CITY OF CHANDLER 2013-14 The Innovation and Technology Hub of the Southwest. The City of Chandler has captured this brand through a long and careful process incorporating inventive planning and cultivation. The result is a place where the creative class develops cutting-edge designs and concepts; where high-tech manufacturing facilities produce the fastest and smartest computer chips on the planet; and where leading companies seek to locate and expand. This year’s budget document highlights the best and brightest Chandler has to offer in terms of its technology and sophistication. Places like Continuum -- a 153-acre, master planned Science & Technology Park that is advancing the vision of the Price Corridor as a ‘super technology’ region, while making Chandler competitive on an international scale. And then, there is Intel Corporation -investing more than $300 million to build a new research and development facility at its Chandler Boulevard site to support packaging operations for the company. The research conducted in Chandler is strategic to the company’s future product roadmap and will promote Intel’s leadership role in technology innovation. But we also acknowledge critical community places like Chandler Regional Medical Center and its efforts to develop a Level 1 Trauma center, the first in the Southeast Valley. And Downtown Chandler, where partnerships between the City of Chandler, Arizona State University/Tech Shop and the University of Arizona are creating a cluster effect of advanced technology-driven students and companies in the Downtown. Innovation through social interaction is also alive at places like Gangplank and the Innovations Incubator where a new synergy is helping to develop the next echelon of Chandler-born companies and ideas. There is a reason -- in fact many -- as to why Chandler has risen to truly become the Innovation and Technology Hub that it is today. City Council Back row from left Jeff Weninger, Vice Mayor Jack Sellers, Kevin Hartke, Rick Heumann Front row from left Trinity Donovan, Mayor Jay Tibshraeny, Nora Ellen Rich Dlugas City Manager Dawn Lang Management Services Director 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 Sam Drevo, Budget Management Assistant Dear Chandler Resident: Thank you for the investment you have made in the Chandler community; but also for your commitment of time to learn more about our City’s financial plan. The Fiscal Year 2013-14 Chandler City budget is the result of hundreds, if not thousands of hours of work on the part of our City staff, the City Council, and you, the residents of Chandler. We remain very transparent throughout this critical process, holding an online budget survey and our popular Budget Connect virtual meeting in early 2013. Several public meetings were also held as the City Council reviewed and ultimately approved this budget. Chandler is in a good position today because of decades of solid fiscal policies. That has been validated for the past two years by the financial website 247wallst.com, listing the City of Chandler as one of the top 12 Best Run Cities in America. It also means we can pass along a great value to our taxpayers. Chandler remains the second lowest Valley municipality in cost of service (combined City utility, property tax and sales tax rates). While the Fiscal Year 2013-14 budget shows a slight decrease from the prior year, we are able to fund some road projects in south Chandler, build new parks, and maintain basic services and infrastructure. With that said, I continue to be guardedly confident that we are heading in a positive direction with the economy in terms of fiscal sustainability and growth. The theme of this year’s book reflects our standing as the Innovation and Technology Hub of the Southwest. This does not happen overnight. For decades, Chandler has followed a carefully managed plan to create a high-tech presence. Beginning with Rogers Corporation and Intel in the late 1980s, we continue to this day to bring new, STEM-based (Science, Technology, Engineering and Math) jobs to our community. Chandler is home to many premier companies that continue to locate, expand, and flourish. Intel, Infusionsoft, Orbital Sciences, and most recently General Motors’ Innovation Center, are among those who have helped to solidify our status as a dynamic, world class community. Smaller companies thrive as well, with Chandler ranked fourth in the nation as the best place for new technology start-up companies. Many of these companies provide high-paying sustainable jobs that fuel the local and state economy. Businesses find Arizona attractive because we do have a very talented workforce thanks in large part to a quality state university system that is producing a creative class of skilled labor at all levels. Arizona State University has begun renovations of a former City public works yard to expand its College of Technology and Innovation that will include the state’s first Tech Shop. And just a few blocks away, the University of Arizona continues to expand its presence in Downtown Chandler. Our collective efforts to make this state, region and community a great place to do business are paying off. Dynamic knowledge and technology hubs, like the Price Corridor, will continue to keep Chandler’s reputation as a progressive, leading edge place. Thanks to our management team and budget staff for their attentive work to prepare a thoughtful and prudent plan. We will continue to stay cautious, understanding very well the critical nature of this task, while remaining focused on the potential impacts of regional, national, and global economies. Finally, I want to thank my fellow City Councilmembers. They are a thoughtful and compassionate body dedicated to a common vision for the sustained excellence of our community. Sincerely, Jay Tibshraeny Mayor City of Chandler 2013-14 Adopted Budget Table of Contents Page Reader’s Guide ........................................................................................................................................................ ix Frequently Asked Questions Regarding the Chandler Budget ........................................................................... x 1. Executive Summary FY 2013-14 Budget Message .............................................................................................................................. 1 General Fund 5-Year Ongoing Forecast.............................................................................................................. 4 General Fund Balance Projection ........................................................................................................................ 6 Capital Improvement Summaries ......................................................................................................................... 7 Secondary Assessed Value History and Projections ........................................................................................... 8 2. Community and Organizational Profile City of Chandler Logo .......................................................................................................................................... 9 City of Chandler and Neighboring Communities Map ........................................................................................ 10 2012-13 Government Finance Officers Association Award ............................................................................... 11 City of Chandler Mission Statement................................................................................................................... 12 Biographies of City Officials ............................................................................................................................... 13 List of City Officials, Department Heads, and Directors ..................................................................................... 18 Organizational Chart .......................................................................................................................................... 19 City Map ............................................................................................................................................................. 20 Community Profile .............................................................................................................................................. 21 Demographics and Service Statistics ................................................................................................................ 24 3. Budget Policies, Process, and Decisions Strategic Goals and Organizational Priorities .................................................................................................... 29 Priority Based Budgeting Goals and Desired Results ....................................................................................... 30 Financial Policies ............................................................................................................................................... 30 Highlights of the 2013-14 Budget/2014-2023 CIP Calendar.............................................................................. 37 2013-14 Budget Process Flowchart ................................................................................................................... 38 2013-14 Budget Process Detail ......................................................................................................................... 39 Major Budget/Financial Issues ........................................................................................................................... 41 2013-14 Budgetary Additions ............................................................................................................................. 46 Addition Summaries ........................................................................................................................................... 47 Addition Detail .................................................................................................................................................... 50 General Fund Decision Packages Not Funded in FY 2013-14 .......................................................................... 58 4. Financial and Personnel Overviews 2013-14 Adopted Budget Summaries ................................................................................................................ 59 Where the Money Comes From ......................................................................................................................... 60 Where the Money Goes ..................................................................................................................................... 61 Where the Money Goes – By Function .............................................................................................................. 62 Departmental Budget Comparison ..................................................................................................................... 63 i City of Chandler 2013-14 Adopted Budget Table of Contents (continued) Page Cost Center Budget Comparison ....................................................................................................................... 64 Fund Structure – Definitions of Fund Types ...................................................................................................... 67 Fund Structure Financial Chart .......................................................................................................................... 69 General Fund Revenues .................................................................................................................................... 70 General Fund Expenditures ............................................................................................................................... 71 General Fund Expenditures by Function ........................................................................................................... 72 Special Revenue Funds Revenues and Expenditures ...................................................................................... 73 Enterprise Operational Funds Revenues and Expenses ................................................................................... 74 Major Fund Summaries ...................................................................................................................................... 75 Fund Balance Analysis....................................................................................................................................... 78 Summary of Revenues, Expenditures, and Changes in Fund Balance ............................................................. 80 Personnel Summary by Department and Cost Center ...................................................................................... 82 Personnel Distribution by Department ............................................................................................................... 85 New Positions for FY 2013-14 ........................................................................................................................... 85 Personnel Costs by Fund ................................................................................................................................... 86 Employee per Population Charts ....................................................................................................................... 87 5. Resources Summary of Resources Categorical Comparisons ............................................................................................................................ 89 Appropriated Fund Balances ....................................................................................................................... 90 Sale of Bonds .............................................................................................................................................. 91 Grants .......................................................................................................................................................... 92 Summary of Revenues ................................................................................................................................ 93 Significant Revenues: Local Taxes and Licenses: Franchise Fees ..................................................................................................................................... 94 Transaction Privilege (Sales) and Use Tax........................................................................................... 95 Other Licenses ...................................................................................................................................... 97 State/County Shared Revenues: State Shared Sales Tax ........................................................................................................................ 98 Vehicle License Tax ............................................................................................................................. 99 Highway Users Tax ............................................................................................................................. 100 Regional Transportation (Sales) Tax .................................................................................................. 101 Urban Revenue Sharing...................................................................................................................... 102 Lottery Entitlement .............................................................................................................................. 103 Charges for Services: Engineering Fees ................................................................................................................................ 104 Building Division Fees ......................................................................................................................... 105 Planning Fees ..................................................................................................................................... 106 Public Safety Miscellaneous ............................................................................................................... 107 ii City of Chandler 2013-14 Adopted Budget Table of Contents (continued) Page Library Revenues ................................................................................................................................ 108 Parks and Recreation Fees ................................................................................................................ 109 Miscellaneous Receipts: Other Receipts .................................................................................................................................... 110 Interest on Investments ....................................................................................................................... 111 Leases ................................................................................................................................................. 112 Court Fines .......................................................................................................................................... 113 Enterprise Revenues: Water Sales ......................................................................................................................................... 114 Wastewater Service ............................................................................................................................ 115 Solid Waste Service ............................................................................................................................ 116 Other Utility Charges ........................................................................................................................... 117 System Development Fees: Water System Development Fees ...................................................................................................... 118 Wastewater System Development Fees ............................................................................................. 119 General Government Impact Fees...................................................................................................... 120 Interfund Charges: Interfund Charges ............................................................................................................................... 121 Interfund Transfers .............................................................................................................................. 122 Property Tax Summary .............................................................................................................................. 123 Fee Increases/(Decreases) ....................................................................................................................... 125 6. General Government General Government Organizational Chart ..................................................................................................... 129 General Government Overview ....................................................................................................................... 130 Mayor and Council (1020) ................................................................................................................................ 132 Communications and Public Affairs Administration (1070) .............................................................................. 134 Video Production (1071) ............................................................................................................................ 138 Print, Mail, and Graphics (1210) ................................................................................................................ 141 City Clerk (1030) .............................................................................................................................................. 143 City Magistrate (1050) ...................................................................................................................................... 146 Law (1300) ....................................................................................................................................................... 148 Liability Litigation (1310) ............................................................................................................................ 152 Liability Litigation Claims (1311) ................................................................................................................ 154 City Manager Administration (1040) ................................................................................................................ 155 Buildings and Facilities (3200)................................................................................................................... 157 Buildings and Facilities Capital (3210) ...................................................................................................... 160 Economic Development (1520) ................................................................................................................. 161 Downtown Redevelopment (1540) ...................................................................................................... 166 Economic Development Capital (1550) .............................................................................................. 168 Tourism (1580) .................................................................................................................................... 169 Airport (4100) ...................................................................................................................................... 171 iii City of Chandler 2013-14 Adopted Budget Table of Contents (continued) Page Airport Capital (4110) .......................................................................................................................... 174 Human Resources (1250) ......................................................................................................................... 175 Workers Compensation Liabilities (1251) ........................................................................................... 180 Information Technology Service Delivery Management & Administration (1199) ..................................... 181 Information Technology Applications Support (1200) .........................................................................186 Information Technology Infrastructure & Client Support (1280) ......................................................... 189 Information Technology Oversight Committee (ITOC) Operating (1286) ........................................... 191 Information Technology Oversight Committee (ITOC) Capital (1285) ................................................ 193 Information Technology Citywide Infrastructure Support Capital (1287) ............................................ 194 Neighborhood Resources (1060) .............................................................................................................. 195 Code Enforcement (1061) ................................................................................................................... 200 Housing and Redevelopment (4650) .................................................................................................. 203 Community Development (4700) ........................................................................................................ 206 7. Community Services Community Services Department Organizational Chart .................................................................................. 209 Community Services Overview ........................................................................................................................ 210 Administration (4300) ....................................................................................................................................... 212 Center for the Arts (1100) ................................................................................................................................ 214 Buildings and Facilities (3200) ......................................................................................................................... 216 Library (4310) ................................................................................................................................................... 217 Library Capital (4320)....................................................................................................................................... 221 Parks Administration (4510) ............................................................................................................................. 222 Aquatics (4520) ................................................................................................................................................ 223 Park Development and Operations (4530) ...................................................................................................... 226 Recreation (4550) ............................................................................................................................................ 229 Sports and Fitness Facilities (4551) ................................................................................................................. 231 Nature and Recreation Facilities (4555) .......................................................................................................... 233 Other Recreation Facilities (4559) ................................................................................................................... 236 Museum (4560) ................................................................................................................................................ 237 Parks Capital (4580) ........................................................................................................................................ 240 8. Fire Department Fire Department Organizational Chart ............................................................................................................. 241 Fire Department Overview ............................................................................................................................... 242 Fire Administration (2210) ................................................................................................................................ 244 Emergency Services (2220) ............................................................................................................................. 247 Operations (2230) ............................................................................................................................................ 251 Prevention and Preparedness (2240) .............................................................................................................. 254 Fire Capital (2250) ........................................................................................................................................... 258 Support Services (2260) .................................................................................................................................. 259 Fleet Services (1270) ....................................................................................................................................... 261 iv City of Chandler 2013-14 Adopted Budget Table of Contents (continued) Page 9. Management Services Management Services Department Organizational Chart ............................................................................... 263 Management Services Overview ..................................................................................................................... 264 Administration (1180) ....................................................................................................................................... 266 Budget (1195) .................................................................................................................................................. 269 Purchasing (1220) ............................................................................................................................................ 272 Central Supply (1225) ...................................................................................................................................... 274 Accounting (1230) ............................................................................................................................................ 277 Tax and License (1240) ................................................................................................................................... 280 Utility Services (1245) ...................................................................................................................................... 282 Risk Management (1260) ................................................................................................................................. 284 Risk Management Liabilities (1261) ................................................................................................................. 285 Environmental Management (1265)................................................................................................................. 286 Environmental Management Liabilities (1266) ................................................................................................. 288 Non-Departmental (1290) ................................................................................................................................ 289 Non-Departmental Contingencies/Reserves (1290) ........................................................................................ 291 Non-Departmental Capital (1291) .................................................................................................................... 292 Non-Departmental Capital Contingencies/Reserves (1291) ............................................................................ 293 Capital Replacement Equipment (Fund 402) ................................................................................................... 294 Capital Replacement Technology (Fund 403) ................................................................................................. 295 Capital Replacement Vehicles (Fund 404) ...................................................................................................... 296 10. Municipal Utilities Municipal Utilities Department Organizational Chart ....................................................................................... 297 Municipal Utilities Overview ............................................................................................................................. 298 Municipal Utilities Administration (3050) .......................................................................................................... 300 Solid Waste Services (3700) ............................................................................................................................ 302 Water Distribution (3800) ................................................................................................................................. 305 Water Capital (3820) ........................................................................................................................................ 307 Water Treatment Plant (3830) ......................................................................................................................... 308 Environmental Resources (3840) .................................................................................................................... 311 Water Quality (3850) ........................................................................................................................................ 315 Water Systems Maintenance (3860)................................................................................................................ 317 San Tan Vista Water Treatment Plant (3870) .................................................................................................. 320 Meter Services (3880) ...................................................................................................................................... 321 Wastewater Collection (3900) .......................................................................................................................... 323 Wastewater Capital (3910)...............................................................................................................................325 Wastewater Reverse Osmosis (3930) ............................................................................................................. 326 Lone Butte Wastewater Treatment (3940) ....................................................................................................... 328 Wastewater Quality (3950)...............................................................................................................................330 Airport Water Reclamation Facility (3960) ....................................................................................................... 332 Ocotillo Water Reclamation Facility (3970) ...................................................................................................... 334 v City of Chandler 2013-14 Adopted Budget Table of Contents (continued) Page 11. Police Department Police Department Organizational Chart ......................................................................................................... 335 Police Overview ............................................................................................................................................... 336 Police Administration (2010) ............................................................................................................................ 338 Professional Standards (2015) ........................................................................................................................ 340 Property and Evidence (2020) ......................................................................................................................... 342 Forensic Services (2021) ................................................................................................................................. 344 Field Operations (2030) ................................................................................................................................... 346 Criminal Investigations (2040).......................................................................................................................... 349 Planning and Research (2050) ........................................................................................................................ 351 Communications (2060) ................................................................................................................................... 353 Records (2070) ................................................................................................................................................ 355 Detention Services (2071)................................................................................................................................ 357 Police Community Resources and Training (2080) ......................................................................................... 359 Police Capital (2100) ........................................................................................................................................ 362 12. Transportation & Development Transportation & Development Department Organizational Chart .................................................................. 363 Transportation & Development Overview ........................................................................................................ 364 Transportation & Development Administration (3010) ..................................................................................... 366 Planning (1510) ................................................................................................................................................ 368 Development Services (1530) .......................................................................................................................... 373 Planning Capital (1560).................................................................................................................................... 376 Engineering (3020)........................................................................................................................................... 377 Capital Projects (3025)..................................................................................................................................... 381 Engineering Capital (3060) .............................................................................................................................. 386 Streets (3300) .................................................................................................................................................. 387 Streets Capital (3310) ...................................................................................................................................... 391 Traffic Engineering (3330)................................................................................................................................ 392 Transit Services (3340) .................................................................................................................................... 395 Street Sweeping (3350) ................................................................................................................................... 398 Airport (4100) ................................................................................................................................................... 400 Airport Capital (4110) ....................................................................................................................................... 401 13. Capital Budget The Capital Budget .......................................................................................................................................... 403 Major Capital Programs (CIP Summaries)....................................................................................................... 404 Revenue Sources for Major Capital Programs ................................................................................................ 405 Major Capital Program by Function and by Cost Center ................................................................................. 406 Operating and Capital Budgets – Their Relationship ....................................................................................... 407 CIP Impact on Long Range Forecast............................................................................................................... 408 Capital Improvement Project Funding for FY 2013-14 .................................................................................... 409 vi City of Chandler 2013-14 Adopted Budget Table of Contents (continued) Page Capital Program Detail ..................................................................................................................................... 421 Information Technology Oversight Committee (ITOC) Capital (1285) ...................................................... 421 Information Technology Capital (1287) ..................................................................................................... 422 Non-Departmental Capital (1291).............................................................................................................. 422 Economic Development Capital (1550) ..................................................................................................... 422 Police Department Capital (2100) ............................................................................................................. 422 Fire Department Capital (2250) ................................................................................................................. 423 City Manager – Buildings and Facilities Capital (3210) ............................................................................. 423 Transportation & Development – Streets Capital (3310) .......................................................................... 424 Municipal Utilities – Water Capital (3820) and Wastewater Capital (3910)............................................... 425 Economic Development – Airport Capital (4110) ...................................................................................... 426 Community Services – Library Capital (4320) ........................................................................................... 426 Community Services – Parks & Recreation Capital (4580) ....................................................................... 427 Capital Replacement Budget by Department................................................................................................... 428 14. Bonded Debt Bonded Debt Obligations ................................................................................................................................. 429 Voter Authorization Summary .......................................................................................................................... 430 General Obligation, Highway User Fund, and Enterprise Debt Service ..........................................................431 Debt Service (7500) ......................................................................................................................................... 432 General Obligation Bond Capacity Available ................................................................................................... 433 Summary of Outstanding Bonds by Type ........................................................................................................ 434 Annual Bond Obligation for All Existing Bonds and Obligations ...................................................................... 435 Schedule of Total Outstanding Debt ................................................................................................................ 436 Combined General Obligation Bonds – 6% Capacity Portion Outstanding ..................................................... 438 Combined General Obligation Bonds – 20% Capacity Portion Outstanding ................................................... 439 Combined General Obligation Bonds – Enterprise Supported ........................................................................ 440 Combined General Obligation Bonds – Ad Valorem Supported ...................................................................... 441 Water and Sewer Revenue Bonds ................................................................................................................... 442 Street and Highway User Revenue Fund (HURF) Bonds................................................................................ 443 Excise Tax Revenue Obligations ..................................................................................................................... 444 Improvement District Bonds ............................................................................................................................. 445 15. Schedules and Terms Schedules and Terms ...................................................................................................................................... 447 Resolution No. 4686 Adopting 2013-14 Budget .............................................................................................. 448 Budget Schedules (Auditor General Summaries) ............................................................................................ 451 Schedule 1 – Total Expenditures and Budget by Fund ................................................................................... 466 Schedule 2 – FY 2013-14 Summary of Department Budget by Fund ............................................................. 468 Revised Salary Plan ......................................................................................................................................... 470 Expenditure Categories .......................................................................................................................................... 481 Glossary of Terms .................................................................................................................................................. 482 vii City of Chandler 2013-14 Adopted Budget Table of Contents (continued) Page Acronyms ......................................................................................................................................................... 488 Acknowledgements................................................................................................................................................. 493 viii City of Chandler 2013-14 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 Communications Device. Executive Summary – This section presents the City’s priorities, challenges, and successes. Included in this section are overviews of balancing strategies, revenues, expenditures, ongoing savings and efficiencies, 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 and Statistics. Budget Policies, Process, and Decisions – This section begins with a summary of strategic goals, 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 2013-14 Adopted 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 are also included in this section. Resources – The resources section provides summarized data comparing the FY 2012-13 Budget and the FY 2013-14 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 levels; division goals, objectives, and performance measurements; authorized positions; and significant changes by divisions within City Departments. Each division is assigned a unique number, known as a “cost center,” in the City of Chandler. 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 FY 2013-14 Budget, the State-required Auditor General Summary Schedules, Financial Schedules by Fund, the FY 2013-14 Salary Schedule, Expenditure Categories, a Glossary of Terms, and a list of Acronyms used in this Budget. ix City of Chandler 2013-14 Adopted Budget Frequently Asked Questions Regarding the Chandler Budget The following will assist the reader with answering some of the more commonly asked questions about the City of Chandler’s Annual Budget. TO ANSWER THESE QUESTIONS... REFER TO THE ... PAGE... How is the City organized? Organization Chart p 19 Who are the major employers in Chandler? Community Profile p 21 What is the population of the City? Demographics p 24 What are the City’s major expenditures? Financial and Personnel Overviews (Where the Money Goes) pp 61-62 How many staff does the City employ? Personnel Summaries pp 82-84 What is the budget development process? Budget Process pp 37-41 What are the major issues in the budget? Major Budget/Financial Issues pp 41-45 What are the City’s major revenue sources? Resources Section pp 89-128 What portion of the annual budget is allocated to Capital Improvements? Where the Money Goes Capital Budget pp 61-62 pp 403-404 What Major Capital Programs are scheduled for 2013-14? 2013-14 Major Capital Program pp 404-427 x City Manager’s Message 5-year General Fund Forecast Overview of the Annual Budget through Financial, Fund Balance and Personnel Summaries The Rockefeller Group’s Chandler 101 Project sits on a 24-acre site and includes three 10-story office towers, restaurants, retail and a parking structure. The project is located in Price Corridor, a strategically planned unique corridor home to notable giants as Intel, Microchip, eBay/Paypal, International Rectifier, Digital Realty Trust, Orbital Sciences, Air Products and Toyota Financial Services. Executive Summary 1-Contents City of Chandler 2013-14 Adopted Budget Executive Summary Fiscal Year 2013-14 City Manager Budget Message To Chandler City Council and the Citizens of Chandler: I am pleased to provide to you the Fiscal Year (FY) 2013-14 Annual Budget and 20142023 Capital Improvement Program (CIP) for the City of Chandler. The budget reflects Chandler’s continued commitment to provide the highest quality services to the community in the most cost-effective manner, while maintaining the City’s long-term financial viability. The development of Chandler’s budget is a product of thoughtful collaboration between Department Directors to identify funding priorities and is designed to reflect the needs and desires of the community. Community input was received through a successful Citizen Budget Survey, the second “Budget Connect” virtual community budget meeting, and by expanded use of our Priority Based Budgeting process, which correlates programs and services offered to Council goals. The total budget (operating and capital) is nearly $804 million for 2013-14, which represents a 3.8 percent decrease from the FY 2012-13 adopted budget. The total operating budget is increasing 3.5 percent, and the total capital budget is decreasing by 12.6 percent for both new and carryforward planned spending. The decrease is primarily due to spend-down of the appropriation for utility expansion projects related to Intel’s FAB 42 that is being reimbursed by Intel. General Fund (including debt service), which represents 33 percent or $266 million of the City’s total budget, increases by less than 1 percent. Additional details on the components of the total and General Fund budget are shown in the Budget Highlights booklet. Fiscal Sustainability and Growth The City of Chandler continues to be fortunate in drawing new developments to the City which has contributed to revenue increases in the current year. Although these are good signs for the local economy, the City must be wary of national and global economic conditions as well as legislative actions that could reduce future City funding. When setting Chandler’s long-term forecast, challenges remain in the years ahead for both operating and capital. With only slow and steady operating revenue growth anticipated, managing costs of services will be vital. In addition, as the housing market continues to remain volatile and assessed values drop, it is important for the City to maintain existing infrastructure while still adding new projects to the Capital Improvement Program. Despite those challenges, it is my sincere belief that the measures outlined below and detailed throughout the budget will set the tone for continued economic growth in the City and continued exceptional service to the citizens of Chandler. Revenue Growth Continues The City continues to rebound from the recession. General Fund revenues are up in FY 2012-13 from the prior fiscal year, and the City is projecting slow and steady growth year over year. In addition to growth from the general improvement of the economy, the Intel construction project has had a positive impact on revenues in FY 2012-13 in several revenue categories, including local sales tax. However, FY 2012-13 revenues for some construction-related revenues are down since most of those revenues were received in FY 2011-12. Due to uncertainties about future revenues from sequestration and possible legislative action, the Budget Stabilization Reserve has been re-established in the FY 2013-14 Budget. Our General Fund five-year ongoing financial forecast (as shown on page 5) places the City on target to balance the General Fund operating budget with ongoing revenues in FY 2013-14, but I believe it would be prudent to utilize some of our one-time General Fund balance to re-establish the reserve for the future. 1 City of Chandler 2013-14 Adopted Budget Executive Summary Legislative Impact on Sales Tax Revenues The State Legislature considered multiple options for enacting some or all of the recommendations of the Transaction Privilege Tax (TPT) Simplification Task Force. After the FY 2013-14 budget was adopted, a modified version of TPT Simplification was approved by the state legislature and signed by the governor that will have a negative impact on City revenues, but somewhat less than worst case scenario which would have taken virtually all construction sales tax revenues out of the City. State leaders maintain that some of the lost revenue will return to the City through State Shared Revenues; however, we are skeptical of this claim and we can only make broad estimates in terms of the ultimate impact. Several other legislative actions will have an impact on sales taxes, property taxes, individual income taxes, and corporate income taxes but these should only have a minor negative impact on these revenues. State Shared Reductions Not Anticipated While the City started to see a rebound from losses in local revenue in the second half of FY 2010-11, the State has also shown positive growth in the last two years. The legislature did not directly attack this revenue source for 2013-14. In fact, we expect to see higher state shared revenues in Urban Revenue Sharing (income tax) and State Shared Sales Tax, while Vehicle License tax is projected to be stable. At this time, it appears that the State will not attempt to divert additional Highway User Revenue Fund (HURF) monies to other state agencies, therefore FY 2013-14 revenues are expected to be approximately $13 million, the same as FY 2012-13. Property Tax Assessed Values Continue to Drop With a two-year lag before assessed values catch up with market prices, the City’s assessed values have declined again for the FY 2013-14 budget year. This marks the fourth consecutive year of decline, but all indications are that this should be the last year of declining values. As always, we will continue to monitor available market data and County Assessor information and update this estimate throughout the year. Primary assessed values have declined by 4.0 percent and secondary assessed values by 3.5 percent. The drop in primary assessed values will result in a loss of primary property tax of over $294,700 from the FY 2012-13 estimates or less than 1 percent of total General Fund revenues. The impact of the secondary assessed values loss is much greater. The secondary property tax levy is projected to be $751,900 less than in FY 2012-13. 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). Even with some improvement to secondary assessed values in the next several years, we anticipate that debt service expenses will continue to exceed secondary levy revenues putting future General Obligation bond sales “on hold” for at least three more years. Addressing Future Uncertainty The improvement in local sales tax revenues has countered the continued decline in property tax revenues, but there is still uncertainty in future years in terms of identifying our “true” ongoing revenues and managing increasing health and retirement costs. For that reason we continue to look within the existing budget to fund new needs, and to carefully manage the process of restoring cuts made in previous years. The following paragraphs explain some of the key financial strategies incorporated into the FY 2013-14 budget and the Five-Year General Fund Forecast. Approximately $4.9 million in General Fund Ongoing and One-time Decision Packages are included in the budget, but almost 10% of the costs are covered by increased or new revenues. The evaluation of the Decision Packages incorporated several factors to make sure each was valid. First, all requests included the Priority Based Budgeting program or service that was to be enhanced or improved with the request, including the quartile of the program (Quartile 1 being the most critical programs and services). Second, Directors classified the purpose of each request as either “Maintain (existing service)”, “Enhance (existing service)”, or “New”. Lastly, Directors were challenged to re-evaluate each request to determine if other options were available or costs could be fully or partially offset, or reduced. Key among the requests for approval in the FY 2013-14 budget are items recommended as service cuts three years ago, but were continued to be funded with one-time revenue. The restoration of ongoing funding for weekend hours at several libraries, funding to maintain pool operating hours, and funding for the Youth Enhancement Program have all been restored. Additionally, the budget includes 2 City of Chandler 2013-14 Adopted Budget Executive Summary increases in overtime budgets for the Police Department and Fire Department to keep pace with higher salaries, and many other necessary funding requirements. These packages along with other ongoing and one-time requests are listed in the Budget Policies, Process, and Decisions section. Building Reserves The budget funds the Infrastructure Maintenance Reserve which allows the City to continue to maintain existing infrastructure at an amount of $34.6 million. This reserve is expected to draw down over four years at a point where the City will be able to resume general obligation bond sales for new and maintained capital infrastructure projects. In addition, as previously mentioned, the FY 2013-14 adopted Budget restores the Budget Stabilization Reserve. This reserve provides the opportunity to utilize the reserve to balance the budget in the future for no more than three consecutive years, should state legislation, an unexpected decrease in property values, or other issues cause revenues to suddenly decrease. Managing Debt Service Requirements for the Capital Improvement Program Over the last four years the City has lost a significant amount of capacity for capital improvements as the result of decreasing assessed values. As part of last year’s budget process, at Mayor and Council suggestion and in conjunction with the City’s Financial Advisor, we identified an opportunity to make an early call and payoff a $8.475 million 2003-series bond using a combination of General Fund balance and Impact Fee loan repayments to the General Fund. This occurred in June of 2013. This creative financing opportunity provides some minimal capacity within the debt service fund; however, we have no plans to issue additional debt until secondary property tax revenues can fully support the debt. Most importantly, this allows the City to generate debt service savings, reduce future debt service costs, and prevent the need for property tax rate increases. Ensuring Fiscal Sustainability and Managing Future Growth 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 Infrastructure Maintenance reserves, also bode well for the long-term. These reserves make it more likely the City will be able to meet essential obligations going forward. Underlying uncertainties still exist however with only moderate economic growth, and mixed opinions on the timing and magnitude of a recovery in the housing market. Despite this, local sales tax revenues have increased. However, we also recognize that much of the FY 2012-13 increase is one-time funding and cannot be expected to support ongoing requirements. To ensure continued fiscal sustainability and growth, the City will need to continue to provide essential public services and infrastructure improvements that make it attractive for businesses and employees. Much of that planning is encompassed in our forecasting that identifies ongoing revenues to support future expenditure growth as the City’s needs expand. Acknowledgements I would like to thank the City Council for their guidance and support throughout the development of this budget. As always, this budget was a collaborative effort and involved employees at all levels of the organization; City Manager’s Office, Department Directors and their Department Budget Liaisons; Human Resources Department staff; and all of the employees of the City who have contributed. A special thanks to the Management Services Director, Dawn Lang; Budget Manager, Greg Westrum and the Budget staff who spent long hours providing analysis and compiling this detailed budget document. Respectfully, Rich Dlugas City Manager 3 City of Chandler 2013-14 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 the forecast was reviewed in February with the Mayor and Council, using estimates based on actuals through December 2012 for revenues and expenditures and preliminary projections for the FY 2013-14 State Shared Revenues, Local Sales Tax, Property Tax, and other key revenues. Through February and March we continue to get updated information from the State of Arizona, the League of Arizona Cities and Towns and internal City departments to update anticipated FY 2013-14 revenues and expenditures. This has resulted in the final forecast that reflects the FY 2013-14 Budget and future projections. The forecast assumes modest ongoing revenue growth of 2.8% to 3.6% annually and expenditure growth of 2.6% to 3.6% annually, increases for costs not directly controlled by the City (e.g. retirement, health care, utility costs, software system contract maintenance costs), and additions to the operating budget resulting from new capital improvements (e.g. additional staff, landscape costs, asphalt pavement repair costs, utilities). Major assumptions used in developing the General Fund 5-year Ongoing Forecast are shown in the table below. The first column of the upper portion represents FY 2013-14 total revenue change assumptions (ongoing and one-time combined) and the next five columns reflect the projected percentage changes of the ongoing portion only of the FY 2013-14 revenues. Expenditure assumptions are also reflected. MAJOR REVENUES Adopted FY13-14 over Revised FY12-13 FY13-14 Ongoing Change FY14-15 Ongoing Change FY15-16 Ongoing Change FY16-17 Ongoing Change FY17-18 Ongoing Change (ongoing & one-time) Local Sales Tax Primary Property Tax State Shared Sales Tax Urban Revenue Sharing Vehicle License Tax -2.3% -4.1% +4.9% +9.2% -1.4% +4.5% -4.0% +4.5% +8.1% +1.6% +4.0% 0.0% +4.0% +6.0% +3.0% +3.0% +4.0% +3.0% +5.0% +3.0% +3.0% +4.0% +3.0% +4.0% +3.0% +3.0% +4.0% +3.0% +4.0% +3.0% PERSONNEL EXPENDITURES Adopted FY13-14 Expenditure Assumptions FY13-14 Ongoing Change FY14-15 Ongoing Change FY15-16 Ongoing Change FY16-17 Ongoing Change FY17-18 Ongoing Change 5.0% 2.0% +0.4% +2.0% 0.0% 2.0% +0.4% +2.0% 0.0% 2.0% +1.5% +2.0% 0.0% 2.0% +1.5% +2.0% 0.0% 2.0% +1.5% +2.0% 0.0% 2.0% +1.5% +2.0% +2.0% +2.0% +2.0% +2.0% +2.0% +2.0% +16.00% +16.0% +10% +10% +10% +10% $0 $0 $723,340 $1,200,000 $1,200,000 $1,200,000 $0 $0 $208,300 $238,800 $292,900 $292,900 $0 $0 $1,000,000 $0 $0 $0 (vs. FY12-13 Adopted) Employee Compensation Vacancy Savings Rate AZ State Retirement System Public Safety Retirement System - Police Public Safety Retirement System - Fire Health Care Premium Costs OTHER EXPENDITURES Operation and Maintenance Increases (i.e. Utility) Capital Project Operating and Maintenance Additions HURF Reduction shift to General Fund *Percentage for FY13-14 varies by employee group. 4 City of Chandler 2013-14 Adopted Budget Executive Summary General Fund 5-Year Ongoing Forecast for Adopted Budget Updated from Preliminary 2016-17 Ongoing Amount 2017-18 Ongoing Amount % Change in On-Going 2015-16 Ongoing Amount % Change in On-Going 2014-15 Ongoing Amount % Change in On-Going 2013-14 Ongoing Amount % Change in On-Going On-Going % of Budget Revenue Description Adopted 2013-14 Total Ongoing & One-Time % Change over 12-13 Revised This forecast reflects revenue estimates based on FY 2012-13 revised revenue and trend history. Further analysis is then completed to determine what portion of the total revenues will continue (ongoing) to support ongoing operating expenditures. This forecast excludes General Fund balance that has accumulated from prior years. The General Fund Balance Projection can be found on the next page. 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 2,875,000 95,211,000 464,000 -2.9% 2,875,000 88,908,032 464,000 100.0% 3.0% 2.1% 3,112,600 100,943,200 503,600 2.0% 3.0% 2.1% 3,051,300 98,022,900 493,400 2.0% 4.0% 2.0% 2,991,300 95,183,600 483,400 2.0% 93.4% 100.0% 2,932,500 92,425,300 473,500 2.0% -2.2% -2.1% 19,400,000 7,870,700 26,343,000 4.9% -1.4% 9.2% 17,980,000 7,796,000 23,710,000 92.7% 99.1% 90.0% 18,700,000 8,030,000 25,140,000 4.0% 3.0% 6.0% 19,270,000 8,280,000 26,400,000 3.0% 3.1% 5.0% 19,850,000 8,530,000 27,460,000 3.0% 3.0% 4.0% 20,450,000 8,790,000 28,560,000 3.0% 3.0% 4.0% 1,085,000 3,736,200 295,500 4,575,600 516,600 3,362,850 -20.4% -18.8% 690,100 3,059,200 255,500 4,332,100 514,600 3,347,550 63.6% 81.9% 711,600 3,222,400 260,300 4,387,300 525,100 3,415,200 3.1% 5.3% 733,400 3,318,400 265,300 4,473,100 535,800 3,484,600 3.1% 3.0% 755,400 3,417,200 270,300 4,561,100 546,800 3,555,100 3.0% 3.0% 777,600 3,519,000 275,500 4,651,400 557,900 3,627,100 2.9% 3.0% 25,000 1,132,250 1,092,700 3,113,000 637,000 -68.8% 25,000 879,000 990,100 3,046,000 637,000 100.0% 1.2% 3.0% 2.0% 5.0% 27,300 920,100 1,383,300 3,298,700 774,500 2.2% 1.1% 9.6% 2.0% 5.0% 26,700 909,400 1,380,900 3,233,900 737,600 2.3% 1.1% 23.6% 2.0% 5.0% 26,100 898,900 1,340,500 3,169,800 702,400 2.4% 77.6% 90.6% 97.8% 100.0% 25,500 888,700 1,223,600 3,107,100 668,900 2.0% -31.7% 87.5% 0.1% -10.9% Property Tax Primary Taxes (General Levy) 7,250,000 -4.6% 7,110,000 98.1% 7,110,000 0.0% 7,400,000 4.1% 7,700,000 4.1% 8,010,000 4.0% Indirect Cost Allocation Transfers 7,841,958 -2.3% 7,841,958 100.0% 7,484,000 -4.6% 7,124,000 -4.8% 6,764,000 -5.1% 6,404,000 -5.3% Total Revenues 186,827,358 -0.4% 174,461,140 93.4% 180,731,000 3.6% 186,080,600 3.0% 191,266,000 2.8% 196,585,800 2.8% Expenditures & Other Uses Ongoing Personnel Services * Less Vacancy Savings (2%) Ongoing Base Budget HURF Shift of Funding CIP Operations & Maintenance One-Time Operating Expenditures Ongoing Treated as One Time 138,532,647 (2,771,000) 38,699,493 12,366,218 138,532,647 (2,771,000) 38,699,493 - 142,958,800 (2,859,000) 39,422,900 1,000,000 208,300 3.2% 2.5% 150,357,300 (3,007,000) 41,822,900 1,000,000 292,900 2.6% 154,448,400 (3,089,000) 43,022,900 1,000,000 292,900 2.7% 0.0% 146,534,200 (2,931,000) 40,622,900 1,000,000 238,800 Total Expenditures 186,827,358 174,461,140 180,731,000 3.6% 185,464,900 195,675,200 2.7% 0 0 0 Cumulative Ongoing Surplus/(Deficit) -19.7% 3.7% -0.8% 4.7% 86.5% 94.7% 99.6% 99.5% 1.9% 1.3% 2.0% 2.0% 1.9% 0.0% 615,700 1.9% 2.0% 2.0% 2.0% 3.0% 0.0% 14.6% 2.6% 190,466,100 799,900 1.9% 2.0% 2.1% 2.0% 3.0% 0.0% 22.7% 2.7% 3.0% 2.1% 1.9% 2.0% 2.0% 2.0% 1.2% 0.2% 2.0% 5.0% 2.9% 0.0% 0.0% 910,600 Ongoing vs. One-Time The City projects current General Fund revenues and determines what portion can be sustained as ongoing revenues to support ongoing operating expenditures. Ongoing current revenues are not expected to exceed 93.4% of total estimated revenues for FY 2013-14. The 6.6% portion of one-time revenues is mainly increases in local sales tax collections and state shared revenues as a result of the Intel expansion project, other developments and overall growth in the Arizona economy. These revenues are not expected to continue year over year, therefore are considered one-time and not available to support ongoing operations. Budget Stabilization Reserve The 2013-14 adopted Budget restores the Budget Stabilization Reserve at a total of $5 million. This reserve is not appropriated, but is set aside in General Fund balance to provide the opportunity to utilize the reserve to balance the budget in the future for no more than three consecutive years, should state legislation, an unexpected decrease in property values, or other issues cause operating revenues to suddenly decrease. 5 City of Chandler 2013-14 Adopted Budget Executive Summary General Fund Balance Projection The graph below shows the actual General Fund balance at the end of Fiscal Year (FY) 2011-12 ($144.9M) and projected ending General Fund balance from FY 2012-13 through FY 2017-18. The General Fund balance projection includes the new one-time revenues received each year in General Fund and one-time drawdowns for Economic Development, capital projects and non-recurring operating needs (e.g. one-time decision packages and contributions to self-insurance funds). With the reductions in Secondary Assessed values and the impact on secondary tax collections, the City’s ability to sell bonds and pay existing debt service is affected. In reaction to this situation, Council previously established an Infrastructure Maintenance Reserve at $34.6 million to apply General funding towards streets and parks capital maintenance projects. The chart reflects the drawdown of the Infrastructure Maintenance Reserve over the next five years, allowing the City to continue to maintain existing infrastructure until such time assessed values increase. In addition, the City used General Fund balance to retire an $8.475 million 2003-series bond at the end of 2012-13, as approved by Council. With this early retirement of debt, the City can support existing debt service despite the lower secondary property tax revenues. All of these measures are fiscally responsible uses of one-time General Fund balance and are looked at favorably by rating agencies. By the end of FY 2017-18, the fund balance is expected to be $71 million, which is allocated to various reserves as outlined in the Budget Policies, Process, and Decisions section. 6 City of Chandler 2013-14 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 is provided in a separate book dedicated to the CIP. The sources and uses tables show adopted amounts for 2012-2016, 2013-2017, and 2014-2018. The CIP continues to be impacted by reductions in Secondary Assessed Values (as shown on the next page), and a resulting decrease in Secondary Property Tax Levy for debt service. As a result, the 5-year program amount is down 21% from last year, including Intel-reimbursement projects, and down 6% if those projects are excluded. The 6% decrease from 2013-2017 to 2014-2018 reflects a continued emphasis on maintaining existing infrastructure and living within capital financing constraints. However, the adopted CIP does include some new construction, making maximum use of available Impact Fees and one-time General Fund to pay for the Relocation of Fire Station #1, Centennial Park and Valencia Park, to make major improvements to key arterial streets and intersections, and to continue to construct and expand various water and wastewater system facilities. Changes in Departmental programs reflect the shift of projects noted above into the first 5 years, the addition of new projects in the General Government category, and some small increases to other projects. Details on all projects and Department requirements are contained in the 2014-2023 Adopted CIP book. CIP Sources and Uses of Funds (5 Year Totals) Sources Current Revenues (1) Grants Impact Fees/System Development Fees Bonds Paid by Secondary Levy Bonds Paid by Enterprise Funds Total Sources Less Anticipated Intel Payments Total Sources Less Intel Adopted Adopted Adopted Adopted 2012-2016 CIP $ 227,033,309 37,358,622 2013-2017 CIP $ 167,318,661 36,254,853 2014-2018 CIP $ 97,804,894 26,036,579 % Change from 2013-2017 -42% -28% 58,365,555 109,784,605 70,554,330 -36% 58,106,561 14,415,140 26,693,834 85% 274,485,168 242,600,275 229,664,221 -5% $ 655,349,215 (189,175,977) $ 466,173,238 $ 570,373,534 (89,622,636) $ 480,750,898 $ 450,753,858 $ 450,753,858 -21% Adopted Adopted Adopted Adopted Uses General Government Community Services Police Fire Water (1) Wastewater (1) Streets/Traffic Airport 2012-2016 CIP $ 17,173,676 17,788,981 5,127,800 7,073,500 94,942,244 398,796,604 93,326,410 21,120,000 2013-2017 CIP $ 21,382,420 14,070,002 1,472,688 2,291,504 100,901,822 321,331,211 90,021,387 18,702,500 2014-2018 CIP $ 24,925,092 20,997,465 7,274,742 7,248,000 98,862,648 184,833,249 93,914,162 12,698,500 % Change from 2013-2017 17% 49% 394% 216% -2% -42% 4% -32% Total Uses Less Projects Related to Intel Total Uses Less Intel $ 655,349,215 (189,175,977) $ 466,173,238 $ 570,173,534 (89,622,636) $ 480,550,898 $ 450,753,858 $ 450,753,858 -21% (1) Includes projects reimbursed by Intel. 7 -6% -6% City of Chandler 2013-14 Adopted Budget Executive Summary Secondary Assessed Value History and Projections The CIP continues to be impacted by reductions in Secondary Assessed Values. The table below reflects the 10year history and 5-year projection for Secondary Assessed Values. The City has had four consecutive years of decreased values but values are expected to at least remain stable for Fiscal Year 2014-15, and could potentially show some growth, followed by modest growth of approximately 4% per year. 8 2-Contents Mission Statement City Council Organizational Chart Chandler Maps Community Profile and Demographics Community and Organizational Profile General Motors has selected Chandler as the site of its fourth and final Information Technology Innovation Center in the country. These IT Innovation Centers enable GM to in-source the company’s innovation capabilities, strengthening its global competitiveness. With the announcement, GM expects to invest $21 million in the new Chandler facility and hire 1,000 high-wage employees over the next five years. 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 the 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. 9 City of Chandler 2013-14 Adopted Budget Community and Organizational Profile Chandler, Arizona and Neighboring Communities Map 10 City of Chandler 2013-14 Adopted Budget Community and Organizational Profile For the 25th consecutive year, the Government Finance Officers Association of the United States and Canada (GFOA) presented an award of Distinguished Budget Presentation to the City of Chandler for its annual budget for the fiscal year beginning July 1, 2012. The City of Chandler also received Special Performance Measures Recognition with this award. 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 communications 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 GFOA to determine its eligibility for another award. 11 City of Chandler 2013-14 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. 12 City of Chandler 2013-14 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 6th term as Chandler’s Mayor in January 2013, after returning to the Mayor’s Office in January 2011, and serving eight years in the Arizona State Senate from 2003-2011. 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 Ex-Officio Board member. His current regional assignments include Maricopa Association of Governments (MAG) Regional Council; Greater Phoenix Economic Council Board of Directors (GPEC); Arizona League of Cities and Towns Executive Committee, Treasurer; and East Valley Partnership (EVP) Ex-Officio Board member. In 2012 he received the Dwight Patterson Lifetime Achievement Award from the EVP. Locally, some of his past professional & civic organizations include: Chandler Historical Society; Chandler Museum Advisory Board (2007-2011), Board Chairman (2008-2011); ICAN Site Advisory Committee; 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 Policy 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. 13 City of Chandler 2013-14 Adopted Budget Community and Organizational Profile City Officials J a c k S e l l e r s, V i c e M a y o r Vice Mayor Jack Sellers has lived in Chandler since 1994. He began his tenure on the City Council in January 2009. He was the facilities manager for the General Motors Desert Proving Ground formerly located 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 and the Economic Development 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 on the board of the Arizona Venture Partnership, 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. Vice Mayor 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 a 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 has three grown children and eight grandchildren. T r i n i t y D o n o v a n, C o u n c i l m e m b e r Councilmember Trinity Donovan has lived in Chandler for 28 years. She began her tenure on the City Council in June 2006 and served as Vice Mayor from January 2011 to January 2012. She currently represents the City of Chandler on a regional level as a member of the Maricopa Association of Governments Human Services Coordinating Committee and the Valley Metro Regional Public Transportation Authority (RPTA). She serves at RPTA’s Treasurer and 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. Councilmember Donovan is the Chief Executive Officer of Chandler Christian Community Center. Working in leadership positions with a variety of nonprofits for the past 12 years, she has also been involved in many community coalitions in areas including financial stability, homelessness, domestic violence, early childhood, and youth development. Locally, Councilmember Donovan volunteers for a variety of organizations. 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. Councilmember Donovan has been honored by the Business Journal as one of its "Forty under 40," received the Soroptimist Woman of Distinction Award, Chandler Alliance for Character Award, IMPACT for Enterprising Women Celebration of Success Award, and the Stanford Associates Achievement Award. A graduate of Chandler High School, Councilmember Donovan holds a bachelor's degree in Comparative Studies in Race and Ethnicity and a master's degree in Sociology – both from Stanford University. She also attended and graduated from Chandler Leadership and Valley Leadership. She and her husband, Ray Bolkan, were married in 2011. 14 City of Chandler 2013-14 Adopted Budget Community and Organizational Profile City Officials N o r a E l l e n, C o u n c i l m e m b e r Councilmember Nora Ellen has been a resident of Chandler since 2002 and has lived in the Southeast Valley since 1990. She began her tenure on the City Council in January 2013. She is a real estate investor and full-time multi-million dollar producer at Keller Williams Realty East Valley. Councilmember Ellen has served as a Commissioner on the City’s Neighborhood Advisory Committee and was appointed to serve on Mayor Tibshraeny’s Four Corner Retail Committee. She currently serves on the Chandler Chamber Board of Directors Public Policy Committee and is a Women’s Council sponsor. She also serves on the Realtor Association’s Government Affairs Committee and on the Finance Committee for Keller Williams Realty East Valley. She has a lifetime of volunteer service and leadership positions through children’s clubs, the Kyrene School Curriculum Task Force, PTO, Christian Services Association, women’s sports, homeless counseling, youth mentoring, fundraising, and music teams. She has also assisted in elderly care, orphanage support, the Care7 Crisis Response Team, Hope for Mexico, and has served as a Trustee in her local church. Councilmember Ellen has a son, State Representative J.D. Mesnard, and daughter and son-in-law, Juel and Aaron Perry. 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 has lived in Chandler since 1985. 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 since 1985. Kevin has a bachelor’s degree in biochemistry from the University of Missouri at Columbia and a master’s degree in Theology from 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 the 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 and ex officio on Chandler’s Airport Commission. In our community, Kevin volunteers with several organizations. He is the director of For Our City-Chandler and a board member of the Desert Cancer Foundation th of Arizona (DCFA). Kevin is a literacy advocate and reads weekly to 6 graders at Galveston Elementary School with BookPALS and helps out with LiveLove and For Our City-Chandler 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 Public Policy Committee at the Chandler Chamber of Commerce. He has also served as an executive board member of the Chandler Coalition on Youth Substance Abuse (CCYSA), coached soccer for the YMCA, organized city wide community volunteer efforts, and helped organize and lead Chandler’s first traditional neighborhood association, Arrowhead Meadows. Kevin has been married to Lynne for more than 30 years. They have four children: Nathan, Aleah, Katelyn, and Zachary and one grandson, Micah. 