT $ 12,589,838 Total Personnel Ongoing One-time Staffing by Cost Center Administration Budget Purchasing Central Supply Accounting Tax and License Utility Services Risk Management Environmental Management Fleet Services TOTAL MANAGEMENT SERVICES 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 9,246,262 8,279,606 966,656 7,827,018 $ 17,073,280 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 (1) 9,090,721 7,502,030 1,588,691 7,943,476 $ 17,034,197 2009-10 Revised 5.30 5.35 7.50 4.50 16.35 20.50 19.50 5.00 3.50 14.00 101.50 7,379,942 7,247,033 132,909 8,521,617 $ 15,901,559 46% 1% 54% 100% 2010-11 2010-11 Adopted Anticipated 5.30 5.30 5.35 5.35 7.50 7.50 4.50 4.50 15.35 15.35 19.50 19.50 9.50 9.50 5.00 4.00 3.50 3.50 13.00 13.00 88.50 87.50 Non-Departmental and Non-Departmental Capital includes contingencies and reserves of $157,818,380 in 2009-10 and $121,579,459 in 2010-11. 248 City of Chandler 2010-11 Adopted Budget Management Services 2009-10 Management Services Accomplishments  Awarded 27th consecutive Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers’ Association.  Awarded 22nd consecutive Distinguished Budget Presentation Award from the Government Finance Officers’ Association.  Awarded 5th consecutive Excellence in Procurement award from the National Purchasing Institute.  Received 4th consecutive Achievement in Excellence Award from the National Institute of Government Purchasing for having a fully certified purchasing staff.  Implemented paperless payroll with self-service payslips for employee on-line retrieval. This process resulted in operational efficiencies including reduction of expenditures for supplies and staff time.  Offered e-Payable payments to vendors resulting in operational efficiencies and reduced costs associated with check payments, reconciliation, and storage.  Continued the Rental Tax Recovery Program that has brought over 570 unlicensed properties into compliance and collected and additional $450,000 in tax revenue during fiscal year 2009-10.  Central Supply obtained revenue in excess of $85,530 from the sale of surplus property and scrap material.  Environmental Management conducted 7 environmental audits of City facilities resulting in corrective measures to enhance compliance with environmental regulations.  Environmental Management responded to 10 hazardous materials incidents and corrective action was taken as required by the nature of the incident.  Environmental Management completed asbestos assessments of 76 City owned facilities to establish baseline presence of asbestos containing materials.  Use of vendor Purchasing Card Only Agreements has doubled the rebate program, resulting in revenue of over $50,000.  Managed 126 workers compensation claims of which 98 were OSHA recordable claims. The City received 147 liability, 60 property, and 69 subrogation claims. Recovered $306,400 from individuals and organizations who damaged City property.  Conducted 49 safety training classes involving 995 employees, completed 48 ergonomic assessments of employee workstations, and conducted 50 safety inspections of City work sites.  Utility Services completed Phase II of a three-year meter replacement program increasing the number of water meters that can be read by radio signal to over 60% of the total meters in the City.  Installed outbound reminder calls for past due accounts prior to disconnecting service, reducing the number of disconnect/reconnect instances.  Implemented an E-Billing option for our utility customers. 249 City of Chandler 2010-11 Adopted Budget Management Services FUNCTION: DEPARTMENT: General Government Management Services 1180 Administration COST CENTER: DIVISION: 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. 2010-11 Performance Measurements Goal: Ensure long-term financial stability for the City. Objectives: ♦ Oversee financial management to secure or improve bond credit ratings. ♦ Facilitate long-term financial planning. ♦ Manage outside investment management services. ♦ Seek optimum and innovative financing structures to reduce debt service costs. ♦ Determine whether resources are properly safeguarded and used efficiently, effectively, and economically. 2009-10 2007-08 2008-09 2009-10 Year End 2010-11 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 Percentage of Rate and System Development Fee studies completed on schedule Percentage of Audit Committee approved assignments completed (1)(2) (1) (2) (3) 100% 100% 100% 100% 100% 66% 20%(3) 80% N/A N/A Experience indicates that management priorities may shift resulting in unplanned audits being scheduled. Internal Audit position and duties eliminated in FY2009-10. 3 scheduled audits substituted with 3 higher priority audits. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 250 City of Chandler 2010-11 Adopted Budget 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 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected Number of grants received(1) 61 63 50 60 N/A Number of grant applications submitted(1) 72 72 60 65 N/A (1) With elimination of grant analyst position, grant development activities excluding budgeting and accounting, are transferred back to the departments effective FY2010-11. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 251 City of Chandler 2010-11 Adopted Budget Management Services    ADMINISTRATION – 1180    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Contingencies/Reserves Capital Replacement Total Cost Center-1180 General Fund 2009-10 Adopted Budget 2008-09 Actual $ $ 909,091 909,091 5,971 280 3,406 2,866 2,063 923,677 $ 893,304 644,846 248,458 155,850 9,133 800 4,950 3,755 $ 1,067,792 $ 1,067,792 2009-10 Adjusted Budget $ 902,598 654,140 248,458 172,170 7,070 800 4,950 3,755 15,369 2,063 $ 1,108,775 2010-11 Adopted Budget 2009-10 Estimated $ $ 797,320 526,253 271,067 164,870 4,474 200 5,370 2,750 2,063 977,047 $ $ $ 667,867 667,867 155,850 6,060 800 5,730 4,075 2,063 842,445 842,445 % Change Adopted To Adopted -25.24% 3.57% -100.00% 0.00% -33.65% 0.00% 15.76% 8.52% N/A N/A -21.10% Authorized Positions Position Title 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 2007-08 Revised 0 1 0.5 1 0 1 1 1 1 1 1 1 1 10.5 2008-09 Revised 1 0 0 0 1 1 1 0 1 0 1 0 1 7 2009-10 Adopted 1 0 0 0 1 1 1 0 1 0 1 0 1 7 2009-10 Revised 1 0 0 0 1 0 1 0 1 0.3 0 0 1 5.3 2010-11 Adopted 1 0 0 0 1 0 1 0 1 0.3 0 0 1 5.3 2010-11 Anticipated 1 0 0 0 1 0 1 0 1 0.3 0 0 1 5.3 Significant Budget and Staffing Changes During fiscal year 2009-10, one Grant Administrator and one Sr. Internal Auditor positions were eliminated as part of the budget reduction process. 30% of the funding of one Sr. Financial Analyst position was allocated from cost center 1195, Budget. For fiscal year 2010-11, the Communications/Transportation budget is increased by $600 as a result of the elimination of car allowances and corresponding conversion to the mileage reimbursement program. 252 City of Chandler 2010-11 Adopted Budget Management Services FUNCTION: DEPARTMENT: General Government Management Services 1195 Budget COST CENTER: DIVISION: 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. This division also provides assistance for all grant activities throughout the City. 2010-11 Performance Measurements Goal: Work with departments to provide reliable and accurate information in the preparation and monitoring of the Annual Budget and Capital Improvement Program (CIP). Objectives: ♦ Provide training on Budget/CIP software to staff involved with the budget process. ♦ Provide accessible information to citizens regarding the City’s economic condition. ♦ Provide citywide budget support services to all departments. ♦ Work with departments to continuously enhance and improve budget process. ♦ Respond timely to customer inquiries from City staff or the general public. Measures Information on the City’s budget available through City Scope Newsletter and Internet Training seminars offered on budget process Liaison Satisfaction Rating on Budget Process Satisfactory/Excellent(2) Assisting customers in answering budget questions(3) 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected Yes Yes Yes Yes 10 10 (1) 14 14 N/A N/A N/A N/A 90% 100% N/A N/A N/A N/A 2007-08 Actual Yes 2008-09 Actual (1) 14 Budget process and system training sessions segmented for more timely dissemination of information to users. Also includes 3 general government budgeting classes. New measure effective FY2010-11. (3) Measure no longer being used effective FY2008-09, but remains as an Objective. (2) * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 253 City of Chandler 2010-11 Adopted Budget Management Services    BUDGET – 1195    Goal: Monitor operating and capital budgets to comply with financial policies and adopted appropriations. Objectives: ♦ 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. ♦ Meet all state and city charter deadlines for adoption of Annual Budget and CIP. ♦ Continue qualifying for GFOA Distinguished Budget Presentation Award. (1) ♦ Provide executive leadership with regular updates of City revenues and expenditures. Measures Number of budget journal entries(2) Compliance with State Budget Laws Adopt ten-year Capital Improvement Program and Budget prior to June 15(3) Consecutive years for Distinguished Budget Presentation Award Provide Monthly/Quarterly Analysis within the following month(1) (1) (2) (3) 2007-08 Actual 195 100% 2008-09 Actual 257 100% 2009-10 Projected 200 100% 2009-10 Year End Estimate * 200 100% 2010-11 Projected N/A 100% 6/14/07 6/12/08 5/28/09 5/28/09 6/10/10 20 21 22 22 23 N/A N/A N/A N/A 16 New objective/measure being used effective FY2010-11. Measure no longer being used effective FY2010-11. Increased Capital Improvement Program from five to ten years beginning FY2009-10. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 254 City of Chandler 2010-11 Adopted Budget Management Services    BUDGET – 1195    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Contingencies/Reserves Capital Replacement Total Cost Center-1195 General Fund 2009-10 Adopted Budget 2008-09 Actual $ $ 498,404 498,404 10,022 152 550 1,785 510,913 $ $ $ 622,216 605,342 16,874 6,625 300 1,550 2,074 632,765 632,765 2009-10 Adjusted Budget $ $ 602,078 585,204 16,874 9,218 300 1,550 2,074 2,805 300 618,325 2010-11 Adopted Budget 2009-10 Estimated $ $ 621,478 604,604 16,874 7,600 300 804 2,520 300 633,002 $ $ $ 521,580 521,580 6,800 200 500 1,900 849 531,829 531,829 % Change Adopted To Adopted -16.17% -13.84% -100.00% 2.64% -33.33% -67.74% -8.39% N/A N/A -15.95% Authorized Positions Position Title Assistant Budget Manager Budget Aide Budget Management Assistant Budget Manager Financial Analyst Senior Budget and Research Analyst Senior Financial Analyst TOTAL 2007-08 Revised 1 1 0 1 0 2 0 5 2008-09 Revised 1 0 1 1 1 2 1 7 2009-10 Adopted 0 0 1 1 1 2 1 6 2009-10 Revised 0 0 1 1 1 2 0.35 5.35 2010-11 Adopted 0 0 1 1 1 2 0.35 5.35 2010-11 Anticipated 0 0 1 1 1 2 0.35 5.35 Significant Budget and Staffing Changes During fiscal year 2009-10, 35% of the funding of one Senior Financial Analyst position was reallocated to cost center 1230, Accounting, and 30% to cost center 1180, Administration. 255 City of Chandler 2010-11 Adopted Budget Management Services FUNCTION: DEPARTMENT: General Government Management Services 1220 Purchasing COST CENTER: DIVISION: 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 2010-11 Performance Measurements Goal: Obtain low cost, quality goods and services for the City, make certain that purchases are done in a timely fashion, and ensure 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. (1) ♦ Obtain $50,000 in Purchasing Card rebates through employee cards and e-payables. Measures Customer Survey Results of 95% Satisfied/Excellent 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 95% 99% 95% 95% 95% 6,167 5,033 6,000 4,700 4,500 Vendor Survey Results of 90% Excellent/Good 95.0 94% 90% 90% 90% Obtain NIGP “Excellence in Achievement” award(2) N/A Yes Yes Yes Yes Obtain UPPCC “100% Certification: achievement(2) N/A Yes Yes Yes Yes Purchasing Card Transactions(1) N/A N/A N/A N/A 18,500 Purchasing Card Rebate(1) N/A N/A N/A N/A $50,000 Routine Purchase Orders Processed (1) (2) New Objective/Measures beginning in FY2010-11. New Measure beginning in FY2009-10. *2009-10 Year End Estimate reflects “six months actual” and “six months estimated”. th Note: All measurements are through June 30 , the last day of the fiscal year. 256 City of Chandler 2010-11 Adopted Budget Management Services    PURCHASING - 1220    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Capital Replacement Total Cost Center-1220 General Fund 2009-10 Adopted Budget 2008-09 Actual $ $ 778,971 778,971 5,323 338 2,937 6,445 2,585 796,599 $ $ $ 826,853 743,818 83,035 5,900 600 1,450 4,637 2,585 842,025 842,025 2009-10 Adjusted Budget $ $ 789,536 706,501 83,035 6,100 800 2,650 5,424 2,585 807,095 2010-11 Adopted Budget 2009-10 Estimated $ $ 826,853 699,133 127,720 5,100 800 2,650 5,424 2,635 843,462 $ $ $ 643,761 643,761 5,100 700 2,190 4,547 2,585 658,883 658,883 % Change Adopted To Adopted -22.14% -13.45% -100.00% -13.56% 16.67% 51.03% -1.94% 0.00% -21.75% Authorized Positions Position Title Procurement Officer Purchasing & Material Manager Purchasing & Material Supervisor Purchasing Assistant Purchasing Clerk Purchasing Specialist TOTAL 2007-08 Revised 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 2009-10 Revised 4 0.5 1 0 1 1 7.5 2010-11 Adopted 4 0.5 1 0 1 1 7.5 2010-11 Anticipated 4 0.5 1 0 1 1 7.5 Significant Budget and Staffing Changes During fiscal year 2009-10, one Purchasing Specialist position was eliminated, and 50% of the funding of one Purchasing and Materials Manager position was allocated to cost center 1225, Central Supply as part of the budget reduction process. 257 City of Chandler 2010-11 Adopted Budget Management Services FUNCTION: DEPARTMENT: General Government Management Services 1225 Central Supply COST CENTER: DIVISION: 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. 2010-11 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; provide material pick-up and delivery service for City departments; and 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. Measures Total dollar amount of inventory 2007-08 Actual 2008-09 Actual $892,443 $995,000 Inventory accuracy rate Number of line items of inventory material issued Inventory turnover ratio 2009-10 Year End Estimate * 2010-11 Projected $980,000 $1,100,000 $1,100,000 2009-10 Projected 99% 99% 99% 99% 99% 20,268 21,212 23,000 20,500 20,500 3.94 2.69 3.5 3.0 3.0 Number of days per week material is delivered 2 days 2 days 2 days 2 days 2 days Number of packages delivered 10,463 8,152 9,750 7,500 7,500 99% 99% 95% 96% 95% Customer Survey results of 90% satisfied/excellent 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. ♦ Pick-up departmental surplus property within four working days.(1) 2009-10 2007-08 2008-09 2009-10 Year End Measures Actual Actual Projected Estimate * Revenue collected $28,672 $69,060 $25,000 $35,600 $35,000 70% 54% 80% 85% 80% Surplus property picked-up within four working days(1) (1) 2010-11 Projected Prior to 2008-09 the measurement was two working days. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 258 City of Chandler 2010-11 Adopted Budget 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. ♦ Pick-up records within four working days.(1) Measures 2007-08 Actual Boxes of records destroyed Records picked-up within four working days(1) (1) 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 169 300 300 305 300 53% 85% 80% 85% 80% Prior to 2008-09 the measurement was two working days. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 259 City of Chandler 2010-11 Adopted Budget Management Services    CENTRAL SUPPLY – 1225    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Total Cost Center-1225 General Fund 2009-10 Adopted Budget 2008-09 Actual $ $ 316,451 316,451 8,007 844 1,701 753 327,756 $ $ $ 324,702 230,992 93,710 6,335 1,300 2,100 1,200 335,637 335,637 2009-10 Adjusted Budget $ $ 362,019 268,309 93,710 8,828 1,460 2,100 1,200 375,607 2010-11 Adopted Budget 2009-10 Estimated $ $ 366,717 167,202 199,515 6,946 1,310 2,100 1,245 378,318 $ $ $ 292,967 292,967 6,335 1,300 1,860 1,200 303,662 303,662 % Change Adopted To Adopted -9.77% 26.83% -100.00% 0.00% 0.00% -11.43% 0.00% -9.53% Authorized Positions Position Title Admin Support II Lead Supply Specialist Purchasing & Material Manager Supply Supervisor Supply Systems Specialist Supply Worker TOTAL 2007-08 Revised 1 0 0 1 1 2 5 2008-09 Revised 1 0 0 1 1 2 5 2009-10 Adopted 1 0 0 1 1 2 5 2009-10 Revised 1 1 0.5 0 0 2 4.5 2010-11 Adopted 1 1 0.5 0 0 2 4.5 2010-11 Anticipated 1 1 0.5 0 0 2 4.5 Significant Budget and Staffing Changes During fiscal year 2009-10, one Supply Supervisor position was eliminated, one Supply System Specialist position was reclassified to Lead Supply Specialist and 50% of the funding of one Purchasing and Materials Manager position was allocated from cost center 1220, Purchasing as part of the budget reduction process. 260 City of Chandler 2010-11 Adopted Budget Management Services FUNCTION: DEPARTMENT: General Government Management Services 1230 Accounting COST CENTER: DIVISION: 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, grant accounting, and compliance with accounting policies and procedures city wide. 2010-11 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 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected Accounts payable payments processed 22,631 23,223 23,500 21,800 20,700 Payroll payments processed 51,778 53,673 52,000 48,700 47,000 99% 99% 99% 99% 99% 7 7 7 7 7 Accounts payable accuracy Average days to process 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 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 26 27(1) 28 28 29 Audit completion date 10/30/08 12/15/09 10/28/10 10/29/10 10/31/11 Financial report completion date 12/22/08 01/12/10 11/30/09 11/30/10 11/30/11 (1) 2008-09 figure is an estimate. Award not yet received. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated”. th Note: All measurements are through June 30 , the last day of the fiscal year. 261 City of Chandler 2010-11 Adopted Budget Management Services    ACCOUNTING – 1230    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 mandates 2007-08 Actual In Compliance 2008-09 Actual In Compliance * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated”. th Note: All measurements are through June 30 , the last day of the fiscal year. 262 2009-10 Projected In Compliance 2009-10 Year End Estimate * In Compliance 2010-11 Projected In Compliance City of Chandler 2010-11 Adopted Budget Management Services    ACCOUNTING – 1230    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Capital Replacement Total Cost Center-1230 General Fund Special Assessment Fund Medical Self Insurance Fund General Fund 2008-09 Actual $ 1,217,490 1,217,490 70,608 14,878 1,208 3,087 2,605 2,409 $ 1,312,285 2009-10 Adopted Budget 2009-10 Adjusted Budget 2009-10 Estimated $ 1,327,892 1,234,438 93,454 105,357 12,500 1,976 5,170 5,380 1,959 $ 1,460,234 $ 1,321,661 138,573 $ 1,460,234 $ 1,338,736 1,245,282 93,454 105,357 26,409 2,149 7,670 14,380 2,209 $ 1,496,910 $ 1,269,260 1,078,211 191,049 105,040 20,909 1,450 5,500 8,260 1,959 $ 1,412,378 2010-11 Adopted Budget $ 1,168,160 1,168,160 105,623 13,250 1,250 3,650 6,360 1,959 $ 1,300,252 $ 1,167,706 96,372 36,174 $ 1,300,252 % Change Adopted To Adopted -12.03% -5.37% -100.00% 0.25% 6.00% -36.74% -29.40% 18.22% 0.00% -10.96% Authorized Positions Position Title Accountant Accounting Manager Accounting Specialist Accounting Supervisor Executive Assistant Payroll Specialist Senior Accountant Senior Accounting Specialist Senior Financial Analyst Senior Financial Reporting Analyst TOTAL 2007-08 Revised 3 1 5 1 1 2 0 4 0 0 17 2008-09 Revised 3 1 5 1 1 2 0 4 0 0 17 2009-10 Adopted 3 1 5 1 1 2 0 4 0 0 17 2009-10 Revised 0 1 5 0 1 2 3 3 0.35 1 16.35 2010-11 Adopted 0 1 5 0 1 2 3 2 0.35 1 15.35 2010-11 Anticipated 0 1 5 0 1 2 3 2 0.35 1 15.35 Significant Budget and Staffing Changes During fiscal year 2009-10, one Sr. Accounting Specialist position was eliminated as part of the budget reduction process, one Accounting Supervisor position was reclassified to a Sr. Financial Reporting Analyst, three Accountant positions are reclassified to Sr. Accountant, and 35% of the funding of one Sr. Financial Analyst position was allocated from cost center 1195, Budget. Fiscal year 2010-11 reflects the elimination of one vacant Sr. Accounting Specialist position and the 40% funding shift of one Sr. Accountant from the Special Assessment Fund to the new Medical Self Insurance Fund. 263 City of Chandler 2010-11 Adopted Budget Management Services FUNCTION: DEPARTMENT: General Government Management Services 1240 Tax and License COST CENTER: DIVISION: 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. 2010-11 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. Measures Process 100% of tax returns, license applications, and payments, on time Process regulatory license applications timely per code requirements(1) Implement at least five business process or technology improvements(1) Increase the number of taxpayers using e~Tax to file electronically by at least 5%(1) Conduct at least 24 taxpayer education events Verify taxpayer compliance through review of at least 1% of total tax accounts(2) Limit tax delinquency rate to <20% of total accounts (1) (2) 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 95% 88% 100% 95% 95% N/A 97% 100% 98% 100% N/A 9 5 8 5 N/A 37.6% 5% 18.7% 5% 60 20 24 20 24 0.42% 0.64% 0.75% 0.78% 0.80% 24.6% 24.5% 22% 22% 20% 2007-08 Actual New measure effective July 1, 2008. Measure statement percentage was 0.5% for 2007-08. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated”. th Note: All measurements are through June 30 , the last day of the fiscal year. 264 City of Chandler 2010-11 Adopted Budget Management Services    TAX AND LICENSE – 1240    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Contingencies/Reserves Capital Replacement Total Cost Center-1240 General Fund 2008-09 Actual $ 1,507,861 1,507,861 4,330 29,373 1,819 5,346 6,538 $ 1,555,267 2009-10 Adopted Budget 2009-10 Adjusted Budget 2009-10 Estimated $ 1,661,219 1,499,537 161,682 19,325 27,912 2,200 5,600 6,450 $ 1,722,706 $ 1,722,706 $ 1,770,179 1,499,537 270,642 17,982 37,442 2,450 11,157 10,850 8,468 1,343 $ 1,859,871 $ 1,719,541 1,413,352 306,189 17,982 37,822 5,650 13,557 12,825 1,343 $ 1,808,720 2010-11 Adopted Budget $ 1,517,153 1,517,153 14,397 31,170 117,000 10,330 10,600 $ 1,700,650 $ 1,700,650 % Change Adopted To Adopted -8.67% 1.17% -100.00% -25.50% 11.67% 5218.18% 84.46% 64.34% N/A N/A -1.28% Authorized Positions Position Title Administrative Specialist Customer Service Supervisor Lead Tax Auditor License Inspector 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 Audit Supervisor TOTAL 2007-08 Revised 1 1 0 0 2 0 6 1 1 6 1 1 1 21 2008-09 Revised 1 1 1 1 2 1 5 0.5 1 6 1 0 1 21.5 2009-10 Adopted 1 1 1 1 2 1 5 0.5 1 6 1 0 1 21.5 2009-10 Revised 1 1 1 1 2 1 4 0.5 1 6 1 0 1 20.5 2010-11 Adopted 0 2 1 1 2 1 4 0.5 1 7 0 0 0 19.5 2010-11 Anticipated 0 2 1 1 2 1 4 0.5 1 7 0 0 0 19.5 Significant Budget and Staffing Changes During fiscal year 2009-10, one Senior Tax Auditor position was eliminated as part of the budget reduction. Fiscal year 2010-11 reflects the elimination of one vacant Tax Audit Supervisor position through the budget reduction process. One Administrative Specialist is reclassified to a Tax & License Representative, and one Tax & License Specialist is reclassified to a Customer Services Supervisor as part of a planned increase in revenue collection activities. 265 City of Chandler 2010-11 Adopted Budget Management Services FUNCTION: DEPARTMENT: General Government Management Services 1245 Utility Services COST CENTER: DIVISION: T he 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. 2010-11 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. ♦ 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) 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 100% 99.8% 100% 99.9% 100% 99.9% 100% 99.9% 100% N/A(1) 99% 98% 99.2% 99% 99.6% 100% 100% 100% 100% 100% 99.5% 0.5% 99.8% 0.07% 100% 0.07% 100% 0.09%(2) 100% 0.08% 2007-08 Actual Meter reading functions transferred to Municipal Utilities beginning FY 2010-11. Presently seeing increase in uncollectible accounts. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 266 City of Chandler 2010-11 Adopted Budget Management Services    UTILITY SERVICES – 1245    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Contingencies/Reserves Total Cost Center-1245 General Fund 2008-09 Actual $ 1,343,967 1,343,967 96,914 34,854 1,257 500 63,336 $ 1,540,828 2009-10 Adopted Budget 2009-10 Adjusted Budget 2009-10 Estimated $ 1,373,110 1,289,044 84,066 1,000 90,105 27,758 2,745 65,000 2,419 $ 1,562,137 $ 1,562,137 $ 1,373,110 1,289,044 84,066 1,000 91,367 42,607 2,745 65,000 2,419 $ 1,578,248 $ 1,373,110 1,220,970 152,140 1,000 94,567 49,407 2,745 55,000 $ 1,575,829 2010-11 Adopted Budget $ $ $ 668,798 668,798 1,000 58,114 13,500 1,850 50,000 1,210 794,472 794,472 % Change Adopted To Adopted -51.29% -48.12% -100.00% 0.00% -35.50% -51.37% -32.60% N/A -23.08% -49.98% -49.14% Note: The General Fund is reimbursed for the total cost of this service through an indirect cost allocation transfer from the Water Operating Fund. Authorized Positions Position Title Administrative Specialist Customer Services Supervisor Customer Services Representative Senior Utility Billing 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 2007-08 Revised 1 1 5 0 1 0 2 0 8 1 1 20 2008-09 Revised 1 1 0 0 1 0.5 2 5 8 1 1 20.5 2009-10 Adopted 1 1 0 0 1 0.5 2 5 8 1 1 20.5 2009-10 Revised 1 1 0 2 0 0.5 0 5 8 1 1 19.5 2010-11 Adopted 1 1 0 1 0 0.5 0 5 0 0 1 9.5 2010-11 Anticipated 1 1 0 1 0 0.5 0 5 0 0 1 9.5 Significant Budget and Staffing Changes During fiscal year 2009-10, one Senior Utility Meter Technician position was eliminated as part of the budget reduction process and two Tax and Utilities Representative positions were renamed Senior Utility Billing Representative. Fiscal year 2010-11 reflects the transfer of one Utility Meter Technician Supervisor position, one Senior Utility Billing Representative position, and eight Utility Meter Technician positions to Municipal Utilities Department, cost center 3880, Meter Services as well as the associated operations and maintenance funding. 267 City of Chandler 2010-11 Adopted Budget Management Services FUNCTION: DEPARTMENT: General Government Management Services COST CENTER: DIVISION: 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. 2010-11 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 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected Claims filed 358 328 361 330 320 24-hour response time for 95% of filings 358 328 361 330 320 Claims filed <$5,000 342 303 318 310 300 1% 1% 1% 1% 1% 111 125 96 60 80 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 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 161 174 170 180 190 $74,175 $82,096 $90,000 $99,426 $110,000 * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated”. th Note: All measurements are through June 30 , the last day of the fiscal year. 268 City of Chandler 2010-11 Adopted Budget 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 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 506 601 500 7,000 750 4,048 4,808 4,000 5,600 6,000 * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated”. th Note: All measurements are through June 30 , the last day of the fiscal year. 269 City of Chandler 2010-11 Adopted Budget Management Services    RISK MANAGEMENT – 1260    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Machinery/Equipment Office Furniture/Equipment Total Cost Center-1260 Workers Comp Self Insurance Insured Liability Self Ins Grand Total 2009-10 Adopted Budget 2008-09 Actual $ 651,140 651,140 89,282 6,078 1,806 1,638 940,490 43,609 2,498 6,550 $ 1,743,091 $ 679,415 509,611 169,804 135,750 15,183 1,250 7,472 1,406,624 51,000 6,021 $ 2,302,715 $ 689,746 1,612,969 $ 2,302,715 2009-10 Adjusted Budget $ 686,415 516,611 169,804 146,219 15,183 1,250 7,730 1,457,744 56,667 6,021 23 $ 2,377,252 2010-11 Adopted Budget 2009-10 Estimated $ 612,963 493,724 119,239 133,626 7,745 1,550 4,650 1,318,923 56,666 4,900 $ 2,141,023 $ 496,123 363,214 132,909 158,626 8,311 1,550 4,650 1,444,872 25,391 4,900 $ 2,144,423 $ 598,159 1,546,264 $ 2,144,423 % Change Adopted To Adopted -26.98% -28.73% -21.73% 16.85% -45.26% 24.00% -37.77% 2.72% -50.21% -18.62% N/A N/A -6.87% Authorized Positions Position Title Occupational Health Nurse Risk Management Svcs. Specialist Risk Manager Safety Administrator Safety Analyst Senior Risk Claims Examiner TOTAL 2007-08 Revised 1 2 1 1 1 1 7 2008-09 Revised 1 2 1 1 1 1 7 2009-10 Adopted 1 2 1 1 1 1 7 2009-10 Revised 1 1 1 0 1 1 5 2010-11 Adopted 1 1 1 0 1 1 5 2010-11 Anticipated 1 1 0 0 1 1 4 Significant Budget and Staffing Changes During fiscal year 2009-10, one Safety Administrator position and one Risk Management Services Specialist position were eliminated as part of the budget reduction process. Authorized Positions 2010-11 Anticipated reflects a reduction of one Risk Manager position planned for elimination due to budget reductions. Personnel Services reflects one-time funding for this position. The Department Director will serve as Risk Manager. 270 City of Chandler 2010-11 Adopted Budget Management Services FUNCTION: DEPARTMENT: General Government Management Services COST CENTER: DIVISION: 1261 Risk Management Liabilities Budget Summary Description Professional/Contract Operating Supplies Repairs/Maintenance Insurance/Taxes Street Improvements Total Cost Center-1261 Workers Comp Self Insurance Insured Liability Self Ins Grand Total 2008-09 Actual $ 478,120 330,098 307,849 1,043,803 28,721 $ 2,188,591 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 2009-10 Adjusted Budget $ 639,000 330,865 270,627 4,230,625 51,249 $ 5,522,366 2009-10 Estimated $ 629,000 323,185 267,650 3,612,255 146,526 $ 4,978,616 2010-11 Adopted Budget $ 639,000 330,865 267,000 4,118,400 10,000 $ 5,365,265 $ 1,200,000 4,165,265 $ 5,365,265 % Change Adopted To Adopted 0.00% 0.00% 0.00% 17.05% 0.00% 12.59% Significant Budget Changes The nature of self-insurance is unpredictable in that it requires estimating for unusual expenses that may vary significantly from year to year. Fiscal year 2010-11 reflects an increase of $600,000 to Insurance/Taxes for workers compensation claims. 271 City of Chandler 2010-11 Adopted Budget Management Services FUNCTION: DEPARTMENT: General Government Management Services 1265 Environmental Management COST CENTER: DIVISION: 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. 2010-11 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 2007-08 Actual 5 2008-09 Actual 9 2009-10 Projected 10 2009-10 Year End Estimate * 10 2010-11 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 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected Percent of investigations reviewed within five working days of receipt 95% 96% 90% 90% 90% Total number of Environmental Investigations reviewed 131 112 150 85 75 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) 2007-08 Actual 13,000 2008-09 Actual 16,300 * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated”. th Note: All measurements are through June 30 , the last day of the fiscal year. 272 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 13,000 10,000 8,000 City of Chandler 2010-11 Adopted Budget Management Services    ENVIRONMENTAL MANAGEMENT – 1265    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Rents/Utilities Other Charges/Services Machinery/Equipment Total Cost Center-1265 Uninsured Liability Fund 2009-10 Adopted Budget 2008-09 Actual $ $ 359,204 359,204 12,109 3,108 41,822 3,410 669 420,322 $ $ $ 370,788 369,641 1,147 205,000 22,666 400 3,300 48,000 2,000 652,154 652,154 2009-10 Adjusted Budget $ $ 562,788 561,641 1,147 242,400 37,597 400 4,581 48,379 7,000 903,145 2010-11 Adopted Budget 2009-10 Estimated $ $ 468,926 278,454 190,472 254,000 26,990 400 6,054 48,379 4,500 809,249 $ $ $ 364,119 364,119 238,921 20,225 2,250 3,760 24,360 2,850 656,485 656,485 % Change Adopted To Adopted -1.80% -1.49% -100.00% 16.55% -10.77% 462.50% 13.94% -49.25% 42.50% N/A 0.66% Authorized Positions Position Title Administrative Specialist Environmental Program Coord. Environmental Program Manager Environmental Program Specialist TOTAL 2007-08 Revised 1 1 1 1 4 2008-09 Revised 0.5 1 1 1 3.5 2009-10 Adopted 0.5 1 1 1 3.5 2009-10 Revised 0.5 1 1 1 3.5 2010-11 Adopted 0.5 1 1 1 3.5 2010-11 Anticipated 0.5 1 1 1 3.5 Significant Budget and Staffing Changes In fiscal year 2010-11 Professional/Contract Services reflects addition of $216,000 in one-time funding for Asbestos Assessments – Phase II. 273 City of Chandler 2010-11 Adopted Budget Management Services FUNCTION: DEPARTMENT: General Government Management Services COST CENTER: DIVISION: 1266 Environmental Management Liabilities Budget Summary Description Professional/Contract Operating Supplies Other Charges/Services Total Cost Center-1266 Uninsured Liability Fund 2008-09 Actual $ 58,894 912 100 $ 59,906 2009-10 Adopted Budget $ 377,600 95,600 $ 473,200 $ 473,200 2009-10 Adjusted Budget $ 408,658 95,600 $ 504,258 2009-10 Estimated $ 298,000 70,100 $ 368,100 2010-11 Adopted Budget $ 377,600 95,600 $ 473,200 $ 473,200 % Change Adopted To Adopted 0.00% 0.00% N/A 0.00% Significant Budget Changes Cost center funding reflects unforeseen environmental clean-up services that may occur on City Property and by nature is difficult to predict. 274 City of Chandler 2010-11 Adopted Budget Management Services FUNCTION: DEPARTMENT: General Government Management Services 1270 Fleet Services COST CENTER: DIVISION: F leet 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. 2010-11 Performance Measurements Goal: Provide a safe, efficient, and cost-effective fleet of vehicles and equipment to all City departments and maintain a high level of quality and professional maintenance on all City owned equipment. Objective: ♦ The primary objective of the Fleet Services Division is to effectively maintain City vehicles in the most cost effective way possible, with the focus on deferring vehicle replacement and the expenditure of capital monies. ♦ 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. 2009-10 2007-08 2008-09 2009-10 Year End 2010-11 Measures Actual Actual Projected Estimate * Projected Accidents attributed to equipment failure Replace city owned vehicles at set criteria Preventive maintenance compliance rate (1) (2) (2) 0 0 0 0 0 90% (1) (1) (1) (1) 95% N/A 91% N/A 98% N/A 91% N/A 100% Current moratorium on purchase of vehicles except essential replacement. Preventive maintenance schedule has been revised as of December 2009 from 3,000 miles to 4,000 and only applies to licensed vehicles. Goal: Maintain compliance with federal and state mandates with regards to safety and environment. Objectives: ♦ Contain costs and reduce fleet related expenses. ♦ 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. 2009-10 2007-08 2008-09 2009-10 Year End 2010-11 Measures Actual Actual Projected Estimate * Projected Service Rating Results: Excellent 45% 53% 50% 50% 55% Above average Average 51% 3% 46% 1% 48% 1% 48% 1% 43% 1% 1% 0% 1% 1% 1% 5,825 6,186 6,200 5,534 6,100 425 481 420 425 445 Poor Work orders Factory warranty * 2009-10 year End Estimate reflects “six months actual” and “six months estimated”. th Note: All measurements are through June 30 , the last day of the fiscal year. 275 City of Chandler 2010-11 Adopted Budget Management Services    FLEET SERVICES - 1270    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Machinery/Equipment Total Cost Center-1270 General Fund Fleet Replacement Grand Total 2008-09 Actual $ 1,110,727 1,110,727 347 63,696 4,449 1,384 30,000 $ 1,210,603 2009-10 Adopted Budget 2009-10 Adjusted Budget 2009-10 Estimated $ 1,166,763 1,152,337 14,426 600 19,473 4,576 4,963 250 1,025 59,000 $ 1,256,650 $ 1,227,650 29,000 $ 1,256,650 $ 1,166,763 1,152,337 14,426 600 47,082 4,576 4,982 250 1,025 84,000 $ 1,309,278 $ 1,034,553 1,020,127 14,426 600 40,336 3,676 4,470 210 24,608 $ 1,108,453 2010-11 Adopted Budget $ 1,039,414 1,039,414 600 19,165 4,576 4,963 250 1,025 60,000 $ 1,129,993 $ 1,099,993 30,000 $ 1,129,993 % Change Adopted To Adopted -10.91% -9.80% -100.00% 0.00% -1.58% 0.00% 0.00% 0.00% 0.00% 1.69% -10.08% Authorized Positions Position Title Administrative Specialist Fleet Inventory Specialist Fleet Services Manager Fleet Services Supervisor Fleet Technician Maintenance Worker Service Equipment Worker TOTAL 2007-08 Revised 1 1 1 1 9 0 1 14 2008-09 Revised 1 1 1 1 9 0 1 14 2009-10 Adopted 1 1 1 1 9 0 1 14 2009-10 Revised 1 1 1 1 9 0 1 14 2010-11 Adopted 1 1 1 1 7 1 1 13 2010-11 Anticipated 1 1 1 1 7 1 1 13 Significant Budget and Staffing Changes Fiscal year 2010-11 reflects the reclassification of one vacant Fleet Technician position to a Maintenance Worker and reflects the deletion of one vacant Fleet Technician position as a part of budget reductions. 276 City of Chandler 2010-11 Adopted Budget Management Services FUNCTION: DEPARTMENT: General Government Management Services 1290 Non Departmental COST CENTER: DIVISION: Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Insurance/Taxes Rents/Utilities Other Charges/Services Contingency/Reserve Land/Improvements Building/Improvements Machinery/Equipment Street Improvements Capital Replacement Total Cost Center-1290 2009-10 Adopted Budget 2008-09 Actual $ 58,153 58,153 2,984,144 1,953 1,703,187 1,084,361 790,562 1,217,365 9,924,581 206,158 $ 17,970,464 $ 2009-10 Adjusted Budget 6,865,233 351,130 6,514,103 1,557,240 1,110,800 1,840,000 1,209,400 7,723,478 157,818,380 900,000 2,596,930 183,000 $ 181,804,461 $ 5,936,233 351,130 5,585,103 2,560,655 1,110,800 1,840,000 1,262,047 10,866,902 125,508,272 3,715,290 55,941,353 10,707 209,596 161,351 $ 209,123,206 $ % Change Adopted To Adopted 2010-11 Adopted Budget 2009-10 Estimated 187,000 187,000 905,618 1,723,000 1,157,000 9,207,597 2,432,461 33,160,918 141,359 $ 48,914,953 $ 3,560,997 351,130 3,209,867 938,200 1,110,800 10,285,000 206,145 1,130,317 91,251,300 183,000 $ 108,665,759 -48.13% 0.00% -50.72% -39.75% 0.00% 458.97% -82.95% -85.37% -42.18% -100.00% -100.00% N/A N/A 0.00% -40.23% Significant Budget Changes Contingency, reserves, and carryforward for prior year encumbrances are reflected within this cost center. Capital projects formerly housed within this cost center have been transferred to the newly created cost center 1291, Non-Departmental Capital effective July 1, 2010. The 2010-11 budget includes one-time personnel funding separation/retirement incentive program and unemployment. for costs associated with voluntary In 2010-11 the City is moving from a fully funded to self-funded medical benefits. A new Medical Self Insurance Fund has been created with expenses and contingency totaling $17.3 million budgeted. In addition, a new General Obligation (GO) Debt Services fund has been created to pay GO debt service with the secondary property tax levy, previously included within the General Fund, and a contingency totaling $16.6 million is included for that fund. 277 City of Chandler 2010-11 Adopted Budget Management Services    NON DEPARTMENTAL - 1290    2010-11 Adopted Fund Designation 101 102 215 216 217 218 219 224 227 230 233 234 236 310 410 411 412 415 420 422 423 430 433 441 465 475 604 605 606 614 615 616 625 626 635 712 713 714 736 737 738 739 740 741 834 836 General Fund Police Forfeiture 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 General Obligation Debt Service Fund HURF Revenue Bond Fund Street Bond Fund Storm Sewer GO Bond Fund Arterial Street Impact Fund Park Bond Fund Residential Park Impact Fees Fund Municipal Arts Fund Library Bond Fund Art Center Bond Fund Public Facility Bond Fund Police Impact Fund Fire Impact Fund Water Resource System Development Fees Fund Water Operating Fund Reclaimed Water System Development 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 Capital Replacement Fund - Contingency Computer Replacement Fund - Contingency Fleet Replacement Fund - Contingency Workers Compensation Self-Insurance Fund Insured Liability Self-Insurance Fund Uninsured Liability Fund Short Term Disability Self-Insurance Fund Dental Self-Insurance Fund Medical Self-Insurance Fund Parks and Recreation Trust Fund Library Trust Fund $ 35,213,498 67,000 3,963,321 780,400 608,000 106,100 984,000 70,000 63,000 1,000 13,000 100,000 5,100 17,326,958 3,000 1,000,000 81,048 1,000,000 1,000,000 98,843 130,000 7,139 911,825 9,000 172,400 368,952 155,000 8,867,586 300,000 200,000 6,124,217 314,000 2,719,667 62,000 233,800 1,500,000 1,800,468 427,166 505,000 622,899 670,000 475,000 2,113,200 17,482,372 8,800 1,000 Grand Total $ 108,665,759 278 City of Chandler 2010-11 Adopted Budget Management Services FUNCTION: DEPARTMENT: General Government Management Services COST CENTER: DIVISION: 1291 Non Departmental Capital Budget Summary Description Contingency/Reserve Building/Improvements Total Cost Center-1291 General Fund Gen Gov't. Capital Projects Public Bldg. Impact Fund Grand Total 2009-10 Adopted Budget 2008-09 Actual $ $ - $ $ $ $ 2009-10 Adjusted Budget - $ $ - 2009-10 Estimated $ $ - 2010-11 Adopted Budget $ 30,328,159 1,202,000 $ 31,530,159 $ 6,795,788 17,074,150 7,660,221 $ 31,530,159 % Change Adopted To Adopted N/A N/A N/A Significant Budget Changes Effective July 1, 2010 cost center 1291, Non-Departmental Capital is newly created to distinguish between the operating budget and the capital program budget. A new General Government Capital Projects fund has been created to help achieve this goal. Fiscal year 2010-11 includes funding for Economic Development and Capital Projects Carryforward and Reserves. Additional details on capital funding are included in the Adopted Capital Improvement Plan (CIP). 