City of Chandler Annual Budget 2011-12 Chandler Centennial 1912-2012 Chandler’s story begins in the late 1800s, when Dr. Alexander John Chandler arrived from Michigan to the Territory of Arizona to serve as Veterinary Surgeon and develop the cattle industry. He soon purchased eighty acres of land just south of Mesa and opened a trading post, experimenting with various crops and livestock. He became interested in irrigation engineering and helped develop much of the canal system in the southeast Valley. By the turn of the century, Dr. Chandler owned an 18,000-acre ranch. Backed by investors in Michigan and inspired by the development of California cities such as Pasadena, he created a land management company and began subdividing his ranch. In 1911, with the assistance of California planners and architects, Dr. Chandler drew up a town plan located near the center of his ranch, which would include a luxurious winter resort called the San Marcos Hotel. He envisioned a landscaped central park and plaza surrounded by businesses and the hotel. Farms would flourish around the town, developed from his ranch land. On May 17, 1912, Dr. Chandler opened the town site office. One hundred years later, Chandler’s borders have expanded to cover over 70 square miles and the population has boomed -- from 1,600 in 1920 to more than 237,000 today. The City’s economic base has shifted from agriculture to manufacturing and electronics industries. Rows of homes have replaced much of the fields of cotton and livestock. In the heart of Chandler, downtown storefronts have been restored to a modern version of their original early 1900s look. Looking ahead to 2012, the City of Chandler will bring the community together through a host of Centennial events and activities to commemorate the past and celebrate our future. Visit www.chandleraz.gov/100 to learn more about Chandler’s Centennial. City Council Back row from left Matt Orlando, Kevin Hartke, Jack Sellers, Jeff Weninger Front row from left Vice Mayor Trinity Donovan, Mayor Jay Tibshraeny, Rick Heumann Rich Dlugas City Manager Dennis Strachota Management Services Director Dawn Lang Assistant Director for Finance Budget Staff Greg Westrum, Budget Manager Janet Northrup, Sr. Budget and Research Analyst Julie Buelt, Sr. Financial Analyst Courtney Friedline, Budget and Research Analyst Helen Parker, Financial Analyst Stephen Shea, Acting Budget Management Assistant Dear Chandler Resident: It is a privilege to present you with the Fiscal Year 2011-12 Chandler City budget. This document will help to guide us through the coming year. As you will see within these pages, this year’s budget also represents 100 years of development and success as a community. I feel fortunate to serve as Mayor during Chandler’s Centennial gala throughout 2012. It will be a time of reflection and a time of celebration. As a native of Chandler, I am personally thrilled to be involved in this process. I have witnessed quite a bit of change over the years, and look forward to many more years of achievement through managed growth and development. From the visionary plans of Dr. A.J. Chandler to the educational, business and civic leaders of today, we can all be very proud of our community. We share a great story and a rich heritage here in our community. Chandler remained an agricultural community through much of its past and weathered the challenges of the Great Depression and war years. In the mid-1980s, the electronics age took Chandler by storm with companies like Rogers, Intel and Microchip, forever changing the landscape. From there, we became the envy of the Valley with a balanced mix of employment opportunities, a strong housing stock and finally, a wide-ranging and diverse retail component. These are still very challenging times for us from a fiscal standpoint. The Great Recession continues to have lingering effects on our economy. But, for the first time in several years, this budget does not include cuts in municipal services or staffing levels. The fiscal policies the City Council has held to over the past many years has helped Chandler get through the economic storm better than most cities in the region. We are seeing some positive trends in our sales tax collections. We have maintained our AAA bond ratings with a “positive outlook” from the rating agencies – one of just two cities in the state with that designation. And, we still deliver services to our residents at the lowest cost of any city in the Valley. Returning as Mayor, I was very pleased to be a part of such an extensive and transparent budget process. We held three citizen workshops and three City Council work sessions in addition to the regular meeting schedule leading up to its adoption. The 2012-2021 Capital Improvement Program contains some important streets projects that include the widening of Gilbert Road from Queen Creek Road to Chandler Heights Road over the next two years. We will also widen Ocotillo Road from Arizona Avenue to McQueen Road over the next two years and make intersection improvements at Ray and Alma School roads. The economy has not allowed us to continue to build recreational amenities at the same rate as in the past. However, we have identified capital for maintenance and upgrades in this year’s budget as well as plans for two new neighborhood parks in the next several years. As Chandler turns 100, we have much to celebrate. Though it has been a challenging time for us, we continue to move in a positive direction, and continue to lead the region as a very progressive community filled with great people doing wonderful things. Sincerely, Jay Tibshraeny Mayor City of Chandler 2011-12 Adopted Budget TABLE OF CONTENTS Page Readers Guide ....................................................................................................................................................... viii Quick Reference Guide ........................................................................................................................................... ix 1. Executive Summary FY 2011-12 Budget Message .............................................................................................................................. 1 General Fund 5-Year Ongoing Forecast.............................................................................................................. 4 General Fund Balance Projection ........................................................................................................................ 6 Revenue Summaries............................................................................................................................................ 7 Expenditure Summaries ....................................................................................................................................... 8 Ongoing Savings and Efficiencies for Reallocation ............................................................................................. 9 Capital Improvement Summaries ....................................................................................................................... 10 2. Community and Organizational Profile City of Chandler Logo ........................................................................................................................................ 11 City of Chandler and Neighboring Communities Map ........................................................................................ 12 2010-11 Government Finance Officers Association Award ............................................................................... 13 City of Chandler Mission Statement................................................................................................................... 14 Biographies of City Officials ............................................................................................................................... 15 List of City Officials, Department Heads, and Directors ..................................................................................... 20 Organizational Chart .......................................................................................................................................... 21 City Map ............................................................................................................................................................. 22 Community Profile .............................................................................................................................................. 23 Demographics and Service Statistics ................................................................................................................ 26 3. Budget Policies, Process, and Decisions Strategic Goals and Organizational Priorities .................................................................................................... 31 Financial Policies ............................................................................................................................................... 34 Highlights of the 2011-12 Budget/ 2012-2021 CIP Calendar............................................................................. 40 2011-12 Process Flowchart ............................................................................................................................... 41 2011-12 Budget Process Detail ......................................................................................................................... 42 Major Budget/Financial Issues ........................................................................................................................... 44 2011-12 Budgetary Additions and Reductions................................................................................................... 48 Addition Summaries ........................................................................................................................................... 48 Addition Detail .................................................................................................................................................... 50 Reallocation Summaries .................................................................................................................................... 54 4. Financial and Personnel Overviews 2011-12 Adopted Budget Summaries ................................................................................................................ 57 Where the Money Comes From – Total City Revenues .................................................................................... 58 Where the Money Goes – Total City Expenditures ............................................................................................ 59 Departmental Budget Comparison ..................................................................................................................... 60 i City of Chandler 2011-12 Adopted Budget TABLE OF CONTENTS (continued) Page Cost Center Budget Comparison ....................................................................................................................... 61 Fund Structure – Definitions of Fund Types ...................................................................................................... 64 Fund Structure Financial Chart .......................................................................................................................... 66 General Fund Revenues .................................................................................................................................... 67 General Fund Expenditures ............................................................................................................................... 68 Special Revenue Fund Revenues and Expenditures ........................................................................................ 69 Enterprise Operational Fund Revenues and Expenditures ............................................................................... 70 Major Funds Summaries .................................................................................................................................... 71 Fund Balance Analysis....................................................................................................................................... 74 Summary of Revenues, Expenditures, and Changes in Fund Balance ............................................................. 76 Personnel Summary by Department and Cost Center ...................................................................................... 78 Personnel Distribution by Department ............................................................................................................... 80 New Positions 2011-12 ...................................................................................................................................... 80 Population per Employee Charts ....................................................................................................................... 81 5. Resources Summary of Resources Categorical Comparisons ............................................................................................................................ 83 Fund Balances ............................................................................................................................................. 84 Sale of Bonds/Certificates of Participation .................................................................................................. 85 Grants .......................................................................................................................................................... 86 Summary of Revenues ................................................................................................................................ 87 Significant Revenues: Local Taxes and Licenses: Franchise Fees ..................................................................................................................................... 88 Transaction Privilege (Sales) and Use Tax........................................................................................... 89 Other Licenses ...................................................................................................................................... 91 State/County Shared Revenues: State Shared Sales Tax ........................................................................................................................ 92 Vehicle License Tax ............................................................................................................................. 93 Highway Users Tax ............................................................................................................................... 94 Regional Transportation (Sales) Tax .................................................................................................... 95 Urban Revenue Sharing........................................................................................................................ 96 Lottery Entitlement ................................................................................................................................ 97 Charges for Services: Engineering Fees .................................................................................................................................. 98 Building Division Fees ........................................................................................................................... 99 Planning Fees ..................................................................................................................................... 100 Public Safety Miscellaneous ............................................................................................................... 101 Library Revenues ................................................................................................................................ 102 Parks and Recreation Fees ................................................................................................................ 103 ii City of Chandler 2011-12 Adopted Budget TABLE OF CONTENTS (continued) Page Miscellaneous Receipts: Other Receipts .................................................................................................................................... 104 Interest on Investments ....................................................................................................................... 105 Leases ................................................................................................................................................. 106 Court Fines .......................................................................................................................................... 107 Enterprise Revenues: Water Sales ......................................................................................................................................... 108 Wastewater Service ............................................................................................................................ 109 Solid Waste Service ............................................................................................................................ 110 Other Utility Charges ........................................................................................................................... 111 System Development Fees: Water System Development Fees ...................................................................................................... 112 Wastewater System Development Fees ............................................................................................. 113 General Government Impact Fees...................................................................................................... 114 Interfund Charges: Interfund Charges ............................................................................................................................... 115 Interfund Transfers .............................................................................................................................. 116 Property Tax Summary .............................................................................................................................. 117 Fee Increases ............................................................................................................................................ 119 6. General Government General Government Organizational Chart ..................................................................................................... 121 General Government Overview ....................................................................................................................... 122 Mayor and Council (1020) ................................................................................................................................ 123 Communications and Public Affairs Administration (1070) .............................................................................. 125 Video Production (1071) ............................................................................................................................ 129 Print, Mail, and Graphics (1210) ................................................................................................................ 131 City Clerk (1030) .............................................................................................................................................. 133 City Magistrate (1050) ...................................................................................................................................... 136 Law (1300) ....................................................................................................................................................... 139 Liability Litigation (1310) ............................................................................................................................ 143 City Manager Administration (1040) ................................................................................................................ 145 Economic Development (1520) ................................................................................................................. 147 Downtown Redevelopment (1540) ...................................................................................................... 152 Economic Development Capital (1550) .............................................................................................. 154 Tourism (1580) .................................................................................................................................... 155 Downtown Real Estate (3080) ................................................................................................................... 157 Human Resources (1250) ......................................................................................................................... 158 Information Technology Service Delivery Management & Administration (1199) ..................................... 161 Information Technology Applications Support (1200) .........................................................................165 Information Technology Infrastructure & Client Support (1280) ......................................................... 169 iii City of Chandler 2011-12 Adopted Budget TABLE OF CONTENTS (continued) Page Information Technology Oversight Committee (ITOC) Operations (1286) ......................................... 171 Information Technology Oversight Committee (ITOC) Capital (1285) ................................................ 173 Information Technology Citywide Infrastructure Support Capital (1287) ............................................ 174 Neighborhood Resources (1060) .............................................................................................................. 175 Code Enforcement (1061) ................................................................................................................... 180 Neighborhood Resources Capital (1065)............................................................................................ 182 Housing and Redevelopment (4650) .................................................................................................. 183 Community Development (4700) ........................................................................................................ 186 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)....................................................................................................................................... 202 Parks Administration (4510) ............................................................................................................................. 203 Aquatics (4520) ................................................................................................................................................ 205 Parks Operations (4530) .................................................................................................................................. 207 Recreation (4550) ............................................................................................................................................ 209 Sports and Fitness Facilities (4551) ................................................................................................................. 211 Nature and Recreation Facilities (4555) .......................................................................................................... 213 Other Recreation Facilities (4559) ................................................................................................................... 215 Museum (4560) ................................................................................................................................................ 217 Parks Capital (4580) ........................................................................................................................................ 219 8. Fire Department Fire Department Organizational Chart ............................................................................................................. 221 Fire Department Overview ............................................................................................................................... 222 Administration (2210) ....................................................................................................................................... 224 Fleet Services (1270) ....................................................................................................................................... 228 Emergency Services (2220) ............................................................................................................................. 230 Operations (2230) ............................................................................................................................................ 234 Prevention and Preparedness (2240) .............................................................................................................. 237 Fire Capital (2250) ........................................................................................................................................... 240 Support Services (2260) .................................................................................................................................. 241 Training (2270) ................................................................................................................................................. 244 Fire Community Programs & Preparedness (2280) ......................................................................................... 245 9. Management Services Management Services Department Organizational Chart ............................................................................... 247 Management Services Overview ..................................................................................................................... 248 iv City of Chandler 2011-12 Adopted Budget TABLE OF CONTENTS (continued) Page Administration (1180) ....................................................................................................................................... 250 Budget (1195) .................................................................................................................................................. 253 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 Contingencies/Reserves (1290) ........................................................................................ 279 Non-Departmental Capital (1291) .................................................................................................................... 280 Non-Departmental Capital Contingencies/Reserves (1291) ............................................................................ 281 Capital Replacement ........................................................................................................................................ 282 Technology Replacement ................................................................................................................................ 283 Fleet Replacement ........................................................................................................................................... 284 10. Municipal Utilities Municipal Utilities Department Organizational Chart ....................................................................................... 285 Municipal Utilities Overview ............................................................................................................................. 286 Municipal Utilities Administration (3050) .......................................................................................................... 288 Solid Waste Services (3700) ............................................................................................................................ 290 Water Distribution (3800) ................................................................................................................................. 293 Water Capital (3820) ........................................................................................................................................ 295 Water Treatment Plant (3830) ......................................................................................................................... 296 Environmental Resources (3840) .................................................................................................................... 299 Water Quality (3850) ........................................................................................................................................ 303 Water Production Facilities (3860) ................................................................................................................... 305 San Tan Vista Water Treatment Plant (3870) .................................................................................................. 308 Meter Services (3880) ...................................................................................................................................... 309 Wastewater Collection (3900) .......................................................................................................................... 311 Wastewater Capital (3910)...............................................................................................................................313 Wastewater Reverse Osmosis (3930) ............................................................................................................. 314 Wastewater Treatment (3940) ......................................................................................................................... 316 Wastewater Quality (3950)...............................................................................................................................318 Airport Water Reclamation Facility (3960) ....................................................................................................... 320 Ocotillo Water Reclamation (3970) .................................................................................................................. 322 11. Police Department Police Department Organizational Chart ......................................................................................................... 323 v City of Chandler 2011-12 Adopted Budget TABLE OF CONTENTS (continued) Page Police Overview ............................................................................................................................................... 324 Police Administration (2010) ............................................................................................................................ 326 Professional Standards (2015) ........................................................................................................................ 329 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) ..................................................................................... 356 Planning Administration (1500) ........................................................................................................................ 358 Planning (1510) ................................................................................................................................................ 359 Long Range Planning (1515) ........................................................................................................................... 363 Development Services (1530) .......................................................................................................................... 364 Civil Engineering (1535) ................................................................................................................................... 367 Planning Capital (1560).................................................................................................................................... 368 Engineering (3020)........................................................................................................................................... 369 Transportation and Operations Administration (3030) ..................................................................................... 374 Engineering Capital (3060) .............................................................................................................................. 375 Real Estate (3070) ........................................................................................................................................... 376 Streets (3300) .................................................................................................................................................. 377 Streets Capital (3310) ...................................................................................................................................... 381 Traffic Engineering (3330)................................................................................................................................ 382 Transit Services (3340) .................................................................................................................................... 386 Street Sweeping (3350) ................................................................................................................................... 389 Airport (4100) ................................................................................................................................................... 391 Airport Capital (4110) ....................................................................................................................................... 394 13. Capital Budget The Capital Budget .......................................................................................................................................... 395 Major Capital Program (CIP Summaries) ........................................................................................................ 396 New Capital Improvement Project Funding for FY 2011-12 ............................................................................ 397 Revenue Sources for Major Capital Programs ................................................................................................ 402 Operating and Capital Budgets - Their Relationship ....................................................................................... 403 Major Capital Program by Function and by Cost Center ................................................................................. 405 vi City of Chandler 2011-12 Adopted Budget TABLE OF CONTENTS (continued) Page 2011-12 Major Capital Detail............................................................................................................................ 406 Neighborhood Programs ........................................................................................................................... 406 Economic Development............................................................................................................................. 406 Planning ..................................................................................................................................................... 406 Non-Departmental ..................................................................................................................................... 407 Information Technology Oversight Committee (ITOC) Capital .................................................................. 407 Geographic Information Systems/Information Technology .......................................................................408 Library ........................................................................................................................................................ 408 Community Services – Parks and Recreation ........................................................................................... 408 Police ......................................................................................................................................................... 409 Fire ............................................................................................................................................................ 409 Municipal Utilities – Water and Wastewater .............................................................................................. 410 Transportation & Development – Streets .................................................................................................. 411 Transportation & Development – Airport ................................................................................................... 412 Capital Replacement Budget ........................................................................................................................... 413 14. Bonded Debt Bonded Debt Obligations ................................................................................................................................. 415 Debt Service (7500) ......................................................................................................................................... 416 General Obligation Bond Capacity Available ................................................................................................... 417 Summary of Outstanding Bonds by Type ........................................................................................................ 418 Annual Bond Obligation for All Existing Bonds and Obligations ...................................................................... 419 Schedule of Total Outstanding Debt ................................................................................................................ 420 Combined General Obligation 6% Capacity Portion Outstanding ................................................................... 422 Combined General Obligation 20% Capacity Portion Outstanding .................................................................423 Combined General Obligation Enterprise Supported ...................................................................................... 424 Combined General Obligation Ad Valorem Supported .................................................................................... 425 Water and Sewer Revenue Bonds ................................................................................................................... 426 Street and Highway User Revenue Fund (HURF) Bonds................................................................................ 427 Excise Tax Revenue Obligations ..................................................................................................................... 428 Improvement District Bonds ............................................................................................................................. 429 15. Schedules and Terms Schedules and Terms ...................................................................................................................................... 431 Resolution No. 4508 Adopting 2011-12 Budget .............................................................................................. 432 Budget Schedules (Auditor General Summaries) ............................................................................................ 435 Schedule 1 – Total Expenditure and Budget by Fund ..................................................................................... 448 Schedule 2 – Summary of Department Total FY 2011-12 Budget by Fund .................................................... 450 Revised Salary Plan ......................................................................................................................................... 452 Expenditure Categories.................................................................................................................................... 462 Glossary of Terms ............................................................................................................................................ 463 Acronyms ......................................................................................................................................................... 469 Acknowledgements .......................................................................................................................................... 473 vii City of Chandler 2011-12 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 presents 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 2011-12 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 2010-11 Budget and the 2011-12 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 2011-12 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 21 Who are the major employers in Chandler? Community Profile p 23 What are some of the annual events sponsored by the City? Community Profile p 25 What is the population of the City? Demographics p 26 What are the City’s major expenditures? Cost Center/Department Summary Budget Comparisons; and Details by Department/Cost Center pp 61-63, 121-394 How many staff does the City employ? Personnel Summaries pp 78-79 What is the budget development process? Budget Process pp 41-43 What are the major issues in the budget? Major Budget/Financial Issues pp 44-47 What are the City’s major revenue sources? Resources Section pp 85-120 What portion of the annual budget is allocated to Capital Improvements? Where the Money Goes Capital Budget p 59 p 395 What Major Capital Programs are scheduled for 2011-12? 2011-12 Major Capital Program pp 396-413 ix City of Chandler 2011-12 Adopted Budget x City of Chandler 2011-12 Adopted Budget Executive Summary FY 2011-12 BUDGET MESSAGE To Chandler City Council and Citizens: I am pleased to submit to you the City of Chandler budget for FY 2011-12, as adopted by the Council on June 9, 2011. This adopted budget, including several Council budget amendments (see page 47), represents the culmination of three citizen budget workshops, three Council budget work sessions, and many other discussions. This is the first time in four years that we did not reduce the City’s General Fund operating budget. We still face our fiscal challenges, particularly with our capital improvement program, but efficiencies and savings reflected in this budget will not result in further service reductions to citizens and taxpayers next year. Revenue Growth Reemerges The City emerged from a three-year long recession with hopeful signs of revenue recovery. Although overall, General Fund revenues are still down in FY 2010-11 from the prior fiscal year, the City saw growth year over year in its single largest General Fund revenue source transaction privilege taxes, commonly known as the local sales tax. Sixteen consecutive months of growth for this revenue source is expected to continue into next year, paving the way for positive, albeit small growth, in total General Fund revenues for FY 2011-12. This growth will not be sufficient yet to cover the gap between ongoing revenues and ongoing spending next fiscal year, but the Budget Stabilization Reserve established in last year’s budget will be tapped as planned to cover an estimated $2.9 million budget gap. Our five-year financial forecast still places us, however, on target to balance the General Fund operating budget with ongoing revenues by FY 2013-14. State Reductions and Preemptions Advance While the City has managed to rebound from a loss in own source revenues that resulted from the recession, the same cannot be said for the State. The State of Arizona did address its projected deficit but not without adversely affecting Arizona local governments. While the Governor made efforts to minimize the impact to cities and counties, the State Legislature did cut shared revenue dollars and erode local tax bases by preempting local authority over taxes and fees. For example, legislation passed that would significantly restrict local ability to impose impact fees on new developments, which effectively shifts the burden of financing public infrastructure intended to support new residential and commercial construction to existing taxpayers. In the end, the session resulted in reductions of about $1.6 million for the City as the State has retained a greater share of Highway User Fee Revenues. Much of that was already anticipated in the City’s financial projections. What is less clear is the impact of intra-business lease transaction exemptions from local sales taxes approved this legislative session and how the Legislature will deal with the ramifications of closing its budget gap next year or facing shortfalls in coming fiscal years. Property Tax Assessed Values Drop With a two-year lag before assessed values catch up with market prices, the City’s assessed values will decline for the second consecutive year. Primary assessed values are expected to decline by 16.5 percent and secondary assessed values by 20.7 percent for FY 2011-12. The drop in primary assessed values will result in a loss of primary property taxes of over $1 million from the FY 2010-11 revised estimates or less than 1 percent of total General Fund revenues. The impact of the secondary assessed value loss is much greater. The secondary tax levy is used exclusively to pay debt service on bonds sold to finance essential, non-enterprise public infrastructure (e.g., streets and parks maintenance and improvements). The known decline in secondary assessed values (full market value) next year of 20.7 percent and a projected reduction of 10 percent in 12-13 not only reduces the capacity to pay debt service and issue new bonds next year, but for several years to come. 1 City of Chandler 2011-12 Adopted Budget Executive Summary Addressing Future Uncertainty The improvement in local sales tax revenues countered with the continued decline in property tax revenues, the uncertainty surrounding State action, and a struggling national and global economy make the City’s financial future still a bit uncertain. The adopted budget takes the following steps in the FY 2011-12 budget to provide additional financial stability. Reallocate $2.1 million in Savings/Efficiencies Early during budget preparation, Departments identified savings and efficiencies from their base budgets that was made available for reallocation to higher priority needs. The savings for the General Fund tallied $2.1 million and included such items as $490,000 in operations and maintenance accounts reductions, removal of $493,000 in non-perennial contracts from the ongoing budget, and $100,000 in energy costs savings tied to a new energy management system. These savings were used for increases in employee compensation, which with the exception of that covered by existing labor contracts, has not increased over the last two fiscal years. Less than $1 million in General Fund ongoing decision packages are included in this adopted budget and will be funded with projected increased collections in ongoing revenues. These spending increases are necessary to maintain essential services and represent costs that are largely outside the control of the City. These packages along with one-time requests are listed in the Budget Policies, Process and Decisions section of this adopted budget. Build Reserves To address the uncertainty surrounding future State legislative actions and economic recovery, the adopted budget adds $10 million to the Budget Stabilization Reserve, bringing the total in the reserve to just under $13 million. The Council created the Reserve with the FY 2010-11 budget to cover the projected gap between ongoing revenues and ongoing expenses. Under the revised City financial policies, the Reserve can be used to cover those gaps but in not more than three consecutive fiscal years. The Reserve will not solve any ongoing problem, but rather buys some time should the State further erode City revenues or should the economy not recover as quickly as estimated within the next two fiscal years. New with this budget, the Council has agreed to establish an Infrastructure Maintenance Reserve to provide funding for future capital maintenance projects should the City fall further behind in its upkeep of existing infrastructure as a result of further declines in property tax assessed values. The FY 2011-12 budget appropriates $2,622,000 of a $6.7 million reserve. This Reserve will be particularly important should assessed values not produce sufficient growth to either finance debt service or initiate maintenance projects. This is in addition to the reserve created after the FY 2010-11 budget was adopted, that provides $2,600,000 in one-time funding from prior year savings “for a future purpose to be determined by the City Council.” Create Funding Capacity for CIP Over the last two fiscal years, the City has lost capacity to fund more than $500 million in capital improvements as the result of the economic recession. This capacity is expected to decline further as the secondary property tax assessed values drop further as the assessed values catch up with sharp market price reductions. Over FY 2010-11 and FY 2011-12 secondary assessed values will drop by over 30 percent. In FY 2012-13, those values are projected to fall another 10 percent. An upturn in values was originally anticipated for FY 2013-14 but 2011 market values (which will determine 2013 assessed values) have not shown any positive signs. With those large declines, the City’s ability to meet just debt service payments, much less to fund any new debt, continues to face challenges. The 9 cent secondary property tax rate increase approved as part of this budget will meet the near-term debt service requirements for the City, but any future declines in assessed values beyond what is already anticipated will be cause for concern in future years. Ensuring Fiscal Sustainability This and previous budgets have taken measures to ensure that the City is able to balance its operating and capital budgets over the short run. Some of these measures, specifically the Budget Stabilization and 2 City of Chandler 2011-12 Adopted Budget Executive Summary Infrastructure Maintenance reserves, bode well for the long-term as well. These reserves make it more likely the City will be able to meet essential obligations going forward. Underlying certainty still exists however with tepid economic growth and reliance on status quo budgets over the next several years. Prospects that Chandler will lead the Valley in economic recovery were buoyed with Intel’s announcement it will expand its production facilities in the City creating 900 or more new high-paying jobs. To ensure continued growth, the City will need to provide essential public services and infrastructure to continue to make it attractive for businesses and their employees. A partial answer to how the City can continue to innovate and finance its facilities and operations lies in identifying its capacity for doing that. Good progress was made this past year on developing a long-range financial plan to help in that effort. Completing work on that plan and deciding on which strategies to pursue to ensure continued fiscal sustainability will be the next big financial task we face. Acknowledgments Budget preparation this year was more constructive and less contentious with early collaboration and dialogue among budget participants. My sincere thanks to department directors and their staff who helped to identify additional savings and efficiencies early on in the budget process. As always, special recognition to budget staff and budget liaisons who made this one of the smoothest and flawless budget processes in recent years. Lastly, my special thanks to citizens who shared their views and concerns, and to the Mayor and Council, for their candid and supportive advice and feedback as we worked through some challenging issues over the course of budget development and adoption this year. Respectfully, Rich Dlugas City Manager 3 City of Chandler 2011-12 Adopted Budget Executive Summary GENERAL FUND 5-YEAR ONGOING FORECAST An important part of the budget process is the preparation of the General Fund 5-year ongoing forecast to assist the City with sound financial decisions. A preliminary version of this forecast was reviewed in January with Mayor and Council. The forecast was then updated in February with revised General Fund revenue and expenditure projections, which includes updated property tax revenues after receiving assessed values from Maricopa County, and State Shared revenues based on information provided by the League of Arizona Cities and Towns. The proposed budget was based on the updated forecast from March 7, 2011. The General Fund 5-Year Ongoing Forecast on the following page is updated to reflect the final adopted FY 11-12 budget for the City of Chandler. The forecast anticipates modest total revenue growth between 3%- 4% annually, increases in employee benefit costs, increases for costs not directly controlled by the City (e.g., utility costs, software system maintenance costs), additions to the operating budget resulting from new capital improvements (additional staff, landscape maintenance costs, utilities, etc.), and Highway User Revenue Fund (HURF) reductions that will result in a shift of operating costs to the General Fund. Major assumptions used in developing this General Fund 5-year ongoing forecast are: MAJOR REVENUES Local Sales Tax Primary Property Tax State Shared Sales Tax Urban Revenue Sharing Vehicle License Tax FY11-12 over FY 10-11 Revised +2.5% -12.3% +4.8% -11.4% +6.3% FY12-13 FY13-14 FY14-15 FY15-16 +4% -10% +4% +5% +4% +4% +4% +4% +6% +4% +3% +4% +3% +4% +3% +3% +4% +3% +4% +3% 1.5% 0% 0% 0% +1.5% +2.5% +10% 1.5% 0% 0% 0% +1.5% +2.5% +10% 1.5% 0% 0% 0% +1.5% +2.5% +10% 1.5% 0% 0% 0% +1.5% +2.5% +10% PERSONNEL EXPENSES Vacancy Savings Rate Cost of Living Raises* Merit Increases* Police Market Increases AZ State Retirement System Public Safety Retirement System Health Premium Costs 1.5% 2.25% 0% 0% +1% +2% +10% OTHER EXPENSES Base Budget Inflation Rates 0% 0% 0% 0% 0% Utility & Software Maintenance $0 $350,000 $0 $0 $0 Capital Project Operations & $70,394 $304,900 $141,400 $24,700 $2,500 Maintenance HURF Reduction, shift to $0 $1,000,000 $0 $0 $0 General Fund *The bargaining groups and non-represented employees chose what form to take the 2.25% (i.e. COLA, Merit, benefits, or a combination thereof) 4 City of Chandler 2011-12 Adopted Budget Executive Summary Revenues and Other Sources Local Taxes and Licenses Franchise Fees Transaction/Privilege Tax Other Licenses State Shared Revenues State Shared Sales Tax Vehicle License Tax Urban Revenue Sharing Charges for Services Engineering Fees Building Division Fees Planning Fees Public Safety Miscellaneous Library Revenues Parks & Recreation Fees Miscellaneous Receipts Sale of Fixed Assets Other Receipts Leases Court Fines Interest on Investments Property Tax Primary Taxes (General Levy) Indirect Cost Allocation/Transfers 2.0% 4.1% 3.1% 2,878,000 87,602,500 480,100 2.0% 4.1% 3.1% 2,935,800 90,246,800 494,800 2.0% 3.0% 3.1% 2,994,800 2.0% 92,974,100 3.0% 509,800 3.0% 4.8% 17,387,400 6.3% 7,962,700 19,929,800 -11.4% 16,700,000 96.0% 7,670,200 96.3% 19,929,800 100.0% 17,380,000 7,980,000 20,930,000 4.1% 4.0% 5.0% 18,100,000 8,300,000 22,190,000 4.1% 4.0% 6.0% 18,650,000 8,550,000 23,080,000 3.0% 3.0% 4.0% 19,210,000 3.0% 8,810,000 3.0% 24,010,000 4.0% -1.4% 37.4% -6.3% -1.4% 2.6% 0.3% 653,300 100.0% 2,991,500 74.9% 189,400 79.6% 4,318,500 100.0% 595,000 100.0% 2,992,500 99.9% 663,300 3,137,100 192,200 4,413,200 609,300 3,053,000 1.5% 4.9% 1.5% 2.2% 2.4% 2.0% 668,500 3,321,700 195,100 4,511,000 624,300 3,114,900 0.8% 5.9% 1.5% 2.2% 2.5% 2.0% 671,400 3,452,200 198,000 4,611,900 639,700 3,178,200 0.4% 3.9% 1.5% 2.2% 2.5% 2.0% 674,500 3,587,900 201,000 4,716,400 655,400 3,242,400 0.5% 3.9% 1.5% 2.3% 2.5% 2.0% 25,000 -4.6% 890,000 -20.1% 366,300 54.0% 0.4% 3,395,000 1,700,000 30.8% 25,000 100.0% 860,000 96.6% 366,300 100.0% 3,330,000 98.1% 1,500,000 88.2% 25,500 2.0% 869,600 1.1% 601,200 64.1% 3,417,900 2.6% 1,650,000 10.0% 26,100 2.4% 879,500 1.1% 713,500 18.7% 3,508,600 2.7% 1,732,500 5.0% 26,700 889,500 713,500 3,601,700 1,819,200 2.3% 1.1% 0.0% 2.7% 5.0% 27,300 899,800 713,500 3,697,300 1,910,200 2.2% 1.2% 0.0% 2.7% 5.0% 8,243,200 -12.3% 8,093,200 7,290,000 -9.9% 7,590,000 4.1% 7,900,000 4.1% 8,220,000 4.1% 7,966,900 7,966,900 100.0% 8,180,300 8,181,000 0.0% 8,181,000 0.0% 8,181,000 0.0% 653,300 3,991,500 238,000 4,318,500 595,000 2,995,250 Total Revenues 170,900,850 Expenditures & Other Uses Ongoing Personnel Services Less Vacancy Savings (1.5%) Ongoing Base Budget HURF Shift of Funding CIP Operations and Maintenance One-Time Operating Expenditures 128,307,200 (1,925,000) 38,876,025 8,621,250 Total Expenditures 173,879,475 Cumulative Ongoing Surplus/(Deficit) Budget Stabilization Reserve Committed in Adopted Budget Cumulative Ongoing Surplus/(Deficit) after Applying One-Time Reserve -1.2% 0.6% 162,279,600 98.2% 95% 167,840,000 128,307,200 (1,925,000) 38,876,025 - 0.5% 165,258,225 2.7% 2014-15 Ongoing Amount 2015-16 Ongoing Amount % Change in On-Going 2,821,400 84,160,200 465,800 2013-14 Ongoing Amount % Change in On-Going 2,766,000 100.0% 80,880,000 92.9% 452,000 100.0% 2012-13 Ongoing Amount % Change in On-Going -0.3% 2.7% -3.9% 2011-12 Ongoing Amount % Change in On-Going 2,766,000 87,025,000 452,000 On-Going % of Budget Revenue Description Adopted 2011-12 Total Ongoing & One-Time % Change over FY10-11 Revenue GENERAL FUND 5-YEAR ONGOING FORECAST 3.4% 174,617,300 4.0% 179,840,400 3.0% 185,235,400 3.0% 132,054,700 (1,981,000) 38,876,000 1,000,000 654,900 2.9% 135,981,200 3.0% 139,632,700 2.7% 143,473,200 2.8% 170,604,600 3.2% 174,613,500 2.3% 178,235,700 2.1% 182,020,700 3,800 1,604,700 3,214,700 (2,978,625) (2,978,625) (2,764,600) 2,978,625 2,978,625 2,764,600 0 0 0 0.0% 0.0% 0.0% (2,040,000) 38,876,000 0.0% 1,000,000 0.0% 796,300 21.6% 3,800 (2,094,000) 38,876,000 0.0% 1,000,000 0.0% 821,000 3.1% 1,604,700 (2,152,000) 38,876,000 0.0% 1,000,000 0.0% 823,500 0.3% 2.1% 3,214,700 Ongoing vs. One-Time The City projects current General Fund revenues and determines what portion can be sustained as ongoing revenues to support ongoing expenses. Prior to the recession, the ongoing portion of current revenues was about 83%. The 17% of revenues deemed to be one-time was a result of the expected decline in sales tax collections as the City reached build out. Because the City’s budget is comprised largely of elastic revenues that can fluctuate widely from year to year and forecasts in general are not precise, ongoing current revenues are not expected to exceed 95% of total estimated revenues. Budget Stabilization Reserve A budget stabilization reserve was created within the General Fund to help offset operating deficits resulting from the economic recession that could otherwise create adverse service impacts. Under the City’s Financial Policies, the Council may add to the reserve from time to time, but not draw from it for more than three consecutive fiscal years. 5 City of Chandler 2011-12 Adopted Budget Executive Summary GENERAL FUND BALANCE PROJECTION The graph below shows projected ending General Fund balance from FY 2010-11 through FY 2015-16. The fund balance began FY 2010-11 at $166 million and is expected to end June 30, 2011 at about $117 million. About 39 percent of the 2010-11 appropriation or over $43 million is related to capital and economic development projects, including City Hall construction. Another $23 million is related to prefunding of Medical Self-Insurance Reserve, Voluntary Separation packages, and Budget Stabilization Reserve drawdown. In 2011-12, capital and economic development spending comprise much of the fund balance appropriation, but at reduced levels. Spending of fund balance over the next 5 years (2012-2016) is expected to total $56 million. Over the five years, some of those drawdowns occur once (e.g.,capital and economic development projects) while others, although one-time for any one item, are reoccurring (e.g., contributions to the City’s risk funds). By the end of FY 2015-16, the fund balance is expected to be down to $62 million, after nearly $66 million in one-time revenues are added over that same period. Over half of that $62 million is designated for reserves (e.g., $22.2 million in the 12% Contingency) that should be maintained at a certain level and not spent for other purposes. 6 City of Chandler 2011-12 Adopted Budget Executive Summary REVENUE SUMMARIES The tables below show total City Revenues by Category (excluding interfund transfers, fund balance, bond proceeds and grants) and General Fund Operating Revenues by Source. FY 2011-12 revenues reflect a $92 million reimbursement from the anticipated Intel Plant Expansion. Total Revenues by Category shows that current revenues in FY 2011-12 will be up 30.6 percent over the adjusted budget for FY 2010-11, and 25 percent over the actuals for FY 2009-10. Excluding the one-time Intel reimbursement, total revenues in FY 2011-12 are anticipated to increase 2.7% over the FY 2010-11 adjusted budget, and decrease 1.8 percent over the actuals for FY 2009-10. The General Fund Operating Revenues by Source table is reflecting a slight increase of 0.6% in revenues for the first time in two years. This is an indicator that economic recovery is taking hold. Although Urban Revenue Sharing (State shared income tax collections) continues to decline since it reflects collections from two years ago, the City’s Transaction Privilege Sales Tax is expected to increase 2.5% in FY 2011-12 over the FY 201011 adjusted budget. Total City Revenues by Category Revenues by Category Local Taxes and License State/County Shared Revenue Charges for Services Miscellaneous Receipts Enterprise Revenue System Development Fees Interfund Charges Property Tax Total Revenues by Category Less Intel Plant Expansion Reimbursement* Total Revenues by Category Adjusted 2009-10 Actual 2010-11 Adjusted Budget 2011-12 Adopted Budget $ 84,741,314 85,715,906 14,712,831 16,869,611 83,721,074 11,485,394 6,272,738 40,623,069 $ 344,141,937 $ 344,141,937 $ 86,713,900 59,701,331 12,711,215 14,638,948 93,068,027 10,677,087 16,337,038 35,265,000 $ 329,112,546 $ 329,112,546 $ 88,763,000 56,924,900 15,916,850 103,199,431 101,010,712 11,040,000 21,003,814 31,802,600 $ 429,661,307 (91,675,977) $ 337,985,330 % Change Adopted Adjusted 2.4% -4.7% 25.2% 605.0% 8.5% 3.4% 28.6% -9.8% 30.6% 2.7% * In FY 2011-12, Other Receipts under the Miscellaneous Receipts category includes reimbursement revenue of $91,675,977 (Water Fund $3,900,000 and Wastewater Fund $87,775,977) for the Intel Plant Expansion in which the City will pay for the utility infrastructure costs and Intel will reimburse the City for these costs. General Fund Operating Revenues by Source Major Revenue Sources Transaction Privilege Sales Tax Franchise Fees and Other Licenses State Shared Sales Tax Vehicle License Tax Urban Revenue Sharing Primary Property Tax Charges for Services Miscellaneous Receipts Indirect Cost Allocation (from Enterprise Funds) Total Major Revenue Sources Less One-Time Receipts* Total Major Revenue Sources Adjusted 2009-10 Actual $ 80,124,316 4,616,997 18,436,531 8,546,595 29,804,513 10,280,321 13,306,015 9,615,894 8,794,627 $ 183,525,809 $ 183,525,809 2010-11 Adjusted Budget 2011-12 Adopted Budget $ 82,442,400 $ 84,517,000 4,271,500 4,246,000 16,584,000 17,387,400 7,490,700 7,962,700 22,493,000 19,929,800 9,400,000 8,243,200 11,916,550 12,914,850 10,526,226 7,733,000 8,066,900 7,966,900 $ 173,191,276 $ 170,900,850 (3,351,576) $ 169,839,700 $ 170,900,850 % Change Adopted Adjusted 2.5% -0.6% 4.8% 6.3% -11.4% -12.3% 8.4% -26.5% -1.2% -1.3% 0.6% * In FY 2010-11, one-time receipts for the final capital reimbursement for the Art Center project ($1,780,595) and the final Aetna surplus ($1,570,981) that was transferred to the new Medical Self Insurance Fund were received. The total is shown without these items to reflect the true operating revenues percentage change from FY 2010-11 Adjusted to FY 2011-12 Adopted Budget. 7 City of Chandler 2011-12 Adopted Budget Executive Summary EXPENDITURE SUMMARIES The tables below show total operating expenses by function for three years and cost category for FY 2011-12 (excluding contributions to Capital Replacement funds and Debt Service). The adopted budget for FY 2011-12 is up 2 percent or $5.8 million from the adopted budget for FY 2010-11. FY 2011-12 adopted Operating Expenses by Cost Category shows the breakdown of expenses by personnel, operations and maintenance (O&M), and operating capital. Personnel costs make up 51 percent of total operating expenses for all funds; these costs are close to 74 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) City-wide operating expenses are reflected (e.g. medical claims). Municipal Utilities’ O&M is higher than others because of facility-related costs (e.g. energy use, chemicals). Operating Expenses by Function – All Funds % Change Actuals FY 2009-10 Operating Function General Government (1) Management Services $ Adopted FY 2010-11 29,586,700 62,464,161 $ 47,665,008 33,316,018 Adopted FY 2011-12 $ Adopted to Adopted 47,090,848 43,999,994 (1%) 32% Community Services ( 2) Planning & Development Services 31,165,993 15,705,243 30,955,106 - 30,688,960 - (1%) N/A Public Safety (2) Transportation & Development Municipal Utilities 89,280,171 21,175,102 51,854,560 92,994,709 28,025,569 57,991,261 91,490,547 27,368,328 56,128,169 (2%) (2%) (3%) 290,947,671 $ 296,766,846 2% Total Operations Budget (1) (2 $ 301,231,930 $ Management Services O&M excl' Non Department Contingencies/Reserves totaling $91,251,300 in 2010-11 & $63,322,631 in 2011-12. Planning & Development Services 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. FY2011-12 Adopted Operating Expenses by Cost Category – All Funds Operating Function General Government (2) Management Services Community Services Public Safety Transportation & Development Municipal Utilities Total Operations Budget (1) $ $ Personnel 21,979,810 9,542,400 17,738,215 73,119,377 15,381,590 13,529,633 151,291,025 $ $ (1) O&M 22,268,215 34,305,450 12,374,952 11,917,028 9,153,436 41,623,385 131,642,466 Operating Capital $ 2,842,823 152,144 575,793 6,454,142 2,833,302 975,151 $ 13,833,355 $ $ Total 47,090,848 43,999,994 30,688,960 91,490,547 27,368,328 56,128,169 296,766,846 Personnel includes one-time funding totaling $887,277 associated with decision packages and the carryover of unemployment and health care costs from the 2010-11 voluntary separation/retirement incentive program. (2) Management Services O&M excludes Non Department Contingencies/Reserves totaling $63,322,631, but includes City Wide Non Department Appropriation (i.e. fuel and utility reserves). 8 City of Chandler 2011-12 Adopted Budget Executive Summary ONGOING SAVINGS AND EFFICIENCIES FOR REALLOCATION As part of the 2011-12 budget process and at the direction of the Acting City Manager, City departments identified further savings and efficiencies that could be gained from doing business differently. Over the course of two months, Directors identified a total of $2.8 million, of which $2.1 million is in the General Fund that could be used to reallocate to higher priority needs. Those savings are summarized in the narrative and the table below. Fleet Reductions FY 2010-11 adopted budget included savings of $300,000 in fleet reductions that had to be achieved by the end of the fiscal year. Through an extensive review, Departments identified an additional $407,718 in fleet savings for a total of $707,718. These savings include the downsizing of City fleet from 874 vehicles to 711 or 15.6 percent, related decreases in maintenance costs, and a 5 percent reduction in fuel consumption. As part of these reductions, the City’s fleet replacement program was retooled to extend the useful life of vehicles and ensure adequate replacement funding for all remaining City vehicles. Other Reductions and Efficiencies Departments also identified a variety of other savings and efficiencies as part of a Citywide review that tallied just over $2.3 million, including just under $1.7 million in the General Fund. These savings included everything from the elimination of temporary staff and reduction of operating supplies to the curtailment of ongoing contractual services. General Fund - 101 FTE CAPA City Clerk City Magistrate City Manager's Office Community Services Economic Development Fire (Includes Fleet Operations & Motor Pool) Human Resources Information Technology ITOC City Attorney Management Services Mayor and Council Neighborhood Resources Non-Departmental Police Transportation and Development General Fund Cost Shift to HURF starting FY11/12 0.00 $ 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50 0.00 0.00 0.00 0.00 Total General Fund 0.50 $ FY 10/11 Ongoing Citywide Fleet Reductions Realized Other Reductions/ Efficiencies Fleet Reductions (6,267) $ (28,200) (3,460) (124,110) (11,276) 17,475 (1,319) (7,739) 542,700 175,616 154,298 707,718 $ (300,000) FY 11/12 Total General Fund Total Ongoing Reductions 3,500 150,000 24,503 3,000 354,877 32,500 14,000 136,134 108,611 38,000 5,940 195,010 12,927 52,000 30,743 49,013 281,524 200,000 $ 1,692,282 $ 2,400,000 2,100,000 - (2,767) 150,000 24,503 3,000 326,677 29,040 (110,110) 136,134 97,335 38,000 5,940 212,485 11,608 44,261 573,443 224,629 435,822 200,000 (300,000) 0.50 $ 407,718 $ 1,692,282 $ 0.00 $ 2.00 3.00 0.00 1.00 0.00 0.00 368 $ 40,203 46,764 (3,095) (20,973) (10,002) - 295,246 232,422 101,142 2,647 $ 368 335,449 279,186 (3,095) 80,169 (10,002) 2,647 Other Funds LTAF (216) Water Fund (605) Wastewater Fund (615) Wastewater R/O Fund (616) Solid Waste Fund (625) Airport Fund (635) Self-Insurance Fund (737) Total Other Funds 6.00 $ 53,265 $ 631,457 $ 684,722 FY 11/12 Total All Funds 6.50 $ 460,983 $ 2,323,739 $ 2,784,722 9 City of Chandler 2011-12 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 a separate book dedicated to the CIP. The sources and uses table shows adopted amounts for FY2010-2014 and FY2011-2015, and adopted for FY 2012-16. This shows that the adopted 5-year spending has increased from $409 million in the FY 2011-15 CIP to $655 million, an increase of 60 percent. The increase from 2011-15 to 2012-16 is attributed to several factors. First, the 2011-2015 Adopted CIP marked a very restricted capital program that pushed most construction projects beyond the five year window and limited capital maintenance funding to minimum amounts. Second, the 2012-16 program reflects an increase to the secondary property tax rate that will provide additional funding for debt service and potential bond sales to support additional street maintenance and park maintenance projects. Third, the 2012-2016 amount includes funding for large water and wastewater spending required for the recently announced Intel expansion. As shown in the table below, if the projects related to the Intel expansion are excluded from both sources and uses the five year increase is 14%. The increase from the current CIP to the adopted CIP in Community Services is primarily attributable to the increased funding for parks maintenance (noted above) and acceleration of Roadrunner Park and Centennial Park into the first five years. The Police Department program increases as the Police Driver Training Facility th project also moves into the 5 year of the program and the Fire Department program increases as the Fire Station #1 Relocation project moves into the 5th year. The Water and Wastewater programs are impacted by the Intel plant expansion noted above. Streets and Traffic incorporates additional funding for the Street Repaving program, adds two miles of improvements to Gilbert Road, and moves three grant projects into the first three years of the CIP: Alma School/Chandler intersection, Ocotillo Road (Arizona to McQueen), and the Galveston Street Bike/Pedestrian Bridge. CIP Sources and Uses of Funds (5 Year Totals) SOURCES Current Revenues Grants Impact Fees/System Development Fees Bonds Paid by Secondary Levy Bonds Paid by Enterprise Funds Total Sources Less Anticipated Intel Payments Total Sources Adopted 2010-2014 CIP $ 74,658,249 24,724,839 Adopted 2011-2015 CIP $ 44,935,626 32,779,315 87,665,214 26,268,154 58,365,555 122% 127,375,401 22,843,766 58,106,561 154% 193,642,190 282,149,169 274,485,168 -3% $ 508,065,893 $ 408,976,030 $ 508,065,893 Adopted Adopted 2012-2016 % Change CIP from 2011-2015 $ 227,033,309 405% 37,358,622 14% 60% $ 408,976,030 $ 655,349,215 (189,175,977) $ 466,173,238 Adopted 2011-2015 CIP $ 17,026,293 8,360,095 1,287,500 91,057,410 223,913,661 44,825,071 22,506,000 Adopted Adopted USES General Government Community Services Police Fire Water Wastewater Streets/Traffic Airport 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 2012-2016 % Change CIP from 2011-2015 $ 17,173,676 1% 17,788,981 113% 5,127,800 NA 7,073,500 449% 94,942,244 4% 398,796,604 78% 93,326,410 108% 21,120,000 -6% Total Uses $ 508,065,893 $ 408,976,030 $ 508,065,893 $ 408,976,030 Less Projects for Intel Total Uses 10 $ 655,349,215 (189,175,977) $ 466,173,238 14% 60% 14% 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. 11 City of Chandler 2011-12 Adopted Budget Community and Organizational Profile Chandler, Arizona and Neighboring Communities Map 12 City of Chandler 2011-12 Adopted Budget Community and Organizational Profile For the 23rd 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, 2010. 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. 13 City of Chandler 2011-12 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. 14 City of Chandler 2011-12 Adopted Budget Community and Organizational Profile CITY OFFICIALS J A Y T I B S H R A E N Y, M A Y O R Mayor Jay Tibshraeny began his unprecedented 5th term as Chandler’s Mayor in January 2011 after serving eight years in the Arizona State Senate from 20032011. He originally served as a member of the City Council from 1986 to 2002 as Councilmember, Vice Mayor and as Mayor. He was first elected Chandler Mayor in 1994, and served in that capacity for four consecutive terms through 2002. A native of Chandler, he has a lifetime of public service in the East Valley. He serves on the following Professional & Civic Organizations: Chandler/Gilbert Association for Retarded Citizens Advisory Board; Child Crisis Center Advisory Board; ICAN Site Advisory Committee; and Chandler Chamber of Commerce ExOfficio Board member. His current regional assignments include Maricopa Association of Governments (MAG) Regional Council, Arizona League of Cities and Towns Executive Committee; and East Valley Partnership Ex-Officio Board member. Locally, some of his past professional & civic organizations include: Chandler Historical Society; Chandler Museum Advisory Board (2007-2011), Board Chairman (2008-2011); Chairman of the Chandler Citizen's Oversight Committee, General Plan Update (2007 - 2008); Chairman of the Chandler Mayor's Blue Ribbon Panel on Boards & Commissions Appointments (2005); Chandler Public Safety Personnel Retirement System Board (1994 - 2002); and Chandler Volunteer Fireman Pension Board (1994 - 2002). During his tenure in the State Senate he served on a number of committees as a member of the National Conference of State Legislatures: Labor and Economic Development (2005-2006); Transportation (2007-2008); Redistricting and Elections (2009-2010); and Legislative Effectiveness. As a member of the America Legislative Exchange Council he served on: Civil Justice Task Force (2003-2004); and Tax and Fiscal Police Task Force (2005-2010). On the Regional and National level he has served on: Greater Phoenix Economic Council Board of Directors (2002); Greater Phoenix Economic Council Executive Committee (2002); MAG Secretary/Treasurer (2000 - 2002); MAG Executive Committee (1997 - 2002); Arizona League of Cities and Towns Executive Committee (2000 - 2002); National League of Cities Transportation Infrastructure & Services Policy Committee (1986 - 2002); Greater Phoenix Black Chamber of Commerce Advisory Council (1999 - 2002); Williams Air Force Base Redevelopment Partnership (1994 - 2002); Regional Public Transportation Authority (Past Chairman) (1994 - 2002); and Arizona Municipal Water Users Association (Past Chairman) (1994 - 2002). Mayor Tibshraeny is a small businessman and a citrus grower. He completed 12 years in the Chandler Public School System and holds a bachelor’s degree in Accounting from Arizona State University. He and his wife Karen have one daughter, Lauren. 15 City of Chandler 2011-12 Adopted Budget Community and Organizational Profile CITY OFFICIALS T R I N I T Y D O N O V A N, V I C E M A Y O R Vice Mayor 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 of Valley Metro Regional Public Transportation Authority. She also serves the Authority as the chair of the Budget and Finance Subcommittee. She represents the City at a national level through her involvement in the National League of Cities’ Council on Youth, Education, and Families. Additionally, she chairs the STAR Community Sustainability Index Technical Advisory Committee for Health and Safety. Vice Mayor Donovan is the Executive Director of Chandler Christian Community Center. Working in leadership positions with a variety of nonprofits for the past 10 years, Vice Mayor 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, Vice Mayor 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. Vice Mayor 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, Vice Mayor 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. 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 14 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 supports ICAN through the Business Donor Club and is a former Homeowner’s Association board member. He was also on the Board of Directors of the Chandler Symphony Orchestra. Councilmember Weninger currently serves as Chandler's representative on the Greater Phoenix Economic Council's Executive Committee. He grew up in Wichita, Kansas. Jeff and his wife, Janet, have two sons, Jacob and Christian and a daughter, Grace. Follow Jeff Weninger on Twitter at @jeffweninger and on Facebook at http://www.facebook.com/JeffWeninger1. His e-mail address is jeff.weninger@chandleraz.gov. 16 City of Chandler 2011-12 Adopted Budget Community and Organizational Profile CITY OFFICIALS K E V I N H A R T K E, C O U N C I L M E M B E R Councilmember Kevin Hartke is a 26-year resident of Chandler. Although he began his tenure on City Council in January of 2011, he also served on City Council for a year as an interim Councilmember in 2008. He continues to serve as Senior Pastor at Trinity Christian Fellowship in Chandler where he has worked for the past 26 years. Kevin has a bachelor’s degree in biochemistry from University of Missouri, Columbia; and a master’s degree in Theology with Fuller Theological Seminary. Kevin has had extensive service on Boards and Commissions with the City of Chandler. This service includes being a commissioner on the Planning and Zoning Commission, chairman of Human Relations Commission, chairman of the 2010 Complete Count Committee, member of a previous Charter Revision Committee and member of the Downtown Redevelopment Board. He serves regionally as the Vice Chairman of the Continuum of Care Regional Committee on Homelessness for the Maricopa Association of Governments. In our community, Kevin volunteers with several organizations. He is the director of For Our CityChandler, vice president of the Desert Cancer Foundation of Arizona (DCFA) and executive board member of the Chandler Coalition On Youth Substance Abuse (CCYSA). Kevin is a literacy th advocate and reads weekly to 6 graders at Galveston Elementary School with BookPALS and helps out with LiveLove outreaches in the community. He is a Chandler High School marching band dad and volunteers at opportunities for the marching band. Kevin is a member of the Chandler Chamber of Commerce. He has also coached soccer for the YMCA, organized city wide community volunteer efforts and helped organize and lead Chandler’s first nontraditional neighborhood association, Arrowhead Meadows. Kevin has been married to Lynne for 29 years. They have four children: Nathan, Aleah, Katelyn and Zachary. All four attend or have graduated from Chandler High School. 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. Rick serves regionally as the Secretary/Treasurer for the Arizona Municipal Waters Users Association. 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. 17 City of Chandler 2011-12 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 Director of Capture Management for Honeywell, Inc. He is responsible for leading the capture team assigned to the largest and most strategic new business pursuits within Honeywell Technology Solutions, Inc. business unit. He oversees the capture strategies for more than $500 million worth of space and network communications programs for the military and other government agencies. He is a retired Colonel from the Arizona Air National Guard, with 30 years of military service. His last assignment was serving as the Chief of Staff for the Arizona Air Staff Headquarters. He joined the guard in 1984 serving in a variety of command positions and severed on active military duty in the US Air Force prior to his Air National Guard commitment. 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 Girls Basketball Booster Club, teaching Junior Achievement courses to elementary age school children and is a Baseball and Softball umpire. 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 here in Chandler, Jack has been active in the community and in the region with a strong interest in economic development and transportation issues. He 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 represents Chandler on the Maricopa Association of Governments Transportation Policy Committee. 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 is a member of the board, serves on the Economic Development and Government Relations Committees, is a member of the Editorial Advisory Board for Gateway to the East Valley Magazine and chairs the Transportation Committee. Jack is a member of the Chandler Chamber of Commerce and participates on the Public Policy Committee. He also served as a board member and chair of the Mesa Chamber of Commerce- -having been named Business Leader of the Year in 2004. Councilmember Sellers is a member of Arizona Town Hall and has served as a board member and participated in four Town Halls, twice as a Delegate and twice as a Panel Leader. He is also a member of the Arizona Mexico Commission where he serves on the Transportation Committee. He has been High School Booster Club President, Elementary School PTO President, Little League coach, Homeowners Association President and a member of the Maricopa Community College Commission on Excellence in Education. He has a bachelor’s degree in Engineering from New Mexico State University. Jack is married to Marie, and they have three grown children and eight grandchildren. 18 City of Chandler 2011-12 Adopted Budget Community and Organizational Profile CITY OFFICIALS R I C H D L U G A S, C I T Y M A N A G E R Rich Dlugas was selected as the Chandler City Manager in May 2011. Prior to that, he served as Assistant City Manager since March 2002. Rich also served as the City’s Community Services Director from October of 1994 to March 2002. Before 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. 19 City of Chandler 2011-12 Adopted Budget Community and Organizational Profile Mayor Department Heads and Directors Jay Tibshraeny Mary Wade City Attorney Councilmembers Marla Paddock City Clerk Trinity Donovan Vice Mayor R. Michael Traynor City Magistrate Kevin Hartke 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 Rich Dlugas City Manager Steven Philbrick Chief Information Technology Officer Pat McDermott Assistant City Manager Dennis Strachota Management Services Director Dave Siegel Municipal Utilities Director Sherry Kiyler Police Chief R.J. Zeder Transportation & Development Director 20 City of Chandler 2011-12 Adopted Budget Community and Organizational Profile CITY OF CHANDLER ORANIZATIONAL CHART With Full Time Equivalency (FTE) CITIZENS OF CHANDLER MAYOR/CITY COUNCIL 5 FTE ADVISORY BOARDS/ COMMISSIONS CITY CLERK CITY MANAGER CITY ATTORNEY CITY MAGISTRATE 6 FTE 5 FTE 29 FTE 42 FTE COMMUNICATIONS/ PUBLIC AFFAIRS COMMUNITY SERVICES 14 FTE 220.925 FTE ECONOMIC DEVELOPMENT/ FIRE Downtown Redevelopment 9 FTE 231 FTE HUMAN RESOURCES INFORMATION TECHNOLOGY/ GIS 18 FTE 51 FTE MANAGEMENT SERVICES MUNICIPAL UTILITIES 75.5 FTE 168 FTE NEIGHBORHOOD RESOURCES POLICE 43.5 FTE 480 FTE TRANSPORTATION & DEVELOPMENT 176.5 FTE 21 22 City of Chandler 2011-12 Adopted Budget Community and Organizational Profile City of Chandler 2011-12 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 6.1% as of May, 2011. 