15 City of Chandler 2013-14 Adopted Budget Community and Organizational Profile City Officials 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 more than 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 Vice President for the Arizona Municipal Water Users Association and as a Board Member of Metro Light Rail. He 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 serves 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. He chairs the Chandler Education Coalition partnership committee – a group he established in 2011 – to explore educational issues and opportunities from a community-wide perspective. The coalition led the first annual Science and Technology Festival in February 2012. Rick has a bachelor’s degree in Marketing from Arizona State University. Rick and Julie have been married 29 years and have a daughter, Kristin, a recent doctoral graduate and assistant professor at Colorado Mesa University. 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 Board of Directors. He grew up in Wichita, Kansas. Jeff and his wife, Janet, have two sons, Jacob and Christian, and a daughter, Grace. 16 City of Chandler 2013-14 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 began his duties as City Manager in May 2011. Prior to that, he served as the Acting City Manager from June 2010 to May 2011, Assistant City Manager from March 2002 to June 2010, and Community Services Director from October 1994 to March 2002. Prior to coming to Chandler, Rich was the Director of Parks and Recreation for the City of Denton, Texas, and Assistant Director of Parks and Recreation for the City of Plano, Texas. Rich holds a bachelor’s degree and master’s degree in Parks and Recreation Administration from Illinois State University in Normal, Illinois. Rich also attended the Senior Executive Institute at the University of Virginia. He is a member of the International City/County Management Association and the Arizona City/County Management Association. 17 City of Chandler 2013-14 Adopted Budget Community and Organizational Profile Mayor Department Heads and Directors Jay Tibshraeny Mary Wade City Attorney Councilmembers Marla Paddock City Clerk Jack Sellers Vice Mayor R. Michael Traynor City Magistrate Trinity Donovan Nachie Marquez Communications and Public Affairs Director Nora Ellen Mark Eynatten Community Services Director Kevin Hartke Rick Heumann Christine Mackay Director, Economic Development Division Jeff Weninger Jeff Clark Fire Chief Debbie Stapleton Director, Human Resources Division Steven Philbrick Chief Information Technology Officer Management Staff Rich Dlugas City Manager Dawn Lang Management Services Director Pat McDermott Assistant City Manager Dave Siegel Municipal Utilities Director Marsha Reed Assistant City Manager Jennifer Morrison Director, Neighborhood Resources Division Sherry Kiyler Police Chief R.J. Zeder Transportation & Development Director 18 City of Chandler 2013-14 Adopted Budget Community and Organizational Profile City of Chandler Organizational Chart With Full Time Equivalency (FTE) Citizens of Chandler Mayor/City Council 4 FTE Advisory Boards/ Commissions City Clerk City Manager Law City Magistrate 6 FTE 6 FTE 32 FTE 41 FTE Communications/ Public Affairs Community Services 14 FTE 190.925 FTE Economic Development/ Fire DT Redev, Tourism, Airport 15 FTE 233 FTE Human Resources Information Technology/ GIS 20 FTE 52 FTE Management Services Municipal Utilities 73.5 FTE 174.8 FTE Neighborhood Resources Police 43.5 FTE 479 FTE Transportation & Development Buildings & Facilities 168.5 FTE 42 FTE 19 City of Chandler 2013-14 Adopted Budget Community and Organizational Profile 20 City of Chandler 2013-14 Adopted Budget Community and Organizational Profile Chandler Community Profile The City of Chandler is located in the southeastern portion of the Phoenix Metropolitan area. Chandler offers excellent quality of life amenities, superior schools, a rapidly expanding health care system, and a reputation as a global leader in technology. has an ever expanding high technology base. The Chandler unemployment rate is 5.6%. 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 $5.7 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 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. The Mayor and Councilmembers each serve four-year terms and are limited to two consecutive terms in office. 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 11,000 1,540 1,450 1,450 1,000 Non-Industrial Employers Name Bank of America Chandler Unified School District Wells Fargo Corporate Campus Chandler Regional Hospital Ebay/PayPal Verizon Wireless City of Chandler Stability of the Economy 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 have 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. Employees 3,600 3,000 2,600 2,100 2,000 1,695 1,595 Housing Market The City of Chandler offers residents a wide range of quality and affordable housing, such as singlefamily standard and custom-built homes, multi-family apartments, townhomes, and condominiums. The City’s housing standards ensure that new residential developments achieve greater diversity relative to lot size, subdivision layout, and architecture. Recreational Activities Chandler has multiple recreation centers, 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 are also included along with 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 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 aviation services for the community and beyond the area. Chandler Municipal Airport is a convenient alternative for business aviation that also serves as a base for charter, transport, and sightseeing excursions and is home to world-class training institutions. Chandler 21 City of Chandler 2013-14 Adopted Budget Community and Organizational Profile playground (2.5 acres) 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. and current titles or explore topics of personal interest in a variety of formats including print, audiobook, CD music, DVDs, eBooks, eAudios, and other digital/downloadable formats. Chandler Public Library provides a wide range of programming opportunities for every age including traditional story times, summer reading programs, author visits, job/career counseling, book discussion groups, and small group English tutoring for adults. The library also offers a large number of online classes for adults from health and wellness to computer programming and GED test preparation. Onsite computer classes in English and Spanish are also available through a community partnership with Intel Corporation. Volunteers are an integral part of library operations and programming with over 250 active adult volunteers and a large teen group. 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 Phoenix International Raceway Turf Paradise Horse Racing The Chandler Museum is the community’s principal resource to explore its history and culture. Located at the historic McCullough-Price House, the museum offers rotating exhibits, family programs, and a research archive. The Chandler Museum also operates Tumbleweed Ranch, a 17-acre outdoor agriculture learning environment located in Tumbleweed Park. The ranch features historic buildings, antique farm equipment, and agriculture demonstration fields. The Arizona Railway Museum, located in Tumbleweed Park, is also a point of interest. 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 City Hall Complex. The Vision Gallery offers Vision Kidz, an arts educational program for children from 6 through 16 years of age, which features art workshops taught by professional artists in a variety of media. The workshops are offered to the community free of charge. The golf enthusiast will enjoy playing at Bear Creek Golf Complex, Crowne Plaza San Marcos Golf Resort, or the Ocotillo Golf Resort. These are just a few of the exceptional golf courses found within Chandler. Six aquatic facilities feature lap pools, water slides, and zero-depth pools. Chandler’s Senior Center is the place for friends to gather for games, crafts, music, or just a chat. The Senior Center also sponsors sightseeing trips. The 1,508-seat Chandler Center for the Arts demonstrates the community’s passion for the arts. The 2013-14 program includes: Jive Talkin’ – A Tribute to the Bee Gees; Blood, Sweat, and Tears; Los Lonely Boys; One Night of Queen; Pat Methany Unity Group; Moscow Festival Ballet’s Swan Lake; the Texas Tenors; Bella Gaia; and the ever popular Zoppé Italian Family Circus to name just a few, as well as excellent community theater productions and children’s theater camps. The Center for the Arts also features an exhibition hall for showcasing local and touring art displays. The Chandler Public Library is a community gathering spot where users of all ages enjoy a welcoming atmosphere and resources that encourage and support the love of reading and learning. With four library locations in all geographic areas of the community, users have access to 325 public access computers, a high-speed wireless network at each facility, early literacy interactive spaces, and meeting rooms. With a collection of over 550,000 items, cardholders can find popular 22 City of Chandler 2013-14 Adopted Budget Community and Organizational Profile Chandler has a diverse cultural makeup. Many festivals and activities showcase the varied interests of Chandler’s citizens. The Chandler Fashion Center is an upscale 1.3 million square foot regional mall, which includes a 20-screen theater complex; restaurants; well-known department stores such as Nordstrom’s, Dillards and Macy’s; as well as many specialty stores. The affiliated power centers near Chandler Fashion Center are home to several anchor retailers including Target, Costco, Hobby Lobby, and Lowes. Conveniently located near Chandler Fashion Center is a full-service, 197-room Hilton Hotel. Chandler has several large retail centers: Chandler Pavilions, Casa Paloma, Santan Gateway, and Crossroads Towne Center. These centers are anchored by large stores such as Walmart, Home Depot, Bed Bath & Beyond, Golfsmith’s, Sam’s Club, and Harkins Theatres. The centers offer a wide variety of restaurants to suit varied tastes, such as Paradise Bakery, Olive Garden, Z’Tejas, Hon Machi Sushi & Teppanyaki, and Keegan’s Grill. Chandler Annual Events Celebration of Unity/ Multi-Cultural Festival January Chandler Science Spectacular February 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 Chandler Indian Art Market October Chandler Rock the Block Party October Chandler Chuck Wagon Cook-off November 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 anchored by the Crowne Plaza San Marcos Resort. Award-winning and international choices include: Latitude Eight Thai Grill, San Tan Brewing Co., Paletas Betty, Serrano’s Mexican Restaurant, Coach & Willie’s, Vintage 95, Bourbon Jack’s, Sibley’s, and DC Steakhouse. Shops include Di Sciacca Glassware, Saba’s, One Wing Boutique, Simply Klassic Interiors, and Cutting Edge Quilting. Education Facilities Shopping and Dining The Chandler Unified School District provides primary and secondary education through twentynine elementary schools, seven junior highs, and seven high schools. The public school system is nationally recognized for excellence in education. A number of private and charter schools are also located within Chandler. 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 offers a plethora of choices to Chandler residents. Chandler-Gilbert Community College offers professional, occupational, and continuing education programs. The University of Arizona’s satellite site, now located in Downtown Chandler, offers a variety of programs. UofA’s satellite location at the Chandler Community Center is offering a Master’s program through its College of Education as well as professional development courses. Arizona State University (ASU) is locating a satellite site in Downtown Chandler beginning in 2013. ASU’s Center for Technology and Innovation will focus on high-tech engineering, with approximately 1,000 students at full capacity. 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. 23 City of Chandler 2013-14 Adopted Budget Community and Organizational Profile Demographics* Incorporated Area – Square Miles 2013 2012 2011 2010 2009 rev. 2009 2008 2007 2006 64.840 64.710 64.600 64.400 64.400 64.460 64.370 64.200 63.460 2005 2004 2003 2002 2001 2000 1999 1998 1997 Racial Composition (%) 63.313 63.186 61.420 60.916 60.775 58.600 56.420 53.450 52.715 Climate Average minimum temperature Average maximum temperature Average annual temperature Average annual precipitation (inches) (2) 57.00°F 87.00°F 72.00°F 9.27 Population (1) Hispanic/Latino Ethnicity (of any race)(2) 22.7 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. Less than 9th Grade 9th-11th Grade High School Diploma Some College Associates Degree Bachelor Degree Graduate Degree 50.1 49.9 2013 (projected) 2012 2011 2010 (Official U.S. Census) 2009(1) 2008(1) 2007(1) 2006(1) 2005(1) 2005 (Interim U.S. Census) 2004(1) 2003(1) 2002(1) 2001(1) 2000 (Official U.S. Census) 1995 (Interim U.S. Census) 1990 (Official U.S. Census) 3.8 96.2 72.4 8.6 0.2 5.0 1.6 8.4 Highest Education Attainment (%)(3) Gender (%) Male Female Two or more Races One Race White Asian Hawaiian & Pacific Islander African American Native American Other (3) 242,115 239,538 238,977 236,598 252,488 250,759 247,097 241,910 238,930 230,845 224,644 211,984 201,263 189,498 176,581 132,360 89,862 4.0 4.6 19.8 24.7 8.6 24.7 13.6 Figures from Nielsen 2012. Household Income 2011 (%)(3) 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) (3) 5.6 14.1 14.0 23.0 17.5 17.2 8.6 $81,567 $67,707 2.60 Figures from Nielsen 2012. Election November 6, 2012 Registered Voters Votes Cast Percent Voting Estimates from 2001 to 2009 were found to be overstated but remain as the official estimates. 120,376 94,939 78.86% Age Composition (%) 0-20 years 21-64 years 65 plus years 33.3 60.3 6.4 * Unless otherwise noted, figures presented are projected through June 30, 2013. 24 City of Chandler 2013-14 Adopted Budget Community and Organizational Profile Economics* Occupation Composition (%) Technical Sales-Administrative Support Managerial and Professional Service Service Occupations Construction, Extraction, Maintenance Production, Transport., Material Moving Farming, Forestry, and Fishing Unemployment Rate (%) 2012-13 2011-12 2010-11 2009-10 2008-09 2007-08 2006-07 2005-06 2004-05 2003-04 2002-03 2001-02 2000-01 1999-2000 1998-99 1997-98 1996-97 1995-96 1994-95 1993-94 1992-93 27.4 33.5 21.8 9.3 7.8 0.2 Industrial Composition (%) Wholesale/Retail Trade Manufacturing Professional/Personal/Business Svc. Finance, Insurance, and Real Estate Transportation & Communications Construction Public Administration Agriculture, Mining, etc. 16.0 18.9 36.0 8.9 8.9 6.8 3.8 0.7 Taxes Local Retail Sales Tax Rate Property Tax (2013-14) per $100(1) Primary Tax Levy Secondary Tax Levy (1) 1.5% $1.2714 $0.3292/$100 $0.9422/$100 Building Permits – All Types Property Tax calculated per $100 of assessed valuation as determined by the Maricopa County Assessor. 2012-13 2011-12 2010-11 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 2012 $2,246,527,350 $2,255,179,301 5.6 5.8 7.1 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 2013 $2,157,002,870 $2,175,376,677 Issued 3,750 5,000 4,294 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 $875,000,000 892,000,000 658,977,221 375,169,625 376,745,879 669,812,746 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 * Unless otherwise noted, figures presented are projected through June 30, 2013. 25 City of Chandler 2013-14 Adopted Budget Community and Organizational Profile 2012-13 Service Statistics* Police Protection Employees (full time) Sworn Civilian Crime Index(1) Crime Rate (per 1,000 population)(1) Traffic Accidents(1) Traffic Citations(1) Total Calls for Police Service, est.(1) Avg. Response TimePriority 1 Calls (all)(1) (1) Residential Solid Waste 2011-12 480 317 163 8,136 34.1 2012-13 479 320 159 7,273 30.2 3,301 24,235 140,366 3,382 27,511 134,120 5:44 6:37 Customers Serviced Total Landfill Tonnage: Residential Commercial/City Total Recycling Tonnage: Residential Curbside/ Neighborhood Drop-off Other Recycling 2012-13 70,667 86,557 86,172 385 20,680 18,760 18,257 800 1,536 800 1,623 Wastewater 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(2) Emergency Calls(2) Other Call(2) Fire Inspections(various kinds)(2) Fire Investigations(2) (2) 2011-12 70,179 85,257 84,872 385 21,096 2011-12 10 233 202 31 439 14,668 4,517 5,208 2012-13 10 233 202 31 397 14,500 5,046 5,470 34 12 Potable Connections Miles of Potable Water Lines Miles of Reclaimed Water Lines Operating Wells Daily Pumping Wells Capacity (MGD) Production Treatment Capacity (MGD)(4) Public Works 2011-12 2,002 26,700 212 2012-13 74,606 868.9 25.5 35 35 2011-12 78,703 1,227 2012-13 79,278 1,227 125 125 28 61.92 26 64.79 72 72 Water FY 2011-12 figures revised to reflect actuals. Street Lane Miles Street Lights Signalized Intersections 2011-12 73,712 867.7 24.3 2012-13 2,002 26,900 216 (4) Chandler Surface WTP & Santan Vista WTP combined. Aviation Based Aircraft(3) Air Traffic Operations(3) (3) 2011-12 410 180,058 2012-13 437 200,464 Fiscal Year (FY) 2011-12 figures revised to reflect actuals. * Unless otherwise noted, figures presented are projected through June 30, 2013. 26 City of Chandler 2013-14 Adopted Budget Community and Organizational Profile 2012-13 Service Statistics* Library Library Materials(2) Annual Circulation(2) Library Visits(2) Registered Borrowers(2) Center for the Arts 2011-12 442,158 2,489,741 1,328,148 291,915 (1) 2012-13 462,158 2,200,000 1,373,000 302,000 No. of Events and Exhibits Attendance Volunteer Hours Theatres Exhibition Areas (1) Effective FY 2012-13, due to a shift in demand for virtual library services, actual library visits decreased, but circulation figures, registered borrowers, and library materials substantially increased since offering downloads like e-books and emagazines. (2) FY 2011-12 figures revised to reflect actuals. 2011-12 12,250 54 2,000 10 2011-12 61 1,195.52 338.38 6 34 2012-13 61 1,198.31 335.59 6 39 2012-13 38 10 7 1 Recreation No. of Family Special Events No. of Rec. Classes Offered Volunteer Hours Meals Served at Sr. Center Municipal Parks Developed Parks Developed Acres Undeveloped Acres Swimming Pools Lighted Fields 2011-12 38 9 7 1 Elementary Junior High High School Community College 2012-13 12,375 54 2,000 10 2012-13 1,003 308,000 11,500 3 2 Public Education System Vision Gallery Gallery Visits # of KidzArt Workshops Participation in KidzArt Workshops # of Special Events and Exhibits 2011-12 920 300,000 11,500 3 2 2011-12 7 4,935 39,000 13,596 2012-13 7 3,420 42,500 15,461 * Unless otherwise noted, figures presented are projected through June 30, 2013. 27 City of Chandler 2013-14 Adopted Budget Community and Organizational Profile 28 3-Contents Strategic Goals and Organizational Priorities Budget Policies Budget Process Recommendations Budget Policies, Process and Decisions Air Products delivers ultra-pure nitrogen to the semiconductor and electronics companies in the Price Corridor, laying infrastructure that is crucial to high tech companies in the area. The Chandler plant recently increased its production capacity and expanded its nitrogen pipeline to meet growing demand. City of Chandler 2013-14 Adopted Budget Budget Policies, Process and Decisions Strategic Goals, Financial Policies, and Budget Recommendations A. Strategic Goals and Organizational Priorities The City of Chandler’s continued goal is to provide the highest quality services to the community in the most cost-effective manner. The Council’s strategy to achieve these results is through goals to continuously improve Chandler and to make fiscally responsible decisions that make the City of Chandler a regional leader with a strong plan for the future. The process of developing Chandler’s budget is designed to address the needs and desires of the community. The Mayor, Council and staff obtain input from the community through surveys, commissions, neighborhood meetings and contacts with individuals throughout the year. Based on this input, the Council holds planning sessions to discuss multiple service area efforts and to establish organizational guidelines. The five primary goal areas are listed below with supporting strategic policy goals. They were first developed in Fiscal Year 2006-07, updated in 2009, and most recently updated in 2011 at a City Council Policy Planning Retreat. The City continues to make great strides in achieving these goals. Downtown Vibrancy 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 area also serves as the City’s cultural center providing the community with a sense of identity and uniqueness. • Establish policies and operational plans to encourage the expansion of employment, entertainment and educational opportunities. • Maintain and increase the vibrancy of Downtown Chandler. • Explore the formation of flexible parking policies to support the vibrancy of Downtown. 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. • Include redevelopment and reuse of existing space in new growth policies and strategies. • Identify target markets and opportunities and be willing to consider incentives when Chandler’s interests are served. • Encourage the retention and expansion of existing businesses while attracting new opportunities. • Collaborate with educational institutions for enhancement of economic development attraction to Chandler. • Capitalize on being “tech-ready.” Neighborhoods As Chandler has grown rapidly from a community of 30,000 in 1980 to 241,900 today, neighborhoods have become increasingly important to help define the community’s quality of life and to 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. • 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. • 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. 29 City of Chandler 2013-14 Adopted Budget Budget Policies, Process and Decisions Fiscal Health and 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. • • • Educate and mobilize Chandler citizenry and other stakeholders to understand the potential negative impact that state legislative action can have on the City. Continue strong privatization efforts and creative alliances where return on investment shows an advantage for Chandler. Use the recession to create an opportunity to improve organizational efficiency through the creativity and commitment of current staff. 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 emphasis on completing our critical road and street infrastructure improvements with particular emphasis on southeast Chandler. • Establish policies for planning and development of Chandler that will allow the City to take advantage of transit options both internally and regionally. B. Priority Based Budgeting Goals and Desired Results In addition to the above-stated Council Goals, the City has also established Priority Based Budgeting Goals, also known as “Desired Results.” These goals expand on the Council Goals and encompass a broad range of Department programs and services to support the citizens of Chandler. These “results” help define the types of services the citizens expect the City to provide. The results have been established under the broad areas of: • A Community with Leisure, Culture, and Education Opportunities • A Safe Community • A Community with Effective Transportation • A Healthy and Attractive Community • A Community with Sustainable Economic Health • A Community with Good Governance Each of these results is supported by a matrix of programs and services across multiple Departments and provides a tool for budget decision making. These goals are integrated into the annual Citizen’s Budget Survey to help evaluate how citizens weigh the relative importance of these goals and the supporting programs, services, and capital projects. C. Financial Policies The City of Chandler has strong financial policies that allow staff to provide sound fiscal planning and a high level of fiscal integrity. The financial policies are divided into five categories: Operating Management, Capital Management, Debt Management, Reserves, and Financial Reporting policies. Most of these are implemented through budgetary guidelines that are updated and published annually as part of the annual budget process. Listed below are the financial policies and budget guidelines that Chandler has implemented that have resulted in a fiscally strong City. Operating Management Policies: • One-time expenses will be funded from one-time balances/revenues and ongoing expenses will be funded by ongoing revenues, except as provided for by the budget stabilization reserve as described in the Reserves Policy. Revenue projections will be based on historical trends by developing base lines for ongoing types of revenues versus one-time. 30 City of Chandler 2013-14 Adopted Budget Budget Policies, Process and Decisions • 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 the City Manager’s office in unique circumstances or Mayor and Council when required by City Code. • All personnel requests must be fully justified to show that they will either meet new program purposes or maintain/enhance service delivery. • Department Heads are expected to manage their areas with the overall financial health of the City in mind. With Modified Expenditure Control Budgeting (MECB), managers are expected to look for effective and efficient ways to deliver quality services to our citizens while meeting Council goals. • 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 at a minimum every four years, but rate analyses 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 are established in the Infrastructure Improvement Plan Fee Schedule and updated at a minimum every five years. • Grant funds received for personnel or other “ongoing expenses” must have a reserve of the total ongoing cost established in the General Fund in order to pay for the ongoing expense when the grant expires. If the position funding is only for the life of the grant, the expenditures will be budgeted as one-time and no reserve is required. • Projections used to balance revenues to expenditures will be prepared for a ten-year period and updated annually. • Each Department will create and track 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 mid-fiscal year budget cuts. • Investments of cash funds will be maintained in accordance with City Charter and State Statutes. • The City will pursue outstanding collections through revenue collectors, and the Tax and License Division will perform periodic audits on businesses to ensure compliance with City tax code. These procedures are implemented to protect the major source of income to our City – sales tax. • Costs incurred in the General Fund to support the operations of the Enterprise funds (water, wastewater, reverse osmosis, solid waste and airport) will be recovered through an indirect cost allocation. The indirect cost allocation plan will be reviewed annually and adjustments made when approved by the Management Services Director. • Replacement funds will be maintained to plan for replacement of technology, equipment, and vehicles allowing for the monitoring of inventory, standardization, right-sizing, and cost containment. Capital Management Policies: • The City Charter requires a minimum of a five-year Capital Improvement Program (CIP) to 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 City develops a ten-year plan, exceeding the minimum requirements. • The CIP must include a list of proposed capital improvements with cost estimates, methods of financing, recommended time schedules for each improvement, and the estimated operating income or cost of maintaining the facilities to be constructed. CIP projects will be for infrastructure, equipment, facilities, or developer payments over $50,000. • Capital projects presented in the CIP will show related operating and maintenance costs and will be considered during the operating budget evaluation. Contributions to reserves for replacement of technology, equipment, and vehicles will be incorporated in the operating cost estimate. 31 City of Chandler 2013-14 Adopted Budget Budget Policies, Process and Decisions • 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 infrastructure 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 sufficient voter authorization is available, adequate capacity exists according to state law, 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 (i.e., water and wastewater user fees), other than secondary property 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, such as an unfunded mandate or circumstance affecting the public health and welfare. • The project will generate a positive net revenue position (i.e., revenues will exceed the cost of financing). • Improvement Districts will only be issued when there is a general City benefit. Each improvement district financing must be closely evaluated since it is secured by the full taxing authority of the General Fund and is viewed by the credit rating agencies as an outstanding City debt. • Long term bond financing should not exceed the useful life of the infrastructure improvement or useful life of a facility. Average length of bond issues is 11 years. • Utility rates will be set, as a minimum, to ensure the rates of revenue to debt service meet bond indenture requirements of 1.2 times coverage (ongoing system revenues will cover ongoing debt 120%) to comply with existing Water/Sewer Revenue Debt Covenants. 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. • Issuance and Post-Issuance Compliance procedures for tax exempt bonds have been adopted and should be followed. In conjunction with these procedures, staff will work closely with the City’s Bond Counsel, Financial Advisor and Arbitrage Compliance Specialist to ensure tax exempt bonds remain in compliance with federal tax requirements from the time they are issued until they are no longer outstanding. Reserves Policies: Government Accounting Standards Board (GASB) pronouncement number 54, Fund Balance Reporting and Governmental Fund Type Definitions, require cities to more clearly define fund balance uses and policies. Following are the expanded definitions for the City of Chandler’s reserves to provide for fiscal sustainability: • An appropriated General Fund Contingency reserve will be maintained equal to 12% of General Fund operating revenues, excluding transfers in. Acceptable contingency reserve uses are emergency situations, unexpected one-time opportunities, and appropriation transfers to allow spending in other funds. Use of this reserve requires Council approval and must be replenished annually. • A Budget Stabilization reserve may be created within the General Fund when needed to help offset operating deficits that result from economic downturns and that can create adverse service impacts, allowing time to reduce spending or find other ongoing revenue opportunities. The Council may add to the reserve from time to time but not draw from it for more than three consecutive fiscal years. • An Infrastructure Maintenance reserve may be created within the General Fund when needed to help fund planned capital maintenance projects to sustain existing City infrastructure when bond capacity is not available due to volatility of the housing market and a related negative impact to Secondary Tax Levy collections from reduced Secondary Assessed Values. • Other reserves and designation for purpose reserves may be created within the General Fund when needed to fund items such as Strategic Economic Development and Downtown Redevelopment 32 City of Chandler 2013-14 Adopted Budget Budget Policies, Process and Decisions opportunities, other General Government planned capital (e.g., new Information Technology projects, building and facility maintenance, etc.), providing a reserve for payout of employee compensated absences (e.g., sick, vacation, etc.), appropriated non-departmental fuel and utility reserves to cover midyear price increases, appropriated non-departmental personnel reclassification reserve to cover mid-year position reclasses, and an appropriated Mayor and Council contingency reserve which can be used for unplanned opportunities (FY 2013-14 one-time reserve is $325,000 and ongoing reserve is $75,000). • Reserves for water system funds will have a goal of 20%, wastewater 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 funding levels for property and liability risks. A minimum reserve of 70% of outstanding claims will be maintained. • Reserves for other special funds, such as Highway User Revenue Fund (HURF), will have a goal of 15% of operating revenues. • A fleet management vehicle replacement plan will be reviewed annually by the Fleet Advisory Committee to ensure systematic replacement of vehicles based on a combination of miles driven, repairs and maintenance schedules, and years of service. The Vehicle Replacement Fund reserve goal will be 10% of the total City fleet replacement value. • A Technology Replacement Fund reserve goal will be 10% of the total City technology asset replacement value. • Fund level contingency reserves determined annually will be maintained to provide for 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, and use must be approved by Council. Financial Reporting Policies: • The City’s accounting and financial reporting systems will be maintained in conformance with Generally Accepted Accounting Principles (GAAP), 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 allsignificant 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. General Budgetary Guidelines: Some of the general 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 funds maintained for financial reporting only). 33 City of Chandler 2013-14 Adopted Budget Budget Policies, Process and Decisions • Each fund in the budget must be in balance; total anticipated revenues plus the necessary portion of fund balance (all resources) must equal total expenditure appropriations for the upcoming fiscal year. • Budgetary control is at the Departmental level (cannot spend more than budget appropriated for Department); 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. Departments may request supplemental funding to maintain current service levels or for new positions, equipment or operating expenses to expand existing programs, or to start new programs. These requests are reviewed with the Department Director and then prioritized by the City Manager, Assistant City Managers, and Management Services Director then presented to Mayor and Council as part of the Proposed Budget. The approved requests are incorporated into the Department base budget or added as a one-time adjustment for the upcoming fiscal year in the Adopted Budget. 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. The City’s next Home Rule election will be in November 2014. 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 decreased by an equal amount. Amendments moving budget appropriation 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 (delegated to Management Services Director). • To transfer appropriation in the non-departmental personnel accounts to the various Departmental personnel accounts in all funds (delegated to Management Services Director). • To transfer appropriation in the non-departmental fuel and utility reserve accounts to the various fuel and utility accounts in the appropriate funds and Departments (delegated to Management Services Director). • In accordance with Modified Expenditure Control Budgeting (MECB), General Fund under-expenditure from prior appropriations in a Department 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 within non-personnel accounts among divisions within a Department and fund (delegated to Department Directors). Fund Balances: According to the City Charter, the total of proposed expenditures shall not exceed the total of estimated income and fund balances available. Since fund balances are non-recurring revenue, they are used for one-time expenditures or budgeted as contingency fund appropriations. 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, which is a mixture of the cash and accrual basis. This basis is consistent with Generally Accepted Accounting Principles (GAAP) except for the following: 34 City of Chandler 2013-14 Adopted Budget Budget Policies, Process and Decisions • Compensated absences are recorded as expenditures when paid (cash 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 grant revenue are recorded on the basis of cash collected (cash 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 (cash basis) as opposed to fixed assets (GAAP basis). • Principal payments on long-term debt are recorded as expenses (cash 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 (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, wastewater, 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 maintenance 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 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 the impact of budget decisions on the City’s future financial condition. • Ten-year financial forecast models are implemented for water, wastewater, solid waste, 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 and 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 to determine project funding based on available revenues. In addition, extensive review of the Secondary Property Tax Rate is completed to determine bond capacity. • A ten-year forecast is used to evaluate General Fund revenues and expenditures for ongoing costs and to determine if adequate revenues are available for staffing and program requests. Modified Expenditure Control Budgeting (MECB): In order to encourage cost effectiveness while providing quality services to Chandler citizens, MECB is used for General Fund cost centers. MECB assumes existing service levels will be maintained. Under MECB, 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 MECB supports the following basic philosophies: • Department Directors, managers, and supervisors are expected to manage wisely and to look for effective and efficient ways to deliver quality services to our citizens while meeting the goals of Council; and 35 City of Chandler 2013-14 Adopted Budget Budget Policies, Process and Decisions • Department Directors, managers, and supervisors can find more ways to do things more efficiently if given the freedom to innovate and control their own resources. Departments are allowed to control their own base budget 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; however, there are exceptions related to fleet, equipment, and technology replacement transfers which are determined based upon fund requirements, as well as fuel budgets, which are prescribed amounts based upon assigned vehicles. Department O&M base budgets are submitted to the Budget Division to assure they are balanced by fund source. Under the MECB philosophy, Departments may request to carryforward savings achieved in their operating accounts to the next year, with justification, through a request to the City Manager. Funds available for carryforward will exclude the above noted exceptions. All personnel costs are funded outside of the Departmental base, and any personnel 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 during the budget process, positions may be added to maintain or improve service levels after City Manager review and City Council approval. Additions outside of the budget process are discouraged and only approved by the City Manager’s Office in unique circumstances. 36 City of Chandler 2013-14 Adopted Budget Budget Policies, Process and Decisions Highlights of the 2013-14 Budget and 2014-2023 Capital Improvement Program (CIP) Calendar Priority Based Budgeting Process – Update of Programs and Services Cost, Department Reviews, Peer Group Reviews, and Preliminary Assessment July 2012 – January 2013 Citizen Budget Survey December 15, 2012 – January 18, 2013 CIP Coordination Team Meetings December 20, 2012 – January 17, 2013 CIP Coordination Team Recommendations to City Manager Council Workshop #1 – Preliminary 5-Year General Fund Forecast and CIP Community Budget Meeting – “Budget Connect” – Web Meeting January 29, 2013 February 11, 2013 March 4, 2013 Council Workshop #2 – Updated 5-Year General Fund Forecast and CIP March 11, 2013 Departments submit Budgets March 25, 2013 Distribute Proposed Budget and CIP Booklets to Council, CMO, and Departments All Day Budget and CIP Briefing with Council April 17, 2013 May 3, 2013 Council Amendments due to Budget Office May 13, 2013 Budget Amendments Introduced at City Council (Study Session) May 20, 2013 Tentative Budget Adoption May 23, 2013 Public Hearings: 2013-14 Budget and Property Tax Levy; 2014-2023 Capital Improvement Program (CIP) June 13, 2013 Final Budget and CIP Adoption June 13, 2013 Property Tax Levy Adoption (must be a period of at least 14 days between Final Adoption & Tax Levy Adoption) June 27, 2013 37 City of Chandler 2013-14 Adopted Budget Budget Policies, Process and Decisions 2013-14 Budget Process Flowchart Budget September 2012 CIP Establish Preliminary Budget Assumptions for Short and Long Term Revenues, Base Budgets, and Capital Funding October Update Cost of Programs and Services Capital Improvement Program (CIP) Projects Prepared by Departments Decision Package Submitted CIP Projects Submitted November December January 2013 Citizen Budget Survey (mid-December through mid-January) Revenue Review Group Meetings and Preparation of Preliminary 5-Year General Fund Forecast CIP Coordination Team Meetings and Recommendation to City Manager February Council Budget Workshop #1 "Budget Connect" Interactive Public Budget Meeting March Updated 5-Year General Fund Ongoing Forecast Council Budget Workshop #2 Base Budget Allocation Distributed/Proposed Budget Entered April Update CIP O&M Estimates for General Fund Ongoing Forecast Finalize CIP Based on Council Guidance Proposed Budget Books and CIP Books Prepared City Council Budget/CIP Briefing May Council Amendments Tentative Budget Adoption Public Hearing - Final Budget, CIP, and Tax Levy June Adoption of Final Budget and CIP Adoption of Property Tax Levy Shaded areas represent opportunities for public input in the budget process. 38 City of Chandler 2013-14 Adopted Budget Budget Policies, Process and Decisions 2013-14 Budget Process Detail The Annual Budget is developed to meet the needs and goals of the community, within the framework of Council priorities, and comply with legal requirements. The City Charter and State laws both have legal mandates for adoption of the annual budget. The City Charter requires that the budget and Capital Improvement Program (CIP) be submitted to the City Council on or before June 15 (Section 5.04, Chandler Charter). 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 although the City typically schedules adoption of the new budget in June. The steps below summarize the sequencing of the steps in preparing the Fiscal Year (FY) 2013-14 Annual Budget and 2014-2023 CIP. The calendar on the previous page includes dates which comply with the legal mandates of the City and State. Note that the term “City Manager” used below incorporates the City Manager, Assistant City Managers, and/or other principal staff. Also note that the processes below are listed in sequential order, but many of them overlap in the budget preparation timeline as shown on the flowchart on the previous page. 1. Establish Preliminary Budget Assumptions – The 2013-14 budget process began in September 2012 with a review of recent revenue trends, followed by updated assumptions and forecasts for the largest revenue sources and spending items. A Revenue Review Group with representatives from the largest revenue producing departments met several times through the year to provide information on trends, recent developments and to offer insight for the projection of FY 2012-13 over FY 2013-14 revenues. Preliminary assumptions for major expenditure impacts (retirement costs, health care costs, operating funds for new capital improvements, etc.) were also developed. 2. Update Cost of Programs and Services – In September and October, Directors led their staffs in a review of department programs and service levels using a Priority Based Budgeting methodology to update the costs of those services. Once the internal prioritizations were completed, any new or redefined programs were prioritized by the Department and reviewed by Peer Review groups to validate scoring results. 3. Capital Improvement Program (CIP) – The CIP process began in November. The City Code mandates that a five-year Capital Improvement Program (CIP) be developed each year; however, the City has transitioned to a ten-year CIP, which allows the Council to identify and prioritize the City’s infrastructure needs and available resources over the extended period. If a capital project results in the need for additional personnel, utilities, maintenance, supplies, equipment or other ongoing costs; those must be included with the request. Budget staff reviews all of the CIP project requests, performing a detailed analysis to ensure accuracy regarding project descriptions, funding sources and operational and maintenance (O&M) costs in preparation for CIP Coordination Team meetings in December and January. The CIP Coordination Team is comprised of Department Directors and key staff members from all CIP Departments. 4. The Decision Package Process (for New Funding Requests) – In December, Departments prepared and submitted recommendations for new program funding, for O&M costs associated with the capital projects in the CIP or for other budget needs. The Budget Office reviewed and provided the City Manager with a compilation of all final Decision Package requests. The City Manager reviewed all requests and met with the Department Directors to discuss their recommendations and to address any issues or concerns. 5. Preliminary 5-Year General Fund Forecast – In December and January, the Management Services Director and Budget Manager prepared the Preliminary 5-Year General Fund Forecast using national, state and local economic indicators, as well as specific knowledge of Chandler to prepare the preliminary revenue and expenditure projections. A five-year projection of the general fund was prepared, separating one-time versus ongoing revenue and expenditures. This analysis determined the amount of funds available for the next five years and was used to build the General Fund budget. 39 City of Chandler 2013-14 Adopted Budget Budget Policies, Process and Decisions 6. Citizen Budget Survey – From mid-December through mid-January, the Budget Division conducted an online Citizen Budget Survey. The survey was comprised of five basic areas: General Demographics, Satisfaction with City Government, Importance of Selected Programs and Services, Importance of Selected Capital Improvement Projects, and Comments and Questions. The survey results showed that Chandler citizens believe that City leadership is doing a good job managing the City and that the City Council’s budget priorities are in line with citizen priorities and expectations. The results were shared with the City Council and were posted to the City’s website; moreover, this public input helped form the FY 2013-14 Proposed Budget and the 2014-2023 Proposed CIP. 7. Council Budget Workshops – In preparation of the FY 2013-14 Proposed Budget and the Proposed 2014-2023 CIP, two Council budget work sessions were held (February and March) with Council to update them on revenue projections, property valuation changes, preliminary CIP projects and funding. Council provided guidance on issues such as property tax rate changes and the use of one-time funds. 8. “Budget Connect” Interactive Public Budget Meeting – In March, citizens were invited to participate in a “virtual” public budget discussion called “Budget Connect”. This meeting was used to increase public awareness and involvement in the budget process by broadcasting the meeting on Local Cable Channel 11 and on the web. This forum provided citizens the opportunity to either attend in person or to participate from home by sending their questions by email, instant message or through social media networks. 9. Updated 5-Year General Fund Ongoing Forecast – The General Fund revenues and expenditures were continuously monitored and reviewed with the “Revised” forecast prepared in March. Even with an improving forecast, it is imperative that Council be frequently updated on the status of the General Fund Forecast so that they may make the most informed decisions possible. Staff provided a more current forecast to Council mid-way through the budget process by using updated revenue estimates from Departments, updated personnel estimates and the most up to date economic indicators. 10. Departmental Budget Allocation/Proposed Budget – In March, the CIP and Budget review was completed. Departments received notification of their base budgets, including one-time and ongoing adjustments. Departments (or, in some cases the Budget staff) then distributed their budget allocations using the online budget module. The results became the Proposed Budget that was later submitted to Council. 11. Proposed Budget/CIP Booklet Development – In April, the Budget Office prepared reports showing prior year actuals, current year budget, year-end estimated expenditures and the Proposed Budget at the cost center and Department levels. Departments submitted narrative descriptions of significant budget and staffing changes to assist Council members and citizens with understanding where and why the City Budget was changing. Also included were cost center goals, objectives and performance measurements with an emphasis on showing the effectiveness or quality of services provided. In addition to Department booklets, an Executive Summary booklet and Budget Highlights booklet were published to identify major issues and recommendations as well as budget policies, and a Resources booklet was published to identify the key revenues and other information related to funding sources. 12. City Council Budget/CIP Briefing – In early May, the City Manager introduced the budget and CIP to the Council for discussion and summarized the major issues affecting the budget at the Council Budget Briefing. Department Directors or division managers presented their Proposed Budgets, highlighting significant changes affecting the ensuing fiscal year. CIP projects were also presented, along with associated operational/maintenance costs. The budget briefing was open to the public. 13. Council Amendments – Late in May, proposed amendments were solicited from Council members and presented at a special meeting. Each proposed change was voted on by the Council, and the Proposed Budget was modified to reflect any approved amendments prior to presenting the Tentative Budget to Council for adoption. 14. Tentative Budget Adoption –The Tentative Budget was adopted by resolution in late May, which set the expenditure limitation for the City budget. No additional amendments were made. 15. Public Hearing - Final Budget, CIP and Proposed Tax Levy – In June, a public hearing was held during which the public was invited to comment on the Budget, CIP and Proposed Tax Levy. 40 City of Chandler 2013-14 Adopted Budget Budget Policies, Process and Decisions 16. Final Budget and CIP Adoption – Following the public hearing, the FY 2013-14 Budget and 2014-2023 CIP were adopted by Council. 17. Adoption of Property Tax Levy – The formal public hearing for the property tax levy was combined with the public hearing for the adoption of the budget (see above). The adoption of the Property Tax Levy was 14 days after the public hearing on the tax levy as required by state law. Major Budget/Financial Issues Despite some signs of an economic recovery, City staff must continue to find ways to meet increasing service level demands of our citizens with existing resources. This process is becoming a more difficult task each year with increased demand for services by our population, increased medical and retirement costs, and rising utility and maintenance costs. As the economy begins to improve, there will likely be an expectation of new services, the restoration of some programs that were eliminated during the recession and future wage and benefit increases for staff. It will be important to manage increases in budget and personnel so that ongoing programs continue to be paid for by ongoing revenues, and one-time “windfall” revenues are used for one-time expenditures. The City Council and staff have worked diligently to attain financial stability, which helped the City deal with the economic downturn. To maintain this status, we have developed 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. Chandler will continue to be a quality community that is fiscally healthy because of a commitment to a vision for Chandler by Council and staff utilizing resources in the most cost effective manner. As Chandler looks to its long term growth, the City is projected to reach 95% residential build-out by 2026, with commercial build-out projected to occur by 2035. Employment build-out is projected between 2030 and 2040. These timelines play a role in future budget considerations; particularly in the capital programs, debt service planning, and State-shared revenues. The Management Services Department, Transportation & Development Department and Economic Development Division will continue to work closely to validate that budget recommendations are in line with the anticipated growth patterns for the City. The City Council also continues to refine the strategic goals for the City, which are included in the front of this section. These goals for areas such as downtown vibrancy, economic growth, and improved transportation systems also provide a future vision for the budget process as plans and financial commitments are identified and weighed against these strategic goals. Even if general economic conditions improve over the next several years, as we expect they will, we will undoubtedly be operating in a more constrained financial environment than we did pre-recession. As a result the budget process will need to continue to be conservative, flexible, and realistic to meet the City’s ultimate objective of providing quality services to our citizens. One specific area of interest, as we develop future budgets, is the long-term viability of our enterprise fund activities. Concerns include future infrastructure expansion for growth, replacing aging infrastructure, and necessary changes in rate structures to meet operating, capital, and debt service needs. Water, Wastewater, and Reclaimed Water: Rate increases are anticipated in Fiscal Year (FY) 2013-14 for Wastewater and Reclaimed Water. Beyond FY 2013-14, increases are anticipated every-other-year for Water, Wastewater, and Reclaimed Water to support debt service, the rising costs of operations and large capital projects that are necessary to support growth requirements, and replacement of aging infrastructure. Solid Waste: Despite increases in the waste collection contracts, no rate increase is anticipated for FY 2013-14. No future capital projects are anticipated for Solid Waste, so the emphasis is on monitoring contracts for probable future Consumer Price Index (CPI) and Fuel Index increases. 41 City of Chandler 2013-14 Adopted Budget Budget Policies, Process and Decisions Airport: The Airport enterprise fund supports the day-to-day operations of the Airport, debt service and grantmatch funding for capital projects. Several operational rate increases are incorporated into the FY 2013-14 budget, which are in line with CPI increases. While the ultimate goal is for the Airport to be self-sufficient with revenues to meet operating, capital and debt service needs; it is anticipated that the Airport Operating Fund will require an annual subsidy from the General Fund for the foreseeable future to offset operating losses. Employee Compensation In June 2013, the City of Chandler reached agreements with its five union groups for Fiscal Year (FY) 2013-14 pay and benefit compensation. The union groups include IAFF Local 493 (Fire), SEIU Local 5 (Labor & Trades), CLEA (Police Officers), CLASA (Police Sergeants), and ACE (Administrative, Clerical & Technical). IAFF is currently under a two-year contract through June 30, 2014. For the fiscal year beginning July 1, 2013, IAFF was eligible for a wage reopener to discuss merit pay. The result was a 5.0% merit increase for eligible employees. A minimum market adjustment of 1.62% will be applied following the August salary survey, which maintains a fourth place ranking as compared with other valley cities. All regular employees in the SEIU group will receive a 1.75% salary adjustment beginning July 14, 2013 and a maximum 1.7% merit increase during the year. The vacation payout option is increased to 25 hours per year. During FY 2012-13, the Administrative, Clerical, and Technical members of SEIU organized a new union group, the Association of Chandler Employees (ACE). Employees covered by ACE will receive a 1.0% salary adjustment beginning July 14, 2013 and a maximum 3.0% merit increase during the year. Additionally, the compensatory time maximum accrual limit has been raised from 55 to 60 hours. The two-year CLEA contract includes merit pay of up to 5% for eligible members and a special merit pay (longevity pay) increase from 1.7% to 2%. Uniform allowance was increased from $700 to $750 annually. The two-year CLASA contract provides members a 0.69% market adjustment beginning July 14, 2013 and for merit increases and supervisory incentive pay during the year, not to exceed 5%. The vacation payout option increases from 30 to 40 hours. The employees not covered under the five union groups received the following compensation changes: General employees, who include confidential, professional, supervisors, mid-level managers and directors, will receive a 1.25% salary adjustment beginning July 14, 2013 and a maximum merit increase of 3.75% for eligible employees. The vacation payout option is increased from 20 to 25 hours per year. Police Lieutenants will receive merit increases and supervisory incentive pay for those eligible, the total of which is not to exceed 5%. Police Commanders and Assistant Police Chiefs are eligible for a merit increase up to 5%. For all three job classifications, the vacation payout option increases from 30 to 40 hours. For eligible Police Lieutenants, uniform allowance is increased from $700 to $1,200 annually. Fire Battalion Chiefs and Assistant Chiefs will receive up to a 5% merit increase for eligible employees, as well as a minimum 1.62% market adjustment to be applied following the August salary survey. Assistant Fire Chiefs will receive and increase in deferred compensation, from 1.66% to 2%, to be in line with that received by other sworn Fire employees. City Council members will receive a 1.25% salary adjustment effective July 14, 2013. The Presiding City Magistrate and City Magistrates will receive a 1.25% salary adjustment effective July 14, 2013. The City Clerk, City Manager, City Attorney and Temporary Employees will not receive any salary adjustments for fiscal year 2013-14. 42 City of Chandler 2013-14 Adopted Budget Budget Policies, Process and Decisions In addition to the aforementioned adjustments, the following changes will apply to all employee groups: • All employees in regular budgeted positions are eligible for tuition reimbursement in FY 2013-14. • During the 2014 calendar year, the City will again pay 80% and employees will pay 20% of the City’s medical insurance premium under the City’s medical plan (same as CY 2013 plan). • Retirement plan rates for FY 2013-14 are shown below: o o o o Arizona State Retirement System (ASRS) –  Employer – 11.30% + 0.24% Long Term Disability (total 11.54%) (0.4% increase from prior year)  Employee –11.30% + 0.24% Long Term Disability (total 11.54%) (0.4% increase from prior year) Public Safety Personnel Retirement System (PSPRS) – Fire –  Employer – 20.54% (2.02% increase from prior year)  Employee – 10.35% (0.80% increase from prior year) Public Safety Personnel Retirement System (PSPRS) – Police –  Employer – 23.55% (1.97% increase from prior year)  Employee – 10.35% (0.80% increase from prior year) Elected Officials Retirement Plan (EORP) –  Employer – 39.62% (3.18% increase from prior year)  Employee – 13.00% (1.50% increase from prior year) 43 City of Chandler 2013-14 Adopted Budget Budget Policies, Process and Decisions Property Tax The City's combined property tax rate for Fiscal Year (FY) 2013-14 is $1.2714 per $100 assessed valuation, unchanged from the last two years. The combined property tax rate includes a primary tax rate of $0.3292 used for general operations and a secondary tax rate of $0.9422 used for payment of general obligation bonded debt. The FY 2013-14 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 property taxes are part of the General Fund revenues and are used for general operations. Chandler’s primary net assessed valuation for FY 2013-14 is $2,157,002,870 which reflects a 4.0% decrease compared to FY 2012-13. The City’s FY 2013-14 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 FY 2013-14 secondary property tax rate remains at $0.9422 per $100 of assessed valuation. Chandler's secondary assessed valuation for FY 2013-14 is $2,175,376,677 or a 3.5% decrease compared to FY 2012-13. The property tax rate of $1.2714 per $100 of assessed value is reflected in the Adopted Budget and means a reduced payment of City property tax for the average homeowner. The FY 2013-14 Adopted Budget is expected to be the last year the budget is negatively impacted by the economic recession as the housing market is expected to be stable or show small growth next year. A two-year lag exists between Assessor valuations incorporating sales data and property tax collection. 44 City of Chandler 2013-14 Adopted Budget Budget Policies, Process and Decisions General Fund Contingency Use of One-time Money In accordance with the 12% General Fund Contingency Reserve Policy, an appropriated, budgetary amount setaside 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 is $21.48 million in Fiscal Year (FY) 201314. Additionally, the reserve policy stipulates, “any amount over the 12% goal will be set aside to be used as pay-as-you-go, one-time capital expenditures.” Funds have been appropriated for one-time expenditures or placed in either “designated reserves” or “restricted reserves” for legal obligations or future pay-as-you-go projects. 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. The Stabilization Reserve was not used in the FY 2012-13 budget, but is being re-established at $5 million in the FY 2013-14 budget as a precaution against unforeseen legislative changes, economic changes, or other impacts on the budget. 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 Fiscal Year (FY) 2013-14, the one-time funds set aside totaled $325,000 and available ongoing funds of $75,000. Council allocated $294,000 of the $400,000 total available. The application of those funds for FY 2013-14 are detailed in the table below. The $106,000 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. Department Community Services Community Services CIP Transportation & Development Downtown Redevelopment TOTAL Council Contingency Used Remaining Balance Council Reserve Amendments Turf Improvement Testing Two Neighborhood Park Shade Structures Transit Improvements Central Business District Zoning Study 45 Ongoing $0 One-Time $20,000 Total $20,000 $0 $70,000 $70,000 $75,000 $99,000 $174,000 $0 $30,000 $30,000 $75,000 $219,000 $294,000 $0 $106,000 $106,000 City of Chandler 2013-14 Adopted Budget Budget Policies, Process and Decisions 2013-14 Budgetary Additions The City of Chandler is committed to continually identify efficiencies in operations and service delivery. This year, for the first time in several years, there is no extensive list of budget reductions or reallocations for the adopted budget. The reductions and adjustments over the past several years have helped shaped a budget that is lean, but structurally sound to support programs and services required by the citizens. While there are no major Department-level reductions and reallocations, the individual Departments are continually refining internal budgets to put financial resources in the most appropriate areas. The Fiscal Year (FY) 2013-14 Adopted Budget includes requests for essential ongoing or one-time funding to either maintain service levels, to cover costs for new programs, or to add funding to operating budgets as a result of new capital infrastructure (completed or to be completed in FY 2013-14). The following pages contain the FY 2013-14 Summary of Additions for the General Fund and Other Funds, followed by a brief explanation of each (table starts on next page). The last section shows a table of all of the requested Decision Packages that were not funded for FY 2013-14, all of which were General Fund requests. In order to provide Council and citizens with a summary view of all the Decision Package requests, the table below lists ongoing and one-time requested funding amounts along with the funding amounts that were actually approved. The difference shows the change in the approved funding amount versus the funding amount requested. Decision Package Comparative Summary Requested* Approved* Difference* General Fund Ongoing One-Time Total $ Ongoing One-Time Total $ $ 4,219,333 $ 3,569,936 7,789,269 $ 1,898,191 2,967,246 4,865,437 $ 8,586,884 $ 191,140 8,778,024 $ 8,694,124 192,692 8,886,816 $ 94,150 $ 72,500 166,650 $ 94,150 72,500 166,650 $ 12,900,367 $ 3,833,576 16,733,943 $ 10,686,465 3,232,438 13,918,903 $ $ (2,321,142) (602,690) (2,923,832) Enterprise Funds Self Insurance Funds Ongoing One-Time Total $ $ $ $ $ 107,240 1,552 108,792 - Overall Total Ongoing $ One-Time Total $ *Does not include revenue offsets. 46 $ (2,213,902) (601,138) (2,815,040) City of Chandler 2013-14 Adopted Budget Budget Policies, Process and Decisions FY 2013-14 Summary of Adds – General Fund Dept / ADDS Division CAPA Addition FTE Video Production Support * Print, Mail, and Graphics Inserter Print, Mail, and Graphics Printer Ongoing $ CAPA Total Community Services * Roadrunner Park Maintenance Ballfield Maintenance American Red Cross Learn to Swim Sub Agreement (100% Offset) Maintain Weekend Hours - Hamilton, Basha & Sunset Libraries Maintain Aquatic Operational Hours Jr. Guard and Guard Start Program (100% Offset) * Desert Oasis Aquatic Center Utility Conversion American Red Cross Fees - Recreation Staff (100% Offset) 4th of July Celebration Special Event Sponsorship Jazz Festival & Fall Rhythm Fest Banquet Chairs for Senior Center Chairs for Tumbleweed Recreation Center Chandler Symphony Orchestra Community Services Total Economic Development Chandler Incubator Project - Innovations ($217,565 revenue offset) Tourism Funding Economic Development Total Fire Department Personal Protective Equipment Electronic Patient Care Reporting (ePCR) Department Overtime Smart Phones for Electrocardiogram Communications Fiber Optic Lines to Fire Stations Professional Development Online Training Program Community Emergency Response Team (CERT) Training Ambulance Overtime (100% Offset) Furniture, Fixtures & Equipment Automated External Defibrillator Replacement Equipment All Hazard Response Unit Equipment Network Printers for Fire Stations Grant Matching Funds Fire Department Total Human Resources Citywide Training Expansion Professional Leadership Development Human Resources Total Information Technology Utility Billing Systems Analyst Support and Maintenance Increases Backup Software Licensing * Redundant Internet Connectivity LANDesk Process Improvements Network Security Audit and Remediation Computer Support Assistance (Contract) Information Technology Total Information Technology Oversight Committee (ITOC) * ITOC Program ITOC Total 47 One-Time Total 25,000 $ 10,000 35,000 $ 15,000 15,000 $ 25,600 $ 32,740 5,200 167,354 56,587 10,575 85,000 383,056 60,400 4,050 15,000 30,000 40,000 21,347 10,000 40,000 220,797 $ 25,600 93,140 5,200 167,354 56,587 10,575 85,000 4,050 15,000 30,000 40,000 21,347 10,000 40,000 603,853 $ 24,029 $ 24,029 $ 63,500 63,500 $ 24,029 63,500 87,529 35,260 $ 12,240 70,000 8,500 6,000 10,000 10,000 10,000 64,842 226,842 $ 35,500 1,900 20,000 15,000 52,700 32,700 120,000 277,800 10,000 $ 10,000 $ 60,000 60,000 1.00 $ 101,138 $ 9,584 6,000 51,000 167,722 $ 2,111 34,000 50,000 50,000 37,440 173,551 $ 103,249 9,584 40,000 51,000 50,000 50,000 37,440 341,273 $ 0.00 $ 56,695 $ 56,695 $ - $ $ 56,695 56,695 0.00 $ 0.00 0.00 $ $ 0.00 $ $ 0.00 $ 1.00 $ $ $ $ $ $ $ $ $ 25,000 10,000 15,000 50,000 70,760 12,240 70,000 10,400 6,000 10,000 10,000 10,000 64,842 20,000 15,000 52,700 32,700 120,000 504,642 10,000 60,000 70,000 City of Chandler 2013-14 Adopted Budget Budget Policies, Process and Decisions FY 2013-14 Summary of Adds – General Fund (continued) ADDS Dept / Division Law Addition FTE Domestic Violence Process Service Multi-function Copier Ongoing $ One-Time Total Law Total 0.00 $ 15,000 $ 15,000 $ Management Services Total $ 0.00 $ 12,619 $ 12,619 $ - $ $ 12,619 12,619 $ 50,239 $ 64,900 3,540 118,679 $ 10,760 50,000 60,760 $ 50,239 64,900 14,300 50,000 179,439 20,750 $ 20,750 $ 86,200 86,200 $ 56,097 $ 150,000 75,000 98,520 14,700 16,266 15,000 47,040 10,000 6,000 - 8,000 6,174 131,250 30,000 335,049 39,950 12,174 $ 56,097 150,000 75,000 106,520 14,700 22,440 15,000 178,290 10,000 6,000 30,000 335,049 39,950 12,174 Police Department Total Transportation and Development Street Light and Traffic Signals Utilities Landscape Maintenance and Utilities * O&M for Completed City Projects Temporary Project Assistant Temporary Public Works Inspector On Call Temporary Inspection Services Asphalt Cold Planer (Milling Head) Attachment Street Maintenance Engineering Standards & Details Updates Stormwater Management Plan (SWMP) 3.00 $ 488,623 $ 562,597 $ 1,051,220 $ 167,390 $ 143,116 28,670 - 65,194 80,947 500,000 27,000 700,000 45,000 15,000 $ 167,390 143,116 28,670 65,194 80,947 500,000 27,000 700,000 45,000 15,000 Transportation and Development Total 0.00 $ 339,176 $ 1,433,141 $ 1,772,317 GRAND TOTAL GENERAL FUNDS Revenue Offsets TOTAL GENERAL FUND REFLECTING OFFSETS 4.00 $ 0.00 $ 4.00 $ 1,898,191 $ (298,182) $ 1,600,009 $ 2,967,246 (171,575) 2,795,672 $ $ $ 4,865,437 (469,757) 4,395,681 Management Services Tax Mantra Software Support Neighborhood Resources Restore General Funding for Neighborhood Res. Dir. Salary Maintain Youth Enhancement Program Funding Purchase of Two Backup Computers for Code Staff Substandard Building Inspections Neighborhood Resources Total Non-Departmental Citywide Membership Dues Citywide Banking Services - Contract Non-Departmental Total Police Department Police Technology Manager Criminal Investigations Bureau Overtime Police Vehicle Maintenance Police Laboratory Equipment & Fees K-9 Unit Supplies Criminal Investigations Mobile Data Computers and Mobile Radios Range Ammunition Motorcycle Mobile Data Computers Fusion Center Participation Police Electronic Data Management System Public Safety Answering Points (PSAP) Software School Resource Officers with Revenue Offset (50% Offset) Digital Radio Test Set AZ Interagency Radio System (AIRS) * CIP related 48 0.00 $ $ 0.00 $ 3.00 13,900 13,900 $ $ 15,000 13,900 28,900 $ $ $ 20,750 86,200 106,950 City of Chandler 2013-14 Adopted Budget Budget Policies, Process and Decisions FY 2013-14 Summary of Adds – Other Funds Dept / ADDS Division Economic Development Aviation Fuel (100% Offset) Addition FTE Airport Operating Fund Total - $ 120,000 $ 120,000 - $ 120,000 $ 120,000 $ 8,000 37,000 - $ 7,500 20,000 $ 15,500 37,000 20,000 $ 45,000 $ 27,500 $ 72,500 $ 2,750 $ - $ 2,750 $ 2,750 $ - $ 2,750 $ 6,700 $ - $ 6,700 $ 6,700 $ - $ 6,700 $ 6,700 $ - $ 6,700 $ 6,700 $ - $ 6,700 $ $ 453,619 3,681 $ $ 26,000 $ $ 453,619 29,681 0.00 $ 457,300 $ 26,000 $ 483,300 2.00 $ 1,257,549 115,550 3,214 $ 22,700 $ 1,257,549 115,550 25,914 2.00 $ 1,376,313 $ 22,700 $ 1,399,013 5.00 $ 420,511 6,440,000 $ 8,572 - $ 429,083 6,440,000 5.00 $ 6,860,511 $ 8,572 $ 6,869,083 $ 23,000 $ - $ 23,000 $ 23,000 $ - $ 23,000 $ 10,000 $ 45,000 $ 55,000 $ 10,000 $ 45,000 $ 55,000 $ - $ 15,420 $ 15,420 0.00 0.00 Management Services Workers Comp Banking and Audit Fees Workers Compensation Total 0.00 Medical Self Insurance Healthcare Banking and Audit Fees Medical Self Insurance Total 0.00 Municipal Utilities Water Purchase Increase New Vehicle for Water Quality Water Operating Total * Water Reclamation Facility Expansion Wastewater Collections O&M New Vehicle for Airport Water Reclamation Facility Wastewater Operating Total Reverse Osmosis Facility New Positions (100% Offset) Reverse Osmosis Facility O&M Increase (100% Offset) Reverse Osmosis (RO) Plant Fund Total Non-Departmental Matrix Short Term Disability Administration Short Term Disability Total 0.00 Medical Self Insurance Healthcare Admin ($45,000 offset) Medical Self Insurance Total Total $ Medical Self Insurance Healthcare Programming ($2,000 offset) Medical Self Insurance Total One-Time $ 0.00 Human Resources Safety Training Library & Citywide Safety Training Workers Comp Excess Insurance Job Hazard Analysis Workers Compensation Total Ongoing 0.00 Transportation and Development Utility Increase for Bus Rapid Transit Shelters Local Transportation Assistance Fund (LTAF) Total 0.00 $ - $ 15,420 $ 15,420 GRAND TOTAL OTHER FUNDS 7.00 $ 8,788,274 $ 265,192 $ 9,053,466 GRAND TOTAL ALL FUNDS 11.00 $ 10,686,465 $ 3,232,438 $ 13,918,903 Revenue Offsets TOTAL ALL FUNDS REFLECTING OFFSETS 0.00 11.00 $ $ (7,160,693) $ 3,525,772 $ (345,147) 2,887,292 $ $ (7,505,840) 6,413,064 * CIP related 49 City of Chandler 2013-14 Adopted Budget Budget Policies, Process and Decisions 2013-14 Budgetary Additions to General Fund The Adopted Budget contains the following additions to the General Fund. The ongoing 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 section does not reflect any offsets for increased revenue or contract savings. This section is, however, a presentation of total added costs for Fiscal Year (FY) 2013-14. Ongoing Cost One-time Cost CAPA Ongoing funding for professional contract services to assist the Video Production Division with the operation of Channel 11. Ongoing funding for a maintenance agreement on a new mailing inserter for the Print, Mail, and Graphics Division. $ 25,000 $ 10,000 One-time funding for the purchase of a new printer in the Print, Mail, and Graphics Division to meet the changing requirements of its internal customers. 15,000 Community Services The construction of Roadrunner Park is anticipated to be completed in July 2013. Ongoing funding for park maintenance and utility costs. 25,600 Ongoing funding for improving ball field maintenance among the 21 baseball/softball fields. One-time funding to purchase equipment needed for the maintenance. 32,740 Ongoing funding for new fee requirements from the American Red Cross related to its agreement with the City for swimming certification courses. The funding is offset 100% by revenues, as these fees will be charged back to participants. 5,200 Ongoing funding to maintain Saturday hours at Hamilton and Basha Libraries and Sunday hours at Sunset Library. Council provided one-time funding in FY 2010-11, FY 2011-12 and FY 2012-13. 167,354 Ongoing funding to maintain aquatic operational hours. Council provided one-time funding in FY 2010-11, FY 2011-12 and FY 2012-13. 56,587 Ongoing funding to restore the Jr. Guard and Guard Start Programs that were eliminated in FY 2010-11. These programs prepare youth, ages 1015, for possible future lifeguard opportunities. This funding is offset 100% by revenues, as the cost will be charged back to participants through registration fees. 10,575 Ongoing funding to pay for the utilities at the Desert Oasis Aquatic Center. The Intergovernmental Agreement (IGA) with Mesa Public Schools for the use of this facility is being dissolved and, as a result, the City will now be fully responsible for utilities at that location. 85,000 One-time funding to cover fees charged by the American Red Cross for classes for staff pursuant to the Authorized Provider Agreement. A $27 fee is proposed to offset 100% of the costs. 50 60,400 4,050 City of Chandler 2013-14 Adopted Budget Budget Policies, Process and Decisions Ongoing Cost One-time Cost Community Services (continued) One-time funding for the 2013 4th of July Celebration for the City to conduct the event. $ $ 15,000 One-time funding for the Special Event Sponsorship Program to assist local non-profit groups in organizing quality community events. 30,000 One-time funding for the 2013 Fall Rhythm Fest and 2014 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 purchase 180 banquet-style chairs to replace the current inventory used on a daily basis in the multi-purpose/lunch room at the Senior Center. 21,347 One-time funding to purchase 200 plastic folding banquet chairs and 4 chair carts to replace the current wooden chairs that are used for facility rentals at the Tumbleweed Recreation Center. 10,000 One-time funding for the Chandler Symphony Orchestra to partially fund its quality artistic services. 40,000 Economic Development Ongoing funding for lease expenses associated with the Chandler Incubator Project, Innovations. Estimated increased lease receipts of $217,565 will fully offset this funding. 24,029 One-time funding for a tourism grant qualification. 63,500 Fire Ongoing and one-time funding for the cleaning, repair, and replacement of personal protective equipment. 35,260 Ongoing funding to cover the costs associated with wireless connectivity that is required for the Electronic Patient Care Reporting System (ePCR). 12,240 Ongoing funding to cover the shortfall in the overtime budget over the past several fiscal years caused by higher pay and benefit costs. 70,000 Ongoing and one-time funding to supply all engines, ladders and rescues (19 units) with smart phones and cases that have data plans to link electrocardiogram (ECG) results in the field to emergency staff at the hospital simultaneously. 8,500 Ongoing funding to cover the increase in monthly phone bills for all 10 fire stations due to the installation of fiber optic lines. The fiber optic lines will improve data transmissions to and from the fire stations. 6,000 Ongoing funding to re-establish professional development programs within the department, with a particular focus on succession planning. 10,000 Ongoing funding for online training, which will augment the Department’s current training for Paramedics. 10,000 51 35,500 1,900 City of Chandler 2013-14 Adopted Budget Budget Policies, Process and Decisions Ongoing Cost One-time Cost Fire (continued) Ongoing funding to continue the Community Emergency Response Term (CERT) training program. This request is being made due to decreased funding through grants and an increased demand from the community for preparedness training. Ongoing funding to cover the additional overtime expenses that will be incurred in a full year of operation from the City’s current ambulance contract. This funding will be fully offset by revenues the City receives from the ambulance company. $ 10,000 $ 64,842 One-time funding to replace the oldest and most worn out pieces of furniture and physical fitness equipment at fire stations. 