279 City of Chandler 2010-11 Adopted Budget Management Services FUNCTION: Contingencies/Reserves 2009-10 Adopted Description General Fund 12% Contingency General Fund Development 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 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 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 $ 2010-11 Adopted Budget 19,994,293 5,652,587 22,824,751 9,709,526 78,436 3,300,000 3,091,400 8,000,000 9,197,200 2,295,195 1,970,295 3,012,012 11,037,372 222,000 20,280,262 914,130 $ 121,579,459 $ % Change Adopted To Adopted -18.62% -69.20% -56.80% 137.34% -76.23% -38.99% 39.43% -43.69% -20.59% 11.57% -84.57% 12.25% N/A 407.58% 136.17% 586.07% -3.23% -22.96% A Contingency/Reserve is a budgetary amount set aside for emergencies or unforeseen expenditures not otherwise budgeted. The City Charter in 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 fiscal year 1993-94. Under this policy, the City maintains an unrestricted General Fund contingency fund level sufficient to meet any unexpected nonrecurring expenditures. The City’s General Fund contingency reserve goal is 12% 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. This amount does not accumulate, but is recalculated annually based on the anticipated General Fund operating revenues excluding transfers 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. 280 City of Chandler 2010-11 Adopted Budget Management Services FUNCTION: Description Capital Replacement Total General Government Public Safety Public Works Grand Total Capital Replacement 2008-09 Actual $ 903,828 $ 903,828 $ $ $ $ 712 FUND: 2009-10 Adopted Budget 1,787,300 1,787,300 17,300 1,755,000 15,000 1,787,300 2009-10 Adjusted Budget $ 1,991,370 $ 1,991,370 2009-10 Estimated $ 211,347 $ 211,347 $ $ $ $ 2010-11 Adopted Budget 2,223,000 2,223,000 2,208,000 15,000 2,223,000 % Change Adopted To Adopted 24.38% 24.38% Significant Budget Changes 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. Since there is a moratorium on the purchase of vehicles, only essential replacements will be made in 2010-11. The City is currently completing an extensive review of the fleet replacement program, to maximize the accuracy and efficiency of the system and to generate ongoing savings. 281 City of Chandler 2010-11 Adopted Budget Management Services FUNCTION: Computer Replacement Description Professional/Contract Repair/Maintenance Computer Replacement Total Computer Replacement Fund 2008-09 Actual $ 10,485 32,103 1,542,289 $ 1,584,877 2009-10 Adopted Budget $ $ $ 713 FUND: 239,817 3,778,810 4,018,627 4,018,627 2009-10 Adjusted Budget $ 240,858 4,484,006 $ 4,724,864 2009-10 Estimated $ 484,140 2,945,584 $ 3,429,724 2010-11 Adopted Budget $ $ $ 249,740 1,951,090 2,200,830 2,200,830 % Change Adopted To Adopted N/A 4.14% -48.37% (45.23%) Significant Budget Changes During fiscal year 2009-10, the City continued to hold off on replacement of PCs under the Technology Replacement Program. Rather than replace PCs on a set schedule of a certain number of years, the City has modified the policy to use a PC for at least five years and then evaluate it for replacement as business needs dictate. The City extended the life of a large number of PCs by installing new hard drives and additional memory rather than performing a complete replacement. This upgrade vs. replacement saved the City $250,000 in onetime savings. For additional savings, the City is no longer replacing monitors at the same time as the PC and will instead replace them when they no longer function properly. The City completed a pilot implementation of a virtual PC or thin client solution with 100 users and proved that the solution would work effectively. However, recent changes to vendor software pricing policies make the solution cost ineffective. IT will continue to monitor and review the pricing models and will move forward with a virtual solution when it makes sense for the City. A portion of the network infrastructure located throughout City facilities that enables communication between all City systems, was replaced during fiscal year 2009-10 as part of the normal replacement cycle. Also during fiscal year 2009-10, the City replaced the core storage solution that stores the majority of City data with a redundant solution for business continuity purposes. The City is also migrating the core database servers to a new more cost effective solution using standard servers rather than proprietary servers only available from a single vendor. These replacements are 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 2010-11, the City plans to replace public access PCs and servers that have reached the end of their useful life. 282 Municipal Utilities 10-Contents City collaborates with Town of Gilbert, wins award Regional Partnership with Town of Gilbert wins 2010 Desert Peaks Award from the Maricopa Association of Governments Joint work on Santan Vista Water Treatment Plant recognized for shared success Benefits to both communities highlighted with regional award Municipal Utilities Activities and Functions Carried Out by Organizational Units (cost centers) Accomplishments Goals, Objectives, and Performance Measurements Budget Appropriations Personnel City of Chandler 2010-11 Adopted Budget 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 Revese Osmosis Water Quality Water Treatment Lone Butte WRF Airport WRF Wastewater Treatment San Tan Vista Treatment Plant Meter Services 283 City of Chandler 2010-11 Adopted Budget Municipal Utilities The table below depicts the breakdown by division for the fiscal year 2010-11 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 2008-09 Actual Expenditures Administration $ 703,832 2009-10 Adopted Budget $ 913,272 2009-10 Estimated Expenditures $ 777,430 2010-11 Adopted Budget $ 895,594 % of 2010-11 Total 1% 10% 0% Solid Waste Services Solid Waste Capital Total Solid Waste Services 10,015,451 30,627 10,046,078 11,723,743 11,723,743 10,672,200 10,672,200 11,499,974 11,499,974 Water Distribution Water Capital Water Treatment Plant Environmental Resources Water Quality Water Production Facilities San Tan Vista Water Treatment Plant Meter Services Total Water Services Wastewater Collection Wastewater Capital Wastewater Reverse Osmosis Wastewater Treatment Wastewater Quality Airport Water Reclamation Facility Ocotillo Water Reclamation Total Wastewater Services 6,436,499 61,816,283 10,556,501 1,763,434 1,516,793 4,353,583 257,960 86,701,053 2,589,486 59,240,959 2,236,047 1,214,627 430,518 4,224,866 4,553,571 74,490,074 6,316,743 29,769,459 12,331,923 1,818,764 1,678,772 5,238,852 1,299,500 58,454,013 2,358,246 29,287,061 2,390,207 1,396,144 604,940 6,117,616 4,118,320 46,272,534 6,586,927 7,639,514 10,999,973 1,647,040 1,728,567 6,267,238 1,299,500 24,600 36,193,359 2,323,980 12,852,551 2,297,560 1,296,955 439,066 5,322,761 4,118,320 28,651,193 6,151,136 27,858,931 11,056,926 1,700,493 1,521,744 6,240,328 1,299,500 730,510 56,559,568 2,254,192 22,282,976 2,376,664 1,393,311 569,262 6,183,307 4,118,320 39,178,032 TOTAL MUNICIPAL UTILITIES $ 171,941,037 $ 117,363,562 $ 76,294,182 $ 108,133,168 100% $ $ 13,611,430 12,646,847 964,583 42,190,687 20,492,065 76,294,182 $ 14,154,101 14,154,101 43,837,160 50,141,907 $ 108,133,168 13% 0% 41% 46% 100% Expenditures by Category Personnel & Benefits Total Personnel $ 13,079,304 Ongoing 13,079,304 One-time Operating & Maintenance 37,773,864 Capital - Major 121,087,869 TOTAL MUNICIPAL UTILITIES $ 171,941,037 14,182,108 13,705,439 476,669 44,124,934 59,056,520 $ 117,363,562 $ 6% 26% 10% 2% 1% 6% 1% 1% 2% 21% 2% 1% 1% 5% 4% Staffing by Cost Center Administration Solid Waste Services Total Solid Waste Services Water Distribution Water Treatment Plant Environmental Resources Water Quality Water Production Facility Meter Services Total Water Services Wastewater Collection Wastewater Reverse Osmosis Wastewater Treatment Wastewater Quality Airport Water Reclamation Facility Total Wastewater Services 2008-09 Revised 6.00 23.00 23.00 30.00 23.50 12.00 12.50 14.00 0.00 92.00 14.00 10.00 1.00 4.00 21.00 50.00 2009-10 Adopted 6.00 23.00 23.00 30.00 23.50 11.00 12.50 14.00 0.00 91.00 14.00 10.00 1.00 4.00 23.00 52.00 2009-10 Revised 6.00 23.00 23.00 28.00 13.50 12.00 12.50 21.00 0.00 87.00 13.00 10.00 1.00 4.00 22.00 50.00 2010-11 Adopted 6.00 23.00 23.00 28.00 13.50 10.00 12.50 21.00 11.00 96.00 13.00 10.00 1.00 4.00 22.00 50.00 2010-11 Anticipated 6.00 23.00 23.00 28.00 13.50 10.00 12.50 21.00 11.00 96.00 13.00 10.00 1.00 4.00 22.00 50.00 TOTAL MUNICIPAL UTILITIES 171.00 172.00 166.00 175.00 175.00 284 City of Chandler 2010-11 Adopted Budget Municipal Utilities 2009-10 Municipal Utilities Accomplishments  Chandler and the Town of Gilbert were honored for a regional partnership and cooperation that resulted in construction of the state-of-the-art San Tan Vista Water Treatment Plant through the Maricopa Association of Governments. The collaboration between the communities helped each save $22 million in capital investment of the shared facility.  Received from the Arizona Chapter American Public Works Association Water Project of the Year Award for the 15 Million Gallon Day (MGD) surface water treatment plant expansion project.  The Reverse Osmosis Facility injected over 300,000,000 gallons of high quality water into the aquifer for future recovery.  Received from Arizona Water Association the Wastewater Project of the Year Award for the Five Million Gallon Day (MGD) Airport Water Reclamation Facility expansion project.  Received the Arizona Public Works Project of the Year Award from American Public Works Association for the Airport Water Reclamation Facility expansion project.  An estimated 22,425 households used Chandler’s Recycling-Solid Waste Collection Center at least once and approximately 14,806 households used Chandler’s Recycling-Solid Waste Collection Center more than once during fiscal year 2009-10. This is an average of 3,102 customers per month.  Approximately 134,700 pounds of household hazardous waste was collected through Chandler’s household hazardous waste collection program. An increase of 9,822 pounds from fiscal year 2008-09.  Conducted recycling presentations to approximately 4,775 Chandler school children and adults. In addition to conducting recycling presentations to residents and school children, Solid Waste Services staff presented 45 in-house office recycling presentations to City staff.  Water Conservation presentations were provided to over 10,044 Chandler school children and 670 adults.  Conserved over 37 million gallons of water by implementing Chandler’s Water Conservation Rebate Program.  Presented hands-on water conservation learning activities to 851 Chandler fourth graders at the 2010 Water Festival.  Supplied 19.7 billion gallons of potable water to customers.  Treated and reclaimed 8.3 billion gallons of wastewater at the Airport, Lone Butte, and Ocotillo Water Reclamation Facilities; 7.2 billion gallons of which were reused for irrigation.  Delivered 500 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. 285 City of Chandler 2010-11 Adopted Budget Municipal Utilities FUNCTION: DEPARTMENT: Municipal Utilities Municipal Utilities COST CENTER: DIVISION: 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. 2010-11 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 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 481 327 325 325 325 95% 95% 95% 95% 95% 13 8 12 7 7 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 2007-08 Actual 2008-09 Actual 109 66 * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 286 2009-10 Projected 75 2009-10 Year End Estimate * 50 2010-11 Projected 50 City of Chandler 2010-11 Adopted Budget Municipal Utilities    MUNICIPAL UTILITIES ADMINISTRATION – 3050    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Rents/Utilities Capital Replacement Total Cost Center-3050 Grant Fund Water Operating Wastewater Operating Grand Total 2009-10 Adopted Budget 2008-09 Actual $ $ 665,667 665,667 10,178 10,938 4,908 8,797 3,344 703,832 $ $ $ $ 737,847 718,829 19,018 124,410 20,350 600 10,720 15,601 3,744 913,272 100,000 806,472 6,800 913,272 2009-10 Adjusted Budget $ $ 737,847 718,829 19,018 124,410 20,350 600 10,720 15,601 3,744 913,272 2010-11 Adopted Budget 2009-10 Estimated $ $ 722,736 718,864 3,872 23,400 10,250 6,700 11,000 3,344 777,430 $ $ $ $ 716,169 716,169 124,410 20,350 600 14,720 15,601 3,744 895,594 100,000 788,794 6,800 895,594 % Change Adopted To Adopted -2.94% -0.37% -100.00% 0.00% 0.00% 0.00% 37.31% 0.00% 0.00% -1.94% Authorized Positions Position Title Assistant Municipal Utilities Director Municipal Utilities Director Security Coordinator Senior Executive Assistant Senior Management Assistant Utilities Coordinator TOTAL 2007-08 Revised 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 2009-10 Revised 1 1 1 1 1 1 6 2010-11 Adopted 1 1 1 1 1 1 6 2010-11 Anticipated 1 1 1 1 1 1 6 Significant Budget and Staffing Changes For fiscal year 2010-11, the Communications/Transportation budget increased by $4,000 as a result of the elimination of car allowances and corresponding conversion to the mileage reimbursement program. 287 City of Chandler 2010-11 Adopted Budget Municipal Utilities FUNCTION: DEPARTMENT: Municipal Utilities Municipal Utilities COST CENTER: DIVISION: 3700 Solid Waste Services Solid 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. 2010-11 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. Achieve recycling diversion of 29 percent from residential solid waste generated. 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, hauling and recycling contracts and provide maximum staff and contractor efficiencies.  Conduct marketing research to determine measures for increasing public participation and revitalizing recycling programs.  Perform inspections and public presentations. Measures Citizen telephone inquiries Field staff response to citizen service requests 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 54,834 56,085 57,060 55,400 56,400 6,181 7,476 5,770 5,150 5,350 Missed pick-ups Solid Waste tonnage for City of Chandler 550 1,114 985 650 850 94,633 85,170 90,685 85,000 85,200 Recycling tonnage 25,718 24,172 26,031 21,300 23,100 27% 29% 29% 25% 27% Waste diversion percentage * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 288 City of Chandler 2010-11 Adopted Budget Municipal Utilities    SOLID WASTE SERVICES – 3700    Goal: Achieve a high level of satisfaction for all services provided. Objective:  Strive for an 80 percent excellence rating for Citywide refuse services and an 80 percent excellence rating for transfer facility services. Measures Citywide refuse services(1) Recycling-Solid Waste Collection Center user survey: (Survey results)(2) (1) (2) 2007-08 Actual 52% 2008-09 Actual 84% 2009-10 Projected 55% 2009-10 Year End Estimate * 84% 2010-11 Projected 84% 73% 75% 76% 79% 80% Survey percentages for Citywide services were derived from ‘The National Citizen Survey.’ This survey is for the residential Recycling – Solid Waste Collection Center operations (on-going survey). * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 289 City of Chandler 2010-11 Adopted Budget Municipal Utilities    SOLID WASTE SERVICES – 3700    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingency/Reserves Capital Replacement Total Cost Center-3700 Grant Fund Solid Waste Operating Solid Waste Container Grand Total 2009-10 Adopted Budget 2009-10 Adjusted Budget 2009-10 Estimated 1,660,538 1,646,384 14,154 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 $ 1,676,421 1,662,267 14,154 10,439,724 738,280 230,308 93,748 750 57,010 29,711 81,000 34,582 $13,381,534 $ 1,489,322 1,475,168 14,154 8,121,341 677,088 184,662 92,248 750 49,010 29,711 28,068 $10,672,200 2008-09 Actual $ 1,375,635 1,375,635 8,088,613 313,259 100,512 53,220 27,798 35,834 20,580 $10,015,451 $ 2010-11 Adopted Budget $ 1,663,735 1,663,735 8,834,841 521,466 187,590 100,351 750 54,010 29,711 81,000 26,520 $ 11,499,974 $ 25,000 11,149,974 325,000 $ 11,499,974 % Change Adopted To Adopted 0.19% 1.05% -100.00% -0.18% -28.81% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -1.91% Authorized Positions Position Title Customer Service Representative Environmental Programs Education Coord. Executive Assistant Recycling Specialist Senior Solid Waste Field Specialist Solid Waste Environmental Technician Solid Waste Field Specialist II Solid Waste Field Specialist III Solid Waste Manager Solid Waste/Recycling Supervisor Solid Waste Services Specialist TOTAL 2007-08 Revised 4 1 1 1 2 0 4 9 1 0 1 24 2008-09 Revised 4 1 1 1 2 0 4 8 1 0 1 23 2009-10 Adopted 4 1 1 1 2 0 4 8 1 0 1 23 2009-10 Revised 4 0 1 1 2 2 4 6 1 1 1 23 2010-11 Adopted 4 0 1 1 2 2 4 6 1 1 1 23 2010-11 Anticipated 4 0 1 1 2 2 4 6 1 1 1 23 Significant Budget and Staffing Changes During fiscal year 2009-10, one Environmental Programs Education Coordinator position was reclassified to Solid Waste/Recycling Supervisor, and two Solid Waste Field Specialist III positions were reclassified to Solid Waste Environmental Technicians. 290 City of Chandler 2010-11 Adopted Budget Municipal Utilities FUNCTION: DEPARTMENT: Municipal Utilities Municipal Utilities 3710 Solid Waste Capital COST CENTER: DIVISION: Capital Budget Summary Description Land/Improvements Total Cost Center-3710 Solid Waste Capital 2008-09 Actual $ 30,627 $ 30,627 2009-10 Adopted Budget $ $ $ 2009-10 Adjusted Budget - $ $ - 2009-10 Estimated $ $ - 2010-11 Adopted Budget $ $ $ - % Change Adopted To Adopted N/A N/A Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions in 2009-10 and new projects for 2010-11. 291 City of Chandler 2010-11 Adopted Budget Municipal Utilities FUNCTION: DEPARTMENT: Municipal Utilities Municipal Utilities 3800 Water Distribution COST CENTER: DIVISION: Water Distribution maintains more than 1,194 miles of water mains, 122 miles of reclaimed water mains, 12,318 fire hydrants, 34,415 water valves, and 1,727 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. 2010-11 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 all new water meters 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) 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 12,574 14,943 12,250 11,000 12,000 1,147 1,047 450 750 500 1,915 11,046 10,000 17,900 6,500 Number of valves maintained Number of electronic meter reading data collection units replaced(3) 18,334 19,046 20,000 21,000 18,000 110 1,636 250 2,500 2,000 (4) 25,690 21,098 24,000 10,000 9,000 243 238 250 200 200 Number of water meter installations Number of water meter replacements (1) (2) Number of blue stakes performed Number of hydrant meter installations and relocations completed within 48 hours of request (1) (2) (3) (4) The water meter replacements measured reflect a new three-year meter replacement program beginning in FY 2008-09. Valve maintenance total includes hydrant valves. The devices identified are replacement registers for the old style or new registers found damaged and requiring replacement. The number of blue stakes performed will vary depending upon the amount of construction during the year. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 292 City of Chandler 2010-11 Adopted Budget Municipal Utilities    WATER DISTRIBUTION – 3800    Budget Summary Description Personnel Services Total Personnel Ongoing One-time 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 2008-09 Actual $ 2,060,445 2,060,445 47,831 790,832 84,760 22,639 3,645 20,109 3,098,959 2,606 221,444 83,229 $ 6,436,499 2009-10 Adopted Budget 2009-10 Adjusted Budget 2009-10 Estimated $ 2,264,491 2,139,455 125,036 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 $ 2,264,491 2,139,455 125,036 25,571 680,313 71,923 32,590 5,250 25,400 4,006,116 14,500 432,507 110,817 $ 7,669,478 $ 2,115,250 1,678,015 437,235 17,500 758,015 64,500 27,650 5,250 22,300 3,122,345 5,000 390,000 59,117 $ 6,586,927 2010-11 Adopted Budget $ 2,098,644 2,098,644 25,571 650,313 71,923 31,974 5,250 25,400 2,684,237 14,500 432,507 110,817 $ 6,151,136 $ 6,151,136 % Change Adopted To Adopted -7.32% -1.91% -100.00% 0.00% 0.00% 0.00% 0.76% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -2.62% 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 2007-08 Revised 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 2009-10 Revised 1 0 0 1 1 2 2 7 7 5 1 1 28 2010-11 Adopted 1 0 0 1 1 2 2 7 7 5 1 1 28 Significant Budget and Staffing Changes During fiscal year 2009-10, two vacant Utility Systems Operator I positions were eliminated. Fiscal year 2010-11 includes one-time funding for a Meter Replacement Program. 293 2010-11 Anticipated 1 0 0 1 1 2 2 7 7 5 1 1 28 City of Chandler 2010-11 Adopted Budget Municipal Utilities FUNCTION: DEPARTMENT: Municipal Utilities Municipal Utilities 3820 Water Capital COST CENTER: DIVISION: Capital Budget Summary Description Professional/Contract Contingency/Reserve Building/Improvements Water System Improvements Wastewater System Improvements Total Cost Center-3820 Water Bonds-Capital Projects Water System Dev Fees Water Resource Sys Dev Fees Water Operating Grand Total 2008-09 Actual $ 899,713 38,071 15,836,632 45,041,867 $ 61,816,283 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 2009-10 Adjusted Budget $ 57,476 20,212,595 3,667,658 $23,937,729 2009-10 Estimated $ 76 6,459,934 1,179,504 $ 7,639,514 2010-11 Adopted Budget $ 16,298,212 11,560,719 $27,858,931 $20,873,060 6,297,312 688,559 $ 27,858,931 % Change Adopted To Adopted N/A -43.47% N/A 1278.76% -100.00% -6.42% Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions in 2009-10 and new projects for 2010-11. Detail on the capital program is available in the 2011-2020 Adopted Capital Improvement Plan. 294 City of Chandler 2010-11 Adopted Budget Municipal Utilities FUNCTION: DEPARTMENT: Municipal Utilities Municipal Utilities COST CENTER: DIVISION: 3830 Water Treatment Plant Water 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 34 wells and 21 booster stations within the water distribution system through a state-of-the-art supervisory and data acquisition system. 2010-11 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 2007-08 2008-09 2009-10 Actual Actual Projected In In In Compliance Compliance Compliance 2009-10 Year End 2010-11 Estimate * Projected In In Compliance 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) 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 11,543 11,193 12,000 13,905 14,000 9,713 8,293 9,000 6,575 7,000 * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 295 City of Chandler 2010-11 Adopted Budget 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) 2007-08 Actual 2008-09 Actual $334 $258 2009-10 Projected $252(1) 2009-10 Year End Estimate * $379 2010-11 Projected $350 Beginning in FY 2008-09, only chemical and electrical costs are divided by the forecast water demand. Goal: The City of Chandler has developed a goal of less than 0.15 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 0.15 in more than 15 percent of the samples taken. Measures(2) Percentage of finished water turbidity samples between 0.05 to 0.15 NTU(3) Percentage of finished water turbidity samples between 0.16 to 0.5 NTU(3) (2) (3) 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 83.5 78.6 90.0 91.5 90.0 16.5 21.4 10.0 8.5 10.0 Measures reflect the percentage of the total samples taken annually. Effective FY 2010-11, changed consolidation of percentage of finished water turbidity measures. Previously reported as percentage of samples between: 0.05 and 0.1; 0.1 and 0.15; 0.15 and 0.2; 0.2 and 0.3; and over 0.3. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 296 City of Chandler 2010-11 Adopted Budget Municipal Utilities    WATER TREATMENT PLANT – 3830    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingency/Reserve Machinery/Equipment Water System Improvements Capital Replacement Total Cost Center-3830 Water Operating 2008-09 Actual $ 1,737,246 1,737,246 4,528,954 2,438,523 323,964 27,219 1,447,030 33,816 19,749 $10,556,501 2009-10 Adopted Budget 2009-10 Adjusted Budget 2009-10 Estimated $ 1,952,969 1,883,950 69,019 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 $ 1,231,154 1,162,135 69,019 3,797,852 1,970,411 297,330 25,747 1,000 2,494,792 34,579 547,350 691,000 35,650 24,304 $ 11,151,169 $ 1,266,750 1,251,817 14,933 4,050,583 1,952,014 461,600 18,450 2,494,542 33,870 690,200 10,000 21,964 $10,999,973 2010-11 Adopted Budget $ 1,118,622 1,118,622 5,005,462 1,772,700 157,780 15,616 1,000 2,494,042 32,005 436,550 23,149 $ 11,056,926 $ 11,056,926 % Change Adopted To Adopted -42.72% -40.62% -100.00% -1.17% -9.88% -46.93% -35.59% 0.00% -0.03% -7.44% 0.00% N/A -100.00% 0.00% -10.34% 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 Utilities Operations Manager Utility Systems Manager Water Plant Operator I Water Plant Operator II Water Plant Operator III Water Systems Operations Superintendent TOTAL 2007-08 Revised 0.5 1 1 2 1 0 1 2 0 1 0 0 5 5 1 1 21.5 2008-09 Revised 0.5 1 0 2 1 1 1 2 1 1 0 1 5 5 1 1 23.5 2009-10 Adopted 0.5 1 0 2 1 1 1 2 1 1 0 1 5 5 1 1 23.5 2009-10 Revised 0.5 0 0 0 0 0 0 0 1 0 1 0 5 5 0 1 13.5 2010-11 Adopted 0.5 0 0 0 0 0 0 0 1 0 1 0 5 5 0 1 13.5 2010-11 Anticipated 0.5 0 0 0 0 0 0 0 1 0 1 0 5 5 0 1 13.5 Significant Budget and Staffing Changes During fiscal year 2009-10, one vacant Maintenance Worker position was eliminated and one Utility Systems Manager was reclassified to Utilities Operations Manager. One Utilities Electrician, two Instrumentation Technicians, two Senior Equipment Mechanics, one Laborer, and one Maintenance Planner/Scheduler positions were transferred to cost center 3860, Water Production, along with associated operations and maintenance funding. One Water Plant Operator III was also transferred to cost center 3860, and reclassified to a Water Systems Maintenance Coordinator. One Electrician Assistant position was moved to cost center 3840 Environmental Resources and reclassified to a Utility Systems Operator I. 297 City of Chandler 2010-11 Adopted Budget Municipal Utilities FUNCTION: DEPARTMENT: Municipal Utilities Municipal Utilities COST CENTER: DIVISION: 3840 Environmental Resources Environmental 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. 2010-11 Performance Measurements Goal: (1) Ensure Chandler has sufficient water resources to meet current and build out demands. Objectives: (1)  Protect and defend Chandler’s water rights.  Ensure Chandler’s Water Resource permits are maintained to comply with the State Groundwater Management Act (GMA).  Maintain Chandler’s Assured Water Supply to allow continued growth and economic development.  Ensure Chandler has sufficient water stored underground to legally pump its wells. Measures Recharge water (direct or in-lieu) and acquire long-term storage credits to support Chandler future Assured Water Supply applications. Measured in acrefeet (AF)(2) Attend Federal, State, and Irrigation District meetings that may impact Chandler Water Resources(3) Prepare briefing papers to advise City Managers office of water resource issues that may impact Chandler(3) Maintain storage and well recovery permits to comply with Assured Water Supply Rules(3) Maintain surface water rights and contracts(3) 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate* 2010-11 Projected 8,867 AF 2,632 AF N/A N/A N/A N/A N/A N/A 30 30 N/A N/A N/A 12 12 N/A N/A N/A 24 24 N/A N/A N/A 90,785 AF (4) 90,785 AF (4) (1) Revised Goal and new Objectives beginning FY 2009-10. Water acquired in FY 2008-09 will complete this goal. Measure no longer valid. (3) New Measure beginning FY 2009-10. (4) Supply under normal conditions. (2) * 2009-10 year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 298 City of Chandler 2010-11 Adopted Budget Municipal Utilities    ENVIRONMENTAL RESOURCES - 3840    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. Measures Secure long-term storage credits. Measured in acre-feet (AF)(1) (1) (2) 2007-08 Actual 2008-09 Actual 14,290 AF 14,468 AF 2009-10 Projected 4,000 AF 2009-10 Year End Estimate* 2010-11 Projected 6,200 AF 15,000 AF(2) One acre-foot of water will meet the needs of six Chandler residents for one year. New Conservation Space (NCS) Water is available for use as long term storage credits in FY 2010-11. 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.  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 Number of residents attending workshops Presentations to schools Number of children attending presentations 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 22 22 22 22 22 623 578 600 600 600 51 76 50 50 50 9,723 10,998 8,000 9,000 9,000 Distribute residential water conservation packets 904 805 1,000 800 800 Issuance of rebates 692 1,529 1,400 1,600 1,600 87 145 60 80 80 331 274 300 300 300 12 12 12 12 12 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 * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 299 City of Chandler 2010-11 Adopted Budget 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 2007-08 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 2008-09 Actual 4 2009-10 Projected 6 2009-10 Year End Estimate * 6 2010-11 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 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 182 2008-09 Actual 184 2009-10 Projected 200 2009-10 Year End Estimate * 2010-11 Projected 175 Development plans for Water, Wastewater, Reclaimed Water and Solid Waste have decreased as the City approaches build-out. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 300 185 City of Chandler 2010-11 Adopted Budget Municipal Utilities    ENVIRONMENTAL RESOURCES - 3840    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Rents/Utilities Other Charges/Services Capital Replacement Total Cost Center-3840 Grant Fund Water Operating Grand Total 2008-09 Actual $ 1,121,438 1,121,438 262,345 48,404 20,161 30,355 7,889 263,176 9,666 $ 1,763,434 2009-10 Adopted Budget 2009-10 Adjusted Budget $ 1,161,292 1,153,883 7,409 260,940 59,690 26,073 43,340 11,520 246,243 9,666 $ 1,818,764 $ 1,818,764 $ 1,818,764 $ 1,161,292 1,153,883 7,409 323,074 59,690 26,073 43,340 11,520 246,243 9,666 $ 1,880,898 2009-10 Estimated $ 982,343 835,506 146,837 283,871 52,397 26,073 36,650 9,000 247,793 8,913 $ 1,647,040 2010-11 Adopted Budget $ 1,012,781 1,012,781 262,465 60,130 22,430 44,402 11,520 277,099 9,666 $ 1,700,493 $ 30,000 1,670,493 $ 1,700,493 % Change Adopted To Adopted -12.79% -12.23% -100.00% 0.58% 0.74% -13.97% 2.45% 0.00% 12.53% 0.00% -6.50% Authorized Positions Position Title Administrative Specialist Assistant Municipal Utilities Director for Environmental Resources Construction Project Manager Engineer Project Manager Executive Assistant Senior Engineer Utilities Coordinator Utility Systems Operator I Water Conservation Coordinator Water Conservation Specialist Water Quality Advisor Water Quality Specialist Water Resources Manager TOTAL 2007-08 Revised 1 2008-09 Revised 1 2009-10 Adopted 1 2009-10 Revised 1 2010-11 Adopted 1 2010-11 Anticipated 1 1 1 1 1 2 1 0 1 1 1 1 1 13 1 1 1 1 2 0 0 1 1 1 1 1 12 1 1 1 0 2 0 0 1 1 1 1 1 11 1 1 1 0 2 0 1 1 1 1 1 1 12 0 1 1 0 2 0 0 1 1 1 1 1 10 0 1 1 0 2 0 0 1 1 1 1 1 10 Significant Budget and Staffing Changes During fiscal year 2009-10, one Electrician Assistant position was transferred from cost center 3830, Water Treatment Plant, and reclassified to a Utility Systems Operator I, this position has been transferred to cost center 3880, Meter Services, effective July 1, 2010. Fiscal year 2010-11 reflects the elimination of one vacant Assistant Municipal Utilities Assistant Director for Environmental Resources. 301 City of Chandler 2010-11 Adopted Budget Municipal Utilities Municipal Utilities Municipal Utilities FUNCTION: DEPARTMENT: 3850 Water Quality COST CENTER: DIVISION: Water 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. 2010-11 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 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 100% 100% 100% 100% 100% 2007-08 Actual Collect and conduct 150 bacteriological tests per month throughout the City’s distribution system(1) Water quality complaints responded to within 24 hours Ensure annual testing requirements are met for all documented backflow assemblies 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% Perform sampling on all new water mains 100% 100% 100% 100% 100% (1) Changed measure from 160 tests to 150 tests during FY 2009-10. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 302 City of Chandler 2010-11 Adopted Budget Municipal Utilities    WATER QUALITY - 3850    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Capital Replacement Total Cost Center-3850 Water Operating 2008-09 Actual $ 1,202,849 1,202,849 150,385 105,068 6,945 23,779 10,237 17,530 $ 1,516,793 2009-10 Adopted Budget 2009-10 Adjusted Budget 2009-10 Estimated $ 1,072,674 1,063,978 8,696 358,790 166,945 19,050 25,255 500 15,879 19,679 $ 1,678,772 $ 1,678,772 $ 1,072,674 1,063,978 8,696 358,790 327,945 19,050 29,430 500 15,879 19,679 $ 1,843,947 $ 1,066,170 1,057,474 8,696 300,100 298,345 16,800 26,650 6,000 14,502 $ 1,728,567 2010-11 Adopted Budget $ 1,045,966 1,045,966 228,470 162,945 19,050 29,255 500 15,879 19,679 $ 1,521,744 $ 1,521,744 % Change Adopted To Adopted -2.49% -1.69% -100.00% -36.32% -2.40% 0.00% 15.84% 0.00% 0.00% 0.00% -9.35% Authorized Positions Position Title Administrative Specialist Chemist Laboratory Technician Maintenance Planner/Scheduler Senior Chemist Senior Laboratory Technician Utilities Systems Manager Water Operations Compliance Specialist Water Quality Superintendent Water Quality Supervisor Water Quality Technician TOTAL 2007-08 Revised 0.5 1 3 1 1 0 1 1 1 1 4 14.5 2008-09 Revised 0.5 1 0 0 1 3 0 1 1 1 4 12.5 2009-10 Adopted 0.5 1 0 0 1 3 0 1 1 1 4 12.5 2009-10 Revised 0.5 1 0 0 1 3 0 1 1 1 4 12.5 2010-11 Adopted 0.5 1 0 0 1 3 0 1 1 1 4 12.5 2010-11 Anticipated 0.5 1 0 0 1 3 0 1 1 1 4 12.5 Significant Budget and Staffing Changes Fiscal year 2010-11 reflects the reduction of one-time Professional/Contract funding budgeted in 2009-10 for unregulated contamination monitoring. 303 City of Chandler 2010-11 Adopted Budget Municipal Utilities FUNCTION: DEPARTMENT: Municipal Utilities Municipal Utilities COST CENTER: DIVISION: 3860 Water Production Facilities Water 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 34 wells and 21 booster stations with reservoirs, which are controlled by a state-of-the-art Supervisory and Data Acquisition system. 2010-11 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 2007-08 Actual In Compliance 2008-09 Actual In Compliance 2009-10 Projected In Compliance 2009-10 Year End 2010-11 Estimate * Projected In In Compliance 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) 2007-08 Actual 2008-09 Actual 9,713 8,293 2009-10 Projected 9,000 2009-10 Year End Estimate * 2010-11 Projected 7,500 8,500 2009-10 Year End Estimate * 2010-11 Projected $276 $244 Goal: Operate and maintain all water facilities efficiently. Objective:  Minimize increases in water production costs. Measures Production cost per million gallons (1) 2007-08 Actual 2008-09 Actual $212 $212 2009-10 Projected $277(1) Beginning in FY 2008-09, only chemical and electrical costs are divided by the forecast water demand. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 304 City of Chandler 2010-11 Adopted Budget 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 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 305 City of Chandler 2010-11 Adopted Budget Municipal Utilities    WATER PRODUCTION FACILITIES - 3860    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Water System Improvements Capital Replacement Total Cost Center-3860 Water Operating 2008-09 Actual $ 1,066,775 1,066,775 25,869 528,667 917,557 7,764 500 1,684,309 16,512 40,025 65,605 $ 4,353,583 2009-10 Adopted Budget 2009-10 Adjusted Budget 2009-10 Estimated $ 1,124,869 1,051,529 73,340 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 $ 1,852,890 1,779,550 73,340 26,465 640,607 2,062,221 12,376 1,000 1,642,690 31,256 50,000 74,772 $ 6,394,277 $ 1,781,334 1,762,080 19,254 15,172 642,490 2,064,792 12,440 1,642,690 30,116 50,215 27,989 $ 6,267,238 2010-11 Adopted Budget % Change Adopted To Adopted $ 1,722,454 1,722,454 74,443 834,866 1,749,767 21,006 1,000 1,643,440 33,830 85,650 73,872 $ 6,240,328 $ 6,240,328 53.12% 63.80% -100.00% 181.29% 29.92% 7.16% 69.73% 0.00% 0.05% 8.24% 71.30% -1.20% 19.12% 2010-11 Adopted 0 0 4 2 1 9 3 1 1 21 2010-11 Anticipated 0 0 4 2 1 9 3 1 1 21 Authorized Positions Position Title Administrative Specialist Executive Assistant Instrumentation Technician Laborer Maintenance Planner/Scheduler Sr. Equipment Mechanic Utilities Electrician Water Systems Maintenance Coordinator Water Systems Maintenance Superintendent TOTAL 2007-08 Revised 1.5 0.5 2 1 0 6 2 0 1 14 2008-09 Revised 1 0 2 1 0 7 2 0 1 14 2009-10 Adopted 1 0 2 1 0 7 2 0 1 14 2009-10 Revised 0 0 4 2 1 9 3 1 1 21 Significant Budget and Staffing Changes During fiscal year 2009-10, one vacant Administrative Specialist position was eliminated. One Utilities Electrician, two Instrumentation Technicians, two Senior Equipment Mechanics, one Laborer, and one Maintenance Planner/Scheduler positions were transferred from cost center 3830, Water Treatment Plant, along with associated operations and maintenance funding. One Water Plant Operator III was also transferred from cost center 3830, and reclassified to a Water Systems Maintenance Coordinator. 306 City of Chandler 2010-11 Adopted Budget Municipal Utilities FUNCTION: DEPARTMENT: Municipal Utilities Municipal Utilities COST CENTER: DIVISION: 3870 San Tan Vista Water Treatment Plant San 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. 2010-11 Performance Measurements Goal: Maintain overall regulatory compliance. Objective:  Operate the San Tan Vista Water Treatment Plant to ensure regulatory compliance. Measures Compliance with State, County, and EPA requirements (1) (1) 2007-08 Actual 2008-09 Actual 2009-10 Projected In N/A Compliance N/A 2009-10 Year End 2010-11 Estimate * Projected In In Compliance Compliance New cost center effective FY 2008-09. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. Budget Summary Description Professional/Contract Total Cost Center-3870 Water Operating 2008-09 Actual $ 257,960 $ 257,960 2009-10 Adopted Budget $ 1,299,500 $ 1,299,500 $ 1,299,500 2009-10 Adjusted Budget $ 1,299,500 $ 1,299,500 2009-10 Estimated $ 1,299,500 $ 1,299,500 Significant Budget and Staffing Changes There are no significant budget changes for fiscal year 2010-11. 307 2010-11 Adopted Budget $ 1,299,500 $ 1,299,500 $ 1,299,500 % Change Adopted To Adopted 0.00% 0.00% City of Chandler 2010-11 Adopted Budget Municipal Utilities FUNCTION: DEPARTMENT: Municipal Utilities Municipal Utilities 3880 Meter Services COST CENTER: DIVISION: Meter Services is responsible for collecting monthly water usage associated with over 75,000 Chandler Utility accounts. This Division also responds to customer requests to start and finalize water service, verify water meter accuracy, and detect water leaks.(1) 2010-11 Performance Measurements Goal: Collect monthly water usage in a timely and accurate manner to ensure revenue is available for the operation of Chandler’s water treatment, production, and distribution systems. Objective:  Obtain timely water meter readings to facilitate issuance of utility bills on schedule.  Submit accurate water meter readings to Utility Billing to ensure customer water use is billed appropriately.  