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 fourth 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 9,700 1,538 1,450 1,425 780 NON-INDUSTRIAL EMPLOYERS Name Bank of America Chandler Unified School District Wells Fargo Corporate Campus Chandler Regional Hospital City of Chandler Verizon Wireless STABILITY OF THE ECONOMY Employees 3,500 3,000 2,243 1,600 1,574 1,500 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 23 City of Chandler 2011-12 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 61 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 “Dog 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 professional and college sporting activities: AREA SPORTS Phoenix Suns NBA Basketball Phoenix Mercury WNBA Basketball Arizona Diamondbacks NL Baseball Cactus League (spring training) 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 ARTS and FESTIVITIES The Vision Gallery, is a nonprofit fine arts gallery offering rotational exhibitions of artworks by over 350 regional artists. It is located in the downtown district in the new City Hall Complex. 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 2011-12 program includes: The Official Blues Brothers Revue, Órla Fallon, Los Lonely Boys, Joan Rivers and the ever popular Zoppé Italian Family Circus, to name just a few, 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. 24 City of Chandler 2011-12 Adopted Budget Community and Organizational Profile 20-screen theater complex, restaurants, well-known fashion stores such as Nordstrom’s, Dillards and Macy’s, as well as many specialty stores. The affiliated power centers near the Chandler Fashion Center are home to several anchor retailers including Target, Costco, The Great Indoors and Lowes. Directly across from Chandler Fashion Center is a full-service, 197-room, Hilton hotel. Chandler has several large retail centers: Chandler Pavilions, Casa Paloma, and Santan Gateway include several large stores such as The Gap, White House/Black Market, Bed, Bath and Beyond, Golfsmith, and Sam’s Club. Crossroads Towne Center is a power center anchored by Walmart, Super Target, Home Depot, Petsmart, and Harkins Theatres. Restaurants include Paradise Bakery, Olive Garden, Red Lobster and El Palacio. CHANDLER ANNUAL EVENTS Celebration of Unity/ Multi-Cultural Festival January Classic Car & Hot Rod Show February Ostrich Festival March Family Easter Celebration April Jazz Fest April Cinco De Mayo Celebration May Fourth of July Celebration July Hispanic Heritage Month September Fall Rhythm Fest October Family Halloween Fest October Tumbleweed Christmas Tree Lighting and Parade of Lights December Historic downtown Chandler, which runs along Arizona Avenue from Chandler Boulevard to Pecos, offers locally-owned dining and unique shopping establishments, 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, Serrano’s Mexican Restaurant, Coach & Willie’s and The Bistro @ Kokopelli Winery. Shops include Tryst @ Inspirador, Di Sciacca Glassware, Yes I Do Bridal Art & Photography, The Bunny Patch Gift Store and Cutting Edge Quilts. SHOPPING and DINING EDUCATION FACILITIES Chandler’s thriving opportunities 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. The Chandler Unified School District provides primary and secondary education through twentynine elementary schools, six junior highs and seven high schools. The public school system is nationally recognized for excellence in education. A number of private schools are also located within Chandler. Chandler-Gilbert Community College offers professional, occupational, and continuing education programs. Western International University, which offers master, associate, and undergraduate programs, has a satellite location downtown in the Chandler Office Center. Arizona State University, one of the country’s major southwest universities, main campus is located less than 30 minutes away in the bordering City of Tempe, ASU’s Polytechnic campus is located in the bordering City of Mesa, and the new ASU Downtown Phoenix campus is conveniently located just 20 miles west of Chandler. From urban mixed-use concepts and intimate boutique settings to Chandler Fashion Center mall and large power centers, Chandler offers excellent opportunities for retail establishments. Availability of space, quality development, accessible freeway systems and strong demographics continue to attract sought after, high-end stores and around-thecorner retailers. The Chandler Fashion Center is an upscale 1.3 million square foot regional mall, which includes a 25 City of Chandler 2011-12 Adopted Budget Community and Organizational Profile DEMOGRAPHICS Incorporated Area – Square Miles 2011 2010 2009 rev 2009 2008 2007 2006 2005 2004 64.600 64.400 64.400 64.460 64.370 63.200 63.460 63.313 61.186 2003 2002 2001 2000 1999 1998 1997 1996 1995 Racial Composition (%) 61.420 60.916 60.775 58.600 56.420 53.450 52.715 52.500 51.183 57.00F 87.00F 72.00F 9.23 Hispanic/Latino Ethnicity (of any race) 29.6 Highest Education Attainment (%)* Less than 9th Grade 9th-12th Grade High School Diploma Some College Associate Degree Bachelor Degree Graduate Degree Gender (%) Male Female 2.7 97.3 77.9 5.0 .2 4.4 1.4 8.4 Note: People who identify their origin as Spanish, Hispanic, or Latino may be of any race. Thus, the percent Hispanic should not be added to percentages for racial categories. Climate Average minimum temperature Average maximum temperature Average annual temperature Average annual precipitation Two or more Races One Race White Asian Hawaiian & Pacific Islander African American Native American Other 50.6 49.4 5.9 5.8 20.5 24.7 9.0 22.4 11.7 *Figures from Sites USA 2011 Population 2011 (projected) 2010 (Official US. Census)* 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 Household Income 2010 (%) 237,900 236,598 252,488 250,759 247,097 241,910 238,930 224,644 211,984 201,263 189,498 176,581 132,360 89,862 29,673 13,763 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) 5.0 12.5 12.8 24.1 18.3 18.9 8.4 $83,262 $71,710 3.05 Election November 2, 2010 Registered Voters Votes Cast Percent Voting *Estimates from 2001 to 2009 were found to be overstated but remain as the official estimates. 119,676 65,050 54.36% Age Composition (%) 0-19 years 20-64 years 65 plus years * Unless otherwise noted, figures presented are projected thru June 30, 2011. 31.7 60.7 7.6 26 City of Chandler 2011-12 Adopted Budget Community and Organizational Profile ECONOMICS Unemployment Rate (%) Occupation Composition (%) Technical Sales-Administrative Support Managerial and Professional Service Service Occupations Construction, Extraction, Maintenance Production, Transport, Material Moving Farming, Forestry, and Fishing 2010-11 2009-10 2008-09 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 28.6 40.7 11.7 8.0 10.5 0.5 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 6.1 7.0 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 Taxes Building Permits – All Types Local Retail Sales Tax Rate 1.5% Property Tax (2011-12) per $100 $1.2714 Primary Tax Levy $0.3292/$100 Secondary Tax Levy $0.9422/$100 2010-11 (est.) (1) 2009-10 (revised) 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 2010 $2,944,254,336 $3,111,346,300 2011 $2,459,494,796 $2,468,626,617 (1) Issued 3,850 3,809 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 $650,000,000 375,169,625 376,745,879 669,812,746 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 Increase over 2009-10 due to Intel expansion. * Unless otherwise noted, figures presented are projected thru June 30, 2011. 27 City of Chandler 2011-12 Adopted Budget Community and Organizational Profile 2010-11 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 2009-10 497 332 165 8,261 32.6 2010-11 489 326 163 8,263 32.4 3,106 34,972 150,039 3,040 25,248 143,540 5:34 5:28 Customers Serviced Total Landfill Tonnage: Residential Commercial/City Total Recycling Tonnage: Residential Curbside/ Neighborhood Drop-off Other Recycling 2009-10 68,362 85,160 84,740 420 22,245 2010-11 64,492 87,500 86,860 640 20,900 19,827 18,655 679 1,739 713 1,532 2009-10 73,042 862.4 22.3 2010-11 73,460 862.4 24.1 35 35 Sewer ** Figures reported on a calendar year basis. Connections Miles of Sanitary Sewers Average Daily Treatment (MGD) Treatment Capacity (MGD) Fire Protection Stations Employees (full-time) Sworn Civilian Fire Calls Emergency Calls Other Calls Fire Inspections (various kinds) Fire Investigations 2009-10 10 229 207 22 440 12,440 3,548 5,468 2010-11 10 226 205 21 434 12,704 3,756 5,458 60 62 Water Connections Miles of Water Lines Miles of Reclaimed Water Lines Operating Wells Daily Pumping Wells Capacity (MGD) Production Treatment Capacity (MGD)* Streets & Traffic Engineering Street Lane Miles Street Lights Signalized Intersections 2009-10 1,972 26,600 209 2010-11 1,998 26,600 208 2009-10 76,894 1,194 122 2010-11 77,408 1,195 122 31 70.7 30 69.33 72 72 * Chandler Surface WTP & Santan Vista WTP combined. Aviation Based Aircraft 2009-10 449 2010-11 450 * Unless otherwise noted, figures presented are projected thru June 30, 2011. 28 City of Chandler 2011-12 Adopted Budget Community and Organizational Profile 2010-11 SERVICE STATISTICS Library Library Materials Annual Circulation Library Visits Registered Borrowers Center for the Arts 2009-10 466,808 2,592,243 1,501,280 253,808 2010-11 258,874 2,510,000 1,506,000 271,123 No. of Events and Exhibits Attendance Volunteer Hours Theatres Exhibition Areas 2010-11 725 282,000 11,000 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 2009-10 8,800 54 2,000 2010-11 12,000 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 2009-10 60 1,189.10 344.80 6 34 2009-10 37 1 8 7 1 2010-11 38 0 9 7 1 Recreation 2010-11 61 1,192.31 341.59 6 34 2009-10 2010-11 No. of Family Special Events 7 7 No. of Rec. Classes Offered 4,865 4,905 Volunteer Hours 38,625 39,000 Meals Served at Sr. Center 15,178 12,200 School Sites-Recreation Offered 3 0 (Anderson, Willis, & SanTan Middle School) * Unless otherwise noted, figures presented are projected thru June 30, 2011. 29 City of Chandler 2011-12 Adopted Budget Community and Organizational Profile 30 City of Chandler 2011-12 Adopted Budget Budget Policies, Process and Decisions BUDGET POLICIES AND RECOMMENDATIONS The City of Chandler’s continued goal is to provide the highest quality services to the community in the most costeffective manner. The Council’s strategy to achieve these results is through goals to improve Chandler in a coordinated manner and to make fiscally responsible decisions that will ultimately strengthen the City. The development of Chandler's budget is designed to reflect the needs and desires of the community. Throughout the year, the Mayor, Council and staff obtain input from the community through surveys, commissions, neighborhood meetings and 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. During the second half of FY2010-11 the Chandler City Council met to identify and discuss their Strategic Policy Goals and priorities for 2011 to 2013. These goals are summarized below. However, since most of FY2010-11 occurred under the previous Strategic Goals, these are also provided in this document as a transition from the prior year. Strategic Goals of the Chandler City Council for 2011-2013 The Chandler City Council met on several occasions in early 2011 to identify Strategic Goals for the next two years. While the primary focus of attention will be directed at the items identified as most important, other items will stay on the “scope” but with much less emphasis. Future discussions between the Council and staff will allow for fine-tuning as needed. It is very important, particularly in times of massive economic and social fluidity, to take time without other agendas to review, measure, update and adjust the policy direction to the evolution of environmental circumstances. While the general time range of the strategic goals is two to three years, the discussion included substantial attention to the trajectory of implications being felt for many years. The five primary goal areas are downtown, economic development, neighborhoods, fiscal health/sustainability, and transportation. These are essentially the same as the stated policy goals in 2009 with the addition of “fiscal health” to the statement of “sustainability”. Those goals and the two years since their identifications have resulted in substantial progress for the City of Chandler. Each of these had a number of actions, objectives and suggestions shown in the report as contributing means of addressing the strategic goals. A long list was whittled down to a manageable lot to identify the most important items as seen by the Council. th On March 24 the City Council met to establish specific policy direction for each of the Strategic Policy Goals. That meeting was an opportunity, after reviewing the discussion notes from the full day retreat, to establish a firm position that will be the guiding direction for policy formation and administrative action. 2011 Chandler City Council Strategic Policy Goals 1. Economic Development a. Include redevelopment and reuse of existing space in new growth policies and strategies. b. Identify target markets and opportunities and be willing to consider incentives when Chandler’s interests are served. c. Encourage the retention and expansion of existing business while attracting new opportunities. d. Collaborate with educational institutions for enhancement of economic development attraction to Chandler. e. Capitalize on being “tech-ready”. 31 City of Chandler 2011-12 Adopted Budget Budget Policies, Process and Decisions 2. Neighborhoods a. Neighborhoods are the backbone of a community. Set policy direction for active enforcement of codes to support the quality, identity and character of Chandler’s neighborhoods. b. Continue citywide Council efforts to engage citizens to support the well-being of their neighborhoods. Continue and expand opportunities to meet with neighborhoods to discuss issues and opportunities. 3. Downtown Vibrancy a. Establish policies and operational plans to encourage the expansion of employment, entertainment and educational opportunities. b. Maintain and increase the vibrancy of downtown Chandler. c. Explore the formation of flexible parking policies to support the vibrancy of downtown 4. Fiscal Health & Sustainability a. Educate and mobilize Chandler citizenry and other stakeholders to understand the potential negative impact that state legislative action can have on the City. b. Continue strong privatization efforts and creative alliances where the return on investment shows an advantage for Chandler. c. Use the recession to create an opportunity to improve organizational efficiency through the creativity and commitment of current staff. 5. Transportation/ Transit/ Communication Infrastructure a. Continue emphasis on completing our critical road and street infrastructure improvements with particular emphasis on southeast Chandler. b. Establish policies for planning and development of Chandler that will allow the City to take advantage of transit options both internally and regionally. Strategic Goals and Organizational Priorities (2006-2011, as modified in 2009) 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. 32 City of Chandler 2011-12 Adopted Budget Budget Policies, Process and Decisions • • • • • • Initiate in the Transportation and Development Department 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 Research & Development 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. Re-brand the Price Corridor to reflect it’s unique mix of housing, infrastructure and industry clustering which forms a “super-technology region”; continue to work with brokers to identify a buyer for the Motorola campus that may in turn redevelop the site as a science and technology/innovation zone; work to encourage some type of “incubator” within the existing Motorola building allowing for small technology startup space. NEIGHBORHOODS As Chandler has grown rapidly from a community of 30,000 in 1980 to 238,000 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. 33 City of Chandler 2011-12 Adopted Budget Budget Policies, Process and Decisions • 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. 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 include 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. 34 City of Chandler 2011-12 Adopted Budget Budget Policies, Process and Decisions • 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 every other year, but rate analysis will be completed every year for Water, Wastewater and Solid Waste funds based on ten-year projections. • Development fees for capital expenses attributable to new development will be reviewed each year, and studies performed every other 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. 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 2012-2021 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. A process was established in FY 2010-11 to reallocate savings, not otherwise restricted, to streets and parks maintenance projects. • 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). 35 City of Chandler 2011-12 Adopted Budget Budget Policies, Process and Decisions • 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 have a goal of 10% of operating revenues. • Reserves for self-insurance funds will be maintained at a level, together with purchased umbrella insurance policies, that will adequately indemnify the City’s property and liability risk. A qualified actuarial firm shall be retained on an annual basis in order to recommend appropriate funded levels for property and liability risks. A minimum reserve of 70% of outstanding claims will be maintained. • Reserves for other special funds such as HURF 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 a combination of miles driven and years of service. A fund replacement policy needs to be adopted and a reserve established to insure departments within the guidelines of the policy systematically replace vehicles. • Reserves for fuel and utility price fluctuations will be maintained in non-departmental cost center and allocated to departments as authorized in the Resolution adopted the annual budget. • An Infrastructure Maintenance Reserve will be maintained in the non-department cost center and may be allocated by Council to fund specific infrastructure maintenance needs.. • 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 annual 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 all36 City of Chandler 2011-12 Adopted Budget Budget Policies, Process and Decisions 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 (excluding financial reporting actual data collection funds and clearing 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 to maintain current service levels or 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 Mayor and 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. Voters instead approved a One-Time Override of the State-Imposed Expenditure Limitation for FY 2010-11. Home Rule Option: Under the Home Rule Option, the expenditure limitation is free from any ties to the State imposed expenditure limitation if the majority of the qualified electors vote in favor of this alternative. On November 2, 2010, the City of Chandler voters approved to continue under Home Rule for the next four years. Chandler adopts its expenditure limitation along with the annual budget. The maximum legal expenditure limit is the total of all departmental appropriations in the final budget adopted by the City Council. 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/her 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 personnel accounts and fuel and utility reserves to the various departmental personnel, fuel and utility 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 can be re-appropriated in the fund contingency reserve and transferred to the appropriate department, with approval of the City Manager. • 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 37 City of Chandler 2011-12 Adopted Budget Budget Policies, Process and Decisions one-time expenditures or budgeted as contingency fund appropriations. The beginning year fund balance, therefore, is included in the budget to cover unanticipated fluctuations in revenue or expenses while complying with the expenditure limitation noted above. Budget Basis vs. Accounting Basis: The budgets for general governmental fund types, (i.e., General Fund, Special Revenue, Capital Projects and Expendable Trust) are prepared on a modified accrual basis. Briefly, this means that obligations of the City (for example outstanding purchase orders) are budgeted as expenses, but revenues are recognized only when they are actually received. This is consistent with Generally Accepted Accounting Principles (GAAP) except for the following: • Encumbrances are recorded as expenditures (budget basis) as opposed to a reservation of fund balance (GAAP basis). • Compensated absences are recorded as expenditures when paid (budget basis) as opposed to a liability that is expected to be liquidated from available financial resources as earned and accrued by employees (GAAP basis). • Sales tax and grants-in-aid revenue is recorded on the basis of cash collected (budget basis) as opposed to the accrual basis (GAAP basis) whereby amounts are recorded to the period the revenue was earned. • Capital outlays for Enterprise funds are recorded as expenses (budget basis) as opposed to fixed assets (GAAP basis). • Principal payments on long-term debt are recorded as expenses (budget basis) as opposed to a reduction of a liability (GAAP basis). • Proceeds from the sale of bonds and utility system development fee revenues are recognized as revenue when received (budget basis) as opposed to a reduction of a liability and an increase in contributed capital, respectively (GAAP basis). • No depreciation is budgeted (all fund types); depreciation expense is recorded on a GAAP basis. • Proprietary funds such as the City's Enterprise (water, sewer, solid waste and 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. 38 City of Chandler 2011-12 Adopted Budget Budget Policies, Process and Decisions 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 since FY2010-11). ECB takes the previous year’s bottom line budget, net of personnel costs and unused equipment and Fleet Replacement 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 with the exception of fleet equipment and replacement payments and fuel, which are prescribed amounts based upon assigned vehicles. 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. 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. 39 City of Chandler 2011-12 Adopted Budget Budget Policies, Process and Decisions HIGHLIGHTS OF THE 2011-12 BUDGET AND 2012-2021 CAPITAL IMPROVEMENT PROGRAM CALENDAR Executive Leadership Team (ELT) Meetings – General Fund Savings and Efficiencies Council Briefing – Preliminary 5-year General Fund Forecast CIP Coordination Team Meetings September 21 – December 17, 2010 December 9, 2010 November 9, 2010 – January 19, 2011 Council Budget Work Session January 24, 2011 CIP Coordination Team Recommendations to City Manager January 26, 2011 Community Budget Meetings – 3 locations February 1 – 16, 2011 Council Budget Work Session February 12, 2011 Council Work Session – Updated 5-year General Fund Ongoing Forecast and CIP Departments Submit Budgets March 7, 2011 March 30, 2011 Distribute Budget and CIP Booklets to Council, CMO, and Departments All Day Budget Briefing with Council April 21, 2011 May 6, 2011 Council Amendments due to Budget Office May 16, 2011 Budget Amendments Introduced at City Council (Study Session) May 23, 2011 Tentative Budget Adoption May 26, 2011 Public Hearings: 2011-12 Budget and Property Tax Levy; 2012-2021 Capital Improvement Program (CIP) June 9, 2011 Final Budget and CIP Adoption June 9, 2011 Property Tax Levy Adoption (must be a period of at least 14 days between Final Adoption & Tax Levy Adoption) 40 June 23, 2011 City of Chandler 2011-12 Adopted Budget Budget Policies, Process and Decisions 2011-12 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 Capital Improvement Project (CIP) Coordination Team Meetings Directors Develop Target General Fund Reductions and submit Decision Packages for new requests JANUARY Council Budget Work Session CIP Coordination Team Recommendations presented to City Manager Finalize Budget Reductions and Decision Packages based on City Manager priorities FEBRUARY Council Budget Work Session & Community Budget Meetings MARCH Provide updated 5-year General Fund Ongoing Forecast for Council Review City Manager FY2011-12 Budget Recommendations to Council Distribution and submittal of Departmental Budgets APRIL MAY Proposed Budget and CIP Booklets sent to Council All Day Council Budget Briefing Council Amendments introduced at Study Session JUNE 2011-12 BUDGET PROCESS DETAIL Tentative Budget Adoption JUNE Final Budget & CIP Adoption 41 City of Chandler 2011-12 Adopted Budget Budget Policies, Process and Decisions 2011-12 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 2011-12, 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 2010-11 and 2011-12 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. 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 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 201112, 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 FY2011-12 proposed budget, several Council budget work sessions 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 2011-12, 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. 42 City of Chandler 2011-12 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 FY2011-12 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 2011-12, 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. 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. 43 City of Chandler 2011-12 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 projected to reach 95% residential buildout by 2026, with commercial build-out projected to occur after 2026, and employment build-out projected between 2030 and 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 essential in FY 2010-11. The water and sewer rate increases were 8% and 11%, respectively, which were approved and went into effect in April 2011. These increases were necessary to support the ongoing operations of enterprise funds as well as debt service expenses. Rate increases are anticipated in future years to support debt service, rising costs of operations, and large capital projects. Solid Waste: No rate increase was implemented in FY 2010-11 and none is anticipated for FY 2011-12. Airport: Based on revenue and expenditure projections and the Airport’s increasing reliance on its diminishing fund balance, fee increases are necessary in FY 2011-12. The City and the Airport Commission are continuing to review and modify the airport revenues and expenditures so that airport operations will become selfsustaining. Employee Compensation In FY 2010-11, the City of Chandler reached agreements with its four union groups. The union groups include IAFF Local 493 (Fire), SEIU Local 5 (Labor, Trades, Administrative, Clerical and Technical), CLEA (Police Officers) and CLASA (Police Sergeants). IAFF negotiated a one-year contract terminating on June 30, 2012, SEIU amended an existing three year agreement that terminates on June 30, 2013 and CLEA and CLASA negotiated two-year contracts that terminate on June 30, 2013. 44 City of Chandler 2011-12 Adopted Budget Budget Policies, Process and Decisions IAFF negotiated a 4% ongoing merit increase for eligible employees. This group opted to take a 4% merit increase in lieu of the more common 5% merit increase in order to fund an increase in City paid deferred compensation from 1.66% to 2%. All regular employees in the SEIU group will be eligible for up to a 2.25% salary adjustment not to exceed the top of the salary range, and will see an increase in vacation accruals and vacation payout options. CLEA negotiated up to a 5% on-going merit increase for eligible employees along with increases to holiday pay and vacation payout options. CLASA negotiated up to a 5% on-going merit increase for eligible employees and expanded the eligibility requirements for supervisory incentive pay. Employees in the CLASA group will also see increases to vacation accruals, holiday pay and vacation payout options. The employees not covered under the four union groups, which include confidential, professional, supervisors, mid-level managers, Assistant Fire Chiefs and Directors, will receive similar adjustments to salary and vacation payout options as the SEIU group. Any non-exempt employees not covered under the four union groups will receive increases to vacation accruals in line with that received by SEIU covered employees. In addition to the aforementioned adjustments, the following changes will apply to all employee groups: • Beneficiaries of employees who die in the line of duty will receive 100% of the employee’s sick leave. This was raised from a 50% payout. • All employees in regular budgeted positions are eligible for tuition reimbursement in FY 2011-12 • Beginning January 1, 2012, the City will pay 82% and employees will pay 18% of the City’s medical insurance premium. • Beginning July 1, 2011, the State of Arizona shifted a portion of the required retirement contribution from the employer to the employee. That change, combined with regular increases to retirement contributions, resulted in the following retirement contribution rates for the City’s portion for fiscal year 2011-12: o o o o Arizona State Retirement System (ASRS) –  Employer – 9.87% + 0.25% Short Term Disability  Employee – 11.13% + 0.26% Short Term Disability Public Safety Personnel Retirement System (PSPRS) – Fire –  Employer - 16.01%  Employee – 8.65% Public Safety Personnel Retirement System (PSPRS) – Police –  Employer – 18.09%  Employee – 8.65% Elected Officials Retirement Plan (EORP) –  Employer – 32.99%  Employee – 10% 45 City of Chandler 2011-12 Adopted Budget Budget Policies, Process and Decisions Property Tax The City's combined property tax rate for FY 2011-12 is $1.2714 per $100 assessed valuation, with a primary tax rate of $0.3292, used for general operations and a secondary tax rate of $0.9422, which is restricted for payment of general bonded debt. The FY 2011-12 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 2011-12 is $2,459,494,796, which reflects a 16.5% decrease compared to 2010-11. The City’s 2011-12 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 City’s 2011-12 secondary property tax rate will increase 9 cents to $0.9422 per $100 of assessed valuation. The net impact to the average homeowner will be a decreased tax bill based upon the lower assessed values. Chandler's secondary assessed valuation for 2011-12 is $2,468,626,617 or a 20.7% decrease compared to 2010-11. The property tax rate of $1.2714 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. 46 City of Chandler 2011-12 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 2011-12. Additionally, the reserve policy stipulates, “any amount over the 12% goal will be set aside to be used as pay-asyou-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. A Budget Stabilization reserve was created in FY 2010-11 for a three year period 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 2011-12, the one-time funds set aside totaled $325,000 and the ongoing funds at $75,000. The application of those funds for FY 2011-12 are detailed below. Funds 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 2011-12 are provided below. Department Community Services CIP Council Reserve Amendments Veterans Memorial Park Ongoing $0 One-Time $120,000 Total $120,000 Department Transportation & Development CIP Other Budget Amendments Various Street Improvement Projects (changes impacted future years, but did not impact FY11-12 appropriation)* Create Infrastructure Maintenance Reserve Fund Reduce Downtown Redevelopment CIP Ongoing $0 One-Time Total Management Services General Government CIP General Reduce Downtown Redevelopment CIP Government CIP Carryforward General Reduce City Hall CIP Carryforward Government CIP Transportation & Eliminate Green Building Program and Development Decision Package TOTAL Other Amendments $0 $0 $0 $2,622,000 $2,622,000 $0 ($300,000) ($300,000) $0 ($300,000) ($300,000) $0 ($2,000,000) ($2,000,000) $0 ($22,000) ($22,000) $0 $0 $0 *Changes are as follows:  Alma School Road/Chandler Intersection – move the construction phase from FY12/13 to FY13/14;  McQueen Road (Queen Creek Road to Riggs Road) – move the Chandler Heights to Riggs Road phase from FY16/17 to FY17/18;  Galveston Street Bike/Pedestrian Bridge – move construction from FY12/13 to FY13/14;  Gilbert Road (Queen Creek Road to Hunt Highway) – move the construction of the Ocotillo Road to Chandler Heights Road phase from FY17/18 to FY12/13 and move construction of the Chandler Heights Road to Hunt Highway phase from FY18/19 to FY16/17. 47 City of Chandler 2011-12 Adopted Budget Budget Policies, Process and Decisions 2011-12 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 2010-11 budget and before, additional reductions were still needed to balance the 2011-12 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 2011-12 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 positions to be added will be funded through an intergovernmental agreement with the Town of Gilbert, and by reallocating Risk Management contracted services funds to salaries and benefits for new litigation positions in Law. Attached are the fiscal year 2011-12 Summary of Additions for the General Fund followed by the detail of recommended additions for each fund. Also included is the 2011-12 Summary of Reductions, separated by fund. FY 2011-12 Summary of Adds – General Funds Dept / Division ADDS Addition FTE Economic Development Innovations Operations (Partial Revenue Offset of $182,245) Economic Development Total Community Services Park & Facilities Utility Increase American Red Cross Auth. Provider Fees (Full Revenue Offset) Museum Support Funding (Full Revenue Offset) 2011 4th of July Celebration Chandler Symphony Orchestra Special Event Sponsorship Program 2011 Special Events Funding-Jazz/Fall Rhythm Fest Arts Center Interior Repairs Maintain Weekend Hours at Hamilton, Basha & Sunset Libraries Maintain Aquatic Operational Hours Community Services Total Fire Department Emergency Operations Center Service Contract WMD Personal Protection Kits Thermal Imaging Camera for Safety 281 SCBA Seat Back Holder Upgrades Sim-Man 3G EMS Training Manikin Multi-Function Copier Replacement Grant Matching Funds Fire Department Total Management Services Tax Matra Service Contract Banking Service Fees Management Services Total 48 Ongoing One-Time Total $ 371,318 $ - $ 371,318 0.00 $ 371,318 $ - $ 371,318 $ 126,000 $ 3,600 2,750 25,000 15,000 37,800 30,000 40,000 100,000 167,354 56,587 $ 126,000 6,350 25,000 15,000 37,800 30,000 40,000 100,000 167,354 56,587 0.00 $ 129,600 $ 474,491 $ 604,091 $ 7,968 $ 24,714 8,500 23,000 75,000 8,400 110,000 $ 7,968 24,714 8,500 23,000 75,000 8,400 110,000 0.00 $ 7,968 $ 249,614 $ 257,582 $ 5,723 $ 104,000 $ 5,723 104,000 0.00 $ 5,723 $ 104,000 $ 109,723 City of Chandler 2011-12 Adopted Budget Budget Policies, Process and Decisions FY 2011-12 Summary of Adds – General Funds Dept / ADDS Division Addition FTE Transportation and Development Landscape Maintenance and Utilities * O&M for McQueen Rd -CIP * O&M for Airport Boulevard Realignment - CIP One Time/On Call Temporary Inspections Services Civil & Planning Review & Inspection Services Green Building Program Inspection staff from June 2011 through December 2011 APWA Accreditation Ongoing One-Time Total $ 157,750 $ 9,285 4,758 100,250 250,000 600,000 22,000 48,500 7,000 $ 258,000 9,285 4,758 250,000 600,000 22,000 48,500 7,000 0.00 $ 171,793 $ 1,027,750 $ 1,199,543 $ 15,394 $ 55,000 - $ 15,394 55,000 0.00 $ 70,394 $ - $ 70,394 $ 15,000 $ 64,900 $ 15,000 64,900 0.00 $ 15,000 $ 64,900 $ 79,900 $ $ $ - $ 15,000 $ 15,000 Law Total - $ 15,000 $ 15,000 GRAND TOTAL GENERAL FUNDS Revenue Offsets TOTAL GENERAL FUND REFLECTING OFFSETS 0.00 $ $ 0.00 $ 771,796 $ (200,845) $ 570,951 $ $ 2,707,551 $ 2,478,956 Transportation and Development Total Information Technology * O & M for Community Services Software Replacement * O & M for Current Utility Billing Replacement Information Technology Total Neighborhood Resources Weed Abatement (Full Revenue Offset) Youth Enhancement Funds Neighborhood Resources Total Law Domestic Violence Process Service (from restricted funds) 1,935,755 (27,750) 1,908,005 * CIP related FY 2011-12 Summary of Adds – Other Funds Dept / Division ADDS Addition FTE Management Services Consultant Study - Impact Fees (Paid by Impact Fees) Water & Wastewater Rate Study (Paid by water/wastewater funds) Management Services Total Transportation and Development Utility Increase for new Bus Rapid Transit Shelters Ongoing One-Time Total $ - $ 145,000 150,000 $ 145,000 150,000 0.00 $ - $ 295,000 $ 295,000 $ - $ 7,400 $ 7,400 Transportation and Development Total 0.00 $ - $ 7,400 $ 7,400 GRAND TOTAL OTHER FUNDS 0.00 $ - $ 302,400 $ 302,400 49 City of Chandler 2011-12 Adopted Budget Budget Policies, Process and Decisions 2011-12 Budgetary Additions to General Fund The adopted budget contains the following additions to the General Fund. The on-going costs include any salaries, benefits and costs such as expendable equipment and supplies associated with positions. Any onetime 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 2011-12. Ongoing Cost One-time Cost Economic Development Funding for lease expenses associated with Chandler Incubator Project known as Innovations. It is estimated that lease receipts will partially offset this request by $182,245 and future expenses will be completely offset as all space is leased. $ 371,318 $ Community Services Funding to cover the utility rate increases for water, electrical, sewer and reclaimed water to city parks. 126,000 Funding to cover the increase in fees charged by American Red Cross (ARC) pursuant to the Authorized Provider Agreement (APA). The Aquatic Program is proposing a $10 fee to offset 100% of the costs. In addition, One-time funding is requested to cover the cost of required updates for 275 staff members. 3,600 In accordance with a Memorandum of Understanding between the City and the Chandler Historical Society, one-time funding to pay museum support costs, which will be 100% reimbursed by the Historical Society. th 2,750 25,000 One-time funding for the 2011 4 of July Celebration to assist the Chandler Lions Club in offsetting the increased costs and loss of sponsorship funds. 15,000 One-time funding for the Chandler Symphony Orchestra to partially fund its quality artistic services. 37,800 One-time funding for the Special Event Sponsorship Program to assist local non-profit organizations with quality community events. 30,000 One-time funding for the 2011 Fall Rhythm Fest and 2012 Jazz Festival. The funding will allow these events to continue to grow and enhance the City’s signature events as envisioned by the City Council. 40,000 One-time funding to pay for upgrading the Center for the Arts turntable controls. Chandler Unified School District will fund one-half of the cost. 100,000 Council provided one-time funding during FY10/11 to maintain Saturday hours at Hamilton and Basha Libraries and Sunday hours at Sunset Library for one year. One-time funding was approved to extend those hours into the FY11/12. 167,354 One-Time funding to maintain aquatic operational hours that were funded one-time in FY10/11 through a Council Amendment. 56,587 50 City of Chandler 2011-12 Adopted Budget Budget Policies, Process and Decisions Ongoing Cost One-time Cost Fire Ongoing funding to pay an annual service contract to maintain the audiovisual equipment in the City’s Emergency Operations Center. $ 7,968 $ One-time funding to replace expired pharmaceuticals and other personnel protective equipment carried on all frontline Fire apparatus in Weapons of Mass Destruction Personal Protection Kits. 24,714 One-time funding to purchase a Thermal Imaging Camera (TIC) for Safety 281. The TIC will enable the safety officer to see areas of heat through smoke, darkness, or heat-permeable barriers in order to evaluate the interior operations of fire crews. 8,500 One-time funding to replace the Self-Contained Breathing Apparatus (SCBA) seat back holders in all Fire Department apparatus to meet current national Fire Protection Association (NFPA) standards. 23,000 One-time funding to purchase a SimMan 3G manikin to be used by the Fire Training for emergency medical services training. This equipment will enable Chandler firefighter to practice and improve their advanced life support skills. 75,000 One-time funding to replace the multi-function copier at Fire headquarters. This copy machine is at the end of its service life and requires frequent maintenance and repairs. Productivity will be improved by providing administrative staff with a reliable copier. 8,400 One-time funding in the amount of $110,000 to provide the required match for the Fire Department’s 2010 and 2011 Assistance to Firefighters Grant (AFG) and the Fire Prevention & Safety Grant (FP&S) grant applications if awarded. 110,000 Management Services Funding to pay the anticipated FY11/12 5% increase for maintenance costs for Tax Mantra, the City’s licensing and tax collection software system. 5,723 One-time funding to cover citywide banking service fees which include standard banking fees, armored car pickups and the utility receiver services. Typically, banking fees are offset by interest earned. Since interest rates are below .5%, the interest earned is not enough to cover banking fees. Therefore, the bank must invoice the City for banking fees. 104,000 Transportation and Development Ongoing funding to cover the costs of maintenance for additional lots and increases to utility costs. One-time funding for 11/12 is requested to allow staff time to evaluate whether the total increases will be ongoing in nature. 157,750 Funding for operations and maintenance for the completed portion of McQueen Road Project from Queen Creek Road to Ocotillo Road. 9,285 Funding to support the operation and maintenance costs associated with the realignment of Airport Boulevard. 4,758 51 100,250 City of Chandler 2011-12 Adopted Budget Budget Policies, Process and Decisions Ongoing Cost One-time Cost Transportation and Development (continued) The City has consultant contracts with firms that specialize in on-call inspection services. These services are utilized to meet demand peaks and maintain service levels rather than adding staff. This one-time funding is taking into account additional inspection services needed for the new Intel Fab as well as to maintain service levels. $ $ 250,000 The City has consultant contracts with firms that specialize in civil plan review, building plan review and inspections. These services are utilized to meet demand peaks and maintain service levels rather than adding staff. This one-time funding is taking into account additional services needed for the new Intel Fab as well as to maintain service levels. 600,000 One-time funding is requested to continue the City’s Green Building Program for FY11/12. By amendment, Council eliminated this funding and added $22,000 to the Infrastructure Maintenance Reserve. 22,000 One-time funding is needed to maintain current temporary inspection staff for Capital Improvement Projects extending through December 2011. 48,500 One-time funding is needed for the APWA reaccreditation process (note: Municipal Utilities pays for the other half of the accreditation costs). 7,000 Information Technology Funding for a new hosted software system, US eDirect, to replace the existing activity registration and reservation systems, Safari. The new software will be hosted by the US eDirect, which will eliminate IT resources to support the software. This new software system also replaced Safari from The Active Network, which is phasing out the Safari program and no longer developing enhancement or upgrades to the program. 15,394 Funding for the operation and maintenance necessary for the replacement of the current utility billing system. 55,000 Neighborhood Resources Funding for professional contract services needed to perform anticipated weed abatements in FY11/12 with expenses being offset by revenues collected from property owners. One-time funding for the Youth Enhancement Program. 15,000 64,900 Law One-time funding for the cost of process service in domestic violence cases. In nearly 80 percent of cases, the victim or witnesses refuse or fail to appear for trial, partly because the mailed subpoena is not effective. Personally serving victims and witnesses with a subpoena will assure their attendance at trial and greatly increase the chances of a conviction or better plea. This is being funded by Domestic Violence Funds. 52 15,000 City of Chandler 2011-12 Adopted Budget Budget Policies, Process and Decisions 2011-12 Budgetary Additions to Other Funds The adopted budget contains the following recommended additions to Other Funds. Ongoing Costs One-time Costs Management Services One-time funding for consultant services for the impact fee study. One-time funding for a consultant study to review water and wastewater utility rates. $ $ 145,000 150,000 Transportation & Development One-time funding for utility costs due to 12 new Bus Rapid Transit (BRT) shelters added in 2010. An ongoing funding request can be added in FY12/13 when actual figures are available. 53 7,400 City of Chandler 2011-12 Adopted Budget Budget Policies, Process and Decisions FY 2011-12 Summary of General Fund Reallocations Departments identified ongoing savings and efficiencies from their base budgets that was made available for reallocation to employee compensation, which with the exception of that covered by existing labor contracts, has not increased over the last two fiscal years. Additionally, budget was reallocated within the Self-Insured Liability Fund to support the creation of two new positions in the Law Department dedicated to claims litigation. Dept / Division Reallocation FTE Reallocation Value CAPA Office Supplies Travel/Training CAPA Total 0.00 City Clerk Total 0.00 $ 2,000 1,500 3,500 $ 150,000 150,000 $ 5,000 10,000 9,503 24,503 $ 2,000 1,000 3,000 $ 5,000 12,000 15,000 100,000 150,277 30,000 35,000 7,600 354,877 $ 3,000 2,500 27,000 32,500 $ 14,000 14,000 $ 40,000 26,134 20,000 50,000 136,134 City Clerk Elections City Magistrate Professional Services Legal Admin/Temp Hire City Magistrate Total 0.00 City Manager's Office Office Supplies Travel/Training City Manager's Office Total Community Services Miscellaneous Line Item Expenses Office Supplies Travel/Training Utilities Admin/Temp Hire Sunset Library Fire Station to do their own maintenance Solid Waste Contract (Fire Stations) - Convert to 300G containers for trash Community Services Total Economic Development Miscellaneous Line Item Expenses Travel/Training Downtown Redevelopment Economic Development Total Fire Department Miscellaneous Line Item Expenses Fire Department Total Human Resources Miscellaneous Line Item Expenses Admin/Temp Hire City-wide Training Contract Services Human Resource Total 54 0.00 0.00 0.00 0.00 0.00 City of Chandler 2011-12 Adopted Budget Budget Policies, Process and Decisions FY 2011-12 Summary of General Fund Reallocations (continued) Dept/ Division Reallocation FTE Information Technology Miscellaneous Line Item Expenses Office Supplies Admin/Temp Hire Information Technology Total Information Technology Oversight Committee (ITOC) Reduced Contingency Information Technology Oversight Committee (ITOC) Total Reallocation Value $ 100,000 4,000 4,611 108,611 $ 38,000 38,000 $ 5,940 5,940 $ 13,000 148,850 24,000 1,400 3,000 4,760 195,010 $ 1,000 6,927 5,000 12,927 $ 7,000 44,000 500 500 52,000 $ 30,743 30,743 $ 40,000 9,013 49,013 $ 170,000 20,000 25,000 200,000 66,524 481,524 $ 1,692,282 0.00 0.00 Law Temporary Hires Law Total 0.00 Management Services Miscellaneous Line Item Expenses Fee Rate Studies Actuarial Studies Office Supplies Travel/Training Admin/Hire Management Services Total 0.00 Mayor and Council Travel/Training Council Member Support Office Furniture and Fixtures Mayor and Council Total 0.00 Neighborhood Resources Miscellaneous Line Item Expenses Shift 50% Sr. Code Inspector to Grant Funded Office Supplies Code Compliance Neighborhood Resources Total 0.00 Non-Departmental Total 0.00 Non-Departmental Miscellaneous Line Item Expenses Police Miscellaneous Line Item Expenses Admin/Temp Hire Police Total 0.00 Transportation & Development Consultant Services Office Supplies Travel/Training Shift Expense to HURF Admin/Temp Hire Transportation & Development Total 0.00 GRAND TOTAL GENERAL FUND 101 0.00 55 City of Chandler 2011-12 Adopted Budget Budget Policies, Process and Decisions FY 2011-12 Summary of Other Fund Reallocations Dept / Division Reallocation FTE Reallocation Value Water Operating Fund (605) Municipal Utilities Temporary Position Eliminations Municipal Utilities Total GRAND TOTAL WATER OPERATING FUND (605) $ 2.00 2.00 2.00 $ 35,898 259,348 295,246 295,246 Municipal Utilities Total GRAND TOTAL WASTE WATER FUND (615) 3.00 $ 3.00 3.00 $ 232,422 232,422 232,422 $ 20,000 17,574 63,568 101,142 101,142 Waste Water Fund (615) Municipal Utilities Position Eliminations Solid Waste Fund (625) Municipal Utilities Base Reductions Temporary Position Eliminations Municipal Utilities Total GRAND TOTAL SOLID WASTE FUND (625) 1.00 1.00 1.00 $ Self Insurance Fund (737) Management Services Professional/Contract Services Temporary (1) $ 0.00 0.00 $ 196,500 2,647 199,147 199,147 GRAND TOTAL OTHER FUNDS 6.00 $ 827,957 GRAND TOTAL ALL FUNDS 6.00 $ 1,692,282 Neighborhood Resources Total GRAND TOTAL SELF INSURANCE FUND (737) (1) Funding shifted to Law Department, cost center 1310, Liability Litigation, for the creation of one Paralegal position and one Assistant City Attorney position, including associated operating supplies, for claims litigation. 56 City of Chandler 2011-12 Adopted Budget Financial and Personnel Overviews 2011-12 ADOPTED BUDGET SUMMARIES The Chandler City Council adopted the 2011-12 budget of $676,533,227 on June 9, 2011. 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 $256,876,029, capital expenses (non-grant) of $228,756,840, funding for debt service of $57,972,627, cost center interfund payments for capital replacement of $3,728,975, grant expenses of $51,056,250, plus a contingency and reserve in the amount of $78,142,506. RESOURCES 2009-10 Actual Revenues Revenues $ 344,141,937 429,661,307 26.7% 183,711,382 (23.6%) 17,869,863 51,324,235 46,160,538 (10.1%) - 40,120,000 17,000,000 (57.6%) Total Resources $ 676,533,227 0.8% 362,011,800 Encumbrance\Carryforward from Prior Years $ - Net Adjusted Budget $ 339,107,303 671,006,655 $ % Change Adopted to Adopted 240,455,117 Sale of Bonds $ 2011-12 Adopted Budget - Fund Balances Grants 2010-11 Adopted Budget $ (197,866,361) 362,011,800 $ 473,140,294 (120,879,931) $ 555,653,296 17.4% APPROPRIATIONS General Government(1) $ 2010-11 2011-12 % Change 2009-10 Adopted Adopted Adopted to Actual Budget Budget Adopted 156,377,613 $ 148,400,509 $ 142,751,637 (3.8%) (4.7%) Public Safety 94,439,465 113,512,373 108,177,645 Municipal Utilities 77,694,510 108,133,168 195,699,617 81.0% Transportation & Development(1) 62,379,827 117,314,300 88,253,755 (24.8%) - 121,579,459 78,142,506 (35.7%) 56,065,251 57,643,016 57,972,627 0.6% 3,164,199 4,423,830 5,535,440 25.1% 676,533,227 0.8% Fund Contingencies & Reserves(2) Debt Service Capital/Computer Replacement Total $ Encumbrance or Carryforward from Prior Years Net Adjusted Budget 450,120,865 $ - $ 450,120,865 671,006,655 $ (197,866,361) $ 473,140,294 (120,879,931) $ 555,653,296 17.4% (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 f unds and reserves are on e-time revenues comprised of various funds of which the majority is restricted in their u se. T hese funds can be used for unanticipated reven ue sh ortfalls or unfo reseen or emergency expenditure s. Use of t hese funds r equires Co uncil approval. 57 City of Chandler 2011-12 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 $31,802,600 was adopted on July 23, 2011. The tax levy includes a Primary Tax Rate of $0.3292 and a Secondary Tax Rate of $0.9422, for a total tax rate of $1.2712 per $100 of assessed valuation. 2010-11 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 $ 83,493,600 74,876,596 91,981,966 10,041,907 42,337,234 36,376,000 40,120,000 51,324,235 240,455,117 671,006,655 2011-12 Adopted Budget $ 88,763,000 56,924,900 101,010,712 11,040,000 140,120,095 31,802,600 17,000,000 46,160,538 183,711,382 676,533,227 % Change Adopted to Adopted 6.3% (24.0%) 9.8% 9.9% 231.0% (12.6%) (57.6%) (10.1%) (23.6%) 0.8% * In F Y 2011-12, the Other Services, Charges & R eceipts category includes reimbursement revenue of $9 1,675,977 (Water Fund $3,9 00,000 an d W astewater Fund $87,775,9 77) for the In tel Plant Expans ion i n w hich the City w ill pay for th e utili ty infrastructure costs and Intel will reimburse the City for these costs. 58 City of Chandler 2011-12 Adopted Budget Financial and Personnel Overviews WHERE THE MONEY GOES 2010-11 Adopted Budget By Department: General Government Management Services Community Services Public Safety Transportation & Development(1) Municipal Utilities Capital Replacement Debt Service Contingency & Reserves* Capital - Major Total By Category: Personnel & Benefits Operating & Maintenance Contingency & Reserves* Capital - Major Total (1) $ $ $ $ 2011-12 Adopted Budget 47,665,008 33,316,018 30,955,106 92,994,709 28,025,569 57,991,261 4,423,830 57,643,016 121,579,459 196,412,679 671,006,655 $ 156,692,503 196,322,014 121,579,459 196,412,679 671,006,655 $ $ $ % Change Adopted to Adopted 47,090,848 43,999,994 30,688,960 91,490,547 27,368,328 56,128,169 5,535,440 57,972,627 78,142,506 238,115,808 676,533,227 (1.2%) 32.1% (0.9%) (1.6%) (2.3%) -3.2% 25.1% 0.6% (35.7%) 21.2% 0.8% 151,291,025 208,983,888 78,142,506 238,115,808 676,533,227 (3.4%) 6.4% (35.7%) 21.2% 0.8% In fiscal year 2010-11 Planning & Development and Public Works are combined and renamed Transportation & Development. *Contingency funds and reserves are one-ti me re venues comprised of various funds of whic h the m ajority is restricted in t heir u se. Contingency funds can be used f or unanticipated revenue shortfalls or unforeseen or emergency expenditures. Use of these funds requires Council approval. 59 City of Chandler 2011-12 Adopted Budget Financial and Personnel Overviews The following tables provide summary and detail information on the change between the adopted operating and capital budgets for fiscal year 2010-11 and 2011-12, all funds. For operating budget cost centers, explanations of significant highlights for the 2011-12 adopted budgets 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 2009-10 Actual Expenditures Mayor and Council Communications/Public Affairs City Clerk (1) City Manager Organizational Support City Magistrate Law Community Services Fire Management Services Non-Departmental (2) Municipal Utilities ( 3) Planning and Development Police (3) Transportation & Development $ Subtotal Fund Contingency - Operating* Fund Contingency - Capital* Debt Service Capital/Computer Replacement GRAND TOTAL $ 773,242 2,257,809 588,594 1,768,476 19,116,175 3,980,709 3,214,854 46,507,589 30,844,203 13,124,454 49,339,707 77,694,510 15,706,005 63,595,262 62,379,827 2010-11 Adopted Budget $ 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 15,901,559 18,616,459 108,133,168 82,639,217 117,314,300 2010-11 Adjusted Budget $ 830,508 2,492,225 753,526 3,740,647 48,504,878 3,977,302 3,221,310 54,333,229 30,452,702 16,435,980 42,087,080 104,090,174 82,761,680 102,438,629 2010-11 Estimated Expenditures $ 830,508 2,390,327 683,353 2,084,009 29,856,000 3,737,105 3,199,085 40,611,298 27,641,256 16,259,706 29,947,553 60,185,077 60,932,110 62,656,715 2011-12 Adopted Budget $ % Change Adopted to Adopted 784,017 2,267,658 560,098 2,267,117 42,851,550 3,851,242 3,361,821 39,900,140 29,752,881 14,342,220 32,565,774 195,699,617 78,424,764 88,253,755 (3.9%) 6.7% (21.8%) (36.3%) (3.1%) (1.3%) 6.8% (28.0%) (3.6%) (9.8%) 74.9% 81.0% N/A (5.1%) (24.8%) 390,891,416 487,360,350 496,119,870 341,014,102 534,882,654 9.8% 56,065,251 3,164,199 91,251,300 30,328,159 57,643,016 4,423,830 109,663,470 2,454,043 57,643,016 5,126,256 56,187,430 3,191,305 63,322,631 14,819,875 57,972,627 5,535,440 (30.6%) (51.1%) 0.6% 25.1% 676,533,227 0.8% 450,120,865 $ 671,006,655 $ 671,006,655 $ 400,392,837 $ (1) City Manager includes the Fiscal year 2010-11 transfer of Housing & Redevelopment into Neighborhood Resources from Planning & Development. (2) In FY 2011-12, Municipal Utilities includes $91,675,977 (Water Fund $3,900,000 and Wastewater Fund $87,775,977) for the Intel Plant Expansion in which the City will pay for the utility infrastructure costs and Intel will reimburse the City for these costs. (3) In fiscal year 2010-11 Planning & Development and Public Works are combined and renamed Transportation & Development. *Contingency funds and reserv es are one-ti me re venues comprised of various funds of whic h the m ajority is restricted in t heir u se. Contingency funds can be used f or unanticipated revenue shortfalls or unforeseen or emergency expenditures. Use of these funds requires Council approval. 60 City of Chandler 2011-12 Adopted Budget Financial and Personnel Overviews COST CENTER BUDGET COMPARISON 2009-10 Actual Expenditures 2010-11 Adopted Budget 2010-11 Adjusted Budget 2010-11 Estimated Expenditures 2011-12 Adopted Budget % Change Adopted to Adopted General Government Mayor and Council $ Communications & Public Affairs Administration Video Production Print, Mail & Graphics Total Communications/Public Affairs 773,242 $ 816,160 $ 830,508 $ 830,508 $ 784,017 (3.9%) 945,250 226,537 1,086,022 2,257,809 663,340 352,439 1,109,641 2,125,420 745,600 562,706 1,183,919 2,492,225 739,550 512,706 1,138,071 2,390,327 842,507 356,091 1,069,060 2,267,658 27.0% 1.0% (3.7%) 6.7% 588,594 715,908 753,526 683,353 560,098 (21.8%) 1,768,476 3,557,573 3,740,647 2,084,009 2,267,117 (36.3%) 710,377 388,904 312,888 77,478 2,140,380 1,631,924 3,124,720 2,674,736 1,073,045 160,643 474,512 539,974 972,732 565,602 4,268,261 19,116,175 1,183,029 417,365 3,035,099 456,253 48,816 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 1,289,537 434,078 3,385,099 528,194 48,816 2,439,627 2,172,074 3,792,054 2,017,704 5,808,277 660,918 1,465,589 829,049 996,650 27,178 12,475,133 10,134,901 48,504,878 1,286,257 292,494 250,000 308,826 13,520 2,307,462 1,930,544 3,724,211 1,934,883 2,373,507 162,627 168,577 640,306 991,529 7,916,518 5,554,739 29,856,000 1,523,506 393,809 2,891,644 451,264 1,943,210 1,992,334 3,089,046 1,816,818 4,569,320 518,782 1,364,513 544,861 979,468 27,178 12,523,116 8,222,681 42,851,550 28.8% (5.6%) (4.7%) (1.1%) (100.0%) (8.1%) 5.6% 4.9% (23.2%) (23.1%) (18.1%) (25.2%) (27.1%) (0.5%) (20.6%) 2.0% 12.0% (3.1%) City Magistrate 3,980,709 3,902,212 3,977,302 3,737,105 3,851,242 (1.3%) Law Liability Litigation Total Law 3,214,854 3,214,854 3,148,640 3,148,640 3,221,310 3,221,310 3,199,085 3,199,085 3,166,761 195,060 3,361,821 0.6% N/A 6.8% Total General Government 31,699,859 58,501,329 63,520,396 42,780,387 55,943,503 (4.4%) Community Services Administration Center for the Arts Buildings and Facilities Library Library Capital Parks Administration Aquatics Parks Operations Recreation Sports & Fitness Facilities Nature & Recreation Facilities Other Recreation Facilities Museum Parks Capital Total Community Services 689,483 1,559,684 6,730,494 6,737,088 462,629 665,104 3,197,173 6,237,237 1,127,474 1,538,937 350,725 1,991,029 341,565 14,878,967 46,507,589 665,674 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 55,381,162 816,935 1,716,201 7,548,511 7,544,695 10,900,684 446,364 3,402,735 6,478,395 1,177,675 2,231,733 1,742,672 89,962 298,445 9,938,222 54,333,229 714,670 1,687,519 7,534,177 6,652,410 4,939,463 443,990 3,420,258 6,492,079 1,147,196 2,189,467 1,604,842 89,799 300,247 3,395,181 40,611,298 499,654 1,836,139 6,345,464 7,090,228 1,179,756 446,537 3,149,907 6,198,212 961,242 2,114,286 1,666,427 380,864 8,031,424 39,900,140 (24.9%) 20.3% (2.8%) (0.0%) (89.3%) 0.4% (4.6%) (0.9%) (1.9%) 35.5% 440.4% (100.0%) 39.4% (40.1%) (28.0%) City Clerk City Manager Administration Organizational Support Economic Development Downtown Redevelopment Economic Development Capital Tourism Downtown Real Estate Human Resources IT Service Delivery Mgmt & Admin IT Applications & Support IT Infrastructure & Client Support ITOC Capital ITOC Operations IT Citywide Capital Neighborhood Resources Code Enforcement Neighborhood Resources Capital (1) Housing and Redevelopment Community Development Total Organizational Support (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. 61 City of Chandler 2011-12 Adopted Budget Financial and Personnel Overviews COST CENTER BUDGET COMPARISON (continued) 2009-10 Actual Expenditures 2010-11 Adopted Budget 2010-11 Adjusted Budget 2010-11 Estimated Expenditures Fire Administration $ (2) Fleet Services Emergency Services Operations Prevention and Preparedness Capital Support Services Training Community Programs & Preparedness Total Fire 4,402,694 790,907 20,240,177 596,256 2,955,585 1,091,717 471,921 294,947 30,844,203 Management Services Administration Budget Purchasing Central Supply Accounting Tax and License Utility Services Risk Management Risk Management Liabilities Environmental Management Environmental Management Liabilities (2) Fleet Services Non-Departmental Operating Non-Departmental Capital Total Management Services 925,434 617,348 783,131 406,153 1,317,953 1,715,423 1,444,671 1,726,687 2,362,435 714,922 9,561 1,100,736 49,339,707 62,464,161 842,445 531,829 658,883 303,662 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 1,018,639 548,743 672,365 311,478 1,349,063 1,787,339 809,281 2,148,578 5,390,806 746,746 488,200 1,164,742 17,602,438 24,484,642 58,523,060 771,664 12,476,348 6,586,755 11,075,540 8,949,724 1,653,707 1,537,890 5,803,457 959,864 7,885 2,064,832 14,764,410 1,824,619 971,338 408,214 4,521,005 3,317,259 77,694,510 895,594 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 1,393,417 1,334,572 446,487 3,298,744 977,572 762 8,254,450 15,706,005 - $ 6,118,240 1,134,907 19,756,547 998,924 1,814,727 1,049,811 30,873,156 $ 6,295,619 1,232,106 19,647,782 1,003,320 1,191,336 1,082,539 30,452,702 $ 2011-12 Adopted Budget 4,836,730 1,187,469 19,200,297 845,543 492,521 1,078,697 27,641,256 $ % Change Adopted to Adopted 5,677,788 1,077,969 978,026 19,625,198 832,563 556,685 1,004,652 29,752,881 (7.2%) N/A (13.8%) (0.7%) (16.7%) (69.3%) (4.3%) N/A N/A (3.6%) 871,532 536,352 668,079 309,528 1,289,111 1,774,674 823,685 2,108,267 5,683,260 739,017 303,000 1,153,202 14,544,294 15,403,259 46,207,259 680,083 547,291 644,743 302,368 1,287,068 1,677,518 848,698 1,993,415 5,468,765 419,071 473,200 29,657,774 2,908,000 46,907,994 (19.3%) 2.9% (2.1%) (0.4%) (1.0%) (1.4%) 6.8% (7.0%) 1.9% (36.2%) 0.0% (100.0%) 70.3% 141.9% 35.9% 899,476 11,640,711 6,210,081 24,105,604 11,591,973 1,753,851 1,596,193 6,312,665 1,299,500 751,722 2,333,972 20,220,159 2,522,409 1,396,347 571,827 6,228,977 4,654,707 104,090,174 745,789 11,274,846 5,980,827 3,605,270 8,545,594 1,653,733 1,327,310 6,211,775 1,299,500 746,367 2,133,158 3,476,949 2,521,984 986,269 297,910 4,777,797 4,600,000 60,185,077 734,554 11,430,122 4,567,599 28,436,580 11,028,302 1,569,201 1,533,122 6,228,548 1,299,500 1,081,152 1,989,129 111,134,868 2,379,596 1,390,733 575,957 6,202,334 4,118,320 195,699,617 (18.0%) (0.6%) (25.7%) 2.1% (0.3%) (7.7%) 0.7% (0.2%) 0.0% 48.0% (11.8%) 398.7% 0.1% (0.2%) 1.2% 0.3% 0.0% 81.0% - - - N/A N/A N/A N/A N/A N/A N/A N/A (3) Municipal Utilities Municipal Utilities Administration Solid Waste Services 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 (1) Planning and Development Administration Current Planning Long Range Planning Development Services Civil Engineering Planning/Development Capital Housing and Redevelopment Total Planning & Development (1) (2) (3) In fiscal year 2010-11 Planning & Development and Public Works are combined and renamed Transportation & Development. In fiscal year 2011-12 Fleet Services is transferred to the Fire Department from the Management Services Department. In FY 2011-12, Municipal Utilities includes $91,675,977 (Water Fund $3,900,000 and Wastewater Fund $87,775,977) for the Intel Plant Expansion in which the City will pay for the utility infrastructure costs and Intel will reimburse the City for these costs. 62 City of Chandler 2011-12 Adopted Budget Financial and Personnel Overviews COST CENTER BUDGET COMPARISON (continued) 2009-10 Actual Expenditures 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 3,501,463 874,358 407,957 2,035,004 28,786,051 11,716,586 794,181 4,897,852 1,714,558 2,697,853 3,965,691 2,203,710 63,595,262 2010-11 Adopted Budget $ 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 2010-11 Adjusted Budget $ 7,400,350 952,631 391,968 2,323,983 28,953,067 11,139,507 820,173 5,749,062 1,645,926 2,492,644 3,595,934 17,296,435 82,761,680 2010-11 Estimated Expenditures $ 3,430,740 938,243 372,963 2,065,552 28,107,106 11,112,627 809,829 5,417,416 1,648,059 2,349,254 3,514,298 1,166,024 60,932,110 2011-12 Adopted Budget $ % Change Adopted to Adopted 6,249,201 981,759 390,233 2,463,476 28,096,268 11,009,503 808,392 5,533,143 1,615,206 2,475,869 2,671,301 16,130,413 78,424,764 (13.3%) 4.0% 1.3% 15.3% (0.4%) (0.0%) (0.8%) (0.6%) 0.1% (0.4%) (25.2%) (13.8%) (5.1%) 47.4% (100.0%) 72.9% 14.4% (100.0%) 0.0% (14.8%) (100.0%) (100.0%) N/A 0.2% (32.8%) (4.7%) (0.2%) (9.9%) 8.7% 24.6% (24.8%) (1) Transportation & Development 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 Sub-Total Fund Contingency - Operating Fund Contingency - Capital Debt Service Capital/Computer Replacement Grand T otal $ (1) 471,530 3,376,776 233,589 211,358 7,578,723 40,248,697 5,967,957 1,264,535 1,179,721 890,911 956,028 62,379,827 469,822 821,439 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 2,157,196 117,314,300 708,484 2,666,011 4,070,761 66,000 3,441,944 500,000 9,465,382 69,233,506 6,186,785 1,710,773 1,329,962 1,086,045 1,972,976 102,438,629 676,251 2,367,351 3,942,833 66,000 2,913,690 500,000 8,872,521 32,946,282 6,043,304 1,709,404 1,052,627 1,090,676 475,775 62,656,715 692,320 2,919,895 3,501,278 66,000 2,947,768 7,943,931 58,131,583 5,961,145 1,345,704 1,118,601 937,686 2,687,844 88,253,755 390,891,416 487,360,350 496,119,870 341,014,102 534,882,654 9.8% 56,065,251 3,164,199 91,251,300 30,328,159 57,643,016 4,423,830 109,663,470 2,454,043 57,643,016 5,126,256 56,187,430 3,191,305 63,322,631 14,819,875 57,972,627 5,535,440 (30.6%) (51.1%) 0.6% 25.1% 676,533,227 0.8% 450,120,865 $ 671,006,655 $ 671,006,655 $ 400,392,837 $ In fiscal year 2010-11 Planning & Development and Public Works are combined and renamed Transportation & Development. 63 City of Chandler 2011-12 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). 64 City of Chandler 2011-12 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 contributions and transfers during the fiscal year. TECHNOLOGY REPLACEMENT FUND – This fund is established to provide the City with a mechanism to replace citywide technology related equipment. 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. 65 CITY OF CHANDLER FUND STRUCTURE SUMMARY FOR FISCAL YEAR 2011-12 2011-12 Total Budget $676,533,227 Capital Project Funds $130,454,321 Enterprise Funds $196,185,458 Internal Service Funds $51,159,860 Special Assessment Funds $92,640 Permanent Funds $4,800 General Government $65,526,058 Grants-In-Aid $30,212,150 Public Safety $16,687,098 Water $32,302,549 Self Insurance $30,317,938 Management Services $92,640 Non-Expendable Trust $4,800 Public Safety $87,437,120 Highway User Revenue $11,901,204 Community Services $9,436,180 Wastewater $110,180,922 Capital Replacement $488,000 Transportation & Development $16,842,086 Local Transportation Assistance $1,374,006 Transportation & Development $36,833,046 Solid Waste $11,380,122 Computer Replacement $1,891,440 Contingency & Reserves $32,517,664 Community Block Grant $3,500,000 Municipal Utilities $41,626,024 Airport $959,502 Fleet Replacement $3,156,000 Debt Service $23,278,999 Housing & Urban Development $13,706,000 City Manager $7,452,655 City Manager $1,400,000 Contingency & Reserves $15,306,482 Expendable Trust Funds $285,786 Management Services $3,018,000 Management Services $2,406,768 Contingency & Reserves $7,418,100 Contingency & Reserves $14,648,407 Contingency & Reserves $8,251,853 Debt Service $4,636,975 Debt Service $752,911 Debt Service $29,303,742 66 City of Chandler 2011-12 Adopted Budget Special Revenue Funds $73,034,221 Financial and Personnel Overviews General Operating Funds $225,601,927 City of Chandler 2011-12 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 2010-11 and 2011-12. 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. Local Sales Tax & Licenses 2011-12 % Change Adopted Budget Adopted Budget Adopted to Adopted 88,763,000 6.3% 36,376,000 31,802,600 (12.6%) State-Shared Taxes 47,253,000 45,279,900 (4.2%) Other Revenue 26,232,118 23,647,850 (9.9%) 96,561,976 59,541,208 (38.3%) 249,034,558 (14.1%) Property Tax $ 2010-11 (1) Fund Balance less Transfer In/Out (2) Total General Fund (101/102/310 & 401) (1) $ 83,493,600 289,916,694 $ $ Fiscal year 2010-11 Property Tax adopted amount of $36,376,000 includes Prior Year Property Tax (Primary and Secondary) of $450,000. Fiscal year 2011-12 Property Tax adopted amount of $31,352,600 includes Prior Year Property Tax (Primary and Secondary) of $450,000. (2) Fiscal year 2010-11 includes Gene ral Fu nds of $207,9 28,835 and Polic e Fo rfeiture Funds of $3,067,00 0; GO De bt Service Funds of $41,000,862, and General Government Capital Pr oject Funds of $37,919,997; fiscal year 2011-12 i ncludes General Funds of $198, 840,327, Police Forfeiture Funds of $3,2 02,000, GO Debt Service Fund s of $23,559,40 0, and General Govern ment C apital Project Funds of $23,432,631. 67 City of Chandler 2011-12 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 2010-11 and 2011-12. 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% 29% 32% 32% 36% 7% 8% 24% 15% 9% Public Safety 80% 60% 40% 20% 8% Transportation & Development Contingency & Reserves Debt Service 0% 2010-11 General Government 2011-12 $ 2010-11 2011-12 % Change Adopted Budget Adopted Budget Adopted to Adopted 83,299,636 $ 78,905,102 (5.3%) Public Safety 91,526,365 89,817,316 (1.9%) Transportation & Development 21,582,164 18,625,369 (13.7%) Contingency & Reserves(1) 69,834,625 38,407,772 (45.0%) Debt Service Total General Fund (101/102/310 & 401) 23,673,904 (2) Personnel & Benefits 23,278,999 (1.7%) $ 289,916,694 $ 249,034,558 (14.1%) $ 132,645,915 $ 129,194,478 (2.6%) 63,889,785 (2.3%) Operating & Maintenance 65,388,307 Contingency & Reserves 69,834,625 38,407,772 (45.0%) Capital - Major 22,047,847 17,542,523 (20.4%) 249,034,558 (14.1%) Total General Fund (101/102/310 & 401) (2) $ 289,916,694 $ (1) Contingency f unds and reserves are one-tim e re venues com prised of various funds of whic h the m ajority is restricted in th eir u se. Contingency funds can be used f or unanticipated revenue shortfalls or unforeseen or emergency expenditures. Use of these funds requires Council approval. (2) Fiscal year 2010-11 includes Gene ral Fu nds of $207,9 28,835 and Polic e Fo rfeiture Funds of $3,067,00 0; GO De bt Service Funds of $41,000,862, and General Government Capital Pr oject Funds of $37,919,997; fiscal year 2011-12 i ncludes General Funds of $198, 840,327, Police Forfeiture Funds of $3,2 02,000, GO Debt Service Fund s of $23,559,40 0, and General Govern ment C apital Project Funds of $23,432,631. 68 City of Chandler 2011-12 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), Highway User Revenue Debt Service Fund 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 2010-11 to 2011-12. SPECIAL REVENUE FUNDS BUDGET - EXPENDITURES 2010-11 Adopted Budget Non-Departmental $ 302,321 Transportation & Development Contingency & Reserves Debt Service Total Special Revenue Funds (214, 215, 216 & 320) $ Personnel & Benefits $ 2011-12 Adopted Budget $ % Change Adopted to Adopted 196,737 (34.9%) 15,538,689 13,078,473 (15.8%) 4,441,200 3,775,300 (15.0%) 4,051,009 4,636,975 14.5% 21,687,485 (10.9%) 3,715,888 (7.1%) 10,107,380 9.1% 24,333,219 $ 4,000,549 $ Operating & Maintenance 9,262,291 Contingency & Reserves 4,441,200 3,775,300 (15.0%) 6,629,179 24,333,219 4,088,917 21,687,485 (38.3%) (10.9%) Capital - Major Total Special Revenue Funds (214, 215, 216 & 320) $ $ SPECIAL REVENUE FUNDS BUDGET - REVENUES 2011-12 Adopted Budget 2010-11 Adopted Budget Regional Transporation Sales Tax $ 14,623,596 Hig hway User Revenue Other Revenues 400,157 Fund Balance less Transfer In/Out Total Special Revenue Funds (214, 215, 216 & 320) $ 13,000,000 (3,690,534) $ 24,333,219 $ 150,000 (99.0%) 11,495,000 (11.6%) 195,000 (51.3%) 9,847,485 (366.8%) 21,687,485 (10.9%) Refer to page 71 for more detailed information on the Highway User Revenue and Local Transportation Assistance Funds. 69 % Change Adopted to Adopted City of Chandler 2011-12 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. 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 2010-11 to 2011-12. ENTERPRISE OPERATIONAL FUNDS BUDGET - EXPENDITURES 2010-11 Adopted Budget Water (1) Wastewater $ (1) WW Industrial Process Treatment Solid Waste Airport Total Enterprise Oper Funds (605, 615, 616, 625 & 635) $ Personnel & Benefits $ 57,808,797 2011-12 Adopted Budget $ % Change Adopted to Adopted 56,760,751 (1.8%) 36,476,304 123,191,487 237.7% 2,690,664 2,558,127 (4.9%) 13,909,641 12,239,613 (12.0%) 1,299,963 1,070,480 (17.7%) 112,185,369 $ 195,820,458 74.6% 15,045,061 $ 14,127,493 (6.1%) 74,113,872 0.7% Operating & Maintenance 73,586,856 Contingency & Reserves 17,197,200 8,211,853 (52.2%) 6,356,252 112,185,369 99,367,240 195,820,458 1463.3% 74.6% Capital - Major Total Enterprise Oper Funds (605, 615, 616, 625 & 635) (1) $ $ In FY 2011-12, Municipal Utilities includes $91,675,977 (Water Fund $3,900,000 and Wastewater Fund $87,775,977) for the Intel Plant Expansion in which the City will pay for the utility infrastructure costs and Intel will reimburse the City for these costs. ENTERPRISE OPERATIONAL FUNDS BUDGET - REVENUES 2010-11 Adopted Budget Water Services $ Wastewater Services 45,365,919 2011-12 Adopted Budget $ 48,764,994 7.5% 34,218,669 17.1% 2,961,488 2,830,951 (4.4%) 12,998,450 13,394,368 3.0% 29,227,469 WW Industrial Process Treatment Solid Waste Services % Change Adopted to Adopted Airport Services 858,610 999,826 16.4% Other Revenues 2,099,590 93,585,727 4357.3% 18,673,843 2,025,923 (89.2%) 195,820,458 74.6% Fund Balance less Transfer In/Out Total Enterprise Oper Funds (605, 615, 616, 625 & 635) $ 112,185,369 $ Refer to pages 72 and 73 for more detailed information on the Water, Wastewater, Solid Waste, and Airport Operating Funds. 70 City of Chandler 2011-12 Adopted Budget Financial and Personnel Overviews MAJOR FUND SUMMARIES General Funds (101/102/310/401) FY2011-12 FY2011-12 Category Revenue Budget Dept/Cost Center Expense Budget Property Tax City Clerk $ 31,802,600 $ 560,098 City Mgr, HR, IT, Econ Dev, 15,041,173 Neighborhood Resources Franchise Tax 2,766,000 Transaction Privilege Tax Community Services 84,517,000 28,707,174 Other Licences CAPA 1,480,000 2,217,658 State Shared Taxes Fire 45,279,900 27,529,396 Charges for Services Law 15,914,850 3,149,461 Miscellaneous Receipts Magistrate 4,344,000 3,851,242 Court Fines Mayor/Council 3,389,000 784,017 Fund Balance Mgmt. Services 58,306,410 5,856,855 Non-Dept.** Subtotal Revenue $ 247,799,760 35,966,163 Police 59,907,724 Net Transfers In(Out) * Transportation & Dev 1,234,798 16,842,086 Major Capital 25,342,512 Debt Services 23,278,999 TOTAL RESOURCES $ TOTAL EXPENSE 249,034,558 Highway User Revenue Funds (HURF) (215/320) FY2011-12 Category Revenue Budget Dept/Cost Center Highway Tax Streets $ 11,495,000 Interest Income Streets-Capital 109,000 Other Revenue Traffic Engineering 5,000 Fund Balance Non-Dept.** 8,378,067 Debt Services Subtotal Revenue $ 19,987,067 Net Transfers In(Out) * (23,588) TOTAL RESOURCES TOTAL EXPENSE $ 19,963,479 Local Transportation Assistance Fund (LTAF) (216) FY2011-12 Category Revenue Budget Dept/Cost Center Lottery Entitlements Streets-Capital $ Bus Shelter/Service Transit Services 62,000 Interest 19,000 Non-Dept.** Fund Balance 1,644,531 Subtotal Revenue $ 1,725,531 Net Transfers In(Out) * (1,525) TOTAL RESOURCES TOTAL EXPENSE $ 1,724,006 * Transfers in/out include Indirect Cost, potential loans or loan payback; see Schedule D (p. 440) for details. ** Includes Contingency & Reserves. 71 $ 249,034,558 FY2011-12 Expense Budget $ 4,208,700 3,622,322 3,873,445 3,622,037 4,636,975 $ 19,963,479 FY2011-12 Expense Budget $ 466,595 907,411 350,000 $ 1,724,006 City of Chandler 2011-12 Adopted Budget Financial and Personnel Overviews MAJOR FUND SUMMARIES - (continued) Grant Funds (217 thru 240) FY2011-12 FY2011-12 Category Revenue Budget Dept/Cost Center Expense Budget Grants In Aid $ 29,167,538 21,080,575 City Mgr, HR, IT, Econ Dev, $ Neighborhood Resources Home Program 1,260,000 Community Services 1,471,000 Community Dev Block Grant 3,500,000 CAPA 50,000 Public Housing Authority 2,657,000 Fire 1,662,000 Housing Authority Section 8 5,190,000 Law 17,300 Capital Fund Program 850,000 Municipal Utilities 210,000 Proceeds Reinvest Projects 36,000 Non-Dept.** 3,638,100 Housing Authority 3,500,000 Police 2,386,627 Interest 28,000 Transportation & Dev 20,540,648 Fund Balance 4,582,712 Subtotal Revenue $ 50,771,250 Net Transfers In(Out) * 285,000 TOTAL RESOURCES $ TOTAL EXPENSE 51,056,250 $ 51,056,250 MAJOR ENTERPRISE FUNDS SUMMARIES Water Operating (605) FY2011-12 Category Revenue Budget Dept/Cost Center Water Sales $ 48,764,994 Administration Meter Installation Fees 249,000 Water Distribution Connect Fees 322,000 Water Capital Other Charges 431,420 Water Treatment Plant Miscellaneous Receipts 3,900,000 Environmental Res Interest 155,000 Water Quality Fund Balance 7,011,359 Water Production Facility San Tan Vista Water Fac Subtotal Revenue $ 60,833,773 Meter Services Net Transfers In(Out) * (4,073,022) ITOC Capital Non-Dept.** Debt Services FY2011-12 Expense Budget $ 627,754 4,567,599 4,427,371 11,028,302 1,509,201 1,533,122 6,228,548 1,299,500 1,081,152 882,000 5,240,454 18,335,748 TOTAL RESOURCES $ $ 56,760,751 TOTAL EXPENSE * Tr ansfers in/out include Indirect Cost, potential loans or loan payback; see Schedule D (p. 440) for details. ** Includes Contingency & Reserves. 72 56,760,751 City of Chandler 2011-12 Adopted Budget Financial and Personnel Overviews MAJOR ENTERPRISE FUNDS SUMMARIES - (continued) Wastewater Operating (615) FY2011-12 Category Revenue Budget Dept/Cost Center Sewer Sales $ 33,259,066 Administration Service Charges 1,148,863 Wastewater Collection Other Charges 225,000 Wastewater Capital Miscellaneous Receipts 87,775,977 Wastewater Treatment Interest 119,000 Wastewater Quality Fund Balance 3,000,658 Airport WW Reclam Plant Ocotillo Water Reclam Subtotal Revenue $ 125,528,564 ITOC Capital Net Transfers In(Out) * (2,337,077) Non-Dept.** Debt Service TOTAL RESOURCES $ 123,191,487 TOTAL EXPENSE Wastewater Industrial Process Treatment (616) FY2011-12 Category Revenue Budget Dept/Cost Center Intel Sur charge Fees $ 2,830,951 WW Reverse Osmosis Interest 4,000 Non-Dept.** Subtotal Revenue $ 2,834,951 Net Transfers In(Out) * (276,824) TOTAL RESOURCES $ 2,558,127 TOTAL EXPENSE Solid Waste Operating (625) FY2011-12 Category Revenue Budget Dept/Cost Center Refuse Charges $ 12,598,875 Solid Waste Services Dumping Fees 126,261 Solid Waste Capital Admin Charges 24,288 ITOC Capital Other Revenues 776,382 Non-Dept.** Interest 69,000 Fund Balance Subtotal Revenue $ 13,594,806 Net Transfers In(Out) * (1,355,193) TOTAL RESOURCES $ 12,239,613 TOTAL EXPENSE Airport Operating (635) FY2011-12 Category Revenue Budget Dept/Cost Center Tie Down Fees $ 494,400 Airport Services Sale of Gas/Oil 235,420 Airport Capital Airport Leases 279,088 Non-Dept.** Debt Service Other Revenues/Interest 5,550 Fund Balance Subtotal Revenue $ 1,014,458 Net Transfers In(Out) * 56,022 TOTAL RESOURCES $ 1,070,480 TOTAL EXPENSE * Transfers in/out include Indirect Cost, potential loans or loan payback; see Schedule D (p. 440) for details. ** Includes Contingency & Reserves. 73 FY2011-12 Expense Budget $ 6,800 1,989,129 93,518,053 1,390,733 575,957 6,202,334 4,118,320 378,000 4,068,955 10,943,206 $ 123,191,487 FY2011-12 Expense Budget $ 2,379,596 178,531 $ 2,558,127 FY2011-12 Expense Budget $ 11,055,122 140,000 1,044,491 $ 12,239,613 FY2011-12 Expense Budget $ 937,686 21,816 86,190 24,788 $ 1,070,480 City of Chandler 2011-12 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 Fund Balance - Most governmental activities are financed from the General Fund. Expenditures for public purposes may be made from cash held in the General Fund with freedom from the restrictions imposed on other funds. The FY 2011-12 Budget anticipates that about $25.8-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 support the general capital projects fund. The ending fund balance of nearly $32.5-million includes over $19.5-million for the 12% contingency reserve adopted by Council, which has contributed to increased bond ratings over the years. 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 or, departments. In Chandler, this category includes Workers Compensation Fund, Self Insurance Fund, Uninsured Liability Fund, Short Term Disability Fund, Capital Replacement Fund, Technology Replacement Fund, and Fleet Replacement Fund. Capital Project Fund Balance – These are funds used to account for financial resources to be used for the acquisition or construction of major capital facilities (other than those financed by proprietary funds and trust funds). The financial resources of Capital Project funds come from several different sources, including bonds, impact fees, system development fees, or loans from operating funds. The Capital Project Fund Balance for FY 2011-12 shows that almost $61.4-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 2011-12 shows that about $2-million of the Fund Balance is needed to supplement the revenue collection to offset estimated expenditures, including debt service and one-time capital. 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 2011-12. 74 City of Chandler 2011-12 Adopted Budget Financial and Personnel Overviews This page intentionally left blank. 75 City of Chandler 2011-12 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 09-10 Actual 10-11 Actual* Estimated Beginning Fund Balance $ 198,857 $ 82,696 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 $ 40,623 83,282 56,788 19,739 6,047 9,435 215,914 $ TOTAL AVAILABLE RESOURCES $ 414,771 $ 254,760 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 773 17,636 589 3,981 3,198 8,184 7,596 2,258 33,261 60,586 27,947 12,299 38,456 24,985 Special Revenue 11-12 Adopted $ 58,306 35,265 85,174 46,568 17,584 7,167 (19,694) 172,063 $ 831 15,661 683 3,737 3,182 7,284 2,390 31,533 58,886 26,422 18,144 4,182 23,518 31,803 87,266 45,280 20,784 4,361 (22,198) 167,296 $ 225,602 09-10 Actual $ 10-11 Actual* 11-12 Adopted 09-10 Actual 10-11 Actual* 11-12 Adopted $ 14,760 $ 50,561 $ 12,520 $ 24,142 14,962 12,746 11,495 0 804 417 223 31,836 25,993 46,311 89 91 136 (13,616) (40) 110 $ 34,075 $ 39,207 $ 58,274 8,360 17,994 22,440 (3,859) 17,014 4,578 $ 4,501 $ 35,008 $ 27,018 $ $ 55,062 $ 47,528 $ 51,160 784 15,041 560 3,851 3,149 5,857 2,218 28,707 59,908 27,529 16,842 5,358 23,279 17,812 $ 15,669 Internal Service 51,887 $ 54,876 3,277 17 8,110 179 806 550 15,412 89 4,378 $ 73,034 13,338 17 1,067 880 722 19,837 50 154 4,051 21,081 17 50 1,471 2,387 1,662 33,619 210 197 286 4,637 4,814 204 16 4,858 - 150 8,880 393 115 79 13,769 - 144 195 8,394 2,342 590 712 23,476 - Total Expenditures $ 241,748 $ 196,453 $ 193,084 $ 32,816 $ 40,116 $ 65,616 $ Estimated Ending Fund Balance (Contingency) $ 173,023 $ 58,306 $ 32,518 $ 19,071 $ 14,760 7,418 $ 45,171 $ 24,142 $ 15,306 414,771 $ 254,760 $ 225,602 $ 51,887 $ 54,876 $ 73,034 $ 55,062 $ 47,528 $ 51,160 TOTAL EXPENDITURES + ENDING FUND BALANCE $ *10-11 Actual reflects estimated year-end (unaudited). 