20,000 One-time funding for required maintenance of existing Automated External Defibrillators (AEDs) that are located throughout City facilities. 15,000 One-time funding to purchase Advance Life Support (ALS) and firefighting equipment that is needed to begin a two-person All Hazard Response Unit. This unit will be utilized during peak times of activity and will also act as a stand-by unit at special events. 52,700 One-time funding to purchase network printers for all 10 fire stations and for a new printer/copier at the Fire Training Center. 32,700 One-time funding to provide the required matching funds for the Fire Department’s 2013 Assistance to Firefighters Grant and the Fire Prevention & Safety Grant if the grants are awarded. 120,000 Human Resources Ongoing funding to maintain the Employee Development Academy and to meet other training needs of the organization. 10,000 One-time funding to develop a pilot program that would help the City’s workforce handle present and future challenges by improving organizational performance and succession planning. 60,000 Information Technology Funding for one Utility Billing Systems Analyst position and associated costs. 101,138 Ongoing funding to fund increasing support and maintenance costs associated with various citywide application programs, including Accela and Public Stuff.com. 9,584 Ongoing funding for support and maintenance costs associated with the purchase of additional backup licensing for the Commvault system. Onetime funding to pay the one-time licensing cost. 6,000 Ongoing funding to pay the annual subscription cost for a third party carrier for internet connectivity and the annual contribution to replace the hardware on a 5-year cycle. 51,000 52 2,111 34,000 City of Chandler 2013-14 Adopted Budget Budget Policies, Process and Decisions Ongoing Cost One-time Cost Information Technology (continued) One-time funding to bring in a consultant to assist with making application changes and improvements to the LANDesk tool to help streamline IT work processes. $ $ 50,000 One-time funding to conduct a citywide network security audit and any remediation that may be required as a result. 50,000 One-time funding for a temporary position dedicated to phone support with the IT Helpdesk. This request is one-time so that the Department may further evaluate the need for ongoing assistance in this area. 37,440 Information Technology Oversight Committee (ITOC) Ongoing funding for support of prioritized projects by ITOC. Projects include Brightworks Project Management Tool hosting fees, Utility Billing System upgrades, EDMS upgrades and enhancements, Enterprise Service Bus interfaces, and NEOGOV Human Resources Recruiting/Application System new system/ongoing support costs. 56,695 Law Ongoing funding to maintain in-person service of subpoenas to victims and witnesses in domestic violence cases. Personal service of subpoenas has been shown to greatly increase court attendance and resulting conviction rates. One-time funding has previously been used. 15,000 One-time funding for the purchase of a new multi-function copier to replace and consolidate old and existing printers/copiers within the City Prosecutor’s Office. 13,900 Management Services Ongoing funding to pay the anticipated FY 2013-14 10% increase for maintenance and license costs for Tax Mantra, the City’s licensing and tax collection software system. 12,619 Neighborhood Resources Ongoing funding to restore 30% of the Neighborhood Resources Director’s salary and benefit costs to the General Fund. This shift back to the General Fund is required as a result of declining grant funding. 50,239 Ongoing funding to restore the 10% decrease in funding for the Youth Enhancement Program (YEP) beginning in FY 2013-14. This 10% reduction was funded with one-time monies in FY 2010-11, FY 2011-12 and FY 2012-13. 64,900 Ongoing and one-time funding for the purchase of two backup rugged laptops for code staff and for contributions to the Technology Replacement Fund. 3,540 One-time funding to pay for the expenses of a contract employee who would be hired to specifically address substandard building complaints. 53 10,760 50,000 City of Chandler 2013-14 Adopted Budget Budget Policies, Process and Decisions Ongoing Cost One-time Cost Non-Departmental Ongoing funding for increasing annual membership dues to various organizations, including the Maricopa Association of Governments and the National League of Cities. $ 20,750 One-time funding to cover citywide banking service fees, which include standard banking fees, armored car pickups, and utility receiver services. Typically, banking fees are offset by interest earned. Since interest rates are below 0.5%, the interest earned is not enough to cover the fees. $ 86,200 Police Ongoing funding to support the Police Technology Manager position. Beginning in FY 2013-14, this position will be funded 100% from the General Fund as the grant funding expired in January 2013. 56,097 Ongoing funding to cover the shortfall in the overtime budget over the past several years in the Criminal Investigations Bureau (CIB) created by higher pay and benefit costs. 150,000 Ongoing funding to cover increasing maintenance costs for Police vehicles. 75,000 Ongoing and one-time funding for laboratory equipment maintenance, software purchase and accreditation fees. 98,520 Ongoing funding to cover the increased maintenance costs, such as food and veterinary costs, associated with the K-9 Unit. 14,700 Ongoing and one-time funding for the purchase of two mobile radios and three mobile data computers for vehicles assigned to the Criminal Investigations Bureau. 16,266 Ongoing funding to purchase additional training ammunition accommodate increased use of the Firearms Training Unit. to 15,000 Ongoing and one-time funding to install and maintain Mobile Data Computers (MDCs) and printers for the Police motorcycle fleet. Ongoing funding for the City’s portion of ongoing expenses related to the East Valley Gang and Criminal Information Center (Fusion Center), a multi-agency partnership for sharing information and resources. 47,040 Ongoing funding to support an Electronic Data Management System (EDMS) to improve record maintenance and accessibility. 6,000 8,000 6,174 131,250 10,000 One-time funding to purchase software to enhance communications between alarm companies and the Police Department through a direct interface. 30,000 One-time funding to maintain three Police Officer positions related to the School Resource Officer program. One half of the cost of these positions is offset by revenues from the Chandler Unified School District. 335,049 54 City of Chandler 2013-14 Adopted Budget Budget Policies, Process and Decisions Ongoing Cost One-time Cost Police (continued) One-time funding for the purchase of radio testing equipment to meet testing requirements per the Regional Wireless Cooperative (RWC). $ $ One-time funding for the purchase of equipment to enable communication through the Arizona Interagency Radio System (AIRS). AIRS will allow the City of Chandler Police Department to communicate with other agencies throughout the state via radio that are outside the RWC coverage area. 39,950 12,174 Transportation & Development Ongoing funding for utility rate increases and utility costs for new inventory of traffic signals and streetlights. 167,390 Ongoing funding for new areas of responsibility for landscape maintenance, utilities, and deteriorating irrigation parts. 143,116 Ongoing Operations & Maintenance (O&M) funding for the Gilbert Road (Queen Creek to Ocotillo) CIP project, which was completed in January 2013. 28,670 One-time funding to maintain a temporary Project Assistant position from July 2013 through June 2014. 65,194 One-time funding to maintain a temporary Public Works Inspector position through FY 2013-14. This position is assigned inspection duties at Intel. 80,947 One-time funding for on-call building and civil plan reviews as well as inspection services to accommodate the increase in demand due to the new Intel Fab, in addition to maintaining current service levels. 500,000 One-time funding to replace an asphalt cold planer (milling head) attachment, used to mill deteriorated asphalt. 27,000 One-time funding to accelerate and complete various street maintenance projects. 700,000 One-time funding to complete required updates and revisions to the Engineering Standards and Details. 45,000 One-time funding to update the City’s Stormwater Management Plan (SWMP). The last update to the plan was in April 2008. 15,000 55 City of Chandler 2013-14 Adopted Budget Budget Policies, Process and Decisions 2013-14 Budgetary Additions to Other Funds The Adopted Budget contains the following additions to Other Funds: Ongoing Cost One-time Cost Economic Development - Airport Airport Operating Fund One-time funding to cover the shortfall of funds used to purchase aviation fuel for resale. This funding will be fully offset from the sales of the aviation fuel. $ $ 120,000 Human Resources Workers Compensation Fund Funding to provide five additional safety and health programs/training to meet Occupational Safety and Health Administration (OSHA) compliance requirements. One-time funding is included to update the safety training video library. 8,000 Ongoing funding for additional funding in the Workers Compensation and Employer Liability Trust Fund to cover the increase in excess insurance costs. 37,000 One-time funding to conduct a Job Hazard Analysis. The goal of the assessment is to decrease the recordable injury rate. 7,500 20,000 Medical Self Insurance Fund Ongoing funding to support the City’s yoga program, which is offset 100% by employee paid fees, and costs associated with the annual benefits fair. 2,750 Management Services Workers Compensation Fund Ongoing funding for banking and audit fees. 6,700 Medical Self Insurance Fund Ongoing funding for banking and audit fees. 6,700 Municipal Utilities Water Operating Fund Ongoing funding to pay the increased costs (7%) for water purchases from Central Arizona Project (CAP). Ongoing and one-time funding for ongoing contributions to the Vehicle Replacement Fund and to purchase a new half-ton pickup truck regular cab with a service body 56” cab to axle for Water Quality. 56 453,619 3,681 26,000 City of Chandler 2013-14 Adopted Budget Budget Policies, Process and Decisions Ongoing Cost Municipal Utilities (continued) One-time Cost Wastewater Operating Fund Funding for two Wastewater Treatment Plant Operator II positions, as well as O&M related to the Airport Water Reclamation Facility expansion. $ 1,257,549 $ Ongoing funding for Operations & Maintenance costs related to the modified Kyrene Lift Station. 115,550 Funding for the purchase of a new vehicle for the Water Quality Division. A formerly vacant position is anticipated to be filled in Fiscal Year 2013-14 and a vehicle will be required. 3,214 22,700 Funding for five new positions to support the new processes and equipment at the Reverse Osmosis Facility: One Instrumentation Technician, three Reverse Osmosis Water Plant Operator III positions, and one Sr. Utilities Mechanic. Additional funding is included for related O&M. The increased costs will be offset 100% by Intel revenue. 420,511 8,572 Ongoing funding for O&M increases at the Reverse Osmosis Facility. The increased costs will be offset 100% by Intel revenue. 6,440,000 Wastewater Industrial Process Treatment Fund Non-Departmental Short Term Disability Fund Ongoing funding to pay for the City’s third party administrator responsible for the intake and coordination of medical information and providing the City with advice regarding the duration of the benefit. 23,000 Medical Self Insurance Fund Funding for the Comparative Effectiveness Fee, mandated as a result of federal health care changes. One-time funding is included for a dependent audit. The one-time funding will be offset 100% by funding from Blue Cross and Blue Shield. 10,000 45,000 Transportation and Development Local Transportation Assistance Fund (LTAF) One-time funding for utility costs of the 12 new Bus Rapid Transit (BRT) bus shelters that were added to the City’s inventory in 2010. One-time funding is being used until a better cost estimate is available. 57 15,420 City of Chandler 2013-14 Adopted Budget Budget Policies, Process and Decisions Decision Packages Not Funded in Fiscal Year 2013-14 – General Fund The table below shows all of the General Fund decision packages that were not funded for Fiscal Year (FY) 201314 and the net amount of the General Fund decision packages that were approved for FY 2013-14 but were approved for an amount different from the original request. Department Buildings and Facilities Request FTE Ongoing City Hall Audio Visual Equipment Maintenance Police Property and Evidence Generator Total: 0.00 0.00 0.00 $ Techno Clerk Wage Increases - Downtown & Sunset Libraries Increased Wages for Contract Staff Total: 0.00 0.00 0.00 $ West Boston Sprinkler Riser Total: One-Time Total 20,000 $ 3,000 23,000 $ - $ - $ 20,000 3,000 23,000 $ 13,500 $ 11,150 24,650 $ - $ - $ 13,500 11,150 24,650 0.00 0.00 $ $ 500 $ 500 $ - $ - $ 500 500 Air Conditioning for Fleet Repair Bays Total: 0.00 0.00 $ $ - $ - $ 150,000 $ 150,000 $ 150,000 150,000 Compensation/Classification Assessment Total: 0.00 0.00 $ $ - $ - $ 85,000 $ 85,000 $ 85,000 85,000 IT Mobile Device Technician Network Control System IT Inventory Coordinator Total: 1.00 0.00 1.00 2.00 $ 106,938 $ 7,000 77,852 191,790 $ 52,655 $ 34,000 2,111 88,766 $ 159,593 41,000 79,963 280,556 Senior Tax Auditor Revenue Collector Total: 1.00 1.00 2.00 $ 89,935 $ 68,898 158,833 $ 8,875 $ 8,121 16,996 $ 98,810 77,019 175,829 0.00 1.00 0.00 1.00 1.00 7.00 0.00 0.00 10.00 $ 40,834 $ 95,315 9,250 70,293 90,731 691,155 1,200 1,440 1,000,218 $ - $ 9,878 5,944 43,708 46,100 2,000 107,630 $ 40,834 105,193 9,250 70,293 96,675 734,863 47,300 3,440 1,107,848 9,550 $ 96,186 138,729 244,465 $ - $ 2,111 7,000 9,111 $ 9,550 98,297 145,729 253,576 $ Community Services Economic Development Fire Department Human Resources Information Technology $ Management Services $ Police Department Fuel Adjustment Police Information Technology Officer Postage Budget Increase Victim Services Specialist Park Ranger Supervisor Downtown Operations Team Investigations Computer Forensic Hardware & GPS CritiCall Upgrade Total: $ Transportation & Development Galveston Street Bike/Pedestrian Bridge City Planner Sr. Streets/Streets Specialist Total: 0.00 1.00 2.00 3.00 Totals: $ $ 17.00 $ Net Reductions to Requested Amounts: * 4.00 Combined Total: 21.00 $ 1,643,456 $ 457,503 $ 602,690 677,686 2,321,142 $ 2,100,959 $ 2,923,832 145,187 822,873 *Some of the requests were approved for an amount different than what was originally requested (either less or more than the original request). This amount reflects the net reductions to these approved General Fund decision packages. 58 4-Contents Adopted Budget Summaries Department Budget Summaries Fund Summaries Personnel Summaries TechShop at the ASU Chandler Innovation Center will give ASU students and Chandler-area entrepreneurs and innovators access to machinery, tools and software to turn their ideas into reality. The ASU Chandler Innovation Center is an engineering and technology-based education and research hub scheduled to open in Fall 2013. Financial and Personnel Overviews City of Chandler 2013-14 Adopted Budget Financial and Personnel Overviews Adopted Budget Summaries The Chandler City Council adopted the Fiscal Year (FY) 2013-14 budget of $803,931,786 on June 13, 2013. 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 funding from several sources including current revenues of $499,322,003 and the use of $161,176,287 of fund balance from various funds. Spending appropriation includes $639,693,415 for departmental operations, $93,918,827 for contingencies and reserves, $61,641,699 for debt service in various funds, and equipment, technology, and vehicle replacement purchases of $8,677,845. Resources Fund Balances $ - Revenues Total Resources $ 161,176,287 (42.9%) 45,500,000 109,500,000 140.7% 21,210,933 46,945,763 33,933,496 (27.7%) 378,045,432 460,863,387 499,322,003 8.3% 803,931,786 (3.8%) 399,256,365 Encumbrance or Carryforward from Prior Years $ $ - Net Adjusted Budget $ 399,256,365 282,457,875 835,767,025 $ % Change Adopted to Adopted - Sale of Bonds Grants 2013-14 Adopted Budget 2012-13 Adopted Budget 2011-12 Actual Revenues $ (203,861,875) $ 631,905,150 (266,694,700) $ 537,237,086 (15.0%) Appropriations 2011-12 Actual Expenditures General Government $ 2012-13 Adopted Budget 115,485,076 $ 160,489,437 2013-14 Adopted Budget $ 153,981,129 % Change Adopted to Adopted (4.1%) Public Safety 89,321,867 100,020,741 109,601,440 9.6% Municipal Utilities (1) 75,241,049 334,937,516 287,125,481 (14.3%) 45,374,818 95,266,631 88,985,365 (6.6%) - 67,354,618 93,918,827 39.4% 58,005,619 69,025,193 61,641,699 (10.7%) 1,572,567 8,672,889 8,677,845 0.1% 803,931,786 (3.8%) Transportation & Development Fund Contingencies & Reserves (2) Debt Service Capital/Tech/Vehicle Replacement Total $ Encumbrance or Carryforward from Prior Years Net Adjusted Budget (1) (2) 385,000,996 $ $ 385,000,996 835,767,025 $ (203,861,875) $ 631,905,150 (266,694,700) $ 537,237,086 (15.0%) Municipal Utilities Department includes funding for the Intel Plant Expansion in which the City is paying for utility infrastructure costs and Intel is reimbursing the City for these costs. FY 2012-13 includes $103,117,372 (Water Fund $3,809,561 and Wastewater Fund $99,307,811) and FY 2013-14 includes $119,206,440 (Water Fund $3,095,287 and Wastewater Fund $116,111,153). Contingency funds and reserves are one-time revenues comprised of various funds of which the majority is restricted in their use. These funds can be used for unanticipated revenue shortfalls or unforeseen or emergency expenditures. Use of these funds requires Council approval. 59 City of Chandler 2013-14 Adopted Budget Financial and Personnel Overviews Where the Money Comes From Resources available for appropriation by the City Council are aggregated into the nine broad categories of Local Taxes & License Fees, State Shared Taxes, Utility Charges, System Development & Impact Fees, Other Services, Charges & Receipts, Property Taxes, Bond Proceeds, Grants, and Fund Balance. As required by Arizona State statute, the property tax levy at an estimated $27,595,370 was adopted on June 27, 2013. The levy includes a Primary Tax Rate of $0.3292 and a Secondary Tax Rate of $0.9422, for a total tax rate of $1.2714 per $100 of assessed valuation. Local Taxes & License Fees $ State Shared Taxes Utility Charges System Dev & Impact Fees Other Services/Charges & Receipts (1) Property Taxes (2) Bond Proceeds Grants Fund Balances Forward Total (1) (2) $ 2012-13 Adopted Budget 94,876,600 63,765,374 103,165,907 13,180,000 156,781,706 29,093,800 45,500,000 46,945,763 282,457,875 835,767,025 $ $ 2013-14 Adopted Budget 97,234,200 68,821,700 117,030,763 8,605,600 179,583,740 28,046,000 109,500,000 33,933,496 161,176,287 % Change Adopted to Adopted 2.5% 7.9% 13.4% (34.7%) 14.5% (3.6%) 140.7% (27.7%) (42.9%) 803,931,786 (3.8%) In FY 2012-13, the Other Services/Charges & Receipts category includes reimbursement revenue of $103,117,372 (Water Fund $3,809,561 and Wastewater Fund $99,307,811) for the Intel Plant Expansion in which the City will pay for the utility infrastructure costs and Intel will reimburse these costs to the City. In FY 2013-14 this same category includes $119,654,897 (Water Fund $3,543,744 and Wastewater Fund $116,111,153), including carryforward appropriation. FY 2012-13 Property Tax adopted amount of $29,093,800 includes Prior Year Property Tax (Primary and Secondary) of $450,000. FY 2013-14 Property Tax adopted amount of $28,046,000 includes Prior Year Property Tax (Primary and Secondary) of $450,000. 60 City of Chandler 2013-14 Adopted Budget Financial and Personnel Overviews Where the Money Goes By Department General Government Community Services Fire Management Services Municipal Utilities Police Transportation & Development Debt Service Capital/Tech/Vehicle Replacement(1) Major Capital(1) Contingency & Reserves (2) Total By Category Personnel & Benefits Operating & Maintenance Subtotal Operating Major Capital Contingency & Reserves Total (1) (2) $ 2012-13 Adopted Budget 61,720,780 24,120,515 30,223,854 44,980,204 58,777,204 64,129,770 26,202,418 69,025,193 7,672,889 381,559,580 67,354,618 $ 2013-14 Adopted Budget 60,249,408 24,769,487 32,053,415 40,538,986 67,638,374 66,092,414 27,842,740 61,641,699 8,677,845 320,508,591 93,918,827 % Change Adopted to Adopted (2.4%) 2.7% 6.1% (9.9%) 15.1% 3.1% 6.3% (10.7%) 13.1% (16.0%) 39.4% $ 835,767,025 $ 803,931,786 (3.8%) $ 164,944,179 221,908,648 386,852,827 381,559,580 67,354,618 $ 164,315,937 225,188,431 389,504,368 320,508,591 93,918,827 (0.4%) 1.5% 0.7% (16.0%) 39.4% $ 835,767,025 $ 803,931,786 (3.8%) The FY 2012-13 Major Capital includes $1,000,000 of Capital Replacement funding, as it is included in the Capital Improvement Program under program 6GG632-Vehicle Replacement (Over $100,000). In this presentation the Major Capital does not include $7,949,022 of Reserves appropriated for cost center 1291, Non-departmental Capital, as it is included in the Contingency & Reserves category for FY 2012-13 and $10,393,080 for FY 2013-14. Contingency & Reserve funds are one-time revenues comprised of various funds of which the majority is restricted in their use. Contingency funds can be used for unanticipated revenue shortfalls and unforeseen or emergency expenditures. Use of these funds requires Council approval. 61 City of Chandler 2013-14 Adopted Budget Financial and Personnel Overviews Where the Money Goes – By Function The adopted budget, as divided between operating and capital, is shown below. Departmental operating budgets total $319,184,824; debt service expense is $61,641,699, and equipment technology and vehicle replacement purchases of $8,677,845. Contingencies and reserves tied to operating costs are $81,285,747 for a total operating total of $470,790,115. Capital budgets include $77,907,246 in new capital appropriation for department capital projects, $252,994,425 in capital carryforward, and $2,240,000 in capital contingencies and reserves for a total of $333,141,671. Operating Budget by Function (All Funds) 2012-13 Adopted Budget General Government $ 139,287,419 2013-14 Adopted Budget $ % Change Adopted to Adopted 125,557,881 (9.9%) Public Safety 94,353,624 98,145,829 4.0% Municipal Utilities 58,777,204 67,638,374 15.1% Transportation & Development 26,202,418 27,842,740 6.3% 319,184,824 0.2% 7,672,889 8,677,845 13.1% Debt Service 69,025,193 61,641,699 (10.7%) Contingency & Reserves 59,405,596 81,285,747 36.8% 470,790,115 3.5% Total Department Operating $ Capital/Tech/Vehicle Replacement Total Operating $ 318,620,665 454,724,343 $ $ Capital Budget by Function (All Funds) 2012-13 Adopted Budget General Government $ Public Safety Municipal Utilities Transportation & Development Total Major Capital $ Capital Carryforward Contingency & Reserves 9,601,535 2013-14 Adopted Budget 14,886,615 55.0% 1,739,504 8,659,085 397.8% 147,212,913 28,528,759 (80.6%) 31,467,150 25,832,787 (17.9%) 77,907,246 (59.0%) 188,781,580 252,994,425 34.0% 2,240,000 2,240,000 0.0% 190,021,102 $ % Change Adopted to Adopted $ Total Capital $ 381,042,682 $ 333,141,671 (12.6%) Grand Total - Operating & Capital $ 835,767,025 $ 803,931,786 (3.8%) 62 City of Chandler 2013-14 Adopted Budget Financial and Personnel Overviews The following tables provide summary and detail information on the change between the adopted budget for Fiscal Years (FY) 2012-13 and 2013-14. For operating cost centers, explanations of significant highlights for the FY 2013-14 adopted budgets are provided in detail in individual departmental sections of this document. Major capital projects information is provided at the departmental level in the Capital Budget section and in the City’s Capital Improvement Program document. Departmental Budget Comparison Summary 2011-12 Actual Expenditures (4) (5) 2013-14 Adopted Budget % Change Adopted to Adopted 771,627 $ 2,005,191 724,424 1,800,251 56,942,166 4,002,197 9,036,835 30,878,622 31,169,990 7,768,137 46,559,987 334,937,516 68,850,751 95,266,631 792,656 $ 2,265,009 756,171 1,851,388 59,864,872 4,252,574 9,191,111 32,820,101 31,864,348 8,428,682 47,190,997 323,635,067 73,679,071 100,918,615 794,401 $ 2,093,167 640,829 1,722,066 43,405,191 3,857,745 6,338,075 27,047,031 29,646,872 8,079,026 34,915,701 125,114,647 67,549,983 52,573,832 796,564 2,099,614 578,404 1,152,334 56,865,757 4,146,959 9,178,569 37,763,942 41,181,474 7,864,764 33,534,222 287,125,481 68,419,966 88,985,365 Subtotal $ 325,422,810 $ 690,714,325 $ 697,510,662 $ 403,778,566 $ 639,693,415 (7.4%) 81,285,747 12,633,080 61,641,699 1,573,151 3,887,540 3,217,154 36.8% 58.9% (10.7%) (19.5%) 12.7% (1.6%) 803,931,786 (3.8%) Grand Total $ (3) 2012-13 Estimated Expenditures 772,637 $ 2,221,375 512,030 1,683,813 27,169,091 3,602,016 3,317,727 32,914,202 28,243,621 10,288,436 33,003,749 75,241,049 61,078,246 45,374,818 Fund Contingency - Operating* Fund Contingency - Capital* Debt Service Equipment Replacement Technology Replacement Vehicle Replacement (2) 2012-13 Adjusted Budget $ Mayor and Council Communications/Public Affairs City Clerk City Manager Organizational Support(1)(2)(3) City Magistrate Law (4) Community Services(1) Fire (5) Management Services(3)(4)(5) Non-Departmental Municipal Utilities Police Transportation & Development(2) (1) 2012-13 Adopted Budget 58,005,619 484,736 1,044,905 42,926 385,000,996 $ 59,405,596 7,949,022 69,025,193 1,953,700 3,450,800 3,268,389 835,767,025 $ 56,917,740 2,240,000 69,025,193 2,221,196 3,490,592 4,361,642 835,767,025 $ 69,025,193 1,049,540 3,440,592 1,192,635 478,486,526 $ 3.2% 4.7% (20.2%) (36.0%) (0.1%) 3.6% 1.6% 22.3% 32.1% 1.2% (28.0%) (14.3%) (0.6%) (6.6%) City Manager Department, Organizational Support, includes the FY 2012-13 transfer of Buildings & Facilities and Buildings & Facilities Capital from the Community Services Department. Organizational Support includes the FY 2012-13 transfer of Airport and Airport Capital into Economic Development from the Transportation & Development Department. Organizational Support includes the FY 2012-13 transfer of Workers Compensation Liability into Human Resources from the Risk Management Division within the Management Services Department. Law Department includes the FY 2012-13 transfer of Risk Management & Risk Management Liabilities into Liability Litigation from the Management Services Department. Fire Department includes the FY 2011-12 transfer of Fleet Services from the Management Services Department. * Contingency funds and reserves are one-time revenues comprised of various funds of which the majority is restricted in their use. Contingency funds can be used for unanticipated revenue shortfalls or unforeseen or emergency expenditures. Use of these funds requires Council approval. 63 City of Chandler 2013-14 Adopted Budget Financial and Personnel Overviews Cost Center Budget Comparison 2011-12 Actual Expenditures General Government Mayor and Council $ Communications & Public Affairs Administration Video Production Print, Mail & Graphics Total Communications/Public Affairs City Clerk City Manager Administration Organizational Support Buildings and Facilities (1) Buildings and Facilities Capital(1) Economic Development Downtown Redevelopment Economic Development Capital Tourism Airport(2) Airport Capital(2) Human Resources (3) Workers Compensation Liability (3) IT Service Delivery Mgmt & Admin IT Applications & Support IT Infrastructure & Client Support ITOC Capital ITOC Operations IT Citywide Capital Neighborhood Resources Code Enforcement Housing and Redevelopment Community Development Total Organizational Support City Magistrate Law Liability Litigation(4) Liability Litigation Claims (4) Total Law Total General Government Community Services Administration Center for the Arts Buildings and Facilities (1) Library Library Capital Parks Administration Aquatics Parks Development and Operations Recreation Sports & Fitness Facilities Nature & Recreation Facilities Other Recreation Facilities Museum Parks Capital Total Community Services (1) (2) (3) (4) 772,637 $ 2012-13 Adopted Budget 771,627 $ 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 792,656 $ 794,401 $ 2013-14 Adopted Budget % Change Adopted to Adopted 796,564 3.2% 830,346 340,882 1,050,146 2,221,375 512,030 1,683,813 863,159 380,915 761,117 2,005,191 724,424 1,800,251 911,115 545,312 808,582 2,265,009 756,171 1,851,388 896,330 391,757 805,080 2,093,167 640,829 1,722,066 891,031 390,850 817,733 2,099,614 578,404 1,152,334 3.2% 2.6% 7.4% 4.7% (20.2%) (36.0%) 1,502,084 399,084 294,038 2,090,434 1,810,948 3,369,253 1,862,552 1,824,220 90,149 194,648 528,722 975,655 7,874,534 4,352,771 27,169,091 3,602,016 3,187,309 130,418 3,317,727 39,278,689 6,491,819 1,430,298 2,025,840 400,201 2,787,230 715,021 934,224 3,741,393 2,677,768 1,500,000 1,974,307 3,279,593 2,001,249 4,275,458 486,600 1,327,532 523,494 1,190,562 12,766,829 6,412,748 56,942,166 4,002,197 3,401,639 1,665,481 3,969,715 9,036,835 75,282,691 7,196,477 1,136,746 2,084,825 445,203 2,787,230 751,491 962,836 3,573,724 3,027,090 1,500,000 2,104,268 3,238,450 2,117,561 4,816,728 478,728 1,671,466 612,654 1,293,239 12,930,231 7,135,925 59,864,872 4,252,574 3,536,454 1,684,942 3,969,715 9,191,111 78,973,781 7,132,441 833,506 2,081,997 443,210 475,001 1,020,237 255,381 2,914,812 1,000,000 2,135,880 3,142,577 2,039,691 2,139,602 94,500 1,072,362 613,343 1,283,239 8,869,629 5,857,783 43,405,191 3,857,745 3,462,230 1,605,345 1,270,500 6,338,075 58,851,474 6,550,253 3,083,240 2,071,537 408,258 2,787,230 559,113 1,077,141 5,633,579 3,144,126 1,500,000 1,984,217 3,065,530 2,616,209 2,265,640 237,232 799,104 586,816 1,111,700 12,677,706 4,707,126 56,865,757 4,146,959 3,529,001 1,679,853 3,969,715 9,178,569 74,818,201 0.9% 115.6% 2.3% 2.0% 0.0% (21.8%) 15.3% 50.6% 17.4% 0.0% 0.5% (6.5%) 30.7% (47.0%) (51.2%) (39.8%) 12.1% (6.6%) (0.7%) (26.6%) (0.1%) 3.6% 3.7% 0.9% 0.0% 1.6% (0.6%) 521,970 1,498,165 6,384,763 5,937,807 1,049,179 140,138 3,006,892 6,412,362 956,427 1,956,058 1,383,363 5,181 436,833 3,225,066 32,914,202 578,687 1,543,957 6,784,370 167,234 3,176,046 6,735,278 1,003,318 2,135,399 1,727,573 435,887 6,590,873 30,878,622 562,567 1,624,991 7,304,945 55,659 3,312,528 7,133,655 1,165,076 2,252,648 1,792,502 465,385 7,150,145 32,820,101 557,408 1,540,656 6,761,742 10,116 3,280,799 7,189,211 1,101,845 2,222,090 1,527,716 452,147 2,403,301 27,047,031 542,311 1,413,101 6,689,575 45,543 3,374,885 7,039,559 1,162,490 2,128,137 1,981,576 437,853 12,948,912 37,763,942 (6.3%) (8.5%) N/A (1.4%) (72.8%) N/A 6.3% 4.5% 15.9% (0.3%) 14.7% N/A 0.5% 96.5% 22.3% Organizational Support includes the FY 2012-13 transfer of Buildings & Facilities and Buildings & Facilities Capital from the Community Services Department. Organizational Support includes the FY 2012-13 transfer of Airport and Airport Capital into Economic Development from the Transportation & Development Department. Organizational Support includes the FY 2012-13 transfer of Workers Compensation Liability into Human Resources from the Risk Management Division within the Management Services Department. Law Department includes the FY 2012-13 transfer of Risk Management & Risk Management Liabilities into Liability Litigation from the Management Services Department. 64 City of Chandler 2013-14 Adopted Budget Financial and Personnel Overviews Cost Center Budget Comparison (continued) 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget % Change Adopted to Adopted Fire Administration Emergency Services Operations Prevention and Preparedness Fire Capital Support Services Fleet Services Total Fire 4,087,021 945,859 19,461,646 1,317,197 345,173 1,017,332 1,069,393 28,243,621 5,229,916 1,329,252 20,437,755 1,388,369 946,136 905,083 933,479 31,169,990 4,981,010 1,372,011 20,945,571 1,732,939 905,613 925,238 1,001,966 31,864,348 3,683,949 1,386,237 21,006,684 1,626,974 5,171 930,112 1,007,745 29,646,872 4,915,163 1,408,964 22,157,484 1,714,789 9,128,059 892,469 964,546 41,181,474 (6.0%) 6.0% 8.4% 23.5% 864.8% (1.4%) 3.3% 32.1% Management Services Administration Budget Purchasing Central Supply Accounting Tax and License Utility Services Risk Management(1)(2) Risk Management Liabilities (1)(2) Environmental Management Environmental Management Liabilities Non-Departmental Operating Non-Departmental Capital Total Management Services 704,842 542,152 483,174 370,742 1,227,212 1,629,259 834,121 1,480,516 2,495,909 504,164 16,345 25,484,230 7,519,519 43,292,185 605,920 632,431 617,544 371,231 1,471,875 1,797,011 1,332,341 466,584 473,200 37,212,067 9,347,920 54,328,124 671,748 657,471 643,928 400,921 1,561,443 1,925,618 1,400,596 62,399 530,761 573,797 28,025,576 19,165,421 55,619,679 623,127 658,371 579,207 382,304 1,579,307 1,885,213 1,389,868 62,399 515,230 404,000 25,311,949 9,603,752 42,994,727 538,203 663,976 656,135 376,081 1,473,200 1,888,308 1,313,452 482,209 473,200 32,674,222 860,000 41,398,986 (11.2%) 5.0% 6.2% 1.3% 0.1% 5.1% (1.4%) N/A N/A 3.3% 0.0% (12.2%) (90.8%) (23.8%) Municipal Utilities(3) Municipal Utilities Administration Solid Waste Services Water Distribution Water Capital Water Treatment Plant Environmental Resources Water Quality Water System Maintenance San Tan Vista Water Treatment Plant Meter Services Wastewater Collection Wastewater Capital Wastewater Reverse Osmosis Lone Butte Wastewater Treatment Wastewater Quality Airport Water Reclamation Facility Ocotillo Water Reclamation Total Municipal Utilities 603,364 11,475,615 3,542,323 7,783,602 8,661,815 1,239,676 1,240,525 4,583,997 965,656 972,474 1,837,478 20,633,877 1,700,896 938,797 339,302 5,307,709 3,413,943 75,241,049 650,906 12,997,779 4,661,785 40,457,189 10,930,092 1,471,839 1,735,491 6,368,786 1,299,500 1,118,437 2,008,631 235,703,123 2,395,328 1,395,473 583,311 7,041,526 4,118,320 334,937,516 672,601 13,288,791 5,221,155 36,198,286 12,425,726 1,568,073 1,795,122 6,688,718 1,723,741 1,186,509 2,134,477 221,301,885 3,396,363 1,585,633 600,299 7,766,387 6,081,301 323,635,067 632,381 12,766,944 4,748,533 9,434,419 10,781,121 1,483,815 1,323,022 6,286,314 1,200,000 1,120,583 2,053,753 56,447,905 3,102,909 1,270,777 388,508 5,992,362 6,081,301 125,114,647 728,301 13,081,502 4,760,897 34,274,956 11,392,327 1,477,887 1,629,773 6,423,769 1,299,500 1,202,894 2,153,164 185,212,151 9,013,042 1,401,480 601,479 8,354,039 4,118,320 287,125,481 11.9% 0.6% 2.1% (15.3%) 4.2% 0.4% (6.1%) 0.9% 0.0% 7.6% 7.2% (21.4%) 276.3% 0.4% 3.1% 18.6% 0.0% (14.3%) (1) (2) (3) In FY 2012-13, Workers Compensation Liability is transferred from the Risk Management Division within the Management Services Department to the Human Resources Division under Organizational Support. In FY 2012-13, Risk Management & Risk Management Liabilities are transferred from the Risk Management Division within the Management Services Department into Liability Litigation within the Law Department. Municipal Utilities Department includes funding for the Intel Plant Expansion in which the City will pay for utility infrastructure costs and Intel will reimburse the City for these costs. FY 2012-13 includes $103,117,372 (Water Fund $3,809,561 and Wastewater Fund $99,307,811) and FY 2013-14 includes $119,206,440 (Water Fund $3,095,287 and Wastewater Fund $116,111,153). 65 City of Chandler 2013-14 Adopted Budget Financial and Personnel Overviews Cost Center Budget Comparison (continued) 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget % Change Adopted to Adopted Police Administration Professional Standards Property and Evidence Forensic Services Field Operations Criminal Investigations Planning and Research Communications Records Detention Services Community Resources & Training Police Capital Total Police 3,223,749 951,383 327,412 2,074,701 27,491,399 11,115,179 892,389 5,703,039 1,558,987 2,222,435 3,280,230 2,237,341 61,078,246 6,393,160 1,005,257 408,950 2,579,527 28,517,792 11,275,978 986,065 5,466,218 1,643,334 2,651,782 3,201,707 4,720,981 68,850,751 7,296,288 1,081,865 439,190 2,710,140 30,877,682 12,405,898 1,043,302 5,852,793 1,778,025 3,360,998 3,573,242 3,259,648 73,679,071 4,837,211 1,084,890 433,587 2,360,990 30,669,448 12,277,030 1,028,937 5,854,774 1,774,472 2,380,512 3,504,951 1,343,181 67,549,983 6,118,933 1,044,114 423,429 2,231,128 29,405,504 11,516,907 1,133,401 6,346,544 1,675,105 2,691,382 3,505,967 2,327,552 68,419,966 (4.3%) 3.9% 3.5% (13.5%) 3.1% 2.1% 14.9% 16.1% 1.9% 1.5% 9.5% (50.7%) (0.6%) Transportation & Development Administration Planning Development Services Planning/Development Capital Engineering Capital Project Management Engineering Capital Streets Streets Capital Traffic Engineering Transit Services Street Sweeping Airport (1) Airport Capital(1) Total Transportation & Development 687,837 2,337,338 3,346,971 22,045 2,760,191 58,869 6,788,684 20,677,759 5,696,235 763,867 1,117,995 971,757 145,268 45,374,818 1,117,881 1,628,008 3,525,357 39,000 2,422,320 1,221,879 238,012 7,709,297 68,787,201 6,047,136 1,363,202 1,167,338 95,266,631 1,149,867 1,670,787 3,563,241 39,000 2,673,180 1,550,929 441,131 10,402,892 70,553,895 6,192,053 1,395,595 1,286,045 100,918,615 1,146,808 1,572,145 3,507,839 2,456,251 1,646,476 194,992 10,118,800 24,038,070 5,838,969 794,854 1,258,628 52,573,832 1,659,155 1,554,569 4,143,330 1,022,674 1,905,274 8,748,244 61,142,625 6,308,330 1,550,735 950,429 88,985,365 48.4% (4.5%) 17.5% (100.0%) (57.8%) 55.9% (100.0%) 13.5% (11.1%) 4.3% 13.8% (18.6%) N/A N/A (6.6%) Subtotal 325,422,810 690,714,325 697,510,662 403,778,566 639,693,415 (7.4%) 58,005,619 484,736 1,044,905 42,926 59,405,596 7,949,022 69,025,193 1,953,700 3,450,800 3,268,389 56,917,740 2,240,000 69,025,193 2,221,196 3,490,592 4,361,642 69,025,193 1,049,540 3,440,592 1,192,635 81,285,747 12,633,080 61,641,699 1,573,151 3,887,540 3,217,154 36.8% 58.9% (10.7%) (19.5%) 12.7% (1.6%) 803,931,786 (3.8%) Fund Contingency - Operating Fund Contingency - Capital Debt Service Equipment Replacement Technology Replacement Vehicle Replacement Grand Total $ (1) 385,000,996 $ 835,767,025 $ 835,767,025 $ 478,486,526 $ In FY 2012-13 Transportation & Development transfers the Airport and Airport Capital cost centers into Economic Development Division of the City Manager Department. 66 City of Chandler 2013-14 Adopted Budget Financial and Personnel Overviews Fund Definitions and 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 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 Police Forfeiture, Regional Transportation Sales Tax, Highway User Revenue, Local Transportation Assistance, Operating Grants, Community Development Block Grant, Housing Grants, and Expendable Trust Funds. Police Forfeiture Fund – Restricted for law enforcement purposes only, subject to laws, rules, regulations, and orders established at state and federal levels. 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 (HURF) - 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 Fund (LTAF) – 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. Operating Grants – 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. 67 City of Chandler 2013-14 Adopted Budget Financial and Personnel Overviews 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, capital grants, general fund, and contributions for needed capital assets such as buildings, public works, and equipment (Special Revenue and Proprietary Funds are not included in this category). 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 revenues 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. 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 to departments of the City, on a cost reimbursement basis or calculated rate. Self-Insurance Funds – These funds are established to account for the cost of property and public liability claims, uninsured environmental issues, workers compensation, dental, medical, and short term disability used by the City under self-insurance programs. 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 fund used to account for the accumulation of resources to be used for retirement annuity payments at the appropriate amounts and times in the future. 68 City of Chandler 2013-14 Adopted Budget Financial and Personnel Overviews Fund Structure Summary FY 2013-14 Total Budget $803,931,786 General Operating Funds $233,820,408 Special Revenue Funds $50,417,790 Capital Project Funds $238,760,123 Enterprise Funds $243,153,133 General $212,323,477 Police Forfeiture $3,190,000 General Gov't Capital Projects $32,105,074 Water Operations $59,674,919 General Obligation Debt Service $21,496,931 Highway User Revenue $17,101,461 Capital Replacement $13,935,845 Wastewater Operations $167,179,696 Local Transportation Assistance $1,952,226 Capital Grants $20,650,564 Solid Waste Operations $15,047,368 Uninsured Liability Self Insurance $1,036,509 Operating Grants $6,937,672 Municipal Arts $62,050 Airport Operations $1,251,150 Short Term Disability Self Insurance $510,000 Housing & Urban Development $13,898,500 General Obligation Bonds $23,490,528 Dental Self Insurance $2,205,000 Community Development Block Grant $2,242,700 Enterprise Bonds $97,576,303 Medical Self Insurance Trust $24,877,727 Highway User Debt Service $4,676,975 General Gov't Impact Fees $29,232,800 Expendable Trust Funds $418,256 System Development Fees $20,548,959 Capital Loan $1,133,000 In-House Capital $5,000 69 Internal Service Funds $37,703,627 Workers Compensation Self Insurance Trust $2,872,023 Self-Insured Liability Self Insurance $6,202,368 Special Assessment Funds $71,905 Fiduciary Funds $4,800 Special Assessments $71,905 Pension Trust $4,800 City of Chandler 2013-14 Adopted Budget Financial and Personnel Overviews General Funds Revenues Day-to-day operations of many City departments are funded out of the General Fund (fund 101). Together with 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 (FY) 2012-13 and 2013-14. The table provides information on the percentage of increase or decrease from the prior fiscal year adopted budget. A detailed discussion of all revenues for the City is contained in the Resources section of this document. (1) (2) Local Sales Tax & Licenses Property Tax (1) State Shared Taxes Other Revenues Fund Balance less Transfer In/Out $ Total General Fund(2) $ 2012-13 Adopted Budget 94,876,600 29,093,800 50,417,000 22,683,625 68,157,215 265,228,240 $ $ 2013-14 Adopted Budget 97,234,200 28,046,000 53,613,700 21,214,500 65,817,082 % Change Adopted to Adopted 2.5% (3.6%) 6.3% (6.5%) (3.4%) 265,925,482 0.3% FY 2012-13 Property Tax adopted amount of $29,093,800 includes Prior Year Property Tax (Primary and Secondary) of $450,000. FY 2013-14 Property Tax adopted amount of $28,046,000 includes Prior Year Property Tax (Primary and Secondary) of $450,000. FY 2012-13 includes General Funds of $214,189,442, GO Debt Service Funds of $33,461,950, and General Government Capital Project Funds of $17,576,848; FY 2013-14 includes General Funds of $212,323,477, GO Debt Service Funds of $21,496,931, and General Government Capital Project Funds of $32,105,074. 70 City of Chandler 2013-14 Adopted Budget Financial and Personnel Overviews General Fund Expenditures The General Fund expenditure categories are presented in the chart and table below. The chart provides information on each category as a percent of the total General Fund expenditures for Fiscal Years (FY) 2012-13 and 2013-14. The table provides information on percentage increase or decrease from the prior adopted budget. Department General Government Public Safety Transportation & Development Debt Service Contingency & Reserves (1) Total General Fund(2) Category Personnel & Benefits Operating & Maintenance Major Capital Contingency & Reserves (1) Total General Fund(2) (1) (2) $ $ $ $ 2012-13 Adopted Budget 92,310,704 88,795,061 17,743,803 33,461,950 32,916,722 265,228,240 140,534,933 79,559,900 12,216,685 32,916,722 265,228,240 $ $ $ $ 2013-14 Adopted Budget 80,320,689 96,956,385 27,484,197 21,496,931 39,667,280 265,925,482 % Change Adopted to Adopted (13.0%) 9.2% 54.9% (35.8%) 20.5% 0.3% 140,013,836 60,922,409 25,321,957 39,667,280 265,925,482 (0.4%) (23.4%) 107.3% 20.5% 0.3% Contingency funds and reserves are one-time revenues comprised of various funds, of which the majority is restricted in their use. Contingency funds can be used for unanticipated revenue shortfalls or unforeseen or emergency expenditures. Use of these funds requires Council approval. FY 2012-13 includes General Funds of $214,189,442, GO Debt Service Funds of $33,461,950, and General Government Capital Project Funds of $17,576,848; FY 2013-14 includes General Funds of $212,323,477, GO Debt Service Funds of $21,496,931, and General Government Capital Project Funds of $32,105,074. 71 City of Chandler 2013-14 Adopted Budget Financial and Personnel Overviews General Fund Expenditure by Function The adopted General Fund budget, as divided between operating and capital, is shown below. Departmental operating budgets total $179,439,314; debt service expense is $21,496,931, and contingencies and reserves tied to operating costs are $27,034,200 for a total operating total of $227,970,445. Capital budgets include $17,875,332 in new capital appropriation for department capital projects, $17,839,705 in capital carryforward, and $2,240,000 in capital contingencies and reserves for a total of $37,955,037. Operating Budget by Function 2013-14 Adopted Budget 2012-13 Adopted Budget General Government $ 83,014,495 $ % Change Adopted to Adopted 69,703,742 (16.0%) Public Safety 86,848,088 91,241,008 5.1% Transportation & Development 16,770,300 18,494,564 10.3% 179,439,314 (3.9%) Total Department Operating $ 186,632,883 $ Debt Service 33,461,950 21,496,931 (35.8%) Contingency & Reserves 24,967,700 27,034,200 8.3% 227,970,445 (7.0%) Total Operating $ 245,062,533 $ Capital Budget by Function 2013-14 Adopted Budget 2012-13 Adopted Budget General Government $ $ 4,875,347 68.8% Public Safety 501,144 4,347,985 767.6% Transportation & Development 454,000 8,652,000 1805.7% 17,875,332 365.2% 14,082,843 17,839,705 26.7% 2,240,000 2,240,000 0.0% Total Major Capital $ Capital Carryforward Contingency & Reserves (1) 2,887,720 % Change Adopted to Adopted 3,842,864 $ Total Major Capital Budget $ 20,165,707 $ 37,955,037 88.2% Grand Total(1) $ 265,228,240 $ 265,925,482 0.3% FY 2012-13 includes General Funds of $214,189,442, GO Debt Service Funds of $33,461,950, and General Government Capital Project Funds of $17,576,848; FY 2013-14 includes General Funds of $212,323,477, GO Debt Service Funds of $21,496,931, and General Government Capital Project Funds of $32,105,074. 72 City of Chandler 2013-14 Adopted Budget Financial and Personnel Overviews Special Revenue Funds Revenues and Expenditures Special Revenue Funds include Police Forfeiture Fund, 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 Statute. The Special Revenue Fund revenues and expenditure categories are presented in the tables below. The tables provide information on the percentage of increase or decrease from the prior fiscal year adopted budget. Grants are also categorized as Special Revenue but are excluded from this comparison. Special Revenues (Funds 202/214/215/216/320) Revenues 2013-14 Adopted Budget 2012-13 Adopted Budget Police Forfeiture $ 3,000,000 0.0% 1,448,374 2,208,000 52.4% 11,900,000 13,000,000 9.2% Local Transportation Assistance 400,000 692,821 73.2% Other Revenues 191,000 157,000 (17.8%) 9,211,909 7,862,841 (14.6%) 26,920,662 2.9% Regional Transportation Sales Tax Highway User Revenue Fund Balance less Transfer In/Out Total Special Revenue Funds $ 3,000,000 26,151,283 $ % Change Adopted to Adopted $ Expenditures 2013-14 Adopted Budget 2012-13 Adopted Budget Non-Departmental $ Public Safety Transportation & Development Contingency & Reserves Debt Service 378,100 $ % Change Adopted to Adopted 106,900 (71.7%) 3,000,000 3,000,000 0.0% 13,513,708 14,524,587 7.5% 4,596,000 4,612,200 0.4% 4,676,975 0.3% Total Special Revenue Funds $ 26,151,283 4,663,475 $ 26,920,662 2.9% Personnel & Benefits $ 4,130,683 $ 4,034,529 (2.3%) 0.0% Operating & Maintenance 13,094,010 13,097,522 Contingency & Reserves 4,596,000 4,612,200 0.4% Capital - Major 4,330,590 5,176,411 19.5% 26,920,662 2.9% Total Special Revenue Funds $ 26,151,283 $ Refer to page 75 for more detailed information on the Highway User Revenue and Local Transportation Assistance Funds. 73 City of Chandler 2013-14 Adopted Budget Financial and Personnel Overviews Enterprise Operational Funds Revenues and Expenses Enterprise Operational Funds include Water Operating Fund, Wastewater Operating Fund, Wastewater Industrial Process Treatment 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 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 the prior fiscal year adopted budget. Enterprise Operational (Funds 605/615/616/625/635) Revenues 2012-13 Adopted Budget Water Services $ Wastewater Services WW Industrial Process Treatment (1) Solid Waste Services Airport Services Other Revenues (2) Fund Balance less Transfers In/Out Total Enterprise Operational Funds $ 49,047,926 2013-14 Adopted Budget 51,064,904 4.1% 35,627,225 38,656,198 8.5% 2,854,352 10,935,122 283.1% 13,450,626 14,010,997 4.2% 1,000,042 1,081,123 8.1% 105,233,972 121,821,695 15.8% 84,792,613 5,151,094 (93.9%) 242,721,133 (16.9%) 292,006,756 $ % Change Adopted to Adopted $ Expenditures 2012-13 Adopted Budget Water(2) $ (2) Wastewater WW Industrial Process Treatment Solid Waste Airport Total Enterprise Operational Funds $ Personnel & Benefits $ 59,674,919 (4.7%) 210,991,080 156,616,387 (25.8%) 2,649,578 10,563,309 298.7% 14,508,889 14,615,368 0.7% 1,232,549 1,251,150 1.5% (16.9%) 292,006,756 $ 242,721,133 15,560,285 $ 15,759,001 1.3% 75,707,035 88,507,122 16.9% Contingency & Reserves 11,765,000 12,990,767 10.4% 125,464,243 (33.6%) 242,721,133 (16.9%) Total Enterprise Operational Funds (2) $ % Change Adopted to Adopted Operating & Maintenance Capital - Major (1) 62,624,660 2013-14 Adopted Budget 188,974,436 $ 292,006,756 $ FY 2013-14 reflects additional operations and maintenance ongoing costs for new processes and equipment to ensure the Reverse Osmosis Facility maintain 24-hour operations. Municipal Utilities includes 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. FY 2012-13 includes $103,117,372 (Water Fund $3,808,561 and Wastewater Fund $99,307,811) and FY 2013-14 includes $119,206,440 (Water Fund $3,095,287 and Wastewater Fund $116,111,153), the reimbursement is reflected within the Other Revenues category. Refer to pages 76 and 77 for more detailed information on the Water, Wastewater, WW Industrial Treatment, Solid Waste and Airport Operating Funds. 74 City of Chandler 2013-14 Adopted Budget Financial and Personnel Overviews Major Fund Summaries The following tables provide summarized revenue and expenditure totals for the major funds. Funds shown here are primarily operating funds and this presentation excludes capital funds that are typically for a single department or project. General Funds (101/310/401) FY 2013-14 Category Revenue Budget Property Tax $ 28,046,000 Franchise Fee 2,875,000 Transaction Privilege Tax 92,786,000 Other Licenses 1,573,200 State Shared Revenues 53,613,700 Charges for Services 13,524,450 Miscellaneous Receipts 4,544,750 Court Fines 3,145,300 Fund Balance 53,805,097 Subtotal Resources $ 253,913,497 Net Transfers In/Out (1) Dept/Cost Center City Clerk City Mgr & Organizational Support CAPA Community Services Fire Law Magistrate Mayor & Council Management Services Non-Departmental(2) Police Transportation & Development Major Capital Debt Services Total Expenditures 12,011,985 Total Resources $ 265,925,482 Category Police Forfeiture Reimbursement Fund Balance Total Resources Police Forfeiture Fund (202) FY 2013-14 Revenue Budget Dept/Cost Center $ 3,000,000 Police Administration 190,000 Non-Departmental(2) $ 3,190,000 Total Expenditures Highway User Revenue FY 2013-14 Category Revenue Budget Highway User Tax $ 13,000,000 Interest Income 48,000 Fund Balance 8,754,114 Subtotal Resources $ 21,802,114 Net Transfers In/Out(1) (23,678) Total Resources $ 21,778,436 (2) FY 2013-14 Expenditure Budget $ 3,000,000 190,000 $ 3,190,000 Fund (HURF) (215/320) Dept/Cost Center Streets Streets Capital Traffic Engineering Non-Departmental(2) Debt Services Total Expenditures Local Transportation Assistance Fund (LTAF) (216) FY 2013-14 Category Revenue Budget Dept/Cost Center Lottery Entitlements $ 692,821 Streets Capital Bus Shelter/Service 86,000 Transit Services Interest Income 11,000 Non-Departmental(2) Fund Balance 1,163,930 1,953,751 Subtotal Resources $ Net Transfers In/Out(1) (1,525) Total Resources $ 1,952,226 Total Expenditures (1) FY 2013-14 Expenditure Budget $ 578,404 23,385,441 2,049,614 23,495,193 30,456,594 3,511,051 4,146,959 796,564 6,752,816 44,654,980 60,784,414 18,494,564 25,321,957 21,496,931 $ 265,925,482 FY 2013-14 Expenditure Budget $ 4,319,378 4,241,180 4,114,203 4,426,700 4,676,975 $ 21,778,436 FY 2013-14 Expenditure Budget $ 935,231 914,595 102,400 $ 1,952,226 Transfers in/out include Indirect Cost, potential loans, or loan paybacks; see Schedule D, located in the Schedules & Terms section, for details. Includes Contingency & Reserves. 75 City of Chandler 2013-14 Adopted Budget Financial and Personnel Overviews Major Fund Summaries (continued) Grant Funds (217 thru 240) FY 2013-14 Category Revenue Budget Dept/Cost Center Operating Grants $ 5,277,438 City Mgr & Organizational Support Home Program 1,035,000 CAPA Community Dev Block Grant 2,000,000 Community Services Public Housing Authority 2,599,000 Fire Housing Authority Section 8 5,310,000 Law Capital Fund Program 850,000 Municipal Utilities Proceeds Reinvestment Projects 41,000 Non-Departmental(2) Housing Authority Section 8 3,500,000 Police Interest 18,000 Transportation & Development Fund Balance 2,163,434 Subtotal Resources $ 22,793,872 Net Transfers In/Out(1) 285,000 Total Resources $ 23,078,872 Total Expenditures Category Grants Fund Balance Total Resources Capital Grant Fund (417) FY 2013-14 Revenue Budget Dept/Cost Center $ 14,796,058 City Mgr & Organizational Support 5,854,506 Community Services Transportation & Development $ 20,650,564 Total Expenditures Water Operating (605) FY 2013-14 Category Revenue Budget Dept/Cost Center Water Sales $ 51,064,904 Administration Meter Installation Fees 263,000 Water Distribution Connect Fees 264,240 Water Capital Other Charges 632,356 Water Treatment Plant Miscellaneous Receipts 3,543,744 Environmental Resources Interest 76,000 Water Quality Fund Balance 7,725,056 Water Production Facility San Tan Vista Water Facility Subtotal Resources $ 63,569,300 Meter Services (3,894,381) ITOC Capital Net Transfers In/Out (1) Non-Departmental(2) Debt Services Total Resources $ 59,674,919 Total Expenditures (1) (2) FY 2013-14 Expenditure Budget $ 16,587,964 50,000 796,488 1,592,021 17,950 100,000 897,800 2,308,000 728,649 $ 23,078,872 FY 2013-14 Expenditure Budget $ 4,170,691 1,984,983 14,494,890 $ 20,650,564 FY 2013-14 Expense Budget $ 721,501 4,760,897 4,651,434 11,392,327 1,447,887 1,629,773 6,423,769 1,299,500 1,202,894 432,115 5,631,170 20,081,652 $ 59,674,919 Transfers in/out include Indirect Cost, potential loans, or loan paybacks; see Schedule D, located in the Schedules & Terms section, for details. Includes Contingency & Reserves. 76 City of Chandler 2013-14 Adopted Budget Financial and Personnel Overviews Major Fund Summaries (continued) Wastewater Operating (615) FY 2013-14 Category Revenue Budget Dept/Cost Center Sewer Sales $ 37,545,511 Administration Service Charges 1,261,965 Wastewater Collection Other Charges 520,224 Wastewater Capital Miscellaneous Receipts 116,111,153 Wastewater Treatment Interest 75,000 Wastewater Quality Fund Balance 3,503,221 Airport WW Reclamation Plant Ocotillo WW Reclamation Plant Subtotal Resources $ 159,017,074 ITOC Capital (1) Net Transfers In/Out (2,400,687) Non-Departmental(2) Debt Services Total Resources $ 156,616,387 Total Expenditures Wastewater Industrial Process Treatment (616) FY 2013-14 Category Revenue Budget Dept/Cost Center Industrial Surcharge Fees $ 10,935,122 WW Reverse Osmosis Interest 4,000 Non-Departmental(2) Subtotal Resources $ 10,939,122 Net Transfers In/Out (1) (375,813) Total Resources $ 10,563,309 Total Expenditures Solid Waste Operating (625) FY 2013-14 Category Revenue Budget Dept/Cost Center Refuse Charges $ 13,219,685 Solid Waste Services Dumping Fees 120,037 ITOC Capital Admin Charges 26,496 Non-Departmental(2) Other Reveunes 774,449 Interest 37,000 Fund Balance 1,688,876 Subtotal Resources $ 15,866,543 Net Transfers In/Out(1) (1,251,175) Total Resources $ 14,615,368 Total Expenditures Airport Operating (635) FY 2013-14 Category Revenue Budget Dept/Cost Center Tie Down Fees $ 529,333 Airport Services Sale of Gas/Oil 321,560 Airport Capital Airport Leases 238,360 Non-Departmental(2) Other Revenues 5,900 Debt Services Subtotal Resources $ 1,095,153 155,997 Net Transfers In/Out(1) Total Resources $ 1,251,150 Total Expenditures (1) (2) FY 2013-14 Expense Budget $ 6,800 2,153,164 119,991,655 1,401,480 601,479 8,354,039 4,118,320 182,777 5,253,127 14,553,546 $ 156,616,387 FY 2013-14 Expense Budget $ 9,013,042 1,550,267 $ 10,563,309 FY 2013-14 Expense Budget $ 12,686,502 67,641 1,861,225 $ 14,615,368 FY 2013-14 Expense Budget $ 1,077,141 138,621 12,000 23,388 $ 1,251,150 Transfers in/out include Indirect Cost, potential loans, or loan paybacks; see Schedule D, located in the Schedules & Terms section, for details. Includes Contingency & Reserves. 77 City of Chandler 2013-14 Adopted Budget Financial and Personnel Overviews Fund Balance Analysis 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. 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. The following fund balance analysis is provided for the various categories of funds shown on pages 80 and 81, with additional explanation for categories anticipated to decrease by more than 10%. General Fund Balance - For this presentation the General Government Capital Projects Fund is included with Capital Project Fund Balance, shown below. This leaves the General Fund category solely comprised of the General Fund itself, and the General Obligation Debt Service Fund. Most of the City’s 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 Fiscal Year (FY) 2013-14 Budget anticipates the use of $49 million of the fund balance is needed to supplement the revenue collection to fund the estimated expenditures, and results in a 37% decrease in fund balance. These funds are being applied toward one-time expenditures, including transfers to the General Government Capital Projects Fund and also incorporate a planned drawdown of the General Obligation Debt Service Fund as debt service costs will exceed secondary property tax revenues this year. This projection includes $21 million for the 12% contingency reserve adopted by Council as an expenditure; however, this appropriation would only be spent in the most extreme circumstances. Assuming this contingency is not used, the ending fund balance will be approximately $106 million, or a decrease of approximately 21%. 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 Police Forfeiture Fund, Regional Transportation Sales Tax Fund, Highway User Revenue Fund (HURF), Local Transportation Assistance Fund (LTAF), Grants, including Community Development Block Grant (CDBG) and HUD, plus Trust Funds. Expenditures related to the HURF are slowly being subsidized by the General Fund. This fund category reflects a $12.5 million (51%) decrease in fund balance for FY 2013-14. About $10 of the drawdown is due to use of fund balance to support two state-shared revenues, HURF, and LTAF. Income for these two funds can no longer support the budgeted requirements and the City has a plan to shift some expenses, over time, from these special revenue funds to the General Fund. Currently, fund balances are sufficient to support operations for two to three years based on historical spending levels, but will continue to draw down over the next several years. Internal Service Fund Balance – These self-insurance 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 Trust Fund, Self-Insurance Fund, Uninsured Liability Fund, Dental Self Insurance Fund, Medical Self Insurance Trust Fund, and Short Term Disability Fund. Annual actuary analysis provides recommended fund balance levels based on claim activity. As shown on the table on page 80 the Internal Service funds are expected to decrease by approximately $9 million (26%) in FY 2013-14. These funds include appropriation for liabilities that reflect a “worst case” scenario and are typically not expended so a budgeted decrease in fund balance is not a major concern. Capital Project Fund Balance – These funds are 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 Special Revenue Funds). The financial resources of Capital Project funds come from several different sources, including bond proceeds, impact fees, system development fees, grants, general fund, or contribution from operating funds. The Capital Project fund balance for FY 2013-14 shows that almost $77.3 million is needed to supplement the revenue collected to fund one-time Capital Project expenditures for projects in process or new capital projects, resulting in a 58% decrease in Capital Project Fund Balance. The Capital Project fund balance includes a combination of the above listed sources for projects carried forward from prior years. Much of this decrease in fund balance is due to the use of bond proceeds from prior year bond sales and system development/impact fees 78 City of Chandler 2013-14 Adopted Budget Financial and Personnel Overviews collected in prior years. Capital projects are typically not completed in one year, so there is usually a significant amount of appropriation that is reappropriated in the next budget year so the budgeted 59% decrease in fund balance is not a major concern. 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, Wastewater Industrial Treatment, Solid Waste, and Airport. The Enterprise Adopted Budget for FY 2013-14 shows that about $13.2 million of the fund balance is needed to supplement the revenue collection to offset estimated expenditures, including debt service and one-time capital. This results in a budgeted 21% decrease in fund balance. Utility rate increases and new user fees are planned for the upcoming year that will help reduce the draw on fund balance in the future. The $13.3 million decrease in Enterprise fund balance is attributed to the lag between expenditures and reimbursements in the water and wastewater enterprise funds. Permanent/Special Assessment Fund Balance – These include 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 fund balances help support pensions and administrative expenditures anticipated for FY 2013-14. Anticipated change in fund balance is less than 1%. 79 City of Chandler 2013-14 Adopted Budget Financial and Personnel Overviews Summary of Revenues, Expenditures, and Changes in Fund Balance The “Estimated Beginning Fund Balance” line for the category of funds listed below represents the residual funds brought forward from the previous year (ending balance). Estimated Beginning Fund Balance represents the net financial resources that are available for appropriation. This is split between the Budgeted Fund Balance and Designated Reserves to cover unanticipated fluctuations in revenue or expenses. Estimated Ending Fund Balances in the summary below are typically used as contingency the next year, 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(1) 11-12 Actual 12-13 Actual* Special Revenue Funds 13-14 Adopted 11-12 Actual 12-13 Actual* 11-12 Actual 12-13 Actual* $ 151,514 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 32,300 99,774 45,959 18,582 7,008 (1,705) $ 201,917 $ Total Available Resources $ 353,431 $ 350,341 $ 233,820 $ 57,488 $ 63,837 $ 50,418 $ 67,237 $ 64,821 $ 37,704 773 14,726 512 3,602 2,221 27,966 27,339 3,170 5,668 7,445 56,917 15,915 23,234 794 23,671 641 3,832 2,093 23,881 29,133 3,444 6,946 7,242 62,588 18,585 33,462 797 23,385 578 4,147 2,050 23,495 30,457 3,511 6,753 37,872 60,784 18,495 21,497 12,002 433 555 18 15 1,924 13,416 4,637 14,271 26 609 504 18 50 3,618 15,507 4,663 16,588 50 1,212 1,592 18 100 5,619 5,308 15,253 4,677 161 130 4,537 22,245 - 1,864 2,876 1,040 23,594 - 2,506 5,650 1,041 28,508 - $ 32,998 $ 39,266 $ 50,418 $ 27,074 $ 29,373 $ 37,704 $ 24,490 $ 40,163 $ 26,547 Total Expenditures $ 163,944 $ 134,028 29,149 99,481 50,596 14,604 7,424 (14,858) 186,397 $ % Change Actual to Estimated $ 134,028 $ 21,366 $ 24,490 $ 24,571 $ 8,901 $ 26,547 $ 45,905 $ 40,163 $ 35,448 28,046 97,234 53,614 11,823 13,000 13,000 13,524 7,440 2,139 3,538 3,869 19,296 23,614 27,867 25,927 31,140 22,820 130 116 166 (15,108) (3,897) (8,446) (1,960) 2,036 1,045 935 184,750 $ 36,122 $ 39,347 $ 37,895 $ 21,332 $ 24,658 $ 28,802 $ 189,487 $ 216,313 $ 233,820 Estimated Ending Fund Balance $ 163,944 $ 12,522 $ 12,049 13-14 Adopted Budgeted Fund Balance Designated Reserve Estimated Beginning Fund Balance Expenditures: Mayor & Council City Manager City Clerk City Magistrate Com. & Public Affairs Community Services Fire Law Management Services Municipal Utilities Non-Departmental Police Transportation & Dev. Debt Service $ 49,070 $ 84,957 13-14 Adopted Internal Service Funds $ 84,957 -37% $ 24,571 $ 12,049 -51% $ 35,448 -25% *12-13 Actual reflects estimated year-end (unaudited). (1) In this presentation the General Fund category includes General Fund 101 and General Obligation Debt Service Fund 310; General Government Capital Projects Fund 401 is included in the Capital Projects category. 80 City of Chandler 2013-14 Adopted Budget Financial and Personnel Overviews Summary of Revenues, Expenditures, and Changes in Fund Balance (continued) Summary (In Thousands) Capital Project Funds 11-12 Actual 12-13 Actual* Enterprise Funds 13-14 Adopted 11-12 Actual 12-13 Actual* $ 77,335 $ 54,529 $ 133,390 $ 133,885 $ 131,865 24,525 11,030 5,631 7,273 11,585 30,317 $ 41,741 $ 48,621 $ 8,606 109,500 19,420 23,899 161,425 Permanent/Special Funds 13-14 Adopted 11-12 Actual $ 13,287 $ 50,358 $ 49,510 $ 53,551 $ 63,644 $ 1,774 1,654 1,887 98,556 102,741 115,867 5,812 56,558 119,878 (7,995) (8,064) (7,766) $ 98,147 $ 152,889 $ 229,867 $ $ $ 175,131 $ 182,505 $ 238,760 $ 147,657 $ 206,440 $ 243,153 2,019 4,516 345 13,535 2,297 2,751 15,031 753 3,038 2,557 38 15,284 6,871 2,932 19,032 888 13,709 13,156 9,209 95,089 44,926 6,500 55,361 809 61,691 2,061 972 29,382 2,283 109,851 650 30,012 1,898 192,181 14,415 34,659 $ 41,247 $ 50,640 $ 238,760 $ 94,106 $ 142,796 $ 243,153 $ $ 133,885 $ 53,551 $ $ 131,865 $ 54,529 12-13 Actual* -59% $ 63,644 $ 50,358 -21% *12-13 Actual reflects estimated year-end (unaudited). 81 4,768 $ 21 21 $ 4,789 $ Grand Total 13-14 Adopted 11-12 Actual 12-13 Actual* 13-14 Adopted $ $ 61 4,566 $ 4,627 18 6 24 $ 16 16 32,300 29,149 28,046 99,774 99,481 97,234 57,782 63,596 66,614 20,357 16,258 15,412 98,556 102,741 115,867 24,525 11,030 8,606 109,500 39,906 98,425 178,491 25,927 31,140 22,820 130 116 166 24 0 (0) $ 399,280 $ 451,936 $ 642,755 77 $ 805,734 $ 872,669 $ 803,932 4,701 4,725 $ $ 161,176 $ 233,006 $ 406,454 $ 420,733 $ 394,183 5 84 - 5 93 - 5 71 1 - 773 28,908 512 3,602 2,221 32,914 28,244 3,318 10,288 75,241 34,049 61,592 45,334 58,006 794 45,127 641 3,858 2,093 27,047 29,680 6,338 8,079 125,185 38,356 69,139 53,124 69,025 797 58,086 578 4,147 2,100 37,863 41,263 9,179 7,865 287,371 131,341 72,593 89,109 61,642 88 $ 98 $ 77 $ 385,001 $ 478,486 $ 803,932 4,566 $ 420,733 $ 394,183 $ 233,006 4,701 $ 4,627 $ -1% -41% City of Chandler 2013-14 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 2013-14. 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 Personnel Full Time Equivalent 2011-12 Revised 2012-13 Adopted 2012-13 Revised New Requests/ Reductions Transfers as of 7/1/2013 2013-14 Adopted 4.000 5.000 4.000 4.000 0.000 0.000 4.000 5.000 2.000 6.000 13.000 6.000 2.000 6.000 14.000 6.000 2.000 6.000 14.000 6.000 2.000 6.000 14.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 6.000 2.000 6.000 14.000 City Clerk 6.000 6.000 6.000 6.000 0.000 0.000 6.000 City Manager Administration 6.000 5.000 5.000 6.000 0.000 0.000 6.000 0.000 6.000 2.000 1.000 0.000 18.000 16.000 19.000 16.000 5.750 11.000 21.750 5.800 122.300 0.000 6.000 2.000 1.000 0.000 18.000 16.000 19.000 16.000 4.850 10.500 21.800 6.350 121.500 42.000 6.000 2.000 1.000 6.000 20.000 16.000 19.000 16.000 4.850 10.500 21.800 6.350 171.500 42.000 6.000 2.000 1.000 6.000 20.000 15.000 20.000 16.000 4.850 10.500 21.800 6.350 171.500 0.000 0.000 0.000 0.000 0.000 0.000 0.000 1.000 0.000 0.000 0.000 0.000 0.000 1.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 (4.000) 4.000 0.300 0.000 (0.050) (0.250) 0.000 42.000 6.000 2.000 1.000 6.000 20.000 15.000 17.000 20.000 5.150 10.500 21.750 6.100 172.500 City Magistrate 42.000 42.000 41.000 41.000 0.000 0.000 41.000 Law 27.000 0.000 27.000 27.000 2.000 29.000 28.000 4.000 32.000 28.000 4.000 32.000 0.000 0.000 0.000 0.000 0.000 0.000 28.000 4.000 32.000 220.300 222.500 273.500 274.500 1.000 0.000 275.500 5.000 12.000 39.000 61.250 3.750 14.750 47.000 6.000 15.500 14.125 1.750 220.125 4.000 12.000 41.000 62.550 1.000 15.750 51.000 6.500 18.125 14.625 4.750 231.300 5.000 12.000 0.000 62.550 0.000 15.750 52.000 6.500 17.125 14.625 4.750 190.300 4.000 13.000 0.000 62.550 0.000 16.000 52.000 7.125 17.125 14.625 4.750 191.175 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 (0.250) 0.000 0.000 0.000 0.000 0.000 (0.250) 4.000 13.000 0.000 62.550 0.000 15.750 52.000 7.125 17.125 14.625 4.750 190.925 2010-11 Revised General Government Mayor and Council Communications/Public Affairs Communications/Public Affairs Video Production Print, Mail & Graphics Organizational Development Buildings & Facilities (1) Economic Development Downtown Redevelopment Tourism Airport(2) Human Resources IT Srvc. Delivery Mgmt & Admin. IT Applications Support IT Infrastructure & Client Sup. Neighborhood Resources Code Enforcement Housing and Redevelopment Community Development Liability Litigation (3) Law Subtotal - General Government Community Services Administration Center for the Arts Buildings & Facilities (1) Library Parks Administration Aquatics Parks Operations Recreation Sports and Fitness Facilities Nature and Recreation Facilities Museum (1) (2) (3) Beginning July 1, 2012, the Buildings and Facilities Division is moved from Community Services to City Manager. Beginning July 1, 2012, the Airport Division is moved from Transportation and Development to Economic Development. Risk Management is disbanded effective July 1, 2012 and the Risk Management positions are moved to Law, cost center 1310, Liab ility Litigation, and the Workers Compensation Safety positions are moved to Human Resources, cost center 1250. 82 City of Chandler 2013-14 Adopted Budget Financial and Personnel Overviews Number of Personnel Full Time Equivalent (continued) 2011-12 Revised 2012-13 Adopted 2012-13 Revised New Requests/ Reductions 8.000 7.000 192.000 6.000 6.000 9.000 7.000 191.000 8.000 6.000 6.000 9.000 190.000 13.000 4.000 6.000 9.000 190.000 13.000 4.000 0.000 0.000 0.000 0.000 0.000 0.000 1.000 (1.000) 0.000 0.000 6.000 10.000 189.000 13.000 4.000 0.000 219.000 12.000 233.000 11.000 233.000 11.000 233.000 0.000 0.000 0.000 0.000 11.000 233.000 5.300 5.350 7.500 4.500 15.350 19.500 10.500 4.000 3.500 13.000 88.500 4.300 5.350 7.500 4.500 15.350 21.000 11.000 4.000 3.500 0.000 76.500 4.000 6.000 7.000 5.000 16.000 21.000 11.000 0.000 3.500 0.000 73.500 4.000 6.000 7.000 5.000 16.000 21.000 11.000 0.000 3.500 0.000 73.500 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 4.000 6.000 7.000 5.000 16.000 21.000 11.000 0.000 3.500 0.000 73.500 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 5.000 22.000 28.000 12.500 8.000 12.500 22.000 11.000 10.000 10.000 1.000 4.000 22.000 168.000 5.000 22.000 28.000 12.500 8.000 12.500 22.000 11.000 10.000 10.000 1.000 4.000 22.000 168.000 5.800 22.000 28.000 12.000 8.000 12.000 22.000 11.000 10.000 10.000 1.000 4.000 22.000 167.800 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 5.000 0.000 0.000 2.000 7.000 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 5.800 22.000 28.000 12.000 8.000 12.000 22.000 11.000 10.000 15.000 1.000 4.000 24.000 174.800 2010-11 Revised Fire Administration Emergency Services Operations Prevention and Preparedness Support Services Fleet Services (1) Management Services Administration Budget Purchasing Central Supply Accounting Tax and License Utility Services Risk Management(2) Environmental Management Fleet Services (1) Municipal Utilities Administration Solid Waste Services Water Distribution Water Treatment Plant Environmental Resources Water Quality Water Systems Maintenance (3) Meter Services Wastewater Collection Wastewater Reverse Osmosis Lone Butte Wastewater Treatment(4) Wastewater Quality Airport Water Reclamation Facility Transfers as of 7/1/2013 2013-14 Adopted (1) Beginning July 1, 2011, the Fleet Services Division is moved from Management Services to Fire Department. (2) Risk Management is disbanded effective July 1, 2012 and the Risk Management positions are moved to Law, cost center 1310, Liability Litigation, and the Workers Compensation Safety positions are moved to Human Resources, cost center 1250. Cost center name changed from Water Production Facilities to Water Systems Maintenance effective July 1, 2012. Cost center name changed from Wastewater Treatment to Lone Butte Wastewater Treatment effective July 1, 2012. (3) (4) 83 City of Chandler 2013-14 Adopted Budget Financial and Personnel Overviews Number of Personnel Full Time Equivalent (continued) 2010-11 Revised Police Administration Professional Standards Property and Evidence Forensic Services Field Operations Criminal Investigations Planning and Research Communications Records Detention Services Community Resources & Training Transportation and Development Transportation & Dev. Administration Planning Development Services Engineering Capital Projects Management Streets Traffic Engineering Transit Services Street Sweeping Airport(1) CITY TOTAL Population * Employees Per 1,000 Population (1) 2011-12 Revised 2012-13 Adopted 2012-13 Revised Requests/ Reductions as of 7/1/2013 2013-14 Adopted 14.000 8.000 5.000 23.000 229.000 91.000 8.000 51.000 24.000 6.000 21.000 480.000 13.000 8.000 5.000 23.000 226.000 89.000 10.000 51.000 24.000 10.000 21.000 480.000 13.000 8.000 5.000 23.000 226.000 89.000 10.000 51.000 24.000 10.000 24.000 483.000 12.000 8.000 5.000 20.000 223.000 88.000 11.000 53.000 24.000 10.000 25.000 479.000 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 12.000 8.000 5.000 20.000 223.000 88.000 11.000 53.000 24.000 10.000 25.000 479.000 5.000 22.000 35.000 30.000 0.000 41.500 25.000 3.000 9.000 6.000 176.500 5.000 22.000 35.000 31.000 0.000 40.500 25.000 3.000 9.000 6.000 176.500 5.000 15.000 34.000 22.000 15.000 40.500 25.000 3.000 9.000 0.000 168.500 5.000 14.000 32.000 22.000 18.000 40.500 25.000 3.000 9.000 0.000 168.500 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 4.000 0.000 6.000 (13.000) 3.000 0.000 0.000 0.000 0.000 0.000 0.000 9.000 14.000 38.000 9.000 21.000 40.500 25.000 3.000 9.000 0.000 168.500 1572.425 1587.800 1589.800 1587.475 8.000 (0.250) 1595.225 236,598 238,977 239,340 239,538 241,900 6.6 6.6 6.6 6.6 6.6 Beginning July 1, 2012, the Airport Division is moved from Transportation and Development to Economic Development. * Population figures are based on updated annual estimates from Planning. 84 City of Chandler 2013-14 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 (FY) 2013-14. Department 2013-14 FTE Fire Police Community Services General Government Management Services Municipal Utilities Transportation & Development Total 233.000 479.000 190.925 275.500 73.500 174.800 168.500 1,595.225 New Positions for FY 2013-14 (All Funds) Information Technology IT Applications Support (1200) 1.000 Utility Billing Systems Analyst 1.000 Total Information Technology Positions Municipal Utilities Department Wastewater Reverse Osmosis (3930) 3.000 Reverse Osmosis Water Plant Operator II Wastewater Reverse Osmosis (3930) 1.000 Instrumentation Technician Wastewater Reverse Osmosis (3930) 1.000 Senior Utilities Mechanic Airport Water Reclamation Facility (3960) 2.000 Wastewater Treatment Plant Operator II 7.000 Total Municipal Utilities Department Positions 8.000 Grand Total - Additions 85 City of Chandler 2013-14 Adopted Budget Financial and Personnel Overviews Personnel Costs by Fund(1) Personnel costs account for a significant portion of the total City operating budget. The table below breaks down the personnel costs by the various funding sources used to support City programs. Fund Description 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget General Fund Ongoing* One-time* $ 124,816,533 $ 140,534,933 $ 140,633,975 $ 138,474,784 $ 140,013,836 133,359,347 133,458,389 131,299,198 138,532,647 7,175,586 7,175,586 7,175,586 1,481,189 % Chg Adj to Adopted 3.8% -79.4% Special Revenue Funds $ Ongoing* One-time* 3,490,370 $ - 4,130,683 $ 3,840,983 289,700 4,130,683 $ 3,840,983 289,700 4,009,350 $ 3,719,650 289,700 4,034,529 4,034,529 - 5.0% N/A Grants Funds(2) $ 2,760,651 $ - 2,718,396 $ 2,253,966 464,430 3,381,251 $ 2,916,821 464,430 2,925,270 $ 2,460,840 464,430 2,319,396 2,319,396 - -31.4% -20.5% N/A $ 1,851,702 $ 1,990,513 $ 2,071,196 $ 2,291,735 $ 2,179,816 1,971,953 18,560 15,560,285 $ 2,052,636 18,560 15,572,291 $ 2,273,175 18,560 14,329,499 $ 2,179,816 15,759,001 6.2% N/A $ 13,270,787 $ Ongoing* One-time* Trust and Agency Funds $ 8,064 $ 14,616,545 943,740 9,369 $ 14,628,551 943,740 9,369 $ 13,385,759 943,740 9,419 $ 15,759,001 9,359 7.7% N/A -0.1% Total Ongoing $ 146,198,107 $ 156,516,593 $ 157,371,179 $ 153,612,471 $ 162,834,748 Total One-Time $ - $ 8,892,016 $ 8,892,016 $ 8,427,586 $ 1,481,189 Grand Total $ 146,198,107 $ 165,408,609 $ 166,263,195 $ 162,040,057 $ 164,315,937 3.5% -83.3% -1.2% Ongoing* One-time* Internal Service Funds Ongoing* One-time* Enterprise Funds * Ongoing and One-time detail not available for Fiscal Year (FY) 2011-12 Actuals. (1) Personnel costs include wages, benefit costs and temporary employment costs. (2) As of FY 2013-14, grant personnel funds are no longer considered one-time for this presentation. 86 City of Chandler 2013-14 Adopted Budget Financial and Personnel Overviews Number of Employees per 1,000 of Chandler’s Population The chart below shows Chandler’s population growth over the past decade and the number of employees per 1,000 of population. The workforce was reduced by 10% through the economic downturn. Chandler has maintained approximately 6.6 employees per 1,000 in population for the last four years. Chandler still maintains one of the lowest employee ratios compared to other Valley cities and towns as shown on the chart below. 