Provide outstanding customer service when assisting utility customers to start and finalize water service, verify meter accuracy, and detect leaks.  Replace damaged meters and or registers to maintain integrity of meter inventory. Measures Number of water meter readings completed and reviewed for quality assurance(2) Percentage of water meters read within a 33 day cycle(2) Percentage of meter readings that did not require an estimate due to damaged meters, access, or misreads(2) Number of customer service requests completed(2) Percentage of customer service requests completed within 24 hours of notification(2) Number of water meters and or registers replaced(2) (1) (2) 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected N/A N/A N/A N/A 900,000 N/A N/A N/A N/A 98% N/A N/A N/A N/A 98% N/A N/A N/A N/A 25,000 N/A N/A N/A N/A 98% N/A N/A N/A N/A 1,000 This is a new cost center effective FY 2009-10. Meter Services was formerly housed within Management Services, Utility Services cost center 1245. Staffing and budget transfers are effective July 1, 2010. New Measures beginning FY 2010-11. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 308 City of Chandler 2010-11 Adopted Budget Municipal Utilities    METER SERVICES - 3880    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Rents/Utilities Other Charges/Services Contingency/Reserve Total Cost Center-3880 Water Operating 2009-10 Adopted Budget 2008-09 Actual $ $ - $ $ $ 2009-10 Adjusted Budget - $ $ 1,200 9,000 2,400 2,000 10,000 24,600 2010-11 Adopted Budget 2009-10 Estimated $ $ 1,200 9,000 2,400 2,000 10,000 24,600 $ $ $ % Change Adopted To Adopted 641,345 641,345 750 43,860 29,200 4,645 2,000 2,200 6,510 730,510 730,510 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 2010-11 Adopted 1 8 1 1 11 2010-11 Anticipated 1 8 1 1 11 Authorized Positions Position Title Senior Utility Billing Representative Utility Meter Technician Utility Meter Technician Supervisor Utility Systems Operator I TOTAL 2007-08 Revised 0 0 0 0 0 2008-09 Revised 0 0 0 0 0 2009-10 Adopted 0 0 0 0 0 2009-10 Revised 0 0 0 0 0 Significant Budget and Staffing Changes Fiscal year 2010-11 reflects the transfer of ten positions from Management Services Department, cost center 1245, Utility Services: eight Utility Meter Technicians, one Senior Utility Billing Representative, and one Utility Meter Technician Supervisor positions. One Utility Systems Operator I position is moved from cost center 3840, Environmental Resources, effective July 1, 2010. 309 City of Chandler 2010-11 Adopted Budget Municipal Utilities FUNCTION: DEPARTMENT: Municipal Utilities Municipal Utilities 3900 Wastewater Collection COST CENTER: DIVISION: Wastewater Collection is responsible for maintaining all system appurtenances such as pipes, manholes, and pumping stations. 2010-11 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 857 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. 2007-08 Actual Measures 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected Number of odor complaints received Number of blockages originating in City sewer mains 55 58 60 80(1) 60 15 9 15 40(2) 20 (3) 156 121 145 140 140 81.4% 83.8% 90% 90% 90% 27 32 30 30 30 70% 70% 70% 70% 70% 140 138.2 220 140 150 Number of roach complaints received Percentage of roach complaints responded to within 24 hours(4) Number of sewer service repairs that are 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 (1) Increase due to broken force main and realignment of sewer main on McQueen Road. Increase due to contractors flushing debris into sewer mains from new construction. The debris settles in the mains causing gradual buildups usually over a period of two to three years, creating back-ups. Additionally, increased grease blockages from the high volume of restaurants also contribute to the number of back-ups. Staff predicts this number should be dramatically reduced next fiscal year with the current cleaning of ‘high-risk areas’. (3) 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. (4) Calls not responded to within 24 hours were due to weekends and holidays when crews were not available. (2) * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 310 City of Chandler 2010-11 Adopted Budget Municipal Utilities    WASTEWATER COLLECTION – 3900    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingencies/Reserves Capital Replacement Total Cost Center-3900 Wastewater Operating 2008-09 Actual $ 1,006,029 1,006,029 1,140,045 220,270 8,128 9,686 500 97,821 13,584 93,423 $ 2,589,486 2009-10 Adopted Budget 2009-10 Adjusted Budget 2009-10 Estimated $ 1,070,406 988,101 82,305 662,284 337,711 28,278 20,625 1,500 96,080 28,524 10,000 102,838 $ 2,358,246 $ 2,358,246 $ 1,070,406 988,101 82,305 674,989 337,711 28,278 20,625 1,500 96,080 30,403 10,000 102,838 $ 2,372,830 $ 1,041,542 900,095 141,447 702,000 302,050 27,500 17,750 1,500 99,000 29,800 102,838 $ 2,323,980 2010-11 Adopted Budget $ % Change Adopted To Adopted 966,352 966,352 662,284 337,711 28,278 20,625 1,500 96,080 28,524 10,000 102,838 $ 2,254,192 $ 2,254,192 -9.72% -2.20% -100.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -4.41% 2010-11 Adopted 1 1 1 1 3 2 3 1 13 2010-11 Anticipated 1 1 1 1 3 2 3 1 13 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 2007-08 Revised 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 2009-10 Revised 1 1 1 1 3 2 3 1 13 Significant Budget and Staffing Changes During fiscal year 2009-10, one Utility Systems Operator I position was eliminated. 311 City of Chandler 2010-11 Adopted Budget Municipal Utilities FUNCTION: DEPARTMENT: Municipal Utilities Municipal Utilities 3910 Wastewater Capital COST CENTER: DIVISION: 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 2009-10 Adopted Budget 2008-09 Actual $ 59,240,959 $ 59,240,959 $ 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 2009-10 Adjusted Budget $ 484,439 30,571,523 $31,055,962 2009-10 Estimated $ 49,039 12,803,512 $12,852,551 2010-11 Adopted Budget $ 18,233,754 4,049,222 $ 22,282,976 $ 2,576,347 10,419,771 4,197,348 5,089,510 $ 22,282,976 % Change Adopted To Adopted N/A -26.98% -6.22% -23.92% Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions in 2009-10 and new projects for 2010-11. Detail on the capital program is available in the 2011-2020 Adopted Capital Improvement Plan. 312 City of Chandler 2010-11 Adopted Budget Municipal Utilities FUNCTION: DEPARTMENT: Municipal Utilities Municipal Utilities 3930 Wastewater Reverse Osmosis COST CENTER: DIVISION: 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. 2010-11 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 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 100% 100% 100% 100% 100% $6.93(1) $5.10 $5.58(2) $9.43(3) $9.37(4) 528 528 528 528 528 360 300(5) 279(2) 272(3) 213(4) 61% 78%(5) 76%(2) 63%(3) 42%(4) (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) Intel decreased the flows in 2009 with the retrofitting of FAB 22 and combining the building with FAB 32. (3) Intel chose to shut down the RO 100 feed stream in January 2010. Two-fifths of the industrial stream is now going to the POTW. (4) Only running RO 200, with reduced support staff. (5) Flows reduced in 2008-09 due to the retrofitting of FAB 22. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 313 City of Chandler 2010-11 Adopted Budget Municipal Utilities    WASTEWATER REVERSE OSMOSIS - 3930    Budget Summary Description Personnel Services Total Personnel Ongoing One-time 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 2009-10 Adopted Budget 2008-09 Actual $ 919,007 919,007 316,987 706,712 64,058 6,880 197,002 12,960 6,588 5,853 $ 2,236,047 $ 831,395 765,529 65,866 256,114 600,150 34,850 11,200 250 329,600 14,458 300,000 6,300 5,890 $ 2,390,207 $ 2,390,207 2009-10 Adjusted Budget $ 831,395 765,529 65,866 394,272 675,339 35,431 11,897 250 329,600 14,458 300,000 6,315 5,890 $ 2,604,847 2010-11 Adopted Budget 2009-10 Estimated $ 830,435 820,602 9,833 393,700 676,675 34,800 11,650 250 329,600 14,150 6,300 $ 2,297,560 $ 819,593 819,593 214,857 539,050 191,105 11,400 250 270,000 18,009 300,000 6,300 6,100 $ 2,376,664 $ 2,376,664 % Change Adopted To Adopted -1.42% 7.06% -100.00% -16.11% -10.18% 448.36% 1.79% 0.00% -18.08% 24.56% 0.00% 0.00% 3.57% -0.57% Authorized Positions Position Title Administrative Specialist Executive Assistant Instrumentation Technician Reverse Osmosis Facility Superintendent Reverse Osmosis Water Plant Operator II Reverse Osmosis Water Plant Operator III Senior Equipment Mechanic Utilities Electrician TOTAL 2007-08 Revised 1 0 1 1 5 1 1 1 11 2008-09 Revised 1 0 1 1 5 0 1 1 10 2009-10 Adopted 1 0 1 1 5 0 1 1 10 2009-10 Revised 0 1 1 1 5 0 1 1 10 2010-11 Adopted 0 1 1 1 5 0 1 1 10 2010-11 Anticipated 0 1 1 1 5 0 1 1 10 Significant Budget and Staffing Changes During fiscal year 2009-10, one Administrative Specialist position was eliminated and one Executive Assistant position was transferred from cost center 3960, Airport Water Reclamation Facility. 314 City of Chandler 2010-11 Adopted Budget Municipal Utilities FUNCTION: DEPARTMENT: Municipal Utilities Municipal Utilities 3940 Wastewater Treatment COST CENTER: DIVISION: Wastewater Treatment is responsible for treating domestic and industrial wastewater for reclamation at the Lone Butte Facility. 2010-11 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 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected Treatment cost per 1 MG $560 $551 $670(1) $770 $790 Percent compliance with GRIC lease agreement 92% 95.5% 96% 95% 96% 6.04 (2) 4.4 4.4 Reuse of Wastewater (MGD) (1) (2) 6.55 Increase in cost is due to less flow into the facility and an increase in utility rates. Decrease in projected reuse is due to reduced flow into the facility. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 315 5.5 City of Chandler 2010-11 Adopted Budget Municipal Utilities    WASTEWATER TREATMENT – 3940    Budget Summary Description Personnel Services Total Personnel Ongoing One-time 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 2009-10 Adopted Budget 2008-09 Actual $ 106,424 106,424 73,738 527,577 21,806 2,456 455,453 2,931 19,347 4,895 $ 1,214,627 2009-10 Adjusted Budget $ 132,902 132,902 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 $ 132,902 132,902 94,120 608,655 19,220 3,070 250 490,648 4,315 10,400 28,000 4,895 $ 1,396,475 2010-11 Adopted Budget 2009-10 Estimated $ 106,900 106,900 94,100 561,160 15,000 2,000 481,000 3,900 28,000 4,895 $ 1,296,955 $ 130,069 130,069 94,120 607,924 19,220 3,070 250 491,048 4,315 10,400 28,000 4,895 $ 1,393,311 $ 1,393,311 % Change Adopted To Adopted -2.13% -2.13% N/A 0.00% -0.07% 0.00% 0.00% 0.00% 0.08% 0.00% 0.00% 0.00% 0.00% -0.20% Authorized Positions Position Title Wastewater Plant Operator III TOTAL 2007-08 Revised 1 1 2008-09 Revised 1 1 2009-10 Adopted 1 1 Significant Budget and Staffing Changes There are no significant budget and staffing changes for fiscal year 2010-11. 316 2009-10 Revised 1 1 2010-11 Adopted 1 1 2010-11 Anticipated 1 1 City of Chandler 2010-11 Adopted Budget Municipal Utilities FUNCTION: DEPARTMENT: Municipal Utilities Municipal Utilities COST CENTER: DIVISION: 3950 Wastewater Quality Wastewater 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. 2010-11 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 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected Review industrial and City sampling reports to ensure compliance 292 185 250(1) 136(1) 136 Conduct compliance sampling for aquifer protection and reuse permits 76 96(2) 98 110 110 3,117 0(4) 900(5) 611(5) 1,200 69% 74% 96% 87% 87% Number of grease traps and sand & oil interceptors inspected(3) Percentage of permitted industries in full compliance (1) The City has reduced the number of sampling events. Increase is due to resampling required for some Aquifer Protection Permit parameters and the addition of the Chandler Heights Recharge Park compliance point in May 2009. (3) The number of grease trap inspections will fluctuate depending on personnel available to conduct the inspections. (4) Personnel not available to conduct inspections during FY 2008-09. (5) Industrial Waste Inspector hired in November 2009. Training must be completed before previous number of inspections can occur. (2) * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 317 City of Chandler 2010-11 Adopted Budget Municipal Utilities    WASTEWATER QUALITY – 3950    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Capital Replacement Total Cost Center-3950 Wastewater Operating 2009-10 Adopted Budget 2008-09 Actual $ $ 316,032 316,032 78,893 29,306 97 3,191 62 2,937 430,518 $ $ $ 336,439 334,965 1,474 179,863 67,930 3,380 4,370 500 480 5,800 6,178 604,940 604,940 2009-10 Adjusted Budget $ $ 336,439 334,965 1,474 179,863 68,021 3,380 4,370 500 480 5,800 6,178 605,031 2010-11 Adopted Budget 2009-10 Estimated $ $ 334,468 176,498 157,970 50,000 49,368 1,420 3,810 439,066 $ $ $ 301,001 301,001 179,863 67,930 3,380 4,130 500 6,280 6,178 569,262 569,262 % Change Adopted To Adopted -10.53% -10.14% -100.00% 0.00% 0.00% 0.00% -5.49% 0.00% -100.00% 8.28% 0.00% -5.90% Authorized Positions Position Title Industrial Waste Inspector Pre-Treatment Supervisor Senior Industrial Waste Inspector TOTAL 2007-08 Revised 2 1 1 4 2008-09 Revised 2 1 1 4 2009-10 Adopted 2 1 1 4 Significant Budget and Staffing Changes There are no significant budget and staffing changes for fiscal year 2010-11. 318 2009-10 Revised 2 1 1 4 2010-11 Adopted 2 1 1 4 2010-11 Anticipated 2 1 1 4 City of Chandler 2010-11 Adopted Budget Municipal Utilities FUNCTION: DEPARTMENT: Municipal Utilities Municipal Utilities COST CENTER: DIVISION: 3960 Airport Water Reclamation Facility Airport 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. 2010-11 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 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected $825 $800 $890 $980(1) $1,020 99.5% 99.8% 100% 100% 100% Reuse of Wastewater (MGD) 4.8 7.5 9.0 8.5 9.0 Recharge of Wastewater (MGD) Number of Reclaimed (Reuse) Customers 4.4 1.57 2.5 1.5 1.0 118 157 160 175 185 Treatment cost per 1 MG Percent Compliance with Permits (1) Higher cost due to increase in power rates and new equipment put into service as part of the facility expansion. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 319 City of Chandler 2010-11 Adopted Budget Municipal Utilities    AIRPORT WATER RECLAMATION FACILITY – 3960    Budget Summary Description Personnel Services Total Personnel Ongoing One-time 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 Actual $ 1,501,757 1,501,757 667,941 961,833 114,553 26,525 891,249 54,937 6,071 $ 4,224,866 2009-10 Adopted Budget 2009-10 Adjusted Budget 2009-10 Estimated $ 1,836,286 1,825,934 10,352 949,118 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 $ 1,920,662 1,910,310 10,352 942,911 1,117,996 91,250 32,814 250 1,491,812 59,827 500,000 25,000 13,263 $ 6,195,785 $ 1,874,180 1,863,828 10,352 800,200 1,035,500 90,350 25,850 1,400,500 53,000 30,766 12,415 $ 5,322,761 2010-11 Adopted Budget $ 1,917,370 1,917,370 941,788 1,116,616 91,250 32,814 250 1,493,192 59,827 500,000 25,000 5,200 $ 6,183,307 $ 6,183,307 % Change Adopted To Adopted 4.42% 5.01% -100.00% -0.77% -0.12% 0.00% 0.00% 0.00% -0.45% 0.00% 0.00% 0.00% 0.00% 1.07% Authorized Positions Position Title Administrative Specialist Executive Assistant Instrumentation Technician Maintenance Planner/Scheduler Maintenance Worker Senior Equipment Mechanic Utilities Electrician Utilities Systems Analyst Utilities Operations Manager Utility Systems Manager Wastewater Facilities Superintendent Wastewater Treatment Plant Operator I Wastewater Treatment Plant Operator II Wastewater Treatment Plant Operator III Water Systems Maint. Superintendent TOTAL 2007-08 Revised 1 1 2 1 0 3 1 1 0 1 1 2 4 0 0 18 2008-09 Revised 1 1 2 1 1 4 2 1 0 1 1 2 4 0 0 21 2009-10 Adopted 1 1 2 1 1 4 2 1 0 1 1 2 4 1 1 23 2009-10 Revised 1 0 2 1 1 4 2 1 1 0 1 2 4 1 1 22 2010-11 Adopted 1 0 2 1 1 4 2 1 1 0 1 2 4 1 1 22 2010-11 Anticipated 1 0 2 1 1 4 2 1 1 0 1 2 4 1 1 22 Significant Budget and Staffing Changes During fiscal year 2009-10, one Executive Assistant position was transferred to cost center 3930, Wastewater Reverse Osmosis and one Utility Systems Manager was reclassified to Utilities Operations Manager. 320 City of Chandler 2010-11 Adopted Budget Municipal Utilities FUNCTION: DEPARTMENT: Municipal Utilities Municipal Utilities 3970 Ocotillo Water Reclamation COST CENTER: DIVISION: Ocotillo 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. 2010-11 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. 2007-08 Actual Measures 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected Treatment cost per 1 MG $1,202 $1,367(1) $1,260 $1,155(2) $1,160 Percent Compliance with Permits 99.5% 98.79% 100% 99.7% 100% 7.77 8.71 (3) 8.0 8.5 0.75 (4) 0.4 0.5 0.5 Reuse of Wastewater (MGD) Recharge of Wastewater (MGD) 0.41 7.3 (1) Cost increase due to increased maintenance costs associated with aging infrastructure. Beginning FY 2009-10, repair and replacement costs removed from treatment costs per 1 MG. Reduction in flow to this facility, increasing the flow to the Airport Water Reclamation Facility. (4) Reduction in recharge due to the commencement of reclaimed water deliveries to the Gila River Indian Community. (2) (3) * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. Budget Summary Description Professional/Contract Rents/Utilities Total Cost Center-3970 Wastewater Operating 2008-09 Actual $ 4,374,858 178,713 $ 4,553,571 2009-10 Adopted Budget $ 4,118,320 $ 4,118,320 $ 4,118,320 2009-10 Adjusted Budget $ 4,288,720 $ 4,288,720 2009-10 Estimated $ 3,854,620 263,700 $ 4,118,320 Significant Budget and Staffing Changes There are no significant budget changes for fiscal year 2010-11. 321 2010-11 Adopted Budget $ 3,818,320 300,000 $ 4,118,320 $ 4,118,320 % Change Adopted To Adopted -7.28% N/A 0.00% City of Chandler 2010-11 Adopted Budget Municipal Utilities 322 Police 11-Contents Activities and Functions Carried Out by Organizational Units (cost centers) Accomplishments Goals, Objectives, and Performance Measurements Budget Appropriations Personnel Police Department receives accolades for volunteer program Collaboration with community members cited as top reason for award Police Department saves money because of work performed by volunteers Police “Volunteers in Policing Services” program wins 2010 James R. Snedigar Public Service Award from the Chandler Chamber of Commerce City of Chandler 2010-11 Adopted Budget 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 Police Community Resources and Training 323 City of Chandler 2010-11 Adopted Budget Police The table below depicts the breakdown by division for the fiscal year 2010-11 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 2008-09 Actual Expenditures 2009-10 Adopted Budget Administration $ Professional Standards Property and Evidence Forensic Services Field Operations Criminal Investigations Planning and Reseach Communications Records Detention Services Community Resources and Training Police - Capital TOTAL POLICE $ 3,559,232 1,029,807 390,171 1,987,432 28,846,968 11,472,569 802,503 4,962,531 1,739,425 466,865 4,327,078 2,434,483 62,019,064 $ Expenditures by Category Personnel & Benefits Total Personnel $ Ongoing One-time Operating & Maintenance Capital - Major TOTAL POLICE $ 53,144,046 53,144,046 6,440,535 2,434,483 62,019,064 $ Staffing by Cost Center Administration Professional Standards Property and Evidence Forensic Sciences Field Operations Criminal Investigations Planning and Research Communications Records Detention Services Community Resources and Training TOTAL POLICE 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 Estimated Expenditures 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 $ 53,326,991 52,740,180 586,811 11,691,653 24,202,476 89,221,120 $ 2009-10 Adopted 15.00 8.00 5.00 22.00 232.00 93.00 8.00 52.00 25.00 6.00 32.00 498.00 324 $ $ 2010-11 Adopted Budget 3,921,081 942,770 402,588 2,080,915 28,773,483 12,122,922 805,372 5,739,298 1,721,016 2,505,865 3,999,784 797,207 63,812,301 $ 53,572,239 52,958,994 613,245 9,442,855 797,207 63,812,301 $ 2009-10 Revised 16.00 8.00 5.00 22.00 231.00 93.00 8.00 52.00 25.00 6.00 31.00 497.00 $ $ % of 2010-11 Total 7,207,480 943,850 385,229 2,136,934 28,196,253 11,009,920 814,842 5,569,225 1,613,898 2,486,011 3,572,638 18,702,937 82,639,217 9% 1% 0% 3% 34% 13% 1% 7% 2% 3% 4% 23% 100% 50,200,604 49,156,410 1,044,194 13,735,676 18,702,937 82,639,217 59% 1% 16% 23% 100% 2010-11 Adopted 16.00 8.00 5.00 23.00 227.00 91.00 8.00 51.00 24.00 6.00 30.00 489.00 2010-11 Anticipated 15.00 8.00 5.00 23.00 227.00 91.00 8.00 51.00 24.00 6.00 30.00 488.00 City of Chandler 2010-11 Adopted Budget Police 2009-10 Police Accomplishments  Crime rates in the City of Chandler decreased for 2009, as compared to 2008. Violent crimes experienced an 8% decrease overall (homicide, forcible rape, robbery, and aggravated assault). Property crimes (burglary, theft, motor vehicle theft and arson) noted a 7.5% decrease. Areas with the most notable changes: motor vehicle theft with 40% decrease (following the nationwide trend), arson with a 33% decrease, rape with 18% decrease, and robbery was down 16% (following a valley wide trend).  Chandler Police Department implemented a program named Lo Mejor De Chandler or “The best of Chandler” which is a 5-minute live segment aired on Univision Channel 33 Phoenix, in Spanish, twice a month. In an effort to reach out to the Spanish community through positive police contact and representation through Lo Mejor De Chandler, we have seen an increase in Spanish speaking citizens calling in crimes, asking questions, and getting involved in programs and events, which are discussed on the show.  Created the Child Abuse Prevention and Awareness Campaign after the brutal death of a Chandler toddler in August of 2009. The idea was fueled in part by the Chandler Police Department’s call to partner with the community to create awareness and help prevent child abuse. In less than a year, the campaign includes over 50 agencies valley wide. The focus is to address child abuse prevention with a three-pronged approach: Awareness, Education, and Reporting. Governor Jan Brewer declared Chandler's efforts to spark the creation of the coalition "a shining example of how this child-abuse-prevention-and-awareness campaign has taken root," and called on the residents of Arizona to protect children by watching for and reporting abuse.  The Special Assignment Unit procured additional funding from the federal governments Urban Area Security Initiative grant in the amount of $160,000. These funds were used to purchase additional upgrades in communications equipment, to support and maintain earlier equipment, and to purchase new ballistic vests.  Field Operations has reduced response times in 2009 for priority one calls by an average of 25 seconds compared to 2008.  Chandler Police Department Traffic Unit took part in 10 DUI task force operations resulting in over 240 DUI arrests.  Chandler Police Department received over $180,000 in grant funding from Governor’s Office of Highway Safety that has been used for DUI enforcement, traffic enforcement, accident investigation, traffic enforcement equipment, and traffic safety operations.  The Narcotics unit had a phenomenal year, which saw 147 arrests, over 1.7 million in cash seizures and over 1,200 pounds of marijuana seized.  The Police Department is now participating in a regional crime information sharing project called COPLINK. This collaboration with other East Valley police agencies allows for the sharing and analyzing of offender and other critical investigative data between the agencies.  Volunteers held their 15th annual Awards Banquet & Appreciation Dinner where it was announced the program had reached a milestone of over 200,000 hours of donated time since its inception. In addition, we introduced the Lifetime Achievement and Hours of Service Awards.  The Chandler Police Department's Volunteers in Policing Services program is the 2010 recipient of the James R. Snedigar Public Service Award, given by Chandler Chamber of Commerce to recognize excellence beyond the call of duty. 325 City of Chandler 2010-11 Adopted Budget Police FUNCTION: DEPARTMENT: Public Safety Police COST CENTER: DIVISION: 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. 2010-11 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. Measures(1) 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected Reduce burglaries by 3% per 1,000 population 5.4% Reduction 13.2% Increase 3.0% Reduction 1.3% Increase 3.0% Reduction Reduce auto theft by 3% per 1,000 population 22.8% Reduction 25.8% Reduction 3.0% Reduction 32.6% Reduction 3.0% Reduction Reduce vehicle burglaries by 3% per 1,000 population 17.1% Reduction 8.9% Increase 3.0% Reduction 26.9% Reduction 3.0% Reduction Reduce aggravated assaults by 3% per 1,000 population 13.2% Reduction 6.3% Reduction 3.0% Reduction 10.1% Reduction 3.0% Reduction Reduce robberies by 3% per 1,000 population 3.9% Reduction 0.2% Reduction 3.0% Reduction 12.0% Reduction 3.0% Reduction (1) Crime tends to be cyclical and can be associated with economic fluctuations. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 326 City of Chandler 2010-11 Adopted Budget 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.  Maintain less than one sustained external citizen complaint per 10,000 population. Measures 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected Priority 1 average response time (min:sec)(1) 6:16 5:47 5:00 5:34 5:00 Priority 2 average response time (min:sec)(1) 16:01 13:58 15:00 13:14 15:00 Priority 3 average response time (min:sec)(1) 27:00 24:06 30:00 22:53 30:00 Part 1 Crimes Against Persons per 1,000 population 2.3 2.2 2.0 2.0 2.0 Part 1 Crimes Against Property per 1,000 population 32.6 33.0 35.0 29.8 35.0 Number of sustained external citizen complaints per 10,000 population(2) 0.07 0.20 0.45 0.08 0.45 (1) (2) These measures are by calendar year starting in 2009-10 to adhere to national public safety response time reporting standards. FY2009-10 measures will report calendar year 2009 response times. Measure moved from cost center 2015 effective 2008-09. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 327 City of Chandler 2010-11 Adopted Budget Police    POLICE ADMINISTRATION – 2010    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Building/Improvements Machinery/Equipment Office Furniture/Equipment Total Cost Center-2010 General Fund Police Confiscated Property Grant Fund Grand Total 2008-09 Actual $ 2,011,489 2,011,489 27,550 205,304 145,347 26,279 341,000 240,285 546,690 15,288 $ 3,559,232 2009-10 Adopted Budget 2009-10 Adjusted Budget 2009-10 Estimated $ 2,009,295 2,003,894 5,401 266,704 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 $ 2,021,295 2,003,894 17,401 302,214 1,838,915 331,110 35,716 1,000 484,242 120,000 532,957 719 $ 5,668,168 $ 2,188,233 2,170,832 17,401 255,605 274,245 119,278 12,000 5,000 527,228 29,492 510,000 $ 3,921,081 2010-11 Adopted Budget % Change Adopted To Adopted $ 2,103,501 2,006,720 96,781 330,264 2,440,243 536,114 70,016 1,000 635,342 400,000 680,000 11,000 $ 7,207,480 $ 2,437,480 3,000,000 1,770,000 $ 7,207,480 4.69% 0.14% 1691.91% 23.83% 39.19% 81.51% 553.38% 0.00% 196.00% 100.00% 5.43% 22.22% 33.35% 2010-11 Adopted 3 1 1 1 1 2 2 1 1 1 2 16 2010-11 Anticipated 3 1 0 1 1 2 2 1 1 1 2 15 Authorized Positions Position Title Assistant Police Chief Executive Assistant Information Specialist Police Chief Police Lieutenant Police Officer Police Sergeant Police Technology Manager Senior Executive Assistant Senior Legal Secretary Video Production Specialist TOTAL 2007-08 Revised 3 2 1 1 0 2 1 0 1 0 2 13 2008-09 Revised 3 1 1 1 1 2 2 0 1 1 2 15 2009-10 Adopted 3 1 1 1 1 2 2 0 1 1 2 15 2009-10 Revised 3 1 1 1 1 2 2 1 1 1 2 16 Significant Budget and Staffing Changes In fiscal year 2009-10, one Grant Funded Police Technology Manager position was added. Fiscal year 2010-11 Professional/Contract Services reflects an increase for contracting a hearing officer for vehicle impounds, which will be offset by vehicle impound fees. Professional/Contract Services also reflects a reduction in the costs for Animal Control Services. Operating Supplies reflects funding for grant opportunities related to the Federal Recovery Act; Communications/Transportation reflects an increase for mileage reimbursement in lieu of car allowance, which has been eliminated beginning 2010-11. In addition, increases related to the Police Confiscated Property Fund are reflected in Operating Supplies, Repairs/Maintenance, Communications/Transportation, Other Charges/Services, Building/Improvements, and Machinery/Equipment. A Decision Package (DP) was submitted to cover standby pay throughout the department, including cost centers 2010, 2020, 2030, and 2040, with $37,606 budgeted in cost center 2010 for standby pay including benefits. Authorized Positions 2010-11 Anticipated reflects a reduction of one Information Specialist position planned for elimination due to budget reductions. Personnel Services reflects one-time funding for this position. 328 City of Chandler 2010-11 Adopted Budget Police FUNCTION: DEPARTMENT: Public Safety Police COST CENTER: DIVISION: 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. 2010-11 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 to include yearly policy review and proofs of compliance.  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.  Maintain a 180-day or less hiring process for sworn personnel.(1)  Provide fair, impartial, and timely coordination and investigation of internal and external complaints against department employees. Measures Number of special inspections/audits Number of recruitment events Average number of days for hiring process for sworn positions (1) 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 21 21 21 30 30 9 3 10 9 5 60 106 180 180 180 Due to positions placed on budgetary hold, candidates will be in process for an extended period. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 329 City of Chandler 2010-11 Adopted Budget Police    PROFESSIONAL STANDARDS – 2015    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Total Cost Center-2015 General Fund 2009-10 Adopted Budget 2008-09 Actual $ 982,760 982,760 16,340 22,353 422 335 7,597 $ 1,029,807 $ 953,586 945,741 7,845 18,440 10,225 400 7,000 13,789 $ 1,003,440 $ 1,003,440 2009-10 Adjusted Budget $ 953,586 945,741 7,845 20,100 10,225 400 7,000 13,789 $ 1,005,100 2010-11 Adopted Budget 2009-10 Estimated $ $ 901,490 893,645 7,845 17,500 6,569 422 3,000 13,789 942,770 $ $ $ % Change Adopted To Adopted 893,996 893,996 18,440 10,225 400 7,000 13,789 943,850 943,850 -6.25% -5.47% -100.00% 0.00% 0.00% 0.00% 0.00% 0.00% -5.94% 2010-11 Adopted 1 1 3 1 2 8 2010-11 Anticipated 1 1 3 1 2 8 Authorized Positions Position Title Police Administrative Specialist Police Lieutenant Police Officer Police Research Assistant Police Sergeant TOTAL 2007-08 Revised 1 1 4 1 2 9 2008-09 Revised 1 1 3 1 2 8 2009-10 Adopted 1 1 3 1 2 8 2009-10 Revised 1 1 3 1 2 8 Significant Budget and Staffing Changes The FY 2010-11 personnel budget reflects changes to the cost of salaries and benefit selections of the current incumbents of each position. 330 City of Chandler 2010-11 Adopted Budget Police FUNCTION: DEPARTMENT: Public Safety Police 2020 Property and Evidence COST CENTER: DIVISION: 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. 2010-11 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 Prepare/schedule disposition of property within 30 days of approval Conduct bike give-aways Monthly property destruction Inventory error rate 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 100% 100% 95% 95% 95% 1 2 2 2 2 12 12 12 12 12 0.1% 0.0% 3.0% 0.0% 3.0% * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. . 331 City of Chandler 2010-11 Adopted Budget Police    PROPERTY AND EVIDENCE – 2020    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Rents/Utilities Other Charges/Services Total Cost Center-2020 General Fund 2009-10 Adopted Budget 2008-09 Actual $ $ 350,117 $ 350,117 26,402 10,670 2,474 361 147 390,171 $ $ 342,229 339,271 2,958 15,388 14,612 4,825 250 170 377,474 377,474 2009-10 Adjusted Budget $ $ 342,229 339,271 2,958 16,722 14,612 5,149 250 170 379,132 2009-10 Estimated $ $ 365,460 $ 362,502 2,958 17,722 13,612 5,389 235 170 402,588 $ $ 2010-11 Adopted Budget 349,984 349,984 15,388 14,612 4,825 250 170 385,229 385,229 % Change Adopted To Adopted 2.27% 3.16% -100.00% 0.00% 0.00% 0.00% 0.00% N/A 0.00% 2.05% Authorized Positions Position Title Police Records Specialist Property and Evidence Supervisor Property and Evidence Technician TOTAL 2007-08 Revised 1 1 3 5 2008-09 Revised 1 1 3 5 2009-10 Adopted 1 1 3 5 2009-10 Revised 1 1 3 5 2010-11 Adopted 1 1 3 5 2010-11 Anticipated 1 1 3 5 Significant Budget and Staffing Changes A Decision Package (DP) was submitted to cover standby pay throughout the department, including cost centers 2010, 2020, 2030, and 2040, with $23,847 budgeted in cost center 2020 for standby pay including benefits. 332 City of Chandler 2010-11 Adopted Budget Police FUNCTION: DEPARTMENT: Public Safety Police COST CENTER: DIVISION: 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. 2010-11 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 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 100% 100% 95% 100% 95% Complete all requests for controlled substances analysis within 60 days(1) 44% 100% 95% 95% 95% Return AFIS results within 24 hours 93% 93% 95% 98% 95% Analyze all latents and enter AFISquality latents into AFIS within 14 days 94% 98% 95% 94% 95% Complete all requests for photograph copies within 14 days 98% 98% 95% 98% 95% (1) Changed from 30 days to 60 days effective 2008-09. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 333 City of Chandler 2010-11 Adopted Budget Police    FORENSIC SERVICES – 2021    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Machinery/Equipment Capital Replacement Total Cost Center-2021 General Fund Grant Fund Grand Total 2008-09 Actual $ 1,696,029 1,696,029 16,344 120,171 74,169 5,282 750 9,787 64,000 900 $ 1,987,432 2009-10 Adopted Budget 2009-10 Adjusted Budget 2009-10 Estimated $ 1,896,013 1,861,849 34,164 61,200 74,440 97,691 4,620 7,765 30,000 $ 2,171,729 $ 2,091,729 80,000 $ 2,171,729 $ 1,892,502 1,859,258 33,244 107,028 89,565 113,451 4,620 7,765 96,506 $ 2,311,437 $ 1,750,637 1,716,473 34,164 40,889 80,000 122,666 1,000 2,500 83,223 $ 2,080,915 2010-11 Adopted Budget $ 1,928,595 1,928,595 11,200 85,429 99,325 4,620 7,765 $ 2,136,934 $ 2,136,934 $ 2,136,934 % Change Adopted To Adopted 1.72% 3.58% -100.00% -81.70% 14.76% 1.67% 0.00% N/A 0.00% -100.00% N/A -1.60% Authorized Positions Position Title Crime Scene Supervisor Crime Scene Technician I Crime Scene Technician II Criminalist II Identification Specialist III Latent Print Examiner II Police Administrative Specialist Police Forensics Service Section Manager TOTAL 2007-08 Revised 2 4 7 3 3 0 2 1 22 2008-09 Revised 2 3 8 3 0 3 2 1 22 2009-10 Adopted 2 3 8 3 0 3 2 1 22 2009-10 Revised 2 2 9 4 0 2 2 1 22 2010-11 Adopted 2 2 9 5 0 2 2 1 23 2010-11 Anticipated 2 2 9 5 0 2 2 1 23 Significant Budget and Staffing Changes In fiscal year 2009-10, one Latent Print Examiner II position was reclassified to a Criminalist II position and one Crime Scene Technician I position was reclassified to a Crime Scene Technician II. Fiscal year 2010-11 reflects the addition of one Criminalist II position and an increase in Operating Supplies for lab supplies, the cost of which will be offset by the Intergovernmental Agreement with Gilbert Police. Fiscal year 2010-11 Professional/Contract Services and Machinery/Equipment reflect decreases related to Grant funding. 334 City of Chandler 2010-11 Adopted Budget Police FUNCTION: DEPARTMENT: Public Safety Police 2030 Field Operations COST CENTER: DIVISION: 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. 2010-11 Performance Measurements Goal: Protect lives and property by providing professional police services in a timely, efficient, and effective manner. Objective:  Reduce the traffic accidents by 3% per 1,000 population and photo-enforced intersections by 5% per 1,000 population.(1)  Reduce DUI related accident rate by 5% per 1,000 population.(2)  Reduce the number of outstanding arrest warrants in the City of Chandler.  Develop and communicate effective crime reduction strategies for each district on an ongoing basis. Measures Reduce traffic accidents by 3% per 1,000 population(3) Reduce traffic accident rate at photo enforced city intersections by 5% per 1,000 population(1) N/A N/A N/A 2009-10 Year End Estimate * 4.5% Reduction 17.4% Reduction 15.5% Reduction 5.0% Reduction 8.9% Reduction 5.0% Reduction Reduce DUI related accident rate by 5% per 1,000 population 9.1% Reduction 26.2% Reduction 5.0% Reduction 9.6% Reduction 5.0% Reduction 2,823 3,062 2,500 2,632 2,500 Number of monthly briefings on proactive crime reduction strategies(4) N/A N/A 216 204 216 Number of crime reduction plans developed to address public safety issues (4) N/A N/A 48 48 48 Number of hours officers are dedicated to a warrant detail 2007-08 Actual 2008-09 Actual (1) 2009-10 Projected Objective and Measure changed from top 10 City intersections to photo enforced City intersections beginning in 2008-09. Goal for reduction rate increased from 0.5% to 5% effective 2008-09. (3) New Measure effective 2010-11. (4) New measure effective 2009-10. (2) * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 335 2010-11 Projected 3.0% Reduction City of Chandler 2010-11 Adopted Budget Police    FIELD OPERATIONS - 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 annual open house and public meetings with members of the community to address and develop joint law enforcement/citizen solutions to neighborhood problems.(1)  Ascertain concerns and needs of community through Citizen Satisfaction Surveys.  Promote traffic safety by conducting special public awareness events annually. Measures 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected Number of citizen community meetings 21 2(2) 70(3) 22 24 Number of Citizen Satisfaction Surveys completed 240 147 200 100 100 Number of traffic safety and education special events conducted 28 32 25 24 25 (1) (2) (3) Changed Objective from “participation in district meetings” to “participation in annual open house and public meetings” effective 2010-11. 2008-09 Actual figure only includes open houses. 2009-10 figure 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 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 13,967 10,373 8,160 8,000 8,160 5,530 5,332 3,500 4,100 3,500 * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 336 City of Chandler 2010-11 Adopted Budget Police    FIELD OPERATIONS - 2030    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Capital Replacement Total Cost Center-2030 General Fund Grant Fund Grand Total 2008-09 Actual $26,089,369 26,089,369 8,802 1,334,630 62,354 27,030 15,603 29,813 1,279,367 $28,846,968 2009-10 Adopted Budget 2009-10 Adjusted Budget 2009-10 Estimated $ 26,431,318 26,138,352 292,966 117,066 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 $26,548,798 26,255,832 292,966 13,862 1,407,191 77,896 13,778 19,544 26,847 1,597,687 $29,705,603 $26,142,348 25,858,519 283,829 13,862 1,376,066 47,799 24,453 19,544 33,109 1,116,302 $28,773,483 2010-11 Adopted Budget $ 24,686,031 24,686,031 129,566 1,638,848 74,646 17,029 19,544 18,072 1,612,517 $ 28,196,253 $ 27,830,253 366,000 $ 28,196,253 % Change Adopted To Adopted -6.60% -5.56% -100.00% 10.68% 22.03% 0.00% 54.07% 0.00% 0.00% 0.00% -4.83% 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 2007-08 Revised 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 2009-10 Revised 4 5 10 2 9 169 1 27 4 231 2010-11 Adopted 4 5 8 2 9 167 1 27 4 227 2010-11 Anticipated 4 5 8 2 9 167 1 27 4 227 Significant Budget and Staffing Changes In fiscal year 2009-10, one Park Ranger and one Police Administrative Specialist positions were eliminated as a result of the Retirement Incentive Program. One Police Lieutenant position eliminated as a part of the 2009-10 budget adoption was reinstated and one Police Officer position in cost center 2080, Community Resources and Training, was eliminated instead. Fiscal year 2010-11 reflects the elimination of two Police Administrative Specialist positions and two Bicycle Team Police Officer positions as part of vacancy reductions. A Decision Package (DP) was submitted to cover standby pay throughout the department, including cost centers 2010, 2020, 2030, and 2040, with $116,310 budgeted in cost center 2030 for standby pay including benefits. Fiscal year 2010-11 Operating Supplies reflects one-time funding for bulletproof vests. Communications/ Transportation reflects an increase for mileage reimbursement in lieu of car allowance, which has been eliminated beginning 2010-11. 