76 $ 9,892 $ 23,386 $ 35,853 City of Chandler 2011-12 Adopted Budget Financial and Personnel Overviews SUMMARY OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE (con’t) SUMMARY (In Thousands) Capital Project 09-10 Actual 10-11 Actual* Enterprise Funds 11-12 Adopted $ 50,071 $ 84,828 $ 76,127 11,485 2,677 16,001 $ 30,163 $ 10,677 25,314 792 11,039 47,821 $ 11,040 17,000 791 25,497 54,328 $ 80,234 $ 132,650 $ 130,454 (28) 12,979 1,591 2,956 33,703 23,979 8,459 730 2,791 7,857 1,166 493 23,584 6,205 13,706 722 09-10 Actual 10-11 Actual* Permanent/Special Funds 11-12 Adopted 10-11 Actual* $ $ 124 $ 63 64 64 $ 40 40 $ 164 $ $ 53,569 $ $ 1,268 1,417 1,474 83,148 92,390 100,326 840 379 92,060 (7,908) (7,978) (7,986) 77,348 $ 86,208 $ 185,873 $ $ 130,917 $ 7,453 9,436 16,130 557 36,833 41,626 3,018 753 966 53,716 511 25,972 7,918 $ 10,312 09-10 Actual 94,127 $ 196,185 1,092 53,930 896 27,896 $ 1,400 960 153,864 2,407 29,304 140 $ 127 5 - $ 84,368 $ 56,523 $ 115,806 $ 81,165 $ 83,814 $ 187,934 $ $ (4,135) $ 76,127 $ 14,648 $ 49,752 $ 8,252 $ $ 80,234 $ 132,650 $ 130,454 $ 130,917 $ 94,127 $ 196,185 $ 10,312 $ 76 *10-11 Actual reflects estimated year-end (unaudited). 77 11-12 Adopted 96 5 - 131 $ Grand Total 09-10 Actual 10-11 Actual* $ 370,946 34 34 $ 40,623 35,265 83,282 85,174 71,750 59,313 21,007 19,001 83,148 92,390 11,485 10,677 25,314 18,791 26,788 31,836 25,993 89 91 53 340 362,065 $ 380,348 $ 31,803 87,266 56,775 22,258 100,326 11,040 17,000 119,909 46,311 136 (0) 492,822 97 $ 733,011 $ 584,104 $ 676,533 831 31,940 683 3,737 3,199 16,260 2,390 40,457 61,325 27,641 62,771 60,264 32,552 154 56,187 784 45,119 560 3,851 3,362 14,342 2,268 39,614 80,767 30,343 37,793 246,663 195,700 34,457 286 57,973 91 5 1 - 773 20,885 589 3,981 3,215 13,124 15,706 2,258 46,419 62,982 31,661 62,396 33,703 77,695 52,284 89 56,065 $ 203,757 $ 11-12 Adopted 183,711 101 $ 97 $ 450,121 $ 400,393 $ 598,391 $ 63 $ - $ 282,890 $ 183,711 $ 78,143 140 $ 164 $ 97 $ 733,011 $ 584,104 $ 676,533 9 City of Chandler 2011-12 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 2011-12. The table captures all current year transfers, position additions and deletions, and positions added through the Decision Package process. 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 2008-09 Revised General Government Mayor and Council 1020 Mayor and Council 2009-10 Revised 2010-11 Adopted 2010-11 Revised New Requests Transfers as of 7/1/2011 2011-12 Adopted 6.000 5.000 5.000 4.000 0.000 1.000 5.000 8.000 3.000 6.000 17.000 7.000 3.000 6.000 16.000 4.000 2.000 7.000 13.000 5.000 2.000 6.000 13.000 0.000 0.000 0.000 0.000 1.000 0.000 0.000 1.000 6.000 2.000 6.000 14.000 6.000 6.000 6.000 6.000 0.000 0.000 6.000 12.750 9.000 7.000 6.000 0.000 (1.000) 5.000 4.000 6.000 2.000 1.000 19.000 13.000 19.000 20.000 4.000 12.000 23.700 6.300 130.000 1.000 5.000 2.000 1.000 18.000 12.000 18.000 20.000 5.600 11.000 22.200 5.700 121.500 1.000 6.000 2.000 1.000 18.000 15.000 18.000 21.000 5.500 11.000 19.200 5.800 123.500 0.000 6.000 2.000 1.000 18.000 16.000 19.000 16.000 5.750 11.000 21.750 5.800 122.300 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 0.000 0.000 0.000 0.000 0.000 0.000 (0.900) (0.500) 0.050 0.550 (0.800) 0.000 6.000 2.000 1.000 18.000 16.000 19.000 16.000 4.850 10.500 21.800 6.350 121.500 1050 City Magistrate 45.000 43.000 42.000 42.000 0.000 0.000 42.000 1300 Law 1310 Liability Litigation 29.000 0.000 29.000 27.000 0.000 27.000 27.000 0.000 27.000 27.000 0.000 27.000 0.000 2.000 2.000 0.000 0.000 0.000 27.000 2.000 29.000 245.750 227.500 223.500 220.300 2.000 0.200 222.500 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 42.000 63.250 3.750 14.750 48.000 7.000 12.500 3.500 15.625 1.750 229.125 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 5.000 12.000 39.000 61.250 3.750 14.750 47.000 6.000 15.500 14.125 0.000 1.750 220.125 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 (1.000) 0.000 0.000 0.800 0.000 0.000 0.000 0.000 0.000 0.000 0.000 1.000 0.800 4.000 12.000 39.000 62.050 3.750 14.750 47.000 6.000 15.500 14.125 0.000 2.750 220.925 7.000 0.000 6.000 196.000 5.000 6.000 4.000 5.000 229.000 8.000 0.000 6.000 195.000 4.000 6.000 3.000 4.000 226.000 11.000 0.000 9.000 192.000 8.000 6.000 0.000 0.000 226.000 8.000 0.000 7.000 192.000 6.000 6.000 0.000 0.000 219.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 12.000 0.000 0.000 0.000 0.000 0.000 0.000 12.000 8.000 12.000 7.000 192.000 6.000 6.000 0.000 0.000 231.000 Communications/Public Affairs 1070 Communications/Public Affairs 1071 Video Production 1210 Print, Mail & Graphics 1030 City Clerk 1040 City ManagerAdministration 3080 1520 1540 1580 1250 1199 1200 1280 1060 1061 4650 4700 Organizational Development Downtown Real Estate Economic Development Downtown Redevelopment Tourism Human Resources IT Srvc. Delivery Mgmt & Admin. IT Applications Support IT Infrastructure & Client Sup. Neighborhood Resources Code Enforcement Housing and Redevelopment Community Development Law Subtotal - General Government 4300 1100 3200 4310 4510 4520 4530 4550 4551 4555 4559 4550 Community Services Administration Center for the Arts Building and Facilities Library Parks Administration Aquatics Parks Operations Recreation Sports and Fitness Facilities Nature and Recreation Facilities Other Recreation Facilities Museum Fire 2210 Administration 1270 2220 2230 2240 2260 2270 2280 Fleet Services (1) Emergency Services Operations Prevention and Preparedness Support Services Training Community Prgrms & Preparedness 78 City of Chandler 2011-12 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 Management Services Administration Budget Purchasing Central Supply Accounting Tax and License Utility Services Risk Management Environmental Management 1270 Fleet Services (1) 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 Services 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 CITY TOTAL Population * Employees Per 1,000 Population 2009-10 Revised 2010-11 Adopted 2010-11 Revised New Requests Transfers as of 7/1/2011 2011-12 Adopted 7.000 7.000 9.000 5.000 17.000 21.500 20.500 7.000 3.500 5.300 5.350 7.500 4.500 16.350 20.500 19.500 5.000 3.500 5.300 5.350 7.500 4.500 15.350 19.500 9.500 5.000 3.500 5.300 5.350 7.500 4.500 15.350 19.500 10.500 4.000 3.500 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 0.000 0.000 0.000 0.000 0.000 5.300 5.350 7.500 4.500 15.350 19.500 10.500 4.000 3.500 14.000 111.500 14.000 101.500 13.000 88.500 13.000 88.500 0.000 0.000 (13.000) (13.000) 0.000 75.500 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 28.000 13.500 12.000 12.500 21.000 0.000 13.000 10.000 1.000 4.000 22.000 166.000 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 5.000 22.000 27.000 13.500 9.000 12.500 21.000 11.000 11.000 10.000 1.000 4.000 21.000 168.000 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 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 (1.000) 0.000 0.000 0.000 1.000 0.000 5.000 22.000 27.000 13.500 9.000 12.500 21.000 11.000 10.000 10.000 1.000 4.000 22.000 168.000 15.000 8.000 5.000 22.000 242.000 93.000 8.000 52.000 26.000 6.000 34.000 511.000 16.000 8.000 5.000 22.000 231.000 93.000 8.000 52.000 25.000 6.000 31.000 497.000 16.000 8.000 5.000 23.000 227.000 91.000 8.000 51.000 24.000 6.000 30.000 489.000 14.000 8.000 5.000 23.000 229.000 91.000 8.000 51.000 24.000 6.000 21.000 480.000 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 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 14.000 8.000 5.000 23.000 229.000 91.000 8.000 51.000 24.000 6.000 21.000 480.000 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 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 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 5.000 0.000 22.000 0.000 35.000 0.000 30.000 0.000 0.000 41.500 25.000 3.000 9.000 6.000 176.500 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 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 0.000 0.000 5.000 0.000 22.000 0.000 35.000 0.000 30.000 0.000 0.000 41.500 25.000 3.000 9.000 6.000 176.500 1763.750 1655.225 1625.225 1572.425 2.000 0.000 1574.425 250,619 252,488 254,600 236,598 237,900 7.0 6.6 6.4 6.6 6.6 (1) Beginning July 1, 2011, the Fleet Services Division is moved from Management Services to Fire Department. * Population figures are based o n updated ann ual estim ates fro m Lon g Range Planning. The 2010-11 Revised and 2011- 12 Proposed Population figures are significantly less than prior projections as a result of new information available from the 2010 U.S. Census. 79 City of Chandler 2011-12 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 2011-12. 2011-12 FTE Community Services Fire General Government Management Services Municipal Utilities Police Transportation & Development Total 220.925 231.000 222.500 75.500 168.000 480.000 176.500 1,574.425 NEW POSITIONS FOR FISCAL YEAR 2011-12 (ALL FUNDS) Law Department - Addition 1310 - Liability Litigation 1310 - Liability Litigation 1.000 1.000 2.000 2.000 80 Assistant City Attorney Paralegal Total Law Department Positions Grand Total City of Chandler 2011-12 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. 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) Staff/1000 population Population (in 1000) Chandler Population and # of Employees Employees Per 1,000 Population Chandler still maintains one of the lowest employee ratios compared to other Valley cities as shown on the chart below. 81 City of Chandler 2011-12 Adopted Budget Financial and Personnel Overviews 82 City of Chandler 2011-12 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 2010-11 Adopted Budget to the 2011-12 Adopted Budget. 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 2011-12 revenue projections. RESOURCES CATEGORICAL COMPARISONS 2009-10 Actual Revenues Fund Balances 2010-11 Adopted Budget $ - Sale of Bonds Grants Revenues Resources Total $ $ 2011-12 Adopted Budget 240,455,117 $ 183,711,382 (23.6%) - 40,120,000 17,000,000 (57.6%) 17,869,863 51,324,235 46,160,538 (10.1%) 344,141,937 339,107,303 429,661,307 26.7% 676,533,227 0.8% 362,011,800 $ 671,006,655 $ Resource Comparison 2010-11 and 2011-12 (with percentage of total by year) 63% M I L L I O N S $400 $300 27% $200 $100 3% 36% 7% 8% 6% 50% $0 Fund Balances % Change Adopted to Adopted Sale of Bonds Grants 2010-11 2011-12 83 Revenues City of Chandler 2011-12 Adopted Budget Resources Summary of Resources Appropriated 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. Fund balance appropriated (available to spend) for the fiscal year are as follows: 2010-11 Adopted Budget General $ 2011-12 Adopted Budget 110,111,611 $ Percentage Change 58,306,410 (47.0%) Enterprise 26,716,240 10,312,217 (61.4%) Special Revenue 16,422,588 14,605,310 (11.1%) System Development Fees 25,776,678 19,190,964 (25.5%) 2,664,970 11,234,182 321.6% 50,907,566 56,664,848 11.3% 6,984,392 12,908,097 84.8% 871,072 489,354 (43.8%) 183,711,382 (23.6%) Capital Replacement Bonds Self-Insurance Other Total $ 240,455,117 $ Fund Balance Comparison 2010-11 and 2011-12 (with percentage of total by year) $120 M $100 I $80 L L $60 I O N $40 S 46% 32% 31% 11% $20 10% 8% 6% 7% 6% 21% 7% 11% 0% 3% 1% 0% $0 General Enterprise Special Revenue System Capital Development Replacement Fees 2010-11 2011-12 84 Bonds SelfInsurance Other City of Chandler 2011-12 Adopted Budget Resources SALE OF BONDS 2010-11 Adopted Budget Library $ 2011-12 Adopted Budget 10,600,000 $ Percentage Change - N/A Art Center 1,100,000 - N/A Public Safety - Police 8,000,000 - N/A 545,000 - N/A 11,075,000 13,000,000 17.4% 8,800,000 4,000,000 (54.5%) 17,000,000 (57.6%) Public Safety - Fire Water Wastewater Total $ 40,120,000 $ Sale of Bonds 2010-11 Sale of Bonds 2011-12 Wastewater 22% Wastewater 24% Water 28% Library 26% Water 76% Arts Center 3% Public Safety - Fire 1% Public Safety Police 20% 85 City of Chandler 2011-12 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. 2010-11 Adopted Budget General Government (1) $ 2,811,550 $ Percentage Change 1,612,875 (42.6%) Public Safety - Fire 1,863,544 1,662,000 (10.8%) Public Safety - Police 2,600,000 2,299,000 (11.6%) Community Development Block 6,200,000 5,360,000 (13.5%) Housing & Urban Development 11,660,000 13,933,000 19.5% 1,222,602 1,471,000 20.3% 155,000 210,000 35.5% 23,254,775 211,000 1,345,764 16,828,314 249,000 2,535,349 (27.6%) 18.0% 88.4% 46,160,538 (10.1%) Community Services Municipal Utilities Transportation and Development: Streets Street Sweeping Airport Total (1) 2011-12 Adopted Budget $ 51,324,235 $ General Government includes City Manager, Law, Economic Development and Information Technology. Grants Budget 2010-11 Street Sweeping 0% Airport 3% Grants Budget 2011-12 Airport 5% General Government 6% Public Safety (Fire/Police) 9% Street Sweeping 1% Community Services 2% Public Safety (Fire/Police) 9% Community Development Block 12% Streets 36% Community Development Block 12% Streets 45% General Government 5% Housing & Urban Development 23% Community Services 3% 86 Housing & Urban Development 23% City of Chandler 2011-12 Adopted Budget Resources Summary of Revenues Revenues were projected for the Fiscal Year (FY) 2011-12 budget by taking multiple factors into consideration, including direct source information, economic conditions, anticipated future trends and 2010-11 revised revenue estimates. 2008-09 Actual Revenue Local Taxes and License Franchise Fees Transaction Privilege License Tax Other Licenses $ 87,857,776 3,264,093 83,141,193 1,452,491 2009-10 Actual Revenue $ 84,741,314 3,174,390 80,124,316 1,442,608 2010-11 Adopted Budget $ 83,493,600 3,207,000 78,880,500 1,406,100 2010-11 Revised Estimate $ 86,713,900 2,774,000 82,442,400 1,497,500 2011-12 Adopted Budget $ % Change from 2010-11 Adopted % of Total 88,763,000 2,766,000 84,517,000 1,480,000 6.3% -13.8% 7.1% 5.3% 20.7% 0.6% 19.7% 0.3% State/County Shared Revenue State Shared Sales Tax Vehicle License Tax Highway Users Tax Regional Transportation Sales Tax Urban Revenue Sharing Lottery Entitlement 83,945,405 18,620,758 8,016,424 13,907,476 7,921,275 34,459,502 1,019,970 85,715,906 18,436,531 8,546,595 14,372,187 13,965,973 29,804,513 590,108 74,876,596 16,960,000 7,800,000 13,000,000 14,623,596 22,493,000 0 59,701,331 16,584,000 7,490,700 12,745,631 388,000 22,493,000 0 56,924,900 17,387,400 7,962,700 11,495,000 150,000 19,929,800 0 -24.0% 2.5% 2.1% -11.6% -99.0% -11.4% 0.0% 13.2% 4.0% 1.9% 2.7% 0.0% 4.6% 0.0% Charges for Services Engineering Fees Building Division Fees Planning Fees Public Safety Miscellaneous Library Revenues Parks and Recreation Fees 12,041,492 321,872 3,308,471 95,488 4,737,706 857,403 2,720,553 14,712,831 539,348 3,130,125 196,663 7,039,876 638,648 3,168,172 15,033,888 649,257 2,888,000 186,700 7,498,766 586,300 3,224,865 12,711,215 664,750 2,905,200 253,900 5,068,265 580,100 3,239,000 15,916,850 655,300 3,991,500 238,000 7,201,500 595,000 3,235,550 5.9% 0.9% 38.2% 27.5% -4.0% 1.5% 0.3% 3.7% 0.2% 0.9% 0.1% 1.7% 0.1% 0.8% Miscellaneous Receipts Sale of Fixed Assets Other Receipts Interest on Investments Leases Court Fines 20,401,290 206,923 6,009,079 9,663,660 733,149 3,788,478 16,869,611 197,960 5,944,386 6,418,357 723,337 3,585,572 17,461,008 75,000 4,932,642 7,540,500 910,366 4,002,500 14,638,948 104,309 7,339,092 2,896,145 922,402 3,377,000 103,199,431 25,000 95,262,973 * 3,425,000 1,097,458 3,389,000 491.0% -66.7% 1831.3% -54.6% 20.6% -15.3% 24.0% 0.0% 22.2% 0.8% 0.3% 0.8% Enterprise Revenue Water Sales Wastewater Service Solid Waste Service Solid Waste Container Fees Other Utility Charges Airport Fuel Sales 78,513,521 39,230,658 25,673,896 12,745,284 37,332 714,159 112,193 83,721,074 41,310,856 28,115,971 12,841,882 59,772 1,245,504 147,089 91,981,966 45,365,919 32,188,957 13,028,150 52,800 1,193,310 152,830 93,068,027 44,816,019 33,328,747 13,211,304 52,800 1,362,151 297,006 101,010,712 48,764,994 37,049,620 13,443,718 52,800 1,416,280 283,300 9.8% 7.5% 15.1% 3.2% 0.0% 18.7% 85.4% 23.5% 11.3% 8.6% 3.1% 0.0% 0.3% 0.1% System Development Fees Water Wastewater General Government Impact Fees 11,196,973 3,146,279 3,575,665 4,475,029 11,485,394 2,843,226 3,873,863 4,768,305 10,041,907 2,655,000 3,625,000 3,761,907 10,677,087 2,602,409 3,569,678 4,505,000 11,040,000 2,500,000 3,630,000 4,910,000 9.9% -5.8% 0.1% 30.5% 2.6% 0.6% 0.8% 1.1% Interfund Charges Property Tax TOTAL REVENUE $ 6,249,573 6,272,738 9,842,338 16,337,038 21,003,814 113.4% 4.9% 38,404,658 40,623,069 36,376,000 35,265,000 31,802,600 -12.6% 7.4% 429,661,307 26.7% 100.0% 338,610,688 $ 344,141,937 $ 339,107,303 $ 329,112,546 $ * In FY 2011-12, Other Receipts under the Miscellaneous Receipts category includes reimbursement revenue of $91,675,977 (Water Fund $3,900,000 and Wastewater Fund $87,775,977) for the Intel Plant Expansion in which the City will pay for the utility infrastructure costs and Intel will reimburse the City for these costs. 87 City of Chandler 2011-12 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. The 2007-08 increase reflects higher cable sales and the timing of receipts that would have otherwise posted to 2008-09. The 2010-11 estimate is an eight month actual and four month projection and reflects anticipated reduced collections under certain of the agreements. Projection: The 2011-12 estimate is based upon specific industry projections and normal receipt of franchise payments. Fiscal Year 2007-08 2008-09 2009-10 2010-11 (Est.) 2011-12 (Est.) Actual Am ount 3,937,953 3,264,093 3,174,390 2,774,000 2,766,000 % Inc/(Dec) 18.8 (17.1) (2.7) (12.6) (0.3) Estimate Millions $4 $2 $0 07-08 08-09 09-10 10-11 Fiscal Year 88 11-12 City of Chandler 2011-12 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. The 2008-09 decrease reflects the beginning of the economic downturn, which continued through 2009-10. The 2010-11 estimate is an eight month actual and four month projection. Projection: The 2011-12 estimate reflects a continued slow economic recovery. Fiscal Year 2007-08 2008-09 2009-10 2010-11 (Est.) 2011-12 (Est.) Actual Amount 93,926,626 83,141,193 80,124,316 82,442,400 84,517,000 % Inc/(Dec) 1.4 (11.5) (3.6) 2.9 2.5 Estimate Millions $100 $50 $0 07-08 08-09 09-10 10-11 Fiscal Year 89 11-12 City of Chandler 2011-12 Adopted Budget Resources Transaction Privilege (Sales) and Use Tax The following detail is presented to show by category the amount of Transaction Privilege (Sales) and Use Tax that has been collected in recent fiscal years, the adopted budget and revised estimate for the current year and the adopted budget for the upcoming fiscal year. The 2010-11 estimate is an eight month actual and four month projection. Category Contracting (1) General Retail (2) Restaurant/Bar 2007-08 Actual $ 15,519,590 41,253,935 2008-09 Actual $ 9,352,480 2009-10 Actual $ 36,851,140 6,573,348 36,560,075 2010-11 Adopted $ 6,272,000 35,574,500 2010-11 Estimate $ 6,000,000 38,000,000 2011-12 Adopted $ % chg Est 2010-11 to 2011-12 6,100,000 1.7% 39,200,000 3.2% 7,908,883 7,267,718 7,436,900 7,270,600 7,700,000 8,000,000 3.9% 10,401,302 10,982,905 10,786,994 11,220,000 11,600,000 11,950,000 3.0% Telecommunications 3,978,715 4,057,982 3,974,448 4,080,000 3,700,000 3,700,000 0.0% Rentals - Real 8,449,123 8,520,878 8,921,788 8,976,000 9,300,000 9,400,000 1.1% Rentals - Personal 2,177,125 2,474,464 2,389,241 2,295,000 2,300,000 2,300,000 0.0% Hotel/Motel 2,103,714 1,672,893 1,611,912 1,479,000 1,800,000 1,850,000 2.8% Publishing/Other 492,770 389,046 382,079 336,600 350,000 340,000 (2.9%) Amusements 660,985 623,159 602,027 550,800 650,000 660,000 1.5% Use Tax 950,808 930,636 869,092 816,000 1,000,000 1,000,000 0.0% 29,676 17,892 16,412 10,000 18,000 17,000 (5.6%) $ 93,926,626 $ 83,141,193 $ 80,124,316 $ 78,880,500 $ 82,418,000 $ 84,517,000 2.5% Utilities 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 . 90 City of Chandler 2011-12 Adopted Budget Resources SOURCE: Other Licenses Summary: Revenue from Other Licenses is comprised of the eight categories of business licenses detailed below, accompanied by the 2011-12 estimate for each category: 1. 2. 3. 4. 5. Business Licenses Alcoholic Beverages Peddlers and Vendors Second Hand and Junk Dealers Alarm $ 920,000 $ 280,000 $ 6,000 $ 8,000 $ 120,000 6. 7. 8. 9. Amusements Professional/Occupation and Other Cable License Applications Wireless Communication Leases $ 27,000 $ 5,000 $ 6,000 $ 108,000 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. The 2010-11 estimate is an eight month actual and four month projection. Projection: Revenues are projected to slightly decline for 2011-12 due to slowdown of commercial development. Fiscal Year 2007-08 2008-09 2009-10 2010-11 (Est.) 2011-12 (Est.) Actual Amount 1,489,217 1,452,491 1,442,608 1,497,500 1,480,000 % Inc/(Dec) 3.9 (2.5) (0.7) 3.8 (1.2) Estimate Millions $2 $1 $0 07-08 08-09 09-10 10-11 Fiscal Year 91 11-12 City of Chandler 2011-12 Adopted Budget Resources State/County Shared Revenues SOURCE: State Shared Sales Tax Summary: The State sales tax rate is currently 6.6%, 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. The 2008-09 decrease reflects the beginning of the economic downturn, which continued through 2009-10. The 2010-11 estimate is an eight month actual and four month projection and reflects the continued economic downturn. Projection: The 2011-12 estimate is based on information from the League of Arizona Cities and Towns and the State Department of Revenue. Fiscal Year 2007-08 2008-09 2009-10 2010-11 (Est.) 2011-12 (Est.) % Inc/(Dec) (3.0) (12.5) (1.0) (10.0) 4.8 Estimate Millions Actual Amount 21,292,184 18,620,758 18,436,531 16,584,000 17,387,400 $20 $10 $0 07-08 08-09 09-10 10-11 Fiscal Year 92 11-12 City of Chandler 2011-12 Adopted Budget Resources SOURCE: Vehicle License 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. The 2008-09 decrease reflects the impact of the economic downturn. The 2010-11 estimate is an eight month actual and four month projection based on historical trends. Projection: The 2011-12 estimate is based on information from the League of Arizona Cities and Towns and the State Department of Revenue. Fiscal Year 2007-08 2008-09 2009-10 2010-11 (Est.) 2011-12 (Est.) Actual Amount 9,797,604 8,016,424 8,546,595 7,490,700 7,962,700 % Inc/(Dec) 2.0 (18.2) 6.6 (12.4) 6.3 Estimate Millions $10 $5 $0 07-08 08-09 09-10 10-11 Fiscal Year 93 11-12 City of Chandler 2011-12 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 years 2008-09 and 2009-10 reflect reduced gas sales during times of high gas prices. The 2010-11 estimate is an eight month actual and four month projection based on historical trends. Projection: The 2011-12 estimate is based on estimates provided by the League of Arizona Cities and Towns and State Department of Revenue and reflects an approximate $1.6 million reduction as a result of legislative changes to HURF distribution for 2011-12. Fiscal Year 2007-08 2008-09 2009-10 2010-11 (Est.) 2011-12 (Est.) Actual Amount 16,033,306 13,907,476 14,372,187 12,745,631 11,495,000 % Inc/(Dec) (2.4) (13.3) 3.3 (11.3) (9.8) Estimate Millions $20 $10 $0 07-08 08-09 09-10 10-11 Fiscal Year 94 11-12 City of Chandler 2011-12 Adopted Budget Resources SOURCE: Regional Transportation (Sales) Tax Summary: On November 2, 2004, Maricopa County's voters approved Proposition 400, which extends the onehalf 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 amounts received in any given year reflect the contributions as programmed by the Maricopa Association of Governments Arterial Life Cycle Program. Projection: The 2011-12 estimate is based on arterial street and intersection projects scheduled in the Maricopa Association of Governments Arterial Life Cycle Program. The 2009-10 amount was higher than anticipated due to advancement of the reimbursement schedule for several projects. The 2010-11 and 2011-12 reimbursements are expected to be much lower than in past years due to few eligible projects being completed. With the anticipated reductions in available regional sales tax revenue for distribution, the timing of future reimbursements is uncertain. Fiscal Year 2007-08 2008-09 2009-10 2010-11 (Est.) 2011-12 (Est.) Actual Amount 3,786,677 7,921,275 13,965,973 388,000 150,000 % Inc/(Dec) 8.8 109.2 76.3 (97.2) (61.3) Estimate Millions $20 $10 $0 07-08 08-09 09-10 10-11 Fiscal Year 95 11-12 City of Chandler 2011-12 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 2009-10 receipts showed the early stages of the recession and the lower state income tax collections for 2007. The 2010-11 amount reflects the annual distribution amount by the State, and the income tax already collected by the State for tax year 2008 with further decreases as the economy continued to suffer. Projection: The 2011-12 estimate is based on the distribution of income tax already reported to the State as provided by the League of Arizona Cities and Towns and State Department of Revenue for tax year 2009. Fiscal Year 2007-08 2008-09 2009-10 2010-11 (Est.) 2011-12 (Est.) Actual Amount 32,486,823 34,459,502 29,804,513 22,493,000 19,929,800 % Inc/(Dec) 24.0 6.1 (13.5) (24.5) (11.4) Estimate Millions $40 $20 $0 07-08 08-09 09-10 10-11 Fiscal Year 96 11-12 City of Chandler 2011-12 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 reflects 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. The 2009-10 decrease is a reflection of actual revenues collected year to date through February 2010 due to the discontinued distribution of lottery proceeds. Projection: Lottery proceeds will no longer be distributed to cities and towns. Fiscal Year 2007-08 2008-09 2009-10 2010-11 (Est.) 2011-12 (Est.) Actual Amount 1,080,826 1,019,970 590,108 - % Inc/(Dec) (2.8) (5.6) (42.1) (100.0) N/A Estimate Millions $2 $1 $0 07-08 08-09 09-10 10-11 Fiscal Year 97 11-12 City of Chandler 2011-12 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 years 2007-08 through 2008-09 reflect a sharp decline in development activity. The 2009-10 increase reflects increased collections from plan reviews and encroachment permits. The 2010-11 estimate is an eight month actual and four month projection and reflects increased collections from plan reviews and encroachment permits. Projection: The 2011-12 estimate reflects anticipated development projects in a slow economy. Fiscal Year 2007-08 2008-09 2009-10 2010-11 (Est.) 2011-12 (Est.) % Inc/(Dec) (49.7) (60.9) 67.6 23.3 (1.4) Estimate Thousands Actual Amount 823,707 321,785 539,348 664,750 655,300 $1,000 $0 07-08 08-09 09-10 10-11 Fiscal Year 98 11-12 City of Chandler 2011-12 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. Fiscal years 2007-08 through 2009-10 reflect a sharp decline in development activity due to the economic recession. The 2010-11 estimate is an eight month actual and four month projection and reflects continued decline in development activity. Projection: The 2011-12 estimate reflects an anticipated $1 million in fees for the Intel plant expansion. Fiscal Year 2007-08 2008-09 2009-10 2010-11 (Est.) 2011-12 (Est.) Actual Amount % Inc/(Dec) 4,811,068 3,308,471 3,130,125 2,905,200 3,991,500 (46.7) (31.2) (5.4) (7.2) 37.4 Estimate Millions $5 $0 07-08 08-09 09-10 10-11 Fiscal Year 99 11-12 City of Chandler 2011-12 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 2007-08 through 2008-09 reflect a continued decline in development activity. The 2009-10 increase reflects increased zoning and site development fees. The 2010-11 estimate is an eight month actual and four month projection. Projection: The 2011-12 estimate reflects anticipated development projects. 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 2007-08 2008-09 2009-10 2010-11 (Est.) 2011-12 (Est.) Actual Amount 129,073 95,488 196,663 253,900 238,000 % Inc/(Dec) (17.8) (26.0) 106.0 29.1 (6.3) Estimate Thousands $300 $200 $100 $0 07-08 08-09 09-10 10-11 Fiscal Year 100 11-12 City of Chandler 2011-12 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. Analysis: The data below reflect recent years of actual revenue with the percent of increase or decrease. The 2008-09 increase reflects a larger amount of asset forfeiture as well as increased public school revenues. The 2009-10 increase also reflects a larger amount of asset forfeiture and the implementation of an Intergovernmental Agreement (IGA) with the Chandler County Fire District. The 2010-11 estimate is an eight month actual and four month projection and reflects reductions in asset forfeiture and public school revenues. Projection: The 2011-12 estimate reflects anticipated asset forfeiture funds. Fiscal Year 2007-08 2008-09 2009-10 2010-11 (Est.) 2011-12 (Est.) Actual Amount 4,239,839 4,737,706 7,039,876 5,068,265 7,201,500 % Inc/(Dec) 3.4 11.7 48.6 (28.0) 42.1 Estimate Millions $10 $5 $0 07-08 08-09 09-10 10-11 Fiscal Year 101 11-12 City of Chandler 2011-12 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. The 2007-08 decrease reflects a timing difference in the receipt of the IGA branch library payment, which is recorded in 2008-09 and then back to the normal schedule for 2009-10. The 2010-11 estimate is an eight month actual and four month projection and reflects proper timing of revenues. Projection: The 2011-12 estimate assumes a steady rate of activity. Fiscal Year 2007-08 2008-09 2009-10 2010-11 (Est.) 2011-12 (Est.) Actual Amount 330,141 857,403 638,648 580,100 595,000 % Inc/(Dec) (35.0) 159.7 (25.5) (9.2) 2.6 Estimate Thousands $1,000 $500 $0 07-08 08-09 09-10 Fiscal Year 102 10-11 11-12 City of Chandler 2011-12 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. The 2007-08 through 2009-10 increases reflect the opening and increased activity levels at the Tumbleweed Recreation Center. The 2010-11 estimate is an eight month actual and four month projection. Projection: The 2011-12 estimate assumes a steady rate of activity. Fiscal Year 2007-08 2008-09 2009-10 2010-11 (Est.) 2011-12 (Est.) Actual Amount 2,095,905 2,719,224 3,168,172 3,239,000 3,235,550 % Inc/(Dec) 15.4 29.7 16.5 2.2 (0.1) Estimate Millions $4 $2 $0 07-08 08-09 09-10 10-11 Fiscal Year 103 11-12 City of Chandler 2011-12 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. The 2008-09 decrease is due to a decline in Lump Sum Agreement receipts. The 2010-11 estimate is an eight month actual and four month projection which includes a Center for the Arts capital projects reimbursement and receipt of the final Aetna medical surplus which was transferred into the new Medical Self Insurance fund. Projection: The 2011-12 amount, estimates reimbursement revenue of $91,675,977 (Water Fund $3,900,000 and Wastewater Fund $87,775,977) for the Intel Plant Expansion in which the City will pay for the utility infrastructure costs and Intel will reimburse the City for these costs. Fiscal Year 2007-08 2008-09 2009-10 2010-11 (Est.) 2011-12 (Est.) Actual Amount 6,804,673 6,009,079 5,944,386 7,339,092 95,262,973 % Inc/(Dec) 34.6 (11.7) (1.1) 23.5 1,198.0 Estimate Millions $8 $6 $4 $2 $0 07-08 08-09 09-10 Fiscal Year 104 10-11 11-12 City of Chandler 2011-12 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. 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 interest accrues. The 2007-08 increase includes large recoveries of the LGIP investment loss that occurred in 2002-03. In recent years, interest rates have been significantly lower than historical averages, resulting in lower rates of return, and bond sales that have been spent down. The 2010-11 estimate is an eight month actual and four month projection based on current rates of return, lowest in Chandler’s history. Projection: The 2011-12 estimate assumes a slightly higher rate of return and amount of investable funds resulting from bond proceeds. Fiscal Year 2007-08 2008-09 2009-10 2010-11 (Est.) 2011-12 (Est.) Actual Amount 26,574,748 10,986,478 6,418,357 2,896,145 3,425,000 % Inc/(Dec) 8.0 (58.7) (41.6) (54.9) 18.3 Estimate Millions $30 $20 $10 $0 07-08 08-09 09-10 Fiscal Year 105 10-11 11-12 City of Chandler 2011-12 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 2011-12 estimate for each category: 1. 2. 3. Airport Leases Airport T-Hangars, Tie-Downs, T-Shades and Other Charges Other rent and fixed leases Total $ 222,126 508,122 367,210 $1,097,458 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. The 2008-09 increase is due to increased airport activity. The 2010-11 estimate is an eight month actual and four month projection and includes lease payments from the newly opened Innovations Incubator facility. Projection: The 2011-12 estimate reflects slight airport fee increases and additional lease payments from the newly opened Innovations Incubator facility. Fiscal Year 2007-08 2008-09 2009-10 2010-11 (Est.) 2011-12 (Est.) % Inc/(Dec) (0.5) 20.6 (1.3) 27.5 19.0 Estimate Thousands Actual Amount 608,012 733,149 723,337 922,402 1,097,458 $1,000 $750 $500 $250 $0 07-08 08-09 09-10 10-11 Fiscal Year 106 11-12 City of Chandler 2011-12 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. Unless otherwise restricted, these revenues may be expended for any municipal purpose. Analysis: The data below reflect recent years of actual revenue with the percent of increase or decrease. The addition of speed enforcement at new intersections contributed to the increase in 2007-08. The 2009-10 decline reflects reduced speed enforcement revenue. The 2010-11 estimate is an eight month actual and four month projection based on continued reductions in speed enforcement revenue. Projection: The 2011-12 estimate assumes a steady rate of activity. Fiscal Year 2007-08 2008-09 2009-10 2010-11 (Est.) 2011-12 (Est.) Actual Amount 3,851,536 3,788,478 3,585,572 3,377,000 3,389,000 % Inc/(Dec) 15.1 (1.6) (5.4) (5.8) 0.4 Estimate Millions $4 $2 $0 07-08 08-09 09-10 Fiscal Year 107 10-11 11-12 City of Chandler 2011-12 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. The 2007-08 increase reflects the first rate increase in thirteen years. The 2009-10 increase reflects a rate increase implemented in October 2009. The 2010-11 estimate is an eight month actual and four month projection which includes a rate increase implemented in April 2011. Projection: The 2011-12 estimate anticipates a rate increase to be implemented in April 2012. Fiscal Year 2007-08 2008-09 2009-10 2010-11 (Est.) 2011-12 (Est.) Actual Amount 40,140,706 39,230,658 41,310,856 44,816,019 48,764,994 % Inc/(Dec) 14.8 (2.3) 5.3 8.5 8.8 Estimate Millions $50 $0 07-08 08-09 09-10 10-11 Fiscal Year 108 11-12 City of Chandler 2011-12 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. The 2009-10 increase reflects a rate increase implemented in October 2009. The 2010-11 estimate is an eight month actual and four month projection which includes a rate increase implemented in April 2011. Projection: The 2011-12 estimate anticipates a rate increase to be implemented in April 2012. Fiscal Year 2007-08 2008-09 2009-10 2010-11 (Est.) 2011-12 (Est.) Actual Amount 24,857,245 25,673,896 28,115,971 33,328,747 37,049,620 % Inc/(Dec) (0.3) 3.3 9.5 18.5 11.2 Estimate Millions $40 $20 $0 07-08 08-09 09-10 10-11 Fiscal Year 109 11-12 City of Chandler 2011-12 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 2010-11 estimate is an eight month actual and four month projection. Projection: The 2011-12 estimate reflects a slight increase in anticipated revenues. Fiscal Year 2007-08 2008-09 2009-10 2010-11 (Est.) 2011-12 (Est.) Actual Amount 12,956,721 12,745,284 12,841,882 13,211,304 13,443,718 % Inc/(Dec) 1.9 (1.6) 0.8 2.9 1.8 Estimate Millions $20 $10 $0 07-08 08-09 09-10 10-11 Fiscal Year 110 11-12 City of Chandler 2011-12 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. The 2007-08 and 2008-09 decreases are due to reductions in water meter installations. The 2009-10 increase reflects the addition of a 2% late fee for monthly utility bills not paid by their date due. The 2010-11 estimate is an eight month actual and four month projection based on increased amounts of late fees. Projection: The 2011-12 estimate reflects increased amounts of late fees. Fiscal Year 2007-08 2008-09 2009-10 2010-11 (Est.) 2011-12 (Est.) Actual Amount 754,028 714,159 1,245,504 1,362,151 1,416,280 % Inc/(Dec) (23.4) (5.3) 74.4 9.4 4.0 Estimate Thousands $1,500 $1,000 $500 $0 07-08 08-09 09-10 Fiscal Year 111 10-11 11-12 City of Chandler 2011-12 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. In fiscal year 2009-10, House Bill (HB) 2008 (49th Legislature - Third Special Session) placed a freeze on the imposition of new or increase of existing development fees (later amended by HB 2478 in the 49th Legislature Second Regular Session). The freeze period is September 1, 2009 through June 30, 2012. This revenue may 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. 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 decrease reflects continued lower activity levels as well as significant water resource refunds for reclaimed water conversions. The 2010-11 estimate is an eight month actual and four month projection based on similar activity levels with reduced connect fees. Projection: The 2011-12 estimate reflects current market conditions and the existing fee structure. Fiscal Year 2007-08 2008-09 2009-10 2010-11 (Est.) 2011-12 (Est.) Actual Amount 5,475,268 3,146,279 2,843,226 2,602,409 2,500,000 % Inc/(Dec) (53.2) (42.5) (9.6) (8.5) (3.9) Estimate Millions $6 $4 $2 $0 07-08 08-09 09-10 Fiscal Year 112 10-11 11-12 City of Chandler 2011-12 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. In fiscal year 2009-10, House Bill (HB) 2008 (49th Legislature - Third Special Session) placed a freeze on the imposition of new or increase of existing development fees (later amended by HB 2478 in the 49th Legislature Second Regular Session). The freeze period is September 1, 2009 through June 30, 2012. This revenue may 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. 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 and and were further reduced by refunds. The 2009-10 value reflects a similar amount of activity but a much lower level of refunds. The 2010-11 estimate is an eight month actual and four month projection based on similar activity levels with reduced connect fees. Projection: The 2011-12 estimate reflects current market conditions and the existing fee structure. Fiscal Year 2007-08 2008-09 2009-10 2010-11 (Est.) 2011-12 (Est.) Actual Amount 4,127,315 3,575,665 3,873,863 3,569,678 3,630,000 % Inc/(Dec) (7.1) (13.4) 8.3 (7.9) 1.7 Estimate Millions $6 $4 $2 $0 07-08 08-09 09-10 Fiscal Year 113 10-11 11-12 City of Chandler 2011-12 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 2011-12 estimate for each category: 1. Arterial Streets 2. Public Buildings 3. Fire $ 1,500,000 $ 280,000 $ 400,000 4. 5. 6. Police Library Parks $ 220,000 $ 110,000 $ 2,400,000 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. In fiscal year 2009-10, House Bill (HB) 2008 (49th Legislature - Third Special Session) placed a freeze on the imposition of new or increase of existing development fees (later amended by HB 2478 in the 49th Legislature Second Regular Session). The freeze period is September 1, 2009 through June 30, 2012. This revenue may only be expended for growth-related capital projects within the specific fee category in which they were collected. Analysis: The data below reflect recent years of actual revenue with the percent of increase or decrease. The 2007-08 decrease reflects the beginning of the economic downturn. A consultant study in fiscal year 2008-09 resulted in a December 2008 fee increase, but activity levels were significantly lower than in previous years. The 2009-10 increase reflects higher collections in residential library and park fees. The 2010-11 estimate is an eight month actual and four month projection and reflects reduced collections for residential library and park fees. Projection: The 2011-12 estimate reflects current market conditions and the existing fee structure, with increased arterial street collections. Fiscal Year 2007-08 2008-09 2009-10 2010-11 (Est.) 2011-12 (Est.) Actual Amount 8,111,597 4,475,029 4,768,305 4,505,000 4,910,000 % Inc/(Dec) (31.7) (44.8) 6.6 (5.5) 9.0 Estimate Millions $10 $5 $0 07-08 08-09 09-10 Fiscal Year 114 10-11 11-12 City of Chandler 2011-12 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 contributions are made from the cost center receiving 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 medical, dental, and short-term disability funds which are self-funded. Analysis: The data below reflect recent years of actual revenue with the percent of increase or decrease. The 2010-11 estimate is an eight month actual and four month projection and includes a half year of medical premium transfers to the new Medical Self-Insurance Fund. Projection: The 2011-12 increase reflects a full year of City’s portion of medical premium transfers to the new Medical Self-Insurance Fund. Fiscal Year 2007-08 2008-09 2009-10 2010-11 (Est.) 2011-12 (Est.) Actual Amount 5,156,520 6,249,573 6,272,738 16,337,038 21,003,814 % Inc/(Dec) 31.9 21.2 0.4 160.4 28.6 Estimate Millions $40 $20 $0 07-08 08-09 09-10 10-11 Fiscal Year 115 11-12 City of Chandler 2011-12 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 contributions to the computer and fleet replacement funds to ensure future replacement of their computers and fleet, 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 decreasing significantly in 2011-12, primarily due to one-time transfers in 2010-11 for secondary property tax levy out of the General fund into its own General Obligation Debt Service fund. Listed below are the types of interfund transfers by fund that are estimated in 2011-12: Water Fund to General Fund (Indirect Cost Allocation) Wastewater Fund to General Fund (Indirect Cost Allocation) Reverse Osmosis Fund to General Fund (Indirect Cost Allocation) Solid Waste Fund to General Fund (Indirect Cost Allocation) Airport Fund to General Fund (Indirect Cost Allocation) General Fund to the Arterial Street Impact Fee Fund (city share) $ 3,977,300 2,299,883 272,917 1,316,800 100,000 1,062,100 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 General Fund to General Government Capital Projects Fund 4,636,975 23,432,631 General Fund to Public Building Impact Fund (loan) 851,778 Regional Transportation Sales Tax to Streets GO Bond Fund (reimbursement) 150,000 General Fund to Airport Operating Fund (subsidy) 160,272 Transfer from various funds to Computer Replacement Fund Transfer from Capital Replacement Fund to new Fleet Replacement Fund General Fund to Insured and Uninsured Liability Self Insurance Funds Total Interfund Transfers 2,541,515 10,567,446 2,050,000 $53,704,617 116 City of Chandler 2011-12 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 2010-11 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 2010-11 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 2007-08 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, (reflects property values from calendar year 2008) and future years will continue to bring in lower property tax collections as a result. The 2010-11 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 2011-12 reflects property values from calendar year 2009. The adopted budget maintains the same primary property tax rate, while increasing the secondary rate to $0.9422 per $100 of assessed valuation. The net impact to the average homeowner will be a decreased tax bill based upon the lower assessed values. Total tax collections will subsequently be lower as well, despite the secondary rate increase. The projection also includes prior year adjustments for both primary and secondary tax collections. Fiscal Year 2007-08 2008-09 2009-10 2010-11 (Est.) 2011-12 (Est.) Actual Amount 33,377,113 38,404,658 40,623,069 35,265,000 31,802,600 % Inc/(Dec) 23.2 15.1 5.8 (13.2) (9.8) Estimate Millions $40 $30 $20 $10 $0 07-08 08-09 09-10 Fiscal Year 117 10-11 11-12 City of Chandler 2011-12 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 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 3,508,423,522 5.55 2.69 .3292 .8522 5.9 31.7 2010-11 P S 2,944,254,336 3,111,346,300 5.70 3.10 .3292 .8522 5.8 27.5 2010-11 Assessed Value 2011-12 Assessed Value % Increase (Decrease) 2010-11 Adopted Rates 2011-12 Adopted Rates Primary $ 2,944,254,336 $ 2,459,494,796 -16.5% $0.3292 $0.3292 Secondary $ 3,111,346,300 $ 2,468,626,617 -20.7% 0.8522 0.9422 $1.1814 $1.2714 118 City of Chandler 2011-12 Adopted Budget Resources Fee Increases Name of Department/Fee Fee Frequency Current Fee Proposed Fee Transportation & Development - Airport T-Hangars, T-Shades & TieDowns: T- Hangar - Small Monthly T-Hangar - Small unit with storage, monthly fee Monthly T- Hangar - Larg e Monthly T-Hangar - Large unit with storage, monthly fee Monthly T- Hangar - Small Storage Monthly T- Hangar - Larg e Storage Monthly T-Shade Monthly Tiedown - Single Engine & Helicopter<=2.5k lbs GTOW Overnight Tiedown - Multi Engine & Helicopter 2.5k-7k lbs GTOW Overnight Tiedown - Turbine Engine & Helicopter >7k lbs GTOW Overnight Tiedown - Single Engine & Helicopter<=2.5k lbs GTOW Monthly Tiedown - Multi Engine & Helicopter 2.5k-7k lbs GTOW Monthly Tiedown - Turbine Engine & Helicopter >7k lbs GTOW Monthly Retail Fuel Flowage Fee Per Gallon Self Fueling - Fuel Flowage Fee Per Gallon Ground Lease Rates: Ground Lease - Prime Aviation Uses Per Sq/Ft, Per Year Ground Lease - Non-Prime Aviation Uses Per Sq/Ft, Per Year Ground Lease - All areas Non-aviation use Regular Staff Charges Hourly Overtime/Call out Staff Charges Hourly Security Fees: Security Card & System Fee (lessee/sublessee transfers) Per Transfer Access Card/Device Replacement Per Replacement Access Card/Device/Gate Violation Fee - 1st Violation Per Violation Access Card/Device/Gate Violation Fee - 2nd Violation Per Violation Access Card/Device/Gate Violation Fee - 3rd Violation Per Violation Access Card/Device/Gate Violation Fee - 4th Violation Per Violation Airport Business Permits: FBO Operator Per Permit SASO Operator Per Permit Hangar/Shade/Tiedown Leasing Services <= 2,100 sf Yr/Unit Hangar/Shade/Tiedown Leasing Services > 2,100 sf Yr/Unit Aircraft Charter and Air Taxi - Based at CHD Annual Mobile Aircraft maintenance and repair Annual Temporary Aeronautical Business Permit 7 day permit Temporary Aeronautical Business Permit 1 day permit Commerical sub-lease tenant (does not include hangar sub-leasing) Annual Banner Tow Operations per tow Pickup Through-The-Fences Fees: Fuel Flowage Fee (Same as On-Airport self-fueling Fee) per Gallon Airport User Fee - Sing le Engine Aircraft & Helicopter <=2.5k lbs GOTW Annual Airport User Fee - Multi Engine Aircraft & Helicopter 2.5k - 7.k lbs GOTW Annual Airport User Fee - Multi Engine Aircraft & Helicopter 2.5k - 7.k lbs GOTW Annual Taxilane Use Fee (same as Ground Lease - Non-prime rate) Annual Airport Access Fee - Owner Occupied Hangar Annual Airport Access Fee - Non-Owner Occupied Hangar Annual $226.00 $267.00 $400.00 $513.00 $41.00 $113.00 $120.00 $10.00 $12.00 $24.00 $46.00 $62.50 $127.50 $0.10 $0.15 $233.00 $275.00 $412.00 $528.00 $42.00 $116.00 $124.00 $10.00 $12.00 $25.00 $47.50 $64.50 $131.50 $0.10 $0.15 $0.290 $0.240 $0.00 $40.00 $60.00 $0.295 $0.245 $0.00 $41.25 $61.75 $100.00 $35.00 $0.00 $100.00 $200.00 $200.00 $100.00 $35.00 $0.00 $100.00 $200.00 $200.00 $1,400.00 $800.00 $48.00 $120.00 $400.00 $900.00 $75.00 $20.00 $400.00 $10.00 $1,500.00 $860.00 $50.00 $125.00 $450.00 $1,000.00 $80.00 $25.00 $450.00 $20.00 $0.15 $276.00 $375.00 $765.00 $0.240 $0.599 $0.898 $0.15 $290.00 $390.00 $800.00 $0.245 $0.630 $0.950 Transportation & Development - Development Services Plan Review Services without a specific fee Foundation Only Permit Permit Reinstatement (within 1 year of expiration) Square Foot Construction Costs per Hour/ 1hr min. $0.00 $50.00 25% of Calculated Building Permit Fee 50% of Current Permit Fee Based on 2011 Building Valuation Data Table 119 City of Chandler 2011-12 Adopted Budget Resources Fee Increases (continued) Name of Department/Fee Fee Frequency Current Fee Proposed Fee Per usage Per Participant $0.00 $0.00 $2.00 $10.00 Per each $0.00 $97.00 Community Services - Library Computer Guest Pass American Red Cross Provider Fees City Manager - Downtown Valet Parking Encroachment Permit 120 City of Chandler 2011-12 Adopted Budget General Government GENERAL GOVERNMENT Mayor/City Council City Clerk City Manager City Magistrate Administration Communications and Public Affairs IT Service Delivery & Administration Neighborhood Resources Mayor & Council Administration IT Applications Support Code Enforcement Video Production IT Infrastructure & Client Support Housing & Redevelopment Print, Mail, and Graphics Community Development 121 Law Civil Human Resources Prosecutorial Economic Development Tourism Downtown Redevelopment City of Chandler 2011-12 Adopted Budget General Government The table below depicts the breakdown by division for the fiscal year 2011-12 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 2009-10 2010-11 2010-11 2011-12 % of Actual Adopted Estimated Adopted 2011-12 Expenditures Budget Expenditures Budget Total Mayor & Council $ Communications and Public Affairs Video Production Print, Mail, & Graphics City Clerk City Magistrate Law Liability Litigation City Manager Administration Economic Development Downtown Redevelopment Economic Development Capital Tourism Downtown Real Estate Human Resources IT Service Delivery Mgmt & Admin IT Applications & Support IT Infrastructure & Client Support ITOC Capital ITOC Operations IT Citywide Capital Neighborhood Resources Code Enforcement Neighborhood Resources Capital Housing & Redevelopment (1) Community Development TOTAL GENERAL GOVERNMENT $ 773,242 945,250 226,537 1,086,022 588,594 3,980,709 3,214,854 1,768,476 710,377 388,904 312,888 77,478 2,140,380 1,631,924 3,124,720 2,674,736 1,073,045 160,643 474,512 539,974 972,732 565,602 8,254,450 4,268,261 39,954,309 $ 816,160 663,340 352,439 1,109,641 715,908 3,902,212 3,148,640 3,557,573 1,183,029 417,365 3,035,099 456,253 48,816 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 $ 58,501,329 $ 830,508 739,550 512,706 1,138,071 683,353 3,737,105 3,199,085 2,084,009 1,286,257 292,494 250,000 308,826 13,520 2,307,462 1,930,544 3,724,211 1,934,883 2,373,507 162,627 168,577 640,306 991,529 7,916,518 5,554,739 $ 42,780,387 784,017 842,507 356,091 1,069,060 560,098 3,851,242 3,166,761 195,060 2,267,117 1,523,506 393,809 2,891,644 451,264 1,943,210 1,992,334 3,089,046 1,816,818 4,569,320 518,782 1,364,513 544,861 979,468 27,178 12,523,116 8,222,681 $ 55,943,503 1% 2% 1% 2% 1% 7% 6% 0% 4% 3% 1% 5% 1% 0% 3% 4% 6% 3% 8% 1% 2% 1% 2% 0% 21% 15% 100% Expenditures by Category Personnel & Benefits Total Personnel Ongoing (2) $ 23,180,016 - $ 22,540,340 22,023,395 $ 21,760,634 20,784,347 $ 21,794,250 21,793,250 39% One-time (2) Operating & Maintenance Capital - Major TOTAL GENERAL GOVERNMENT $ 14,661,134 2,113,159 39,954,309 512,730 25,124,668 10,836,321 $ 58,501,329 976,287 18,227,669 2,792,084 $ 42,780,387 1,000 25,296,598 8,852,655 $ 55,943,503 Staffing by Cost Center Mayor & Council Communications and Public Affairs Video Production Print, Mail, & Graphics City Clerk City Magistrate Law Liability Litigation City Manager Administration Economic Development Downtown Redevelopment Tourism Downtown Real Estate Human Resources IT Service Delivery Mgmt & Admin IT Applications & Support IT Infrastructure & Client Support Neighborhood Resources Code Enforcement Housing & Redevelopment (1) Community Development TOTAL GENERAL GOVERNMENT 2009-10 Revised 5.00 7.00 3.00 6.00 6.00 43.00 27.00 0.00 9.00 5.00 2.00 1.00 1.00 18.00 12.00 18.00 20.00 5.60 11.00 22.20 5.70 227.50 (1) (2) 2010-11 Adopted 5.00 4.00 2.00 7.00 6.00 42.00 27.00 0.00 7.00 6.00 2.00 1.00 1.00 18.00 15.00 18.00 21.00 5.50 11.00 19.20 5.80 223.50 2010-11 Revised 4.00 5.00 2.00 6.00 6.00 42.00 27.00 0.00 6.00 6.00 2.00 1.00 0.00 18.00 16.00 19.00 16.00 5.75 11.00 21.75 5.80 220.30 $ 2011-12 Adopted 5.00 6.00 2.00 6.00 6.00 42.00 27.00 2.00 5.00 6.00 2.00 1.00 0.00 18.00 16.00 19.00 16.00 4.85 10.50 21.80 6.35 222.50 0% 45% 16% 100% % of 2011-12 Total 2% 3% 1% 3% 3% 19% 12% 1% 2% 3% 1% 0% 0% 8% 7% 9% 7% 2% 5% 10% 3% 100% Cost Center 4650, Housing & Redevelopment, moved from Planning & Development to Neighborhood Resources effective July 1, 2010. Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 122 City of Chandler 2011-12 Adopted Budget General Government FUNCTION: DEPARTMENT: General Government Mayor and Council COST CENTER: DIVISION: 1020 Mayor and Council C ity 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 123 City Attorney City of Chandler 2011-12 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 Capital Replacement Total Cost Center-1020 General Fund 2009-10 Actual $ 747,944 1,249 7,924 1,306 7,955 500 6,364 $ 773,242 2010-11 Adopted Budget 2010-11 Adjusted Budget 2010-11 Estimated $ 747,855 747,855 3,535 11,900 1,500 7,608 500 31,208 12,054 $ 816,160 $ 816,160 $ 761,749 759,363 2,386 3,535 11,900 1,500 8,062 500 31,208 12,054 $ 830,508 $ 761,749 755,718 6,031 3,535 11,900 1,500 8,062 500 31,208 12,054 $ 830,508 2011-12 Adopted Budget $ 727,560 727,560 5,035 10,527 1,500 7,062 24,281 5,360 2,692 $ 784,017 $ 784,017 % Change Adopted To Adopted -2.71% -2.71% N/A 42.43% -11.54% 0.00% -7.18% -100.00% -22.20% -55.53% N/A -3.94% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. Authorized Positions Position Title Executive Assistant to M&C Executive Receptionist Management Assistant Mayor and Council Assistant Senior Executive Assistant TOTAL 2007-08 Revised 1 1 2 1 0 5 2008-09 Revised 1 1 3 1 0 6 2009-10 Revised 0 1 2 1 1 5 2010-11 Adopted 0 1 2 1 1 5 2010-11 Revised 0 1 2 1 0 4 2011-12 Adopted 0 1 3 1 0 5 Significant Budget and Staffing Changes During fiscal year 2010-11, one Senior Executive Assistant position was transferred to cost center 1520, Economic Development. Effective July 1, 2011, one Management Assistant position is moved from cost center 1040, City Manager. Fiscal year 2011-12 reflects an ongoing decrease of operating budget for the reallocation to higher spending priorities. This reallocation is accomplished through efficiency savings reductions, impacting Office Furniture/Equipment, Operating Supplies, and Other Charges/Services. The Citywide review of fleet replacement resulted in an increase of $2,692 to ensure future vehicle replacements are properly funded. 124 City of Chandler 2011-12 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, websites, and government cable television programming. The department also coordinates citizens' requests for service, public meetings on topical issues, as well as other Citywide public affairs projects. In addition, it provides public relations support and media relations counsel and training to the Mayor, City Council, and City Departments. It is also responsible for central duplicating services and the processing of all incoming and outgoing mail for City departments. Communications and Public Affairs Department Expenditures by Cost Center Communications and Public Affairs Video Production Print, Mail, and Graphics TOTAL CAPA Expenditures by Category Personnel & Benefits Total Personnel Ongoing (1) (1) One-time Operating & Maintenance TOTAL CAPA Staffing by Cost Center Communications and Public Affairs Video Production Print, Mail, and Graphics TOTAL CAPA (1) 2009-10 Actual Expenditures $ $ $ $ 2010-11 Adopted Budget 945,250 226,537 1,086,022 2,257,809 $ 1,458,285 799,524 2,257,809 $ 2009-10 Revised 7.00 3.00 6.00 16.00 $ $ 663,340 352,439 1,109,641 2,125,420 $ 1,171,467 1,122,403 49,064 953,953 2,125,420 $ 2010-11 Adopted 4.00 2.00 7.00 13.00 Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 125 2010-11 Estimated Expenditures $ $ 2011-12 Adopted Budget % of 2011-12 Total 739,550 512,706 1,138,071 2,390,327 $ 842,507 356,091 1,069,060 $ 2,267,658 37% 16% 47% 100% 1,126,986 1,079,824 47,162 1,263,341 2,390,327 $ 1,305,411 1,305,411 962,247 $ 2,267,658 58% 0% 42% 100% 2010-11 Revised 5.00 2.00 6.00 13.00 2011-12 Adopted 6.00 2.00 6.00 14.00 % of 2011-12 Total 43% 14% 43% 100% City of Chandler 2011-12 Adopted Budget General Government 2010-11 Communications and Public Affairs Accomplishments  Chandler was selected as a 2010 All-America City, the nation’s oldest civic recognition award sponsored by the National Civic League.  Chandler’s All-America City application was chosen among the 25 finalist cities to be published in the National Civic Review’s All-America City edition – a 99-year-old publication.  Chandler was selected for the fourth time in a row one of 100 Best Communities for Young People.  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 launched its redesigned website, a project that was done 100% in-house.  CAPA worked with the Fire Department to launch a successful community-wide water safety awareness campaign, “Eye to Eye to Supervise” to help curb drownings in our community.  Coordinated and implemented the City’s first-ever Job Fair – Career Connect, which attracted approximately 1,000 participants.  The Centennial Celebration Steering Committee was formed as well as various subcommittees in preparation for the City’s Centennial Celebration in 2012.  As part of the move to the new City Hall, implemented first floor receptionist coverage and security guard presence as well as assisted with the City Hall kiosk located in the lobby.  The Print, Mail and Graphics Division printed more than 2.5 million impressions in-house, and managed an additional 20 jobs through overflow and 350 business card requests.  Print, Mail and Graphics processed more than 1 million pieces of mail at a discount rate, saving the City more than $125,000.  CAPA coordinated media relations and public education efforts associated with numerous City projects and programs, including the Mayor’s Listening Tour, Chandler’s New Front Door, the Downtown Chandler Block Party, New City Hall Tours, Chandler Food Drive Challenge, the City's Volunteer Income Tax Assistance Program, Community Budget Meetings, New City Hall move, and the Airport Days event.  Hosted ASU 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.  Designed and had installed two new Television Production Sets for our Cable Channel 11 studio.  The Video Production Division, working in conjunction with the Fire Department, secured a grant from the Gila River Indian Community to help fund three new episodes of Sprinkler’s Clubhouse. CAPA now has a total of 20 episodes of the program. 126 City of Chandler 2011-12 Adopted Budget General Government    COMMUNICATIONS AND PUBLIC AFFAIRS – 1070    2011-12 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 website, www.chandleraz.gov, with updated information including City of Chandler’s Intranet site, Chanweb. 2008-09 Actual Measures News releases (English and Spanish) 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 582 525 325 400 400 Council Columns/Journal Articles 78 69 80 75 78 Newsletters 67 64 64 61 62 Public Record Requests 64 70 45 45 45 9 13 12 10 10 3,013 3,762 3,000 8,752(1) 8,752 385 420 N/A N/A N/A 7,470 212,027 6,151,816 9,311 283,190 6,660,575 8,000 250,000 5,750,000 9,950 295,000 6,965,500 10,000 300,000 7,000,000 25 26 20 15 18 Public Awareness/Marketing Campaigns 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 (2) Public Meeting Logistics/Facilitation (1) (2) The increase reflects two factors: increased awareness from residents that the “Contact Chandler” Web form exists and increased use of the system by City departments, which prior to this year was not able to be tracked. This measurement transfers to cost center 1210, Print, Mail, and Graphics in FY 2010-11 with the transfer of the Graphic Design position. * 2010-11 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. 127 City of Chandler 2011-12 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 2010-11 Adopted Budget 2009-10 Actual $ $ 862,942 48,188 17,746 3,489 3,806 9,079 945,250 $ $ $ 2010-11 Adjusted Budget 506,640 506,640 84,000 15,150 1,000 7,550 500 5,500 5,000 38,000 663,340 663,340 $ $ 551,614 551,565 49 121,130 15,150 1,000 7,550 500 5,500 5,000 38,156 745,600 2011-12 Adopted Budget 2010-11 Estimated $ $ 551,614 551,565 49 121,130 15,150 1,000 5,000 5,500 2,000 38,156 739,550 $ $ $ 690,723 690,723 100,196 24,788 1,000 5,550 5,250 5,000 10,000 842,507 842,507 % Change Adopted To Adopted 36.33% 36.33% N/A 19.28% 63.62% 0.00% -26.49% -100.00% -4.55% 0.00% -73.68% 27.01% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. Authorized Positions Position Title Communications/Public Affairs Director Communications Manager Graphic Designer Information Specialist Public Information Officer Senior Executive Assistant TOTAL 2007-08 Revised 1 1 1 2 3 1 9 2008-09 Revised 1 1 1 1 3 1 8 2009-10 Revised 1 1 1 1 3 0 7 2010-11 Adopted 1 0 0 1 2 0 4 2010-11 Revised 1 0 0 1 3 0 5 2011-12 Adopted 1 0 0 1 3 1 6 Significant Budget and Staffing Changes During fiscal year 2010-11, one Public Information Officer position was transferred from cost center 1520, Economic Development. Effective July1, 2011, one Senior Fleet Technician position is moved from cost center 1270, Fleet, and reclassified to a Senior Executive Assistant. Fiscal year 2011-12 reflects an ongoing decrease of operating budget for the reallocation to higher spending priorities. This reallocation is accomplished through efficiency savings reductions. 128 City of Chandler 2011-12 Adopted Budget General Government \ FUNCTION: DEPARTMENT: General Government Communications and Public Affairs 1071 Video Production COST CENTER: DIVISION: V ideo 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. 2011-12 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 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 228 225 200 201 190 70 70 70 68 70 2010-11 Projected 2010-11 Year End Estimate * 2011-12 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 2009-10 Actual 65 63 50 50 45 65 62 20 20 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 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 12 12 6 6 6 6 6 5 5 5 * 2010-11 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. 129 City of Chandler 2011-12 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 Capital Replacement Total Cost Center-1071 General Fund Grant Fund Grand Total 2010-11 Adopted Budget 2009-10 Actual $ $ 213,137 7,189 4,287 421 487 1,015 226,537 $ $ $ $ 2010-11 Adjusted Budget 202,439 202,439 115,000 8,800 5,300 1,550 2,000 17,350 352,439 302,439 50,000 352,439 $ $ 202,948 202,923 25 324,758 8,800 5,300 1,550 2,000 17,350 562,706 2011-12 Adopted Budget 2010-11 Estimated $ $ 202,948 202,923 25 274,758 8,800 5,300 1,550 2,000 17,350 512,706 $ $ $ $ 202,924 202,924 115,384 8,416 5,300 1,550 2,000 17,350 3,167 356,091 306,091 50,000 356,091 % Change Adopted To Adopted 0.24% 0.24% N/A 0.33% -4.36% 0.00% 0.00% 0.00% 0.00% N/A 1.04% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 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 Revised 1 2 3 2010-11 Adopted 1 1 2 2010-11 Revised 1 1 2 2011-12 Adopted 1 1 2 Significant Budget and Staffing Changes The Citywide review of fleet replacement resulted in an increase of $3,167 to ensure future vehicle replacements are properly funded. 130 City of Chandler 2011-12 Adopted Budget General Government \ FUNCTION: DEPARTMENT: General Government Communications and Public Affairs COST CENTER: DIVISION: 1210 Print, Mail, and Graphics P rint, 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. 2011-12 Performance Measurements Goal: Provide timely in-house duplication and offset printing for requesting City departments. Objective:  Complete printing order on requested date. 2008-09 Actual Measures 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected Printing completed on requested date 100% 100% 90% 90% 90% Printing requests processed 2,751 2,497 2,699 2,266 2,300 4,903,176 3,408,189 3,928,533 3,078,814 3,100,000 385 420 400 450 475 Impressions printed for jobs processed Citywide Graphic Design Projects (1) 2009-10 Actual (1) This measurement transfers from cost center 1070 in FY 2010-11 with the transfer of the Graphic Design 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 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 100% 100% 90% 90% 90% 1,230,991 1,237,813 1,378,016 1,146,012 1,100,000 * 2010-11 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 2011-12 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 Actual 2010-11 Adjusted Budget 2010-11 Adopted Budget $ 382,206 $ 462,388 413,324 49,064 (7,587) 71,268 650,160 563,598 437 1,000 49,419 11,387 11,387 $ 1,086,022 $ 1,109,641 $ 1,109,641 $ 418,272 368,854 49,418 171,846 572,067 1,000 9,347 11,387 $ 1,183,919 2011-12 Adopted Budget 2010-11 Estimated $ 372,424 325,336 47,088 171,846 572,067 1,000 9,347 11,387 $ 1,138,071 $ 411,764 411,764 68,970 572,018 750 15,558 $ 1,069,060 $ 1,069,060 % Change Adopted To Adopted -10.95% -0.38% -100.00% -3.22% 1.49% -25.00% N/A 36.63% -3.66% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. Authorized Positions Position Title Administrative Services Clerk Administrative Services Supervisor Graphic Designer Offset Press Operator Publication Services Supervisor TOTAL 2007-08 Revised 4 1 0 1 0 6 2008-09 Revised 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 Revised 3 0 1 1 1 6 2011-12 Adopted 3 0 1 1 1 6 Significant Budget and Staffing Changes During fiscal year 2010-11, one Administrative Services Clerk was eliminated as anticipated through the 2010-11 budget reductions. Fiscal year 2011-12 reflects an increase of $4,171 as a result of the Citywide review of fleet replacement to ensure future vehicle replacements are properly funded. 132 City of Chandler 2011-12 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 City Clerk Accomplishments  Administered two candidate elections in 2010.  Received a favorable audit from the U.S. Department of State – Passport Integrity and Internal Controls.  Generated over $150,000 in revenue in passport application processing fees.  Completed relocation to the new City Hall facility and trained staff, City Council and other Board members on new equipment and voting procedures in the new Council Chambers. 2011-12 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 Council Meetings Coordinated Meeting Notices Posted City Council Actions and Agenda Items Prepared (1) 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 72 84 100 90 90 764 481 830 490 500 1,041 977 1,000 810 800 New Objective beginning FY2010-11. * 2010-11 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 2011-12 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. 2008-09 Actual Measures Contractual Documents Processed Ordinances and Resolutions Processed(1) (1) 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 799 978 1,100 800 800 194 170 N/A N/A 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. Measures 2008-09 Actual Provide voter assistance with local, state, and federal 2009-10 Actual 2010-11 Year End Estimate * 2010-11 Projected 2011-12 Projected 0 0 Aug 1 Nov 1 Aug 1 Nov 1 0 Registered Voters N/A N/A 116,000 116,000 117,630 119,676 N/A Total Ballots Processed N/A N/A N/A N/A 31,918 65,050 N/A % of Voter Turnout N/A N/A N/A N/A 27.13% 54.36% N/A Municipal Elections(2) (2) Due to legislative action, regular election cycle is changed to fall of even numbered years. 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 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected Marriage Licenses Processed(3) 1,421 N/A N/A N/A N/A Passport Applications Accepted Service Provided by Notary Public 8,426 497 9,584 326 9,000 500 8,500 350 8,500 350 (3) Marriage license issuance discontinued effective December 31, 2009. * 2010-11 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. 134 City of Chandler 2011-12 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 Capital Replacement Total Cost Center-1030 General Fund 2010-11 Adopted Budget 2009-10 Actual $ 469,421 15,266 57,255 1,615 37,058 5,433 2,545 588,594 $ $ $ $ 485,102 485,102 20,000 170,300 1,500 32,461 4,000 2,545 715,908 715,908 2010-11 Adjusted Budget $ $ 504,911 490,325 14,586 23,132 170,986 1,500 46,452 4,000 2,545 753,526 2011-12 Adopted Budget 2010-11 Estimated $ $ 472,573 457,987 14,586 20,000 151,000 1,500 35,280 3,000 683,353 $ $ $ 481,837 481,837 20,000 14,600 2,000 37,030 4,631 560,098 560,098 % Change Adopted To Adopted -0.67% -0.67% N/A 0.00% -91.43% 33.33% 14.08% 15.78% -100.00% -21.76% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 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 Revised 1 1 2 2 6 2010-11 Adopted 1 1 2 2 6 2010-11 Revised 1 1 2 2 6 2011-12 Adopted 1 1 2 2 6 Significant Budget and Staffing Changes Fiscal year 2011-12 reflects an ongoing decrease of operating budget for reallocation for higher spending priorities. This reallocation is accomplished through efficiency savings reductions in Operating Supplies. Copier replacement funding of $2,545 is transferred to Fund 713, Computer Replacement for future replacement of the multi-function copier. 135 City of Chandler 2011-12 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 City Magistrate Accomplishments  Expansion of options on Court website.  Increased coordination with external agencies.  Launched effort to participate in expansion of Regional Homeless Court Project.  Enhanced computer programs and increased coordination with Prosecutor and Police Department to improve efficiencies within the Court. 2011-12 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. 2010-11 2008-09 2009-10 2010-11 Year End 2011-12 Measures Actual Actual Projected Estimate * Projected Number of appeals filed 49 50 45 40 40 Number of appeals overturned 0 1 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 2008-09 Actual 49,691 2009-10 Actual 41,443 2010-11 Projected 49,000 2010-11 Year End Estimate * 35,000 2011-12 Projected 40,000 87% 85% 90% 86% 90% 136 City of Chandler 2011-12 Adopted Budget General Government    CITY MAGISTRATE – 1050    Goal: To provide, prompt efficient telephone service to all citizens. Objectives: Promptly answer all incoming calls. Measures Number of calls received Average wait time 2008-09 Actual 58,107 52 sec 2009-10 Actual 53,542 41 sec * 2010-11 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 2010-11 Projected 56,000 60 sec 2010-11 Year End Estimate * 45,000 40 sec 2011-12 Projected 50,000 55 sec City of Chandler 2011-12 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 Rents/Utilities Other Charges/Services Contingency/Reserve Machinery/Equipment Total Cost Center-1050 General Fund Gen Fund-Judicial Enhancement Grand Total 2009-10 Actual $ 3,667,233 221,519 40,134 7,905 14,243 254 16,622 12,798 $ 3,980,709 2010-11 Adopted Budget 2010-11 Adjusted Budget 2010-11 Estimated $ 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 $ 3,603,798 3,535,848 67,950 266,960 41,300 16,719 20,050 529 26,256 1,690 $ 3,977,302 $ 3,396,511 3,316,965 79,546 242,500 39,325 15,500 20,050 500 22,719 $ 3,737,105 2011-12 Adopted Budget $ 3,514,403 3,514,403 239,065 45,400 11,770 21,431 400 17,960 813 $ 3,851,242 $ 3,851,242 $ 3,851,242 % Change Adopted To Adopted -0.61% -0.61% N/A -10.03% 9.93% -13.46% 6.89% -20.00% -23.57% -51.89% N/A -1.31% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 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 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 Revised 3 1 16 3 1 3 1 4 3 1 1 1 2 1 1 42 2011-12 Adopted 3 1 16 3 1 3 1 4 3 1 1 1 2 1 1 42 Significant Budget and Staffing Changes Fiscal year 2011-12 reflects an ongoing decrease of operating budget for reallocation for higher spending priorities. This reallocation is accomplished through efficiency savings reductions in Temporary and Professional/Contract Services. 138 City of Chandler 2011-12 Adopted Budget General Government FUNCTION: DEPARTMENT: General Government Law 1300 Civil COST CENTER: DIVISION: 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. Law Department Summary Expenditures by Cost Center Law Liability Litigation $ TOTAL LAW Expenditures by Category Personnel & Benefits Total Personnel Ongoing (1) (1) One-time Operating & Maintenance TOTAL LAW Staffing by Cost Center Law Liability Litigation TOTAL LAW (1) 2009-10 Actual Expenditures $ $ $ 2010-11 Adopted Budget 3,214,854 3,214,854 $ 3,129,332 85,522 3,214,854 $ 2009-10 Revised 27.00 0.00 27.00 $ $ 3,148,640 3,148,640 $ 3,016,094 3,016,094 132,546 3,148,640 $ 2010-11 Adopted 27.00 0.00 27.00 Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 139 2010-11 Estimated Expenditures $ $ 2011-12 Adopted Budget % of 2011-12 Total 3,199,085 3,199,085 $ 3,166,761 195,060 $ 3,361,821 94% 6% 100% 3,054,748 2,993,869 60,879 144,337 3,199,085 $ 3,209,775 3,209,775 152,046 $ 3,361,821 95% 0% 5% 100% 2010-11 Revised 27.00 0.00 27.00 2011-12 Adopted 27.00 2.00 29.00 % of 2011-12 Total 93% 7% 100% City of Chandler 2011-12 Adopted Budget General Government 2010-2011 Law Department Accomplishments  Provided substantial legal advice on major legislation, including SB 1070, medical marijuana, firearms omnibus, impact fees and health care changes.  Provided legal assistance on employment matters including retirement buyouts, union negotiations and litigation, transitioning to self-insurance with related benefits changes and Department of Labor, FMLA and ADA compliance issues.  Worked closely with Economic Development and Downtown Development in negotiating and drafting development agreements (e.g., Ebay/Paypal, Museum of Tolerance) and façade agreements, as well as zoning and ordinance changes related to development (e.g., valet parking).  Performed legal work on forfeiture cases worth $3 million ($1 million already collected).  Increased success rate and victim satisfaction on domestic violence cases. 2011-12 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.  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.(1) 2010-11 2008-09 2009-10 2010-11 Year End 2011-12 Measures Actual Actual Projected Estimate * Projected Legal Opinions - Verbal 7,883 9,357 10,500 10,320 10,700 Legal Opinions - Written 781 937 950 960 980 Documents/Pleadings Reviewed/Revised 6,079 6,875 7,000 7,100 7,200 Documents/Pleadings Prepared 2,464 2,378 3,000 2,796 3,000 Meetings Attended in Advisory Capacity 2,957 3,423 3,700 3,725 3,800 Number of Pending Water Issues 65 65 65 65 65 Impound Hearings (2) 2,026 N/A N/A N/A N/A (1) In calendar year 2010, the City received judgments in the amount of $2,084,162 from forfeiture actions filed. These dollar amounts do not include any physical property recovered by the City, i.e., cars, computer equipment, etc. (2) Impound hearings are no longer handled through the City Attorney’s Office as of 2009-10. They are now handled by the Police Department. * 2010-11 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. 140 City of Chandler 2011-12 Adopted Budget General Government FUNCTION: DEPARTMENT: General Government Law 1300 Prosecutorial COST CENTER: DIVISION: P rosecutorial Division of the City Attorney’s department is responsible for the prosecution of criminal misdemeanor cases in City Court and appeals to the Superior Court, Court of Appeals, and State Supreme Court. 2011-12 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 Victims’ Rights Notifications Victims Advocate Contacts w/Victims(3) Prosecutor’s Office Contacts w/Victims(3) (1) (2) (3) 2008-09 Actual 12,270 1,309 1,214 325 1,424 1,832 7,976 4,003 N/A 2009-10 Actual 11,197 1,346 1,216 N/A 1,400 2,963 8,025 4,124 N/A 2010-11 Projected 12,371 1,591 1,295 N/A 1,294 1,459 8,510 N/A 10,000 2010-11 Year End Estimate * 9,787 1,221 1,234 N/A 1,385 3,135 7,582 N/A 7,501 2011-12 Projected 10,766 1,343 1,357 N/A 1,524 3,449 8,340 N/A 8,251 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. Reflects a change made in method used to capture information to reflect all contact with victims. * 2010-11 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. 141 City of Chandler 2011-12 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 Office Furniture/Equipment Total Cost Center-1300 General Fund Gen Fund-Domestic Violence Grant Fund Grand Total 2009-10 Actual $ 3,129,332 2,767 61,992 2,436 3,577 11,951 2,799 $ 3,214,854 2010-11 Adopted Budget 2010-11 Adjusted Budget 2010-11 Estimated $ 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 $ 3,076,973 3,016,094 60,879 40,000 62,171 6,946 9,100 26,120 $ 3,221,310 $ 3,054,748 2,993,869 60,879 40,000 62,171 6,946 9,100 26,120 $ 3,199,085 2011-12 Adopted Budget $ 3,024,215 3,024,215 50,500 50,000 6,946 9,100 26,000 $ 3,166,761 $ 3,134,461 15,000 17,300 $ 3,166,761 % Change Adopted To Adopted 0.27% 0.27% N/A 26.25% -0.99% 0.00% 0.00% 0.00% N/A 0.58% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. Authorized Positions Position Title Assistant C ity Attorney Assistant C ity Attorney-Police Advisor Assistant C ity Prosecutor I Assistant C ity 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 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 Revised 5 2 1 4 1 1 1 4 5 0 1 1 1 27 2011-12 Adopted 5 2 1 4 1 1 1 4 5 0 1 1 1 27 Significant Budget and Staffing Changes Fiscal year 2011-12 reflects a one-time allocation of $15,000 from Domestic Violence funding for process serving of victims and witnesses with a subpoena for improved rate of court appearances. Also reflected is an ongoing decrease of operating budget for reallocation to higher spending priorities. This reallocation is accomplished through reductions and efficiency savings in Temporary personnel. 142 City of Chandler 2011-12 Adopted Budget General Government FUNCTION: DEPARTMENT: General Government Law COST CENTER: DIVISION: 1310 Liability Litigation 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 Liability Litigation Division of the City Attorney's Office is responsible for defending the City in Risk Management Cases. 2011-12 Performance Measurements Goals:  Create an in-house litigation program.  Ensure that attorney reviews lawsuits against City within five (5) days of receipt.  Participate in City’s loss prevention program. Objectives:  Provide a litigation attorney and paralegal to defend the City against lawsuits.  Recommend changes and assist in loss prevention.  Recommend actions in general litigation matters and lawsuits. Measures Total lawsuits handled on annual basis 2008-09 Actual N/A 2009-10 Actual N/A * 2010-11 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. 143 2010-11 Projected N/A 2010-11 Year End Estimate * N/A 2011-12 Projected 6 City of Chandler 2011-12 Adopted Budget General Government    LIABILITY LITIGATION – 1310    Budget Summary Description Personnel Services Total Personnel Ongoing One-time Operating Supplies Communications/Transportation Other Charges/Services Total Cost Center-1310 Insured Liability Self Insurance 2010-11 Adopted Budget 2009-10 Actual $ $ - $ $ $ 2010-11 Adjusted Budget - $ - $ 2011-12 Adopted Budget 2010-11 Estimated $ - $ $ $ $ 185,560 185,560 7,100 900 1,500 195,060 195,060 % Change Adopted To Adopted N/A N/A N/A N/A N/A N/A N/A Authorized Positions Position Title Assistant City Attorney Paralegal TOTAL 2007-08 Revised 0 0 0 2008-09 Revised 0 0 0 2009-10 Revised 0 0 0 2010-11 Adopted 0 0 0 2010-11 Revised 0 0 0 2011-12 Adopted 1 1 2 Significant Budget and Staffing Changes Liability Litigation is a new cost center created in fiscal year 2011-12. Fiscal year 2011-12 reflects the transfer of funding from Risk Management Liabilities, CC1261. One Assistant City Attorney and one Paralegal position are added through the conversion of transferred operational funds. 144 City of Chandler 2011-12 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. 2010-11 City Manager Accomplishments  Successfully maintained Chandler’s regional influence in monitoring State and Federal legislation affecting City operations.  Successfully defended against any reduction in the funding received from Urban Revenue Sharing.  Completed construction of City Hall.  Coordinated seamless move to City Hall with minimal customer service disruption.  Assisted Economic Development with recruitment and retention of various businesses to Chandler, such as PayPal and the Intel expansion.  Assisted Downtown Redevelopment Division in promoting Downtown projects, such as the South Arizona Avenue Project.  Upgraded lights and HVAC systems at various City building utilizing American Reinvestment Recovery Act Grant funding.  Successfully negotiated with the four Meet and Confer employee groups. Mission Our mission is to effectively coordinate and lead the various City departments in administration of City affairs according to the City Code, Charter, ordinances and City Council policies and to provide effective management and leadership by communicating to employees. This is accomplished through the following actions:  Keep the City Council apprised of all pertinent municipal activities through periodic briefings and other appropriate written documents.  Compile weekly and annual reports on results of legislative programs in a timely manner.  Maintain excellent working relationships with other entities and other City departments.  Promote interaction between City Management and employees.  Promote teamwork among City employees in order to deliver quality services that add value to the community in a sound fiscal manner.  Communicate to City employees through various publications, forums and information exchanges. 145 City of Chandler 2011-12 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 2009-10 Actual $ 1,546,272 574 8,645 3,995 10,997 77,670 120,322 $ 1,768,476 Grand Total 2010-11 Adopted Budget 2010-11 Adjusted 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 $ 1,251,152 1,104,039 147,113 271,328 11,250 6,500 15,800 34,783 2,000 2,145,834 2,000 $ 3,740,647 2011-12 Adopted Budget 2010-11 Estimated $ 962,188 950,516 11,672 2,004 9,000 6,500 14,700 14,700 1,072,917 2,000 $ 2,084,009 $ 3,557,573 $ 991,709 991,709 23,875 10,733 6,500 15,300 15,000 2,000 1,200,000 2,000 $ 2,267,117 $ 1,047,542 1,219,575 % Change Adopted To Adopted -19.99% -10.17% -100.00% -98.95% -4.60% 0.00% -3.16% -3.27% 0.00% N/A 0.00% -36.27% $ 2,267,117 * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. Authorized Positions Position Title Assistant City Manager Assistant to City Manager City Manager Diversity Administrator Diversity Office Assistant Employee Development Specialist Employee Development Supervisor Executive Asst. to the City Manager Intergovernmental Affairs Coordinator Management Assistant Management Intern Organizational Dev. Administrator Sustainability Manager TOTAL 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 Revised 2 1 1 1 0 0 1 0 1 1 0 1 0 9 2010-11 Adopted 2 1 1 0 0 0 0 0 1 1 0 1 0 7 2010-11 Revised 2 1 1 0 0 0 0 0 1 1 0 0 0 6 2011-12 Adopted 2 1 1 0 0 0 0 0 1 0 0 0 0 5 Significant Budget and Staffing Changes During fiscal year 2010-11, one Organizational Development Administrator position was eliminated, as anticipated through the 2010-11 budget reductions. For fiscal year 2011-12 one Management Assistant is moved to cost center 1020, Mayor and Council. Fiscal year 2011-12 also reflects an ongoing decrease of operating budget for reallocation to higher spending priorities. This reallocation is accomplished through reductions and efficiency savings in Operating Supplies and Communications/Transportation. Grant appropriation is reduced in fiscal year 2011-12 to reflect the remaining balance of the ARRA Energy Efficiency and Conservation Grant. 146 City of Chandler 2011-12 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. Economic Development Department Summary Expenditures by Cost Center Economic Development Downtown Redevelopment Ecomonic Development Capital Tourism Total Economic Development Expenditures by Category Personnel & Benefits Total Personnel Ongoing (1) 2009-10 Actual Expenditures $ $ 710,377 388,904 312,888 1,412,169 $ 842,204 $ 569,965 1,412,169 (1) One-time Operating & Maintenance Total Economic Development Staffing by Cost Center Economic Development Downtown Redevelopment Tourism Total Economic Development (1) 2009-10 Revised 5.00 2.00 1.00 8.00 2010-11 Adopted Budget $ 2010-11 Estimated Expenditures $ 1,183,029 417,365 3,035,099 456,253 5,091,746 $ $ 912,814 $ 912,814 4,178,932 5,091,746 2010-11 Adopted 6.00 2.00 1.00 9.00 Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 147 $ 2011-12 Adopted Budget 1,286,257 292,494 250,000 308,826 2,137,577 $ $ 958,839 $ 882,228 $ 925,595 33,244 1,178,738 2,137,577 $ 882,228 4,377,995 5,260,223 2010-11 Revised 6.00 2.00 1.00 9.00 $ 1,523,506 393,809 2,891,644 451,264 5,260,223 % of 2011-12 Total 29% 7% 55% 9% 100% 17% 0% 83% 100% % of 2011-12 2011-12 Adopted Total 6.00 67% 2.00 22% 1.00 11% 9.00 100% City of Chandler 2011-12 Adopted Budget General Government 2010-11 Economic Development Accomplishments  Identified approximately 120 Industrial/Office Leads; 40 Industrial/Office Prospects; 20 Industrial/Office Locates. Identified approximately 40 retail leads, 20 retail prospects and 11 retail locates.  Key industrial/office locates open, expanding or under construction: Intel retool of FAB 12 and 32, development of new FAB 42, eBay/PayPal, International Rectifier, B/E Aerospace, Chandler Regional Medical Center, Education Management Corporation (EDMC) and Digital Realty Trust.  Key retail locates open or under construction include: Target, Razmataz, Old Spaghetti Factory, Aaron’s, SwapSmart, Good Food Market, Oregano’s, Tia Rosa’s, Uncle Bear’s Grill and Bar and Jimmy John’s.  