87 City of Chandler 2013-14 Adopted Budget Financial and Personnel Overviews 88 Fiscal Year Comparative Summaries of Chandler’s Revenue Sources Detailed Major Revenue Descriptions and Historical Trends and Analysis Chandler Regional Medical Center is building a Level I Trauma Center that will save lives. The Trauma Center will have the resources to provide total care for patients with life-threatening injuries on site, rather than transfer the patient to a different location. Resources 5-Contents City of Chandler 2013-14 Adopted Budget Resources Resources Summary The Resources section of this document has been prepared to present all sources of revenue in summary form and to offer a more detailed description of major revenue sources. The resources section offers historical reference points, highlights of revenue fluctuations, and serves as the basis for current year estimates. The next four pages of this section provide summarized data of the comparison of the Fiscal Year (FY) 2012-13 Adopted Budget to the FY 2013-14 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 FY 2013-14 revenue projections. Resources Categorical Comparisons 2011-12 Actual Revenues Fund Balances $ Sale of Bonds - $ - Grants Revenues Total Resources 2012-13 Adopted Budget $ 282,457,875 2013-14 Adopted Budget $ 45,500,000 % Change Adopted to Adopted 161,176,287 (42.9%) 109,500,000 140.7% 21,210,933 46,945,763 33,933,496 (27.7%) 378,045,432 460,863,387 499,322,003 8.3% 803,931,786 (3.8%) 399,256,365 $ 89 835,767,025 $ City of Chandler 2013-14 Adopted Budget 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: 2013-14 Adopted Budget 2012-13 Adopted Budget General $ 87,286,901 $ % Change Adopted to Adopted 53,805,097 (38.4%) Enterprise 92,109,777 13,286,553 (85.6%) Special Revenue 18,835,051 18,125,984 (3.8%) System Development Fees 26,920,664 39,261,159 45.8% 7,726,183 8,469,616 9.6% Bonds 38,639,006 18,948,831 (51.0%) Self-Insurance 10,568,392 8,901,386 (15.8%) 371,901 377,661 1.5% 161,176,287 (42.9%) Capital/Technology Replacement Other Total $ 282,457,875 90 $ City of Chandler 2013-14 Adopted Budget Resources Sale of Bonds Bonds are a mechanism used to finance various public infrastructure projects. General Obligation, Highway User Revenue, and Utility Revenue Bonds all require voter approval. The revenue source used for the interest payments and repayment of the bond principal is determined by the type of bond sold. Please refer to the Bonded Debt section of this document for further information regarding outstanding debt. 2012-13 Adopted Budget Water $ Wastewater Total 9,500,000 2013-14 Adopted Budget $ 36,000,000 $ 45,500,000 91 $ % Change Adopted to Adopted 36,500,000 284.2% 73,000,000 102.8% 109,500,000 140.7% City of Chandler 2013-14 Adopted Budget Resources Grants This funding source includes federal, state, and local grants for specific purposes. Grant appropriation will not be expended unless prior authorization of grant award is received from the grant agency. 2012-13 Adopted Budget 2013-14 Adopted Budget % Change Adopted to Adopted General Government Airport $ 3,509,358 $ 1,512,043 (56.9%) Community Development Block 3,600,000 2,000,000 (44.4%) Housing & Urban Development 14,045,354 13,860,000 (1.3%) 1,334,535 397,950 (70.2%) 891,951 927,704 4.0% 80,000 100,000 25.0% Fire 1,807,736 1,260,000 (30.3%) Police 2,693,000 2,308,000 (14.3%) 18,734,829 11,567,799 (38.3%) 249,000 - N/A 33,933,496 (27.7%) Miscellaneous (1) Community Services Municipal Utilities Public Safety Transportation & Development Streets Street Sweeping Total (1) $ 46,945,763 $ General Government Miscellaneous includes City Manager, Law, Economic Development, CAPA, and Magistrate. 92 City of Chandler 2013-14 Adopted Budget Resources Summary of Revenues Revenues were projected for the Fiscal Year (FY) 2013-14 budget by taking multiple factors into consideration, including direct source information, economic conditions, anticipated future trends, and FY 2012-13 revised revenue estimates. 2010-11 Actual Revenue Local Taxes and License Franchise Fees Transaction Privilege License Tax Other Licenses 2012-13 Adopted Revenue 2012-13 Revised Revenue 2013-14 Adopted Revenue % of Change Adopted to Adopted % of Total 88,365,917 $ 2,795,127 84,018,184 1,552,607 99,774,062 $ 2,977,482 95,180,394 1,616,186 94,876,600 $ 2,832,000 90,531,000 1,513,600 99,481,200 $ 2,962,000 94,936,000 1,583,200 97,234,200 2,875,000 92,786,000 1,573,200 2.5% 1.5% 2.5% 3.9% 19.5% 0.6% 18.6% 0.3% State/County Shared Revenue State Shared Sales Tax Vehicle License Tax Highway Users Tax Regional Transportation Sales Tax(1) Urban Revenue Sharing 61,109,053 17,695,102 7,568,729 13,287,878 88,561 22,468,783 63,761,622 18,450,722 7,578,949 11,823,280 5,979,715 19,928,955 63,765,374 18,500,000 7,800,000 11,900,000 1,448,374 24,117,000 70,708,000 18,500,000 7,979,000 13,000,000 7,112,000 24,117,000 68,821,700 19,400,000 7,870,700 13,000,000 2,208,000 26,343,000 7.9% 4.9% 0.9% 9.2% 52.4% 9.2% 13.8% 3.9% 1.6% 2.6% 0.4% 5.3% Charges for Services Engineering Fees Building Division Fees Planning Fees Public Safety Miscellaneous Library Revenues Parks and Recreation Fees 14,104,952 876,398 3,414,247 311,397 5,570,508 595,364 3,337,037 19,793,353 1,439,043 8,232,277 368,771 5,676,344 569,574 3,507,344 18,593,525 1,504,000 4,614,350 294,500 8,061,300 557,000 3,562,375 17,185,689 1,363,800 4,604,000 367,800 6,951,039 520,900 3,378,150 16,524,450 1,085,000 3,736,200 295,500 7,528,300 516,600 3,362,850 (11.1%) (27.9%) (19.0%) 0.3% (6.6%) (7.3%) (5.6%) 3.3% 0.2% 0.7% 0.1% 1.5% 0.1% 0.7% Miscellaneous Receipts Sale of Fixed Assets Other Receipts (2) Interest on Investments Leases Court Fines 16,235,478 115,338 8,470,015 3,448,762 1,004,741 3,196,622 17,004,023 86,944 10,703,646 1,944,015 1,100,080 3,169,338 113,928,392 25,000 107,409,340 2,023,200 1,451,152 3,019,700 68,508,463 109,611 62,393,050 1,750,000 1,118,752 3,137,050 134,840,097 92,000 128,317,814 1,578,000 1,706,983 3,145,300 18.4% 268.0% 19.5% (22.0%) 17.6% 4.2% 27.0% 0.0% 25.7% 0.3% 0.3% 0.6% Enterprise Revenue Water Sales Wastewater Service Solid Waste Service Solid Waste Container Fees Other Utility Charges Airport Fuel Sales 88,881,436 42,664,967 31,138,464 13,195,158 60,990 1,506,301 315,555 99,578,049 48,503,319 35,238,592 13,742,758 66,096 1,722,005 305,279 103,165,907 49,047,926 38,481,577 13,498,801 67,200 1,741,833 328,570 103,750,269 49,500,000 38,606,488 13,582,640 57,600 1,654,320 349,221 117,030,763 51,064,904 49,591,320 14,058,115 57,600 1,887,154 371,670 13.4% 4.1% 28.9% 4.1% (14.3%) 8.3% 13.1% 23.4% 10.2% 9.9% 2.8% 0.0% 0.4% 0.1% System Development Fees Water Wastewater General Government Impact Fees 14,329,768 3,265,313 4,324,535 6,739,920 24,525,220 5,566,010 7,234,388 11,724,823 13,180,000 3,200,000 4,300,000 5,680,000 11,029,858 3,332,245 3,971,613 3,726,000 8,605,600 2,720,100 3,721,300 2,164,200 (34.7%) (15.0%) (13.5%) (61.9%) 1.7% 0.5% 0.7% 0.4% Interfund Charges 12,954,226 21,309,460 24,259,789 24,361,024 28,219,193 16.3% 5.7% Property Tax 36,369,964 32,299,643 29,093,800 29,149,200 28,046,000 (3.6%) 5.6% $ 332,350,793 $ 378,045,432 $ 460,863,387 $ 424,173,703 $ 499,322,003 8.3% 100.0% Total Revenue (1) (2) $ 2011-12 Actual Revenue The Regional Transportation Sales Tax reported under the State/County Shared Revenue category varies from year to year b ased upon the Maricopa Association of Governments Arterial Life Cycle Program. In FY 2012-13, Other Receipts under the Miscellaneous Receipts category includes reimb ursement revenue of $103,117,372 (Water Fund $3,809,561 and Wastewater Fund $99,307,811) for the Intel Plant Expansion in which the City will pay for the utility infrastructure costs and Intel will reimb urse the City these costs. In FY 2013-14 this same category includes reimb ursement revenue of $119,654,897 (Water Fund $3,543,744 and Wastewater Fund $116,111,153) for the same project, including carryforward appropriation. 93 City of Chandler 2013-14 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, and Cox Communications 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 through Fiscal Year (FY) 2009-10) pays 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 FY 2010-11 decrease is due to Qwest Broadband’s exit from their cable business in FY 2009-10. The FY 2011-12 increase reflects increased collections from all agreements. The FY 2012-13 estimate is an eight month actual and four month projection and reflects anticipated collections under the agreements. Projection: The FY 2013-14 estimate is based upon specific industry projections and normal receipt of franchise payments. Fiscal Year 2009-10 Amount 3,174,390 2010-11 2,795,127 % Inc/(Dec) (2.7) (11.9) 2011-12 2,977,482 6.5 2012-13 (Estimate) 2,962,000 (0.5) 2013-14 (Estimate) 2,875,000 (2.9) 94 City of Chandler 2013-14 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 ongoing revenue source for the City of Chandler’s General Fund. 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 years shown reflect the impact of the economic downturn. The Fiscal Year (FY) 2011-12 increase reflects the impact of the Intel construction project. The FY 2012-13 estimate is an eight month actual and four month projection based upon a return to a more normal level of collections upon the conclusion of the Intel construction project. Projection: The FY 2013-14 estimate reflects a slight decline to our collections due to state legislation regarding commercial leasing and estimated impact of the newly opened Phoenix Premium Outlet Mall on the Gila River Indian Reservation. Some new growth is anticipated from completed development that will offset some of the decline in other categories. Fiscal Year Amount % Inc/(Dec) 2009-10 80,124,316 (3.6) 2010-11 84,018,184 4.9 2011-12 95,180,394 13.3 2012-13 (Estimate) 94,936,000 (0.3) 2013-14 (Estimate) 92,786,000 (2.3) 95 City of Chandler 2013-14 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 Fiscal Year 2012-13 estimate is an eight month actual and four month projection. 2009-10 Actual Category Contracting (1) $ General Retail (2) 2010-11 Actual 6,573,348 $ 36,560,075 Restaurant/Bar 6,380,957 2011-12 Actual $ 38,741,270 10,869,566 2012-13 Adopted $ 42,844,871 7,200,000 2012-13 Estimate $ 42,300,000 9,800,000 2013-14 Adopted $ 43,300,000 % chg Est 2012-13 to 2013-14 9,300,000 (5.1%) 42,700,000 (1.4%) 7,436,900 7,971,183 8,670,199 8,400,000 8,800,000 8,800,000 0.0% 10,786,994 11,413,338 12,128,475 12,200,000 12,000,000 12,400,000 3.3% Telecommunications 3,974,448 3,524,076 3,628,006 3,600,000 3,700,000 3,800,000 2.7% Rentals - Real 8,921,788 9,479,850 10,025,726 10,200,000 10,400,000 9,800,000 (5.8%) Rentals - Personal 2,389,241 2,462,219 2,606,371 2,500,000 2,700,000 2,300,000 (14.8%) Hotel/Motel (13.6%) Utilities 1,611,912 1,973,790 2,255,786 2,050,000 2,200,000 1,900,000 Publishing/Other 382,079 351,250 352,550 350,000 300,000 300,000 0.0% Amusements 602,027 673,666 714,641 700,000 700,000 650,000 (7.1%) Use Tax 869,092 1,000,342 1,054,968 1,000,000 1,000,000 800,000 (20.0%) 16,412 21,849 18,261 20,000 25,000 25,000 0.0% Privilege Tax Interest Excise Tax Refunds Total $ 80,124,316 24,394 $ 84,018,184 10,974 $ (1) Contracting includes sales tax collections on all construction activity. (2) General Retail includes Car and Truck, Grocery Stores, Drug, and Liquor Stores. 95,180,394 96 11,000 $ 90,531,000 11,000 $ 94,936,000 $ 11,000 0.0% 92,786,000 (61.8%) City of Chandler 2013-14 Adopted Budget Resources Source: Other Licenses Summary: Revenue from Other Licenses is comprised of the nine categories of licenses detailed below, accompanied by the Fiscal Year (FY) 2013-14 estimate for each category: 1. 2. 3. 4. 5. Privilege License Fees Alcoholic Beverages Peddlers and Vendors Second Hand and Junk Dealers Alarm $1,000,000 300,000 8,000 8,000 110,000 6. 7. 8. 9. Amusements Professional/Occupation and Other Cable License Applications Wireless Communication Leases $27,000 5,000 6,000 109,200 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 FY 2010-11 increase reflects increased collections in all categories except Amusements and Cable License Applications. The FY 2012-13 estimate is an eight month actual and four month projection based on historical trends. Projection: The FY 2013-14 estimate anticipates slight decreases in Alarm Permits (due to state legislation) and Cable License Applications. Fiscal Year Amount % Inc/(Dec) 2009-10 1,442,608 (0.7) 2010-11 1,552,607 7.6 2011-12 1,616,186 4.1 2012-13 (Estimate) 1,583,200 (2.0) 2013-14 (Estimate) 1,573,200 (0.6) 97 City of Chandler 2013-14 Adopted Budget Resources State/County Shared Revenues Source: State Shared Sales Tax Summary: The State sales tax rate is currently 5.6%, 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 years shown reflect the impact of the economic downturn and a slow recovery. The Fiscal Year (FY) 2012-13 estimate is an eight month actual and four month projection based on historical trends. Projection: The FY 2013-14 estimate is based on information from the League of Arizona Cities and Towns and the Arizona Department of Revenue. Fiscal Year Amount % Inc/(Dec) 2009-10 18,436,531 (1.0) 2010-11 17,695,102 (4.0) 2011-12 18,450,722 4.3 2012-13 (Estimate) 18,500,000 0.3 2013-14 (Estimate) 19,400,000 4.9 98 City of Chandler 2013-14 Adopted Budget Resources Source: Vehicle License Tax Summary: This State shared tax is distributed through the County Treasurer's Office on a bi-monthly basis. Cities and towns receive 24.6% of the net revenues collected for vehicle licensing on most vehicles registered within their county. The respective shares are determined by the proportion of their population to total incorporated population of the County. This revenue may be expended for any municipal public purpose. Analysis: The data below reflect recent years of actual revenue with the percent of increase or decrease. Fiscal Year (FY) 2010-11 reflects the impact of the economic downturn. The FY 2012-13 estimate is an eight month actual and four month projection based on historical trends. Projection: The FY 2013-14 estimate is based on information from the League of Arizona Cities and Towns and the Arizona Department of Revenue. Fiscal Year 2009-10 Amount 8,546,595 2010-11 7,568,729 % Inc/(Dec) 6.6 (11.4) 2011-12 7,578,949 0.1 2012-13 (Estimate) 7,979,000 5.3 2013-14 (Estimate) 7,870,700 (1.4) 99 City of Chandler 2013-14 Adopted Budget Resources Source: Highway Users Tax Summary: The State gas tax is currently levied at a rate of $0.18 per gallon and is 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 per gallon tax that is distributed as part of the monthly highway user revenue monies. This revenue must be expended solely on street and highway maintenance and construction projects within the City. Analysis: The data below reflect recent years of actual revenue with the percent of increase or decrease. Fiscal Year (FY) 2011-12 was reduced $1.6 million from the City’s regular distribution due to legislative action changing the distribution formula to provide additional funding for state agencies. Distributions returned to the previous formula in FY 2012-13. The FY 2012-13 estimate is an eight month actual and four month projection based on historical trends. Projection: The FY 2013-14 estimate is based on projections provided by the League of Arizona Cities and Towns and Arizona Department of Revenue. Amount % Inc/(Dec) 2009-10 Fiscal Year 14,372,187 3.3 2010-11 13,287,878 (7.5) 2011-12 11,823,280 (11.0) 2012-13 (Estimate) 13,000,000 10.0 2013-14 (Estimate) 13,000,000 - 100 City of Chandler 2013-14 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. Funds from 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 (ADOT) 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 (ALCP) and are not fixed amounts per year. The Fiscal Year (FY) 2009-10 reimbursement was higher than anticipated due to advancement of the reimbursement schedule for several projects originally to be reimbursed in FY 2010-11. The FY 2012-13 estimate is an eight month actual and four month projection based on the published ALCP schedule. Projection: The FY 2013-14 estimate is based on planned construction of arterial street and intersection projects scheduled for reimbursement in the ALCP this year. Fiscal Year Amount % Inc/(Dec) 2009-10 13,965,973 2010-11 88,561 2011-12 5,979,715 6,652.1 2012-13 (Estimate) 7,112,000 18.9 2013-14 (Estimate) 2,208,000 (69.0) 101 76.3 (99.4) City of Chandler 2013-14 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 Year (FY) 2009-10 receipts showed the early stages of the recession and the lower state income tax collections for 2007, with the two subsequent years reflecting continued low collections. The FY 2012-13 estimate is an eight month actual and four month projection reflecting the annual distribution amount determined by the State, and is based on income tax the State has already collected for tax year 2010, with the increase primarily attributed to the expiration of capital gains credits for major corporations. Projection: The FY 2013-14 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 Arizona Department of Revenue for tax year 2011. Fiscal Year 2009-10 Amount 29,804,513 % Inc/(Dec) (13.5) 2010-11 22,468,783 (24.6) 2011-12 19,928,955 (11.3) 2012-13 (Estimate) 24,117,000 21.0 2013-14 (Estimate) 26,343,000 9.2 102 City of Chandler 2013-14 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 and town 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 to support transit operations was discontinued by the State during Fiscal Year 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, at least one-third of these revenues must also be expended for public transit programs within the City. The State has recently reimplemented one-time LTAFII distributions to cities and towns based upon an annual application from the City. These revenues are reported under “Other Revenues.” Analysis: The data below reflect recent years of actual revenue with the percent of increase or decrease when distributions stopped in February 2010. Projection: Lottery proceeds are no longer distributed to cities and towns. Fiscal Year Amount 2009-10 590,108 (42.1) 2010-11 - (100.0) 2011-12 - N/A 2012-13 (Estimate) - N/A 2013-14 (Estimate) - N/A 103 % Inc/(Dec) City of Chandler 2013-14 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 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. The Fiscal Year (FY) 2009-10 and FY 2010-11 increases reflect increased collections from plan reviews and encroachment permits, as well as increased fiberoptics permits in FY 2010-11. The FY 2011-12 increase reflects increased collections from encroachment permits, some of which is attributed to the Intel construction project. The FY 2012-13 estimate is an eight month actual and four month projection. Projection: The FY 2013-14 estimate anticipates reductions in development activity and highway crossing fees. Fiscal Year 2009-10 Amount 539,348 % Inc/(Dec) 60.3 2010-11 876,398 62.5 2011-12 1,439,043 64.2 2012-13 (Estimate) 1,363,800 (5.2) 2013-14 (Estimate) 1,085,000 (20.4) 104 City of Chandler 2013-14 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, building inspection fees, and plan check fees. Fees imposed are used to offset the City's cost for review and inspections. This revenue may be expended for any municipal public purpose. Analysis: The data below reflect recent years of actual revenue with the percent of increase or decrease. The fluctuations result from both economic activity and the type of construction. The Fiscal Year (FY) 2009-10 decrease reflects development activity during the economic recession. The FY 2010-11 increase reflects increases in sign and building permits, while the FY 2011-12 increase reflects the impact of the Intel construction project. The FY 2012-13 estimate is an eight month actual and four month projection based on development activity with a reduced level of activity related to the Intel construction project. Projection: The FY 2013-14 estimate anticipates a reduction in building permit fees, as well as an anticipated increase in fees as shown on the last few pages of the Resources section. Fiscal Year 2009-10 Amount 3,130,125 % Inc/(Dec) (5.4) 2010-11 3,414,247 9.1 2011-12 8,232,277 141.1 2012-13 (Estimate) 4,604,000 (44.1) 2013-14 (Estimate) 3,736,200 (18.8) 105 City of Chandler 2013-14 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. The Fiscal Year (FY) 2009-10 increase reflects increased zoning and site development fees. The FY 2010-11 increase reflects increased site development and subdivision fees. The FY 2011-12 increase reflects increased zoning and subdivision fees. The FY 2012-13 estimate is an eight month actual and four month projection based on anticipated development projects. Projection: The FY 2013-14 estimate reflects fewer areas needing zoning as a result of moving towards buildout. Fiscal Year 2009-10 Amount 196,663 % Inc/(Dec) 106.0 2010-11 311,397 58.3 2011-12 368,771 18.4 2012-13 (Estimate) 367,800 (0.3) 2013-14 (Estimate) 295,500 (19.7) 106 City of Chandler 2013-14 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, 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. 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. Police forfeiture 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 forfeiture revenue, the amount received can fluctuate dramatically depending on illegal activities occurring in and around the community. Forfeiture fund usage is restricted for law enforcement purposes subject to laws, rules, and regulations established at state and federal levels. Analysis: The data below reflect recent years of actual revenue with the percent of increase or decrease. The Fiscal Year (FY) 2009-10 increase reflects a larger amount of asset forfeiture and the implementation of an Intergovernmental Agreement (IGA) with the Chandler County Fire District. The FY 2010-11 decrease reflects lower assessed valuations in the county islands, which translate into reduced revenue from the Chandler County Fire District. There was also reduced revenue from IGAs with local school districts for school resource officers in FY 2010-11. The FY 2012-13 estimate is an eight month actual and four month projection and reflects increased asset forfeiture revenues and a partial year of increased ambulance reimbursements. Projection: The FY 2013-14 estimate reflects increased ambulance reimbursements and forfeiture revenues. Fiscal Year Amount % Inc/(Dec) 2009-10 7,040,376 48.6 2010-11 5,570,508 (20.9) 2011-12 5,676,344 1.9 2012-13 (Estimate) 6,951,039 22.5 2013-14 (Estimate) 7,528,300 8.3 107 City of Chandler 2013-14 Adopted Budget Resources Source: Library Revenues Summary: Library Revenues are derived from fines of 20¢ per day per book, non-fiction video, and compact disc; fines of $1.00 per day per feature film and popular picks; 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 Fiscal Year (FY) 2009-10 decrease resulted from timing of IGA payments that are now back to their normal schedule. The FY 2010-11 decrease reflects reduced county membership fees. The FY 2012-13 estimate is an eight month actual and four month projection based reduced collections for fines and county membership fees. Projection: The FY 2013-14 estimate anticipates a slight decrease Maricopa County Library District membership fees. Fiscal Year 2009-10 Amount 638,148 % Inc/(Dec) (25.6) 2010-11 595,364 (6.7) 2011-12 569,574 (4.3) 2012-13 (Estimate) 520,900 (8.5) 2013-14 (Estimate) 516,600 (0.8) 108 City of Chandler 2013-14 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 Fiscal Year (FY) 2009-10 through FY 2011-12 increases reflect the opening and increased activity levels at the Tumbleweed Recreation Center. The FY 2012-13 estimate is an eight month actual and four month projection based on historical trends and reflects a slight decline in recreation center revenues and miscellaneous services. Projection: The FY 2013-14 estimate is based on a steady rate of park and recreation activity, as well as an anticipated increase in fees as shown on the last few pages of the Resources section. Fiscal Year Amount % Inc/(Dec) 2009-10 3,168,172 17.1 2010-11 3,337,037 5.3 2011-12 3,507,344 5.1 2012-13 (Estimate) 3,378,150 (3.7) 2013-14 (Estimate) 3,362,850 (0.5) 109 City of Chandler 2013-14 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 are 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 Fiscal Year (FY) 2010-11 increase includes a Center for the Arts capital projects reimbursement and receipt of the Aetna medical surplus which was transferred into the new Medical Self Insurance fund. The FY 2011-12 increase reflects the first year of the Intel plant expansion in which the City will pay to construct or expand utility infrastructure to support the expansion and Intel will reimburse the City for a portion of these costs. The FY 2012-13 estimate is an eight month actual and four month projection based on historical trends, with a large portion of the Intel reimbursement appropriation carried forward to the next fiscal year. Projection: The FY 2013-14 estimate includes reimbursement revenue of $119,654,897 (Water Fund $3,543,744 and Wastewater Fund $116,111,153) for new and expanded infrastructure supporting the Intel Plant Expansion in which the City will pay the utility infrastructure construction costs and Intel will reimburse the City for a portion of these costs, as well as an anticipated increase in fees as shown on the last few pages of the Resources section. Fiscal Year Amount % Inc/(Dec) 2009-10 5,944,686 (1.1) 2010-11 8,470,015 42.5 2011-12 10,703,646 26.4 2012-13 (Estimate) 62,393,050 482.9 2013-14 (Estimate) 128,317,814 105.7 110 City of Chandler 2013-14 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, certain public offerings, 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 Asset Management, who in turn invest City funds in accordance with 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. In recent years, interest rates have been significantly lower than historical averages, resulting in lower rates of return. The Fiscal Year (FY) 2012-13 estimate is an eight month actual and four month projection based on current rates of return. Projection: The FY 2013-14 estimate anticipates a continuation of low rates of return on investments combined with lower balances in most funds. Fiscal Year 2009-10 Amount 6,418,357 % Inc/(Dec) (33.6) 2010-11 3,448,762 (46.3) 2011-12 1,944,015 (43.6) 2012-13 (Estimate) 1,731,000 (11.0) 2013-14 (Estimate) 1,578,000 (8.8) 111 City of Chandler 2013-14 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 2013-14 estimate for each category: 1. 2. 3. Airport Leases Airport T-Hangars, Tie-Downs, T-Shades and Other Charges Innovations (Incubator leases) $180,120 543,363 983,500 The revenue related to airport lease activity may only be expended on operations of the airport enterprise. The 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 Fiscal Year (FY) 2010-11 and FY 2011-12 increases are the result of lease revenue from the Innovations facility. The FY 2012-13 estimate is an eight month actual and four month projection based upon historical trends. Projection: The FY 2013-14 estimate reflects additional lease revenue from the Innovations facility with the expectation that available vacant space will be leased, as well as an anticipated increase in airport lease fees as shown on the last few pages of the Resources section. Fiscal Year 2009-10 2010-11 Amount 723,337 1,004,741 % Inc/(Dec) (1.3) 38.9 2011-12 1,100,080 9.5 2012-13 (Estimate) 1,118,752 1.7 2013-14 (Estimate) 1,706,983 52.6 112 City of Chandler 2013-14 Adopted Budget Resources Source: Court Fines Summary: This revenue 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 83% surcharge, a $20 probation surcharge and a $13 assessment on all court fines, which is transferred to the State Treasurer, the County Treasurer, and the City or County Treasurer, respectively. A City court enhancement fee of $25 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 $25 for the City court enhancement fee and $90 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 Fiscal Year (FY) 2009-10 decline reflects reduced speed enforcement revenue. The FY 2010-11, FY 2011-12, and FY 2012-13 decreases reflect a continued downward trend in court fines. The FY 2012-13 estimate is an eight month actual and four month projection based on historical trend. Projection: The FY 2013-14 estimate assumes a steady level of court fines. Fiscal Year 2009-10 Amount 3,585,572 % Inc/(Dec) (5.4) 2010-11 3,196,622 (10.8) 2011-12 3,169,338 (0.9) 2012-13 (Estimate) 3,137,050 (1.0) 2013-14 (Estimate) 3,145,300 0.3 113 City of Chandler 2013-14 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 varies by customer class. 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 Fiscal Year (FY) 2009-10 increase reflects a rate increase implemented in October 2009 that also made an adjustment to the single-family water structure. The FY 2011-12 increase reflects a rate increase implemented in April 2011 and an increase in demand from the Intel construction project. The FY 2012-13 estimate is an eight month actual and four month projection. Projection: The FY 2013-14 estimate anticipates a continued increase in industrial consumption resulting in increased revenue. Amount % Inc/(Dec) 2009-10 Fiscal Year 41,310,856 5.3 2010-11 42,664,967 3.3 2011-12 48,503,319 13.7 2012-13 (Estimate) 49,500,000 2.1 2013-14 (Estimate) 51,064,904 3.2 114 City of Chandler 2013-14 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. This revenue may be expended only for the operation of the wastewater enterprise. This category also includes Intel’s reimbursement to the City for operation of the Intel Reverse Osmosis Plant. This revenue is restricted for the Reverse Osmosis Facility. 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 Fiscal Year (FY) 2009-10 increase reflects a rate increase implemented in October 2009. The FY 2010-11 increase includes a full year of increases for reclaimed water accounts based on FY 2009-10 conversions of landscape accounts from potable water to reclaimed water. The FY 2011-12 increase includes a rate increase implemented in April 2011 and increased flows from the Intel construction project. The FY 2012-13 estimate is an eight month actual and four month projection which includes increased sewer sales and Intel surcharge fees. Projection: The FY 2013-14 estimate anticipates a rate increase to be implemented in October 2013 for both wastewater and reclaimed water. Additionally, the Intel Reverse Osmosis surcharge fee is expected to increase by approximately $7 million due to expansion and higher facility operating costs. Amount % Inc/(Dec) 2009-10 Fiscal Year 28,115,971 9.5 2010-11 31,138,464 10.8 2011-12 35,238,592 13.2 2012-13 (Estimate) 38,606,488 9.6 2013-14 (Estimate) 49,591,320 28.5 115 City of Chandler 2013-14 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 Fiscal Year (FY) 2012-13 estimate is an eight month actual and four month projection. Projection: The FY 2013-14 estimate reflects increased garbage and refuse charges due to the planned implementation of new fees and increases to existing fees as shown on the last few pages of the Resources section. Fiscal Year Amount % Inc/(Dec) 2009-10 12,841,882 0.8 2010-11 13,195,158 2.8 2011-12 13,742,758 4.2 2012-13 (Estimate) 13,582,640 (1.2) 2013-14 (Estimate) 14,058,115 3.5 116 City of Chandler 2013-14 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, late fees, and miscellaneous service charges. This revenue may be expended only for the operation of the water, wastewater, and solid waste 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 Fiscal Year (FY) 2009-10 increase reflects the addition of a 2% late fee for monthly utility bills not paid by their date due. The FY 2010-11 increase is primarily due to increased revenue from late fees. The FY 2011-12 increase reflects increased meter charges and wastewater charges. The FY 2012-13 estimate is an eight month actual and four month projection, with the decline due to fewer new and replacement meters installed. Projection: The FY 2013-14 estimate reflects an anticipated increase in fees as shown on the last few pages of the Resources section. Fiscal Year 2009-10 Amount 1,245,204 % Inc/(Dec) 74.4 2010-11 1,506,301 21.0 2011-12 1,722,005 14.3 2012-13 (Estimate) 1,654,320 (3.9) 2013-14 (Estimate) 1,887,154 14.1 117 City of Chandler 2013-14 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 periodically 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 (FY) 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 extended from 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 FY 2009-10 decrease reflects continued lower activity levels as well as significant water resource refunds for reclaimed water conversions. The FY 2010-11 increase reflects a return to more typical fee collections. The FY 2011-12 increase reflects the impact of two large multi-family developments. The FY 2012-13 estimate is an eight month actual and four month projection reflecting the return to more typical fee collections. Projection: The FY 2013-14 estimate reflects current market conditions and the existing fee structure. Fiscal Year 2009-10 Amount 2,843,226 2010-11 3,265,313 14.8 2011-12 5,566,010 70.5 2012-13 (Estimate) 3,332,245 (40.1) 2013-14 (Estimate) 2,720,100 (18.4) 118 % Inc/(Dec) (9.6) City of Chandler 2013-14 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 periodically based on current and future wastewater capital expenditures and growth projections. Per unit fees are based on meter size. In Fiscal Year (FY) 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 extended from September 1, 2009 through June 30, 2012. This revenue may only be expended for growth-related wastewater and reclaimed water capital projects. Analysis: The data below reflect recent years of actual revenue with the percent of increase or decrease. The FY 2009-10 value reflects a similar amount of activity as prior years but a much lower level of refunds. The FY 2010-11 increase reflects a return to more typical fee collections. The FY 2011-12 increase reflects the impact of two large multi-family developments. The FY 2012-13 estimate is an eight month actual and four month projection reflecting the return to more typical fee collections. Projection: The FY 2013-14 estimate reflects current market conditions and the existing fee structure. Amount % Inc/(Dec) 2009-10 Fiscal Year 3,873,863 8.3 2010-11 4,324,535 11.6 2011-12 7,234,388 67.3 2012-13 (Estimate) 3,971,613 (45.1) 2013-14 (Estimate) 3,721,300 (6.3) 119 City of Chandler 2013-14 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 in 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. Resolution No. 4544 was adopted on October 27, 2011, reducing all general government fee categories except Arterial Streets as a result of Senate Bill 1525 effective January 1, 2012. A listing of the various impact fees is accompanied by the 2013-14 estimate for each category: 1. Arterial Streets 2. Public Buildings 3. Fire $536,400 41,500 149,200 4. 5. 6. Police Library Parks $71,100 27,200 1,338,800 Residential fees are charged per dwelling unit, while non-residential fees are charged per building square footage. These fees are reviewed and revised periodically based on current and future capacity-expanding capital expenditures, growth projections, and state statutes. Library and Park Impact Fees are only charged to residential development. The Arterial Street Impact Fee is only assessed for properties within the arterial street fee service area. Developers can receive credits for street improvements or right-of-way dedication in the arterial street service area. 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 Fiscal Year (FY) 2009-10 increase reflects higher collections in library and park fees. The FY 2010-11 increase reflects increased arterial streets collections. The FY 2011-12 increase reflects the impact of two large multifamily developments. The FY 2012-13 estimate is an eight month actual and four month projection and reflects the full impact of the reduced fee structure. Projection: The FY 2013-14 estimate reflects current market conditions and the reduced fee structure. Fiscal Year Amount % Inc/(Dec) 4,768,305 6.6 2010-11 6,739,920 41.3 2011-12 11,724,823 74.0 2012-13 (Estimate) 3,726,000 (68.2) 2013-14 (Estimate) 2,164,200 (41.9) 2009-10 120 City of Chandler 2013-14 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 or vehicles are purchased in the Capital and Vehicle Replacement Funds, but funded through annual contributions from each cost center for their replacement. The payments are expenditures in each of the cost centers and recorded as revenue to the replacement funds. Other interfund charges include payments to the medical, dental, and short-term disability self-insurance funds from department cost centers to fund the cost of these benefits. Analysis: The data below reflect recent years of actual revenue with the percent of increase or decrease. The Fiscal Year (FY) 2010-11 increase reflects a large transfer from the General Fund for the establishment of the Health Care Benefit Trust. The FY 2011-12 increase reflects the first full fiscal year of the Health Care Benefit Trust. The FY 2012-13 estimate is an eight month actual and four month projection and reflects increased transfers to meet higher medical premiums. Projection: The FY 2013-14 estimate reflects a continued increase in medical premiums. Fiscal Year 2009-10 Amount 6,272,738 % Inc/(Dec) 0.4 2010-11 12,954,226 106.5 2011-12 21,309,460 64.5 2012-13 (Estimate) 24,361,024 14.3 2013-14 (Estimate) 28,219,193 15.8 121 City of Chandler 2013-14 Adopted Budget Resources Interfund Transfers Summary: Interfund transfers move funds from one fund to another. Examples include transfers to the General Fund for 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 Technology Replacement Fund to ensure future replacement of technology equipment, 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 in Fiscal Year (FY) 2013-14 due to fewer Loan and Loan Repayments. In addition, FY 2012-13 included interfund transfers from the General Fund under Contributions to Other Funds for the early payoff of 2003 series General Obligation Bond, and Intel Agreement related Impact Fees. Listed below are all interfund transfers by fund that are anticipated in FY 2013-14: Indirect Cost Allocation: Water Fund to General Fund Wastewater Fund to General Fund Reverse Osmosis Fund to General Fund Solid Waste Fund to General Fund Airport Fund to General Fund $ 3,797,454 2,363,487 370,000 1,211,017 100,000 Contributions to Other Funds: General Fund to Arterial Street Impact Fee Fund (City share) General Fund to the PHA Management (Housing) Fund General Fund to the Housing Authority Section 8 Fund General Fund to General Government Capital Projects Fund General Fund to Insured Liability Self Insurance Fund General Fund to Uninsured Liability Self Insurance Fund General Fund to Airport Operating Fund (subsidy) Highway User Fund to Highway User Debt Service Fund Transfer from various funds to Technology Replacement Fund 1,000,000 135,000 150,000 27,120,069 500,000 450,000 261,347 4,676,975 2,559,036 Reimbursements: Regional Transportation Sales Tax to Streets GO Bond Fund Regional Transportation Sales Tax to Arterial Street Impact Fund 340,000 1,880,000 Loans and Loan Repayments: Wastewater Bond Fund to General Fund (loan repayment) Wastewater Bond Fund to Reclaimed Water System Development Fund (loan) Arterial Street Impact Fee Fund to Streets G.O. Bond Fund (loan repayment) Total Interfund Transfers 122 9,000,000 3,000,000 4,200,000 $63,114,385 City of Chandler 2013-14 Adopted Budget Resources Property Tax Summary Summary: State law prescribes that Arizona municipalities may levy taxes on property 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 Fiscal Year (FY) 2013-14 primary property tax rate for Chandler is $0.3292 per $100 of assessed valuation. Secondary Taxes are restricted for general bonded debt obligations and voter approved budget overrides. The adopted FY 2013-14 secondary property tax rate is $0.9422 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. The FY 2009-10 increase depicts enhanced assessment valuation as well as residential and commercial growth. The FY 2010-11 decrease was the first year to reflect a drop in market value, (reflects property values from calendar year 2008). The FY 2011-12 decrease reflects continued drops in market value. The FY 2012-13 estimate is an eight month actual and four month projection and reflects a continued drop in market values through calendar year 2010. Projection: The projected tax for FY 2013-14 reflects property values from calendar year 2011. The revenue projection decreases based on lower assessed values. The City is retaining the FY 2012-13 $0.3292 primary and $0.9422 secondary property tax rates for FY 2013-14. Fiscal Year 2009-10 Amount 40,623,069 2010-11 36,369,964 (10.5) 2011-12 32,299,643 (11.2) 2012-13 (Estimate) 29,149,200 (9.8) 2013-14 (Estimate) 28,046,000 (3.8) 123 % Inc/(Dec) 5.8 City of Chandler 2013-14 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 Fiscal Year Valuation and Special Assessment Districts Rate Total Rate 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 3.76 .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 2.74 .3292 .8522 5.9 31.1 2010-11 P S 2,944,254,336 3,111,346,300 5.70 3.15 .3292 .8522 5.8 27.0 2011-12 P S 2,459,494,796 2,468,626,617 6.74 3.65 .3292 .9422 4.9 25.8 2012-13 P S 2,246,527,350 2,255,179,301 7.32 3.80 .3292 .9422 4.5 24.8 2012-13 Assessed Value 2013-14 Assessed Value % Increase 2012-13 Adopted Rates 2013-14 Adopted Rates Primary $ 2,246,527,350 $ 2,157,002,870 -3.99% $0.3292 $0.3292 Secondary $ 2,255,179,301 $ 2,175,376,677 -3.54% 0.9422 0.9422 $1.2714 $1.2714 124 City of Chandler 2013-14 Adopted Budget Resources Fee Increases/(Decreases) Approved for Fiscal Year 2013-14 Current Fee Proposed Fee 3 times use rate $233.00 $275.00 $412.00 $528.00 $42.00 $116.00 $124.00 $47.50 $64.50 $131.50 1.5 times use rate $240.00 $283.00 $424.00 $543.00 $43.00 $119.00 $128.00 $49.00 $66.50 $135.50 $25.00 $41.25 $61.75 $26.00 $42.00 $64.00 New $25.00 New $34.00 New $150.00 Name of Department/Fee Approved by Council August 12, 2013; Effective September 2, 2013 City Manager – Airport Airport T-Hangar Unit Non-Aviation Use Airport Small T-Hangar Unit, Monthly Airport Small T-Hangar Unit with Storage, Monthly Airport Large T-Hangar Unit, Monthly Airport Large T-Hangar Unit with Storage, Monthly Airport Small Storage Unit, Monthly Airport Large Storage Unit, Monthly Airport T-Shades, All Units, Monthly Airport Tie-Down Spaces, Single Engine & Helicopter Airport Tie-Down Spaces, Multi-Engine & Helicopter Airport Tie-Down Spaces, Turbine Engine & Helicopter Airport Transient or Overnight Parking Fee, Turbine Engine & Helicopter Airport Hourly Fee, Regular Staff Charges Airport Hourly Fee, Overtime/Call Out Staff Charges Airport Terminal/Airport Administration Conference Room, Resident Hourly Use Fee Airport Terminal/Airport Administration Conference Room, Non-Resident Hourly Use Fee City Manager – Neighborhood Resources Neighborhood Resources Abatement Administrative Fee Community Services Basketball Court Fee (resident/non-resident/commercial) Volleyball Court Fee (resident/non-resident/commercial) Ball Field Reservation Fee – Tournaments/Leagues (resident/non-resident/commercial) Ball Field Lights Fee (resident/non-resident/commercial) Ball Field Preparation Fee (resident/non-resident/commercial) Ball Field After-Hours Prep Fee (resident/non-resident/ commercial) Site Supervisor Field Fee (resident/non-resident/commercial) Body Composition Analyzer One-Time Assessment (resident/non-resident) Body Composition Analyzer Four-Time Assessment Punch Pass (resident/non-resident) Tumbleweed Recreation Center Corporate Sponsorship Fee (resident/non-resident) Red Cross Learn to Swim New New $7/$10/$11 $7/$10/$11 $11/$15/Note 1 $15/$21/Note 1 $25/$34/Note 1 $11/$15/$17 $15/$21/$23 $25/$34/$38 $35/$48/Note 1 $15/$21/Note 1 $35/$48/$53 $15/$21/$23 New $15/$21 New Tiered rate from $500/$675 to $2,500/$3,375 New $45/$61 Flat fee of $750/$1,013 $0.55/person Note 1: Currently commercial payers either pay the resident or non-resident fee. Under the proposed structure, the commercial payer would pay one fee regardless of where the business is located. 125 City of Chandler 2013-14 Adopted Budget Resources Fee Increases/(Decreases) Approved for Fiscal Year 2013-14 Current Fee Name of Department/Fee Proposed Fee Approved by Council August 12, 2013; Effective September 2, 2013 (continued) Fire Tent or Canopy Permit, less than 801 square feet Fire User Fee, 4-Person Apparatus Response Fire User Fee, 2-Person Apparatus Response Fire User Fee, 1-Person Apparatus Response Fire User Fee, Additional Hourly Personnel Charge per Firefighter for Hours 2 Through 24 Fire User Fee, Additional Hourly Personnel Charge per Firefighter for 25 Hours and Beyond Arson Restitution & Investigation Fees per Fire Investigative Hour (Non-Overtime) Arson Restitution & Investigation Fees per Fire Investigative Hour (Overtime) $170 first and $40 for each additional $1,680.00 $840.00 $420.00 No Charge $1,400.00 $700.00 $350.00 $29.00 $31.00 $43.00 $45.00 $40.00 $42.00 $65.00 $67.00 $100.00 $50.00 Management Services Massage Establishment Change of Location Fee Police Alarm Business Permit Primary Application Fee Alarm Business Permit Primary Annual Renewal Fee Alarm Business Permit Primary Administrative Penalty for Connecting Without a Permit Alarm Business Permit Reciprocal Application Fee Alarm Business Permit Reciprocal Annual Renewal Fee Alarm Agent Permit Application Fee Alarm Agent Permit Annual Renewal Fee 126 $200.00 $20.00 $10.00 $75.00 $20.00 $70.00 $20.00 State legislation discontinued all these services City of Chandler 2013-14 Adopted Budget Resources Fee Increases/(Decreases) Approved for Fiscal Year 2013-14 Current Fee Name of Department/Fee Proposed Fee Approved by Council August 12, 2013; Effective September 2, 2013 (continued) Transportation & Development Square Foot Construction Costs Per 2009 International Building Code Twice the normal fee, $75 minimum Building Plan Review Fees, Expedited Plan Review Building Plan Review Fees, Deferred/Separate Fire Sprinkler Alarm, greater than 20 Heads Building Plan Review Fees, Deferred/Separate Fire Sprinkler Alarm, less than 20 Heads $37.50 minimum Inspection Fees, Residential Solar Photovoltaic System Permit Inspection Fees, Residential Solar Water Heating System Permit Encroachment Permit ROW Use Fee (per linear foot) Per 2012 International Building Code Twice the normal fee, $250 minimum 65% of permit fee, with $100 minimum $37.50 minimum $50 minimum $50/hour, 3 hour minimum $50/hour, 3 hour minimum $1.96 $50/hour, 3 hour minimum $50/hour, 3 hour minimum $2.03 $15.00 New $25.00 $30.00 $100.00, plus equipment repair or replacement costs Approved by Council August 15, 2013; Effective October 1, 2013 Management Services Utility Account Establishment Fee Utility Reconnect After Disconnect Unauthorized Water Use $75.00, plus damages Municipal Utilities Additional Curbside Refuse Container Replace Damaged Curbside or Recycling Container Reschedule Container Repair Additional Curbside Refuse Container Recycling and Solid Waste Collection Center (RSWCC) and Bulk Material Collection Freon Recovery RSWCC Concrete & Construction Debris (per ton) RSWCC Dirt, Gravel & Rock (per ton) RSWCC Manure (per ton) Multi-Family Disposal Fee (per load) Wastewater Pretreatment, Per Excess Pound of Biochemical Oxygen Demand Wastewater Pretreatment, Per Excess Pound of Suspended Solids 127 $55.00 $55.00 New $5.00 New $60.00 $60.00 $20.00 $10.00 $10.00 New New New $10.00 $50.00 $50.00 $50.00 $20.00 $0.207 $0.415 $0.039 $0.083 City of Chandler 2013-14 Adopted Budget Resources Fee Increases/(Decreases) Approved for Fiscal Year 2013-14 Current Fee Name of Department/Fee Proposed Fee Approved by Council August 15, 2013; Effective October 1, 2013 (continued) Municipal Utilities (continued) 18% Increase in all Reclaimed Water Fees Reclaimed Water Winter Inside City Rate (per 1,000 gallons) Reclaimed Water Summer Inside City Rate (per 1,000 gallons) Reclaimed Water Winter Outside City Rate (per 1,000 gallons) Reclaimed Water Summer Outside City Rate (per 1,000 gallons) Special Request Recovered Water Winter Inside City Rate (per 1,000 gallons) Special Request Recovered Water Summer Inside City Rate (per 1,000 gallons) Special Request Recovered Water Winter Outside City Rate (per 1,000 gallons) Special Request Recovered Water Summer Outside City Rate (per 1,000 gallons) 9% Increase in all Wastewater Fees Wastewater Inside City Single-Family Dwelling Unit Rate Wastewater Outside City Single-Family Dwelling Unit Rate Wastewater Inside City Multi-Family Dwelling Unit Rate Wastewater Outside City Multi-Family Dwelling Unit Rate Wastewater Inside City Commercial, Commercial Processing & Manufacturing, Medical Institutions, Education Institutions, Large Volume Industrial, and Approved Commercial Industrial Monthly Base Charge Wastewater Outside City Commercial, Commercial Processing & Manufacturing, Medical Institutions, Education Institutions, Large Volume Industrial, and Approved Commercial Industrial Monthly Base Charge Wastewater Inside City Commercial, Commercial Processing & Manufacturing, Medical Institutions, Education Institutions, Large Volume Industrial, and Approved Commercial Industrial Volume Charge (per 1,000 gallons) Wastewater Outside City Commercial, Commercial Processing & Manufacturing, Medical Institutions, Education Institutions, and Large Volume Industrial, and Approved Commercial Industrial Volume Charge (per 1,000 gallons) 128 $0.407 $0.442 $0.570 $0.619 $0.481 $0.522 $0.674 $0.731 $1.422 $1.678 $1.547 $1.826 $1.991 $2.35 $2.166 $2.557 $22.17 $35.48 $6.78 $10.85 $24.17 $38.68 $7.40 $11.84 $5.84 $6.37 $9.35 $10.20 $2.66 $2.90 $4.26 $4.64 6-Contents Activities and Functions Carried Out by Departments/Divisions Accomplishments Goals, Objectives and Performance Measurements Budget Summary Personnel General Government Chandler Airport is the final frontier for development in Chandler as it is the last area in the City with large tracks of land available. It will be one of Chandler’s largest employment corridors, second only to the Price Corridor. At ultimate build-out, the Airpark will have 25-35 thousand employees and 28 million square feet of non-residential space. City of Chandler 2013-14 Adopted Budget General Government Mayor and Council City Magistrate City Manager City Attorney Administration City Clerk Civil Human Resources Building and Facilites Prosecutorial Communications & Public Affairs IT Service Delivery & Administration Liability Litigation Mayor & Council Administration IT Applications Support Video Production IT Infrastructure & Client Support Print, Mail and Graphics Neighborhood Resources Economic Development Code Enforcement Downtown Redevelopment Housing & Redevlopment Tourism Community Development Airport 129 City of Chandler 2013-14 Adopted Budget General Government The table below depicts the financial breakdown by division for the Fiscal Year (FY) 2013-14 General Government Budget and the table on the following page depicts the personnel breakdown by division. 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 Mayor and Council Communications and Public Affairs City Clerk City Magistrate Law(1) City Manager Buildings and Facilities (2) Economic Development(3) Human Resources (4) Information Technology(5) Neighborhood Resources Expenditures by Category Personnel & Benefits Total Personnel (6) Ongoing (6) One-time Operating & Maintenance Capital - Major 2011-12 Actual Expenditures $ 772,637 $ 2,221,375 512,030 3,602,016 3,317,727 1,683,813 2012-13 Adopted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget % Change Adopted to Adopted 771,627 $ 2,005,191 724,424 4,002,197 9,036,835 1,800,251 794,401 $ 2,093,167 640,829 3,857,745 6,338,075 1,722,066 796,564 2,099,614 578,404 4,146,959 9,178,569 1,152,334 3.23% 4.71% -20.16% 3.62% 1.57% -35.99% - 7,922,117 7,965,947 9,633,493 21.60% 2,195,206 2,090,434 9,151,770 10,603,909 4,177,768 13,344,739 4,275,826 3,914,812 10,624,612 12,536,858 4,644,126 10,967,932 18.23% 11.16% -17.81% 13,731,681 20,893,633 16,623,994 19,083,348 Total $ 39,278,688 $ 75,282,691 $ 58,851,474 $ 74,818,201 -8.66% -0.62% $ 21,352,956 $ 26,411,516 $ 27,097,812 $ 27,723,513 15,906,865 2,018,867 Total $ 39,278,688 $ 26,411,516 26,185,323 912,489 35,309,264 27,452,811 13,561,911 4,300,851 75,282,691 $ 58,851,474 $ (1) 27,723,513 32,525,895 14,568,793 74,818,201 4.97% N/A -7.88% 7.42% -0.62% Effective July 1, 2012, the City’s Risk Management program, formerly managed b y the Management Services Department, moved to the Law Department. (2) Cost centers 3200, Buildings & Facilities, and 3210, Buildings & Facilities Capital, transferred from the Community Services Department to the City Manager Department effective July 1, 2012. (3) Cost centers 4100, Airport, and 4110, Airport Capital, transferred from the Transportation & Development Department to the Economic Development Department effective July 1, 2012. (4) Effective July 1, 2012, the City’s Worker Compensation program, formerly managed b y the Management Services Department, moved to the Human Resources Department. (5) Information Technology summary totals include Information Technology Oversight Committee (ITOC) operating and capital cost centers. (6) Ongoing and One-time Personnel Services detail not availab le for FY 2011-12 Actual Expenditures. 130 City of Chandler 2013-14 Adopted Budget General Government General Government Overview (continued) Staffing by Cost Center Mayor and Council Communications and Public Affairs City Clerk City Magistrate (1) Law City Manager Buildings and Facilities (2) Economic Development(3) Human Resources Information Technology Neighborhood Resources Total 2011-12 Revised 5.000 14.000 6.000 42.000 29.000 5.000 0.000 2012-13 Adopted 4.000 14.000 6.000 41.000 32.000 5.000 42.000 2012-13 Revised 4.000 14.000 6.000 41.000 32.000 6.000 42.000 9.000 18.000 51.000 43.500 222.500 15.000 20.000 51.000 43.500 273.500 15.000 20.000 51.000 43.500 274.500 (1) % Change 2013-14 Adopted to Adopted Adopted 4.000 0.00% 14.000 0.00% 6.000 0.00% 41.000 0.00% 32.000 0.00% 6.000 20.00% 42.000 0.00% 15.000 20.000 52.000 43.500 275.500 0.00% 0.00% 1.96% 0.00% 0.73% Effective July 1, 2012, the positions associated with the City’s Risk Management program, formerly managed b y the Management Services Department, moved to the Law Department. (2) Cost center 3200, Buildings & Facilities, transferred from the Community Services Department to the City Manager Department effective July 1, 2012. (3) Cost center 4100, Airport, transferred from the Transportation & Development Department to the Economic Development Department effective July 1, 2012. 131 City of Chandler 2013-14 Adopted Budget General Government City Council serves Chandler's citizens as elected representatives and provides for the orderly government of the City. The City Council is responsible for establishing goals and adopting public policy that meets the community's needs. In addition, they are responsible for adopting an annual budget that maintains the fiscal stability of the City. Major focus is on ensuring orderly and quality development throughout the community, enhancing the quality of life for Chandler’s citizens through delivery of services, promoting customer service, and communicating with citizens. Division: Cost Center: Mayor and Council 1020 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 132 City Attorney City of Chandler 2013-14 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 Other Charges/Services Office Furniture/Equipment Capital Replacement Total Cost Center - 1020 General Fund 2011-12 Actual Expenditures $ $ $ 741,705 $ 4,843 8,756 782 3,973 9,887 2,692 772,637 $ 772,637 $ 2012-13 Adopted Budget 2012-13 Adjusted Budget 715,335 $ 715,335 5,035 10,904 1,500 7,302 24,278 5,360 1,913 771,627 $ 771,627 $ 2012-13 Estimated Expenditures 735,316 $ 728,185 7,131 5,035 10,904 2,548 7,302 24,278 5,360 1,913 792,656 $ 792,656 $ 2013-14 Adopted Budget 738,109 $ 730,978 7,131 5,035 10,904 1,500 7,302 24,278 5,360 1,913 794,401 $ 794,401 $ 740,512 740,512 5,035 10,664 1,500 7,302 24,278 5,360 1,913 796,564 796,564 % Change Adopted To Adopted 3.52% 3.52% N/A 0.00% -2.20% 0.00% 0.00% 0.00% 0.00% 0.00% 3.23% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title Executive Assistant to M&C Executive Receptionist Management Assistant Mayor and Council Assistant Senior Executive Assistant Total 2009-10 Revised 0 1 2 1 1 5 2010-11 Revised 0 1 2 1 0 4 2011-12 Revised 0 1 3 1 0 5 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2013-14. 133 2012-13 Adopted 0 0 3 1 0 4 2012-13 Revised 0 0 3 1 0 4 2013-14 Adopted 0 0 3 1 0 4 City of Chandler 2013-14 Adopted Budget General Government 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. Division: Cost Center: Communications and Public Affairs 1070 Communications and Public Affairs Department 2011-12 Actual Expenditures Expenditures by Cost Center Communications and Public Affairs Video Production Print Mail and Graphics $ Total $ Expenditures by Category Personnel & Benefits Total Personnel (1) Ongoing One-time (1) Operating & Maintenance Capital - Major $ Total $ Staffing by Cost Center Communications and Public Affairs Video Production Print Mail and Graphics Total (1) 2012-13 Adopted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget % Change Adopted to Adopted 830,346 $ 340,882 1,050,146 2,221,375 $ 863,159 $ 380,915 761,117 2,005,191 $ 896,330 $ 391,757 805,080 2,093,167 $ 891,031 390,850 817,733 2,099,614 3.23% 2.61% 7.44% 4.71% 1,328,754 $ 892,621 2,221,375 $ 1,346,910 $ 1,346,910 658,281 2,005,191 $ 1,434,886 $ 1,387,891 46,995 658,281 2,093,167 $ 1,412,083 1,412,083 687,531 2,099,614 4.84% N/A 4.44% N/A 4.71% 2011-12 Revised 6.000 2.000 6.000 14.000 2012-13 Adopted 6.000 2.000 6.000 14.000 2012-13 Revised 6.000 2.000 6.000 14.000 Ongoing and One-time Personnel Services detail not availab le for 2011-12 Actual Expenditures. 134 % Change 2013-14 Adopted to Adopted Adopted 6.000 0.00% 2.000 0.00% 6.000 0.00% 14.000 0.00% City of Chandler 2013-14 Adopted Budget General Government 2012-13 Communications and Public Affairs Accomplishments  Designed, wrote, and edited the Veterans Memorial Brochure, which is being used by the Veterans Memorial Cabinet Members to fundraise for this project.  Wrote the application that successfully helped to secure a $500,000 grant for the Veterans Memorial Project from the Gila River Indian Community.  The City of Chandler was recognized as one of the nation’s most transparent local governments on the Web for the fourth year in a row. The City was given an A+ grade by the Sunshine Review for providing comprehensive public information on its website, www.chandleraz.gov.  Worked in conjunction with the Information Technology Division to launch “Public Stuff” – a free mobile phone application that allows residents with smartphones to communicate directly with City staff to resolve issues in the City.  Successfully coordinated Chandler’s Centennial Celebration events, which culminated in December 2012.  With the assistance of the Chandler Chamber of Commerce, CAPA produced the “Alma School-Ray Road End of Construction” Celebration event.  CAPA coordinated and produced the City of Chandler’s first-ever “Health Connect Expo” – a day of fitness and activity held at Tumbleweed Recreation Center.  CAPA assisted with planning, logistics, and publicity efforts associated with numerous City events and activities, including the Tullamore, Ireland Sister City delegation visit, the Multicultural Festival, Indian Art Market, Celebration of Unity, Airport Dayz, Chandler Science Spectacular, Cinco de Mayo Celebration and Chihuahua Races, and the Chandler Family Bike Ride.  In partnership with the Neighborhood Programs office, CAPA assisted in coordinating the City of Chandler’s Listening Tour 2.0 meetings, which were held throughout the community.  Produced the Chandler City Hall Video Tour as well as a number of other videos – Family Bike Ride and Health Connect Expo – that were posted on the City’s website.  For the second year in a row, coordinated and implemented “Budget Connect” – the City of Chandler’s online community budget meeting.  The Print, Mail, and Graphics Division printed nearly 2 million impressions in-house and processed more than 300 printing jobs through overflow and business card requests. Staff also processed more than 1.5 million pieces of mail at a discount rate, saving the City more than $125,000.  Provided numerous tours of Chandler City Hall for residents, visitors, and businesses.  The Video Production Division videotaped more than 61 public meetings and 35 studio shoots.  Received a Media Category Award from the Arizona Parks and Recreation Association for the Chandler Aquatics-Chandler Fire drowning awareness/water safety public service announcement video campaign.  Produced a video that was part of the Chandler Fire Department’s CPR campaign. More than 2,800 people have been trained using this video as part of the training. 135 City of Chandler 2013-14 Adopted Budget General Government    Communications and Public Affairs - 1070    2013-14 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. Supports Priority Based Budgeting Goal(s): Good Governance 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. ♦ Maintain Internet website, www.chandleraz.gov, with updated information including City of Chandler’s Intranet site, Chanweb as well as oversee social media sites – Facebook, Twitter, and YouTube – for the City. Measures News releases (English and Spanish) 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 320 301 300 306 300 Council columns/journal articles 72 68 65 70 70 Newsletters 61 63 63 64 64 Public record requests 24 21 20 16 16 8 7 10 8 8 4,025 8,962 10,791 8,428 9,393 8,505 258,677 6,256,228 8,853 269,993 6,414,930 9,000 250,000 6,000,000 9,050 276,000 6,900,000 9,500 275,000 7,000,000 7 11 12 8 10 Public awareness/marketing campaigns Citizens’ requests for services entered into computerized tracking system – Lucity Web related measures: Unique visitors per day Unique visitors per month Hits per month Public meeting logistics/facilitation * 2012-13 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. 136 City of Chandler 2013-14 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 Other Charges/Services Machinery/Equipment Office Furniture/Equipment Capital Replacement Total Cost Center - 1070 General Fund 2011-12 Actual Expenditures $ 2012-13 Adopted Budget 714,243 $ 89,068 10,099 1,099 3,246 2,346 3,762 6,242 240 830,346 $ 830,346 $ $ $ 2012-13 Adjusted Budget 722,098 $ 722,098 100,130 23,628 1,000 5,550 5,753 5,000 863,159 $ 863,159 $ 2012-13 Estimated Expenditures 748,802 $ 738,193 10,609 114,850 24,629 3,531 8,050 7,253 4,000 911,115 $ 911,115 $ 2013-14 Adopted Budget 755,269 $ 744,660 10,609 100,130 23,628 1,000 5,550 5,753 5,000 896,330 $ 896,330 $ % Change Adopted To Adopted 750,720 750,720 100,130 21,878 1,000 6,550 6,753 4,000 891,031 891,031 3.96% 3.96% N/A 0.00% -7.41% 0.00% 18.02% 17.38% -20.00% N/A N/A 3.23% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title Communications/Public Affairs Director Communications Manager Graphic Designer Information Specialist Public Information Officer Senior Executive Assistant Total 2009-10 Revised 1 1 1 1 3 0 7 2010-11 Revised 1 0 0 1 3 0 5 2011-12 Revised 1 0 0 1 3 1 6 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2013-14. 137 2012-13 Adopted 1 0 0 1 3 1 6 2012-13 Revised 1 0 0 1 3 1 6 2013-14 Adopted 1 0 0 1 3 1 6 City of Chandler 2013-14 Adopted Budget General Government 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. Video Production 1071 Division: Cost Center: 2013-14 Performance Measurements Goal: Provide programming for the City’s Government Access Channel 11 and Channel 840 (Fire Training Channel). Supports Priority Based Budgeting Goal(s): Good Governance Objective: ♦ Produce original monthly video programs and public meeting coverage as well as training videos for Fire. Measures Original hours Televise live presentations of City Council Meetings, Study Sessions, and Planning and Zoning Meetings 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 125 125 190 134 140 55 56 70 62 62 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected Goal: Provide timely and effective audio/video support to City departments. Supports Priority Based Budgeting Goal(s): Good Governance 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 2010-11 Actual 2011-12 Actual 45 46 55 55 55 30 30 50 50 50 * 2012-13 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. 138 City of Chandler 2013-14 Adopted Budget General Government    Video Production - 1071    Goal: Provide production support for one-time video requests to be shown on City’s cable Channel 11. Supports Priority Based Budgeting Goal(s): Good Governance 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 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 10 10 12 12 10 10 10 10 10 10 * 2012-13 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. 139 City of Chandler 2013-14 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 2011-12 Actual Expenditures $ $ $ $ 206,258 109,392 4,304 1,589 539 1,569 13,344 3,887 340,882 340,882 340,882 2012-13 Adopted Budget $ $ $ $ 208,171 208,171 135,384 8,544 5,666 1,550 2,000 17,350 2,250 380,915 330,915 50,000 380,915 2012-13 Adjusted Budget $ $ $ $ 2012-13 Estimated Expenditures 219,013 211,021 7,992 288,939 8,544 5,666 1,550 2,000 17,350 2,250 545,312 495,312 50,000 545,312 $ $ $ $ 219,013 211,021 7,992 135,384 8,544 5,666 1,550 2,000 17,350 2,250 391,757 391,757 391,757 2013-14 Adopted Budget $ $ $ $ 213,106 213,106 140,384 8,544 5,666 1,550 2,000 17,350 2,250 390,850 340,850 50,000 390,850 % Change Adopted To Adopted 2.37% 2.37% N/A 3.69% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 2.61% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title Video Production Coordinator Video Production Specialist Total 2009-10 Revised 1 2 3 2010-11 Revised 1 1 2 2011-12 Revised 1 1 2 2012-13 Adopted 1 1 2 2012-13 Revised 1 1 2 2013-14 Adopted 1 1 2 Significant Budget and Staffing Changes Fiscal Year 2013-14 includes additional ongoing funding in Professional/Contract Services to supplement video, editing, and production capabilities. 140 City of Chandler 2013-14 Adopted Budget General Government Print, Mail, and Graphics 1210 Division: Cost Center: 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. 2013-14 Performance Measurements Goal: Provide timely in-house duplication and offset printing for requesting City departments and produce high-quality, professional graphic design projects. Supports Priority Based Budgeting Goal(s): Good Governance Objective: ♦ Complete printing order on requested date. ♦ Provide graphic design support to City departments and divisions. Measures 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected Printing completed on requested date 100% 100% 90% 100% 90% Printing requests processed 2,302 2,174 2,000 2,277 2,000 3,709,053 3,036,356 3,000,000 3,089,796 3,000,000 500 550 625 600 650 Impressions printed for jobs processed Citywide graphic design projects Goal: Provide timely mailing of each utility bill and/or sales tax related item, to aid in the collection of related revenues. Supports Priority Based Budgeting Goal(s): Good Governance Objective: ♦ Complete Print, Mail, and Graphics mailing processes (insertion, metering, etc.) within 24 hours of receipt or print completion. Measures 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected Mailing processes completed within 24 hours 100% 100% 90% 100% 90% Utility bill and sales tax item volume to be mailed 1,140,993 1,198,320 1,250,000 1,245,310 1,250,000 * 2012-13 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 2013-14 Adopted Budget General Government    Print, Mail, & Graphics – 1210    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Office Furniture/Equipment Capital Replacement Total Cost Center - 1210 General Fund 2011-12 Actual Expenditures $ 408,252 $ 313 17,302 607,998 724 15,558 $ 1,050,146 $ $ 1,050,146 $ 2012-13 Adopted Budget 2012-13 Adjusted Budget 416,641 $ 416,641 70,783 259,018 750 13,925 761,117 $ 761,117 $ 2012-13 Estimated Expenditures 459,606 $ 431,212 28,394 74,795 259,506 750 13,925 808,582 $ 808,582 $ 2013-14 Adopted Budget 460,604 $ 432,210 28,394 70,783 259,018 750 13,925 805,080 $ 805,080 $ 448,257 448,257 70,783 10,000 259,018 750 15,000 13,925 817,733 817,733 % Change Adopted To Adopted 7.59% 7.59% N/A N/A 0.00% N/A 0.00% 0.00% N/A 0.00% 7.44% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title Administrative Services Clerk Graphic Design & Printing Coordinator Graphic Designer Lead Administrative Services Clerk Offset Press Operator Publication Services Supervisor Total 2009-10 Revised 4 0 0 0 1 1 6 2010-11 Revised 3 0 1 0 1 1 6 2011-12 Revised 3 0 1 0 1 1 6 2012-13 Adopted 3 0 1 0 1 1 6 2012-13 Revised 2 1 0 1 1 1 6 2013-14 Adopted 2 1 0 1 1 1 6 Significant Budget and Staffing Changes During Fiscal Year (FY) 2012-13, one Graphic Designer position is reclassified to Graphic Design & Printing Coordinator and one Administrative Services Clerk is reclassified to Lead Administrative Services Clerk. FY 2013-14 reflects ongoing costs and one time funding for inserter and printer for processing the utility bills with the new Utility Billing software. 142 City of Chandler 2013-14 Adopted Budget General Government City Clerk 1030 Division: Cost Center: City Clerk's office is responsible for the preservation of the City’s historical and legal documents in compliance with Arizona State Public Records Laws. The City Clerk's Office arranges for the holding of all municipal elections, conducts Open Meeting Law training, provides notary public services, and records research on City Council actions. The City Clerk’s office is a Passport Application Acceptance Facility as designated by the U.S. Department of State. 2012-13 City Clerk Accomplishments  Administered onsite early voting for August/November 2012 elections.  Recorded the highest month for passport acceptance (March 2013).  Utilized cross training with staff from other City Departments.  Received the A+ Sunny Award for Web transparency regarding campaign finance reports and City Council agendas. 2013-14 Performance Measurements Goal: Attend all official meetings of the Chandler City Council and record all official proceedings. Coordinate and prepare the agenda and related backup material. Post all meeting notices of the City Council and City boards and commissions within the statutory time set by law. Supports Priority Based Budgeting Goal(s): Good Governance Objectives: ♦ Prepare and post electronically all City Council agenda packets within the statutory deadlines. ♦ Post notice (electronic and paper) of all meetings of the City Council, Chandler boards, commissions, subcommittees, 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. Measures Council meetings coordinated 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 74 72 65 64 70 Meeting notices posted 506 599 550 508 550 City Council actions and agenda items prepared 848 836 900 842 850 * 2012-13 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 City of Chandler 2013-14 Adopted Budget General Government    City Clerk – 1030    Goal: To monitor and maintain all Administrative and Council approved contracts, agreements, leases, etc., and to direct the publication, filing, indexing, and storage of all actions. Supports Priority Based Budgeting Goal(s): Good Governance 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. 2010-11 Actual Measure Contractual documents processed 2011-12 Actual 745 2012-13 Projected 2012-13 Year End Estimate * 900 929 883 2013-14 Projected 930 Goal: Conduct City elections in the most efficient and effective manner possible. Supports Priority Based Budgeting Goal(s): Good Governance Objective: ♦ Promote voter participation and provide voter assistance in local, state, and federal elections. ♦ Serve as filing officer for local candidates seeking election; serve as filing officer for political committees participating in local elections. 2010-11 Actual Measures 2011-12 Actual Aug 1 Nov 1 Registered voters Total ballots processed 117,630 % of voter turnout Municipal elections (1) (1) 2012-13 Year End Estimate* 2012-13 Projection 2013-14 Projected 0 Aug 1 Nov 1 Aug 1 Nov 1 0 119,676 N/A 125,000 127,000 122,844 120,376 N/A 31,918 65,050 N/A 37,500 101,600 28,428 94,939 N/A 27.13% 54.36% N/A 30.00% 80.00% 23% 79% N/A 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. Supports Priority Based Budgeting Goal(s): Good Governance Objective: ♦ Provide for the acceptance of passport applications. ♦ Provide notary public service. Measures Passport applications accepted Service provided by Notary Public 2010-11 Actual 2011-12 Actual 7,447 400 8,803 705 * 2012-13 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 144 2012-13 Projected 7,500 450 2012-13 Year End Estimate * 8,800 945 2013-14 Projected 8,700 945 City of Chandler 2013-14 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 Total Cost Center - 1030 General Fund 2011-12 Actual Expenditures $ $ $ 444,416 $ 15,311 5,241 1,700 37,270 8,093 512,030 $ 512,030 $ 2012-13 Adjusted Budget 2012-13 Adopted Budget 495,888 $ 495,888 25,000 154,506 3,500 37,030 8,500 724,424 $ 724,424 $ 2012-13 Estimated Expenditures 517,112 $ 498,513 18,599 34,500 155,279 3,750 37,030 8,500 756,171 $ 756,171 $ 2013-14 Adopted Budget 401,793 $ 383,194 18,599 35,000 154,806 4,800 36,530 7,900 640,829 $ 640,829 $ 499,868 499,868 22,306 6,200 5,000 36,530 8,500 578,404 578,404 % Change Adopted To Adopted 0.80% 0.80% N/A -10.78% -95.99% 42.86% -1.35% 0.00% -20.16% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title Assistant City Clerk City Clerk City Clerk's Assistant City Clerk Management Assistant Customer Service Representative Executive Assistant Total 2009-10 Revised 1 1 2 0 2 0 6 2010-11 Revised 1 1 2 0 2 0 6 2011-12 Revised 1 1 2 0 2 0 6 2012-13 Adopted 1 1 2 0 2 0 6 2012-13 Revised 0 1 0 2 2 1 6 2013-14 Adopted 0 1 0 2 2 1 6 Significant Budget and Staffing Changes During Fiscal Year (FY) 2012-13, one Assistant City Clerk position was reclassified to Executive Assistant and two City Clerk’s Assistant positions were reclassified to City Clerk Management Assistant. Operating Supplies reflects the removal of the FY 2012-13 one time addition for 2012 election supplies. 145 City of Chandler 2013-14 Adopted Budget General Government Division: Cost Center: City Magistrate 1050 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. 2012-13 City Magistrate Accomplishments  Completed upgrade of the Digital Audio Recording system in six courtrooms.  Increased efficiency by implementing electronic transmissions to court appointed counsel.  Implemented the Chandler Municipal Court Treatment Court Program.  Launching efforts to implement a Mental Health Court and Veteran’s Court at the Chandler Municipal Court. 2013-14 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. Supports Priority Based Budgeting Goal(s): Safe Community; Good Governance Objectives: ♦ Maintain public trust by fairly and impartially rendering decisions. ♦ Provide court users with the timely resolution of cases. ♦ Achievement of an adjudication rate of 90% of cases filed within 100 days. ♦ Provide prompt and efficient telephone services to all citizens. Measures Number of appeals filed Number of appeals overturned Number of filings Percentage of cases adjudicated within 100 days Number of calls received Average wait time 2010-11 Actual 28 0 31,000 2011-12 Actual 28 1 35,033 2012-13 Projected 40 2 35,000 2012-13 Year End Estimate * 40 2 37,500 2013-14 Projected 40 2 38,000 91% 43,531 32 sec 89% 44,652 30 sec 90% 45,000 50 sec 90% 47,000 50 sec 90% 45,000 50 sec * 2012-13 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. 146 City of Chandler 2013-14 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 Contingencies/Reserves Machinery/Equipment Total Cost Center - 1050 General Fund Grant Fund Grand Total 2011-12 Actual Expenditures 2012-13 Adjusted Budget 2012-13 Adopted Budget $ 3,289,621 $ 3,584,717 $ 3,584,717 239,874 293,281 40,662 44,700 5,459 19,850 16,057 18,900 343 400 9,999 13,485 864 26,000 $ 3,602,016 $ 4,002,197 $ $ 3,602,016 $ 3,976,197 $ 26,000 $ 3,602,016 $ 4,002,197 $ 2012-13 Estimated Expenditures 2013-14 Adopted Budget 3,832,412 $ 3,441,531 $ 3,657,712 3,266,831 174,700 174,700 296,781 296,500 70,714 70,411 15,078 15,078 18,900 16,400 400 400 17,425 17,425 864 4,252,574 $ 3,857,745 $ 4,226,574 $ 3,831,764 $ 26,000 25,981 4,252,574 $ 3,857,745 $ 3,755,479 3,755,479 306,250 41,100 10,900 17,300 400 14,435 1,095 4,146,959 4,146,959 4,146,959 % Change Adopted To Adopted 4.76% 4.76% N/A 4.42% -8.05% -45.09% -8.47% 0.00% 7.04% 26.74% -100.00% 3.62% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. 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 2009-10 Revised 3 1 17 3 1 3 1 4 3 1 1 1 2 1 1 43 2010-11 Revised 3 1 16 3 1 3 1 4 3 1 1 1 2 1 1 42 2011-12 Revised 3 1 16 3 1 3 1 4 3 1 1 1 2 1 1 42 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2013-14. 147 2012-13 Adopted 3 1 15 3 1 3 1 4 3 1 1 1 2 1 1 41 2012-13 Revised 3 1 15 3 1 3 1 4 3 1 1 1 2 1 1 41 2013-14 Adopted 3 1 15 3 1 3 1 4 3 1 1 1 2 1 1 41 City of Chandler 2013-14 Adopted Budget General Government Civil 1300 Division: Cost Center: 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, development agreements, environmental, open meeting law, and public records. The Law Department provides verbal and written legal opinions to the City Council, City Manager, City departments, and boards and commissions. The Law Department drafts City ordinances, resolutions, leases, contracts, and other legal documents. The table below depicts the breakdown by division for the Fiscal Year (FY) 2013-14 Law Department budget. Subsequent pages provide cost center descriptions, goals and objections, performance measurements, budget summaries, authorized positions, and highlights of significant changes. Law Department 2011-12 Actual Expenditures Expenditures by Cost Center Law Liability Litigation(1) (1) Liability Litigation Claims $ Total $ Expenditures by Category Personnel & Benefits Total Personnel Ongoing(2) One-time(2) Operating & Maintenance Capital - Major $ Total $ Staffing by Cost Center Law Liability Litigation(1) Total 2012-13 Adopted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget % Change Adopted to Adopted 3,187,309 $ 130,418 3,317,727 $ 3,401,639 $ 1,665,481 3,969,715 9,036,835 $ 3,462,230 $ 1,605,345 1,270,500 6,338,075 $ 3,529,001 1,679,853 3,969,715 9,178,569 3.74% 0.86% 0.00% 1.57% 3,192,367 $ 125,359 3,317,727 $ 3,689,077 $ 3,689,077 5,347,758 9,036,835 $ 3,774,622 $ 3,716,686 57,936 2,563,453 6,338,075 $ 3,807,119 3,807,119 5,371,450 9,178,569 3.20% N/A 0.44% N/A 1.57% 2011-12 Revised 27.000 2.000 29.000 2012-13 Adopted 28.000 4.000 32.000 2012-13 Revised 28.000 4.000 32.000 % Change 2013-14 Adopted to Adopted Adopted 28.000 0.00% 4.000 0.00% 32.000 0.00% (1) Effective July 1, 2012, the City's Risk Management Program is transferred from the Management Services Department. The program administration is transferred to the Liab ility Litigation cost center and the liab ilitiy claim program is transferred to the new Liab ility Litigation Claims cost center. (2) Ongoing and One-time Personnel Services detail not availab le for FY 2011-12 Actual Expenditures. 148 City of Chandler 2013-14 Adopted Budget General Government 2012-13 Law Department Accomplishments  Continued support for economic development by providing legal advice and drafting documents for projects such as General Motors development agreement, Arizona State University lease and license, revised airport lease, and downtown Chandler development issues.  Provided daily legal advice on employment issues, including employment meet and confer issues, drafting workers compensation trust fund documents, and updating the health care trust fund documents.  Provided substantial review of new municipal regulatory and fee compliance requirements.  Continued to increase focus on domestic violence and domestic violence prosecution.  Performed legal work on forfeiture cases worth $1 million. 2013-14 Performance Measurements Goals: Continue preventive legal care program development in order to reduce the liability exposure of the City and to provide adequate legal advice 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 at 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. Supports Priority Based Budgeting Goal(s): Good Governance; Sustainable Economic Health Objectives: ♦ Reduce the liability exposure of the City with a program of preventive legal care to be measured by increased workflow through the Law 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 days per week legal advice to the Police Department. ♦ Provide a minimum of 20 hours class and scenario training by Law Department to all police officers annually.(1) ♦ 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.