337 City of Chandler 2010-11 Adopted Budget Police Public Safety Police FUNCTION: DEPARTMENT: COST CENTER: DIVISION: 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. 2010-11 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. Measures 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected Criminal Investigations clearance rate 84% 86% 80% 85% 80% Percentage of submitted cases requiring no further investigation 91% 97% 95% 95% 90% Number of Special Projects in Response to Crime Trends 45 58 48 40 24 Percent of all VDO’s responded to within 60 days 91% 88% 80% 85% 80% 21 15 18 34 24 Number of gang related contacts 357 409 300 330 320 Number of Felony Arrest Warrants Cleared 106 162 100 180 180 Number of Misdemeanor Arrest Warrants Cleared(1) 641 599 550 240(2) 400 Number of gang awareness presentations (1) (2) Includes misdemeanor warrant voluntary compliance program. High profile cases require redistribution of CIS personnel dedicated to warrants. Need to rebuild and retrain volunteer warrant coordinator after resignation – program still not fully staffed or trained. Special projects are tending to be longer term with greater commitment of resources, however, impact is resulting in more arrest, longer sentencing and identification of criminal associates. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 338 City of Chandler 2010-11 Adopted Budget Police    CRIMINAL INVESTIGATIONS – 2040    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Total Cost Center-2040 General Fund Grant Fund Grand Total 2008-09 Actual $11,158,461 11,158,461 9,240 48,580 15,321 167,400 1,428 72,139 $11,472,569 2009-10 Adopted Budget 2009-10 Adjusted Budget 2009-10 Estimated $ 11,015,050 10,936,822 78,228 163,676 171,272 13,368 150,527 1,000 75,176 $ 11,590,069 $ 11,235,069 355,000 $ 11,590,069 $11,147,021 11,068,793 78,228 32,462 173,225 14,177 158,686 1,000 77,666 $11,604,237 $11,690,390 11,612,162 78,228 6,982 173,800 19,500 153,400 1,750 77,100 $12,122,922 2010-11 Adopted Budget $ 10,345,948 10,345,948 196,725 172,916 11,368 206,787 1,000 75,176 $ 11,009,920 $ 10,618,920 391,000 $ 11,009,920 % Change Adopted To Adopted -6.07% -5.40% -100.00% 20.19% 0.96% -14.96% 37.38% 0.00% 0.00% -5.01% 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 2007-08 Revised 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 2009-10 Revised 4 1 2 3 66 1 12 1 3 93 2010-11 Adopted 4 1 2 2 65 1 12 1 3 91 2010-11 Anticipated 4 1 2 2 65 1 12 1 3 91 Significant Budget and Staffing Changes Fiscal year 2010-11 reflects the elimination of one Police Lieutenant position and one Police Officer position designated to the City Prosecutor’s Office, as part of vacancy reductions. Fiscal year 2010-11 Professional/Contract reflects an increase in funding for both High Intensity Drug Trafficking Area and Victim Services Program grants. Communications/Transportation reflects an increase for mileage reimbursement in lieu of car allowance, which has been eliminated beginning 2010-11. A Decision Package (DP) was submitted to cover standby pay for the department, including cost centers 2010, 2020, 2030, and 2040, with $239,710 budgeted in cost center 2040, including benefits. 339 City of Chandler 2010-11 Adopted Budget Police FUNCTION: DEPARTMENT: Public Safety Police COST CENTER: DIVISION: 2050 Planning and Research Planning 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. 2010-11 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 ongoing 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 ongoing staff deployment and efficiency studies. Measures 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected Number of budget monitoring reports performed 94 85 81 86 80 Number of grants/IGAs/MOUs prepared 38 35 24 28 25 Number of crime analysis products provided 453 512 932(1) 708 620 Number of Uniform Crime Reports produced 12 12 12 12 12 Number of deployment and efficiency studies performed 86 91 75 85 70 (1) 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. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 340 City of Chandler 2010-11 Adopted Budget Police    PLANNING AND RESEARCH – 2050    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Total Cost Center-2050 General Fund 2009-10 Adopted Budget 2008-09 Actual $ $ 765,100 765,100 14,343 15,068 1,062 3,640 3,290 802,503 $ $ $ 779,413 773,149 6,264 27,787 22,604 3,700 8,050 4,516 846,070 846,070 2009-10 Adjusted Budget $ $ 779,413 773,149 6,264 16,787 22,604 3,700 8,050 4,566 835,120 2010-11 Adopted Budget 2009-10 Estimated $ $ 774,244 767,980 6,264 12,675 9,800 2,062 3,300 3,291 805,372 $ $ $ 762,410 762,410 12,962 23,204 3,700 8,050 4,516 814,842 814,842 % Change Adopted To Adopted -2.18% -1.39% -100.00% -53.35% 2.65% 0.00% 0.00% 0.00% -3.69% Authorized Positions Position Title Crime Analysis Supervisor Police Planning and Research Analyst Police Planning and Research Manager Police Planning Assistant TOTAL 2007-08 Revised 1 5 1 2 9 2008-09 Revised 1 4 1 2 8 2009-10 Adopted 1 4 1 2 8 2009-10 Revised 1 4 1 2 8 2010-11 Adopted 1 4 1 2 8 2010-11 Anticipated 1 4 1 2 8 Significant Budget and Staffing Changes Fiscal year 2010-11 Professional/Contract Services reflects a decrease as a result of the elimination of automated crime statistics services. 341 City of Chandler 2010-11 Adopted Budget Police FUNCTION: DEPARTMENT: Public Safety Police COST CENTER: DIVISION: 2060 Communications The 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. 2010-11 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 Number of calls for services Maintain an overall average ring time less than 7 seconds for incoming 9-1-1 calls for service 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) 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 159,535 157,239 162,166(1) 146,388 150,779 N/A(2) 99% 97% 98% 97% 96% 94% 85% 91% 85% 100% 100% 97% 98% 97% 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. First data available upon installation of new 9-1-1 system as of September 2008. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 342 City of Chandler 2010-11 Adopted Budget Police    COMMUNICATIONS – 2060    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Machinery/Equipment Capital Replacement Total Cost Center-2060 General Fund 2008-09 Actual $ 3,869,663 3,869,663 11,933 53,303 373,457 14,818 1,549 426,638 211,170 $ 4,962,531 2009-10 Adopted Budget 2009-10 Adjusted Budget 2009-10 Estimated $ 4,049,328 4,007,520 41,808 18,545 108,626 367,649 9,706 704,227 318,459 202,056 $ 5,778,596 $ 5,778,596 $ 4,049,328 4,007,520 41,808 32,173 176,434 372,975 18,329 704,227 394,315 216,886 $ 5,964,667 $ 3,896,916 3,855,108 41,808 23,741 98,985 393,718 15,223 701,829 392,000 216,886 $ 5,739,298 2010-11 Adopted Budget % Change Adopted To Adopted $ 3,832,785 3,832,785 12,545 108,626 367,949 9,706 704,227 324,159 209,228 $ 5,569,225 $ 5,569,225 -5.35% -4.36% -100.00% -32.35% 0.00% 0.08% 0.00% 0.00% 1.79% 3.55% -3.62% 2010-11 Adopted 1 6 29 8 1 2 1 1 0 2 51 2010-11 Anticipated 1 6 29 8 1 2 1 1 0 2 51 Authorized Positions Position Title Computer Support Assistant Dispatch Supervisor Dispatcher Emergency Call Taker Operations Analyst Operations Systems Analyst Police Administrative Specialist Police Communications Manager Police Communications Technician Senior Police Communications Technician TOTAL 2007-08 Revised 1 6 30 8 1 2 1 1 1 1 52 2008-09 Revised 1 6 30 8 1 2 1 1 1 1 52 2009-10 Adopted 1 6 30 8 1 2 1 1 1 1 52 2009-10 Revised 1 6 30 8 1 2 1 1 0 2 52 Significant Budget and Staffing Changes During fiscal year 2009-10, one Police Communications Technician position was reclassified to a Senior Communication Technician position. Fiscal year 2010-11 reflects the elimination of one Dispatcher position as part of vacancy reductions. Fiscal year 2010-11 Professional/Contract reflects a decrease for transferring funds within the cost center to Machinery/Equipment. 343 City of Chandler 2010-11 Adopted Budget Police FUNCTION: DEPARTMENT: Public Safety Police 2070 Records COST CENTER: DIVISION: 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. 2010-11 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 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 88% 89% 97% 90% 90% 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 Percentage of criminal histories completed by the end of the following shift Percentage of recovery letters mailed to victim with 24 hours 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 100% 100% 100% 100% 100% 97% 98% 100% 98% 98% * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 344 City of Chandler 2010-11 Adopted Budget Police    RECORDS – 2070    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Total Cost Center-2070 General Fund 2008-09 Actual $ 1,703,207 1,703,207 342 24,160 10,947 325 444 $ 1,739,425 2009-10 Adopted Budget 2009-10 Adjusted Budget 2009-10 Estimated $ 1,690,361 1,672,430 17,931 1,000 25,181 6,310 2,000 1,500 $ 1,726,352 $ 1,726,352 $ 1,690,361 1,672,430 17,931 1,000 25,181 6,696 2,000 1,500 $ 1,726,738 $ 1,683,777 1,665,846 17,931 500 23,181 13,058 500 $ 1,721,016 2010-11 Adopted Budget $ 1,577,907 1,577,907 1,000 25,181 6,310 2,000 1,500 $ 1,613,898 $ 1,613,898 % Change Adopted To Adopted -6.65% -5.65% -100.00% 0.00% 0.00% 0.00% 0.00% 0.00% -6.51% Authorized Positions Position Title Police Records Specialist Police Records Supervisor Police Support Services Manager TOTAL 2007-08 Revised 21 4 1 26 2008-09 Revised 21 4 1 26 2009-10 Adopted 20 4 1 25 2009-10 Revised 20 4 1 25 2010-11 Adopted 19 4 1 24 2010-11 Anticipated 19 4 1 24 Significant Budget and Staffing Changes Fiscal year 2010-11 reflects the elimination of one Police Records Specialist position as part of vacancy reductions. 345 City of Chandler 2010-11 Adopted Budget Police FUNCTION: DEPARTMENT: Public Safety Police COST CENTER: DIVISION: 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. 2010-11 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 Percent of investigated complaints resulting in the finding of no mistreatment to prisoners (1) 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 100% 100% 100% 100% 100% N/A(1) 100% 100% 100% 100% No complaints made * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. . 346 City of Chandler 2010-11 Adopted Budget Police    DETENTION SERVICES – 2071    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Total Cost Center-2071 General Fund 2009-10 Adopted Budget 2008-09 Actual $ $ 466,012 466,012 853 466,865 $ 474,138 466,614 7,524 2,031,000 1,800 $ 2,506,938 $ 2,506,938 2009-10 Adjusted Budget $ 474,138 466,614 7,524 2,031,000 1,800 $ 2,506,938 2010-11 Adopted Budget 2009-10 Estimated $ 474,065 466,541 7,524 2,030,000 1,800 $ 2,505,865 $ $ $ % Change Adopted To Adopted 453,211 453,211 2,031,000 1,800 2,486,011 2,486,011 -4.41% -2.87% -100.00% 0.00% 0.00% -0.83% 2010-11 Adopted 5 1 6 2010-11 Anticipated 5 1 6 Authorized Positions Position Title Detention Officer Police Detention Supervisor TOTAL 2007-08 Revised 5 1 6 2008-09 Revised 5 1 6 2009-10 Adopted 5 1 6 Significant Budget and Staffing Changes There are no significant staffing or budget changes for fiscal year 2010-11. 347 2009-10 Revised 5 1 6 City of Chandler 2010-11 Adopted Budget Police FUNCTION: DEPARTMENT: Public Safety Police 2080 Police Community Resources and Training COST CENTER: DIVISION: Police Community Resources and Training programs include the School Resource Officer Program in all public secondary schools, the Crime Prevention Unit that strives to maximize citizens’ crime prevention efforts through encouraging and assisting in the development and implementation of crime prevention programs, the Citizen and Youth Police Academies, Police Explorer Program, Volunteers in Policing, and the Training Unit that coordinates and documents all training for officers and civilians within the department. 2010-11 Performance Measurements Goal: Enhance community-oriented policing through programs that work in partnership with the community and in the schools such as the School Resource Officer Program. Objectives:  Support the School Resource Officer (SRO) program in all secondary schools within the City of Chandler.  Provide Law Related Education (LRE) instruction to students.(1) 2007-08 Actual Measures Percent of City of Chandler secondary schools with a SRO (1) Number of PAVE courses taught Number of LRE hours taught (1) (1) 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 100% 100% 100% 100% 100% 425 N/A 400 N/A N/A N/A 2,797 1,800 1,800 1,800 Beginning 2009-10, using LRE instead of PAVE (Preventing Abuse and Violence through Education) to comply with the new Arizona Department of Education Grant. 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 2007-08 Actual 2008-09 Actual 9 10 * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 348 2009-10 Projected 9 2009-10 Year End Estimate * 9 2010-1 Projected 9 City of Chandler 2010-11 Adopted Budget Police    POLICE COMMUNITY RESOURCES AND TRAINING – 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 2007-08 Actual 2008-09 Actual 12,541 10,436 2009-10 Projected 13,000 2009-10 Year End Estimate * 11,557 2010-11 Projected 12,000 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 2007-08 Actual 2008-09 Actual 100% 100% 2009-10 Projected 100% 2009-10 Year End Estimate * 100% 2010-11 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 and participation in community events. Programs shall include block watch meetings, business safety fairs, and other crime prevention presentations. Measures Number of crime prevention programs offered 2007-08 Actual 2008-09 Actual 365 385 * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 349 2009-10 Projected 360 2009-10 Year End Estimate * 360 2010-11 Projected 360 City of Chandler 2010-11 Adopted Budget Police    POLICE COMMUNITY RESOURCES AND TRAINING – 2080    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Total Cost Center-2080 General Fund Grant Fund Grand Total 2008-09 Actual $ 4,051,839 4,051,839 828 235,773 18,663 5,005 14,970 $ 4,327,078 2009-10 Adopted Budget 2009-10 Adjusted Budget 2009-10 Estimated $ 3,686,260 3,594,538 91,722 6,120 256,478 10,222 9,840 16,942 $ 3,985,862 $ 3,920,862 65,000 $ 3,985,862 $ 3,687,705 3,595,983 91,722 4,675 271,263 10,222 9,840 11,542 $ 3,995,247 $ 3,704,679 3,589,386 115,293 828 265,331 9,090 9,840 750 9,266 $ 3,999,784 2010-11 Adopted Budget $ 3,266,236 2,318,823 947,413 14,120 256,478 9,022 9,840 16,942 $ 3,572,638 $ 3,499,638 73,000 $ 3,572,638 % Change Adopted To Adopted -11.39% -35.49% 932.92% 130.72% 0.00% -11.74% 0.00% N/A 0.00% -10.37% Authorized Positions Position Title Community Outreach Coordinator Police Administrative Specialist Police Employee Training Coordinator Police Lieutenant Police Officer Police Sergeant TOTAL 2007-08 Revised 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 2009-10 Revised 1 1 1 1 22 5 31 2010-11 Adopted 1 1 1 1 22 4 30 2010-11 Anticipated 1 1 1 1 22 4 30 Significant Budget and Staffing Changes During fiscal year 2009-10, one Police Officer position was eliminated in lieu of the planned elimination of a Police Lieutenant position in cost center 2030, which was planned as a part of the 2009-10 budget adoption. Fiscal year 2010-11 reflects a reduction of one DARE Police Sergeant position as part of vacancy reductions. Professional/Contract reflects an increase in funding for the Arizona Auto Theft Authority public awareness grant. The DARE Program had been proposed for elimination during the fiscal year 2010-11. Through a Council Amendment, this program has been restored for one year. Additionally, funding from the school districts for the School Resource Officer (SRO) program was reduced beginning 2010-11. The Council Amendment also provided supplemental funding for one-year for the SRO program. Personnel Services reflects one-time funding for these positions. 350 City of Chandler 2010-11 Adopted Budget Police Public Safety Police FUNCTION: DEPARTMENT: COST CENTER: DIVISION: 2100 Police Capital Capital Budget Summary Description Contingency/Reserve Building/Improvements Machinery/Equipment Total Cost Center-2100 General Fund Capital Projects Fund - Police Public Safety Bonds - Police Police Impact Fees Grand Total 2008-09 Actual $ 2,434,165 318 $ 2,434,483 2009-10 2009-10 Adopted Adjusted Budget Budget $ 24,202,476 $ 3,975,463 15,524,681 $ 24,202,476 $19,500,144 $ 3,000,000 20,564,072 638,404 $ 24,202,476 2009-10 Estimated $ 5,056 792,151 $ 797,207 2010-11 Adopted Budget $ 18,702,937 $ 18,702,937 $ 3,000,000 15,702,937 $ 18,702,937 % Change Adopted To Adopted -22.72% N/A N/A -22.72% Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions in 2009-10 and new projects for 2010-11. The Police capital budget is decreased from the 2009-10 Adopted Budget due to limited funding resources for capital projects. Detail on the capital program is available in the 2011-2020 Capital Improvement Plan. 351 City of Chandler 2010-11 Adopted Budget Police 352 Transportation and Development 12-Contents Activities and Functions Carried Out by Organizational Units (cost centers) Accomplishments Goals, Objectives, and Performance Measurements Budget Appropriations Personnel The League of American Bicyclists’ “Bicycle Friendly Community” Recognizes City’s effort in providing safe environment for bicyclists Third time Chandler has reached the Bronze level One of 7 communities in Arizona to receive the designation Highlights the Paseo Trail City has 147 miles of bike lanes Transportation and Development City of Chandler 2010-11 Adopted Budget Transportation & Development TRANSPORTATION & DEVELOPMENT DEPARTMENT * Assistant City Manager Transportation & Development Administration Engineering Operations Mapping/ Standards Real Estate Transit Services Streets Construction Management Contract Management Traffic Engineering Airport Planning Civil Plan Review Building Land Use Planning Site Development Building Plan Review Building Inspections Customer Service Special Projects Group * Beginning fiscal year 2010-11, the Public Works and Planning & Development Departments are consolidated into one Transportation & Development Department. The chart above represents a functional depiction of the combined departments. Realignment of cost centers will take place in fiscal year 2010-11. 353 City of Chandler 2010-11 Adopted Budget Transportation & Development The table below depicts the breakdown by division for the fiscal year 2010-11 Transportation & Development Department Budget. Subsequent pages provide cost center descriptions, goals and objectives, performance measurements, budget summaries, authorized positions and highlights of significant changes. Transportation & Development Overview Expenditures by Cost Center 2008-09 Actual Expenditures 2009-10 Adopted Budget Transportation & Dev Administration $ Planning Administration Planning ** Long Range Planning ** Development Services Civil Engineering Planning & Development Capital Engineering Transportation/Operations Admin. Engineering Capital Real Estate Streets Streets Capital Traffic Engineering Transit Services Street Sweeping Airport Airport Capital TOTAL TRANSPORTATION & DEV $ 521,702 1,632,598 1,245,177 490,266 4,014,474 1,147,137 23,192 3,434,555 285,420 165,771 9,948,337 64,622,218 6,119,430 1,459,741 1,062,186 787,875 366,919 97,326,998 $ 478,310 1,565,476 1,368,084 583,172 4,246,854 1,264,511 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 $ 154,228,213 Expenditures by Category Personnel & Benefits Total Personnel $ Ongoing One-time Operating & Maintenance Capital TOTAL TRANSPORTATION & DEV $ 19,282,990 19,282,990 13,031,679 65,012,329 97,326,998 $ 21,271,585 18,655,664 2,615,921 11,682,807 121,273,821 $ 154,228,213 Staffing by Cost Center Transportation & Dev Administration Planning Administration Planning ** Long Range Planning ** Development Services Civil Engineering Engineering Transportation/Operations Admin. Real Estate Streets Traffic Engineering Transit Services Street Sweeping Airport TOTAL TRANSPORTATION & DEV 2008-09 Revised 4.00 14.00 15.00 4.00 47.00 12.00 50.00 4.00 4.00 47.00 35.00 4.00 10.00 7.00 257.00 2009-10 Adopted 3.00 13.00 14.00 4.00 43.00 10.00 45.00 3.00 4.00 46.00 32.00 4.00 10.00 6.00 237.00 2009-10 Estimated Expenditures $ $ $ $ 2010-11 Adopted Budget 477,848 1,640,178 1,366,052 586,134 3,690,599 906,328 4,483,470 243,360 184,949 9,409,126 26,974,768 6,248,108 1,752,386 1,298,868 881,029 812,204 60,955,407 469,822 821,439 1,688,789 3,059,305 672,721 66,000 3,457,874 220,120 500,000 7,930,196 86,565,535 6,252,776 1,348,098 1,242,037 862,392 2,157,196 $ 117,314,300 20,284,620 16,689,215 3,595,405 12,883,815 27,786,972 60,955,407 $ 2009-10 Revised 3.00 11.00 13.00 4.00 32.00 6.00 43.00 2.00 4.00 42.50 27.60 4.00 10.00 6.00 208.10 $ 17,363,652 15,337,762 2,025,890 10,661,917 89,288,731 $ 117,314,300 2010-11 Adopted 3.00 6.00 17.00 0.00 31.00 6.00 48.00 2.00 0.00 41.50 27.60 3.00 9.00 6.00 200.10 % of 2010-11 Total 0% 1% 1% 0% 3% 1% 0% 3% 0% 0% 0% 7% 74% 5% 1% 1% 1% 2% 100% 12% 2% 9% 76% 100% 2010-11 Anticipated 3.00 5.00 16.00 0.00 27.00 6.00 32.00 2.00 0.00 40.50 27.00 3.00 9.00 6.00 176.50 * Beginning fiscal year 2010-11, the Public Works and Planning and Development Departments are consolidated into one Transportation and Development Department. ** Beginning fiscal year 2010-11, the Long Range Planning cost center is combined with Current Planning, and the name is changed to Planning. Additional consolidation of cost centers will occur during FY2010-11. 354 City of Chandler 2010-11 Adopted Budget Transportation & Development 2009-10 Transportation & Development Accomplishments  Secured American Recovery and Reinvestment Act (ARRA) funding for Chandler/Dobson Intersection and Price Road Repaving.  Completed the construction of Price Road (Santan Freeway to Germann Rd).  Coordinated with the Maricopa Association of Governments (MAG) and Arizona Department of Transportation (ADOT) to include the addition of a second south to east left turn lane on the Price road bridge over the Loop 202 freeway as part of the Loop 202 HOV lane project from I-10 to Gilbert Road.  Re-surfaced 21.09 centerline miles with new asphalt and applied asphalt surface seals to 59.41 centerline miles of existing arterial, collector, and local streets.  Stabilized 13.40 miles of alley as a part of the Maricopa PM-10 air quality project that helps the Phoenix metro area meet air quality standards.  The streets crews completed improvements to the Western Canal storm water retention basins from Arizona Avenue to Price Road. These improvements included removal of sediment, re-grading basins, improvements to open spillways, placement of 12,000 tons of granite to control dust, installation of some plantings, and installation of gates to restrict vehicle access to the basins.  Maintenance was completed on 51.98 miles of alley by removing 2,242 tons of debris and placing 512 tons of asphalt millings to control dust.  Improved aesthetics of landscape areas throughout the City by removing 110 tons of trash and adding 385 tons of rock in retention basins to improve and refresh landscape.  Asphalt crew placed 1,640 tons of asphalt and the concrete crew laid 436 cubic yards of concrete to repair streets and sidewalks throughout the City.  Received $248,736 under the bus stop improvement reimbursement program and installed 25 new bus shelters, replaced 18 shelters, and added 75 guide a ride schedules at bus stops to improve service to passengers.  Obtained right of way donations of property on Gilbert Road, Queen Creek to Hunt Hwy Project, saving the City $881,000.  Saved the City $181,500 by using staff to acquire property instead of consultants.  Acquired 114 parcels for 10 capital improvement projects for a total cost of $5,600,000, which was significantly less than expected.  Completed construction on Airport Perimeter Road and the Airport lighting vault, 97.5% of which was funded with Federal Aviation Administration (FAA) and ADOT grants.  The Chandler Municipal Airport had approximately 217,000 annual air traffic operations, making it the 52nd busiest of all airports and the 23rd busiest general aviation airport in the United States.  Implemented an increase to all Airport rates and fees to help attain self-sufficiency.  Traffic Engineering successfully applied for and received over $1,000,000 in Federal Highway Administration funding through MAG for upgrading of the Traffic Management Center and to fully fund the new traffic signal fiber optics line in Chandler Blvd from Arizona Avenue to Gilbert Road.  Secured $115,000 in Highway Safety funds to replace pedestrian signal displays with countdown timers.  Designed and Bid the installation of LED solar powered lighting on the Western Canal. 355 City of Chandler 2010-11 Adopted Budget Transportation & Development  Installed four new traffic signals; one at Chandler Gilbert Community College, one at Gilbert and Ryan Roads, and two at Orbital Sciences. Also upgraded one signal at Chandler Regional Hospital.  Connected the City fiber optics network to five City facilities: Innovations Center, Tumbleweed Recreation Center, Airport Water Reclamation Facility, Chandler Center for the Arts, and the Police Evidence Room.  Processed over 1,200 as-built documents, 29 recorded plats and 4,400 customer requests.  Implemented “Accela Automation”, a new enterprise-wide permitting system with online records-lookup capabilities, providing Chandler with its first-ever web-based permitting system. The system allows on-line inspection scheduling, project status review, and Significant Sign Permit processing and payments.  Building Inspections Services implemented process improvements to automate the Certificate of Occupancy process using the new permitting software and a streamlined utility clearance routine. A new structural and electrical inspection process was developed for sign inspections.  Implemented various City Code amendments including Significant Event Sign Permits, Construction Noise Ordinance, Wireless Communications, Non-commercial Signs, and Extension of Liquor Premises in PAD.  Partnered with Management Services and Fire to map out occupancy and licensing processes, develop new informational handout materials, and facilitate cross-departmental informational sessions geared toward simplifying and promoting the process of licensing and permitting new businesses.  Promoted Chandler’s Green Building Program through participation in the 2009 Greenbuild International Conference & Expo, the 2010 Southwest Build-it Green Expo & Conference, and various presentations and televised interviews. Processed the first two Green Building projects participating in the Green Building Program, Orbital Sciences and Chandler Care Center.  Partnered with the Arizona Solar Society to facilitate Chandler’s first Solar Town Hall and partnered with other City Departments in “Your Green Life Now”, a series of monthly workshops to help residents with green living.  Implemented the Forms Committee for regulating and consolidating the existing forms and processes into one location accessible throughout City departments and Chanweb, the City’s intranet system.  Created and implemented the Small Business Assistant Team (SBAT), which is focused on working with new and existing Chandler business clients. The team offers valuable insight to the novice business entrepreneur, who is just scratching the surface of business opportunities in Chandler, or the established small business owner who may want to expand, relocate, convert, revitalize, and/or renovate an existing space. The SBAT has researched, analyzed and assisted 43 proposed small business projects with navigating through the city development process through May 31, 2010.  Worked with MAG and the U.S. Census Bureau in preparation for Census 2010. Reviewed and provided critical address and annexation information, including successfully appealing 1,850 addresses resulting in an estimated increase in Federal aid of $1,975,190 per year, or $19,751,900 for the duration of the coming decade.  Prepared and presented the South Arizona Avenue Design Guidelines to City Council for adoption. 356 City of Chandler 2010-11 Adopted Budget Transportation & Development FUNCTION: DEPARTMENT: Transportation & Development Transportation & Development 3010 Transportation & Development Administration COST CENTER: DIVISION: Transportation & Development Administration is charged with providing management direction and support to the four operational areas that comprise the Transportation & Development Department. 2010-11 Performance Measurements Goal: To provide efficient and effective services to the residents of Chandler through administration, general direction, and coordination of activities of the Transportation & Development 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) 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 858 444(1) 750 400(1) 400 94% 95% 95% 95% 95% 31 39 35 33 30 Decrease due to reduced number of new projects & stakeholder meetings as a result of budget reductions. Goal: Supply factual information, data and recommendations on Transportation & Development 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 2007-08 Actual 46 2008-09 Actual 45 (2) 2009-10 Projected 50 2009-10 Year End Estimate * 105(2) 2010-11 Projected 105(3) Increase due to the Transit Manager vacancy, resulting in management staff from this cost center representing the City of Chandler at Valley Metro meeting previously attended by the Transit Manager in cost center 3340, Transit Services. Increase also due to additional Valley Metro meetings taking place due to budget reduction issues. (3) Continued increase in FY2010-11 projected attendance resulting from the continued Transit Manager vacancy and anticipated additional meetings due to budget issues. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated”. th Note: All measurements are through June 30 , the last day of the fiscal year. 357 City of Chandler 2010-11 Adopted Budget Transportation & Development    TRANSPORTATION & DEVELOPMENT ADMINISTRATION – 3010    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Contingency/Reserve Building/Improvements Capital Replacement Total Cost Center-3010 General Fund 2009-10 Adopted Budget 2008-09 Actual $ $ 439,687 439,687 35,190 12,505 216 3,557 2,337 28,210 521,702 $ $ $ 450,164 445,622 4,542 4,302 1,590 5,080 500 2,461 10,104 4,109 478,310 478,310 2009-10 Adjusted Budget $ $ 450,164 445,622 4,542 4,302 2,652 5,257 500 2,461 10,000 3,559 4,109 483,004 2010-11 Adopted Budget 2009-10 Estimated $ $ 449,880 445,338 4,542 2,857 2,652 11,830 500 2,461 3,559 4,109 477,848 $ $ $ 436,428 436,428 1,000 6,102 2,090 12,380 500 4,960 2,253 4,109 469,822 469,822 % Change Adopted To Adopted -3.05% -2.06% -100.00% N/A 41.84% 31.45% 143.70% 0.00% 101.54% -100.00% N/A 0.00% -1.77% Authorized Positions Position Title Public Works Deputy Director Public Works Director Operations Manager Senior Executive Assistant Senior Management Assistant Transportation & Development Director TOTAL 2007-08 Revised 1 1 0 1 1 0 4 2008-09 Revised 1 1 0 1 1 0 4 2009-10 Adopted 1 1 0 1 0 0 3 2009-10 Revised 1 1 0 1 0 0 3 2010-11 Adopted 0 0 1 1 0 1 3 2010-11 Anticipated 0 0 1 1 0 1 3 Significant Budget and Staffing Changes For fiscal year 2010-11, the Public Works Director position is being renamed Transportation & Development Director as part of the consolidation of the Public Works and the Planning and Development Departments. In addition, the Public Works Deputy Director position is being reclassified to Operations Manager. 358 City of Chandler 2010-11 Adopted Budget Transportation & Development FUNCTION: DEPARTMENT: Transportation & Development Transportation & Development 1500 Planning Administration COST CENTER: DIVISION: Planning Administration directs the achievement of the planning portion of the Transportation & Development Department mission, which is to promote the development of a community with a high quality of life. Planning Administration coordinates the activities of the planning cost centers and provides necessary resources and information services support in conjunction with the department Administration cost center. 2010-11 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 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 297 180 125 160 175 100% 100% 100% 100% 90% 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 61% 59% 50%(1) 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 (1) 2007-08 Actual 67% 2008-09 Actual 63% Training reduced due to decrease in staffing. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 359 City of Chandler 2010-11 Adopted Budget Transportation & Development    PLANNING ADMINISTRATION – 1500    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 city staff with training, hardware and software issues. 2009-10 2007-08 2008-09 2009-10 Year End 2010-11 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 (1) 200 125 160 225 N/A(1) 2,095 2,650 3,000 3,000 N/A(1) 97% 95% 90% 95% N/A(1) Technical Operations group to be relocated to Information Technology cost center 1100 beginning FY2010-11. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 360 City of Chandler 2010-11 Adopted Budget Transportation & Development    PLANNING ADMINISTRATION – 1500    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Contingency/Reserve Land/Improvements Total Cost Center-1500 General Fund 2008-09 Actual $ 1,379,572 1,379,572 26,204 18,544 5,944 6,389 945 195,000 $ 1,632,598 2009-10 Adopted Budget 2009-10 Adjusted Budget 2009-10 Estimated $ 1,494,228 1,264,274 229,954 20,800 25,717 7,400 6,810 10,521 $ 1,565,476 $ 1,565,476 $ 1,544,228 1,314,274 229,954 35,100 25,717 7,400 6,853 10,521 245,389 $ 1,875,208 $ 1,562,378 872,574 689,804 35,100 20,500 7,400 5,800 9,000 $ 1,640,178 2010-11 Adopted Budget $ $ $ 724,689 654,581 70,108 45,000 26,200 7,500 7,350 10,700 821,439 821,439 % Change Adopted To Adopted -51.50% -48.22% -69.51% 116.35% 1.88% 1.35% 7.93% 1.70% N/A N/A -47.53% Authorized Positions Position Title Asst. Planning/Development Director Building Official Customer Service Representative Development Project Administrator Development Project Coordinator GIS Technician II Information Support Specialist II Operations Analyst Operations System Analyst Planning Administrator Planning and Development Director Senior Executive Assistant Senior Management Assistant TOTAL 2007-08 Revised 2 0 1 3 1 1 1 1 1 0 1 1 1 14 2008-09 Revised 2 0 1 3 1 1 1 1 1 0 1 1 1 14 2009-10 Adopted 2 0 0 3 1 1 1 1 1 0 1 1 1 13 2009-10 Revised 2 0 0 2 0 1 1 1 1 0 1 1 1 11 2010-11 Adopted 0 1 0 2 0 0 0 0 0 1 0 1 1 6 2010-11 Anticipated 0 1 0 2 0 0 0 0 0 1 0 0 1 5 Significant Budget and Staffing Changes In fiscal year 2009-10 one Development Project Administrator position and one Development Project Coordinator position are eliminated through the Retirement Incentive Program. Fiscal year 2010-11 reflects the transfer of one GIS Technician II to cost center 1510, Current Planning, one Information Support Specialist II, one Operations Analyst, and one Operations Systems Analyst to cost center 1199, Information Technology Administration. Effective July 1, 2010, one vacant Planning and Development Director position is eliminated, and two Assistant Planning & Development Director positions are reclassified as part of the consolidation of the Public Works and the Planning and Development Departments, one to Building Official, and one to Planning Administrator. Authorized Positions 2010-11 Anticipated reflects the planned elimination of one Senior Executive Assistant position associated with the consolidation of Public Works and Planning & Development. Personnel Services reflects one-time funding for this position. 361 City of Chandler 2010-11 Adopted Budget Transportation & Development FUNCTION: DEPARTMENT: Transportation & Development Transportation & Development 1510 Planning COST CENTER: DIVISION: Planning provides zoning administration and site plan review as well as guides and directs growth through the development of plans, policies and ordinances that preserve the character and enhance the livability of the City. 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. 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.(1) 2010-11 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 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 84% 84% 80% 80% 80% 198 171 175 162 148 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 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 1,697 1,257 1,150 1,125 1,050 Percentage completed within 20-day turnaround time 98% 98% 98% 98% 98% Percentage of field inspections completed within 24 hours 98% 98% 98% 98% 98% (1) Beginning in FY2010-11 cost centers 1510,Current Planning and 1515, Long-Range Planning are combined and renamed Planning. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 362 City of Chandler 2010-11 Adopted Budget Transportation & Development    PLANNING – 1510    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 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected Number of General Plan elements/updates adopted by Council 1 0 0 0 0 Number of specific area plans, plan amendments and Code amendments adopted by Council 1 1 2 2 3 * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 363 City of Chandler 2010-11 Adopted Budget Transportation & Development    PLANNING – 1510    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Capital Replacement Total Cost Center-1510 General Fund 2008-09 Actual $ 1,211,574 1,211,574 7,181 14,793 2,529 7,619 1,481 $ 1,245,177 2009-10 Adopted Budget 2009-10 Adjusted Budget 2009-10 Estimated $ 1,316,281 1,200,953 115,328 5,000 23,882 2,900 13,033 3,186 3,802 $ 1,368,084 $ 1,368,084 $ 1,316,281 1,200,953 115,328 5,000 23,882 2,900 13,075 3,186 3,802 $ 1,368,126 $ 1,319,475 901,073 418,402 5,000 20,445 2,900 11,330 3,100 3,802 $ 1,366,052 2010-11 Adopted Budget $ 1,506,825 1,421,956 84,869 85,000 43,200 3,650 16,300 30,012 3,802 $ 1,688,789 $ 1,688,789 % Change Adopted To Adopted 14.48% 18.40% -26.41% 1600.00% 80.89% 25.86% 25.07% 842.00% 0.00% 23.44% Authorized Positions Position Title Administrative Specialist City Planner Executive Assistant GIS Technician II Planning Manager Principal Planner Senior Planner Senior Site Development Inspector Site Development Coordinator Site Development Inspector Site Development Plans Examiner TOTAL 2007-08 Revised 1 3 1 0 1 1 2 1 1 2 3 16 2008-09 Revised 1 2 1 0 1 1 2 1 1 2 3 15 2009-10 Adopted 1 1 1 0 1 1 2 1 1 2 3 14 2009-10 Revised 1 1 1 0 1 1 2 1 1 2 2 13 2010-11 Adopted 1 2 2 2 1 1 2 1 1 2 2 17 2010-11 Anticipated 1 1 2 2 1 1 2 1 1 2 2 16 Significant Budget and Staffing Changes During fiscal year 2009-10, one Site Development Plans Examiner position was eliminated. Fiscal year 2010-11 reflects the transfers of one GIS Technician II from cost center 1500, Planning Administration, one City Planner, one Executive Assistant, one Principal Planner, and one GIS Technician II from cost center 1515, Long Range Planning, with associated operations and maintenance funding. One vacant Principal Planner position is eliminated. An ongoing decrease in base funding for the Architectural Excellence Award program is reflected, as well as an increase due to one-time funding for the green build program. Authorized Positions 2010-11 Anticipated reflects the planned elimination of one City Planner position. Personnel Services reflects one-time funding for this position. 364 City of Chandler 2010-11 Adopted Budget Transportation & Development FUNCTION: DEPARTMENT: Transportation & Development Transportation & Development 1515 Long Range Planning COST CENTER: DIVISION: Long 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. (See Significant Changes) Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Total Cost Center-1515 General Fund 2009-10 Adopted Budget 2008-09 Actual $ $ 377,340 377,340 43,551 13,100 43 5,184 51,048 490,266 $ $ $ 383,643 374,029 9,614 9,650 9,804 750 2,850 176,475 583,172 583,172 2009-10 Adjusted Budget $ $ 383,643 374,029 9,614 80,916 9,804 750 2,850 181,475 659,438 2010-11 Adopted Budget 2009-10 Estimated $ $ 364,216 354,602 9,614 80,918 9,150 725 2,650 128,475 586,134 $ % Change Adopted To Adopted - $ $ -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% Authorized Positions Position Title City Planner Executive Assistant GIS Technician II Principal Planner TOTAL 2007-08 Revised 1 1 1 1 4 2008-09 Revised 1 1 1 1 4 2009-10 Adopted 1 1 1 1 4 2009-10 Revised 1 1 1 1 4 2010-11 Adopted 0 0 0 0 0 2010-11 Anticipated 0 0 0 0 0 Significant Budget and Staffing Changes Effective July 1, 2010, cost center 1515, Long Range Planning, is disbanded. Performance measurements, positions, and associated funding have been moved to cost center 1510, Planning. 