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.  City of Chandler’s Innovations Technology Incubator is more than 85% full and is paving the way for science and technology entrepreneurs to accelerate their path to success and grow their business in Chandler.  In order to provide continual outreach to Chandler’s talent pool, Chandler hosted workforce-related events in conjunction with the Gangplank community, including WordCamp, LaidOffCamp and DesertCodeCamp.  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 Innovations and Continuum.  Participated in three International Council of Shopping Center (ICSC) conferences to promote the City and its available properties to retailers and real estate developers and brokers.  Partnered with the Library and Diversity Office to present the annual Chandler Small Business Development Workshop sponsored by BBVA Compass Bank.  Put effort into addressing the significant amount of space in the City designated for commercial uses by encouraging and assisting with the repurposing of retail land and buildings, such as: Chandler Preparatory Academy opening in former retail space at Alma School and Warner roads; relocation and expansion of the Golf Academy of America; location of BASIS Charter School on land formerly designated commercial.  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 9th 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.  Coordinated business outreach and assisted in resolution of business issues during construction of Arizona Avenue improvements. Partnered with DCCP on a construction marketing campaign.  Developed and hosted the first annual Downtown Chandler Block Party, attracting over 10,000 attendees.  Guided the design for the proposed Sign Package for Arizona Avenue, finalized the San Marcos Commons Phase II Development Agreement, and began visioning and preliminary negotiations for Site 7 concepts.  Supported DCCP in the administration of the Enhanced Municipal Services District in its 5th year of operation.  Assisted property owners with potential locates and aided new businesses and expansions, including Yoli’s Café, AZ Laser, Paleta’s Betty, Sibley’s West, One Wing Boutique, DC Steakhouse and Coach and Willie’s. 148 City of Chandler 2011-12 Adopted Budget General Government    ECONOMIC DEVELOPMENT – 1520    2011-12 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. 2010-11 2008-09 2009-10 2010-11 Year End 2011-12 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 1,127 2,283 500 3,500 500 Estimated office/ industrial SF added 406,494 533,509 200,000 744,150 200,000 Estimated office/industrial capital investment created with City $3,500,000 $4,076,163,000(2) $3,500,000 assistance $3,046,586,500(1) $55,288,700 (1) (2) th $3 billion for the Intel Retool project is included. This was originally projected for 2009-10 Projected but located in 4 Quarter of 2008/09. $3 billion for the Intel Retool project is of Fab 12 and Fab 32. 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. 2010-11 2008-09 2009-10 2010-11 Year End 2011-12 Measures Actual Actual Projected Estimate * Projected Number of new retail businesses located with City assistance 23 21 15 15 15 Estimated square footage of new retail space located with City assistance 492,278 231,713 150,000 242,000 150,000 Number of retail recruitment marketing materials sent 315 300 300 300 300 Total retail square feet 16,578,703 16,849,735 16,878,703 16,855,000 17,005,000 Retail occupancy rate 92% 89% 90% 89% 90% * 2010-11 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 2011-12 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. 2010-11 2008-09 2009-10 2010-11 Year End 2011-12 Measures Actual Actual Projected Estimate * Projected Estimated annual sales tax revenue generated by new retail businesses $2,604,151 $1,226,920 $1,588,500 $1,317,690 $816,750 located with City assistance(1) (1) Retailers may not be open for business in year located; however, they have received construction permits. * 2010-11 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. 150 City of Chandler 2011-12 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 Capital Replacement Total Cost Center-1520 General Fund $ $ 538,743 119,021 23,909 1,190 20,829 6,685 710,377 2010-11 Adjusted Budget 2010-11 Adopted Budget 2009-10 Actual $ $ $ 622,619 622,619 103,509 20,650 2,000 27,357 403,394 3,500 1,183,029 1,183,029 $ $ 2011-12 Adopted Budget 2010-11 Estimated 660,565 641,350 19,215 123,037 34,271 2,110 27,428 403,394 38,732 1,289,537 $ $ 658,876 635,400 23,476 123,009 32,650 2,110 27,321 403,394 38,897 1,286,257 $ $ $ 589,078 589,078 102,509 20,233 2,000 27,357 774,712 3,500 4,117 1,523,506 1,523,506 % Change Adopted To Adopted -5.39% -5.39% N/A -0.97% -2.02% 0.00% 0.00% 92.05% 0.00% N/A 28.78% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 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 Revised 1 1 1 0 1 1 5 2010-11 Adopted 1 1 1 1 1 1 6 2010-11 Revised 1 1 1 0 1 2 6 2011-12 Adopted 1 1 1 0 1 2 6 Significant Budget and Staffing Changes During fiscal year 2011-12, one Public Information Officer was transferred to cost center 1070, Communications and Public Affairs. One Senior Executive Assistant position was moved from cost center 1020, Mayor and Council. Fiscal year 2011-12 reflects an ongoing increase of $371,318 for Rents/Utilities for Innovations, Chandler’s incubator project. These costs are partially offset by rental revenue income. Fiscal year 2011-12 also reflects ongoing decreases of operating budgets for reallocation to other higher spending priorities. This reallocation is accomplished through reductions and efficiency savings in Professional/Contract Services and Operating Supplies. 151 City of Chandler 2011-12 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. 2011-12 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 2008-09 Actual 2009-10 Actual 2 3 2010-11 Projected 2010-11 Year End Estimate * 4 2 2011-12 Projected 2 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. 2010-11 2008-09 2009-10 2010-11 Year End 2011-12 Measures Actual Actual Projected Estimate * Projected Number of new retail businesses located in downtown with city assistance 3 3 4 7 3 Estimated square footage on facades of new/rehabilitated retail space in downtown with city assistance 0(1) 6,700 14,000 12,000 8,000 Number of new residential units constructed in the Enhanced Municipal Services District 0(2) 0 22 20 22 (1) (2) 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. * 2010-11 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 2011-12 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 Total Cost Center-1540 General Fund 2010-11 Adopted Budget 2009-10 Actual $ $ 202,301 1,250 1,792 57,094 2,376 2,526 2,400 119,164 388,904 $ $ $ 2010-11 Adjusted Budget 196,942 196,942 8,000 4,300 46,030 17,293 4,000 140,800 417,365 417,365 $ $ 202,495 196,942 5,553 8,000 4,300 49,206 17,293 4,000 148,784 434,078 2011-12 Adopted Budget 2010-11 Estimated $ $ 202,495 196,942 5,553 345 4,284 3,555 609 81,206 292,494 $ $ $ 196,386 196,386 4,300 46,030 9,293 4,000 133,800 393,809 393,809 % Change Adopted To Adopted -0.28% -0.28% N/A -100.00% 0.00% 0.00% -46.26% N/A 0.00% -4.97% -5.64% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. Authorized Positions Position Title Downtown Assistant Downtown Redevelopment Manager Executive Assistant TOTAL 2007-08 Revised 1 1 0 2 2008-09 Revised 1 1 0 2 2009-10 Revised 0 1 1 2 2010-11 Adopted 0 1 1 2 2010-11 Revised 0 1 1 2 2011-12 Adopted 0 1 1 2 Significant Budget and Staffing Changes Fiscal year 2011-12 reflects an ongoing decrease of operating budgets for reallocation to other higher spending priorities. This reallocation is accomplished through reductions and efficiency savings in Professional/Contract Services, Communications/Transportation, and Other Charges/Services. 153 City of Chandler 2011-12 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 Actual $ $ - 2010-11 Adopted Budget $ 350,000 2,685,099 $ 3,035,099 $ 3,035,099 2010-11 Adjusted Budget $ 3,385,099 $ 3,385,099 2010-11 Estimated $ 250,000 $ 250,000 2011-12 Adopted Budget $ 2,891,644 $ 2,891,644 $ 2,891,644 % Change Adopted To Adopted -100.00% 7.69% -4.73% Significant Budget Changes Budget variances for capital cost centers are primarily attributed to expenditures in the current year. Fiscal year 2011-12 reflects the carry forward of unexpended program funding from fiscal year 2010-11. Detail on the capital program is available in the 2012-2021 Adopted Capital Improvement Plan. 154 City of Chandler 2011-12 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. 2011-12 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. 2010-11 2008-09 2009-10 2010-11 Year End 2011-12 Measures Actual Actual Projected Estimate * Projected Increase Bed Tax revenue year over year Increase Revenue Per Available Room (Rev/PAR) citywide year over year(1) $1,040,669 $1,610,814 $1,398,000 $1,765,000 $1,765,000 $45.68 $49.45 $47.00 $51.00 $53.00 Increase Occupancy Rate citywide year over year(1) 49.7% 56.3% 57.0% 57.0% 58.5% Number of tourism leads(2) 47,452 17,234 22,000 15,000 17,000 (1) (2) 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. * 2010-11 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 2011-12 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 2010-11 Adopted Budget 2009-10 Actual $ 101,160 70,187 20,134 111,007 10,400 312,888 $ $ $ $ $ 2010-11 Adjusted Budget 93,253 93,253 144,000 12,000 170,500 36,500 456,253 161,253 295,000 456,253 $ $ 97,468 93,253 4,215 173,545 21,985 198,696 36,500 528,194 2011-12 Adopted Budget 2010-11 Estimated $ $ 97,468 93,253 4,215 107,945 21,485 75,428 6,500 308,826 $ $ 96,764 96,764 135,500 12,000 170,500 36,500 451,264 156,264 295,000 451,264 2010-11 Adopted 1 1 2010-11 Revised 1 1 $ $ % Change Adopted To Adopted 3.77% 3.77% N/A -5.90% 0.00% 0.00% 0.00% -1.09% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. Authorized Positions Position Title Tourism Development Coordinator TOTAL 2007-08 Revised 1 1 2008-09 Revised 1 1 2009-10 Revised 1 1 2011-12 Adopted 1 1 Significant Budget and Staffing Changes Fiscal year 2011-12 reflects ongoing decreases of operating budgets for reallocation to other higher spending priorities. This reallocation is accomplished through reductions and efficiency savings in Professional/Contract Services. 156 City of Chandler 2011-12 Adopted Budget General Government FUNCTION: DEPARTMENT: General Government City Manager 3080 Downtown Real Estate COST CENTER: DIVISION: Budget Summary Description Personnel Services Total Personnel Ongoing * One-time * Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Project Support Recharge* Total Cost Center-3080 General Fund In-House Capital Grand Total 2010-11 Adopted Budget 2009-10 Actual $ $ 114,963 $ 13,303 1,383 642 1,150 (53,963) 77,478 $ $ $ 2010-11 Adjusted Budget 121,850 $ 121,850 (73,034) 48,816 $ 48,816 48,816 2011-12 Adopted Budget 2010-11 Estimated 121,850 $ 121,850 (73,034) 48,816 $ 36,016 $ 36,016 (22,496) 13,520 $ $ $ % Change Adopted To Adopted - -100.00% N/A -100.00% N/A N/A N/A N/A N/A N/A -100.00% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. * 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 Revised 0 1 0 1 2010-11 Adopted 0 1 0 1 2010-11 Revised 0 0 0 0 2011-12 Adopted 0 0 0 0 Significant Budget and Staffing Changes Effective July 1, 2010, the Downtown Real Estate cost center was disbanded. All responsibilities previously managed by this department were transferred to the Transportation & Development Department. 157 City of Chandler 2011-12 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. 2010-11 Human Resources Accomplishments  Worked with the benefit consultant to apply for federal monies through the Early Retirement Reinsurance Program. The application process was extensive and arduous, but resulted in the Chandler Health Care Benefits Trust receiving an initial reimbursement of $574,218.40.  Successfully implemented transition and communication plans to transform from a fully-insured medical plan to a self-insured plan, including a change of the City’s medical provider. Over 25 city-wide Open Enrollment Meetings were conducted for employees and retirees. Bi-lingual and hearing impaired interpretation sessions were presented and videotaped. The communication also included the new design of the City’s benefit guide which was nominated for the “Golden Quill Award.”  Developed and implemented City’s Wellness Initiative – “New Year New You” to encourage healthier lifestyle with intent to impact long term plan costs for employees and City of Chandler.  Worked with Medical Provider to offer Biometric Screenings for all regular employees at no out-of-pocket cost. Approximately 41% of the eligible workforce participated. On-line Health Risk Assessments were made available to all employees. 27.84% participated.  Provided a number of cost neutral health and wellness initiatives to include: Flu shot clinics in advance of flu season where 422 vaccinations were administered; 100 Mobile On-Site Mammography provided; 22 Prostate On-Site Prostrate Screenings provided.  Offered Weight Watchers at work program.  Worked with Purchasing to include healthy snacks in City Hall’s vending machines.  Developed and implemented the Employee Development Academy to replace the Supervisors Academy. The Employee Development Academy curriculum consists of 15 classes to offer professional and personal development and leadership skills sets.  Developed and implemented the Employee Development Resource Center for use of all City Employees, Divisions and Departments for resource and educational tools for professional and personal growth and development.  Participated in the implementation of a new performance evaluation system including developing resource materials and implementing citywide training for all supervisors. 142 supervisors participated in Performance Management workshops.  Conducted the 4th series of the HR 101 program, comprehensive training for supervisors on employment law and human resources policies and procedures.  Participated in and implemented system and process efficiency changes resulting from the Citywide Oracle R12 upgrade.  Developed analysis, led negotiations and reached agreements for new contracts with four union groups. 158 City of Chandler 2011-12 Adopted Budget General Government    HUMAN RESOURCES – 1250    2011-12 Performance Measurements Goal: To attract qualified employees to fill vacancies in the City through programs and policies that embodies equal employment opportunity practices. Objective:  Provide an aggressive and effective recruitment and selection process to fill vacancies in all City departments. 2010-11 2008-09 2009-10 2010-11 Year End 2011-12 Measures Actual Actual Projected Estimate * Projected Number of employment applications processed 8,502 7,305 5,500(1) 7,500 8,000 (1) Includes Tri-City Firefighter Recruitment 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.  Provide resources for the efficient and effective administration of personnel actions. 2010-11 2008-09 2009-10 2010-11 Year End 2011-12 Measures Actual Actual Projected Estimate * Projected PAR’S (Personnel Action Request) processed 4,490 3,410 3,106 3,257 3,257 # of classification or job studies conducted 39(2) 50(2) 50 35(2) 40 Conduct annual benchmark survey for a minimum of 30% of active positions to compare Chandler’s salaries with other valley cities(3) 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 7 25 19 22 Participants who rated training programs as satisfactory or higher(4) N/A N/A 90% 95% 98% Conduct annual survey to compare Chandler’s benefit packages with benchmark cities 100% 92% 100% 90% 90% Number of workshops offered to employees in areas of wellness, benefits education, retirement and financial planning 34 40 37 64 44 (2) (3) (4) Reclassification freeze. Measure revised during FY2009-10. Previously measured classification/market reviews for a minimum of 25% of active positions. New Measure effective FY2010-11. * 2010-11 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. 159 City of Chandler 2011-12 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 Other Charges/Services Machinery/Equipment Office Furniture/Equipment Total Cost Center-1250 General Fund Medical Self Ins Fund Grand Total 2009-10 Actual $ 1,938,894 121,792 43,728 1,752 12,478 3,374 18,362 $ 2,140,380 2010-11 Adopted Budget 2010-11 Adjusted Budget 2010-11 Estimated $ 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 $ 2,079,301 1,798,950 280,351 123,452 42,040 1,000 75,079 76,055 42,200 500 $ 2,439,627 $ 2,014,518 1,705,129 309,389 123,452 42,149 4,600 19,138 82,905 20,200 500 $ 2,307,462 2011-12 Adopted Budget $ 1,766,126 1,766,126 29,246 42,900 1,000 11,238 50,000 42,200 500 $ 1,943,210 $ 1,798,946 144,264 $ 1,943,210 % Change Adopted To Adopted -3.17% -1.82% -100.00% -72.28% 9.02% 0.00% -73.33% -39.39% 108.91% 0.00% -8.13% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 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 Training & Development Coordinator TOTAL 2007-08 Revised 1 1 1 1 1 3 7 1 1 0 0 1 2 1 0 21 2008-09 Revised 1 1 0 0 1 2 6 1 1 1 1 1 2 1 0 19 2009-10 Revised 1 1 0 0 1 2 5 1 1 1 2 0 2 1 0 18 2010-11 Adopted 1 1 0 1 1 2 5 1 1 1 2 0 2 0 0 18 2010-11 Revised 1 1 0 0 1 1 5 1 1 1 2 0 3 0 1 18 2011-12 Adopted 1 1 0 0 1 2 5 1 1 1 2 0 2 0 1 18 Significant Budget and Staffing Changes In fiscal year 2010-11 one Employee Development Supervisor is reclassified to Training and Development Coordinator and one Human Resource Analyst is reclassified to Senior Human Resources Analyst. Fiscal year 2011-12 reflects ongoing decreases of operating budgets for reallocation to other higher spending priorities. This reallocation is accomplished through reductions and efficiency savings in Temporary, Professional/Contract Services, Communications/Transportation, and Other Charges/Services. 160 City of Chandler 2011-12 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 (1) One-time (1) Operating & Maintenance Total Information Technology Staffing by Cost Center IT Service Delivery Mgmt & Admin IT Applications & Support IT Infrastructure & Client Support Total Information Technology (1) 2009-10 Actual Expenditures $ 2010-11 Adopted Budget 2010-11 Estimated Expenditures $ 1,885,915 2,944,883 2,365,072 5,942,948 633,088 1,824,049 $ 15,595,955 $ $ 1,631,924 3,124,720 2,674,736 1,073,045 160,643 474,512 9,139,581 $ 5,706,938 $ $ 3,432,643 9,139,581 5,802,372 81,375 9,712,208 $ 15,595,955 2009-10 Revised 12.00 18.00 20.00 50.00 5,883,747 2010-11 Adopted 15.00 18.00 21.00 54.00 Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 161 2011-12 Adopted Budget $ $ 1,930,544 3,724,211 1,934,883 2,373,507 162,627 168,577 10,294,349 $ 5,597,215 $ $ 5,320,914 276,301 4,697,134 10,294,349 2010-11 Revised 16.00 19.00 16.00 51.00 1,992,334 3,089,046 1,816,818 4,569,320 518,782 1,364,513 $ 13,350,813 % of 2011-12 Total 15% 23% 14% 34% 4% 10% 100% 5,564,113 5,564,113 7,786,700 $ 13,350,813 42% 0% 58% 100% % of 2011-12 2011-12 Adopted Total 16.00 32% 19.00 37% 16.00 31% 51.00 100% City of Chandler 2011-12 Adopted Budget General Government 2010-11 Information Technology Accomplishments  Successfully completed City Hall move with minimal disruption to city services.  Implemented public wireless at Chandler Center for the Arts and the City Hall complex.  Increased Internet bandwidth for public access and city functions.  Upgraded all city computers with a supportable version of Microsoft Office.  Redesigned ChandlerAZ.gov to increase accessibility by citizens.  Updated Infomap services for the public and launched the internal GIS portal to improve mapping capabilities.  Utilized existing city owned fiber to eliminate high cost leased circuits.  Continued efforts to reduce costs by further reducing usage of city owned mobile phones and delaying computer replacements.  Continued server consolidation and reduction in the number of physical servers.  Improved security of public data by performing upgrades on various systems.  Reduced city-wide printing costs by implementing multi-functional devices and reducing the number of printers, copiers and fax machines. 162 City of Chandler 2011-12 Adopted Budget General Government    INFO TECH SERVICE DELIVERY MGMT & ADMINISTRATION – 1199    2011-12 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. 2010-11 2008-09 2009-10 2010-11 Year End 2011-12 Measures Actual Actual Projected Estimate * Projected Accomplish a successful Technology Replacement Program with quality customer 95% 95% 95% N/A N/A service experience Complete all employee performance reviews 90% 95% 90% 83% 90% within one month of the anniversary date Maintain an accurate accounting for all IT 85% 90% 90% 85% 85% computer hardware and software Manage all IT projects in the Clarity Portfolio N/A 90% 90% 85% 90% Management System(1) Realign spending plans to IT priorities and 2 4 4 4 4 resources quarterly(1) Number of new security best practices adopted 6 N/A N/A N/A N/A to enhance service delivery(2) % of security requirements met affecting 90% N/A N/A N/A N/A Infrastructure Technology Enhancements(2) Complete projects and targets on time and N/A 75% 85% 80% 85% within budget (% of projects and milestones)(3) % of Quarterly Targets met for Projects(3) Adhere to IT Project Management Methodology N/A 76% 76% N/A N/A (% of projects in alignment with PM Methodology) N/A 95% 95% 90% 95% N/A 284 96% 164 96% 300 96% 225 96% 225 N/A 95% 100% 95% 95% 95% N/A 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. (3) New Measure beginning FY2010-11. * 2010-11 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) 163 City of Chandler 2011-12 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 Machinery/Equipment Office Furniture/Equipment Total Cost Center-1199 General Fund 2009-10 Actual $ 1,373,891 37,325 11,526 50,352 21,099 33,254 84,381 20,096 $ 1,631,924 2010-11 Adopted Budget 2010-11 Adjusted Budget 2010-11 Estimated $ 1,626,259 1,544,884 81,375 128,972 40,450 36,993 36,941 16,300 $ 1,885,915 $ 1,885,915 $ 1,869,032 1,748,282 120,750 168,733 41,358 36,993 37,642 16,752 1,564 $ 2,172,074 $ 1,653,780 1,595,000 58,780 19,695 31,717 181,554 26,982 15,252 1,564 $ 1,930,544 2011-12 Adopted Budget $ 1,717,713 1,717,713 33,477 19,975 181,139 24,780 15,250 $ 1,992,334 $ 1,992,334 % Change Adopted To Adopted 5.62% 11.19% -100.00% -74.04% -50.62% 389.66% -32.92% -6.44% N/A N/A 5.64% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 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 Manager I.T. Project Manager I.T. Project Office Manager I.T. Security Administrator I.T. Senior Database Analyst I.T. Senior Project Manager 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 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 0 1 1 0 1 0 13 2009-10 Revised 1 1 1 1 0 1 0 1 0 2 0 0 0 0 1 0 1 1 0 1 0 12 2010-11 Adopted 1 1 1 1 1 1 0 1 0 2 0 0 1 0 1 0 1 1 0 1 1 15 2010-11 Revised 1 1 1 1 1 0 1 0 0 1 0 1 1 2 1 1 1 0 0 1 1 16 2011-12 Adopted 1 1 1 1 1 0 1 0 0 1 0 1 1 2 1 1 1 0 0 1 1 16 Significant Budget and Staffing Changes During 2010-11 one IT Oracle Applications Manager moved to cost center 1200, IT Applications Support, and one IT Security Administrator, one IT Messaging Analyst and one IT Systems Specialist moved from cost center 1280, IT Infrastructure. One Management Assistant position was reclassified to Project Manager and two IT Project Manager positions were reclassified as IT Sr. Project Managers. One IT Inventory Coordinator position was eliminated as anticipated through the 2010-11 budget reductions. Fiscal year 2011-12 reflects ongoing decreases of operating budgets for reallocation to other higher spending priorities. This reallocation is accomplished through reductions and efficiency savings in Professional/Contract Services and Operating Supplies. 164 City of Chandler 2011-12 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. 2011-12 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 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 99% 99% 99% 90% 75% 90% 90% 86% 90% 85% 80% 85% 95% 98% 95% N/A N/A N/A N/A N/A N/A Citywide Applications Support(1) Ensure City-wide application availability N/A 99% during defined application operating hours(2) Adhere to IT project methodology and meet N/A 83% milestones and completion dates(2) Complete all Service Requests within 90 N/A 90% days of starting work(2) Complete changes and additions to CityN/A 85% wide applications within 90 days(2) Maintain all City-wide applications at actively-supported versions of vendor N/A 95% software(2) (1) Geographic Information Systems (GIS) Comply with established Service Level Agreement for GIS 95% N/A Apply IT project methodology to projects and meet milestones and completion dates 95% N/A Ensure application availability Complete all Service Requests within 90 days starting work (1) (2) 99% N/A N/A N/A N/A 91% N/A 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. * 2010-11 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. 165 City of Chandler 2011-12 Adopted Budget General Government    INFORMATION TECHNOLOGY APPLICATIONS SUPPORT – 1200    (con’t from previous page) Measures 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected Criminal Justice Information Systems (CJIS)(1) Comply with established Service Level Agreement for CJIS 97% N/A N/A Apply IT project methodology to projects and meet milestones and completion dates 95% N/A N/A N/A N/A N/A N/A Ensure application availability 99% N/A N/A N/A N/A Complete all Service Requests within 90 days of starting work 91% N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Oracle Applications and Databases(1) Comply with established Service Level Agreement for Oracle Applications 95% N/A Apply IT project methodology to projects and meet milestones and completion dates 95% N/A Ensure application availability Complete all Service Requests within 90 days starting work 99% N/A N/A N/A N/A 91% N/A 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. * 2010-11 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 2011-12 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 Capital Replacement Total Cost Center-1200 General Fund 2009-10 Actual $ 2,126,714 289,663 16,855 611,596 3,029 76,864 $ 3,124,720 2010-11 Adopted Budget 2010-11 Adjusted Budget 2010-11 Estimated $ 2,070,792 2,070,792 11,500 844,091 18,500 $ 2,944,883 $ 2,944,883 $ 2,384,666 2,338,987 45,679 27,250 13,738 1,330,982 936 27,950 6,532 $ 3,792,054 $ 2,354,325 2,232,035 122,290 62,334 10,047 1,253,946 3,728 25,020 14,811 $ 3,724,211 * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 167 2011-12 Adopted Budget $ 2,266,333 2,266,333 32,500 4,000 767,879 12,000 6,334 $ 3,089,046 $ 3,089,046 % Change Adopted To Adopted 9.44% 9.44% N/A N/A -65.22% -9.03% N/A -35.14% N/A N/A 4.90% City of Chandler 2011-12 Adopted Budget General Government    INFORMATION TECHNOLOGY APPLICATIONS SUPPORT – 1200    Authorized Positions Position Title Applications Manager GIS Database Analyst GIS Manager GIS Tech II Information Support Specialist 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 I.T. Webmaster 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 0 1 0 0 0 0 1 4 5 17 2008-09 Revised 1 3 0 1 0 0 1 1 1 0 1 0 1 0 0 0 0 4 5 19 2009-10 Revised 0 0 0 0 0 1 1 1 1 3 1 0 1 0 0 0 0 4 5 18 2010-11 Adopted 0 0 0 0 1 1 1 0 1 3 1 0 0 0 1 1 0 4 4 18 2010-11 Revised 0 0 0 0 1 1 1 0 1 3 1 1 0 1 0 1 0 4 4 19 2011-12 Adopted 0 0 0 0 1 1 1 0 1 3 1 1 0 1 0 1 0 4 4 19 Significant Budget and Staffing Changes Fiscal year 2010-11 reflects the transfer of one IT Oracle Applications Manager from cost center 1199, IT Administration and the IT Webmaster from cost center 1280, IT Infrastructure. One Operations Analyst position was moved to Transportation & Development, cost center 1530, Development Services, and reclassified to a Construction Permit Representative. Fiscal year 2011-12 reflects ongoing decreases of operating budgets for reallocation to other higher spending priorities. This reallocation is accomplished through reductions and efficiency savings in Operating Supplies, Repairs/maintenance and Other Charges/Services. The Citywide review of fleet replacement resulted in an increase of $6,334 to ensure future vehicle replacements are properly funded. 168 City of Chandler 2011-12 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. 2011-12 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. 2010-11 2008-09 2009-10 2010-11 Year End 2011-12 Measures Actual Actual Projected Estimate * Projected Monitor the effectiveness of customer service as 80% 82% N/A N/A N/A outlined in the SLAs(1) Perform data backups and recovery on the city’s 95% 96% N/A N/A N/A network available systems (IT maintained)(1) Perform quarterly backup and restore 4 4 N/A N/A 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% N/A N/A N/A during normal business hours(1) Meet all project milestones and completion 80% 85% N/A N/A N/A dates(1) Total Number of Helpdesk requests 6,587 8000 8,500 10,553(3) 6,000 completed(2) Customer satisfaction on team N/A 80% 80% 80% 80% projects/Helpdesk requests(2) Meet security compliance standards on N/A 98% 98% 98% 99% servers(2) Maintain reliability of Messaging systems(2) N/A 99% 99% 99% 99% Maintain network availability(2) N/A 98% 98% 98% 98% (2) Maintain server environment availability N/A 98% 98% 98% 98% Maintain storage environment availability(2) N/A 99% 99% 99% 99% Develop and Implement Security Policies(4) 4 6 5 5 3 Complete telephone service requests within 5 business days of ticket opening or planned start N/A 80% 80% 80% 80% date(2) (1) Measure no longer being used beginning FY2010-11. New goal/objective/measures for cost center effective FY2010-11. This increase in tickets is due to the XP migration, Office 2010, GBA, City Hall move. (4) This measure reported under cost center 1199 by percentage in prior years, now reported in units. * 2010-11 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) 169 City of Chandler 2011-12 Adopted Budget General Government    INFORMATION TECHNOLOGY INFRASTRUCTURE & CLIENT SUPPORT – 1280    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-1280 General Fund 2009-10 Actual $ 2,206,333 58,141 50,124 187,630 3,638 13,483 155,387 $ 2,674,736 2010-11 Adopted Budget 2010-11 Adjusted Budget 2010-11 Estimated $ 2,186,696 2,186,696 56,300 91,276 6,600 24,200 $ 2,365,072 $ 2,365,072 $ 1,735,711 1,696,220 39,491 29,487 43,175 91,858 6,600 24,200 86,673 $ 2,017,704 $ 1,589,110 1,493,879 95,231 35,487 82,377 29,481 15,600 43,650 139,178 $ 1,934,883 2011-12 Adopted Budget $ 1,580,067 1,580,067 46,593 96,300 23,791 15,600 30,350 20,000 4,117 $ 1,816,818 $ 1,816,818 % Change Adopted To Adopted -27.74% -27.74% N/A N/A 71.05% -73.94% 136.36% 25.41% N/A N/A -23.18% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 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. Principal Systems Specialist I.T. Security Administrator I.T. Senior Communications Coordinator 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 0 0 3 2 1 0 19 2008-09 Revised 0 0 1 2 4 1 1 1 2 0 1 0 1 3 2 1 0 20 2009-10 Revised 0 0 1 2 4 1 1 1 2 0 1 0 1 3 2 1 0 20 2010-11 Adopted 1 0 1 2 3 1 1 1 2 0 1 0 1 3 2 1 1 21 2010-11 Revised 1 0 1 2 3 0 1 0 2 2 0 1 1 2 0 0 0 16 2011-12 Adopted 1 0 1 2 3 0 1 0 2 2 0 1 1 2 0 0 0 16 Significant Budget and Staffing Changes During fiscal year 2010-11, one IT Security Administrator, one IT Messaging Analyst, and one IT Systems Specialist are transferred to cost center 1199, IT Administration and the IT Webmaster position transferred to cost center 1200, IT Applications. Two IT Unix Analyst positions are reclassified to IT Principal Systems Specialist, one IT Communications Coordinator is reclassified to IT Senior Communications Coordinator and one Telephone Services Specialist is reclassified to IT Communications Coordinator. The IT Host System/Network Supervisor position is eliminated. Fiscal year 2011-12 reflects ongoing decreases of operating budgets for reallocation to other higher spending priorities. This reallocation is accomplished through reductions and efficiency savings in Temporary personnel. The Citywide review of fleet replacement resulted in an increase of $4,117 to ensure future vehicle replacements are properly funded. 170 City of Chandler 2011-12 Adopted Budget General Government FUNCTION: DEPARTMENT: General Government City Manager 1286 Information Technology Oversight Committee Operations (ITOC) COST CENTER: DIVISION: T he Information Technology Oversight Committee (ITOC) Operating division plans, develops, monitors and documents Information Technology Projects. 2011-12 Performance Measurements Goal: Ensure that City of Chandler IT Projects are managed through a consistent and effective process that enables business needs to be translated into “sound” technical solutions and in alignment with “Industry Best Practices.” Additionally, manage projects and manage factors such as time, quality, budget, scope and overall performance, which have an overall impact on the city’s annual budget. Objectives:  Improve IT project completion rate, by over 65 percent or greater, using the established project management, methodology over a three-year period.  Ensure that “best business” decisions are made through leveraging tools, research and analysis, and more effectively communicating and translating business need into technical requirements over the next fiscal year.  Provide IT Project Sponsors with increased services, structure, tools, and training needed to submit, approve and track projects more effectively by the next fiscal year.  Improve communication with customers, stakeholders and key-decision makers through various communication channels over the next fiscal year.  Improve the Project Management Office Implementation by revisiting the following: project management training; website; tracking system; project archiving, standardization of documents and process. Measures Complete projects and targets on time and within budget Quarterly Targets met for Projects 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) 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 70% 71% 85% 80% 85% 70% 73% 80% 80% 73% 90% 93% 95% 95% 98% 90% N/A N/A N/A N/A N/A 90% 100% 100% 100% Measure no longer being used effective FY2009-10. New measure for cost center effective FY2009-10. * 2010-11 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. 171 City of Chandler 2011-12 Adopted Budget General Government  ITOC OPERATIONS - 1286  Budget Summary Description Repairs/Maintenance Other Charges/Services Machinery/Equipment Capital Replacement Total Cost Center-1286 General Fund 2009-10 Actual $ 158,329 874 1,441 $ 160,643 2010-11 Adopted Budget $ 633,088 $ 633,088 $ 633,088 2010-11 Adjusted Budget $ 660,918 $ 660,918 2010-11 Estimated $ 50,000 1,176 111,451 $ 162,627 2011-12 Adopted Budget $ 163,782 355,000 $ 518,782 $ 518,782 % Change Adopted To Adopted -74.13% N/A N/A N/A -18.06% Significant Budget Changes Fiscal year 2011-12 reflects ongoing decreases of operating budgets for reallocation to other higher spending priorities. This reallocation is accomplished through reductions in Contingency. 172 City of Chandler 2011-12 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 Contingencies/Reserves Machinery/Equipment Total Cost Center-1285 Gen Gov't Capital Proj Fund Water Operating Fund Wastewater Operating Fund Solid Waste Operating Fund Grand Total 2009-10 Actual $ 1,024,158 18,573 30,310 5 $ 1,073,045 2010-11 Adopted Budget $ 4,565,870 1,377,078 $ 5,942,948 $ 5,542,948 252,000 108,000 40,000 $ 5,942,948 2010-11 Adjusted Budget $ 5,713,471 245 4,603 5,636 3,738 73,177 7,407 $ 5,808,277 2010-11 Estimated $ 2,334,173 39,334 $ 2,373,507 2011-12 Adopted Budget $ 1,144,551 3,424,769 $ 4,569,320 $ 3,169,320 882,000 378,000 140,000 $ 4,569,320 % Change Adopted To Adopted -74.93% N/A N/A N/A N/A 148.70% N/A -23.11% Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions for the current year and new projects for 2011-12. Additional information on capital projects can be found in the Adopted 2012-2021 Capital Improvement Plan. 173 City of Chandler 2011-12 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 Communications/Transportation Other Charges/Services Contingencies/Reserves Building/Improvements Machinery/Equipment Total Cost Center-1287 Gen Gov't Capital Proj Fund 2009-10 Actual $ 5,985 398,494 4,491 65,542 $ 474,512 2010-11 Adopted Budget $ 1,824,049 $ 1,824,049 $ 1,824,049 2010-11 Adjusted Budget $ 629,072 11,200 83,000 733,438 8,879 $ 1,465,589 2010-11 Estimated $ 61,759 11,200 85,774 965 8,879 $ 168,577 2011-12 Adopted Budget $ 1,364,513 $ 1,364,513 $ 1,364,513 % Change Adopted To Adopted N/A N/A N/A N/A -25.19% N/A N/A -25.19% Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project expenses in the current year. Additional information on capital projects can be found in the Adopted 2012-2021 Capital Improvement Plan. 174 City of Chandler 2011-12 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 (1) Housing & Redevelopment Community Development Total Neighborhood Resources Expenditures by Category Personnel & Benefits Total Personnel Ongoing (2) (2) One-time Operating & Maintenance Total Neighborhood Resources Staffing by Cost Center Neighborhood Resources Code Enforcement Housing & Redevelopment Community Development Total Neighborhood Resources (1) (2) 2009-10 Actual Expenditures $ 539,974 972,732 565,602 2010-11 Adopted Budget $ 747,287 984,824 34,225 2010-11 Estimated Expenditures $ 640,306 991,529 - 8,254,450 4,268,261 $ 14,601,018 12,276,365 7,341,060 $ 21,383,761 $ 7,916,518 5,554,739 15,103,092 $ $ $ 3,379,291 $ 3,277,830 101,461 11,723,801 15,103,092 3,558,530 11,042,489 $ 14,601,018 2009-10 Revised 5.60 11.00 22.20 5.70 44.50 3,597,918 3,497,918 100,000 17,785,843 $ 21,383,761 2010-11 Adopted 5.50 11.00 19.20 5.80 41.50 2010-11 Revised 5.75 11.00 21.75 5.80 44.30 2011-12 Adopted Budget $ 544,861 979,468 27,178 3% 4% 0% 12,523,116 8,222,681 $ 22,297,304 56% 37% 100% $ 3,536,648 3,535,648 1,000 18,760,656 $ 22,297,304 16% 0% 84% 100% % of 2011-12 2011-12 Adopted Total 4.85 11% 10.50 24% 21.80 50% 6.35 15% 43.50 100% Cost Center 4650, Housing & Redevelopment, moved from the Planning & Development Department to Neighborhood Resources effective July 1, 2010. Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 175 % of 2011-12 Total City of Chandler 2011-12 Adopted Budget General Government 2010-11 Neighborhood Resources Accomplishments  Initiated the Mayor’s Listening Tour and through June 30, 2011, held three community meetings to obtain increased feedback of neighborhood needs.  Initiated Weed Abatement Program for residential properties.  Initiated Traditional Neighborhood Academy which was attended by 30 participants.  Initiated Voluntary Demolition Program to facilitate the elimination of blighted properties.  Increased the number of Registered Neighborhoods by 13 bringing total number of neighborhoods to 273, which includes 1,145 residents.  Produced the annual “Celebration of Unity” events including the 16th Annual Multicultural Festival, Creative Expression Competition, High School Assembly and VIP Breakfast and Langston Hughes Multi Media Jazz Concert.  Continued collaboration with faith-based communities, employers, business groups, and others in For Our City – Chandler for the purpose of coordinating the service needs of the City of Chandler and non-profit organizations. This included “Lets Pull Together”, a community weed pulling effort, which resulted in 174 volunteers clearing weeds in the front yard of 21 Chandler homes.  Continued our comprehensive program of supporting diverse organizations and activities through the diversity/education budget. This included work with 19 diversity events, 18 school partners and over 2,570 students in Chandler. Some events include: Article of Hope holocaust event, Dia de los Ninos, Ms. Indian AZ Scholarship Program & Indian Art Market, Cesar Chavez Educators’ Award Dinner, Cinco de Mayo Chihuahua Races and Race – the Power of Illusion, a 3-day training at Andersen Jr. High School.  Provided housing assistance to 814 families, while receiving High Performing ratings for the Section 8 Voucher Program and the Public Housing Program.  Improved public housing units through replacement of 33 HVAC units on single-family homes, replacement of 140 refrigerators with Energy Star models, exterior painting of 35 single family homes and installation of 100 Energy Star hot water heaters in various units.  Provided after school, intersession and summer programming to 389 children residing at the City’s four family public housing sites which included homework assistance, indoor and outdoor recreation, arts and crafts, field trips and special events throughout the year.  Provided assistance to 13 first-time homebuyers through a partnership with Newtown Community Development's Land Trust Program.  Funded 26 human services programs that provide social services to over 40,000 individuals through the provision of general and federal social service funds.  Coordinated the operation of four Chandler Volunteer Income Tax Assistance (VITA) sites with the help of 40 volunteers. Efforts resulted in $1,338,706 in returns being filed on behalf of Chandler residents.  Awarded $1,332,011 in Neighborhood Stabilization Program 3 Funds to facilitate programs that reduce the number of foreclosed properties in Chandler  Accepted 1,748 applications for the Housing Choice (Section 8) Program in a one-week time frame. 176 City of Chandler 2011-12 Adopted Budget General Government    NEIGHBORHOOD RESOURCES – 1060    2011-12 Performance Measurements Goal: To facilitate communication among neighbors by assisting residents with identification of resources needed for community building efforts. Objective:  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(1) Number of self-supported neighborhood projects(2) (1) (2) 2008-09 Actual 11 252 2009-10 Actual 0 262 2010-11 Projected 10 260 2010-11 Year End Estimate * 8 275 2011-12 Projected 8 285 822 1,010 918 1,100 1,200 45 N/A N/A N/A N/A New Measure effective FY2010-11. Measure no longer being used beginning FY2009-10. Goal: 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.(3) Objective:  To encourage and acknowledge the resources brought to Chandler residents in need by supporting volunteerism.(4) Measures Number of volunteer projects(4) Number of participants involved in the volunteer projects(4) (3) (4) 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 6 9 4 6 6 1,065 1,720 2,500 1,820 1,820 Revised Goal effective FY2010-11. New Objective and Measures effective FY2010-11. * 2010-11 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. 177 City of Chandler 2011-12 Adopted Budget General Government    NEIGHBORHOOD RESOURCES – 1060    Goal: To increase resident knowledge of community based programs and offer training and educational activities to empower residents and develop informed neighborhood leaders. (1) Objective:  To continue to provide training, through Neighborhood Training and Solve-it!-Mediation, to resident leaders in an effort to develop and improve their neighborhood organizations.(1) Measures Number of residents attending Neighborhood Training opportunities and classes in Chandler(2) Number of Neighborhood Training and classes offered in Chandler(3) Number of Chandler resident cases referred to Solve-It! Community Mediation(4) 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 26 95 120 210 290 18 13 15 19 23 3,241 1,761 2,700 N/A N/A (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: To promote mutual respect and inclusion in Chandler by working towards the elimination of prejudice and discrimination. (5) Objective:  Collaborate with community groups to promote amicable relations and educate the public on aspects of diversity. (5)  Conduct outreach and support diversity programs in schools. (5) Measures Diversity Events held in the City of Chandler(5) Community group partners(5) Students reached through diversity programs(5) School partners(5) (5) 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected N/A N/A N/A N/A 10 7 19 13 12 10 N/A N/A N/A N/A 3,350 13 2,570 18 2,500 15 New Goal, Objectives, and Measures effective FY2010-11. * 2010-11 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 2011-12 Adopted Budget General Government    NEIGHBORHOOD RESOURCES – 1060    Budget Summary Description Personnel Services Total Personnel Ongoing * One-time * Professional/Contract Operating Supplies Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Office Furniture/Equipment Total Cost Center-1060 General Fund Grant Fund Grand Total $ $ 493,656 24,406 16,297 3,397 290 153 1,776 539,974 2010-11 Adjusted Budget 2010-11 Adopted Budget 2009-10 Actual $ $ $ $ 612,830 512,830 100,000 121,063 7,858 3,536 500 1,450 50 747,287 557,287 190,000 747,287 $ $ 627,294 518,139 109,155 180,463 15,756 3,536 500 1,450 50 829,049 2010-11 Estimated $ $ 526,597 512,794 13,803 93,417 13,957 4,835 500 950 50 640,306 2011-12 Adopted Budget $ $ $ $ 461,664 460,664 1,000 69,063 7,594 5,190 500 850 544,861 504,861 40,000 544,861 % Change Adopted To Adopted -24.67% -10.17% -99.00% -42.95% -3.36% 46.78% N/A 0.00% -41.38% -100.00% -27.09% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. Authorized Positions Position Title Community Resources/Diversity Mgr Customer Service Representative Dir. Neighborhood Resources Div. Diversity Office Assistant Executive Assistant Neighborhood Programs Admin. Neighborhood Programs Assistant Neighborhood Programs Coordinator Social Services/Diversity Manager TOTAL 2007-08 Revised 0 0 1 0 1 2 0 0 0 4 2008-09 Revised 0 0 1 0 1 1 0 1 0 4 2009-10 Revised 0 0 0.6 1 1 0 1 1 1 5.6 2010-11 Adopted 0 0 0.6 1 1 0 1 1 0.9 5.5 2010-11 Revised 0.9 0.45 0.6 1 0.8 0 1 1 0 5.75 2011-12 Adopted 0.8 0.45 0.6 1 0 0 1 1 0 4.85 Significant Budget and Staffing Changes In fiscal year 2010-11 one Customer Services Representative is added. Funding for this position is split with cost center 4700, Community Development. The Social Services/Diversity Manager position is renamed Community Resources/Diversity Manager. One full-time Executive Assistant position was reduced to part-time (0.8 FTE). Fiscal year 2011-12 reflects the transfer of one part-time Executive Assistant position to cost center 4310, Library, where it is reclassified to a part-time Library Aide. The Community Resources/Diversity Manager is reduced from 0.9 to 0.8 FTE in this cost center, with the 0.1 FTE being moved to cost center 4700, Community Development. Also included are ongoing decreases of operating budgets for reallocation to other higher spending priorities. This reallocation is accomplished through reductions and efficiency savings in Operating Supplies. The Citywide review of fleet replacement resulted in an increase of $28,088 to ensure future vehicle replacements are properly funded. 179 City of Chandler 2011-12 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. 2011-12 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 99% 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 30% of all cases. 2010-11 2008-09 2009-10 2010-11 Year End 2011-12 Measures Actual Actual Projected Estimate * Projected Total number of cases 9,088(1) 11,721 10,000 8,500(2) 10,000 Percentage of voluntary compliance on violations 99% 99% 97% 99% 99% From time assigned, percentage of graffiti complaint response within 24 N/A 91% 99% 95% 95% business hours(3) Percentage of self-initiated cases N/A 57%(4) 30% 30% 30% (1) Includes 2,231 estimated graffiti calls. March-June graffiti calls estimated due to new accounting procedure. Decline based on expected reduction in sign enforcement, training of two new employees & vacancy held for most of year. Performance measure revised starting in FY2009-10 to measure timeliness of response to graffiti complaints from time assigned instead of time of receipt. (4) Figures are higher than originally anticipated due to aggressive/streamlined bandit-sign enforcement. (2) (3) 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.  Conduct 25 graffiti educational presentations throughout the City annually.(5) 2010-11 2008-09 2009-10 2010-11 Year End 2011-12 Measures Actual Actual Projected Estimate * Projected Number of community efforts, presentations and joint meetings N/A 28 24 24 24 Number of graffiti education 5 N/A N/A N/A N/A presentations(5) (5) Objective/measure no longer being used effective FY2009-10. * 2010-11 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 2011-12 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 2010-11 Adopted Budget 2009-10 Actual $ $ 883,048 114 52,772 4,113 4,099 33 28,552 972,732 $ $ $ 2010-11 Adjusted Budget 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 $ $ 887,412 876,890 10,522 2,500 50,651 4,670 16,900 2,000 2,765 200 1,000 28,552 996,650 2011-12 Adopted Budget 2010-11 Estimated $ $ 874,988 791,340 83,648 2,500 57,954 4,670 16,960 2,000 2,765 200 940 28,552 991,529 $ $ $ 855,901 855,901 17,500 55,944 4,670 12,900 1,500 2,765 200 28,088 979,468 979,468 % Change Adopted To Adopted -2.39% -2.39% N/A 600.00% 13.37% 0.00% -23.67% -25.00% 0.00% 0.00% -100.00% -1.63% -0.54% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. Authorized Positions Position Title Administrative Specialist Code Enforcement Manager Code Inspector Graffiti Abatement Technician Neighborhood Services Assistant Neighborhood Services Specialist I Neighborhood Services Specialist II Senior Code Inspector TOTAL 2007-08 Revised 1 1 0 0 1 4 5 0 12 2008-09 Revised 1 1 5 0 1 0 0 4 12 2009-10 Revised 1 1 4 0 1 0 0 4 11 2010-11 Adopted 1 1 4 0 1 0 0 4 11 2010-11 Revised 1 1 5 1 0 0 0 3 11 2011-12 Adopted 1 1 5 1 0 0 0 2.5 10.5 Significant Budget and Staffing Changes During fiscal year 2010-11, one Neighborhood Services Assistant position was reclassified to Graffiti Abatement Technician and one Sr. Code Inspector position was reclassified to Code Inspector. For fiscal year 2011-12 ongoing funding is provided for the Weed Abatement Program. Revenues generated by this program are also included in the budget and will partially offset the costs incurred by the cost center. Fiscal year 2011-12 also reflects ongoing decreases of operating budgets for reallocation to other higher spending priorities. This reallocation is accomplished through reductions and efficiency savings in Operating Supplies, Communications/Transportation, and Insurance/Taxes. One .5 FTE Senior Code Inspector position is moved to cost center 4700, Community Development. 181 City of Chandler 2011-12 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 Contingencies/Reserves Building/Improvements Total Cost Center-1065 Gen Gov't Capital Projects 2009-10 Actual $ 522,487 1,120 41,995 $ 565,602 2010-11 Adopted Budget $ $ $ 34,225 34,225 34,225 2010-11 Adjusted Budget $ 6,877 13,337 6,964 $ 27,178 2010-11 Estimated $ $ - 2011-12 Adopted Budget $ $ $ 27,178 27,178 27,178 % Change Adopted To Adopted N/A N/A -20.59% N/A -20.59% Significant Budget Changes Budget variances for capital cost centers are primarily attributed to specific project completions for the current year. No new funding is planned for this cost center in 2011-12. Additional information on capital projects is included in the Adopted 2012-2021 Capital Improvement Plan. 182 City of Chandler 2011-12 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. 2011-12 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. 2010-11 2008-09 2009-10 2010-11 Year End 2011-12 Measures Actual Actual Projected Estimate * Projected Annual lease rate of all public housing units 98% 97% 97% 99% 99% Maintain utilization rate of 96% or better for Section 8 housing units 100% 98% 98% 100% 100% Percentage of emergency work orders completed within 24 hours 100% 100% 100% 100% 100% Percentage of eligible families/members that participate in some type of selfsufficiency/improvement program(1) 100% N/A N/A N/A N/A (1) Grant for this program sunset in 2009; beginning in 2010 the program transitions to a voluntary program and this measure is eliminated. * 2010-11 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 2011-12 Adopted Budget General Government    HOUSING AND REDEVELOPMENT – 4650    Budget Summary 2009-10 Actual Description Personnel Services Total Personnel $ 1,697,813 Ongoing * One-time * Professional/Contract 732,267 Operating Supplies 76,217 Repairs/Maintenance 265,541 Communications/Transportation 13,590 Insurance/Taxes 28,735 Rents/Utilities 127,801 Other Charges/Services 4,658,765 Contingencies/Reser ves Building/Improvements 653,720 Machinery/Equipment Transfer to/from Special Revenue Funds Total Cost Center-4650 $ 8,254,450 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 2010-11 Adopted Budget 2010-11 Adjusted Budget 2010-11 Estimated $ 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 $ 1,621,602 1,619,065 2,537 978,080 112,648 346,062 15,428 33,500 148,500 4,722,394 4,085,316 379,603 2,000 30,000 $ 12,475,133 $ 1,504,535 1,501,998 2,537 726,985 111,341 274,309 18,455 28,195 148,500 4,804,198 210,000 90,000 $ 7,916,518 * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 184 2011-12 Adopted Budget $ 1,667,281 1,667,281 668,290 93,130 125,250 16,673 35,500 147,500 4,613,410 4,531,082 525,000 100,000 $12,523,116 $ 77,116 1,232,000 916,000 553,000 5,347,000 850,000 48,000 3,500,000 $12,523,116 % Change Adopted To Adopted 2.98% 2.98% N/A -20.28% -17.17% -58.70% 8.07% 5.97% -0.67% -2.31% 10.91% 43.36% -100.00% 233.33% 2.01% City of Chandler 2011-12 Adopted Budget General Government    HOUSING AND REDEVELOPMENT – 4650    Authorized Positions Position Title Accountant Accounting Specialist Customer Service Representative Dir. Neighborhood Resources Div. 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 Lead Housing Maintenance Worker Recreation Coordinator I Recreation Leader II Senior Accountant TOTAL 2007-08 Revised 0.7 1 1 0 1 1 1 1 1 6 1 1 5 0 1 2 0 23.7 2008-09 Revised 0.7 1 1 0 1 1 1 1 1 6 1 1 5 0 1 2 0 23.7 2009-10 Revised 0 1 1 0 0 1 1 1 1 6 1 1 5 0 1 1.5 0.7 22.2 2010-11 Adopted 0 1 1 0 0 1 1 1 1 4 1 1 4 0 1 1.5 0.7 19.2 2010-11 Revised 0 1 1.55 0 0 1 1 1 1 5 1 1 4 1 1 1.5 0.7 21.75 2011-12 Adopted 0 1 1.55 0.05 0 1 1 1 1 5 1 1 4 1 1 1.5 0.7 21.8 Significant Budget and Staffing Changes In fiscal year 2010-11 one Customer Services Representative is added, funding for this position is split with cost center 1060, Neighborhood Services, one Housing Maintenance Worker and one Lead Maintenance Worker positions are added. Fiscal year 2011-12 reflects the reallocation of .05 FTE of the Director Neighborhood Resources Division position from cost center 4700, Community Development. 185 City of Chandler 2011-12 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. 2011-12 Performance Measurements Goal: Coordinate the support of human services to enhance the quality of life for Chandler low- and moderate-income residents. Objectives:  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. 2010-11 2008-09 2009-10 2010-11 Year End 2011-12 Measures Actual Actual Projected Estimate * Projected Number of social service programs provided through Human Services Funding 80 68 73 52 67 and partnerships(1) Number of rehabilitated housing units(2) (3) Units of new affordable housing Number of capital projects targeting neighborhoods in Chandler(1) Number of public facility capital projects in Chandler neighborhoods(1) 74 91 115 88 95 2 0 23 17 35(4) N/A N/A 5 3 3 N/A N/A 3 4 2 (1) 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. (3) 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. (4) 2011-12 Projected new affordable housing units include 30 proposed units with NSP 3 funding and 5 proposed units with HOME CHDO funds. Both are one time funding. (2) * 2010-11 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 2011-12 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 Land and Improvements Building/Improvements Machinery/Equipment Total Cost Center-4700 General Fund Grant Fund HOME Program Fund CDBG Fund Grand Total 2010-11 Adopted Budget 2009-10 Actual $ 484,012 2,882,114 10,510 13,112 7,352 310 639,234 77,500 153,377 739 $ 4,268,261 2010-11 Adjusted Budget $ 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 $ 494,906 493,433 1,473 8,279,041 6,650 13,733 4,719 250 658,935 78,750 597,917 $10,134,901 2011-12 Adopted Budget 2010-11 Estimat ed $ 473,171 471,698 1,473 3,774,768 10,450 10,000 5,650 250 631,700 78,750 570,000 $ 5,554,739 $ 551,802 551,802 6,501,041 13,950 15,000 7,100 250 633,538 500,000 $ 8,222,681 $ 1,142,681 2,320,000 1,260,000 3,500,000 $ 8,222,681 % Change Adopted To Adopted 12.81% 12.81% N/A 12.04% 109.77% 50.00% 50.46% 0.00% -2.25% N/A 31.58% N/A 12.01% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. Authorized Positions Position Title Accountant Asst. Community Development Coord. CDBG Program Supervisor Community Development Coordinator Community Development Administrator Community Development Assistant Community Resource Assistant Community Resource Coordinator Community Resources/Diversity Mgr. Customer Service Representative Dir. Neighborhood Resources Div. Housing Rehabilitation Specialist Planning & Dev. Research Asst. Senior Accountant Senior Code Inspector Social Services/Diversity Manager TOTAL 2007-08 Revised 0.3 2 0 1 0 0 0 0 0 1 0 1 1 0 0 0 6.3 2008-09 Revised 0.3 0 0 0 1 1 1 1 0 1 0 1 0 0 0 0 6.3 2009-10 Revised 0 0 1 1 0 0 1 0 0 1 0.4 1 0 0.3 0 0 5.7 2010-11 Adopted 0 0 1 1 0 0 1 0 0 1 0.4 1 0 0.3 0 0.1 5.8 2010-11 Revised 0 0 1 1 0 0 1 0 0.1 1 0.4 1 0 0.3 0 0 5.8 2011-12 Adopted 0 0 1 1 0 0 1 0 0.2 1 0.35 1 0 0.3 0.5 0 6.35 Significant Budget and Staffing Changes Fiscal year 2011-12 reflects one-time funding of $64,900 to maintain the Youth Enhancement Program, which was previously funded one-time through a Council Amendment for fiscal year 2010-11. A portion of a Senior Code Inspector position (0.5 FTE) is moved from cost center 1061, Code Enforcement and 0.1 FTE of the Community Resources/Diversity Manager position is moved from cost center 1060, Neighborhood Resources. A portion of the Director Neighborhood Resources Division position (0.05 FTE) is reallocated to cost center 4650, Housing and Redevelopment. 187 City of Chandler 2011-12 Adopted Budget General Government 188 City of Chandler 2011-12 Adopted Budget Community Services COMMUNITY SERVICES DEPARTMENT Assistant City Manager Community Services Administration Library Parks Administration Center for the Arts Recreation Parks Operations Sports & Fitness Facilities Aquatics Nature & Recreation Facilities Buildings & Facilities 189 Museum City of Chandler 2011-12 Adopted Budget Community Services The table below depicts the breakdown by division for the fiscal year 2011-12 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 Sports & Fitness Facilities Nature & Recreation Facilities Other Recreation Facilities Museum Parks Capital TOTAL COMMUNITY SVCS 2009-10 Actual Expenditures $ $ $ 2010-11 Adopted Budget 2010-11 Estimated Expenditures 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 $ 689,483 1,559,684 6,730,494 6,737,088 462,629 665,104 3,197,173 6,237,237 1,127,474 1,538,937 350,725 1,991,029 341,565 14,878,967 46,507,589 $ 18,823,451 12,342,542 15,341,596 46,507,589 $ 18,075,019 17,654,149 420,870 12,880,087 24,426,056 $ 55,381,162 $ 714,670 1,687,519 7,534,177 6,652,410 4,939,463 443,990 3,420,258 6,492,079 1,147,196 2,189,467 1,604,842 89,799 300,247 3,395,181 40,611,298 2011-12 Adopted Budget $ % of 2011-12 Total 499,654 1,836,139 6,345,464 7,090,228 1,179,756 446,537 3,149,907 6,198,212 961,242 2,114,286 1,666,427 380,864 8,031,424 $ 39,900,140 1% 5% 16% 18% 3% 1% 8% 16% 2% 5% 4% 0% 1% 20% 100% $ 17,738,215 17,518,937 219,278 12,950,745 9,211,180 $ 39,900,140 44% 1% 32% 23% 100% Expenditures by Category Personnel & Benefits Total Personnel Ongoing (1) One-time (1) 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 Sports & Fitness Facilities Nature & Recreation Facilities Other Recreation Facilities Museum TOTAL COMMUNITY SVCS (1) $ $ 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 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 Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 190 $ 18,278,126 17,472,118 806,008 13,998,529 8,334,644 $ 40,611,298 2010-11 Revised 5.000 12.000 39.000 61.250 3.750 14.750 47.000 6.000 15.500 14.125 0.000 1.750 220.125 2011-12 Adopted 4.000 12.000 39.000 62.050 3.750 14.750 47.000 6.000 15.500 14.125 0.000 2.750 220.925 % of 2011-12 Total 2% 5% 18% 28% 2% 7% 21% 3% 7% 6% 0% 1% 100% City of Chandler 2011-12 Adopted Budget Community Services 2010-11 Community Services Department Accomplishments  The Chandler Center for the Arts grand reopening season had more than 23,000 people in attendance.  The Vision Gallery hosted the Vision Kidz Workshops that saw more than 2,000 participants and showcased the artworks of over 400 local and regional artists.  The Sunset Library acquisition was finalized in August.  The Downtown and Sunset Libraries implemented a “one desk” service model to provide circulation and reference services from one central location.  Received the Valley Forward Crescordia Award for the Paseo Vista Recreation Area and the 2010 City of Chandler Architectural Excellence Award for the Mesquite Groves Aquatic Center.  Lighting was installed at the Paseo Vista Dog Park and the northwest parking lot at Snedigar Sportsplex. Additionally, sports field lighting was moved from the multi-purpose field at Folley Park to Tumbleweed Park to allow for the ICAN facility construction project.  Various park and facility improvements were made at Shawnee, Fox Crossing, Price, Tumbleweed and Desert Breeze Parks, Snedigar Sportsplex, Tumbleweed Tennis Center and Folley Pool.  The Learn to Swim lesson program taught 9,384 participants to swim.  Completed the installation of additional shade structures and ultraviolet (UV) disinfectant systems at all aquatic facilities.  Completed the conversion of the Energy Management System and the card access system.  Installed a new cooling tower and chiller at the Downtown Library, a cooling tower at the Main Police Station and HVAC systems at Fire Stations 2 and 3, Fire Support and the Chandler Museum.  Thirteen nonprofit organizations were awarded funding totaling $30,000 through the City of Chandler’s Special Event Sponsorship Program to assist with their events.  Eighty two special events were offered to Chandler citizens with an attendance of over 318,000 people.  For the fourth 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.  The Tumbleweed Recreation Center had over 360,000 visitors.  Veterans Oasis Park and Environmental Education Center were featured as part of the 2010 All-America City Award.  The City of Chandler, in partnership with Chandler Youth Sports Association (CYSA), assisted over 10,000 youth who participated in soccer, football, softball and baseball.  The Environmental Education Center at Veterans Oasis received distinction as a certified Bird Habitat from the Desert Rivers Audubon Society and as a certified Wildlife Habitat from the National Wildlife Federation.  Staff revised, in its entirety, CHAPTER 31 of the Chandler City Code. City Council adopted a new CHAPTER 31 relating to Community Services, the Parks and Recreation Board, Arts Commission, Municipal Art Fund, Museums Advisory Board, Mayor’s Committee for People with Disabilities, Mayor’s Committee for the Aging, and the Mayor’s Youth Commission. 191 City of Chandler 2011-12 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. 2011-12 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 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate* 2011-12 Projected 84% 85% 80% 84% 84% 84% 90% 83% 86% 86% 72% 77% 70%(1) 75% 75% 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. * 2010-11 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 2011-12 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 Total Cost Center-4300 General Fund 2010-11 Adopted Budget 2009-10 Actual $ $ 594,721 594,721 6,758 2,687 600 4,851 79,866 689,483 $ $ $ 578,439 578,439 1,199 1,300 800 8,332 75,604 665,674 665,674 2010-11 Adjusted Budget $ $ 588,475 578,887 9,588 141,588 1,348 2,200 7,635 75,689 816,935 2011-12 Adopted Budget 2010-11 Estimated $ $ 587,930 578,342 9,588 39,957 5,100 2,150 4,573 74,960 714,670 $ $ $ % Change Adopted To Adopted 449,116 449,116 1,199 1,300 800 6,635 40,604 499,654 499,654 -22.36% -22.36% N/A 0.00% 0.00% 0.00% -20.37% -46.29% -24.94% 2010-11 Revised 1 1 0 1 2 5 2011-12 Adopted 1 0 0 1 2 4 * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 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 Revised 1 1 0 1 2 5 2010-11 Adopted 1 1 0 1 2 5 Significant Budget and Staffing Changes Fiscal year 2011-12 reflects the transfer of the Museum Administrator position to CC4560, Museum. Chandler Lions Club 4th of July ongoing funding of $35,000 is transferred to CC4550, Recreation. An ongoing decrease of operating budget is reflected for reallocation to higher spending priorities. This reallocation is accomplished through efficiency savings in Communications/Transportation. 193 City of Chandler 2011-12 Adopted Budget Community Services FUNCTION: DEPARTMENT: General Government Community Services 1100 Center for the Arts COST CENTER: DIVISION: 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. 2011-12 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 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 263,940 118,780 (1) 285,000 297,500 297,500 1,031 300 (1) 1,025 789 850 286,000 82,500 (1) 253,688 296,000 296,000 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) 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected $271,038 $156,002 $175,000 $84,281 $95,000 10,250 7,500(1) 11,500 11,000 11,000 $75,500 $49,500 1) $75,500 $75,500 $125,000 ( Actual figures represent a significant decrease over prior fiscal year due to the FY2009-10 facility renovation. * 2010-11 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 2011-12 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 Capital Replacement Total Cost Center-1100 General Fund Grant Fund Municipal Arts Fund Grand Total 2010-11 Adopted Budget 2009-10 Actual $ 990,916 406,994 53,434 38,554 18,668 3,611 30,298 12,621 4,587 $ 1,559,684 $ 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 2010-11 Adjusted Budget $ 990,008 977,519 12,489 543,123 44,913 63,672 17,156 5,750 12,311 12,281 22,400 4,587 $ 1,716,201 2011-12 Adopted Budget 2010-11 Estimated $ 976,262 963,773 12,489 536,715 45,926 60,331 14,078 5,750 10,696 10,774 22,400 4,587 $ 1,687,519 $ 967,763 967,763 526,084 53,789 148,938 17,156 5,750 4,211 9,281 100,000 3,167 $ 1,836,139 $ 1,386,139 225,000 225,000 $ 1,836,139 % Change Adopted To Adopted -1.00% -1.00% N/A 27.67% 19.76% 204.34% 0.00% 0.00% 0.00% -13.86% N/A -30.96% 20.33% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 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 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 Revised 1 1 1 1 1 1 1 1 2 1 1 12 2011-12 Adopted 1 1 1 1 1 1 1 1 2 1 1 12 Significant Budget and Staffing Changes Fiscal year 2011-12 reflects an ongoing decrease of operating budget for reallocation to higher spending priorities. This reallocation is accomplished through efficiency savings in Other Charges/Services. The Citywide review of fuel consumption and fleet replacement result in a combined reduction of $1,794. One-time funding of $100,000 is included for turntable seating upgrades, the Chandler Unified School District will reimburse up to 50% of the upgrade cost. One time funding is budgeted for possible grant opportunities. 195 City of Chandler 2011-12 Adopted Budget Community Services FUNCTION: DEPARTMENT: General Government Community Services COST CENTER: DIVISION: 3200 Buildings and Facilities Buildings and Facilities is responsible for maintaining 50 City-owned buildings. This includes providing custodial care and performing preventive maintenance. Building and Facilities also provides various maintenance duties to 20 additional city facilities. 2011-12 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 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 192 212 270 265 265 Custodial expenditures per square foot $2.00 $2.01 $2.01 $1.43 $1.43 Building repair costs per square foot $3.02 $3.02 $3.02 $2.76 $2.76 Average response time for non-emergency building maintenance requests 24 hrs 24 hrs 24 hrs 24 hrs 24 hrs 386 N/A 450 N/A N/A 2.25 hrs 2 hrs N/A N/A N/A Number of emergency building maintenance requests completed within 2 hours(1) Average response time for in-house programming of telephone features (2) (1) (2) Measure no longer being used. The new GBA Workorder system is not able to create reports for this measure. Measure no longer being used. Telephone services responsibility and staff transferred to Information Technology (cost center 1280) during FY 2010-11. * 2010-11 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 2011-12 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 2009-10 Actual 2010-11 Adopted Budget $ 2,737,872 $ 2,471,555 2,737,872 2,377,024 94,531 373,079 441,321 568,554 788,350 351,091 412,853 13,742 18,700 500 2,500 1,846,936 2,227,694 (15,301) 21,300 754,621 75,244 27,742 4 71,653 67,333 $ 6,730,494 $ 6,526,850 $ 6,526,850 * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 197 2010-11 Adjusted Budget 2010-11 Estimated $ 2,524,815 2,377,024 147,791 457,608 873,600 490,419 18,700 2,500 2,227,694 22,250 863,592 67,333 $ 7,548,511 $ 2,525,014 2,406,941 118,073 414,836 896,529 498,108 24,300 2,500 2,227,694 10,235 867,222 405 67,333 $ 7,534,177 2011-12 Adopted Budget $ 2,339,340 2,339,340 301,598 813,214 435,453 15,500 2,000 2,270,194 17,000 75,244 75,921 $ 6,345,464 $ 6,345,464 % Change Adopted To Adopted -5.35% -1.59% -100.00% -31.66% 3.15% 5.47% -17.11% -20.00% 1.91% -20.19% 0.00% N/A N/A 12.75% -2.78% City of Chandler 2011-12 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 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 Revised 0 1 22 1 0 0 1 7 2 3 2 0 0 0 0 0 39 2011-12 Adopted 0 1 22 1 0 0 1 7 2 3 2 0 0 0 0 0 39 Significant Budget and Staffing Changes In fiscal year 2010-11 one Maintenance Planner Scheduler position was eliminated as anticipated through the 2010-11 budget reductions. Personnel Services reflected one-time funding for this position. Fiscal year 2011-12 reflects an ongoing decrease of operating budget for reallocation to higher spending priorities. This reallocation is accomplished through efficiency savings in Professional Services and Rents/Utilities, due to staff revising the building maintenance plan for custodial services associated with City Hall and utility efficiencies. The Citywide review of fleet replacement resulted in an increase of $8,588 to ensure future vehicle replacements are properly funded. 198 City of Chandler 2011-12 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. 2011-12 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 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected Number of Library Cardholders 231,852 253,808 245,000 250,000 250,000 Number of Items in Collections 466,808 446,675 455,000 460,000 465,000 2,517,846 2,592,243 2,600,000 2,500,000 2,500,000 Reference Transactions 263,131 248,991 263,000 238,000 230,000 Computer Log Ins 403,372 394,767 410,000 390,000 380,000 2010-11 Year End Estimate * 2011-12 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) 2008-09 Actual 2009-10 Actual 1,500,439 1,501,280 1,650,000 1,500,000 1,500,000 4,095 3,764 2,750(1) 3,200(1) 3,200 93,274 73,342 70,000(1) 69,000(1) 69,000 2010-11 Projected The decrease in the number of library programs offered and the anticipated attendance reductions are due to current staff shortages. * 2010-11 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 2011-12 Adopted Budget Community Services    LIBRARY – 4310    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 Office Furniture/Equipment Total Cost Center-4310 General Fund Grant Fund Library Trust Grand Total 2009-10 Actual $ 4,745,461 4,745,461 329,193 943,020 112,943 57,031 510,735 10,737 27,967 $ 6,737,088 2010-11 Adopted Budget 2010-11 Adjusted Budget 2010-11 Estimated $ 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 $ 4,770,639 4,538,259 232,380 578,183 1,469,827 189,234 66,951 224,750 61,500 138,847 44,764 $ 7,544,695 $ 4,770,639 4,403,805 366,834 473,352 842,943 104,397 72,451 224,847 14,000 105,000 44,782 $ 6,652,410 * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 200 2011-12 Adopted Budget $ 4,585,400 4,503,209 82,191 524,445 1,517,122 175,264 72,247 51,750 64,000 100,000 $ 7,090,228 $ 5,880,228 1,120,000 90,000 $ 7,090,228 % Change Adopted To Adopted 0.71% 2.66% -50.71% 17.61% 5.72% -6.53% 10.37% -76.97% 4.07% -16.67% N/A -0.04% City of Chandler 2011-12 Adopted Budget Community Services    LIBRARY – 4310    Authorized Positions Position Title Administrative Librarian Administrative Support II Assistant Library Manager Community Outreach Coordinator Executive Assistant Information Specialist Information Support Specialist II Librarian Library Access Services Coordinator Library Aide Library Aide (PT @ .5) Library Aide (PT @ .8) Library Assistant Library Assistant (PT @ .5) Library Assistant (PT @ .75) Library Associate Library Manager TOTAL 2007-08 Revised 7 1 2 1.75 1 0 2 15.5 1 12 6 0 12 3 0.75 1 1 67 2008-09 Revised 7 1 2 1.75 1 0 2 15.5 1 12 6 0 12 3 0.75 1 1 67 2009-10 Revised 5 1 2 1.5 1 0 2 14.5 1 12 5.5 0 12 3 0.75 1 1 63.25 2010-11 Adopted 5 1 2 0.5 1 0 2 13.5 2 11 5.5 0 11 3 0.75 1 1 60.25 2010-11 Revised 5 1 2 0.5 1 1 2 13.5 2 11 5.5 0 12 2 0.75 1 1 61.25 2011-12 Adopted 5 1 2 0.5 1 1 2 13.5 2 11 5.5 0.8 12 2 0.75 1 1 62.05 Significant Budget and Staffing Changes Fiscal year 2010-11 reflects the transfer of one Information Specialist from CC2010, Police Administration. This position transfer was offset by the elimination of one Customer Service Representative position in CC4555, Sports & Fitness Facilities and a reduction of ongoing base budget. Two part-time Library Assistant positions were converted to one full-time Library Assistant position. Effective July 1, 2011, One Executive Assistant position is transferred from CC1060, Neighborhood Resources and reclassified to a part-time Library Aide (0.8 FTE). Fiscal Year 2011-12 reflects an ongoing decrease of operating budget for reallocation to higher spending priorities. This reallocation is accomplished through efficiency savings in Professional/Contracts, Operating Supplies, Repairs/Maintenance, Communications/Transportation, and Other Expenses. An ongoing funding increase for optical internet services is made possible through the transfer of funding from other city departments. 201 City of Chandler 2011-12 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 T otal Cost Center-4320 Library Bond Fund Library Impact Fees Grand Total 2009-10 Actual $ $ 112,515 350,114 462,629 2010-11 Adopted Budget $ 11,009,755 $ 11,009,755 $ 6,994,361 4,015,394 $ 11,009,755 2010-11 Adjusted Budget $ 10,842,486 58,198 $ 10,900,684 2010-11 Estimated $ 4,907,693 31,770 $ 4,939,463 2011-12 Adopted Budget $ 1,179,756 $ 1,179,756 $ 1,153,327 26,429 $ 1,179,756 % Change Adopted To Adopted -89.28% N/A N/A -89.28% Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions for the current year and new projects for the 2011-12. Fiscal year 2011-12 reflects the carry forward of uncompleted project funding from 2010-11. Additional detail on the capital program is available in the 2012-2021 Adopted Capital Improvement Plan. 202 City of Chandler 2011-12 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. 2011-12 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 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected Number of acres acquired for parks(1) 0 0 0 6 0 Number of public meetings facilitated Number of parks developed and/or renovated 10 14 3 5 5 26 12 14 14 12 (1) No Park Land acquisition scheduled for FY 2011-12. * 2010-11 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. 203 City of Chandler 2011-12 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 Capital Replacement Total Cost Center-4510 General Fund 2010-11 Adopted Budget 2009-10 Actual $ $ 656,693 656,693 222 3,862 3,065 440 823 665,104 $ $ $ 412,979 412,979 2,476 12,594 441 12,466 2,288 1,600 444,844 444,844 2010-11 Adjusted Budget $ $ 424,257 419,216 5,041 2,718 9,594 441 5,466 2,288 1,600 446,364 2011-12 Adopted Budget 2010-11 Estimated $ $ 424,314 413,791 10,523 1,000 8,844 441 5,466 2,325 1,600 443,990 $ $ $ 422,976 422,976 2,476 6,280 441 4,966 2,288 1,600 5,510 446,537 446,537 % Change Adopted To Adopted 2.42% 2.42% N/A 0.00% -50.13% 0.00% -60.16% 0.00% 0.00% N/A 0.38% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 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 Revised 0.75 0 1 1 1 0 0 3.75 2010-11 Adopted 0.75 0 1 1 1 0 0 3.75 2010-11 Revised 0.75 0 1 1 1 0 0 3.75 2011-12 Adopted 0.75 0 1 1 1 0 0 3.75 Significant Budget and Staffing Changes Fiscal year 2011-12 reflects an ongoing decrease of operating budget for reallocation to higher spending priorities. This reallocation is accomplished through efficiency savings in Operating Supplies and Communications/Transportation. The Citywide review of fleet replacement resulted in an increase of $5,510 to ensure future vehicle replacement is properly funded. 204 City of Chandler 2011-12 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. 2011-12 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, 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. Measures Overall enrollment success rate on swimming classes 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 87% 90.6% 86% 90% 90% Annual Swimming Lesson Attendance 8,820 9,490 8,500 9,153 9,000 Annual Recreational Swim Attendance 292,596 332,422 300,000(1) 310,700 (1) 300,000 98% 98% 97% 98% 98% Overall Customer Satisfaction (1) Decrease related to reduction of pool hours associated with FY2010-11 budget reductions. * 2010-11 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. 205 City of Chandler 2011-12 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 2009-10 Actual $ 2,340,525 2,340,525 22,402 361,958 177,996 15,674 500 212,398 40,749 586 24,384 $ 3,197,173 2010-11 Adopted Budget 2010-11 Adjusted Budget 2010-11 Estimated $ 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 $ 2,389,194 2,308,275 80,919 50,443 422,833 251,221 29,357 1,750 172,425 24,696 36,858 23,958 $ 3,402,735 $ 2,386,728 2,345,249 41,479 37,825 452,949 233,027 19,629 1,500 202,664 23,226 38,751 23,958 $ 3,420,258 2011-12 Adopted Budget $ 2,378,004 2,321,417 56,587 46,404 289,895 194,278 28,097 1,750 172,425 23,196 15,858 $ 3,149,907 $ 3,149,907 % Change Adopted To Adopted 0.56% 0.57% 0.00% 15.85% -29.17% -17.36% -4.29% 0.00% 0.00% -6.07% N/A -33.81% -4.59% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. Authorized Positions Position Title Administrative Specialist Aquatics Maintenance Helper Aquatics Maintenance Supervisor Aquatics Maintenance Technician 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 0 0 0 1 3.75 1.5 3 1 3 1 15.25 2008-09 Revised 1 0 0 0 1 3.75 1.5 3 1 3 1 15.25 2009-10 Revised 1 0 0 0 1 3.75 1 3 1 3 1 14.75 2010-11 Adopted 1 0 0 0 1 3.75 1 3 1 3 1 14.75 2010-11 Revised 1 1 1 3 1 3.75 0 0 0 3 1 14.75 2011-12 Adopted 1 1 1 3 1 3.75 0 0 0 3 1 14.75 Significant Budget and Staffing Changes Fiscal year 2010-11 reflects the retitling of one Pool Maintenance Helper position to Aquatics Maintenance Helper, three Pool Maintenance Mechanic positions to Aquatics Maintenance Technician, and one Pool Maintenance Supervisor position to Aquatics Maintenance Supervisor. Fiscal year 2011-12 reflects two funding increases, $2,750 in one-time and $3,600 in ongoing, related to the American Red Cross Authorized Provider Support Fees. This is a cost neutral adjustment as all fees will be covered by revenue collected during the registration process. Also reflected is an ongoing decrease of operating budget for reallocation to higher spending priorities. This reallocation is accomplished through efficiency savings in Communications/Transportation and Other Expenses. The Citywide review of fleet replacement resulted in an ongoing reduction of $8,100. One-time funding received in fiscal year 2010-11 for aquatic facility equipment and improvements is removed from the 2011-12 allocation. 206 City of Chandler 2011-12 Adopted Budget Community Services FUNCTION: DEPARTMENT: General Government Community Services 4530 Parks Operations COST CENTER: DIVISION: Parks Operations Division maintains 1,192.31 acres of developed parkland at 61 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. 2011-12 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 Number of fertilization applications per year 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 114 77 125 122 122 Number of pre-emergent applications per year 138 134 144 175 176 Number of bleacher, showmobile and stage rentals for events per year 38 42 30 43 45 Number of city baseball/softball fields maintained at a minimum of three times per week 32 33 33 33 33 6 6 6 6 6 Number of days per week litter is cleaned up in Community Parks * 2010-11 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. 207 City of Chandler 2011-12 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 Machinery/Equipment Office Furniture/Equipment Capital Replacement Total Cost Center-4530 General Fund 2009-10 Actual $ 3,024,127 3,024,127 159,023 669,722 723,494 14,550 3,820 1,474,131 17,713 48,495 102,162 $ 6,237,237 2010-11 Adopted Budget 2010-11 Adjusted Budget 2010-11 Estimated $ 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 $ 3,143,272 3,069,199 74,073 54,239 682,341 892,570 17,842 4,500 1,457,919 17,250 108,396 100,066 $ 6,478,395 $ 3,047,332 2,967,697 79,635 93,930 682,855 851,982 17,642 8,000 1,565,864 15,800 108,580 27 100,066 $ 6,492,079 2011-12 Adopted Budget $ 2,966,822 2,966,822 71,000 623,544 746,457 16,400 4,000 1,585,169 16,600 29,800 138,420 $ 6,198,212 $ 6,198,212 % Change Adopted To Adopted -3.34% -3.34% N/A 54.35% -5.44% -6.64% -6.82% 0.00% 9.01% 1.84% -65.94% N/A 38.33% -0.89% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. Authorized Positions Position Title Contract Compliance Inspector Gardener Supervisor Groundskeeper Horticulturist Lead Gardener Maintenance Supervisor Maintenance Worker Park Maintenance Technician Park Spray Technician Parks Maintenance Supervisor Recreation Coordinator II Recreation Leader I @ .5 TOTAL 2007-08 Revised 1 7 27 1 0 3 6 0 1 0 1 0.5 47.5 2008-09 Revised 1 8 27 0 0 3 2 4 1 0 1 0 47 2009-10 Revised 1 8 28 0 0 3 0 6 1 0 1 0 48 2010-11 Adopted 1 0 28 0 8 0 0 6 1 3 1 0 48 2010-11 Revised 1 0 27 0 8 0 0 6 1 3 1 0 47 2011-12 Adopted 1 0 27 0 8 0 0 6 1 3 1 0 47 Significant Budget and Staffing Changes In fiscal year 2010-11, one Groundskeeper position is eliminated. Fiscal year 2011-12 reflects an ongoing decrease of operating budget for reallocation to higher spending priorities. This reallocation is accomplished through efficiency savings in the Repairs/Maintenance budget as the landscape maintenance at the fire stations will be maintained by the Fire staff. Ongoing funding of $126,000 is added to compensate for rate increases in electrical, water, sewer and reclaimed water in city parks. The Citywide review of fuel consumption and fleet replacement resulted in an ongoing decrease of $17,616 for fuel and an ongoing increase of $38,354 for fleet replacement. 208 City of Chandler 2011-12 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. 2011-12 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 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected User Satisfaction Rate 96% 96% 95% 94% 94% Successful Recreation Classes 55% 65% N/A(1) N/A(1) N/A(1) 33,484 38,625 37,000 39,000 39,500 104 121 110 110 120 $50,840 $52,943 $45,000 $51,000 $53,000 N/A N/A 39,900 145,302 164,124 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. *2010-11 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. 