(2) 2012-13 2010-11 2011-12 2012-13 Year End 2013-14 Measures Actual Actual Projected Estimate * Projected Legal opinions - verbal 10,350 10,870 11,235 11,980 11,900 Legal opinions - written 1,000 1,276 1,050 1,350 1,300 Documents/pleadings reviewed/revised 7,158 7,230 7,560 7,800 7,800 Documents/pleadings prepared 2,998 3,105 3,150 3,350 3,350 Meetings attended in advisory capacity 3,692 3,876 3,990 4,200 4,200 Number of pending water issues 65 65 65 65 65 Number of hours of class training for police N/A N/A 50 50 25 officers(3) (1) Objective increased from 10 hours in Fiscal Year (FY) 2012-13 to 20 hours in FY 2013-14. In calendar year 2011, the City received judgments in the amount of $1,509,415 from forfeiture actions filed. These dollar amounts do not include any physical property recovered by the City, i.e., cars, computer equipment, etc. (3) Indicator added in FY 2012-13. (2) * 2012-13 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 2013-14 Adopted Budget General Government Division: Cost Center: Prosecutorial 1300 P rosecutorial Division of the Law 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. 2013-14 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. Supports Priority Based Budgeting Goal(s): Good Governance; Safe Community 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, and 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 and 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 need 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 DUI cases Domestic violence charges Prosecutor review/charging decisions Victims’ rights notifications Prosecutor’s Office contacts with victims 2010-11 Actual 9,836 1,181 1,181 1,487 3,047 7,744 7,740 2011-12 Actual 10,250 1,262 1,531 1,458 2,829 8,085 8,350 * 2012-13 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 2012-13 Projected 11,099 1,322 1,291 1,519 3,195 9,008 6,501 2012-13 Year End Estimate * 9,744 1,790 1,202 1,244 2,690 8,060 7,552 2013-14 Projected 10,718 1,969 1,322 1,368 2,959 8,866 8,307 City of Chandler 2013-14 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 Capital Replacement Total Cost Center - 1300 General Fund General Fund - Domestic Violence Grant Fund Grand Total 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Estimated Expenditures 2012-13 Adjusted Budget 2013-14 Adopted Budget $ 3,068,366 $ 3,264,093 $ 3,377,114 $ 3,325,607 $ 3,362,493 3,264,093 3,330,729 3,279,222 3,362,493 46,385 46,385 20,070 35,500 40,201 35,560 50,500 74,127 60,000 73,156 60,517 60,062 3,656 6,946 9,832 6,946 6,946 5,012 9,100 9,411 7,600 9,100 15,900 26,000 26,740 26,000 26,000 13,900 178 $ 3,187,309 $ 3,401,639 $ 3,536,454 $ 3,462,230 $ 3,529,001 $ 3,154,759 $ 3,383,604 $ 3,518,419 $ 3,444,480 $ 3,496,051 15,000 15,000 17,550 18,035 18,035 17,750 17,950 $ 3,187,309 $ 3,401,639 $ 3,536,454 $ 3,462,230 $ 3,529,001 % Change Adopted To Adopted 3.01% 3.01% N/A 42.25% 0.10% 0.00% 0.00% 0.00% N/A N/A 3.74% * Ongoing and One-time Personnel Services detail not available for FY 2011-12 Actual Expenditures. Authorized Positions Position Title Assistant City Attorney Assistant City Attorney-Police Advisor Assistant City Prosecutor I Assistant City Prosecutor II Associate City Attorney City Attorney City Prosecutor Law Office Supervisor Legal Clerk Legal Secretary Senior Assistant City Prosecutor Senior Legal Secretary Victim Services Specialist Total 2009-10 Revised 5 2 1 4 0 1 1 1 4 5 1 1 1 27 2010-11 Revised 5 2 1 4 0 1 1 1 4 5 1 1 1 27 2011-12 Revised 5 2 1 4 0 1 1 1 4 5 1 1 1 27 2012-13 Adopted 5 2 1 4 1 1 1 1 4 5 1 1 1 28 2012-13 Revised 5 2 1 4 1 1 1 1 4 5 1 1 1 28 2013-14 Adopted 5 2 1 4 1 1 1 1 4 5 1 1 1 28 Significant Budget and Staffing Changes Fiscal Year 2013-14 reflects an ongoing allocation from the Domestic Violence funding for process serving of victims and witnesses with subpoenas for domestic violence cases handled by the City Prosecutor’s office. 151 City of Chandler 2013-14 Adopted Budget General Government Liability Litigation Division of the Law Department is responsible for defending the City in risk management cases. Liability Litigation 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 self-insurance 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. Liability Litigation 1310 Division: Cost Center: 2013-14 Performance Measurements Goal: Ensure that attorney reviews lawsuits against City within five (5) days of receipt. Supports Priority Based Budgeting Goal(s): Good Governance Objectives: ♦ Recommend actions in risk litigation matters and lawsuits. Measures Total risk lawsuits handled on annual basis(1) (1) 2010-11 Actual 2011-12 Actual N/A 8 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 8 12 15 New measure effective Fiscal Year 2011-12. 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. Supports Priority Based Budgeting Goal(s): Good Governance Objectives: ♦ Monitor and resolve all liability and property claims against the City. ♦ 24-hour contact for all claims. ♦ Internally adjust all claims under $25,000. ♦ Maintain “Cost of Risk” indicator at or below 2%. ♦ Recommend changes and assist in loss prevention. Measures 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected Claims filed 225 162 205 214 203 24-hour response time for 100% of filings 225 162 205 214 203 Claims filed <$5,000 197 146 163 139 184 1% 1% 1% 1% 1% 96 105 95 88 96 Cost of risk (2) Liability and property subrogation (2) “Cost of risk” equals = Claims paid, Expenses + Risk Mgmt. Administration + Insurance Premiums divided by City of Chandler Total Operating Budget. * 2012-13 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 2013-14 Adopted Budget General Government    Liability Litigation – 1310    Budget Summary 2011-12 Actual Expenditures 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 - 1310 $ Insured Liability Self Insurance Fund $ 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget 124,002 $ 424,984 $ 449,015 $ 449,015 $ 444,626 424,984 437,464 437,464 444,626 11,551 11,551 95,250 90,680 90,600 75,000 5,070 11,450 11,450 7,030 11,000 500 500 500 350 231 7,000 7,000 5,100 6,800 1,119,297 1,119,297 1,049,000 1,135,000 7,000 7,000 4,100 7,077 415 700 130,418 $ 1,665,481 $ 1,684,942 $ 1,605,345 $ 1,679,853 130,418 $ 1,665,481 $ 1,684,942 $ 1,605,345 $ 1,679,853 % Change Adopted To Adopted 4.62% 4.62% N/A -21.26% -3.93% -30.00% -2.86% 1.40% 1.10% N/A N/A 0.86% * Ongoing and One-time Personnel Services detail not available for FY 2011-12 Actual Expenditures. Authorized Positions Position Title Assistant City Attorney Paralegal Risk Services Coordinator Risk Management Svcs. Specialist Total 2009-10 Revised 0 0 0 0 0 2010-11 Revised 0 0 0 0 0 2011-12 Revised 1 1 0 0 2 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2013-14. 153 2012-13 Adopted 1 1 1 1 4 2012-13 Revised 1 1 1 1 4 2013-14 Adopted 1 1 1 1 4 City of Chandler 2013-14 Adopted Budget General Government E ffective July 1, 2012, the Law Department is responsible for the City’s risk program, formerly managed by the Management Services Department. Liability funding was transferred to cost center 1311 from cost center 1261, Risk Management Liabilities. Division: Cost Center: Liability Litigation Claims 1311 Budget Summary 2011-12 2012-13 2012-13 2012-13 2013-14 Actual Adopted Adjusted Estimated Adopted Description Expenditures Budget Budget Expenditures Budget Professional/Contract $ - $ 439,272 $ 439,272 $ 404,200 $ 439,272 Operating Supplies 311,092 311,092 103,600 311,092 Repairs/Maintenance 268,962 268,962 119,700 268,962 Insurance/Taxes 2,805,717 2,805,717 500,000 2,805,717 Street Improvements 144,672 144,672 143,000 144,672 Total Cost Center - 1311 $ - $ 3,969,715 $ 3,969,715 $ 1,270,500 $ 3,969,715 Insured Liability Self Insurance Fund $ - $ 3,969,715 $ 3,969,715 $ 1,270,500 $ 3,969,715 % Change Adopted To Adopted 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 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. There are no significant budget and staffing changes for Fiscal Year 2013-14. 154 City of Chandler 2013-14 Adopted Budget General Government 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 citizens. This office also promotes interaction with other levels of government to serve the best interests of Chandler's citizens, advocates the City's position on issues before the U.S. Congress and State Legislature, and encourages and develops public-private partnerships that support Council direction and meets the needs of the community in a cost-effective manner. Division: Cost Center: City Manager 1040 2012-2013 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.  Continued assisting Municipal Utilities with providing the necessary infrastructure for FAB 42.1 Intel Expansion.  Coordinate consultant activities regarding the review and revision of the South Price Road Corridor Policy.  Completed upgrade of lights and HVAC systems at various City building utilizing American Reinvestment Recovery Act Grant funding.  Successfully negotiated agreement for installation of solar array at City Hall Parking Structure and Police/Courts.  Completed installation of solar array at Tumbleweed Recreation Center.  Successfully negotiated with the five Meet and Confer employee groups.  Successfully hired new Assistant City Manager. 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. 155 City of Chandler 2013-14 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 Park Improvements Total Cost Center - 1040 General Fund Grant Fund Grand Total 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget $ 943,914 $ 994,178 $ 1,017,626 $ 896,534 $ 1,096,501 994,178 1,012,361 891,269 1,096,501 5,265 5,265 10,205 4,500 18,071 18,071 4,500 5,382 11,050 11,050 9,400 10,350 876 4,323 4,697 2,000 3,000 10,390 16,700 16,700 16,700 17,500 8,364 15,500 15,500 15,000 15,500 4,000 4,000 4,000 704,235 750,000 763,107 763,724 259 637 637 983 189 $ 1,683,813 $ 1,800,251 $ 1,851,388 $ 1,722,066 $ 1,152,334 $ 833,579 $ 1,050,251 $ 1,081,138 $ 951,816 $ 1,152,334 850,234 750,000 770,250 770,250 $ 1,683,813 $ 1,800,251 $ 1,851,388 $ 1,722,066 $ 1,152,334 % Change Adopted To Adopted 10.29% 10.29% N/A 0.00% -6.33% -30.60% 4.79% 0.00% 0.00% -100.00% N/A N/A -35.99% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title Assistant City Manager Assistant to City Manager City Manager Diversity Administrator Employee Development Supervisor Executive Asst. to the City Manager Intergovernmental Affairs Coordinator Management Assistant Organizational Dev. Administrator Total 2009-10 Revised 2 1 1 1 1 0 1 1 1 9 2010-11 Revised 2 1 1 0 0 0 1 1 0 6 2011-12 Revised 2 1 1 0 0 0 1 0 0 5 2012-13 Adopted 2 1 1 0 0 0 1 0 0 5 2012-13 Revised 2 1 1 0 0 1 1 0 0 6 2013-14 Adopted 2 1 1 0 0 1 1 0 0 6 Significant Budget and Staffing Changes During Fiscal Year (FY) 2012-13, one Executive Assistant to the City Manager was added. FY 2013-14 reflects a reduction in Building/Improvements due to grant funding shown in FY 2012-13 and not anticipated in FY 2013-14. 156 City of Chandler 2013-14 Adopted Budget General Government B uildings and Facilities is responsible for maintaining 52 City-owned buildings. This includes providing custodial care and performing preventive maintenance. Building and Facilities also provides various maintenance duties to 19 additional City facilities. Division: Cost Center: Buildings and Facilities 3200 2012-2013 Building and Facilities Accomplishments  Completed 4,052 work orders, with 15% of the total comprised of preventative maintenance work orders.  Replaced the asphalt parking lot and concrete driveway at Fire Station #2.  Replaced the roof at the Fire Training Facility.  Installed new carpet at the Courts, Fleet, and Warehouse buildings.  Re-upholstered the benches at the Chandler Municipal Courts.  Developed alternative solution to reducing estimated repairs to Center for the Arts exterior façade for an estimated savings of $217,000.  Completed asphalt maintenance at the Armstrong Way Yard, Airport Terminal, Main Police Station, Courts, Property and Evidence, and Transportation and Development parking lots.  Replaced the fire alarm system at the Transportation and Development building.  Replaced the east window at Sunset Library.  Installed new granite façade at the Community Center.  Painted the interior of the Fleet, Warehouse, Streets, and Traffic buildings.  Installed new energy efficient lamps in the light fixtures along the downtown colonnades and Dr. A.J. Chandler Park Mercado’s.  Installed 17 new energy efficient variable fan speed motors to the air handlers at the Center for the Arts. 157 City of Chandler 2013-14 Adopted Budget General Government    Buildings and Facilities – 3200    2013-14 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. Supports Priority Based Budgeting Goal: Good Governance Objectives: ♦ Provide emergency service for mechanical, sanitary, and environmental problems. ♦ Maintain cost effective maintenance and custodial practices through proactive management. Measures Number of emergency custodial service requests completed within 2 hours(1) Custodial expenditures per square foot (1) 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 243 184 N/A N/A N/A $1.61 $1.61 $1.45 $1.52 $1.47 Measure no longer being used effective Fiscal Year (FY) 2012-13. Goal: Provide the general public and employees with a safe environment through the use of effective and efficient building maintenance practices. Supports Priority Based Budgeting Goal: Good Governance Objectives: ♦ Maintain cost effective building maintenance through proactive management. ♦ Maintain all public buildings in a maximum state of repair through use of an effective preventive maintenance program. Measures 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected Building repair costs per square foot $2.77 $2.77 $2.79 $2.85 $2.82 Average response time for non-emergency building maintenance requests(2) 24 hrs 24 hrs N/A N/A N/A Percentage of preventive work orders over all work orders(3) N/A N/A 15% 17% 20% (2) (3) Measure no longer being used effective FY 2012-13. New measure for FY 2012-13 * 2012-13 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. 158 City of Chandler 2013-14 Adopted Budget General Government    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 Project Support Recharge** Building/Improvements Machinery/Equipment Capital Replacement Total Cost Center - 3200 General Fund 2011-12 Actual Expenditures $ $ $ 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget % Change Adopted To Adopted - $ 2,687,765 $ 2,945,481 $ 2,916,445 $ 2,752,104 2,687,765 2,702,294 2,673,258 2,752,104 243,187 243,187 202,200 295,178 260,478 202,200 896,512 1,056,432 1,050,011 893,430 445,131 591,870 591,117 445,808 17,550 17,550 16,100 17,550 2,000 2,000 2,000 2,000 2,174,194 2,174,194 2,174,194 2,169,194 8,000 12,151 11,851 9,500 6,000 6,000 37,154 37,154 8,624 58,467 58,467 58,467 58,467 - $ 6,491,819 $ 7,196,477 $ 7,132,441 $ 6,550,253 - $ 6,491,819 $ 7,196,477 $ 7,132,441 $ 6,550,253 2.39% 2.39% N/A 0.00% -0.34% 0.15% 0.00% 0.00% -0.23% 18.75% N/A N/A N/A 0.00% 0.90% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. ** Project Support Recharge reflects staff time spent in direct support of a specific capital project. This staff time is directly charged to the project. Authorized Positions Position Title Building Maintenance Supervisor Custodial Supervisor Custodian Electrician Facilities Maintenance Manager Facilities Maint. Superintendent Facility Maintenance Technician Facility Support Specialist HVAC Technician Lead Custodian Lead Facilities Operations Tech. Maintenance Planner Scheduler Telephone Services Coordinator Telephone Services Specialist Total 2009-10 Revised 1 1 22 2 0 0 7 0 3 3 0 1 1 1 42 2010-11 Revised 0 1 22 1 0 1 7 0 2 3 2 0 0 0 39 2011-12 Revised 0 1 22 2 0 1 8 0 2 3 2 0 0 0 41 2012-13 Adopted 0 1 22 2 1 1 8 0 2 3 2 0 0 0 42 2012-13 Revised 0 1 22 2 1 1 8 0 2 3 2 0 0 0 42 2013-14 Adopted 0 1 21 2 1 1 8 1 2 3 2 0 0 0 42 Significant Budget and Staffing Changes Effective July 1, 2012, Buildings and Facilities is transferred from the Community Services Department to the City Manager Department. Fiscal Year 2012-13 reflects a permanent transfer of Professional/Contract funds for custodial work from cost center 1100, Center for the Arts, in the Community Services Department. Effective July 1, 2013, one Custodian is reclassified to Administrative Specialist and transferred to cost center 4520, Aquatics, in the Community Services Department. Effective July 1, 2013, one Facility Support Specialist is transferred from cost center 4520, Aquatics, in the Community Service Department. 159 City of Chandler 2013-14 Adopted Budget General Government Division: Cost Center: Buildings and Facilities Capital 3210 Capital Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Other Charges/Services Contingencies/Reserves Building/Improvements Office Furniture/Equipment Park Improvements Total Cost Center - 3210 General Gov't Capital Projects Fund 2011-12 Actual Expenditures $ $ $ 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures - $ - $ - $ 425,298 905,000 1,036,746 100,000 100,000 - $ 1,430,298 $ 1,136,746 $ - $ 1,430,298 $ 1,136,746 $ 2013-14 Adopted Budget 5,000 $ 5,000 38,158 2,392 303,240 675,258 2,641,842 100,000 150,856 833,506 $ 3,083,240 833,506 $ 3,083,240 % Change Adopted To Adopted N/A N/A N/A N/A N/A -28.70% 191.92% 0.00% N/A 115.57% Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions related to the prior year and new projects for the new fiscal year. Additional funding is proposed for HVAC replacements and repairs, as well as a replacement generator for the Police Property and Evidence Facility. Additional detail on the capital program is available in the 2014-2023 Capital Improvement Program. 160 City of Chandler 2013-14 Adopted Budget General Government E conomic Development facilitates programs that enhance Economic Development Division: the quality of life for Chandler residents and maintains 1520 Cost Center: economic development strategies focused on recruitment of new business, and retention and expansion of the City's employment and tax base. Economic Development Department 2011-12 Actual Expenditures Expenditures by Cost Center Economic Development $ Downtown Redevelopment Economic Development Capital Tourism (1) Airport Airport Capital(1) Total $ Expenditures by Category Personnel & Benefits Total Personnel Ongoing(2) One-time(2) Operating & Maintenance Capital - Major $ Total $ Staffing by Cost Center Economic Development Dowtown Redevelopment Tourism (1) Airport Total 2012-13 Adopted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget % Change Adopted to Adopted 1,502,084 $ 2,025,840 $ 399,084 400,201 2,787,230 294,038 715,021 934,224 3,741,393 2,195,206 $ 10,603,909 $ 2,081,997 $ 2,071,537 443,210 408,258 2,787,230 475,001 559,113 1,020,237 1,077,141 255,381 5,633,579 4,275,826 $ 12,536,858 2.26% 2.01% 0.00% -21.80% 15.30% 50.57% 18.23% 825,698 $ 1,423,689 $ 1,423,689 1,369,508 2,651,597 6,528,623 2,195,206 $ 10,603,909 $ 1,488,779 $ 1,481,885 1,448,661 1,481,885 40,118 2,531,666 2,634,164 255,381 8,420,809 4,275,826 $ 12,536,858 4.09% N/A -0.66% 28.98% 18.23% 2011-12 Revised 6.000 2.000 1.000 0.000 9.000 2012-13 Adopted 6.000 2.000 1.000 6.000 15.000 2012-13 Revised 6.000 2.000 1.000 6.000 15.000 % Change 2013-14 Adopted to Adopted Adopted 6.000 0.00% 2.000 0.00% 1.000 0.00% 6.000 0.00% 15.000 0.00% (1) Effective July 1, 2012, Airport and Airport Capital transferred from the Transportation & Development Department. (2) Ongoing and One-time Personnel Services detail not availab le for FY 2011-12 Actual Expenditures. 161 City of Chandler 2013-14 Adopted Budget General Government 2012-13 Economic Development Accomplishments  Located more than 4,800 base industry jobs including General Motors, Garmin, Nationstar Mortgage, Phacil, Intel’s Research & Development facility, Infusionsoft, and St. Clair Technologies.  Completed Phase II of Innovations Technology Incubator and the facility is now home to 24 early stage companies. Chandler named 4th Best Place for startups in the nation.  Continuum Science & Technology Park was completed and the first tenants have occupied the facility.  Identified approximately 50 retail leads, 30 retail prospects, and 20 retail locates.  The restaurant sector has been particularly strong in Chandler with several key locates open or under construction, including: Longhorn Steakhouse (Chandler Pavilions), Nando’s Mexican Café (Shoppes at Pecos Ranch), Panchero’s (Portico Place), Five Guys Burgers and Fries (Paseo Lindo), Firehouse (Mill Crossing), Chop (Downtown Ocotillo), Zipps Sports Grill (Fulton Ranch Towne Center), Jimmy John’s (Crossroads Towne Center), Table 49 (Promenade at Fulton Ranch), and Whiskey Rose (Fulton Ranch Towne Center). In addition, H&M was a significant addition at Chandler Fashion Center.  As part of the Four-Corner Retail initiative, staff identified and marketed retail land sites to alternative uses to strengthen surrounding areas.  Developed and distributed the 11th annual visitors guide, Chandler: The Official Visitors Guide for the City of Chandler, Arizona with a distribution of 65,000.  Development and launch of City’s new tourism website.  Conducted three travel agent familiarization visits which introduced Chandler to 32 AAA/CAA travel agents.  Hosted the City’s 2nd Annual Science & Technology Festival.  Chandler Municipal Airport’s CY 2012 Total Operations were 197,427 – a 22% increase over CY 2011.  Chandler Air Traffic Control Tower was the busiest FAA contract tower in the U.S.  Received more than $2M in Airport Improvement Program Grants.  TransPac Aviation Academy brought eight new based aircraft and fourteen employees to the Airport.  Finalized lease and design with Arizona State University/TechShop and began construction on the former City Yard at 249 E. Chicago Street.  Issued request for information and secured tenant for reuse of the City-owned building at 51 E Boston Street.  Worked with new ownership group in transition and strategic planning for the San Marcos Resort.  Installed Downtown directional sign package in partnership with Downtown Chandler Community Partnership (DCCP).  New Downtown businesses during the year are: Handcrafted, Shoe Thrill, Bourbon Jack’s, Eastwind Sushi, and University of Arizona. 162 City of Chandler 2013-14 Adopted Budget General Government    Economic Development – 1520    2013-14 Performance Measurements Goal: Promote and aggressively pursue industrial and office development within the City of Chandler. Supports Priority Based Budgeting Goal(s): Sustainable Economic Health Objective: ♦ Market the community to new office, industrial, and other uses in order to further diversify and strengthen the economy. Measures Estimated number of industrial office jobs created through new business recruitment and existing business expansion located with City assistance Estimated office/industrial square feet added Estimated office/industrial capital investment created with City assistance 2010-11 Actual 2011-12 Actual 2012-13 Year End Estimate * 2012-13 Projected 2013-14 Projected 6,059 2,440 500 3,465 500 3,026,317(1) 1,054,476 200,000 1,097,235 200,000 $5,109,877,600(2) $268,181,943(3) $5,000,000 $362,797,150(4) $5,000,000 (1) Includes 2 million square feet for the construction of Intel Fab 42. Includes $3 billion for the Intel Retool project from Fab 12 and Fab 32. Includes $125 million for construction of a new patient tower at the Chandler Regional Medical Center. (4) Includes $300 million for construction of the Intel CH8 facility. (2) (3) * 2012-13 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. 163 City of Chandler 2013-14 Adopted Budget General Government    Economic Development - 1520    Goal: Promote and aggressively pursue retail development within the City of Chandler. Supports Priority Based Budgeting Goal(s): Sustainable Economic Health Objective: ♦ Expand Chandler's regional retail market share through attracting and maintaining a balanced mix of retail and service facilities. Measures Number of new retail businesses located with City assistance Estimated square footage of new retail space located with City assistance Number of retail recruitment marketing materials sent Total retail square feet Retail occupancy rate (1) 2010-11 Actual 2011-12 Actual 22 2012-13 Projected 23 2012-13 Year End Estimate * 2013-14 Projected 15 16 15 293,693 250,500 200,000 150,000 150,000 246 16,745,735 90% 205 16,632,621(1) 87% 250 16,544,000 89% 200 16,600,000 86% 200 16,600,000 87% Buildings removed from retail inventory due to occupancy change from retail to educational institutions. Goal: Expand the tax base to sustain needed improvement in the community by increasing the line of services provided to the public. Supports Priority Based Budgeting Goal(s): Sustainable Economic Health Objective: ♦ Increase annual sales tax revenues by encouraging businesses to establish more retail businesses within the City of Chandler. Measures Estimated annual sales tax revenue generated by new retail businesses located with City assistance 2010-11 Actual 2011-12 Actual 2012-13 Projected $1,603,476 $1,078,855 $1,091,940 * 2012-13 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. 164 2012-13 Year End Estimate * $781,000 2013-14 Projected $800,000 City of Chandler 2013-14 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 Insurance/Taxes Rents/Utilities Other Charges/Services Capital Replacement Total Cost Center - 1520 General Fund 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated 2013-14 Adopted Budget $ 531,127 $ 612,760 $ 639,692 $ 638,003 $ 634,430 612,760 624,572 622,883 634,430 15,120 15,120 116,648 117,509 137,808 135,422 118,020 21,819 22,270 31,669 29,970 31,622 3,092 2,000 3,803 3,905 3,000 28,662 23,940 23,956 25,600 23,950 758,462 1,240,436 1,240,972 1,240,972 1,252,890 38,156 4,000 4,000 5,200 4,700 4,117 2,925 2,925 2,925 2,925 $ 1,502,084 $ 2,025,840 $ 2,084,825 $ 2,081,997 $ 2,071,537 $ 1,502,084 $ 2,025,840 $ 2,084,825 $ 2,081,997 $ 2,071,537 % Change Adopted To Adopted 3.54% 3.54% N/A 0.43% 41.99% 50.00% 0.04% N/A 1.00% 17.50% 0.00% 2.26% * Ongoing and One-time Personnel Services detail not available for FY 2011-12 Actual Expenditures. Authorized Positions Position Title Director, Economic Development Div. Economic Dev. Research Assistant Economic Development Specialist Senior Economic Dev. Specialist Senior Executive Assistant Total 2009-10 Revised 1 1 1 1 1 5 2010-11 Revised 1 1 1 1 2 6 2011-12 Revised 1 1 1 1 2 6 2012-13 Adopted 1 1 1 1 2 6 2012-13 Revised 1 1 1 1 2 6 2013-14 Adopted 1 1 1 1 2 6 Significant Budget and Staffing Changes Fiscal Year 2013-14 reflects an ongoing increase of $24,029 for operations funding for Innovations, Chandler’s incubator project. Innovations’ operating costs are partially offset by rental revenue income. 165 City of Chandler 2013-14 Adopted Budget General Government Division: Cost Center: Downtown Redevelopment 1540 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. 2013-14 Performance Measurements Goal: Coordinate and facilitate revitalization of the central core of the City. Supports Priority Based Budgeting Goal(s): Healthy and Attractive Community; Sustainable Economic Health Objective: ♦ Create a city center that reflects a distinct and positive image for Chandler. Measures Number of new or rehabilitation projects planned for downtown 2010-11 Actual 2011-12 Actual 2 0 2012-13 Projected 2012-13 Year End Estimate * 0 1 2013-14 Projected 2 Goal: Promote and aggressively pursue new commercial and residential development, as well as locate quality businesses within the City’s downtown district. Supports Priority Based Budgeting Goal(s): Healthy and Attractive Community; Sustainable Economic Health 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. Measures Number of new retail businesses located in downtown with City assistance Estimated square footage of new/rehabilitated retail space in downtown with City assistance(1) Number of new residential units constructed in the Enhanced Municipal Services District (1) (2) 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 7 4 3 4 3 N/A N/A N/A 2,500 6,700 20 12 0 10 150(2) Planned construction completed in Fiscal Year (FY) 2012-13. New high density residential project projected to start construction in FY 2013-14. * 2012-13 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 2013-14 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 Rents/Utilities Other Charges/Services Machinery/Equipment Total Cost Center - 1540 General Fund 2011-12 Actual Expenditures $ $ $ 196,150 $ 14,197 1,733 43,306 3,282 1,866 137,922 629 399,084 $ 399,084 $ 2012-13 Adopted Budget 2012-13 Adjusted Budget 202,538 $ 202,538 4,300 46,030 9,533 4,000 133,800 400,201 $ 400,201 $ 2012-13 Estimated 210,654 $ 207,086 3,568 11,648 4,300 71,068 9,733 4,000 133,800 445,203 $ 445,203 $ 2013-14 Adopted Budget 210,654 $ 207,086 3,568 14,544 7,246 68,027 3,571 2,300 136,868 443,210 $ 443,210 $ 210,835 210,835 4,300 46,030 9,293 4,000 133,800 408,258 408,258 % Change Adopted To Adopted 4.10% 4.10% N/A N/A 0.00% 0.00% -2.52% 0.00% 0.00% N/A 2.01% * Ongoing and One-time Personnel Services detail not available for FY 2011-12 Actual Expenditures. Authorized Positions Position Title Downtown Redevelopment Manager Executive Assistant Total 2009-10 Revised 1 1 2 2010-11 Revised 1 1 2 2011-12 Revised 1 1 2 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2013-14. 167 2012-13 Adopted 1 1 2 2012-13 Revised 1 1 2 2013-14 Adopted 1 1 2 City of Chandler 2013-14 Adopted Budget General Government Division: Cost Center: Economic Development Capital 1550 Capital Budget Summary 2011-12 2012-13 2012-13 Actual Adopted Adjusted 2012-13 Description Expenditures Budget Budget Estimated Other Charges/Services $ - $ - $ 2,787,230 $ Contingencies/Reserves 2,787,230 Total Cost Center - 1550 $ - $ 2,787,230 $ 2,787,230 $ General Gov't Capital Projects Fund $ - $ 2,787,230 $ 2,787,230 $ 2013-14 Adopted Budget - $ 2,787,230 - $ 2,787,230 - $ 2,787,230 % Change Adopted To Adopted N/A 0.00% 0.00% Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions related to the prior fiscal year and new projects for the new fiscal year. Fiscal Year (FY) 2013-14 reflects the carryforward of unexpended program funding from FY 2012-13. Detail on the capital program is available in the 2014-2023 Capital Improvement Program. 168 City of Chandler 2013-14 Adopted Budget General Government E conomic Development’s tourism program enhances and extends the marketing efforts of the Chandler tourism community by marketing the community as a travel destination. The retention and expansion of the Chandler hospitality industry improves the quality of life for Chandler residents by creating jobs and revenue. Tourism 1580 Division: Cost Center: 2013-14 Performance Measurements Goal: Develop and promote the City as a preferred, year-round destination for visitors and increase visitation which would thereby benefit the community economically, environmentally, and socially. Supports Priority Based Budgeting Goal(s): Sustainable Economic Health Objective: ♦ Develop existing strong, mid-week and in-season travel patterns, and increase occupancy on weekends, slower shoulder, and off-seasons. 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected $1,862,344 $2,202,460 $2,100,000 $2,200,000 $1,900,000 Revenue per available room (Rev/PAR) citywide(1) $60.24 $56.93 $58.00 $57.00 $57.00 Occupancy rate citywide(1) 66.5% 60.3% 62.0% 60.9% 61.0% Number of tourism leads(2) 19,208 21,901 17,000 13,000 17,000 Measures Bed tax revenue collected (1) (2) 2010-11 Actual 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. * 2012-13 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. 169 City of Chandler 2013-14 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 Contingencies/Reserves Total Cost Center - 1580 General Fund Grant Fund Grand Total 2011-12 Actual Expenditures $ $ $ $ 98,421 106,570 14,928 66,684 7,435 294,038 181,953 112,085 294,038 2012-13 Adopted Budget $ $ $ $ 101,521 101,521 214,000 27,000 180,500 1,500 190,500 715,021 224,521 490,500 715,021 2012-13 Adjusted Budget $ $ $ $ 2013-14 Adopted Budget 2012-13 Estimated 105,476 103,697 1,779 247,920 31,602 169,493 6,500 190,500 751,491 260,241 491,250 751,491 $ $ $ $ 105,476 103,697 1,779 181,920 14,500 166,105 7,000 475,001 195,976 279,025 475,001 $ $ $ $ 106,113 106,113 277,500 12,000 162,000 1,500 559,113 229,113 330,000 559,113 % Change Adopted To Adopted 4.52% 4.52% N/A 29.67% -55.56% -10.25% 0.00% -100.00% -21.80% * Ongoing and One-time Personnel Services detail not available for FY 2011-12 Actual Expenditures. Authorized Positions Position Title Tourism Development Coordinator Total 2009-10 Revised 1 1 2010-11 Revised 1 1 2011-12 Revised 1 1 2012-13 Adopted 1 1 2012-13 Revised 1 1 2013-14 Adopted 1 1 Significant Budget Changes Fiscal Year 2013-14 reflects one-time Professional/Contract allocation as contributing funds towards the Maricopa County Prop 302 Grant. 170 City of Chandler 2013-14 Adopted Budget General Government A irport 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. Airport 4100 Division: Cost Center: 2013-14 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. Supports Priority Based Budgeting Goal(s): Safe Community; Sustainable Economic Health; Effective Transportation Objectives: ♦ Strive to operate a safe, well-maintained airport environment. ♦ Encourage an environment of growth for existing organizations at the airport. ♦ Generate qualified prospects for development and aviation-related business as well as other economic development opportunities within the immediate airport area. Measures Based aircraft Air traffic operations City fueling services, gallons(2) 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 Number of qualified prospects (prospective development and business)(3) 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 447 437 N/A(1) N/A(1) N/A(1) 156,793 180,058 N/A(1) N/A(1) N/A(1) 61,815 49,735 51,975 58,530 61,964 470,338 514,149 488,988 536,760 522,952 $5.44 $6.40 $5.35 $5.90 $5.79 76% 82% 83% 74% 79% 354 354 354 354 354 N/A N/A 10 15 10 (1) Measure discontinued beginning Fiscal Year (FY) 2012-13. Information on based aircraft and air traffic operations is available in the Demographics/ Service Statistics section of the Budget Book. City fuel sales fluctuate as a result of fluctuations in prices of other vendors both on the airport and at other airports. (3) New measure beginning FY 2012-13. (2) * 2012-13 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 2013-14 Adopted Budget General Government    Airport - 4100    Goal: Continuously seek available funding source to help maintain and develop the Airport. Supports Priority Based Budgeting Goal(s): Sustainable Economic Health Objective: ♦ Seek maximum opportunities for federal and state grant participation projects. Measures Grant requests Projects completed with shared funding(1) (1) 2010-11 Actual $1,045,980 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected $338,731 $4,143,750 $1,241,087 $2,660,472 N/A N/A 2 3 5 New Measure beginning Fiscal Year 2012-13. Goal: To efficiently operate and maintain the City-owned aircraft storage facilities. Supports Priority Based Budgeting Goal(s): Sustainable Economic Health 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 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected City t-hangars/percent serviced 116/100% 116/100% 116/100% 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 159/55% 147/51% 160/55% 155/54% 160/55% * 2012-13 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 172 City of Chandler 2013-14 Adopted Budget General Government    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 Capital Replacement Total Cost Center - 4100 Airport Operating Fund 2012-13 Adopted Budget 2011-12 Actual Expenditures $ - $ - $ - $ $ $ 506,870 $ 506,870 17,150 220,136 46,814 6,375 29,785 84,508 12,093 10,493 934,224 $ 934,224 $ 2012-13 Adjusted Budget 2012-13 Estimated 2013-14 Adopted Budget % Change Adopted To Adopted 534,651 $ 534,646 $ 530,507 515,000 514,995 530,507 19,651 19,651 17,920 15,889 17,150 220,136 272,853 340,136 46,875 46,800 46,814 6,375 6,368 5,655 29,785 23,168 29,785 84,508 97,972 84,508 12,093 12,048 12,093 10,493 10,493 10,493 962,836 $ 1,020,237 $ 1,077,141 962,836 $ 1,020,237 $ 1,077,141 4.66% 4.66% N/A 0.00% 54.51% 0.00% -11.29% 0.00% 0.00% 0.00% 0.00% 15.30% * Ongoing and One-time Personnel Services detail not available for FY 2011-12 Actual Expenditures. Authorized Positions Position Title Airport Manager Airport Operations & Maint. Supervisor Airport Operations & Maint. Technician Executive Assistant Management Assistant Senior Economic Dev. Specialist Total 2009-10 Revised 1 1 2 1 1 0 6 2010-11 Revised 1 1 2 1 1 0 6 2011-12 Revised 1 1 2 1 1 0 6 2012-13 Adopted 0 1 2 1 1 1 6 2012-13 Revised 0 1 2 1 1 1 6 2013-14 Adopted 0 1 2 1 1 1 6 Significant Budget and Staffing Changes Effective July 1, 2012, the Airport Division is transferred from the Transportation & Development Department to Economic Development in the City Manager Department. Fiscal Year (FY) 2013-14 reflects one-time aviation fuel increase in Operating Supplies. This increase will be offset by aviation fuel sale revenue income. A General Fund subsidy of $261,347 is built into the budget to cover an anticipated shortfall between revenues and expenses in FY 2013-14, including grant match requirements for proposed capital projects. 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. 173 City of Chandler 2013-14 Adopted Budget General Government Airport Capital 4110 Division: Cost Center: E ffective July 1, 2012, the Airport Division is transferred from the Transportation & Development Department to Economic Development in the City Manager Department. Capital Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Other Charges/Services Contingencies/Reserves Machinery/Equipment Airport Improvements Total Cost Center - 4110 Grant Fund Grant Capital Fund Airport Bond Fund Airport ADOT Loan Fund Airport Operating Fund Grand Total 2011-12 Actual Expenditures $ $ $ $ 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated - $ - $ - $ 473,002 473,002 840,392 2,427,999 3,100,722 - $ 3,741,393 $ 3,573,724 $ - $ 72,177 $ 148,778 $ 3,437,181 3,231,569 66,824 35,648 165,211 157,729 - $ 3,741,393 $ 3,573,724 $ 2013-14 Adopted Budget 12,257 $ 12,257 30,012 495,500 632 2,043 2,910,579 29,500 210,437 2,198,000 255,381 $ 5,633,579 50 $ 106,964 243,521 4,170,691 84,303 1,133,000 11,810 138,621 255,381 $ 5,633,579 % Change Adopted To Adopted N/A N/A N/A 4.76% N/A N/A 246.34% N/A -9.47% 50.57% * Ongoing and One-time Personnel Services detail not available for FY 2011-12 Actual Expenditures. Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions related to the prior fiscal year and new projects for the new fiscal year. Fiscal Year (FY) 2013-14 reflects the carryforward of unexpended program funding from FY 2012-13. Detail on the capital program is available in the 2014-2023 Capital Improvement Program. 174 City of Chandler 2013-14 Adopted Budget General Government 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. Additional responsibilities include management of the City’s self-insured worker compensation and safety programs. Division: Cost Center: Human Resources 1250 2012-13 Human Resources Accomplishments  Successfully conducted a Request for Proposal for the City’s Deferred Compensation 457 Plan, which provided for fee transparency and enhanced services such as a ROTH 457 Plan Option and brokerage services for all eligible participants. In addition, lower contract administration fees were negotiated, thus resulting in savings to employees and the City.  Successfully implemented the City’s first 24 hour Family Medical Leave Act (FMLA) program in partnership with a third party administrator to ensure that medical and clinical protocols are used in providing the City’s FMLA program, thus mitigating any potential liability and risk for the City.  In partnership with the City’s medical provider, Blue Cross Blue Shield of AZ, implemented a diabetes program that allows dependents under the age of 18 to receive diabetic supplies at no costs if he/she meets the program criteria.  Applied the federal monies received from the Early Retiree Reinsurance Federal Program in the form of a “Premium Holiday” in December 2012 for employees, dependents, retirees, and COBRA participants.  Further developed and enhanced the City’s Wellness Initiative by providing employees with enhanced programs and resources that promote a healthier lifestyle with intent to impact long term plan costs. One example of this is the “Wellness Passport Challenge”, which is designed to provide a self-managed program for employees, eligible dependents, and retirees to track personal goals for overall mental, physical, and fitness health and wellness.  Received the American Heart Association “Fit Friendly Worksite” Gold Level Award. The award recognizes organizations that promote and create a worksite environment where Wellness is encouraged at all levels of the organization.  The Employee Development Academy, which offers a variety of professional development training opportunities to employees, averaged 4.71 on a 5 point scale for relevance and employee satisfaction. Maintained a 91% attendance rating from registered participants to attended participants.  Completed a citywide health assessment which will is used by the Safety Committee to develop a strategic safety plan.  261 recruitments processed with a review of 8,555 applicants from July 1, 2012 through June 17, 2013.  52 completed job studies performed from July 1, 2012 through June 17, 2013.  Successfully negotiated five contracts with the City’s employee groups. 175 City of Chandler 2013-14 Adopted Budget General Government    Human Resources – 1250    2013-14 Performance Measurements Goal: To retain a qualified workforce through the development, administration, and communication of programs, policies, and practices. Supports Priority Based Budgeting Goal(s): Good Governance 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. ♦ Develop and deliver a comprehensive “Wellness Program” involving employees throughout the organization in order to manage rising healthcare costs through behavioral economics. ♦ 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. 2012-13 2010-11 2011-12 2012-13 Year End 2013-14 Measures Actual Actual Projected Estimate * Projected Personnel Action Requests (PAR) processed 3,339 3,426 3,455 3,173(1) 3,484 # of classification or job studies conducted 39(2) 45 40 50 50 Conduct annual benchmark survey for a minimum of 30% of active positions to compare Chandler’s salaries with other valley cities 100% 100% 100% 100% 100% Number of training classes conducted for supervisory staff or employees related to compliance, policies, federal laws, or employee 32 78 85 development 14 58(3) Participants who rated training programs as satisfactory or higher 99% 97% 98% 98% 99% Conduct annual survey to compare Chandler’s benefit packages with benchmark cities 100% 100% 100% 100% 100% Number of workshops offered to employees in areas of wellness, benefits education, retirement, and financial planning 40 35 40 35 35 (1) Reductions due to lack of merit increases in Fiscal Year (FY) 2012-13. (Salary adjustments and one-time payments are not included in this count.) Reclassification freeze. (3) Measure revised during FY 2011-12 to include employee development training classes. (2) * 2012-13 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. 176 City of Chandler 2013-14 Adopted Budget General Government    Human Resources – 1250    Goal: To attract qualified employees to fill vacancies in the City through programs and policies that embodies equal employment opportunity practices. Supports Priority Based Budgeting Goal(s): Good Governance Objective: ♦ Provide an aggressive and effective recruitment and selection process to fill vacancies in all City departments. 2012-13 2010-11 2011-12 2012-13 Year End 2013-14 Measures Actual Actual Projected Estimate * Projected Number of employment applications processed (1) 7,903(1) 9,584 9,200 9,000 9,500 Includes Tri-City Firefighter Recruitment. Goal: Provide a cost effective self-insured worker compensation program inclusive of third party claims administration and management. Supports Priority Based Budgeting Goal(s): Good Governance Objective: ♦ Reduce premium cost by one to two cents per $100.00 of annual (calendar year) payroll cost. Measures Claims filed Total premium cost 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 100 165 132 144 137 $91,680 $136,448 $105,927 $140,206 $145,200 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. Supports Priority Based Budgeting Goal(s): Good Governance Objective: ♦ Monitor and affect the number of lost days via an aggressive Return to Work/Modified Duty program. Measures Lost days Lost personnel hours 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 896 667 709 602 638 7,168 5,336 5,672 4,816 5,404 * 2012-13 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 2013-14 Adopted Budget General Government    Human Resources – 1250    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Machinery/Equipment Office Furniture/Equipment Total Cost Center - 1250 General Fund Workers Comp Self Insurance Fund Medical Self Insurance Fund Grand Total 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget $ 1,845,232 $ 2,001,094 $ 2,247,223 $ 2,239,560 $ 2,327,202 2,001,094 2,213,327 2,205,664 2,327,202 33,896 33,896 67,959 178,571 269,241 211,750 207,035 46,049 54,400 54,802 51,755 66,439 2,103 4,000 4,798 4,000 4,500 12,452 14,453 16,993 11,190 16,250 310,600 276,000 279,945 323,000 169 73,973 70,950 114,333 73,462 153,700 42,497 43,200 43,200 43,050 44,000 500 500 100 2,000 $ 2,090,434 $ 2,677,768 $ 3,027,090 $ 2,914,812 $ 3,144,126 $ 1,929,316 $ 1,902,820 $ 2,123,912 $ 2,050,705 $ 2,138,410 596,025 641,712 641,712 778,856 161,118 178,923 261,466 222,395 226,860 $ 2,090,434 $ 2,677,768 $ 3,027,090 $ 2,914,812 $ 3,144,126 * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. 178 % Change Adopted To Adopted 16.30% 16.30% N/A 15.94% 22.13% 12.50% 12.43% 3.99% N/A 116.63% 1.85% 300.00% 17.42% City of Chandler 2013-14 Adopted Budget General Government    Human Resources – 1250    Authorized Positions Position Title Benefit Programs Supervisor Director of Human Resources Employee Services & HRMS Supervisor Human Resources Analyst Human Resources Assistant Human Resources Clerk Human Resources Management Asst Human Resources Specialist Human Resources Supervisor Occupational Health Nurse Safety Analyst Safety Coordinator Senior Human Resource Analyst Senior Executive Assistant Training & Development Coordinator Total 2009-10 Revised 1 1 1 2 5 1 1 1 2 0 0 0 2 1 0 18 2010-11 Revised 1 1 1 1 5 1 1 1 2 0 0 0 3 0 1 18 2011-12 Revised 1 1 1 1 5 1 1 1 2 0 0 0 3 0 1 18 2012-13 Adopted 1 1 1 1 5 1 1 1 2 1 1 0 3 0 1 20 2012-13 Revised 1 1 1 2 5 1 1 0 2 1 0 1 3 0 1 20 2013-14 Adopted 1 1 1 2 5 1 1 0 2 1 0 1 3 0 1 20 Significant Budget and Staffing Changes Beginning July 1, 2012, the Workers Compensation program was transferred from cost center 1261, Risk Management Liabilities, in the Management Services Department. During Fiscal Year (FY) 2012-13, one Human Resources Specialist position was reclassified to a Human Resources Analyst and one Safety Analyst position was reclassified to Safety Coordinator. FY 2013-14 reflects the addition of General Fund ongoing budget for citywide training and one-time funding to develop a professional leadership program. The Workers Compensation Self Insurance Fund includes ongoing increases in support of safety training and increases in excess insurance, as well as one-time funding for a job hazard analysis. The Medical Self Insurance Fund reflects an increase to support the City’s Yoga program, which is offset 100% by employee paid fees. Additionally, both the Workers Compensation Self Insurance Fund and the Medical Self Insurance Fund reflect increases in personnel as a result of a shift in employee responsibilities, which was needed due to the complexity of administering these trust funds. 179 City of Chandler 2013-14 Adopted Budget General Government Division: Cost Center: Workers Compensation Liabilities 1251 Budget Summary Description Insurance/Taxes Total Cost Center - 1251 Workers Comp Self Insurance Fund 2013-14 2012-13 2012-13 2012-13 2011-12 Adopted Estimated Adjusted Adopted Actual Budget Expenditures Budget Budget Expenditures $ - $ 1,500,000 $ 1,500,000 $ 1,000,000 $ 1,500,000 $ - $ 1,500,000 $ 1,500,000 $ 1,000,000 $ 1,500,000 $ - $ 1,500,000 $ 1,500,000 $ 1,000,000 $ 1,500,000 % Change Adopted To Adopted 0.00% 0.00% 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. Beginning July 1, 2012, the Workers Compensation program was transferred from cost center 1261, Risk Management Liabilities, in the Management Services Department. 180 City of Chandler 2013-14 Adopted Budget General Government T he Information Technology Department is responsible for developing and coordinating the use of technology across the various City departments to ensure that accurate and timely information is provided to residents, elected officials, management, and staff. The IT Department also manages Cost Center: 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 Service Delivery Management & Administration 1199 Division: Information Technology Department 2011-12 Actual Expenditures Expenditures by Cost Center IT Service Delivery Mgmt and Admin $ IT Applications Support IT Infra and Client Support ITOC Operations ITOC Capital IT Citywide Infra Support Capital Total $ Expenditures by Category Personnel & Benefits Total Personnel $ (1) Ongoing (1) One-time Operating & Maintenance Capital - Major Total $ Staffing by Cost Center IT Service Delivery Mgmt and Admin IT Applications Support IT Infra and Client Support Total (1) 2012-13 Adopted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget 1,810,948 $ 1,974,307 $ 2,135,880 $ 1,984,217 3,369,253 3,279,593 3,142,577 3,065,530 1,862,552 2,001,249 2,039,691 2,616,209 90,149 486,600 94,500 237,232 1,824,220 4,275,458 2,139,602 2,265,640 194,648 1,327,532 1,072,362 799,104 9,151,770 $ 13,344,739 $ 10,624,612 $ 10,967,932 5,382,859 $ 5,840,803 $ 5,924,494 $ 2012-13 Adopted 16.000 19.000 16.000 51.000 2012-13 Revised 15.000 20.000 16.000 51.000 Ongoing and One-time Personnel Services detail not availab le for FY 2011-12 Actual Expenditures. 181 0.50% -6.53% 30.73% -51.25% -47.01% -39.81% -17.81% 6,123,572 5,840,803 5,822,955 6,123,572 101,539 1,750,043 1,900,946 1,488,154 1,779,616 2,018,867 5,602,990 3,211,964 3,064,744 9,151,770 $ 13,344,739 $ 10,624,612 $ 10,967,932 2011-12 Revised 16.000 19.000 16.000 51.000 % Change Adopted to Adopted 4.84% N/A -6.38% -45.30% -17.81% % Change 2013-14 Adopted to Adopted Adopted 15.000 -6.25% 17.000 -10.53% 20.000 25.00% 52.000 1.96% City of Chandler 2013-14 Adopted Budget General Government 2012-13 Information Technology Accomplishments  Completed Data Center Cooling Remodel to ensure uninterrupted City computer services.  Upgraded call accounting software to improve accountability and installed a second phone switch to ensure continuous City phone service availability.  Utilized City-owned fiber optic cabling to increase bandwidth to remote locations and reduce circuit costs.  Updated City mapping with Neighborhood Resource information to provide citizens and staff with more information on Chandler communities.  Implemented a mobile citizen service request solution including mobile “apps” that allows citizens to submit City service requests with photos and GPS coordinates.  Improved mobile connectivity for City field employees to allow for more services to be provided directly out in the community and make staff more efficient.  Performed citywide application and database upgrades to increase functionality and supportability.  Improved the court computer systems to make operations more efficient and timely.  Implemented a new citywide accounts payable workflow process in the Electronic Document Management System to make invoice processing more timely and efficient.  Automated processes to synchronize various City contact directories, reducing redundant data entry, saving time and improving accuracy.  Improved processes in the citywide work management system to track tasks and labor, improving scheduling and efficiency to ensure City assets are well maintained. 182 City of Chandler 2013-14 Adopted Budget General Government    Info Tech Service Delivery Mgmt & Administration – 1199    2013-14 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. Supports Priority Based Budgeting Goal: Good Governance 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. ♦ Provide staff training opportunities for citywide applications. ♦ Facilitate and manage IT hardware and software application support and management contracts. ♦ Develop administrative policies and procedures and maintain all IT policies and procedures. ♦ Ensure that citywide IT projects are completed on time and within budget. 2012-13 2010-11 2011-12 2012-13 Year End 2013-14 Measures Actual Actual Projected Estimate * Projected Complete all employee performance reviews 67% 80% N/A N/A N/A within one month of the anniversary date(1) Manage all IT projects utilizing the City standard project management system 90% 90% 90% 90% 90% Realign spending plans to IT priorities and resources quarterly 4 4 4 4 4 Complete projects and targets on time and within budget (% of projects and milestones) 80% 80% 85% 85% 85% Adhere to IT Project Management Methodology 95% 95% 95% 95% 95% (% of projects in alignment with PM Methodology) Maintain database availability for core 99.9% 99.9% 97.0% 99.3% 99.0% applications(2) Number of training opportunities 202 219 175 170 185 Complete maintenance/support agreements before expiration date 90% 92% 95% 95% 95% (1) (2) Measure no longer being used effective Fiscal Year (FY) 2012-13. Measure reported in cost center 1200, Information Technology Applications Support, effective FY 2013-14. * 2012-13 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 2013-14 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 Capital Replacement Total Cost Center - 1199 General Fund 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget $ 1,532,332 $ 1,802,499 $ 1,873,092 $ 1,874,044 $ 1,785,626 1,802,499 1,841,911 1,842,863 1,785,626 31,181 31,181 7,810 54,428 56,701 83,945 54,520 20,994 12,634 34,313 41,938 14,234 200,090 45,896 78,617 73,873 65,937 25,387 30,160 30,272 32,272 32,040 24,334 28,690 31,273 29,773 31,860 35 $ 1,810,948 $ 1,974,307 $ 2,104,268 $ 2,135,880 $ 1,984,217 $ 1,810,948 $ 1,974,307 $ 2,104,268 $ 2,135,880 $ 1,984,217 * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. 184 % Change Adopted To Adopted -0.94% -0.94% N/A 0.17% 12.66% 43.67% 6.23% 11.05% N/A 0.50% City of Chandler 2013-14 Adopted Budget General Government    Info Tech Service Delivery Mgmt & Administration – 1199    Authorized Positions Position Title Administrative Support II Chief Information Officer Executive Assistant IT Applications Specialist IT Coordinator IT Database Analyst IT GIS Coordinator IT GIS Database Analyst IT Inventory Coordinator IT Messaging Analyst IT Oracle Applications Manager IT Project Manager IT Security Administrator IT Security Analyst IT Senior Database Analyst IT Senior Project Manager IT Services Manager IT Systems Specialist IT Training Coordinator Management Assistant Operations System Analyst Senior Management Assistant Senior Sytems Analyst Systems Analyst Total 2009-10 Revised 1 1 1 0 1 0 0 0 1 0 1 2 0 0 0 0 1 0 1 1 0 1 0 0 12 2010-11 Revised 1 1 1 0 1 1 0 0 0 1 0 1 1 0 1 2 1 1 1 0 0 1 0 1 16 2011-12 Revised 1 1 1 0 1 1 0 0 0 1 0 1 1 1 1 2 1 0 1 0 0 1 0 1 16 2012-13 Adopted 1 1 1 0 1 1 0 0 0 1 0 1 1 1 1 2 1 0 1 0 0 1 0 1 16 2012-13 Revised 1 1 1 0 1 1 0 0 0 1 0 1 1 1 1 1 1 0 1 0 0 1 0 1 15 2013-14 Adopted 1 1 1 1 1 0 1 1 0 0 0 1 0 0 0 1 1 0 1 0 1 1 1 1 15 Significant Budget and Staffing Changes During Fiscal Year (FY) 2012-13, one IT Senior Project Manager was reclassified to IT Principal Systems Analyst and transferred to cost center 1200, Information Technology Applications Support. Effective July 1, 2013, one IT Database Analyst and one IT Senior Database Analyst are transferred to cost center 1200, Information Technology Applications Support; one IT Messaging Analyst, one IT Security Administrator, and one IT Security Analyst are transferred to cost center 1280, Information Technology Infrastructure & Client Support; and one IT Applications Specialist, one IT GIS Coordinator, one IT GIS Database Analyst, one Operations System Analyst, and one Senior Systems Analyst are transferred from cost center 1200, Information Technology Applications Support. FY 2013-14 reflects an ongoing increase in Repairs/Maintenance for software support and maintenance. 185 City of Chandler 2013-14 Adopted Budget General Government T he Information Technology Applications Support Group is responsible for applications support, application development, database maintenance and support, business process analysis Cost Center: and re-engineering, and coordinating user application needs and requirements by working with various vendors as needed to resolve issues. Division: Information Technology Applications Support 1200 2013-14 Performance Measurements Goal: Provide IT services to all City departments by maintaining and providing enhancements to all enterprise-wide integrated application systems to assist in managing the City’s services and future growth. Supports Priority Based Budgeting Goal: Good Governance 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 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected Ensure citywide application availability during defined application operating hours 99% 99% 99% 98.5% 99% Adhere to IT project methodology and meet milestones and completion dates 85% 80% 90% 80% 85% Complete all service requests within 90 days of starting work 80% 92% 85% 90% 90% Complete changes and additions to citywide applications within 90 days 80% 90% 85% 90% 90% Maintain all citywide applications at activelysupported versions of vendor software 95% 90% 95% 93% 90% 99.9% 99.9% 97.0% 99.3% 99.0% Maintain database availability for core applications(1) (1) Objective and measure reported in cost center 1199, Information Technology Service Delivery Management & Administration, prior to Fiscal Year 2013-14. * 2012-13 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 2013-14 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 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget $ 2,228,544 $ 2,370,339 $ 2,454,842 $ 2,396,809 $ 2,104,596 2,370,339 2,422,726 2,364,693 2,104,596 32,116 32,116 54,822 48,000 58,045 52,045 70,000 4,683 5,000 5,000 1,062,518 823,929 666,939 661,073 867,534 293 3,000 3,000 3,000 4,000 12,058 24,825 39,825 22,650 14,900 6,299 2,500 6,334 4,500 4,500 4,500 4,500 $ 3,369,253 $ 3,279,593 $ 3,238,450 $ 3,142,577 $ 3,065,530 $ 3,369,253 $ 3,279,593 $ 3,238,450 $ 3,142,577 $ 3,065,530 * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. 187 % Change Adopted To Adopted -11.21% -11.21% N/A 45.83% -100.00% 5.29% 33.33% -39.98% N/A 0.00% -6.53% City of Chandler 2013-14 Adopted Budget General Government    Information Technology Applications Support – 1200    Authorized Positions Position Title Information Support Specialist II IT Application Support Specialist IT Applications Services Coordinator IT Applications Specialist IT Applications Support Manager IT Database Analyst IT GIS Coordinator IT GIS Database Analyst IT Messaging Application Developer IT Oracle Applications Manager IT Principal Systems Analyst IT Senior Database Analyst IT Webmaster Operations System Analyst Senior Systems Analyst Systems Analyst Utility Billing Systems Analyst Total 2009-10 Revised 0 0 1 0 1 1 1 3 1 0 0 1 0 0 4 5 0 18 2010-11 Revised 1 0 1 0 1 0 1 3 1 1 0 0 1 1 4 4 0 19 2011-12 Revised 0 1 0 2 1 0 1 3 1 0 1 0 1 1 4 3 0 19 2012-13 Adopted 0 1 0 2 1 0 1 3 1 0 1 0 1 1 4 3 0 19 2012-13 Revised 0 1 0 2 1 0 1 2 1 0 1 0 1 1 5 4 0 20 2013-14 Adopted 0 1 0 1 1 1 0 1 1 0 1 1 0 0 4 4 1 17 Significant Budget and Staffing Changes During Fiscal Year (FY) 2012-13, one IT GIS Database Analyst was reclassified to Systems Analyst and one IT Principal Systems Analyst was reclassified to Senior Systems Analyst. Effective July 1, 2013, one IT Applications Specialist, one IT GIS Coordinator, one IT GIS Database Analyst, one Operations System Analyst, and one Senior Systems Analyst are transferred to cost center 1199, Information Technology Service Delivery Management & Administration. Effective July 1, 2013, one IT Webmaster is transferred to cost center 1280, Information Technology Infrastructure & Client Support. Effective July 1, 2013, one IT Database Analyst and one IT Senior Database Analyst are transferred from cost center 1199, Information Technology Service Delivery Management & Administration. Effective July 1, 2013, one new Utility Billing Systems Analyst is added as part of a FY 2013-14 decision package. FY 2013-14 reflects both one-time and ongoing additional O&M funding related to the new Utility Billing Systems Analyst position, as well as a one-time increase in Professional/Contract for LANDesk process improvements. 188 City of Chandler 2013-14 Adopted Budget General Government T he Information Technology Infrastructure & Client Support Group is responsible for maintaining and supporting the City’s network operations including all deployment and tracking Cost Center: technology computer hardware, software licensing, managing the citywide PC replacement program, citywide training, security administration, and disaster recovery. Division: IT Infrastructure & Client Support 1280 2013-14 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. Supports Priority Based Budgeting Goal: Good Governance Objectives: ♦ Enhance 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. ♦ Manage computer hardware and software assets. 2012-13 2010-11 2011-12 2012-13 Year End Measures Actual Actual Projected Estimate * Perform quarterly security assessments on City systems and identify risks 4 4 4 4 2013-14 Projected 4 (1) 4,112 4,000 4,500 4,000 80% 80% 80% 80% 80% Meet security compliance standards on servers 98% 98% 98% 98% 98% Maintain reliability of messaging systems 99% 99% 99% 99% 99% Maintain network availability 98% 98% 98% 98% 98% Maintain server environment availability 98% 98% 98% 98% 98% Maintain storage environment availability 99% 99% 99% 99% 99% 4 2 3 3 3 80% 80% 80% 80% 80% 75% 75% 75% 75% 75% Total number of helpdesk requests completed Customer satisfaction on team projects/helpdesk requests Develop and implement security policies Complete telephone service requests within 5 business days of ticket opening or planned start date Maintain an accurate accounting of all IT computer hardware and software (1) 8,500 Increase in tickets is due to the XP migration, Office 2010, work order system upgrade and City Hall move. * 2012-13 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. 189 City of Chandler 2013-14 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 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget $ 1,621,983 $ 1,667,965 $ 1,738,494 $ 1,653,641 $ 2,233,350 1,667,965 1,700,252 1,615,399 2,233,350 38,242 38,242 13,115 59,500 95,382 96,586 119,940 42,843 62,096 71,067 66,456 25,580 50,159 98,262 99,012 92,830 108,213 3,045 8,000 8,000 13,480 8,500 52,571 20,500 20,500 19,979 18,700 74,719 82,000 82,180 93,793 99,000 4,117 2,926 2,926 2,926 2,926 $ 1,862,552 $ 2,001,249 $ 2,117,561 $ 2,039,691 $ 2,616,209 $ 1,862,552 $ 2,001,249 $ 2,117,561 $ 2,039,691 $ 2,616,209 % Change Adopted To Adopted 33.90% 33.90% N/A 101.58% -58.81% 10.13% 6.25% -8.78% 20.73% 0.00% 30.73% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title IT Communications Coordinator IT Desktop Operations Supervisor IT Desktop Specialist IT Desktop Technician IT Host Systems/Network Supervisor IT Infrastructure Manager IT Messaging Analyst IT Network Analyst IT Principal Systems Specialist IT Security Administrator IT Security Analyst IT Senior Communications Coordinator IT Senior Systems Specialist IT Service Desk Supervisor IT Systems Specialist IT Unix Analyst IT Webmaster Total 2009-10 Revised 0 1 2 4 1 1 1 2 0 1 0 0 1 0 3 2 1 20 2010-11 Revised 1 1 2 3 0 1 0 2 2 0 0 1 1 0 2 0 0 16 2011-12 Revised 1 1 2 3 0 1 0 2 2 0 0 1 1 0 2 0 0 16 2012-13 Adopted 1 1 2 3 0 1 0 2 2 0 0 1 1 0 2 0 0 16 2012-13 Revised 1 0 2 3 0 1 0 2 2 0 0 1 1 1 2 0 0 16 2013-14 Adopted 1 0 2 3 0 1 1 2 2 1 1 1 1 1 2 0 1 20 Significant Budget and Staffing Changes During Fiscal Year (FY) 2012-13, one IT Desktop Operations Supervisor is renamed IT Service Desk Supervisor. Effective July 1, 2013, one IT Messaging Analyst, one IT Security Administrator, and one IT Security Analyst are transferred from cost center 1199, Information Technology Service Delivery Management & Administration. Effective July 1, 2013, one IT Webmaster is transferred from cost center 1200, Information Technology Applications Support. FY 2013-14 reflects a one-time increase in Professional/Contract for a Network Security Audit and Remediation and a Computer Support Assistant. FY 2013-14 reflects both one-time and ongoing increases in Machinery/Equipment for backup software licensing. 190 City of Chandler 2013-14 Adopted Budget General Government Division: Cost Center: Information Technology Oversight Committee (ITOC) Operating 1286 T he Information Technology Oversight Committee (ITOC) Operating division plans, develops, monitors, and documents Information Technology Projects. 2013-14 Performance Measurements Goal: Ensure that City 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. Supports Priority Based Budgeting Goal: Good Governance Objectives: ♦ Improve IT project completion rate using the established project management methodology. ♦ Ensure that best business decisions are made through leveraging tools, research and analysis, and more effectively communicating and translating business need into technical requirements. ♦ Provide IT Project Sponsors with increased services, structure, tools, and training needed to submit, approve, and track projects more effectively. ♦ Improve communication with customers, stakeholders, and key-decision makers through various communication channels. ♦ Improve the Project Management Office Implementation by revisiting the following: project management training, website, tracking system, project archiving, and 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 Ensure IT related projects are prioritized and reviewed on a quarterly basis 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 80% 82% 85% 85% 85% 73% 75% 75% 80% 80% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% * 2012-13 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. 191 City of Chandler 2013-14 Adopted Budget General Government    ITOC Operations – 1286    Budget Summary Description Repairs/Maintenance Capital Replacement Total Cost Center - 1286 General Fund 2011-12 2012-13 2012-13 2012-13 2013-14 Actual Adopted Adjusted Estimated Adopted Expenditures Budget Budget Expenditures Budget $ 72,315 $ 486,600 $ 478,728 $ 94,500 $ 237,232 17,834 $ 90,149 $ 486,600 $ 478,728 $ 94,500 $ 237,232 $ 90,149 $ 486,600 $ 478,728 $ 94,500 $ 237,232 % Change Adopted To Adopted -51.25% N/A -51.25% Significant Budget Changes Fiscal Year (FY) 2013-14 reflects a permanent transfer of maintenance funds for fully implemented projects to cost center 1200, Information Technology Applications Support, and cost center 2060, Communications, in the Police Department. In addition, FY 2013-14 reflects ongoing increases in Repairs/Maintenance for ITOC projects. 192 City of Chandler 2013-14 Adopted Budget General Government Division: Cost Center: Information Technology Oversight Committee (ITOC) Capital 1285 Capital Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Communications/Transportation Other Charges/Services Contingencies/Reserves Machinery/Equipment Office Furniture/Equipment Total Cost Center - 1285 General Gov't Capital Projects Fund Water Operating Fund Wastewater Operating Fund Solid Waste Operating Fund Grand Total 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget $ 2012-13 Estimated Expenditures 2013-14 Adopted Budget 71,344 $ - $ - $ 12,773 $ 12,773 1,571,621 588,000 3,216,654 1,172,054 9,389 245 259,122 42,024 31,272 5,062 44,216 3,456,738 1,090,232 2,081,890 140,593 230,720 504,535 609,413 165,030 18,720 $ 1,824,220 $ 4,275,458 $ 4,816,728 $ 2,139,602 $ 2,265,640 $ 1,823,998 $ 2,525,458 $ 3,066,949 $ 888,606 $ 1,583,107 222 1,102,500 1,102,279 785,927 432,115 472,500 472,500 339,335 182,777 175,000 175,000 125,734 67,641 $ 1,824,220 $ 4,275,458 $ 4,816,728 $ 2,139,602 $ 2,265,640 % Change Adopted To Adopted N/A N/A N/A -100.00% N/A N/A N/A -39.77% -28.47% N/A -47.01% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions related to the prior year and new projects for the new fiscal year. Through savings on some completed projects and $850,000 Oracle 12 upgrade returned appropriation due to delaying the long-term reporting solution, ITOC was able to fund all new General Funded projects for Fiscal Year (FY) 2013-14 and return $595,236 to the General Fund balance at the end of FY 2012-13. Additional detail on the capital program is available in the 2014-2023 Capital Improvement Program. 193 City of Chandler 2013-14 Adopted Budget General Government Division: Cost Center: Information Technology Citywide Infrastructure Support Capital 1287 Capital 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 Machinery/Equipment Total Cost Center - 1287 General Gov't Capital Projects Fund 2011-12 Actual Expenditures $ $ $ 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 8,879 $ - $ - $ 9,609 $ 9,609 83,950 1,087,566 18,100 1,151 26,272 26,272 425 425 10,449 1,045,532 320,000 794,434 90,219 282,000 237,203 223,522 194,648 $ 1,327,532 $ 1,671,466 $ 1,072,362 $ 194,648 $ 1,327,532 $ 1,671,466 $ 1,072,362 $ 2013-14 Adopted Budget 599,104 200,000 799,104 799,104 % Change Adopted To Adopted N/A N/A N/A N/A N/A N/A N/A N/A -42.70% N/A -29.08% -39.81% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions related to the prior year and new projects for the new fiscal year. Additional detail on the capital program is available in the 2014-2023 Capital Improvement Program. 194 City of Chandler 2013-14 Adopted Budget General Government 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. Division: Cost Center: Neighborhood Resources 1060 Neighborhood Resources Department 2011-12 Actual Expenditures Expenditures by Cost Center Neighborhood Resources Code Enforcement Housing and Redevelopment Community Development Expenditures by Category Personnel & Benefits Total Personnel Ongoing(1) One-time(1) Operating & Maintenance 2012-13 Estimated Expenditures 2013-14 Adopted Budget $ 528,722 $ 523,494 $ 613,343 $ 586,816 975,655 1,190,562 1,283,239 1,111,700 7,874,534 12,766,829 8,869,629 12,677,706 4,352,771 6,412,748 5,857,783 4,707,126 Total $ 13,731,681 $ 20,893,633 $ 16,623,994 $ 19,083,348 3,358,390 $ 3,632,060 $ 3,841,059 $ 3,727,188 3,632,060 3,657,936 3,727,188 183,123 10,373,291 17,261,573 12,782,935 15,356,160 Total $ 13,731,681 $ 20,893,633 $ 16,623,994 $ 19,083,348 % Change Adopted to Adopted 12.10% -6.62% -0.70% -26.60% -8.66% $ Staffing by Cost Center Neighborhood Resources Code Enforcement Housing and Redevelopment Community Development Total (1) 2012-13 Adopted Budget 2011-12 Revised 4.850 10.500 21.800 6.350 43.500 2012-13 Adopted 4.850 10.500 21.800 6.350 43.500 2012-13 Revised 4.850 10.500 21.800 6.350 43.500 Ongoing and One-time Personnel Services detail not availab le for 2011-12 Actual Expenditures. 195 2.62% N/A -11.04% -8.66% % Change 2013-14 Adopted to Adopted Adopted 5.150 6.19% 10.500 0.00% 21.750 -0.23% 6.100 -3.94% 43.500 0.00% City of Chandler 2013-14 Adopted Budget General Government 2012-13 Neighborhood Resources Accomplishments  Facilitated three Mayor’s Listening Tour meetings attended by 125 Chandler residents resulting in 48 completed citizen service requests and facilitated Mayor’s Listening Tour 2.0 Homeowner Association (HOA) Legislative update attended by 81 Chandler residents.  Provided two Traditional Neighborhood Academies, totaling 33 participants resulting in 24 graduates; provided two HOA Academies totaling 103 participants resulting in 62 graduates.  Facilitated review of City’s parking policies resulting in three Parking Focus Groups attended by 28 residents. Staff led five Parking Task Force meetings in collaboration with seven Chandler residents which resulted in a briefing to Council on recommendations for revised Parking Enforcement Policy.  Increased proactive code enforcement of nuisance conditions in neighborhoods resulting in an overall 18 percent (37% to 44%) proactive case increase.  Continued strategies to address street view blight resulting in more than 2,300 temporary signs removed from streets and other public rights-of-way, and 400 shopping carts removed from public areas.  Continued the administrative nuisance abatement program abating weeds, debris, green pools, etc. 114 properties were brought into compliance and 69% of property owners complied voluntarily prior to City contractor abatement. City Contractors abated 25% of all identified properties.  Maintained responsive and proactive graffiti abatement program of more than 1837 graffiti sites.  Provided housing assistance to 779 families while receiving HUD High Performing designation for the Section 8 Voucher Program and the Public Housing Program.  Provided after school, intersession, and summer programming to 412 children residing at the City’s four family public housing sites which included homework assistance, recreation, arts and crafts, and field trips.  Improved public housing units through re-roofing of 17 apartment buildings, upgrading of electrical panels on 22 single family homes, replacing 100 dated refrigerators with energy star refrigerators, installing carbon monoxide detectors in 140 apartments, and replacing 123 exterior doors at 66 single family homes.  Provided funding for five first time homebuyers through Newtown Community Development Corporation’s first time homebuyer program, bringing the total of Newtown’s Chandler Land Trust properties to 33.  Completed Community Development Block Grant (CDBG) funding of 10,000 square foot expansion of Chandler Christian Community Center, including addition of classrooms and community space to improve the provision of services to 19,400 Chandler residents annually.  Coordinated 100 Hour Centennial Volunteer Challenge to include outreach to volunteers, tracking of volunteer hours, and planning of annual recognition event. A total of 141,833 hours by 2,152 volunteers were documented with a value of over $3 million.  Continued comprehensive program of supporting diverse organizations and activities through the Diversity Office and education budget. This includes 28 diversity events, 16 school partners, and over 3,200 student participants. In addition, City produced signature events included: Ms. Indian Arizona Scholarship Program, Indian Art Market, Cinco de Mayo Chihuahua Races, Mariachi Festival, Black History Month, and others attended by 19,579 participants.  Administered $1.1 million in General Funds and $1.4 million in Community Development Block Grant funds to provide services through partnerships with 57 social service programs.  Focused on provision of services to Chandler’s street homeless population through the Interfaith Homeless Emergency Lodging (I-Help), Homeless Navigator, and Tenant-Based Rental Assistance (TBRA) programs, which has provided housing for 15 formerly homeless individuals and families. 196 City of Chandler 2013-14 Adopted Budget General Government    Neighborhood Resources – 1060    2013-14 Performance Measurements Goal: To facilitate communication among neighbors by assisting residents with identification of resources needed for community building efforts. Support Priority Based Budgeting Goal(s): Healthy and Attractive Community; Sustainable Economic Health 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 2010-11 Actual 4 272 2011-12 Actual 9 279 2012-13 Projected 9 300 2012-13 Year End Estimate * 10 293 2013-14 Projected 10 305 1,126 1,203 1,300 1,400 1,405 Goal: To increase resident knowledge of community based programs and offer training and educational activities to empower residents and develop informed neighborhood leaders. Support Priority Based Budgeting Goal(s): Healthy and Attractive Community; Leisure, Culture and Education Objective: ♦ To continue to provide training, through Neighborhood Training, to resident leaders in an effort to develop and improve their neighborhood organizations. Measures Number of residents attending neighborhood training opportunities and classes in Chandler Number of neighborhood training and classes offered in Chandler Number of neighborhood action plans developed in partnership with neighbors(1) (1) 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 290 602 590 628 600 20 17 22 16 17 N/A N/A N/A 8 8 New measure effective Fiscal Year 2012-13. * 2012-13 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. 197 City of Chandler 2013-14 Adopted Budget General Government    Neighborhood Resources – 1060    Goal: To facilitate neighborhood enhancement, community activities, and provide for social service needs among residents by creating partnerships and identifying resources through collaboration with the “For Our City” initiative and various corporate, social, non-profit, and faith-based groups within the City of Chandler. Support Priority Based Budgeting Goal(s): Healthy and Attractive Community; Sustainable Economic Health Objective: ♦ To encourage and acknowledge the resources brought to Chandler residents in need by supporting volunteerism. ♦ To coordinate service needs of the City of Chandler and non-profit organizations with the service resources of faith-based communities, employers, business groups, and others in the Chandler area. Measures Number of neighborhood programs and staff led volunteer projects Number of participants involved in the volunteer projects Number of partnerships with corporate, social, non-profit, and faith-based groups(1) Number of initiatives completed through these partnerships(1) (1) 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 4 3 3 4 3 1,650 1,061 1,500 420 600 N/A N/A N/A 92 100 N/A N/A N/A 9 9 New measure effective Fiscal Year 2012-13. Goal: To promote mutual respect and inclusion in Chandler by working towards the elimination of prejudice and discrimination. Support Priority Based Budgeting Goal(s): Leisure, Culture and Education Objective: ♦ Collaborate with community groups to promote amicable relations and educate the public on aspects of diversity. ♦ Conduct outreach and support diversity programs in schools. Measures Diversity events held in the City Community group partners Students reached through diversity programs School partners (2) 2010-11 Actual 10 7 2011-12 Actual 15 13 2012-13 Projected 15 13 2012-13 Year End Estimate * 29 19 2013-14 Projected 20 13 3,350 13 11,395(2) 20 3,000 20 3,200 16 3,000 20 8,000 counted for student visitors to Anne Frank Exhibit at East Valley Jewish Community Center. * 2012-13 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. 