365 City of Chandler 2010-11 Adopted Budget Transportation & Development FUNCTION: DEPARTMENT: Transportation & Development Transportation & Development 1530 Development Services COST CENTER: DIVISION: 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. 2010-11 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.(1)(2)  Provide prompt, courteous service to all customers requesting information or assistance. 2009-10 2007-08 2008-09 2009-10 Year End 2010-11 Measures Actual Actual Projected Estimate * Projected Number of plan reviews 7,473 5,494 5,200 5,120 5,000 Percent of plan reviews completed within 20 working days 99% 99% 99% 99% 99% 2,570 1,529 1,130 1,060 1,000 6,651 2,090 4,000 3,100 3,100 $669,812,746 $376,745,879 $500,000,000 $411,403,322 $410,000,000 62,224/100% 32,232/100% 39,990/100% 32,200/100% 37,000/97% Number of nonresidential projects submitted Number of permits issued Valuation of permits issued Number of building inspection requests/ Percent completed within 24 hours (1) (2) Manpower has decreased and some new duties have emerged – IECC (energy code), signs. Inspection request counts and percentages do not include certificates of occupancy, investigations of work without permits, fire investigations or courtesy inspections. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 366 City of Chandler 2010-11 Adopted Budget Transportation & Development    DEVELOPMENT SERVICES – 1530    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Machinery/Equipment Office/Equipment Total Cost Center-1530 General Fund 2008-09 Actual $ 3,876,256 3,876,256 5,968 67,648 20,258 20,857 500 21,822 1,165 $ 4,014,474 2009-10 Adopted Budget 2009-10 Adjusted Budget 2009-10 Estimated $ 3,821,677 2,918,808 902,869 180,000 88,006 6,400 29,945 3,000 20,826 97,000 $ 4,246,854 $ 4,246,854 $ 3,821,677 2,918,808 902,869 180,000 92,107 31,400 32,250 3,000 20,826 72,000 $ 4,253,260 $ 3,441,181 2,554,981 886,200 80,000 75,718 31,000 27,550 3,000 20,150 12,000 $ 3,690,599 2010-11 Adopted Budget $ 2,729,955 2,422,341 307,614 10,000 104,600 32,000 34,750 3,000 25,000 120,000 $ 3,059,305 $ 3,059,305 % Change Adopted To Adopted -28.57% -17.01% -65.93% -94.44% 18.86% 400.00% 16.05% 0.00% 20.04% 23.71% N/A -27.96% 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 Manager Executive Assistant Plans Examiner Principal Engineer Records Management Assoc iate Senior Building Inspector Senior Construction Permit Rep. Senior Plans Examiner Structural Engineer TOTAL 2007-08 Revised 1 1 16 2 11 1 1 1 1 4 1 1 2 1 2 2 48 2008-09 Revised 1 1 16 2 11 1 1 1 1 4 1 1 2 0 2 2 47 2009-10 Adopted 1 1 14 2 10 1 1 1 1 4 1 1 2 0 1 2 43 2009-10 Revised 0 0 11 2 8 0 1 0 0 3 1 1 2 0 1 2 32 2010-11 Adopted 0 0 11 1 8 0 1 0 0 3 1 1 2 0 1 2 31 2010-11 Anticipated 0 0 10 1 6 0 1 0 0 3 1 1 2 0 1 1 27 Significant Budget and Staffing Changes Fiscal year 2009-10 reflects the position eliminations of three Building Inspectors, two Construction Permit Representatives, one Customer Services Representative, one Development Services Manager, one Plans Examiner, one Administrative Specialist, one Building Code Specialist, and one Executive Assistant. For fiscal year 2010-11, one vacant Chief Building Inspector position is eliminated. Funding for the unsafe building program and contracted building plan review services is eliminated as part of the 2010-11 budget reductions. Maintenance funding for the Accela permitting system is transferred to cost center 1200, Information Technology Applications Support. Authorized Positions 2010-11 Anticipated reflects the planned elimination of one Building Inspector position, two Construction Permit Representative positions, and one Structural Engineer position. Personnel Services reflects one-time funding for these positions. 367 City of Chandler 2010-11 Adopted Budget Transportation & Development FUNCTION: DEPARTMENT: Transportation & Development Transportation & Development 1535 Civil Engineering COST CENTER: DIVISION: Civil Engineering reviews civil plans and issues encroachment permits for all development projects. 2010-11 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 working days Average number of reviews per project Number of drawing sheets reviewed Number of residential subdivisions submitted Number of residential lots created 2007-08 Actual 2008-09 Actual 2009-10 Year End Estimate * 2009-10 Projected 2010-11 Projected 99% 98% 99% 98% 99% 3 2.8 3 3 3 7,000 9,203 7,000 4,200 5,000 5 9 5 1 2 250 625 250 5(1) 200(1) (1) Residential lots created are at a historical low due to the economic downturn. Existing lot inventory must be exhausted to see growth in this area. Based on recent activity, an upward trend is being projected. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 368 City of Chandler 2010-11 Adopted Budget Transportation & Development    CIVIL ENGINEERING – 1535    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Total Cost Center-1535 General Fund 2008-09 Actual $ 1,037,931 1,037,931 106,760 396 247 959 844 $ 1,147,137 2009-10 Adopted Budget 2009-10 Adjusted Budget $ 1,057,224 637,588 419,636 200,000 3,360 770 2,265 892 $ 1,264,511 $ 1,264,511 $ 1,057,224 637,588 419,636 200,000 3,360 770 2,265 892 $ 1,264,511 2010-11 Adopted Budget 2009-10 Estimated $ 900,348 696,084 204,264 2,860 800 1,800 520 906,328 $ $ $ $ 637,521 637,521 5,000 19,400 2,500 4,800 3,500 672,721 672,721 % Change Adopted To Adopted -39.70% -0.01% -100.00% -97.50% 477.38% 224.68% 111.92% 292.38% -46.80% Authorized Positions Position Title Development Services Engineer Development Services Supervisor Engineer Assistant Principal Plans Examiner Senior Plans Examiner TOTAL 2007-08 Revised 1 1 2 1 7 12 2008-09 Revised 1 1 2 1 7 12 2009-10 Adopted 1 1 0 1 7 10 2009-10 Revised 1 0 0 1 4 6 2010-11 Adopted 1 0 0 1 4 6 2010-11 Anticipated 1 0 0 1 4 6 Significant Budget and Staffing Changes During fiscal year 2009-10, one Development Services Supervisor position and three Senior Plans Examiner positions were eliminated. Fiscal year 2010-11 reflects a decrease in funding for outside civil plan review. 369 City of Chandler 2010-11 Adopted Budget Transportation & Development FUNCTION: DEPARTMENT: Transportation & Development Transportation & Development COST CENTER: DIVISION: 1560 Planning Capital Budget Summary Description Other Charges/Services Land/Improvements Total Cost Center-1560 Gen Gov't Capital Proj Fund 2009-10 Adopted Budget 2008-09 Actual $ $ 23,192 23,192 $ $ $ 2009-10 Adjusted Budget - $ $ 2010-11 2009-10 Adopted Estimated Budget - $ - $ 66,000 1,100 1,100 $ - $ 66,000 $ 66,000 % Change Adopted To Adopted 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 in 2009-10 and new projects for 2010-11. Fiscal year 2010-11 includes funding for the Single-Family Infill program. Additional details on capital funding are included in the 2011-2020 Capital Improvement Plan (CIP) book. 370 City of Chandler 2010-11 Adopted Budget Transportation & Development FUNCTION: DEPARTMENT: Transportation & Development Transportation & Development 3020 Engineering COST CENTER: DIVISION: Engineering 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. 2010-11 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 Training Budget Expended vs. Budgeted(1) (1) 2007-08 Actual 2008-09 Actual 60% 52% 2009-10 Projected 80% 2009-10 Year End Estimate * 100% 2010-11 Projected 100% Measure revised from “Percent of Engineering employees receiving training” during FY2009-10. Change resulting from reduced training budgets beginning in FY 2008-09. Modified training budgets are being utilized to satisfy staff training requirements mandated by local, federal, and state requirements. 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 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected Percent of design projects/completed/billed 98% 60% 60% 30%(2) 30% Percent of construction projects/completed/billed 82% 53% 75% 35%(2) 35% (2) CIP budget reductions, reprioritization based on bond/impact funding requirements. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 371 City of Chandler 2010-11 Adopted Budget Transportation & Development    ENGINEERING – 3020    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 2007-08 Actual 2008-09 Actual 91.1% 94.3% 2009-10 Projected 95% 2009-10 Year End Estimate * 95% 2010-11 Projected 95% 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 2007-08 Actual 0.01% 2008-09 Actual 2.0% 2009-10 Projected 2.0% 2009-10 Year End Estimate * 2.0% 2010-11 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 2007-08 Actual 1.84% 2008-09 Actual 4.01% 2009-10 Projected 3.0% 2009-10 Year End Estimate * 2.04% 2010-11 Projected 5.0% 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 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 784/100 664/100 750/100 750/100 750/100 6,717/98 7155/98 7,100/98 7,100/98 7,100/98 * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 372 City of Chandler 2010-11 Adopted Budget Transportation & Development    ENGINEERING – 3020    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 (including multiple parcel jobs) 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate 2010-11 Projected 3,746/95% 3,225/95% 3,000/95% 2,900/95% 3,000/95% 219 217 450 204 220 90 61 110 60 60 Number of Actions presented to City Council and 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 (1) 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 432 445 467 445 445 $63,804 $74,747 $70,000 $80,000 $85,000 $1,942,229 $464,362 $500,000 $770,662(1) $450,000 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. * 2009-10Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 373 City of Chandler 2010-11 Adopted Budget Transportation & Development    ENGINEERING – 3020    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Project Support Recharge* Machinery/Equipment Capital Replacement Total Cost Center-3020 General Fund In-House Capital Grand Total 2008-09 Actual $ 3,018,824 3,018,824 252,364 67,474 9,729 26,143 1,100 16,024 64 42,833 $ 3,434,555 2009-10 Adopted Budget 2009-10 Adjusted Budget 2009-10 Estimated $ 4,280,739 4,082,971 197,768 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 $ 4,352,353 4,154,585 197,768 140,657 80,354 13,635 25,890 1,500 11,774 60,926 $ 4,687,089 $ 4,175,269 3,905,887 269,382 140,657 80,999 9,750 23,140 1,981 11,024 40,650 $ 4,483,470 2010-11 Adopted Budget $ 4,429,350 3,058,608 1,370,742 23,620 71,167 12,460 27,172 1,650 13,894 (1,186,174) 64,735 $ 3,457,874 $ 3,457,874 $ 3,457,874 % Change Adopted To Adopted 3.47% -25.09% 593.11% 3.28% 6.08% 16.78% 12.88% 10.00% 68.53% N/A N/A 6.25% -22.75% * Project Support Recharge reflects the percentage of staff time spent in direct support of a specific capital project. This staff time is then charged back to the respective capital project. These charges were budgeted in Fund 902 (In-House Capital) prior to FY2010-11. 374 City of Chandler 2010-11 Adopted Budget Transportation & Development    ENGINEERING – 3020    Authorized Positions Position Title Administrative Specialist Assistant Public Works Director/City Eng. City Engineer Communications Manager 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 Principal Engineer Project Analyst Project Support Assistant Public Works Engineer Public Works Inspector Real Estate Manager Real Estate Property Management Officer Real Estate Services Specialist Records Management Associate Senior Engineer Senior Public Works Inspector TOTAL 2007-08 Revised 4 1 0 0 1 1 2 1 2 1 4 1 6 2 1 1 3 1 1 1 1 2 10 0 0 0 1 2 1 51 2008-09 Revised 4 1 0 0 1 1 2 0 2 1 4 1 6 2 1 1 3 1 2 1 1 2 10 0 0 0 1 1 1 50 2009-10 Adopted 3 1 0 0 1 1 2 0 2 1 3 1 6 1 1 1 3 1 2 1 1 1 10 0 0 0 1 0 1 45 2009-10 Revised 3 1 0 0 1 1 2 0 2 1 2 1 6 1 1 1 3 1 2 1 1 1 9 0 0 0 1 0 1 43 2010-11 Adopted 3 0 1 1 1 1 2 0 2 1 2 1 6 1 1 1 3 1 2 1 1 1 9 1 2 1 1 0 1 48 2010-11 Anticipated 2 0 1 1 0 1 1 0 2 1 2 1 2 1 1 1 3 1 1 1 0 1 6 1 0 0 1 0 0 32 Significant Budget and Staffing Changes During fiscal year 2009-10, one Engineer position and one Public Works Inspector position were eliminated. Effective July 1, 2010, one Assistant Public Works Director/City Engineer position is renamed City Engineer as a part of the consolidation of Public Works and Planning & Development. One Real Estate Manager position, one Real Estate Services Specialist position, two Real Estate Property Management Officer positions, and associated operations and maintenance funding are transferred from cost center 3070, Real Estate. One Communications Manager position is moved from Communications and Public Affairs, cost center 1070. Authorized Positions 2010-11 Anticipated reflects the planned elimination of one Administrative Specialist position, one Construction Materials Technician position, one Contract Services Representative position, four Engineering Project Manager positions, one Principal Engineer position, one Project Support Assistant position, three Public Works Inspector positions, two Real Estate Property Management Officer positions, one Real Estate Services Specialist position, and one Senior Public Works Inspector position. Personnel Services reflects onetime funding for these positions. 375 City of Chandler 2010-11 Adopted Budget Transportation & Development FUNCTION: DEPARTMENT: Transportation & Development Transportation & Development COST CENTER: DIVISION: 3030 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. 2010-11 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 2007-08 Actual 95% 2008-09 Actual 95% 2009-10 Projected 95% 2009-10 Year End Estimate * 95% 2010-11 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) 2007-08 Actual 50 2008-09 Actual 15(1) 2009-10 Projected 40 Decrease due to staff from other cost centers attending meetings, in lieu of staff from this cost center. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 376 2009-10 Year End Estimate * 18 2010-11 Projected 15 City of Chandler 2010-11 Adopted Budget Transportation & Development    TRANSPORTATION AND OPERATIONS ADMINISTRATION - 3030    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Capital Replacement Total Cost Center-3030 General Fund 2009-10 Adopted Budget 2008-09 Actual $ $ 279,690 279,690 81 2,336 215 1,014 2,084 285,420 $ 2009-10 Adjusted Budget 285,469 282,077 3,392 4,670 650 1,990 530 3,809 297,118 297,118 $ $ $ $ 2010-11 Adopted Budget 2009-10 Estimated 285,469 282,077 3,392 4,670 650 1,990 530 3,809 297,118 $ $ 235,095 231,703 3,392 2,282 400 960 814 3,809 243,360 $ $ $ 208,471 208,471 4,370 650 2,290 530 3,809 220,120 220,120 % Change Adopted To Adopted -26.97% -26.09% -100.00% N/A -6.42% 0.00% 15.08% 0.00% 0.00% -25.91% Authorized Positions Position Title Assist. Public Works Director/ Transportation and Operations Executive Assistant Management Assistant Senior Engineer TOTAL 2007-08 Revised 2008-09 Revised 2009-10 Adopted 2009-10 Revised 2010-11 Adopted 2010-11 Anticipated 1 1 1 2 5 0 1 1 2 4 0 1 1 1 3 0 0 1 1 2 0 0 1 1 2 0 0 1 1 2 Significant Budget and Staffing Changes During fiscal year 2009-10, one Executive Assistant position was moved to cost center 3340, Transit Services. 377 City of Chandler 2010-11 Adopted Budget Transportation & Development FUNCTION: DEPARTMENT: Transportation & Development Transportation & Development 3060 Engineering Capital COST CENTER: DIVISION: Budget Summary Description Personnel Services Other Charges/Services Total Cost Center-3060 Gen Gov't Capital Projects 2009-10 Adopted Budget 2008-09 Actual $ $ - $ $ $ 2009-10 Adjusted Budget - $ $ - 2009-10 Estimated $ $ - 2010-11 Adopted Budget $ $ $ 500,000 500,000 500,000 % Change Adopted To Adopted 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 in 2009-10 and new projects for 2010-11. The Engineering Capital budget includes one project for 2010-11: New Generators for the Courts Building. Detail on the capital program is available in the 2011-2020 Capital Improvement Program book. 378 City of Chandler 2010-11 Adopted Budget Transportation & Development FUNCTION: DEPARTMENT: Transportation & Development Transportation & Development 3070 Real Estate COST CENTER: DIVISION: Real Estate is charged with providing cost effective land rights acquisition services, estimating values for longrange planning and budgeting, property management, and disposition services to all City Departments; ensures compliance with all applicable City/State/Federal laws, codes and guidelines; and provides efficient services to the residents of Chandler including attendance and participation at all public meetings involving land rights acquisition for future projects that require information be disseminated to affected businesses, neighborhoods, and concerned citizens. (See Significant Changes) Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Capital Replacement Total Cost Center-3070 General Fund In-House Capital Grand Total 2009-10 Adopted Budget 2008-09 Actual $ $ 156,834 156,834 5,914 288 1,152 1,583 165,771 $ $ $ $ 374,011 368,644 5,367 750 4,240 700 980 150 2,850 3,809 387,490 165,831 221,659 387,490 2009-10 Adjusted Budget $ $ 395,171 389,804 5,367 750 4,240 700 1,080 150 2,850 3,809 408,750 2010-11 Adopted Budget 2009-10 Estimated $ $ 175,614 149,087 26,527 750 3,930 700 955 150 2,850 184,949 $ % Change Adopted To Adopted - $ $ $ -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% Authorized Positions Position Title Real Estate Manager Real Estate Operations Coordinator Real Estate Property Management Officer Real Estate Services Specialist TOTAL 2007-08 Revised 0 1 3 1 5 2008-09 Revised 1 0 2 1 4 2009-10 Adopted 1 0 2 1 4 2009-10 Revised 1 0 2 1 4 2010-11 Adopted 0 0 0 0 0 2010-11 Anticipated 0 0 0 0 0 Significant Budget and Staffing Changes Effective July 1, 2010, cost center 3070, Real Estate, is combined with cost center 3020, Engineering. Performance measurements, positions, and associated funding have been moved to Engineering. 379 City of Chandler 2010-11 Adopted Budget Transportation & Development FUNCTION: DEPARTMENT: Transportation & Development Transportation & Development 3300 Streets COST CENTER: DIVISION: Streets provides for the care, repair, and maintenance of all City-owned streets (1,977 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. 2010-11 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. 2007-08 Actual Measures Complaints on non-landscaped areas and rights of way Requests for sidewalk maintenance (1) Requests for curb/gutter maintenance Requests for street repair / pothole repairs(1) (1) (1) 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 3 4 6 6 7 101 121 117 110 113 42 29 29 25 30 45/75 38/107 36/42 60/115 65/120 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, and curbs and gutters within: 30 days for sidewalk, curb and gutter repairs(2) 18 days for street repairs(3) 2 days for potholes Measures Average number of days to complete sidewalk/curb and gutter repairs(2) Average number days to complete street repairs / pothole repairs (2) 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 9.9 8/9.4 9 9/10 9/10 11.2/3.2 14.9/1.8 10/2 10/3 11/4 Sidewalk/curb and gutter separated due to differences in priority levels. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 380 City of Chandler 2010-11 Adopted Budget Transportation & Development    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. 2007-08 Actual Measures 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected Satisfactory Pavement Lane miles of paved roadway Lane miles of paved roadway in satisfactory condition/Percentage(1) 1,938 1,948 1,951 1,977 1,980 1,165/60% 1,138/58% 1,056/54% 1,194/60% 1,014/51% Street Slurry/Micro Sealing Lane miles of paved roadway needing maintenance, fair condition Lane miles of street maintenance performed/Percentage(2) 428 438 396 602 720 48/11% 64/15% 45/9% 45/7% 46/6% Street Repaving Lane miles of paved roadway needing re-paving, poor condition(3) Lane miles of street re-paving performed/Percentage(3)(4) 345 372 499 181 246 17/5% 39/11% 36/7% 43/23% 34/14% 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 (6) Scuppers, drains, catch basins, drywells Inspected/Maintained(8) 1,916 4,205(5) 3,400 2,700 2,500 1,767,953 1,796,620 2,000,000 2,000,000 2,000,000 38,280 40,600 48,300 43,200 45,360 67 58 80 60 65 5,136 8,685/ 1,633 (1) (7) 6,200 11,180 / 1,064(9) 11,500/ 1,100 As street system ages, more streets are moving from satisfactory condition to fair. Street maintenance includes slurry seal, chip seal, and micro-seal. (3) Street repaving includes street repaving, hot-in-place recycling, asphalt capping 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 increased due to new equipment/improved work practices. (6) Miles of alleys graded includes those graded by City crews and contracted alley rehab. (7) Increase in inspections due to work process improvements. (8) Beginning FY2009-10, the first value reflects the total number of storm water structures inspected and the second figure represents the total number of structures maintained. Prior to FY2009-10, the figures were combined. (9) Decreased estimates based on current vacancy in the Storm Water crew. (2) * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 381 City of Chandler 2010-11 Adopted Budget Transportation & Development    STREETS - 3300    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingency/Reserve Machinery/Equipment Street Improvements Capital Replacement Total Cost Center-3300 General Fund Highway User Revenue Grant Fund Grand Total 2009-10 Adopted Budget 2008-09 Actual $ 3,289,610 3,289,610 1,570,947 671,140 58,954 14,698 23,009 593,705 149,500 116,559 3,325,877 134,338 $ 9,948,337 $ $ $ $ 3,433,216 2,956,915 476,301 943,451 631,946 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 7,696,023 382 2009-10 Adjusted Budget 2009-10 Estimated $ 3,546,579 3,070,278 476,301 1,117,670 699,717 69,035 14,014 16,500 482,508 101,039 169,982 9,268 3,103,916 198,396 $ 9,528,624 $ 3,483,620 2,803,049 680,571 1,007,700 771,342 68,335 13,975 16,000 662,816 107,269 9,200 3,103,916 164,953 $ 9,409,126 2010-11 Adopted Budget $ $ $ $ 2,975,547 2,867,536 108,011 1,006,942 643,946 55,035 13,415 16,500 708,065 83,579 169,982 9,268 2,049,521 198,396 7,930,196 3,423,925 4,156,271 350,000 7,930,196 % Change Adopted To Adopted -13.33% -3.02% -77.32% 6.73% 1.90% 6.79% -1.76% 0.00% 48.87% 0.74% 0.00% 0.00% 22.77% 0.00% 3.04% City of Chandler 2010-11 Adopted Budget Transportation & Development    STREETS - 3300    Authorized Positions Position Title Administrative Specialist Contract Compliance Inspector Landscape Architect Landscape Compliance Coordinator Landscape Maintenance Technician Management Assistant Public Works Service Specialist Senior Streets Maintenance Coordinator Senior Streets Specialist Storm Water Maintenance Coordinator Storm Water Programs Coordinator Street Maintenance Coordinator Street Maintenance Supervisor Street Maintenance Worker Street Superintendent Streets Crew Leader Streets Operation and Project Manager Streets Specialist TOTAL 2007-08 Revised 2 1 1 0 0 1 1 1 13 1 1 1 2 8 1 5 1 7 47 2008-09 Revised 2 1 1 0 0 1 1 1 13 1 1 1 2 8 1 5 1 7 47 2009-10 Adopted 2 1 1 0 0 1 1 1 12 1 1 1 2 8 1 5 1 7 46 2009-10 Revised 2.5 0 1 1 2 1 0 1 9 1 1 1 3 6 1 5 1 6 42.5 2010-11 Adopted 2.5 0 1 1 2 1 0 1 9 1 1 1 3 6 1 5 0 6 41.5 2010-11 Anticipated 2.5 0 0 1 2 1 0 1 9 1 1 1 3 6 1 5 0 6 40.5 Significant Budget and Staffing Changes During fiscal year 2009-10, one Administrative Specialist position, one Streets Specialist position, one Sr. Streets Specialist position, and two Street Maintenance Worker positions were eliminated. One Administrative Specialist position was transferred from cost center 3330, Traffic Engineering, and one Administrative Specialist position was transferred from cost center 3340, Transit Services, and one Administrative Specialist position was reduced from full-time to part-time (0.5 FTE). Two Senior Streets Specialist positions were reclassified to Landscape Maintenance Technicians, one Public Works Services Specialist position was reclassified to Street Maintenance Supervisor, and one Contract Compliance Inspector position was reclassified to Landscape Compliance Coordinator. Fiscal year 2010-11 reflects the elimination of one vacant Streets Operation and Project Manager as a part of the consolidation of Public Works and Planning & Development, and a corresponding shift of funding for two Street Maintenance Worker positions from General Fund to Highway User Revenue (HURF) Fund. Ongoing funding for landscape maintenance and utilities is added. Authorized Positions 2010-11 Anticipated reflects the planned elimination of one Landscape Architect position. Personnel Services reflects one-time funding for this position. 383 City of Chandler 2010-11 Adopted Budget Transportation & Development FUNCTION: DEPARTMENT: Public Works Transportation & Planning 3310 Streets Capital COST CENTER: DIVISION: Capital Budget Summary Description Professional/Contract Contingency/Reserve Building/Improvements Machinery/Equipment Street Improvements Wastewater System Improvements Airport Improvements Total Cost Center-3310 General Fund Proposition 400 Highway User Revenue HURF Bonds Local Transportation Assistance Grant Fund General Gov't Capital Proj Fund Street GO Bonds Storm/Sewer GO Bonds Arterial Street Impact Fees Storm/Sewer Revenue Bonds Grand Total 2009-10 2009-10 2008-09 Adopted Adjusted Actual Budget Budget $ 9,724 $ - $ 84,629,198 213 22,189 64,590,794 33,175,499 97,128,559 (2,232) 1,743 $ 64,622,218 $ 117,804,697 $ 97,128,772 $ 1,174,093 1,370,000 4,647,144 1,147 511,194 19,897,251 58,022,901 2,258,231 29,915,917 6,819 $ 117,804,697 2009-10 Estimated $ - $ 26,974,768 $ 26,974,768 $ $ 2010-11 Adopted Budget 65,768,167 20,797,368 86,565,535 5,950,308 678,871 25,615,124 3,323,297 34,736,293 1,921,009 14,340,633 $ 86,565,535 % Change Adopted To Adopted N/A -22.29% N/A N/A -37.31% N/A N/A -26.52% Significant Budget and Staffing Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions in 2009-10 and new projects for 2010-11. The Streets capital budget is decreased from the 2009-10 Adopted budget due to limited funding resources for capital projects. Additional detail on the capital program is available in the 2011-2020 Capital Improvement Program book. 384 City of Chandler 2010-11 Adopted Budget Transportation & Development FUNCTION: DEPARTMENT: Transportation & Development Transportation & Development COST CENTER: DIVISION: 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 209 traffic signals, 26,600 streetlights, and 18,800 traffic signs. This division is also responsible for street name and guide signs, pavement markings for crosswalks, lane lines, and railroad crossing signs. 2010-11 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 2007-08 Actual 105/4 2008-09 Actual 95/3 2009-10 Projected 115/4 2009-10 Year End Estimate * 90/3 2010-11 Projected 90/3 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 2009-10 Year End Estimate * 2007-08 Actual 2008-09 Actual 2009-10 Projected 198/100% 204/100% 212/100% 209/100% 212/100% 3,960/11 4,080/8 4,240/12 4,180/12 4,240/12 * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 385 2010-11 Projected City of Chandler 2010-11 Adopted Budget Transportation & Development    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 repainted (1) (1) 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 6,534/4% 6,074/4% 5,500/4% 2,400/4% 2,400/4% 270/ N/A 270/100% 271/100% 270/100% 273/100% Performance measure has been changed for FY07/08 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 2007-08 Actual 2008-09 Actual 1,252/5% 1,531/5% * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 386 2009-10 Projected 1,400/5% 2009-10 Year End Estimate * 1,480/5% 2010-11 Projected 1,480/5% City of Chandler 2010-11 Adopted Budget Transportation & Development    TRAFFIC ENGINEERING – 3330    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingency/Reserve Capital Replacement Total Cost Center-3330 General Fund Highway User Revenue Grand Total 2009-10 Adopted Budget 2008-09 Actual $ 2,757,053 2,757,053 27,604 649,117 3,216 11,853 1,446 2,504,820 19,875 144,446 $ 6,119,430 $ $ $ $ 2,752,210 2,517,096 235,114 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 2009-10 Adjusted Budget 2009-10 Estimated $ 2,867,687 2,632,573 235,114 76,473 667,364 4,478 21,934 13,280 2,757,046 18,007 55,060 148,342 $ 6,629,671 $ 2,583,855 2,273,502 310,353 55,292 674,647 2,854 14,144 13,280 2,757,046 17,260 129,730 $ 6,248,108 2010-11 Adopted Budget $ $ $ $ 2,338,125 2,253,579 84,546 55,292 668,694 4,450 21,184 8,500 2,937,001 16,128 55,060 148,342 6,252,776 2,400,116 3,852,660 6,252,776 % Change Adopted To Adopted -15.05% -10.47% -64.04% 0.00% 1.50% 0.00% 0.00% 0.00% 6.53% 0.00% 0.00% 0.00% -3.46% Authorized Positions Position Title Administrative Specialist City Transportation Engineer Engineer Assistant Senior Engineer Signal Systems Analyst Signals and Lighting Field Supervisor 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 Studies Manager TOTAL 2007-08 Revised 2 1 1 2 2 1 1 3 0 2 2 1 1 9 2 0 4 0 1 35 2008-09 Revised 2 1 1 2 2 1 1 0 3 2 2 1 1 6 2 3 0 4 1 35 2009-10 Adopted 2 1 0 2 2 1 1 0 3 2 2 1 1 6 1 2 0 4 1 32 2009-10 Revised 1 1 0 1.6 2 1 1 0 3 2 2 0 0 4 2 2 0 4 1 27.6 2010-11 Adopted 1 1 0 1.6 2 1 1 0 3 2 2 0 0 4 2 2 0 4 1 27.6 2010-11 Anticipated 1 1 0 1 2 1 1 0 3 2 2 0 0 4 2 2 0 4 1 27 Significant Budget and Staffing Changes During fiscal year 2009-10, one Traffic Operations Superintendent, one Traffic Engineering Technician, and one Traffic Operations Technician I positions were eliminated. One Traffic Operations Technician I position was reclassified to a Traffic Operations Technician II, one Administrative Specialist position was moved to cost center 3300, Streets, and one Senior Engineer position was reduced from full-time to part time (0.6 FTE). Authorized Positions 2010-11 Anticipated reflects the planned elimination of one part-time Senior Engineer position. Personnel Services reflects one-time funding for this position. 387 City of Chandler 2010-11 Adopted Budget Transportation & Development FUNCTION: DEPARTMENT: Transportation & Development Transportation & Development 3340 Transit Services COST CENTER: DIVISION: Transit 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. 2010-11 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 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected City Funded Bus Service Miles 58,577 104,124 77,600(1) 104,124 N/A(2) City Funded Passenger Boardings 62,444 93,583 70,000(1) 93,583 N/A(2) $0.36 $0.50 $0.53 $0.50 N/A(2) RPTA Funded Bus Service Miles 687,025 943,673 1,024,600(3) 943,673(4) 971,028(5) RPTA Service Passenger Boardings 631,377 842,251 922,100(3) 842,251(4) 920,000(5) $3.63 $4.52 $4.07 $4.52 $5.99 .90 .89 .90 .89 .94 DAR Service Hours 14,658 17,745 18,000 17,745 19,644 DAR Boardings 24,338 32,341 31,000 32,341 38,000 $8.15 $9.93 $6.93 $9.93 $9.93 5,875 8,120 8,000 N/A N/A $16.26 $20.83 $26.00 N/A N/A City Funded Cost per Boarding RPTA Cost per Boarding Average Passenger Boardings per Mile (all service) DAR City Funded Cost per Boarding Maricopa County Special Transportation Services Boardings(6) Cost per Maricopa County Special Transportation Services Boarding(6) (1) In FY 2009-10 projected was based on a plan to have Route 112 City-funded miles transferred to RPTA, however, this didn’t happen due to lack of available regional funding. (2) The loss of Local Transportation Assistance Fund (LTAF) funding will cause a reduction in City-funded bus service; however, the full impact cannot be determined until route changes are approved early in FY2010-11. (3) FY2009-10 Projection anticipates that RPTA will fund extension of Route 112 to Park & Ride (43,000 miles). (4) The anticipated funding of Route 112 by RPTA for FY2009-10 did not occur due to lack of available regional funding. (5) Anticipated FY2010-11 elimination of Express Route 511 by RPTA due to low ridership (21,576 miles). (6) Special Transportation Services (STS) discontinued service during FY2009-10. Measure no longer used. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 388 City of Chandler 2010-11 Adopted Budget Transportation & Development    TRANSIT SERVICES – 3340    Goal: Increase bicycle lane miles within the City. Objective:  Implement programs and improvements recommended in the City’s Bicycle Plan. Measures 2007-08 Actual Bike lane total miles(1) (1) 2008-09 Actual 251 2009-10 Projected 286 267 2009-10 Year End Estimate * 2010-11 Projected 298 308 Aerial maps are 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 2007-08 Actual 83% 2008-09 Actual 75% * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 389 2009-10 Projected 83% 2009-10 Year End Estimate * 83% 2010-11 Projected 83% City of Chandler 2010-11 Adopted Budget Transportation & Development    TRANSIT SERVICES – 3340    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingency/Reserve Capital Replacement Total Cost Center-3340 General Fund Local Transportation Assistance Grand Total 2009-10 Adopted Budget 2008-09 Actual $ 352,225 352,225 1,008,744 10,944 28,171 604 2,998 56,055 $ 1,459,741 $ $ $ $ 383,600 379,380 4,220 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 2009-10 Adjusted Budget 2010-11 Adopted Budget 2009-10 Estimated $ 251,986 $ 353,483 307,766 349,263 (55,780) 4,220 1,569,370 1,270,162 13,395 9,705 15,522 15,172 2,090 1,390 1,000 1,000 45,985 45,975 57,811 55,499 143,968 7,661 $ 2,108,788 $ 1,752,386 $ $ $ $ 244,019 244,019 850,259 7,935 11,321 1,050 1,000 23,910 56,975 143,968 7,661 1,348,098 447,719 900,379 1,348,098 % Change Adopted To Adopted -36.39% -35.68% -100.00% -29.41% -40.76% -26.87% -49.52% 0.00% -48.00% -1.01% 0.00% 0.00% -28.11% Authorized Positions Position Title Administrative Specialist Executive Assistant Management Assistant Transit Manager Transit Services Coordinator Transportation Svcs. & Planning Manager TOTAL 2007-08 Revised 1 0 1 0 1 1 4 2008-09 Revised 1 0 1 0 1 1 4 2009-10 Adopted 1 0 1 0 1 1 4 2009-10 Revised 0 1 1 1 1 0 4 2010-11 Adopted 0 1 1 0 1 0 3 2010-11 Anticipated 0 1 1 0 1 0 3 Significant Budget and Staffing Changes During fiscal year 2009-10, one Transportation Services & Planning Manager position was reclassified to Transit Manager. One Administrative Specialist position was transferred to cost center 3300, Streets, and one Executive Assistant was transferred from cost center 3030, Transportation and Operations. A one-time adjustment was made moving appropriation from Personnel Services to Professional/Contract, and is reflected as a negative amount in the adjusted budget above. Fiscal year 2010-11 reflects the elimination of one vacant Transit Manager position as part of overall general fund reductions. Additionally, the state’s decision to eliminate Local Transportation Assistance Fund (LTAF) distributions to cities has resulted in a reduction of contracted service for fixed route, Dial-a-Ride, and Cab Coupon programs. 390 City of Chandler 2010-11 Adopted Budget Transportation & Development FUNCTION: DEPARTMENT: Transportation & Development Transportation & Development 3350 Street Sweeping COST CENTER: DIVISION: Street Sweeping is responsible for sweeping the 1,977 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. 2010-11 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 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected Curb miles swept 65,383 72,116 72,500 77,000 74,000 Cost per curb mile swept $15.57 $15.01 $13.96 $16.60 $16.40 * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 391 City of Chandler 2010-11 Adopted Budget Transportation & Development    STREET SWEEPING – 3350    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Other Charges/Services Machinery/Equipment Capital Replacement Total Cost Center-3350 General Fund Grant Fund Grand Total 2009-10 Adopted Budget 2008-09 Actual $ 579,953 $ 579,953 1,733 202,818 67,018 151,929 58,735 $ 1,062,186 $ $ $ 2009-10 Adjusted Budget 715,657 $ 715,657 709,002 709,002 6,655 6,655 3,940 4,219 157,075 160,794 1,145 9,145 109,440 163,072 211,000 211,000 132,872 132,872 1,331,129 $ 1,396,759 1,120,129 211,000 1,331,129 2010-11 Adopted Budget 2009-10 Estimated $ 724,218 $ 641,245 82,973 3,100 176,205 8,780 86,290 170,275 130,000 $ 1,298,868 $ $ 626,565 626,565 3,940 157,075 1,145 109,440 211,000 132,872 1,242,037 1,031,037 211,000 1,242,037 $ % Change Adopted To Adopted -12.45% -11.63% -100.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -6.69% Authorized Positions Position Title Senior Streets Specialist Streets Crew Leader TOTAL 2007-08 Revised 9 1 10 2008-09 Revised 9 1 10 2009-10 Adopted 9 1 10 2009-10 Revised 9 1 10 2010-11 Adopted 8 1 9 Significant Budget and Staffing Changes Fiscal year 2010-11 reflects the elimination of one vacant Senior Streets Specialist position. 392 2010-11 Anticipated 8 1 9 City of Chandler 2010-11 Adopted Budget Transportation & Development FUNCTION: DEPARTMENT: Transportation & Development Transportation & Development 4100 Airport COST CENTER: DIVISION: 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. 2010-11 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) 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected 449 449 472 455 475 260,091 217,559 230,000 209,087 230,600 35,857 (1) 35,000 (2) 12,600 622,732 494,552 560,000 430,800 447,600 $3.39 $3.69 $3.85 $4.33 $2.95 89% 87% 86% 90% 95% 365 365 365 365 365 14,187 17,300 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. * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 393 City of Chandler 2010-11 Adopted Budget Transportation & Development    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) 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected $6,159,369 $1,045,980 $3,108,173 $1,045,980 $2,934,487 $327,640 (1) (1) N/A N/A(1) 42% 0.05% N/A(1) N/A(1) 2007-08 Actual $7,044,803 N/A N/A(1) 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 2007-08 Actual 2008-09 Actual 2009-10 Projected 2009-10 Year End Estimate * 2010-11 Projected City T-Hangars/Percent serviced 116/50% 116/45% 116/65% 116/65% 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% 169/58% (2) 180/62% 190/66% Tie-Down (Based)/Occupancy rate (2) 220/89% Tie-Down occupancy rate changed due to construction of 89 additional tie-downs * 2009-10 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 394 215/80% City of Chandler 2010-11 Adopted Budget Transportation & Development    AIRPORT - 4100    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingency/Reserve Building/Improvements Airport Improvements Capital Replacement Total Cost Center-4100 Airport Operating 2009-10 Adopted Budget 2008-09 Actual $ $ 526,441 $ 526,441 75,570 91,671 14,225 6,722 31,811 33,976 6,965 494 787,875 $ $ 523,466 518,305 5,161 79,879 89,022 70,140 10,835 33,811 75,410 15,528 5,404 4,286 907,781 907,781 2009-10 Adjusted Budget 2010-11 Adopted Budget 2009-10 Estimated $ 523,466 $ 518,305 5,161 81,131 89,061 280,231 10,835 33,811 75,410 15,528 5,404 6,350 4,286 $ 1,125,513 $ 515,988 510,827 5,161 74,250 117,440 38,120 6,475 21,675 91,000 5,445 6,350 4,286 881,029 $ $ $ % Change Adopted To Adopted 506,157 506,157 51,430 107,439 66,800 7,235 21,300 84,112 13,633 4,286 862,392 862,392 -3.31% -2.34% -100.00% -35.62% 20.69% -4.76% -33.23% -37.00% 11.54% -12.20% -100.00% N/A N/A 0.00% -5.00% 2010-11 Adopted 0 1 1 2 1 1 6 2010-11 Anticipated 0 1 1 2 1 1 6 Authorized Positions Position Title Airport Management Specialist Airport Manager Airport Operations & Maint. Supervisor Airport Operations & Maint. Technician Executive Assistant Management Assistant TOTAL 2007-08 Revised 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 2009-10 Revised 0 1 1 2 1 1 6 Significant Budget and Staffing Changes During fiscal year 2009-10, rate and fee increases were implemented which resulted in some increase in enterprise fund revenue. However, revenues did not achieve budgeted figures and did not meet total cost of operations (including debt service, indirect service costs, and capital expenses). As a result, a General Fund subsidy of $219,193 was transferred to the Airport Fund balance at the end of the fiscal year to balance the fund. For fiscal year 2010-11, revenues are again expected to increase slightly, but not to the amounts originally envisioned with the rate and fee increases. The loss of several anticipated new businesses and the general poor economy have stalled revenue growth. The operating budget has been reduced by 5% to partially offset these lower revenues. A budgeted General Fund subsidy of $530,223 is planned for 2010-11 to meet the total cost of operations, including debt service, indirect service costs, and capital expenses. 