209 City of Chandler 2011-12 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 Capital Replacement Total Cost Center-4550 General Fund Parks & Recreation Trust Grand Total 2010-11 Adopted Budget 2009-10 Actual $ 773,810 773,810 75,927 100,567 15,814 73,705 1,525 5,019 62,689 18,418 $ 1,127,474 $ $ $ $ 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 2010-11 Adjusted Budget $ 709,178 591,586 117,592 157,420 147,040 10,000 66,900 500 12,022 55,697 18,918 $ 1,177,675 2011-12 Adopted Budget 2010-11 Estimated $ 686,688 599,043 87,645 149,917 134,596 17,531 64,856 500 11,940 62,250 18,918 $ 1,147,196 $ $ $ $ % Change Adopted To Adopted 596,075 596,075 64,390 87,927 14,693 49,522 500 9,260 108,602 30,273 961,242 902,317 58,925 961,242 -13.06% 2.31% -100.00% 4.19% -5.15% 46.93% 3.55% 0.00% 24.13% 96.26% 60.02% -1.93% 2010-11 Revised 0 0 0 0 0 1 1 0 0 0 0 0 0 0 1 2 1 6 2011-12 Adopted 0 0 0 0 0 1 1 0 0 0 0 0 0 0 1 2 1 6 * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. Authorized Positions Position Title Accounting Specialist Administrative Specialist Assistant Naturalist Customer Service Supervisor Customer Service Representative Executive Assistant 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 TOTAL 2007-08 Revised 1 2 1 1 8.875 0 1 1 1 12 5 1.5 0.625 1.5 1 2 1 41.5 2008-09 Revised 0 0 0 0 1 0 1 1 1 0 0 0 0 0 1 2 1 8 2009-10 Revised 0 0 0 0 1 0 1 0 1 0 0 0 0 0 1 2 1 7 2010-11 Adopted 0 1 0 0 0 0 1 0 1 0 0 0 0 0 1 2 1 7 Significant Budget and Staffing Changes In fiscal year 2010-11 one Administrative Specialist transferred to CC4551, Sports and Fitness Facilities and one Executive Assistant transferred from CC4551. One Recreation Superintendent position was eliminated as anticipated through the 2010-11 budget reductions and one Naturalist position was renamed Recreation Superintendent. Fiscal year 2011-12, Other Expenses reflects one-time funding of $15,000 and the ongoing funding transfer of $35,000 from CC4300, Administration for the Chandler Lions Club 4th of July event. Also reflected is the ongoing decrease of operating budget for reallocation to higher spending priorities. This reallocation is accomplished through efficiency savings in the Professional/Contracts, Operating Supplies and Other Charges/Services budgets. The Citywide review of fuel consumption and fleet replacement resulted in a decrease of $1,475 for fuel and an increase of $11,855 for fleet replacement. 210 City of Chandler 2011-12 Adopted Budget Community Services FUNCTION: DEPARTMENT: General Government Community Services 4551 Sports and Fitness Facilities COST CENTER: DIVISION: Tumbleweed and Snedigar Sportsplex facilities provide year-round programs that include coordinating youth and adult 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 Snedigar Sportsplex, Snedigar Recreation Center, Tumbleweed Recreation Center, Tumbleweed Park, and the Tennis Center. 2011-12 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, sports 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.  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. 2010-11 2008-09 2009-10 2010-11 Year End 2011-12 Measures Actual Actual Projected Estimate * Projected User Satisfaction Rate 100% 99% 96% 98% 98% (1) N/A (1) N/A N/A(1) Successful Recreation Classes 45% 58% Number of Passes Sold (TRC) 10,360 11,537 14,000 14,000 14,500 313,213 344,492 320,000 350,000 360,000 4.47 4.67 4.00 4.70 4.25 N/A N/A N/A 11,471 N/A N/A 10,000 15,000 N/A 11,500 14,000 6,582 11,500 15,000 6,500 N/A N/A N/A 4,289 4,396 N/A N/A N/A 9,429 10,000 TRC Annual Visitors TRC “Tell Us What You Think” Customer Rating Tumbleweed Recreation Center Participation(2) Tennis Center Participation(2) Adult Sports Participation(3) Snedigar Recreation Center(3) Participation Chandler Youth Sports Association Participation(3) (1) This measure is discontinued effective fiscal year 2010-11. New measurement effective July 1, 2010. (3) Effective fiscal year 2010-11, measurements transferred to Cost Center 4551 due to Cost Center 4559 being dissolved. (2) *2010-11 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. 211 City of Chandler 2011-12 Adopted Budget Community Services    SPORTS and FITNESS FACILITIES - 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 Parks & Recreation Trust Grand Total 2009-10 Actual $ 1,109,938 1,109,938 203,528 157,426 777 7,317 2,361 57,590 $ 1,538,937 2010-11 Adopted Budget 2010-11 Adjusted Budget 2010-11 Estimated $ 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 $ 1,585,557 1,547,311 38,246 386,552 210,400 3,911 21,499 1,500 5,183 17,131 $ 2,231,733 $ 1,557,294 1,519,048 38,246 401,714 186,853 3,494 22,497 500 1,000 16,115 $ 2,189,467 2011-12 Adopted Budget $ 1,547,253 1,547,253 374,776 164,983 1,350 6,551 1,500 1,200 16,673 $ 2,114,286 $ 2,107,730 6,556 $ 2,114,286 % Change Adopted To Adopted 33.06% 33.06% N/A 71.62% 21.45% -65.48% -66.41% 0.00% -54.70% 2.30% 35.45% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. Authorized Positions Position Title Accounting Specialist Administrative Specialist Customer Service Representative Customer Service Supervisor Executive Assistant Recreation Coordinator I Recreation Coordinator II Recreation Leader III (RPT @ .75) TOTAL 2007-08 Revised 0 0 0 0 0 0 0 0 0 2008-09 Revised 1 0 2.75 1 0 5 2 1.5 13.25 2009-10 Revised 1 0 2.5 1 1 5 2 0 12.5 2010-11 Adopted 0 0 2.5 1 1 5 2 0 11.5 2010-11 Revised 0 1 3.5 1 0 7 3 0 15.5 2011-12 Adopted 0 1 3.5 1 0 7 3 0 15.5 Significant Budget and Staffing Changes In fiscal year 2010-11 the name of CC4551, formerly Tumbleweed Recreation Center is renamed Sports and Fitness Facilities due to the dissolving of CC4559, Other Recreation Facilities. As a result of this change one Customer Service Representative, two Recreation Coordinator I, two Recreation Coordinator II positions, the Snedigar Recreation Center and the Adult Sports Program budgets are transferred to the Sports and Fitness Facilities from CC4559, Other Recreation Facilities. One Recreation Coordinator II position is transferred to CC4555, Nature and Recreation Facilities, one Administrative Specialist is transferred from CC4550, Recreation and one Executive Assistant position is transferred to CC4550. Fiscal year 2011-12 reflects an ongoing decrease of operating budget for reallocation to higher spending priorities. This reallocation is accomplished through efficiency savings in the Professional/Contracts and Other Expenses budgets. 212 City of Chandler 2011-12 Adopted Budget Community Services FUNCTION: DEPARTMENT: General Government Community Services COST CENTER: DIVISION: 4555 Nature and Recreation Facilities This Cost Center includes the Environmental Education Center at Veterans Oasis Park, and, through a merge of Cost Center 4559 at the beginning of FY 10-11, it absorbed the programs and services offered by the Community Center and Senior Center facilities. These three sites provide classes, activities, special events, programs, camps, excursions and sports activities to the general population, and also offers the same types of programs and services to specific populations for seniors, teenagers, and people with disabilities as well as specific groups such as school and scouting organizations. Programs are offered at the three facilities, at various city parks, and at a variety of outside sites through agreements and partnerships. 2011-12 Performance Measurements Goal: To provide a broad range of recreational and environmental educationally-based programs, events and activities to people from all ages and ability levels to enrich the lives of Chandler residents. Objectives:  Through marketing, customer feedback, and innovation, offer appropriate classes and programs at the EEC that will ensure a growing rate of participation.  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 the EEC facility in such a way 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 through the EEC to the citizens of Chandler.  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 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. 2010-11 2008-09 2009-10 2010-11 Year End 2011-12 Measures Actual Actual Projected Estimate * Projected EEC-run successful environmental 41% 67% N/A N/A N/A education classes(1) EEC volunteer hours 885 2,833 2,500 2,080 2,500 Overall number of visitors to the EEC facility 2,768 14,687 15,000 15,875 16,500 Number of participants attending drop-in programs at the EEC 1,580 2,959 3,200 3,250 3,350 Number of educational events and programs/classes offered at the EEC in collaboration with other City departments or divisions or with outside agencies 38 58 83 85 85 Environmental Education Center N/A N/A 2,500 2,700 2,900 program participation(2) Community Center activity participation(3) N/A N/A N/A 9,733 10,220 Senior Center programs participation(3) N/A N/A N/A 42,400 42,500 Special Populations (Therapeutics) N/A N/A N/A 7,500 7,500 participation(3) Teen Program participation(3) N/A N/A N/A 5,008 5,258 (1) This measure is discontinued effective fiscal year 2010-11. New measurement effective July 1, 2010. (3) Effective fiscal year 2010-11, measurements transferred to Cost Center 4555 due to Cost Center 4559 being dissolved. (2) *2010-11 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. 213 City of Chandler 2011-12 Adopted Budget Community Services    NATURE and RECREATION FACILITIES - 4555    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-4555 General Fund Grant Fund Parks & Recreation Trust Grand Total 2010-11 Adopted Budget 2009-10 Actual $ $ 277,722 277,722 9,834 49,024 2,917 9,652 1,576 350,725 $ $ $ $ 226,460 226,460 46,064 23,830 660 10,595 750 308,359 307,159 1,200 308,359 2010-11 Adjusted Budget 2010-11 Estimated $ 1,250,837 1,220,579 30,258 220,521 170,088 1,800 47,186 3,000 49,240 $ 1,742,672 $ 1,168,290 1,138,032 30,258 185,994 148,078 1,304 46,579 1,000 8,000 45,597 $ 1,604,842 2011-12 Adopted Budget $ 1,226,302 1,145,802 80,500 193,780 154,217 800 34,778 4,500 7,500 44,550 $ 1,666,427 $ 1,442,002 116,000 108,425 $ 1,666,427 % Change Adopted To Adopted 441.51% 405.96% N/A 320.68% 547.15% 21.21% 228.25% N/A N/A 5840.00% 440.42% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. Authorized Positions Position Title Administrative Specialist Assistant Naturalist Customer Service Representative Recreation Coordinator I Recreation Coordinator II Recreation Leader II TOTAL 2007-08 Revised 0 0 0 0 0 0 0 2008-09 Revised 1 1 0.75 0 0 0.5 3.25 2009-10 Revised 1 1 0 1 0 0.5 3.5 2010-11 Adopted 1 1 0 1 0 0.5 3.5 2010-11 Revised 1 0 2.625 6 3 1.5 14.125 2011-12 Adopted 1 0 2.625 6 3 1.5 14.125 Significant Budget and Staffing Changes In fiscal year 2010-11 the name of CC4555, formerly Environmental Education Center is renamed Nature and Recreation Facilities due to the dissolving of CC4559, Other Recreation Facilities. As a result of this change three Customer Service Representative, one part-time Customer Services Representative, five Recreation Coordinator I, one Recreation Coordinator II and one Recreation Leader II positions, the Community Center, Senior Center, Youth and Teen Programming and the Therapeutics Program budgets are transferred to the Nature and Recreation Facilities from CC4559, Other Recreation Facilities. During fiscal year 2010-11, one Assistant Naturalist position was reclassified to Recreation Coordinator II, and one Customer Service Representative position is eliminated. Additionally, one Recreation Coordinator II position transferred from CC4551, Sports and Fitness Facilities. Fiscal year 2011-12 reflects an ongoing decrease of operating budget for reallocation to higher spending priorities. This reallocation is accomplished through efficiency savings in the Professional/Contracts, Operating Supplies and Other Expenses budgets. 214 City of Chandler 2011-12 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. 2011-12 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. Measures School Site program participation Chandler Youth Sports Association participation Community Center & Snedigar Recreation Center activity participation Adult Sports participation Senior Programs participation Special Populations (Therapeutics) participation Teen Program participation (1) (2) (3) 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 33,811 33,453 N/A(1) N/A N/A 9,687 10,565 10,000 N/A(2) N/A(2) 10,174 19,812 13,500 N/A(2 & 3) N/A(2 & 3) 7,575 7,477 9,000 N/A(2) N/A(2) 26,866 42,376 26,000 N/A(3) N/A(3) 6,661 7,276 6,000 N/A(3) N/A(3) N/A N/A 10,000(1) N/A(3) N/A(3) Satellite Sites closed due to budget reductions. Teen programs are offered at existing City facilities. Effective fiscal year 2010-11, measurement transferred to Cost Center 4551 due to Cost Center 4559 being dissolved. Effective fiscal year 2010-11, measurement transferred to Cost Center 4555 due to Cost Center 4559 being dissolved. *2010-11 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. 215 City of Chandler 2011-12 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 Machinery/Equipment Office Furniture/Equipment Parks Improvements Capital Replacement Total Cost Center-4559 General Fund Grant Fund Parks & Recreation Trust Grand Total 2009-10 Actual $ 1,422,711 1,422,711 361,619 126,091 3,688 21,745 16,132 33,212 1,207 3,975 650 $ 1,991,029 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 2010-11 Adjusted Budget $ $ 5,562 5,562 43,360 10,093 2,417 3,425 56 14,229 10,820 89,962 2011-12 Adopted Budget 2010-11 Estimated $ 5,562 5,562 43,360 10,095 2,416 3,537 14,204 10,625 89,799 $ $ $ $ $ % Change Adopted To Adopted - -100.00% -100.00% N/A -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% N/A N/A N/A N/A -100.00% 2010-11 Revised 0 0 0 0 0 0 0 2011-12 Adopted 0 0 0 0 0 0 0 * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. Authorized Positions Position Title Administrative Specialist Customer Service Representative Recreation Coordinator I Recreation Coordinator II Recreation Leader II Recreation Leader III (RPT @ .625) TOTAL 2007-08 Revised 0 0 0 0 0 0 0 2008-09 Revised 1 4.375 7 3 1 0.625 17 2009-10 Revised 1 3.625 7 3 1 0 15.625 2010-11 Adopted 0 4.625 7 3 1 0 15.625 Significant Budget and Staffing Changes Effective July 1, 2010, CC4559 is dissolved. As a result of this change one Customer Service Representative, two Recreation Coordinator I, two Recreation Coordinator II positions, the Snedigar Recreation Center and the Adult Sports Program budgets are transferred to CC4551, Sports and Fitness Facilities. Additionally, three Customer Service Representative, one part-time Customer Services Representative, five Recreation Coordinator I, one Recreation Coordinator II and one Recreation Leader II positions, the Community Center, Senior Center and the Therapeutics Program budgets are transferred to the Nature and Recreation Facilities to CC4555, Nature and Recreation Facilities. 216 City of Chandler 2011-12 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. 2011-12 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, Tumbleweed Ranch, 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 Number of Public History, Price House and Chandler Museum programs conducted Volunteer hours contributed to history projects (1) (2) 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 2 2 1 0 0 1,231 1,379 1,700 1,525 1,600 57 68 80 72 80 6,850(1) 5,125 (2) 5,500 5,780 5,800 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. * 2010-11 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. 217 City of Chandler 2011-12 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 Total Cost Center-4560 General Fund Grant Fund - Museum Parks & Recreation Trust Grand Total 2010-11 Adopted Budget 2009-10 Actual $ $ 148,954 148,954 167,745 14,641 287 5,760 4,177 341,565 $ $ $ $ 133,897 133,897 109,670 21,100 150 3,500 1,000 3,900 273,217 273,217 273,217 2010-11 Adjusted Budget $ $ 139,573 133,897 5,676 115,727 31,595 150 3,500 1,000 6,900 298,445 2011-12 Adopted Budget 2010-11 Estimated $ $ 142,073 136,397 5,676 117,256 32,149 450 3,284 1,000 4,035 300,247 $ $ $ $ % Change Adopted To Adopted 259,164 259,164 121,700 380,864 348,984 10,000 21,880 380,864 93.55% 93.55% N/A 10.97% -100.00% -100.00% -100.00% -100.00% -100.00% 39.40% 2010-11 Revised 0.75 0 1 0 1.75 2011-12 Adopted 0.75 1 1 0 2.75 * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. Authorized Positions Position Title Customer Service Representative Museum Administrator Public History Coordinator Recreation Coordinator I TOTAL 2007-08 Revised 0 0 0 0 0 2008-09 Revised 0 0 1 1 2 2009-10 Revised 0.75 0 1 0 1.75 2010-11 Adopted 0.75 0 1 0 1.75 Significant Budget and Staffing Changes Fiscal year 2011-12 reflects the transfer of the Museum Administrator position from CC4300, Administration. Funding from the Chandler Historical Society (CHS) is reduced from $44,000 down to $25,000 and one-time funding of $30,000 budgeted in 2010-11 has been removed. Due to the reduction of funding all base budget funds are transferred to Professional/Contract to support the contract staff at the Museum. 218 City of Chandler 2011-12 Adopted Budget Community Services FUNCTION: DEPARTMENT: General Government Community Services COST CENTER: DIVISION: 4580 Parks Capital Capital Budget Summary Description Contingencies/Reserves Land/Improvements Building/Improvements Parks Improvements T otal Cost Center-4580 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 2010-11 2010-11 Adopted Adjusted Budget Budget $ - $ 10,926,361 $ 7,400 7,914,101 109,073 6,964,867 2,489,940 9,821,749 $ 14,878,967 $ 13,416,301 $ 9,938,222 $ 3,520,229 6,692,547 1,704,579 1,286,594 200,175 12,177 $ 13,416,301 2009-10 Actual 2011-12 2010-11 Adopted Estimated Budget $ - $ 5,711,424 7,400 35,401 3,352,380 2,320,000 $ 3,395,181 $ 8,031,424 $ 3,018,389 4,462,749 18,002 480,701 51,583 $ 8,031,424 % Change Adopted To Adopted -47.73% N/A N/A -6.83% -40.14% Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions for the current year and new projects for 2011-12. The Parks capital budget is decreased from the 2010-11 Adopted budget due to limited funding resources for capital projects. Additional detail on the capital program is available in the 2012-2021 Adopted Capital Improvement Plan. 219 City of Chandler 2011-12 Adopted Budget Community Services 220 City of Chandler 2011-12 Adopted Budget Fire Department FIRE DEPARTMENT Assistant City Manager Fire Administration Support Services Operations Prevention and Preparedness Emergency Services Fleet Services 221 City of Chandler 2011-12 Adopted Budget Fire Department The table below depicts the breakdown by division for the fiscal year 2011-12 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 Fleet Services (1) Emergency Services Operations Prevention and Preparedness Capital Support Services Training Community Programs & Preparedness TOTAL FIRE Expenditures by Category Personnel & Benefits Total Personnel Ongoing 2009-10 Actual Expenditures $ Staffing by Cost Center Administration Fleet Services Emergency Services Operations Prevention and Preparedness Support Services Training Community Programs & Preparedness TOTAL FIRE (1) (2) $ $ $ 6,118,240 1,134,907 19,756,547 998,924 1,814,727 1,049,811 30,873,156 $ 23,827,610 $ 23,422,063 $ 4,061,008 2,955,585 30,844,203 $ 22,812,042 610,021 5,636,366 1,814,727 30,873,156 One-time (2) Operating & Maintenance Capital - Major TOTAL FIRE 2010-11 Estimated Expenditures 4,402,694 790,907 20,240,177 596,256 2,955,585 1,091,717 471,921 294,947 30,844,203 (2) $ 2010-11 Adopted Budget 2009-10 Revised 8.00 0.00 6.00 195.00 4.00 6.00 3.00 4.00 226.00 2010-11 Adopted 11.00 0.00 9.00 192.00 8.00 6.00 0.00 0.00 226.00 Effective July 1, 2011, Fleet Services moved from Management Services Department. Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 222 2011-12 Adopted Budget $ 4,836,729 1,187,469 19,200,297 845,543 492,521 1,078,697 27,641,256 $ 5,677,788 1,077,969 978,026 19,625,198 832,563 556,685 1,004,652 29,752,881 $ 22,606,676 $ 23,701,340 $ 21,992,192 614,484 4,542,059 492,521 27,641,256 $ 23,641,340 60,000 5,494,856 556,685 29,752,881 79% 1% 18% 2% 100% 2011-12 Adopted 8.00 12.00 7.00 192.00 6.00 6.00 0.00 0.00 231.00 % of 2011-12 Total 3% 5% 3% 83% 3% 3% 0% 0% 100% 2010-11 Revised 8.00 0.00 7.00 192.00 6.00 6.00 0.00 0.00 219.00 $ % of 2011-12 Total 19% 4% 3% 66% 3% 2% 3% 0% 0% 100% City of Chandler 2011-12 Adopted Budget Fire Department 2010-11 Fire Accomplishments  Responded to over 19,400 emergency calls including fires, medical emergencies, hazardous materials, and technical rescue incidents. Response time was 5:25 for 90% of calls and there were 38,899 unit responses.  Revised the City’s Emergency Operations Plan and conducted a successful citywide Emergency Operations Center drill in April. Accepted $206,271 in Homeland Security grants for regional preparedness efforts.  Initiated a Fire Crew-Based Community Education program assigning primary responsibility for fire and life safety education within a given fire district to the crews covering that district. The project, funded with a $77,046 Assistance to Firefighters grant, logged 4,963 public contacts and 7,520 contact hours during its first ten months in operation.  Established a Fire Department labor/management committee on Community Involvement to ensure this responsibility stays at the forefront of the Department’s mission.  In March, initiated a City-wide Drowning Prevention Campaign following a dramatic and alarming increase in water related incidents in Chandler. Fire Department members joined forces with citizen volunteers to conduct a door-to-door campaign to distribute prevention literature to single-family homes in Chandler.  Significantly increased the quality of emergency medical care for our citizens by placing Continuous Positive Airway Pressure (CPAP) units on all front line apparatus. CPAP is used in respiratory emergencies to dramatically increase survival rates for certain respiratory conditions.  CR288 responded to over 1,200 Fire and Police requests for services at the scene of emergency incidents. A $51,363 grant from St. Luke’s Health Initiatives expanded partnerships with community agencies.  Provided face piece seal testing for all City employees using self-contained breathing apparatus and respirators. This included 202 firefighters and 82 personnel from Police, Reverse Osmosis, Municipal Utilities, Housing, and Environmental Resources.  Remodeled offices, dormitories, and the physical fitness room at Station 1. Replaced and upgraded the emergency generator at Station 2. Completed design documents for the Fire Training Center expansion and the eventual relocation of Fire Station 1. Purchased land in southeast Chandler for a future fire station.  Partnered with Tempe and Scottsdale to create the largest recruitment process for firefighters in Chandler history. This process generated 9 new firefighters at a third of the cost of previous recruitments.  Completed 75 immunization clinics for Chandler citizens (9,800 immunizations) and 35 child safety seat inspection clinics (616 installations). A $19,276 Governor’s Office of Highway Safety grant funded the car seat program.  Provided emergency medical support for the Police Department’s Special Assignment Unit (SAU), responding to 65 callouts, teaching a class on medical emergencies, and providing physicals for 40 SAU Team members. Participated in advanced medical training provided by an $85,424 Assistance to Firefighters grant.  nd The 22 annual Chandler Fire Cadet Academy graduated 19 new Cadets. 38 Cadets assisted with many community-wide events such as the Ostrich Festival, MDA Fill the Boot, and the Fiesta Bowl Parade.  Partnered with Mercy Gilbert Medical Center and the Gilbert and Queen Creek Fire Departments to conduct a pilot cardiac testing study of 31 firefighters. The goal of this project is to help identify and treat early cardiac disease in firefighters, whose risk of cardiac disease is 200-300% higher than the general population’s.  Partnered with Chandler Regional Hospital and a local company to provide the first ever cadaver lab for all Chandler EMS members. Provided fire, EMS, and special operations training for Chandler firefighters and for firefighters from Scottsdale, Gilbert, Mesa, Gila River, Maricopa, Sun Lakes, Salt River, and Tempe.  th Hosted the 37 annual Arizona State Fire School at the Chandler Fire Training Facility. 223 City of Chandler 2011-12 Adopted Budget Fire Department Public Safety Fire FUNCTION: DEPARTMENT: COST CENTER: DIVISION: 2210 Fire Administration F ire Administration provides leadership and support for the Operations, Emergency Services, Support Services, Fleet 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. 2011-12 Performance Measurements Goal: To manage the Department’s operating budget in a fiscally sound manner. Objective:  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 Fire Service Cost Per Call 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected $115.69 $110.09 $107.75 $106.14 $105.40 $1,753.29 $1,499.90 $1,578.85 $1,399.85 $1,359.74 Goal: To provide fire and emergency medical services in an effective and efficient manner. Objective:  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 0.908. The Valley average civilian personnel per 1,000 population is 0.128. Measure 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected Firefighters Per 1,000 Population 0.826 0.801 0.804 0.792 0.787 Civilian Personnel Per 1,000 Population 0.088 0.086 0.063 0.062 0.062 * 2010-11 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 2011-12 Adopted Budget Fire Department    FIRE ADMINISTRATION – 2210    Goal: To utilize all grant funding opportunities. Objective:  Research and apply for all grant opportunities. Once received, monitor and complete all requirements in accordance with grant guidelines. Measures 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected Dollar Value of Grants Applications $885,076 $4,710,822 $1,070,000 $1,100,000 $690,000 Dollar Value of Grants Awarded(1) $893,480 $424,365 $1,134,964 $396,725 $985,000 (1) Grant awards are not usually applied for and received in the same fiscal year. Goal: To utilize all resources to provide efficient and cost effective services. Objective:  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 Automatic / Mutual Aid Agreements, Intergovernmental Agreements Executed Volunteer Hours Labor / Management RBO (Relations By Objectives) Committee Meetings 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 10 13 12 14 14 17,600 13,388 15,000 10,371 12,000 79 77 70 27 30 * 2010-11 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 2011-12 Adopted Budget Fire Department    FIRE ADMINISTRATION – 2210    Goal: To provide community programs benefiting the safety and well being of the members of the community. Objective:  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 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected Child Car Seats Installations 1,241 1,090 1,200(1) 616 625 Urban Survival Elementary School Education Program Hours 1,166 919 974 660 660 Homes served by Seniors Helping Seniors smoke alarm program N/A 366 200 418 400 8 0 6 3 1 500 N/A 400 2,187 1,750 Sprinkler’s Clubhouse Cable TV Episodes Produced Public Safety Demonstrations (1) FY 2010-11 Projected assumes sufficient grant funding to maintain current service levels. 226 City of Chandler 2011-12 Adopted Budget Fire Department    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 2010-11 Adopted Budget 2009-10 Actual $ 1,047,277 1,336,579 437,420 148,942 98,409 1,630 437 44,888 1,929 114,542 129,618 1,041,025 $ 4,402,694 2010-11 Adjusted 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 2011-12 Adopted Budget 2010-11 Estimated 1,247,320 1,035,198 212,122 1,397,475 330,735 37,082 106,301 5,000 1,200 17,528 123,370 17,680 1,995,848 1,016,080 6,295,619 $ 1,084,530 $ 1,010,172 74,358 1,414,130 318,751 35,177 84,301 5,000 16,292 188,342 674,061 1,016,145 $ 4,836,729 $ $ $ 1,033,992 973,992 60,000 1,426,538 287,950 33,648 106,262 5,000 6,000 110,000 26,161 1,602,000 1,040,237 5,677,788 4,010,988 1,662,000 4,800 5,677,788 % Change Adopted to Adopted -11.21% 0.30% -68.99% 1.62% -14.49% 8.03% 24.28% 0.00% -100.00% -72.85% -32.92% N/A 6.78% -14.03% 2.38% -7.20% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 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 Revised 2 1 0 2010-11 Adopted 3 1 1 2010-11 Revised 1 1 1 2011-12 Adopted 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 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 0 0 1 1 1 1 1 0 0 8 Significant Budget and Staffing Changes During fiscal year 2010-11, two Administrative Specialist positions and one Sr. Executive Assistant position were eliminated as anticipated through the 2010-11 budget reductions. Fiscal year 2011-12 reflects an ongoing decrease of operating budget for reallocation to higher spending priorities. This reallocation is accomplished through efficiency savings reductions. Fiscal year 2011-12 includes one-time funding for a thermal imaging camera, a multi-function copier and grant matching funds. 227 City of Chandler 2011-12 Adopted Budget Fire Department Public Safety Fire FUNCTION: DEPARTMENT: 1270 Fleet Services COST CENTER: DIVISION: Fleet Services provides preventive maintenance, repairs, and support for City vehicles. Specification writing, fabrication/welding, budget support, fuel control, and accident damage repair coordination are some of the main functions. This division also oversees compliance with local, state, and federal statutes as they apply to vehicles. 2011-12 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. Measures 2008-09 Actual Accidents attributed to equipment failure Replace city owned vehicles at set criteria Preventive maintenance compliance rate(2) (1) (2) N/A 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 0 0 0 0 0 (1) (1) (1) (1) (1) 91% N/A 92% N/A N/A 100% 92% 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. Measures 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected Service Rating Results: Excellent 53% 51% 55% 55% 55% Above average 46% 45% 43% 43% 43% Average 1% 4% 1% 1% 1% Poor 0% 0% 1% 0% 0% 6,186 6,342 6,100 6,198 6,200 481 402 445 340 300 Work orders Factory warranty * 2010-11 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 2011-12 Adopted Budget Fire Department    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 Capital Replacement Total Cost Center-1270 General Fund Fleet Replacement Grand Total 2009-10 Actual $ 1,045,544 493 22,845 1,798 3,950 501 25,606 $ 1,100,736 2010-11 Adopted Budget (1) 2010-11 Adjusted Budget $ 1,039,414 $ 1,054,848 1,039,414 1,039,414 15,434 600 600 19,165 38,478 4,576 4,578 4,963 4,963 250 250 1,025 1,025 60,000 60,000 $ 1,129,993 $ 1,164,742 $ 1,099,993 30,000 $ 1,129,993 2010-11 Estimated 2011-12 Adopted Budget $ 1,056,694 $ 938,990 958,662 938,990 98,032 300 600 56,809 38,390 2,330 2,543 3,882 4,360 250 425 1,325 32,512 30,000 61,761 $ 1,153,202 $ 1,077,969 $ 1,077,969 $ 1,077,969 % Change Adopted to Adopted -9.66% -9.66% N/A 0.00% 100.31% -44.43% -12.15% -100.00% 29.27% -50.00% N/A -4.60% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. (1) Authorized Positions Position Title Administrative Specialist Fleet Equipment Service Writer Fleet Inventory Specialist Fleet Services Manager Fleet Services Supervisor Fleet Technician Lead Fleet Technician Maintenance Worker Senior Fleet Technician Service Equipment Worker TOTAL 2007-08 Revised 1 0 1 1 1 9 0 0 0 1 14 2008-09 Revised 1 0 1 1 1 9 0 0 0 1 14 2009-10 Revised 1 0 1 1 1 9 0 0 0 1 14 2010-11 Adopted 1 0 1 1 1 7 0 1 0 1 13 2010-11 Revised 1 1 1 1 0 0 2 0 6 1 13 2011-12 Adopted 1 1 1 1 0 0 2 0 5 1 12 (1) Data prior to 2011-12 presented for historical comparison only and is not reflected in the Fire Departments overall budget or position counts until FY11/12 Adopted. Significant Budget and Staffing Changes During fiscal year 2010-11, one Fleet Services Supervisor position was reclassified to Fleet Equipment Writer. One Maintenance Worker position and one Fleet Technician position were reclassified to Lead Fleet Technician. Six Fleet Technician positions were renamed Senior Fleet Technician. Effective July 1, 2011, the Fleet Services cost center was transferred from Management Services to the Fire Department to consolidate fleet operations and focus Management Services on finance functions. This transfer included all personnel and budget line items, with the exception of one Senior Fleet Technician, which was reclassified to a Senior Executive Assistant and moved to Communications and Public Affairs, cost center 1070. Fiscal year 2011-12 includes a significant increase in Operating Supplies for fuel and in Capital Replacement to fund the establishment of a City motor pool. 229 City of Chandler 2011-12 Adopted Budget Fire Department Public Safety Fire FUNCTION: DEPARTMENT: 2220 Emergency Services COST CENTER: DIVISION: E mergency 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. 2011-12 Performance Measurements Goal: To provide 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 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 125 125 124 123 122 71 69 69 76 76 State requirement of 30 hours of continuing education for Paramedics 48 hours 48 hours 52 hours 52 hours 52 hours State requirement of 8 hours of continuing education for Emergency Medical Technicians 48 hours 40 hours 40 hours 40 hours 40 hours Number of Certified Emergency Medical Technicians 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 Advanced Life Support patients to ensure proper patient care and ALS procedures are being followed. Measures Random review of 10% of encounter forms(1) (1) 2008-09 Actual N/A 2009-10 Actual 1,380 New Measure effective 2009-10. * 2010-11 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. 230 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 1,300 1,300 1,428 City of Chandler 2011-12 Adopted Budget Fire Department    FIRE EMERGENCY SERVICES – 2220    Goal: To provide the training required to meet National Fire Protection Association (NFPA) standards, State statutes, Federal mandates, Insurance Services Office and local requirements. Objective:  To ensure that all firefighters are provided with 80 hours of required training under the supervision of qualified trainers in a controlled environment. Measures Number of hours per firefighter Number of firefighters Total number of training hours 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 80 80 90 90 90 197 194 194 192 190 15,760 15,520 17,460 17,280 17,100 Goal: To increase firefighter safety. Objectives:  To provide Flashover Phase I training to all new recruits.  To provide Flashover Phase II survival training to 100% of Chandler response firefighters every three years.  To provide live fire training to 100% of Chandler response firefighters at least every year. Measures Flashover Training 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected Number trained Phase I(1) N/A 0 7 10 0 Number trained Phase II(1) N/A 0 65 0 65 Number of Firefighters trained(2) N/A 194 194 199 197 % Firefighters trained(2) N/A 100% 100% 100% 100% Live Fire Training (1) (2) Measure revised beginning FY2010-11. Previously measured total number of recruits and firefighters trained in all flashover training. New Measure beginning FY2009-10. * 2010-11 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. 231 City of Chandler 2011-12 Adopted Budget Fire Department    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. 2008-09 Actual Measures Number immunizations performed(1) Number of clinics(1) Number of children(1) (1) 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate 2011-12 Projected 8,971 N/A N/A N/A N/A 73 N/A N/A N/A N/A 4,192 N/A N/A N/A N/A Discontinued use of Goal, Objective, and Measures beginning FY2010-11. th Note: All measurements are through June 30 , the last day of the fiscal year. 232 City of Chandler 2011-12 Adopted Budget Fire Department    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 2010-11 Adopted Budget 2009-10 Actual $ $ 704,051 15,400 53,566 211 8,445 9,234 790,907 2010-11 Adjusted Budget $ 980,415 $ 994,955 760,457 760,457 219,958 234,498 50,000 55,168 500 500 1,100 1,100 62,392 139,883 40,500 40,500 $ 1,134,907 $ 1,232,106 $ 1,134,907 2010-11 Estimated $ 952,844 $ 760,757 192,087 53,744 350 640 139,391 40,500 $ 1,187,469 $ $ 2011-12 Adopted Budget 776,302 776,302 53,224 1,100 62,400 85,000 978,026 978,026 % Change Adopted to Adopted -20.82% 2.08% -100.00% N/A 6.45% -100.00% 0.00% 0.01% 109.88% -13.82% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 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 Revised 1 1 1 0 1 2 6 2010-11 Adopted 1 1 1 1 1 4 9 2010-11 Revised 1 0 1 1 1 3 7 2011-12 Adopted 1 0 1 1 1 3 7 Significant Budget and Staffing Changes During fiscal year 2010-11, one EMS Program Development Coordinator position and one Fire Captain position were eliminated as anticipated through the 2010-11 budget reductions. Fiscal year 2011-12 includes one-time funding for a mannequin for advanced life support training. 233 City of Chandler 2011-12 Adopted Budget Fire Department 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. 2011-12 Performance Measurements Goal: To arrive on the scene of all emergency calls in a timely manner. Objective:  Strive to obtain a 60-second acknowledgement time (from notification to en-route) for 90% of emergency (1) calls.  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. 2010-11 2008-09 2009-10 2010-11 Year End 2011-12 Measures Actual Actual Projected Estimate * Projected Acknowledgement time of 60 seconds(1) 77.25% N/A N/A N/A N/A Emergency Incidents 16,537 18,687 17,265 19,427 20,000 Unit Responses 37,302 37,014 40,000 38,899 40,000 Medical Emergencies 76.3% 73.9% 77.5% 73.6% 75.3% Fire / Other Emergencies 23.7% 26.1% 22.5% 26.4% 24.7% 5:40 5:29 5:35 5:30 5:25 Response time to reach 90% of emergency calls (1) Discontinued use of Objective and Measure during FY2009-10. * 2010-11 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. 234 City of Chandler 2011-12 Adopted Budget Fire Department    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(1) % of structure fires contained to room of origin (1) 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 1.6 1.7 1.5 1.3 1.5 76.19% 66.15% 85% 73.53% 75% 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 2008-09 Actual 2009-10 Actual 23 21 * 2010-11 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 2010-11 Projected 20 2010-11 Year End Estimate * 22 2011-12 Projected 20 City of Chandler 2011-12 Adopted Budget Fire Department    FIRE OPERATIONS – 2230    Budget Summary Description Personnel Services Total Personnel Ongoing * One-time * Repairs/Maintenance Total Cost Center-2230 General Fund 2009-10 Actual $20,240,047 130 $ 20,240,177 2010-11 Adopted Budget 2010-11 Adjusted Budget $ 19,756,547 $19,647,782 19,730,995 19,600,995 25,552 46,787 $ 19,756,547 $ 19,647,782 $ 19,756,547 2010-11 Estimated 2011-12 Adopted Budget $19,200,297 $ 19,625,198 18,871,459 19,625,198 328,838 $ 19,200,297 $ 19,625,198 $ 19,625,198 % Change Adopted to Adopted -0.66% -0.54% -100.00% N/A -0.66% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 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 Revised 1 1 9 45 42 97 195 Significant Budget and Staffing Changes There are no significant budget or staffing changes for fiscal year 2011-12. 236 2010-11 Adopted 1 0 7 45 42 97 192 2010-11 Revised 1 0 7 45 42 97 192 2011-12 Adopted 1 0 7 45 42 97 192 City of Chandler 2011-12 Adopted Budget Fire Department Public Safety Fire FUNCTION: DEPARTMENT: 2240 Prevention and Preparedness COST CENTER: DIVISION: Prevention 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. 2011-12 Performance Measurements Goal: To minimize the impact of natural or man-made disasters through training, development, and exercising the City Emergency Operations Plan. Objectives:  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 (1) 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected City emergency operations drills(1) N/A 27 24 20 18 Review of City emergency plans(1) N/A 4 4 4 4 New Measure beginning FY 2010-11. Goal: To provide preparedness and awareness training to employees and citizens. Objectives:  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) (1) 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 4 3 3 3 3 N/A 13 12 12 12 New Measure beginning FY 2010-11. * 2010-11 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. 237 City of Chandler 2011-12 Adopted Budget Fire Department    PREVENTION AND PREPAREDNESS - 2240    Goal: Enhance the protection of public and private facilities through Threat Vulnerability Assessments (TVA) of critical infrastructure and key resources (CIKR). Objectives:  Provide a minimum of 20 hours per month developing Threat Vulnerability Assessments (TVA) of critical infrastructure and key resources (CIKR).(1)  Meet the State Department of Homeland Security requirement of 40 hours of participation per month in the Terrorism Liaison Officer (TLO) program. Measures 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected TVA development hours(2) N/A 120 480 260 240 TLO participation hours(2) N/A 1,277 480 1,250 1,000 (1) Beginning FY 2010-11, the minimum hours per month has changed from 40 hours to 20 hours to represent a more accurate goal given the staff time available. (2) New Measure beginning FY 2010-11. Goal: To minimize casualties and losses of property from fire and other hazards. Objectives:  Provide various types of occupancy inspections for buildings and property.  Provide “on-call” fire investigation services. Measures Total Occupancies inspected 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 7,112 3,753 4,457 4,810 5,050 331 396 305 278 309 2,002 1,328 1,581 1,121 1,177 Fire Protection System violations 911 419 785 354 371 Exiting violations 343 216 211 182 191 Structural Fire Rate per 1,000 inspectable occupancies 1.27 1.04 2.69 1.07 1.01 49 43 56 42 45 Hazardous Materials Inspections Total number of violations Fire Investigations * 2010-11 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. 238 City of Chandler 2011-12 Adopted Budget Fire Department    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 Machinery/Equipment Total Cost Center-2240 General Fund 2010-11 Adopted Budget 2009-10 Actual $ $ 594,564 82 806 803 596,256 $ $ $ 2010-11 Adjusted Budget 971,924 $ 976,320 800,928 800,928 170,996 175,392 5,750 5,750 5,850 5,387 10,000 10,000 1,250 1,250 4,150 4,613 998,924 $ 1,003,320 998,924 2010-11 Estimated $ $ 2011-12 Adopted Budget 818,728 $ 802,725 16,003 6,630 4,424 10,000 1,148 4,613 845,543 $ $ 772,883 772,883 13,066 4,250 10,000 2,650 5,000 24,714 832,563 832,563 2010-11 Adopted 0 1 1 2 0 2 1 1 8 2010-11 Revised 0 1 0 2 0 2 0 1 6 % Change Adopted to Adopted -20.48% -3.50% -100.00% 127.23% -27.35% 0.00% 112.00% 20.48% N/A -16.65% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 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 Revised 0 0 0 0 0 2 1 1 4 2011-12 Adopted 0 1 0 2 0 2 0 1 6 Significant Budget and Staffing Changes During fiscal year 2010-11, one GIS Technician II position and one Community Preparedness Coordinator position were eliminated as anticipated through the 2010-11 budget reductions. Fiscal year 2011-12 includes one-time funding for weapons of mass destruction (WMD) equipment including pharmaceuticals and personal protective equipment. Professional/Contract reflects an increase to ongoing funding for the Emergency Operations Center audiovisual annual service contract. 239 City of Chandler 2011-12 Adopted Budget Fire Department Public Safety Fire FUNCTION: DEPARTMENT: COST CENTER: DIVISION: 2250 Fire Capital 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 2009-10 Actual $ 319,038 2,606,662 29,884 $ 2,955,585 2010-11 2010-11 Adopted Adjusted Budget Budget $ 1,814,727 $ 146,266 636,851 408,219 $ 1,814,727 $ 1,191,336 $ 1,656,895 157,832 $ 1,814,727 2011-12 2010-11 Adopted Estimated Budget $ - $ 556,685 801 491,720 $ 492,521 $ 556,685 $ 556,685 $ 556,685 % Change Adopted to Adopted -69.32% N/A N/A N/A -69.32% Significant Budget and Staffing Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions for the current year. Detail on the capital program is available in the 2012-2021 Capital Improvement Plan. 240 City of Chandler 2011-12 Adopted Budget Fire Department FUNCTION: DEPARTMENT: Public Safety Fire COST CENTER: DIVISION: 2260 Support Services S upport 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. 2011-12 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 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected Ensure that a reserve unit is available for front line vehicle replacement 100% 100% 100% 100% 100% On time completion of scheduled vehicle preventive maintenance(1) 100% 36 of 40 36 of 40(2) 40 of 40 36 of 40 15% 40 of 82 74 of 82 82 of 82 74 of 82 Create and implement scheduled power tool preventive maintenance(3) (1) Revised Measure during FY2009-10 to reflect number of preventive maintenance activities completed compared to number scheduled. Numbers adjusted to reflect fire apparatus only. (3) Revised Measure during FY2009-10 to reflect number of preventive maintenance activities performed on time to number scheduled. (2) * 2010-11 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. 241 City of Chandler 2011-12 Adopted Budget Fire Department    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 Complete inspections and periodic maintenance on time, no crew downtime 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 100% 100% 100% 100% 100% Perform annual face piece seal test(1) 100% 199 of 199 199 of 199 202 of 202 202 of 202 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 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected Provide a seven-day turnaround on ordered station supplies 95% 90% 80% 90% 80% Self-initialized random follow-up on 1/3 of all requests for service 50% 60% 100% 80% 100% Maintain useable fuel supply in station bulk fuel tanks 100% 100% 100% 100% 100% * 2010-11 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. 242 City of Chandler 2011-12 Adopted Budget Fire Department    FIRE SUPPORT SERVICES – 2260    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-2260 General Fund 2009-10 Actual 2010-11 Adopted Budget 2010-11 Adjusted Budget $ 569,167 $ 548,579 $ 551,777 548,579 548,579 3,198 (139) 376,449 360,306 379,858 70,600 51,306 51,306 748 250 250 12,098 1,370 1,370 65,000 65,000 62,795 23,000 32,978 $ 1,091,717 $ 1,049,811 $ 1,082,539 $ 1,049,811 2010-11 Estimated 2011-12 Adopted Budget $ 550,277 $ 553,975 547,079 553,975 3,198 378,735 375,001 50,680 51,056 125 250 1,160 1,370 65,000 32,720 23,000 $ 1,078,697 $ 1,004,652 $ 1,004,652 % Change Adopted to Adopted 0.98% 0.98% N/A N/A 4.08% -0.49% 0.00% 0.00% -100.00% 0.00% -4.30% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 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 Revised 1 1 2 1 1 6 2010-11 Adopted 1 1 2 1 1 6 2010-11 Revised 1 1 2 1 1 6 2011-12 Adopted 1 1 2 1 1 6 Significant Budget and Staffing Changes Fiscal year 2011-12 includes one-time funding for National Fire Protection Association (NFPA) compliant SelfContained Breathing Apparatus (SCBA) seat brackets. Building/Improvements reflects a decrease due to onetime funding in fiscal year 2010-11 that was for installation of an emergency generator at Fire Station 2. 243 City of Chandler 2011-12 Adopted Budget Fire Department Public Safety Fire FUNCTION: DEPARTMENT: 2270 Training COST CENTER: DIVISION: Budget Summary Description Personnel Services Total Personnel Ongoing * One-time * Operating Supplies Communications/Transportation Other Charges/Services Total Cost Center-2270 General Fund 2010-11 Adopted Budget 2009-10 Actual $ $ 402,430 7,027 428 62,037 471,921 $ $ $ 2010-11 Adjusted Budget - $ - $ - 2011-12 Adopted Budget 2010-11 Estimated - $ $ - $ - $ $ % Change Adopted to Adopted - N/A N/A N/A N/A N/A N/A N/A * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 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 Revised 0 1 0 2 3 2010-11 Adopted 0 0 0 0 0 2010-11 Revised 0 0 0 0 0 2011-12 Adopted 0 0 0 0 0 Significant Budget and Staffing Changes Effective July 1, 2010, the responsibilities of cost center 2270 – Training were distributed to other cost centers within the Fire Department. 244 City of Chandler 2011-12 Adopted Budget Fire Department FUNCTION: DEPARTMENT: Public Safety Fire 2280 Fire Community Programs & Preparedness COST CENTER: DIVISION: Budget Summary Description Personnel Services Total Personnel Ongoing * One-time * Operating Supplies Communications/Transportation Office Furniture/Equipment Total Cost Center-2280 General Fund $ $ 270,074 10,420 5,987 8,465 294,947 2010-11 Adjusted Budget 2010-11 Adopted Budget 2009-10 Actual $ $ $ - $ - $ - - $ - $ - $ $ $ % Change Adopted to Adopted 2011-12 Adopted Budget 2010-11 Estimated - N/A N/A N/A N/A N/A N/A N/A * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 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 Revised 1 1 2010-11 Adopted 0 0 2010-11 Revised 0 0 2011-12 Adopted 0 0 0 1 1 2 1 1 1 5 1 1 0 4 0 0 0 0 0 0 0 0 0 0 0 0 Significant Budget and Staffing Changes Effective July 1, 2010, the responsibilities of cost center 2280 – Fire Community Programs & Preparedness were distributed to other cost centers within the Fire Department. 245 City of Chandler 2011-12 Adopted Budget Fire Department 246 City of Chandler 2011-12 Adopted Budget Management Services MANAGEMENT SERVICES DEPARTMENT Assistant City Manager Management Services Administration Budget Purchasing Accounting Central Supply Utility Services Tax and License Risk Management Environmental Management 247 City of Chandler 2011-12 Adopted Budget Management Services The table below depicts the breakdown by division for the fiscal year 2011-12 Management Services Department Budget. Subsequent pages provide cost center descriptions, goals and objectives, performance measurements, budget summaries, authorized positions and highlights of significant changes. Management Services Overview Expenditures by Cost Center Administration Budget Purchasing Central Supply Accounting Tax and License Utility Services Risk Management Risk Management Liabilities Environmental Management Environmental Management Liabilities 2009-10 Actual Expenditures $ Fleet Services(1) $ 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 2010-11 Estimated Expenditures $ 871,532 536,352 668,079 309,528 1,289,111 1,774,674 823,685 2,108,267 5,683,260 739,017 303,000 $ 5% 4% 4% 2% 9% 12% 6% 14% 38% 3% 3% 14,342,223 0% 100% $ 49,339,707 - $ 108,665,759 31,530,159 $ 14,544,294 15,403,259 $ 92,980,405 17,727,875 $ 8,968,094 4,156,360 13,124,454 $ $ 7,524,199 7,166,914 357,285 8,735,507 16,259,706 $ 6,245,932 6,245,932 8,096,291 14,342,223 $ % of 2011-12 Total 680,083 547,291 644,743 302,368 1,287,068 1,677,518 848,698 1,993,415 5,468,768 419,071 473,200 $ $ 1,153,202 16,259,706 2011-12 Adopted Budget 1,100,736 13,124,454 TOTAL MGMT SVCS W/O NON-DEPT $ Non-Departmental(2 ) Non-Departmental Capital ( 2) 925,434 617,348 783,131 406,153 1,317,953 1,715,423 1,444,671 1,726,687 2,362,435 714,922 9,561 2010-11 Adopted Budget Expenditures by Category Personnel & Benefits Total Personnel Ongoing( 3) ( 3) One-time Operating & Maintenance TOTAL MGMT SVCS W/O NON-DEPT $ Staffing by Cost Center Administration Budget Purchasing Central Supply Accounting Tax and License Utility Services Risk Management Environmental Management Fleet Services TOTAL MANAGEMENT SERVICES 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 2010-11 Adopted 5.30 5.35 7.50 4.50 15.35 19.50 9.50 5.00 3.50 13.00 88.50 (1) $ 2010-11 Revised 5.30 5.35 7.50 4.50 15.35 19.50 10.50 4.00 3.50 13.00 88.50 $ 2011-12 Adopted 5.30 5.35 7.50 4.50 15.35 19.50 10.50 4.00 3.50 0.00 75.50 44% 0% 56% 100% % of 2011-12 Total 7% 7% 10% 6% 20% 26% 14% 5% 5% 0% 100% Fleet Services division is moved to the Fire Department effective July 1, 2011. Non-Departmental and Non-Departmental Capital includes contingencies and reserves of $121,579,459 in 2010-11 and $78,142,506 in 2011-12. (3) Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. (2) 248 City of Chandler 2011-12 Adopted Budget Management Services 2010-11 Management Services Accomplishments  Awarded 28th consecutive Certificate of Achievement for Excellence in Financial Reporting and 23rd consecutive Distinguished Budget Presentation Award from the Government Finance Officers’ Association.  Obtained AAA General Obligation Bond credit ratings with stable out looks from all three rating agencies.  Awarded 6th consecutive Excellence in Procurement Award and 5th consecutive Achievement in Excellence Award from the National Institute of Government Purchasing.  Increased electronic method of payments to vendors by 26.3% resulting in operational efficiencies and reduced costs associated with check payments, reconciliation and storage.  Continued the Rental Tax Recovery Program that has brought over 350 unlicensed properties into compliance and collected an additional $300,000 in tax revenue during fiscal year 2010-11.  Reorganization of the Tax and License Revenue Collection area increased revenue recovery by more than $320,000.  Restructure of the License Inspector position brought 775 unlicensed businesses into compliance, recovered $60,000 in back license fees, and realized an increase of $480,000 in ongoing tax revenue.  Implemented an e-Tax upgrade for tax and license reporting providing a user friendly appearance for taxpayers and added performance efficiencies.  Central Supply obtained over $54,800 from the sale of surplus property and scrap material.  Environmental Management conducted 9 environmental audits of City facilities resulting in corrective measures to enhance compliance with environmental regulations.  Environmental Management responded to 10 hazardous materials incidents and corrective action was taken as required by the nature of the incident.  Environmental Management completed asbestos assessments of 247 City owned facilities to establish baseline presence of asbestos containing materials.  Managed 276 workers compensation claims of which 124 were OSHA recordable claims. The City received 122 liability, 81 property, and 94 subrogation claims and recovered over $214,400 from individuals and organizations who damaged City property.  Conducted 80 safety training classes involving 1,351 employees, completed 90 ergonomic assessments of employee workstations, and conducted 13 safety inspections of City work sites.  Utility Services completed a three-year meter replacement program, under budget and ahead of schedule, increasing the number of water meters that can be read by radio signal to over 68% of all meters.  Implemented an e-Billing option for our utility customers resulting in operational efficiencies and reduced costs associated with mailing statements.  Utility Services reduced the average call wait time by 1 minute 42 seconds from last year.  Completed extensive water/wastewater rate analysis with Municipal Utilities Department to minimize needed rate increase.  Developed new Fleet Replacement Fund and Program.  With Information Technology and Human Resources, initiated major Oracle Financial and HR System upgrade. 249 City of Chandler 2011-12 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, and Environmental Management. 2011-12 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. Measures Bond rating for general obligation bonds: Moody's Investor Service Standard & Poor's Fitch Ratings 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected Aa1 AAA AAA Aa1 AAA AAA Aa1 AAA AAA Aaa AAA AAA Aaa AAA AAA Percentage of Rate and System Development Fee studies completed on schedule 100% N/A(1) 100% N/A(1) 100% Percentage of Audit Committee approved assignments completed 20%(2) N/A(3) N/A N/A N/A (1) State moratorium set on System Development Fees, so no study completed and it has been determined that Rate and System Development Fee studies will now occur every other year. 3 scheduled audits substituted with 3 higher priority audits. (3) Internal Audit position and duties eliminated in FY2009-10. (2) * 2010-11 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 2011-12 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 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected Number of grants received(1) 63 47 N/A N/A N/A Number of grant applications submitted(1) 72 45 N/A N/A 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. * 2010-11 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 2011-12 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 Capital Replacement Total Cost Center-1180 General Fund 2010-11 Adopted Budget 2009-10 Actual $ $ 892,008 20,123 3,585 156 5,394 2,055 2,113 925,434 $ $ $ 667,867 667,867 155,850 6,060 800 5,730 4,075 2,063 842,445 842,445 2010-11 Adjusted Budget $ 694,086 674,942 19,144 304,400 6,060 800 5,730 5,500 2,063 $ 1,018,639 2011-12 Adopted Budget 2010-11 Estimated $ $ 703,464 678,243 25,221 155,850 3,950 175 4,630 3,463 871,532 $ $ $ 666,068 666,068 300 5,310 500 4,730 3,175 680,083 680,083 % Change Adopted To Adopted -0.27% -0.27% N/A -99.81% -12.38% -37.50% -17.45% -22.09% -100.00% -19.27% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 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 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 Revised 1 0 0 0 1 0 1 0 1 0.3 0 0 1 5.3 2011-12 Adopted 1 0 0 0 1 0 1 0 1 0.3 0 0 1 5.3 Significant Budget and Staffing Changes Fiscal year 2011-12 reflects an ongoing decrease of operating budget for reallocation to higher spending priorities. This reallocation is accomplished through efficiency savings in Professional/Contracts, Operating Supplies, Communications/Transportation and Other Expenses. Copier replacement payment funding of $2,063 is transferred to Fund 713, Computer Replacement for future replacement of the multi-function copier. 252 City of Chandler 2011-12 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. 2011-12 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 Budget User Satisfaction Rating on Budget Process Satisfactory/Excellent(2) 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected Yes Yes Yes Yes Yes 10 (1) 14 10 10 N/A 90% 100% 95% 14 N/A (1) Budget process and system training sessions segmented for more timely dissemination of information to users. Also includes 3 general government budgeting classes. (2) New measure effective FY2010-11. Survey changed from “Budget Liaisons” to “Budget Users” in FY2011-12. * 2010-11 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 2011-12 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.  Provide executive leadership with regular updates of City revenues and expenditures. Measures Number of budget journal entries(1) Compliance with State Budget Laws Adopt ten-year Capital Improvement Program and Budget prior to June 15 Consecutive years for Distinguished Budget Presentation Award Provide Monthly/Quarterly Financial Analysis within the following month(2) (1) (2) 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 257 183 N/A N/A N/A 100% 100% 100% 100% 100% 6/12/08 6/11/09 6/10/10 6/24/10 6/09/11 21 22 23 23 24 N/A N/A 16 15 16 Measure no longer being used effective FY2010-11. New objective/measure being used effective FY2010-11. * 2010-11 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 2011-12 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 2010-11 Adopted Budget 2009-10 Actual $ $ 603,596 10,079 471 842 2,060 300 617,348 $ $ $ 521,580 521,580 6,800 200 500 1,900 849 531,829 531,829 2010-11 Adjusted Budget $ $ 538,494 521,580 16,914 7,649 200 500 1,900 548,743 2011-12 Adopted Budget 2010-11 Estimated $ $ 526,668 509,754 16,914 7,355 200 555 1,574 536,352 $ $ $ 537,042 537,042 6,800 385 500 1,900 664 547,291 547,291 % Change Adopted To Adopted 2.96% 2.96% N/A 0.00% 92.50% 0.00% 0.00% -21.79% N/A 2.91% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 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 Revised 0 0 1 1 1 2 0.35 5.35 2010-11 Adopted 0 0 1 1 1 2 0.35 5.35 Significant Budget and Staffing Changes There are no significant budget and staffing changes for fiscal year 2011-12. 255 2010-11 Revised 0 0 1 1 1 2 0.35 5.35 2011-12 Adopted 0 0 1 1 1 2 0.35 5.35 City of Chandler 2011-12 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 2011-12 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 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 99% 99% 95% 95% 95% 5,033 3,935 4,500 3,120 3,000 Vendor Survey Results of 90% Excellent/Good 94% 92% 90% 90% 90% Obtain NIGP “Excellence in Achievement” award Yes Yes Yes Yes Yes Obtain UPPCC “100% Certification” achievement Yes Yes Yes Yes Yes Purchasing Card Transactions(1) N/A N/A 18,500 21,345 22,000 Purchasing Card Rebate(1) N/A N/A $50,000 $147,108 $150,000 Routine Purchase Orders Processed (1) New Objective/Measures beginning in FY2010-11. *2010-11 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 2011-12 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 $ $ 771,047 4,335 556 2,137 2,421 2,635 783,131 2010-11 Adjusted Budget 2010-11 Adopted Budget 2009-10 Actual $ $ $ 643,761 643,761 5,100 700 2,190 4,547 2,585 658,883 658,883 $ $ 655,643 644,510 11,133 5,100 700 2,190 6,147 2,585 672,365 2011-12 Adopted Budget 2010-11 Estimated $ $ 654,679 642,797 11,882 5,100 700 1,990 5,610 668,079 $ $ $ 635,116 635,116 4,000 700 1,417 3,510 644,743 644,743 % Change Adopted To Adopted -1.34% -1.34% N/A -21.57% 0.00% -35.30% -22.81% -100.00% -2.15% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 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 Revised 4 0.5 1 0 1 1 7.5 2010-11 Adopted 4 0.5 1 0 1 1 7.5 2010-11 Revised 4 0.5 1 0 1 1 7.5 2011-12 Adopted 4 0.5 1 0 1 1 7.5 Significant Budget and Staffing Changes Fiscal year 2011-12 reflects an ongoing decrease of operating budget for reallocation to higher spending priorities. This reallocation is accomplished through efficiency savings in Operating Supplies, Communications/Transportation and Other Expenses. Copier replacement payment funding of $2,585 is transferred to Fund 713, Computer Replacement for future replacement of the multi-function copier. 257 City of Chandler 2011-12 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. 2011-12 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 Inventory accuracy rate Number of line items of inventory material issued Inventory turnover ratio Number of days per week material is delivered Number of packages delivered Customer Survey results of 90% satisfied/excellent(1) (1) 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected $995,000 $1,000,000 $1,100,000 $1,032,000 $1,000,000 99% 99% 99% 99% 99% 21,212 16,969 20,500 15,300 15,000 2.69 2.19 3.00 1.93 2.30 2 days 2 days 2 days 2 days 2 days 8,152 7,983 7, 500 7,200 7,200 99% N/A N/A N/A N/A The use of Customer Surveys as a measurement was discontinued in fiscal year 2009-10. 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. 2010-11 2008-09 2009-10 2010-11 Year End Measures Actual Actual Projected Estimate * Revenue collected Surplus property picked-up within four working days 2011-12 Projected $69,060 $112,592 $35,000 $41,000 $50,000 54% 80% 80% 93% 90% * 2010-11 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 2011-12 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. Measures Boxes of records destroyed Records picked-up within four working days 300 360 300 2010-11 Year End Estimate * 226 85% 85% 80% 93% 2008-09 Actual 2009-10 Actual * 2010-11 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 2010-11 Projected 2011-12 Projected 200 95% City of Chandler 2011-12 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 Capital Replacement Total Cost Center-1225 General Fund $ $ 397,264 5,401 920 1,825 742 406,153 2010-11 Adjusted Budget 2010-11 Adopted Budget 2009-10 Actual $ $ $ 292,967 292,967 6,335 1,300 1,860 1,200 303,662 303,662 $ $ 300,141 295,988 4,153 6,755 1,522 1,860 1,200 311,478 2011-12 Adopted Budget 2010-11 Estimated $ $ 300,446 293,547 6,899 5,500 1,322 1,810 450 309,528 $ $ $ 285,952 285,952 6,070 1,420 654 800 7,472 302,368 302,368 % Change Adopted To Adopted -2.39% -2.39% N/A -4.18% 9.23% -64.84% -33.33% N/A -0.43% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 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 Revised 1 1 0.5 0 0 2 4.5 2010-11 Adopted 1 1 0.5 0 0 2 4.5 2010-11 Revised 1 1 0.5 0 0 2 4.5 2011-12 Adopted 1 1 0.5 0 0 2 4.5 Significant Budget and Staffing Changes Fiscal year 2011-12 reflects an ongoing decrease of operating budget for reallocation to higher spending priorities. This reallocation is accomplished through efficiency savings in Operating Supplies, Communications/Transportation and Other Expenses. The Citywide review of fleet replacement resulted in an increase of $7,472 to ensure future vehicle replacements are properly funded. 260 City of Chandler 2011-12 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. 2011-12 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. 2008-09 Actual 2010-11 Projected 20,700 2010-11 Year End Estimate * 17,000 2011-12 Projected 17,000 Accounts payable payments processed 23,223 2009-10 Actual 21,885 Payroll payments processed 53,673 51,404 47,000 48,500 48,500 99% 99% 99% 99% 99% 7 7 7 7 7 Measures 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 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 27 28(1 ) 29 29 30 Audit completion date 12/15/09 12/16/2010 10/31/11 10/31/11 10/31/12 Financial report completion date 01/12/10 12/20/2010 11/30/11 11/30/11 11/30/12 (1) 2009-10 figure is an estimate. Award not yet received. * 2010-11 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 2011-12 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 2008-09 Actual In Compliance 2009-10 Actual In Compliance * 2010-11 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 2010-11 Projected In Compliance 2010-11 Year End Estimate * In Compliance 2011-12 Projected In Compliance City of Chandler 2011-12 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 2009-10 Actual $ 1,224,748 72,950 12,983 642 1,825 2,596 2,209 $ 1,317,953 2010-11 Adopted Budget 2010-11 Adjusted Budget 2010-11 Estimated $ 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 $ 1,201,971 1,168,741 33,230 120,623 13,250 1,250 3,650 6,360 1,959 $ 1,349,063 $ 1,153,287 1,110,969 42,318 113,216 13,427 1,000 3,486 4,695 $ 1,289,111 2011-12 Adopted Budget $ 1,181,935 1,181,935 83,054 12,350 1,250 3,115 5,364 $ 1,287,068 $ 1,156,154 91,277 39,637 $ 1,287,068 % Change Adopted To Adopted 1.18% 1.18% N/A -21.37% -6.79% 0.00% -14.66% -15.66% -100.00% -1.01% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 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 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 Revised 0 1 5 0 1 2 3 2 0.35 1 15.35 2011-12 Adopted 0 1 5 0 1 2 3 2 0.35 1 15.35 Significant Budget and Staffing Changes Fiscal year 2011-12 reflects an ongoing decrease of operating budget for reallocation to higher spending priorities. This reallocation is accomplished through efficiency savings in Professional/Contracts. Copier replacement payment funding of $1,959 is transferred to Fund 713, Computer Replacement for future replacement of the multi-function copier. 263 City of Chandler 2011-12 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. 2011-12 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 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected Process 100% of tax returns, license applications, and payments, on time 88% 96% 95% 92% 95% Process regulatory license applications timely per code requirements 97% 98% 100% 97% 100% 9 8 5 5 5 37.6% 18.9% 5.0% 8.0% 5.0% 20 22 24 24 24 0.64% 0.78% 0.80% 0.68% 0.80% 24.5% 20.1% 20% 18% 18% Implement at least five business process or technology improvements Increase the number of taxpayers using e~Tax to file electronically by at least 5% Conduct at least 24 taxpayer education events Verify taxpayer compliance through review of at least 1% of total tax accounts Limit tax delinquency rate to <20% of total accounts * 2010-11 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 2011-12 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 Capital Replacement Total Cost Center-1240 General Fund 2009-10 Actual $ 1,654,462 11,818 30,358 2,513 6,415 8,514 1,343 $ 1,715,423 2010-11 Adopted Budget 2010-11 Adjusted Budget 2010-11 Estimated $ 1,517,153 1,517,153 14,397 31,170 117,000 10,330 10,600 $ 1,700,650 $ 1,700,650 $ 1,603,842 1,550,783 53,059 13,054 31,170 117,000 10,330 10,600 1,343 $ 1,787,339 $ 1,593,920 1,501,445 92,475 8,224 36,000 117,000 8,930 10,600 $ 1,774,674 2011-12 Adopted Budget $ 1,489,641 1,489,641 6,904 36,370 122,873 11,130 10,600 $ 1,677,518 $ 1,677,518 % Change Adopted To Adopted -1.81% -1.81% N/A -52.05% 16.68% 5.02% 7.74% 0.00% N/A -1.36% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 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 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 Revised 0 2 1 1 2 1 4 0.5 1 7 0 0 0 19.5 2011-12 Adopted 0 2 1 1 2 1 4 0.5 1 7 0 0 0 19.5 Significant Budget and Staffing Changes Fiscal year 2011-12 reflects the transfer of scanner replacement payment funding of $1,343 to Fund 713, Computer Replacement for future replacement of the multi-function copier. Ongoing Other Equipment R&M funding of $5,743 is added for support of the Tax Mantra Software. 265 City of Chandler 2011-12 Adopted Budget Management Services FUNCTION: DEPARTMENT: General Government Management Services 1245 Utility Services COST CENTER: DIVISION: T he Utility Services Division 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. 2011-12 Performance Measurements Goal: Fairly and accurately, with a high level of customer satisfaction, provide information and services to Chandler 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) 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 100% 99.9% 100% N/A(1) 100% N/A 100% N/A 100% N/A 99.2% 99% 99.8% 99.5% 100% 100% 99.5% 100% 99.5% 100% 99.8% 0.07% 99.9% .078% 100% 0.08% 100% .07% 100% .065% 2008-09 Actual Meter reading functions transferred to Municipal Utilities effective FY09/10 * 2010-11 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 2011-12 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 Other Charges/Services Contingencies/Reserves Total Cost Center-1245 General Fund 2010-11 Adopted Budget 2009-10 Actual $ 1,270,553 228 94,910 27,861 5,873 45,246 $ 1,444,671 $ $ $ 668,798 668,798 1,000 58,114 13,500 1,850 50,000 1,210 794,472 794,472 2010-11 Adjusted Budget $ $ 683,135 668,798 14,337 1,000 58,586 13,500 1,850 50,000 1,210 809,281 2011-12 Adopted Budget 2010-11 Estimated $ $ 697,539 677,640 19,899 1,000 57,126 15,870 3,150 49,000 823,685 $ $ $ 723,024 723,024 1,000 57,954 15,870 1,850 49,000 848,698 848,698 % Change Adopted To Adopted 8.11% 8.11% N/A 0.00% -0.28% 17.56% 0.00% -2.00% -100.00% 6.83% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 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 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 Revised 1 1 0 1 0 0.5 0 6 0 0 1 10.5 2011-12 Adopted 1 1 0 1 0 0.5 0 6 0 0 1 10.5 Significant Budget and Staffing Changes During fiscal year 2010-11, one Utility Systems Operator I position was transferred from Municipal Utilities Department and reclassified to a Utility Billing Representative position. 267 City of Chandler 2011-12 Adopted Budget Management Services General Government Management Services FUNCTION: DEPARTMENT: 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. 2011-12 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 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected Claims filed 328 223 320 221 302 24-hour response time for 100% of filings 328 223 320 221 302 Claims filed <$5,000 303 211 300 331 286 1% 1% 1% 1% 1% 125 87 80 98 104 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 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 174 149 190 140 157 $82,096 $98,084 $110,000 $91,680 $95,000 * 2010-11 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 2011-12 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 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 601 589 750 772 542 4,808 4,712 6,000 6,173 4,334 * 2010-11 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 2011-12 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 Insurance Grand Total $ 2010-11 Adjusted Budget 2010-11 Adopted Budget 2009-10 Actual 613,719 108,388 3,138 1,360 1,026 946,339 44,899 940 6,878 $ 1,726,687 $ 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 $ 500,247 363,214 137,033 158,626 8,311 1,550 4,650 1,444,872 25,391 4,900 31 $ 2,148,578 2011-12 Adopted Budget 2010-11 Estimated $ 472,236 429,738 42,498 156,515 7,070 1,250 3,969 1,437,937 24,529 4,760 $ 2,108,267 $ 361,528 361,528 158,626 8,976 1,360 9,340 1,444,843 8,742 $ 1,993,415 $ 587,500 1,405,915 $ 1,993,415 % Change Adopted To Adopted -27.13% -0.46% -100.00% 0.00% 8.00% -12.26% 100.86% 0.00% -100.00% 78.41% N/A N/A -7.04% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 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 Revised 1 1 1 0 1 1 5 2010-11 Adopted 1 1 1 0 1 1 5 2010-11 Revised 1 1 0 0 1 1 4 2011-12 Adopted 1 1 0 0 1 1 4 Significant Budget and Staffing Changes During fiscal year 2010-11 the Risk Manager position is eliminated as part of the budget reductions. Fiscal year 2011-12 reflects the reduction of the ongoing temporary funding of $2,647 and one-time leasing funding of $5,216 associated with the move into City Hall. 270 City of Chandler 2011-12 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 T otal Cost Center-1261 Workers Comp Self Insurance Insured Liability Self Insurance Grand Total 2009-10 Actual $ 339,905 18,253 163,541 1,657,534 183,201 $ 2,362,435 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 2010-11 Adjusted Budget $ 639,000 330,865 271,145 4,118,400 31,396 $ 5,390,806 2010-11 Estimated $ 635,772 328,136 268,962 4,305,718 144,672 $ 5,683,260 2011-12 Adopted Budget $ 439,272 310,145 268,962 4,305,717 144,672 $ 5,468,768 $ 1,500,000 3,968,765 $ 5,468,765 % Change Adopted To Adopted -31.26% -6.26% 0.73% 4.55% 1346.72% 1.93% 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 2011-12 reflects an increase of $300,000 to Insurance/Taxes for workers compensation claims. Street Improvements reflects a reallocation of funding from Insurance/Taxes based on fiscal year 2010-11 estimated year end expenditures. Professional/Contract funding is transferred to the Law Department to fund the newly created Liability Litigation cost center 1310. 271 City of Chandler 2011-12 Adopted Budget Management Services FUNCTION: DEPARTMENT: General Government Management Services 1265 Environmental Management COST CENTER: DIVISION: Environmental 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. 2011-12 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 2008-09 Actual 9 2009-10 Actual 10 2010-11 Projected 10 2010-11 Year End Estimate * 10 2011-12 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 Percent of investigations reviewed within five working days of receipt Total number of Environmental Investigations reviewed 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 96% 97% 90% 90% 90% 112 136 75 80 80 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) 2008-09 Actual 16,300 2009-10 Actual 18,000 * 2010-11 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 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 8,000 18,000 10,000 City of Chandler 2011-12 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 2010-11 Adopted Budget 2009-10 Actual $ 495,155 162,105 4,670 351 5,727 43,058 3,856 714,922 $ $ $ $ 364,119 364,119 238,921 20,225 2,250 3,760 24,360 2,850 656,485 656,485 2010-11 Adjusted Budget $ $ 365,266 364,119 1,147 319,216 28,655 2,250 3,770 24,739 2,850 746,746 2011-12 Adopted Budget 2010-11 Estimated $ $ 365,266 364,119 1,147 315,503 24,475 2,250 3,728 23,524 4,195 76 739,017 $ $ $ % Change Adopted To Adopted 365,626 365,626 24,360 20,625 1,850 3,760 2,850 419,071 419,071 0.41% 0.41% N/A -89.80% 1.98% -17.78% 0.00% -100.00% 0.00% N/A -36.16% 2010-11 Revised 0.5 1 1 1 3.5 2011-12 Adopted 0.5 1 1 1 3.5 * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 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 Revised 0.5 1 1 1 3.5 2010-11 Adopted 0.5 1 1 1 3.5 Significant Budget and Staffing Changes Fiscal year 2011-12 reflects the reductions of the one-time leasing funding of $22,921 associated with the move into City Hall and one-time Contract Services funding of $216,000 from the Asbestos Assessments allocated in the 2010-11 budget. 273 City of Chandler 2011-12 Adopted Budget Management Services FUNCTION: DEPARTMENT: General Government Management Services COST CENTER: DIVISION: 1266 Environmental Management Liabilities Budget Summary Description Professional/Contract Operating Supplies T otal Cost Center-1266 Uninsured Liability Fund 2009-10 Actual $ 9,561 $ 9,561 2010-11 Adopted Budget $ 377,600 95,600 $ 473,200 $ 473,200 2010-11 Adjusted Budget $ 392,600 95,600 $ 488,200 2010-11 Estimated $ 235,000 68,000 $ 303,000 2011-12 Adopted Budget $ 377,600 95,600 $ 473,200 $ 473,200 % Change Adopted To Adopted 0.00% 0.00% 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 2011-12 Adopted Budget Management Services FUNCTION: DEPARTMENT: General Government Management Services 1270 Fleet Services COST CENTER: DIVISION: Fleet Services provides preventive maintenance, repairs, and support for City vehicles. Specification writing, fabrication/welding, budget support, fuel control, and accident damage repair coordination are some of the main functions. This division also oversees compliance with local, state, and federal statutes as they apply to vehicles. 2011-12 Performance Measurements As of July 1, 2011, the Fleet Services Division has been moved to the Fire Department. Measurements have been moved to the Fire Department section of the budget book. All Performance Budget Summary 2009-10 Actual Description Personnel Services Total Personnel $ 1,045,544 Ongoing * One-time * Professional/Contract 493 Operating Supplies 22,845 Repairs/Maintenance 1,798 Communications/Transportation 3,950 Insurance/Taxes Other Charges/Services 501 Machinery/Equipment 25,606 Total Cost Center-1270 $ 1,100,736 General Fund Fleet Replacement Grand Total 2010-11 Adopted Budget 2010-11 Adjusted Budget 2010-11 Estimated $ 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 $ 1,054,848 1,039,414 15,434 600 38,478 4,578 4,963 250 1,025 60,000 $ 1,164,742 $ 1,056,694 958,662 98,032 300 56,809 2,330 3,882 250 425 32,512 $ 1,153,202 * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 275 % Change Adopted To Adopted 2011-12 Adopted Budget $ $ $ $ - -100.00% -100.00% N/A -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% City of Chandler 2011-12 Adopted Budget Management Services    FLEET SERVICES – 1270    Authorized Positions Position Title Administrative Specialist Fleet Equipment Service Writer Fleet Inventory Specialist Fleet Services Manager Fleet Services Supervisor Fleet Technician Lead Fleet Technician Maintenance Worker Senior Fleet Technician Service Equipment Worker TOTAL 2007-08 Revised 1 0 1 1 1 9 0 0 0 1 14 2008-09 Revised 1 0 1 1 1 9 0 0 0 1 14 2009-10 Revised 1 0 1 1 1 9 0 0 0 1 14 2010-11 Adopted 1 0 1 1 1 7 0 1 0 1 13 2010-11 Revised 1 1 1 1 0 0 2 0 6 1 13 2011-12 Adopted 0 0 0 0 0 0 0 0 0 0 0 Significant Budget and Staffing Changes During fiscal year 2010-11, one Fleet Services Supervisor position was reclassified to Fleet Equipment Writer. One Maintenance Worker position and one Fleet Technician position were reclassified to Lead Fleet Technician. Six Fleet Technician positions were renamed Senior Fleet Technician. Effective July 1, 2011, one Senior Fleet Technician position was reclassified to a Senior Executive Assistant and moved to CAPA, CC1070. The Fleet Division is moved to the Fire Department beginning FY 2011-12 to consolidate fleet operations and refocus Management Services on finance. 276 City of Chandler 2011-12 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 Park Improvements Capital Replacement T otal Cost Center-1290 2010-11 Adopted Budget 2009-10 Actual $ 1,501,780 748,506 1,727,434 1,093,463 6,579,515 1,647,322 36,003,732 10,654 27,303 $ 49,339,707 $ 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 2010-11 Adjusted Budget 2010-11 Estimated 3,040,966 3,040,966 1,105,763 1,110,800 10,285,000 654,930 1,204,149 109,663,470 41,662 159,168 $ 127,265,908 $ 1,213,020 1,213,020 1,565,676 10,084,611 539,040 1,138,652 3,295 $ 14,544,294 $ 2011-12 Adopted Budget $ 3,296,468 2,596,468 700,000 3,327,380 660,800 19,449,800 200,000 2,723,326 63,322,631 $ 92,980,405 % Change Adopted T o Adopted -7.43% 639.46% -78.19% 254.66% -40.51% 89.11% -2.98% 140.93% -30.61% N/A N/A N/A N/A -100.00% -14.43% * Ongoing and One-time P ersonnel Services detail not available fo r 2009-10 Actual. 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 to clearly distinguish operating from capital. Changes in Contingency/Reserve from Adopted FY 2010-11 to Adopted FY 2011-12 were mainly due to the creation of new Funds. In FY 2010-11 the City moved from fully funded to self-funded medical benefits and a new Medical Self Insurance Fund was created. The 2010-11 contingency in its first year was $8.9 million, but is now at $1 million. In addition, a new General Obligation (GO) Debt Services fund was created to pay GO debt service, previously funded within the General Fund by the secondary tax levy. The 2010-11 contingency in its first year was $17.3 million, but is at about $280,000 in FY 2011-12. The FY 2010-11 budget included one-time personnel funding for costs associated with voluntary separation/retirement incentive program and unemployment; only a small portion of these costs, (i.e., unemployment and health care), carryover into FY 2011-12. In addition, FY 2011-12 reflects $2.1 million allocated in Personnel Services for possible employee compensation increases from General Fund savings and efficiencies. A full year of both medical self-insurance administrative fees and claims are reflected under the Professional/Contract and Insurance/Taxes categories, while 2010-11 reflected a six month timeframe. Other Services/Charges reflect additional funding for the write-off of utility related bad debts. 277 City of Chandler 2011-12 Adopted Budget Management Services    NON DEPARTMENTAL - 1290    2011-12 Adopted Fund Designation 101 102 215 216 217 218 219 224 227 230 233 234 236 310 410 411 412 415 420 423 424 431 435 440 441 465 475 480 601 603 604 605 606 614 615 616 625 626 635 712 713 714 736 737 738 739 740 741 834 General Fund Police Forfeiture Fund Highway User Revenue Fund Local Trans portation 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 Municipal Arts Fund Park System Development Fund Library Impact Fund Museum Bond Fund Public Building Impact Fees Fund Public Facility Bond Fund Police Impact Fund Fire Impac t Fund Special As sess ment Fund Water Bond Fund Water System Development Fund Water Resource System Development Fees Fund Water Operating Fund Reclaimed W ater System Development Fund Wastewater System Development Fund Wastewater Operating Fund Wastewater Industrial Proces s Treatment Facilty Fund Solid Waste Operating Fund Solid Waste New Container Fee Fund Airport Operating Fund Capital Replacement Fund - Contingency Technology Replacement Fund - Contingency Fleet Replac ement Fund - Contingency Work ers Compensation Self-Insuranc e 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 Trus t Fund $ 29,593,454 202,200 3,622,037 350,000 1,400,000 760,000 1,260,000 70,000 62,000 1,000 3,500 81,100 500 280,401 2,000 1,000,000 199,405 1,011,000 1,000,000 50,000 2,421,000 83,571 5,000 11,000 4,000 228,000 414,000 1,363 1,000,000 58,545 29,000 5,240,454 11,000 211,000 4,068,955 178,531 1,044,491 40,000 86,190 150,000 1,070,000 10,840,282 503,957 524,200 620,043 475,000 2,203,200 20,504,326 4,700 Grand Total $ 92,980,405 278 City of Chandler 2011-12 Adopted Budget Management Services FUNCTION: Contingencies/Reserves COST CENTER: DIVISION: 1290 Non Departmental Budget Summary 2010-11 Adopted Description General Fund 12% Contingency General Fund Encumbrance Reserve General Fund Council Reserve Debt Service Fund Contingency 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 Self-Insurance Funds Contingencies Self-Insurance Funds Encumbrance Reserve Other Funds Contingencies Other Funds Encumbrance Reserve Total $ $ Budget 19,994,293 9,767,000 78,436 17,326,958 3,300,000 3,091,400 8,000,000 9,197,200 2,295,195 62,000 3,012,012 11,037,372 222,000 2,953,304 914,130 91,251,300 2011-12 Adopted $ $ Budget 19,552,074 4,605,200 280,000 280,401 3,120,000 4,293,400 6,502,853 1,749,000 4,368,116 3,210,405 3,100,000 146,200 11,366,282 748,700 63,322,631 % Change Adopted To Adopted -2.21% -52.85% 256.98% -98.38% -5.45% 38.88% -18.71% -80.98% 90.32% -100.00% 6.59% -71.91% -34.14% 284.87% -18.10% -30.61% 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 cover unanticipated expenses or emergency situations 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 in 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. The Other Funds Contingencies fiscal year 2011-12 increase is attributed to the creation of a new Fleet Replacement Fund with contingency of $10.6 million. This overall increase is offset by decreases to both the Capital Replacement and Computer Replacement funds. 