198 City of Chandler 2013-14 Adopted Budget General Government    Neighborhood Resources – 1060    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Rents/Utilities Other Charges/Services Total Cost Center - 1060 General Fund Grant Fund Grand Total $ $ $ $ 478,216 31,191 7,866 1,169 9,175 575 532 528,722 523,722 5,000 528,722 $ $ $ $ 479,297 479,297 32,063 4,558 1,500 5,076 500 500 523,494 523,494 523,494 $ $ $ $ 2013-14 Adopted Budget 2012-13 Estimated Expenditures 2012-13 Adjusted Budget 2012-13 Adopted Budget 2011-12 Actual Expenditures 505,041 491,698 13,343 90,932 5,415 2,232 8,019 515 500 612,654 612,654 612,654 $ $ $ $ 505,730 492,387 13,343 90,932 5,415 2,232 8,019 515 500 613,343 613,343 613,343 $ $ $ $ 545,677 545,677 28,615 6,188 1,500 3,836 500 500 586,816 586,816 586,816 % Change Adopted To Adopted 13.85% 13.85% N/A -10.75% 35.76% 0.00% -24.43% 0.00% 0.00% 12.10% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title Community Resource Coordinator Community Resources/Diversity Mgr Customer Service Representative Dir. Neighborhood Resources Div. Diversity Office Assistant Executive Assistant Neighborhood Programs Assistant Neighborhood Programs Coordinator Social Services/Diversity Manager Total 2009-10 Revised 0 0 0 0.6 1 1 1 1 1 5.6 2010-11 Revised 0 0.9 0.45 0.6 1 0.8 1 1 0 5.75 2011-12 Revised 1 0.8 0.45 0.6 0 0 1 1 0 4.85 2012-13 Adopted 1 0.8 0.45 0.6 0 0 1 1 0 4.85 2012-13 Revised 1 0.8 0.45 0.6 0 0 1 1 0 4.85 2013-14 Adopted 1 0.8 0.45 0.9 0 0 1 1 0 5.15 Significant Budget and Staffing Changes Fiscal Year 2013-14 reflects an increase in General Fund to support the Director position of the Neighborhood Resources Division to compensate for a decrease in grant funding resulting in a total shift of 0.3 FTE from cost centers 4650, Housing and Redevelopment, and 4700, Community Programs. 199 City of Chandler 2013-14 Adopted Budget General Government T he 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. Division: Cost Center: Code Enforcement 1061 2013-14 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. Supports Priority Based Budget Goal(s): Healthy and Attractive Community; Safe Community; Good Governance 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. (1) ♦ Respond to code enforcement complaints within an overall average of 24 hours. ♦ Proactively self-initiate 50% of all cases. 2012-13 2011-12 2010-11 2012-13 Year End 2013-14 Measures Actual Actual(2) Projected Estimate * Projected Total number of cases 8,196 6,625(3) 8,500 7,500 8,000 Percentage of voluntary compliance on violations 99.5% 99% 95% 99% N/A(4) From time assigned, percentage of graffiti complaint response within 24 business hours 94% 90% 95% 96% 97% Percentage of self-initiated cases 20% 37% 50% 50% 51% From complaint receipt, number of days N/A N/A N/A N/A 1 to first inspection(1) (1) New objective and measure effective Fiscal Year (FY) 2013-14. FY 2010-11 actuals are incomplete due to a transition from Police system into a new database system during the fiscal year. Decline based on refined definition of what constitutes a “case.” (4) This measure will be eliminated effective FY 2013-14. (2) (3) * 2012-13 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. 200 City of Chandler 2013-14 Adopted Budget General Government    Code Enforcement – 1061    Goal: The Code Enforcement Unit will work in partnership with Mayor and Council, the Neighborhood Advisory Committee, other City departments, citizens, various citizens groups, and local businesses to promote existing and new Code Enforcement Unit programs and services. Supports Priority Based Budget Goal(s): Healthy and Attractive Community; Good Governance Objective: ♦ Participate in a minimum of 24 total community based efforts including meetings, presentations, and joint outreach efforts annually.(1) ♦ Participate with Neighborhood Programs in Neighborhood Action Planning Process for at least four neighborhood action plans.(2) ♦ Provide a Code Enforcement overview/update to other City Departments to promote continued collaboration and awareness of code enforcement activities and services.(2) 2012-13 2010-11 2011-12 2012-13 Year End 2013-14 Measures Actual Actual Projected Estimate * Projected Number of community group interactions/efforts, presentations, and outreach efforts 16 21 24 20 N/A(1) Number of neighborhood action planning processes in tandem with N/A N/A N/A N/A 4 neighborhood programs(2) Number of code enforcement overview/updates provided to other City N/A N/A N/A N/A 12 departments(2) (1) (2) This objective and measure will be eliminated effective Fiscal Year (FY) 2013-14. New objective and measure effective FY 2013-14. * 2012-13 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. 201 City of Chandler 2013-14 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 Capital Replacement Total Cost Center - 1061 General Fund 2011-12 Actual Expenditures $ $ $ 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget 865,252 $ 897,593 $ 966,911 $ 966,911 $ 928,971 897,593 902,949 902,949 928,971 63,962 63,962 10,549 187,756 220,456 210,136 62,085 58,289 63,423 63,725 63,745 63,025 1,019 4,331 4,632 4,632 4,100 10,540 13,100 13,156 13,456 14,100 1,500 1,500 1,500 1,500 1,939 2,700 2,700 2,700 2,200 (22) 200 200 200 15,760 28,088 19,959 19,959 19,959 19,959 975,655 $ 1,190,562 $ 1,293,239 $ 1,283,239 $ 1,111,700 975,655 $ 1,190,562 $ 1,293,239 $ 1,283,239 $ 1,111,700 % Change Adopted To Adopted 3.50% 3.50% N/A -66.93% -0.63% -5.33% 7.63% 0.00% -18.52% 7780.00% 0.00% -6.62% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title Administrative Specialist Code Enforcement Manager Code Inspector Graffiti Abatement Technician Neighborhood Preservation Manager Neighborhood Services Assistant Senior Code Inspector Total 2009-10 Revised 1 1 4 0 0 1 4 11 2010-11 Revised 1 1 5 1 0 0 3 11 2011-12 Revised 1 0 5 1 1 0 2.5 10.5 2012-13 Adopted 1 0 5 1 1 0 2.5 10.5 2012-13 Revised 1 0 5 1 1 0 2.5 10.5 2013-14 Adopted 1 0 5 1 1 0 2.5 10.5 Significant Budget and Staffing Changes Fiscal Year 2013-14 includes one-time costs in Professional/Contract Services for Substandard Building Inspections and Machinery/Equipment for backup computers for Code Enforcement staff. 202 City of Chandler 2013-14 Adopted Budget General Government 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. Division: Cost Center: Housing and Redevelopment 4650 2013-14 Performance Measurements Goal: To provide decent, safe, and sanitary housing for the City’s low and moderate income citizens. Supports Priority Based Budget Goal(s): Healthy and Attractive Community 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. 2012-13 2010-11 2011-12 2012-13 Year End 2013-14 Measures Actual Actual Projected Estimate * Projected Annual lease rate of all public housing units 98% 98% 98% 98% 98% Maintain utilization rate of 96% or better for section 8 housing units 100% 100% 98% 99% 96% Percentage of emergency work orders completed within 24 hours 100% 100% 100% 100% 100% * 2012-13 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 2013-14 Adopted Budget General Government    Housing and Redevelopment – 4650    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingencies/Reserves Building/Improvements Total Cost Center - 4650 General Fund PHA Family Site Fund Scattered Site Fund PHA Management Fund Section 8 Voucher Fund Capital Program Grant Fund Reinvestment Project Fund Public Housing Contingency Fund Grand Total 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget $ 1,551,856 $ 1,698,832 $ 1,805,799 $ 1,805,799 $ 1,732,342 1,698,832 1,715,954 1,715,954 1,732,342 89,845 89,845 282,051 356,985 412,721 481,257 442,755 77,859 99,955 99,955 106,200 99,950 122,790 154,250 154,250 154,250 154,000 10,012 16,673 16,673 16,933 14,300 25,912 35,500 35,500 35,500 35,500 145,805 154,500 154,500 154,500 154,500 5,407,276 5,188,720 5,189,419 5,533,476 5,362,950 4,411,414 4,411,414 4,031,409 250,971 650,000 650,000 581,714 650,000 $ 7,874,534 $ 12,766,829 $ 12,930,231 $ 8,869,629 $ 12,677,706 86,706 $ 123,735 $ 81,826 $ 188,793 $ 195,548 $ 853,235 1,257,568 1,286,278 992,390 1,273,000 520,611 911,893 935,844 667,933 920,000 449,232 549,000 549,000 549,000 541,000 5,423,296 5,567,542 5,569,602 5,569,602 5,460,000 485,930 850,000 851,714 846,156 850,000 18,495 49,000 49,000 49,000 47,000 3,500,000 3,500,000 3,500,000 $ 7,874,534 $ 12,766,829 $ 12,930,231 $ 8,869,629 $ 12,677,706 * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. 204 % Change Adopted To Adopted 1.97% 1.97% N/A 24.03% -0.01% -0.16% -14.23% 0.00% 0.00% 3.36% -8.61% 0.00% -0.70% City of Chandler 2013-14 Adopted Budget General Government    Housing and Redevelopment – 4650    Authorized Positions Position Title Accountant Accounting Specialist Customer Service Representative Dir. Neighborhood Resources Div. 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 2009-10 Revised 0 1 1 0 1 1 1 1 6 1 1 5 0 1 1.5 0.7 22.2 2010-11 Revised 0 1 1.55 0 1 1 1 1 5 1 1 4 1 1 1.5 0.7 21.75 2011-12 Revised 0 1 1.55 0.05 1 1 1 1 5 1 1 4 1 1 1.5 0.7 21.8 2012-13 Adopted 0 1 1.55 0.05 1 1 1 1 5 1 1 4 1 1 1.5 0.7 21.8 2012-13 Revised 0 1 1.55 0.05 1 1 1 1 5 1 1 4 1 1 1.5 0.7 21.8 2013-14 Adopted 0 1 1.55 0 1 1 1 1 5 1 1 4 1 1 1.5 0.7 21.75 Significant Budget and Staffing Changes Effective July 1, 2013, 0.05 FTE of the Director, Neighborhood Resources Division, will be transferred to cost center 1060, Neighborhood Resources. 205 City of Chandler 2013-14 Adopted Budget General Government Division: Cost Center: Community Development 4700 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. 2013-14 Performance Measurements Goal: Coordinate the support of human services to enhance the quality of life for Chandler low and moderate income residents. Supports Priority Based Budget Goal(s): Healthy and Attractive Community; Good Governance 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. Measures Number of social service programs provided through human services funding and partnerships Number of rehabilitated housing units Units of new affordable housing Number of capital projects targeting neighborhoods in Chandler Number of public facility capital projects in Chandler neighborhoods Number of homeless programs funded (1) Number of homeless clients served Number of partnerships to serve the homeless(1) (1) (1) 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 42 59 59 57 61 242 144 150 118 129 5 12 12 13 14 13 7 2 4 7 11 1 2 1 3 N/A N/A N/A N/A 11 N/A N/A N/A N/A 100 N/A N/A N/A N/A 49 New measure effective Fiscal Year 2013-14. * 2012-13 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 206 City of Chandler 2013-14 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/Improvements Building/Improvements Street Improvements Total Cost Center - 4700 General Fund Grant Fund HOME Program Fund CDBG Fund Grand Total 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget $ 463,066 $ 556,338 $ 572,904 $ 562,619 $ 520,198 556,338 556,931 546,646 520,198 15,973 15,973 2,817,145 4,993,232 5,603,785 4,283,222 3,327,550 182,791 16,950 17,525 54,098 14,820 1,306 22,000 22,763 22,763 2,500 6,214 9,840 9,840 9,840 8,700 72 250 250 250 636,842 634,138 638,391 638,391 633,358 2,150 76,600 76,600 242,786 180,000 193,867 210,000 200,000 400 $ 4,352,771 $ 6,412,748 $ 7,135,925 $ 5,857,783 $ 4,707,126 $ 1,123,662 $ 1,146,397 $ 1,310,414 $ 1,310,414 $ 1,147,126 748,919 1,766,351 2,074,287 1,741,953 525,000 769,193 1,000,000 1,040,905 1,029,312 1,035,000 1,710,997 2,500,000 2,710,319 1,776,104 2,000,000 $ 4,352,771 $ 6,412,748 $ 7,135,925 $ 5,857,783 $ 4,707,126 % Change Adopted To Adopted -6.50% -6.50% N/A -33.36% -12.57% -88.64% -11.59% -100.00% -0.12% N/A 11.11% N/A -26.60% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title CDBG Program Supervisor Community Development Coordinator Community Resource Assistant Community Resources/Diversity Mgr. Customer Service Representative Dir. Neighborhood Resources Div. Housing Rehabilitation Specialist Senior Accountant Senior Code Inspector Total 2009-10 Revised 1 1 1 0 1 0.4 1 0.3 0 5.7 2010-11 Revised 1 1 1 0.1 1 0.4 1 0.3 0 5.8 2011-12 Revised 1 1 1 0.2 1 0.35 1 0.3 0.5 6.35 2012-13 Adopted 1 1 1 0.2 1 0.35 1 0.3 0.5 6.35 2012-13 Revised 1 1 1 0.2 1 0.35 1 0.3 0.5 6.35 2013-14 Adopted 1 1 1 0.2 1 0.1 1 0.3 0.5 6.1 Significant Budget and Staffing Changes Effective July 1, 2013, 0.25 FTE of the Director, Neighborhood Resources Division, will be transferred to cost center 1060, Neighborhood Resources. Fiscal Year 2013-14 reflects an increase to fully fund the Youth Enhancement Program with ongoing funds and a reduction in Grant and CDBG Funds as a result of fewer federal dollars for these programs. 207 City of Chandler 2013-14 Adopted Budget General Government 208 7 -Contents Activities and Functions Carried Out by Departments/Divisions Accomplishments Goals, Objectives and Performance Measurements Budget Summary Personnel Community Services Continuum, a 153-acre, master planned Science & Technology Park, advances the vision of the Price Corridor as a ‘super technology’ region, making Chandler competitive on an international scale. At build-out, it is expected to generate $250-$300 million in primary economic impacts. City of Chandler 2013-14 Adopted Budget Community Services Assistant City Manager Community Services Administration Park Development & Operations Recreation Aquatics Sports & Fitness Facilities Museum Nature & Recreation Facilities Center for the Arts Library 209 City of Chandler 2013-14 Adopted Budget Community Services The table below depicts the breakdown by division for the Fiscal Year (FY) 2013-14 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 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget $ 578,687 $ 557,408 $ 542,311 Administration 521,970 $ Center for the Arts 1,498,165 1,543,957 1,540,656 1,413,101 (1) 6,384,763 Buildings & Facilities Library 5,937,807 6,784,370 6,761,742 6,689,575 Library Capital 1,049,179 167,234 10,116 45,543 (2) 140,138 Parks Administration Aquatics 3,006,892 3,176,046 3,280,799 3,374,885 Park Development & Operations 6,412,362 6,735,278 7,189,211 7,039,559 Recreation 956,427 1,003,318 1,101,845 1,162,490 Sports & Fitness Facilities 1,956,058 2,135,399 2,222,090 2,128,137 Nature & Recreation Facilities 1,383,363 1,727,573 1,527,716 1,981,576 Other Recreation Facilities 5,181 Museum 436,833 435,887 452,147 437,853 Parks Capital 3,225,066 6,590,873 2,403,301 12,948,912 Total $ 32,914,202 $ 30,878,622 $ 27,047,031 $ 37,763,942 Expenditures by Category Personnel & Benefits Total Personnel (3) Ongoing (3) One-time Operating & Maintenance Capital - Major 17,306,504 - 4.85% 138,600 882,510 11,333,453 8,140,240 8,044,407 8,159,526 4,274,245 6,758,107 2,413,417 12,994,455 Total $ 32,914,202 $ 30,878,622 $ 27,047,031 $ 37,763,942 -100.00% 0.24% 92.28% 22.30% Staffing by Cost Center Administration Center for the Arts Buildings & Facilities (1) Library Parks Administration (2) Aquatics Park Development & Operations Recreation Sports & Fitness Facilities Nature & Recreation Facilities Museum Total (1) (2) (3) 2012-13 Adopted 5.000 12.000 0.000 62.550 0.000 15.750 52.000 6.500 17.125 14.625 4.750 190.300 16,589,207 15,706,697 -6.29% -8.48% N/A -1.40% -72.77% N/A 6.26% 4.52% 15.86% -0.34% 14.70% N/A 0.45% 96.47% 22.30% 16,609,961 16,609,961 2011-12 Revised 4.000 12.000 41.000 62.550 1.000 15.750 51.000 6.500 18.125 14.625 4.750 231.300 15,980,275 15,841,675 % Change Adopted to Adopted 2012-13 Revised 4.000 13.000 0.000 62.550 0.000 16.000 52.000 7.125 17.125 14.625 4.750 191.175 % Change 2013-14 Adopted to Adopted Adopted 4.000 -20.00% 13.000 8.33% 0.000 N/A 62.550 0.00% 0.000 N/A 15.750 0.00% 52.000 0.00% 7.125 9.62% 17.125 0.00% 14.625 0.00% 4.750 0.00% 190.925 0.33% Effective July 1, 2012, Building & Facilities transferred to City Manager. During FY 2011-12, Parks Administration cost center was comb ined with the Park Development & Operations cost center. Ongoing and One-time Personnel Services detail not availab le for FY 2011-12 Actual Expenditures. 210 City of Chandler 2013-14 Adopted Budget Community Services 2012-13 Community Services Accomplishments  Chandler Center for the Arts (CCA) served as a gathering and performance space for 1,034 events, with an estimated attendance of more than 300,000.  The Chandler Cultural Foundation presented 21 national touring attractions.  The Chandler Center for the Arts and Vision Gallery hosted 13 art exhibits.  The Chandler Cultural Foundation received a $75,000 grant from Virginia G. Piper Charitable Trust to conduct a formal organizational review and create a long-range blueprint and business plan for the CCA.  A Library Services and Technology Act grant paired Chandler Unified School District (CUSD) first graders who were at least one year below grade level with reading tutors. Children who participated increased their reading level by at least one grade.  More than 74,000 eBooks and eAudio books are now available through collaboration with area libraries.  The Job Center at the Downtown Library had over 4,200 visits in which assistance was provided with job searches, writing resumes and cover letters, filling out job applications, and improving interview skills.  Completion of a three year goal to connect all four library facilities to fiber to improve internet connectivity.  The Library Division interacts daily via Facebook, Twitter, Pinterest, Instagram and FourSquare. Over 4,600 library users receive the monthly electronic newsletter.  Received the Arizona Parks and Recreation 2012 Media Award for the Aquatics and Fire Department video collaboration on Drowning Prevention Awareness.  The Learn to Swim lesson program taught 9,677 participants to swim.  The Aquatic webpage logged 142,841 visits and 55,868 mobile visits.  Completed the north sport fields lighting at Tumbleweed Park.  Completed the installation of playground shade structures at Jackrabbit, Price, Provinces, Gazelle Meadows, Harter, and Nozomi Parks.  Completed Roadrunner Park design review, bidding, and construction contract award.  Completed a variety of park improvements at nine neighborhood and three community parks.  A total of 79 special events were offered to Chandler citizens with an attendance of over 290,000.  For the seventh consecutive year, Chandler earned the national designation of Playful City USA.  The Tumbleweed Recreation Center had over 375,000 visitors.  The Chandler Tennis Center was selected by the United States Tennis Association of Central Arizona as their 2012 Member Organization of the Year.  The entire museum collection was moved to Innovations and the Price House was reopened for daily visits.  The amount of collection material that is digitized on Chandlerpedia more than tripled.  Chandlerpedia’s top ten pages received over 250,000 views. 211 City of Chandler 2013-14 Adopted Budget Community Services 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 administrative 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. Division: Cost Center: Administration 4300 2013-14 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. ) Supports Priority Based Budgeting Goal(s): Leisure, Culture, and Education ; Healthy & Attractive Community 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(1)(2) Cost of service provision per resident (3)(4) Number of full-time equivalency staff per 1,000 population(3) 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate* 2013-14 Projected 84% 87% 87% 90% 90% N/A $103.10 $103.00 $101.00 $100.00 N/A 0.77 FTE 0.75 FTE 0.79 0.79 (1) Leisure = Library, aquatics, parks and recreation programs, classes, and/or facilities. Based on recreation survey conducted annually. “Cost of service provision per resident” equals Adopted Operations Budget for Department (Personnel + O&M, all funds, excluding Capital) divided by City population per 2010 Census. (4) New measure beginning FY 2011-12. (2) (3) * 2012-13 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 212 City of Chandler 2013-14 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 Capital Replacement Total Cost Center - 4300 General Fund 2011-12 Actual Expenditures $ $ $ 2012-13 Adopted Budget 463,582 $ 3,600 3,033 5,982 4,284 40,769 720 521,970 $ 521,970 $ 518,847 $ 518,847 11,041 1,550 1,050 6,095 40,104 578,687 $ 578,687 $ 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 511,904 $ 498,648 13,256 1,636 1,550 1,212 6,095 40,170 562,567 $ 562,567 $ 2013-14 Adopted Budget 512,283 $ 499,027 13,256 700 1,156 1,500 2,047 39,722 557,408 $ 557,408 $ % Change Adopted To Adopted 489,676 489,676 1,636 1,550 1,050 6,095 42,304 542,311 542,311 -5.62% -5.62% N/A -85.18% 0.00% 0.00% 0.00% 5.49% N/A -6.29% * Ongoing and One-time Personnel Services detail not available for FY 2011-12 Actual Expenditures. Authorized Positions Position Title Administrative Specialist Community Services Director Museum Administrator Senior Executive Assistant Senior Management Assistant Total 2009-10 Revised 0 1 1 1 2 5 2010-11 Revised 0 1 1 1 2 5 2011-12 Revised 0 1 0 1 2 4 2012-13 Adopted 1 1 0 1 2 5 2012-13 Revised 0 1 0 1 2 4 2013-14 Adopted 0 1 0 1 2 4 Significant Budget and Staffing Changes During Fiscal Year (FY) 2012-13, one Administrative Specialist position was transferred to cost center 4555, Nature and Recreation Facilities. FY 2013-14 reflects an ongoing reduction in Professional/Contract to assist in covering reclassification costs of three Recreation Coordinator I positions to three Recreation Coordinator II positions in cost center 4520, Aquatics, and the addition of one Visual Arts Assistant in cost center 1100, Center for the Arts. 213 City of Chandler 2013-14 Adopted Budget Community Services Division: Cost Center: Center for the Arts 1100 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. 2013-14 Performance Measurements Goal: Provide diverse quality cultural events and public art programs for all segments of the Chandler population to enjoy. Supports Priority Based Budgeting Goal(s): Leisure, Culture, and Education; Healthy and Attractive Community; Sustainable Economic Health Objectives: ♦ Continue development of marketing strategies to ensure the maximum usage of the Chandler Center for the Arts (CCA) and Vision Gallery. ♦ Present professional and community performances and exhibitions with high public visibility. Measures Number of activities, exhibits, and workshops(1) Annual attendance Average rate of participation for CCA and Vision Gallery hosted programs(2) (1) (2) 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 1,115 1,057 1,115 1,115 1,115 314,700 304,000 330,000 322,375 328,000 N/A 73% 65% 75% 75% Added “exhibits and workshops” to measure in FY 2011-12. New measure beginning FY 2011-12. Goal: To ensure additional resources necessary for maintaining the Center for the Arts continue to be available. Supports Priority Based Budgeting Goal(s): Leisure, Culture, and Education; Healthy and Attractive Community; Sustainable Economic Health 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 2010-11 Actual $46,031 10,500 $139,836 2011-12 Actual $62,982 11,000 $239,836 * 2012-13 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 214 2012-13 Projected $63,571 11,000 $214,500 2012-13 Year End Estimate * $63,571 11,000 $224,500 2013-14 Projected $65,000 11,000 $240,500 City of Chandler 2013-14 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 Rents/Utilities Other Charges/Services Office Furniture/Equipment Capital Replacement Total Cost Center - 1100 General Fund Municipal Arts Fund Grand Total 2011-12 Actual Expenditures 2012-13 Adopted Budget $ 2012-13 Adjusted Budget 991,285 $ 1,011,279 $ 1,011,279 324,055 378,082 70,180 58,502 68,068 48,938 23,402 16,421 3,415 4,211 14,592 9,274 15,000 3,167 2,250 $ 1,498,165 $ 1,543,957 $ $ 1,256,832 $ 1,343,957 $ 241,333 200,000 $ 1,498,165 $ 1,543,957 $ 2012-13 Estimated Expenditures 1,128,971 $ 1,113,047 $ 1,091,599 1,075,675 37,372 37,372 323,132 247,000 57,289 70,721 69,355 64,009 16,509 15,038 3,211 3,211 9,274 8,380 15,000 17,000 2,250 2,250 1,624,991 $ 1,540,656 $ 1,424,991 $ 1,396,656 $ 200,000 144,000 1,624,991 $ 1,540,656 $ 2013-14 Adopted Budget % Change Adopted To Adopted 1,094,306 1,094,306 181,324 57,289 48,938 16,509 3,211 9,274 2,250 1,413,101 1,351,051 62,050 1,413,101 8.21% 8.21% N/A -52.04% -2.07% 0.00% 0.54% -23.75% 0.00% -100.00% 0.00% -8.48% * Ongoing and One-time Personnel Services detail not available for FY 2011-12 Actual Expenditures. 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 Assistant Visual Arts Coordinator Total 2009-10 Revised 1 1 1 1 1 1 1 1 2 1 0 1 12 2010-11 Revised 1 1 1 1 1 1 1 1 2 1 0 1 12 2011-12 Revised 1 1 1 1 1 1 1 1 2 1 0 1 12 2012-13 Adopted 1 1 1 1 1 1 1 1 2 1 0 1 12 2012-13 Revised 1 1 1 1 1 1 1 1 2 1 1 1 13 2013-14 Adopted 1 1 1 1 1 1 1 1 2 1 1 1 13 Significant Budget and Staffing Changes During Fiscal Year (FY) 2012-13, one Visual Arts Assistant position was added through the conversion of contract funding. FY 2013-14 reflects the reduction of the FY 2012-13 Office Furniture/Equipment one-time funding allocation for replacement of banquet chairs. 215 City of Chandler 2013-14 Adopted Budget Community Services Division: Cost Center: Building and Facilities 3200 B uildings and Facilities Division was transferred to the City Manager Department effective July 1, 2012. 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 Project Support Recharge** Building/Improvements Machinery/Equipment Office Furniture/Equipment Capital Replacement Total Cost Center - 3200 General Fund 2012-13 Adjusted Budget 2012-13 Adopted Budget 2011-12 Actual Expenditures $ 2,476,874 $ 233,121 848,973 334,047 15,596 2,000 2,191,485 7,833 (11,272) 201,640 2,965 146 81,355 $ 6,384,763 $ $ 6,384,763 $ - $ - $ - $ 2012-13 Estimated Expenditures - $ - $ - $ % Change Adopted To Adopted 2013-14 Adopted Budget - $ - $ - $ - N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A * Ongoing and One-time Personnel Services detail not available for FY 2011-12 Actual Expenditures. ** Project Support Recharge reflects staff time spent in direct support of a specific capital project. This staff time is directly charged to the project. Authorized Positions Position Title Building Maintenance Supervisor Custodial Supervisor Custodian Electrician Facilities Maint. Superintendent Facility Maintenance Technician HVAC Technician Lead Custodian Lead Facilities Operations Tech. Maintenance Planner Scheduler Telephone Services Coordinator Telephone Services Specialist Total 2009-10 Revised 1 1 22 2 0 7 3 3 0 1 1 1 42 216 2010-11 Revised 0 1 22 1 1 7 2 3 2 0 0 0 39 2011-12 Revised 0 1 22 2 1 8 2 3 2 0 0 0 41 2012-13 Adopted 0 0 0 0 0 0 0 0 0 0 0 0 0 2012-13 Revised 0 0 0 0 0 0 0 0 0 0 0 0 0 2013-14 Adopted 0 0 0 0 0 0 0 0 0 0 0 0 0 City of Chandler 2013-14 Adopted Budget Community Services 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. Library 4310 Division: Cost Center: 2013-14 Performance Measurements Goal: Assist citizens in obtaining information to meet their diverse personal, educational, and professional needs. Supports Priority Based Budgeting Goal(s): Leisure, Culture, and Education; Sustainable Economic Health; Healthy and Attractive Community Objectives: ♦ Provide appropriate resources of interest for library users. ♦ Provide access to computers, wireless technology and electronic resources. ♦ Provide assistance to customers seeking information. 2010-11 Actual Measures Number of Library cardholders Number of items in collections Materials circulated (2) Reference transactions Computer sessions (including wireless) (2) (3) Website access (4) (1) 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 273,238 291,915 289,000 302,000 303,000 516,045 442,158 550,000 462,158 470,000 2,547,308 2,489,741 2,600,000 2,500,000 2,500,000 228,193 178,438 170,000 115,000 100,000 611,512 1,279,355 1,100,000 1,850,000 2,000,000 N/A 1,867,685 1,050,000 1,891,176 1,900,000 (1) The increase in the number of items in collections reflects the number of eBooks, eAudiobooks, eMagazines, digital music, and digital videos now available to Chandler Library cardholders. Information seeking has changed due to new technologies. People now visit the library website or “Google it” rather than asking a Librarian for assistance, hence reference statistics are dropping and wireless sessions is increasing. (3) Measure changed from “computer log ins” to “computer sessions (including wireless)” in FY 2011-12. (4) New measure beginning FY 2011-12. (2) * 2012-13 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 2013-14 Adopted Budget Community Services    Library - 4310    Goal: Serve as learning, educational, and cultural center for the community. Supports Priority Based Budgeting Goal(s): Leisure, Culture, and Education; Sustainable Economic Health; Healthy and Attractive Community; Safe Community Objective: ♦ Provide comfortable and inviting facilities that support literacy and/or community efforts. ♦ Provide literacy, informational, and educational programs for lifelong learning. Measures Library customer visits Number of programs and classes Program and class attendance(1) (1) (1) 2012-13 Year End Estimate * 2010-11 Actual 2011-12 Actual 1,431,886 1,328,148 1,390,000 1,300,000 1,300,000 4,802 4,372 4,500 3,240 3,200 104,687 73,825 99,000 77,788 77,000 2012-13 Projected 2013-14 Projected The library system has experienced extended vacancies resulting in the decrease in the number of programs offered and attendance. * 2012-13 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. 218 City of Chandler 2013-14 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 Contingencies/Reserves Building/Improvements Machinery/Equipment Office Furniture/Equipment Total Cost Center - 4310 General Fund Grant Fund Library Trust Fund Grand Total 2011-12 Actual Expenditures 2012-13 Adopted Budget $ 4,408,753 $ 4,747,910 $ 4,665,897 82,013 389,399 474,109 810,889 1,129,362 96,236 164,500 53,491 52,598 76,787 56,391 9,707 59,500 9,118 25,710 100,000 57,718 $ 5,937,807 $ 6,784,370 $ $ 5,644,505 $ 5,991,770 $ 269,536 732,600 23,766 60,000 $ 5,937,807 $ 6,784,370 $ 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 5,084,164 $ 4,932,860 $ 4,750,312 4,599,008 333,852 333,852 522,051 402,690 1,206,818 967,721 169,682 87,742 82,335 82,940 64,135 64,135 59,500 12,707 116,260 210,947 7,304,945 $ 6,761,742 $ 6,480,924 $ 6,329,620 $ 760,422 409,177 63,599 22,945 7,304,945 $ 6,761,742 $ * Ongoing and One-time Personnel Services detail not available for FY 2011-12 Actual Expenditures. 219 2013-14 Adopted Budget 4,935,446 4,935,446 436,129 884,550 124,600 54,500 55,850 28,500 110,000 60,000 6,689,575 6,156,575 440,000 93,000 6,689,575 % Change Adopted To Adopted 3.95% 5.78% -100.00% -8.01% -21.68% -24.26% 3.62% -0.96% -52.10% N/A N/A -40.00% N/A -1.40% City of Chandler 2013-14 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 Marketing Assistant Total 2009-10 Revised 5 1 2 1.5 1 0 2 14.5 1 12 5.5 0 12 3 0.75 1 1 0 63.25 2010-11 Revised 5 1 2 0.5 1 1 2 13.5 2 11 5.5 0 12 2 0.75 1 1 0 61.25 2011-12 Revised 5 1 2 0.5 1 1 2 14 2 11 5.5 0.8 12 2 0.75 1 1 0 62.55 2012-13 Adopted 5 1 2 0.5 1 1 2 14 2 11 5.5 0.8 12 2 0.75 1 1 0 62.55 2012-13 Revised 5 1 2 0.5 1 1 2 14 2 11 5.5 0.8 12 1.5 0.75 1 1 0.5 62.55 2013-14 Adopted 5 1 2 0.5 1 1 2 14 2 11 5.5 0.8 12 1.5 0.75 1 1 0.5 62.55 Significant Budget and Staffing Changes During Fiscal Year (FY) 2012-13, one part-time Library Assistant position (0.50 FTE) was reclassified to a parttime Marketing Assistant position (0.50 FTE). FY 2013-14 reflects additional ongoing funding in Personnel Services and Professional/Contract for weekend hours at the Hamilton, Basha, and Sunset Libraries. In the prior fiscal year the weekend hours had been funded with one-time funding. Operations funding reflects an ongoing reduction to offset the reclassification of the Library Aide position. 220 City of Chandler 2013-14 Adopted Budget Community Services Library Capital 4320 Division: Cost Center: Capital Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Contingencies/Reserves Building/Improvements Office Furniture/Equipment Wastewater Improvements Total Cost Center - 4320 Library Bond Fund 2011-12 Actual Expenditures $ 5,129 $ 700,181 9,919 145,440 189,310 (800) $ 1,049,179 $ $ 1,049,179 $ 2012-13 Adopted Budget 2012-13 Adjusted Budget - $ 167,234 167,234 $ 167,234 $ 2012-13 Estimated Expenditures - $ 333 2,301 53,025 55,659 $ 55,659 $ 106 $ 106 1,500 7,041 1,469 10,116 $ 10,116 $ 2013-14 Adopted Budget 45,543 45,543 45,543 % Change Adopted To Adopted N/A N/A N/A N/A N/A -72.77% N/A N/A N/A -72.77% * Ongoing and One-time Personnel Services detail not available for FY 2011-12 Actual Expenditures. Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions related to the prior fiscal year and new projects for new fiscal year. Fiscal Year (FY) 2013-14 reflects the carryforward of uncompleted project funding from FY 2012-13. Additional detail on the capital program is available in the 20142023 Capital Improvement Program. 221 City of Chandler 2013-14 Adopted Budget Community Services Division: Cost Center: Parks Administration 4510 P arks Administration cost center was eliminated and staff and budget moved to cost center 3200, Building & Facilities and cost center 4530, Park Development and Operations. Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Total Cost Center - 4510 General Fund 2011-12 Actual Expenditures $ $ $ 2012-13 Adopted Budget 140,138 $ 140,138 $ 140,138 $ 2012-13 Adjusted Budget - $ - $ - $ 2012-13 Estimated Expenditures - $ - $ - $ 2013-14 Adopted Budget - $ - $ - $ % Change Adopted To Adopted - N/A N/A N/A N/A * Ongoing and One-time Personnel Services detail not available for FY 2011-12 Actual Expenditures. Authorized Positions Position Title Administrative Specialist Asst. Community Services Director Park Development & Operations Mgr. Park Planning Superintendent Parks & Facilities Maint. Manager Total 2009-10 Revised 0.75 0 1 1 1 3.75 222 2010-11 Revised 0.75 0 1 1 1 3.75 2011-12 Revised 0 0 0 0 1 1 2012-13 Adopted 0 0 0 0 0 0 2012-13 Revised 0 0 0 0 0 0 2013-14 Adopted 0 0 0 0 0 0 City of Chandler 2013-14 Adopted Budget Community Services A quatics Division operates and maintains six aquatic centers and five fountains. 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, and extended public swim operational hours) at various pool sites. This division is also responsible for the construction of new aquatic centers and improvements to existing facilities. Aquatics 4520 Division: Cost Center: 2013-14 Performance Measurements Goal: Provide the highest possible standards in relation to health, safety, and public welfare in the installation, maintenance, and operation of the aquatic facilities per Maricopa County Environmental Health Code - Chapter VI, "Bathing Places - Public and Semipublic Swimming Pools.” Provide comprehensive leisure and educational aquatic programming opportunities. Supports Priority Based Budgeting Goal(s): Leisure, Culture, and Education; Healthy and Attractive Community 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. ♦ Facilitate and coordinate the three intergovernmental agreements with the Chandler, Tempe, 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, and high school swimming and diving teams. Measures Overall enrollment success rate on swimming classes 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 87.2% 91.5% 88.0% 88.0% 88.0% Annual swimming lesson attendance 9,399 9,717 9,400 9,700 9,700 Annual recreational swim attendance 314,123 323,247 300,000 304,800 305,000 98% 98% 98% 98% 98% Overall customer satisfaction(1) (1) Customer satisfaction surveys are distributed at the close of each lesson session and all other swim programs. * 2012-13 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 223 City of Chandler 2013-14 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 Capital Replacement Total Cost Center - 4520 General Fund Parks & Recreation Trust Fund Grand Total 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget $ 2,238,080 $ 2,338,292 $ 2,424,238 $ 2,399,587 $ 2,459,238 2,281,705 2,321,930 2,297,279 2,459,238 56,587 102,308 102,308 31,327 52,179 61,433 51,860 50,554 354,794 354,335 393,518 399,920 357,353 159,030 194,278 199,877 199,825 189,778 15,929 27,857 23,857 20,506 23,857 710 1,750 2,250 2,459 1,750 169,074 172,425 172,425 172,450 257,425 22,090 23,661 23,661 22,923 23,661 15,858 11,269 11,269 11,269 11,269 $ 3,006,892 $ 3,176,046 $ 3,312,528 $ 3,280,799 $ 3,374,885 $ 3,006,892 $ 3,176,046 $ 3,312,528 $ 3,280,799 $ 3,369,816 5,069 $ 3,006,892 $ 3,176,046 $ 3,312,528 $ 3,280,799 $ 3,374,885 * Ongoing and One-time Personnel Services detail not available for FY 2011-12 Actual Expenditures. 224 % Change Adopted To Adopted 5.17% 7.78% -100.00% -3.11% 0.85% -2.32% -14.36% 0.00% 49.30% 0.00% 0.00% 6.26% City of Chandler 2013-14 Adopted Budget Community Services    Aquatics – 4520    Authorized Positions Position Title Administrative Specialist Aquatics Maintenance Helper Aquatics Maintenance Supervisor Aquatics Maintenance Technician Aquatics Superintendent Customer Service Representative Facility Support Specialist Lifeguard II (RPT @.75) Pool Maintenance Helper Pool Maintenance Mechanic Pool Maintenance Supervisor Recreation Coordinator I Recreation Coordinator II Recreation Leader III-Pool Manager Total 2009-10 Revised 1 0 0 0 1 0 0 3.75 1 3 1 3 1 0 14.75 2010-11 Revised 1 1 1 3 1 0 0 3.75 0 0 0 3 1 0 14.75 2011-12 Revised 0 1 1 3 1 1 1 3.75 0 0 0 3 1 0 15.75 2012-13 Adopted 0 1 1 3 1 1 1 3.75 0 0 0 3 1 0 15.75 2012-13 Revised 0 1 1 3 1 1 1 3 0 0 0 0 4 1 16 2013-14 Adopted 0.75 1 1 3 1 1 0 3 0 0 0 0 4 1 15.75 Significant Budget and Staffing Changes During Fiscal Year (FY) 2012-13, one part-time Lifeguard II position (0.75 FTE) was reclassified to a Recreation Leader III-Pool Manager and increased to full-time. Three Recreation Coordinator I positions were reclassified to Recreation Coordinator II. Effective July 1, 2013, one Custodian position is reclassified to a part-time Administrative Specialist (0.75 FTE) and transferred from Buildings and Facilities, cost center 3200, and one Facility Support Specialist position is transferred to Buildings and Facilities. Personnel Services reflects an ongoing allocation to restore aquatic operational hours, which had been funded with one-time funds in FY 2012-13. In FY 2013-14, ongoing funding related to the Jr. Guard and Guard Start Program and the American Red Cross Learn to Swim sub-agreement is included. Rents/Utilities reflect additional ongoing funding for the Desert Oasis Aquatic Center utilities and the intergovernmental agreement with the Mesa School District will be amended to address joint land and parking lot usage for this facility. 225 City of Chandler 2013-14 Adopted Budget Community Services P ark Development and Operations Division is responsible for parkland acquisition, park planning/ design/development, and the maintenance of 1,198.31 Cost Center: acres of developed parkland at 61 individual park sites. Landscape maintenance is also performed for six Aquatic facilities, the Desert Breeze and Chandler Heights Police Substations, Paseo Trail System, the Boys and Girls Club, and 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. Division: Park Development and Operations 4530 2013-14 Performance Measurements Goal: Acquire and develop parks to meet the recreational and open space needs of Chandler citizens. Supports Priority Based Budgeting Goal(s): Healthy and Attractive Community; Leisure, Culture, and Education Objectives: ♦ Acquire land for future park needs. ♦ Design, develop, and/or renovate park facilities. ♦ Work with Chandler citizens on the design and development/renovation of Chandler parks. Measures Number of parks developed and/or renovated 2010-11 Actual 2011-12 Actual 13 13 2012-13 Projected 2012-13 Year End Estimate * 13 15 2013-14 Projected 17 Goal: Maintain public parks, facilities, and grounds at the highest standards. Supports Priority Based Budgeting Goal(s): Healthy and Attractive Community; Safe Community; Leisure, Culture, and Education Objectives: ♦ Apply fertilizer and pre-emergent to all parks at a minimum of two applications per year. Measures Number of fertilization applications per year Number of pre-emergent applications per year 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 122 122 122 128 133 174 176 174 176 178 * 2012-13 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. 226 City of Chandler 2013-14 Adopted Budget Community Services    Park Development and Operations - 4530    Goal: Provide support for recreation sponsored events. Supports Priority Budgeting Goal(s): Healthy and Attractive Community; Leisure, Culture, and Education Objectives: ♦ Provide setup for recreation sponsored events. Measures Number of bleacher, show mobile and stage set-ups for events(1) (1) 2010-11 Actual 2011-12 Actual 43 2012-13 Projected 40 Measure changed from “rentals for events per year” to “set-ups for events” in FY 2011-12. * 2012-13 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. 227 45 2012-13 Year End Estimate * 34 2013-14 Projected 35 City of Chandler 2013-14 Adopted Budget Community Services    Park Development and Operations – 4530    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Building/Improvements Machinery/Equipment Street Improvements Park Improvements Capital Replacement Total Cost Center - 4530 General Fund Parks & Recreation Trust Fund Grand Total 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget % Change Adopted To Adopted $ 3,177,496 $ 3,487,358 $ 3,798,709 $ 3,789,418 $ 3,629,911 3,487,358 3,511,898 3,502,607 3,629,911 286,811 286,811 61,513 39,459 46,986 46,986 66,589 531,993 626,787 638,558 628,126 692,245 662,319 758,944 819,831 779,132 778,944 19,813 16,400 16,542 19,586 16,400 3,000 4,000 4,500 4,500 4,000 1,762,698 1,655,169 1,659,768 1,772,202 1,680,769 17,275 16,600 16,600 17,100 16,600 130 31,334 28,800 30,400 30,400 50,200 195 4,967 139,628 101,761 101,761 101,761 103,901 $ 6,412,362 $ 6,735,278 $ 7,133,655 $ 7,189,211 $ 7,039,559 $ 6,412,362 $ 6,735,278 $ 7,133,655 $ 7,189,211 $ 6,996,559 43,000 $ 6,412,362 $ 6,735,278 $ 7,133,655 $ 7,189,211 $ 7,039,559 4.09% 4.09% N/A 68.75% 10.44% 2.64% 0.00% 0.00% 1.55% 0.00% N/A 74.31% N/A N/A 2.10% 4.52% * Ongoing and One-time Personnel Services detail not available for FY 2011-12 Actual Expenditures. ** Project Support Recharge reflects staff time spent in direct support of a specific capital project. This staff time is directly charged to the project. Authorized Positions Position Title Administrative Specialist Contract Compliance Inspector Gardener Supervisor Groundskeeper Lead Gardener Maintenance Planner/Scheduler Maintenance Supervisor Park Development & Operations Mgr. Park Maintenance Technician Park Planning Superintendent Park Spray Technician Parks Maintenance Supervisor Recreation Coordinator II Total 2009-10 Revised 0 1 8 28 0 0 3 0 6 0 1 0 1 48 2010-11 Revised 0 1 0 27 8 0 0 0 6 0 1 3 1 47 2011-12 Revised 1 1 0 28 8 0 0 1 6 1 1 3 1 51 2012-13 Adopted 1 1 0 28 8 1 0 1 6 1 1 3 1 52 2012-13 Revised 1 1 0 28 8 1 0 1 6 1 1 3 1 52 2013-14 Adopted 1 1 0 28 8 1 0 1 6 1 1 3 1 52 Significant Budget and Staffing Changes Fiscal year (FY) 2013-14 reflects a one-time funding allocation for ball field maintenance equipment purchases. Ongoing operations funding is increased for ball field maintenance and Roadrunner Park utilities. As part of the FY 2013-14 budget amendment process $20,000 of one-time funding was transferred from the Council Contingency for a second year of additional sport field maintenance testing. 228 City of Chandler 2013-14 Adopted Budget Community Services Recreation provides a year-round program that includes Recreation 4550 Division: Cost Center: coordinating adult sports leagues and tournaments, youth sport camps, special events, instructional classes, programs for youth, teens, senior citizens, and people with disabilities. 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. 2013-14 Performance Measurements Goal: Enhance the quality of life for all citizens through diverse, innovative, and affordable recreation opportunities. Supports Priority Based Budgeting Goal(s): Leisure, Culture, and Education; Healthy and Attractive Community 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 User satisfaction rate(1) 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 94% 97% 97% 99% 98% 38,477 40,839 40,000 42,500 43,000 118 78 125 100 105 Donations/sponsorships $59,225 $78,132 $60,000 $79,000 $80,000 Recreation programs participation 140,016 192,208 197,389 181,624 183,000 Volunteer hours Scholarships awarded (1) User satisfaction rate is calculated annually based on user surveys. The surveys cover all recreational programs and facilities. *2012-13 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 229 City of Chandler 2013-14 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 Fund Grand Total 2011-12 Actual Expenditures $ $ $ $ 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget % Change Adopted To Adopted 604,193 $ 646,370 $ 722,057 $ 662,408 $ 699,671 646,370 712,004 652,355 699,671 10,053 10,053 44,383 65,685 82,306 85,184 91,360 101,171 76,218 125,202 114,140 144,423 6,529 10,693 11,167 16,193 5,053 55,656 59,619 83,661 83,237 67,979 500 500 500 500 10,747 9,260 9,260 9,260 12,260 103,387 111,505 107,455 107,455 118,276 29,861 23,468 23,468 23,468 23,468 956,427 $ 1,003,318 $ 1,165,076 $ 1,101,845 $ 1,162,490 940,262 $ 944,674 $ 1,106,432 $ 1,046,225 $ 1,002,784 159,706 16,165 58,644 58,644 55,620 956,427 $ 1,003,318 $ 1,165,076 $ 1,101,845 $ 1,162,490 8.25% 8.25% N/A 39.09% 89.49% -52.74% 14.02% -100.00% 32.40% 6.07% 0.00% 15.86% * Ongoing and One-time Personnel Services detail not available for FY 2011-12 Actual Expenditures. Authorized Positions Position Title Customer Service Representative Executive Assistant Graphic Designer Information Specialist Marketing & Communications Coord. Naturalist Recreation Leader II Recreation Manager Recreation Superintendent Special Events Coordinator Total 2009-10 Revised 1 0 0 1 0 1 0 1 2 1 7 2010-11 Revised 0 1 0 1 0 0 0 1 2 1 6 2011-12 Revised 0 1 0.5 1 0 0 0 1 2 1 6.5 2012-13 Adopted 0 1 0.5 1 0 0 0 1 2 1 6.5 2012-13 Revised 0 1 0.625 0 1 0 0.5 1 2 1 7.125 2013-14 Adopted 0 1 0.625 0 1 0 0.5 1 2 1 7.125 Significant Budget and Staffing Changes During Fiscal Year (FY) 2012-13, the Information Specialist position was reclassified to Marketing & Communications Coordinator and the Graphic Designer position was increased from 0.5 FTE to 0.625 FTE. One Recreation Leader II position was reduced from full-time to part-time (0.5 FTE) and transferred from cost center 4555, Nature and Recreation Facilities. FY 2013-14 reflects an increase in operations funding due to planned usage of additional Parks & Recreation th Trust funds. One-time funding is included for 4 of July Celebration, Special Events Sponsorships, and American Red Cross Fees for recreation staff. 230 City of Chandler 2013-14 Adopted Budget Community Services T umbleweed and Snedigar Sportsplex facilities provide year-round programs that include coordinating youth and adult sports leagues and tournaments, adult tennis leagues Cost Center: 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. Division: Sports and Fitness Facilities 4551 2013-14 Performance Measurements Goals: Assist all citizens by 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. Supports Priority Based Budgeting Goal(s): Leisure, Culture, and Education; Healthy and Attractive Community 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 the 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 and volleyball, and expand these programs as demand dictates. 2012-13 2010-11 2011-12 2012-13 Year End 2013-14 Measures Actual Actual Projected Estimate * Projected User satisfaction rate(1) Number of TRC passes sold TRC annual visitors TRC “Tell Us What You Think” customer rating Tumbleweed Recreation Center participation Tennis Center participation Adult sports participation Snedigar Recreation Center participation Chandler Youth Sports Association participation (1) 98% 91% 98% 95% N/A 13,073 38,764 15,100 38,101 38,000 354,808 390,557 365,000 378,000 380,000 4.85 4.57 4.50 4.70 4.70 12,304 15,761 6,524 10,567 34,483 7,500 12,200 16,000 6,500 8,950 33,500 6,300 9,760 33,600 7,000 4,466 3,911 4,600 4,500 4,500 9,740 9,254 10,000 9,000 9,500 User Satisfaction Rate is the same as the TRC “Tell Us What You Think” Customer Rating. Will be eliminated beginning FY 2013-14. *2012-13 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 2013-14 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 Office Furniture/Equipment Park Improvements Total Cost Center - 4551 General Fund Grant Fund Parks & Recreation Trust Fund Grand Total 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget $ 1,386,414 $ 1,545,263 $ 1,545,263 372,091 343,848 143,348 177,483 16,319 3,381 7,920 6,351 500 1,500 1,200 16,699 16,373 12,767 40,000 $ 1,956,058 $ 2,135,399 $ $ 1,950,463 $ 2,113,843 $ 5,000 5,595 16,556 $ 1,956,058 $ 2,135,399 $ 2012-13 Estimated Expenditures 1,611,404 $ 1,594,302 $ 1,561,992 1,544,890 49,412 49,412 387,592 362,211 152,149 141,654 26,881 33,666 11,058 10,249 1,500 1,500 1,000 1,000 21,064 24,694 40,000 52,800 14 2,252,648 $ 2,222,090 $ 2,231,092 $ 2,213,990 $ 5,000 16,556 8,100 2,252,648 $ 2,222,090 $ 2013-14 Adopted Budget % Change Adopted To Adopted 1,582,741 1,582,741 338,737 131,303 27,717 10,630 1,500 1,000 24,509 10,000 2,128,137 2,121,081 7,056 2,128,137 2.43% 2.43% N/A -1.49% -26.02% 719.79% 67.38% 0.00% -16.67% 49.69% -75.00% N/A -0.34% * Ongoing and One-time Personnel Services detail not available for FY 2011-12 Actual Expenditures. Authorized Positions Position Title Accounting Specialist Administrative Specialist Customer Service Representative Customer Service Supervisor Executive Assistant Recreation Coordinator I Recreation Coordinator II Total 2009-10 Revised 1 0 2.5 1 1 5 2 12.5 2010-11 Revised 0 1 3.5 1 0 7 3 15.5 2011-12 Revised 0 1 6.125 1 0 7 3 18.125 2012-13 Adopted 0 0 6.125 1 0 7 3 17.125 2012-13 Revised 0 0 6.125 1 0 7 3 17.125 2013-14 Adopted 0 0 6.125 1 0 7 3 17.125 Significant Budget and Staffing Changes Fiscal Year 2013-14 reflects the addition of one-time funding for replacement of banquet chairs at Tumbleweed Recreation Center. 232 City of Chandler 2013-14 Adopted Budget Community Services N ature and Recreation Facilities includes the Environmental Education Center (EEC) at Veterans Oasis Park and the programs and services offered by the Cost Center: 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 offer the same types of programs and services to specific populations such as seniors, teenagers and people with disabilities as well as specific groups such as schools 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. Division: Nature and Recreation Facilities 4555 2013-14 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. Supports Priority Based Budgeting Goal(s): Leisure, Culture, and Education; Healthy and Attractive Community 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. ♦ Provide a broad range of recreational and social activities for seniors. ♦ Provide a broad range of recreational and social activities for the population with special needs. 233 City of Chandler 2013-14 Adopted Budget Community Services    Nature and Recreation Facilities - 4555    Measures EEC volunteer hours Overall number of visitors to the EEC facility Number of participants attending drop-in programs at the EEC Number of educational events and programs/classes offered at the EEC in collaboration with other City departments or divisions or with outside agencies EEC program participation Community Center program participation Senior Center program participation Special populations (therapeutics) participation Teen program participation (1) 2010-11 Actual 2,163 2011-12 Actual 3,251 2012-13 Projected 3,000 2012-13 Year End Estimate * 3,316 2013-14 Projected 3,382 24,096 43,982 41,250 65,482 81,852 3,350 3,741 4,100 3,928 4,124 63 5,197 34 5,889 230 7,000 51 6,019 76 6,320 9,656 8,403 9,061 7,966 8,100 59,400 56,255 60,600 53,156 53,000 7,702 7,525 7,200 3,838 4,000 5,916 (1) 4,128 1,250 1,500 3,521 Chandler's recreation programs for teens were originally offered and held at three junior high schools within the Chandler Unified School District for over 10 years. These Satellite Recreation Sites, as they were known, were eliminated, effective June 30, 2010, as part of the budget cuts for FY 2010-11. Participation numbers dropped significantly due to this elimination. * 2012-13 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 2013-14 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 Contingencies/Reserves Machinery/Equipment Total Cost Center - 4555 General Fund Grant Fund Parks & Recreation Trust Fund Grand Total 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget $ 1,063,384 $ 1,266,808 $ 1,266,808 155,782 210,259 105,274 157,003 6,671 800 21,968 31,998 4,500 4,129 7,500 26,155 42,705 6,000 $ 1,383,363 $ 1,727,573 $ $ 1,282,589 $ 1,463,398 $ 50,566 154,350 50,208 109,825 $ 1,383,363 $ 1,727,573 $ 2012-13 Estimated Expenditures 1,300,686 $ 1,150,089 $ 1,261,248 1,110,651 39,438 39,438 223,069 186,781 163,686 111,047 1,075 5,016 32,907 25,255 4,000 4,000 15,000 8,183 46,079 37,345 6,000 1,792,502 $ 1,527,716 $ 1,528,252 $ 1,414,736 $ 154,425 53,897 109,825 59,083 1,792,502 $ 1,527,716 $ 2013-14 Adopted Budget % Change Adopted To Adopted 1,299,098 1,299,098 168,404 185,679 680 30,300 4,000 30,540 45,989 35,000 181,886 1,981,576 1,517,163 356,488 107,925 1,981,576 2.55% 2.55% N/A -19.91% 18.26% -15.00% -5.31% -11.11% 307.20% 7.69% 483.33% N/A 14.70% * Ongoing and One-time Personnel Services detail not available for FY 2011-12 Actual Expenditures. Authorized Positions Position Title Administrative Specialist Assistant Naturalist Customer Service Representative Recreation Coordinator I Recreation Coordinator II Recreation Leader II Total 2009-10 Revised 1 1 0 1 0 0.5 3.5 2010-11 Revised 1 0 2.625 6 3 1.5 14.125 2011-12 Revised 1 0 2.625 6 3 2 14.625 2012-13 Adopted 1 0 2.625 6 3 2 14.625 2012-13 Revised 2 0 3.125 6 3 0.5 14.625 2013-14 Adopted 2 0 3.125 6 3 0.5 14.625 Significant Budget and Staffing Changes During Fiscal Year (FY) 2012-13, one Administrative Specialist position was transferred from cost center 4300, Community Services Administration, and one Recreation Leader II position was reduced from full-time to part-time (0.5 FTE) and transferred to cost center 4550, Recreation. One part-time Recreation Leader II (0.5 FTE) was reclassified to a part-time Customer Service Representative. FY 2013-14 reflects the addition of one-time funding for replacement of banquet chairs for the Senior Center. One-time funding is budgeted for possible grant opportunities. 235 City of Chandler 2013-14 Adopted Budget Community Services Division: Cost Center: Other Recreation Facilities 4559 T he Other Recreation Facilities cost center was eliminated and staff and budget moved to cost center 4551, Sports and Fitness Facilities and cost center 4555, Nature and Recreation Facilities, in fiscal year 2010-11. Budget Summary Description Operating Supplies Total Cost Center - 4559 General Fund 2011-12 2012-13 2012-13 2012-13 2013-14 Actual Adopted Adjusted Estimated Adopted Expenditures Budget Budget Expenditures Budget $ 5,181 $ - $ - $ - $ $ 5,181 $ - $ - $ - $ $ 5,181 $ - $ - $ - $ - % Change Adopted To Adopted N/A N/A * Ongoing and One-time Personnel Services detail not available for FY 2011-12 Actual Expenditures. Authorized Positions Position Title Administrative Specialist Customer Service Representative Recreation Coordinator I Recreation Coordinator II Recreation Leader II Total 2009-10 Revised 1 3.625 7 3 1 15.625 2010-11 Revised 0 0 0 0 0 0 2011-12 Revised 0 0 0 0 0 0 2012-13 Adopted 0 0 0 0 0 0 2012-13 Revised 0 0 0 0 0 0 2013-14 Adopted 0 0 0 0 0 0 Significant Budget and Staffing Changes Cost center 4559 was dissolved effective July 1, 2010. Fiscal Year 2011-12 reflects the spending of purchase orders that carried forward from the prior fiscal year. 236 City of Chandler 2013-14 Adopted Budget Community Services Museum 4560 Division: Cost Center: Museum division is responsible for operating the City of Chandler Museums and the preservation and interpretation of Chandler’s history and culture. 2013-14 Performance Measurements Goal: The Chandler Museum is a system of innovative learning environments where the community comes together to share our stories, store our cultural heritage, and experience Chandler as a place and a 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 and history and by encouraging volunteer-based community history projects. Supports Priority Based Budgeting Goal(s): Leisure, Culture, and Education; Healthy and Attractive Community Objective: ♦ Operate the Chandler Museum, Tumbleweed Ranch, and the McCullough-Price House. ♦ Offer exhibits, school field trips, and programs that interpret Chandler’s history and culture. ♦ Research, design, and install history kiosks. ♦ Work with volunteers to implement history related projects. Measures Number of school children served through field trips(1) Number of Chandler Museum, Price House and Tumbleweed Ranch programs conducted(2) Number of new Chandler Museum exhibits, both physical and online(3) Volunteer hours contributed to history projects 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 1,537 1,106 1,500 1,012 1,200 72 90 90 70 75 N/A 15 15 16 15 5,427 5,974 6,000 6,000 6,000 (1) Drop in Actual numbers in FY 2011-12 and Estimate numbers in FY 2012-13 are due to a change in how scouting groups are counted. Measure changed from “Public History, Price House and Chandler Museum programs conducted” to “Chandler Museum, Price House and Tumbleweed Ranch programs conducted” in FY 2011-12. (3) New performance measure beginning FY 2011-12. (2) *2012-13 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 2013-14 Adopted Budget Community Services    Museum - 4560    Goal: Serve as the primary preservation agency for Chandler history and cultural heritage, and preserve urban and rural historic resources, both physically and digitally. Supports Priority Based Budgeting Goal(s): Leisure, Culture, and Education; Healthy and Attractive Community Objective: ♦ Preserve the cultural heritage of Chandler, both objects and stories. Measures Number of items digitized and uploaded to Chandler Museum’s online resource Chandlerpedia(1) (1) 2010-11 Actual 2011-12 Actual N/A 9,500 New performance measure beginning FY 2011-12. * 2012-13 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 2012-13 Projected 12,000 2012-13 Year End Estimate * 15,000 2013-14 Projected 15,000 City of Chandler 2013-14 Adopted Budget Community Services    Museum - 4560    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Office Furniture/Equipment Wastewater Improvements Total Cost Center - 4560 General Fund Grant Fund Parks & Recreation Trust Fund Grand Total $ $ $ $ 356,306 26,880 42,759 100 4,210 5,970 435 173 436,833 419,753 15,100 1,980 436,833 2012-13 Adjusted Budget 2012-13 Adopted Budget 2011-12 Actual $ $ $ $ 418,148 418,148 4,500 10,634 255 1,750 600 435,887 435,887 435,887 $ $ $ $ 447,646 437,638 10,008 4,500 10,634 255 1,750 600 465,385 465,385 465,385 2013-14 Adopted Budget 2012-13 Estimated $ $ $ $ 435,213 425,205 10,008 4,295 9,434 255 2,950 452,147 452,147 452,147 $ $ $ $ % Change Adopted To Adopted 419,874 419,874 4,800 10,724 255 2,200 437,853 437,853 437,853 0.41% 0.41% N/A 6.67% 0.85% 0.00% 25.71% -100.00% N/A N/A 0.45% * Ongoing and One-time Personnel Services detail not available for FY 2011-12 Actual Expenditures. Authorized Positions Position Title Customer Service Representative Museum Administrator Museum Curator Public History Coordinator Total 2009-10 Revised 0.75 0 0 1 1.75 2010-11 Revised 0.75 0 0 1 1.75 2011-12 Revised 0.75 1 2 1 4.75 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2013-14. 239 2012-13 Adopted 0.75 1 2 1 4.75 2012-13 Revised 0.75 1 2 1 4.75 2013-14 Adopted 0.75 1 2 1 4.75 City of Chandler 2013-14 Adopted Budget Community Services Division: Cost Center: Parks Capital 4580 Capital Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Other Charges/Services Project Support Recharge** Contingencies/Reserves Machinery/Equipment Parks Improvements Wastewater Improvements Transfer to General Fund Total Cost Center - 4580 General Gov't Capital Projects Fund Capital Grant Fund Park Bond Fund Community Park Impact Fee Fund Neighborhood Park Impact Fee Fund Park Impact Fee Fund Museum Bond Fund Grand Total 2012-13 Adopted Budget 2011-12 Actual Expenditures $ 40,874 565,297 3,976 5,035 1,744 2,621,981 (13,841) $ 3,225,066 $ 1,362,724 1,762,119 27,340 71,192 1,691 $ 3,225,066 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget % Change Adopted To Adopted $ - $ - $ 25,348 $ 25,348 50,000 400,937 83,990 305,693 9,764 35,718 35,718 21,881 134,240 156,996 156,996 46,647 2,878,059 4,809,047 25,505 61,050 3,470,100 6,556,494 2,236,813 7,472,235 120,000 $ 6,590,873 $ 7,150,145 $ 2,403,301 $ 12,948,912 $ 343,691 $ 1,074,509 $ 605,590 $ 1,504,266 221,581 15,017 1,984,983 4,344,035 4,003,504 1,383,884 4,580,815 10,280 6,619 3,661 947,255 884,379 392,191 577,033 955,892 955,892 4,298,154 $ 6,590,873 $ 7,150,145 $ 2,403,301 $ 12,948,912 N/A N/A N/A 511.39% N/A N/A 275.83% -70.29% 67.09% N/A 115.33% N/A N/A 96.47% * Ongoing and One-time Personnel Services detail not available for FY 2011-12 Actual Expenditures. ** Project Support Recharge reflects staff time spent in direct support of a specific capital project. This staff time is directly charged to the project. Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions related to the prior fiscal year and new projects for the new fiscal year. Fiscal Year (FY) 2013-14 reflects funding for the carryforward of uncompleted project funding from FY 2012-13. Additional funding is appropriated for Centennial and Valencia Park Sites, Veteran’s Memorial, and existing park, recreation and aquatic facility improvements. Additional detail on the capital program is available in the 2014-2023 Capital Improvement Program. As part of the FY 2013-14 budget amendment process $70,000 of one-time funding was transferred from the Council Contingency to the Existing Neighborhood Park Improvements/Repairs Project to install Playground Equipment Shade Structures. 240 8-Contents Activities and Functions Carried Out by Departments/Divisions Accomplishments Goals, Objectives and Performance Measurements Budget Summary Personnel CyrusOne is a 1 million-square-foot data center intended to serve the information-technology needs of large companies on the West Coast. CyrusOne is the largest data center in the state, and one of the most efficient in the country. Fire City of Chandler 2013-14 Adopted Budget Fire Department Assistant City Manager Fire Administration Support Services Operations Prevention and Preparedness Emergency Services Fleet Services 241 City of Chandler 2013-14 Adopted Budget Fire Department The table below depicts the breakdown by division for the Fiscal Year (FY) 2013-14 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 2011-12 Actual Expenditures Expenditures by Cost Center 2012-13 Adopted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget Fire Admin $ 4,087,021 $ 5,229,916 $ 3,683,949 $ 4,915,163 Emergency Services 945,859 1,329,252 1,386,237 1,408,964 Fire Operations 19,461,646 20,437,755 21,006,684 22,157,484 Prevention and Preparedness 1,317,197 1,388,369 1,626,974 1,714,789 Fire Capital 345,173 946,136 5,171 9,128,059 Fire Support Services 1,017,332 905,083 930,112 892,469 Total w/o Fleet Services $ 27,174,228 $ 30,236,511 $ 28,639,127 $ 40,216,928 Fleet Services 1,069,393 933,479 1,007,745 964,546 Total $ 28,243,621 $ 31,169,990 $ 29,646,872 $ 41,181,474 Expenditures by Category Personnel & Benefits Total Personnel Ongoing(1) (1) One-time Operating & Maintenance Capital - Major $ 23,731,404 $ 24,755,918 $ 25,672,149 $ 26,782,344 24,322,638 25,109,189 26,782,344 433,280 562,960 4,167,045 5,467,936 3,969,552 5,271,071 345,173 946,136 5,171 9,128,059 Total $ 28,243,621 $ 31,169,990 $ 29,646,872 $ 41,181,474 Staffing by Cost Center Fire Admin Emergency Services Fire Operations Prevention and Preparedness Fire Support Services Fleet Services Total (1) 2011-12 Revised 9.000 7.000 191.000 8.000 6.000 12.000 233.000 2012-13 Adopted 6.000 9.000 190.000 13.000 4.000 11.000 233.000 2012-13 Revised 6.000 9.000 190.000 13.000 4.000 11.000 233.000 Ongoing and One-time Personnel Services detail not availab le for 2011-12 Actual Expenditures. 242 % Change Adopted to Adopted -6.02% 6.00% 8.41% 23.51% 864.77% -1.39% 33.01% 3.33% 32.12% 10.11% -100.00% -3.60% 864.77% 32.12% % Change 2013-14 Adopted to Adopted Adopted 6.000 0.00% 10.000 11.11% 189.000 -0.53% 13.000 0.00% 4.000 0.00% 11.000 0.00% 233.000 0.00% City of Chandler 2013-14 Adopted Budget Fire Department 2012-13 Fire Department Accomplishments  Responded to 19,880 emergency incidents (fire, emergency medical, hazardous materials, technical rescue, and crisis response), resulting in 41,400 unit responses. Achieved an emergency response time of arriving within five minutes for 90% of all Fire Department emergency calls within the City.  Negotiated a new contract for a public/private ambulance transport system that provides for 99% of patient transports to have a Chandler Firefighter Paramedic as the lead patient care provider (increased from 52%).  Completed an in-house Paramedic training class that resulted in the graduation of 16 new Chandler Fire Department Paramedics. Utilizing the in-house training allowed the department to create a training schedule for the students that resulted in a 40% savings from previous classes.  Revised the City’s Emergency Operations Plan and conducted a successful citywide Emergency Operations Center (EOC) drill in April. Accepted Homeland Security grants to support regional preparedness efforts.  Provided hands-only CPR classes to 2,500 Chandler citizens as part of the CPR Across Chandler campaign.  Fire Department members joined forces with citizen volunteers to conduct a door-to-door campaign to distribute drowning prevention literature to homes as part of the Department’s Drowning Prevention campaign.  Conducted a “Smoke Detector Sweep” as a joint effort between the Chandler Fire Department and the Arizona Burn Foundation. This “sweep” provided for the installation of smoke detectors and the replacement of batteries in existing smoke detectors in a centrally located neighborhood of the City.  The Crisis Response Unit (CR288) logged 9,046 volunteer hours and responded to 1,398 calls for assistance.  Received an Assistance to Firefighters federal grant in the amount of $240,000 to establish an Electronic Patient Care Reporting (EPCR) medical documentation system.  Partnered with Tempe and Scottsdale to conduct a tri-city recruitment process for firefighters. 1,287 applications were handed out and 1,203 people showed up to participate in the written testing process.  40 child safety seat inspection clinics were held and 633 installations occurred. In addition, 126 child car seats were provided to qualifying citizens. The car seat program was funded by the Governor’s Office of Highway Safety grant program.  Provided emergency medical support for the Police Department’s Special Assignment Unit (SAU), responded to 54 callouts, and provided “Treat Your Own” medical training to SAU members.  The 23rd annual Chandler Fire Cadet Academy graduated 23 new cadets. Fire Cadets assist with many community-wide events such as the Ostrich Festival, MDA (Muscular Dystrophy Association) Fill the Boot, and the Fiesta Bowl Parade.  The Fleet Division of the Fire Department achieved Certified Automotive Repair Facility status by the Automotive Service Excellence (ASE) certifying agency. 12 employees in the Fleet repair shop hold 66 ASE individual certifications. 6 mechanics are certified as ASE Master Technicians.  Worked with the City’s Information Technology Department to implement a new software mapping program, FireView, to assist with the Standards of Response Coverage document that is required as part of the 2014 re-accreditation process.  Placed a medical services event trailer into service. emergency medical assistance at the event. 243 This trailer will be used at City events to provide City of Chandler 2013-14 Adopted Budget Fire Department 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, and dealing with various leadership and financial responsibilities. It supports the uniform/protective equipment programs and addresses all other needs and issues related to supplies and facilities. Fire Administration also manages the Department’s accreditation process and ensures the Department maintains nationally accredited status. Fire Administration 2210 Division: Cost Center: 2013-14 Performance Measurements Goal: To manage the Department’s operating budget in a fiscally sound manner. Supports Priority Based Budgeting Goal(s): Safe Community Objective: ♦ Provide cost effective fire and emergency medical services to the community. ♦ Compare favorably with the average valley fire department per capita cost. Chandler uses seven comparable cities: Gilbert, Glendale, Mesa, Peoria, Phoenix, Scottsdale, and Tempe. The comparable average for Fire service cost per capita is: $144.84. The comparable average for Fire service cost per call is $1,359.56.(1) Measures Fire service cost per capita(1) Fire service cost per call(1) 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected $113.52 $108.86 $115.08 $109.71 $109.71 $1,376.14 $1,399.93 $1,276.35 $1,341.58 $1,341.58 Goal: To provide fire and emergency medical services in an effective and efficient manner. Supports Priority Based Budgeting Goal(s): Safe Community Objective: ♦ Maintain Department staffing within acceptable levels. ♦ Compare favorably with the average firefighters per 1,000 population for comparable cities. Chandler uses seven comparable cities: Gilbert, Glendale, Mesa, Peoria, Phoenix, Scottsdale, and Tempe. The comparable average for Firefighters per 1,000 population is: 0.862. The comparable average for Civilian personnel per 1,000 population is: 0.159.(1) Measures 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected Firefighters per 1,000 population(1) 0.853 0.800 0.848 0.839 0.839 Civilian personnel per 1,000 population(1) 0.084 0.079 0.084(2) 0.079 (2) 0.079 (2) (1) Beginning Fiscal Year 2013-14, the Fire Department has discontinued the use of the Municipal Yearbook, published by the International City/County Management Association, for comparisons. Comparisons are now made using seven comparable Valley cities: Gilbert, Glendale, Mesa, Peoria, Phoenix, Scottsdale, and Tempe. (2) The Department’s civilian per capita calculation including City Fleet personnel is 0.129. * 2012-13 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. 244 City of Chandler 2013-14 Adopted Budget Fire Department    Fire Administration – 2210    Goal: To utilize all grant funding opportunities. Supports Priority Based Budgeting Goal(s): Safe Community Objective: ♦ Research and apply for all grant opportunities. Once received, monitor and complete all requirements in accordance with grant guidelines. Measures Dollar value of grants applications Dollar value of grants awarded(1) (1) 2010-11 Actual 2012-13 Year End Estimate * 2011-12 Actual 2012-13 Projected $1,100,000 $724,703 $1,619,450 $787,963 $1,225,000 $396,725 $367,646 $725,000 $604,697 $700,000 2013-14 Projected 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. Supports Priority Based Budgeting Goal(s): Safe Community 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 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 13 14 14 15 15 10,086 13,603 12,000 13,916 13,900 46 88 45 80 80 * 2012-13 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. 245 City of Chandler 2013-14 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 Other Charges/Services Contingencies/Reserves Machinery/Equipment Office Furniture/Equipment Capital Replacement Total Cost Center - 2210 General Fund Grant Fund Fireman's Pension Fund Grand Total 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget % Change Adopted To Adopted $ 1,055,569 $ 784,346 $ 818,258 $ 825,909 $ 807,564 784,346 802,524 810,175 807,564 15,734 15,734 1,310,813 1,316,972 1,316,972 1,309,162 1,324,922 308,612 318,975 318,975 323,125 398,569 15,740 13,969 13,969 13,269 18,500 102,647 98,260 98,610 100,510 116,000 2,143 5,000 5,000 3,000 3,000 18,862 25,500 25,500 21,567 52,500 251,300 220,441 401,250 52,420 1,800 48,249 38,700 179,977 1,676,436 1,422,327 300,000 1,015,000 1,040,237 739,158 739,158 739,158 739,158 $ 4,087,021 $ 5,229,916 $ 4,981,010 $ 3,683,949 $ 4,915,163 $ 3,857,598 $ 3,417,380 $ 3,452,982 $ 3,379,149 $ 3,614,113 224,623 1,807,736 1,523,228 300,000 1,296,250 4,800 4,800 4,800 4,800 4,800 $ 4,087,021 $ 5,229,916 $ 4,981,010 $ 3,683,949 $ 4,915,163 2.96% 2.96% N/A 0.60% 24.95% 32.44% 18.05% -40.00% 105.88% 59.67% N/A -39.45% 0.00% -6.02% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title Administrative Specialist Assistant Fire Chief Citizen Support Coordinator Fire Battalion Chief Fire Chief Fire Program Assistant Fire Program Coordinator Information Support Specialist I Management Assistant Operations Analyst Senior Executive Assistant Total 2009-10 Revised 2 1 0 0 1 1 1 1 0 0 1 8 2010-11 Revised 1 1 1 1 1 1 1 1 0 0 0 8 2011-12 Revised 1 1 1 1 1 1 1 1 1 0 0 9 2012-13 Adopted 1 1 0 1 1 0 0 1 1 0 0 6 2012-13 Revised 1 1 0 1 1 0 0 0 1 1 0 6 2013-14 Adopted 1 1 0 1 1 0 0 0 1 1 0 6 Significant Budget and Staffing Changes In Fiscal Year (FY) 2012-13 the Information Support Specialist position was reclassified to Operations Analyst. FY 2013-14 reflects the addition of ongoing funding for the following: regular replacement of Firefighter turnout clothing; smart phones for use with electrocardiograms (ECG) to enhance communications with emergency personnel at hospitals prior to patient arrival; additional costs associated with the installation of fiber optics lines at fire stations for improved computer data speed; and professional development to ensure adequate succession planning. One-time funding is provided for various furniture and equipment replacement, as well as network printers at fire stations. One-time funding is also provided for potential grant matching requirements. 246 City of Chandler 2013-14 Adopted Budget Fire Department 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 provides logistical support for emergency medical services through the procurement and maintenance of EMS supplies and equipment, and oversees the Self Contained Breathing Apparatus (SCBA) program for the Department. The SCBA program includes maintenance, inspections, and training as specified in applicable regulations. Division: Cost Center: Emergency Services 2220 2013-14 Performance Measurements Goal: To provide the citizens of Chandler with State certified medical personnel. Supports Priority Based Budgeting Goal(s): Safe Community Objective: ♦ Provide training and continuing education that meets or exceeds State of Arizona standards to all Fire Department medical personnel. Measures 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 122 120 133(1) 136(1) 136(1) 74 77 65(1) 58(1) 56(1) State requirement of 30 hours of continuing education for Paramedics 48 hours 36 hours 40 hours 45 hours 49 hours State requirement of 8 hours of continuing education for Emergency Medical Technicians 40 hours 36 hours 40 hours 37 hours 42 hours Number of Certified Paramedics Number of Certified Emergency Medical Technicians (1) The number of Certified Emergency Medical Technicians decreases as personnel upgrade their certification to that of Paramedic. Goal: To ensure Fire Department medical personnel perform within an acceptable level of “standard of care.” Supports Priority Based Budgeting Goal(s): Safe Community 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 20 encounter forms for each Paramedic(2) (2) 2010-11 Actual 1,380 2011-12 Actual 1,100 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 2,340 1,450 2,640 Revised Measure from “Random Review of 10% of encounter forms” beginning Fiscal Year 2011-12. * 2012-13 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. 247 City of Chandler 2013-14 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. Supports Priority Based Budgeting Goal(s): Safe Community Objective: ♦ To ensure that all firefighters are provided with 80 hours of required training per calendar year under the supervision of the training division staff in a controlled environment or under the supervision of their supervisor. Measures Number of hours per firefighter Number of firefighters Total number of training hours 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 81 90 85 85 80 194 196 198 196 196 15,714 17,640 16,830 16,660 15,680 Goal: To increase firefighter safety. Supports Priority Based Budgeting Goal(s): Safe Community Objectives: ♦ To provide Flashover Survival Training to all new recruits.(1) ♦ To provide Flashover Survival Training to 100% of Chandler response firefighters every three years.(1) ♦ To provide live fire training to 100% of Chandler response firefighters periodically. Measures Flashover Survival Training 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected Number trained(1) 0 15 198 19 196 Number trained Phase I(1) 0 0 0 N/A N/A Number trained Phase II(1) 0 0 198 N/A N/A 194 0(2) 198 196 196 100% 0%(2) 100% 100% 100% Live Fire Training Number of Firefighters trained % Firefighters trained (1) (2) Objectives and Measures revised beginning Fiscal Year (FY) 2011-12. Previous Objectives and Measures focused on Phase I training for recruits and Phase II training for response firefighters. Phase I and II training has been combined. No live fire training provided in FY 2011-12. * 2012-13 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. 248 City of Chandler 2013-14 Adopted Budget Fire Department    Fire Emergency Services – 2220    Goal: Provide a Self-Contained Breathing Apparatus (SCBA) program that meets all applicable requirements and maintains reliable performance. Supports Priority Based Budgeting Goal(s): Safe Community 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 Perform annual face piece seal test Perform required user training 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 100% 100% 100% 100% 100% 197 of 197 197 of 197 207 of 207 196 of 196 196 of 196 100% 100% 100% 100% 100% * 2012-13 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. 249 City of Chandler 2013-14 Adopted Budget Fire Department    Fire Emergency Services – 2220    Budget Summary 2011-12 Actual Expenditures Description Personnel Services Total Personnel $ Ongoing* One-time* Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Machinery/Equipment Total Cost Center - 2220 $ General Fund $ 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget % Change Adopted To Adopted 664,675 $ 988,954 $ 1,029,368 $ 1,044,094 $ 1,183,474 988,954 1,029,368 1,044,094 1,183,474 63,063 109,250 111,595 108,595 61,250 41,633 130,528 130,528 121,028 42,000 357 3,000 3,000 3,000 17,240 99,453 87,520 87,520 87,520 82,000 76,678 10,000 10,000 22,000 23,000 945,859 $ 1,329,252 $ 1,372,011 $ 1,386,237 $ 1,408,964 945,859 $ 1,329,252 $ 1,372,011 $ 1,386,237 $ 1,408,964 19.67% 19.67% N/A -43.94% -67.82% 474.67% -6.31% 130.00% 6.00% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title Administrative Specialist EMS Program Dev. Coordinator EMS Specialist Facilities Maintenance Technician Fire Battalion Chief Fire Captain Fire Support Services Technician Total 2009-10 Revised 1 1 1 0 1 2 0 6 2010-11 Revised 1 0 1 1 1 3 0 7 2011-12 Revised 1 0 1 1 1 3 0 7 2012-13 Adopted 1 0 1 1 2 3 1 9 2012-13 Revised 1 0 1 1 2 3 1 9 2013-14 Adopted 1 0 1 1 2 4 1 10 Significant Budget and Staffing Changes Effective July 1, 2013, one Fire Captain position is transferred from cost center 2230, Fire Operations. Fiscal Year (FY) 2013-14 reflects the addition of ongoing funding for the annual cost of wireless service used for an Electronic Patient Care Reporting (ePCR) system, the purchase of which occurred in FY 2012-13 through the use of grant funds. Ongoing funding is also included for the addition of an online training program for Paramedics, which will augment the current program. One-time funding is added for the maintenance of Automated External Defibrillators (AEDs) in City buildings. 