395 City of Chandler 2010-11 Adopted Budget Transportation & Development FUNCTION: DEPARTMENT: Transportation & Development Transportation & Development COST CENTER: DIVISION: 4110 Airport Capital Capital Budget Summary Description Contingency/Reserve Airport Improvements Total Cost Center-4110 Grant Fund Airport Bonds Airport Operating Grand Total 2008-09 Actual $ $ 366,919 366,919 2009-10 Adopted Budget $ 2,236,324 1,232,800 $ 3,469,124 $ 3,010,486 192,952 265,686 $ 3,469,124 2009-10 Adjusted Budget $ 3,222,897 $ 3,222,897 2010-11 2009-10 Adopted Estimated Budget $ - $ 1,262,696 812,204 894,500 $ 812,204 $ 2,157,196 $ 1,896,588 82,425 178,183 $ 2,157,196 % Change Adopted To Adopted -43.54% -27.44% -37.82% Significant Budget and Staffing Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions in 2009-10 and new projects for 2010-11. The Airport capital program for 2010-11 is reduced from the 2009-10 Adopted Budget, partially due to reduced grant funding available at state levels. Additional detail on capital funding is included in the 2011-2020 Capital Improvement Program book. 396 Capital Budget Capital Appropriations Summaries Major Capital Projects Operating Capital Capital Replacement Capital Introduction Budget 13-Contents Introduction Chandler recognized for recycling and street paving projects Introduction Chandler’s alley repaving project was one of only five projects to be featured in Roads & Bridges Magazine and to receive the 2009 Roads & Bridges/ARRA Recycling Award Chandler saved approximately $130,000 by using crushed asphalt left over from street projects to stabilize 16 miles of alleys and two miles of road shoulders Introduction City of Chandler 2010-11 Adopted Budget Capital Budget 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 purchase of capital equipment, and other capital expenses. 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. In preparing the 2011-2020 CIP, each department identified their long-term capital needs, developing estimates for capital improvements as well as operating costs for each project. As shown below, the CIP appropriation peaked with the 2009-2013 capital program (5-year program at that time) with over $1-billiion. The general poor economy, housing slump, and lower assessed valuation of homes, all contributed to less funding available for capital projects and/or debt service. As a result, the first five years of 2011-2020 CIP is 62% less than two years ago. The City changed to a 10-year CIP in 2010-2019 and reduced the 10-year program by over $52-million this year. The City Council adopts the CIP on the same date as the final adoption of the Annual Budget. Consequently, the 2011-2020 CIP review is integrated with the 2010-11 Annual Budget process. Both were adopted by the City Council on June 24, 2010. A significant change for the 2010-11 capital budgets is that some projects previously classified as “non-CIP capital” have now been incorporated into the CIP. These include Downtown Redevelopment projects, IT Oversight Committee Projects, GIS/IT Capital Projects, Commercial Reinvestment Program, and the Single-family Infill Program. The 10-year CIP is summarized below, with more detail available in the City’s 2011-2020 Capital Improvement Program book. The following table provides a summary view of the 10-year CIP. The following sections provide summaries of projects approved for 2010-11, the resources used to fund the CIP, the impact of the CIP on the operating budget, breakdown of capital funding by functional area, and cost center detail on 2010-11 appropriation. 397 City of Chandler 2010-11 Adopted Budget Capital Budget Projected Expenditure Summary CIP 2011-2020 2010-11 GENERAL GOVERNMENT: Conversion of Fire Station #1 Backup Generator for Courts Building IT Oversight Committee Projects * Downtown Redevelopment Projects * Commercial Reinvestment Program * Residential Infill Program * TOTAL - GENERAL GOVERNMENT 2011-12 2012-13 2013-14 2014-15 5-Year Total $ - $ 500,000 4,565,870 1,202,000 350,000 66,000 - $ 570,423 1,802,000 500,000 66,000 - $ 500,000 1,402,000 500,000 66,000 - $ 500,000 1,402,000 500,000 66,000 - $ 500,000 1,402,000 500,000 66,000 $ 6,683,870 $ 2,938,423 $ 2,468,000 $ 2,468,000 $ 2,468,000 $ 2,489,940 $ 1,550,000 $ 1,550,000 $ 1,300,000 $ $ - $ - $ - $ - $ 2015 to 2020 - $ 500,000 6,636,293 7,210,000 2,350,000 330,000 10-Year Total 2,445,770 2,500,000 7,010,000 2,500,000 330,000 $ 2,445,770 500,000 9,136,293 14,220,000 4,850,000 660,000 $ 14,785,770 $ 31,812,063 $ 17,026,293 1,470,155 $ 8,360,095 $ 28,897,500 $ - $ - $ 6,886,397 $ COMMUNITY SERVICES: Parks & Recreation TOTAL - COMMUNITY SERVICES 2,489,940 1,550,000 1,550,000 1,300,000 1,470,155 8,360,095 28,897,500 37,257,595 37,257,595 PUBLIC SAFETY: Police Fire - 1,287,500 $ $ $ $ $ 11,560,719 $ 4,049,222 10,214,496 $ 5,692,522 9,581,855 $ 21,625,592 10,723,778 $ 26,331,576 TOTAL - MUNICIPAL UTILITIES $ 15,609,941 15,907,018 31,207,447 37,055,354 Streets/Traffic Airport $ 20,797,368 $ 894,500 TOTAL - TRANS. AND DEV. $ 21,691,868 $ 10,737,310 $ 13,613,587 $ 9,131,617 GRAND TOTAL CIP $ 46,475,619 $ 32,420,251 $ 48,839,034 $ 49,954,971 $ - - TOTAL - PUBLIC SAFETY $ - - MUNICIPAL UTILITIES: Water Wastewater $ 1,287,500 - $ - 1,287,500 5,786,000 $ 1,287,500 $ 48,976,562 $ 166,214,749 91,057,410 223,913,661 $ 6,190,189 $ 5,966,500 $ 215,191,311 12,672,397 6,886,397 7,073,500 $ 13,959,897 $ 35,185,523 $ 130,671,044 126,242,933 354,584,705 314,971,071 $ 165,856,567 $ 480,827,638 44,825,071 22,506,000 $ 188,541,395 $ 12,744,500 233,366,466 35,250,500 TRANSPORTATION AND DEVELOPMENT: 5,103,810 $ 5,633,500 7,660,587 $ 5,953,000 5,073,117 $ 4,058,500 $ 12,156,689 $ 67,331,071 $ 201,285,895 $ 268,616,966 $ 231,286,155 $ 408,976,030 $ 423,498,129 $ 832,474,159 2011-20 CIP RESOURCE SUMMARY BY FISCAL YEAR 2010-11 2011-12 2012-13 2013-14 2014-15 5-Year Total 2015 to 2020 10-Year Total CURRENT REVENUES $ 16,175,916 $ 7,306,012 $ 7,514,499 $ 7,144,376 $ 6,794,823 $ 44,935,626 $ 32,095,225 $ 77,030,851 GRANTS 11,967,563 4,143,751 6,680,387 3,399,338 6,588,276 32,779,315 25,630,375 58,409,690 IMPACT FEE REVENUES/ FUND BALANC 576,576 1,660,000 6,042,484 4,906,143 13,082,951 26,268,154 91,638,295 117,906,449 BONDS PAID BY SECONDARY LEVY 3,951,800 5,330,800 5,704,411 3,843,300 4,013,455 22,843,766 132,155,585 154,999,351 BONDS PAID BY ENTERPRISE FUNDS 13,803,764 13,979,688 22,897,253 30,661,814 200,806,650 282,149,169 141,978,649 424,127,818 TOTAL - ALL REVENUES $ 46,475,619 $ 32,420,251 $ 48,839,034 $ 49,954,971 $ 231,286,155 $ 408,976,030 $ 423,498,129 $ 832,474,159 * These projects have not been shown previously in the CIP but are included going forward because of their cost and useful life. 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 Fiscal Year 2010-11 capital budget of $221,088,247 includes a combination of new appropriation, carry forward appropriation to cover encumbered purchase orders, and appropriation for unencumbered/unspent funds. The carryforward appropriation is estimated as part of budget preparation and reconciled to actual encumbrances and unexpended funds at year-end. CIP TOTAL TOTAL non-CIP* GRAND TOTAL BOTH Carryforward Appropriation Encumbered Unencumbered Purchase Orders March, 2010 $ 82,642,385 $ 90,826,442 1,143,801 $ 83,786,186 $ 90,826,442 FY 2010-11 New Appropriation $ 46,475,619 $ 46,475,619 Total FY 2010-11 Appropriation $ 219,944,446 1,143,801 $ 221,088,247 * Non-CIP includes projects not published in the CIP, but paid for with capital funds. In addition to large capital projects included in the CIP, operating cost centers often have capital funds in the operating budget for items between $5,000 and $50,000. These can be identified in the individual cost center budgets with the titles Land and Improvements, Buildings and Improvements, Machinery and Equipment, Office Furniture and Equipment, Street Improvements, Park Improvements, Water System Improvements, Wastewater Improvements, and Airport Improvements. The 2011-2020 Capital Improvement Program document with project details over the ten-year period has been published separately. However, summaries of projected CIP projects with new 2010-11 appropriations are provided on the following pages. 398 City of Chandler 2010-11 Adopted Budget Capital Budget New Capital Improvement Project Funding for Fiscal Year 2010-11 Any impacts on operating budgets have been incorporated into the City’s long range financial forecast. GENERAL GOVERNMENT GENERAL GOVERNMENT (continued) Backup Generators for Courts Building Funding is allocated for the acquisition and installation of two generators for the Courts Building that will provide emergency power in the event of a blackout. Funding Source: General Government Capital Projects Fund Fiscal Year 2010-11: $2,596,930 Impact on Operating Budget: This project will result in a small increase to the Buildings and Facilities operating budget for maintenance and repair costs, fuel for equipment checks, and parts. Single-Family Infill Program Funding is allocated for City contribution to offset fee costs for developers who construct new homes in the Infill Incentive District. Funding Source: General Government Capital Projects Fund Fiscal Year 2010-11: $66,000 Impact on Operating Budget: This project has no direct impact on the operating budget. Information Technology Oversight Committee Program Funding is allocated for the acquisition and development of computer software technology that is approved by the Information Technology Oversight Committee. Funding Source: General Government Capital Projects Fund Water Operating Fund Wastewater Operating Fund Solid Waste Operating Fund Fiscal Year 2010-11: $4,565,870 Impact on Operating Budget: This project will result in an increase to the ongoing budget for the Information Technology Oversight Committee programs for software maintenance and upgrades once the new technology is put into place. 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 Obligation Bonds General Government Capital Project Fund Fiscal Year 2010-11: $489,940 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. COMMUNITY SERVICES Existing Neighborhood Park Improvements/ Repairs 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 Government Capital Projects Fund Fiscal Year 2010-11: $350,000 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. Downtown Redevelopment Programs Funding is allocated for the four major programs of Downtown Redevelopment: Colonnade rehabilitation, area landscape and building maintenance, land acquisition and demolitions, and the façade program. Funding Source: General Government Capital Projects Fund Fiscal Year 2010-11: $1,202,000 Impact on Operating Budget: This project has no direct impact on the operating budget Existing Recreation Center Improvements This allocates funding for various upgrades and renovations to the city’s six existing recreation centers. Funding Source: General Obligation Bonds Fiscal Year 2009-10: $200,000 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. Commercial Reinvestment Program Funding is allocated for commercial reinvestment to promote private redevelopment of older commercial shopping centers. Funding Source: General Government Capital Projects Fund Fiscal Year 2010-11: $350,000 Impact on Operating Budget: This project has no direct impact on the operating budget. 399 City of Chandler 2010-11 Adopted Budget Capital Budget COMMUNITY SERVICES (continued) MUNICIPAL UTILITIES – WATER (continued) Existing Community Park Improvements/Repairs Community park improvements include the renovation of amenities, such as irrigation, playgrounds, park lighting, restrooms, parking lots, and landscaping. Funding Source: General Obligation Bonds General Government Capital Projects Fund Fiscal Year 2010-11: $450,000 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. Water Treatment Plant Expansion Funding is allocated to rebuild the flocculation basins. Funding Source: Water Revenue Bonds Fiscal Year 2010-11: $3,514,071 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 2010-11: $247,236 Impact on Operating Budget: This project has no direct impact on the operating budget. Existing City Building Renovations This allocates funding for various upgrades and renovations to the city’s existing buildings. Funding Source: General Government Capital Projects Fund Fiscal Year 2010-11 $1,000,000 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. Well Remediation – Arsenic Systems Funding is provided to rehabilitate arsenic treatment systems that were installed in 2006. . Funding Source: Water Operating Fund Fiscal Year 2010-11: $210,000 Impact on Operating Budget: This project has no direct impact on the operating budget. 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 2010-11: $2,904,461 Impact on Operating Budget: This project has no direct impact on the operating budget. MUNICIPAL UTILITIES - WASTEWATER 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 2010-11: $1,404,300 Impact on Operating Budget: This project has no direct impact on the operating budget. Transmission Mains Funding is for the design phase of a project that will ultimately construct new transmission mains to deliver water from the City’s surface water treatment plants and well site to areas with increased demand. Funding Source: Water System Development Fees Fiscal Year 2010-11: $576,576 Impact on Operating Budget: This project has no direct impact on the operating budget. Wastewater System Upgrades with Street Projects 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 2010-11: $1,027,851 Impact on Operating Budget: This project has no direct impact on the operating budget. Water System Upgrades with Street 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 2010-11: $1,999,722 Impact on Operating Budget: This project has no direct impact on the operating budget. 400 City of Chandler 2010-11 Adopted Budget Capital Budget MUNICIPAL UTILITIES – WASTEWATER (continued) TRANSPORTATION & DEVELOPMENT STREETS/TRAFFIC (continued) Ocotillo Water Reclamation Facility Rehabilitation 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 2010-11: $1,617,071 Impact on Operating Budget: This project has no direct impact on the operating budget. Miscellaneous Storm Drain Improvements Funding is included for miscellaneous storm drain improvements per the Master Plan. Funding Source: Stormwater General Obligation Bonds Fiscal Year 2010-11: $100,000 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 CMAQ Federal or Other Grants Local Transportation Assistance Fund Fiscal Year 2010-11: $2,839,132 Impact on Operating Budget: This project has no direct impact on operating budgets. TRANSPORTATION & DEVELOPMENT 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 Obligation Bonds Fiscal Year 2010-11: $100,000 Impact on Operating Budget: This project has no direct impact on the operating budget. Alma School Road/Ray Road Intersection Improvements will increase the capacity of this intersection, resulting in improved traffic safety, reduced traffic delays, and increased air quality. Funding Source: Stimulus Grants Fiscal Year 2010-11: $8,630,000 Impact on Operating Budget: Following final construction, this project is anticipated to add approximately $10,672 to the operating budget for the annual cost to maintain additional landscape areas and additional lane miles resulting from this project. Streetlight Additions and Repairs Funding is provided for the installation of new streetlights and the replacement of rusted streetlights. Funding Source: General Obligation Bonds Fiscal Year 2010-11: $143,300 Impact on Operating Budget: This project has a small ongoing operating cost for repair parts when new streetlights are added through this program. New Traffic Signals This project will install two new pedestrian crossing signals along the Paseo Trail in 2010-11. Funding Source: General Obligation Bonds CMAQ Federal Grant Fiscal Year 2010-11: $288,100 Impact on Operating Budget: This project has a $3,350 impact to the operating budget for replacement electrical parts Street Repaving Program funding for 2010-11 will support repaving of approximately 15 centerline miles. Specific streets are evaluated based on known construction projects in the area. Funding Sources: General Obligation Bonds Highway User Revenue Funds General Government Capital Projects Fund Fiscal Year 2010-11: $7,289,936 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. 401 City of Chandler 2010-11 Adopted Budget Capital Budget TRANSPORTATION & DEVELOPMENT STREETS/TRAFFIC (continued) TRANSPORTATION & DEVELOPMENT AIRPORT 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 CMAQ Federal Grant Fiscal Year 2010-11: $736,900 Impact on Operating Budget: This project has no direct impact on the operating budget. 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 in 201011 for the FAA required environmental assessment. Funding Source: ADOT/Federal Grants Airport Operating Fund Fiscal Year 2010-11: $221,000 Impact on Operating Budget: This taxiway is planned for construction in 2012-13. In 2013-14 the Airport’s operating budget would increase $3,333 to accommodate the additional paved surface to be swept and otherwise maintained. Video Detection Cameras and LED Lamp Indications Funding is allocated to replace loop detectors with video detectors at major signalized intersections. The program also includes funding to replace LED lamps on traffic signals as they fail. Funding Source: Highway User Revenue Funds Fiscal Year 2010-11: $170,000 Impact on Operating Budget: This project has no direct impact on the operating budget. Airport Weather Observation Station 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 Airport Operating Fund Fiscal Year 2010-11: $201,000 Impact on Operating Budget This project has no direct impact on the operating budget. Chandler Boulevard and Loop 101 Intersection Improvements This project will utilize federal grant funding to add a bicycle lane on Chandler Boulevard under the Loop 101 for the safety of bicyclists and motorists. In addition, dual westbound left-turn lanes will be constructed at the intersection as part of the redevelopment of the southeast corner of Chandler Boulevard and the Price Frontage Road. Funding Source: General Obligation Bonds Fiscal Year 2010-11: $400,000 Impact on Operating Budget: This project has no direct impact on the operating budget. Airport Security Gates and Cameras This project will improve security at the airport by installing electronic combination locks at all pedestrian gates at the airport. Funding Source: ADOT/Federal Grants Airport Operating Fund Fiscal Year 2010-11: $142,500 Impact on Operating Budget: This project has no direct impact on the operating budget. Pavement Improvement – Santan Apron This project will make improvements to apron areas that have been damaged by weather (expansion and contraction) which have caused large cracks in the apron. Funding Source: ADOT/Federal Grants Airport Bond Fund Fiscal Year 2010-11: $330,000 Impact on Operating Budget: This project has no direct impact on the operating budget. Wall Upgrades and Repairs This project will install more durable and aesthetically pleasing walls as the City repairs and replaces the 6.25 miles of City owned walls. Fiscal year 2010-11 upgrades are the failing walls in the areas along Alma School Road, and other areas identified as needing repair. Funding Source: General Obligation Bonds Fiscal Year 2010-11: $100,000 Impact on Operating Budget: This project has no direct impact on the operating budget. 402 City of Chandler 2010-11 Adopted Budget Capital Budget 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. Major C apital R evenue S ourc es F Y 2010‐11 G rants 12% B onds 45% C urrent R evenue 21% S ys tem D ev. & Impact F ees 19% Us er F ees 3% Current Revenue (1) General Government IT Oversight Projects Economic Development Planning Capital Engineering Capital 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 $ Bonds (2) 5,542,948 3,035,099 66,000 500,000 1,824,049 18,217,349 34,225 29,219,670 $ $ $ 3,520,229 3,520,229 $ $ $ $ $ System Development & Impact Fees - $ $ $ 200,175 6,994,361 12,177 6,692,547 13,899,260 3,000,000 $ $ - $ 9,952,476 - $ $ 7,660,221 7,660,221 $ $ $ 4,015,394 2,991,173 7,006,567 1,656,895 15,702,937 $ $ 20,873,059 10,419,771 31,292,830 $ 36,657,302 82,425 $ $ User Fees/ Other (3) Grants - $ $ $ - 157,832 - $ $ 6,297,312 6,773,695 13,071,007 $ 14,340,633 - TOTAL 400,000 400,000 $ $ $ - $ 200,175 11,009,755 12,177 13,203,949 24,426,056 - $ $ - $ $ 1,814,727 18,702,937 - $ 688,558 5,089,510 5,778,068 $ 27,858,929 22,282,976 50,141,905 $ 25,615,124 1,896,589 $ 178,182 $ 86,565,535 2,157,196 $ 88,722,731 $ $ $ 5,942,948 3,035,099 66,000 500,000 1,824,049 25,877,570 34,225 37,279,891 Municipal Utilities: Water Wastewater Sub-total Municipal Utilities Transportation & Development: Streets Airport Sub-total Transportation & Development TOTAL MAJOR CAPITAL $ $ $ $ $ $ $ 9,952,476 $ 36,739,727 $ 14,340,633 $ 27,511,713 $ 178,182 $ 45,692,375 $ 99,291,649 $ 42,236,260 $ 27,511,713 $ 6,356,250 (1) $ $ 221,088,247 Includes revenues from General Fund, General Government Capital Projects Fund, Police Forfeiture, Proposition 400, Highway User Revenue Fund, and Local Transportation Assistance. 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. (2) 403 City of Chandler 2010-11 Adopted Budget Capital Budget 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), contractural 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 2011-2020.” The table below provides a summary of the impact of the 2011-2020 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 2010-11 2011-12 2012-13 2013-14 2014-15 2015-20 General Government - $ 65,000 $ 129,325 $ 133,851 $ 138,536 $ 143,385 $ 825,320 Community Services 7.0 $ - $ - $ - $ - $ - $ 4,455,010 - $ - $ - $ - $ - $ - $ 755,423 Police Municipal Utilities: - $ - $ 61,740 $ 63,901 $ 87,137 $ 90,187 $ 500,553 Wastewater Water 3.0 $ - $ 631,106 $ 1,020,259 $ 1,361,650 $ 1,409,307 $ 8,082,102 Solid Waste - $ - $ 9,800 $ 10,143 $ 10,498 $ 10,865 $ 60,305 Public Works: Streets - $ 3,350 $ 14,190 $ 14,739 $ 15,255 $ 15,788 $ 517,602 Airport - $ - $ 706 $ 10,561 $ 31,798 $ 41,428 $ 306,048 15,502,363 TOTAL O&M 10.00 $ 68,350 $ 846,867 $ 1,253,454 $ 1,644,874 $ 1,710,960 $ One-time costs $ - $ - $ - $ - $ - $ - On-going costs $ 68,350 $ 750,971 $ 1,037,138 $ 1,420,986 $ 1,479,236 $ 12,227,058 - $ 95,896 $ 216,316 $ 223,888 $ 231,724 $ 3,275,305 68,350 $ 846,867 $ 1,253,454 $ 1,644,874 $ 1,710,960 $ 15,502,363 New Position(FTE) costs $ Annual Increase $ 404 City of Chandler 2010-11 Adopted Budget Capital Budget 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. As the current economy has driven operating budget reductions, 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 2010-11 fiscal 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 2010-11 Personnel (FTE costs) GENERAL FUND IT Oversight Committee New Traffic Signals $ TOTAL - GENERAL FUND GRAND TOTAL IMPACT ON OPERATING FUNDS 405 Supplies or Services Total $ - $ $ $ 65,000 3,350 68,350 $ $ $ 65,000 3,350 68,350 $ - $ 68,350 $ 68,350 City of Chandler 2010-11 Adopted Budget Capital Budget 2010-11 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 2011-2020 Major Capital funds; the table reflects the budget and historical expenditures by capital cost center. Major Capital Budget by Department Municipal Utilities 22.7% Transportation & Development 40.1% General Government 0.7% Police 8.5% Fire 0.8% Management Services 11.7% Community Services 11.0% Major Capital Budget by Cost Center FY2010-11 Cost Center Department 2006-07 2007-08 2008-09 2009-10 Adjusted 2009-10 Estimated 2010-11 Adopted Actual Actual Actual Budget Expenses Budget GENERAL GOVERNMENT 1285 1287 1550 1065 3060 1560 1290/1 ITOC Capital GIS/Information Technology Capital Economic Development Capital Neighborhood Programs Capital Engineer Capital Planning and Development Capital TOTAL GENERAL GOVERNMENT MANAGEMENT SERVICES Non Departmental Capital TOTAL MANAGEMENT SERVICES $ $ 1,407,316 59,605 151,807 1,618,728 $ $ $ $ $ 1,404,742 54,234 29,723 634,111 2,122,810 2,464,443 2,464,443 $ $ 8,842 32,838,018 32,846,860 $ $ $ 1,188,152 469,593 220,273 23,192 1,901,210 6,511,732 6,511,732 $ $ 23,841 31,887,864 31,911,705 $ $ $ 2,625,868 1,956,061 592,778 1,100 5,175,807 19,555,342 19,555,342 $ $ 359,006 27,656,976 28,015,982 $ $ $ 937,902 246,920 558,553 1,743,375 $ $ 5,942,948 1,824,049 3,035,099 34,225 500,000 66,000 11,402,321 213,848,070 213,848,070 $ $ 52,344,677 52,344,677 $ $ 25,877,570 25,877,570 11,363,310 25,682,760 37,046,070 $ 353,555 12,937,038 13,290,593 $ 11,009,755 13,416,301 24,426,056 COMMUNITY SERVICES 4320 4580 2100 2250 3710 3820 3910 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 $ $ $ $ $ $ 4,907,147 2,271,781 7,178,928 $ 4,239,400 48,744,340 22,416,323 75,400,063 $ $ $ $ 4,998,277 3,442,935 8,441,212 $ 571,096 56,168,746 51,380,333 108,120,175 $ $ $ $ 2,434,483 8,362,214 10,796,697 $ 30,627 61,816,284 59,240,959 121,087,870 $ $ $ $ 19,500,144 4,346,030 23,846,174 $ 23,937,729 31,055,962 54,993,691 $ $ $ $ 797,207 2,448,360 3,245,567 $ 7,639,514 12,852,551 20,492,065 $ $ $ 18,702,937 1,814,727 20,517,664 27,858,929 22,282,976 50,141,905 TRANSPORTATION & DEVELOPMENT 3310 4110 Streets Capital Airport Capital TOTAL TRANSPORTATION & DEVELOPMENT $ 31,432,531 158,291 $ 50,584,757 3,353,408 $ $ 31,590,822 $ 53,938,165 $ 64,989,136 $ 100,351,669 $ 27,786,972 $ 88,722,731 GRAND TOTAL $ 151,099,844 $ 211,045,799 $ 246,346,237 $ 435,261,481 $ 118,903,249 $ 221,088,247 406 64,622,217 366,919 $ 97,128,772 3,222,897 $ 26,974,768 812,204 $ 86,565,535 2,157,196 City of Chandler 2010-11 Adopted Budget Capital Budget 2010-11 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 2009-10 and for projects that have not yet been expended or encumbered at the time of fiscal year 2010-11 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 2009-10, the appropriation will be lowered in fiscal year 2010-11. Neighborhood Programs Capital - 1065 Proj # PM0607 NC0910 NG0809 Fund 401 Program Neighborhood Enh.-Park Manor Neighborhood Cleanup Neighborhood In Action Program Carryforward Appropriation * FY 2010-11 New Encumbered Unencumbered Appropriation * Purchase Orders March, 2010 $ - $ 17,212 $ 6,877 10,136 - Total FY 2010-11 Appropriation $ 17,212 6,877 10,136 Total Capital Project Expenses $ 17,013 $ 17,212 $ - $ 34,225 Gen Government Capital Projects Fund Total Capital Project Funding $ $ 17,013 $ 17,013 $ 17,212 $ 17,212 $ - $ $ 34,225 34,225 Economic Development Capital - 1550 Proj # 11G620 Program Commercial Reinvestment Program FY 2010-11 Carryforward Appropriation * New Encumbered Unencumbered Appropriation * Purchase Orders March, 2010 $ 250,000 $ 2,435,099 $ 350,000 Total FY 2010-11 Appropriation $ 3,035,099 Total Capital Project Expenses $ 250,000 $ 2,435,099 $ 350,000 $ 3,035,099 Gen Government Capital Projects Fund Total Capital Project Funding $ $ 250,000 $ 250,000 $ 2,435,099 2,435,099 350,000 350,000 $ $ 3,035,099 3,035,099 Fund 401 $ $ Planning Capital - 1560 Proj # 11G621 Program Single-family Infill Program Total Capital Project Expenses Fund 401 Gen Government Capital Projects Fund Total Capital Project Funding Carryforward Appropriation * FY 2010-11 New Encumbered Unencumbered Appropriation * Purchase Orders March, 2010 $ - $ - $ 66,000 $ - $ - $ 66,000 Total FY 2010-11 Appropriation $ 66,000 $ 66,000 $ $ $ $ - $ - $ - $ - $ 66,000 66,000 66,000 66,000 *The Carryforward Reserves provide appropriation for purchase orders potentially remaining open at the close of fiscal year 2009-10 and for projects that have not yet been expended or encumbered at the time of fiscal year 2010-11 budget preparation. Council has appropriated these programs in prior years. If the department has spent any of the Carryforward Appropriation in fiscal year 2009-10, the Appropriation will be reduced in fiscal year 2010-11 by that amount. 407 City of Chandler 2010-11 Adopted Budget Capital Budget Non-Departmental - 1291 Carryforward Appropriation * Encumbered Unencumbered Purchase Orders March, 2010 Program Proj # 10G075 City Hall 11G617 Downtown Redevelopment $ 13,822,845 $ - Total CIP Projects 8,984,524 $ 725,000 $ 13,822,845 $ Miscellaneous Downtown Redevelopment $ Gangplank 1,040,551 $ SED011 10G625 ICAN Land Swap 8DT001 FY 2010-11 New Appropriation 9,709,524 Total FY 2010-11 Appropriation - $ 22,807,369 1,202,000 1,927,000 $ 1,202,000 24,734,369 - $ - 100,000 - - $ 1,040,551 100,000 2,650 - - 2,650 - $ - $ 1,143,201 Total Non-CIP Projects $ 1,143,201 $ Total Capital Project Expenses $ 14,966,046 $ 9,709,524 $ 1,202,000 $ 25,877,570 401 Gen Government Capital Projects Fund $ 13,057,751 $ 3,957,598 $ 1,202,000 $ 18,217,349 440 General Government Impact Fees Fund Total Capital Project Funding 1,908,295 $ 14,966,046 5,751,926 $ 9,709,524 $ 1,202,000 7,660,221 $ 25,877,570 ITOC Capital - 1285 Proj # 11G617 10IT050 9IT047 9IT046 8IT038 8IT033 8IT013 7IT033 7IT028 7IT021 6IT031 4IT020 3IT001 2MS015 00000 Fund 401 605 615 625 Carryforward Appropriation * FY 2010-11 New Encumbered Unencumbered Program Appropriation Purchase Orders March, 2010 IT Oversight Committee Projects $ - $ - $ 4,565,870 Enterprise Service Bus 750 1,750 Misc. Application Upgrades 9,520 EDMS Upgrade 35,000 Accela Automation 24,067 56,694 Enterprise Asset Management 66,416 365,741 Utility Billing Enhancements 5,591 17,700 Enterprise Work Order/Asset Mgmt Sys. 5,681 Police Records Management System 51,633 195,833 Oracle Enhancement 186,847 Budget Software 3,686 E-Govern Pub Com Enhancements 103,499 GIS New Development Tracking 35,000 11i Core Module Implementation 26,095 ITOC Contingency 185,575 - Total FY 2010-11 Appropriation $ 4,565,870 2,500 9,520 35,000 80,761 432,157 23,291 5,681 247,466 186,847 3,686 103,499 35,000 26,095 185,575 Total CIP Capital Project Expenses $ 193,439 $ 1,183,639 $ 4,565,870 $ 5,942,948 Gen Government Capital Projects Fund Water Operating Fund Wastewater Operating Fund Solid Waste Operating Fund $ 193,439 $ - 1,183,639 $ - 4,165,870 252,000 108,000 40,000 $ 5,542,948 252,000 108,000 40,000 Total Capital Project Funding $ 193,439 $ 1,183,639 $ 4,565,870 $ 5,942,948 *The Carryforward Reserves provide appropriation for purchase orders potentially remaining open at the close of fiscal year 2009-10 and for projects that have not yet been expended or encumbered at the time of fiscal year 2010-11 budget preparation. Council has appropriated these programs in prior years. If the department has spent any of the Carryforward Appropriation in fiscal year 2009-10, the Appropriation will be reduced in fiscal year 2010-11 by that amount. 408 City of Chandler 2010-11 Adopted Budget Capital Budget GIS/Information Technology Capital - 1287 Proj # Program 9IT042 10IT001 000000 Microsoft XP OS & Office Upgrade Data Center Improvements Hardware 7IT025 8IT041 Generator & Power Panel Fire Suppression Upgrade Fund 401 Carryforward Appropriation * Encumbered Unencumbered Purchase Orders March, 2010 $ 210,680 $ 4,475 - FY 2010-11 New Appropriation Total FY 2010-11 Appropriation 919,966 $ 400,000 - - 263,673 25,255 - $ 1,130,646 400,000 4,475 263,673 25,255 Total CIP Capital Project Expenses $ 215,155 $ 1,608,894 $ - $ 1,824,049 Gen Government Capital Projects Fund Total Capital Project Funding $ $ 215,155 $ 215,155 $ 1,608,894 $ 1,608,894 $ - $ $ 1,824,049 1,824,049 Transportation & Development - Engineering Capital - 3060 Proj # 11G616 Fund 401 Program Backup Generators for Courts Building Carryforward Appropriation * FY 2010-11 New Encumbered Unencumbered Appropriation Purchase Orders March, 2010 $ - $ - $ 500,000 Total FY 2010-11 Appropriation $ 500,000 Total Capital Project Expenses $ - $ - $ 500,000 $ 500,000 $ - $ - $ 500,000 $ 500,000 $ - $ - $ 500,000 $ 500,000 Gen Government Capital Projects Fund Total Capital Project Funding Library - 4320 Proj # CF-L556 CF-L622 Program Sunset Library Acquisition Downtown Library Furniture Replacement Subtotal CIP Programs CF-L001 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 * FY 2010-11 New Encumbered Unencumbered Appropriation * Purchase Orders March, 2010 $ - $ 10,922,316 $ 23,695 20,654 - Total FY 2010-11 Appropriation $ 10,922,316 44,349 $ 23,695 $ 10,942,970 $ - $ 10,966,665 $ $ 4,857 $ 4,857 $ 38,233 $ 38,233 $ - $ $ 43,090 43,090 $ 28,552 $ 10,981,203 $ - $ 11,009,755 $ 23,695 $ 4,857 28,552 $ 6,970,666 $ 4,010,537 10,981,203 $ - $ 6,994,361 4,015,394 11,009,755 $ $ *The Carryforward Reserves provide appropriation for purchase orders potentially remaining open at the close of fiscal year 2009-10 and for projects that have not yet been expended or encumbered at the time of fiscal year 2010-11 budget preparation. Council has appropriated these programs in prior years. If the department has spent any of the Carryforward Appropriation in fiscal year 2009-10, the Appropriation will be reduced in fiscal year 2010-11 by that amount. 409 City of Chandler 2010-11 Adopted Budget Capital Budget Community Services - Parks & Recreation Capital - 4580 Carryforward Appropriation * Encumbered Unencumbered FY 2010-11 Total New FY 2010-11 Proj # 10C047 10C049 10C530 10C628 10C630 CF-C039 CF-C041 CF-C044 CF-C045 CF-C384 CF-C386 CF-C388 CF-C396 CF-C397 CF-C400 CF-C417 CF-C435 CF-C497 CF-C551 CF-C557 CF-C627 CF-G613 Program Appropriation Purchase Orders March, 2010 Aquatic Facility Renovation $ 109,214 $ 968,198 $ 489,940 Existing Neighborhood Park Improvement 173,505 972,884 350,000 Existing Community Park Improvements 113,055 584,818 450,000 Existing City Building Renovations 308,857 346,280 1,000,000 Existing Recreation Center Improvements 51,829 179,702 200,000 Neighborhood Park Land Acquisition 290,879 510,048 Community Park Land Acquisition 3,141 Tumbleweed Park 63,211 638,849 Paseo System/Trail Development 2,000 560,658 Museum 12,177 Arbuckle Park Site 291,259 Ryan Park Site 8,724 96,288 Mesquite Groves Park Site 40,001 1,070,701 Snedigar Sportsplex 934 91,256 Roadrunner Park 12,592 Chuparosa Park 1,918 Nozomi Park 273,716 331,932 Paseo Vista Recreational Area 806,169 870,792 Center for Arts Improvements 119,821 163,323 6,192 70,613 Future Neighborhood Park Development Boys & Girls Club Renovation 28,092 47,381 S Arizona Ave Corridor Improvements 704,752 Subtotal CIP Programs $ 2,420,968 $ 8,504,793 $ 2,489,940 4PR249 Community Center Renovations Fund 401 420 421 422 433 435 Appropriation 1,567,352 1,496,389 1,147,873 1,655,137 431,531 800,927 3,141 702,060 562,658 12,177 291,259 105,012 1,110,702 92,190 12,592 1,918 605,648 1,676,961 283,144 76,805 75,473 704,752 $ 13,415,701 $ $ 600 $ - $ - $ 600 Subtotal Non-CIP Capital Projects $ 600 $ - $ - $ 600 Total Capital Project Expenses $ 2,421,568 $ 8,504,793 $ 2,489,940 $ 13,416,301 $ 329,226 $ 1,364,841 296,886 318,387 100,051 12,177 2,421,568 $ 1,251,063 $ 4,777,706 1,407,693 968,207 100,124 8,504,793 $ 1,939,940 550,000 2,489,940 $ 3,520,229 6,692,547 1,704,579 1,286,594 200,175 12,177 13,416,301 Gen Government Capital Projects Fund Park Bond Fund Community Park Impact Fees Neighboorhood Park Impact Fees Art Center Bonds Museum Bonds Total Capital Project Funding $ $ *The Carryforward Reserves provide appropriation for purchase orders potentially remaining open at the close of fiscal year 2009-10 and for projects that have not yet been expended or encumbered at the time of fiscal year 2010-11 budget preparation. Council has appropriated these programs in prior years. If the department has spent any of the Carryforward Appropriation in fiscal year 2009-10, the Appropriation will be reduced in fiscal year 2010-11 by that amount. 410 City of Chandler 2010-11 Adopted Budget Capital Budget Public Safety - Police Capital - 2100 Proj # CF-P035 CF-P605 CF-P606 Fund 401 460 Program Police Driver Training Facility Radio System Replacement Records Management System Carryforward Appropriation * FY 2010-11 New Encumbered Unencumbered Appropriation * Purchase Orders March, 2010 $ - $ 970,407 $ 7,124,006 7,608,524 2,100,000 900,000 - Total FY 2010-11 Appropriation $ 970,407 14,732,530 3,000,000 Total Capital Project Expenses $ 9,224,006 $ 9,478,931 $ - $ 18,702,937 Gen Government Capital Projects Fund Public Safety Bond $ 2,100,000 $ 7,124,006 900,000 $ 8,578,931 - $ 3,000,000 15,702,937 Total Capital Project Funding $ 9,224,006 $ 9,478,931 $ - $ 18,702,937 Public Safety - Fire Capital - 2250 Proj # CF-F600 CF-F634 CF-F635 CF-F638 Fund 470 475 Program Southeast Fire Station - Airport/Santan Fire Training Center Expansion Radio System Upgrade Fire Station #1 Relocation Carryforward Appropriation * FY 2010-11 New Encumbered Unencumbered Appropriation * Purchase Orders March, 2010 $ - $ 529,908 $ 162,051 107,723 408,218 159,745 447,082 - Total FY 2010-11 Appropriation $ 529,908 269,774 408,218 606,827 Total Capital Project Expenses $ 321,796 $ 1,492,931 $ - $ 1,814,727 Public Safety Bond Fund Fire Impact Fees $ 321,796 - $ 1,335,099 $ 157,832 - $ 1,656,895 157,832 Total Capital Project Funding $ 321,796 $ 1,492,931 $ - $ 1,814,727 *The Carryforward Reserves provide appropriation for purchase orders potentially remaining open at the close of fiscal year 2009-10 and for projects that have not yet been expended or encumbered at the time of fiscal year 2010-11 budget preparation. Council has appropriated these programs in prior years. If the department has spent any of the Carryforward Appropriation in fiscal year 2009-10, the Appropriation will be reduced in fiscal year 2010-11 by that amount. 411 City of Chandler 2010-11 Adopted Budget Capital Budget Municipal Utilities - Water Capital - 3820 Carryforward Appropriation * Encumbered Unencumbered Proj # 11W023 11W076 11W110 11W209 11W230 11W640 CF-G613 CF-W034 Program Main Replacement and Extension Transmission Mains System Upgrades During Street Repair Water Treatment Plant Expansion Water Production Facility Improvements Well Remediation - Arsenic System S Arizona Ave Corridor Improvements Well Construction Purchase Orders $ 512,697 1,039,163 410,699 813,220 1,378,089 3,843,186 FY 2010-11 New 579,725 1,351,576 149,016 123,938 1,413,000 3,590,487 Appropriation $ 2,904,461 576,576 1,999,722 3,514,071 2,355,889 210,000 - March, 2010 $ Total FY 2010-11 $ Appropriation 3,417,158 2,195,464 3,761,997 4,476,307 3,857,916 210,000 1,413,000 7,433,673 CF-W330 Well Remediation/Redrilling 9,144 50,273 - 59,417 CF-W334 Joint Water Treatment Plant 976,597 - - 976,597 16,428 40,972 - 57,400 $ 8,999,223 $ 7,298,987 $ 11,560,719 $ 27,858,929 $ 4,293,113 $ 4,285,886 420,224 8,999,223 $ 5,805,803 $ 1,434,850 58,334 7,298,987 $ 10,774,143 576,576 210,000 11,560,719 $ 20,873,059 6,297,312 688,558 27,858,929 CF-W488 Municipal Utilities Admin Bldg Total Capital Project Expenses Fund 601 603 605 Water Bond Fund Water System Development Fees Water Operating Fund Total Capital Project Funding $ $ Municipal Utilities - Wastewater Capital - 3910 Proj # Program 11S266 Sewer Assessment/Rehabilitation 11S332 Replacement Sewer Mains 11S621 Ocotillo Water Reclamation Fac Rehab S Arizona Ave Corridor Improvements Water Reclamation Plant Expansion Effluent Reuse- Storage/Recovery Effluent Reuse- Transmission Mains Collection System Facility Improvements South Chandler Sewer Line Expansion CF-G613 CF-S022 CF-S189 CF-S192 CF-S196 CF-S642 Carryforward Appropriation * Encumbered Unencumbered Purchase Orders March, 2010 $ Total Capital Project Expenses $ Reclaimed Water System Dev Fees Wastewater Bond Fund Wastewater System Development Fees Wastewater Operating Fund $ Total Capital Project Funding $ 2,699,992 $ FY 2010-11 New Appropriation * 710,638 $ 1,404,300 Total FY 2010-11 Appropriation $ 4,814,930 516,277 1,024,460 1,027,851 2,568,588 1,928,008 1,445,681 2,313,550 1,154,729 52,170 - 365,552 83,000 440,575 1,015,007 203,693 1,580,422 2,700,000 1,617,071 - 3,910,631 83,000 1,886,256 3,328,557 1,358,422 1,632,592 2,700,000 8,123,347 $ 4,049,222 $ 22,282,976 $ 270,836 $ 2,136,592 2,714,611 3,001,308 3,021,371 1,027,851 $ 2,576,347 10,419,771 4,197,348 5,089,510 10,110,407 $ 8,123,347 $ 4,049,222 $ 22,282,976 10,110,407 $ Fund 606 611 614 615 2,305,511 5,261,808 1,482,737 1,060,351 *The Carryforward Reserves provide appropriation for purchase orders potentially remaining open at the close of fiscal year 2009-10 and for projects that have not yet been expended or encumbered at the time of fiscal year 2010-11 budget preparation. Council has appropriated these programs in prior years. If the department has spent any of the Carryforward Appropriation in fiscal year 2009-10, the Appropriation will be reduced in fiscal year 2010-11 by that amount. 