279 City of Chandler 2011-12 Adopted Budget Management Services FUNCTION: DEPARTMENT: General Government Management Services COST CENTER: DIVISION: 1291 Non Departmental Capital Budget Summary Description Professional/Contract Rents/Utilities Other Charges/Services Contingency/Reserve Land/Improvements Building/Improvements Machinery/Equipment Park Improvements Total Cost Center-1291 General Fund Gen Gov't. Capital Projects Public Bldg. Impact Fund Grand Total 2010-11 Adopted Budget 2009-10 Actual $ $ - $ 30,328,159 1,202,000 $ 31,530,159 $ 6,795,788 17,074,150 7,660,221 $ 31,530,159 2010-11 Adjusted Budget $ 210,006 969,701 2,454,043 5,193,166 18,004,005 96,303 11,461 $ 26,938,685 2010-11 Estimated $ 158,625 106,087 520,404 1,210,231 13,324,493 76,914 6,505 $15,403,259 2011-12 Adopted Budget $ 702,000 14,819,875 2,206,000 $ 17,727,875 $ 7,799,989 8,798,108 1,129,778 $ 17,727,875 % Change Adopted To Adopted N/A N/A N/A -51.13% N/A 83.53% N/A N/A -43.77% Significant Budget Changes Effective July 1, 2010 cost center 1291, Non-Departmental Capital was 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 2011-12 includes funding for Economic Development and Capital Projects Carryforward and Reserves. Additional project details on capital funding are included in the 2012-2021 Adopted Capital Improvement Plan. 280 City of Chandler 2011-12 Adopted Budget Management Services FUNCTION: Contingencies/Reserves COST CENTER: DIVISION: 1291 Non Departmental Capital Budget Summary 2010-11 Adopted Description General Fund D evelopment Reserve General Fund Encumbrance Reserve General Fund C arryforward Reserve General Fund Infrastructure Maintenance Reserve System Development Fees Funds Encumbrance Reserve System Development Fees Funds Carryforward Reserve T otal Contingency for Cost Center-1291 General Fund Gen Gov't. Capital Projects Public Bldg. Impact Fund Grand Total $ $ $ $ Budget 5,652,587 13,057,751 3,957,600 1,908,295 5,751,926 30,328,159 6,795,788 15,872,150 7,660,221 30,328,159 2011-12 Adopted $ $ $ $ Budget 3,720,000 2,235,520 5,112,577 2,622,000 1,129,778 14,819,875 7,799,989 5,890,108 1,129,778 14,819,875 % Change Adopted To Adopted -34.19% -82.88% 29.18% N/A -100.00% -80.36% -51.13% 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. 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. Fiscal year 2011-12 reflects the addition of the General Fund Infrastructure Maintenance Reserve established by Council Amendment approved on May 23, 2011. 281 City of Chandler 2011-12 Adopted Budget Management Services FUNCTION: Capital Replacement Description Capital Replacement Total Public Safety Transportation & Development Grand Total 2009-10 Actual $ 220,132 $ 220,132 712 FUND: 2010-11 Adopted Budget $ 2,223,000 $ 2,223,000 $ 2,208,000 15,000 $ 2,223,000 2010-11 Adjusted Budget $ 2,424,751 $ 2,424,751 2010-11 Estimated $ 586,919 $ 586,919 $ $ $ $ 2011-12 Adopted Budget 488,000 488,000 176,000 312,000 488,000 % Change Adopted To Adopted -78.05% -78.05% 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 anticipated items to be purchased and the amount to be included for payment within their budget. Effective July 2011, funding for fleet replacement is removed from the Capital Replacement Fund and a separate citywide Fleet Replacement Fund is established. The Capital Replacement Fund will be utilized for the purchase of operating equipment and machinery only. 282 City of Chandler 2011-12 Adopted Budget Management Services FUNCTION: Technology Replacement Description Repair/Maintenance Computer Replacement Total Technology Replacement Fund 2009-10 Actual $ 430,766 2,513,301 $ 2,944,067 713 FUND: 2010-11 Adopted Budget $ 249,740 1,951,090 $ 2,200,830 $ 2,200,830 2010-11 Adjusted Budget $ 254,453 2,447,052 $ 2,701,505 2010-11 Estimated $ 275,000 2,348,951 $ 2,623,951 2011-12 Adopted Budget $ 340,000 1,551,440 $ 1,891,440 $ 1,891,440 % Change Adopted To Adopted 36.14% -20.48% (14.06%) Significant Budget Changes During fiscal year 2010-11, the City held off replacing 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 will no longer replace monitors when the PC is replaced. The City will only replace monitors when they no longer function, which adds additional savings for the City. The City replaced all the public access PCs at the City’s libraries, which improved citizen access to Internet and library resources. IT staff will continue to monitor virtual PC or thin client solutions. IT staff will recommend a virtual solution when the pricing models and resource utilization yield a cost savings for the City. As part of the normal replacement cycle during fiscal year 2010-11, the City replaced a portion of the network infrastructure through City facilities. The replacement enhanced communications between all City systems. During fiscal year 2011-12, the City plans no major upgrades or replacement for PCs, laptops, servers, storage and network equipment. The City will replace this equipment only at normal end-of-useful-life cycle. 283 City of Chandler 2011-12 Adopted Budget Management Services FUNCTION: Fleet Replacement 2010-11 Adopted Budget 2009-10 Actual Description Fleet Replacement Total Public Safety Transportation & Development Grand Total $ $ - 714 FUND: $ $ $ $ 2010-11 Adjusted Budget - $ $ 2011-12 Adopted Budget 2010-11 Estimated - $ $ - $ 3,156,000 $ 3,156,000 $ 2,756,000 400,000 $ 3,156,000 % Change Adopted To Adopted N/A N/A Significant Budget Changes Effective July 2011, the Fleet Replacement Fund is set up to allow for the purchase and ongoing replacement of vehicles on a long-term basis. Previously fleet replacement funding was included within the Capital Replacement Fund which was also used to purchase office equipment and machinery. Each year during the budget process, divisions indicate which vehicles are anticipated for replacement under the established guidelines. There was a moratorium on the purchase of vehicles in fiscal year 2009-10 and 2010-11. Only essential replacements were purchased, while the City completed an extensive review of the fleet replacement program, to maximize the accuracy and efficiency of the system and to generate ongoing savings. Upon completion of this review the City downsized the overall fleet, expanded the citywide motor pool and facilitated sharing of vehicles across divisions. Departments will make an annual contribution into the Fleet Replacement Fund based upon their existing inventory to ensure funding is available for replacement of vehicles once they have reached the end of their useful life. 284 City of Chandler 2011-12 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 Reverse Osmosis Water Quality Water Treatment Lone Butte Airport WRF Wastewater Quality San Tan Vista Treatment Plant Meter Services 285 City of Chandler 2011-12 Adopted Budget Municipal Utilities The table below depicts the breakdown by division for the fiscal year 2011-12 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 2009-10 Actual Expenditures 2010-11 Adopted Budget Municipal Utilities Administration $ Solid W aste Services W ater Distribution W ater Capital W ater Treatment Plant Environmental Resources W ater Quality W ater Production Facilities San Tan Vista W ater Treatment Plant Meter Services W astewater Collection W astewater Capital W astewater Reverse Osmosis W astewater Treatment Lone Butte W astewater Quality Airport Water Reclamation Facility Ocotillo W ater Reclamation TOTAL MUNICIPAL UTILITIES $ 771,664 12,476,348 6,586,755 11,075,540 8,949,724 1,653,707 1,537,890 5,803,457 959,864 7,885 2,064,832 14,764,410 1,824,619 971,338 408,214 4,521,005 3,317,259 77,694,510 895,594 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 Expenditures by Category Personnel & Benefits Total Personnel $ Ongoing (1) (1) One-time Operating & Maintenance Capital - Major TOTAL MUNICIPAL UTILITIES $ 13,249,219 38,605,341 25,839,950 64,445,292 $ 14,154,101 14,154,101 43,837,160 50,141,907 $ 108,133,168 Staffing by Cost Center Administration Solid Waste Services Water Distribution Water Treatment Plant Environmental Resources Water Quality Water Production Facilities Meter Services Wastewater Collection Wastewater Reverse Osmosis Wastewater Lone Butte Wastewater Quality Airport Water Reclamation Facility TOTAL MUNICIPAL UTILITIES 2009-10 Revised 6.00 23.00 28.00 13.50 12.00 12.50 21.00 0.00 13.00 10.00 1.00 4.00 22.00 166.00 (1) $ 2010-11 Adopted 6.00 23.00 28.00 13.50 10.00 12.50 21.00 11.00 13.00 10.00 1.00 4.00 22.00 175.00 Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 286 2010-11 Estimated Expenditures $ $ $ $ 2011-12 Adopted Budget 745,789 11,274,846 5,980,827 3,605,270 8,545,594 1,653,733 1,327,310 6,211,775 1,299,500 746,367 2,133,158 3,476,949 2,521,984 986,269 297,910 4,777,797 4,600,000 60,185,077 734,554 11,430,122 4,567,599 28,436,580 11,028,302 1,569,201 1,533,122 6,228,548 1,299,500 1,081,152 1,989,129 111,134,868 2,379,596 1,390,733 575,957 6,202,334 4,118,320 $ 195,699,617 0% 5% 2% 15% 6% 1% 1% 3% 1% 1% 1% 57% 1% 1% 0% 3% 2% 100% 13,291,066 12,695,207 576,276 39,811,792 7,082,219 60,165,494 $ 13,529,633 13,529,633 42,598,536 139,571,448 $ 195,699,617 7% 0% 22% 71% 100% 2010-11 Revised 5.00 22.00 27.00 13.50 9.00 12.50 21.00 11.00 11.00 10.00 1.00 4.00 21.00 168.00 $ % of 2011-12 Total 2011-12 Adopted 5.00 22.00 27.00 13.50 9.00 12.50 21.00 11.00 10.00 10.00 1.00 4.00 22.00 168.00 % of 2011-12 Total 3% 13% 16% 8% 5% 7% 13% 7% 6% 6% 1% 2% 13% 100% City of Chandler 2011-12 Adopted Budget Municipal Utilities 2010-11 Municipal Utilities Accomplishments  The Household Hazardous Waste Collection facility collected nearly 169,700 pounds of household hazardous waste from residents. Approximately 131,042 pounds, or 77 percent of household hazardous waste collected was recycled.  Completed 67 presentations aimed at increasing recycling and waste reduction awareness. Presentations and events facilitated staff’s direct contact with more than 9,700 residents including K-12, college students, homeowners, neighborhoods, church groups, and businesses.  The Recycling-Solid Waste Collection Center served nearly 24,700 households with self-haul waste needs for recycling and disposal. Approximately 16,130 households used the facility more than once. The monthly average of customers served was 3,400. Use of the facility increased by approximately 10 percent compared to the previous fiscal year.  Water Conservation presentations were provided to over 10,482 Chandler school children and 717 adults.  Conserved over 16 million gallons of water by implementing Chandler’s Water Conservation Rebate Program.  Saved 3,979,000 gallons of water through the Water Conservation Residential Audit Program.  The Reverse Osmosis Facility injected over 300,000,000 gallons of high quality water into the aquifer for future recovery.  Received the Arizona Water Association Award of Honor for Outstanding Safety Record at the Airport Water Reclamation Facility.  Received the Arizona Water Association “Gimmicks and Gadgets" Award for an innovative water cannon cleaning device at the Airport Water Reclamation Facility.  Received the Arizona Water Association Wastewater Treatment Plant Large System Operations Supervisor of the Year Award at the Airport Water Reclamation Facility.  The Airport and Ocotillo Water Reclamation Facilities recharged nearly one billion gallons of reclaimed water for future recovery or to use as potable water credits.  Treated and reclaimed 8.8 billion gallons of wastewater at the Airport, Lone Butte, and Ocotillo Water Reclamation Facilities; 7.8 billion gallons of which were reused for irrigation.  Delivered 450 million gallons of reclaimed water to the Chandler Heights Recharge Facility for recharge and to provide wildlife habitat as part of the multi-use Veterans Oasis Park. 287 City of Chandler 2011-12 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. 2011-12 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 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 327 347 325 325 350 95% 95% 95% 95% 95% 8 10 7 4 4 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., Intel, 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, and 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 (1) 2008-09 Actual 2009-10 Actual 66 51 2010-11 Projected 2010-11 Year End Estimate * 50 Representation at meetings decreased in FY 2010-11 due to the elimination of two assistant director positions. * 2010-11 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 30(1) 2011-12 Projected 30 City of Chandler 2011-12 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 Insurance/Taxes Other Charges/Services Capital Replacement Total Cost Center-3050 Grant Fund Water Operating Wastewater Operating Grand Total 2010-11 Adopted Budget 2009-10 Actual $ $ 738,305 6,644 8,600 5,782 500 8,089 3,744 771,664 $ $ $ $ 2010-11 Adjusted Budget 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 $ $ 720,051 716,169 3,882 124,410 20,350 600 14,720 15,601 3,744 899,476 2011-12 Adopted Budget 2010-11 Estimated $ $ 683,936 562,014 121,922 24,410 15,400 500 7,899 9,900 3,744 745,789 $ $ $ $ 556,194 556,194 124,410 19,640 600 14,226 15,601 3,883 734,554 100,000 627,754 6,800 734,554 % Change Adopted To Adopted -22.34% -22.34% N/A 0.00% -3.49% 0.00% -3.36% N/A 0.00% 3.71% -17.98% * Ongoing and One-time Personnel Services d etail not available for 2009-10 Actual. 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 Revised 1 1 1 1 1 1 6 2010-11 Adopted 1 1 1 1 1 1 6 2010-11 Revised 0 1 1 1 1 1 5 2011-12 Adopted 0 1 1 1 1 1 5 Significant Budget and Staffing Changes In fiscal year 2010-11, one Assistant Municipal Utilities Director position was eliminated. The Citywide review of fuel consumption and fleet replacement resulted in an ongoing decrease of $710 for fuel and an ongoing increase of $139 for fleet replacement. 289 City of Chandler 2011-12 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. 2011-12 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. Ensuring programs are 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 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 56,085 56,802 56,400 57,000 57,400 7,476 4,758 5,350 4,885 4,910 Missed pick-ups Solid Waste tonnage for City of Chandler 1,114 593 850 750 850 85,170 86,060 85,200 87,500 88,700 Recycling tonnage 24,172 21,135 23,100 20,900 21,500 29% 25% 27% 24% 24% Waste diversion percentage * 2010-11 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. 290 City of Chandler 2011-12 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(2) Recycling-Solid Waste Collection Center (RSWCC) user survey Rating of “Excellent”: (Survey results)(3) 2008-09 Actual 84% 2009-10 (1) Actual N/A 2010-11 Projected 84% 75% N/A 80% (1) 2010-11 Year End Estimate * 85% 85% 2011-12 Projected 85% 85% Ongoing survey for customer satisfaction with programs and services offered Citywide and by Solid Waste Services Division not conducted in FY 2009-10. (2) Ongoing survey for customer satisfaction with programs and services offered by Solid Waste Services Division. (3) Ongoing survey for customer satisfaction with self-haul use of the Recycling–Solid Waste Collection Center, including household hazardous waste drop-off. * 2010-11 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. 291 City of Chandler 2011-12 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 Machinery/Equipment Capital Replacement Total Cost Center-3700 Grant Fund Solid Waste Operating Solid Waste Container Grand Total 2009-10 Actual $ 1,371,200 10,433,838 430,380 129,391 24,686 25,118 26,991 163 34,582 $ 12,476,348 2010-11 Adopted Budget 2010-11 Adjusted Budget 2010-11 Estimated $ 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 $ 1,684,250 1,663,735 20,515 8,911,054 553,897 199,168 100,351 750 54,010 29,711 81,000 26,520 $11,640,711 $ 1,441,203 1,420,688 20,515 8,848,895 551,097 186,091 86,319 750 45,983 26,585 81,000 6,923 $11,274,846 2011-12 Adopted Budget $ 1,567,910 1,567,910 8,814,841 549,532 192,590 80,351 750 59,010 29,711 81,000 54,427 $ 11,430,122 $ 50,000 11,055,122 325,000 $ 11,430,122 % Change Adopted To Adopted -5.76% -5.76% N/A -0.23% 5.38% 2.67% -19.93% 0.00% 9.26% 0.00% 0.00% N/A 105.23% -0.61% * Ongoing and One-time Personnel Services d etail not available for 2009-10 Actual. Authorized Positions Position Title Customer Service Representative Customer Service Supervisor 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 Field Supervisor Solid Waste Manager Solid Waste/Recycling Supervisor Solid Waste Services Specialist TOTAL 2007-08 Revised 4 0 1 1 1 2 0 4 9 0 1 0 1 24 2008-09 Revised 4 0 1 1 1 2 0 4 8 0 1 0 1 23 2009-10 Revised 4 0 0 1 1 2 2 4 6 0 1 1 1 23 2010-11 Adopted 4 0 0 1 1 2 2 4 6 0 1 1 1 23 2010-11 Revised 4 1 0 1 1 1 2 4 5 1 1 1 0 22 2011-12 Adopted 4 1 0 1 1 1 2 4 5 1 1 1 0 22 Significant Budget and Staffing Changes In fiscal year 2010-11, one Solid Waste Services Specialist was reclassified to Customer Service Supervisor and one Senior Solid Waste Field Specialist position was reclassified to Solid Waste Field Supervisor. One vacant Solid Waste Specialist III position was eliminated. Fiscal year 2011-12 reflects an ongoing decrease of operating budget for reallocation for higher spending priorities. This allocation is accomplished through efficiency savings reductions in Temporary and Other Professional Contract Services. The Citywide review of fuel consumption and fleet replacement resulted in an ongoing decrease of $6,934 for fuel and an ongoing increase of $27,907 for fleet replacement. 292 City of Chandler 2011-12 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. 2011-12 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) 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 14,943 11,993 12,000 12,000 12,000 1,047 688 500 550 600 11,046 14,045 6,500 5,250 2,500 Number of valves maintained Number of electronic meter reading data collection units replaced(3) 19,046 14,622 18,000 13,000 15,000 1,636 502 2,000 1,500 2,000 (4) 21,098 12,715 9,000 12,000 12,500 238 283 200 300 350 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 and ending in FY 2010-11. 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. * 2010-11 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. 293 City of Chandler 2011-12 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 Wastewater System Improvements Capital Replacement Total Cost Center-3800 Water Operating 2009-10 Actual $ 2,035,321 20,337 503,201 20,017 16,269 6,103 16,194 3,655,689 202,801 8 110,817 $ 6,586,755 2010-11 Adopted Budget 2010-11 Adjusted Budget 2010-11 Estimated $ 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 $ 2,133,144 2,098,644 34,500 25,571 650,313 72,548 31,974 5,250 25,400 2,703,321 14,500 437,243 110,817 $ 6,210,081 $ 2,012,001 1,970,075 41,926 13,122 628,784 67,900 29,354 5,250 21,400 2,699,029 14,500 438,959 50,529 $ 5,980,827 2011-12 Adopted Budget $ 1,986,108 1,986,108 7,071 651,202 71,448 45,127 5,250 24,400 1,223,237 14,500 432,507 106,749 $ 4,567,599 $ 4,567,599 % Change Adopted To Adopted -5.36% -5.36% N/A -72.35% 0.14% -0.66% 41.14% 0.00% -3.94% -54.43% 0.00% 0.00% N/A -3.67% -25.74% * Ongoing and One-time Personnel Services d etail not available for 2009-10 Actual. 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 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 2010-11 Revised 1 0 0 1 1 2 2 6 7 5 1 1 27 2011-12 Adopted 1 0 0 1 1 2 2 6 7 5 1 1 27 Significant Budget and Staffing Changes During fiscal year 2010-11, one Utility Systems Operator I position was moved to Management Services, cost center 1245, Utility Services, and reclassified to a Utility Billing Representative. Fiscal year 2011-12 reflects a decrease in operating budget due to a shift of $178,000 to cost center 3880, Meter Services for new meters and meter and tap replacements, as well as a decrease in one-time funding that was provided in fiscal year 2010-11 for the Meter Replacement Program, in the amount of $1,200,000. The Citywide review of fuel consumption and fleet replacement resulted in an ongoing decrease of $5,586 for fuel and an ongoing decrease of $4,068 for fleet replacement. 294 City of Chandler 2011-12 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 2010-11 Adopted Budget 2009-10 Actual $ 76 9,456,212 1,619,253 $ 11,075,540 $ 16,298,212 11,560,719 $27,858,931 $20,873,060 6,297,312 688,559 $ 27,858,931 2010-11 Adjusted Budget $ 57,401 21,999,797 2,048,406 $24,105,604 2010-11 Estimated $ 45,014 2,660,743 899,513 $ 3,605,270 2011-12 Adopted Budget $ 19,087,334 9,349,246 $ 28,436,580 $ 21,592,168 2,417,041 4,427,371 $ 28,436,580 % Change Adopted To Adopted N/A 17.11% N/A -19.13% N/A 2.07% Significant Budget Changes Budget variances for capital cost centers are primarily attributed to specific project completions for the current year and new projects for 2011-12. Detail on the capital program is available in the 2012-2021 Adopted Capital Improvement Plan. 295 City of Chandler 2011-12 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. 2011-12 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 2008-09 2009-10 2010-11 Actual Actual Projected In In In Compliance Compliance Compliance 2010-11 Year End 2011-12 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) 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 11,193 12,946 14,000 11,823 12,000 8,293 6,258 7,000 7,063 8,000 * 2010-11 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 2011-12 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) 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected $258 $326 $350 $421(1) $300 Costs are higher in FY 2010-11than projected due to the use of ground water for Intel. 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. (2) Measures 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(4) 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 78.6 77.0 90.0 98.7 99.0 21.4 23.0 10.0 1.3(4) 1.0 (2) 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. (4) Due to filter efficiencies at the Water Treatment Plant, the finished water NTU’s were significantly lower than projected. (3) * 2010-11 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. 297 City of Chandler 2011-12 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 2009-10 Actual $ 1,189,460 3,596,580 1,537,086 282,711 14,279 1,625,634 25,184 652,812 1,674 24,304 $ 8,949,724 2010-11 Adopted Budget 2010-11 Adjusted Budget 2010-11 Estimated $ 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 $ 1,131,912 1,118,622 13,290 4,485,134 1,776,795 157,780 15,616 1,000 2,244,042 32,005 1,686,550 37,990 23,149 $11,591,973 $ 1,099,809 1,027,830 71,979 4,402,246 1,247,084 165,680 12,810 1,000 1,500,000 27,826 37,990 28,000 23,149 $ 8,545,594 2011-12 Adopted Budget $ 1,124,042 1,124,042 5,005,462 1,747,517 156,556 15,616 1,000 2,494,042 32,005 436,550 15,512 $ 11,028,302 $ 11,028,302 % Change Adopted To Adopted 0.48% 0.48% N/A 0.00% -1.42% -0.78% 0.00% 0.00% 0.00% 0.00% 0.00% N/A N/A -32.99% -0.26% * Ongoing and One-time Personnel Services d etail not available for 2009-10 Actual. Authorized Positions Position Title Administrative Specialist Electrician Assistant Executive Assistant Instrumentation T echnician Laborer Maintenance Planner/Scheduler Maintenance Worker Senior Equipment Mechanic Utilities Assistant Utilities Electrician Utility 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 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 Revised 0.5 0 1 0 0 0 0 0 0 0 1 0 5 5 0 1 13.5 2011-12 Adopted 0.5 0 1 0 0 0 0 0 0 0 1 0 5 5 0 1 13.5 Significant Budget and Staffing Changes In fiscal year 2010-11, one Utilities Assistant position was reclassified to Executive Assistant. Fiscal year 2011-12 reflects an ongoing decrease of operating budget for reallocation for higher spending priorities. This reallocation is accomplished through efficiency savings reductions in Temporary. The Citywide review of fuel consumption and fleet replacement resulted in an ongoing decrease of $5,183 for fuel and an ongoing decrease of $7,637 for fleet replacement. 298 City of Chandler 2011-12 Adopted Budget Municipal Utilities FUNCTION: DEPARTMENT: Municipal Utilities Municipal Utilities 3840 Environmental Resources COST CENTER: DIVISION: E nvironmental Resources is responsible for protecting Chandler’s existing water supplies, estimating Chandler’s future water demands, negotiating, acquiring and managing Chandler’s water resources, and promoting water conservation through public programs, elementary school education programs, rebates, demonstration projects and workshops. This cost center is also responsible for following the status of new federal and state laws, rules and regulations pertaining to the Clean Water Act and the Safe Drinking Water Act and reviewing and tracking all Municipal Utilities Department plans and projects. 2011-12 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 Attend Federal, State, and Irrigation District meetings that may impact Chandler Water Resources(2) Prepare briefing papers to advise City Manager’s office of water resource issues that may impact Chandler(2) Maintain storage and well recovery permits to comply with Assured Water Supply Rules(2) 2008-09 Actual Maintain surface water rights and contracts(2) (1) (2) (3) 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate* 2011-12 Projected N/A 96 30 96 80 N/A 28 12 28 24 N/A 24 24 25 25 90,785 AF 90,785 AF(3) 90,785 AF 90,785 AF N/A Revised Goal and new Objectives beginning FY 2009-10. New Measure beginning FY 2009-10. Supply under normal conditions. * 2010-11 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 2011-12 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) 2008-09 Actual 2009-10 Actual 14,468 AF 2010-11 Projected 12,574 AF 15,000 AF(2) 2010-11 Year End Estimate* 14,000 AF 2011-12 Projected 14,000 AF 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 Distribute residential water conservation packets 22 22 22 2010-11 Year End Estimate* 24 578 670 600 600 600 76 86 50 80 80 10,998 10,044 9,000 10,000 10,000 2008-09 Actual 2009-10 Actual 2010-11 Projected 2011-12 Projected 22 805 600 800 600 600 1,529 2,271 1,600 1,000(1) 1,000 Distribute water saving retrofit kits to single and multi-family residences built prior to 1992 145 84 80 60 60 Residential water audits 274 189 300 250 250 12 12 12 11 11 Issuance of rebates Implement Conservation Programs mandated by Arizona Department of Water Resources (1) Washer rebates ended in FY 2010 -11. * 2010-11 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 City of Chandler 2011-12 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 2008-09 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 2009-10 Actual 6 11 2010-11 Projected 6 2010-11 Year End Estimate* 2011-12 Projected 12 12 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) 2008-09 Actual 2009-10 Actual 184 52 2010-11 Projected 185 2010-11 Year End Estimate* 2011-12 Projected 70 Development plans for Water, Wastewater, Reclaimed Water and Solid Waste have decreased as the City approaches build-out. * 2010-11 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. 301 70 City of Chandler 2011-12 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 Water System Improvements Capital Replacement Total Cost Center-3840 Grant Fund Water Operating Grand Total 2009-10 Actual $ 1,091,151 157,753 38,744 19,661 27,289 6,057 303,385 9,666 $ 1,653,707 2010-11 Adopted Budget 2010-11 Adjusted Budget 2010-11 Estimated $ 1,012,781 1,012,781 292,465 60,130 22,430 44,402 11,520 247,099 9,666 $ 1,700,493 $ 30,000 1,670,493 $ 1,700,493 $ 1,019,241 1,012,781 6,460 337,649 60,130 22,494 44,402 11,520 248,749 9,666 $ 1,753,851 $ 1,008,504 913,490 95,014 327,770 60,812 22,430 24,100 9,000 197,104 905 3,108 $ 1,653,733 2011-12 Adopted Budget $ 931,949 931,949 258,965 128,879 23,330 32,631 11,520 169,383 12,544 $ 1,569,201 $ 60,000 1,509,201 $ 1,569,201 % Change Adopted To Adopted -7.98% -7.98% N/A -11.45% 114.33% 4.01% -26.51% 0.00% -31.45% N/A 29.77% -7.72% * Ongoing and One-time Personnel Services d etail not available for 2009-10 Actual. Authorized Positions Position Title Administrative Specialist Assistant Municipal Utilities Director for Environmental Resources Construction Project Manager Engineering 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 Resource Manager TOTAL 2007-08 Revised 1 2008-09 Revised 1 2009-10 Revised 1 2010-11 Adopted 1 2010-11 R evised 1 2011-12 Adopted 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 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 0 1 1 9 0 1 1 0 2 0 0 1 1 0 1 1 9 Significant Budget and Staffing Changes In fiscal year 2010-11, one Water Quality Advisor position was eliminated. Fiscal year 2011-12 reflects a decrease in funding in the amount of $162,000, which was reallocated to cost center 3880, Meter Services, for Encoder Receive Transmitters. The Citywide review of fuel consumption and fleet replacement resulted in an ongoing decrease of $2,251 for fuel and an ongoing increase of $2,878 for fleet replacement. An increase is reflected in operating supplies due to additional grant funding of $30,000 anticipated in fiscal year 2011-12 and $30,000 of prior year’s grant funding that has been reallocated to operating supplies from professional services. 302 City of Chandler 2011-12 Adopted Budget Municipal Utilities Municipal Utilities Municipal Utilities FUNCTION: DEPARTMENT: COST CENTER: DIVISION: 3850 Water Quality W ater Quality is responsible for ensuring that the City water supply meets compliance standards set by the federal and state government. This is accomplished through a program of sampling, laboratory testing, reporting, and record keeping. This area also manages the backflow prevention and flushing programs in order to prevent contamination of the City’s potable water supply and assure a palatable taste for the customer. 2011-12 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 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 100% 100% 100% 100% 100% 2008-09 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. * 2010-11 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. 303 City of Chandler 2011-12 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 Other Charges/Services Capital Replacement Total Cost Center-3850 Water Operating 2009-10 Actual $ 1,054,428 250,946 188,150 5,568 10,786 8,334 19,679 $ 1,537,890 2010-11 Adopted Budget 2010-11 Adjusted 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 $ 1,055,690 1,045,966 9,724 228,470 227,670 19,050 29,255 500 15,879 19,679 $ 1,596,193 2011-12 Adopted Budget 2010-11 Estimated $ 966,037 956,313 9,724 113,050 205,195 1,400 20,060 9,108 12,459 $ 1,327,310 $ 1,045,954 1,045,954 193,470 205,017 19,050 28,860 500 15,879 24,392 $ 1,533,122 $ 1,533,122 % Change Adopted To Adopted 0.00% 0.00% N/A -15.32% 25.82% 0.00% -1.35% 0.00% 0.00% 23.95% 0.75% * Ongoing and One-time Personnel Services d etail not available for 2009-10 Actual. 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 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 R evised 0.5 1 0 0 1 3 0 1 1 1 4 12.5 2011-12 Adopted 0.5 1 0 0 1 3 0 1 1 1 4 12.5 Significant Budget and Staffing Changes The Citywide review of fuel consumption and fleet replacement resulted in an ongoing increase of $1,895 for fuel and an ongoing increase of $4,713 for fleet replacement. 304 City of Chandler 2011-12 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. 2011-12 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 2008-09 Actual In Compliance 2009-10 Actual In Compliance 2010-11 Projected In Compliance 2010-11 Year End 2011-12 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) 2008-09 Actual 2009-10 Actual 8,293 6,258 2010-11 Projected 8,500 2010-11 Year End Estimate * 2011-12 Projected 6,500 7,000 2010-11 Year End Estimate * 2011-12 Projected $270 $250 Goal: Operate and maintain all water facilities efficiently. Objective:  Minimize increases in water production costs. Measures Production cost per million gallons 2008-09 Actual 2009-10 Actual $212 $265 * 2010-11 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 2010-11 Projected $244 City of Chandler 2011-12 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 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% * 2010-11 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. 306 City of Chandler 2011-12 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 2009-10 Actual $ 1,773,467 14,448 473,439 1,990,436 11,945 1,405,410 33,041 27,399 73,872 $ 5,803,457 2010-11 Adopted Budget 2010-11 Adjusted Budget 2010-11 Estimated $ 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 $ 1,751,055 1,722,454 28,601 74,443 835,045 1,792,824 21,006 1,500 1,643,440 33,830 85,650 73,872 $ 6,312,665 $ 1,761,877 1,733,276 28,601 73,350 780,002 1,792,324 16,640 2,000 1,643,440 27,230 85,650 29,262 $ 6,211,775 2011-12 Adopted Budget $ 1,727,818 1,727,818 74,443 817,709 1,749,767 20,582 1,000 1,643,440 53,830 85,650 54,309 $ 6,228,548 $ 6,228,548 % Change Adopted To Adopted 0.31% 0.31% N/A 0.00% -2.06% 0.00% -2.02% 0.00% 0.00% 59.12% 0.00% -26.48% -0.19% * Ongoing and One-time Personnel Services d etail not available for 2009-10 Actual. Authorized Positions Position Title Administrative Specialist Executive Assistant Instrumentation T echnician 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 Revised 0 0 4 2 1 9 3 1 1 21 2010-11 Adopted 0 0 4 2 1 9 3 1 1 21 2010-11 Revised 0 0 4 2 1 9 3 1 1 21 2011-12 Adopted 0 0 4 2 1 9 3 1 1 21 Significant Budget and Staffing Changes The Citywide review of fuel consumption and fleet replacement resulted in an ongoing increase of $2,843 for fuel and an ongoing decrease of $19,563 for fleet replacement. 307 City of Chandler 2011-12 Adopted Budget Municipal Utilities Municipal Utilities Municipal Utilities FUNCTION: DEPARTMENT: 3870 COST CENTER: San Tan Vista Water Treatment Plant DIVISION: 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. 2011-12 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) 2008-09 Actual N/A 2009-10 2010-11 Actual Projected In In Compliance Compliance 2010-11 Year End 2011-12 Estimate * Projected In In Compliance Compliance New cost center effective FY 2008-09. * 2010-11 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 Other Charges/Services Total Cost Center-3870 Water Operating 2009-10 Actual $ 958,977 887 $ 959,864 2010-11 Adopted Budget $ 1,299,500 $ 1,299,500 $ 1,299,500 2010-11 Adjusted Budget $ 1,299,500 $ 1,299,500 2010-11 Estimated $ 1,299,500 $ 1,299,500 Significant Budget and Staffing Changes There are no significant budget changes for fiscal year 2011-12. 308 2011-12 Adopted Budget $ 1,299,500 $ 1,299,500 $ 1,299,500 % Change Adopted To Adopted 0.00% N/A 0.00% City of Chandler 2011-12 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.. 2011-12 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(1) Percentage of water meters read within a 33 day cycle(1) Percentage of meter readings that did not require an estimate due to damaged meters, access, or misreads(1) Number of customer service requests completed(1) Percentage of customer service requests completed within 24 hours of notification(1) Number of water meters and or registers replaced(1) (1) 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected N/A N/A 900,000 905,000 905,000 N/A N/A 98% 94% 95% N/A N/A 98% 98% 98% N/A N/A 25,000 32,000 30,000 N/A N/A 98% 99% 99% N/A N/A 1,000 1,900 2,000 New Measures beginning FY 2010-11. * 2010-11 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. 309 City of Chandler 2011-12 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 Capital Replacement Total Cost Center-3880 Water Operating 2010-11 Adopted Budget 2009-10 Actual $ $ 7,882 3 7,885 $ $ $ 2010-11 Adjusted Budget 641,345 641,345 750 43,860 29,200 4,645 2,000 2,200 6,510 730,510 730,510 $ $ 660,928 641,345 19,583 750 43,860 30,829 4,645 2,000 2,200 6,510 751,722 2011-12 Adopted Budget % Change Adopted To Adopted 639,383 639,383 750 37,140 29,200 4,645 2,000 342,200 6,510 19,324 $ 1,081,152 $ 1,081,152 -0.31% -0.31% N/A 0.00% -15.32% 0.00% 0.00% 0.00% 15454.55% 0.00% N/A 48.00% 2010-11 Estimated $ $ 661,089 641,506 19,583 750 43,639 25,200 4,595 2,000 2,583 6,510 746,367 $ * Ongoing and One-time Personnel Services d etail not available for 2009-10 Actual. 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 Revised 0 0 0 0 0 2010-11 Adopted 1 8 1 1 11 2010-11 Revised 1 8 1 1 11 2011-12 Adopted 1 8 1 1 11 Significant Budget and Staffing Changes Fiscal year 2011-12 reflects an increase in ongoing funds due to reallocations from cost center 3800, Water Distribution, and cost center 3840, Environmental Resources, to fund Encoder Receive Transmitters, Register Replacement, Replacement Meters and New Meters & Taps. The Citywide review of fuel consumption and fleet replacement resulted in an ongoing decrease of $6,720 for fuel and an ongoing increase of $19,324 for fleet replacement. 310 City of Chandler 2011-12 Adopted Budget Municipal Utilities FUNCTION: DEPARTMENT: Municipal Utilities Municipal Utilities 3900 Wastewater Collection COST CENTER: DIVISION: W astewater Collection is responsible for maintaining all system appurtenances such as pipes, manholes, and pumping stations. 2011-12 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 864 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. 2008-09 Actual Measures 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected Number of odor complaints received Number of blockages originating in City sewer mains 58 71 60 80 70 9 12 20 15 20 (1) 121 101 140 125 125 83.8% 81% 90% 85% 85% 32 40 30 50 50 70% 85% 70% 85% 85% 138.2 100 150 75(3) 100 Number of roach complaints received Percentage of roach complaints responded to within 24 hours(2) 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) The City has enhanced the Insecticide Painting Program and now applies insecticide every other year to all the sewer manholes in the City. When a complaint is received, Wastewater Collection staff inspects the complaint location for faulty paint and/or application. Staff predicts this service will continually reduce the number of roach control calls. (2) Calls not responded to within 24 hours are due to weekends and holidays when crews were not available. (3) Reduced number of miles cleaned due to reduction in size of the Wastewater Collection workforce. * 2010-11 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. 311 City of Chandler 2011-12 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 $ 1,081,601 574,105 189,104 11,517 6,445 250 86,741 12,231 102,838 $ 2,064,832 2010-11 Adjusted Budget 2010-11 Adopted Budget 2009-10 Actual $ 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 $ 986,506 966,352 20,154 713,115 340,597 34,169 20,625 1,500 96,080 28,542 10,000 102,838 $ 2,333,972 2011-12 Adopted Budget 2010-11 Estimated $ 885,330 740,380 144,950 702,000 284,400 27,500 16,600 1,500 104,000 20,148 91,680 $ 2,133,158 $ 759,684 759,684 662,284 330,282 28,278 20,343 1,500 96,080 28,524 10,000 52,154 $ 1,989,129 $ 1,989,129 % Change Adopted To Adopted -21.39% -21.39% N/A 0.00% -2.20% 0.00% -1.37% 0.00% 0.00% 0.00% 0.00% -49.29% -11.76% * Ongoing and One-time Personnel Services d etail not available for 2009-10 Actual. Authorized Positions Position Title Administrative Specialist GIS Technician II Instrumentation T echnician 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 Revised 1 1 1 1 3 2 3 1 13 2010-11 Adopted 1 1 1 1 3 2 3 1 13 2010-11 Revised 1 1 1 0 3 1 3 1 11 2011-12 Adopted 1 1 0 0 3 1 3 1 10 Significant Budget and Staffing Changes In fiscal year 2010-11, one Utility Systems Operator II and one Utility Field Service Coordinator positions were eliminated. Effective July 1, 2011, one Instrumentation Technician will be transferred to cost center 3960, Airport Water Reclamation Facility. The Citywide review of fuel consumption and fleet replacement resulted in an ongoing decrease of $7,429 for fuel and an ongoing decrease of $50,684 for fleet replacement. 312 City of Chandler 2011-12 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 Wastewater Bonds Capital Proj Wastewater System Dev Fees Wastewater Operating Grand Total 2009-10 Actual $ 93,900 14,670,510 $14,764,410 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 2010-11 Adjusted Budget $ 390,539 19,829,620 $20,220,159 2010-11 Estimated $ 269,072 3,207,877 $ 3,476,949 2011-12 Adopted Budget $ 16,660,213 94,474,655 $ 111,134,868 $ 3,447,021 10,449,804 3,719,990 93,518,053 $ 111,134,868 % Change Adopted To Adopted N/A -8.63% 2233.16% 398.74% Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions for the current year and new projects for 2011-12 to support Intel expansion requirements. Detail on the capital program is available in the 2012-2021 Adopted Capital Improvement Plan. 313 City of Chandler 2011-12 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. 2011-12 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 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 100% 100% 100% 100% 100% $5.10 $6.54 $9.37(2) $6.25 $6.00 528 528 528 528 528 300 306(1) 213(2) 328(3) 335(4) 78% 69%(2) 42%(2) 69% 75%(4) (1) Flows increased with addition of Fab 32. Intel chose to shut down the RO 100 feed stream in January 2010. Two-fifths of the industrial stream is now going to the publicly owned treatment works. (3) Due to upgrades at Fab 12 and Fab 22, RO 200 flows increased and staff is able to treat more water. (4) With the projected replacement of the Microfiltration system, staff will be able to increase the recovery rates without scaling. (2) * 2010-11 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. 314 City of Chandler 2011-12 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 $ 2010-11 Adjusted Budget 2010-11 Adopted Budget 2009-10 Actual 838,415 307,846 410,598 33,390 6,732 212,528 10,511 4,599 $ 1,824,619 $ 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 $ 832,096 819,593 12,503 282,021 653,698 192,535 11,400 250 270,000 18,009 250,000 6,300 6,100 $ 2,522,409 2011-12 Adopted Budget 2010-11 Estimated $ 860,379 847,876 12,503 244,900 620,430 191,450 11,050 500 270,000 16,975 300,000 6,300 $ 2,521,984 $ 830,525 830,525 214,857 535,955 191,105 11,400 250 270,000 18,009 292,000 6,300 9,195 $ 2,379,596 $ 2,379,596 % Change Adopted To Adopted 1.33% 1.33% N/A 0.00% -0.57% 0.00% 0.00% 0.00% 0.00% 0.00% -2.67% 0.00% 50.74% 0.12% * Ongoing and One-time Personnel Services d etail not available for 2009-10 Actual. Authorized Positions Wastewater Reverse Osmosis - 3930 Position Title Administrative Specialist Executive Assistant Instrumentation T echnician 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 Revised 0 1 1 1 5 0 1 1 10 2010-11 Adopted 0 1 1 1 5 0 1 1 10 Significant Budget and Staffing Changes The Citywide review of fleet replacement resulted in an ongoing increase of $3,095. 315 2010-11 Revised 0 1 1 1 5 0 1 1 10 2011-12 Adopted 0 1 1 1 5 0 1 1 10 City of Chandler 2011-12 Adopted Budget Municipal Utilities FUNCTION: DEPARTMENT: Municipal Utilities Municipal Utilities COST CENTER: DIVISION: 3940 Wastewater Treatment W astewater Treatment is responsible for treating domestic and industrial wastewater for reclamation at the Lone Butte Facility. 2011-12 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 Treatment cost per 1 MG Percent compliance with GRIC lease agreement Reuse of Wastewater (MGD) 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected $551 $616 $790 $590 $635 95.5% 96.1% 96% 97% 97% 6.04 4.32 4.4 4.2 4.2 * 2010-11 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. 316 City of Chandler 2011-12 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 2010-11 Adopted Budget 2009-10 Actual $ $ 108,646 54,218 403,896 15,373 1,952 379,472 2,887 4,895 971,338 2010-11 Adjusted Budget $ 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 $ 130,069 130,069 94,120 610,960 19,220 3,070 250 491,048 4,315 10,400 28,000 4,895 $ 1,396,347 2011-12 Adopted Budget 2010-11 Estimated $ $ 124,169 124,169 3,100 449,300 15,000 1,500 390,000 3,200 986,269 $ 130,413 130,413 94,120 605,652 20,470 3,070 250 491,048 4,085 10,400 28,000 3,225 $ 1,390,733 $ 1,390,733 % Change Adopted To Adopted 0.26% 0.26% N/A 0.00% -0.37% 6.50% 0.00% 0.00% 0.00% -5.33% 0.00% 0.00% -34.12% -0.19% * Ongoing and One-time Personnel Services d etail not available for 2009-10 Actual. Authorized Positions Wastewater Treatment - 3940 Position Title Wastewater Plant Operator III TOTAL 2007-08 Revised 1 1 2008-09 Revised 1 1 2009-10 Revised 1 1 2010-11 Adopted 1 1 2010-11 Revised 1 1 2011-12 Adopted 1 1 Significant Budget and Staffing Changes The Citywide review of fuel consumption and fleet replacement resulted in an ongoing decrease of $1,252 for fuel and an ongoing decrease of $1,670 for fleet replacement. 317 City of Chandler 2011-12 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. 2011-12 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.  Reduce wastewater collection stoppages by inspecting grease traps and interceptors.  Manage compliance sampling database and communicate with industries to help them achieve compliance. Measures 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected Review industrial and City sampling reports to ensure compliance 185 93(1) 136 82(1) 82 Conduct compliance sampling for aquifer protection and reuse permits 96 124 110 124 124 Number of grease traps and sand & oil interceptors inspected(2) 0(3) 745 1,200 1,200 1,200 74% 81% 87% 87% 87% Percentage of permitted industries in full compliance (1) The City and Industrial Users have reduced the number of sampling events. The number of grease trap inspections will fluctuate depending on personnel available to conduct the inspections. (3) Personnel not available to conduct inspections during FY 2008-09. (2) * 2010-11 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. 318 City of Chandler 2011-12 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 Other Charges/Services Contingencies/Reserves Capital Replacement Total Cost Center-3950 Wastewater Operating $ 314,678 51,033 32,526 200 926 2,673 6,178 $ 408,214 2010-11 Adjusted Budget 2010-11 Adopted Budget 2009-10 Actual $ $ $ 301,001 301,001 179,863 67,930 3,380 4,130 500 6,280 6,178 569,262 569,262 $ $ 303,497 301,001 2,496 179,863 67,999 3,380 4,130 500 6,280 6,178 571,827 2011-12 Adopted Budget 2010-11 Estimated $ $ 219,493 212,355 7,138 43,000 32,000 710 2,707 297,910 $ $ $ 305,412 305,412 100,863 66,336 3,380 4,059 500 6,780 79,000 9,627 575,957 575,957 % Change Adopted To Adopted 1.47% 1.47% N/A -43.92% -2.35% 0.00% -1.72% 0.00% 7.96% N/A 55.83% 1.18% * Ongoing and One-time Personnel Services d etail not available for 2009-10 Actual. Authorized Positions Wastewater Quality - 3950 Position Title Industrial W aste Inspector Pretreatment Supervisor Senior Industrial Waste Inspector TOTAL 2007-08 Revised 2 1 1 4 2008-09 Revised 2 1 1 4 2009-10 Revised 2 1 1 4 2010-11 Adopted 2 1 1 4 2010-11 R evised 2 1 1 4 2011-12 Adopted 2 1 1 4 Significant Budget and Staffing Changes Fiscal year 2011-12 reflects an ongoing decrease of operating budget for reallocation for higher spending priorities. This reallocation is accomplished through efficiency savings reductions in Professional/Contract Services. The Citywide review of fuel consumption and fleet replacement resulted in an ongoing decrease of $1,094 for fuel and an ongoing increase of $3,449 for fleet replacement. 319 City of Chandler 2011-12 Adopted Budget Municipal Utilities FUNCTION: DEPARTMENT: Municipal Utilities Municipal Utilities 3960 Airport Water Reclamation Facility COST CENTER: DIVISION: 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. 2011-12 Performance Measurements Goal: Efficiently treat municipal wastewater to State of Arizona permit water quality standards for reuse and recharge purposes. Objectives:  Maintain efficient treatment cost per million gallons.  Maintain water quality compliance for Aquifer Protection Permits and Reuse Permits issued by the Arizona Department of Environmental Quality.  Continue to reuse and recharge reclaimed water.  Conserve potable water by supplying reclaimed water for irrigation. Measures Treatment cost per 1 MG Percent Compliance with Permits Reuse of Wastewater (MGD) Recharge of Wastewater (MGD) Number of Reclaimed (Reuse) Customers (1) 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected $800 $880 $1,020 $1,000 $1000 99.8% 100% 100% 100% 100% 7.5 7.86 9.0 8.4 8.6 1.57 (1) 1.0 (1) 3.0(1) 175 185 195 205 157 3.1 Higher recharge includes Chandler Heights Recharge Facility data. * 2010-11 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. 320 3.0 City of Chandler 2011-12 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 2009-10 Actual $ 1,652,548 635,499 877,572 65,167 19,964 500 1,180,662 43,942 30,766 14,386 $ 4,521,005 2010-11 Adopted Budget 2010-11 Adjusted Budget 2010-11 Estimated $ 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 $ 1,939,374 1,917,370 22,004 946,998 1,135,072 91,250 32,814 250 1,493,192 59,827 500,000 25,000 5,200 $ 6,228,977 $ 1,567,239 1,545,235 22,004 720,200 824,600 65,300 21,300 500 1,491,000 54,075 31,000 2,583 $ 4,777,797 2011-12 Adopted Budget $ 1,924,241 1,924,241 941,432 1,116,235 91,250 33,054 250 1,493,192 59,827 500,000 25,000 17,853 $ 6,202,334 $ 6,202,334 % Change Adopted To Adopted 0.36% 0.36% N/A -0.04% -0.03% 0.00% 0.73% 0.00% 0.00% 0.00% 0.00% 0.00% 243.33% 0.31% * Ongoing and One-time Personnel Services d etail not available for 2009-10 Actual. Authorized Positions Position Title Administrative Specialist Executive Assistant Instrumentation T echnician Maintenance Planner/Scheduler Maintenance Worker Senior Equipment Mechanic Utilities Electrician Utilities Systems Analyst Utility 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 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 Revised 1 0 2 1 1 4 2 1 1 0 1 2 4 0 1 21 2011-12 Adopted 1 0 3 1 1 4 2 1 1 0 1 2 4 0 1 22 Significant Budget and Staffing Changes In fiscal year 2010-11, one Wastewater Treatment Plant Operator III position was eliminated. Effective July 1, 2011, one Instrumentation Technician will be transferred from the Wastewater Collections cost center 3900. The Citywide review of fuel consumption and fleet replacement resulted in an ongoing decrease of $737 for fuel and an ongoing increase of $12,653 for fleet replacement. 321 City of Chandler 2011-12 Adopted Budget Municipal Utilities Municipal Utilities Municipal Utilities FUNCTION: DEPARTMENT: 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. 2011-12 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. 2008-09 Actual Measures Treatment cost per 1 MG Percent Compliance with Permits Reuse of Wastewater (MGD) Recharge of Wastewater (MGD) (1) (2) 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected $1,367 $1,159(1) $1,160 $1,230 $1,230 98.79% 99.97% 100% 99.97% 100% 8.71 7.35 8.50 7.90 8.30 0.41 (2) 0.50 0.80 0.50 1.38 Beginning FY 2009-10, repair and replacement costs removed from treatment costs per 1 MG. Recharge was high because of rain events which led the Gila River Indian Community to cease taking deliveries. * 2010-11 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 Operating Supplies Rents/Utilities Total Cost Center-3970 Wastewater Operating 2009-10 Actual $ 3,104,739 212,520 $ 3,317,259 2010-11 Adopted Budget $ 3,818,320 300,000 $ 4,118,320 $ 4,118,320 2010-11 Adjusted Budget $ 4,312,515 32,000 310,192 $ 4,654,707 2010-11 Estimated $ 4,300,000 300,000 $ 4,600,000 Significant Budget and Staffing Changes There are no significant budget changes for fiscal year 2011-12. 322 2011-12 Adopted Budget $ 3,753,320 65,000 300,000 $ 4,118,320 $ 4,118,320 % Change Adopted To Adopted -1.70% N/A 0.00% 0.00% City of Chandler 2011-12 Adopted Budget Police Department POLICE DEPARTMENT Assistant City Manager Police Administration Professional Standards Property and Evidence Planning and Research Communications Forensic Services Field Operations Records Detention Services Criminal Investigations Police Community Resources and Training 323 City of Chandler 2011-12 Adopted Budget Police Department The table below depicts the breakdown by division for the fiscal year 2011-12 Adopted 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 2009-10 Actual Expenditures 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 $ 3,501,463 874,358 407,957 2,035,004 28,786,051 11,716,586 794,181 4,897,852 1,714,558 2,697,853 3,965,691 2,203,710 63,595,263 $ $ 52,570,555 One-time Operating & Maintenance Capital - Major TOTAL POLICE $ 8,820,998 2,203,710 63,595,263 Expenditures by Category Personnel & Benefits Total Personnel Ongoing (1) (1) Staffing by Cost Center Administration Professional Standards Property and Evidence Forensic Services Field Operations Criminal Investigations Planning and Research Communications Records Detention Services Community Resources and Training TOTAL POLICE (1) 2010-11 Adopted Budget 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 $ 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 $ 50,200,604 $ 49,156,410 1,044,194 13,735,676 18,702,937 82,639,217 2010-11 Estimated Expenditures $ $ $ 3,430,740 938,243 372,963 2,065,552 28,107,106 11,112,627 809,829 5,417,416 1,648,059 2,349,254 3,514,298 1,166,024 60,932,111 $ 6,249,201 981,759 390,233 2,463,476 28,096,268 11,009,503 808,392 5,533,143 1,615,206 2,475,869 2,671,301 16,130,413 78,424,764 $ 51,097,283 $ 49,418,037 $ 49,192,122 1,905,161 8,668,804 1,166,024 60,932,111 $ 49,418,037 12,876,314 16,130,413 78,424,764 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 Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 324 2011-12 Adopted Budget 2010-11 Revised 14.00 8.00 5.00 23.00 229.00 91.00 8.00 51.00 24.00 6.00 21.00 480.00 2011-12 Adopted 14.00 8.00 5.00 23.00 229.00 91.00 8.00 51.00 24.00 6.00 21.00 480.00 % of 2011-12 Total 8% 1% 1% 3% 36% 14% 1% 7% 2% 3% 3% 21% 100% 63% 0% 16% 21% 100% % of 2011-12 Total 3% 2% 1% 5% 47% 19% 2% 11% 5% 1% 4% 100% City of Chandler 2011-12 Adopted Budget Police Department 2010-11 Police Accomplishments  Total numbers of crime remained constant in the City of Chandler for 2010, as compared to 2009. Violent crimes experienced a 6.5% decrease overall (homicide, forcible rape, robbery and aggravated assault). Property crimes (burglary, theft, motor vehicle theft and arson) noted a 0.7% increase.  After joining the Regional Wireless Cooperative (RWC) in 2009, the Chandler Police Department completed the installation of a new digital public safety radio system that provides enhanced radio coverage by utilizing a state of the art wireless system. The RWC network infrastructure includes expanding the radio system from 18 channels to 22 channels and the addition of a new 200-foot tower. This expansion allows for seamless interoperability among the Chandler Police Department, the Chandler Fire Department, and other valley public safety agencies.  The Chandler Police Forensic Services Section (crime lab) became the first city lab in the state to receive international accreditation. The lab met more than 450 standards, submitted lengthy conformance forms and was carefully inspected. The American Society of Crime Laboratory Directors Laboratory Accreditation Board bestowed the accreditation May 6, 2011. The lab uses high-tech equipment and handles 7,000 cases a year.  The Forensic Services Section also received $106,620 in grant funding for the purchase of a new latent processing platform to include an Automated Fingerprint Identification System (AFIS) workstation and a digital dark room.  Members of the Family Crimes Unit and Victims Services Unit participated in the East Valley Domestic Violence Fatality Review Team, which was organized this past year. These members played an instrumental role in this multidisciplinary team assembled to review past domestic violence cases involving the loss of life. The goal of the team is to improve service delivery to victims, increase efficiency in service delivery, and promote inter-agency communication.  The Chandler Police Department’s Volunteers in Policing were the 2010 recipients of the James R. Snedigar Public Safety award. This year, 77 active volunteers donated over 11,500 hours of service, valued at $246,790, to the Department and the community.  The Chandler Police Department received $131,390 in grant funding from the Governor’s Office of Highway Safety. The funds have been used for increased DUI enforcement, traffic enforcement and traffic enforcement equipment.  The Special Assignment Unit procured additional funding from the federal government’s Urban Area Security Initiative grant in the amount of $160,000. These funds were used to purchase personal protection equipment, robot systems and upgrades for the armored vehicle  The Narcotics Unit has had a very productive year with approximately 300 drug offenders arrested and over 1,600 lbs. of marijuana, 29 lbs. of methamphetamine, 6 lbs. of cocaine and drug proceeds seized. 325 City of Chandler 2011-12 Adopted Budget Police Department 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. 2011-12 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. Measure 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected Reduce burglaries by 3% per 1,000 population 13.2% Increase 1.8% Reduction 3.0% Reduction 4.7% Reduction 3.0% Reduction Reduce auto theft by 3% per 1,000 population 25.8% Reduction 42.1% Reduction 3.0% Reduction 23.8% Increase(1) 3.0% Reduction 8.9% Increase 22.5% Reduction 3.0% Reduction 10.8% Increase(1) 3.0% Reduction Reduce aggravated assaults by 3% per 1,000 population 6.3% Reduction 17.7% Reduction 3.0% Reduction 17.2% Increase(1) 3.0% Reduction Reduce robberies by 3% per 1,000 population 0.2% Reduction 11.5% Reduction 3.0% Reduction 16.9% Reduction 3.0% Reduction Reduce vehicle burglaries by 3% per 1,000 population (1) Overall, in the 3 years reported, the crime trend reflects reductions. The crime types showing increases follow significant crime decreases in recent years. Crime tends to be cyclical. * 2010-11 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 2011-12 Adopted Budget Police Department    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 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected Priority 1 average response time (min:sec)(1) 5:47 5:34 5:00 5:28 5:00 Priority 2 average response time (min:sec)(1) 13:58 13:14 15:00 13:16 15:00 Priority 3 average response time (min:sec)(1) 24:06 22:53 30:00 24:20 30:00 Part 1 Crimes Against Persons per 1,000 population 2.2 1.9 2.0 2.2 2.0 Part 1 Crimes Against Property per 1,000 population 33.0 29.9 35.0 30.7 35.0 Number of sustained external citizen complaints per 10,000 population 0.20 0.12 0.45 0.08 0.45 (1) These measures are reported based on calendar year starting in 2009-10. * 2010-11 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 2011-12 Adopted Budget Police Department    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 Forfeiture Fund Grant Fund Grand Total 2009-10 Actual $ 2,050,224 259,895 241,554 116,675 13,949 596,843 22,611 199,712 $ 3,501,463 2010-11 Adopted Budget 2010-11 Adjusted Budget 2010-11 Estimated $ 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 $ 2,136,962 2,027,525 109,437 309,526 2,354,882 557,740 71,816 1,000 636,742 406,881 913,801 11,000 $ 7,400,350 $ 2,163,395 2,150,739 12,656 241,500 111,519 195,004 46,966 750 267,411 25,000 368,195 11,000 $ 3,430,740 2011-12 Adopted Budget $ 1,820,909 1,820,909 145,264 1,679,590 508,580 70,016 500 635,342 400,000 980,000 9,000 $ 6,249,201 $ 1,979,759 3,000,000 1,269,442 $ 6,249,201 % Change Adopted to Adopted -13.43% -9.26% -100.00% -56.02% -31.17% -5.14% 0.00% -50.00% 0.00% 0.00% 44.12% -18.18% -13.30% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 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 Revised 3 1 1 1 1 2 2 1 1 1 2 16 2010-11 Adopted 3 1 1 1 1 2 2 1 1 1 2 16 2010-11 Revised 2 1 0 1 1 2 2 1 1 1 2 14 2011-12 Adopted 2 1 0 1 1 2 2 1 1 1 2 14 Significant Budget and Staffing Changes During fiscal year 2010-11, one Information Specialist position was eliminated as anticipated in the 2010-11 Adopted Budget. One Assistant Police Chief position was reclassified to Police Commander and transferred to cost center 2030, Field Operations. Fiscal year 2011-12 reflects an ongoing decrease of operating budget to be reallocated to other higher spending priorities. This reallocation is accomplished through efficiency savings reductions, primarily impacting Professional/Contract Services and Operating Supplies. Operating Supplies also reflects a decrease as a result of less grant opportunities related to the Federal Recovery Act and a shift in Police Confiscated Property Fund to Machinery/Equipment. In addition, Professional/Contract Services reflects a decrease as a result of moving Animal Control Services to cost center 1290, Non-Departmental. 328 City of Chandler 2011-12 Adopted Budget Police Department 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. 2011-12 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. (1)  Maintain a 180-day or less hiring process for sworn personnel.  Provide fair, impartial and timely coordination and investigation of internal and external complaints against department employees. Measures Number of special inspections/audits Number of recruitment events Average number of days for hiring process for sworn positions (1) 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 21 30 30 30 30 3 7 5 5 5 106 180 180 180 180 Due to positions placed on budgetary hold, candidates will be in process for an extended period. Prior to FY2009-10, the objective was to maintain a 60-day or less hiring process. * 2010-11 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 2011-12 Adopted Budget Police Department    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 2010-11 Adopted Budget 2009-10 Actual $ $ 846,721 12,670 3,587 422 852 10,106 874,358 $ $ $ 2010-11 Adjusted Budget 893,996 893,996 18,440 10,225 400 7,000 13,789 943,850 943,850 $ $ 902,477 893,996 8,481 18,740 10,225 400 7,000 13,789 952,631 2011-12 Adopted Budget 2010-11 Estimated $ $ 889,945 881,464 8,481 18,440 8,589 480 7,000 13,789 938,243 $ $ $ 935,405 935,405 18,440 6,725 400 7,000 13,789 981,759 981,759 % Change Adopted to Adopted 4.63% 4.63% N/A 0.00% -34.23% 0.00% 0.00% 0.00% 4.02% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 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 Revised 1 1 3 1 2 8 2010-11 Adopted 1 1 3 1 2 8 2010-11 Revised 1 1 3 1 2 8 2011-12 Adopted 1 1 3 1 2 8 Significant Budget and Staffing Changes Fiscal year 2011-12 reflects an ongoing decrease of operating budget to be reallocated to other higher spending priorities. This reallocation is accomplished through efficiency savings reduction in Operating Supplies. 330 City of Chandler 2011-12 Adopted Budget Police Department 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. 2011-12 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: (1)  Prepare/schedule disposition of property within 30 days of court/officer approval in 98% 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 2008-09 Actual Prepare/schedule disposition of property within 30 days of approval Conduct bike give-aways Monthly property destruction Inventory error rate (1) 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 100% 100% 95% 100% 98% 2 2 2 2 2 12 12 12 12 12 0.0% 0.7% 3.0% 1.0% 3.0% Changed objective from 95% to 98% beginning 2011-12. * 2010-11 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 2011-12 Adopted Budget Police Department    PROPERTY AND EVIDENCE – 2020    Budget Summary Description Personnel Services Total Personnel Ongoing * One-time * Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Total Cost Center-2020 General Fund 2010-11 Adopted Budget 2009-10 Actual $ $ 374,744 14,812 12,055 6,149 131 65 407,957 $ $ $ 2010-11 Adjusted Budget 349,984 349,984 15,388 14,612 4,825 250 170 385,229 385,229 $ $ 354,524 349,984 4,540 16,823 14,612 5,589 250 170 391,968 2011-12 Adopted Budget 2010-11 Estimated $ $ 342,337 337,797 4,540 13,000 11,491 5,527 438 170 372,963 $ $ $ 355,738 355,738 15,388 13,862 4,825 250 170 390,233 390,233 % Change Adopted to Adopted 1.64% 1.64% N/A 0.00% -5.13% 0.00% 0.00% 0.00% 1.30% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 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 Revised 1 1 3 5 Significant Budget and Staffing Changes There are no significant budget or staffing changes for fiscal year 2011-12. 332 2010-11 Adopted 1 1 3 5 2010-11 Revised 1 1 3 5 2011-12 Adopted 1 1 3 5 City of Chandler 2011-12 Adopted Budget Police Department 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. 2011-12 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 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected Complete all requests for blood alcohol analysis within 30 days 100% 100% 95% 100% 95% Complete all requests for controlled substances analysis within 60 days 100% 97% 95% 90% 95% Return AFIS results within 24 hours 93% 98% 95% 98% 95% Analyze all latents and enter AFISquality latents into AFIS within 14 days 98% 95% 95% 95% 95% Complete all requests for photograph copies within 14 days 98% 97% 95% 99% 95% * 2010-11 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 2011-12 Adopted Budget Police Department    FORENSIC SERVICES – 2021    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-2021 General Fund Grant Fund Grand Total 2009-10 Actual $ 1,761,404 10,496 74,070 106,813 2,653 2,199 77,369 $ 2,035,004 2010-11 Adopted Budget 2010-11 Adjusted Budget 2010-11 Estimated $ 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 $ 1,966,043 1,921,006 45,037 28,926 89,900 115,029 4,620 7,765 111,700 $ 2,323,983 $ 1,715,529 1,670,492 45,037 24,590 89,900 115,028 3,000 6,505 111,000 $ 2,065,552 2011-12 Adopted Budget $ 1,923,887 1,923,887 11,200 81,679 99,325 4,620 7,765 335,000 $ 2,463,476 $ 2,128,476 $ 335,000 $ 2,463,476 % Change Adopted to Adopted -0.24% -0.24% N/A 0.00% -4.39% 0.00% 0.00% 0.00% N/A 15.28% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 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 Supervising Criminalist TOTAL 2007-08 Revised 2 4 7 3 3 0 2 1 0 22 2008-09 Revised 2 3 8 3 0 3 2 1 0 22 2009-10 Revised 2 2 9 4 0 2 2 1 0 22 2010-11 Adopted 2 2 9 5 0 2 2 1 0 23 2010-11 Revised 2 2 9 4 0 2 2 1 1 23 2011-12 Adopted 2 2 9 4 0 2 2 1 1 23 Significant Budget and Staffing Changes During fiscal year 2010-11, one Criminalist II position was reclassified to Supervising Criminalist. Fiscal year 2011-12 reflects an increase in grant opportunities related to the National Institute of Justice and Governor’s Office of Highway Safety Program. 334 City of Chandler 2011-12 Adopted Budget Police Department 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. 2011-12 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 at photo-enforced intersections by 5% per 1,000 population.  Reduce DUI related accident rate by 5% per 1,000 population.  Reduce the number of outstanding arrest warrants in the City of Chandler.  Develop and communicate effective crime reduction strategies for each district on an ongoing basis. 2008-09 Actual 2010-11 Projected 3.0% Reduction 2010-11 Year End Estimate * 0.5% Reduction 2011-12 Projected 3.0% Reduction Measures Reduce traffic accidents by 3% per 1,000 population(1) Reduce traffic accident rate at photo enforced city intersections by 5% per 1,000 population N/A 2009-10 Actual 7.5% Reduction 15.5% Reduction 16.4% Reduction 5.0% Reduction 0.5% Reduction 5.0% Reduction Reduce DUI related accident rate by 5% per 1,000 population 26.2% Reduction 3.3% Reduction 5.0% Reduction 0.5% Reduction 5.0% Reduction 3,062 2,658 2,500 2,234 2,500 Number of monthly briefings on proactive crime reduction strategies(2) N/A 216 216 204 216 Number of crime reduction plans developed to address public safety issues(2) N/A 48 48 46 48 Number of hours officers are dedicated to a warrant detail (1) (2) New Measure effective 2010-11. New measure effective 2009-10. * 2010-11 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 City of Chandler 2011-12 Adopted Budget Police Department    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 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected Number of citizen community meetings 2 2 24(1) 2(1) 2 Number of Citizen Satisfaction Surveys completed 147 87 100 90 100 Number of traffic safety and education special events conducted 32 24 25 100 25 (1) Changed Objective from “participation in district meetings” to “participation in annual open house and public meetings” effective 2010-11, however, a vast majority of citizen inquiries are being answered though immediate communication, reducing the need for attendance at formal meetings. Police staff continues to be available to attend community meetings upon request. 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 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 10,373 8,119 8,160 7,400 8,160 5,332 4,009 3,500 3,600 3,500 * 2010-11 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 2011-12 Adopted Budget Police Department    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 2009-10 Actual $25,776,645 12,437 1,294,256 47,957 18,976 9,989 28,104 1,597,687 $28,786,051 2010-11 Adopted Budget 2010-11 Adjusted Budget 2010-11 Estimated $ 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 $25,510,714 24,842,231 668,483 16,568 1,637,227 100,351 25,579 19,544 30,567 1,612,517 $28,953,067 $25,618,633 24,931,789 686,844 13,500 1,666,824 82,047 32,933 11,588 38,234 643,348 $28,107,106 2011-12 Adopted Budget $ 24,988,699 24,988,699 140,066 1,550,965 74,646 17,029 16,544 18,072 1,290,247 $ 28,096,268 $ 27,691,268 405,000 $ 28,096,268 % Change Adopted to Adopted 1.23% 1.23% N/A 8.10% -5.36% 0.00% 0.00% -15.35% 0.00% -19.99% -0.35% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. Authorized Positions Position Title Detention Officer Park Ranger Police Administrative Specialist Police Commander Police Fleet Aide Police Lieutenant Police Officer Police Operations Support Supervisor Police Sergeant Police Teleserve Specialist TOTAL 2007-08 Revised 4 8 13 2 0 9 173 1 28 4 242 2008-09 Revised 4 8 13 2 0 9 174 1 27 4 242 2009-10 Revised 4 5 10 2 0 9 169 1 27 4 231 2010-11 Adopted 4 5 8 2 0 9 167 1 27 4 227 2010-11 Revised 4 5 8 3 2 9 166 1 27 4 229 2011-12 Adopted 4 5 8 3 2 9 166 1 27 4 229 Significant Budget and Staffing Changes During fiscal year 2010-11, one Assistant Police Chief position was reclassified to Police Commander and moved from cost center 2010, Police Administration. One Police Officer position was converted to create two Police Fleet Aide positions. Fiscal year 2011-12 reflects an ongoing decrease of operating budget to be reallocated to other higher spending priorities. This reallocation is accomplished through efficiency savings reductions in Operating Supplies. As a result of a citywide review of fuel consumption and fleet replacement, Operating Supplies reflects an increase to fuel funding and Capital Replacement reflects a decrease in funding. A decrease in Operating Supplies due to one-time funding in 2010-11 for bulletproof vests is also reflected. 337 City of Chandler 2011-12 Adopted Budget Police Department 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. 2011-12 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 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected Criminal Investigations clearance rate 86% 86% 80% 85% 80% Percentage of submitted cases requiring no further investigation 97% 93% 90% 90% 90% Number of Special Projects in Response to Crime Trends 58 48 24 26 24 Percent of all VDO’s responded to within 60 days 88% 76% 80% 76% 80% 15 28 24 30 24 (1) 900 Number of gang awareness presentations Number of gang related contacts 409 443 320 Number of Felony Arrest Warrants Cleared 162 157 180 150 180 Number of Misdemeanor Arrest Warrants Cleared(2) 599 219(3) 400 290(3) 400 (1) (2) (3) 1,200 To provide a more accurate count of gang related contacts, this measure changed to reflect the number of individuals instead of incidents beginning fiscal year 2010-11. Includes misdemeanor warrant voluntary compliance program. Available time for Misdemeanor Arrest Warrants was limited due to support needed for other investigative units. * 2010-11 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 2011-12 Adopted Budget Police Department    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 Machinery/Equipment Total Cost Center-2040 General Fund Grant Fund Grand Total 2009-10 Actual $11,329,277 5,302 115,762 12,401 152,356 2,250 57,087 42,150 $11,716,586 2010-11 Adopted Budget 2010-11 Adjusted Budget 2010-11 Estimated $ 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 $10,597,867 10,537,543 60,324 52,316 175,954 12,026 216,555 1,000 75,176 8,613 $11,139,507 $10,727,576 10,667,252 60,324 3,725 67,468 12,026 217,044 1,000 75,176 8,613 $11,112,627 2011-12 Adopted Budget $ 10,430,753 10,430,753 123,725 160,672 9,518 208,659 1,000 75,176 $ 11,009,503 $ 10,702,318 307,185 $ 11,009,503 % Change Adopted to Adopted 0.82% 0.82% N/A -37.11% -7.08% -16.27% 0.91% 0.00% 0.00% N/A 0.00% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 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 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 Revised 4 1 2 2 65 1 12 1 3 91 2011-12 Adopted 4 1 2 2 65 1 12 1 3 91 Significant Budget and Staffing Changes Fiscal year 2011-12 reflects an ongoing decrease of temporary personnel and operating budget to be reallocated to other higher spending priorities. This reallocation is accomplished through efficiency savings reductions, primarily in Operating Supplies and Repairs/Maintenance. In addition, decreases in grant opportunities are reflected in Professional/Contract for the Victim Services Program and Operating Supplies for Arizona Auto Theft Authority Law Enforcement and Training grants. 339 City of Chandler 2011-12 Adopted Budget Police Department 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. 2011-12 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 Number of budget monitoring reports performed 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 85 98 80 113 100 35 37 25 30 30 Number of crime analysis products provided 512 575 620 625 625 Number of Uniform Crime Reports produced 12 12 12 12 12 Number of deployment and efficiency studies performed 91 75 70 60 60 Number of grants/IGAs/MOUs prepared * 2010-11 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 2011-12 Adopted Budget Police Department    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 Machinery/Equipment Total Cost Center-2050 General Fund $ $ 776,190 5,220 6,629 1,062 2,124 2,624 333 794,181 2010-11 Adjusted Budget 2010-11 Adopted Budget 2009-10 Actual $ $ $ 762,410 762,410 12,962 23,204 3,700 8,050 4,516 814,842 814,842 $ $ 768,291 763,502 4,789 2,362 33,204 3,700 8,050 4,566 820,173 2011-12 Adopted Budget 2010-11 Estimated $ $ 765,347 760,558 4,789 1,000 35,800 1,566 2,000 4,116 809,829 $ $ $ 766,010 766,010 25,466 4,562 7,728 4,626 808,392 808,392 % Change Adopted to Adopted 0.47% 0.47% N/A -100.00% 9.75% 23.30% -4.00% 2.44% N/A -0.79% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 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 Revised 1 4 1 2 8 2010-11 Adopted 1 4 1 2 8 2010-11 Revised 1 4 1 2 8 2011-12 Adopted 1 4 1 2 8 Significant Budget and Staffing Changes Fiscal year 2011-12 reflects an ongoing decrease of operating budget to be reallocated to other higher spending priorities. This reallocation is accomplished through efficiency savings reductions in Professional/Contract services. 341 City of Chandler 2011-12 Adopted Budget Police Department 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. 2011-12 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) 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 157,239 146,508 150,779 142,344 145,000 99% 99% 97% 98% 97% 94% 91% 85% 92% 85% 100% 98% 97% 99% 97% * 2010-11 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 2011-12 Adopted Budget Police Department    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 2009-10 Actual $ 3,818,603 8,243 79,726 380,065 13,350 20,269 360,711 216,886 $ 4,897,852 2010-11 Adopted Budget 2010-11 Adjusted Budget 2010-11 Estimated $ 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 $ 3,898,515 3,832,785 65,730 28,044 152,573 369,897 11,368 724,227 355,210 209,228 $ 5,749,062 $ 3,608,187 3,542,457 65,730 20,300 101,977 399,336 14,000 701,520 355,210 216,886 $ 5,417,416 2011-12 Adopted Budget $ 3,801,303 3,801,303 10,145 106,426 354,314 9,706 704,227 337,794 209,228 $ 5,533,143 $ 5,533,143 % Change Adopted to Adopted -0.82% -0.82% N/A -19.13% -2.03% -3.71% 0.00% 0.00% 4.21% 0.00% -0.65% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 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 Revised 1 6 30 8 1 2 1 1 0 2 52 2010-11 Adopted 1 6 29 8 1 2 1 1 0 2 51 2010-11 Revised 1 6 29 8 1 2 1 1 0 2 51 2011-12 Adopted 1 6 29 8 1 2 1 1 0 2 51 Significant Budget and Staffing Changes Fiscal year 2011-12 reflects an ongoing decrease of operating budget to be reallocated to other higher spending priorities. This reallocation is accomplished through efficiency savings reductions, primarily in Professional/Contract services. 343 City of Chandler 2011-12 Adopted Budget Police Department FUNCTION: DEPARTMENT: Public Safety Police 2070 Records COST CENTER: DIVISION: T he 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. 2011-12 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: (1)  Respond to requests for report copies within seven business days in 90% of all cases.  Validate the accuracy of information in automated databases within time limits 100% of the time. Measures 2008-09 Actual Percentage of report copy requests processed within 7 business days Percentage of validations completed within allotted time limits (1) 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 89% 82% 90% 91% 90% 100% 100% 100% 100% 100% Changed objective from 97% to 90% beginning 2011-12. 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 98% of all cases.(2)  Mail "Notice of Recovery" letters to auto theft victims within 24 hours of recovery in 98% of all cases.(2) Measures Percentage of criminal histories completed by the end of the following shift Percentage of recovery letters mailed to victim with 24 hours (2) 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 100% 100% 100% 100% 98% 98% 100% 98% 98% 98% Changed objective from 100% to 98% beginning 2011-12. * 2010-11 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 2011-12 Adopted Budget Police Department    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 2009-10 Actual $ 1,683,060 336 23,009 8,035 117 $ 1,714,558 2010-11 Adopted Budget 2010-11 Adjusted Budget 2010-11 Estimated $ 1,577,907 1,577,907 1,000 25,181 6,310 2,000 1,500 $ 1,613,898 $ 1,613,898 $ 1,609,935 1,580,138 29,797 1,000 25,181 6,310 2,000 1,500 $ 1,645,926 $ 1,619,119 1,589,322 29,797 1,000 20,200 5,240 1,000 1,500 $ 1,648,059 2011-12 Adopted Budget $ 1,579,715 1,579,715 25,681 6,310 2,000 1,500 $ 1,615,206 $ 1,615,206 % Change Adopted to Adopted 0.11% 0.11% N/A -100.00% 1.99% 0.00% 0.00% 0.00% 0.08% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 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 Revised 20 4 1 25 2010-11 Adopted 19 4 1 24 2010-11 Revised 19 4 1 24 2011- 12 Adopted 19 4 1 24 Significant Budget and Staffing Changes Fiscal year 2011-12 reflects an ongoing decrease of operating budget to be reallocated to other higher spending priorities. This reallocation is accomplished through efficiency savings reductions in Professional/Contract services. 345 City of Chandler 2011-12 Adopted Budget Police Department 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. 2011-12 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 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% * 2010-11 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 2011-12 Adopted Budget Police Department    DETENTION SERVICES – 2071    Budget Summary Description Personnel Services Total Personnel Ongoing * One-time * Professional/Contract Operating Supplies Total Cost Center-2071 General Fund 2010-11 Adopted Budget 2009-10 Actual $ 470,133 2,227,375 344 $ 2,697,853 2010-11 Adjusted Budget $ 453,211 453,211 2,031,000 1,800 $ 2,486,011 $ 2,486,011 $ 459,844 453,211 6,633 2,031,000 1,800 $ 2,492,644 2011-12 Adopted Budget 2010-11 Estimated $ 446,449 439,816 6,633 1,901,000 1,805 $ 2,349,254 $ $ $ 444,969 444,969 2,030,000 900 2,475,869 2,475,869 % Change Adopted to Adopted -1.82% -1.82% N/A -0.05% -50.00% -0.41% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. Authorized Positions Position Title Detention Officer Police Detention Supervisor TOTAL 2007-08 Revised 5 1 6 2008-09 Revised 5 1 6 2009-10 Revised 5 1 6 Significant Budget and Staffing Changes There are no significant staffing or budget changes for fiscal year 2011-12. 347 2010-11 Adopted 5 1 6 2010-11 Revised 5 1 6 2011-12 Adopted 5 1 6 City of Chandler 2011-12 Adopted Budget Police Department FUNCTION: DEPARTMENT: Public Safety Police 2080 Police Community Resources and Training COST CENTER: DIVISION: P olice 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. 2011-12 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 secondary schools within the City of Chandler.  Provide Law Related Education (LRE) instruction to students. Measures Percent of City of Chandler secondary schools with a SRO Number of LRE hours taught 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 100% 100% 100% 100% 100% 2,797 3,194 1,800 2,100 2,000 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 2008-09 Actual 2009-10 Actual 10 2010-11 Projected 9 * 2010-11 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 9 2010-11 Year End Estimate * 9 2011-12 Projected 9 City of Chandler 2011-12 Adopted Budget Police Department    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 (1) 2008-09 Actual 2009-10 Actual 10,436 10,764 2010-11 Projected 12,000 2010-11 Year End Estimate * 9,500(1) 2011-12 Projected 10,000 Reduction in motorist assist vehicles. 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 2008-09 Actual 2009-10 Actual 100% 100% 2010-11 Projected 100% 2010-11 Year End Estimate * 100% 2011-12 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 2008-09 Actual 2009-10 Actual 385 282 * 2010-11 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 2010-11 Projected 360 2010-11 Year End Estimate * 360 2011-12 Projected 360 City of Chandler 2011-12 Adopted Budget Police Department    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 2009-10 Actual $ 3,683,553 260,901 6,610 6,783 750 7,094 $ 3,965,691 2010-11 Adopted Budget 2010-11 Adjusted Budget 2010-11 Estimated $ 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 $ 3,288,116 2,311,099 977,017 14,120 257,894 9,022 12,390 14,392 $ 3,595,934 $ 3,200,766 2,220,436 980,330 1,120 276,940 9,022 10,000 1,000 15,450 $ 3,514,298 2011-12 Adopted Budget $ 2,370,649 2,370,649 10,000 253,978 9,692 9,590 17,392 $ 2,671,301 $ 2,601,301 70,000 $ 2,671,301 % Change Adopted to Adopted -27.42% 2.24% -100.00% -29.18% -0.97% 7.43% -2.54% N/A 2.66% -25.23% * Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. 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 Revised 1 1 1 1 22 5 31 2010-11 Adopted 1 1 1 1 22 4 30 2010-11 Revised 1 1 1 1 13 4 21 2011-12 Adopted 1 1 1 1 13 4 21 Significant Budget and Staffing Changes Effective June 30, 2011, nine Police Officer positions related to the DARE and SRO programs, which were funded on a one-time basis for fiscal year 2010-11, are eliminated. Fiscal year 2011-12 reflects an ongoing decrease of operating budget to be reallocated to other higher spending priorities. This reallocation is accomplished through efficiency savings reductions, primarily in Operating Supplies. In addition, Professional/Contract reflects a decrease in grant opportunities related to Arizona Auto Theft Authority public awareness grant. 350 City of Chandler 2011-12 Adopted Budget Police Department 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 Capital Projects Fund - Police Public Safety Bonds - Police Grand Total 2009-10 Actual $ 618,602 1,585,108 $ 2,203,710 2010-11 Adopted Budget $ 18,702,937 $ 18,702,937 $ 3,000,000 15,702,937 $ 18,702,937 2010-11 Adjusted Budget $ 3,356,861 13,939,574 $17,296,435 2010-11 Estimated $ 7,151 1,158,873 $ 1,166,024 2011-12 Adopted Budget $ 16,130,413 $ 16,130,413 $ 2,380,196 13,750,217 $ 16,130,413 % Change Adopted to Adopted -13.75% N/A N/A -13.75% Significant Budget Changes Budget variances for capital cost centers are primarily attributed to project expenditures for the current. Detail on the capital program is available in the 2012-2021 Capital Improvement Plan. 351 City of Chandler 2011-12 Adopted Budget Police Department 352 City of Chandler 2011-12 Adopted Budget Transportation & Development TRANSPORTATION & DEVELOPMENT DEPARTMENT * Assistant City Manager Transportation & Development Administration Engineering Transportation Mapping/ Standards Real Estate Transit Services Streets Construction Management Contract Management Traffic Engineering Airport Planning Civil Plan Review Development Services Land Use Planning Site Development Building Plan Review Building Inspections Customer Service Special Projects Group * The chart above represents a functional depiction of the department including sub-functions within cost centers in order to display all of the primary functions of the department. 