250 City of Chandler 2013-14 Adopted Budget Fire Department 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. Operations 2230 Division: Cost Center: 2013-14 Performance Measurements Goal: To arrive on the scene of all emergency calls in a timely manner. Supports Priority Based Budgeting Goal(s): Safe Community Objective: ♦ 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. Measures 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected Emergency incidents 19,624 19,680 21,535 19,880 20,200 Unit responses 40,383 40,884 47,452 41,400 42,000 Medical emergencies 74.6% 74.7% 75.0% 74.5% 75.0% Fire / other emergencies 25.4% 25.3% 25.0% 25.5% 25.0% 5:00 4:56 5:00 5:00 5:00 Response time to reach 90% of emergency calls * 2012-13 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 2013-14 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. Supports Priority Based Budgeting Goal(s): Safe Community 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) 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 1.6 1.8 1.5 1.3 1.5 66.20% 60.34% 66.00% 65.00% 65.00% 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. Supports Priority Based Budgeting Goal(s): Safe Community 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 2010-11 Actual 2011-12 Actual 14 19 * 2012-13 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. 252 2012-13 Projected 20 2012-13 Year End Estimate * 18 2013-14 Projected 20 City of Chandler 2013-14 Adopted Budget Fire Department    Fire Operations – 2230    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Total Cost Center - 2230 General Fund Grant Fund Grand Total 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget % Change Adopted To Adopted $ 19,461,646 $ 20,437,755 $ 20,945,571 $ 21,006,684 $ 22,157,484 20,004,475 20,512,291 20,573,404 22,157,484 433,280 433,280 433,280 $ 19,461,646 $ 20,437,755 $ 20,945,571 $ 21,006,684 $ 22,157,484 $ 19,412,550 $ 20,437,755 $ 20,944,807 $ 21,001,896 $ 22,157,484 49,096 764 4,788 $ 19,461,646 $ 20,437,755 $ 20,945,571 $ 21,006,684 $ 22,157,484 8.41% 10.76% -100.00% 8.41% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title Assistant Fire Chief Citizen Support Coordinator Fire Battalion Chief Fire Captain Fire Engineer Firefighter Total 2009-10 Revised 1 1 9 45 42 97 195 2010-11 Revised 1 0 7 45 42 97 192 2011-12 Revised 1 0 7 45 42 96 191 2012-13 Adopted 1 0 6 45 42 96 190 2012-13 Revised 1 0 6 45 42 96 190 2013-14 Adopted 1 0 6 44 42 96 189 Significant Budget and Staffing Changes Effective July 1, 2013, one Fire Captain position is transferred to cost center 2220, Emergency Services. Ongoing funding is added in Fiscal Year (FY) 2013-14 for overtime related to Community Emergency Response Team (CERT) training, and also in response to wage adjustments that have occurred over the last several years. FY 2013-14 includes an increase in ambulance overtime, which is offset 100% by revenues from the ambulance company. 253 City of Chandler 2013-14 Adopted Budget Fire Department P revention and Preparedness works to implement strategies that maximize the public’s well-being by preventing emergencies from occurring to the greatest extent possible, by ensuring the Department’s effectiveness when responding to those emergencies that could not be prevented, and by providing community programs benefiting the safety and wellbeing of the members of the community. Prevention and Preparedness 2240 Division: Cost Center: 2013-14 Performance Measurements Goal: To minimize the impact of natural or man-made disasters through training, development, and exercising the City Emergency Operations Plan. Supports Priority Based Budgeting Goal(s): Safe Community 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 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected City emergency operations drills 14 14 18 10 12 Review of City emergency plans 4 4 4 4 4 Goal: To provide preparedness and awareness training to employees and citizens. Supports Priority Based Budgeting Goal(s): Safe Community; Healthy and Attractive Community Objectives: ♦ Offer the 7-week Community Emergency Response Team (CERT) basic curriculum three times annually. ♦ Deliver preparedness and awareness training classes, demonstrations, and presentations to the community. Measures CERT basic training class Preparedness and awareness training 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 3 3 3 1 3 12 12 12 12 12 * 2012-13 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 2013-14 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). Supports Priority Based Budgeting Goal(s): Safe Community Objectives: ♦ Provide a minimum of 20 hours per month developing Threat Vulnerability Assessments (TVA) of Critical Infrastructure and Key Resources (CIKR). ♦ Meet the State Department of Homeland Security requirement of 40 hours of participation per month in the Terrorism Liaison Officer (TLO) program. Measures TVA development hours TLO participation hours 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 120 85 240 160 240 1,075 1,400 2,200 2,000 2,000 Goal: To minimize casualties and losses of property from fire and other hazards Supports Priority Based Budgeting Goal(s): Safe Community; Sustainable Economic Health Objectives: ♦ Provide various types of occupancy inspections for buildings and property. ♦ Provide “on-call” fire investigation services. Measures Total occupancies inspected 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 4,474 4,894 5,319 5,031 5,175 314 314 324 288 295 Total number of violations 834 545 (1) (1) (1) 266(1) Fire protection system violations 337 300(1) 150(1) 156(1) 153(1) 98 112(1) 30(1) 60(1) 45(1) 2.24 2.04 1.78 1.99 1.93 46 34 45 12 12 Hazardous materials inspections Exiting violations Structural fire rate per 1,000 inspectable occupancies Fire investigations (1) 2010-11 Actual 300 232 Decreases are due to an increased number of businesses performing self-inspections, resulting in fewer “official” violations being recorded. * 2012-13 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. 255 City of Chandler 2013-14 Adopted Budget Fire Department    Prevention and Preparedness - 2240    Goal: To provide community programs benefiting the safety and well-being of the members of the community. Supports Priority Based Budgeting Goal(s): Safe Community; Healthy and Attractive 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 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected Child car seat installations 667 894 960 835 882 Urban survival elementary school education program hours 333 982 800 1,168 850 Homes served by Seniors Helping Seniors smoke alarm program 199 198 350(1) 146 150 3 0 1 0 1 1,552 528 1,000 400 500 Sprinkler’s Clubhouse Cable TV episodes produced Public safety demonstrations (1) The Fiscal Year 2012-13 projection anticipated a significant increase in volunteers for this program. Future estimates and projections have been adjusted to reflect a lower participation rate. * 2012-13 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 2013-14 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 Insurance/Taxes Other Charges/Services Contingencies/Reserves Machinery/Equipment Office Furniture/Equipment Total Cost Center - 2240 General Fund Grant Fund Grand Total 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget % Change Adopted To Adopted $ 1,035,579 $ 1,310,619 $ 1,476,235 $ 1,460,691 $ 1,345,268 1,310,619 1,440,611 1,425,067 1,345,268 35,624 35,624 9,300 13,600 13,600 13,600 17,100 123,472 23,250 73,598 73,138 24,750 96,418 30,000 49,760 30,000 20,000 10,082 4,400 27,910 43,345 4,400 262 20,192 6,500 34,237 5,000 7,500 30,399 50,771 21,892 27,200 1,200 245,000 $ 1,317,197 $ 1,388,369 $ 1,732,939 $ 1,626,974 $ 1,714,789 $ 1,036,132 $ 1,388,369 $ 1,446,497 $ 1,427,993 $ 1,419,018 281,065 286,442 198,981 295,771 $ 1,317,197 $ 1,388,369 $ 1,732,939 $ 1,626,974 $ 1,714,789 2.64% 2.64% N/A 25.74% 6.45% -33.33% 0.00% N/A 15.38% N/A N/A N/A 23.51% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title Administrative Specialist Assistant Fire Chief Citizen Support Coordinator Crisis Intervention Specialist Customer Service Representative Executive Receptionist Fire Battalion Chief Fire Prevention Specialist Fire Program Assistant Fire Program Coordinator GIS Technician II Lead Fire Prevention Specialist Total 2009-10 Revised 0 0 0 0 0 0 0 2 0 0 1 1 4 2010-11 Revised 0 1 0 0 0 0 2 2 0 0 0 1 6 2011-12 Revised 0 1 0 2 0 0 2 2 0 0 0 1 8 2012-13 Adopted 1 1 1 2 0 1 2 2 1 1 0 1 13 2012-13 Revised 1 1 1 2 1 0 2 2 1 1 0 1 13 2013-14 Adopted 1 1 1 2 1 0 2 2 1 1 0 1 13 Significant Budget and Staffing Changes During Fiscal Year (FY) 2012-13 one Executive Receptionist position was reclassified to a Customer Service Representative. FY 2013-14 reflects an increase in grant funding as it is adopted in cost center 2260, rather than transferred through an adjustment during the year, which has been the past practice. 257 City of Chandler 2013-14 Adopted Budget Fire Department Fire Capital 2250 Division: Cost Center: Capital Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Other Charges/Services Project Support Recharge** Contingencies/Reserves Land/Improvements Building/Improvements Machinery/Equipment Office Furniture/Equipment Wastewater Improvements Total Cost Center - 2250 General Gov't Capital Projects Fund Fleet Replacement Fund Public Safety Bond Fund - Fire Fire Impact Fee Fund Grand Total 2011-12 Actual Expenditures $ $ $ $ 346,243 (1,070) 345,173 345,173 345,173 2012-13 Adopted Budget $ $ $ $ 392,183 7,371 206,632 236,000 103,950 946,136 501,144 206,632 238,360 946,136 2012-13 Adjusted Budget $ $ $ $ 2012-13 Estimated Expenditures - $ 364,683 7,371 381,726 20,383 131,450 905,613 $ 501,144 $ 166,109 238,360 905,613 $ 2013-14 Adopted Budget % Change Adopted To Adopted 1,391 $ 1,391 552,392 1,580 573,689 880,059 2,200 4,222,524 2,720,700 178,695 5,171 $ 9,128,059 2,632 $ 4,435,412 1,000,000 2,539 143,187 3,549,460 5,171 $ 9,128,059 N/A N/A N/A N/A 46.28% -100.00% 325.91% -100.00% N/A N/A 71.90% N/A 864.77% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. ** Project Support Recharge reflects staff time spent in direct support of a specific capital project. This staff time is directly charged to the project. Significant Budget and Staffing Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions for the current year and new projects for the upcoming year. The Fiscal Year 2013-14 Adopted amount is increased due to the addition of the Fire Station #1 Relocation and the planned purchase of new Self-contained Breathing Apparatus (SCBA) equipment. Detail on the capital program is available in the 2014-2023 Capital Improvement Program. 258 City of Chandler 2013-14 Adopted Budget Fire Department S upport Services Division (SSD) has two main management Support Services Division: responsibilities: Mechanical Maintenance and Logistics. Fire 2260 Cost Center: 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. SSD Logistics supports the construction, maintenance, and equipment supply for all Fire Department vehicles and facilities through the coordination of several City Divisions and contractors. 2013-14 Performance Measurements Goal: Maintain and support an efficient, safe fleet of emergency response vehicles without requiring on-duty crew downtime. Supports Priority Based Budgeting Goal(s): Safe Community 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 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 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 94.4% 100% 88.8% 94.4% 94.4% Create and implement scheduled power tool preventive maintenance 68.2% 73.1% 74.7% 78.0% 89.0% 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 100% 100% 100% Goal: Support the logistic needs of Fire Department facilities and personnel. Supports Priority Based Budgeting Goal(s): Safe Community Objectives: ♦ Provide delivery of fuel for bulk fuel tanks. Measure Maintain useable fuel supply in station bulk fuel tanks 2010-11 Actual 2011-12 Actual 100% 100% * 2012-13 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 259 City of Chandler 2013-14 Adopted Budget Fire Department    Fire Support Services - 2260    Budget Summary 2011-12 Actual Expenditures Description Personnel Services Total Personnel $ 575,773 $ Ongoing* One-time* Operating Supplies 411,251 Repairs/Maintenance 5,515 Communications/Transportation 204 Other Charges/Services 2,224 Machinery/Equipment 22,364 Total Cost Center - 2260 $ 1,017,332 $ General Fund $ 1,017,332 $ 2012-13 Adopted Budget 2012-13 Adjusted Budget 407,410 $ 407,410 399,688 7,500 500 5,985 84,000 905,083 $ 905,083 $ 2012-13 Estimated Expenditures 427,471 $ 413,180 14,291 399,782 7,500 500 5,985 84,000 925,238 $ 925,238 $ 2013-14 Adopted Budget 433,811 $ 419,520 14,291 398,341 7,500 500 5,960 84,000 930,112 $ 930,112 $ % Change Adopted To Adopted 430,653 430,653 399,616 5,000 500 6,000 50,700 892,469 892,469 5.71% 5.71% N/A -0.02% -33.33% 0.00% 0.25% -39.64% -1.39% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title Administrative Specialist Fire Battalion Chief Fire Mechanic Fire Support Services Technician Senior Fire Mechanic Total 2009-10 Revised 1 1 2 1 1 6 2010-11 Revised 1 1 2 1 1 6 2011-12 Revised 1 1 2 1 1 6 2012-13 Adopted 0 1 2 0 1 4 2012-13 Revised 0 1 2 0 1 4 2013-14 Adopted 0 1 2 0 1 4 Significant Budget and Staffing Changes Fiscal Year 2013-14 reflects the addition of one-time funding for equipment to be used for the All Hazard Response Unit. 260 City of Chandler 2013-14 Adopted Budget Fire Department Fleet Services 1270 Division: Cost Center: 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. 2013-14 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. Supports Priority Based Budgeting Goal(s): Good Governance 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 2010-11 Actual Accidents attributed to equipment failure 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 0 0 0 0 0 Replace City-owned vehicles at set criteria 17 (1) 30 83 48 72 Preventive maintenance compliance rate 86% 92% 85% 87% 89% (1) Moratorium on purchase of vehicles except essential replacement. Goal: Maintain compliance with federal and state mandates with regards to safety and environment. Supports Priority Based Budgeting Goal(s): Good Governance 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 Service Rating Results: Excellent Above average Average Poor Work orders Factory warranty (2) 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected N/A(2) N/A(2) N/A(2) N/A(2) 5,851 N/A(2) N/A(2) N/A(2) N/A(2) 7,938 55% 43% 1% 0% 6,200 58% 41% 1% 0% 8,100 60% 39% 1% 0% 8,000 286 97 200 60 68 Due to the transition of Fleet to the Fire Department the survey results were not adequately maintained during Fiscal Year 2011-12. * 2012-13 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 2013-14 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 Other Charges/Services Machinery/Equipment Street Improvements Capital Replacement Total Cost Center - 1270 General Fund 2011-12 Actual Expenditures $ 938,162 $ 339 35,828 866 1,131 1,634 29,625 48 61,761 $ 1,069,393 $ $ 1,069,393 $ 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget 826,834 $ 895,170 $ 900,960 $ 826,834 831,139 836,929 64,031 64,031 32,761 32,912 32,901 30,000 30,000 30,000 43,884 43,884 43,884 933,479 $ 1,001,966 $ 1,007,745 $ 933,479 $ 1,001,966 $ 1,007,745 $ 857,901 857,901 32,761 30,000 43,884 964,546 964,546 % Change Adopted To Adopted 3.76% 3.76% N/A N/A 0.00% N/A N/A N/A 0.00% N/A 0.00% 3.33% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title Administrative Specialist Fleet Equipment Service Writer Fleet Inventory Specialist Fleet Services Manager Fleet Services Supervisor Fleet Technician Lead Fleet Technician Senior Fleet Technician Service Equipment Worker Total 2009-10 Revised 1 0 1 1 1 9 0 0 1 14 2010-11 Revised 1 1 1 1 0 0 2 6 1 13 2011-12 Revised 1 1 1 1 0 0 2 5 1 12 Significant Budget and Staffing Changes There are no significant budget or staffing changes for Fiscal Year 2013-14. 262 2012-13 Adopted 1 1 1 0 0 0 2 5 1 11 2012-13 Revised 1 1 1 0 0 0 2 5 1 11 2013-14 Adopted 1 1 1 0 0 0 2 5 1 11 Activities and Functions Carried Out by Departments/Divisions Accomplishments Goals, Objectives and Performance Measurements Budget Summary Personnel Partnerships between the City of Chandler, Arizona State University/Tech Shop and the University of Arizona are creating a cluster effect of innovative and technology-driven companies in the Downtown. Downtown Chandler, the heart of the City, is emerging as a vibrant destination location. Management Services 9-Contents City of Chandler 2013-14 Adopted Budget Management Services City Manager Management Services Administration Budget Purchasing Accounting Central Supply Utility Services Tax & License Environmental Management 263 City of Chandler 2013-14 Adopted Budget Management Services The table below depicts the breakdown by division for the Fiscal Year (FY) 2013-14 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 2011-12 Actual Expenditures Expenditures by Cost Center 2012-13 Adopted Budget Management Services Admin $ 704,842 $ Budget 542,152 Purchasing 483,174 Central Supply 370,742 Accounting 1,227,212 Tax and License 1,629,259 Utility Services 834,121 (1) Risk Management 1,480,516 Risk Management Liabilities (1) 2,495,909 Environmental Management 504,164 Environmental Management Liabilities 16,345 Total w/o Non-Departmental $ 10,288,436 $ Non-Departmental (2) Non-Departmental Capital (2) 605,920 $ 632,431 617,544 371,231 1,471,875 1,797,011 1,332,341 466,584 473,200 7,768,137 $ Staffing by Cost Center Management Services Admin Budget Purchasing Central Supply Accounting Tax and License Utility Services Risk Management Environmental Management Total (2) (3) 623,127 $ 658,371 579,207 382,304 1,579,307 1,885,213 1,389,868 62,399 515,230 404,000 8,079,026 $ 2013-14 Adopted Budget 538,203 663,976 656,135 376,081 1,473,200 1,888,308 1,313,452 482,209 473,200 7,864,764 % Change Adopted to Adopted -11.18% 4.99% 6.25% 1.31% 0.09% 5.08% -1.42% N/A N/A 3.35% 0.00% 1.24% $ 25,484,230 $ 96,617,663 $ 25,311,949 $ 113,959,969 7,519,519 17,296,942 9,603,752 13,493,080 Expenditures by Category Personnel & Benefits Total Personnel $ 6,026,397 $ Ongoing (3) (3) One-time Operating & Maintenance 4,262,039 Total w/o Non-Departmental $ 10,288,436 $ (1) 2012-13 Estimated Expenditures 2011-12 Revised 4.300 5.350 7.500 4.500 15.350 21.000 11.000 4.000 3.500 76.500 6,261,620 $ 6,261,620 1,506,517 7,768,137 $ 2012-13 Adopted 4.000 6.000 7.000 5.000 16.000 21.000 11.000 0.000 3.500 73.500 6,467,417 $ 6,202,431 264,986 1,611,609 8,079,026 $ 2012-13 Revised 4.000 6.000 7.000 5.000 16.000 21.000 11.000 0.000 3.500 73.500 6,404,567 6,404,567 1,460,197 7,864,764 2.28% N/A -3.07% 1.24% % Change 2013-14 Adopted to Adopted Adopted 4.000 0.00% 6.000 0.00% 7.000 0.00% 5.000 0.00% 16.000 0.00% 21.000 0.00% 11.000 0.00% 0.000 N/A 3.500 0.00% 73.500 0.00% Risk Management division is split with the risk program transferring to the Law Department and the workers compensation and safety programs transferring to the Human Resources Division within City Manager Department effective July 1, 2012. Non-departmental includes contingencies & reserves of $67,354,618 in FY 2012-13 and $93,918,827 in FY 2013-14. Ongoing and One-time Personnel Services detail not availab le for FY 2011-12 Actual Expenditures. 264 City of Chandler 2013-14 Adopted Budget Management Services 2012-13 Management Services Accomplishments  Awarded 30th consecutive Certificate of Achievement for Excellence in Financial Reporting and 25th consecutive Distinguished Budget Presentation Award from the Government Finance Officers’ Association.  Maintained AAA General Obligation Bond credit ratings with stable out looks from all three rating agencies.  Initiated an electronic payment processing portal project to expand electronic payment options for citizens, across all departments and for all City services in partnership with Information Technology and Law.  Continued to enhance citizen involvement in the budget process by conducting a Citizen Budget Survey that resulted in over 700 responses on key budget priorities for Fiscal Year (FY) 2013-14, and conducted “Budget Connect,” a virtual city-wide budget forum through the internet and social media.  Completed a comprehensive revision of the City Code relating to the System Development Fee process as required by new state laws in partnership with the Transportation & Development and Law Departments.  th Awarded 9 consecutive Achievement of Excellence in Procurement Award from the National Procurement Institute, and 8th consecutive Excellence in Achievement Agency Certification Award from the National Institute of Governmental Purchasing.  Received rebates in excess of $190,000 from the Purchasing Card Program, Office Max, and Home Depot.  Implemented a Local Business Consideration policy establishing procurement evaluation guidelines that support Chandler businesses.  Continued the Rental Tax Recovery Program that has brought over 800 unlicensed properties into compliance and collected an additional $620,000 in tax revenue during FY 2012-13.  License Inspector brought more than 750 unlicensed businesses into compliance with the City Tax Code, recovered $70,000 in back license fees, and realized an increase of $700,000 in ongoing tax revenue.  Redesigned the Tax and License website to provide user friendly access to the Licensing, Audit, and Collection processes, timelines and requirements.  Provided 24 Taxpayer Education Classes with more than 125 taxpayers, covering the Contracting classification and the Retail/Other Tax classification.  Obtained over $23,000 from the sale of surplus property and scrap material, and donated $1,800 in miscellaneous office items not required for City operations to Treasures for Teachers.  Conducted 12 environmental audits of City facilities resulting in corrective measures to enhance compliance with environmental regulations, and completed asbestos assessments of 461 City owned facilities to establish baseline presence of asbestos containing materials.  Responded to 15 hazardous materials incidents and corrective action was taken as required by the nature of the incident.  Implementing a new Utility Billing System creating greater functionality and efficiencies for staff and customers in partnership with Information Technology and Municipal Utilities. 265 City of Chandler 2013-14 Adopted Budget Management Services A dministration serves the Management Services Department and provides finance and debt management, financial systems 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, and Environmental Management. Administration 1180 Division: Cost Center: 2013-14 Performance Measurements Goal: Ensure long-term financial stability for the City. Supports Priority Based Budgeting Goal(s): Good Governance; Sustainable Economic Health 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 Percentage of rate and system development fee studies completed on schedule (1) (2) 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected Aaa AAA AAA Aaa AAA AAA Aaa AAA AAA Aaa AAA AAA Aaa AAA AAA N/A(1) N/A(1) 100% 100% N/A(2) State moratorium set on system development fees through Fiscal Year (FY) 2011-12, so no study completed and it has been determined that rate and system development fee studies will now occur every other year. Measure being discontinued effective FY 2013-14. * 2012-13 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 2013-14 Adopted Budget Management Services    Administration – 1180    Goal:(1) Provide technical/functional system analyst support to users of the City’s finance and human resource enterprise wide Oracle and Budget systems, Tax and License system, and Utility Billing system. Supports Priority Based Budgeting Goal(s): Good Governance Objectives:(1) ♦ Analysis and timely resolution of system problems, business processes, and procedures. ♦ Collaborate with users and Information Technology teams to address needs. ♦ Coordinate and execute the testing of new applications, releases, and enhancements. ♦ Assist with training of users on new practices, policies, and procedures. ♦ Work closely with vendors using existing maintenance agreements to support department applications. Measures(1) Maintain all citywide financial applications at actively supported versions of vendor software (1) 2010-11 Actual 2011-12 Actual N/A New goal, objective, and measurement beginning Fiscal Year 2012-13. * 2012-13 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. 267 N/A 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 100% 100% 100% City of Chandler 2013-14 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 2011-12 Actual Expenditures $ $ $ 635,319 $ 55,947 2,036 1,339 6,532 3,669 704,842 $ 704,842 $ 2012-13 Adjusted Budget 2012-13 Adopted Budget 591,905 $ 591,905 300 4,810 1,000 4,730 3,175 605,920 $ 605,920 $ 2012-13 Estimated Expenditures 573,082 $ 565,948 7,134 84,703 4,810 1,098 4,730 3,325 671,748 $ 671,748 $ 2013-14 Adopted Budget 530,034 $ 522,900 7,134 84,703 1,530 1,200 3,330 2,300 30 623,127 $ 623,127 $ 524,608 524,608 300 4,580 1,200 4,490 3,025 538,203 538,203 % Change Adopted To Adopted -11.37% -11.37% N/A 0.00% -4.78% 20.00% -5.07% -4.72% N/A -11.18% * Ongoing and One-time Personnel Services detail not available for FY 2011-12 Actual Expenditures. Authorized Positions Position Title Assistant Director for Finance Financial Systems Supervisor Management Services Director Senior Executive Assistant Senior Financial Analyst Systems Analyst Total 2009-10 Revised 1 1 1 1 0.3 1 5.3 2010-11 Revised 1 1 1 1 0.3 1 5.3 2011-12 Revised 0 1 1 1 0.3 1 4.3 2012-13 Adopted 0 1 1 1 0 1 4 2012-13 Revised 0 1 1 1 0 1 4 2013-14 Adopted 0 1 1 1 0 1 4 Significant Budget and Staffing Changes Fiscal Year 2013-14 reflects the shift of Personnel Services temporary funding to fund the rental program and renewal season temporaries in cost center 1240, Tax and License, and reclassification of positions within multiple Management Services cost centers. 268 City of Chandler 2013-14 Adopted Budget Management Services T he 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 (CIP). The Budget Division is also responsible for development of long-range financial forecasts, regular financial reports, and providing assistance for all grant activities throughout the City. Budget 1195 Division: Cost Center: 2013-14 Performance Measurements Goal: Prepare and monitor operating and capital budgets to comply with financial policies and legal requirements, while working with departments to ensure the reliability and accuracy of information. Supports Priority Based Budgeting Goal(s): Good Governance; Sustainable Economic Health Objectives: ♦ 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 to improve the Budget document and qualify for Government Finance Officers Association Distinguished Budget Presentation Award. ♦ Monitor expenditures and identify potential problems as well as deviations from approved spending plans. ♦ Provide citywide budget support services to all departments. ♦ Work with departments to continuously enhance and improve the budget process. Measures Compliance with state budget laws Adopt ten-year Capital Improvement Program and Budget prior to June 15th Consecutive years for Distinguished Budget Presentation Award Budget user satisfaction rating on budget process of satisfactory/excellent(2) 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 100% 100% 100% 100% 100% 6/24/10(1) 6/9/11 6/14/12 6/14/12 6/13/13 23 24 25 25 26 98% 99% 98% 100% 98% (1) Budget adoption date was moved back to facilitate presentation of and discussion regarding alternative budgetary options for Fiscal Year (FY) 2010-11. (2) Survey changed from “budget liaisons” to “budget users” in FY 2011-12. * 2012-13 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 2013-14 Adopted Budget Management Services    Budget – 1195    Goal: To provide City Council with regular financial updates and provide public access to financial information, ensuring transparency and maintaining compliance with state requirements. Supports Priority Based Budgeting Goal(s): Good Governance Objectives: ♦ Provide City Council and executive leadership with regular updates of City revenues and expenditures. ♦ Provide accessible information to citizens and other agencies regarding the City’s economic condition. Measures Maintain full compliance with all state required laws regarding public access to financial documents(1) Provide information on the City’s budget through CityScope Newsletter and internet Provide monthly financial analysis to City Council and make available on www.chandleraz.gov within the following month for August through May(2)(3) Provide quarterly financial analysis to City Council and make available on www.chandleraz.gov within the following two months for the first three quarters of the fiscal year(2)(3) (1) (2) (3) 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected N/A Yes Yes Yes Yes Yes Yes Yes Yes Yes 11 11 10 10 10 3 2 3 3 3 New measure beginning Fiscal Year (FY) 2011-12. Measures were combined as one during FY 2011-12. They have been separated and the descriptions have been expanded to include availability of financial reports on the internet. Reports for the fourth quarter and the months of June and July typically require an extended period of time for completion due to the personnel resources needed to complete activities related to the end of fiscal year close. * 2012-13 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. 270 City of Chandler 2013-14 Adopted Budget Management Services    Budget – 1195    Budget Summary 2011-12 Actual Expenditures Description Personnel Services Total Personnel $ Ongoing* One-time* Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Contingencies/Reserves Total Cost Center - 1195 $ General Fund $ 2012-13 Adopted Budget 534,328 $ 4,720 1,005 533 1,567 542,152 $ 542,152 $ 2012-13 Adjusted Budget 622,182 $ 622,182 6,650 500 580 2,030 489 632,431 $ 632,431 $ 2012-13 Estimated Expenditures 646,757 $ 636,061 10,696 6,650 965 580 2,030 489 657,471 $ 657,471 $ 2013-14 Adopted Budget 649,621 $ 638,925 10,696 5,350 1,100 750 1,550 658,371 $ 658,371 $ % Change Adopted To Adopted 653,817 653,817 5,950 1,200 620 2,180 209 663,976 663,976 5.08% 5.08% N/A -10.53% 140.00% 6.90% 7.39% -57.26% 4.99% * Ongoing and One-time Personnel Services detail not available for FY 2011-12 Actual Expenditures. Authorized Positions Position Title Budget Management Assistant Budget Manager Financial Analyst Senior Budget and Research Analyst Senior Financial Analyst Total 2009-10 Revised 1 1 1 2 0.35 5.35 2010-11 Revised 1 1 1 2 0.35 5.35 2011-12 Revised 1 1 1 2 0.35 5.35 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2013-14. 271 2012-13 Adopted 1 1 1 2 1 6 2012-13 Revised 1 1 1 2 1 6 2013-14 Adopted 1 1 1 2 1 6 City of Chandler 2013-14 Adopted Budget Management Services 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. Purchasing 1220 Division: Cost Center: 2013-14 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. Supports Priority Based Budgeting Goal(s): Sustainable Economic Health; Good Governance 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) ♦ Maximize purchasing card rebates through employee cards and e-payables. Measures Customer survey results of excellent/good Routine purchase orders processed Vendor survey results of excellent/good Obtain National Institute Government Purchasing “Excellence in Achievement” award Obtain Universal Public Purchasing Certification Council “100% Certification” achievement Purchasing card transactions Purchasing card rebate (1) 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 99% 99% 99% 99% 99% 2,887 2,828 2,500 2,992 2,850 90% 90% 90% 90% 90% Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes 21,345 22,473 22,650 23,000 24,000 $168,437 $193,367(1) $198,000 $181,323 $185,000 The Fiscal Year 2011-12 actuals included rebates from Home Depot and Office Max plus purchasing cards. *2012-13 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 City of Chandler 2013-14 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 Total Cost Center - 1220 $ General Fund $ 2012-13 Adjusted Budget 2012-13 Adopted Budget 2011-12 Actual Expenditures 474,123 $ 2,475 666 1,314 4,596 483,174 $ 483,174 $ 607,917 $ 607,917 3,400 800 1,500 3,927 617,544 $ 617,544 $ 2012-13 Estimated Expenditures 634,267 $ 614,288 19,979 3,400 834 1,500 3,927 643,928 $ 643,928 $ 2013-14 Adopted Budget 571,925 $ 551,946 19,979 2,100 834 1,648 2,700 579,207 $ 579,207 $ % Change Adopted To Adopted 646,508 646,508 3,100 800 1,500 4,227 656,135 656,135 6.35% 6.35% N/A -8.82% 0.00% 0.00% 7.64% 6.25% * Ongoing and One-time Personnel Services detail not available for FY 2011-12 Actual Expenditures. Authorized Positions Position Title Information Support Specialist II Procurement Officer Purchasing & Material Manager Purchasing & Material Supervisor Purchasing Clerk Purchasing Specialist Total 2009-10 Revised 0 4 0.5 1 1 1 7.5 2010-11 Revised 0 4 0.5 1 1 1 7.5 2011-12 Revised 0 4 0.5 1 1 1 7.5 2012-13 Adopted 0 4 0.75 0.25 1 1 7 2012-13 Revised 1 4 0.75 0.25 1 0 7 2013-14 Adopted 1 4 0.75 0.25 1 0 7 Significant Budget and Staffing Changes During Fiscal Year 2012-13, one Purchasing Specialist position was reclassified to an Information Support Specialist II. 273 City of Chandler 2013-14 Adopted Budget Management Services 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. Division: Cost Center: Central Supply 1225 2013-14 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. Supports Priority Based Budgeting Goal(s): Good Governance Objectives: ♦ Maintain an inventory turnover ratio of 2.5 or greater. ♦ Maintain an inventory accuracy rate of 97% or greater. ♦ Provide material delivery service in no less than 2 days per week to City departments. 2012-13 2010-11 2011-12 2012-13 Year End Measures Actual Actual Projected Estimate * 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 (1) 2013-14 Projected $933,658 $1,002,780 $1,100,000 $1,009,000 $1,010,000 99% 99% 99% 99% 99% 15,506 14,804 15,000 13,8000 15,000 (1) 2.00(1) 2.22 2.70 2.50 2.01 2 days 2 days 2 days 2 days 2 days 7,554 7,624 7,600 7,400 7,400 Turnover for Fiscal Year (FY) 2012-13 is lower due to slow moving items stocked in inventory. Central Supply is working with departments to remove or reduce slow moving items from inventory in FY 2013-14. * 2012-13 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. 274 City of Chandler 2013-14 Adopted Budget Management Services    Central Supply – 1225    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. Supports Priority Based Budgeting Goal(s): Good Governance Objectives: ♦ Obtain $20,000 or more in revenue from the sale of surplus (non-vehicle), obsolete and scrap material.(1) ♦ Pick-up departmental surplus property within four working days. 2012-13 2010-11 2011-12 2012-13 Year End 2013-14 Measures Actual Actual Projected Estimate * Projected Revenue collected Surplus property picked-up within four working days (1) $50,070 $18,565(1) $11,000 $22,000 $22,000 90% 90% 90% 90% 90% Beginning Fiscal Year 2011-12, objective and measurement no longer includes revenue collected from sale of vehicles. 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. Supports Priority Based Budgeting Goal(s): Good Governance 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 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 140 544 500 350 350 95% 95% 95% 95% 95% * 2012-13 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 275 City of Chandler 2013-14 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 $ 2012-13 Adjusted Budget 2012-13 Adopted Budget 2011-12 Actual Expenditures 352,701 $ 8,885 738 497 449 7,472 370,742 $ 370,742 $ 356,359 $ 356,359 7,363 1,150 550 500 5,309 371,231 $ 371,231 $ 2012-13 Estimated Expenditures 386,049 $ 359,888 26,161 7,363 1,150 550 500 5,309 400,921 $ 400,921 $ 2013-14 Adopted Budget 368,435 $ 342,274 26,161 6,472 1,150 450 488 5,309 382,304 $ 382,304 $ % Change Adopted To Adopted 361,209 361,209 7,363 1,150 550 500 5,309 376,081 376,081 1.36% 1.36% N/A 0.00% 0.00% 0.00% 0.00% 0.00% 1.31% * Ongoing and One-time Personnel Services detail not available for FY 2011-12 Actual Expenditures. Authorized Positions Position Title Administrative Support II Lead Supply Specialist Purchasing & Material Manager Purchasing & Material Supervisor Supply Worker Total 2009-10 Revised 1 1 0.5 0 2 4.5 2010-11 Revised 1 1 0.5 0 2 4.5 2011-12 Revised 1 1 0.5 0 2 4.5 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2013-14. 276 2012-13 Adopted 1 1 0.25 0.75 2 5 2012-13 Revised 1 1 0.25 0.75 2 5 2013-14 Adopted 1 1 0.25 0.75 2 5 City of Chandler 2013-14 Adopted Budget Management Services 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. Accounting 1230 Division: Cost Center: 2013-14 Performance Measurements Goal: Effectively perform accounts payable, payroll, and other accounting functions for City departments. Supports Priority Based Budgeting Goal(s): Good Governance; Sustainable Economic Health Objective: ♦ Process City payroll, accounts payable vendor payments, and special assessment billings accurately and in a timely manner. 2010-11 Actual 16,284 2011-12 Actual 15,928 2012-13 Projected 15,200 2012-13 Year End Estimate * 16,000 2013-14 Projected 16,000 Payroll payments processed 48,566 47,787 47,500 47,500 47,500 Accounts payable accuracy(1) 99% 99% 99% N/A N/A 7 7 7 N/A N/A Measures Accounts payable payments processed Average days to process (1) (1) Measure no longer being used effective Fiscal Year (FY) 2012-13. Goal: Coordinate the annual financial statement audit and prepare the Comprehensive Annual Financial Report (CAFR). Supports Priority Based Budgeting Goal(s): Good Governance Objectives: ♦ Continue to comply with the Government Finance Officers Association’s (GFOA) Certificate of Achievement for Excellence in Financial Reporting program by obtaining annual award. ♦ Complete the annual financial statement audit by October 31st and release the CAFR by November 30th. Measures Consecutive years for GFOA Certificate of Achievement for Excellence in Financial Reporting award Audit completion date Financial report completion date (2) (3) 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 30 31 32 32 33 01/28/12 (2) 12/21/12 (3) 10/31/13 10/31/13 10/31/14 01/30/12 (2) 12/28/12 (3) 11/30/13 11/30/13 11/30/14 FY 2010-11 audit completion and financial report completion delayed due to Oracle Financial System Upgrade. FY 2011-12 audit completion and financial report completion delayed due to change in personnel and training. * 2012-13 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. 277 City of Chandler 2013-14 Adopted Budget Management Services    Accounting – 1230    Goal: Maintain adequate internal controls and adhere to generally accepted accounting principles. Supports Priority Based Budgeting Goal(s): Good Governance 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 2010-11 Actual In Compliance 2011-12 Actual In Compliance * 2012-13 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. 278 2012-13 Projected In Compliance 2012-13 Year End Estimate * In Compliance 2013-14 Projected In Compliance City of Chandler 2013-14 Adopted Budget Management Services    Accounting – 1230    Budget Summary 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Estimated Expenditures 2012-13 Adjusted Budget 2013-14 Adopted Budget Description Personnel Services Total Personnel $ 1,130,671 $ 1,306,242 $ 1,395,699 $ 1,407,674 $ 1,354,907 Ongoing* 1,306,242 1,336,242 1,348,217 1,354,907 One-time* 59,457 59,457 Professional/Contract 83,097 144,582 144,582 147,582 93,082 Operating Supplies 5,221 10,800 10,800 11,900 11,900 Repairs/Maintenance 1,125 1,100 1,211 1,480 1,480 Communications/Transportation 4,336 3,041 3,041 4,061 3,821 Other Charges/Services 2,762 6,110 6,110 6,610 8,010 Total Cost Center - 1230 $ 1,227,212 $ 1,471,875 $ 1,561,443 $ 1,579,307 $ 1,473,200 General Fund $ 1,103,272 $ 1,335,244 $ 1,416,963 $ 1,428,026 $ 1,316,660 Special Assessment Fund 83,600 95,617 93,279 93,279 71,105 Workers Comp Self Insurance Fund 10,033 10,033 37,467 Medical Self Insurance Trust Fund 40,340 41,014 41,168 47,969 47,968 Grand Total $ 1,227,212 $ 1,471,875 $ 1,561,443 $ 1,579,307 $ 1,473,200 % Change Adopted To Adopted 3.73% 3.73% N/A -35.62% 10.19% 34.55% 25.65% 31.10% 0.09% * Ongoing and One-time Personnel Services detail not available for FY 2011-12 Actual Expenditures. Authorized Positions Position Title Accounting Manager Accounting Specialist Accounting Supervisor Executive Assistant Financial Services Analyst Payroll Specialist Senior Accountant Senior Accounting Specialist Senior Financial Analyst Senior Financial Reporting Analyst Total 2009-10 Revised 1 5 0 1 0 2 3 3 0.35 1 16.35 2010-11 Revised 1 5 0 1 0 2 3 2 0.35 1 15.35 2011-12 Revised 1 5 1 1 0 2 2 2 0.35 1 15.35 2012-13 Adopted 1 5 1 1 1 2 2 2 0 1 16 2012-13 Revised 1 5 1 1 1 2 2 2 0 1 16 2013-14 Adopted 1 5 1 1 1 2 2 2 0 1 16 Significant Budget and Staffing Changes Fiscal Year (FY) 2013-14 reflects an ongoing increase to Professional/Contract for annual audits of the Workers Compensation Self Insurance Trust and the Medical Self Insurance Trust as well as a reduction of the FY 201213 one-time allocations for completion of a physical inventory of City assets and the other post-employment benefit (OPEB) actuary report. Ongoing funding is included in Other Services/Charges for banking fees associated with the Workers Compensation Self Insurance Trust and the Medical Self Insurance Trust. 279 City of Chandler 2013-14 Adopted Budget Management Services 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. Tax and License 1240 Division: Cost Center: 2013-14 Performance Measurements Goal: To administer the City’s Code 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. Supports Priority Based Budgeting Goal(s): Good Governance; Sustainable Economic Health Objectives: ♦ Process tax returns and license applications in accordance with code requirements and established performance standards. ♦ Maintain a high level of customer satisfaction through the continuous enhancement of business processes and technology. ♦ Promote the use of e~Tax to increase the electronic filing of tax and license transactions. ♦ Promote voluntary compliance through taxpayer education, compliance audits, and timely collections. Measures Process 100% of tax returns, license applications, and payments on time Process regulatory license applications timely per code requirements 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 (at least one return not filed) to <20% of total accounts (1) 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 93% 93% 95% 95%(1) 95%(1) 100% 100% 100% 100% 100% 6 5 5 5 5 22% 27.5% 5% 18.6% 5% 24 24 24 24 24 0.64% 0.62% 0.58% 0.75%(1) 0.75%(1) 20% 21% 20% 20% 20% 2010-11 Actual Measure fell short of goal due to increasing number of total accounts. * 2012-13 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. 280 City of Chandler 2013-14 Adopted Budget Management Services    Tax and License - 1240    Budget Summary 2011-12 Actual Expenditures 2012-13 Adjusted Budget 2012-13 Adopted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget Description Personnel Services Total Personnel $ 1,442,493 $ 1,599,666 $ 1,727,996 $ 1,688,493 $ 1,681,962 Ongoing* 1,599,666 1,648,986 1,609,483 1,681,962 One-time* 79,010 79,010 Professional/Contract 6,325 6,900 5,750 5,750 4,700 Operating Supplies 37,037 39,404 39,544 38,642 37,456 Repairs/Maintenance 122,585 129,079 129,216 129,220 141,558 Communications/Transportation 7,543 9,982 9,982 9,978 9,502 Other Charges/Services 11,707 11,980 13,130 13,130 13,130 Machinery/Equipment 939 Capital Replacement 630 Total Cost Center - 1240 $ 1,629,259 $ 1,797,011 $ 1,925,618 $ 1,885,213 $ 1,888,308 General Fund $ 1,629,259 $ 1,797,011 $ 1,925,618 $ 1,885,213 $ 1,888,308 % Change Adopted To Adopted 5.14% 5.14% N/A -31.88% -4.94% 9.67% -4.81% 9.60% N/A N/A 5.08% * Ongoing and One-time Personnel Services detail not available for FY 2011-12 Actual Expenditures. Authorized Positions Position Title Administrative Specialist Customer Service Supervisor Lead Tax Auditor License Inspector Revenue and Tax Manager Revenue Collections Supervisor Revenue Collector Senior Management Assistant Senior Tax Auditor Systems Analyst Tax and License Manager Tax & License Representative Tax & License Specialist Tax Audit Supervisor Total 2009-10 Revised 1 1 1 1 0 0 2 1 4 0.5 1 6 1 1 20.5 2010-11 Revised 0 2 1 1 0 0 2 1 4 0.5 1 7 0 0 19.5 2011-12 Revised 1 1 1 1 0.5 1 2 1 4 0.5 0 7 0 1 21 2012-13 Adopted 1 1 1 1 0.5 1 2 1 4 0.5 0 7 0 1 21 2012-13 Revised 1 1 1 1 0.5 1 2 1 4 0.5 0 6 1 1 21 2013-14 Adopted 1 1 1 1 0.5 1 2 1 4 0.5 0 6 1 1 21 Significant Budget and Staffing Changes During Fiscal Year (FY) 2012-13, one Tax & License Representative position was reclassified to a Tax & License Specialist. FY 2013-14 reflects the shift of Personnel Services temporary funding from cost center 1180, Management Services Administration, to fund temporary staffing for the rental program and license renewal season. An ongoing increase to Repairs/Maintenance is included for support of the Tax Mantra Software. A reduction of the FY 2012-13 one-time allocation for copier replacement is reflected in Operating Supplies. 281 City of Chandler 2013-14 Adopted Budget Management Services 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. Utility Services 1245 Division: Cost Center: 2013-14 Performance Measurements Goal: Fairly and accurately, provide information and services to Chandler utility customers with a high level of customer satisfaction. Supports Priority Based Budgeting Goal(s): Good Governance Objectives: ♦ Provide efficient and friendly services to existing customers and new residents and businesses 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 Issue 100% of utility bills within three days of meter reading Process all payments on day received(1) Process payments with an accuracy rate of 100%(1) Write-off <0.5% of total revenue Increase volume of electronic transactions by 5%(2) Reduce 90 day aging dollar amount by 20%(2) (1) (2) 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 100% 100% 100% 100% 100% 99.8% 99.5% 99.98% 99.99% 100% 99.5% 100% 100% 100% N/A 99.9% 0.63% 100% 0.5% 100% 0.55% 100% 0.5% N/A 0.5% N/A N/A N/A N/A N/A N/A N/A N/A 5% 20% 2010-11 Actual Measure no longer being used effective Fiscal Year (FY) 2013-14. New measure beginning FY 2013-14. * 2012-13 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. 282 City of Chandler 2013-14 Adopted Budget Management Services    Utility Services – 1245    Budget Summary 2011-12 Actual Expenditures 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 - 1245 $ General Fund $ 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget % Change Adopted To Adopted 707,432 $ 795,210 $ 863,465 $ 852,737 $ 783,792 795,210 809,357 798,629 783,792 54,108 54,108 1,093 1,000 1,000 1,000 1,000 70,954 62,224 62,224 64,786 69,210 17,493 110,116 110,116 110,500 110,500 2,257 315,350 315,350 313,350 309,950 34,893 41,000 41,000 40,054 39,000 7,441 7,441 7,441 834,121 $ 1,332,341 $ 1,400,596 $ 1,389,868 $ 1,313,452 834,121 $ 1,332,341 $ 1,400,596 $ 1,389,868 $ 1,313,452 -1.44% -1.44% N/A 0.00% 11.23% 0.35% -1.71% -4.88% -100.00% -1.42% * Ongoing and One-time Personnel Services detail not available for FY 2011-12 Actual Expenditures. Authorized Positions Position Title Administrative Specialist Customer Services Supervisor Lead Utility Billing Representative Revenue and Tax Manager Senior Utility Billing Representative Systems Analyst Utility Billing Representative Utility Meter Technician Utility Meter Technician Supervisor Utility Services Business Manager Total 2009-10 Revised 1 1 0 0 2 0.5 5 8 1 1 19.5 2010-11 Revised 1 1 0 0 1 0.5 6 0 0 1 10.5 2011-12 Revised 1 1 0 0.5 1 0.5 6 0 0 1 11 2012-13 Adopted 1 1 0 0.5 1 0.5 6 0 0 1 11 2012-13 Revised 0 1 1 0.5 1 0.5 6 0 0 1 11 2013-14 Adopted 0 1 1 0.5 1 0.5 6 0 0 1 11 Significant Budget and Staffing Changes During Fiscal Year (FY) 2012-13, one Administrative Specialist position was reclassified to a Lead Utility Billing Representative. FY 2013-14 reflects the reduction of the FY 2012-13 Office Furniture/Equipment one-time allocation for copier replacement. 283 City of Chandler 2013-14 Adopted Budget Management Services T he Risk Management cost center is disbanded effective July 1 2012. The Law Department is responsible for the City’s risk program and the Human Resources Department is responsible for the City’s self-insured workers compensation and safety programs. Division: Cost Center: Risk Management 1260 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 - 1260 Workers Comp Self Insurance Fund Insured Liability Self Insurance Fund Grand Total 2011-12 Actual Expenditures 2012-13 Adopted Budget $ 375,466 $ 141,610 1,437 976 1,234 955,045 3,408 1,265 75 $ 1,480,516 $ $ 544,787 $ 935,729 $ 1,480,516 $ 2012-13 Adjusted Budget - $ - $ - $ - $ 2012-13 Estimated Expenditures - $ - $ - $ - $ 2013-14 Adopted Budget - $ - $ - $ - $ % 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 N/A * Ongoing and One-time Personnel Services detail not available for FY 2011-12 Actual Expenditures. Authorized Positions Position Title Occupational Health Nurse Risk Services Coordinator Risk Management Svcs. Specialist Risk Manager Safety Analyst Senior Risk Claims Examiner Total 2009-10 Revised 1 0 1 1 1 1 5 284 2010-11 Revised 1 0 1 0 1 1 4 2011-12 Revised 1 1 1 0 1 0 4 2012-13 Adopted 0 0 0 0 0 0 0 2012-13 Revised 0 0 0 0 0 0 0 2013-14 Adopted 0 0 0 0 0 0 0 City of Chandler 2013-14 Adopted Budget Management Services Division: Cost Center: T he Risk Management Liabilities cost center is disbanded effective July 1 2012. The Law Department is responsible for the City’s risk program and the Human Resources Department is responsible for the City’s self-insured workers Risk Management Liabilities 1261 compensation and safety programs. Budget Summary Description Professional/Contract Operating Supplies Repairs/Maintenance Insurance/Taxes Street Improvements Total Cost Center - 1261 Workers Comp Self Insurance Fund Insured Liability Self Insurance Fund Grand Total 2011-12 Actual Expenditures $ 391,058 6,775 195,769 1,862,997 39,310 $ 2,495,909 $ 1,522,113 973,796 $ 2,495,909 2012-13 Adopted Budget $ 2012-13 Adjusted Budget - $ - $ - $ - $ $ $ $ 16,377 46,022 62,399 62,399 62,399 2012-13 Estimated Expenditures $ 16,377 46,022 $ 62,399 $ 62,399 $ 62,399 2013-14 Adopted Budget $ $ $ $ - % Change Adopted To Adopted N/A N/A N/A N/A N/A N/A Significant Budget Changes Fiscal Year 2012-13 reflects the spending of purchase orders that carried forward from the prior fiscal year. 285 City of Chandler 2013-14 Adopted Budget Management Services E nvironmental Management provides environmental regulatory compliance oversight of City operations and facilities, and also performs 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. Division: Cost Center: Environmental Management 1265 2013-14 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. Supports Priority Based Budgeting Goal(s): Good Governance; Safe Community; Sustainable Economic Health Objectives: ♦ Monitor and resolve environmental non-compliance issues of City operation. ♦ Evaluate likely cases of non-compliance and develop corrective action plans and educate personnel. 2012-13 2010-11 2011-12 2012-13 Year End 2013-14 Measures Actual Actual Projected Estimate * Projected Environmental evaluations performed (1) 9 22(1) 10 12 15 During Fiscal Year (FY) 2011-12 we experienced an unusual number of regulatory challenges requiring focus of manpower on this activity. Goal: Provide support to City departments performing environmental due diligence for real property acquisitions and dedications. Supports Priority Based Budgeting Goal(s): Good Governance; Safe Community 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 or performed (2) 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 99% 100% 95% 95% 98% 158 60(2) 100(2) 95(2) 100 Slowdown in development has resulted in fewer developer’s investigations being reviewed during FY 2011-12 and FY 2012-13. Manpower has been redirected to assessment of City buildings for asbestos and compliance with regulations related to asbestos. * 2012-13 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 286 City of Chandler 2013-14 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 Other Charges/Services Total Cost Center - 1265 Uninsured Liability Fund 2011-12 Actual Expenditures $ $ $ 2012-13 Adopted Budget 373,865 $ 119,397 4,293 296 3,978 2,335 504,164 $ 504,164 $ 382,139 $ 382,139 55,287 20,375 2,173 3,760 2,850 466,584 $ 466,584 $ 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 398,498 $ 390,057 8,441 102,441 20,935 2,277 3,760 2,850 530,761 $ 530,761 $ 2013-14 Adopted Budget 398,498 $ 390,057 8,441 102,441 7,764 1,977 950 3,600 515,230 $ 515,230 $ % Change Adopted To Adopted 397,764 397,764 54,400 20,725 1,395 4,125 3,800 482,209 482,209 4.09% 4.09% N/A -1.60% 1.72% -35.80% 9.71% 33.33% 3.35% * Ongoing and One-time Personnel Services detail not available for FY 2011-12 Actual Expenditures. Authorized Positions Position Title Administrative Specialist Environmental Program Coord. Environmental Program Manager Environmental Program Specialist Total 2009-10 Revised 0.5 1 1 1 3.5 2010-11 Revised 0.5 1 1 1 3.5 2011-12 Revised 0.5 1 1 1 3.5 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2013-14. 287 2012-13 Adopted 0.5 1 1 1 3.5 2012-13 Revised 0.5 1 1 1 3.5 2013-14 Adopted 0.5 1 1 1 3.5 City of Chandler 2013-14 Adopted Budget Management Services Division: Cost Center: Environmental Management Liabilities 1266 Budget Summary Description Professional/Contract Operating Supplies Total Cost Center - 1266 Uninsured Liability Fund 2012-13 2012-13 2011-12 Adjusted Adopted Actual Budget Budget Expenditures $ 16,345 $ 377,600 $ 478,197 95,600 95,600 $ 16,345 $ 473,200 $ 573,797 $ 16,345 $ 473,200 $ 573,797 2013-14 2012-13 Adopted Estimated Budget Expenditures $ 336,000 $ 377,600 68,000 95,600 $ 404,000 $ 473,200 $ 404,000 $ 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. 288 City of Chandler 2013-14 Adopted Budget Management Services Division: Cost Center: Non-Departmental 1290 Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Insurance/Taxes Rents/Utilities Other Charges/Services Project Support Recharge** Contingencies/Reserves Total Cost Center - 1290 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget % Change Adopted To Adopted $ 165,124 $ 10,827,130 $ 1,278,297 $ 51,285 $ 3,021,100 3,273,130 351,130 51,285 2,021,100 7,554,000 927,167 1,000,000 2,563,607 3,067,600 3,386,647 2,915,995 3,649,500 454 537,800 537,800 533,000 19,969,869 21,028,821 21,028,821 21,390,500 23,382,000 396,390 396,390 200,000 2,785,175 1,367,326 1,410,621 954,169 1,888,622 (13,000) (13,000) 59,405,596 56,917,740 81,285,747 $ 25,484,230 $ 96,617,663 $ 84,943,316 $ 25,311,949 $ 113,959,969 -72.10% -38.25% -86.76% 18.97% -0.89% 11.19% -49.54% 38.13% N/A 36.83% 17.95% * Ongoing and One-time Personnel Services detail not available for FY 2011-12 Actual Expenditures. ** Project Support Recharge reflects staff time spent in direct support of a specific capital project. This staff time is directly charged to the project. Significant Budget Changes Contingency, reserves, and carryforward appropriation for prior year encumbrances are reflected within this cost center. In addition, this cost center reflects Non-Departmental operating costs which are not department specific, but Citywide in nature (i.e. City memberships, legal, consulting, etc.). Capital costs are reflected in cost center 1291, Non-Departmental Capital, clearly distinguishing operating from capital. 289 City of Chandler 2013-14 Adopted Budget Management Services    Non Departmental - 1290    2013-14 Adopted Fund Designation General Fund Police Forfeiture Fund Highway User Revenue Fund (HURF) Local Transportation Assistance Fund Grants Fund HOME Program Fund Community Development Block Grant Fund Public Housing Authority Family Sites Fund Public Housing Authority Elderly and Scattered Site Fund Public Housing Authority Management Fund Housing Authority Section 8 Voucher Fund Capital Fund Program Grant Fund General Government Capital Projects Fund Capital Replacement Fund - Contingency Technology Replacement Fund - Contingency Vehicle Replacement Fund - Contingency Street Bond Fund Storm Sewer GO Bond Fund Arterial Street Impact Fund Park Bond Fund Park System Development Fund Library Impact Fund Art Center Bond Fund Museum Bond Fund Public Building Impact Fees Fund Public Facility Bond Fund Police Impact Fund Fire Impact Fund Special Assessment Fund Water Bond Fund Water System Development Fund Water Resource System Development Fees Fund Water Operating Fund Reclaimed Water System Development Fund Wastewaster Bond Fund Wastewater System Development Fund Wastewater Operating Fund Wastewater Industrial Process Treatment Facilty Fund Solid Waste Operating Fund Solid Waste New Container Fee Fund Airport Operating Fund Workers Compensation Self-Insurance Trust Fund Insured Liability Self-Insurance Fund Uninsured Liability Fund Short Term Disability Self-Insurance Fund Dental Self-Insurance Fund Medical Self-Insurance Trust Fund Library Trust Fund In-house Capital Fund Grand Total 290 $ 31,771,900 190,000 4,426,700 102,400 382,600 70,700 242,700 55,300 33,900 7,000 4,400 101,200 250,000 150,000 608,000 3,500,000 2,000,000 200,000 1,007,400 1,000,000 2,007,875 28,200 85,799 128,728 42,500 25,421 77,100 121,823 800 12,361,298 7,400 34,100 5,631,170 1,515,184 7,982,352 507,400 5,253,127 1,550,267 1,861,225 107,000 12,000 555,700 552,800 81,100 510,000 2,205,000 24,602,900 2,500 5,000 $ 113,959,969 City of Chandler 2013-14 Adopted Budget Management Services Division: Function: Cost Center: Non Departmental Contingencies/Reserves 1290 Budget Summary Description General Fund 12% Contingency General Fund Lump Sum Contingency General Fund Encumbrance Reserve General Fund Council Reserve Special Revenue Funds Contingencies Special Revenue Funds Encumbrance Reserve Enterprise Funds Contingencies Enterprise Funds Encumbrance Reserve System Development Fees Funds Contingencies System Development Fees Funds Encumbrance Reserve Bond Funds Contingencies Bond Funds Encumbrance Reserves Self-Insurance Funds Contingencies Self-Insurance Funds Encumbrance Reserve Other Funds Contingencies Other Funds Encumbrance Reserve Total Contingency for Cost Center - 1290 2012-13 2013-14 Adopted Adopted Budget Budget $ 21,062,700 $ 21,478,200 250,000 3,900,000 5,200,000 5,000 106,000 3,100,000 3,100,000 4,601,145 2,383,100 7,400,000 8,845,067 4,475,000 4,252,700 3,581,549 5,272,607 135,000 76,375 4,426,052 23,783,598 15,000 2,100,000 2,100,000 185,150 177,600 2,650,000 2,650,000 1,769,000 1,610,500 $ 59,405,596 $ 81,285,747 % Change Adopted To Adopted 1.97% N/A 33.33% 2020.00% 0.00% -48.21% 19.53% -4.97% 47.22% -43.43% 437.35% -100.00% 0.00% -4.08% 0.00% -8.96% 36.83% A Contingency/Reserve is a budgetary amount set-aside for emergencies or unforeseen expenditures not otherwise budgeted. The above chart reflects the appropriated Contingency/Reserves. Encumbrance reserves provide carryforward appropriation for potential purchase orders remaining open at the close of a fiscal year to allow them to be paid in the next budget year. General Fund Contingency/Reserve On June 11, 1992, the City Council adopted a General Fund Contingency Reserve Policy, which currently requires a contingency reserve level of 12% of General Fund operating revenues, less transfers in. Under this policy, the City maintains a General Fund contingency sufficient to meet unexpected nonrecurring expenditures and equates to approximately 3 months of operating costs should an emergency arise. Acceptable contingency reserve uses are emergency situations, unexpected one-time opportunities, and appropriation transfers to allow spending in other funds. 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. This amount does not accumulate, but is recalculated annually based on the anticipated General Fund operating revenues excluding transfers in for that fiscal year. Other Contingency/Reserves Reserve Policies exist for various other funds as explained in the Budget Policies, Process and Decisions section. The Fiscal Year 2013-14 Bond Fund Contingencies increase is attributed to the proposed Water and Wastewater bond sales for capital projects to be received in one year but spent down over two fiscal years. This requires a contingency in the first year to balance the bond fund revenues to expenses. 291 City of Chandler 2013-14 Adopted Budget Management Services Division: Cost Center: Non Departmental Capital 1291 Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Contingencies/Reserves Land/Improvements Building/Improvements Machinery/Equipment Office Furniture/Equipment Street Improvements Park Improvements Total Cost Center - 1291 General Fund General Gov't Capital Projects Fund Public Bldg Impact Fund Grand Total 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget $ 2012-13 Estimated Expenditures 2013-14 Adopted Budget 12,029 $ - $ - $ 13,325 $ 13,325 4,556,677 454,204 79,304 81,666 21,669 39,234 667,052 60 965,785 3,657,000 4,012,844 942,365 7,949,022 2,240,000 12,633,080 1,025,958 5,690,920 8,835,859 5,670,920 811,392 5,837,514 2,209,117 600,000 26,549 260,000 25,000 169 $ 7,519,519 $ 17,296,942 $ 21,405,421 $ 9,603,752 $ 13,493,080 $ 6,290,234 $ 11,054,779 $ 11,519,485 $ 6,250,933 $ 6,099,963 1,227,652 6,242,163 9,885,826 3,352,709 7,393,117 1,633 110 110 $ 7,519,519 $ 17,296,942 $ 21,405,421 $ 9,603,752 $ 13,493,080 % Change Adopted To Adopted N/A N/A N/A N/A N/A N/A N/A -100.00% 58.93% -100.00% N/A N/A N/A N/A N/A -21.99% * Ongoing and One-time Personnel Services detail not available for FY 2011-12 Actual Expenditures. Significant Budget Changes The Non-Departmental Capital cost center reflects costs of General Government Capital Projects not tied to a specific Department, those tied to developer agreements, and for departments without a designated capital cost center. Significant budget variances for capital cost centers are primarily attributed to specific project completions for the current year and new projects for the new fiscal year. Further detail for the Contingency/Reserve category is shown on the next page. Additional detail on the capital program is available in the 2014-2023 Capital Improvement Program. 292 City of Chandler 2013-14 Adopted Budget Management Services Division: Function: Cost Center: Non Departmental Capital Contingencies/Reserves 1291 Budget Summary Description General Fund Development Reserve General Fund Encumbrance Reserve General Fund Carryforward Reserve Total Contingency for Cost Center - 1291 General Fund General Gov't Capital Projects Fund Grand Total $ $ $ $ 2012-13 Adopted Budget 2,240,000 414,035 5,294,987 7,949,022 2,588,859 5,360,163 7,949,022 $ $ $ $ 2013-14 Adopted Budget 2,240,000 1,157,880 9,235,200 12,633,080 6,099,963 6,533,117 12,633,080 % Change Adopted To Adopted 0.00% 179.66% 74.41% 58.93% 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. The Contingency/Reserve category reflects Capital Encumbrance carryforward reserves that provide carryforward appropriation for potential purchase orders remaining open at the close of a fiscal year to allow them to be paid in the next budget year. In addition, Unencumbered Capital carryforward reserves are reflected to bring forward unencumbered funds for capital projects approved in prior years by Council. 293 City of Chandler 2013-14 Adopted Budget Management Services Fund: Function: 402 Capital Replacement Equipment Budget Summary Description 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget % Change Adopted To Adopted Machinery/Equipment $ 484,736 $ 1,953,700 $ 2,221,196 $ 1,049,540 $ 1,573,151 -19.48% Total $ 484,736 -19.48% Public Safety - Police $ 470,565 $ 1,937,700 $ 1,937,752 $ T&D - Streets T&D - Street Sweeping Grand Total $ $ 1,953,700 $ 2,221,196 $ 1,049,540 $ 1,573,151 774,440 $ 1,573,151 - - 267,444 261,365 - 14,171 16,000 16,000 13,735 - 484,736 $ 1,953,700 $ 2,221,196 $ 1,049,540 $ 1,573,151 Significant Budget Changes The Capital Replacement Fund allows for the ongoing replacement of operating equipment citywide. Revenues to support this fund are generated through ongoing contributions from departments towards the future replacement costs of their operating equipment (reflected in department cost center budgets under the Capital Replacement category). Each year during the budget process, divisions indicate anticipated replacement items to be purchased and the amount to be included for payment within their budget. An analysis of this fund is in process to evaluate the funds sustainability and determine what the appropriate contribution level needs to be to support future replacement of citywide equipment. Fiscal Year (FY) 2012-13 reflects replacement of police communication equipment, replacement of street equipment, and the grant match for a new street sweeper. FY 2013-14 reflects replacement of police communication equipment. 294 City of Chandler 2013-14 Adopted Budget Management Services Fund: Function: 403 Capital Replacement Technology Budget Summary Description Repairs/Maintenance 2011-12 Actual Expenditures 329,748 $ 2012-13 Adjusted Budget 494,300 $ 2012-13 Estimated Expenditures 506,099 $ 2013-14 Adopted Budget 429,840 $ % Change Adopted To Adopted 520,740 5.35% 715,158 2,956,500 2,984,493 3,010,752 3,366,800 13.88% Total $ 1,044,905 $ 3,450,800 $ 3,490,592 $ 3,440,592 $ 3,887,540 12.66% Computer Replacement Fund $ 1,044,905 $ 3,450,800 $ 3,490,592 $ 3,440,592 $ 3,887,540 Machinery/Equipment $ 2012-13 Adopted Budget Significant Budget Changes During the last several years, the City did not replace PCs in the City while the replacement practice was being reviewed. In Fiscal Year (FY) 2012-13, the City modified the Technology Replacement Policy to not replace PC’s automatically at five years, but to use a PC for at least seven years and then evaluate it for replacement as business needs dictate, as well as other policy changes. Laptops will continue to be evaluated after five years of use to determine if they need to be replaced. IT staff will continue to monitor virtual PC or thin client solutions. As part of the normal replacement cycle during FY 2012-13, the City replaced scheduled portions of the server and network infrastructure. The City’s network security fire wall was replaced this fiscal year as well as a portion of the City’s laptops. The City’s desktop replacement project was postponed because of the Window 7 migration and the desktop application standardization projects taking precedence. During FY 2013-14, the City plans on several major technology replacement projects. This includes regularly scheduled server and core network infrastructure replacements. The most significant replacement project will be replacing the majority of the City’s desktop PCs and upgrading all end user devices to the latest version of the Windows operating system. 295 City of Chandler 2013-14 Adopted Budget Management Services 404 Capital Replacement Vehicles Fund: Function: Budget Summary Description 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget % Change Adopted To Adopted Machinery/Equipment $ 42,926 $ 3,268,389 $ 4,361,642 $ 1,192,635 $ 3,217,154 -1.57% Total $ 42,926 $ 3,268,389 $ 4,361,642 $ 1,192,635 $ 3,217,154 -1.57% General Government - Bldg & Fac $ - $ 33,500 $ 33,500 $ - $ 68,000 General Government - CAPA - 26,600 26,600 - - General Government - Econ Dev - 26,000 26,000 - - Community Services - Parks - 144,900 144,900 - 99,025 Municipal Utilities - Administration - - 23,611 23,610 - Municipal Utilities - Solid Waste - 46,600 46,600 - 23,300 Municipal Utilities - Water - 75,871 91,656 15,785 160,818 Municipal Utilities - Wastewater - 65,600 94,661 30,880 61,200 Public Safety - Fire Public Safety - Police - 1,000,000 1,033,185 33,185 81,300 42,926 1,531,000 2,247,765 814,325 2,599,711 T&D - Capital Projects - - - - 22,700 T&D - Streets - 170,282 170,282 - 56,600 T&D - Traffic Engineering Grand Total $ - 148,036 422,882 274,850 44,500 42,926 $ 3,268,389 $ 4,361,642 $ 1,192,635 $ 3,217,154 Significant Budget Changes The Vehicle Replacement Fund allows for the ongoing replacement of operating fleet vehicles citywide. Revenues to support this fund are generated through ongoing contributions from departments towards the future replacement costs of their operating fleet vehicles (reflected in department cost center budgets under the Capital Replacement category). Each year during the budget process, divisions indicate anticipated items to be purchased and the amount to be included for payment within their budget after extensive discussions with the Fleet Advisory Committee (FAC). The FAC reviews all requests based on miles driven, years of service, repair history and ability for the vehicle to meet service needs over the next one to two years to decide which vehicles will be recommended for replacement. 296 10-Contents Activities and Functions Carried Out by Departments/Divisions Accomplishments Goals, Objectives and Performance Measurements Budget Summary Personnel Municipal Utilities Gangplank is a co-working space in the heart of Downtown Chandler. This incubator space offers entrepreneurs collaborative space and one-on-one meetings with mentors specializing in marketing, financial management, and business planning along with daily networking opportunities with contractors, investors and future staff. Gangplank nurtures small tech companies as they grow. City of Chandler 2013-14 Adopted Budget Municipal Utilities Assistant City Manager Municipal Utilities Administration Water/Wastewater Operations Solid Waste Services Environmental Resources Water Distribution Water Systems Maintenance Wastewater Collection Wastewater Quality Water Treatment Plant San Tan Vista Water Treatment Plant Lone Butte Wastewater Treatment Airport Water Reclamation Facilty Water Quality Meter Services Reverse Osmosis Ocotillo Water Reclamation Facility 297 City of Chandler 2013-14 Adopted Budget Municipal Utilities The table below depicts the breakdown by division for the Fiscal Year (FY) 2013-14 Adopted 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 2011-12 Actual Expenditures Expenditures by Cost Center 2012-13 Adopted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget Municipal Utilities Administration $ 603,364 $ 650,906 $ 632,381 $ 728,301 Solid Waste Services 11,475,615 12,997,779 12,766,944 13,081,502 Water Distribution 3,542,323 4,661,785 4,748,533 4,760,897 Water Capital 7,783,602 40,457,189 9,434,419 34,274,956 Water Treatment Plant 8,661,815 10,930,092 10,781,121 11,392,327 Environmental Resources 1,239,676 1,471,839 1,483,815 1,477,887 Water Quality 1,240,525 1,735,491 1,323,022 1,629,773 Water Systems Maintenance 4,583,997 6,368,786 6,286,314 6,423,769 San Tan Vista Water Treatment Plant 965,656 1,299,500 1,200,000 1,299,500 Meter Services 972,474 1,118,437 1,120,583 1,202,894 Wastewater Collection 1,837,478 2,008,631 2,053,753 2,153,164 Wastewater Capital 20,633,877 235,703,123 56,447,905 185,212,151 Wastewater Reverse Osmosis 1,701,841 2,395,328 3,102,909 9,013,042 Lone Butte Wastewater Treatment 938,797 1,395,473 1,270,777 1,401,480 Wastewater Quality 339,302 583,311 388,508 601,479 Airport Water Reclamation Facility 5,307,709 7,041,526 5,992,362 8,354,039 Ocotillo Water Reclamation 3,413,943 4,118,320 6,081,301 4,118,320 Total $ 75,241,994 $ 334,937,516 $ 125,114,647 $ 287,125,481 Expenditures by Category Personnel & Benefits Total Personnel Ongoing(1) One-time(1) Operating & Maintenance Capital - Major $ 12,609,378 $ 13,926,175 $ 13,648,283 $ 15,082,494 13,926,175 12,858,130 15,082,494 790,153 34,215,138 44,851,029 45,584,040 52,555,880 28,417,479 276,160,312 65,882,324 219,487,107 Total $ 75,241,994 $ 334,937,516 $ 125,114,647 $ 287,125,481 Staffing by Cost Center Municipal Utilities Administration Solid Waste Services Water Distribution Water Treatment Plant Environmental Resources Water Quality Water Systems Maintenance Meter Services Wastewater Collection Wastewater Reverse Osmosis Lone Butte Wastewater Treatment Wastewater Quality Airport Water Reclamation Facility Total (1) 2011-12 Revised 5.000 22.000 28.000 12.500 8.000 12.500 22.000 11.000 10.000 10.000 1.000 4.000 22.000 168.000 2012-13 Adopted 5.000 22.000 28.000 12.500 8.000 12.500 22.000 11.000 10.000 10.000 1.000 4.000 22.000 168.000 2012-13 Revised 5.800 22.000 28.000 12.000 8.000 12.000 22.000 11.000 10.000 10.000 1.000 4.000 22.000 167.800 Ongoing and One-time Personnel Services detail not availab le for 2011-12 Actual Expenditures. 298 % Change Adopted to Adopted 11.89% 0.64% 2.13% -15.28% 4.23% 0.41% -6.09% 0.86% 0.00% 7.55% 7.20% -21.42% 276.28% 0.43% 3.11% 18.64% 0.00% -14.27% 8.30% N/A 17.18% -20.52% -14.27% % Change 2013-14 Adopted to Adopted Adopted 5.800 16.00% 22.000 0.00% 28.000 0.00% 12.000 -4.00% 8.000 0.00% 12.000 -4.00% 22.000 0.00% 11.000 0.00% 10.000 0.00% 15.000 50.00% 1.000 0.00% 4.000 0.00% 24.000 9.09% 174.800 4.05% City of Chandler 2013-14 Adopted Budget Municipal Utilities 2012-13 Municipal Utilities Accomplishments  Launched social media using Facebook with approximately 100 followers and 140 likes; and Twitter with approximately 115 followers, both very active and increasing reach daily. In addition the e-newsletter “ReNews” was developed with a current following of approximately 650 subscribers.  The Household Hazardous Waste Collection facility collected nearly 109,600 pounds of household hazardous waste from residents. The City reused or recycled approximately 70,730 pounds of all household hazardous waste collected.  Made 76 presentations aimed at increasing recycling and waste reduction awareness. Presentations and events facilitated staff’s direct contact with more than 10,200 residents including K-12, college students, homeowners, neighborhoods, church groups, and businesses.  Water Conservation presentations were provided to over 8,979 Chandler school children and 895 adults.  Saved 10,160,000 gallons of water through the Water Conservation Residential Audit Program.  In-house laboratories analyzed more than 21,000 water samples.  Serviced 10,656 fire hydrants.  Supplied 20.3 billion gallons of potable water to customers.  The Reverse Osmosis Facility injected over 300,000,000 gallons of high quality water into the aquifer for future recovery.  Celebrated 15 years without a lost time accident at the Reverse Osmosis Facility.  Delivered reclaimed water to 202 customers for irrigation.  The Airport and Ocotillo Water Reclamation Facilities recharged nearly 1.4 billion gallons of reclaimed water for future recovery or to use as potable water credits.  Treated and reclaimed 9.3 billion gallons of wastewater at the Airport, Lone Butte, and Ocotillo Water Reclamation Facilities; 7.9 billion gallons of which were reused for irrigation.  Delivered 615 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.  Celebrated 11 years without a lost time accident at the Airport Water Reclamation Facility.  Painted 8,004 sewer manholes with insecticide paint for roach control.  Inspected 6,690 manholes for damaged collars and below grade levels.  Partnered with Intel to relocate/refurbish the Ocotillo Brine Reduction Facility.  Partnered with Intel to build a seven MGD expansion at the Airport Water Reclamation Facility.  Partnered with Intel to build a new pump station and force main from the Ocotillo Water Reclamation Facility to the Airport Water Reclamation Facility. 299 City of Chandler 2013-14 Adopted Budget Municipal Utilities Municipal Utilities Administration is charged with providing Municipal Utilities Administration 3050 Division: management direction and support to the three divisions that comprise the Municipal Utilities Department. This is Cost Center: accomplished by working with City staff, elected officials, and the public in planning, developing, constructing, and maintaining water, wastewater, and solid waste public infrastructure. 2013-14 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. Supports Priority Based Budgeting Goal(s): Good Governance 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 (1) 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 521 1,057(1) 350 1,000 1,000 95% 98% 95% 98% 98% 6 11 10 3 8 Fiscal Year (FY) 2011-12 Actual includes all internal and external Lucity customer service requests for the department, which was not included in prior years as well as in FY 2012-13. 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. Supports Priority Based Budgeting Goal(s): Good Governance 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 and civic group meetings 2010-11 Actual 2011-12 Actual 74 54 * 2012-13 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 2012-13 Projected 50 2012-13 Year End Estimate * 40 2013-14 Projected 50 City of Chandler 2013-14 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 Other Charges/Services Capital Replacement Total Cost Center - 3050 Water Operating Fund Wastewater Operating Fund Grand Total 2011-12 Actual Expenditures $ $ $ $ 2012-13 Adopted Budget 570,736 $ 8,464 7,919 1,076 2,996 8,231 3,943 603,364 $ 601,703 $ 1,661 603,364 $ 573,513 573,513 24,410 20,681 14,226 15,201 2,875 650,906 644,106 6,800 650,906 2012-13 Adjusted Budget $ $ $ $ 2012-13 Estimated Expenditures 595,208 586,365 8,843 24,410 20,681 14,226 15,201 2,875 672,601 665,801 6,800 672,601 $ $ $ $ 595,144 586,301 8,843 10,900 12,195 1,117 1,650 8,500 2,875 632,381 625,581 6,800 632,381 2013-14 Adopted Budget $ $ $ $ % Change Adopted To Adopted 650,908 650,908 24,410 20,681 14,226 15,201 2,875 728,301 721,501 6,800 728,301 13.49% 13.49% N/A 0.00% 0.00% N/A 0.00% 0.00% 0.00% 11.89% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title Administrative Specialist Assistant Municipal Utilities Director Municipal Utilities Director Security Coordinator Senior Executive Assistant Senior Management Assistant Utilities Coordinator Utilities Safety/Security Coordinator Total 2009-10 Revised 0 1 1 1 1 1 1 0 6 2010-11 Revised 0 0 1 1 1 1 1 0 5 2011-12 Revised 0 0 1 1 1 1 1 0 5 2012-13 Adopted 0 0 1 1 1 1 1 0 5 2012-13 Revised 0.8 0 1 0 1 1 1 1 5.8 2013-14 Adopted 0.8 0 1 0 1 1 1 1 5.8 Significant Budget and Staffing Changes During Fiscal Year 2012-13, one full-time Administrative Specialist position that was split between cost centers 3830, Water Treatment Plant, and 3850, Water Quality, was transferred to Administration and reduced to parttime (0.8 FTE). The Security Coordinator position was renamed Utilities Safety/Security Coordinator. 301 City of Chandler 2013-14 Adopted Budget Municipal Utilities S olid Waste Services is accountable for providing safe, costeffective, and efficient solid waste programs and services to the citizens of Chandler. Measures are achieved by managing contracts, ensuring regulatory compliance, implementing best management practices, performing inspections, and public outreach to heighten awareness for greater sustainability. Solid Waste Services 3700 Division: Cost Center: 2013-14 Performance Measurements Goal: Seek innovative ways to increase customer awareness and satisfaction with safe, cost-effective programs and services. Ensure programs are compliant with federal, state, and local health and environmental regulations and best management practices. Supports Priority Based Budgeting Goal(s): Safe Community; Sustainable Economic Health Objectives: ♦ Increase waste diversion to sustain financial health. ♦ Perform inspections to ensure a safe community and increase public awareness of services offered. ♦ Provide citywide education presentations to increase public awareness and encourage participation in waste diversion programs. 