412 City of Chandler 2010-11 Adopted Budget Capital Budget Transportation & Development - Streets Capital - 3310 Proj # 11T014 11T051 11T248 11T291 11T303 11T315 11T322 11T323 11T327 11T650 11T652 CF-G613 CF-T009 CF-T015 CF-T212 CF-T218 CF-T240 CF-T297 CF-T298 CF-T299 CF-T301 CF-T302 CF-T313 CF-T314 CF-T316 CF-T319 CF-T324 CF-T326 CF-T346 CF-T478 CF-T482 CF-T519 CF-T526 CF-T528 CF-T533 CF-T534 CF-T536 CF-T544 CF-T547 CF-T548 CF-T593 CF-T596 CF-T607 CF-T639 CF-T649 CF-T655 CF-T661 CF-T668 Program Landscape Repairs Streetlight Additions and Replacements Street Repaving Misc. Storm Drain Improvements Street Construction Various Projects Alma School Rd/Ray Rd Intersection New Traffic Signals Signal System Communications Video Detection Cameras Chandler Blvd Bike Lanes @ Loop 101 Wall Repairs S Arizona Ave Corridor Improvements Street Maintenance Bus Stops and Bus Pullouts Bicycle Improvements Street Capacity & Safety Improvement Loop 202 Commuter Park & Ride Chandler Blvd (Colorado - McQueen) Queen Creek Road (Price - McQueen) Cooper Rd (Consolidated Canal to Germann) Pecos Road (Mcqueen to Gilbert) Traffic Calming Measures Dobson Road/Warner Road Intersection Dobson Road/Chandler Blvd Alma School/Chandler Blvd Intersection Transportation Plan Update Variable Message Sign Traffic Management Center - EMS Germann Rd (Price - Arizona) McQueen (Riggs - Queen Creek) Gilbert Road (Germann - Queen Creek) Ray Rd/McClintock Drive Intersection Traffic Signal LED Replacements 56th Street (Frye Rd - Fairview St) Queen Creek Basin Galveston Street Bike/Ped Bridge South Chandler Transit Center Downtown Chandler Transit Center Riggs Road (Gilbert to Val Vista) Queen Creek Rd (McQueen to Lindsay) Traffic Management Center Upgrade Gilbert Rd (Queen Creek to Hunt Hwy) Ocotillo Rd (Arizona - McQueen) Airport Blvd Realignment Chandler Blvd Fiber Cable Installation Commonwealth Avenue Paving Downtown Storm Drain Improvements Arizona Ave. Bus Rapid Transit Total Capital Project Expenses Carryforward Appropriation * FY 2010-11 New Encumbered Unencumbered Appropriation Purchase Orders March, 2010 $ 808,942 $ 833,029 $ 100,000 128,133 77,844 143,300 6,092,613 17,883 7,289,936 85,626 533,679 100,000 270,751 5,979,841 2,839,132 659,418 711,754 8,630,000 204,914 624,662 288,100 32,212 736,900 146,186 8,041 170,000 308,670 537,930 400,000 539,672 37,385 100,000 11,022,955 3,010,689 150,000 130,054 275,682 1,058,288 627,631 7,636 23,290 107,124 1,104,811 4,317 134,883 459,599 61,141 - $ 115,480 17,262 701,734 4,079,240 238,233 34,934 2,224 47,768 6,497,596 783,588 35,000 21,520 106,059 437,359 58,446 29,223 60,445 27,252 868,608 173,163 87,931 90,455 123,515 36,529,429 $ 242,884 2,604,560 158,691 149,665 60,512 341 1,235,771 103,203 87,312 52,567 117,275 29,553 265 100 958,730 2,726,385 2,679,120 1,560,771 450,000 325,000 373,000 398,142 29,238,738 $ 20,797,368 Total FY 2010-11 Appropriation $ 1,741,971 349,277 13,400,432 719,305 9,089,724 10,001,172 1,117,676 769,112 324,227 1,246,600 677,057 14,033,644 150,000 405,736 1,685,919 30,926 1,211,935 4,317 594,482 61,141 $ 115,480 17,262 944,618 6,683,800 396,924 34,934 151,889 60,512 48,109 7,733,367 886,791 87,312 87,567 21,520 223,334 466,912 58,446 29,223 60,710 100 985,982 3,594,993 2,852,283 1,648,702 540,455 325,000 373,000 521,657 86,565,535 *The Carryforward Reserves provide appropriation for purchase orders potentially remaining open at the close of fiscal year 2009-10 and for projects that have not yet been expended or encumbered at the time of fiscal year 2010-11 budget preparation. Council has appropriated these programs in prior years. If the department has spent any of the Carryforward Appropriation in fiscal year 2009-10, the Appropriation will be reduced in fiscal year 2010-11 by that amount. 413 City of Chandler 2010-11 Adopted Budget Capital Budget Transportation & Development - Streets Capital - 3310 Fund 401 215 216 217 411 412 415 Program Gen Government Capital Projects Fund Highway User Revenue Fund LTAF II (HB2565) Grants Street Bond Fund Storm Sewer Bond Fund Arterial Street Impact Fees Total Capital Project Funding FY 2010-11 Carryforward Appropriation * New Encumbered Unencumbered Appropriation Purchase Orders March, 2010 $ 201,468 $ 821,829 $ 2,300,000 2,219,517 178,005 3,552,786 245,153 94,586 339,132 3,771,438 10,640,036 11,203,650 21,929,504 9,504,989 3,301,800 360,472 1,460,537 100,000 7,801,877 6,538,756 $ 36,529,429 $ 29,238,738 $ 20,797,368 Total FY 2010-11 Appropriation $ 3,323,297 5,950,308 678,871 25,615,124 34,736,293 1,921,009 14,340,633 $ 86,565,535 Transportation & Development - Airport Capital - 4110 Proj # 11A238 11A661 11A662 11A701 CF-A001 CF-A367 CF-A369 CF-A374 CF-A650 CF-A652 CF-A653 Fund 217 631 635 Program Taxiway B Construction AWOS Replacement Airport Seucity Gatea and Cameras Pavement Improvement - Santan Apron Airport Storm Drain Airport Electrical & Light Vault Airport Guidance Sign Replacement Airport Noise Study N. Airport Apron Phase I Access Perimeter Road N. Airport Apron Phase II Total Capital Project Expenses Grants Airport Bond Airport Operating Total Capital Project Funding Carryforward Appropriation * FY 2010-11 New Encumbered Unencumbered Appropriation Purchase Orders March, 2010 $ - $ - $ 221,000 201,000 142,500 330,000 6,235 601,235 73,973 78,041 1,390 57,156 30,277 286,787 26,047 16,712 84,843 $ 509,552 $ 753,144 $ 894,500 Total FY 2010-11 Appropriation $ 221,000 201,000 142,500 330,000 607,470 152,014 58,546 30,277 286,787 42,759 84,843 $ 2,157,196 $ $ $ 474,283 $ 14,175 21,094 509,552 $ 658,393 $ 60,000 34,751 753,144 $ 763,913 8,250 122,337 894,500 $ 1,896,589 82,425 178,182 2,157,196 *The Carryforward Reserves provide appropriation for purchase orders potentially remaining open at the close of fiscal year 2009-10 and for projects that have not yet been expended or encumbered at the time of fiscal year 2010-11 budget preparation. Council has appropriated these programs in prior years. If the department has spent any of the Carryforward Appropriation in fiscal year 2009-10, the Appropriation will be reduced in fiscal year 2010-11 by that amount. 414 City of Chandler 2010-11 Adopted Budget Capital Budget CAPITAL REPLACEMENT BUDGET BY DEPARTMENT The other aspect of the capital budget is the capital replacement funds. These include: 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. These funds are managed by the Management Services Department with cost centers making annual (for the Capital Replacement Fund) or one-time (for the Computer Replacement Fund) transfers from operating budgets to replenish the funds. 2007-08 Actual Expenditures 2008-09 Actual Expenditures 2009-10 Adjusted Budget 2009-10 Estimated Expenditures 2010-11 Adopted Budget GENERAL GOVERNMENT: Management Services $ Non Departmental Planning and Development* Community Services TOTAL GENERAL GOVERNMENT 16,930 $ 3,623 $ - $ - $ - 2,465,731 1,584,878 4,724,864 3,429,724 - 12,442 - - 2,200,830 - 617,935 92,212 17,300 - - $ 3,100,596 $ 1,693,155 $ 4,742,164 $ 3,429,724 $ 2,200,830 $ 2,014,240 $ 173,949 $ 1,755,000 $ 200,000 $ 2,208,000 PUBLIC SAFETY: Police Fire TOTAL PUBLIC SAFETY 55,360 $ 590,676 204,070 - - 2,069,600 $ 764,624 $ 1,959,070 $ 200,000 $ 2,208,000 40,005 $ - $ - $ - $ - MUNICIPAL UTILITIES Solid Waste Management $ Water Divisions 245,339 - - - - Wastewater Divisions 199,010 - - - - TOTAL MUNICIPAL UTILITIES $ 484,354 $ - $ - $ - $ - $ 99,960 515,971 74,860 182,627 $ 19,738 11,189 $ 15,000 $ 11,347 $ 15,000 TOTAL TRANSPORTATION & DEVELOPMENT $ 873,418 $ 30,927 $ 15,000 $ 11,347 $ 15,000 GRAND TOTAL $ 6,527,968 $ 2,488,706 $ 6,716,234 $ 3,641,071 $ 4,423,830 TRANSPORTATION & DEVELOPMENT* Engineering Streets Traffic Engineering Street Sweeping * The Public Works Department and the Planning and Development Department merged as the Transportation and Development Department effective July 1, 2010. 415 City of Chandler 2010-11 Adopted Budget Capital Budget 416 Bonded Debt Introduction 14-Contents City Debt Obligations Overview of Bond Types Bond Payment Schedules Bonded Introduction Debt National recognition for Chandler Special Olympics Attended national competitions in bowling, football Introduction Two Chandler athletes bring home gold medals for their doubles competition in bowling Introduction City of Chandler 2010-11 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 63,817; 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, 2010 population is estimated at 254,600. Chandler’s Long-Range Planning Division estimates the population to be 256,200 by fiscal year end June 30, 2011. 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. On May 30, 2010, Fitch has also awarded Chandler with an AA+ rating for Water and Sewer revenue 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 most recently sold bonds during FY 2008-09 that required voter authorization. No new bonds were sold during FY2009-10. In FY 2010-11, the City anticipates future bond sales as shown in the chart below. VOTER AUTHORIZATION SUMMARY Ca tegory W ater/S ewer/Effluent Reuse Parks and Recreation Museum Center for the A rts Library Public Building Streets G enera l Obligation Storm W ater Revenue/GO B Public Safety/Fire Public Safety/P olice Airport Recycling & So lid Waste TO TAL 2008-0 9 Ending Authorization $ $ 58,250,00 0 12,200,00 0 1,800,00 0 10,955,00 0 9,396,00 0 127,020,00 0 4,204,00 0 10,891,00 0 15,125,00 0 494,00 0 4,935,00 0 255,270,00 0 2009-10 E nding Authorization 2 009-10 Bond Sales $ - $ $ $ 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 2010-11 Proposed Bond Sale s $ $ 1 ,100,000 10 ,600,000 545,000 8 ,000,000 20 ,245,000 Remaining Authorization $ 58 ,250,000 12 ,200,000 700,000 355,000 9 ,396,000 127 ,020,000 4 ,204,000 10 ,346,000 7 ,125,000 494,000 4 ,935,000 $ 235 ,025,000 Note: These totals do not i nclude Excise Tax Revenue Obli gations of $34,040,000 in 2008-09 and $19,875,000 in 2010- 11 since th is type of debt does not requi re voter authori zation. 417 City of Chandler 2010-11 Adopted Budget Bonded Debt Debt Service FUNCTION: 2008-09 Actual Description General Purpose GOB's 7500 COST CENTER: 2009-10 Adop ted Bu dg et 2009- 10 Adjusted Bud get 2009-10 Estimated 2010-11 Ado pted Bud get % Change Adop ted T o Ado pted 22,748,211 24,984,642 24,984,642 24,984,642 23,673,904 W ater GO B's 6,755,884 8,990,405 8,990,405 8,990,405 9,802,501 9.03% W astewater GO B's 1,418,323 3,681,970 3,681,970 3,681,970 6,139,474 66.74% W ater Revenue Bonds 7,273,677 7,587,517 7,587,517 7,587,517 7,882,662 3.89% W astewater Revenue Bonds 5,257,601 4,783,275 4,783,275 4,783,275 2,549,815 -46.69% HURF Revenue Bonds 4,622,829 4,635,169 4,635,169 4,378,194 4,051,009 -12.60% All O ther Bonds/Obligations To tal Cost Cen ter-7500 465,194 1,659,251 1,659,251 1,659,251 $ 48,541,719 $56,322,229 $ 56,322,229 $ 56,065,254 General Ob lig ation Debt Svc -5.25% 3,543,651 113.57% $ 57,643,016 2.35% $ 23,673,904 High way User Debt Service 4,051,009 Water System Dev. Fees 33,305 Water Operating 18,541,221 Reclaim ed W ater SDF 455,114 Wastew ater System Dev. Fees 233,490 Wastew ater Op erating 10,629,385 Airpo rt Op erating 25,588 Grand Total $ 57,643,016 The FY 2010-11 budget provides $57,643,016 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. Debt Service Comparison 2009-10 and 2010-11 (with percentage of total by year) $28,000,000 44% 41% $24,000,000 $20,000,000 28% 23% $16,000,000 $12,000,000 13% 14% 8% 9% $8,000,000 4% 7% 6% 3% $4,000,000 $0 General Purpose GOB's Water / WW GOB'S Water Rev Bonds 2009-10 Adopted Budget 418 Wastewater Revenue Bonds HURF Rev Bonds 2010-11 Adopted Budget All Other Bonds City of Chandler 2010-11 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 2010-11 is given below. 20% Legal Bond Limit $ Outstanding Bonded Debt Previously Issued 622,269,260 $ $ 186,680,778 (443,439,000) (6,351,000) (8,545,000) (11,700,000) Proposed Bond Sales in FY2010-11 BONDING CAPACITY AVAILABLE 6% 170,285,260 $ 168,629,778 The 20% and 6% bonding capacity is based on an estimated secondary assessed value of $3,111,346,302, an 11.3% increase from the FY 2009-10 secondary assessed value of $3,508,071,609. 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 $20,245,000 will be sold during FY 2010-11 in order to fund the following project categories: Center for the A rts Library Museum Subtotal 6% GOB Airport Fire Parks Police Streets Storm W ater W ater/S ewer/Effluent Reuse Subtotal 20% GOB Grand To tal $ 1, 100,000 10, 600,000 - $ 545,000 8, 000,000 - $ 11,700 ,000 $ 8,545 ,000 20,245 ,000 The following pages present a breakdown of the principal and interest payments for all City bond issues outstanding as of June 30, 2010. 419 City of Chandler 2010-11 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 Principal Bond Amount $ Highway User Revenue Bonds Improvement District Bonds Total % Total 6,351,000 443,439,000 $ 449,790,000 60,280,000 33,540,000 77.71% 10.41% 5.79% 28,620,000 6,585,000 $ 578,815,000 4.95% 1.14% 100.00% Highway User Revenue Bonds 5% 6% Capacity 2% Improvement District Bonds 1% G.O. Bonds 77% Excise Tax Revenue Obligations 6% 20% Capacity 98% Water & Sewer Revenue Bonds 11% 420 City of Chandler 2010-11 Adopted Budget Bonded Debt ANNUAL BOND OBLIGATION FOR ALL EXISTING BONDS AND OBLIGATIONS Maturity Date (1 ) July 1, 2011 Bond s Payab le $ 32,560,000 In terest Payab le $ 24,125,515 July 1, 2012 July 1, 2013 34,410,000 38,320,000 22,666,774 21,328,446 57,076,774 59,648,446 July 1, 2014 July 1, 2015 39,275,000 40,780,000 19,749,190 18,288,438 59,024,190 59,068,438 July 1, 2016 July 1, 2017 July 1, 2018 39,695,000 37,725,000 30,975,000 16,652,963 15,045,525 13,471,556 56,347,963 52,770,525 44,446,556 July 1, 2019 July 1, 2020 30,270,000 28,085,000 12,260,344 10,968,275 42,530,344 39,053,275 July 1, 2021 July 1, 2022 26,210,000 27,135,000 9,766,350 8,476,200 35,976,350 35,611,200 July 1, 2023 July 1, 2024 28,140,000 28,235,000 7,198,988 5,912,588 35,338,988 34,147,588 July 1, July 1, July 1, July 1, 29,445,000 30,085,000 28,510,000 28,960,000 4,783,188 3,636,363 2,481,188 1,267,000 34,228,188 33,721,363 30,991,188 30,227,000 2025 2026 2027 2028 TO TAL Th is Year's Re qu ireme nt Maximum Re qu irem ent ( 1) Year 2010 2013 $ Fiscal To tal 56,685,515 $ 578,815,000 $ 218,078,887 $ 796,893,887 $ Princip al 32,560,000 38,320,000 $ Interest 24,125,515 21,328,446 $ Fiscal To tal 56,685,515 59,648,446 Actual P ayments are made one day prior to ma turity date. 421 City of Chandler 2010-11 Adopted Budget Bonded Debt SCHEDULE OF TOTAL OUTSTANDING DEBT O rigin al Issu e Revenue Bon ds High way User Reven ue: Series 1993 Series 1994 Series 1996B Refunding Series 1997 Refunding Series 2002 Series 2003 Refunding Series 2004 Refunding Series 2010 $ 2,500,000 5,750,000 1,250,000 5,280,000 10,540,000 5,000,000 10,920,000 10,450,000 51,690,000 $ 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 $ $ $ $ $ Water: Series 1994 Series 1996 Refunding Series Series 1999 Series 2001 Refunding Series Refunding Series Refunding Series Series 2003 Series 2005 Refunding Series Sew er: Series 1994 Series 1996 Refunding Series Series 2001 Refunding Series Refunding Series Refunding Series Refunding Series O utstanding 7/1/2010 $ 1997 2001 2002 2003 2005 1997 2001 2002 2003 2005 To tal Revenu e Bo nds $ Paym en t 800,000 1,100,000 125,000 50,000 1,720,000 5,000,000 9,375,000 10,450,000 28,620,000 $ 800,000 1,100,000 25,000 50,000 795,000 105,000 $ 2,875,000 $ 48,000 88,000 8,600 2,950 69,950 205,000 396,025 357,483 $ 1,176,008 $ 2,105,000 260,000 180,000 410,000 706,320 1,380,632 5,696,625 5,485,000 8,325,000 10,000,000 6,375,000 40,923,577 $ 70,000 60,000 410,000 151,200 1,380,632 1,270,500 15,000 2,500,000 150,000 $ 6,007,332 $ 168,400 18,850 11,400 18,040 31,247 65,580 265,341 273,185 293,781 431,781 297,725 $ 1,875,330 $ 168,400 88,850 71,400 428,040 182,447 1,446,212 1,535,841 288,185 2,793,781 431,781 447,725 $ 7,882,662 $ 180,000 40,000 548,800 214,368 269,500 15,000 335,000 $ 1,602,668 $ $ $ 3,600 46,400 7,600 113,413 10,183 56,284 308,355 401,313 947,148 3,600 226,400 47,600 662,213 224,551 325,784 323,355 736,313 $ 2,549,816 $ 10,485,000 $ 3,998,486 $ 14,483,486 5,150,000 16,890,000 7,770,000 12,500,000 26,145,000 10,970,000 17,830,000 15,485,000 $ 112,740,000 $ 45,000 640,000 120,000 2,563,680 214,368 1,208,375 6,190,000 8,375,000 19,356,423 $ 303,155,000 $ 88,900,000 422 2010-11 Interest Prin cipal 848,000 1,188,000 33,600 52,950 69,950 205,000 1,191,025 462,483 $ 4,051,008 City of Chandler 2010-11 Adopted Budget Bonded Debt SCHEDULE OF TOTAL OUTSTANDING DEBT (Continued) General Ob lig ation Bo nds General & Enterp rise F und s: Series 1996 Series 1996B Series 1999 Series 2001 Refunding Series 2001 Series 2002 Refunding Series 2003 Series 2003 Series 2005 Series 2006 Series 2007 Refunding Series 2007 Refunding Series 2009 $ O rigin al O utstanding Issu e 7/1/2010 6,650,000 8,205,000 6,950,000 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 $ 725,000 1,475,000 3,600,000 2,345,000 1,040,000 7,425,000 15,395,000 11,875,000 11,650,000 22,725,000 98,650,000 22,905,000 249,980,000 2010-11 Prin cipal $ 225,000 450,000 600,000 535,000 1,040,000 750,000 880,000 1,700,000 2,000,000 2,000,000 3,900,000 930,000 5,570,000 Interest $ 47,125 106,663 159,206 103,885 49,400 323,531 677,119 404,719 466,000 960,000 4,277,063 1,077,369 10,101,388 Paym en t $ 272,125 556,663 759,206 638,885 1,089,400 1,073,531 1,557,119 2,104,719 2,466,000 2,960,000 8,177,063 2,007,369 15,671,388 To tal General Ob lig ation Bo nd s $ 549,420,000 $ 449,790,000 $ 20,580,000 $ 18,753,466 $ 39,333,466 Excise T ax Revenu e Obligatio ns: Series 2009 $ 34,040,000 $ 33,540,000 $ 1,100,000 $ 1,118,063 $ 2,218,063 To tal Excise T ax Revenu e Obligatio ns $ 34,040,000 $ 33,540,000 $ 1,100,000 $ 1,118,063 $ 2,218,063 6,585,000 395,000 255,500 650,500 Improvement District Bon ds: Series 2008 - Spectrum ID 7,370,000 To tal Improvem en t District Bo nds $ 7,370,000 To tal Bond ed Deb t & O bligation s $ 893,985,000 $ 6,585,000 $ 578,815,000 423 $ 395,000 $ 32,560,000 $ 255,500 $ 24,125,515 $ 650,500 $ 56,685,515 City of Chandler 2010-11 Adopted Budget Bonded Debt COMBINED GENERAL OBLIGATION BONDS 6% CAPACITY PORTION OUTSTANDING Mat urity July 1, July 1, July 1, July 1, July 1, July 1, July 1, July 1, July 1, July 1, July 1, July 1, July 1, July 1, July 1, July 1, July 1, July 1, Date (1) 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 TO TAL This Year's Requirement Max imum Requirem ent ( 1) Year 2011 2011 Bond s Payable $ 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 $ 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 Fiscal To tal $ 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 $ 6,351,000 $ 2,132,498 $ $ Princip al 1,521,000 1,521,000 $ In terest 273,850 273,850 Fiscal To tal $ 1,794,850 1,794,850 Actual P ayments are made one day prior to ma turity date. 424 8,483,498 City of Chandler 2010-11 Adopted Budget Bonded Debt COMBINED GENERAL OBLIGATION BONDS 20% CAPACITY PORTION OUTSTANDING Matu rity Date July 1, 2011 (1) Bo nds Payable $ 19,059,000 Interest Payable $ 18,479,617 F iscal T otal $ 37,538,617 July 1, 2012 July 1, 2013 20,299,000 24,029,000 17,665,914 16,847,527 37,964,914 40,876,527 July 1, 2014 July 1, 2015 24,887,000 25,886,000 15,847,954 14,945,659 40,734,954 40,831,659 July 1, 2016 July 1, 2017 July 1, 2018 24,974,000 25,944,000 23,459,000 13,940,259 12,998,614 11,959,576 38,914,259 38,942,614 35,418,576 July 1, 2019 July 1, 2020 23,610,000 23,329,000 11,034,669 10,002,226 34,644,669 33,331,226 July 1, 2021 July 1, 2022 23,868,000 24,654,000 8,994,066 7,800,666 32,862,066 32,454,666 July 1, 2023 July 1, 2024 25,579,000 26,203,000 6,625,903 5,430,598 32,204,903 31,633,598 July 1, 2025 July 1, 2026 27,328,000 27,878,000 4,382,478 3,323,648 31,710,478 31,201,648 July 1, 2027 July 1, 2028 26,039,000 26,414,000 2,262,270 1,155,613 28,301,270 27,569,613 TO TAL $ 443,439,000 $ 183,697,255 This Year's Requirement Year 2011 $ Principal 19,059,000 $ In terest 18,479,617 F iscal T otal $ 37,538,617 Max imum Requirem ent 2013 24,029,000 16,847,527 40,876,527 ( 1) Actual P ayments are made one day prior to ma turity date. 425 $ 627,136,255 City of Chandler 2010-11 Adopted Budget Bonded Debt COMBINED GENERAL OBLIGATION BONDS ENTERPRISE SUPPORTED Maturity Date J uly 1, 2011 J uly 1, 2012 J uly 1, 2013 J uly 1, 2014 J uly 1, 2015 J uly 1, 2016 J uly 1, 2017 J uly 1, 2018 J uly 1, 2019 J uly 1, 2020 J uly 1, 2021 (1 ) Bo nds Payab le $ 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 Interest Payable $ 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 F iscal Total $ 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 2022 2023 2024 2025 9,925,000 9,850,000 9,500,000 10,125,000 3,008,825 2,533,013 2,075,513 1,695,513 12,933,825 12,383,013 11,575,513 11,820,513 J uly 1, 2026 J uly 1, 2027 J uly 1, 2028 10,575,000 9,500,000 11,086,000 1,297,263 888,763 485,013 11,872,263 10,388,763 11,571,013 J uly J uly J uly J uly 1, 1, 1, 1, TO TAL This Year's Requirement Max imum Requirem ent ( 1) Year 2011 2013 $ 179,747,000 $ 70,941,450 $ 250,688,450 $ Princip al 8,760,000 10,595,000 $ In terest 7,207,563 6,459,763 $ F iscal Total 15,967,563 17,054,763 Actual P ayments are made one day prior to ma turity date. 426 City of Chandler 2010-11 Adopted Budget Bonded Debt COMBINED GENERAL OBLIGATION BONDS AD VALOREM SUPPORTED Matu rity Date (1) July 1, 2011 July 1, 2012 July 1, 2013 $ In terest Payab le 11,545,904 11,060,749 10,558,906 $ F iscal T otal 23,365,904 22,910,749 24,663,906 July July July July July July July July July July 1, 1, 1, 1, 1, 1, 1, 1, 1, 1, 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 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 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 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 July July July July July 1, 1, 1, 1, 1, 2024 2025 2026 2027 2028 17,000,000 17,500,000 17,600,000 17,000,000 15,754,000 3,430,738 2,750,738 2,077,238 1,411,738 689,238 20,430,738 20,250,738 19,677,238 18,411,738 16,443,238 T OT AL This Year's Requirement Max imum Requirem ent ( 1) Bon ds Payable $ 11,820,000 11,850,000 14,105,000 $ 270,043,000 Year 2011 $ 2013 Prin cipal 11,820,000 14,105,000 Actual P ayments are made one day prior to ma turity date. 427 $ 114,888,303 $ Interest 11,545,904 10,558,906 $ 384,931,303 F iscal T otal $ 23,365,904 24,663,906 City of Chandler 2010-11 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. 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, 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 Bo nds Payab le $ 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 T OT AL This Year's Requirement Max imum Requirem ent ( 1) Year 2011 2016 $ Interest Payable 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 Tot al 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 $ 60,280,000 $ 13,429,939 $ 73,709,939 $ Princip al 7,610,000 9,490,000 $ In terest 2,822,478 1,191,056 $ Fiscal Tot al 10,432,478 10,681,056 Actual P ayments are made one day prior to ma turity date. 428 City of Chandler 2010-11 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, 2011 July 1, 2012 July 1, 2013 July 1, 2014 July 1, 2015 July 1, 2016 (1 ) Bon ds Payable $ 2,875,000 3,700,000 3,830,000 3,975,000 4,105,000 3,410,000 Interest Payable $ 1,176,008 936,975 833,475 701,975 572,025 386,450 Fiscal To tal $ 4,051,008 4,636,975 4,663,475 4,676,975 4,677,025 3,796,450 July 1, 2017 July 1, 2018 2,430,000 2,235,000 249,488 149,988 2,679,488 2,384,988 July 1, 2019 2,060,000 72,100 2,132,100 T OT AL This Year's Requirement Year 2011 Max imum Requirem ent 2015 ( 1) $ 28,620,000 $ Prin cipal 2,875,000 4,105,000 Actual P ayments are made one day prior to ma turity date. 429 $ 5,078,483 $ 33,698,483 $ Interest 1,176,008 Fiscal To tal $ 4,051,008 572,025 4,677,025 City of Chandler 2010-11 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, and license and permit fees. The City issued ETROs for the first time in FY 2008-09 for a water reclamation facility 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, 2011 July 1, 2012 Bond s Payab le $ 1,100,000 1,100,000 Interest Payable $ 1,118,063 1,093,313 Fiscal T otal $ 2,218,063 2,193,313 July 1, 2013 July 1, 2014 1,100,000 5,455,000 1,068,563 1,043,813 2,168,563 6,498,813 July 1, 2015 July 1, 2016 3,530,000 1,300,000 921,075 832,825 4,451,075 2,132,825 July 1, 2017 July 1, 2018 1,335,000 1,375,000 797,075 757,025 2,132,075 2,132,025 July 1, 2019 July 1, 2020 1,420,000 1,475,000 712,338 655,538 2,132,338 2,130,538 July 1, 2021 July 1, 2022 1,500,000 1,600,000 596,538 536,538 2,096,538 2,136,538 July 1, 2023 July 1, 2024 1,655,000 1,735,000 472,538 406,338 2,127,538 2,141,338 July 1, 2025 July 1, 2026 1,820,000 1,910,000 336,938 261,863 2,156,938 2,171,863 July 1, 2027 July 1, 2028 2,010,000 2,120,000 180,688 92,750 2,190,688 2,212,750 T OT AL This Year's Requirement Year 2011 Max imum Requirem ent 2014 ( 1) $ 33,540,000 $ 11,883,813 $ Principal 1,100,000 $ Interest 1,118,063 Fiscal T otal $ 2,218,063 1,043,813 6,498,813 5,455,000 Actual P ayments are made one day prior to ma turity date. 430 $ 45,423,813 City of Chandler 2010-11 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. 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, 2011 July 1, 2012 Interest Payable $ 255,500 239,400 Fiscal T otal $ 650,500 649,400 July 1, July 1, July 1, July 1, July 1, July 1, 2013 2014 2015 2016 2017 2018 430,000 445,000 465,000 480,000 500,000 520,000 222,600 205,100 186,900 168,000 148,400 128,000 652,600 650,100 651,900 648,000 648,400 648,000 July 1, July 1, July 1, July 1, July 1, 2019 2020 2021 2022 2023 545,000 565,000 585,000 610,000 635,000 106,700 84,500 61,500 37,600 12,700 651,700 649,500 646,500 647,600 647,700 T OT AL This Year's Requirement Max imum Requirem ent ( 1) Bond s Payab le $ 395,000 410,000 Year 2011 2013 $ 6,585,000 $ Principal 395,000 430,000 Actual P ayments are made one day prior to ma turity date. 431 $ 1,856,900 $ 8,441,900 $ Interest 255,500 222,600 Fiscal T otal $ 650,500 652,600 City of Chandler 2010-11 Adopted Budget Bonded Debt 432 15-Contents Introduction Schedules and Terms Resolution Adopting the 2010-11 Budget Auditor General Summary Schedules 2010-11 Salary Schedule Expenditure Categories List of Acronyms Introduction New World War II Web site Recognizes City’s public history Complete with oral histories Highlights include transcripts, photo archive Schedules Introduction and Terms Honors local war veterans Introduction City of Chandler 2010-11 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 2008-09, adjusted budget and estimated expenditures for FY 2009-10, and adopted budget for FY 2010-11. Schedule 2-Summary of Department Total FY 2010-11 Budget by Fund: A summary, by fund, of each department’s FY 2010-11 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 23, 2010, 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. 433 City of Chandler 2010-11 Adopted Budget Schedules and Terms 434 City of Chandler 2010-11 Adopted Budget Schedules and Terms 435 CITY OF CHANDLER, ARIZONA Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2010-11 FUND ADJUSTED BUDGETED EXPENDITURES/ EXPENSES 2009-10* ACTUAL EXPENDITURES/ EXPENSES 2009-10** DIRECT PROPERTY TAX REVENUES 2010-11 FUND BALANCE/ NET ASSETS*** 7/1/2010** ESTIMATED REVENUES OTHER THAN PROPERTY TAXES 2010-11 OTHER FINANCING 2010-11 SOURCES INTERFUND TRANSFERS 2010-11 IN TOTAL FINANCIAL RESOURCES AVAILABLE 2010-11 BUDGETED EXPENDITURES/ EXPENSES 2010-11 Primary: 1. General Fund $ 2. Special Revenue Funds 310,450,178 $ 83,774,149 225,860,627 $ 32,474,185 110,111,611 $ 9,411,000 $ 16,534,569 157,907,669 $ $ $ 79,513,738 62,932,759 $ 4,336,009 (76,482,394) $ (18,749,758) 263,880,645 $ 266,242,790 81,634,558 81,634,558 Secondary: 3. Debt Service Funds Available 24,984,642 24,984,642 26,036,049 26,036,049 23,673,904 24,984,642 24,984,642 26,036,049 26,036,049 23,673,904 238,090,097 65,054,290 77,027,244 147,912,026 147,912,026 4,800 4,800 4,800 4,800 4,800 118,001,307 84,697,718 26,716,240 93,591,326 4. Less: Designation for Future Debt Retirement 5. Total Debt Service Funds 6. Capital Projects Funds 7. Permanent Funds 8. Enterprise Funds Available 12,080,407 40,120,000 26,684,375 (8,000,000) 530,223 (8,265,420) 112,572,369 112,572,369 436 9. Less: Designation for Future Debt Retirement 10. Total Enterprise Funds 118,001,307 84,697,718 26,716,240 93,591,326 530,223 (8,265,420) 112,572,369 112,572,369 11. Internal Service Funds 22,449,867 13,938,559 10,039,281 11,816,349 17,467,538 (453,332) 38,869,836 38,869,836 139,308 130,026 21,372 75,000 96,372 96,372 12. Special Assessment Funds TOTAL ALL FUNDS $ 797,894,348 $ 447,144,847 $ 240,455,117 $ 35,447,049 $ 354,984,489 $ 40,120,000 $ $ 797,894,348 $ EXPENDITURE LIMITATION COMPARISON 2009-10 1. Budgeted expenditures/expenses 2. Add/subtract: estimated net reconciling items 111,950,904 $ (111,950,904) $ 671,006,655 $ 671,006,655 2010-11 671,006,655 (156,594,038) 3. Budgeted expenditures/expenses adjusted for reconciling items 797,894,348 514,412,617 (260,100,540) $ 797,894,348 $ 254,312,077 6. EEC or voter-approved alternative expenditure limitation $ 797,894,348 $ 254,312,077 Includes Expenditure/Expense Adjustments Approved in 2009-10 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 City of Chandler 2010-11 Adopted Budget 4. Less: estimated exclusions * $ City of Chandler 2010-11 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary of Tax Levy and Tax Rate Information Fiscal Year 2010-11 1. 2. 3. 2009-10 FISCAL YEAR 2010-11 FISCAL YEAR Maximum allowable primary property tax levy. A.R.S. §42-17051(A). $ 10,065,355 $ 10,614,037 Amount received from primary property taxation in the 2009-10 fiscal year in excess of the sum of that year's maximum allowable primary property tax levy. A.R.S. §42-17102(A)(18). $ - $ 9,770,841 $ 9,411,000 Property tax levy amounts A. Primary property taxes B. Secondary property taxes 28,615,173 C. Total property tax levy amounts (1) 4. $ 38,386,014 $ $ 9,770,800 220,000 9,990,800 $ 28,615,132 575,000 29,190,132 $ 39,180,932 26,036,049 $ 35,447,049 Property taxes collected* A. Primary property taxes (1) 2009-10 levy (2) Prior years’ levy (2) (3) Total primary property taxes B. Secondary property taxes (1) 2009-10 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 0.3292 0.8522 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 $411,668 in 2009-10 and $478,951 in 2010-11. (2) Amount budgeted for Prior Year Primary & Secondary Levies for 2009-10 ($490,000) and 2010-11 ($450,000) 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 437 0.3292 0.8522 1.1814 City of Chandler 2010-11 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2010-11 ESTIMATED REVENUES 2009-10 SOURCE OF REVENUES ACTUAL* REVENUES 2009-10 ESTIMATED REVENUES 2010-11 GENERAL FUND Local taxes Franchise Tax Transaction Privilege License Tax/Fees $ 3,412,000 80,920,000 $ 3,052,100 77,010,000 $ 3,207,000 78,880,500 Licenses and permits Miscellaneous License Building Division Permits 1,387,850 2,826,000 1,388,200 2,828,000 1,406,100 2,888,000 Intergovernmental State State Sales Tax State Revenue Sharing 17,950,000 29,804,000 18,360,000 29,804,000 16,960,000 22,493,000 8,150,000 8,200,000 7,800,000 Charges for services Engineering Fees Planning Fees Public Safety Miscellaneous Parks & Recreation 627,800 70,500 6,722,800 2,532,850 621,200 172,000 6,883,487 3,069,600 646,000 186,700 7,498,766 3,224,865 Fines and forfeits Library Fines Court Fines 613,600 3,924,500 586,300 3,676,500 586,300 4,002,500 Interest on investments Interest on Investments 3,502,318 2,671,000 3,379,000 411,668 411,668 478,951 39,000 45,000 490,000 4,431,900 50,000 36,500 795,000 4,553,044 190,206 35,000 450,000 3,594,781 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 $ 167,861,786 $ *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) 438 164,168,599 $ 157,907,669 City of Chandler 2010-11 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2010-11 ACTUAL* REVENUES 2009-10 ESTIMATED REVENUES 2009-10 SOURCE OF REVENUES ESTIMATED REVENUES 2010-11 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 Local Transportation Assistance Fund Lottery Entitlement HB2565 RPTA Grant Funds Bus Service Revenue Interest on Investments Other Receipts 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 $ $ $ $ $ $ $ $ 8,850,000 4,000 8,854,000 $ 4,638,331 41,000 4,679,331 $ 13,950,955 2,500 5,000 243,000 9,500 14,210,955 $ 13,000,000 1,000 4,257 203,000 10,457 13,218,714 $ 1,073,600 500,000 60,000 40,000 1,673,600 $ 590,100 339,132 47,670 37,000 54,000 1,067,902 $ 25,556,857 3,500,000 10,745,424 1,992,000 38,000 41,832,281 $ 7,335,158 1,585,000 7,019,000 1,937,400 47,000 17,923,558 $ $ $ $ 51,921 26,750 5,000 83,671 $ 52,750 55,000 5,000 112,750 $ $ $ $ $ $ $ $ 14,623,596 51,000 14,674,596 13,000,000 1,000 2,257 243,000 1,900 13,248,157 57,000 44,000 101,000 35,164,235 3,500,000 10,650,000 2,010,000 53,000 51,377,235 Expendable Trust Fund Parks Fund Donations/Gifts-General Public Interest on Investments Total Expendable Trust Fund $ 89,500 55,000 5,100 149,600 Total Special Revenue Funds $ 66,720,436 $ 36,973,176 $ 79,513,738 $ 3,072,750 100,000 2,906,816 711,000 $ 3,041,258 71,000 3,188,855 664,000 $ 2,470,000 40,000 8,468,349 838,000 $ 6,790,566 $ 6,965,113 $ 11,816,349 $ 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) 439 City of Chandler 2010-11 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2010-11 ACTUAL* REVENUES 2009-10 ESTIMATED REVENUES 2009-10 SOURCE OF REVENUES SPECIAL ASSESSMENT FUND Interest on Investments ESTIMATED REVENUES 2010-11 $ 72,000 $ 63,000 $ 75,000 $ 72,000 $ 63,000 $ 75,000 $ 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 $ 2,788,468 3,660,798 2,960,150 126,260 210,866 404,181 225,776 900,000 33,814 1,844,000 $ 2,655,000 3,625,000 2,205,200 82,200 141,107 275,000 158,400 900,000 2,038,500 $ 12,607,097 $ 13,154,313 $ 12,080,407 $ 800 $ - $ - Total Non Expendable Trust Fund $ 800 $ - $ - Total Permanent Funds $ 800 $ - $ - $ 45,022,390 28,952,762 12,996,603 957,950 971,000 $ 44,375,462 29,809,056 12,831,228 813,740 662,000 $ 46,222,119 32,534,467 13,147,750 872,990 814,000 $ 88,900,705 $ 88,491,486 $ 93,591,326 $ 342,953,390 $ 309,815,687 $ 354,984,489 Total Special Assessment Fund CAPITAL PROJECTS FUNDS System Development Fees Water Wastewater Parks Library Public Building Impact Fees Public Safety - Fire Public Safety - Police Arterial Streets In-House/Municipal Arts Interest on Investments Total Capital Project Funds PERMANENT FUND Non Expendable Trust Fund Interest on Investments ENTERPRISE FUNDS Water Services Wastewater Services Solid Waste Services Airport Services Interest on Investments Total Enterprise Funds TOTAL ALL 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 (3 OF 3) 440 City of Chandler 2010-11 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Fund Type of Other Financing Sources/ and Interfund Transfers Fiscal Year 2010-11 INTERFUND OTHER FINANCING 2010-11 FUND GENERAL FUND General Fund Police Forfeiture Fund General Obligation Debt Service Fund General Government Capital Project Fund Total General Fund SPECIAL REVENUE FUNDS Proposition 400 Highway User Revenue Local Transportation Assistance Highway User Revenue Debt Service Fund Housing Total Special Revenue Funds CAPITAL PROJECTS FUNDS Parks Library Bonds Art Center Bonds Public Building Public Safety - Police Public Safety - Fire Street Water Wastewater Total Capital Projects Funds ENTERPRISE FUNDS Water Operating Fund Wastewater Operating Fund Solid Waste Operating Fund Reverse Osmosis Operating Fund Airport Operating Fund Total Enterprise Funds SOURCES (1) $ $ $ - $ - $ - $ IN - - - $ 11,066,900 $ 76,482,394 $ 13,945,862 37,919,997 62,932,759 $ 76,482,394 $ - $ 18,749,758 $ 8,000,000 $ 0 $ 0 $ 4,051,009 285,000 4,336,009 $ 10,600,000 1,100,000 $ - $ 5,000,000 14,674,596 4,073,637 1,525 5,009,779 8,000,000 545,000 16,674,596 11,075,000 8,800,000 $ 40,120,000 $ (1) $ - $ 26,684,375 $ 8,000,000 - $ - $ - $ $ - $ - $ 530,223 530,223 $ 4,092,076 2,337,077 1,455,193 276,824 104,250 8,265,420 $ - $ - $ - $ $ 28,100 453,332 $ 111,950,904 INTERNAL SERVICE FUNDS Fleet Warranty Fund Capital Replacement Computer Replacement Fleet Replacement Self-Insurance Fund Total Internal Service Funds $ - TOTAL ALL FUNDS $ 40,120,000 (1) TRANSFERS 2010-11 (1) $ - $ 2,410,641 450,166 14,606,731 17,467,538 $ - $ 111,950,904 Sources are from bonds. SCHEDULE D 441 389,919 35,313 City of Chandler 2010-11 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2010-11 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 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 Contingency\Reserves Total Special Revenue Funds ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2009-10 $ $ $ 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 6,468,746 50,000 17,300 2,237,882 2,301,000 1,514,901 145,000 23,118,737 530,000 EXPENDITURE/ EXPENSE ACTUAL BUDGETED ADJUSTMENTS EXPENDITURES/ EXPENDITURES/ APPROVED EXPENSES EXPENSES 2009-10 2009-10 2010-11 $ 81,169 3,679,279 130,846 76,770 285,330 95,103 46,409,497 271,363 557,477 99,760 2,165,464 531,359 2,056,967 (57,706,856) $ (1,266,472) 901,275 18,864,382 750,906 4,044,003 2,547,446 3,386,581 48,560,637 28,010,692 60,903,329 1,149,342 13,495,600 8,282,708 34,963,726 $ $ 225,860,627 $ $ $ $ 120 $ 1,385,323 17,300 719,582 962,423 135,099 45,000 3,716,098 18,740 26,506 59,530 (1,219,508) 3,028,559 816,160 26,106,135 715,908 3,902,212 2,075,420 3,131,590 13,742,409 27,190,085 61,336,280 3,000,000 21,582,164 32,809,802 69,834,625 266,242,790 4,444,500 50,000 17,050 1,863,544 2,600,000 1,225,602 155,000 28,072,712 608,000 1,370,000 209,000 13,053,744 157,778 5,210,980 4,635,169 (1,556,252) 4,378,194 1,761,561 200 800,000 (323,328) 3,499,346 664,085 336,870 1,365,029 1,579,250 200 780,200 1,584,841 3,500,000 (664,085) 1,099,923 11,953,452 3,049 184,565 (120,180) 219,550 9,263 7,280 (7,280) 81,243,350 984,000 7,923 729,109 $ 2,530,799 532,238 8,553,955 budget was prepared plus estimated expenditures/expenses for the remainder of the fiscal year. SCHEDULE E (1 OF 2) 13,198,000 358,200 127,170 $ 32,474,185 *Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed 442 13,959,239 302,321 3,661,000 4,051,009 1,542,710 654 691,550 $ 8,951,933 214,931 9,800 $ 81,634,558 City of Chandler 2010-11 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2010-11 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2009-10 EBT SERVICE FUNDS NTERNAL SERVICE FUNDS Capital Replacement Self Insurance Contingency\Reserves Total Internal Service Funds PECIAL ASSESSMENT FUND Management Services Contingency\Reserves Total Special Assessment Fund APITAL PROJECTS FUNDS Management Services\Non-dept. City Manager Fire Police Public Works Municipal Utilities Community Services Contingency\Reserves Debt Service Total Capital Projects Funds NTERPRISE FUNDS Water Wastewater Solid Waste Airport City Manager Contingency\Reserves Debt Service Total Enterprise Funds EXPENDITURE/ EXPENSE ACTUAL BUDGETED ADJUSTMENTS EXPENDITURES/ EXPENDITURES/ APPROVED EXPENSES EXPENSES 2009-10 2009-10 2010-11 $ 24,984,642 $ $ 5,834,927 10,285,329 6,122,374 22,242,630 $ 138,808 500 139,308 $ $ $ $ $ $ $ $ 24,984,642 $ 23,673,904 $ 3,641,071 10,297,488 $ $ 13,938,559 $ 4,453,830 19,429,000 14,987,006 38,869,836 - $ 130,026 $ 96,372 $ - $ 130,026 $ 96,372 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 $ 13,493,519 $ 6,550,000 $ - $ (1,157,249) $ 31,462,181 21,916,888 11,734,661 1,177,065 $ 745,390 1,105,657 1,657,791 251,244 $ $ 910,307 1,113,687 (1,816,757) 207,237 (2,795,691) (4,702,332) (11,135,741) (3,856,346) (12,966,956) 20,806,298 $ 26,052,377 25,972,450 118,315,622 $ ERMANENT FUNDS Firemens Pension Fund Total Permanent Funds $ $ 4,800 4,800 $ $ TOTAL ALL FUNDS $ 797,894,348 $ 2,448,360 797,207 24,296,723 18,875,646 11,356,386 729,968 65,054,290 29,893,000 17,222,336 10,669,200 940,732 $ 25,972,450 84,697,718 $ 30,815,576 22,315,583 11,542,641 1,043,175 400,000 17,259,200 29,196,194 112,572,369 $ - $ $ 4,800 4,800 $ $ 4,800 4,800 - $ 447,144,847 $ 671,006,655 (4,074,397) (314,315) *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) 443 $ 1,814,727 15,702,937 51,080,360 44,363,838 21,130,827 13,097,428 721,909 147,912,026 City of Chandler 2010-11 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Department of Expenditures/Expenses Fiscal Year 2010-11 DEPARTMENT/FUND Mayor and Council General Fund Department Total ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2009-10 $ $ City Manager: General Fund $ Grant Fund HOME Program Fund Community Dev Block Grant PHA Family Sites PHA Elderly & Scattered Sites