353 City of Chandler 2011-12 Adopted Budget Transportation & Development The table below depicts the breakdown by division for the fiscal year 2011-12 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 Transportation & Dev Administration Planning Administration * Planning (1) 2009-10 Actual Expenditures $ 471,530 1,393,417 2010-11 Adopted Budget $ 469,822 821,439 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 $ 1,334,572 446,487 3,298,744 977,572 762 3,376,776 233,589 211,358 7,578,723 40,248,697 5,967,957 1,264,535 1,179,721 890,911 956,028 69,831,380 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 Expenditures by Category Personnel & Benefits Total Personnel $ (2) Ongoing One-time (2) Operating & Maintenance Capital TOTAL TRANSPORTATION & DEV $ 19,056,712 9,569,182 41,205,487 69,831,380 $ 17,363,652 15,337,762 2,025,890 10,661,917 89,288,731 $ 117,314,300 Staffing by Cost Center Transportation & Dev Administration Planning Administration * Planning (1) (1) Long Range Planning * Development Services Civil Engineering * Engineering Transportation/Operations Admin. * Real Estate * Streets Traffic Engineering Transit Services Street Sweeping Airport TOTAL TRANSPORTATION & DEV 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 (1) 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 (1) 2010-11 Estimated Expenditures $ $ $ $ 676,250 2,367,351 3,942,833 66,000 2,913,690 500,000 8,872,521 32,946,282 6,043,304 1,709,404 1,052,627 1,090,676 475,775 62,656,714 16,678,674 15,153,998 1,524,676 11,989,982 33,988,057 62,656,714 2010-11 Revised 5.00 0.00 22.00 0.00 35.00 0.00 30.00 0.00 0.00 41.50 25.00 3.00 9.00 6.00 176.50 2011-12 Adopted Budget $ $ $ $ % of 2011-12 Total 692,320 - 1% 0% 2,919,895 3,501,278 66,000 2,947,768 7,943,931 58,131,583 5,961,145 1,345,704 1,118,601 937,686 2,687,844 88,253,755 3% 0% 4% 0% 0% 3% 0% 0% 0% 9% 66% 7% 2% 1% 1% 3% 100% 15,381,590 15,333,090 48,500 11,986,738 60,885,427 88,253,755 2011-12 Adopted 5.00 0.00 22.00 0.00 35.00 0.00 30.00 0.00 0.00 41.50 25.00 3.00 9.00 6.00 176.50 17% 0% 14% 69% 100% % of 2011-12 Total 3% 0% 12% 0% 20% 0% 17% 0% 0% 24% 14% 2% 5% 3% 100% Beginning fiscal year 2010-11, the Long Range Planning cost center is combined with Current Planning and the name is changed to Planning. (2) Ongoing and One-time Personnel Services detail not available for 2009-10 Actual. * Cost Centers no longer used beginning in 2010-11. 354 City of Chandler 2011-12 Adopted Budget Transportation & Development 2010-11 Transportation & Development Accomplishments  The Small Business Assistance Team assisted 43 small business owners during the fiscal year in evaluating tenant spaces to determine the adequacy of the spaces or buildings for their business needs.  The City of Chandler Board of Appeals evaluated and made recommendations to Council, who adopted the 2009 International Codes. This includes the first-ever adoption of the International Existing Building Code, which will allow for more flexibility in the renovation, restoration and re-use of existing buildings.  Deployed a team of inspectors and administrative staff to monitor the construction of Intel FAB 42 and to ensure compliance with City of Chandler design standards and codes.  Completed a major update to our engineering standards including 28 construction details, 5 technical design manuals and 18 specifications.  Acquired property rights from 126 parcels for a total consideration of $10,154,300, including the acquisition of the Sunset Library building.  Miles of Roadway Swept = 71,135 miles.  Tons of Debris Swept & Hauled to Landfills = 2,105 tons.  Pavement Maintenance (slurry, micro, fog sealing) = 140.5 lane miles.  Pavement Rehabilitation (new asphalt pavement) = 60 lane miles (9 lane mile of which was the  Concrete Placed for ADA Rehabilitation = 137,513 square feet.  Alleyways Stabilized for PM-10 Dust Control = 13.4 centerline miles.  Installed upgrades to the Traffic Management Center, including a new 6’ x 12’ LCD Video Wall, as part of a $1 Million federal grant.  Installed solar-powered, environmentally friendly LED street lighting on the Western Canal multi-use path between Price Road and the Union Pacific Railway line just east of Arizona Avenue.  Performed preventative and emergency maintenance on 17,000 traffic signs, 273 centerline-miles of roadway striping, 26,600 street lights, 208 traffic signals, and 57 miles of fiber optic cables.  Completed construction of 12 new Arizona Ave./LINK Stations with ARRA Funds.  Secured grant funding from the Highway Safety Improvement Program (HSIP) for the Alma School Rd/Ray Road Intersection Project in the amount of $6.3 million.  Completed the construction of Price Road Repaving and Chandler/Dobson Intersection utilizing the American Recovery and Reinvestment Act (ARRA) grants.  Assisted in the Santan Freeway HOV lane ADOT project.  Completed the construction of McQueen Road from Queen Creek Road to Ocotillo Road.  Completed the construction of Gilbert Road from Germann Road to Queen Creek Road. 355 City of Chandler 2011-12 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. 2011-12 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 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 444 1,628(1) 400 4,000(2) 4,200(2) 95% 95% 95% 95% 95% 39 56 30 45 45 (1) The Public Works and Planning & Development Departments merged on July 1, 2010. The Transportation & Development Department began using the GBA system that logs citizen requests received via phone calls, correspondence, and the City website in February 2010. Prior to that time, all logged requests came from the Trackwise system that documented requests coming in via the Communications & Public Affairs Department only. The 2009-10 actual requests above are a combination of the Trackwise and GBA systems. (2) Increased requests logged due to use of new GBA system. 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 2008-09 Actual 45 2009-10 Actual 152(3) (3) 2010-11 Projected 105 2010-11 Year End Estimate * 162(4) 2011-12 Projected 160(5) Increase due to elimination of Transit Manager position and additional Valley Metro meetings regarding budget reduction issues. Increase in FY 2010-11Year End Estimate resulting from elimination of Transit Manager position and anticipated additional Valley Metro meetings due to budget reduction issues. (5) Continued increase in FY2011-12 projected attendance resulting from anticipated additional Valley Metro meetings due to budget issues. (4) * 2010-11 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. 356 City of Chandler 2011-12 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 Building/Improvements Capital Replacement Total Cost Center-3010 General Fund 2010-11 Adopted Budget 2009-10 Actual $ $ 455,423 1,300 1,992 1,062 2,563 1,822 3,558 3,809 471,530 $ $ $ 2010-11 Adjusted Budget 436,428 436,428 1,000 6,102 2,090 12,380 500 4,960 2,253 4,109 469,822 469,822 $ $ 658,971 651,248 7,723 1,000 11,472 2,740 15,670 500 7,960 2,253 7,918 708,484 2011-12 Adopted Budget 2010-11 Estimated $ $ 655,721 647,998 7,723 1,000 6,856 1,040 5,270 500 5,610 253 676,250 $ $ $ 648,813 648,813 9,000 9,392 3,395 11,707 500 7,960 1,253 300 692,320 692,320 % Change Adopted To Adopted 48.66% 48.66% N/A 800.00% 53.92% 62.44% -5.44% 0.00% 60.48% -44.39% -92.70% 47.36% * Ongoing and One-time Personnel Services detail not avialable for 2009-10 actuals . Authorized Positions Position Title Management Assistant Operations Manager Public Works Deputy Director Public Works Director Regulatory Affairs Manager Senior Executive Assistant Senior Management Assistant Trans portation & Development Director Trans portation Manager TOTAL 2007-08 Revised 0 0 1 1 0 1 1 0 0 4 2008-09 Revised 0 0 1 1 0 1 1 0 0 4 2009-10 Revised 0 0 1 1 0 1 0 0 0 3 2010-11 Adopted 0 1 0 0 0 1 0 1 0 3 2010-11 Revised 1 0 0 0 1 1 0 1 1 5 2011-12 Adopted 1 0 0 0 1 1 0 1 1 5 Significant Budget and Staffing Changes During fiscal year 2010-11, one Management Assistant position was moved from cost center 3030, Transportation and Operations, and one Communications Manager position was renamed Regulatory Affairs Manager and moved from cost center 3020, Engineering. The Operations Manager position was renamed Transportation Manager. For fiscal year 2011-12 one-time funding of $7,000 is included for the American Public Works Association reaccreditation process. Fiscal year 2011-12 also includes an ongoing decrease of operating budget for reallocation to higher spending priorities. This reallocation is accomplished through reductions and efficiency savings in Temporary Services and Communications/Transportation. The Citywide review of fleet replacement resulted in a decrease of $3,800. 357 City of Chandler 2011-12 Adopted Budget Transportation & Development FUNCTION: DEPARTMENT: Transportation & Development Transportation & Development 1500 Planning Administration COST CENTER: DIVISION: Planning Administration was eliminated as a cost center effective with the merger of the Planning and Development and the Public Works Department in July 2010. 2011-12 Performance Measurements As a part of the consolidation of the Planning and Development Department with the Public Works Department cost center 1500 has been eliminated. All performance measures have been moved to cost center 1510, Planning. Budget Summary Description Personnel Services Total Personnel Ongoing * One-time * Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Total Cost Center-1500 General Fund 2010-11 Adopted Budget 2009-10 Actual $ 1,378,358 4,970 6,334 3,157 599 $ 1,393,417 $ $ $ 2010-11 Adjusted Budget 724,689 654,581 70,108 45,000 26,200 7,500 7,350 10,700 821,439 821,439 $ $ 2011-12 Adopted Budget 2010-11 Estimated - $ $ - $ $ $ % Change Adopted To Adopted - -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% * Ongoing and One-time Personnel Services detail not avialable for 2009-10 actuals . 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 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 Revised 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2011-12 Adopted 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Significant Budget and Staffing Changes During fiscal year 2010-11, cost center 1510, Planning Administration, was disbanded. One Building Official and two Development Project Administrators were moved to cost center 1530, Development Services. One Planning Administrator position was moved to cost center 1510, Planning. One Senior Management Assistant position and one Senior Executive Assistant position were eliminated. 358 City of Chandler 2011-12 Adopted Budget Transportation & Development FUNCTION: DEPARTMENT: Transportation & Development Transportation & Development 1510 Planning COST CENTER: DIVISION: Planning provides zoning administration, civil engineering, traffic design review 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. This includes long range planning activities such as tracking land use and population statistics, preparing development policies and code amendments, and maintaining all elements of the Chandler General Plan as required by State Statutes. -- The zoning administration function reviews private development projects to ensure consistency with the City’s General Plan, Zoning Code, and other laws and regulations; and provides professional support to the Planning & Zoning Commission, Board of Adjustment, and City Council. -- Civil Engineering reviews civil plans and issues encroachment permits for all development projects. Traffic design review analyzes specific development proposal for compliance with adopted standards and performs traffic impact analysis studies to evaluate a development’s impact on our transportation system. --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. 2011-12 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 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 84% 83% 80% 80% 80% 171 141 148 130 110 * 2010-11 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 2011-12 Adopted Budget Transportation & Development    PLANNING – 1510    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 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 1,257 1,247 1,050 1,146 1,250 Percentage completed within 20-day turnaround time 98% 99% 98% 98% 98% Percentage of field inspections completed within 24 hours 98% 98% 98% 98% 98% 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 policies to implement General Plan guidelines and Council policy directives. Measures Number of specific area plans. Plan amendments and General Plan elements/updates adopted by Council Number of code amendments or development policies adopted by Council 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 3 3 1 1 2 1 4 3 4 2 * 2010-11 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 2011-12 Adopted Budget Transportation & Development    PLANNING – 1510    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 2008-09 Actual 2010-11 Year End Estimate * 2010-11 Projected 2011-12 Projected 98% 98% 99% 99% 99% 2.8 2.9 3 2.7 3 9,203 4,900 5,000 5,200 5,400 9 2 2 3 4 625 65 200 200 250 Average number of reviews per project Number of drawing sheets reviewed 2009-10 Actual Number of residential subdivisions submitted Number of residential lots created 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 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 180 125 175 247 216 100% 98% 90% 95% 95% 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 50%(1) 100% 100% 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) 2008-09 Actual 63% 2009-10 Actual 100% Training reduced due to decrease in staffing. * 2010-11 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. 361 City of Chandler 2011-12 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 2009-10 Actual $ 1,309,741 520 11,081 2,529 5,758 1,142 3,802 $ 1,334,572 2010-11 Adopted Budget 2010-11 Adjusted Budget 2010-11 Estimated $ 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 $ 2,335,567 2,207,148 128,419 122,922 77,800 13,650 23,950 88,320 3,802 $ 2,666,011 $ 2,309,723 2,210,564 99,159 21,312 15,363 6,618 7,760 6,575 $ 2,367,351 2011-12 Adopted Budget $ 2,224,288 2,224,288 612,000 37,456 11,150 19,150 9,042 6,809 $ 2,919,895 $ 2,919,895 % Change Adopted To Adopted 47.61% 56.42% -100.00% 620.00% -13.30% 205.48% 17.48% -69.87% 79.09% 72.90% * Ongoing and One-time Personnel Services detail not avialable for 2009-10 actuals. Position Title Administrative Specialist City Planner Devlopment Services Engineer Executive Assistant GIS Technician II Planning Administrator Planning Manager Principal Planner Principal Plans Examiner Senior Engineer Senior Planner Senior Plans Examiner Senior Site Development Inspector Site Development Coordinator Site Development Inspector Site Development Plans Examiner TOTAL Authorized Positions 2007-08 2008-09 2009-10 Revised Revised Revised 1 1 1 3 2 1 0 0 0 1 1 1 0 0 0 0 0 0 1 1 1 1 1 1 0 0 0 0 0 0 2 2 2 0 0 0 1 1 1 1 1 1 2 2 2 3 3 2 16 15 13 2010-11 Adopted 1 2 0 2 2 0 1 1 0 0 2 0 1 1 2 2 17 2010-11 Revised 0 1 1 2 1 1 1 1 1 1 2 4 1 1 2 2 22 2011-12 Adopted 0 1 1 2 1 1 1 1 1 1 2 4 1 1 2 2 22 Significant Budget and Staffing Changes During fiscal year 2010-11, one City Planner position was eliminated as anticipated in the 2010-11 Adopted Budget. Four Senior Plans Examiners, one Development Services Engineer and one Principal Plans Examiner were transferred from cost center 1535, Civil Engineering, when that cost center was disbanded. One Planning Administrator position was moved from cost center 1500, Planning Administration, and one Sr. Engineer position was moved from cost center 3030, Transportation and Operations Administration, when it was disbanded. One GIS Technician II was transferred to cost center 3020, Engineering, and one Administrative Specialist was transferred to cost center 1530, Development Services. For fiscal year 2011-12, one-time funding of $600,000 is included for on call civil plan review and inspection services related to capital improvements projects extending through fiscal year 2011-12. Also included is an ongoing decrease of operating budget for reallocation to higher spending priorities. This reallocation is accomplished through reductions and efficiency savings in Temporary Services, Professional/Contract Services, Operating Supplies, and Other Charges and Services. The Citywide review of fleet replacement resulted in an increase of $3,007 to ensure future vehicle replacements are properly funded. As part of the budget amendment process, $22,000 included in the Proposed Budget for the Green Building Program was removed and transferred to the Infrastructure Maintenance Reserve. 362 City of Chandler 2011-12 Adopted Budget Transportation & Development FUNCTION: DEPARTMENT: Transportation & Development Transportation & Development 1515 Long Range Planning COST CENTER: DIVISION: The Long Range Planning cost center was eliminated in 2010-11 as part of the downsizing of the Planning and Development Department, which subsequently merged with the Public Works Department to become the Transportation and Development Department. 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 2010-11 Adopted Budget 2009-10 Actual $ $ 371,600 58,540 4,716 15 847 10,770 446,487 $ $ $ 2010-11 Adjusted Budget - $ $ 2011-12 Adopted Budget 2010-11 Estimated - $ $ - $ $ $ % Change Adopted To Adopted - N/A N/A N/A N/A N/A N/A N/A N/A N/A * Ongoing and One-time Personnel Services detail not avialable for 2009-10 act uals . 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 Revised 1 1 1 1 4 2010-11 Adopted 0 0 0 0 0 2010-11 Revised 0 0 0 0 0 2011-12 Adopted 0 0 0 0 0 Significant Budget and Staffing Changes Effective July 1, 2010, cost center 1515, Long Range Planning, was disbanded and its functions moved to cost center 1510, Planning. 363 City of Chandler 2011-12 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. 2011-12 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. (1)  Respond to all building construction inspection requests within 24 hours.  Provide prompt, courteous service to all customers requesting information or assistance. Measures 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected Number of plan reviews 5,494 4900 5,000 N/A(2) N/A(2) Percent of plan reviews completed within 20 working days 99% 99% 99% 95% 95% 1,529 1,084 1,000 1,200 1,300 2,090 3,809 3,100 4,000 4,200 $376,745,879 $375,169,625 $410,000,000 $400,000,000 $425,000,000 39,990/100% 27,820/99% 28,790/99% 31,670/98% 34,840/95% Number of nonresidential projects submitted Number of permits issued Valuation of permits issued Number of building inspection requests/ Percent completed within 24 hours(2)(3) (1) Manpower has decreased and some new duties have emerged – IECC (energy code), signs. Performance Measure discontinued in FY 2010-11. (3) Inspection request counts and percentages do not include certificates of occupancy, investigations of work without permits, fire investigations or courtesy inspections. (2) * 2010-11 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. 364 City of Chandler 2011-12 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 Capital Replacement Total Cost Center-1530 General Fund 2009-10 Actual $ 3,217,745 228 38,005 23,503 11,343 500 7,421 $ 3,298,744 2010-11 Adopted Budget 2010-11 Adjusted Budget 2010-11 Estimated $ 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 $ 3,685,511 3,342,238 343,273 38,000 119,300 32,000 39,250 3,000 33,700 120,000 $ 4,070,761 $ 3,680,020 3,300,550 379,470 38,000 95,420 16,900 22,107 3,000 27,385 60,000 $ 3,942,833 * Ongoing and One-time Personnel Services detail not avialable for 2009-10 actuals. 365 2011-12 Adopted Budget $ 3,128,591 3,128,591 28,000 83,402 32,000 36,770 3,000 33,700 120,000 35,815 $ 3,501,278 $ 3,501,278 % Change Adopted To Adopted 14.60% 29.16% -100.00% 180.00% -20.27% 0.00% 5.81% 0.00% 34.80% 0.00% N/A 14.45% City of Chandler 2011-12 Adopted Budget Transportation & Development    DEVELOPMENT SERVICES – 1530    Authorized Positions Position Title Administrative Specialist Building Code Specialist Building Inspector Building Official Chief Building Inspector Construction Permit Representative Customer Service Representative Customer Service Supervisor Development Project Administrator Development Services Manager Executive Assistant Management Assistant Plans Examiner Principal Engineer Records Management Associate Senior Building Inspector Senior Construction Permit Rep. Senior Plans Examiner Structural Engineer TOTAL 2007-08 Revised 1 1 16 0 2 11 1 1 0 1 1 0 4 1 1 2 1 2 2 48 2008-09 Revised 1 1 16 0 2 11 1 1 0 1 1 0 4 1 1 2 0 2 2 47 2009-10 Revised 0 0 11 0 2 8 0 1 0 0 0 0 3 1 1 2 0 1 2 32 2010-11 Adopted 0 0 11 0 1 8 0 1 0 0 0 0 3 1 1 2 0 1 2 31 2010-11 Revised 3 0 10 1 1 7 0 1 2 0 1 1 3 1 0 2 0 1 1 35 2011-12 Adopted 3 0 10 1 1 7 0 1 2 0 1 1 3 1 0 2 0 1 1 35 Significant Budget and Staffing Changes During fiscal year 2010-11, two Construction Permit Representatives, one Structural Engineer and one Building Inspector positions were eliminated as anticipated in the 2010-11 Adopted Budget. One Management Assistant, two Administrative Specialists, and one Executive Assistant were transferred from cost center 3020, Engineering. One Administrative Specialist was transferred from cost center 1510, Planning. One Building Official and two Development Project Administrator positions were moved from cost center 1500, Planning Administration, when it was disbanded. One Records Management Associate position was moved to cost center 3020 and reclassified to a Real Estate Coordinator. One Operations Analyst was moved from cost center 1200, Information Technology, and reclassified as a Construction Permit Representative. Fiscal year 2011-12 includes one-time funding for contracted temporary inspection staff for capital improvements extending through fiscal year 2011-12. Fiscal year 2011-12 also includes an ongoing decrease of operating budget for reallocation to higher spending priorities. This reallocation is accomplished through reductions and efficiency savings in Temporary Services, Professional/Contract Services, Operating Supplies, and Communication/Transportation. The Citywide review of fleet replacement resulted in an increase of $35,815 to ensure future vehicle replacements are properly funded. 366 City of Chandler 2011-12 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. 2011-12 Performance Measurements As a part of the consolidation of the Planning and Development Department with the Public Works Department cost center 1535 has been eliminated. All performance measures have been moved to cost center 1510, Planning. 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 $ $ 975,951 114 401 121 985 977,572 2010-11 Adjusted Budget 2010-11 Adopted Budget 2009-10 Actual $ $ $ 637,521 637,521 5,000 19,400 2,500 4,800 3,500 672,721 672,721 $ $ % Change Adopted To Adopted 2011-12 Adopted Budget 2010-11 Estimated - $ - $ - $ 2009-10 Revised 1 0 0 1 4 6 2010-11 Adopted 1 0 0 1 4 6 $ $ - -100.00% -100.00% N/A -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% * Ongoing and One-time Personnel Services detail not avialable for 2009-10 actuals. 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 2010-11 Revised 0 0 0 0 0 0 2011-12 Adopted 0 0 0 0 0 0 Significant Budget and Staffing Changes During fiscal year 2010-11, cost center 1535, Civil Engineering, was eliminated. All positions and related funding were moved to cost center 1510, Planning. 367 City of Chandler 2011-12 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 2010-11 2010-11 2011-12 Adopted Adjusted 2010-11 Adopted Budget Budget Estimated Budget - $ 66,000 $ 66,000 $ 66,000 $ 66,000 762 762 $ 66,000 $ 66,000 $ 66,000 $ 66,000 $ 66,000 $ 66,000 2009-10 Actual $ $ % Change Adopted To Adopted 0.00% N/A 0.00% Significant Budget and Staffing Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions for the current year and new projects for 2011-12. Fiscal year 2011-12 includes funding for the Single-Family Infill program. Additional details on capital funding are included in the 2012-2021 Adopted Capital Improvement Plan. 368 City of Chandler 2011-12 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. 2011-12 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) 2008-09 Actual 2009-10 Actual 52% 52% 2010-11 Projected 100% 2010-11 Year End Estimate * 100% 2011-12 Projected 100% Measure revised from “Percent of Engineering employees receiving training” during FY2009-10. Change resulting from reduced training budgets beginning in FY2008-09. 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 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected Percent of design projects/completed/billed 60% 60% 30%(2) 80% 80% Percent of construction projects/completed/billed 53% 87% 35%(2) 80% 80% (2) CIP budget reductions, reprioritization based on bond/impact funding requirements. * 2010-11 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. 369 City of Chandler 2011-12 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 2008-09 Actual 2009-10 Actual 94.3% 86% 2010-11 Projected 95% 2010-11 Year End Estimate * 80% 2011-12 Projected 85% 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 2008-09 Actual 2.0% 2009-10 Actual 2.0% 2010-11 Projected 2.0% 2010-11 Year End Estimate * 2.0% 2011-12 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 2008-09 Actual 4.01% 2009-10 Actual 0.98% 2010-11 Projected 5.0% 2010-11 Year End Estimate * 1.50% 2011-12 Projected 5.00% 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 2008-09 Actual 664/ 100% 7,155/ 98% 2009-10 Actual 680/ 100% 7,200/ 98% * 2010-11 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. 370 2010-11 Projected 750/ 100% 7,100/ 98% 2010-11 Year End Estimate * 520/ 100% 13,600/ 98% 2011-12 Projected 600/ 100% 14,500/ 98% City of Chandler 2011-12 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) Number of Actions presented to City Council and Administrative Acceptance Packages completed 2010-11 Year End Estimate * 2008-09 Actual 2009-10 Actual 2010-11 Projected 3,225/95% 1,040/95% 3,000/95% 980/95% 860/95% 217 160 220 105 160 61 60 60 60 60 2011-12 Projected 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) 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 445 445 445 405(1) 405(1) $74,747 $119,303 $128,703 $124,203 $89,303(1) $464,362 $164,000 $150,000 $150,000 $150,000 Reduction due to development of city property and termination of short term leases. * 2010-11 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 2011-12 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** Capital Replacement Total Cost Center-3020 General Fund 2009-10 Actual 2010-11 Adopted Budget 2010-11 Adjusted Budget 2010-11 Estimated 2011-12 Adopted Budget $ 3,609,200 $ 4,429,350 $ 4,308,599 $ 3,487,065 $ 3,020,702 3,058,608 2,821,956 2,824,953 2,972,202 1,370,742 1,486,643 662,112 48,500 65,354 23,620 131,760 91,838 250,000 60,745 71,167 70,088 62,128 55,195 8,850 12,460 14,170 14,170 12,032 11,125 27,172 26,172 15,946 27,132 1,981 1,650 1,650 1,650 1,650 11,525 13,894 10,944 10,504 9,394 (452,530) (1,186,174) (1,186,874) (834,345) (470,691) 60,526 64,735 64,735 64,735 42,354 $ 3,376,776 $ 3,457,874 $ 3,441,244 $ 2,913,690 $ 2,947,768 $ 3,457,874 $ 2,947,768 % Change Adopted To Adopted -31.80% -2.83% -96.46% 958.43% -22.44% -3.43% -0.15% 0.00% -32.39% N/A -34.57% -14.75% * Ongoing and One-time Personnel Services detail not avialable for 2009-10 actuals. ** 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. 372 City of Chandler 2011-12 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 Engineer 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 Coordinator Real Estate Manager Real Estate Property Management Officer Real Estate Services Specialist Records Management Associate Senior Engineer Senior Public Works Inspector Traffic Engineering 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 0 1 2 1 0 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 0 1 1 1 0 50 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 0 1 0 1 0 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 0 1 2 1 1 0 1 0 48 2010-11 Revised 0 0 1 0 0 1 1 0 2 1 2 1 2 1 0 1 4 0 1 1 0 1 6 2 0 0 0 1 0 0 1 30 2011-12 Adopted 0 0 1 0 0 1 1 0 2 1 2 1 2 1 0 1 4 0 1 1 0 1 6 2 0 0 0 1 0 0 1 30 Significant Budget and Staffing Changes During fiscal year 2010-11, thirteen positions were eliminated from cost center 3020 as anticipated in the 2010-11 Adopted Budget: one Administrative Specialist; four Engineering Project Managers; one Principal Engineer; one Project Support Assistant; three Public Works Inspectors; one Sr. Public Works Inspector; two Real Estate Property Management Officers; and one Real Estate Services Specialist. One GIS Technician II was transferred from cost center 1510, Planning, and one Traffic Engineering Inspector was transferred from cost center 3330, Traffic Engineering. The Communications Manager position was renamed to Regulatory Affairs Manager and moved to cost center 3010, Transportation & Development Administration. Two Administrative Specialists, one Management Assistant and one Executive Assistant were moved to cost center 1530, Development Services. One Real Estate Manager position was reclassified to Real Estate Coordinator and one Records Management Associate position was also reclassified to Real Estate Coordinator and moved from cost center 1530, Development Services. Fiscal year 2011-12 reflects a one-time increase for temporary inspection staff services needed for capital improvement projects extending through part of fiscal year 2011-12. Fiscal year 2011-12 also includes an ongoing decrease of operating budget for reallocation to higher spending priorities. This reallocation is accomplished through reductions and efficiency savings in Temporary Services, Professional/Contract Services, and Operating Supplies. The Citywide review of fleet replacement resulted in a decrease of $22,381. 373 City of Chandler 2011-12 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. 2011-12 Performance Measurements As a part of the consolidation of the Planning and Development Department with the Public Works Department, cost center 3030 has been eliminated. All performance measures have been moved to cost center 3010, Transportation and Development Administration. Budget Summary Description Personnel Services Total Personnel Ongoing * One-time * Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Contingency/Reserve Total Cost Center-3030 General Fund 2010-11 Adopted Budget 2009-10 Actual $ $ 226,992 1,544 267 977 3,809 233,589 $ $ $ 2010-11 Adjusted Budget 208,471 208,471 4,370 650 2,290 530 3,809 220,120 220,120 $ - $ 2011-12 Adopted Budget 2010-11 Estimated $ $ - $ % Change Adopted To Adopted - $ $ -100.00% -100.00% N/A N/A -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% * Ongoing and One-time Personnel Services detail not avialable for 2009-10 actuals. 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 Revised 2010-11 Adopted 2010-11 Revised 2011-12 Adopted 1 1 1 2 5 0 1 1 2 4 0 0 1 1 2 0 0 1 1 2 0 0 0 0 0 0 0 0 0 0 Significant Budget and Staffing Changes During fiscal year 2010-11, one Management Assistant was transferred to cost center 3010, Transportation and Development Administration, and one Senior Engineer was moved to cost center 1510, Planning. The Transportation and Operations Administration cost center was eliminated and all funding was transferred to cost centers 3010 and 1510. 374 City of Chandler 2011-12 Adopted Budget Transportation & Development FUNCTION: DEPARTMENT: Transportation & Development Transportation & Development 3060 Engineering Capital COST CENTER: DIVISION: Budget Summary Description Other Charges/Services Contingency/Reserve Total Cost Center-3060 Gen Gov't Capital Projects 2009-10 Actual $ $ - 2010-11 Adopted Budget $ 500,000 $ 500,000 $ 500,000 2010-11 Adjusted Budget $ 500,000 $ 500,000 2010-11 Estimated $ 500,000 $ 500,000 2011-12 Adopted Budget $ $ $ - % Change Adopted To Adopted -100.00% N/A -100.00% Significant Budget and Staffing Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions for the current year and new projects for 2011-12. There are no new projects in the Engineering Capital Cost Center for fiscal year 2011-12. 375 City of Chandler 2011-12 Adopted Budget Transportation & Development FUNCTION: DEPARTMENT: Transportation & Development Transportation & Development 3070 Real Estate COST CENTER: DIVISION: The Real Estate cost center was eliminated and staff and budget moved to cost center 3020 (Engineering) in 2010-11. Budget Summary Description Personnel Services Total Personnel Ongoing * One-time * Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Project Support Recharge** Contingency/Reserve Capital Replacement Total Cost Center-3070 Grand Total 2010-11 Adopted Budget 2009-10 Actual $ $ 291,708 $ 1,168 390 601 1,578 (87,895) 3,809 211,358 $ $ 2010-11 Adjusted Budget - $ $ 2011-12 Adopted Budget 2010-11 Estimated - $ $ - $ $ $ % Change Adopted To Adopted - N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A * Ongoing and One-time Personnel Services detail not avialable for 2009-10 actuals. 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 Revised 1 0 2 1 4 2010-11 Adopted 0 0 0 0 0 2010-11 Revised 0 0 0 0 0 Significant Budget and Staffing Changes Effective July 1, 2010, cost center 3070, Real Estate, was combined with cost center 3020, Engineering. 376 2011-12 Adopted 0 0 0 0 0 City of Chandler 2011-12 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 (1,994 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. 2011-12 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. 2008-09 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) 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 4 4 7 4 6 121 80 113 91 95 29 17 30 15 16 38/107 60/131 65/120 62/118 68/125 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 18 days for street repairs 2 days for potholes Measures Average number of days to complete sidewalk/curb and gutter repair Average number days to complete street repairs/pothole repairs 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 8/9.4 2/8 9/10 3/6 3/5 14.9/1.8 8.5/2 11/4 8.6/2 8.4/2 * 2010-11 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. 377 City of Chandler 2011-12 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. 2008-09 Actual Measures 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected Satisfactory Pavement Lane miles of paved roadway Lane miles of paved roadway in satisfactory condition/Percentage(1) 1,948 1,954 1,980 1,994 1,998 1,138/58% 1,264/65% 1,014/51% 1,257/63% 1,254/63% Street Slurry/Micro Sealing Lane miles of paved roadway needing maintenance, fair condition Lane miles of street maintenance performed/Percentage(2) 438 543 720 570 577 64/15% 51/9% 46/6% 31/6% 40/7% Street Repaving Lane miles of paved roadway needing re-paving, poor condition(3) Lane miles of street re-paving performed/Percentage(3)(4) 372 147 246 167 167 39/11% 51/35% 34/14% 39/25% 16/10% 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 (7) Scuppers, drains, catch basins, drywells Inspected/Maintained 4,205(5) 2,079(6) 2,500 2,100 2,310 1,796,620 2,065,692 2,000,000 2,000,000 2,000,000 40,600 34,880 45,360 43,020 45,500 58 65 65 63 62 11,500/ 1,100 10,100/ 1,300 10,500/ 1,350 8,685/ 1,633 (8) 12,500 / 1,401 (1) As street system ages, more streets are moving from satisfactory condition to fair condition. 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) Due to budget reductions, the number of asphalt crews was reduced from 2 to 1 in 2009-10, resulting in a decrease. (7) Miles of alleys graded includes those graded by City crews and contracted alley rehab. (8) The 09/10 Actual total of Inspections is high due to a Drywell maintenance contract that happens once every three years. Also, the City went to a new reporting system that provides a more accurate sum of the Assets. (2) * 2010-11 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. 378 City of Chandler 2011-12 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 Mac hinery/Equipment Street Improvements Capital Replacement Total Cost Center-3300 General Fund Highway User Revenue Fund Grant Fund Grand Total 2009-10 Actual $ 3,208,054 968,484 513,799 55,818 10,759 8,535 549,648 105,347 1,959,883 198,396 $ 7,578,723 2010-11 Adopted Budget 2010-11 Adjusted Budget 2010-11 Estimated $ 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 $ 3,117,363 2,946,355 171,008 1,099,053 747,945 104,074 13,415 16,910 751,068 84,881 156,457 9,268 3,166,552 198,396 $ 9,465,382 $ 2,907,751 2,800,376 107,375 1,098,906 796,157 103,874 11,470 16,910 751,068 125,351 50,000 9,268 2,816,552 185,216 $ 8,872,521 * Ongoing and One-time Personnel Services detail not avialable for 2009-10 actuals . 379 2011-12 Adopted Budget $ 2,923,482 2,923,482 1,067,597 678,272 56,835 12,155 16,500 692,828 89,079 156,457 9,268 2,050,167 191,291 $ 7,943,931 $ 3,385,231 4,208,700 350,000 $ 7,943,931 % Change Adopted To Adopted -1.75% 1.95% -100.00% 6.02% 5.33% 3.27% -9.39% 0.00% -2.15% 6.58% -7.96% 0.00% 0.03% -3.58% 0.17% City of Chandler 2011-12 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 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 Revised 3.5 0 0 1 2 1 0 1 9 1 1 1 3 6 1 5 0 6 41.5 2011-12 Adopted 3.5 0 0 1 2 1 0 1 9 1 1 1 3 6 1 5 0 6 41.5 Significant Budget and Staffing Changes Fiscal year 2010-11 reflects the elimination of the Landscape Architect position as anticipated in the 2010-11 Adopted Budget. One Administrative Specialist position was moved from CC3330, Traffic Engineering. Fiscal year 2011-12 includes additional ongoing funding for landscape maintenance and utilities for new areas and for completed CIP projects. One-time funding in the amount of $100,250 is also included for utilities. As part of budget balancing strategies a total of $100,000 of General Fund appropriation is being transferred to Highway User Fund appropriation. The Citywide review of fleet replacement resulted in a decrease of $7,078. 380 City of Chandler 2011-12 Adopted Budget Transportation & Development FUNCTION: DEPARTMENT: Public Works Transportation & Planning 3310 Streets Capital COST CENTER: DIVISION: Capital Budget Summary Description Contingency/Reserve Land/Improvements Street Improvements Total Cost Center-3310 Highway User Revenue Fund Local Transportation Assistance Grant Fund Capital Grant Fund General Gov't Capital Proj Fund Street GO Bonds Storm/Sewer GO Bonds Arterial Street Impact Fees Grand Total 2009-10 Actual $ 624,604 39,624,092 $ 40,248,697 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 $ 2010-11 Adjusted Budget $ $ 339,862 68,893,644 69,233,506 2010-11 Estimated $ $ 339,862 32,606,420 32,946,282 86,565,535 2011-12 Adopted Budget $ 33,539,283 24,592,300 $ 58,131,583 $ 3,622,322 466,595 10,964,687 6,361,674 1,717,283 17,507,494 1,531,675 15,959,853 $ % Change Adopted To Adopted -49.00% N/A 18.25% -32.85% 58,131,583 Significant Budget and Staffing Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions for the current year and new projects for 2011-12. The Streets capital budget is decreased from the 2010-11 Adopted budget due to a reduction in the Contingency/Reserves (carryforward funding) for capital projects. Additional detail on the capital program is available in the 2012-2021 Adopted Capital improvement Plan. 381 City of Chandler 2011-12 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 208 traffic signals, 26,600 streetlights, and 17,200 traffic signs. This division is also responsible for street name and guide signs, pavement markings for crosswalks, lane lines, and railroad crossing signs. 2011-12 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 2008-09 Actual 95/3 2009-10 Actual 80/3 2010-11 Projected 90/3 2010-11 Year End Estimate * 90/3 2011-12 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 2010-11 Year End Estimate * 2008-09 Actual 2009-10 Actual 2010-11 Projected 204/100% 208/100% 212/100% 211/100% 211/100% 4,080/8 4,160/82 4,240/12 4,220/62 4,220/12 * 2010-11 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. 382 2011-12 Projected City of Chandler 2011-12 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 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected Number of sign repairs/percent exceeding one workday 6,074/4% 1,841/5% 2,400/4% 1,505/3% 1,800/4% Number of centerline-miles of striping inventory/percent repainted 270/100% 271/100% 273/100% 273/100% 273/100% 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 2008-09 Actual 2009-10 Actual 1,531/5% 1,520/5% * 2010-11 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. 383 2010-11 Projected 1,480/5% 2010-11 Year End Estimate * 1,520/5% 2011-12 Projected 1,520/5% City of Chandler 2011-12 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 Street Improvements Capital Replacement Total Cost Center-3330 General Fund Highway User Revenue Fund Grand Total 2009-10 Actual $ 2,598,138 44,670 562,971 2,517 7,211 6,426 2,578,483 11,252 7,947 148,342 $ 5,967,957 2010-11 Adopted Budget 2010-11 Adjusted Budget 2010-11 Estimated $ 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 $ 2,223,035 2,092,442 130,593 78,643 689,611 4,490 21,934 12,523 2,937,001 16,146 55,060 148,342 $ 6,186,785 $ 2,164,331 2,045,862 118,469 68,839 674,032 4,576 21,184 8,500 2,937,001 16,499 148,342 $ 6,043,304 * Ongoing and One-time Personnel Services detail not avialable for 2009-10 actuals . 384 2011-12 Adopted Budget $ 2,084,108 2,084,108 55,292 679,621 4,450 16,090 8,500 2,937,001 16,628 55,060 104,395 $ 5,961,145 $ 2,087,700 3,873,445 $ 5,961,145 % Change Adopted To Adopted -10.86% -7.52% -100.00% 0.00% 1.63% 0.00% -24.05% 0.00% 0.00% 3.10% 0.00% N/A -29.63% -4.66% City of Chandler 2011-12 Adopted Budget Transportation & Development    TRAFFIC ENGINEERING – 3330    Authorized Positions Position Title Administrative Specialist City Transportation Engineer Engineer Assistant Senior Engineer Signal Systems Analyst Signals & 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 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 Revised 0 1 0 1 2 1 1 0 3 2 1 0 0 4 2 2 0 4 1 25 2011-12 Adopted 0 1 0 1 2 1 1 0 3 2 1 0 0 4 2 2 0 4 1 25 Significant Budget and Staffing Changes Fiscal year 2010-11 reflects the elimination of one part-time Senior Engineer position, the transfer of one Traffic Engineering Inspector to cost center 3020, Engineering, and the transfer of one Administrative Specialist to cost center 3300, Streets. Fiscal year 2011-12 reflects an ongoing decrease of operating budget for reallocation to higher spending priorities. This reallocation is accomplished through reductions and efficiency savings in Communications/ Transportation. As part of budget balancing strategies, a total of $100,000 of General Fund appropriation is being transferred to Highway User Fund appropriation. The Citywide review of fleet replacement resulted in a decrease of $43,497. 385 City of Chandler 2011-12 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. 2011-12 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 2008-09 Actual (revised) 2009-10 Actual 2010-11 Projected (revised) 2010-11 Year End Estimate * 2011-12 Projected 104,124 107,091 6,412 6,412(1) 0(2) 93,583 87,089 5,120 5,120(1) 0(2) $0.50 $0.55 .50 .50 0(2) RPTA Funded Bus Service Miles 943,673 993,132 971,028 952,769 942,982(3) RPTA Service Passenger Boardings 842,251 783,802 920,000 862,000 849,000 $4.52 $5.00 $5.99 $5.08 $5.09 0.89 0.80 0.94 0.90 0.90 DAR Service Hours 17,745 19,864 19,644 21,084 21,084 DAR Boardings 32,341 36,402 38,000 40,182 40,182 DAR City Funded Cost per Boarding $26.87 $19.70 $20.33 $20.33 $20.33 8,120 N/A N/A N/A N/A $20.83 N/A N/A N/A N/A City Funded Bus Service Miles City Funded Passenger Boardings City Funded Cost per Boarding RPTA Cost per Boarding Average Passenger Boardings per Mile (all service) Maricopa County Special Transportation Services Boardings Cost per Maricopa County Special Transportation Services Boarding (1) The city only funded 16 days of service prior to service reductions from the loss Local Transportation Assistance Fund (LTAF) funding. No City funded service in 2011-12 due to the loss of Local Transportation Assistance Fund (LTAF) funding for all fixed route service in Chandler. (3) Decrease due to projected Tempe service reductions to Chandler Route 66 and Route 72. (2) * 2010-11 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 City of Chandler 2011-12 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 2008-09 Actual Bike lane total miles(1) (1) 2009-10 Actual 286 2010-11 Projected 311.5 308 2010-11 Year End Estimate * 2011-12 Projected 317.3 317.7 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 2008-09 Actual 75% 2009-10 Actual 86% * 2010-11 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. 387 2010-11 Projected 83% 2010-11 Year End Estimate * 85% 2011-12 Projected 84% City of Chandler 2011-12 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 2010-11 Adopted Budget 2009-10 Actual $ 253,863 942,590 4,188 1,665 461 2,995 54,963 3,809 $ 1,264,535 2010-11 Adjusted Budget $ 244,019 $ 331,836 244,019 328,351 3,485 850,259 1,124,425 7,935 7,935 11,321 11,321 1,050 1,060 1,000 1,000 23,910 23,910 56,975 57,657 143,968 143,968 7,661 7,661 $ 1,348,098 $ 1,710,773 $ 447,719 900,379 $ 1,348,098 2011-12 Adopted Budget 2010-11 Estimated $ 331,836 258,370 73,466 1,124,051 7,935 11,321 1,060 1,000 23,910 56,662 143,968 7,661 $ 1,709,404 $ 239,211 239,211 842,821 8,586 11,171 1,560 1,000 31,310 56,815 143,968 9,262 $ 1,345,704 $ 438,293 907,411 $ 1,345,704 % Change Adopted To Adopted -1.97% -1.97% N/A -0.87% 8.20% -1.32% 48.57% 0.00% 30.95% -0.28% 0.00% 20.90% -0.18% * Ongoing and One-time Personnel Services detail not avialable for 2009-10 actuals. 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 Revised 0 1 1 1 1 0 4 2010-11 Adopted 0 1 1 0 1 0 3 2010-11 Revised 0 1 0 0 2 0 3 2011-12 Adopted 0 1 0 0 2 0 3 Significant Budget and Staffing Changes During fiscal year 2010-11, one Management Assistant position was reclassified to Transit Services Coordinator. For fiscal year 2011-12, the Citywide review of fleet replacement resulted in an increase of $1,601 to ensure future vehicle replacements are properly funded. 388 City of Chandler 2011-12 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. 2011-12 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 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected Curb miles swept 72,116 71,997 74,000 73,000 74,000 Cost per curb mile swept $15.01 $16.36 $16.40 $15.05 $15.13 * 2010-11 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 City of Chandler 2011-12 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 Capital Grant Fund Grand Total 2010-11 Adopted Budget 2009-10 Actual $ 642,993 1,107 164,789 67,685 170,275 132,872 $ 1,179,721 2010-11 Adjusted Budget $ 626,565 $ 644,415 626,565 632,694 11,721 3,940 4,433 157,075 158,698 1,145 1,145 109,440 177,399 211,000 211,000 132,872 132,872 $ 1,242,037 $ 1,329,962 $ 1,031,037 211,000 $ 1,242,037 2011-12 Adopted Budget 2010-11 Estimated $ 633,094 561,376 71,718 3,400 158,698 1,145 141,290 115,000 $ 1,052,627 $ 604,027 604,027 3,940 157,178 1,145 103,311 249,000 $ 1,118,601 $ 869,601 249,000 $ 1,118,601 % Change Adopted To Adopted -3.60% -3.60% N/A 0.00% 0.07% 0.00% -5.60% 18.01% -100.00% -9.94% * Ongoing and One-time Personnel Services detail not avialable for 2009-10 actuals. Authorized Positions Position Title Senior Streets Specialist Streets Crew Leader Street Maintenance Supervisor TOTAL 2007-08 Revised 9 1 0 10 2008-09 Revised 9 1 0 10 2009-10 Revised 9 1 0 10 2010-11 Adopted 8 1 0 9 2010-11 Revised 8 0 1 9 2011-12 Adopted 8 0 1 9 Significant Budget and Staffing Changes During fiscal year 2010-11, one Streets Crew Leader position was reclassified to Street Maintenance Supervisor. For fiscal year 2011-12, the Citywide review of fleet replacement resulted in the elimination of vehicle replacement budget from the cost center. All future street sweepers are planned to be purchased with grant funds. 390 City of Chandler 2011-12 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. 2011-12 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. 2008-09 Actual Measures Based Aircraft Air Traffic Operations (1) 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) 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected 449 449 475 475 475 217,559 183,959 230,600 160,500 175,030 14,187 27,086 12,600 52,640 49,000 494,552 462,095 447,600 455,600 452,900 $3.69 $4.82 $2.95 $5.68 $5.36 87% 80% 95% 97% 97% 365 345 365 350 350 City fuel sales fluctuate as a result of fluctuations in prices of other vendors both on the airport and at other airports. * 2010-11 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 2011-12 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 2010-11 Year End Estimate * 2009-10 Actual 2010-11 Projected $3,127,328 $1,045,980 $75,000 $2,345,708 $327,640 $8,518 (1) (1) N/A N/A(1) 0.05% 0.002% N/A(1) N/A(1) $6,159,369 N/A N/A(1) 2011-12 Projected 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 2008-09 Actual 2009-10 Actual 2010-11 Projected 2010-11 Year End Estimate * 2011-12 Projected City T-Hangars/Percent serviced 116/45% 116/65% 116/65% 116/100% 116/100% 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% Tie-Down (Based)/Occupancy rate 169/58% 169/58% 190/66% 174/60% 180/63% * 2010-11 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. 392 City of Chandler 2011-12 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 Building/Improvements Capital Replacement Total Cost Center-4100 Airport Operating 2010-11 Adopted Budget 2009-10 Actual $ $ 516,946 $ 37,056 111,583 50,301 5,373 83,557 78,710 7,386 890,911 $ $ 2010-11 Adjusted Budget 2010-11 Estimated 506,157 $ 511,341 $ 509,133 $ 506,157 506,157 503,949 5,184 5,184 51,430 56,417 35,332 107,439 107,466 194,568 66,800 273,905 243,618 7,235 7,235 5,371 21,300 21,300 16,711 84,112 84,112 79,894 13,633 13,633 6,049 6,350 4,286 4,286 862,392 $ 1,086,045 $ 1,090,676 $ 862,392 $ 2011-12 Adopted Budget % Change Adopted To Adopted 508,368 508,368 16,820 218,720 46,545 6,375 29,785 84,112 13,573 13,388 937,686 937,686 0.44% 0.44% N/A -67.30% 103.58% -30.32% -11.89% 39.84% 0.00% -0.44% N/A 212.37% 8.73% * Ongoing and One-time Personnel Services detail not avialable for 2009-10 act uals . 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 Revised 0 1 1 2 1 1 6 2010-11 Adopted 0 1 1 2 1 1 6 2010-11 Revised 0 1 1 2 1 1 6 2011-12 Adopted 0 1 1 2 1 1 6 Significant Budget and Staffing Changes For fiscal year 2011-12, revenues are expected to increase slightly with fee increases and higher retail fuel sales. The operating budget has been increased to accommodate additional fuel purchases for resale. A General Fund subsidy of $160,272 is built into the budget to cover an anticipated shortfall between revenues and expenses in 2011-12. Transfers from the General Fund are only made if airport operations fall below the break-even point. Retail and Aviation fuel sales generate tax revenue for the City and partially offset the amount of the General Fund subsidy. The Citywide review of fleet replacement resulted in an increase of $9,102 to ensure future vehicle replacements are properly funded. 393 City of Chandler 2011-12 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 Capital Grant Fund Airport Bonds Airport Operating Grand Total 2010-11 2010-11 Adopted Adjusted 2010-11 Budget Budget Estimated $ - $ 1,262,696 $ - $ 956,028 894,500 1,972,976 475,775 $ 956,028 $ 2,157,196 $ 1,972,976 $ 475,775 $ 1,896,588 82,425 178,183 $ 2,157,196 2009-10 Actual $ $ $ $ 2011-12 Adopted Budget 286,344 2,401,500 2,687,844 269,581 2,345,706 50,741 21,816 2,687,844 % Change Adopted To Adopted -77.32% 168.47% 24.60% Significant Budget and Staffing Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions for the current year and new projects for 2011-12. The Airport capital program for 2011-12 is reduced from the 2010-11 Adopted Budget, partially due to reduced Contingency/Reserve (carryforward) anticipated in 2011-12 compared to the previous year. Additional detail on capital funding is included in the 2012-2021 Adopted Capital Improvement Program. 394 City of Chandler 2011-12 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 2012-2021 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-billion. 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. The City Council adopts the CIP on the same date as the final adoption of the Annual Budget. Consequently, the 2012-2021 CIP review is integrated with the 2011-12 Annual Budget process. Both were adopted by the City Council on June 9, 2011. The 10-year CIP is summarized below, with more detail available in the City’s 20122021 Capital Improvement Program book. The five-year and ten-year total for the 2012-2021 were significantly impacted by anticipated Municipal Utilities Department projects to support the expansion of Intel’s Chandler manufacturing operations. At the time of the adoption of the CIP not all aspects of these projects had been finalized and budgets were established as “worst case” scenarios. The impact of these particular projects are reflected by the red section of the bars in the chart above. The following table provides a summary view of the 10-year CIP. The following sections provide summaries of projects approved for 2011-12, 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 2011-12 appropriation. 395 City of Chandler 2011-12 Adopted Budget Capital Budget Projected Expenditure Summary CIP 2012-2021 2011-12 GENERAL GOVERNMENT: Conversion of Fire Station #1 IT Oversight Committee Projects Downtown Redevelopment Projects Commercial Reinvestment Program Residetial Infill Program San Marcos Commons Phase II TOTAL - GENERAL GOVERNMENT 2012-13 2013-14 2014-15 2015-16 5 Year Total $ $ 1,144,551 702,000 66,000 2,206,000 $ 558,125 1,002,000 66,000 5,000,000 $ 500,000 1,002,000 500,000 66,000 - $ 500,000 1,002,000 500,000 66,000 - 225,000 $ 500,000 1,002,000 500,000 66,000 - $ 4,118,551 6,626,125 2,068,000 2,068,000 2,293,000 $ $ $ $ $ 225,000 3,202,676 4,710,000 1,500,000 330,000 7,206,000 2016 to 2021 $ 525,000 2,500,000 5,010,000 2,500,000 330,000 - 17,173,676 10 Year Total $ 750,000 5,702,676 9,720,000 4,000,000 660,000 7,206,000 $ 10,865,000 $ 28,038,676 COMMUNITY SERVICES: Parks & Recreation $ 2,320,000 $ 4,086,305 $ 4,032,676 $ 2,250,000 $ 5,100,000 $ 17,788,981 $ 28,755,500 $ 46,544,481 TOTAL - COMMUNITY SERVICES $ 2,320,000 4,086,305 4,032,676 2,250,000 $ 5,100,000 $ 17,788,981 $ 28,755,500 $ 46,544,481 5,127,800 5,786,000 $ 5,127,800 7,073,500 $ 7,811,600 $ 5,127,800 14,885,100 10,913,800 $ 12,201,300 $ 7,811,600 $ 20,012,900 $ $ $ PUBLIC SAFETY: Police Fire $ - $ - - $ 1,287,500 - $ - - $ - TOTAL - PUBLIC SAFETY $ - $ 1,287,500 - $ - $ MUNICIPAL UTILITIES: Water Wastewater $ TOTAL - MUNICIPAL UTILITIES $ 103,823,901 $ 9,349,246 $ 14,235,397 $ 94,474,655 113,461,025 $ 127,696,422 $ 21,132,408 $ 49,583,601 $ 2,794,264 156,254,289 641,592 $ 94,942,244 31,812,371 398,796,604 $ 29,560,609 101,756,163 $ 124,502,853 500,552,767 23,926,672 $ 205,837,890 32,453,963 $ 493,738,848 $131,316,772 $ 625,055,620 $ TRANSPORTATION AND DEVELOPMENT: Streets/Traffic Airport $ 24,592,300 $ 2,401,500 19,307,569 $ 4,364,500 18,418,741 $ 7,114,000 11,069,800 $ 3,189,000 19,938,000 $ 4,051,000 $ 115,356,100 8,684,500 $ 208,682,510 29,804,500 TOTAL - TRANSPORTATION AND DEV. $ 26,993,800 $ 23,672,069 $ 25,532,741 $ 14,258,800 $ 23,989,000 $ 114,446,410 $124,040,600 $ 238,487,010 GRAND TOTAL CIP $ 137,256,252 74,749,763 $ 655,349,215 $302,789,472 $ 958,138,687 2015-16 5 Year Total 2016 to 2021 6,527,615 $ 227,033,309 $ 32,743,079 $ 3,362,776 37,358,622 7,722,900 19,087,874 58,365,555 43,724,887 23,356,596 58,106,561 93,251,400 22,414,902 274,485,168 125,347,206 74,749,763 $ 655,349,215 $ 302,789,472 $ TOTAL 259,776,388 45,081,522 102,090,442 151,357,961 399,832,374 958,138,687 $ 163,368,421 $ 55,560,089 $ 224,414,690 $ 93,326,410 21,120,000 2012-21 CIP RESOURCE SUMMARY BY FISCAL YEAR 2011-12 2012-13 CURRENT REVENUES $ 99,849,645 $ 108,909,785 $ GRANTS 8,707,380 8,435,920 IMPACT FEE REVENUES/FUND BALANCE 11,528,705 14,208,347 BONDS PAID BY SECONDARY LEVY 8,306,921 5,743,285 BONDS PAID BY ENTERPRISE FUNDS 8,863,601 26,071,084 TOTAL - ALL REVENUES $ 137,256,252 $ 163,368,421 $ 2013-14 2014-15 5,924,812 $ 5,821,452 $ 12,941,771 3,910,775 6,662,678 6,877,951 11,006,459 9,693,300 19,024,369 198,111,212 55,560,089 $ 224,414,690 $ 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 2011-12 capital budget of $246,593,683 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 T OTAL TOTAL non-CIP* GRAND TOTAL BOTH Carryforward Appropriation Encumbered Unencumbered Purchase Orders March, 2011 $ 47,786,098 $ 56,934,164 1,068,455 3,548,714 $ 48,854,553 $ 60,482,878 FY 2011-12 New Appropriation $ 137,256,252 $ 137,256,252 Total FY 2011-12 Appropriation $ 241,976,514 4,617,169 $ 246,593,683 * 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 2012-2021 Capital Improvement Program document with project details over the ten-year period has been published separately. However, summaries of projected CIP projects with new 2011-12 appropriations are provided on the following pages. 396 City of Chandler 2011-12 Adopted Budget Capital Budget New Capital Improvement Project Funding for Fiscal Year 2011-12 Any impacts on operating budgets have been incorporated into the City’s long range financial forecast. GENERAL GOVERNMENT COMMUNITY SERVICES 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 2011-12: $1,144,551 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 Fiscal Year 2011-12: $500,000 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 aquatic facilities. 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 Obligation Bonds Fiscal Year 2011-12: $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 2011-12: $702,000 Impact on Operating Budget: This project has no direct impact on the operating budget Existing Community Park Improvements/Repairs Community park improvements include the renovation of amenities, such as irrigation, playgrounds, park lighting, restrooms, parking lots, and landscaping. One-time funding of $120,000 is included for design of a Veteran’s Memorial at Veteran’s Oasis Park. Funding Source: General Obligation Bonds General Government Capital Projects Fund Fiscal Year 2011-12: $470,000 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. 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 2011-12: $66,000 Impact on Operating Budget: This project has no direct impact on the operating budget. San Marcos Commons Phase II Funding is allocated for City contribution to construction of a new parking garage at San Marcos Commons. A Development Agreement is in place for a total City contribution of $8,521,000 over 3 years. Funding Source: General Government Capital Projects Fund Fiscal Year 2011-12: $2,206,000 Impact on Operating Budget: This project has no direct impact on the operating budget. 397 City of Chandler 2011-12 Adopted Budget Capital Budget COMMUNITY SERVICES (continued) MUNICIPAL UTILITIES – WATER (continued) 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 2011-12: $250,000 Impact on Operating Budget: This project has no direct impact on the operating budget but doing renovations and major repairs now will save on future maintenance costs for city buildings. 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 Bonds Fiscal Year 2011-12: $390,027 Impact on Operating Budget: This project has no direct impact on the operating budget. Well Remediation – Arsenic Systems Funding is provided to rehabilitate arsenic treatment systems that were installed in 2006. Funding Source: Water Operating Fund Fiscal Year 2011-12: $70,000 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 2011-12 $750,000 Impact on Operating Budget: This project has no direct impact on the operating budget but doing renovations and major repairs now will save on future maintenance costs for city buildings. MUNICIPAL UTILITIES - WASTEWATER Water Reclamation Facility Expansion Funding is provided for a 10 million gallon per day expansion, new pump station, and new force main to support industrial expansion. Funding Source: Wastewater Operating Fund Fiscal Year 2011-12: $78,500,000 Impact on Operating Budget: This project will add $776,557 in operating expenses in FY2012/13. 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 Bonds Fiscal Year 2011-12: $3,218,780 Impact on Operating Budget: This project has no direct impact on the operating budget. Effluent Reuse – Storage and Recovery Due to industrial growth, Aquifer Storage and Recovery Wells are required to support the effluent distribution system. Funding Source: Wastewater Operating Fund Reclaimed Water System Development Fees Fiscal Year 2011-12: $10,935,977 Impact on Operating Budget: This project will add $111,960 in operating expenses in FY2012-13. Transmission Mains Funding is for the design and construction of one mile of new transmission mains to support industrial growth. Funding Source: Water Operating Fund Fiscal Year 2011-12: $3,900,000 Impact on Operating Budget: This project has no direct impact on the operating budget. Collection System Facility Improvements Funding is provided for repair, replacement, and rehabilitation of existing collection system facilities. Funding Source: Wastewater Operating Fund Fiscal Year 2011-12: $535,614 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 Bonds Fiscal Year 2011-12: $1,770,439 Impact on Operating Budget: This project has no direct impact on the operating budget. 398 City of Chandler 2011-12 Adopted Budget Capital Budget MUNICIPAL UTILITIES – WASTEWATER (continued) TRANSPORTATION & DEVELOPMENT STREETS/TRAFFIC (continued) 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 2011-12: $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. 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 2011-12: $2,000,000 Impact on Operating Budget: This project has no direct impact on the operating budget. Street Repaving Program funding for 2011-12 will support repaving of approximately 10 centerline miles. Specific streets are evaluated based on known construction projects in the area. Funding Sources: General Obligation Bonds Highway User Revenue Funds Fiscal Year 2011-12: $3,455,000 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. 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 2011-12: $1,052,772 Impact on Operating Budget: This project has no direct impact on the operating budget. Water Reclamation Facility Improvements 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 2011-12: $1,450,342 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 2011-12: $50,000 Impact on Operating Budget: This project has no direct impact on operating budgets. TRANSPORTATION & DEVELOPMENT STREETS/TRAFFIC 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 Fiscal Year 2011-12: $2,500,000 Impact on Operating Budget: This project has no direct impact on operating budgets. 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 2011-12: $100,000 Impact on Operating Budget: This project has no direct impact on the operating budget. 399 City of Chandler 2011-12 Adopted Budget Capital Budget TRANSPORTATION & DEVELOPMENT STREETS/TRAFFIC (continued) TRANSPORTATION & DEVELOPMENT STREETS/TRAFFIC (continued) Alma School Road/Chandler Boulevard Intersection This funding is for the land acquisition stage of this project which will ultimately increase the capacity of this intersection, resulting in improved traffic safety, reduced traffic delays, and increased air quality. Funding Source: General Obligation Bonds Federal Highway Safety Grant Fiscal Year 2011-12: $2,970,000 Impact on Operating Budget: This project will ultimately have a $11,600 impact to the operating budget for asphaltic maintenance, landscape maintenance, utility costs, and electrical parts. Ocotillo Road (Arizona Avenue to McQueen Road) Funding is provided for the land acquisition phase of this project. The project will ultimately improve one mile of Ocotillo Road. Improvements include widening to four lanes, adding curb and gutter, sidewalks, street lighting, new traffic signals, and landscaping. Funding Source: Maricopa County Transportation Grant Arterial Street Impact Fees Fiscal Year 2011-12: $1,900,000 Impact on Operating Budget: This project will add $17,460 in operating costs starting in FY2013-14. 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 Federal CMAQ Grant Fiscal Year 2011-12: $2,520,000 Impact on Operating Budget: This project has no direct impact on the operating budget. New Traffic Signals This project provides traffic signal equipment for ongoing operations, maintenance and rehabilitation of existing traffic signals. Funding Source: General Obligation Bonds Fiscal Year 2011-12: $100,000 Impact on Operating Budget: This project has a $3,350 impact to the operating budget for replacement electrical parts Video Detection Cameras & LED Lamp Indicators 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 2011-12: $50,000 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 2011-12 upgrades are the failing walls in the areas along Warner Road between Bullmoose and Lemon Tree, Dobson Road eastside from Palomino to Mesquite, and other areas identified as needing repair. Funding Source: General Obligation Bonds Fiscal Year 2011-12: $100,000 Impact on Operating Budget: This project has no direct impact on the operating budget. Gilbert Road (Queen Creek Road to Hunt Highway) Funding is provided in FY2011-12 for the Queen Creek Road to Ocotillo Road segment of construction, with additional segments to follow in future years. Improvements include widening to six lanes, adding bike lanes, curb and gutter, sidewalks, street lighting, new traffic signals, and landscaping. Funding Source: General Obligation Bonds Arterial Street Impact Fees Fiscal Year 2011-12: $10,704,000 Impact on Operating Budget: This project will add $46,508 in operating costs starting in FY2013-14. 400 City of Chandler 2011-12 Adopted Budget Capital Budget TRANSPORTATION & DEVELOPMENT AIRPORT TRANSPORTATION & DEVELOPMENT AIRPORT (continued) 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 201112 for the FAA required environmental assessment. Funding Source: ADOT/Federal Grants Airport Operating Fund Fiscal Year 2011-12: $245,000 Impact on Operating Budget: This taxiway is planned for construction in 2013-14. In 2014-15 the Airport’s operating budget would increase $3,230 to accommodate the additional paved surface to be swept and otherwise maintained. 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 2011-12: $30,000 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 2011-12: $344,500 Impact on Operating Budget: This project has no direct impact on the operating budget. Airport Terminal Area Parking This project will add new parking area on the north side of the Airport terminal to provide additional capacity in conjunction with the new entrance to the Airport from Cooper Road and realignment of Airport Boulevard. Funding Source: ADOT Grant Airport Operating Fund Fiscal Year 2011-12: $283,000 Impact on Operating Budget: This project will add $2,278 in operating expenses for parking lot maintenance starting in FY2012-13. Airport Storm Drain Master Plan Update This project will update the existing Airport Storm Drain Master Plan to update drainage requirements and identify necessary infrastructure improvements to meet state and federal guidelines. Funding Source: ADOT/Federal Grants Airport Operating Fund Fiscal Year 2011-12: $38,500 Impact on Operating Budget: This project has no direct impact on the operating budget. North Aircraft Apron Phase 2 This project will add new apron area on the north side of the airport which will provide additional tie-down space, and ultimately T-Shade development to generate additional revenue. Funding Source: ADOT/FAA Grants Airport Bonds Fiscal Year 2011-12: $1,016,000 Impact on Operating Budget: This project will add $1,370 in operating expenses for apron maintenance starting in FY2012-13. 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 2011-12: $444,500 Impact on Operating Budget This project will add $717 in operating costs starting in FY2012-13. 401 City of Chandler 2011-12 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. System Development Current Revenue (1) General Government IT Oversig ht Committee Economic Development Planning Capital GIS/Information Technology Non-Departmental Neighborhood Programs Sub-total General Government Comm unity Services: Art Center Library Museum Parks & Recreation Sub-total Comm unity Svcs $ $ $ $ Bonds (2) 3,169,320 2,891,644 66,000 1,364,513 10,256,097 27,178 17,774,752 $ 3,018,389 3,018,389 $ $ $ & Impact Fees - $ 51,583 1,153,327 4,462,749 5,667,659 $ $ $ User Fees/ Other (3) Grants 1,129,778 1,129,778 $ 26,429 498,703 525,132 $ $ $ - $ - $ $ $ TOTAL 1,400,000 1,400,000 $ - $ $ $ 4,569,320 2,891,644 66,000 1,364,513 11,385,875 27,178 20,304,530 51,583 1,179,756 7,979,841 9,211,180 Fire $ - $ 556,685 $ - $ - $ - $ 556,685 Police $ 2,380,196 $ 13,750,217 $ - $ - $ - $ 16,130,413 $ - $ 21,592,168 10,449,804 32,041,972 $ 2,417,041 7,167,011 9,584,052 $ - $ 4,427,371 93,518,053 97,945,424 $ Municipal Utilities: Water Wastewater Sub-total Municipal Utilities $ $ $ $ $ 28,436,580 111,134,868 $ 139,571,448 Transportation & Development: Streets Airport Sub-total Transportation & Development $ 5,806,200 - $ 19,039,169 50,741 $ 15,959,853 - $ 17,326,361 2,615,288 $ 21,815 $ 58,131,583 2,687,844 $ 5,806,200 $ 19,089,910 $ 15,959,853 $ 19,941,649 $ 21,815 $ 60,819,427 TOTAL MAJOR CAPITAL $ 28,979,537 $ 71,106,443 $ 27,198,815 $ 19,941,649 $ 99,367,239 (1) $ 246,593,683 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) 402 City of Chandler 2011-12 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 2012-2021.” The table below provides a summary of the impact of the 2012-2021 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) 2011-12 FTE's General Government - Community Services 7.0 12.0 2012-13 2013-14 2014-15 70,394 $ 291,797 $ 291,797 $ - $ 71,473 $ $ - $ - $ $ - $ - - $ - $ - 3.0 $ - $ 888,517 - $ - $ Airport - $ - $ TOTAL O&M 22.00 $ 70,394 Police Fire $ 2015-16 $ 291,797 148,908 $ - $ $ - $ - 2016-2021 $ 291,797 $ 1,496,989 150,235 $ 152,713 $ 5,014,839 - $ - $ 830,985 $ - $ - $ 3,044,715 $ - $ 21,000 $ 105,000 $ 1,182,213 $ 1,666,664 $ 1,734,868 $ 9,474,567 - $ 63,968 $ 87,379 $ 87,379 $ 705,257 4,365 $ 9,245 $ 14,520 $ 15,137 $ 165,516 $ 2,210,595 $ 2,302,895 $ 20,837,870 Municipal Utilities: Water Wastewater Public Works: Streets One-time costs $ - On-going costs $ 70,394 New Position(FTE) costs $ - Annual Increase $ 70,394 $ 1,256,152 $ 1,696,131 $ $ $ 1,380,264 $ 1,225,172 - $ 1,633,020 $ 1,953,083 $ 2,026,278 $ 15,621,508 $ $ $ 257,512 $ 276,617 $ 3,836,098 $ 2,210,595 $ 2,302,895 $ 20,837,870 30,980 $ 1,256,152 403 63,111 $ 1,696,131 $ - $ - City of Chandler 2011-12 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 was 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 2011-12 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 2011-12 Personnel (FTE costs) GENERAL FUND Supplies or Services Total IT Oversight Committee $ - $ 70,394 $ 70,394 TOTAL - GENERAL FUND $ - $ 70,394 $ 70,394 $ - $ 70,394 $ 70,394 GRAND TOTAL IMPACT ON OPERATING FUNDS 404 City of Chandler 2011-12 Adopted Budget Capital Budget 2011-12 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 2012-2021 Major Capital funds; the table reflects the budget and historical expenditures by capital cost center. Major Capital Budget by Cost Center FY2011-12 Cost Center Departm ent 1285 1287 1550 1065 3060 1560 1290/1 4320 4580 2100 2250 3710 3820 3910 GENERAL GOVERNMENT ITOC Capital GIS/Information Technology Capital Economic Development Capital Neighborhood Programs Capital Engineer Capital Planning and Development Capital TOTAL GENERAL GOVERNMENT 2008-09 2009-10 2010-11 Adjusted 2010-11 Estimated 2011-12 Adopted Actual Actual Actual Budget Expenses Budget $ $ 1,404,742 54,234 29,723 634,111 2,122,810 MANAGEMENT SERVICES Non Departmental Capital $ TOTAL MANAGEMENT SERVICES $ $ COMMUNITY SERVICES Library Capital Parks Capital TOTAL COMMUNITY SERVICES PUBLIC SAFETY Police Capital Fire Capital TOTAL PUBLIC SAFETY MUNICIPAL UTILITIES Solid Waste Capital Water Capital $ 2007-08 $ $ $ $ $ 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 $ 4,998,277 3,442,935 8,441,212 $ $ 571,096 56,168,746 $ Streets Capital Airport Capital TOTAL TRANSPORTATION & DEVELOPMENT $ GRAND TOTAL $ 19,555,342 $ 19,555,342 $ 359,006 27,656,976 28,015,982 $ 2,434,483 8,362,214 10,796,697 $ $ 30,627 61,816,284 108,120,175 $ 50,584,757 3,353,408 $ $ 53,938,165 $ 211,045,799 Wastewater Capital TOTAL MUNICIPAL UTILITIES $ $ $ 1,078,196 474,512 565,602 762 2,119,072 $ $ $ $ 5,808,277 1,465,589 3,385,099 27,178 500,000 66,000 11,252,143 43,732,218 $ 43,732,218 $ 462,629 14,878,967 15,341,596 $ 2,203,710 2,955,585 5,159,295 $ $ 11,075,540 121,087,870 $ 64,622,217 366,919 $ $ 64,989,136 $ 246,346,237 51,380,333 $ $ $ $ 2,383,508 101,076 250,000 500,000 66,000 3,300,584 $ 4,569,320 1,364,513 2,891,644 27,178 66,000 8,918,655 26,938,685 $ 15,403,289 $ 11,385,875 26,938,685 $ 15,403,289 $ 11,385,875 10,900,684 9,938,222 20,838,906 $ 4,939,463 3,395,185 8,334,647 $ 1,179,756 8,031,424 9,211,180 17,296,435 1,191,336 18,487,771 $ 1,166,024 492,521 1,658,545 $ $ 24,105,604 25,839,950 $ 40,248,697 956,028 $ $ 41,204,725 $ 133,396,856 59,240,959 $ $ $ 3,605,268 44,325,763 $ 69,189,028 1,972,976 $ $ 14,764,410 $ $ 16,130,413 556,685 16,687,098 $ 28,436,580 7,082,216 $ 139,571,448 $ 32,946,277 475,775 $ 58,131,583 2,687,844 71,162,004 $ 33,422,052 $ 60,819,427 193,005,272 $ 69,201,334 $ 246,593,683 20,220,159 3,476,948 111,134,868 TRANSPORTATION & DEVELOPMENT 3310 4110 405 City of Chandler 2011-12 Adopted Budget Capital Budget 2011-12 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 2011-12 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 2011-12. Neighborhood Programs Capital - 1065 Proj # PM0607 7NP001 NC0910 NG0809 Fund 401 Program Neighborhood Enh.-Park Manor Neighborhood Programs Div Neighborhood Cleanup Neighborhood In Action Program Carryforward Appropriation * FY 2011-12 New Encumbered Unencumbered Appropriation * Purchase Orders March, 2011 $ - $ 13,337 $ 582 6,877 6,000 382 - Total FY 2011-12 Appropriation $ 13,337 582 6,877 6,382 Total CIP Projects $ 6,000 $ 21,178 $ - $ 27,178 Total Capital Project Expenses $ 6,000 $ 21,178 $ - $ 27,178 Gen Government Capital Projects Fund Total Capital Project Funding $ $ 6,000 $ 6,000 $ 21,178 $ 21,178 $ - $ $ 27,178 27,178 Economic Development Capital - 1550 Proj # 12G620 Program Commercial Reinvestment Program FY 2011-12 Carryforward Appropriation * New Encumbered Unencumbered Appropriation * Purchase Orders March, 2011 $ 106,545 $ 2,785,099 $ - Total FY 2011-12 Appropriation $ 2,891,644 Total Capital Project Expenses $ 106,545 $ 2,785,099 $ - $ 2,891,644 Gen Government Capital Projects Fund Total Capital Project Funding $ $ 106,545 $ 106,545 $ 2,785,099 $ 2,785,099 $ - $ $ 2,891,644 2,891,644 Fund 401 Planning Capital - 1560 Proj # 11G621 Carryforward Appropriation * FY 2011-12 New Encumbered Unencumbered Appropriation * Purchase Orders March, 2011 $ - $ - $ 66,000 Total FY 2011-12 Appropriation $ 66,000 $ - $ - $ 66,000 $ 66,000 Gen Government Capital Projects Fund $ - $ - $ 66,000 $ 66,000 Total Capital Project Funding $ - $ - 66,000 $ 66,000 Program Single-family Infill Program Total Capital Project Expenses Fund 401 $ *The Carryforward Reserves provide appropriation for purchase orders potentially remaining open at the close of fiscal year 2010-11 and for projects that have not yet been expended or encumbered at the time of Fiscal Year 2011-12 budget preparation. Council has appropriated these programs in prior years. If the department has spent any of the Carryforward Appropriation in fiscal year 2010-11, the Appropriation will be reduced in Fiscal Year 2011-12 by that amount. 406 City of Chandler 2011-12 Adopted Budget Capital Budget Non-Departmental - 1291 Program Proj # 12G619 Downtown Redevelopment 12G623 San Marcos Commons Phase II Carryforward Appropriation * Encumbered Unencumbered Purchase Orders March, 2011 FY 2011-12 New Appropriation $ $ CF-G075 City Hall Total CIP Projects 8DT001 SED011 57,730 $ 766,706 Total FY 2011-12 Appropriation 702,000 $ 1,526,436 - 536,270 2,206,000 2,742,270 1,109,335 1,390,665 - 2,500,000 $ 2,908,000 6,768,706 - $ 1,167,065 $ Miscellaneous Downtown Redevelopment $ Miscellaneous Strategic Opportunity 885,872 $ - $ 182,583 2,693,641 $ 885,872 3,548,714 - Total Non-CIP Projects $ 1,068,455 $ 3,548,714 $ - $ 4,617,169 Total Capital Project Expenses $ 2,235,520 $ 6,242,355 2,908,000 $ 11,385,875 101 General Fund $ 531,275 $ - $ 401 Gen Government Capital Projects Fund $ 3,731,297 Fund 440 1,704,245 General Government Impact Fees Total Capital Project Funding $ 2,235,520 3,548,714 $ 1,563,863 2,908,000 1,129,778 $ 6,242,355 $ 2,908,000 4,079,989 6,176,108 1,129,778 $ 11,385,875 ITOC Capital - 1285 Proj # 11IT01 11IT02 11IT03 11IT04 11IT05 10IT050 8IT033 8IT013 7IT021 4IT020 3IT001 2MS015 00000 Fund 401 605 615 625 Program Utility Billing System Upgrade Oracle 12 Upgrade CRM Software Upgrade EDMS Accella Interface Electronic Plan Review Enterprise Service Bus Enterprise Asset Management Utility Billing Enhancements Oracle Enhancement E-Govern Pub Com Enhancements GIS New Development Tracking 11i Core Module Implementation ITOC Contingency Carryforward Appropriation * Encumbered Unencumbered Purchase Orders March, 2011 $ - $ 400,000 482,000 1,176,870 50,000 37,000 500,000 78,502 340,478 24,571 13,397 173,450 94,998 6,320 5,635 405 41,143 FY 2011-12 New Appropriation $ 1,000,000 144,551 - Total FY 2011-12 Appropriation $ 1,400,000 1,658,870 194,551 37,000 500,000 78,502 340,478 24,571 186,847 94,998 6,320 6,040 41,143 Total CIP Capital Project Expenses $ 610,425 $ 2,814,344 $ 1,144,551 $ 4,569,320 Gen Government Capital Projects Fund Water Operating Fund Wastewater Operating Fund Solid Waste Operating Fund $ 610,425 - $ 2,414,344 252,000 108,000 40,000 $ 144,551 630,000 270,000 100,000 $ 3,169,320 882,000 378,000 140,000 Total Capital Project Funding $ 610,425 $ 2,814,344 $ 1,144,551 $ 4,569,320 *The Carryforward Reserves provide appropriation for purchase orders potentially remaining open at the close of fiscal year 2010-11 and for projects that have not yet been expended or encumbered at the time of Fiscal Year 2011-12 budget preparation. Council has appropriated these programs in prior years. If the department has spent any of the Carryforward Appropriation in fiscal year 2010-11, the Appropriation will be reduced in Fiscal Year 2011-12 by that amount. 407 City of Chandler 2011-12 Adopted Budget Capital Budget GIS/Information Technology Capital - 1287 Proj # 9IT042 10IT001 Fund 401 Carryforward Appropriation * Encumbered Unencumbered Purchase Orders March, 2011 Program FY 2011-12 New Appropriation Total FY 2011-12 Appropriation Microsoft XP OS & Office Upgrade Data Center Improvements $ 4,000 - $ 628,039 $ 732,474 - $ 632,039 732,474 Total CIP Capital Project Expenses $ 4,000 $ 1,360,513 $ - $ 1,364,513 Gen Government Capital Projects Fund Total Capital Project Funding $ $ 4,000 4,000 $ $ 1,360,513 $ 1,360,513 $ - $ $ 1,364,513 1,364,513 Library - 4320 Proj # CF-L556 Program Sunset Library Acquisition 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 2011-12 New Encumbered Unencumbered Appropriation * Purchase Orders March, 2011 $ 153,327 $ 1,000,000 $ - Total FY 2011-12 Appropriation $ 1,153,327 $ 153,327 $ 1,000,000 $ - $ 1,153,327 $ $ 26,429 $ 26,429 $ - $ - $ - $ $ 26,429 26,429 $ 179,756 $ 1,000,000 $ - $ 1,179,756 $ 153,327 $ 26,429 179,756 $ 1,000,000 $ 1,000,000 $ - $ 1,153,327 26,429 1,179,756 $ $ Community Services - Parks & Recreation Capital - 4580 Carryforward Appropriation * Encumbered Proj # 12C047 12C049 12C530 12C628 12C630 CF-C039 CF-C044 CF-C396 CF-C397 CF-C400 CF-C497 CF-C551 FY 2011-12 Total New FY 2011-12 Program Appropriation Purchase Orders March, 2011 Aquatic Facility Renovation $ 717,728 $ 260,640 $ 500,000 Existing Neighborhood Park Improvement 432,083 327,256 350,000 Existing Community Park Improvements 876,293 46,016 470,000 Existing City Building Renovations 724,728 97,895 750,000 Existing Recreation Center Improvements 2,230 300,125 250,000 Neighborhood Park Land Acquisition 14,418 464,805 Tumbleweed Park 400,000 354,436 Mesquite Groves Park Site 18,002 Snedigar Sportsplex 105 47,008 Roadrunner Park 580 899 Paseo Vista Recreational Area 350,000 224,594 Center for Arts Improvements 51,583 Subtotal CIP Programs $ 3,587,750 $ 2,123,674 $ 2,320,000 Total Capital Project Expenses Fund 401 420 421 422 433 Unencumbered Gen Government Capital Projects Fund Park Bond Fund Community Park Impact Fees Neighboorhood Park Impact Fees Art Center Bonds Total Capital Project Funding Appropriation 1,478,368 1,109,339 1,392,309 1,572,623 552,355 479,223 754,436 18,002 47,113 1,479 574,594 51,583 $ 8,031,424 $ $ 3,587,750 $ 2,123,674 $ 2,320,000 $ 8,031,424 $ 1,893,165 $ 1,610,002 18,002 14,998 51,583 3,587,750 $ 255,224 $ 1,402,747 465,703 2,123,674 $ 870,000 1,450,000 2,320,000 $ 3,018,389 4,462,749 18,002 480,701 51,583 8,031,424 $ $ *The Carryforward Reserves provide appropriation for purchase orders potentially remaining open at the close of fiscal year 2010-11 and for projects that have not yet been expended or encumbered at the time of Fiscal Year 2011-12 budget preparation. Council has appropriated these programs in prior years. If the department has spent any of the Carryforward Appropriation in fiscal year 2010-11, the Appropriation will be reduced in Fiscal Year 2011-12 by that amount. 408 City of Chandler 2011-12 Adopted Budget Capital Budget Public Safety - Police Capital - 2100 Proj # Program Carryforward Appropriation * Encumbered Unencumbered Purchase Orders March, 2011 $ - $ FY 2011-12 New Appropriation * 969,516 $ - Total FY 2011-12 Appropriation CF-P035 Police Driver Training Facility $ CF-P605 Radio System Replacement 7,032,707 5,747,994 - 12,780,701 CF-P606 Records Management System 1,330,980 1,049,216 - 2,380,196 Total Capital Project Expenses $ 8,363,687 $ 7,766,726 $ - $ 401 Gen Government Capital Projects Fund $ 1,330,980 $ 1,049,216 $ - $ 460 Public Safety Bond 7,032,707 6,717,510 - 8,363,687 $ 7,766,726 $ - 969,516 16,130,413 Fund Total Capital Project Funding $ 2,380,196 13,750,217 $ 16,130,413 Public Safety - Fire Capital - 2250 Proj # CF-F600 CF-F634 CF-F635 Fund 470 Program Southeast Fire Station - Airport/Santan Fire Training Center Expansion Radio System Upgrade Carryforward Appropriation * FY 2011-12 New Encumbered Unencumbered Appropriation * Purchase Orders March, 2011 $ - $ 145,466 $ 3,000 408,219 - Total FY 2011-12 Appropriation $ 145,466 3,000 408,219 Total Capital Project Expenses $ 3,000 $ 553,685 $ - $ 556,685 Public Safety Bond Fund $ 3,000 $ 553,685 $ - $ 556,685 Total Capital Project Funding $ 3,000 $ 553,685 $ - $ 556,685 *The Carryforward Reserves provide appropriation for purchase orders potentially remaining open at the close of fiscal year 2010-11 and for projects that have not yet been expended or encumbered at the time of Fiscal Year 2011-12 budget preparation. Council has appropriated these programs in prior years. If the department has spent any of the Carryforward Appropriation in fiscal year 2010-11, the Appropriation will be reduced in Fiscal Year 2011-12 by that amount. 409 City of Chandler 2011-12 Adopted Budget Capital Budget Municipal Utilities - Water Capital - 3820 Proj # 12W023 12W076 12W110 12W230 12W640 CF-G613 CF-W034 CF-W209 CF-W330 CF-W334 CF-W488 Program Main Replacement Transmission Mains System Upgrades During Street Repair Water Production Facility Improvements Well Remediation - Arsenic System S Arizona Ave Corridor Improvements Well Construction Water Treatment Plant Expansion Well Remediation/Redrilling Joint Water Treatment Plant 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 Carryforward Appropriation * Encumbered Unencumbered FY 2011-12 New Purchase Orders March, 2011 $ 2,821,747 $ 552,934 1,095,873 2,115,831 1,493,660 2,355,889 250,219 210,000 2,322,267 2,201,181 374,573 3,055,776 224,998 12,386 - Appropriation $ 3,218,780 3,900,000 1,770,439 390,027 70,000 - Total FY 2011-12 $ Appropriation 6,593,461 4,995,873 5,379,930 2,996,135 280,000 4,523,448 3,430,349 224,998 12,386 $ 11,533,564 $ 7,553,770 $ 9,349,246 $ 28,436,580 $ 9,187,423 $ 1,888,770 457,371 11,533,564 $ 7,025,499 $ 528,271 7,553,770 $ 5,379,246 3,970,000 9,349,246 $ 21,592,168 2,417,041 4,427,371 28,436,580 $ $ Municipal Utilities - Wastewater Capital - 3910 FY 2011-12 Carryforward Appropriation * New Encumbered Unencumbered Program Appropriation * Purchase Orders March, 2011 Proj # 12S022 Water Reclamation Plant Expansion $ 1,536,414 $ 41,821 $ 78,500,000 12S189 Effluent Reuse- Storage/Recovery 1,407,239 152,630 10,935,977 12S196 Collection System Facility Improvements 1,461,967 48,607 535,614 12S266 Sewer Assessment/Rehabilitation 2,387,769 287,578 2,000,000 12S332 Replacement Sewer Mains 1,409,673 1,007,505 1,052,722 12S621 Ocotillo Water Reclamation Fac Rehab 1,404,076 1,343,010 1,450,342 CF-S192 Effluent Reuse- Transmission Mains 1,228,423 441,727 CF-S642 South Chandler Sewer Line Expansion 2,290,643 211,131 Total Capital Project Expenses $ Reclaimed Water System Dev Fees Wastewater Bond Fund Wastewater System Development Fees Wastewater Operating Fund $ Total Capital Project Funding $ 13,126,204 $ Total FY 2011-12 Appropriation $ 80,078,235 12,495,846 2,046,188 4,675,347 3,469,900 4,197,428 1,670,150 2,501,774 3,534,009 $ 94,474,655 $ 111,134,868 497,099 1,727,846 211,131 1,097,933 $ 1,660,000 3,450,342 89,364,313 $ 3,447,021 10,449,804 3,719,990 93,518,053 3,534,009 $ 94,474,655 $ 111,134,868 Fund 606 611 614 615 1,289,922 5,271,616 3,508,859 3,055,807 $ 13,126,204 $ *The Carryforward Reserves provide appropriation for purchase orders potentially remaining open at the close of fiscal year 2010-11 and for projects that have not yet been expended or encumbered at the time of Fiscal Year 2011-12 budget preparation. Council has appropriated these programs in prior years. If the department has spent any of the Carryforward Appropriation in fiscal year 2010-11, the Appropriation will be reduced in Fiscal Year 2011-12 by that amount. 410 City of Chandler 2011-12 Adopted Budget Capital Budget Transportation & Development - Streets Capital - 3310 Proj # 12T014 12T051 12T248 12T291 12T303 12T316 12T322 12T327 12T596 12T607 12T650 12T652 CF-G613 CF-T015 CF-T240 CF-T302 CF-T313 CF-T314 CF-T315 CF-T323 CF-T324 CF-T478 CF-T533 CF-T534 CF-T593 CF-T639 CF-T655 Fund 215 216 217 401 411 412 415 417 Program Landscape Repairs Streetlight Additions and Replacements Street Repaving Misc. Storm Drain Improvements Street Construction Various Projects Alma School/Chandler Blvd Intersection New Traffic Signals Video Detection Cameras Gilbert Rd (Queen Creek to Hunt Hwy) Ocotillo Rd (Arizona - McQueen) Chandler Blvd/Loop 101 Intersection Wall Repairs S Arizona Ave Corridor Improvements Bus Stops and Bus Pullouts Loop 202 Commuter Park & Ride Traffic Calming Measures Dobson Road/Warner Road Intersection Dobson Road/Chandler Blvd Alma School Rd/Ray Rd Intersection Signal System Communications Variable Message Sign McQueen (Riggs - Queen Creek) Queen Creek Basin Galveston Street Bike/Ped Bridge Traffic Management Center Upgrade Airport Blvd Realignment Commonwealth Avenue Paving Total Capital Project Expenses Carryforward Appropriation * FY 2011-12 New Encumbered Unencumbered Appropriation Purchase Orders March, 2011 $ 4,631 $ 1,328,949 $ 100,000 35,056 143,300 2,910,795 606,874 3,455,000 57,975 863,634 50,000 43,613 1,793,852 2,500,000 57,143 157,300 2,970,000 29,479 772,052 100,000 38,419 134,809 50,000 726,850 3,418,042 10,704,000 71,681 708,587 1,900,000 36,840 716,172 2,520,000 344,242 76 100,000 1,471,965 39,125 272,879 1,066,196 8,241 813,834 98,012 501,355 232,853 8,772,843 677 734,871 12,627 1,877,595 209,986 29,574 112,658 10,101 487,679 117,090 1,485,069 326,982 $ 9,007,159 $ 24,532,124 $ 24,592,300 Highway User Revenue Fund LTAF II (HB2565) Grants prior to FY2011/12 Gen Government Capital Proj Fund Street Bond Fund Storm Sewer Bond Fund Arterial Street Impact Fees Capital Grants Total Capital Project Funding 944,818 40,617 1,670,491 1,015,066 3,308,739 91,525 1,935,903 $ 9,007,159 $ 1,172,504 425,978 9,294,196 702,217 7,391,834 1,390,150 4,155,245 24,532,124 $ Total FY 2011-12 Appropriation $ 1,433,580 178,356 6,972,669 971,609 4,337,465 3,184,443 901,531 223,228 14,848,892 2,680,268 3,273,012 444,318 1,471,965 312,004 1,066,196 8,241 911,846 501,355 9,005,696 735,548 12,627 2,087,581 142,232 10,101 487,679 1,602,159 326,982 $ 58,131,583 1,505,000 6,806,921 50,000 9,868,705 6,361,674 24,592,300 3,622,322 466,595 10,964,687 1,717,283 17,507,494 1,531,675 15,959,853 6,361,674 $ 58,131,583 *The Carryforward Reserves provide appropriation for purchase orders potentially remaining open at the close of fiscal year 2010-11 and for projects that have not yet been expended or encumbered at the time of Fiscal Year 2011-12 budget preparation. Council has appropriated these programs in prior years. If the department has spent any of the Carryforward Appropriation in fiscal year 2010-11, the Appropriation will be reduced in Fiscal Year 2011-12 by that amount. 411 City of Chandler 2011-12 Adopted Budget Capital Budget Transportation & Development - Airport Capital - 4110 Proj # 12A238 12A651 12A661 12A662 12A701 12A705 CF-A653 CF-A001 CF-A367 CF-A369 Fund 217 417 631 635 Program Taxiway B Construction North Terminal Area Parking AWOS Replacement Airport Seucity Gatea and Cameras Pavement Improvement - Santan Apron Airport Storm Drain Master Plan Update N. Airport Apron Phase II Airport Storm Drain Airport Electrical & Light Vault Airport Guidance Sign Replacement Total Capital Project Expenses Grants Prior to FY11/12 Capital Grants Airport Bond Airport Operating Total Capital Project Funding Carryforward Appropriation * FY 2011-12 New Encumbered Unencumbered Appropriation Purchase Orders March, 2011 $ - $ - $ 245,000 283,000 444,500 30,000 344,500 38,500 65,093 1,016,000 24,460 134,553 60,848 1,390 $ 90,943 $ 195,401 $ 2,401,500 Total FY 2011-12 Appropriation $ 245,000 283,000 444,500 30,000 344,500 38,500 1,081,093 159,013 60,848 1,390 $ 2,687,844 $ $ $ 79,938 $ 10,970 35 90,943 $ 189,643 $ 5,758 195,401 $ 2,345,707 34,013 21,780 2,401,500 $ 269,581 2,345,707 50,741 21,815 2,687,844 *The Carryforward Reserves provide appropriation for purchase orders potentially remaining open at the close of fiscal year 2010-11 and for projects that have not yet been expended or encumbered at the time of Fiscal Year 2011-12 budget preparation. Council has appropriated these programs in prior years. If the department has spent any of the Carryforward Appropriation in fiscal year 2010-11, the Appropriation will be reduced in Fiscal Year 2011-12 by that amount. 412 City of Chandler 2011-12 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 and Fleet Replacement Funds, 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 and Fleet Replacement Funds) or one-time (for the Computer Replacement Fund) transfers from operating budgets to replenish the funds. 2008-09 Actual Expenditures 2009-10 Actual Expenditures 2010-11 Adjusted Budget 2010-11 Estimated Expenditures 2011-12 Adopted Budget GENERAL GOVERNMENT: Management Services $ Non Departmental 3,623 $ - $ 30,000 $ 12,512 $ - 1,584,878 2,944,067 2,701,505 2,604,686 1,891,440 Planning and Development* 12,442 - - - - Community Services 92,212 - - - - 2,944,067 $ 2,731,505 $ 2,617,198 $ 1,891,440 $ 392,750 $ 2,342,000 TOTAL GENERAL GOVERNMENT $ 1,693,155 $ 173,949 $ PUBLIC SAFETY: Police $ Fire TOTAL PUBLIC SAFETY 590,676 - $ 2,208,000 204,050 $ 2,208,000 - 590,000 $ 392,750 $ 2,932,000 $ 764,624 $ 204,050 $ - $ - $ 79,300 $ 79,263 $ - $ - $ - $ 79,300 $ 79,263 $ - $ 19,738 11,189 - $ 11,347 4,734 $ 40,046 82,405 15,000 - $ 40,045 74,561 - $ 492,000 220,000 - TOTAL TRANSPORTATION & DEVELOPMENT $ 30,927 $ 16,081 $ 137,451 $ 114,606 $ 712,000 GRAND TOTAL $ 2,488,706 $ 3,164,199 $ 5,156,256 $ 3,203,817 MUNICIPAL UTILITIES Water Divisions TOTAL MUNICIPAL UTILITIES TRANSPORTATION & DEVELOPMENT* Streets Traffic Engineering Street Sweeping Airport * The Public Works Department and the Planning and Development Department merged as the Tra nsportation and Development Department effective July 1, 2010. 413 $ 5,535,440 City of Chandler 2011-12 Adopted Budget Capital Budget 414 City of Chandler 2011-12 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; the 2010 census population was 236,123; and the June 30, 2011 population is estimated at 237,776. Chandler’s Planning Division estimates the population to be 238,840 by fiscal year end June 30, 2012. This growth created demand for infrastructure and capital projects. Citizens needed 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. During FY 2010-11, Fitch Rating awarded Chandler with a rating of AAA for both General Obligation Bonds and Excise Tax Revenue Obligation Bonds; Moody’s Investor Services awarded a rating of Aaa for General Obligation Bonds and Aa1 for Excise Tax Revenue Bonds; and, Standard and Poor’s affirmed it’s rating of AAA for General Obligation Bonds and awarded a rating of AAA for Excise Tax Revenue 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 that required voter authorization during FY 2010-11. In FY 2011-12, the City does not anticipate any General Obligation bond sales as shown in the chart below. VOTER AUTHORIZATION SUMMARY Category Water/Sewer/Effluent Reuse Park s and Recreation Museum Center for the Arts Library Public Building Streets General Obligation Storm Water Revenue/GOB Public Safety/Fire Public Safety/Police Airport Recycling & Solid Waste TOTAL 2009-10 Ending Authorization $ $ 58,250,000 12,200,000 1,800,000 10,955,000 9,396,000 127,020,000 4,204,000 10,891,000 15,125,000 494,000 4,935,000 255,270,000 2010-11 Ending Authorization 2010-11 Bond Sales $ $ 1,300,000 5,710,000 520,000 2,395,000 9,925,000 $ $ 58,250,000 12,200,000 500,000 5,245,000 9,396,000 127,020,000 4,204,000 10,371,000 12,730,000 494,000 4,935,000 245,345,000 2011-12 Proposed Bond Sales $ $ Note: These totals do not include Excise Tax Revenue Obligations of $34,040,000 in 2008-09, $15,000,000 in 2010-11 and $17,000,000 in 2011-12 since this type of debt does not req uire voter auth orization. 415 - Remaining Authorization $ 58,250,000 12,200,000 500,000 5,245,000 9,396,000 127,020,000 4,204,000 10,371,000 12,730,000 494,000 4,935,000 $ 245,345,000 City of Chandler 2011-12 Adopted Budget Bonded Debt FUNCTION: Debt Service 7500 COST CENTER: 2010-11 Adopted Budget 2010-11 Adjusted Budget 2010-11 Estimated 24,984,641 23,673,904 23,673,904 23,518,318 23,278,999 -1.67% 8,990,405 9,802,501 9,802,501 9,802,501 9,608,395 -1.98% Wastewater GOB's 3,681,970 6,139,474 6,139,474 6,139,474 6,607,181 7.62% Water Revenue Bonds 7,587,516 7,882,662 7,882,662 7,882,662 8,139,703 3.26% Wastewater Revenue Bonds 4,783,273 2,549,815 2,549,815 2,549,816 2,306,272 -9.55% HURF Revenue Bonds 4,378,194 4,051,009 4,051,009 4,051,008 4,636,975 14.46% Description General Purpose GOB's Water GOB's All Other Bonds/Obligations Total Cost Center-7500 General Debt Service Fund Highway User Revenue Debt Svc Water System Dev. Fees Water Operating Reclaimed Water SDF Wastewater System Dev. Fees Wastewater Operating Airport Operating Grand Total 2009-10 Actual 1,659,251 3,543,651 3,543,651 2,243,651 $ 56,065,250 $57,643,016 $ 57,643,016 $ 56,187,430 $ 23,673,904 2011-12 Adopted Budget 3,395,102 -4.19% $ 57,972,627 0.57% $ 23,278,999 4,051,009 4,636,975 33,305 63,414 18,541,221 18,335,748 455,114 458,140 233,490 231,357 10,629,385 10,943,206 25,588 24,788 $ 57,643,016 % Change Adopted To Adopted $ 57,972,627 The FY 2011-12 budget provides $57,972,627 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. 416 City of Chandler 2011-12 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 2011-12 is given below. 20% Legal Bond Limit $ Ou tstanding Bonded Debt Previously Issued 6% 493,725,323 $ (427,295,000) P roposed Bond S ales in FY201-12 (11,840,000) 0 BONDING CAPACITY AVAILABLE $ 66,430,323 148,117,597 0 $ 136,277,597 The 20% and 6% bonding capacity is based on an estimated secondary assessed value of $2,468,626,617, a 20.7% decrease from the FY 2010-11 secondary assessed value of $3,111,346,302. 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. The following pages present a breakdown of the principal and interest payments for all City bond issues outstanding as of June 30, 2011. 417 City of Chandler 2011-12 Adopted Budget Bonded Debt SUMMARY OF OUTSTANDING BONDS BY TYPE Principal Bond Amoun t Type of Issue General Obligation Bonds (Combin ed) 6% Capacity % Total $ 11,840,000 20% Capacity Total General Obligation Bo nds Water & Sewer Revenue Bonds 427,295,000 Excise Tax Revenue Obligations Highway User Revenue Bonds Improvement District Bonds Total Highway User Revenue Bonds 5% $ 439,135,000 52,670,000 76.88% 9.22% 47,440,000 25,745,000 8.31% 4.95% 6,190,000 $ 571,180,000 1.08% 100.00% 6% Capacity 2% Improvement District Bonds 1% Excise Tax Revenue Obligations 6% G.O. Bonds 77% 20% Capacity 98% Water & Sewer Revenue Bonds 11% 418 City of Chandler 2011-12 Adopted Budget Bonded Debt ANNUAL BOND OBLIGATION FOR ALL EXISTING BONDS AND OBLIGATIONS Maturity Date (1) July 1, 2012 Bonds Payab le 35,065,000 Interest Payable 23,590,019 Fiscal To tal 58,655,019 July 1, 2013 July 1, 2014 39,065,000 40,020,000 22,137,792 20,547,596 61,202,792 60,567,596 July 1, 2015 July 1, 2016 42,030,000 41,000,000 19,074,429 17,439,781 61,104,429 58,439,781 July 1, 2017 July 1, 2018 39,040,000 34,220,000 15,793,194 14,191,325 54,833,194 48,411,325 July 1, 2019 July 1, 2020 33,575,000 32,220,000 12,873,944 11,457,726 46,448,944 43,677,726 July 1, 2021 July 1, 2022 27,080,000 28,040,000 10,098,750 8,782,500 37,178,750 36,822,500 July 1, 2023 July 1, 2024 29,090,000 29,230,000 7,469,088 6,144,688 36,559,088 35,374,688 July 1, 2025 July 1, 2026 30,490,000 31,185,000 4,975,488 3,786,863 35,465,488 34,971,863 July 1, 2027 July 1, 2028 29,660,000 30,170,000 2,587,688 1,327,500 32,247,688 31,497,500 TOTAL $ Year This Year's Requirement Maximum Requirement (1) 2012 2013 571,180,000 $ Princip al $ 35,065,000 39,065,000 Actual Payments are made one day prior to maturity date. 419 202,278,368 $ Interest $ 23,590,019 22,137,792 773,458,368 Fiscal To tal $ 58,655,019 61,202,792 City of Chandler 2011-12 Adopted Budget Bonded Debt SCHEDULE OF TOTAL OUTSTANDING DEBT Original Issue Outstanding 7/1/2011 2011-12 Interest Principal Payment Revenue Bonds Highway User Revenue: Series 1996B Refunding Series 2002 Series 2003 Refunding Series 2004 Refunding Series 2010 $ $ Water: Series 1994 Series 1996 Refunding Series Series 2001 Refunding Series Refunding Series Series 2003 Series 2005 Refunding Series Sewer: Series 1994 Series 1996 Refunding Series Series 2001 Refunding Series Refunding Series Refunding Series 1,250,000 10,540,000 5,000,000 10,920,000 10,450,000 38,160,000 $ 1997 2002 2003 2005 25,000 840,000 825,000 2,010,000 $ 3,700,000 $ 2,105,000 190,000 120,000 555,120 4,426,125 5,470,000 5,825,000 10,000,000 6,225,000 34,916,245 $ 75,000 60,000 159,840 1,328,250 15,000 4,200,000 100,000 560,000 $ 6,498,090 $ 168,400 13,775 7,500 24,821 211,344 272,735 218,781 431,781 292,475 $ 1,641,612 $ $ 175,000 40,000 580,160 281,750 15,000 340,000 $ 1,431,910 $ $ $ 11,630,000 $ 3,452,950 5,150,000 16,890,000 7,770,000 12,500,000 10,970,000 17,830,000 10,000,000 10,000,000 15,485,000 $ 106,595,000 $ $ 5,150,000 16,890,000 7,770,000 12,500,000 10,970,000 17,830,000 15,485,000 86,595,000 $ $ 45,000 460,000 80,000 2,014,880 938,875 6,175,000 8,040,000 17,753,755 $ 231,350,000 $ 78,415,000 1997 2002 2003 2005 $ Total Revenue Bonds $ 100,000 1,720,000 5,000,000 8,580,000 10,345,000 25,745,000 $ 420 $ 6,725 69,950 205,000 368,200 287,100 936,975 3,600 33,350 5,000 90,089 44,831 307,905 389,588 874,363 31,725 909,950 205,000 1,193,200 2,297,100 $ 4,636,975 168,400 88,775 67,500 184,661 1,539,594 287,735 4,418,781 531,781 852,475 $ 8,139,702 3,600 208,350 45,000 670,249 326,581 322,905 729,588 $ 2,306,273 $ 15,082,950 City of Chandler 2011-12 Adopted Budget Bonded Debt SCHEDULE OF TOTAL OUTSTANDING DEBT (Continued) Original Issue General Obligation Bonds General & Enterprise Funds: Series 1996 Series 1996B Series 2002 Refunding Series 2003 Series 2003 Series 2005 Series 2006 Series 2007 Refunding Series 2007 Refunding Series 2009 Series 2011A Refunding Series 2011B $ Outstanding 7/1/2011 6,650,000 8,205,000 23,000,000 16,265,000 21,375,000 24,800,000 30,905,000 111,045,000 22,960,000 252,000,000 9,925,000 10,360,000 $ 500,000 1,025,000 1,125,000 14,515,000 10,175,000 9,650,000 20,725,000 94,750,000 21,975,000 244,410,000 9,925,000 10,360,000 2011-12 Interest Principal $ 250,000 475,000 1,125,000 915,000 1,200,000 2,000,000 2,000,000 4,900,000 940,000 6,270,000 1,205,000 $ 32,500 74,038 49,219 650,719 353,719 386,000 880,000 4,082,063 1,037,844 9,878,588 368,250 401,373 Payment $ 282,500 549,038 1,174,219 1,565,719 1,553,719 2,386,000 2,880,000 8,982,063 1,977,844 16,148,588 368,250 1,606,373 Total General Obligation Bonds $ 537,490,000 $ 439,135,000 $ 21,280,000 $ 17,792,938 $ 39,474,310 Excise Tax Revenue Obligations: Series 2009 Series 2011 $ 34,040,000 15,000,000 $ 32,440,000 15,000,000 $ 1,100,000 645,000 $ 1,093,313 610,046 $ 2,193,313 1,255,046 Total Excise Tax Revenue Obligations $ 49,040,000 $ 47,440,000 $ 1,745,000 $ 1,703,358 $ 3,448,358 6,190,000 410,000 239,400 649,400 Improvement District Bonds: Series 2008 - Spectrum ID 7,370,000 Total Improvement District Bonds $ 7,370,000 Total Bonded Debt & Obligations $ 825,250,000 $ 6,190,000 $ 571,180,000 421 $ 410,000 $ 35,065,000 $ 239,400 $ 23,188,646 $ 649,400 $ 58,655,019 City of Chandler 2011-12 Adopted Budget Bonded Debt COMBINED GENERAL OBLIGATION BONDS 6% CAPACITY PORTION OUTSTANDING Maturity Date July 1, 2012 July 1, 2013 (1) Bonds Payable 971,000 671,000 Interest Payable 466,630 429,042 Fiscal Total 1,437,630 1,100,042 July 1, 2014 July 1, 2015 28,000 387,000 395,952 395,322 423,952 782,322 July 1, 2016 July 1, 2017 July 1, 2018 429,000 447,000 1,882,000 383,882 371,012 357,602 812,882 818,012 2,239,602 July 1, 2019 July 1, 2020 July 1, 2021 1,901,000 2,547,000 257,000 292,167 216,127 114,247 2,193,167 2,763,127 371,247 July 1, 2022 July 1, 2023 July 1, 2024 271,000 271,000 297,000 101,397 87,847 75,652 372,397 358,847 372,652 July 1, 2025 July 1, 2026 July 1, 2027 297,000 297,000 461,000 63,772 50,853 38,230 360,772 347,853 499,230 July 1, 2028 426,000 18,638 444,638 TOTAL $ Year This Year's Requirement Maximum Requirement (1) 2012 2020 11,840,000 $ Principal $ 971,000 2,547,000 Actual Payments are made one day prior to maturity date. 422 3,858,371 $ Interest $ 466,630 216,127 15,698,371 Fiscal Total $ 1,437,630 2,763,127 City of Chandler 2011-12 Adopted Budget Bonded Debt COMBINED GENERAL OBLIGATION BONDS 20% CAPACITY PORTION OUTSTANDING Maturity Date July 1, 2012 July 1, 2013 (1 ) Bonds Payable 20,309,000 24,059,000 Interest Payable 17,727,680 16,882,673 Fiscal Total 38,036,680 40,941,673 July 1, 2014 July 1, 2015 24,907,000 26,043,000 15,891,411 14,998,451 40,798,411 41,041,451 July 1, 2016 July 1, 2017 July 1, 2018 25,136,000 26,083,000 24,153,000 14,026,668 13,080,163 12,048,504 39,162,668 39,163,163 36,201,504 July 1, 2019 July 1, 2020 July 1, 2021 24,344,000 24,298,000 23,868,000 11,102,789 10,040,986 8,994,066 35,446,789 34,338,986 32,862,066 July 1, 2022 July 1, 2023 July 1, 2024 24,654,000 25,579,000 26,203,000 7,800,666 6,625,903 5,430,598 32,454,666 32,204,903 31,633,598 July 1, 2025 July 1, 2026 July 1, 2027 27,328,000 27,878,000 26,039,000 4,382,478 3,323,648 2,262,270 31,710,478 31,201,648 28,301,270 July 1, 2028 26,414,000 1,155,613 27,569,613 TOTAL $ Year This Year's Requirement Maximum Requirement (1) 2012 $ 2015 427,295,000 $ Principal 20,309,000 26,043,000 Actual Payments are made one day prior to maturity date. 423 165,774,564 Interest $ 17,727,680 14,998,451 $ 593,069,564 Fiscal Total $ 38,036,680 41,041,451 City of Chandler 2011-12 Adopted Budget Bonded Debt COMBINED GENERAL OBLIGATION BONDS ENTERPRISE SUPPORTED Maturity Date (1) July 1, 2012 July 1, 2013 Bonds Payable 9,420,000 10,595,000 Interest Payable 6,820,363 6,459,763 Fiscal T otal 16,240,363 17,054,763 July 1, 2014 July 1, 2015 10,900,000 10,910,000 6,035,963 5,688,263 16,935,963 16,598,263 July 1, 2016 July 1, 2017 9,525,000 9,825,000 5,325,888 5,019,138 14,850,888 14,844,138 July 1, 2018 July 1, 2019 9,926,000 10,000,000 4,680,388 4,327,075 14,606,388 14,327,075 July 1, 2020 July 1, 2021 9,700,000 9,625,000 3,903,075 3,490,075 13,603,075 13,115,075 July 1, 2022 July 1, 2023 9,925,000 9,850,000 3,008,825 2,533,013 12,933,825 12,383,013 July 1, 2024 July 1, 2025 9,500,000 10,125,000 2,075,513 1,695,513 11,575,513 11,820,513 July 1, 2026 July 1, 2027 10,575,000 9,500,000 1,297,263 888,763 11,872,263 10,388,763 July 1, 2028 11,086,000 485,013 11,571,013 TOT AL $ 170,987,000 $ 63,733,888 $ 234,720,888 This Year's Requirement Year 2012 $ Principal 9,420,000 $ Interest 6,820,363 $ Fiscal T otal 16,240,363 Maximum Requirement 2013 (1) 10,595,000 Actual Payments are made one day prior to maturity date. 424 6,459,763 17,054,763 City of Chandler 2011-12 Adopted Budget Bonded Debt COMBINED GENERAL OBLIGATION BONDS AD VALOREM SUPPORTED Maturity Date July 1, 2012 (1) Bonds Payable 11,860,000 Interest Payable 11,373,948 Fiscal Total 23,233,948 July 1, 2013 July 1, 2014 14,135,000 14,035,000 10,851,950 10,251,400 24,986,950 24,286,400 July 1, 2015 July 1, 2016 15,520,000 16,040,000 9,705,513 9,084,663 25,225,513 25,124,663 July 1, 2017 July 1, 2018 16,705,000 16,109,000 8,432,038 7,725,719 25,137,038 23,834,719 July 1, 2019 July 1, 2020 16,245,000 17,145,000 7,067,881 6,354,038 23,312,881 23,499,038 July 1, 2021 July 1, 2022 14,500,000 15,000,000 5,618,238 4,893,238 20,118,238 19,893,238 July 1, 2023 July 1, 2024 16,000,000 17,000,000 4,180,738 3,430,738 20,180,738 20,430,738 July 1, 2025 July 1, 2026 17,500,000 17,600,000 2,750,738 2,077,238 20,250,738 19,677,238 July 1, 2027 July 1, 2028 17,000,000 15,754,000 1,411,738 689,238 18,411,738 16,443,238 TOT AL This Year's Requirement Maximum Requirement (1) $ 268,148,000 $ 105,899,048 $ 374,047,048 Year 2012 $ 2015 Principal 11,860,000 15,520,000 $ Interest 11,373,948 9,705,513 $ Fiscal Total 23,233,948 25,225,513 Actual Payments are made one day prior to maturity date. 425 City of Chandler 2011-12 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, 2012 July 1, 2013 Bonds Payable 7,930,000 8,260,000 Interest Payable 2,515,975 2,185,140 Fiscal Total 10,445,975 10,445,140 July 1, 2014 July 1, 2015 4,485,000 6,760,000 1,814,496 1,527,556 6,299,496 8,287,556 July 1, 2016 July 2, 2017 9,490,000 7,475,000 1,191,056 718,806 10,681,056 8,193,806 July 1, 2018 July 1, 2019 3,270,000 2,500,000 345,056 206,250 3,615,056 2,706,250 July 1, 2020 2,500,000 103,125 2,603,125 TOTAL This Year's Requirement Maximum Requirement (1) Year 2012 2016 $ 52,670,000 $ Principal 7,930,000 9,490,000 Actual Payments are made one day prior to maturity date. 426 $ 10,607,461 $ Interest 2,515,975 1,191,056 $ 63,277,461 Fiscal Total $ 10,445,975 10,681,056 City of Chandler 2011-12 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, 2012 July 1, 2013 (1) Bonds Payable 3,700,000 3,830,000 Interest Payable 936,975 833,475 Fiscal T otal 4,636,975 4,663,475 July 1, 2014 July 1, 2015 3,975,000 4,105,000 701,975 572,025 4,676,975 4,677,025 July 1, 2016 July 1, 2017 3,410,000 2,430,000 386,450 249,488 3,796,450 2,679,488 July 1, 2018 July 1, 2019 2,235,000 2,060,000 149,988 72,100 2,384,988 2,132,100 T OTAL $ Year This Year's Requirement Maximum Requirement (1) 2012 2015 25,745,000 $ Principal $ 3,700,000 4,105,000 Interest $ Actual Payments are made one day prior to maturity date. 427 3,902,475 936,975 572,025 $ 29,647,475 Fiscal T otal $ 4,636,975 4,677,025 City of Chandler 2011-12 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, 2012 July 1, 2013 Bonds Payable 1,745,000 1,815,000 Interest Payab le 1,703,358 1,584,863 Fiscal Total 3,448,358 3,399,863 July 1, 2014 July 1, 2015 6,180,000 4,270,000 1,538,663 1,394,175 7,718,663 5,664,175 July 1, 2016 July 1, 2017 2,055,000 2,105,000 1,283,725 1,225,325 3,338,725 3,330,325 July 1, 2018 July 1, 2019 2,160,000 2,225,000 1,162,175 1,093,938 3,322,175 3,318,938 July 1, 2020 July 1, 2021 2,310,000 2,370,000 1,012,988 928,938 3,322,988 3,298,938 July 1, 2022 July 1, 2023 2,505,000 2,605,000 842,838 742,638 3,347,838 3,347,638 July 1, 2024 July 1, 2025 2,730,000 2,865,000 638,438 529,238 3,368,438 3,394,238 July 1, 2026 July 1, 2027 3,010,000 3,160,000 412,363 287,188 3,422,363 3,447,188 July 1, 2028 3,330,000 153,250 3,483,250 T OTAL $ Year This Year's Requirement Maximum Requirement (1) 2012 2014 47,440,000 $ Principal $ 1,745,000 6,180,000 Actual Payments are made one day prior to maturity date. 428 16,534,096 Interest $ 1,703,358 1,538,663 $ 63,974,096 Fiscal Total $ 3,448,358 7,718,663 City of Chandler 2011-12 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, 2012 July 1, 2013 Bonds Payable 410,000 430,000 Interest Payab le 239,400 222,600 Fiscal Total 649,400 652,600 July 1, 2014 July 1, 2015 445,000 465,000 205,100 186,900 650,100 651,900 July 1, 2016 July 1, 2017 480,000 500,000 168,000 148,400 648,000 648,400 July 1, 2018 July 1, 2019 520,000 545,000 128,000 106,700 648,000 651,700 July 1, 2020 July 1, 2021 565,000 585,000 84,500 61,500 649,500 646,500 July 1, 2022 July 1, 2023 610,000 635,000 37,600 12,700 647,600 647,700 T OTAL $ Year This Year's Requirement Maximum Requirement (1) 2012 2013 6,190,000 $ Principal $ 1,601,400 Interest 410,000 430,000 Actual Payments are made one day prior to maturity date. 429 $ 239,400 222,600 $ 7,791,400 Fiscal Total $ 649,400 652,600 City of Chandler 2011-12 Adopted Budget Bonded Debt 430 City of Chandler 2011-12 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 2009-10, adjusted budget and estimated expenditures for FY 2010-11, and adopted budget for FY 2011-12. Schedule 2-Summary of Department Total FY 2011-12 Budget by Fund: A summary, by fund, of each department’s FY 2011-12 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 3, 2011 for most employee classes, which includes market study and wage adjustments. The effective date for salary changes due to market adjustments for the Police Officer, Sergeant, Commander and Assistant Police Chief classes is August 14, 2011. 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. 431 City of Chandler 2011-12 Adopted Budget Schedules and Terms 432 City of Chandler 2011-12 Adopted Budget Schedules and Terms 433 City of Chandler 2011-12 Adopted Budget Schedules and Terms 434 CITY OF CHANDLER, ARIZONA Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2011-12 FUND ADJUSTED BUDGETED EXPENDITURES/ EXPENSES 2010-11* ACTUAL EXPENDITURES/ EXPENSES 2010-11** DIRECT PROPERTY TAX REVENUES 2011-12 FUND BALANCE/ NET ASSETS*** 7/1/2011** ESTIMATED REVENUES OTHER THAN PROPERTY TAXES 2011-12 OTHER FINANCING 2011-12 SOURCES INTERFUND TRANSFERS 2011-12 TOTAL FINANCIAL RESOURCES AVAILABLE 2011-12 IN 7,966,900 $ (30,164,733) $ BUDGETED EXPENDITURES/ EXPENSES 2011-12 Primary: 1. General Fund $ 2. Special Revenue Funds 228,239,170 $ 77,583,549 172,935,112 $ 36,064,836 58,306,410 $ 8,093,200 $ 14,760,224 158,620,219 $ $ $ 58,164,110 4,921,975 (4,812,088) 202,821,996 $ 202,322,928 73,034,221 68,397,246 22,779,931 27,915,974 Secondary: 3. Debt Service Funds Available 27,724,913 27,569,326 22,779,931 4. Less: Designation for Future Debt Retirement 5. Total Debt Service Funds 6. Capital Projects Funds 7. Permanent Funds 8. Enterprise Funds Available 27,724,913 27,569,326 185,876,863 56,522,838 22,779,931 76,126,812 11,831,000 4,800 4,800 4,800 112,610,571 83,814,462 10,312,217 193,859,335 17,000,000 25,496,509 160,272 22,779,931 27,915,974 130,454,321 130,454,321 4,800 4,800 (8,146,366) 196,185,458 196,185,458 435 9. Less: Designation for Future Debt Retirement 10. Total Enterprise Funds 112,610,571 83,814,462 10,312,217 193,859,335 160,272 (8,146,366) 196,185,458 196,185,458 11. Internal Service Funds 38,869,836 23,385,511 24,142,279 22,440,050 15,158,961 (10,581,430) 51,159,860 51,159,860 96,953 95,953 58,640 34,000 92,640 92,640 12. Special Assessment Funds TOTAL ALL FUNDS $ 671,006,655 $ 400,392,837 $ 183,711,382 $ 30,873,131 $ 444,948,714 $ 17,000,000 $ $ 671,006,655 $ EXPENDITURE LIMITATION COMPARISON 2010-11 1. Budgeted expenditures/expenses 2. Add/subtract: estimated net reconciling items 53,704,617 $ (53,704,617) $ 676,533,227 $ 676,533,227 2011-12 676,533,227 (156,594,038) 3. Budgeted expenditures/expenses adjusted for reconciling items 514,412,617 4. Less: estimated exclusions 676,533,227 (260,100,540) $ 254,312,077 $ 676,533,227 $ 254,312,077 $ 676,533,227 Includes Expenditure/Expense Adjustments Approved in 2010-11 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 City of Chandler 2011-12 Adopted Budget 5. Amount subject to the expenditure limitation 6. EEC or voter-approved alternative expenditure limitation Schedules and Terms * $ City of Chandler 2011-12 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary of Tax Levy and Tax Rate Information Fiscal Year 2011-12 2010-11 FISCAL YEAR 1. 2. 3. 2011-12 FISCAL YEAR Maximum allowable primary property tax levy. A.R.S. §42-17051(A). $ 10,614,037 Amount received from primary property taxation in the 2010-11 fiscal year in excess of the sum of that year's maximum allowable primary property tax levy. A.R.S. §42-17102(A)(18). $ - $ 9,411,000 $ 11,020,996 $ 8,093,200 Property tax levy amounts A. Primary property taxes B. Secondary property taxes 26,036,049 C. Total property tax levy amounts (1) 4. $ 35,447,049 $ $ 8,500,000 900,000 9,400,000 $ 23,039,688 2,365,000 25,404,688 $ 34,804,688 22,779,931 $ 30,873,131 Property taxes collected* A. Primary property taxes (1) 2010-11 levy (2) Prior years’ levy (2) (3) Total primary property taxes B. Secondary property taxes (1) 2010-11 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 0.3292 0.9422 1.2714 B. Special assessment district tax rates Secondary property tax rates - As of the date the proposed budget was prepared, the city/town was operating one special assessment district 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 $478,951 in 2010-11 and $479,469 in 2011-12. (2) Amount budgeted for Prior Year Primary & Secondary Levies for 2010-11 ($450,000) and 2011-12 ($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 436 City of Chandler 2011-12 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2011-12 ESTIMATED REVENUES 2010-11 SOURCE OF REVENUES ACTUAL* REVENUES 2010-11 ESTIMATED REVENUES 2011-12 GENERAL FUND Local taxes Franchise Tax Transaction Privilege License Tax/Fees $ 3,207,000 78,880,500 $ 2,774,000 82,442,400 $ 2,766,000 84,517,000 Licenses and permits Miscellaneous License Building Division Permits 1,406,100 2,888,000 1,497,500 2,905,200 1,480,000 3,991,500 Intergovernmental State State Sales Tax State Revenue Sharing 16,960,000 22,493,000 16,584,000 22,493,000 17,387,400 19,929,800 7,800,000 7,490,700 7,962,700 Charges for services Engineering Fees Planning Fees Public Safety Miscellaneous Parks & Recreation 646,000 186,700 7,498,766 3,224,865 662,750 253,900 5,068,265 3,239,000 653,300 238,000 7,201,500 3,235,550 Fines and forfeits Library Fines Court Fines 586,300 4,002,500 580,100 3,377,000 595,000 3,389,000 Interest on investments Interest on Investments 3,379,000 1,300,000 1,700,000 478,951 460,312 479,469 190,206 35,000 450,000 3,594,781 237,800 26,200 3,265,000 5,585,226 366,300 25,000 450,000 2,252,700 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 $ 157,907,669 $ 160,242,353 $ 158,620,219 *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) 437 City of Chandler 2011-12 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2011-12 ACTUAL* REVENUES 2010-11 ESTIMATED REVENUES 2010-11 SOURCE OF REVENUES ESTIMATED REVENUES 2011-12 SPECIAL REVENUE FUNDS Proposition 400 Fund Regional Transportation Sales Tax Interest on Investments $ 14,623,596 51,000 $ 388,000 - $ 150,000 - $ 14,674,596 $ 388,000 $ 150,000 $ 13,000,000 1,000 2,257 243,000 1,900 $ 12,745,631 2,000 106,000 5,194 $ 11,495,000 2,000 109,000 3,000 $ 13,248,157 $ 12,858,825 $ 11,609,000 $ 57,000 44,000 - $ 196,785 62,370 18,000 - $ 62,000 19,000 - $ 101,000 $ 277,155 $ 81,000 $ 35,164,235 3,500,000 10,650,000 2,010,000 53,000 $ 13,978,351 2,120,000 7,574,000 1,933,030 27,000 $ 29,167,538 3,500,000 11,250,000 2,243,000 28,000 $ 51,377,235 $ 25,632,381 $ 46,188,538 $ 52,750 55,000 5,000 $ 59,868 29,124 2,000 $ 73,572 60,000 2,000 Total Expendable Trust Fund $ 112,750 $ 90,992 $ 135,572 Total Special Revenue Funds $ 79,513,738 $ 39,247,353 $ 58,164,110 $ 2,470,000 40,000 8,468,349 838,000 $ 7,484,277 76,301 10,069,988 363,000 $ 3,728,025 18,329,025 383,000 $ 11,816,349 $ 17,993,566 $ 22,440,050 Total Proposition 400 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 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 Expendable Trust Fund Parks Fund Donations/Gifts-General Public Interest on Investments 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) 438 City of Chandler 2011-12 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2011-12 ESTIMATED REVENUES 2010-11 SOURCE OF REVENUES SPECIAL ASSESSMENT FUND Interest on Investments Other Receipts 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 Other Receipts Total Capital Project Funds ENTERPRISE FUNDS Water Services Wastewater Services Solid Waste Services Airport Services Interest on Investments Total Enterprise Funds TOTAL ALL FUNDS ACTUAL* REVENUES 2010-11 ESTIMATED REVENUES 2011-12 $ 75,000 - $ 34,000 5,952 $ 34,000 - $ 75,000 $ 39,952 $ 34,000 $ 2,655,000 3,625,000 2,205,200 82,200 141,107 275,000 158,400 900,000 2,038,500 - $ 2,602,409 3,569,678 2,400,000 110,000 280,000 450,000 260,000 1,005,000 18,000 704,000 69,521 $ 2,500,000 3,630,000 2,400,000 110,000 280,000 400,000 220,000 1,500,000 791,000 - $ 12,080,407 $ 11,468,608 $ 11,831,000 $ 46,222,119 32,534,467 13,147,750 872,990 814,000 $ 45,809,344 33,707,925 13,343,577 983,416 342,145 $ 53,667,414 125,239,857 13,578,606 1,014,458 359,000 $ 93,591,326 $ 94,186,407 $ 193,859,335 $ 354,984,489 $ 323,178,239 $ 444,948,714 *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) 439 City of Chandler 2011-12 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Fund Type of Other Financing Sources/ and Interfund Transfers Fiscal Year 2011-12 INTERFUND 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 General Government Capital Project Fund Public Building 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 INTERNAL SERVICE FUNDS Capital Replacement Computer Replacement Fleet Replacement Self-Insurance Fund Total Internal Service Funds TOTAL ALL FUNDS (1) TRANSFERS 2011-12 2011-12 SOURCES FUND GENERAL FUND General Fund OTHER FINANCING (1) IN $ - $ - $ 7,966,900 $ 30,164,733 $ - $ - $ 7,966,900 $ 30,164,733 $ - $ - $ - $ 150,000 4,660,563 1,525 4,636,975 285,000 $ $ - - $ - $ 4,921,975 $ 4,812,088 $ - $ 23,432,631 851,778 1,212,100 $ - $ - $ 25,496,509 $ - $ - $ - $ 4,073,022 2,337,077 1,355,193 276,824 104,250 13,000,000 4,000,000 $ 17,000,000 $ - # 160,272 $ - $ - $ 160,272 $ 8,146,366 $ - $ - $ 2,541,515 10,567,446 2,050,000 $ 10,567,446 $ $ 17,000,000 # $ - $ 15,158,961 $ 10,581,430 $ - $ 53,704,617 $ 53,704,617 Sources are from bonds. SCHEDULE D 440 13,984 City of Chandler 2011-12 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2011-12 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 Transportation & 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 Transportation & Development Contingency\Reserves Highway Users Revenue Fund Transportation & Development Non-departmental Contingency\Reserves Local Transportation Assistance Fund Transportation & Development Non-departmental Contingency\Reserves Community Development Block Grant City Manager Contingency\Reserves Housing and Urban Development City Manager Contingency\Reserves Expendable Trust Funds Community Services Contingency\Reserves Total Special Revenue Funds ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2010-11 $ $ $ $ 816,160 15,669,814 715,908 3,902,212 2,075,420 3,131,590 12,540,409 27,190,085 58,336,280 3,000,000 17,692,867 29,289,573 53,962,475 228,322,793 4,444,500 50,000 17,050 1,863,544 2,600,000 1,225,602 155,000 28,072,712 608,000 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2010-11 $ ACTUAL EXPENDITURES/ EXPENSES 2010-11 BUDGETED EXPENDITURES/ EXPENSES 2011-12 $ 830,508 15,661,132 683,353 3,737,105 2,390,327 3,182,035 11,465,946 26,421,916 58,093,128 792,665 18,143,705 31,533,292 $ $ 14,348 1,559,703 37,618 75,090 366,805 72,670 5,013,785 84,477 1,222,550 232,362 1,591,417 2,452,588 (12,807,036) (83,623) $ 172,935,112 $ $ 1,100,670 $ 2,402,956 $ 17,050 722,020 880,293 1,066,814 50,000 7,909,145 118,460 74,053 788,531 (4,690,337) 1,958,643 784,017 15,041,173 560,098 3,851,242 2,217,658 3,149,461 11,215,235 27,529,396 56,907,724 3,000,000 16,842,086 28,707,174 32,517,664 202,322,928 3,874,575 50,000 17,300 1,662,000 2,386,627 1,471,000 210,000 20,540,648 1,400,000 13,959,239 302,321 3,661,000 (881,834) 1,579,250 200 780,200 154,876 (154,876) 3,500,000 984,000 1,031,505 (984,000) 2,071,885 3,500,000 1,260,000 13,198,000 358,200 904,806 (302,331) 8,863,068 13,706,000 978,100 214,931 9,800 538 (538) 154,170 285,786 4,700 77,583,549 10,661,272 11,704,467 196,737 3,425,300 1,266,163 1,374,006 881,834 $ - 350,000 $ 36,064,836 $ 68,397,246 *Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared plus estimated expenditures/expenses for the remainder of the fiscal year. SCHEDULE E (1 OF 2) 441 City of Chandler 2011-12 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2011-12 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2010-11 DEBT SERVICE FUNDS INTERNAL SERVICE FUNDS Capital Replacement Self Insurance Contingency\Reserves Total Internal Service Funds SPECIAL ASSESSMENT FUND Management Services Total Special Assessment Fund CAPITAL PROJECTS FUNDS Management Services\Non-dept. City Manager Fire Police Transportation & Development Municipal Utilities Community Services Contingency\Reserves Infrastructure Maintenance Reserve Debt Service Total Capital Projects Funds ENTERPRISE FUNDS Water Wastewater Solid Waste Airport City Manager Management Services\Non-dept. Contingency\Reserves Debt Service Total Enterprise Funds PERMANENT FUNDS Firemens Pension Fund EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2010-11 $ 27,724,913 $ $ $ $ 4,453,830 19,429,000 14,987,006 38,869,836 $ $ $ 96,372 96,372 $ $ $ 1,202,000 10,436,321 1,814,727 18,702,937 54,969,657 44,363,838 24,651,056 28,969,578 $ $ 185,832,023 $ $ $ $ 30,147,990 21,991,366 11,474,974 1,040,575 400,000 1,062,070 17,259,200 29,196,194 112,572,369 - ACTUAL EXPENDITURES/ EXPENSES 2010-11 BUDGETED EXPENDITURES/ EXPENSES 2011-12 $ 27,569,326 $ 27,915,974 $ 3,203,817 20,181,694 $ $ 23,385,511 $ 5,535,440 30,317,938 15,306,482 51,159,860 $ $ 95,953 95,953 $ $ 92,640 92,640 $ 13,705,771 2,790,584 492,521 1,166,024 23,584,265 6,204,742 7,857,023 $ 3,018,000 7,452,655 556,685 16,130,413 36,833,046 41,626,024 9,436,180 12,026,407 2,622,000 752,911 44,840 $ 56,522,838 $ 130,454,321 752,189 590,741 140,737 178,603 $ 26,638,241 16,037,248 11,254,846 1,092,164 $ $ 32,302,549 110,180,922 11,380,122 959,502 1,400,000 2,406,768 8,251,853 29,303,742 196,185,458 702,426 140,987 (843,413) - 581 581 18,855,719 (150,178) (623,391) (1,406,502) (11,228,396) (5,526,661) (4,289,590) 4,413,839 721,909 721,909 895,767 (1,624,068) $ 38,202 $ 27,896,195 83,814,462 $ 4,800 $ - $ 4,800 $ 4,800 Total Permanent Funds $ 4,800 $ - $ 4,800 $ 4,800 TOTAL ALL FUNDS $ 671,006,655 $ - $ 400,392,837 $ 676,533,227 *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) 442 City of Chandler 2011-12 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Department of Expenditures/Expenses Fiscal Year 2011-12 DEPARTMENT/FUND Mayor and Council General Fund Department Total ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2010-11 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2010-11 $ $ 816,160 816,160 $ $ 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 Water Operating Wastewater Operating Solid Waste Operating Medical Self Insurance Department Total $ 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 10,436,321 252,000 108,000 40,000 144,354 47,792,989 $ $ 14,348 14,348 1,559,703 1,100,670 708,575 1,031,505 65,326 43,948 650 6,869 78,998 440 (150,178) 6,030 4,452,536 ACTUAL EXPENDITURES/ EXPENSES 2010-11* BUDGETED EXPENDITURES/ EXPENSES 2011-12 $ $ 830,508 830,508 $ $ 784,017 784,017 $ $ $ 15,661,132 2,402,956 1,023,758 2,071,885 832,039 565,595 457,228 5,198,016 729,967 56,466 2,790,584 150,384 31,940,009 $ 15,041,173 3,874,575 1,260,000 3,500,000 1,232,000 916,000 553,000 5,347,000 850,000 48,000 3,500,000 7,452,655 882,000 378,000 140,000 144,264 45,118,667 City Clerk General Fund Department Total $ $ 715,908 715,908 $ $ 37,618 37,618 $ $ 683,353 683,353 $ $ 560,098 560,098 City Magistrate General Fund Department Total $ $ 3,902,212 3,902,212 $ $ 75,090 75,090 $ $ 3,737,105 3,737,105 $ $ 3,851,242 3,851,242 $ 2,075,420 50,000 2,125,420 $ 366,805 366,805 $ 2,390,327 2,390,327 $ 2,217,658 50,000 2,267,658 Communications and Public Affairs General Fund Grant Fund Department Total Law General Fund Grant Fund Self Insurance Department Total $ $ $ 3,131,590 17,050 3,148,640 $ $ $ Management Services\Non-Dept. - Includes Contingencies General Fund $ 49,108,926 $ Police Forfeiture Funds 67,000 Highway User Revenue Fund 3,963,321 Local Transportation Revenue 780,400 Grant Fund 608,000 HOME Program Fund 106,100 Community Dev Block Grant 984,000 PHA Family Sites 70,000 PHA Elderly & Scattered Sites 63,000 PHA Management 1,000 Housing Authority Section 8 13,000 72,670 72,670 (7,726,251) (67,000) 881,834 (154,876) 1,958,643 (106,100) (984,000) (65,326) (43,948) (650) (6,869) SCHEDULE F (1 OF 4) 443 $ $ $ $ $ 3,182,035 17,050 3,199,085 $ 11,465,946 - $ $ 3,149,461 17,300 195,060 3,361,821 43,250,298 202,200 3,622,037 350,000 1,400,000 760,000 1,260,000 70,000 62,000 1,000 3,500 City of Chandler 2011-12 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Department of Expenditures/Expenses Fiscal Year 2011-12 DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2010-11 Management Services\Non-Dept. - Continued Capital Fund Program $ 100,000 Proceeds Reinvestment Project 5,100 General Debt Service Fund 17,326,958 General Gov't Capital Project Fund 17,074,150 HURF Revenue Bonds 3,000 Street Bonds 1,000,000 Storm Sewer GO Bonds 81,048 Arterial Street Impact Fees 1,000,000 Park Bonds 1,000,000 Community Park Impact Fees Neighborhood Park Impact Fees 98,843 Municipal Arts 130,000 Park Impact Fees Library Bonds 7,139 Library Impact Fees Art Center Bonds 911,825 Museum Bonds Public Building Impact Fees 7,660,221 Public Facility Bonds 9,000 Police Bonds Police Impact Fees 172,400 Fire Bonds Fire Impact Fees 368,952 Special Assessment 96,372 Water Bonds Water System Dev Fees Water Resources SDF 155,000 Water Operating 8,867,586 Reclaimed Water 300,000 Wastewater Bonds Wastewater SDF 200,000 Wastewater Operating 6,124,217 WW Industrial Process Treatment 314,000 Solid Waste Operating 2,719,667 Solid Waste New Container 62,000 Airport Bonds Airport Operating 233,800 Capital Replacement 1,500,000 Computer Replacement 4,001,298 Fleet Replacement 457,166 Worker Comp. Self Insurance 2,303,159 Self Insurance 6,334,428 Uninsured Liability 1,799,685 Short Term Disability 475,000 Delta Insurance 2,113,200 Medical Self Insurance 17,518,546 Park and Recreation Trust 8,800 Library Trust 1,000 Department Total $ 158,298,307 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2010-11 $ $ (78,998) (440) 1,219,074 6,809,730 386,126 3,927,333 1,697,429 1,414,571 750,690 (80,000) 59,884 4,256 121,226 10,485 793,732 466,059 157,332 581 1,203,048 2,483,238 (752,189) 586,302 1,026,275 227,798 (444,996) (133,242) (88,155) (32,067) 4,970 (173,419) (162,073) (39,678) (6,030) (538) 15,043,771 SCHEDULE F (2 OF 4) 444 ACTUAL EXPENDITURES/ EXPENSES 2010-11* BUDGETED EXPENDITURES/ EXPENSES 2011-12 $ 10,505,989 3,199,782 95,953 686,100 153,000 56,667 2,604,686 12,512 2,092,523 5,699,004 1,042,017 80,000 804,441 10,313,325 - $ 81,100 500 280,401 8,798,108 2,000 1,000,000 199,405 1,011,000 1,000,000 50,000 2,421,000 83,571 5,000 1,140,778 4,000 228,000 414,000 92,640 1,000,000 58,545 29,000 5,240,454 11,000 211,000 4,068,955 178,531 1,044,491 40,000 86,190 150,000 2,961,440 10,840,282 2,591,457 5,898,880 1,512,314 475,000 2,203,200 20,543,963 4,700 - $ 48,811,945 $ 126,941,940 City of Chandler 2011-12 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Department of Expenditures/Expenses Fiscal Year 2011-12 DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2010-11 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 Park and Recreation Trust Library Trust Department Total $ 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 Police General Fund $ Police Forfeiture Funds Grant Fund General Gov't Capital Project Fund Police Bonds Capital Replacement Fleet Replacement 58,336,280 3,000,000 2,600,000 3,000,000 15,702,937 2,208,000 - $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2010-11 2,452,588 788,531 (311,049) (1,697,429) (1,414,571) (750,690) 124,931 (104,815) (4,256) (121,226) (10,485) 538 (1,047,933) $ $ 1,222,550 232,362 74,053 (612,770) (793,732) - 84,847,217 $ $ 27,190,085 1,863,544 1,656,895 157,832 4,800 $ Municipal Utilities Grant Fund $ Water Bonds Water System Dev Fees Water Operating Reclaimed Water Sys Dev Fees Wastewater Bonds Wastewater System Dev Fee Wastewater Operating WW Industrial Process Treatment Solid Waste Operating Solid Waste New Container Capital Replacement Department Total Fire General Fund Grant Fund Fire Bonds Fire Impact Fee Fleet Replacement Volunteer Firemen Pension Department Total Department Total $ $ ACTUAL EXPENDITURES/ EXPENSES 2010-11* BUDGETED EXPENDITURES/ EXPENSES 2011-12 31,533,292 1,066,814 1,060,792 1,270,965 172,006 51,255 349,749 3,217,603 1,721,859 12,794 123,804 30,366 40,611,298 $ $ 58,093,128 792,665 880,293 7,035 1,158,989 392,750 - $ 56,907,724 3,000,000 2,386,627 2,380,196 13,750,217 176,000 2,166,000 122,463 $ 61,324,860 $ 80,766,764 $ 84,477 118,460 (466,059) (157,332) - $ 26,421,916 722,020 492,021 500 4,800 $ 27,529,396 1,662,000 556,685 590,000 4,800 30,873,156 $ (420,454) $ 27,641,256 $ 30,342,881 155,000 20,873,060 6,297,312 30,147,990 2,576,347 10,419,771 4,197,348 19,614,702 2,376,664 11,149,974 325,000 - $ (1,203,048) (2,483,238) 752,189 (586,302) (1,026,275) (227,798) 444,996 145,745 108,670 32,067 79,300 $ 50,000 2,044,090 1,397,033 26,638,241 203,026 2,311,034 249,559 13,515,264 2,521,984 10,929,846 325,000 79,263 $ 210,000 21,592,168 2,417,041 32,302,549 3,447,021 10,449,804 3,719,990 107,801,326 2,379,596 11,055,122 325,000 - 108,133,168 $ (3,963,694) $ 60,264,340 $ 195,699,617 $ SCHEDULE F (3 OF 4) 445 $ $ 28,707,174 1,471,000 3,018,389 4,462,749 18,002 480,701 225,000 1,153,327 26,429 51,583 195,786 90,000 39,900,140 City of Chandler 2011-12 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Department of Expenditures/Expenses Fiscal Year 2011-12 DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2010-11 Transportation & Development General Fund $ Highway User Revenue Fund Local Transportation Revenue Grant Fund General Gov't Capital Project Fund Street GO Bonds Storm Sewer GO Bonds Arterial Street Impact Airport Bonds Airport Operating Fund Capital Replacement Fleet Replacement In-House Capital Fund Department Total 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 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2010-11 $ 1,591,417 (881,834) 154,876 (4,690,337) (145,077) (6,809,730) (386,126) (3,927,333) (4,970) ACTUAL EXPENDITURES/ EXPENSES 2010-11* $ 18,143,705 10,661,272 1,266,163 7,909,145 2,026,938 17,171,136 53,209 4,285,957 47,025 BUDGETED EXPENDITURES/ EXPENSES 2011-12 $ 16,842,086 11,704,467 1,374,006 20,540,648 1,783,283 17,507,494 1,531,675 15,959,853 50,741 1,040,575 15,000 178,603 122,451 1,092,164 114,606 959,502 312,000 - 44,840 - 400,000 - $ 117,329,300 $ $ $ Debt Service General Obligation Debt Svc Fund Highway User Debt Svc 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 $ 23,673,904 4,051,009 33,305 18,541,221 455,114 233,490 10,629,385 25,588 57,643,016 TOTAL ALL DEPARTMENTS $ 671,006,655 (14,753,220) $ 62,771,321 $ 88,965,755 $ $ $ 23,278,999 4,636,975 63,414 18,335,748 458,140 231,357 10,943,206 24,788 57,972,627 $ 676,533,227 $ - $ 23,518,318 4,051,008 33,305 17,741,221 455,114 233,490 10,129,386 25,588 56,187,430 $ - $ 400,392,837 SCHEDULE F (4 OF 4) 446 City of Chandler 2011-12 Adopted Budget Schedules and Terms This page intentionally left blank 447 City of Chandler 2011-12 Adopted Budget Schedules and Terms SCHEDULE 1 TOTAL EXPENDITURE AND BUDGET BY FUND 101 102 215 216 217 218 219 224 227 230 233 234 236 240 310 320 401 410 411 412 415 420 421 422 423 424 430 431 433 435 440 441 460 465 470 475 480 601 603 Fund Description FY 2009-10 Actual Expenditure FY 2010-11 Adjusted Budget FY 2010-11 Estimated Expenditure General Fund Police Confiscated Property 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 $240,802,528 945,580 13,659,820 1,100,849 8,700,330 76,181 1,080,622 892,770 571,352 452,595 5,097,665 1,076,317 19,148 16,752,452 834,197 16,078,362 8,435,828 412,398 476,584 193,768 146,346 316,283 2,882,657 115,154 8,458,983 1,590,940 2,341,894 613,691 126,668 4,913,883 5,831,984 $ 207,679,850 3,232,362 17,922,560 2,359,650 38,386,428 1,708,575 4,531,505 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 1,385,437 399,931 6,956,569 4,015,394 1,112,000 12,177 7,660,221 9,000 15,702,937 172,400 1,656,895 526,784 96,953 20,873,060 6,330,617 $ 172,142,447 792,665 10,661,272 1,266,163 13,048,278 1,023,758 2,071,885 832,039 565,595 457,228 5,198,016 729,967 56,466 23,518,318 4,051,008 16,391,337 17,171,136 53,209 4,285,957 1,270,965 172,006 51,255 349,749 3,217,603 1,721,859 12,794 3,199,782 1,158,989 492,021 500 95,953 2,044,090 1,430,338 448 FY 2011-12 Adopted Budget $ 198,840,327 3,202,200 15,326,504 1,724,006 31,612,150 2,020,000 4,760,000 1,302,000 978,000 554,000 5,350,500 931,100 48,500 3,500,000 23,559,400 4,636,975 23,432,631 2,000 18,507,494 1,731,080 16,970,853 5,462,749 18,002 480,701 275,000 2,421,000 1,153,327 110,000 51,583 5,000 1,140,778 4,000 13,750,217 228,000 556,685 414,000 92,640 22,592,168 2,539,000 City of Chandler 2011-12 Adopted Budget Schedules and Terms SCHEDULE 1 TOTAL EXPENDITURE AND BUDGET BY FUND (CONTINUED) 604 605 606 610 611 614 615 616 625 626 631 635 712 713 714 736 737 738 739 740 741 831 834 836 902 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 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 In-house Capital Grand Total FY 2009-10 Actual Expenditure 43,522,788 3,195,006 15,133 5,747,972 5,004,950 22,207,054 1,824,619 12,297,266 284,883 9,850 1,028,408 220,132 2,944,067 2,178,749 1,910,373 724,483 84,399 1,829,301 4,800 67,678 21,125 $ 450,120,865 $ 449 FY 2010-11 Adjusted Budget 155,000 57,808,797 3,331,461 10,419,771 4,630,838 36,476,304 2,703,167 13,930,156 387,000 82,425 1,305,147 3,762,678 3,961,620 457,166 2,303,159 6,334,428 1,799,685 475,000 2,113,200 17,662,900 4,800 168,731 56,000 44,840 FY 2010-11 Estimated Expenditure 45,065,562 658,140 2,311,034 483,049 23,797,650 2,521,984 10,986,513 325,000 47,025 1,117,752 586,619 2,604,686 12,512 2,092,523 5,699,004 1,042,017 80,000 804,441 10,463,709 4,800 123,804 30,366 - 671,006,655 $ 400,392,837 $ FY 2011-12 Adopted Budget 29,000 56,760,751 3,916,161 10,449,804 4,162,347 123,191,487 2,558,127 12,239,613 365,000 50,741 1,070,480 638,000 2,961,440 13,996,282 2,591,457 6,093,940 1,512,314 475,000 2,203,200 20,688,227 4,800 200,486 90,000 676,533,227 City of Chandler 2011-12 Adopted Budget Schedules and Terms SCHEDULE 2 SUMMARY OF DEPARTMENT TOTAL FY 2011-12 BUDGET BY FUND Fund Description City Clerk City Manager Community Services Community & Public Affairs Debt Service 101 102 215 216 217 218 219 224 227 230 233 234 236 240 310 320 401 410 411 412 415 420 421 422 423 424 430 431 433 435 440 441 460 465 470 475 480 601 603 604 605 606 611 614 615 616 625 626 631 635 712 713 714 736 737 738 739 740 741 831 834 836 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 Park System Development 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 $ 560,098 $ 1,047,542 $ 28,707,174 $ 2,217,658 $ 1,219,575 1,471,000 50,000 - Fire Law $ 27,529,396 $ 3,149,461 1,662,000 17,300 23,278,999 4,636,975 3,018,389 4,462,749 18,002 480,701 225,000 1,153,327 26,429 51,583 556,685 63,414 18,335,748 458,140 231,357 10,943,206 24,788 590,000 195,060 4,800 $ 560,098 $ 2,267,117 195,786 90,000 $ 39,900,140 450 $ 2,267,658 $ 57,972,627 $ 30,342,881 $ 3,361,821 City of Chandler 2011-12 Adopted Budget Schedules and Terms SCHEDULE 2 SUMMARY OF DEPARTMENT TOTAL FY 2011-12 BUDGET BY FUND (CONTINUED) Fund 101 102 215 216 217 218 219 224 227 230 233 234 236 240 310 320 401 410 411 412 415 420 421 422 423 424 430 431 433 435 440 441 460 465 470 475 480 601 603 604 605 606 611 614 615 616 625 626 631 635 712 713 714 736 737 738 739 740 741 831 834 836 City Magistrate $ 3,851,242 Mayor & Council $ 784,017 Management Services $ 5,856,855 Municipal Utilities $ NonOrganizational Departmental Support - 210,000 $ 37,393,443 202,200 3,622,037 350,000 1,400,000 760,000 1,260,000 70,000 62,000 1,000 3,500 81,100 500 $ 13,993,631 Police $ 56,907,724 3,000,000 Transportation /Development $ 16,842,086 2,655,000 1,260,000 3,500,000 1,232,000 916,000 553,000 5,347,000 850,000 48,000 3,500,000 2,386,627 11,704,467 1,374,006 20,540,648 7,452,655 2,380,196 1,783,283 280,401 8,798,108 2,000 1,000,000 199,405 1,011,000 1,000,000 17,507,494 1,531,675 15,959,853 50,000 2,421,000 83,571 5,000 1,140,778 4,000 13,750,217 228,000 91,277 21,592,168 2,417,041 32,302,549 3,447,021 10,449,804 3,719,990 107,801,326 2,379,596 11,055,122 325,000 414,000 1,363 1,000,000 58,545 29,000 5,240,454 11,000 211,000 4,068,955 178,531 1,044,491 40,000 86,190 150,000 2,961,440 10,840,282 503,957 524,200 620,043 475,000 2,203,200 20,504,326 2,087,500 5,374,680 892,271 39,637 882,000 378,000 140,000 176,000 50,741 959,502 312,000 2,166,000 400,000 $ 80,766,764 $ 88,965,755 144,264 4,700 $ 3,851,242 $ 784,017 $ 14,342,220 $ 195,699,617 $ 112,599,720 451 $ 42,851,550 Grand Total $ 198,840,327 3,202,200 15,326,504 1,724,006 31,612,150 2,020,000 4,760,000 1,302,000 978,000 554,000 5,350,500 931,100 48,500 3,500,000 23,559,400 4,636,975 23,432,631 2,000 18,507,494 1,731,080 16,970,853 5,462,749 18,002 480,701 275,000 2,421,000 1,153,327 110,000 51,583 5,000 1,140,778 4,000 13,750,217 228,000 556,685 414,000 92,640 22,592,168 2,539,000 29,000 56,760,751 3,916,161 10,449,804 4,162,347 123,191,487 2,558,127 12,239,613 365,000 50,741 1,070,480 638,000 2,961,440 13,996,282 2,591,457 6,093,940 1,512,314 475,000 2,203,200 20,688,227 4,800 200,486 90,000 $ 676,533,227 City of Chandler 2011-12 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/3/11 Job Groups: A L PS Administrative Laborer Police Sergeant C M S Confidential Management Supervisory Job D O X Director Police Officer Seasonal Classification Title Group F P Fire Professional Grade Status FB PL Annual Fire Battalion Police Lieutenant Annual Minimum Maximum M ACCOUNTING M ANAGER 29 Ex $82,045 $114,845 A ACCOUNTING SPECIALIST A16 Non-Ex $35,526 $47,902 S ADM IN LIBRARIAN 24 Ex $55,827 $78,159 A ADM IN SERVICES CLERK A12 Non-Ex $29,182 $39,437 A ADM INISTRATIVE SPECIALIST A15 Non-Ex $33,800 $45,635 A ADM INISTRATIVE SUPPORT II A12 Non-Ex $29,182 $39,437 M AIRPORT M ANAGER 28 Ex $75,956 $106,710 S AIRPORT OPERATIONS & M AINTENANCE SUPV 22 Non-Ex $47,861 $67,018 L AIRPORT OPERATIONS & M AINTENANCE TECH L19 Non-Ex $41,080 $55,494 L AQUATICS M AINTENANCE HELPER L13 Non-Ex $30,638 $41,392 S AQUATICS M AINTENANCE SUPERVISOR 22 Non-Ex $47,861 $67,018 L AQUATICS M AINTENANCE TECHNICIAN L20 Non-Ex $43,181 $58,261 S AQUATICS SUPERINTENDENT 25 Ex $60,309 $84,414 P ARTS CENTER FINANCIAL SPECIALIST 21 Ex $45,262 $61,102 M ARTS CENTER M ANAGER 29 Ex $82,045 $114,845 S ASST ARTS CENTER M ANAGER 25 Ex $60,309 $84,414 M ASST CITY ATTORNEY 31 Ex $95,686 $133,955 S ASST CITY CLERK 25 Ex $60,309 $84,414 D ASST CITY M ANAGER 36 Ex $128,831 $180,363 M ASST CITY PROSECUTOR I 27 Ex $70,336 $98,460 M ASST CITY PROSECUTOR II 29 Ex $82,045 $114,845 M ASST DIRECTOR FOR FINANCE M ASST FIRE CHIEF 31 Ex $95,686 $133,955 FAC Ex $95,686 $133,955 S ASST LIBRARY M ANAGER 26 Ex $65,136 $91,167 M ASST POLICE CHIEF (effective 8/14/11) PAC Ex $149,086 $149,086 M C ASST TO CITY M ANAGER 29 Ex $82,045 $114,845 BENEFIT PROGRAM S SUPERVISOR 26 Ex $65,136 $91,167 A BOX OFFICE ASSOCIATE A10 Non-Ex $26,499 $35,755 S BOX OFFICE SUPERVISOR 20 Ex $43,102 $58,195 C BUDGET & RESEARCH ANALYST 24 Ex $55,827 $78,159 C BUDGET M ANAGEM ENT ASST 22 Ex $47,866 $67,010 M BUDGET M ANAGER 29 Ex $82,045 $114,845 A BUILDING INSPECTOR A23 Non-Ex $51,750 $72,405 M BUILDING OFFICIAL 30 Ex $88,580 $124,032 S CDBG PROGRAM SUPERVISOR 25 Ex $60,309 $84,414 P CHEM IST 23 Ex $51,695 $72,370 S CHIEF BUILDING INSPECTOR 26 Ex $65,136 $91,167 452 City of Chandler 2011-12 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/3/11 Job Classification Title Group Grade Status Annual Annual Minimum Maximum D CHIEF INFORM ATION OFFICER 33 Ex $105,165 $147,230 P CITIZEN SUPPORT COORD 23 Ex $51,695 $72,370 A CITY CLERKS ASST A18 Non-Ex $39,104 $52,832 M CITY ENGINEER 30 Ex $88,580 $124,032 P CITY PLANNER 24 Ex $55,827 $78,159 M CITY PROSECUTOR 31 Ex $95,686 $133,955 M CITY TRANSPORTATION ENGINEER 28 Ex $75,956 $106,710 M CODE ENFORCEM ENT M ANAGER 27 Ex $70,336 $98,460 A CODE INSPECTOR A20 Non-Ex $43,181 $58,261 D COM M UNICATIONS & PUBLIC AFFAIRS DIRECTOR 34 Ex $112,526 $157,537 P COM M UNITY DEVELOPM ENT COORDINATOR 21 Ex $45,262 $61,102 P COM M UNITY OUTREACH COORDINATOR 21 Ex $45,262 $61,102 A COM M UNITY RESOURCE ASST A19 Non-Ex $41,080 $55,490 M COM M UNITY RESOURCES/DIVERSITY M ANAGER 28 Ex $75,956 $106,710 D COM M UNITY SERVICES DIRECTOR 34 Ex $112,526 $157,537 A COM PUTER SUPPORT ASSISTANT A19 Non-Ex $41,080 $55,490 A CONSTRUCTION PERM IT REPRESENTATIVE A16 Non-Ex $35,526 $47,902 S CONSTRUCTION PROJECT COORDINATOR 25 Ex $60,309 $84,414 P CONSTRUCTION PROJECT M ANAGER 26 Ex $65,136 $91,167 A CONTRACT COM PLIANCE INSPECTOR A22 Non-Ex $47,882 $67,080 M COURT ADM INISTRATOR 30 Ex $88,580 $124,032 A COURT CLERK I A14 Non-Ex $32,178 $43,430 A COURT CLERK II A17 Non-Ex $37,274 $50,294 A COURT CLERK III A19 Non-Ex $41,080 $55,490 A COURT COLLECTOR SPECIALIST A17 Non-Ex $37,274 $50,294 A COURT INTERPRETER A19 Non-Ex $41,080 $55,490 A COURT SECURITY OFFICER A14 Non-Ex $32,178 $43,430 S COURT SERVICES SUPERVISOR 22 Ex $47,866 $67,010 S CRIM E ANALYSIS SUPERVISOR 25 Ex $60,309 $84,414 S CRIM E SCENE SUPERVISOR 25 Ex $60,309 $84,414 A CRIM E SCENE TECHNICIAN I A16 Non-Ex $35,526 $47,902 A CRIM E SCENE TECHNICIAN II A20 Non-Ex $43,181 $58,261 P CRIM INALIST I 22 Ex $47,866 $67,010 P CRIM INALIST II 24 Ex $55,827 $78,159 P CRISIS INTERVENTION SPECIALIST 21 Ex $45,262 $61,102 S CUSTODIAL SUPERVISOR 20 Non-Ex $43,118 $58,198 L CUSTODIAN L10 Non-Ex $26,499 $35,755 A CUSTOM ER SERVICE REPRESENTATIVE A14 Non-Ex $32,178 $43,430 S CUSTOM ER SERVICES SUPERVISOR 23 Ex $51,695 $72,370 M DEPUTY COURT ADM INISTRATOR 26 Ex $65,136 $91,167 A DETENTION OFFICER A17 Non-Ex $37,274 $50,294 453 City of Chandler 2011-12 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/3/11 Job Classification Title Group Grade Status Annual Annual Minimum Maximum P DEVELOPM ENT PROJECT ADM INISTRATOR 26 Ex $65,136 $91,167 P DEVELOPM ENT PROJECT COORDINATOR 23 Ex $51,695 $72,370 M DEVELOPM ENT SERVICES ENGINEER 28 Ex $75,956 $106,710 D DIRECTOR, ECONOM IC DEVELOPM ENT DIVISION 33 Ex $105,165 $147,230 D DIRECTOR, HUM AN RESOURCES DIVISION 33 Ex $105,165 $147,230 D DIRECTOR, NEIGHBORHOOD RESOURCES DIVISION 33 Ex $105,165 $147,230 S DISPATCH SUPERVISOR A DISPATCHER 23 Non-Ex $51,709 $72,384 A18 Non-Ex $39,104 $52,832 C DIVERSITY OFFICE ASSISTANT 19 Non-Ex $41,059 $55,453 M DOWNTOWN REDEVELOPM ENT M ANAGER 28 Ex $75,956 $106,710 P ECONOM IC DEVELOPM ENT SPECIALIST 26 Ex $65,136 $91,167 A ECONOM IC DEVL RESEARCH ASST A19 Non-Ex $41,080 $55,490 L ELECTRICIAN L21 Non-Ex $45,323 $61,152 A EM ERGENCY CALL TAKER A16 Non-Ex $35,526 $47,902 C EM PLOYEE SERVICES & HRM S SUPERVISOR A EM S SPECIALIST P 26 Ex $65,136 $91,167 A21 Non-Ex $45,323 $61,152 ENGINEER 26 Ex $65,136 $91,167 P ENGINEER ASST 24 Ex $55,827 $78,159 P ENGINEERING PROJECT M ANAGER A ENGINEERING TECHNICIAN P 25 Ex $60,309 $84,414 A20 Non-Ex $43,181 $58,261 ENVIRONM ENTAL PROGRAM COORDINATOR 25 Ex $60,309 $84,414 M ENVIRONM ENTAL PROGRAM M ANAGER 27 Ex $70,336 $98,460 P ENVIRONM ENTAL PROGRAM SPECIALIST 24 Ex $55,827 $78,159 C EXECUTIVE ASSISTANT 17 Non-Ex $37,253 $50,253 C EXECUTIVE RECEPTIONIST 14 Non-Ex $32,157 $43,410 S FACILITIES M AINTENANCE SUPERINTENDENT 25 Ex $60,309 $84,414 L FACILITIES M AINTENANCE TECHNICIAN L20 Non-Ex $43,181 $58,261 P FAM ILY SELF-SUFF SPECIALIST 20 Ex $43,102 $58,195 P FINANCIAL ANALYST 24 Ex $55,827 $78,159 P FINANCIAL SERVICES ANALYST 26 Ex $65,136 $91,167 S FINANCIAL SYSTEM S SUPERVISOR 27 Ex $70,336 $98,460 FB FIRE BATTALION CHIEF (40 Hours) FB Ex $91,603 $105,939 FB FIRE BATTALION CHIEF (56 Hours) FB Ex $91,628 $106,198 F FIRE CAPTAIN (40 Hours) FC Non-Ex $66,568 $75,483 F FIRE CAPTAIN (56 Hours) FC Non-Ex $66,684 $75,480 D FIRE CHIEF 35 Ex $120,403 $168,564 F FIRE ENGINEER (40 Hours) FE Non-Ex $62,397 $63,502 F FIRE ENGINEER (56 Hours) FE Non-Ex $62,545 $63,509 L FIRE M ECHANIC L21 Non-Ex $45,323 $61,152 A FIRE PREVENTION SPECIALIST A23 Non-Ex $51,750 $72,405 A FIRE PROGRAM ASSISTANT A17 Non-Ex $37,274 $50,294 454 City of Chandler 2011-12 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/3/11 Job Classification Title Group S FIRE PROGRAM COORD A FIRE SUPPORT SERVICES TECHNICIAN F F A FLEET EQUIPM ENT SERVICE WRITER P FLEET INVENTORY SPECIALIST P FRONT OF HOUSE COORD A GIS TECHNICIAN I A GIS TECHNICIAN II L GRAFFITI ABATEM ENT TECHNICIAN Grade Status Annual Annual Minimum Maximum 25 Ex $60,309 $84,414 A18 Non-Ex $39,104 $52,832 FIREFIGHTER (40 Hours) FF Non-Ex $42,432 $59,571 FIREFIGHTER (56 Hours) FF Non-Ex $42,602 $59,567 A17 Non-Ex $37,274 $50,294 21 Ex $45,262 $61,102 19 Ex $41,072 $55,423 A20 Non-Ex $43,181 $58,261 A23 Non-Ex $51,750 $72,405 L16 Non-Ex $35,526 $47,902 P GRAPHIC DESIGNER 21 Ex $45,262 $61,102 L GROUNDSKEEPER L12 Non-Ex $29,182 $39,437 S HOUSING ADM INISTRATION SUPERVISOR 23 Ex $51,695 $72,370 M HOUSING AND REDEVELOPM ENT M GR 29 Ex $82,045 $114,845 S HOUSING M AINTENANCE SUPERVISOR 23 Ex $51,695 $72,370 L HOUSING M AINTENANCE WORKER L16 Non-Ex $35,526 $47,902 S HOUSING PROJECT COORDINATOR 23 Ex $51,695 $72,370 A HOUSING QUALITY STANDARDS INSPECTOR A18 Non-Ex $39,104 $52,832 A HOUSING REHAB SPECIALIST A21 Non-Ex $45,323 $61,152 A HOUSING SPECIALIST A18 Non-Ex $39,104 $52,832 C HUM AN RESOURCES ANALYST 23 Ex $51,695 $72,370 C HUM AN RESOURCES ASST 19 Non-Ex $41,059 $55,453 C HUM AN RESOURCES CLERK 12 Non-Ex $29,182 $39,416 C HUM AN RESOURCES M ANAGEM ENT ASST 22 Ex $47,866 $67,010 C HUM AN RESOURCES SPECIALIST 21 Ex $45,262 $61,102 C HUM AN RESOURCES SUPERVISOR 26 Ex $65,136 $91,167 L HVAC TECHNICIAN L21 Non-Ex $45,323 $61,152 L INDUSTRIAL WASTE INSPECTOR L20 Non-Ex $43,181 $58,261 P INFORM ATION SPECIALIST 24 Ex $55,827 $78,159 A INFORM ATION SUPPORT SPECIALIST I A21 Non-Ex $45,323 $61,152 A INFORM ATION SUPPORT SPECIALIST II A22 Non-Ex $47,882 $67,080 A INSTRUM ENTATION TECHNICIAN A23 Non-Ex $51,750 $72,405 M INTERGOVERNM ENTAL AFFAIRS COORDINATOR 31 Ex $95,686 $133,955 P IT APPLICATIONS SPECIALIST 27 Ex $70,336 $98,460 M IT APPLICATIONS SUPPORT M ANAGER 30 Ex $88,580 $124,032 P IT COM M UNICATIONS COORDINATOR 23 Ex $51,695 $72,370 S IT COORDINATOR 25 Ex $60,309 $84,414 P IT DATABASE ANALYST 27 Ex $70,336 $98,460 S IT DESKTOP OPERATIONS SUPERVISOR 27 Ex $70,336 $98,460 P IT DESKTOP SPECIALIST 25 Ex $60,309 $84,414 A IT DESKTOP TECHNICIAN A21 Non-Ex $45,323 $61,152 455 City of Chandler 2011-12 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/3/11 Job Classification Title Group Grade Status Annual Annual Minimum Maximum S IT GIS COORDINATOR 28 Ex $75,956 $106,710 P IT GIS DATABASE ANALYST 26 Ex $65,136 $91,167 M IT INFRASTRUCTURE M ANAGER 30 Ex $88,580 $124,032 P IT M ESSAGING ANALYST 27 Ex $70,336 $98,460 P IT M ESSAGING APPLICATION DEVELOPER 28 Ex $75,956 $106,710 P IT NETWORK ANALYST 27 Ex $70,336 $98,460 P IT PRINCIPAL SYSTEM S SPECIALIST 27 Ex $70,336 $98,460 P IT PROJECT M ANAGER 24 Ex $55,827 $78,159 S IT SECURITY ADM INISTRATOR 28 Ex $75,956 $106,710 M IT SERVICES M ANAGER 29 Ex $82,045 $114,845 P IT SR COM M UNICATIONS COORDINATOR 25 Ex $60,309 $84,414 P IT SR DATABASE ANALYST 28 Ex $75,956 $106,710 P IT SR PROJECT M ANAGER 27 Ex $70,336 $98,460 P IT SR SYSTEM S SPECIALIST 26 Ex $65,136 $91,167 P IT SYSTEM S SPECIALIST 25 Ex $60,309 $84,414 P IT TRAINING COORDINATOR 24 Ex $55,827 $78,159 P IT WEBM ASTER 27 Ex $70,336 $98,460 L LABORER L11 Non-Ex $27,768 $37,544 A LANDSCAPE COM PLIANCE COORDINATOR A21 Non-Ex $45,323 $61,152 L LANDSCAPE M AINTNENANCE TECHNICIAN L18 Non-Ex $39,104 $52,832 A LATENT PRINT EXAM INER II A24 Non-Ex $55,869 $78,250 C LAW OFFICE SUPERVISOR 22 Ex $47,866 $67,010 L LEAD CUSTODIAN L14 Non-Ex $32,178 $43,430 L LEAD FACILIIES OPERATIONS TECHNICIAN L22 Non-Ex $47,882 $67,080 S LEAD FIRE PREVENTION SPECIALIST 25 Non-Ex $60,320 $84,427 L LEAD FLEET TECHNCIAN L22 Non-Ex $47,882 $67,080 L LEAD GARDENER L17 Non-Ex $37,274 $50,294 L LEAD HOUSING M AINTENANCE WORKER L17 Non-Ex $37,274 $50,294 C LEAD LEGAL SECRETARY 20 Non-Ex $43,118 $58,198 A LEAD SUPPLY SPECIALIST A16 Non-Ex $35,526 $47,902 P LEAD TAX AUDITOR 24 Ex $55,827 $78,159 C LEGAL CLERK 14 Non-Ex $32,157 $43,410 C LEGAL SECRETARY 17 Non-Ex $37,253 $50,253 P LIBRARIAN 22 Ex $47,866 $67,010 S LIBRARY ACCESS SERVICES COORDINATOR 22 Ex $47,866 $67,010 A LIBRARY AIDE A12 Non-Ex $29,182 $39,437 A LIBRARY ASSOCIATE A17 Non-Ex $37,274 $50,294 A LIBRARY ASST A15 Non-Ex $33,800 $45,635 M LIBRARY M ANAGER 30 Ex $88,580 $124,032 A LICENSE INSPECTOR A17 Non-Ex $37,274 $50,294 X LIFEGUARD II 8 Non-Ex $24,003 $32,386 456 City of Chandler 2011-12 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/3/11 Job Classification Title Group Grade Status Annual Annual Minimum Maximum P M AINTENANCE PLANNER SCHEDULER 23 Ex $51,695 $72,370 L M AINTENANCE WORKER L17 Non-Ex $37,274 $50,294 P M ANAGEM ENT ASST 22 Ex $47,866 $67,010 C M ANAGEM ENT ASST - M AYOR & COUNCIL 22 Ex $47,866 $67,010 D M ANAGEM ENT SERVICES DIRECTOR 34 Ex $112,526 $157,537 P M ARKETING ASSISTANT 21 Ex $45,262 $61,102 C M AYOR & CITY COUNCIL ASSISTANT 28 Ex $75,956 $106,710 D M UNICIPAL UTILITIES DIRECTOR 34 Ex $112,526 $157,537 M M USEUM ADM INISTRATOR 29 Ex $82,045 $114,845 A NEIGHBORHOOD PROGRAM S ASST A17 Non-Ex $37,274 $50,294 P NEIGHBORHOOD PROGRAM S COORDINATOR 24 Ex $55,827 $78,159 P OCCUPATIONAL HEALTH NURSE 24 Ex $55,827 $78,159 L OFFSET PRESS OPERATOR L13 Non-Ex $30,638 $41,392 P OPERATIONS ANALYST 24 Ex $55,827 $78,159 P OPERATIONS SYSTEM S ANALYST 26 Ex $65,136 $91,167 M PARK DEVELOPM ENT & OPERATIONS M GR 29 Ex $82,045 $114,845 L PARK M AINTENANCE TECHNICIAN L20 Non-Ex $43,181 $58,261 P PARK PLANNING SUPERINTENDENT 25 Ex $60,309 $84,414 A PARK RANGER A14 Non-Ex $32,178 $43,430 L PARK SPRAY TECHNICIAN L15 Non-Ex $33,800 $45,635 M PARKS & FACILITIES M AINTENANCE M ANAGER 27 Ex $70,336 $98,460 S PARKS M AINTENANCE SUPERVISOR 23 Non-Ex $51,709 $72,384 C PAYROLL SPECIALIST 19 Non-Ex $41,059 $55,453 M PLANNING ADM INISTRATOR 30 Ex $88,580 $124,032 M PLANNING M ANAGER 29 Ex $82,045 $114,845 A PLANS EXAM INER A23 Non-Ex $51,750 $72,405 A POLICE ADM INISTRATIVE SPECIALIST A15 Non-Ex $33,800 $45,635 D POLICE CHIEF 35 Ex $120,403 $168,564 M POLICE COM M ANDER (effective 8/14/11) PCM Ex $126,379 $139,333 M POLICE COM M UNICATIONS M ANAGER 28 Ex $75,956 $106,710 S POLICE DETENTION SUPERVISOR 23 Non-Ex $51,709 $72,384 A POLICE EM PLOYEE TRAINING COORDINATOR A20 Non-Ex $43,181 $58,261 A POLICE FLEET AIDE A8 Non-Ex $24,003 $32,406 M POLICE FORENSICS SERVICE SECTION M ANAGER 28 Ex $75,956 $106,710 A POLICE INVESTIGATIVE ASST A19 Non-Ex $41,080 $55,490 PL POLICE LIEUTENANT (effective 8/14/11) PL Ex $103,972 $120,361 O POLICE OFFICER (effective 8/14/11) PO Non-Ex $51,854 $73,674 O POLICE OFFICER - LATERAL (effective 8/14/11) PO Non-Ex $51,854 $73,674 O POLICE OFFICER - RECRUIT (effective 8/14/11) PC Non-Ex $51,854 $51,854 S POLICE OPERATIONS SUPPORT SUPERVISOR 23 Non-Ex $51,709 $72,384 P POLICE PLANNING & RESEARCH ANALYST 24 Ex $55,827 $78,159 457 City of Chandler 2011-12 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/3/11 Job Group Classification Title Grade Status Annual Annual Minimum Maximum M POLICE PLANNING & RESEARCH M ANAGER 28 Ex $75,956 $106,710 A POLICE PLANNING ASSISTANT A17 Non-Ex $37,274 $50,294 A POLICE RECORDS CLERK A14 Non-Ex $32,178 $43,430 A POLICE RECORDS SPECIALIST A15 Non-Ex $33,800 $45,635 S POLICE RECORDS SUPERVISOR 22 Non-Ex $47,861 $67,018 A POLICE RESEARCH ASST A19 Non-Ex $41,080 $55,490 PS POLICE SERGEANT (effective 8/14/11) PS Non-Ex $77,357 $93,303 M POLICE SUPPORT SERVICES M ANAGER 28 Ex $75,956 $106,710 M POLICE TECHNOLOGY M ANAGER 28 Ex $75,956 $106,710 A POLICE TELESERVE SPECIALIST A17 Non-Ex $37,274 $50,294 S PRETREATM ENT SUPERVISOR 23 Ex $51,695 $72,370 M PRINCIPAL ENGINEER 28 Ex $75,956 $106,710 S PRINCIPAL PLANNER 27 Ex $70,336 $98,460 P PRINCIPAL PLANS EXAM INER 25 Ex $60,309 $84,414 P PROBATION M ONITORING OFFICER 23 Ex $51,695 $72,370 P PROCUREM ENT OFFICER 23 Ex $51,695 $72,370 A PRODUCTION COORDINATOR A20 Non-Ex $43,181 $58,261 S PROJECT ANALYST 23 Ex $51,695 $72,370 S PROPERTY & EVIDENCE SUPERVISOR 22 Non-Ex $47,861 $67,018 A PROPERTY & EVIDENCE TECHNICIAN A17 Non-Ex $37,274 $50,294 P PUBLIC HISTORY COORDINATOR 24 Ex $55,827 $78,159 P PUBLIC INFORM ATION OFFICER 25 Ex $60,309 $84,414 M PUBLIC WORKS ENGINEER 28 Ex $75,956 $106,710 A PUBLIC WORKS INSPECTOR A23 Non-Ex $51,750 $72,405 S PUBLICATIONS SERVICES SUPERVISOR 25 Ex $60,309 $84,414 M PURCHASING & M ATERIALS M ANAGER 28 Ex $75,956 $106,710 S PURCHASING & M ATERIALS SUPERVISOR 26 Ex $65,136 $91,167 A PURCHASING CLERK A13 Non-Ex $30,638 $41,392 A PURCHASING SPECIALIST A17 Non-Ex $37,274 $50,294 P REAL ESTATE COORDINATOR 25 Ex $60,309 $84,414 A RECORDS M ANAGEM ENT ASSOCIATE A17 Non-Ex $37,274 $50,294 S RECREATION COORDINATOR I 19 Non-Ex $41,059 $55,453 S RECREATION COORDINATOR II 23 Ex $51,695 $72,370 S RECREATION LEADER II 11 Non-Ex $27,747 $37,523 S RECREATION LEADER III 14 Non-Ex $32,157 $43,410 M RECREATION M ANAGER 29 Ex $82,045 $114,845 S RECREATION SUPERINTENDENT 25 Ex $60,309 $84,414 P RECYCLING SPECIALIST 22 Ex $47,866 $67,010 M REGULATORY AFFAIRS M ANAGER 28 Ex $75,956 $106,710 A REVENUE COLLECTOR A18 Non-Ex $39,104 $52,832 S REVERSE OSM OSIS FACILITIES SUPERINTENDENT 25 Ex $60,309 $84,414 458 City of Chandler 2011-12 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/3/11 Job Classification Title Group Grade Status Annual Annual Minimum Maximum L REVERSE OSM OSIS WATER PLANT OPERATOR II L20 Non-Ex $43,181 $58,261 A RISK M ANAGEM ENT SERVICES SPECIALIST A16 Non-Ex $35,526 $47,902 M RISK M ANAGER 28 Ex $75,956 $106,710 P SAFETY ANALYST 23 Ex $51,695 $72,370 P SECURITY COORDINATOR 24 Ex $55,827 $78,159 L SERVICE EQUIPM ENT WORKER L13 Non-Ex $30,638 $41,392 P SIGNAL SYSTEM S ANALYST 25 Ex $60,309 $84,414 S SIGNALS & LIGHTING FIELD SUPERVISOR 24 Non-Ex $55,827 $78,166 S SIGNS & M ARKINGS FIELD SUPERVISOR 23 Non-Ex $51,709 $72,384 S SITE DEVELOPM ENT COORDINATOR 25 Ex $60,309 $84,414 A SITE DEVELOPM ENT INSPECTOR A21 Non-Ex $45,323 $61,152 A SITE DEVELOPM ENT PLANS EXAM INER A23 Non-Ex $51,750 $72,405 L SOLID WASTE ENVIRONM ENTAL TECHNICIAN L21 Non-Ex $45,323 $61,152 L SOLID WASTE FIELD SPECIALIST II L15 Non-Ex $33,800 $45,635 L SOLID WASTE FIELD SPECIALIST III L17 Non-Ex $37,274 $50,294 S SOLID WASTE FIELD SUPERVISOR 22 Non-Ex $47,861 $67,018 M SOLID WASTE M ANAGER 26 Ex $65,136 $91,167 S SOLID WASTE/RECYCLING SUPERVISOR 24 Ex $55,827 $78,159 P SPECIAL EVENTS COORDINATOR 23 Ex $51,695 $72,370 S SR ACCOUNTANT 24 Ex $55,827 $78,159 A SR ACCOUNTING SPECIALIST A17 Non-Ex $37,274 $50,294 M SR ASST CITY PROSECUTOR 30 Ex $88,580 $124,032 C SR BUDGET & RESEARCH ANALYST 25 Ex $60,309 $84,414 S SR BUILDING INSPECTOR 25 Non-Ex $60,320 $84,427 P SR CHEM IST 24 Ex $55,827 $78,159 A SR CODE INSPECTOR A22 Non-Ex $47,882 $67,080 P SR ECONOM IC DEVELOPM ENT SPECIALIST 27 Ex $70,336 $98,460 S SR ENGINEER 27 Ex $70,336 $98,460 L SR EQUIPM ENT M ECHANIC L21 Non-Ex $45,323 $61,152 C SR EXECUTIVE ASSISTANT 19 Non-Ex $41,059 $55,453 S SR FINANCIAL ANALYST 26 Ex $65,136 $91,167 P SR FINANCIAL REPORTING ANALYST 26 Ex $65,136 $91,167 S SR FIRE M ECHANIC 22 Non-Ex $47,861 $67,018 L SR FLEET TECHNICIAN L21 Non-Ex $45,323 $61,152 C SR HUM AN RESOURCES ANALYST 25 Ex $60,309 $84,414 L SR INDUSTRIAL WASTE INSPECTOR L21 Non-Ex $45,323 $61,152 A SR LABORATORY TECHNICIAN A20 Non-Ex $42,214 $58,261 C SR LEGAL SECRETARY 19 Non-Ex $41,059 $55,453 P SR M ANAGEM ENT ASST 24 Ex $55,827 $78,159 P SR PLANNER 25 Ex $60,309 $84,414 P SR PLANS EXAM INER 24 Ex $55,827 $78,159 459 City of Chandler 2011-12 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/3/11 Job Classification Title Group Grade Status A SR POLICE COM M UNICATIONS TECHNICIAN S SR PRODUCTION COORDINATOR P SR RISK CLAIM S EXAM INER A SR SITE DEVELOPM ENT INSPECTOR S SR SOLID WASTE FIELD SPECIALIST S Annual Annual Minimum Maximum A21 Non-Ex $45,323 $61,152 24 Ex $55,827 $78,159 24 Ex $55,827 $78,159 A22 Non-Ex $47,882 $67,080 20 Non-Ex $43,118 $58,198 SR STREET M AINTENANCE COORD 23 Non-Ex $51,709 $72,384 L SR STREETS SPECIALIST L18 Non-Ex $39,104 $52,832 P SR SYSTEM S ANALYST 27 Ex $70,336 $98,460 P SR TAX AUDITOR 23 Ex $51,695 $72,370 A SR UTILITY BILLING REPRESENTATIVE A16 Non-Ex $35,526 $47,902 A STORM WATER M AINTENANCE COORD A21 Non-Ex $45,323 $61,152 S STORM WATER PROGRAM S COORD 24 Ex $55,827 $78,159 L STREET LIGHT TECHNICIAN II L20 Non-Ex $43,181 $58,261 A STREET M AINTENANCE COORDINATOR A21 Non-Ex $45,323 $61,152 S STREET M AINTENANCE SUPERVISOR 23 Non-Ex $51,709 $72,384 L STREET M AINTENANCE WORKER L14 Non-Ex $32,178 $43,430 M STREET SUPERINTENDENT 27 Ex $70,336 $98,460 L STREETS CREW LEADER L20 Non-Ex $43,181 $58,261 L STREETS SPECIALIST L16 Non-Ex $35,526 $47,902 P STRUCTURAL ENGINEER 26 Ex $65,136 $91,167 S SUPERVISING CRIM INALIST 26 Ex $65,136 $91,167 L SUPPLY WORKER L14 Non-Ex $32,178 $43,430 P SYSTEM S ANALYST 26 Ex $65,136 $91,167 M TAX & LICENSE M ANAGER 28 Ex $75,956 $106,710 A TAX & LICENSE REPRESENTATIVE A16 Non-Ex $35,526 $47,902 A TAX & LICENSE SPECIALIST A18 Non-Ex $39,104 $52,832 S TAX AUDIT SUPERVISOR 26 Ex $65,136 $91,167 P TAX AUDITOR 22 Ex $47,866 $67,010 P TOURISM DEVELOPM ENT COORDINATOR 24 Ex $55,827 $78,159 P TRAFFIC ENGINEERING ANALYST 23 Ex $51,695 $72,370 A TRAFFIC ENGINEERING INSPECTOR A22 Non-Ex $47,882 $67,080 L TRAFFIC OPERATIONS TECHNICIAN I L16 Non-Ex $35,526 $47,902 L TRAFFIC OPERATIONS TECHNICIAN II L18 Non-Ex $39,104 $52,832 L TRAFFIC SIGNAL & STREET LIGHT TECHNICIAN I L18 Non-Ex $39,104 $52,832 L TRAFFIC SIGNAL TECHNICIAN II L21 Non-Ex $45,323 $61,152 P TRAINING & DEVELOPM ENT COORDINATOR 24 Ex $55,827 $78,159 P TRANSIT SERVICES COORDINATOR 24 Ex $55,827 $78,159 D TRANSPORTATION & DEVELOPM ENT DIRECTOR 34 Ex $112,526 $157,537 M TRANSPORTATION M ANAGER 30 Ex $88,580 $124,032 S TRANSPORTATION STUDIES M ANAGER 26 Ex $65,136 $91,167 P UTILITIES COORDINATOR 23 Ex $51,695 $72,370 460 City of Chandler 2011-12 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/3/11 Job Group Classification Title Grade Status Annual Annual Minimum Maximum L UTILITIES ELECTRICIAN L22 Non-Ex $47,882 $67,080 P UTILITIES SYSTEM S ANALYST 26 Ex $65,136 $91,167 A UTILITY BILLING REPRESENTATIVE A15 Non-Ex $33,800 $45,635 S UTILITY FIELD SERVICES COORDINATOR 23 Non-Ex $51,709 $72,384 L UTILITY LOCATION COORDINATOR L17 Non-Ex $37,274 $50,294 L UTILITY M ETER TECHNICIAN L14 Non-Ex $32,178 $43,430 S UTILITY M ETER TECHNICIAN SUPERVISOR 23 Ex $51,695 $72,370 M UTILITY OPERATIONS M ANAGER 29 Ex $82,045 $114,845 M UTILITY SERVICES BUSINESS M ANAGER 27 Ex $70,336 $98,460 L UTILITY SYSTEM S OPERATOR I L15 Non-Ex $33,800 $45,635 L UTILITY SYSTEM S OPERATOR II L17 Non-Ex $37,274 $50,294 L UTILITY SYSTEM S OPERATOR III L19 Non-Ex $41,080 $55,494 P VICTIM SERVICES COORDINATOR 23 Ex $51,695 $72,370 P VICTIM SERVICES SPECIALIST 21 Ex $45,262 $61,102 S VIDEO PRODUCTION COORDINATOR A VIDEO PRODUCTION SPECIALIST 25 Ex $60,309 $84,414 A22 Non-Ex $47,882 $67,080 P VISUAL ARTS COORDINATOR 24 Ex $55,827 $78,159 S WASTEWATER COLLECTION SUPT 25 Ex $60,309 $84,414 S WASTEWATER FACILITIES SUPERINTENDENT 25 Ex $60,309 $84,414 L WASTEWATER TREAT PLANT OPERATOR I L19 Non-Ex $41,080 $55,494 L WASTEWATER TREAT PLANT OPERATOR II L20 Non-Ex $43,181 $58,261 S WASTEWATER TREAT PLANT OPERATOR III 22 Non-Ex $47,861 $67,018 P WATER CONSERVATION COORDINATOR 24 Ex $55,827 $78,159 P WATER CONSERVATION SPECIALIST 21 Ex $45,262 $61,102 S WATER DISTRIBUTION SUPERINTENDENT 25 Ex $60,309 $84,414 P WATER OPERATIONS COM PLIANCE SPECIALIST 23 Ex $51,695 $72,370 L WATER PLANT OPERATOR I L19 Non-Ex $41,080 $55,494 L WATER PLANT OPERATOR II L20 Non-Ex $43,181 $58,261 P WATER QUALITY SPECIALIST 25 Ex $60,309 $84,414 S WATER QUALITY SUPERINTENDENT 25 Ex $60,309 $84,414 S WATER QUALITY SUPERVISOR 23 Ex $51,695 $72,370 L WATER QUALITY TECHNICIAN L21 Non-Ex $45,323 $61,152 M WATER RESOURCE M ANAGER 27 Ex $70,336 $98,460 S WATER SYSTEM S M AINTENANCE COORDINATOR 23 Non-Ex $51,709 $72,384 S WATER SYSTEM S M AINTENANCE SUPERINTENDENT 25 Ex $60,309 $84,414 S WATER SYSTEM S OPERATIONS SUPERINTENDENT 25 Ex $60,309 $84,414 L WELL M AINTENANCE TECHNICIAN L19 Non-Ex $41,080 $55,494 461 City of Chandler 2011-12 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 and Fleet Replacement Fund 462 City of Chandler 2011-12 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. ACRE-FOOT - Defined by the volume of one acre of surface area to a depth of one foot. One acre-foot of water equals approximately 325,851.4 U.S. gallons. 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 valuation 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 valuation for any other general-purpose improvement. 463 City of Chandler 2011-12 Adopted Budget Schedules and Terms 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. 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. CENTERLINE MILES - The actual length of roadway in one direction of travel. 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. 464 City of Chandler 2011-12 Adopted Budget Schedules and Terms 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. 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 on November 2, 2010, for the next four consecutive years. FIDUCIARY FUND TYPES – Funds used to report assets held in a trustee or agency capacity such as Trust, Pension Trust, and Agency funds. FISCAL YEAR – The time period designated by the City signifying the beginning and end of the financial reporting period. The City has established a July 1 to June 30 fiscal year. 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 2011-12 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 2011-12 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 2011-12 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 2011-12 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 AFG Assistance to Fire Fighters AFIS Automated Fingerprint Identification System ALS Advance Life Support APA Authorized Provider Agreement APP Aquifer Protection Permit APS Arizona Public Service APWA American Public Works Association ARC American Red Cross ARRA American Recovery and Reinvestment Act ASR Aquifer Storage and Recovery ASRS Arizona State Retirement System ATCT Air Traffic Controller Tower AWOS Airport Weather Observation Station AWRF Airport Water Reclamation Facility AZPDES Arizona Pollutant Discharge Elimination System AZ POST Arizona Peace Officer Standards and Training BAF Base Adjustment Factor BRT Bus Rapid Transit CAD Computer Aided Dispatch CAFR Comprehensive Annual Financial Report CALEA Commission on Accreditation for Law Enforcement Agencies CAP Central Arizona Project CAPA Communications and Public Affairs Department CAWCD Central Arizona Water Conservation District CBT Computer Based Training CC Cost Center CDBG Community Development Block Grant CERT Community Emergency Response Team CIDA Chandler Industrial Development Authority CIKR Critical Infrastructure & Key Resources CIP Capital Improvement Program CIS Criminal Investigations Section CJIS Criminal Justice Information System CLASA Chandler Lieutenants and Sergeants Association CLEA Chandler Law Enforcement Association CM @ RISK Construction Manager at Risk CMAQ Congestion, Mitigation and Air Quality Grants 469 City of Chandler 2011-12 Adopted Budget Schedules and Terms ACRONYMS 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 EDMS Electronic Data Management System EEC Environmental Education Center 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 FP & S Fire Prevent & Safety Grant 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 GMA Groundwater Management Act GO General Obligation 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 470 City of Chandler 2011-12 Adopted Budget Schedules and Terms ACRONYMS HOA Homeowners Association HOME Home Investment Partnership Program HOV High Occupancy Vehicle HPO High Performance Organization HRMS Human Resource Management System HUD Department of Housing and Urban Development HURF Highway User Revenue Fund HVAC Heating, Ventilation and Air Conditioning IAFF Internation Association of Fire Fighters ICAN Improving Chandler Area Neighborhoods IECC International Energy Conservation Code IGA Intergovernmental Agreement IT Information Technology ITOC Information Technology Oversight Committee IVR Interactive Voice Response LED Light Emitting Diode LEED Leadership in Energy and Environmental Design LFG Landfill Gas LGIP Local Government Investment Pool LRE Law Related Education LTAF Local Transportation Assistance Fund MAG Maricopa Association of Governments MCDOT Maricopa County Department of Transportation MDC Mobile Data Computers MGD Million Gallons per Day MOR Maintenance, Operation and Repair MOU Memorandum of Understanding MPC Municipal Property Corporation NCS New Conservation Space NFPA National Fire Protection Association NPDES National Pollution Discharge Elimination System NRT Neighborhood Response Team NSP Neighborhood Stabilization Program 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 471 City of Chandler 2011-12 Adopted Budget Schedules and Terms ACRONYMS RBO Relations by Objective R&D Research and Development RO Reverse Osmosis ROI Return on Investment RMS Record Management System RFP Request for Proposal RPT Regular Part Time RSAT Runway Safety Action Team RWCD Roosevelt Water Conservation District SASO Specialized Aviation Service Operator SAU Special Assignment Unit SEIU Service Employees International Union SCBA Self-Contained Breathing Apparatus SDF System Development Fee SET Special Enforcement Team SLA Service Level Agreement SOCR Standard of Response Coverage Analysis SOV Single Occupant Vehicle SRO School Resource Officer SRP Salt River Project SRPMIC Salt River Pima Maricopa Indian Community SSP Support Service Division SWTP Surface Water Treatment Plant TEAM Teamwork for Effective Arizona Marketing TIC Thermal Imaging Camera TLO Terrorism Liaison Officer TMC Traffic Management Center TRC Tumbleweed Rec Center TSS Total Suspended Solids TTHM Total Trihalomethanes TVA Threat Vulnerability Assessment UDC Unified Development Code UDM Unified Development Manual VDO Vice, Drug and Organized Crime VMS Variable Message Signs WMAT White Mountain Apache Tribe WMD Weapons of Mass Destruction WPF Water Production Facility WRF Water Reclamation Facility WTP Water Treatment Plant WWTP Wastewater Treatment Plant YEP Youth Enhancement Program 472 City of Chandler 2011-12 Adopted Budget Schedules and Terms ACKNOWLEDGEMENTS As is the case every year, developing and preparing the annual budget is a “Team Chandler” effort. While I know that the Budget staff works on almost nothing else for a full six months, we recognize that we could not pull all the information together, answer all the questions, or prepare the final budget documents without the help of the Budget Liaison network. These individuals responded to every requirement and request in a highly professional manner: City Clerk Marla Paddock City Magistrate Carla Boatner City Manager Marian Norris CAPA/Mayor & Council Nachie Marquez Community Services Rynel Aldecoa Economic Development Heather Figueroa Fire Debbe Simpkins Human Resources Sonia Ramirez Information Technology Sheneka Coleman Law Rose Lissy Management Services Kathy Riccomini Municipal Utilities Lexie Rosenfield Neighborhood Resources Niki Tapia Transportation & Development Liz Denning Police Randall Greeley Thank you to our exceptional budget staff, Janet Northrup, Julie Buelt, Helen Parker, Courtney Friedline, and Steve Shea. I would particularly like to thank Steve who provided a significant support role during the budget process while on temporary assignment from the Transportation and Development Department. Additionally, I would like to thank all of the members of the City Council, the City Manager’s Office, Department Directors, Management Services Director, Dennis Strachota, and Assistant Director for Finance, Dawn Lang, for the amazing level of cooperation we saw during this budget process. Finally, a document such as this cannot come together without a lot of behind-the-scenes work. Thank you to Rick Senffner for your creativity in developing the design for the budget docuements, Rob Coryea for your help preparing the CIP, Kristy Noelson for the CIP maps, and to the staff in Print, Mail, and Graphics who do such a great job printing the Proposed Budget documents on a very tight timeline. 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. Greg Westrum Budget Manager 473 City of Chandler 2011-12 Adopted Budget Schedules and Terms 474 Phone (480) 782-2254 www.chandleraz.gov/budget Mailing Address Mail Stop 609 P.O. Box 4008 Chandler, Arizona 85244-4008 Budget Division Third Floor 175 S Arizona Avenue Chandler, Arizona 85225