PHA Management Housing Authority Section 8 Capital Fund Program Proceeds Reinvestment Project Public Housing Contingency General Gov't Capital Project Fund In-House Capital Department Total $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2009-10 ACTUAL EXPENDITURES/ EXPENSES 2009-10* BUDGETED EXPENDITURES/ EXPENSES 2010-11 978,228 978,228 $ $ 81,169 81,169 $ $ 901,275 901,275 $ $ $ $ 816,160 816,160 19,967,088 6,468,746 1,099,923 3,499,346 $ 3,679,279 120 7,923 664,085 $ 18,864,382 1,385,323 532,238 1,584,841 $ 136,622 31,171,725 $ 4,351,407 $ 22,366,784 $ 15,669,814 4,444,500 1,000,000 3,500,000 1,178,500 845,500 553,000 5,214,000 850,000 57,000 3,500,000 10,436,321 47,248,635 City Clerk General Fund Department Total $ $ 739,311 739,311 $ $ 130,846 130,846 $ $ 750,906 750,906 $ $ 715,908 715,908 City Magistrate General Fund Department Total $ $ 4,175,558 4,175,558 $ $ 76,770 76,770 $ $ 4,044,003 4,044,003 $ $ 3,902,212 3,902,212 $ 2,556,714 50,000 2,606,714 $ 285,330 285,330 $ 2,547,446 2,547,446 $ 2,075,420 50,000 2,125,420 Communications and Public Affairs General Fund Grant Fund Department Total Law General Fund Grant Fund Department Total $ $ $ 3,335,345 17,300 3,352,645 $ $ $ Management Services\Non-Dept. - Includes Contingencies General Fund $ 128,476,868 $ Police Forfeiture Funds 266,000 Prop 400 Revenue Fund 209,000 Highway User Revenue Fund 5,368,758 Local Transportation Revenue 800,200 Grant Fund 530,000 HOME Program Fund 20,077 Community Dev Block Grant 692,204 PHA Family Sites 64,605 PHA Elderly & Scattered Sites 60,475 PHA Management 4,014 Housing Authority Section 8 5,695 Capital Fund Program 28,248 Proceeds Reinvestment Project 4,500 95,103 95,103 (11,197,599) (99,760) 1,542,710 (323,328) 3,028,559 (7,923) (664,085) (34,965) (45,459) (793) (756) (28,065) (2,219) SCHEDULE F (1 OF 4) 444 $ $ $ $ 3,386,581 17,300 3,403,881 48,560,637 - $ $ $ $ 3,131,590 17,050 3,148,640 49,108,926 67,000 3,963,321 780,400 608,000 106,100 984,000 70,000 63,000 1,000 13,000 100,000 5,100 City of Chandler 2010-11 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Department of Expenditures/Expenses Fiscal Year 2010-11 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2009-10 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2009-10 ACTUAL EXPENDITURES/ EXPENSES 2009-10* BUDGETED EXPENDITURES/ EXPENSES 2010-11 Management Services\Non-Dept. - Continued General Debt Service Fund General Gov't Capital Project Fund HURF Revenue Bonds 1,853 Street Bonds 156,837 Storm Sewer GO Bonds 113,915 Arterial Street Impact Fees 252,540 Park Bonds 250,000 Community Park Impact Fees Neighborhood Park Impact Fees Municipal Arts 37,000 Park Impact Fees 870,851 Library Bonds Library Impact Fees 2,540 Art Center Bonds 37,677 Museum Bonds Public Building Impact Fees 13,909,960 Public Facility Bonds 578,497 MPC Public Building Police Bonds Police Impact Fees 102,540 Fire Bonds 90,891 Fire Impact Fees 252,540 Special Assessment 139,308 Water Bonds Water Cert of Participation Water System Dev Fees 3,000 Water Resources SDF 3,000 Water Operating 14,037,404 Reclaimed Water 303,000 Water Intel Debt Service Effluent Reuse Bonds Wastewater Bonds 2,000,000 Wastewater Cert of Participation Wastewater SDF 191,873 Wastewater Operating 7,684,700 WW Industrial Process Treatment 252,474 Stormwater/Sewer Revenue Bonds Solid Waste Bonds Solid Waste Capital Improvement Solid Waste Operating 4,318,928 Solid Waste New Container 262,650 Solid Waste Container Replace Airport Bonds Airport ADOT Loan Airport Operating 44,336 Fleet Warranty 6,000 Capital Replacement 2,700,000 Computer Replacement 5,066,511 Fleet Replacement 203,490 Worker Comp. Self Insurance 1,792,267 Self Insurance 6,313,998 Uninsured Liability 1,683,064 1,147 6,019,627 3,396,358 9,726,305 2,063,925 704,601 (37,000) 246,806 40,513 250,788 884,564 (485,746) 4,063,928 239,586 2,006,538 789,153 1,244,979 3,485,826 267,000 (1,270,949) 27,367 (1,125,697) 482,430 (891,017) (214,640) 6,819 (1,728,162) 70,371 (40,000) (202,090) 8,237 271,894 (251,070) 176,196 6,550,000 130,026 258,300 110,700 42,000 3,429,724 1,481,552 5,638,087 1,177,349 17,326,958 17,074,150 3,000 1,000,000 81,048 1,000,000 1,000,000 98,843 130,000 7,139 911,825 7,660,221 9,000 172,400 368,952 96,372 155,000 8,867,586 300,000 200,000 6,124,217 314,000 2,719,667 62,000 233,800 1,500,000 4,001,298 457,166 2,303,159 6,334,428 1,799,685 DEPARTMENT/FUND SCHEDULE F (2 OF 4) 445 City of Chandler 2010-11 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Department of Expenditures/Expenses Fiscal Year 2010-11 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2009-10 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2009-10 ACTUAL EXPENDITURES/ EXPENSES 2009-10* BUDGETED EXPENDITURES/ EXPENSES 2010-11 Management Services\Non-Dept. - Continued Short Term Disability 475,000 Delta Insurance 2,215,000 Medical Self Insurance Park and Recreation Trust 4,100 Library Trust 5,063 CIDA Trust 100 In-House Capital 2,817 Department Total $ 202,896,368 (4,100) (3,180) 22,387,624 175,000 1,825,500 69,378,875 475,000 2,113,200 17,662,900 8,800 1,000 158,442,661 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 Department Total $ $ Community Services General Fund $ Grant Fund General Gov't Capital Project 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 General Gov't Capital Project Fund Police Bonds Police Impact Fee Capital Replacement Department Total $ Fire General Fund $ Grant Fund General Gov't Capital Project Fund Fire Bonds 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 $ $ $ $ $ $ $ $ 5,582,134 531,359 34,965 45,459 793 756 644,917 2,219 1,260,468 2,056,967 59,530 (9,726,305) (2,063,925) (740,185) 72,584 (246,806) (40,513) (384,556) 162,750 6,949 331 (10,843,179) 557,477 99,760 26,506 (4,063,928) (638,404) (4,018,589) 271,363 18,740 (2,006,538) SCHEDULE F (3 OF 4) 446 $ $ $ $ $ $ $ $ 8,282,708 964,998 679,178 475,588 4,900,061 1,486,071 48,059 16,836,663 34,963,726 135,099 7,482,712 269,367 69,056 312,544 41,529 312,026 2,761,430 107,722 105,670 21,500 46,582,381 60,903,329 1,149,342 962,423 797,207 200,000 64,012,301 28,010,692 719,582 1,836,300 $ $ - $ $ $ $ $ $ 29,289,573 1,225,602 3,520,229 6,692,547 1,704,579 1,286,594 225,000 6,994,361 4,015,394 200,175 12,177 159,931 55,000 55,381,162 58,336,280 3,000,000 2,600,000 3,000,000 15,702,937 2,208,000 84,847,217 27,190,085 1,863,544 0 1,656,895 City of Chandler 2010-11 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Department of Expenditures/Expenses Fiscal Year 2010-11 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2009-10 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2009-10 ACTUAL EXPENDITURES/ EXPENSES 2009-10* BUDGETED EXPENDITURES/ EXPENSES 2010-11 $ 1,559,587 4,800 37,408,210 (789,153) 204,070 (2,301,518) 612,060 4,800 31,183,434 157,832 4,800 30,873,156 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 Treatment Solid Waste Operating Solid Waste New Container Department Total $ 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 DEPARTMENT/FUND Fire - Continued Fire Impact Fee Capital Replacement Volunteer Firemen Pension Department Total Public Works General Fund $ Prop 400 Revenue Fund Highway User Revenue Fund Local Transportation Revenue Grant Fund General Gov't Capital Project Fund HURF Revenue Bonds Street GO Bonds Storm Sewer GO Bonds Arterial Street Impact Stormwater/Sewer Bonds Airport Bonds Airport Operating Fund Capital Replacement In-House Capital Fund Department Total 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 $ $ 13,005,298 1,370,000 13,053,744 1,761,561 23,118,737 $ $ $ $ (1,244,979) (3,485,826) (267,000) 745,390 525,559 (27,367) 2,496,898 (1,853,631) 891,017 214,640 1,654,411 3,380 (347,508) $ $ $ 10,509,696 593,657 12,077,143 4,498 1,173,467 15,000 1,319,342 145,215,116 251,244 (11,157,923) 940,732 11,347 1,111,729 52,777,462 1,040,575 15,000 117,329,300 - $ $ - $ 797,894,348 $ - SCHEDULE F (4 OF 4) 447 $ $ 155,000 20,873,060 6,297,312 30,399,990 2,576,347 10,419,771 4,197,348 19,722,702 2,376,664 11,189,974 325,000 108,533,168 (1,147) (7,933,574) 156,435 (3,396,358) (6,819) 45,722 $ 13,495,600 8,951,933 1,365,029 3,716,098 $ 1,147 58,022,901 2,258,231 29,915,917 6,819 192,952 24,984,642 4,635,169 33,284 16,634,001 456,467 240,217 9,312,261 26,188 56,322,229 $ 45,000 3,778,132 3,551,157 29,634,700 2,173,806 14,648 4,740,396 4,617,507 14,814,076 2,297,560 10,167,200 460,000 76,294,182 $ 17,692,867 13,959,239 1,579,250 28,072,712 3,889,297 34,736,293 1,921,009 14,340,633 82,425 $ 2,165,464 (1,556,252) 336,870 (1,219,508) $ $ $ 24,984,642 4,378,194 33,284 16,634,001 456,467 240,217 9,312,261 26,188 56,065,254 $ $ 23,673,904 4,051,009 33,305 18,541,221 455,114 233,490 10,629,385 25,588 57,643,016 $ 447,144,847 $ 671,006,655 City of Chandler 2010-11 Adopted Budget Schedules and Terms SCHEDULE 1 TOTAL EXPENDITURE AND BUDGET BY FUND Fund Fund Description 101 102 214 215 216 217 218 219 224 227 230 233 234 236 240 310 320 401 410 411 412 415 420 421 422 423 424 430 431 433 435 440 441 460 465 470 475 480 601 603 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 General Obilgation Debt Service HURF Debt Service General Government Capital Projects 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 Impact Fees Library Bonds Library Impact Fees Art Center Bonds Museum Bonds Public Building Impact Fees Public Facility 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 FY 2008-09 Actual Expenditure $ 213,750,677 1,046,725 15,423,578 1,670,534 13,823,403 152,406 1,259,542 907,334 702,366 447,021 4,801,465 428,009 39,720 27,879,197 215,713 21,135,218 22,271,251 1,806,364 1,412,901 127,739 246,805 116,920 1,232,293 153,257 2,522,043 2,042,433 393,525 5,368,764 2,994,926 129,016 11,449,426 48,472,467 448 FY 2009-10 Adjusted Budget $ 333,668,820 1,766,000 1,579,000 23,044,129 2,575,303 38,297,513 1,120,000 4,191,550 1,214,000 910,000 552,000 4,905,000 1,494,917 161,924 3,500,000 3,000 56,265,791 2,528,581 30,168,457 23,601,712 4,037,871 2,060,250 322,584 870,851 7,282,696 4,370,473 3,250,071 1,939,112 14,794,524 92,751 20,564,072 342,126 5,673,025 1,812,127 139,308 15,122,031 12,794,003 FY 2009-10 Estimated Expenditure $ 249,695,927 1,149,342 13,330,127 1,365,029 6,980,825 532,238 1,584,841 964,998 679,178 475,588 4,900,061 1,486,071 48,059 10,509,696 593,657 12,077,143 7,482,712 269,367 69,056 312,544 41,529 312,026 2,761,430 107,722 6,550,000 797,207 1,836,300 612,060 130,026 3,778,132 3,584,441 FY 2010-11 Adopted Budget $ 207,928,835 3,067,000 17,922,560 2,359,650 39,036,408 1,106,100 4,484,000 1,248,500 908,500 554,000 5,227,000 950,000 62,100 3,500,000 41,000,862 4,051,009 37,919,997 3,000 35,736,293 2,002,057 15,340,633 7,692,547 1,704,579 1,385,437 355,000 7,001,500 4,015,394 1,112,000 12,177 7,660,221 9,000 15,702,937 172,400 1,656,895 526,784 96,372 20,873,060 6,330,617 City of Chandler 2010-11 Adopted Budget Schedules and Terms SCHEDULE 1 TOTAL EXPENDITURE AND BUDGET BY FUND (CONTINUED) Fund 604 605 606 610 611 614 615 616 617 622 625 626 627 631 635 711 712 713 714 736 737 738 739 740 741 831 834 836 837 902 Fund Description Water Resource Sys Dev Fees Water Operating Reclaimed Water SDF 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 Operating Fleet Services Ext. Warranty Capital Replacement Computer Replacement Fleet Replacement Workers Comp. Self-Insurance Self-Insurance Uninsured Liability Short Term Disability Delta Insurance Medical Self-Insurance Volunteer Firemen Pension Parks & Recreation Trust Library Trust CIDA Development In-house Capital Grand Total FY 2008-09 Actual Expenditure 315,744 41,352,375 4,877,292 465,707 3,984,323 45,886,919 24,184,346 2,234,054 312 30,627 9,902,515 66,031 67,358 4,426 728,654 903,828 1,584,878 1,481,934 2,449,747 480,229 58,153 1,785,667 4,800 72,838 23,906 (1,322) $ 547,368,382 449 FY 2009-10 Adjusted Budget 270,000 61,259,581 5,509,708 42,500 13,012,614 9,654,893 36,383,489 2,642,681 6,819 15,415,899 844,422 238,674 1,455,235 6,000 4,489,280 5,074,748 203,490 2,064,161 6,062,928 1,859,260 475,000 2,215,000 4,800 172,499 56,214 100 1,458,781 $ 797,894,348 FY 2009-10 Estimated Expenditure FY 2010-11 Adopted Budget 155,000 57,808,797 3,331,461 10,419,771 4,630,838 36,476,304 2,690,664 13,909,641 387,000 82,425 1,299,963 3,723,000 4,001,298 457,166 2,303,159 6,334,428 1,799,685 475,000 2,113,200 17,662,900 4,800 168,731 56,000 - 46,527,001 2,630,273 14,648 4,740,396 4,857,724 24,237,037 2,297,560 10,209,200 460,000 4,498 966,920 211,347 3,429,724 1,481,552 5,638,087 1,177,349 175,000 1,825,500 4,800 105,670 21,500 1,111,729 $ 447,144,848 $ 671,006,655 City of Chandler 2010-11 Adopted Budget Schedules and Terms SCHEDULE 2 SUMMARY OF DEPARTMENT TOTAL FY 2010-11 BUDGET BY FUND Fund 101 102 215 216 217 218 219 224 227 230 233 234 236 240 310 320 401 410 411 412 415 420 421 422 423 430 431 433 435 440 441 460 465 470 475 480 601 603 604 605 606 611 614 615 616 625 626 631 635 712 713 714 736 737 738 739 740 741 831 834 836 City Clerk Description General Fund Police Confiscated Property Highway User Revenue Local Transportation Assistance Grants-in-Aid HOME Program Community Development Block Grant 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 General Obligation Debt Service Highway User Revenue Debt Service General Government Capital Project HURF Revenue Bonds - St/Storm 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 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 Wastewater Bonds - Capital Projects Wastewater System Dev Fees Wastewater Operating WW Industrial Process Treatment Solid Waste Operating Solid Waste New Container Airport Bonds Airport Operating Capital Replacement Computer Replacement Fleet Replacement Workers Comp. Self-Insurance Self-Insurance Uninsured Liability Short Term Disability Delta Insurance Medical Self-Insurance Volunteer Firemen Pension Parks & Recreation Trust Library Trust Grand Total $ 715,908 Community Services City Manager $ 1,298,073 $ 2,259,500 29,289,573 Community & Public Affairs $ 1,225,602 2,075,420 Debt Service $ - Fire $ 50,000 27,190,085 Law $ 1,863,544 3,131,590 17,050 23,673,904 4,051,009 3,520,229 6,692,547 1,704,579 1,286,594 225,000 6,994,361 4,015,394 200,175 12,177 1,656,895 157,832 33,305 18,541,221 455,114 233,490 10,629,385 25,588 4,800 $ 715,908 $ 3,557,573 $ 450 159,931 55,000 55,381,162 $ 2,125,420 $ 57,643,016 $ 30,873,156 $ 3,148,640 City of Chandler 2010-11 Adopted Budget Schedules and Terms SCHEDULE 2 SUMMARY OF DEPARTMENT TOTAL FY 2010-11 BUDGET BY FUND (CONTINUED) Fund 101 102 215 216 217 218 219 224 227 230 233 234 236 240 310 320 401 410 411 412 415 420 421 422 423 430 431 433 435 440 441 460 465 470 475 480 601 603 604 605 606 611 614 615 616 625 626 631 635 712 713 714 736 737 738 739 740 741 831 834 836 Mayor & Council City Magistrate $ 3,902,212 $ 816,160 Management Services $ 7,099,640 Municipal Utilities $ NonDepartmental - $ 155,000 42,009,286 67,000 3,963,321 780,400 608,000 106,100 984,000 70,000 63,000 1,000 13,000 100,000 5,100 Organizational Support $ 14,322,925 Police $ 58,336,280 3,000,000 Transportation /Development $ 17,741,683 2,185,000 1,000,000 3,500,000 1,178,500 845,500 553,000 5,214,000 850,000 57,000 3,500,000 2,600,000 13,959,239 1,579,250 28,072,712 10,436,321 3,000,000 3,889,297 Grand Total $ 17,326,958 17,074,150 3,000 1,000,000 81,048 1,000,000 1,000,000 34,736,293 1,921,009 14,340,633 98,843 130,000 7,139 911,825 7,660,221 9,000 15,702,937 172,400 368,952 96,372 20,873,060 6,297,312 155,000 8,867,586 300,000 30,147,990 2,576,347 10,419,771 4,197,348 19,614,702 2,376,664 11,149,974 325,000 200,000 6,124,217 314,000 2,719,667 62,000 36,174 233,800 1,500,000 4,001,298 427,166 505,000 622,899 670,000 475,000 2,113,200 17,482,372 15,901,559 8,800 1,000 142,396,748 30,000 1,798,159 5,711,529 1,129,685 $ 3,902,212 $ 816,160 $ $ 108,133,168 252,000 $ 451 108,000 40,000 82,425 1,040,575 15,000 2,208,000 144,354 $ 44,186,600 $ 84,847,217 $ 117,378,116 $ 207,928,835 3,067,000 17,922,560 2,359,650 39,036,408 1,106,100 4,484,000 1,248,500 908,500 554,000 5,227,000 950,000 62,100 3,500,000 41,000,862 4,051,009 37,919,997 3,000 35,736,293 2,002,057 15,340,633 7,692,547 1,704,579 1,385,437 355,000 7,001,500 4,015,394 1,112,000 12,177 7,660,221 9,000 15,702,937 172,400 1,656,895 526,784 96,372 20,873,060 6,330,617 155,000 57,808,797 3,331,461 10,419,771 4,630,838 36,476,304 2,690,664 13,909,641 387,000 82,425 1,299,963 3,723,000 4,001,298 457,166 2,303,159 6,334,428 1,799,685 475,000 2,113,200 17,662,900 4,800 168,731 56,000 671,006,655 City of Chandler 2010-11 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/23/10 Job Groups: A L PS Administrative Laborer Police Sergeant C M S Confidential Management Supervisory D O X Director Police Officer Seasonal F P Fire Professional FB PL Fire Battalion Police Lieutenant City of Chandler Revised Salary Plan Effective 07/23/10 Job Group Classification Title Grade Status Annual Annual Minimum Maximum M ACCOUNTING MANAGER 29 Ex $80,240 $112,318 A ACCOUNTING SPECIALIST A16 Non-Ex $34,736 $46,850 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 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 L AQUATICS MAINTENANCE HELPER L13 Non-Ex $29,976 $40,484 S AQUATICS MAINTENANCE SUPERVISOR 22 Non-Ex $46,800 $65,541 L AQUATICS MAINTENANCE TECHNICIAN L20 Non-Ex $42,214 $56,966 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 D 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 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 DIRECTOR 31 Ex $93,580 $131,008 S ASST NATURALIST 19 Non-Ex $40,165 $54,226 M ASST POLICE CHIEF PAC Ex $146,071 $146,071 M ASST TO CITY MANAGER 29 Ex $80,240 $112,318 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 INSPECTOR A23 Non-Ex $50,599 $70,810 M BUILDING OFFICIAL Ex Ex $121,303 CDBG PROGRAM SUPERVISOR 30 25 $86,631 S $58,982 $82,557 CHEMIST 23 Ex $50,557 $70,778 P 452 City of Chandler 2010-11 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/23/10 Job Group Classification Title Grade Status Annual Annual Minimum Maximum S CHIEF BUILDING INSPECTOR 26 Ex $63,703 $89,161 D 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 M CITY ENGINEER 30 Ex $86,631 $121,303 P CITY PLANNER 24 Ex $54,599 $76,440 M CITY PROSECUTOR 31 Ex $93,580 $131,008 M CITY TRANSPORTATION ENGINEER 28 Ex $74,285 $104,362 M CODE ENFORCEMENT MANAGER 27 Ex $68,788 $96,294 A CODE INSPECTOR A20 Non-Ex $42,214 $56,966 D COMMUNICATIONS & PUBLIC AFFAIRS DIRECTOR 34 Ex $110,050 $154,071 P COMMUNITY DEVELOPMENT COORDINATOR 21 Ex $44,266 $59,758 P COMMUNITY OUTREACH COORDINATOR 21 Ex $44,266 $59,758 P COMMUNITY PREPAREDNESS PROGRAM COORD 23 Ex $50,557 $70,778 A COMMUNITY RESOURCE ASST A19 Non-Ex $40,195 $54,267 M COMMUNITY RESOURCES/DIVERSITY MANAGER 28 Ex $74,285 $104,362 D COMMUNITY SERVICES DIRECTOR 34 Ex $110,050 $154,071 A COMPUTER SUPPORT ASSISTANT A19 Non-Ex $40,195 $54,267 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 24 Ex $54,599 $76,440 S CUSTODIAL SUPERVISOR 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 26 Ex $63,703 $89,161 A DETENTION OFFICER A17 Non-Ex $36,466 $49,199 453 City of Chandler 2010-11 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/23/10 Job Group Classification Title Grade Status Annual Annual Minimum Maximum P 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 D DIRECTOR, ECONOMIC DEVELOPMENT DIVISION 33 Ex $102,851 $143,991 D DIRECTOR, HUMAN RESOURCES DIVISION 33 Ex $102,851 $143,991 D DIRECTOR, NEIGHBORHOOD RESOURCES DIVISION 33 Ex $102,851 $143,991 S DISPATCH SUPERVISOR 23 Non-Ex $50,565 $70,782 A DISPATCHER A18 Non-Ex $38,259 $51,671 C DIVERSITY OFFICE ASSISTANT 19 Non-Ex $40,165 $54,226 M DOWNTOWN REDEVELOPMENT MANAGER 28 Ex $74,285 $104,362 P ECONOMIC DEVELOPMENT SPECIALIST 26 Ex $63,703 $89,161 A ECONOMIC DEVELOPMENT RESEARCH ASST A19 Non-Ex $40,195 $54,267 L ELECTRICIAN L21 Non-Ex $44,316 $59,809 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 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 C EXECUTIVE ASSISTANT 17 Non-Ex $36,442 $49,150 C EXECUTIVE RECEPTIONIST 14 Non-Ex $31,450 $42,453 S FACILITIES MAINTENANCE SUPERINTENDENT 25 Ex $58,982 $82,557 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 D 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 L FIRE MECHANIC L21 Non-Ex $44,316 $59,809 A FIRE PREVENTION SPECIALIST A23 $70,810 FIRE PROGRAM ASSISTANT A17 Non-Ex Non-Ex $50,599 A $36,466 $49,199 454 City of Chandler 2010-11 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/23/10 Job Group Classification Title Annual Annual Minimum Maximum Grade Status 25 Ex $58,982 $82,557 S FIRE PROGRAM COORDINATOR A FIRE SUPPORT SERVICES TECHNICIAN A18 Non-Ex $38,259 $51,671 F FIREFIGHTER (40 Hours) FF Non-Ex $42,432 $59,426 F FIREFIGHTER (56 Hours) FF Non-Ex $42,486 $59,405 A FLEET EQUIPMENT SERVICE WRITER A19 Non-Ex $40,195 $54,267 P FLEET INVENTORY SPECIALIST 21 Ex $44,266 $59,758 M FLEET SERVICES MANAGER 28 Ex $74,285 $104,362 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 L GRAFFITI ABATEMENT TECHNICIAN L16 Non-Ex $34,736 $46,850 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 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 COORDINATOR 28 Ex $74,285 $104,362 M IT APPLICATION SUPPORT MANAGER 30 Ex $86,631 $121,303 P IT COMMUNICATIONS COORDINATOR 23 Ex $50,557 $70,778 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 $82,557 455 City of Chandler 2010-11 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/23/10 Job Group Classification Title Grade Status Annual Annual Minimum 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 PRINCIPAL SYSTEMS SPECIALIST 27 Ex $68,788 $96,294 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 COMMUNICATIONS COORDINATOR 25 Ex $58,982 $82,557 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 WEBMASTER 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 LANDSCAPE COMPLIANCE COORDINATOR A21 Non-Ex $44,316 $59,809 L LANDSCAPE MAINTENANCE TECHNICIAN L18 Non-Ex $38,259 $51,671 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 L LEAD FACILITIES OPERATIONS TECHNICIAN L22 Non-Ex $46,829 $65,598 S LEAD FIRE PREVENTION SPECIALIST 25 Non-Ex $58,989 $82,576 L LEAD FLEET TECHNICIAN L22 Non-Ex $46,829 $65,598 L LEAD GARDENER L17 Non-Ex $36,466 $49,199 C LEAD LEGAL SECRETARY 20 Non-Ex $42,162 $56,909 A LEAD SUPPLY S[ECIALIST 16 Non-Ex $34,736 $46,850 P LEAD TAX AUDITOR 24 Ex $54,599 $76,440 C LEGAL CLERK 14 Non-Ex $31,450 $42,453 C LEGAL SECRETARY Non-Ex $36,442 $49,150 P LIBRARIAN 17 22 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 $121,303 456 City of Chandler 2010-11 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/23/10 Job Group Classification Title A LICENSE INSPECTOR X LIFEGUARD II Annual Annual Minimum Maximum Grade Status A17 Non-Ex $36,466 $49,199 8 Non-Ex $23,483 $31,678 P MAINTENANCE PLANNER SCHEDULER 23 Ex $50,557 $70,778 L MAINTENANCE WORKER L17 Non-Ex $36,466 $49,199 P MANAGEMENT ASSISTANT 22 Ex $46,813 $65,536 C MANAGEMENT ASST - MAYOR & COUNCIL 22 Ex $46,813 $65,536 D MANAGEMENT SERVICES DIRECTOR 34 Ex $110,050 $154,071 P MARKETING ASSISTANT 21 Ex $44,266 $59,758 C MAYOR & CITY COUNCIL ASSISTANT 28 Ex $74,285 $104,362 D 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 A NEIGHBORHOOD PROGRAMS ASSISTANT A17 Non-Ex $36,466 $49,199 P NEIGHBORHOOD PROGRAMS COORDINATOR 24 Ex $54,599 $76,440 P OCCUPATIONAL HEALTH NURSE 24 Ex $54,599 $76,440 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 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 S PARKS MAINTENANCE SUPERVISOR 23 Non-Ex $50,565 $70,782 C PAYROLL SPECIALIST 19 Non-Ex $40,165 $54,226 M PLANNING ADMINISTRATOR 30 Ex $86,631 $121,303 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 $123,823 $136,515 A POLICE ADMINISTRATIVE SPECIALIST D POLICE CHIEF M POLICE COMMANDER M POLICE COMMUNICATIONS MANAGER 28 Ex $74,285 $104,362 S POLICE DETENTION SUPERVISOR 23 Non-Ex $50,565 $70,782 A POLICE EMPLOYEE TRAINING COORDINATOR A20 Non-Ex $42,214 $56,966 M POLICE FORENSICS SERVICE SECTION MANAGER 28 Ex $74,285 $104,362 A POLICE INVESTIGATIVE ASSISTANT A19 Non-Ex $40,195 $54,267 PL POLICE LIEUTENANT PL Ex $101,869 $117,927 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 $70,782 457 City of Chandler 2010-11 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/23/10 Job Group Classification Title Grade Status Annual Annual Minimum Maximum 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 $76,724 $91,423 M POLICE SUPPORT SERVICES MANAGER 28 Ex $74,285 $104,362 M A POLICE TECHNOLOGY MANAGER POLICE TELESERVE SPECIALIST 28 A17 Ex Non-Ex $74,285 $104,362 $36,466 $49,199 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 23 Ex $50,557 $70,778 A PROJECT SUPPORT ASSISTANT A17 Non-Ex $36,466 $49,199 S PROPERTY & EVIDENCE SUPERVISOR 22 Non-Ex $46,800 $65,541 A PROPERTY & EVIDENCE TECHNICIAN A17 Non-Ex $36,466 $49,199 P PUBLIC HISTORY COORDINATOR 24 Ex $54,599 $76,440 P PUBLIC INFORMATION OFFICER 25 Ex $58,982 $82,557 M PUBLIC WORKS ENGINEER 28 Ex $74,285 $104,362 A PUBLIC WORKS INSPECTOR 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 S PURCHASING & MATERIALS SUPERVISOR 26 Ex $63,703 $89,161 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 A RECORDS MANAGEMENT ASSOCIATE 24 Ex $54,599 $76,440 A17 Non-Ex $36,466 $49,199 S S RECREATION COORDINATOR I 19 Non-Ex $40,165 $54,226 RECREATION COORDINATOR II 23 Ex $50,557 $70,778 S RECREATION LEADER II 11 Non-Ex $27,144 $36,691 S RECREATION LEADER III 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 M REGULATORY AFFAIRS MANAGER 28 Ex $74,285 $104,362 458 City of Chandler 2010-11 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/23/10 Job Group Classification Title Grade Status Annual Annual Minimum Maximum O RESERVE POLICE OFFICER PO Non-Ex $51,434 $73,068 A REVENUE COLLECTOR A18 Non-Ex $38,259 $51,671 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 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 24 Non-Ex $54,600 $76,440 S SIGNS & MARKINGS FIELD SUPERVISOR 23 Non-Ex $50,565 $70,782 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 SOLID WASTE ENVIRONMENTAL TECHNICIAN L21 Non-Ex $44,316 $59,809 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 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 P SR ECONOMIC DEVELOPMENT SPECIALIST 27 Ex $68,788 $96,294 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 P SR FINANCIAL REPORTING ANALYST 26 Ex $63,703 $89,161 S SR FIRE MECHANIC 22 Non-Ex $46,800 $65,541 L SR FLEET TECHNICIAN L21 Non-Ex $44,316 $59,809 C SR HUMAN RESOURCES ANALYST 25 Ex $58,982 $82,557 L SR INDUSTRIAL WASTE INSPECTOR L21 Non-Ex $44,316 $59,809 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 ASSISTANT 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 $76,440 459 City of Chandler 2010-11 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/23/10 Job Group Classification Title Grade Status Annual Annual Minimum Maximum 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 S SR STREET MAINTENANCE COORDINATOR 23 Non-Ex $50,565 $70,782 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 STORM WATER MAINTENANCE COORDINATOR A21 Non-Ex $44,316 $59,809 S STORM WATER PROGRAMS COORDINATOR 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 L20 Non-Ex $42,214 $56,966 L STREETS SPECIALIST L16 Non-Ex $34,736 $46,850 P STRUCTURAL ENGINEER 26 Ex $63,703 $89,161 S SOLID WASTE SERVICES SPECIALIST 22 Ex $46,813 $65,536 S SOLID WASTE/RECYCLING SUPERVISOR 24 Ex $54,599 $76,440 P SPECIAL EVENTS COORDINATOR 23 Ex $50,557 $70,778 S SR ACCOUNTANT 24 Ex $54,599 $76,440 L SUPPLY WORKER L14 Non-Ex $31,480 $42,482 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 $65,536 TOURISM DEVELOPMENT COORDINATOR 24 Ex Ex $46,813 P $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 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 P TRAINING & DEVELOPMENT COORDINATOR 24 Ex $54,599 $76,440 P TRANSIT SERVICES COORDINATOR 24 Ex $54,599 $76,440 D TRANSPORTATION & DEVELOPMENT DIRECTOR 34 Ex $110,050 $154,071 M TRANSPORTATION MANAGER 30 Ex $86,631 $121,303 S TRANSPORTATION STUDIES MANAGER 26 Ex $63,703 $89,161 S UTILITIES ASSISTANT 19 Non-Ex $40,165 $54,226 460 City of Chandler 2010-11 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/23/10 Job Group Classification Title Grade Status Annual Annual Minimum Maximum P UTILITIES COORDINATOR 23 Ex $50,557 $70,778 L UTILITIES ELECTRICIAN L22 Non-Ex $46,829 $65,598 P UTILITIES SYSTEMS ANALYST A UTILITY BILLING REPRESENTATIVE 26 Ex $63,703 $89,161 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 OPERATIONS MANAGER 29 Ex $80,240 $112,318 M UTILITY SERVICES BUSINESS MANAGER 27 Ex $68,788 $96,294 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 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 COORDINATOR 23 Non-Ex $50,565 $70,782 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 $54,267 461 City of Chandler 2010-11 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, 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 462 City of Chandler 2010-11 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. ACTUALS – Refers to the actual expenditures paid by and revenues paid to the City. ADJUSTED – Represents the budget at a point in time that takes into account changes made to the adopted budget. Reflects appropriation transfers made through a staff summary form. 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 – Recognition of expense 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. The County Assessor and the State establish property values as a basis for levying taxes. ASSET – Valuable resources that an entity owns or controls. They represent probable future economic benefits and arise as a result of past transactions or events. 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. The City may issue general obligation bonds up to 20% of its secondary assessed valuatiion for water, wastewater, artificial lighting, parks, open space, public safety and emergency services, streets, transportation and recreational facility improvements. The City may issue general obligation bonds up to 6% of its secondary assessed valuatiion for any other general-purpose improvement. HIGHWAY USERS REVENUE BONDS – This type of revenue bond is used solely for street and highway improvements and require voter approval. 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. 463 City of Chandler 2010-11 Adopted Budget Schedules and Terms 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. These bonds require voter approval. 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 CARRYFORWARD – Appropriations for capital projects that have not yet been expended or encumbered at the close of the fiscal year and are reappropriated in the subsequent fiscal year. 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. CARRYFORWARD – Appropriation for amounts that have not yet been expended or encumbered at the close of the fiscal year and are reappropriated in the subsequent fiscal year. CERTIFICATE 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 non-departmental contingency transfers. 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 unit 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. 464 City of Chandler 2010-11 Adopted Budget Schedules and Terms DECISION PACKAGE – A tool used to determine existing service levels and what a department will need to improve or maintain existing service levels based upon the resources available. In the CityVision Budget Module, these are electronic requests for additional on-going personnel with associated operating expenses and/or one-time equipment needs that cost centers are unable to absorb within their base budget or carryforward funds. Previously referred to as “GAPs.” 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 FEE – See System Development Fee. DIVISION – A group of homogeneous cost centers within a department. DIVISION GOAL – The underlying reason(s) for a department/division to exist and/or the provide service(s). 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 Facilities, 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. ENCUMBRANCE CARRYFORWARD – Appropriations for encumbered amounts made in one fiscal year that are reappropriated in a subsequent fiscal year. 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 the City Manager, Assistant City Managers, 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, management can decide how much to carryforward to the next year. EXPENDITURE LIMITATION – An amendment to the Arizona State Constitution limiting annual expenditures for all municipalities. The Arizona Economic Estimates Commission sets the limit 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. When the state law governing the timing of elections changed, voters approved a one-time override of the state-imposed expenditure limitation until the Home Rule question could be placed on the ballot on November 2, 2010. 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. FIXED 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. FULL TIME EQUIVALENT (FTE) – Full-time position based on 2,080 hours per year, or a full value of one full-time position. 465 City of Chandler 2010-11 Adopted Budget Schedules and Terms FUNCTION – Activity which is performed by one or more organizational units for the purpose of accomplishing a goal. Local government is generally divided into four major functions: 1) General Government, 2) Public Safety, 3) Transportation & Development, and 4) 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. FUNDS AVAILABLE – The amount of appropriated funds that are neither spent nor encumbered and are available for use. FUND BALANCE – Represents the net difference between total financial resources and total appropriated uses. The beginning fund balance represents the residual funds brought forward from the previous year (ending balance), when actual revenues exceeded budgeted revenues and/or actual expenditures are less than budgeted expenditures. The term “Fund Deficit” is used when the accumulated balance is a negative amount. 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 Expendable Trust 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. IMPACT FEE – See System Development Fee. IMPROVEMENT DISTRICT – Formed when a group of property owners desire property improvements. Bonds are issued to finance these improvements that are repaid by assessments on affected property owners. INDIRECT COST ALLOCATION – Funding transferred from Enterprise Funds 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. JOURNAL ENTRY – An entry into the Oracle financial system that transfers actual amounts from one account, cost center, or fund to another. LIABILITY - An obligation of the entity to convey something of value in the future. They are probable future sacrifices of economic benefit that arise as a result of past transactions or events. MODIFIED ACCRUAL BASIS – Under the modified accrual basis of accounting, recommended for use by 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. 466 City of Chandler 2010-11 Adopted Budget Schedules and Terms NEPHELOMETRIC TURBIDITY UNIT (NTU) – A measure of water clarity. The lower the value, the more clear the water. OBJECTIVE accomplish. – A broad, yet measurable statement of the actual service(s) which a City program is trying to ONE-TIME EXPENDITURE OVERRIDE – Any city or town may exceed its state-imposed Expenditure Limitation by a one-time override. This override is effective for one year only, and has no effect on the city’s expenditure limitation base or any subsequent fiscal year expenditure limitation. The City of Chandler operated under Home Rule from 1982 through 2010. When the state law governing the timing of elections changed, voters approved a one-time override of the state-imposed expenditure limitation on May 18, 2010 until the Home Rule question could be placed on the ballot on November 2, 2010. 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. Amenities can include items such as a tennis complex, amphitheater, 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 items such as FICA, retirement, short-term disability insurance, medical insurance, dental insurance, life insurance, workers compensation insurance, clothing allowances and vehicle allowances. 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 primary and secondary rates. 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 TAX – 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. 467 City of Chandler 2010-11 Adopted Budget Schedules and Terms 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. SCENARIO – Unique instances for which budget users may view data or input estimates and projections. For example, the “Est Yr End” scenario would be used to enter estimated year end projections. The “Proposed” scenario would be used to enter the Proposed Budget for the new fiscal year. The “Adopted” and “Adjusted” scenarios would allow users to view Adopted and Adjusted Budget amounts. 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 – Funds established to account for the cost of property and public liability claims, workers compensation claims, or medical claims incurred by the City under a self-insurance program. STAFF SUMMARY – An entry into the Oracle financial system that transfers appropriation from one account, cost center, or fund to another. 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 FEE (SDF) – Also referred to as Impact Fees, SDFs are charged to new development (or higher density redevelopment) to pay for the construction of expansion of capital improvements that are necessitated by and benefit the new development. 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 prior year’s adopted budget and the current year’s adopted budget as a percent change. 468 City of Chandler 2010-11 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 469 City of Chandler 2010-11 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 470 City of Chandler 2010-11 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 471 City of Chandler 2010-11 Adopted Budget Schedules and Terms ACKNOWLEDGEMENTS In a tumultuous world of ever-changing projections and economic upheaval, it truly takes an entire city to build a budget. An entire city did, in fact, build this budget. Streets maintenance workers, recreation leaders, and IT specialists alike came forward with ideas for reducing our deficit once again. Residents and business owners filled the halls at our community budget briefings, sharing their thoughts, suggestions, and concerns. Through all of this, accounting and HR staff, budget liaisons, and cost center managers throughout the City responded quickly and efficiently to a barrage of non-stop demands and seemingly impossible deadlines, researching and analyzing information, running scenarios, and coordinating department responses. Special thanks to the liaisons in each department, and to all of those who assisted them: City Clerk Marla Paddock City Magistrate Carla Boatner City Manager Marian Norris CAPA/Mayor & Council Margaret Coulter Community Services Rynel Aldecoa Downtown Real Estate & Redevelopment Cyndy Rathburn Economic Development Heather Figueroa Fire Debbe Simpkins Human Resources Sonia Ramirez Information Technology Kevin McManus Law Rose Lissy Management Services Kathy Riccomini Municipal Utilities Lexie Rosenfield Neighborhood Resources Niki Tapia Planning & Development Fred Gardner Police Randall Greeley Public Works Liz Denning Thank you to our exceptional budget staff, Janet Northrup, Greg Westrum, Julie Buelt, Helen Parker, and Courtney Friedline for your insight, expertise, and tremendous effort. You have sincerely made this City better for your efforts. Additionally, I would like to thank all of the members of the City Council, the City Manager’s Office, Department Directors, our Management Services Director, Dennis Strachota, and our Assistant Director for Finance, Dawn Lang, for the amazing level of cooperation and coordination we saw during this budget process. Decisions this year were painful and difficult, and you made them with the best interests of the City in mind. Finally, a document such as this cannot come together without a lot of behind-the-scenes work. Thank you to Rick Senffner for your tireless and responsive efforts on the document design, and to all in Print, Mail, and Graphics who made the publication of this document possible. Everyone put in a lot of hours, a lot of effort, and lost a lot of sleep. Thank you to everyone for your sacrifice, for caring about your community, and for continuing to make this city great. Dawn Irvine Budget Manager 472 Phone (480) 782-2254 www.chandleraz.gov/budget Mailing Address Mail Stop 609 P.O. Box 4008 Chandler, Arizona 85244-4008 Budget Division Suite 201 55 North Arizona Place Chandler, Arizona 85225