2010-11 Actual Measures 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected Waste tonnage 88,466 84,485 85,900 85,000 85,500 Recycling tonnage 20,703 20,618 21,000 20,730 20,850 23% 24% 24% 24% 25% N/A 34,994 34,500 34,100 35,200 N/A 72/9,900 35/1,750 40/2,000 45/2,250 N/A 98% 93% 98% 95% Waste diversion percentage Field inspections (1) Education presentations/attendees (1) (1) Customer satisfaction (1) New measure beginning Fiscal Year 2011-12. * 2012-13 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 302 City of Chandler 2013-14 Adopted Budget Municipal Utilities    Solid Waste Services – 3700    Goal: Achieve a high level of customer satisfaction and ensure regulatory compliance at the Recycling-Solid Waste Collection Center and with post-closure landfill operations. Supports Priority Based Budgeting Goal(s): Safe Community Objective: ♦ Achieve an 80 percent customer service satisfaction at the Recycling-Solid Waste Collection Center. ♦ Achieve 100 percent compliance with regulatory inspections associated with the Recycling-Solid Waste Collection Center and closed landfill. Measures Recycling-Solid Waste Collection Center user survey rating of “Excellent”: (survey results)(1) Results of regulatory compliance inspections(2) (1) (2) 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected N/A 90% 87% 92% 94% N/A Pass Pass Pass Pass Ongoing survey for customer satisfaction with self-haul use of the Recycling-Solid Waste Collection Center, including household hazardous waste drop-off. New measure beginning Fiscal Year 2011-12. * 2012-13 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 2013-14 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 Project Support Recharge** Contingencies/Reserves Machinery/Equipment Capital Replacement Total Cost Center - 3700 Grant Fund Solid Waste Operating Fund Solid Waste Container Fund Grand Total 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget % Change Adopted To Adopted $ 1,376,018 $ 1,639,727 $ 1,752,291 $ 1,534,753 $ 1,705,215 1,639,727 1,656,169 1,438,631 1,705,215 96,122 96,122 9,477,623 10,314,841 10,484,210 10,313,298 10,314,841 348,716 558,003 561,346 547,827 576,238 113,754 192,590 198,326 184,660 192,590 50,179 80,351 80,351 65,900 80,351 750 750 750 750 27,861 59,010 59,010 48,250 59,010 25,172 29,711 29,711 29,710 29,711 81,000 81,000 81,000 1,864 54,427 41,796 41,796 41,796 41,796 $ 11,475,615 $ 12,997,779 $ 13,288,791 $ 12,766,944 $ 13,081,502 $ 14,757 $ 50,000 $ 50,000 $ 50,000 $ 70,000 11,265,400 12,622,779 12,910,485 12,391,944 12,686,502 195,458 325,000 328,306 325,000 325,000 $ 11,475,615 $ 12,997,779 $ 13,288,791 $ 12,766,944 $ 13,081,502 3.99% 3.99% N/A 0.00% 3.27% 0.00% 0.00% 0.00% 0.00% N/A 0.00% 0.00% N/A 0.00% 0.64% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title Customer Service Representative Customer Service Supervisor 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 2009-10 Revised 4 0 1 1 2 2 4 6 0 1 1 1 23 2010-11 Revised 4 1 1 1 1 2 4 5 1 1 1 0 22 2011-12 Revised 4 1 1 1 1 2 4 5 1 1 1 0 22 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2013-14. 304 2012-13 Adopted 4 1 1 1 1 2 4 5 1 1 1 0 22 2012-13 Revised 4 1 1 1 1 2 4 5 1 1 1 0 22 2013-14 Adopted 4 1 1 1 1 2 4 5 1 1 1 0 22 City of Chandler 2013-14 Adopted Budget Municipal Utilities W ater 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 and sanitary sewer lines within the City limits and ensures fire hydrants, valves, and water meters are properly installed and maintained. Division: Cost Center: Water Distribution 3800 2013-14 Performance Measurements Goal: Provide Chandler residences, businesses, and industries with an adequate and continuous supply of potable water. Supports Priority Based Budgeting Goal(s): Good Governance; Safe Community 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) 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 13,518 12,400 13,200 13,500 13,500 677 763 650 500 375 1,358 2,540 3,000 3,500 3,750 Number of valves maintained Number of electronic meter reading data collection units replaced(2) 16,919 14,313 15,000 14,000 18,000 1,051 454 N/A N/A N/A (3) 13,535 13,647 13,500 14,200 14,000 130 279 350 275 300 Number of water meter installations Number of water meter replacements (1) Number of blue stakes performed Number of hydrant meter installations and relocations completed within 48 hours of request (1) (2) (3) Valve maintenance total includes hydrant valves. The majority of electronic meter reading data collection units are now installed by Municipal Utilities Meter Services Division. Measure no longer being used effective Fiscal Year 2012-13. The number of blue stakes performed will vary depending upon the amount of construction during the year. * 2012-13 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 305 City of Chandler 2013-14 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 Office Furniture/Equipment Water System Improvements Capital Replacement Total Cost Center - 3800 Water Operating Fund 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget % Change Adopted To Adopted $ 1,820,257 $ 2,088,588 $ 2,242,553 $ 1,981,837 $ 2,187,700 2,088,588 2,100,092 1,839,376 2,187,700 142,461 142,461 22,093 7,071 25,326 21,000 467,668 485,813 1,818,437 1,827,665 1,725,700 1,668,969 71,030 60,016 79,383 82,700 60,016 16,992 45,127 45,127 23,600 38,967 2,644 5,250 5,250 5,200 5,250 15,942 24,400 24,400 24,400 24,400 704,551 82,377 387,100 370,584 81,337 155 14,500 14,500 14,500 48 296,050 442,507 496,339 440,000 138,578 106,749 73,512 73,512 73,512 73,512 $ 3,542,323 $ 4,661,785 $ 5,221,155 $ 4,748,533 $ 4,760,897 $ 3,542,323 $ 4,661,785 $ 5,221,155 $ 4,748,533 $ 4,760,897 4.75% 4.75% N/A 6513.89% -8.22% 0.00% -13.65% 0.00% 0.00% -1.26% 0.00% N/A -68.68% 0.00% 2.13% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title Administrative Specialist GIS Technician I GIS Technician II Utility Field Services Coordinator Utility Field Supervisor Utility Location Coordinator Utility Systems Operator I Utility Systems Operator II Utility Systems Operator III Water Distribution Superintendent Water Quality Technician Total 2009-10 Revised 1 1 1 2 0 2 7 7 5 1 1 28 2010-11 Revised 1 1 1 2 0 2 6 7 5 1 1 27 2011-12 Revised 2 1 1 2 0 2 6 7 5 1 1 28 2012-13 Adopted 2 1 1 2 0 2 6 7 5 1 1 28 2012-13 Revised 2 1 1 0 2 2 6 7 5 1 1 28 2013-14 Adopted 2 1 1 0 2 2 6 7 5 1 1 28 Significant Budget and Staffing Changes During Fiscal Year (FY) 2012-13, two Utility Field Services Coordinator positions were renamed Utility Field Supervisor. Professional/Contract Services increase is due to funding being moved from the Water Systems Improvements category in FY 2013-14. 306 City of Chandler 2013-14 Adopted Budget Municipal Utilities Water Capital 3820 Division: Cost Center: Capital Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Communications/Transportation Other Charges/Services Project Support Recharge** Contingencies/Reserves Building/Improvements Machinery/Equipment Office Furniture/Equipment Water System Improvements Wastewater System Improvements Total Cost Center - 3820 Water Bond Fund Water System Dev Fee Fund Water Operating Fund Grand Total 2011-12 Actual Expenditures $ 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 83,891 $ 4,974,409 3,103 21,794 2,443,859 256,547 $ 7,783,602 $ 6,525,174 522,013 736,415 $ 7,783,602 2013-14 Adopted Budget - $ - $ 63,875 $ 63,875 1,017,403 729,260 184,857 466,775 2,988 744 44,800 1,003,550 81,816 68,180 24,875,225 26,147,203 2,000,000 66,950 140,000 150,000 150,000 150,000 14,332,745 34,462,612 8,629,931 4,517,428 795,824 290,274 $ 40,457,189 $ 36,205,876 $ 9,434,419 $ 34,274,956 $ 25,139,693 $ 21,404,622 $ 4,231,673 $ 24,150,702 6,602,935 6,416,239 696,916 5,472,820 8,714,561 8,385,015 4,505,830 4,651,434 $ 40,457,189 $ 36,205,876 $ 9,434,419 $ 34,274,956 % Change Adopted To Adopted N/A N/A N/A -54.12% N/A N/A N/A -100.00% 5.11% N/A N/A -100.00% -68.48% N/A -15.28% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. ** Project Support Recharge reflects staff time spent in direct support of a specific capital project. This staff time is directly charged to the project. Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions related to the prior fiscal year and new projects for the new fiscal year. Detail on the capital program is available in the 2014-2023 Capital Improvement Program. 307 City of Chandler 2013-14 Adopted Budget Municipal Utilities W ater Treatment is responsible for providing Chandler residences, businesses, and industries with a sufficient and continuous supply of potable water. This is accomplished through a water treatment process that employs coagulation, sedimentation, and filtration to produce 60-million gallons of water per day at the surface water treatment plant. Additionally, the water treatment plant operates the 34 wells and 21 booster stations within the water distribution system through a state-of-the-art supervisory and data acquisition system. Division: Cost Center: Water Treatment Plant 3830 2013-14 Performance Measurements Goal: Maintain overall regulatory compliance. Supports Priority Based Budgeting Goal(s): Safe Community Objective: ♦ Operate the surface water treatment plant, deep wells, and booster stations to ensure regulatory compliance. 2010-11 Actual 2011-12 Actual 2012-13 Projected Measures Compliance with state, county and Environmental Protection Agency (EPA) In In In requirements Compliance Compliance Compliance 2012-13 Year End Estimate * 2013-14 Projected In Compliance In Compliance Goal: Meet the requirements of AR 12-15 as described in Arizona Administrative Code, Title 12, Chapter 15, Article 7, Assured and Adequate Water Supply. Supports Priority Based Budgeting Goal(s): Good Governance Objective: ♦ Optimize the use of surface water and minimize the use of groundwater throughout the City. Measures Surface water deliveries in gallons (1,000,000) Groundwater deliveries in gallons (1,000,000) 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 12,725 15,845 16,000 15,267 16,000 6,650 4,634 4,500 4,500 4,500 * 2012-13 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 308 City of Chandler 2013-14 Adopted Budget Municipal Utilities    Water Treatment Plant – 3830    Goal: Operate and maintain all water facilities efficiently. Supports Priority Based Budgeting Goal(s): Sustainable Economic Health Objective: ♦ Minimize increases in water production costs. Measures Production cost per million gallons 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected $332 $265 $300 $275 $300 Goal: Maintain 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. Supports Priority Based Budgeting Goal(s): Safe Community 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. (1) Measures Percentage of finished water turbidity samples between 0.05 to 0.15 NTU(2) Percentage of finished water turbidity samples between 0.16 to 0.5 NTU 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 94.5 96.25 98.0 94.2 95.0 5.5 3.75 2.0 5.8(3) 5.0 (1) Measures reflect the percentage of the total samples taken annually. Effective Fiscal Year (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. (3) Due to the increase in fluoride dose, there is a significant rise in the finished NTUs than projected in FY 2012-13. (2) * 2012-13 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 2013-14 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 Contingencies/Reserves Capital Replacement Total Cost Center - 3830 Water Operating Fund 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget % Change Adopted To Adopted $ 1,028,211 $ 1,028,685 $ 1,101,238 $ 1,099,095 $ 1,065,584 1,028,685 1,035,288 1,033,145 1,065,584 65,950 65,950 4,230,356 5,005,462 4,427,459 4,423,416 5,499,081 1,052,663 1,749,154 2,542,590 2,532,945 1,720,871 201,829 156,556 164,204 164,204 156,556 10,999 15,616 15,616 10,110 15,616 500 1,000 1,000 1,000 1,000 1,775,416 2,494,042 2,494,042 2,494,042 2,436,033 346,314 32,005 32,005 45,287 50,014 436,550 1,636,550 436,550 15,527 11,022 11,022 11,022 11,022 $ 8,661,815 $ 10,930,092 $ 12,425,726 $ 10,781,121 $ 11,392,327 $ 8,661,815 $ 10,930,092 $ 12,425,726 $ 10,781,121 $ 11,392,327 3.59% 3.59% N/A 9.86% -1.62% 0.00% 0.00% 0.00% -2.33% 56.27% 0.00% 0.00% 4.23% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title Administrative Specialist Executive Assistant Utilities Assistant Utility Operations Manager Water Plant Operator I Water Plant Operator II Water Systems Operations Superintendent Total 2009-10 Revised 0.5 0 1 1 5 5 1 13.5 2010-11 Revised 0.5 1 0 1 5 5 1 13.5 2011-12 Revised 0.5 1 0 0 5 5 1 12.5 2012-13 Adopted 0.5 1 0 0 5 5 1 12.5 2012-13 Revised 0 1 0 0 5 5 1 12 2013-14 Adopted 0 1 0 0 5 5 1 12 Significant Budget and Staffing Changes During Fiscal Year (FY) 2012-13, one full-time Administrative Specialist position that was split between cost centers 3830 and 3850, Water Quality, was transferred to cost center 3050, Administration, and reduced to parttime (0.8 FTE). FY 2013-14 reflects increased costs of water purchases. 310 City of Chandler 2013-14 Adopted Budget Municipal Utilities 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. Division: Cost Center: Environmental Resources 3840 2013-14 Performance Measurements Goal: Ensure Chandler has sufficient water resources to meet current and build out demands. Also, comply with the State’s Groundwater Management Act by accumulating long-term storage credits for drought protection. Supports Priority Based Budgeting Goal(s): Safe Community; Sustainable Economic Health Objectives: ♦ 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. ♦ Accumulate long-term storage credits to meet potable water supply needs during droughts Measures Attend federal, state and Irrigation District meetings that may impact Chandler water resources(1) Prepare briefing papers to advise City Manager’s Office of water resource issues that may impact Chandler(1) Maintain storage and well recovery permits to comply with Assured Water Supply Rules 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate* 2013-14 Projected 92 40 N/A N/A N/A 26 12 N/A N/A N/A 24 26 26 26 26 Maintain surface water rights and contracts(2) 90,785 AF 90,785 AF 90,785 AF 90,785 AF 90,785 AF Secure long-term storage credits. Measured in acre-feet (AF)(3) 17,750 AF(4) 9,380 AF (4) 9,000 AF(5) 8,450 AF(5) 3,500 AF(5) (1) Measure no longer being used effective Fiscal Year 2012-13. Supply under normal conditions. (3) One acre-foot of water will meet the needs of six Chandler residents for one year. (4) New Conservation Space (NCS) Water is available for use as long term storage credits. (5) NCS water supply is not available. (2) * 2012-13 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 2013-14 Adopted Budget Municipal Utilities    Environmental Resources - 3840    Goal: Educate the citizens of Chandler about the importance of water conservation through residential audits, educational programs, community presentations, workshops, and rebate programs. Supports Priority Based Budgeting Goal(s): Healthy and Attractive Community; Safe Community; Sustainable Economic Health 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 2010-11 Actual 27 2011-12 Actual 22 2012-13 Projected 22 2012-13 Year End Estimate* 22 2013-14 Projected 22 751 642 650 650 650 94 80 70 75 75 10,332 11,689 10,000 10,000 10,000 550 608 650 600 600 142 (1) 150 175 Issuance of rebates 139 Distribute water saving retrofit kits to single and multi-family residences built prior to 1992 109 71 60 60 60 Residential water audits 230 288 400 350 350 11 11 11 11 11 Implement conservation programs mandated by Arizona Department of Water Resources (1) Actual impact of new Smart Controller rebate less than projected. * 2012-13 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. 312 500 City of Chandler 2013-14 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. Supports Priority Based Budgeting Goal(s): Good Governance 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 2010-11 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 (1) 2011-12 Actual 10 12 2012-13 Projected 2012-13 Year End Estimate* 4 4(1) 2013-14 Projected 4 Fewer white papers were written due to fewer regulatory actions. Goal: To ensure municipal utility projects are completed in the most efficient and cost effective manner. Supports Priority Based Budgeting Goal(s): Good Governance Objective: ♦ Involve operational staff in Capital Improvement Program (CIP) and development plan review and track projects through completion. Measures 2010-11 Actual Review and track Capital Improvement Program and development plans for Water, Wastewater, Reclaimed Water, and Solid Waste projects to ensure projects meet operational needs(2) (2) 2011-12 Actual 69 Measure no longer being used effective Fiscal Year 2012-13. * 2012-13 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 313 19 2012-13 Projected N/A 2012-13 Year End Estimate* N/A 2013-14 Projected N/A City of Chandler 2013-14 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 Insurance/Taxes Rents/Utilities Other Charges/Services Capital Replacement Total Cost Center - 3840 Grant Fund Water Operating Fund Grand Total 2011-12 Actual Expenditures $ 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget % Change Adopted To Adopted 905,413 $ 95,004 24,220 15,955 4,496 1,108 6,747 173,489 13,244 $ 1,239,676 1,239,676 $ 1,239,676 906,378 $ 941,111 $ 936,537 $ 952,762 906,378 926,803 922,229 952,762 14,308 14,308 203,165 263,676 263,676 170,675 62,518 63,097 54,297 88,018 23,330 23,562 28,562 25,330 27,631 27,631 14,692 23,023 11,520 11,520 11,520 11,520 228,383 228,562 164,577 197,645 8,914 8,914 9,954 8,914 $ 1,471,839 $ 1,568,073 $ 1,483,815 $ 1,477,887 30,000 1,471,839 1,568,073 1,483,815 1,447,887 $ 1,471,839 $ 1,568,073 $ 1,483,815 $ 1,477,887 5.12% 5.12% N/A -15.99% 40.79% 8.57% -16.68% N/A 0.00% -13.46% 0.00% 0.41% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title Administrative Specialist Assistant Municipal Utilities Director for Environmental Resources Construction Project Manager Engineering Project Manager Executive Assistant Senior Engineer Utilities Engineering Manager Utility Systems Operator I Water Conservation Coordinator Water Conservation Specialist Water Quality Advisor Water Quality Specialist Water Regulatory Affairs Manager Water Resource Manager Total 2009-10 Revised 1 2010-11 Revised 1 2011-12 Revised 0 2012-13 Adopted 0 2012-13 Revised 0 2013-14 Adopted 0 1 1 1 0 2 0 1 1 1 1 1 0 1 12 0 1 1 0 2 0 0 1 1 0 1 0 1 9 0 1 1 0 0 1 0 1 1 0 1 1 1 8 0 1 1 0 0 1 0 1 1 0 1 1 1 8 0 1 1 0 0 1 0 1 1 0 1 1 1 8 0 1 1 0 0 1 0 1 1 0 1 1 1 8 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2013-14. 314 City of Chandler 2013-14 Adopted Budget Municipal Utilities 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. Water Quality 3850 Division: Cost Center: 2013-14 Performance Measurements Goal: Ensure water quality and regulatory compliance with federal, state, county, and local regulations through sample collection, laboratory testing, and backflow prevention. Supports Priority Based Budgeting Goal(s): Safe Community 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 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 100% 100% 100% 100% 100% 2010-11 Actual Collect and conduct 150 bacteriological tests per month throughout the City’s distribution system Water quality complaints responded to within 24 hours Ensure annual testing requirements are met for all documented backflow assemblies 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% Perform sampling on all new water mains 100% 100% 100% 100% 100% * 2012-13 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 315 City of Chandler 2013-14 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 Machinery/Equipment Office Furniture/Equipment Capital Replacement Total Cost Center - 3850 Water Operating Fund 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget % Change Adopted To Adopted $ 968,470 $ 1,085,449 $ 1,154,855 $ 1,056,750 $ 1,116,225 1,085,449 1,108,477 1,010,372 1,116,225 46,378 46,378 103,051 208,470 198,295 100,100 198,295 109,614 223,502 223,502 118,891 213,002 4,062 6,000 6,400 3,000 6,000 20,332 28,860 28,860 17,450 28,860 500 500 500 10,606 15,379 15,379 9,500 19,879 26,000 150,000 150,000 24,392 17,331 17,331 17,331 21,012 $ 1,240,525 $ 1,735,491 $ 1,795,122 $ 1,323,022 $ 1,629,773 $ 1,240,525 $ 1,735,491 $ 1,795,122 $ 1,323,022 $ 1,629,773 2.84% 2.84% N/A -4.88% -4.70% 0.00% 0.00% 0.00% 29.26% N/A -100.00% 21.24% -6.09% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title Administrative Specialist Chemist Senior Chemist Senior Laboratory Technician Water Operations Compliance Specialist Water Quality Program Manager Water Quality Superintendent Water Quality Supervisor Water Quality Technician Total 2009-10 Revised 0.5 1 1 3 1 0 1 1 4 12.5 2010-11 Revised 0.5 1 1 3 1 0 1 1 4 12.5 2011-12 Revised 0.5 1 1 3 1 0 1 1 4 12.5 2012-13 Adopted 0.5 1 1 3 1 0 1 1 4 12.5 2012-13 Revised 0 1 1 3 1 1 0 1 4 12 2013-14 Adopted 0 1 1 3 1 1 0 1 4 12 Significant Budget and Staffing Changes During Fiscal Year (FY) 2012-13, one full-time Administrative Specialist position that was split between cost centers 3850 and 3830, Water Treatment Plant, was transferred to cost center 3050, Administration, and reduced to part-time (0.8 FTE). The Water Quality Superintendent position was reclassified to Water Quality Program Manager. FY 2013-14 includes the one-time and ongoing costs for acquiring a new vehicle for cost center. 316 City of Chandler 2013-14 Adopted Budget Municipal Utilities Water Systems Maintenance(1) 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. Water Systems Maintenance 3860 Division: Cost Center: 2013-14 Performance Measurements Goal: Maintain overall regulatory compliance. Supports Priority Based Budgeting Goal(s): Safe Community Objective: ♦ Operate the deep wells and booster stations to ensure regulatory compliance. Measures Compliance with state, county and Environmental Protection Agency (EPA) requirements 2010-11 Actual 2011-12 Actual 2012-13 Projected In Compliance In Compliance In Compliance 2012-13 Year End Estimate * 2013-14 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. Supports Priority Based Budgeting Goal(s): Good Governance Objective: ♦ Produce required well water and maintain water storage for use throughout the City. Measures Well water deliveries in gallons (1,000,000) 2010-11 Actual 2011-12 Actual 6,650 2012-13 Projected 4,634 4,500 2012-13 Year End Estimate * 2013-14 Projected 4,500 4,500 2012-13 Year End Estimate * 2013-14 Projected $284 $298 Goal: Operate and maintain all water facilities efficiently. Supports Priority Based Budgeting Goal(s): Sustainable Economic Health Objective: ♦ Minimize increases in water production costs. Measures Production cost per million gallons (1) 2010-11 Actual 2011-12 Actual $278 $344 Cost center named changed from Water Production Facilities effective as of July 1, 2012. * 2012-13 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 317 2012-13 Projected $265 City of Chandler 2013-14 Adopted Budget Municipal Utilities    Water Systems Maintenance - 3860    Goal: Operate and maintain all Water Systems Maintenance equipment efficiently. Supports Priority Based Budgeting Goal(s): Safe Community; Sustainable Economic Health Objective: ♦ Maintain the operational status of the Water Systems Maintenance and related equipment at 93% or better 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 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% * 2012-13 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 2013-14 Adopted Budget Municipal Utilities    Water System Maintenance – 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 Fund 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget % Change Adopted To Adopted $ 1,753,136 $ 1,870,574 $ 2,006,131 $ 1,922,230 $ 1,925,557 1,870,574 1,882,238 1,798,337 1,925,557 123,893 123,893 4,941 27,065 27,957 7,000 27,065 716,942 803,493 821,333 656,833 803,493 603,634 1,349,565 1,515,125 1,514,625 1,349,565 12,911 19,832 19,832 12,085 19,832 500 2,500 2,500 2,500 2,500 1,403,188 1,666,940 1,667,023 1,542,654 1,666,940 34,437 54,580 54,580 54,150 54,580 535,650 535,650 535,650 535,650 54,309 38,587 38,587 38,587 38,587 $ 4,583,997 $ 6,368,786 $ 6,688,718 $ 6,286,314 $ 6,423,769 $ 4,583,997 $ 6,368,786 $ 6,688,718 $ 6,286,314 $ 6,423,769 2.94% 2.94% N/A 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.86% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title Instrumentation Technician IT Application Support Specialist Laborer Maintenance Planner/Scheduler Senior Equipment Mechanic Senior Utilities Mechanic Utilities Electrician Utilities Sys Maintenance Superintendent Water Systems Maintenance Coordinator Water Systems Maint. Superintendent Total 2009-10 Revised 4 0 2 1 9 0 3 0 1 1 21 2010-11 Revised 4 0 2 1 9 0 3 0 1 1 21 2011-12 Revised 4 1 2 0 0 9 4 1 1 0 22 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2013-14. 319 2012-13 Adopted 4 1 2 0 0 9 4 1 1 0 22 2012-13 Revised 4 1 2 0 0 9 4 1 1 0 22 2013-14 Adopted 4 1 2 0 0 9 4 1 1 0 22 City of Chandler 2013-14 Adopted Budget Municipal Utilities S an Tan Vista Water Treatment Plant is a joint effort between the City of Chandler and Town of Gilbert. The plant provides Chandler and Gilbert residences, Cost Center: 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. Division: San Tan Vista Water Treatment Plant 3870 2013-14 Performance Measurements Goal: Maintain overall regulatory compliance. Supports Priority Based Budgeting Goal(s): Safe Community Objective: ♦ Operate the San Tan Vista Water Treatment Plant to ensure regulatory compliance. 2010-11 Actual 2011-12 Actual 2012-13 Projected Measures Compliance with state, county and Environmental Protection Agency (EPA) In In In requirements Compliance Compliance Compliance 2012-13 Year End Estimate * 2013-14 Projected In Compliance In Compliance * 2012-13 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. Budget Summary Description Professional/Contract Total Cost Center - 3870 Water Operating Fund 2011-12 2012-13 2012-13 2012-13 2013-14 Actual Adopted Adjusted Estimated Adopted Expenditures Budget Budget Expenditures Budget $ 965,656 $ 1,299,500 $ 1,723,741 $ 1,200,000 $ 1,299,500 $ 965,656 $ 1,299,500 $ 1,723,741 $ 1,200,000 $ 1,299,500 $ 965,656 $ 1,299,500 $ 1,723,741 $ 1,200,000 $ 1,299,500 Significant Budget Changes There are no significant budget changes for Fiscal Year 2013-14. 320 % Change Adopted To Adopted 0.00% 0.00% City of Chandler 2013-14 Adopted Budget Municipal Utilities Division: Cost Center: Meter Services is responsible for collecting monthly water Meter Services 3880 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. 2013-14 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. Supports Priority Based Budgeting Goal(s): Good Governance; Sustainable Economic Health 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 Percentage of water meters read within a 33 day cycle Percentage of meter readings that did not require an estimate due to damaged meters, access, or misreads Number of customer service requests completed Percentage of customer service requests completed within 24 hours of notification Number of water meters and or registers replaced 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 979,000 988,000 990,000 995,000 998,000 97% 94% 97% 94% 95% 98% 98% 98% 98% 98% 34,806 34,720 35,000 35,000 35,000 100% 100% 99% 100% 99% 1,871 1,700 1,900 1,700 1,900 * 2012-13 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. 321 City of Chandler 2013-14 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 Insurance/Taxes Rents/Utilities Other Charges/Services Contingencies/Reserves Water System Improvements Capital Replacement Total Cost Center - 3880 Water Operating Fund 2011-12 Actual Expenditures 2012-13 Adopted Budget $ 646,209 $ $ $ 281,108 20,984 3,952 127 650 120 19,324 972,474 972,474 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget % Change Adopted To Adopted 661,761 $ 729,729 $ 730,572 $ 676,218 661,761 665,583 666,426 676,218 64,146 64,146 750 750 750 398,881 398,881 343,186 469,831 27,860 27,964 23,950 27,410 3,600 3,600 3,550 4,350 2,000 2,000 2,000 2,000 1,000 1,000 500 500 6,510 6,510 6,510 16,075 16,075 16,075 16,075 $ 1,118,437 $ 1,186,509 $ 1,120,583 $ 1,202,894 $ 1,118,437 $ 1,186,509 $ 1,120,583 $ 1,202,894 2.18% 2.18% N/A -100.00% 17.79% -1.62% 20.83% N/A 0.00% -50.00% 0.00% N/A 0.00% 7.55% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title Senior Utility Billing Representative Utility Meter Technician Utility Meter Technician Supervisor Utility Systems Operator I Total 2009-10 Revised 0 0 0 0 0 2010-11 Revised 1 8 1 1 11 2011-12 Revised 1 8 1 1 11 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2013-14. 322 2012-13 Adopted 1 8 1 1 11 2012-13 Revised 1 8 1 1 11 2013-14 Adopted 1 8 1 1 11 City of Chandler 2013-14 Adopted Budget Municipal Utilities Division: Cost Center: Wastewater Collection 3900 W astewater Collection is responsible for maintaining all system appurtenances such as pipes, manholes, and pumping stations. 2013-14 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. Supports Priority Based Budgeting Goal(s): Healthy and Attractive Community; Safe Community Objectives: ♦ Maintain 870.69 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. 2010-11 Actual Measures 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected Number of odor complaints received Number of blockages originating in City sewer mains 59 38 70 75 75 15 6 18 20 20 (1) 86 83 110 95 100 85% 78.5% 85% 87.25% 85% 61 58 75 70 70 81% 85% 86% 87% 88% 143 62.76 100 90 100 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(3) (1) The City has enhanced the Insecticide Painting Program and now applies insecticide every other year to all the sewer manholes in the City. The insecticide has a warranted kill life of two years. When a complaint is received, Wastewater Collection staff inspects the complaint location for faulty paint and/or application. Warranty work is performed when appropriate. (2) Calls not responded to within 24 hours are due to weekends and holidays when crews were not available. (3) Decreased number of miles cleaned is a result of equipment failures and reduced staff. * 2012-13 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. 323 City of Chandler 2013-14 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 Fund 2011-12 Actual Expenditures $ 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget % Change Adopted To Adopted 791,341 $ 668,176 176,614 11,726 5,853 500 118,341 12,774 52,154 $ 1,837,478 $ 1,837,478 781,056 $ 843,580 $ 834,349 $ 810,045 781,056 785,715 776,484 810,045 57,865 57,865 662,284 697,866 751,000 791,514 343,508 359,693 278,400 300,452 28,278 39,833 27,000 28,278 20,343 20,343 8,100 20,343 1,500 1,500 1,500 1,500 96,080 96,080 96,000 125,450 28,524 28,524 20,346 28,524 10,000 10,000 10,000 37,058 37,058 37,058 37,058 $ 2,008,631 $ 2,134,477 $ 2,053,753 $ 2,153,164 $ 2,008,631 $ 2,134,477 $ 2,053,753 $ 2,153,164 3.71% 3.71% N/A 19.51% -12.53% 0.00% 0.00% 0.00% 30.57% 0.00% 0.00% 0.00% 7.20% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title Administrative Specialist GIS Technician II Instrumentation Technician Utility Field Services Coordinator Utility Systems Operator I Utility Systems Operator II Utility Systems Operator III Wastewater Collections Superintendent Total 2009-10 Revised 1 1 1 1 3 2 3 1 13 2010-11 Revised 1 1 1 0 3 1 3 1 11 2011-12 Revised 1 1 0 0 3 1 3 1 10 2012-13 Adopted 1 1 0 0 3 1 3 1 10 2012-13 Revised 1 1 0 0 3 1 3 1 10 2013-14 Adopted 1 1 0 0 3 1 3 1 10 Significant Budget and Staffing Changes Fiscal Year 2013-14 reflects ongoing Professional/Contract Services costs due to increase in sewer service repairs. 324 City of Chandler 2013-14 Adopted Budget Municipal Utilities Division: Cost Center: Wastewater Capital 3910 Capital Budget Summary Description Personnel Services Total Personnel Ongoing* Professional/Contract Operating Supplies Communications/Transportation Other Charges/Services Project Support Recharge** Contingencies/Reserves Wastewater System Improvements Total Cost Center - 3910 Reclaimed Water System Dev Fee Fund Wastewater Bond Fund Wastewater System Dev Fee Fund Wastewater Operating Fund Grand Total 2011-12 Actual Expenditures $ 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget 79,171 $ 6,481,453 19,949 3,901 172,481 13,876,923 $ 20,633,877 $ 1,601,846 3,541,282 1,344,610 14,146,139 $ 20,633,877 - $ - $ 82,695 $ 82,695 2,281,277 2,409,362 575,993 10,391,100 61,960 62,057 261,156 2,152,200 98,180 54,544 75,000 104,072,174 164,811,145 129,251,492 218,936,742 55,466,004 7,782,706 $235,703,123 $221,462,608 $ 56,447,905 $185,212,151 $ 2,145,473 $ 1,860,983 $ 21,538 $ 1,839,445 52,496,062 50,966,978 9,020,336 53,017,648 2,716,924 2,319,718 1,243,480 10,363,403 178,344,664 166,314,929 46,162,551 119,991,655 $ 235,703,123 $ 221,462,608 $ 56,447,905 $ 185,212,151 % Change Adopted To Adopted N/A N/A 355.49% N/A N/A N/A -23.61% 58.36% -93.98% -21.42% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. ** Project Support Recharge reflects staff time spent in direct support of a specific capital project. This staff time is directly charged to the project. Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions related to the prior fiscal year and new projects for the new fiscal year. Detail on the capital program is available in the 2014-2023 Capital Improvement Program. 325 City of Chandler 2013-14 Adopted Budget Municipal Utilities T he Wastewater 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. Division: Cost Center: Wastewater Reverse Osmosis 3930 2013-14 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. Supports Priority Based Budgeting Goal(s): Good Governance; Safe Community 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 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 100% 100% 100% 100% 100% $5.95 $5.88 $5.46 $9.04(6) $7.77(7) 528 528 528 528 528 315(1) 324(3) 50(2) 259(5) 400 74%(3) 72%(4) 74% 69%(4) 80%(5) (1) Flows increased with addition of Fab 32. Permeate to cooling towers and no longer recharged. (3) Due to upgrades at Fab 12 and Fab 22, Intel has chosen to increase recovery on the ROs. Staff is unable to increase the City’s recovery rates. (4) Lower influent water quality from Intel required operating equipment at lower recovery rates. (5) New plant operations should increase recovery rates mid fiscal year. (6) Plant shut down required for two months due to Intel expansion projects. (7) Higher costs due to increased chemical consumption for new plant process. (2) * 2012-13 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 2013-14 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 Contingencies/Reserves Machinery/Equipment Capital Replacement Total Cost Center - 3930 WW Industrial Process Treatment Fund 2011-12 Actual Expenditures $ 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget 801,456 $ 238,722 251,003 162,210 7,814 500 220,151 10,789 9,195 $ 1,701,841 $ 1,701,841 850,717 $ 910,160 $ 676,188 $ 1,341,539 850,717 856,670 622,698 1,341,539 53,490 53,490 215,058 600,105 1,090,094 614,058 533,955 600,130 581,770 2,543,055 191,105 193,408 466,423 191,105 11,400 11,400 11,400 11,400 250 250 250 250 270,000 270,000 246,000 1,270,000 18,009 18,009 17,950 23,269 292,000 780,067 3,000,000 6,300 6,300 6,300 9,872 6,534 6,534 6,534 8,494 $ 2,395,328 $ 3,396,363 $ 3,102,909 $ 9,013,042 $ 2,395,328 $ 3,396,363 $ 3,102,909 $ 9,013,042 % Change Adopted To Adopted 57.70% 57.70% N/A 185.53% 376.27% 0.00% 0.00% 0.00% 370.37% 29.21% 927.40% 56.70% 30.00% 276.28% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title Executive Assistant Instrumentation Technician Reverse Osmosis Facility Superintendent Reverse Osmosis Water Plant Operator II Senior Equipment Mechanic Senior Utilities Mechanic Utilities Electrician Total 2009-10 Revised 1 1 1 5 1 0 1 10 2010-11 Revised 1 1 1 5 1 0 1 10 2011-12 Revised 1 1 1 5 0 1 1 10 2012-13 Adopted 1 1 1 5 0 1 1 10 2012-13 Revised 1 1 1 5 0 1 1 10 2013-14 Adopted 1 2 1 8 0 2 1 15 Significant Budget and Staffing Changes Fiscal Year (FY) 2013-14 reflects the addition of five new positions to support the new processes and equipment at the Reverse Osmosis Facility: one Instrumentation Technician, three Reverse Osmosis Water Plant Operator III positions, and one Sr. Utilities Mechanic. There are additional operations and maintenance ongoing costs reflected in FY 2013-14 for the new processes and equipment to ensure the Reverse Osmosis Facility maintain 24-hour operations. 327 City of Chandler 2013-14 Adopted Budget Municipal Utilities Division: Cost Center: Lone Butte Wastewater Treatment 3940 Lone Butte Wastewater Treatment Facility is responsible for treating domestic and industrial wastewater for reclamation. 2013-14 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. Supports Priority Based Budgeting Goal(s): Safe Community; Sustainable Economic Health Objectives: ♦ Maintain efficient treatment cost per million gallons (MG). ♦ Maintain 100 percent compliance with the GRIC lease agreement for water quality standards. ♦ Supply reuse water to the GRIC for irrigation purposes. Measures 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected Treatment cost per 1 MG $585 $535 $635 $600 $660 Percent compliance with GRIC lease agreement 99% 85%(1) 98% 84%(1) 99% Reuse of wastewater (MGD) 4.31 4.83 4.6 5.7 5.0 (1) Decrease in percent compliance is due to filter being out of service for rehabilitation. * 2012-13 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. 328 City of Chandler 2013-14 Adopted Budget Municipal Utilities    Lone Butte Wastewater Treatment Plant - 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 Contingencies/Reserves Machinery/Equipment Capital Replacement Total Cost Center - 3940 Wastewater Operating Fund 2011-12 Actual Expenditures 2012-13 Adopted Budget $ 119,284 $ $ $ 6,988 381,164 6,601 1,981 388,404 2,730 28,420 3,225 938,797 938,797 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget % Change Adopted To Adopted 135,133 $ 138,945 $ 132,523 $ 141,140 135,133 137,152 130,730 141,140 1,793 1,793 94,120 115,120 100,100 94,120 608,905 741,029 567,650 608,905 20,170 25,770 19,000 20,170 3,070 3,070 2,700 3,070 500 500 500 488,798 493,959 407,160 488,798 4,085 4,085 3,645 4,085 10,400 10,400 10,400 28,000 50,463 35,707 28,000 2,292 2,292 2,292 2,292 $ 1,395,473 $ 1,585,633 $ 1,270,777 $ 1,401,480 $ 1,395,473 $ 1,585,633 $ 1,270,777 $ 1,401,480 4.45% 4.45% N/A 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.43% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title Wastewater Plant Operator III Total 2009-10 Revised 1 1 2010-11 Revised 1 1 2011-12 Revised 1 1 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2013-14. 329 2012-13 Adopted 1 1 2012-13 Revised 1 1 2013-14 Adopted 1 1 City of Chandler 2013-14 Adopted Budget Municipal Utilities W astewater Quality is charged with managing and administering the Industrial Wastewater Pretreatment Program. This program regulates and issues permits to industrial users who discharge pollutants into the wastewater collection system. Wastewater Quality 3950 Division: Cost Center: 2013-14 Performance Measurements Goal: Ensure that wastewater quality remains in compliance with federal, state, county, tribal, and local regulations. Supports Priority Based Budgeting Goal(s): Safe Community 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 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected Review industrial and City sampling reports to ensure compliance 99 107 98 108 110 Conduct compliance sampling for aquifer protection and reuse permits 124 127 124 124 124 1,200 1,214 1,200 1,200 1,200 84% 79% 84% 74% 74% Number of grease traps and sand & oil interceptors inspected Percentage of permitted industries in full compliance * 2012-13 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. 330 City of Chandler 2013-14 Adopted Budget Municipal Utilities    Wastewater Quality - 3950    Budget Summary 2011-12 Actual Expenditures Description Personnel Services Total Personnel $ Ongoing* One-time* Professional/Contract Operating Supplies Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingencies/Reserves Wastewater System Improvements Capital Replacement Total Cost Center - 3950 $ Wastewater Operating Fund $ 2012-13 Adopted Budget 227,674 $ 64,063 33,033 406 269 3,855 375 9,627 339,302 $ 339,302 $ 2012-13 Adjusted Budget 314,772 $ 314,772 97,863 71,096 4,059 500 9,180 79,000 6,841 583,311 $ 583,311 $ 2012-13 Estimated Expenditures 331,760 $ 317,538 14,222 97,863 71,096 4,059 500 9,180 79,000 6,841 600,299 $ 600,299 $ 2013-14 Adopted Budget 282,472 $ 268,250 14,222 65,000 33,000 315 880 6,841 388,508 $ 388,508 $ % Change Adopted To Adopted 332,940 332,940 97,863 71,596 4,059 500 8,680 79,000 6,841 601,479 601,479 5.77% 5.77% N/A 0.00% 0.70% 0.00% 0.00% N/A -5.45% 0.00% N/A 0.00% 3.11% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title Industrial Waste Inspector Pretreatment Supervisor Senior Industrial Waste Inspector Total 2009-10 Revised 2 1 1 4 2010-11 Revised 2 1 1 4 2011-12 Revised 2 1 1 4 2012-13 Adopted 2 1 1 4 2012-13 Revised 1 1 2 4 2013-14 Adopted 1 1 2 4 Significant Budget and Staffing Changes During Fiscal Year 2012-13, one Industrial Waste Inspector position was reclassified to a Senior Industrial Waste Inspector. 331 City of Chandler 2013-14 Adopted Budget Municipal Utilities Division: Cost Center: Airport Water Reclamation Facility 3960 A irport Water Reclamation Facility is responsible for the treatment of domestic and industrial wastewater to water quality standards that allow for reuse of effluent and recharge into the aquifer. 2013-14 Performance Measurements Goal: Efficiently treat municipal wastewater to State of Arizona permit water quality standards for reuse and recharge purposes. Supports Priority Based Budgeting Goal(s): Safe Community; Sustainable Economic Health Objectives: ♦ Maintain efficient treatment cost per million gallons (MG). ♦ 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) 2010-11 Actual 2011-12 Actual 2012-13 Projected $1,008 $1,020 $1,100 $1,080 99.9% 99.9% 100% 100% 100% 10.0 8.2 (1) 10.5 3.3 (2) 2.5 200 210 8.14 8.01 2.66 3.21 2.5 Number of reclaimed (reuse) customers 188 194 205 (2) 2013-14 Projected $965 Recharge of wastewater (MGD) (1) 2012-13 Year End Estimate * Reduction in reuse of wastewater due to temporary decrease in deliveries to the Gila River Indian Community. Increase in recharge of wastewater due to temporary decrease in deliveries to the Gila River Indian Community. * 2012-13 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. 332 City of Chandler 2013-14 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 Contingencies/Reserves Machinery/Equipment Capital Replacement Total Cost Center - 3960 Wastewater Operating Fund 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget % Change Adopted To Adopted $ 1,601,173 $ 1,989,822 $ 2,107,545 $ 1,865,833 $ 2,176,661 1,989,822 2,006,863 1,765,151 2,176,661 100,682 100,682 930,816 1,094,362 1,158,576 950,100 1,594,362 1,290,494 1,431,460 1,444,528 1,157,000 1,738,110 61,890 91,250 118,214 90,387 91,600 17,689 32,304 32,304 18,156 25,064 500 1,000 1,000 1,000 1,369,146 1,803,815 1,806,707 1,801,700 2,103,815 18,106 59,827 59,827 71,500 59,827 500,000 1,000,000 500,000 41 25,000 25,000 25,000 47,700 17,853 12,686 12,686 12,686 15,900 $ 5,307,709 $ 7,041,526 $ 7,766,387 $ 5,992,362 $ 8,354,039 $ 5,307,709 $ 7,041,526 $ 7,766,387 $ 5,992,362 $ 8,354,039 9.39% 9.39% N/A 45.69% 21.42% 0.38% -22.41% 0.00% 16.63% 0.00% 0.00% 90.80% 25.34% 18.64% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title Administrative Specialist Instrumentation Technician Maintenance Planner/Scheduler Maintenance Worker Senior Equipment Mechanic Senior Utilities Mechanic Utilities Electrician Utilities Mechanic Utilities Systems Analyst Utilities Sys Maintenance Superintendent Utility Operations Manager Wastewater Facilities Superintendent Wastewater Treatment Plant Operator I Wastewater Treatment Plant Operator II Wastewater Treatment Plant Operator III Water Systems Maint. Superintendent Total 2009-10 Revised 1 2 1 1 4 0 2 0 1 0 1 1 2 4 1 1 22 2010-11 Revised 1 2 1 1 4 0 2 0 1 0 1 1 2 4 0 1 21 2011-12 Revised 1 3 1 0 0 4 2 1 1 1 1 1 2 4 0 0 22 2012-13 Adopted 1 3 1 0 0 4 2 1 1 1 1 1 2 4 0 0 22 2012-13 Revised 1 3 1 0 0 4 2 1 1 1 1 1 2 4 0 0 22 2013-14 Adopted 1 3 1 0 0 4 2 1 1 1 1 1 2 6 0 0 24 Significant Budget and Staffing Changes Fiscal Year 2013-14 reflects the addition of two Wastewater Treatment Plant Operator II positions in support of the Water Reclamation Facility Expansion. 333 City of Chandler 2013-14 Adopted Budget Municipal Utilities Division: Ocotillo Water Reclamation Facility is responsible for Ocotillo Water Reclamation Facility 3970 the treatment of domestic and industrial wastewater to water quality standards that allow for reuse of effluent Cost Center: and recharge into the upper aquifer. The plant is operated by Severn Trent Environmental Services under a long-term contract. 2013-14 Performance Measurements Goal: To maintain treatment cost compliance with Arizona Department of Environmental Quality regulations and to maintain wastewater reuse and recharge. Supports Priority Based Budgeting Goal(s): Safe Community; Sustainable Economic Health Objectives: ♦ Maintain efficient treatment cost per million gallons (MG). ♦ Maintain water quality compliance for Aquifer Protection Permits and Reuse Permits issued by Arizona Department Environmental Quality. ♦ Continue to reuse and recharge reclaimed water. 2010-11 Actual Measures Treatment cost per 1 MG(1) 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected $1,177 $1,302 $1,210 $1,300 $1,325 100% 99.4% 100% 100% 100% Reuse of wastewater (MGD) 7.94 7.04 8.3 7.2 7.8 Recharge of wastewater (MGD) 0.80 1.14 0.7 1.0 0.8 Percent compliance with permits (1) Treatment costs per 1 MG include overhead and profit. * 2012-13 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 Other Charges/Services Total Cost Center - 3970 Wastewater Operating Fund 2011-12 2012-13 2012-13 2012-13 2013-14 Actual Adopted Adjusted Estimated Adopted Expenditures Budget Budget Expenditures Budget $ 3,215,261 $ 3,718,320 $ 5,452,615 $ 5,452,615 $ 3,718,320 25,314 100,000 151,317 151,317 100,000 172,572 300,000 477,369 477,369 300,000 797 $ 3,413,943 $ 4,118,320 $ 6,081,301 $ 6,081,301 $ 4,118,320 $ 3,413,943 $ 4,118,320 $ 6,081,301 $ 6,081,301 $ 4,118,320 Significant Budget Changes There are no significant budget changes for Fiscal Year 2013-14. 334 % Change Adopted To Adopted 0.00% 0.00% 0.00% N/A 0.00% 11-Contents Activities and Functions Carried Out by Departments/Divisions Accomplishments Goals, Objectives and Performance Measurements Budget Summary Personnel Police Infusionsoft located its new 86,000 square foot headquarters in Chandler, and is expected to expand to 1,000 employees over the next several years. Infusionsoft creates all-in-one sales and marketing software for small businesses. City of Chandler 2013-14 Adopted Budget Police Department Assistant City Manager Police Administration Professional Standards Planning and Research Property and Evidence Communications Forensic Services Records Field Operations Detention Services Criminal Investigations Community Resources & Training 335 City of Chandler 2013-14 Adopted Budget Police Department The table below depicts the breakdown by division for the Fiscal Year (FY) 2013-14 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 2011-12 Actual Expenditures Expenditures by Cost Center 2012-13 Adopted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget Police Administration $ 3,223,749 $ 6,393,160 $ 4,837,211 $ 6,118,933 Professional Standards 951,383 1,005,257 1,084,890 1,044,114 Property and Evidence 327,412 408,950 433,587 423,429 Forensic Services 2,074,701 2,579,527 2,360,990 2,231,128 Field Operations 27,491,399 28,517,792 30,669,448 29,405,504 Criminal Investigations 11,115,179 11,275,978 12,277,030 11,516,907 Planning and Research 892,389 986,065 1,028,937 1,133,401 Communications 5,703,039 5,466,218 5,854,774 6,346,544 Records 1,558,987 1,643,334 1,774,472 1,675,105 Detention Services 2,222,435 2,651,782 2,380,512 2,691,382 Police Cmty Resources and Training 3,280,230 3,201,707 3,504,951 3,505,967 Police Capital 2,237,341 4,720,981 1,343,181 2,327,552 Total $ 61,078,246 $ 68,850,751 $ 67,549,983 $ 68,419,966 Expenditures by Category Personnel & Benefits Total Personnel (1) Ongoing (1) One-time Operating & Maintenance Capital - Major -4.29% 3.87% 3.54% -13.51% 3.11% 2.14% 14.94% 16.10% 1.93% 1.49% 9.50% -50.70% -0.63% $ 49,347,903 $ 51,557,560 $ 56,099,404 $ 52,850,098 51,233,375 51,779,510 52,515,049 2.50% 324,185 4,319,894 335,049 9,493,002 12,572,210 10,107,398 13,242,316 2,237,341 4,720,981 1,343,181 2,327,552 Total $ 61,078,246 $ 68,850,751 $ 67,549,983 $ 68,419,966 3.35% 5.33% -50.70% -0.63% Staffing by Cost Center Police Administration Professional Standards Property and Evidence Forensic Services Field Operations Criminal Investigations Planning and Research Communications Records Detention Services Police Cmty Resources and Training Total (1) % Change Adopted to Adopted 2011-12 Revised 13.000 8.000 5.000 23.000 226.000 89.000 10.000 51.000 24.000 10.000 21.000 480.000 2012-13 Adopted 13.000 8.000 5.000 23.000 226.000 89.000 10.000 51.000 24.000 10.000 24.000 483.000 2012-13 Revised 12.000 8.000 5.000 20.000 223.000 88.000 11.000 53.000 24.000 10.000 25.000 479.000 Ongoing and One-time Personnel Services detail not availab le for 2011-12 Actual Expenditures. 336 % Change 2013-14 Adopted to Adopted Adopted 12.000 -7.69% 8.000 0.00% 5.000 0.00% 20.000 -13.04% 223.000 -1.33% 88.000 -1.12% 11.000 10.00% 53.000 3.92% 24.000 0.00% 10.000 0.00% 25.000 4.17% 479.000 -0.83% City of Chandler 2013-14 Adopted Budget Police Department 2012-13 Police Accomplishments  Crime in Chandler continues to decline. When comparing 2012 to 2011 crime rate, overall Part I crime decreased 11.5%; violent crimes decreased 9.2%; and non-violent crime decreased 11.7%. When comparing 2012 to 2003 crime rate for a 10 year history, overall Part I crime has decreased 40.3%.  Renovation of the Chandler Police Department's 20 year old Communications Center was completed in November 2012. The new Communications Center is almost 600 square feet larger, with room for future expansion. The center continues to upgrade and maintain the newest technologies available in public safety communications.  The Chandler Police Department and BAIR Analytics, Inc. partnered in 2013 to provide a new way for the public to stay informed about crime in Chandler. The public can now access crime maps online through the Department’s website: chandlerpd.com. Users will have access to maps to learn about crime in their area, and examine crime data. Citizens may sign up for neighborhood watch reports that automatically email a breakdown of recent crime activity.  In 2013, the Chandler Police Department realigned precinct borders and the beats within the precincts to equalize calls for service, primarily between the main station and the Chandler Heights precincts. The realigned beats within Chandler Heights were needed to balance the calls for service within the precinct. While doing this, consideration was given to the distribution of major retailers and entities requiring police resources to better balance response capabilities.  The Chandler Police Department continues to support the East Valley Gang & Criminal Information Fusion Center and is a participating member of Mesa’s Coplink node. The Mesa node is now the most integrated node in the United States and offers an effective mechanism to exchange information, streamline operations, and enhance crime-fighting efforts within the East Valley law enforcement community by analyzing data from multiple sources.  On October 16, 2012, high-ranking officials of the Indonesian National Police and the U.S. Department of State attended a formal presentation on employee processes conducted by the Chandler Police Department’s Professional Standards Section and the Chief of Police. This was done as part of the State Department’s concerted effort to bolster and improve the Indonesian National Police Force.  In Fiscal Year 2012-13, the EZ Child ID program was implemented, which provides parents with photographs, DNA, fingerprints, and other descriptive information of their children stored electronically on DVD. This program provides peace of mind and should enable law enforcement to quickly disseminate information in the event of a lost or abducted child.  Chandler Police Department Volunteers in Policing (VIP) program received the International Association of Chiefs of Police/Wilmington University Outstanding Achievement in Law Enforcement Volunteer Programs (VIPS) Award which recognizes volunteer programs that demonstrate innovative, effective practices for augmenting sworn or civilian staff and/or improving service delivery to their communities. 2012 was the most productive year ever for the VIP program. Volunteers donated over 14,000 hours equating to over $308,000 in labor savings. 337 City of Chandler 2013-14 Adopted Budget Police Department Police Administration 2010 Division: Cost Center: P olice Administration provides leadership and resources for the accomplishment of the Department's mission of public safety for the citizens of Chandler. 2013-14 Performance Measurements Goal: Protect lives and property while fostering a sense of security for all people within the community by providing professional police services in a timely, efficient, fair, and impartial manner through the enforcement of the law within the framework of the United States and Arizona Constitutions. Supports Priority Based Budgeting Goal(s): Safe Community; Effective Transportation; Healthy and Attractive Community; Sustainable Economic Health 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 32 per 1,000 population. ♦ Maintain less than one sustained external citizen complaint per 10,000 population. Measures 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected Priority 1 average response time (min:sec) 5:28(1) 6:27(2) 5:00 6:20 5:00 Priority 2 average response time (min:sec) 13:16(1) 19:52(2) 15:00 18:24 15:00 Priority 3 average response time (min:sec) 24:20(1) 20:10(2) 30:00 37:50 30:00 Part 1 Crimes Against Persons per 1,000 population 2.2 2.1 2.0 2.0 2.0 Part 1 Crimes Against Property per 1,000 population 32.0 31.1 32.0 28.5 32.0 Number of sustained external citizen complaints per 10,000 population 0.08 0.00 0.45 0.17 0.45 (1) (2) Measures were reported based on calendar year. Data reported from 4/3/12 to 6/30/12 due to implementation of new computer aided-dispatch system and redefined prioritizations. * 2012-13 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 2013-14 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 Confiscated Property Fund Grant Fund Grand Total 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget $ 1,753,363 $ 1,803,286 $ 1,991,673 $ 1,883,087 $ 1,707,431 1,803,286 1,928,236 1,819,650 1,707,431 63,437 63,437 99,670 145,264 146,452 58,839 115,704 585,493 1,771,110 1,264,110 254,709 1,621,110 285,128 508,580 553,874 212,511 559,350 9,316 70,016 70,016 16,000 70,016 500 500 500 500 345,496 705,404 705,404 556,565 634,822 400,000 400,000 50,000 400,000 137,926 980,000 2,155,259 1,756,000 980,000 7,356 9,000 9,000 49,000 30,000 $ 3,223,749 $ 6,393,160 $ 7,296,288 $ 4,837,211 $ 6,118,933 $ 1,877,723 $ 2,012,160 $ 2,116,402 $ 2,043,497 $ 1,951,933 1,205,823 3,000,000 4,204,886 2,581,839 3,000,000 140,203 1,381,000 975,000 211,875 1,167,000 $ 3,223,749 $ 6,393,160 $ 7,296,288 $ 4,837,211 $ 6,118,933 % Change Adopted To Adopted -5.32% -5.32% N/A -20.35% -8.47% 9.98% 0.00% 0.00% -10.01% 0.00% 0.00% 233.33% -4.29% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. 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 2009-10 Revised 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 Revised 2 1 0 1 1 1 2 1 1 1 2 13 2012-13 Adopted 2 1 0 1 1 1 2 1 1 1 2 13 2012-13 Revised 2 1 0 1 1 1 2 0 1 1 2 12 2013-14 Adopted 2 1 0 1 1 1 2 0 1 1 2 12 Significant Budget and Staffing Changes During Fiscal Year 2012-13, the Police Technology Manager position was transferred to cost center 2060, Communications. 339 City of Chandler 2013-14 Adopted Budget Police Department T he 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. Professional Standards 2015 Division: Cost Center: 2013-14 Performance Measurements Goal: Instill citizen and employee confidence in the Department by maintaining the professional standards of the Department and its employees. Supports Priority Based Budgeting Goal(s): Safe Community; Healthy and Attractive Community; Sustainable Economic Health Objectives: ♦ Conduct regularly scheduled inspections and audits as directed by the Police Chief to assess the procedural quality control for both departmental and accreditation standards to include yearly policy review and proofs of compliance. ♦ Develop a recruitment plan for attracting both in-state and out-of-state qualified applicants for all positions within the Department. ♦ Provide a professional and timely selection and hiring process for applicants applying for positions with the Department. ♦ Maintain a 180-day or less hiring process for sworn personnel. ♦ 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 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 32 36 30 30 30 4 0 5 0 0 180 110 180 180 180 * 2012-13 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 2013-14 Adopted Budget Police Department    Professional Standards – 2015    Budget Summary 2011-12 Actual Expenditures 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 - 2015 $ General Fund $ 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget % Change Adopted To Adopted 910,221 $ 958,903 $ 1,035,061 $ 1,038,096 $ 996,790 958,903 963,212 966,247 996,790 71,849 71,849 15,649 17,640 18,090 18,080 17,640 10,239 4,425 4,425 4,525 4,395 450 400 400 600 3,050 5,310 7,000 7,000 7,000 7,347 9,170 16,889 16,889 16,589 14,892 344 951,383 $ 1,005,257 $ 1,081,865 $ 1,084,890 $ 1,044,114 951,383 $ 1,005,257 $ 1,081,865 $ 1,084,890 $ 1,044,114 3.95% 3.95% N/A 0.00% -0.68% 662.50% 4.96% -11.82% N/A 3.87% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title Police Administrative Specialist Police Lieutenant Police Officer Police Research Assistant Police Sergeant Total 2009-10 Revised 1 1 3 1 2 8 2010-11 Revised 1 1 3 1 2 8 2011-12 Revised 1 1 3 1 2 8 2012-13 Adopted 1 1 3 1 2 8 2012-13 Revised 1 1 3 1 2 8 Significant Budget and Staffing Changes Fiscal Year 2013-14 reflects a departmental adjustment of ongoing funding for software maintenance. 341 2013-14 Adopted 1 1 3 1 2 8 City of Chandler 2013-14 Adopted Budget Police Department T he 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. Division: Cost Center: Property and Evidence 2020 2013-14 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. Supports Priority Based Budgeting Goal(s): Safe Community Objectives: ♦ Prepare/schedule disposition of property within 30 days of court/officer approval in 98% of cases. ♦ Conduct 2 charity bike giveaways per year. ♦ Conduct monthly property destruction as scheduled. ♦ Maintain an inventory error rate of 3.0% or less for all property and evidence stored. Measures Prepare/schedule disposition of property within 30 days of approval # of bike giveaways conducted Monthly property destruction Inventory error rate 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 100% 100% 98% 100% 100% 2 1 2 2 2 12 12 12 12 12 0.0% 1.4% 3.0% 1.1% 3.0% * 2012-13 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 2013-14 Adopted Budget Police Department    Property and Evidence – 2020    Budget Summary 2011-12 Actual Expenditures 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 - 2020 $ General Fund $ 2012-13 Adopted Budget 297,300 $ 9,007 14,206 6,077 231 174 280 137 327,412 $ 327,412 $ 2012-13 Adjusted Budget 374,455 $ 374,455 10,500 13,862 8,043 1,200 890 408,950 $ 408,950 $ 2012-13 Estimated Expenditures 403,745 $ 376,959 26,786 11,450 13,862 8,043 1,200 890 439,190 $ 439,190 $ 2013-14 Adopted Budget 403,337 $ 376,551 26,786 10,100 12,062 6,468 300 1,320 433,587 $ 433,587 $ % Change Adopted To Adopted 388,934 388,934 10,500 13,862 8,043 1,200 890 423,429 423,429 3.87% 3.87% N/A 0.00% 0.00% 0.00% 0.00% N/A 0.00% N/A 3.54% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title Police Records Specialist Property and Evidence Supervisor Property and Evidence Technician Total 2009-10 Revised 1 1 3 5 2010-11 Revised 1 1 3 5 2011-12 Revised 1 1 3 5 Significant Budget and Staffing Changes There are no significant changes for Fiscal Year 2013-14. 343 2012-13 Adopted 1 1 3 5 2012-13 Revised 1 1 3 5 2013-14 Adopted 1 1 3 5 City of Chandler 2013-14 Adopted Budget Police Department T he 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. Forensic Services 2021 Division: Cost Center: 2013-14 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. Supports Priority Based Budgeting Goal(s): Safe Community; Healthy and Attractive Community 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 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected % of requests for blood alcohol analysis completed within 30 days 100% 100% 95% 100% 100% % of requests for controlled substances analysis completed within 60 days 92% 22%(1) 95%(2) 40%(1) 95%(2) Return AFIS results within 24 hours 98% 96% 95% 97% 95% Analyze all latents and enter AFISquality latents into AFIS within 14 days 98% 95% 95% 75%(1) 95%(2) 100% 100% 95% 100% 100% Complete all requests for photograph copies within 14 days (1) (2) Decrease in case turnaround is due to staffing levels. Performance projection is assuming full staffing and completion of training. * 2012-13 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 2013-14 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 Insurance/Taxes Other Charges/Services Machinery/Equipment Office Furniture/Equipment Total Cost Center - 2021 General Fund Grant Fund Grand Total 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget % Change Adopted To Adopted $ 1,775,973 $ 1,957,938 $ 2,081,077 $ 2,127,527 $ 1,787,979 1,957,938 1,980,927 2,027,377 1,787,979 100,150 100,150 14,104 11,200 11,200 12,300 12,000 60,213 81,679 86,307 84,975 251,432 128,961 99,325 102,171 102,171 167,135 7,193 4,620 4,620 4,620 4,620 532 16,850 7,765 14,765 12,865 7,962 71,147 417,000 410,000 16,000 259 $ 2,074,701 $ 2,579,527 $ 2,710,140 $ 2,360,990 $ 2,231,128 $ 1,997,460 $ 2,162,527 $ 2,293,140 $ 2,339,590 $ 2,068,128 77,241 417,000 417,000 21,400 163,000 $ 2,074,701 $ 2,579,527 $ 2,710,140 $ 2,360,990 $ 2,231,128 -8.68% -8.68% N/A 7.14% 207.83% 68.27% 0.00% N/A 2.54% -100.00% N/A -13.51% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title Crime Scene Supervisor Crime Scene Technician I Crime Scene Technician II Criminalist II Latent Print Examiner II Police Administrative Specialist Police Forensics Service Section Manager Supervising Criminalist Total 2009-10 Revised 2 2 9 4 2 2 1 0 22 2010-11 Revised 2 2 9 4 2 2 1 1 23 2011-12 Revised 2 2 9 5 1 2 1 1 23 2012-13 Adopted 2 2 9 5 1 2 1 1 23 2012-13 Revised 2 1 9 3 1 2 1 1 20 2013-14 Adopted 2 1 9 3 1 2 1 1 20 Significant Budget and Staffing Changes During Fiscal Year (FY) 2012-13, one Crime Scene Technician I and two Criminalist II positions were eliminated due to the discontinuation of an Intergovernmental Agreement (IGA) with the Town of Gilbert. The discontinuation of the IGA also resulted in a corresponding budget reduction of $31,190. FY 2013-14 reflects additional ongoing funding for laboratory equipment maintenance, software purchase, and accreditation fees. 345 City of Chandler 2013-14 Adopted Budget Police Department F ield 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. Division: Cost Center: Field Operations 2030 2013-14 Performance Measurements Goal: Protect lives and property by providing professional police services in a timely, efficient and effective manner. Supports Priority Based Budgeting Goal(s): Safe Community; Effective Transportation; Healthy and Attractive Community; and Sustainable Economic Health Objective: ♦ Reduce traffic accidents and enhance traffic safety. ♦ Maintain or reduce the accident rate at 14 per 1,000 population or less. ♦ 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, by holding three briefings each week per team on proactive crime reduction strategies. Measures Number of directed traffic enforcement initiatives(1) Accidents per 1,000 population(1) Number of hours officers are dedicated to making warrant arrests Number of crime reduction plans developed to address public safety issues Percentage of proactive crime reduction briefings held(2) (1) (2) 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected N/A 100 110 110 110 N/A 14.2 14.0 14.1 14.0 2,231 2,146 2,500 2,500 2,500 48 48 48 48 48 216(2) 216(2) 100% 100% 100% New measure being used effective Fiscal Year (FY) 2011-12. Measure changed from “Number of monthly briefings on proactive crime reduction strategies” effective FY 2012-13. * 2012-13 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 2013-14 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. Supports Priority Based Budgeting Goal(s): Safe Community; Effective Transportation; Healthy and Attractive Community; Sustainable Economic Health Objectives: ♦ Encourage citizen participation and provide public safety information in annual open house and public meetings with members of the community to address and develop joint law enforcement/citizen solutions to neighborhood problems. ♦ Ascertain concerns and needs of community through Citizen Satisfaction Surveys. ♦ Promote traffic safety by conducting special public awareness events annually. Measures 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected Number of citizen community meetings 2 2(1) 48 48 48 Number of Citizen Satisfaction Surveys completed 88 132 100 100 100 Number of traffic safety and education special events conducted 19 16 20 20 20 (1) Improved internal tracking of community meetings to include all public meetings attended by Field Operations effective mid-year 2011-12. Goal: Create a safe and pleasant environment for park patrons through high visibility patrols within City parks. Supports Priority Based Budgeting Goal(s): Safe Community Objective: ♦ Maintain a Park Ranger Team average of 8,160 park visits per year. ♦ Conduct a team average of 3,600 hours per year of foot patrol through the parks for enforcement purposes. Measures 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected Number of park visits per year 9,245 7,603 8,160 8,200 8,160 Number of foot patrol hours per year 3,788 3,199 3,600 3,600 3,600 * 2012-13 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. 347 City of Chandler 2013-14 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 Contingencies/Reserves Machinery/Equipment Capital Replacement Total Cost Center - 2030 General Fund Grant Fund Grand Total 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget % Change Adopted To Adopted $ 24,437,621 $ 25,841,500 $ 28,182,468 $ 27,887,110 $ 26,478,162 25,841,500 26,004,972 25,709,614 26,478,162 2,177,496 2,177,496 11,808 15,066 21,543 14,800 12,126 1,641,309 1,610,563 1,649,936 1,735,554 1,878,365 34,477 42,208 54,452 47,497 50,746 26,588 17,029 17,029 27,549 27,679 12,581 16,544 16,544 16,544 16,544 34,537 18,072 18,900 23,584 25,072 40,000 2,231 1,290,247 916,810 916,810 916,810 916,810 $ 27,491,399 $ 28,517,792 $ 30,877,682 $ 30,669,448 $ 29,405,504 $ 27,384,051 $ 28,262,792 $ 30,566,682 $ 30,474,178 $ 29,124,504 107,348 255,000 311,000 195,270 281,000 $ 27,491,399 $ 28,517,792 $ 30,877,682 $ 30,669,448 $ 29,405,504 2.46% 2.46% N/A -19.51% 16.63% 20.23% 62.54% 0.00% 38.73% -100.00% N/A 0.00% 3.11% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title Detention Officer Impound Hearing Specialist Park Ranger Police Administrative Specialist Police Commander Police Fleet Aide Police Lieutenant Police Officer Police Operations Support Supervisor Police Sergeant Police Teleserve Specialist Total 2009-10 Revised 4 0 5 10 2 0 9 169 1 27 4 231 2010-11 Revised 4 0 5 8 3 2 9 166 1 27 4 229 2011-12 Revised 0 0 5 8 3 2 9 167 1 27 4 226 2012-13 Adopted 0 0 5 8 3 2 9 167 1 27 4 226 2012-13 Revised 0 1 5 6 3 1 9 166 1 27 4 223 2013-14 Adopted 0 1 5 6 3 1 9 166 1 27 4 223 Significant Budget and Staffing Changes During Fiscal Year (FY) 2012-13, one Police Officer position was transferred to cost center 2080, Community Resources and Training, one Police Administrative Specialist position was transferred to cost center 2060, Communications, and one Police Administrative Specialist position was reclassified to an Impound Hearing Specialist. Additionally, one Police Fleet Aide position was eliminated and the funding converted to Temporary. Ongoing funding is added in FY 2013-14 for vehicle maintenance and K-9 Unit supplies. 348 City of Chandler 2013-14 Adopted Budget Police Department T he 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. Division: Cost Center: Criminal Investigations 2040 2013-14 Performance Measurements Goal: Provide specialized investigative skills and appropriate proactive techniques to aid in solving crimes involving persons, property, narcotics, and gangs. Supports Priority Based Budgeting Goal(s): Safe Community; Sustainable Economic Health; Healthy and Attractive Community; Leisure, Culture and Recreation 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. ♦ Decrease violent gang activity through education, enforcement and suppression. (1) ♦ Respond to 80% of all vice, drug and organized crime tips and leads (VDO’s) within 30 days. 2010-11 Actual Measures 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected Criminal Investigations clearance rate 86% 73% 80% 87% 80% Percentage of submitted cases requiring no further investigation 94% 93% 90% 89% 90% Number of special projects in response to crime trends 43 24 40 20 25 Number of gang awareness presentations 33 20 24 24 24 100% 100% 80% 100% 80% 1,344 413 600 N/A N/A 199 113 180 N/A N/A 320 308 200 N/A N/A Percent of all VDO’s responded to within 30 days(1) Number of gang related contacts (2) Number of felony arrest warrants cleared Number of misdemeanor arrest warrants cleared(2)(3) (1) (2) (3) (2) Objective and Measure changed from 60 days effective Fiscal Year (FY) 2012-13. Measure no longer being used effective FY 2012-13. Includes misdemeanor warrant voluntary compliance program. Staffing availability is dependent upon support needed for other investigative units. * 2012-13 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 City of Chandler 2013-14 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 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget % Change Adopted To Adopted $ 10,710,140 $ 10,747,800 $ 11,901,662 $ 11,948,216 $ 10,886,351 10,747,800 11,019,146 11,065,700 10,886,351 882,516 882,516 7,902 125,275 126,124 5,000 3,725 45,887 136,772 106,772 73,925 353,772 13,546 2,288 2,288 1,250 2,288 171,498 159,667 160,414 135,628 156,595 5,037 1,000 1,000 6,750 1,000 160,523 103,176 107,638 106,261 113,176 647 $ 11,115,179 $ 11,275,978 $ 12,405,898 $ 12,277,030 $ 11,516,907 $ 10,828,916 $ 10,845,978 $ 11,751,558 $ 11,916,160 $ 11,114,907 286,263 430,000 654,340 360,870 402,000 $ 11,115,179 $ 11,275,978 $ 12,405,898 $ 12,277,030 $ 11,516,907 1.29% 1.29% N/A -97.03% 158.66% 0.00% -1.92% 0.00% 9.69% N/A 2.14% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. 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 2009-10 Revised 4 1 2 3 66 1 12 1 3 93 2010-11 Revised 4 1 2 2 65 1 12 1 3 91 2011-12 Revised 4 1 0 2 65 1 12 1 3 89 2012-13 Adopted 4 1 0 2 65 1 12 1 3 89 2012-13 Revised 4 1 0 2 65 0 12 1 3 88 2013-14 Adopted 4 1 0 2 65 0 12 1 3 88 Significant Budget and Staffing Changes During Fiscal Year (FY) 2012-13, the Police Operations Support Supervisor position was reclassified to a Management Assistant and transferred to cost center 2050, Planning and Research. FY 2013-14 reflects an ongoing increase in overtime in response to wage adjustments that have impacted the entire Police Department over the last several years. Funding is included to pay the City’s portion of ongoing expenses related to the East Valley Gang and Criminal Information Center (Fusion Center), a multi-agency partnership for sharing information and resources. 350 City of Chandler 2013-14 Adopted Budget Police Department P lanning and Research is responsible for the Department’s budget, grant, and forfeiture fund administration, facilities, capital improvement program planning, strategic planning, crime analysis, uniform crime reporting, investigative assistance, deployment and efficiency analysis, and special project research. Planning and Research 2050 Division: Cost Center: 2013-14 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. Supports Priority Based Budgeting Goal(s): Safe Community; Healthy and Attractive Community; Sustainable Economic Health; Effective Transportation 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 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 110 107 100 98 100 36 38 30 33 33 Number of crime analysis products provided 686 814 650 660 650 Number of Uniform Crime Reports produced 12 11 12 10 12 Number of deployment and efficiency studies performed 58 62 60 45 50 Number of grants/IGAs/MOUs prepared * 2012-13 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. 351 City of Chandler 2013-14 Adopted Budget Police Department    Planning and Research – 2050    Budget Summary 2011-12 Actual Expenditures Description Personnel Services Total Personnel $ Ongoing* One-time* Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Total Cost Center - 2050 $ General Fund $ 2012-13 Adopted Budget 875,351 $ 8,324 1,066 6,185 1,463 892,389 $ 892,389 $ 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget % Change Adopted To Adopted 935,078 $ 986,533 $ 986,381 $ 1,082,414 935,078 950,890 950,738 1,082,414 35,643 35,643 25,466 31,248 25,856 31,604 13,167 13,167 5,400 6,862 7,728 7,728 6,000 7,720 4,626 4,626 5,300 4,801 986,065 $ 1,043,302 $ 1,028,937 $ 1,133,401 986,065 $ 1,043,302 $ 1,028,937 $ 1,133,401 15.76% 15.76% N/A 24.10% -47.88% -0.10% 3.78% 14.94% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title Crime Analysis Supervisor Management Assistant Police Investigative Assistant Police Planning and Research Analyst Police Planning and Research Manager Police Planning Assistant Total 2009-10 Revised 1 0 0 4 1 2 8 2010-11 Revised 1 0 0 4 1 2 8 2011-12 Revised 1 0 2 4 1 2 10 2012-13 Adopted 1 0 2 4 1 2 10 2012-13 Revised 1 1 2 4 1 2 11 2013-14 Adopted 1 1 2 4 1 2 11 Significant Budget and Staffing Changes During Fiscal Year 2012-13, a Police Operations Support Supervisor position was reclassified to a Management Assistant and transferred from cost center 2040, Criminal Investigations. 352 City of Chandler 2013-14 Adopted Budget Police Department T he Communications Section provides emergency and non-emergency police services to the public and supports other City departments in carrying out their public safety responsibilities by providing radio and computer aided dispatch. Communications 2060 Division: Cost Center: 2013-14 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. Supports Priority Based Budgeting Goal(s): Safe Community; Effective Transportation; Healthy and Attractive Community; Sustainable Economic Health; Leisure, Culture and Recreation Objective: ♦ Process calls for services. ♦ Enter 85% of Priority 1 calls received through 9-1-1 into the system within one minute. This is Communications’ effort in meeting the Department 5 minute response times. ♦ Maintain a median queue of 30 seconds on Priority 1 calls for service (entered to dispatched) 95% of the time. ♦ Answer a minimum of 90% of calls arriving at the Public Safety Answering Point (PSAP) within 10 seconds during the busy hour (the hour each day with the greatest call volume). ♦ Answer a minimum of 95% of all 9-1-1 calls within 20 seconds Measures Total call volume into the dispatch center(1) 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected N/A N/A N/A 330,000 332,000 142,225 137,170 143,000 N/A N/A 93% N/A(3) 95% N/A N/A Percentage of calls arriving at the PSAP answered within 10 seconds during the busy hour(1) N/A N/A N/A 90% 90% Percentage of 9-1-1 calls answered within 20 seconds(1) N/A N/A N/A 95% 95% 94% N/A(3) 85% 85% 85% 97% N/A(3) 95% 95% 95% Number of calls for services (2) Maintain an overall average ring time less than 7 seconds for incoming 9-1-1 calls for service(2) Percentage of Priority 1 calls received through 9-1-1 entered into the system within one minute of time received Maintain median queue of 30 seconds on Priority 1 calls (entered to dispatched) (1) (2) (3) New measure effective Fiscal Year (FY) 2012-13. Measure no longer being used effective FY 2012-13. FY 2011-12 data not available due to new technology systems. * 2012-13 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. 353 City of Chandler 2013-14 Adopted Budget Police Department    Communications – 2060    Budget Summary 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget Description Personnel Services Total Personnel $ 3,505,514 $ 3,864,315 $ 4,131,716 $ 4,176,148 $ 4,181,561 Ongoing* 3,864,315 3,894,821 3,939,253 4,181,561 One-time* 236,895 236,895 Professional/Contract 5,233 10,145 24,569 20,000 7,200 Operating Supplies 29,898 105,951 145,530 122,688 122,805 Repairs/Maintenance 309,063 272,107 292,327 292,327 670,720 Communications/Transportation 19,228 9,706 18,891 24,313 9,706 Other Charges/Services 911,446 560,915 595,984 595,984 560,915 Machinery/Equipment 713,429 433,851 434,548 414,086 577,275 Capital Replacement 209,228 209,228 209,228 209,228 216,362 Total Cost Center - 2060 $ 5,703,039 $ 5,466,218 $ 5,852,793 $ 5,854,774 $ 6,346,544 General Fund $ 5,703,039 $ 5,466,218 $ 5,852,793 $ 5,854,774 $ 6,346,544 % Change Adopted To Adopted 8.21% 8.21% N/A -29.03% 15.91% 146.49% 0.00% 0.00% 33.06% 3.41% 16.10% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. 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 Technology Manager Sr. Police Communications Technician Total 2009-10 Revised 1 6 30 8 1 2 1 1 0 2 52 2010-11 Revised 1 6 29 8 1 2 1 1 0 2 51 2011-12 Revised 1 6 29 8 1 2 1 1 0 2 51 2012-13 Adopted 1 6 29 8 1 2 1 1 0 2 51 2012-13 Revised 1 6 29 8 1 2 2 1 1 2 53 2013-14 Adopted 1 6 29 8 1 2 2 1 1 2 53 Significant Budget and Staffing Changes During Fiscal Year (FY) 2012-13, the Police Technology Manager position was transferred from cost center 2010, Police Administration, and one Police Administrative Specialist position was transferred from cost center 2030, Field Operations. Ongoing funding was provided in FY 2012-13 to support the Police Technology Manager for half of the fiscal year, after which time grant monies would no longer be available. FY 2013-14 reflects the addition of the remainder of the General Fund monies required to maintain the position. One-time funding is provided for: software to enhance communications between alarm companies and the Police Department; purchase of radio testing equipment as a part of the Regional Wireless Cooperative (RWC); and equipment to enable communication through the Arizona Interagency Radio System (AIRS). Both ongoing and one-time funding is added to install and maintain Mobile Data Computers (MDCs) and printers in the motorcycle fleet as well as purchase and maintenance of MDCs and mobile radios for Investigations. Ongoing funding is added to support an Electronic Data Management System (EDMS) to improve record maintenance and accessibility. 354 City of Chandler 2013-14 Adopted Budget Police Department 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. Records 2070 Division: Cost Center: 2013-14 Performance Measurements Goal: Accept, process, store, and retrieve police reports, court records, traffic citations, accident reports, and automated database information, including criminal justice information and the records management system, and other official information. Supports Priority Based Budgeting Goal(s): Safe Community Objectives: ♦ 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 Percentage of report copy requests processed within 7 business days Percentage of validations completed within allotted time limits 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 84% 96% 90% 94% 90% 100% 100% 100% 100% 100% Goal: Provide information as requested in an accurate and timely manner to the public, the media, private and public sector organizations, and members of the Police Department. Supports Priority Based Budgeting Goal(s): Safe Community Objectives: ♦ Respond to requests for criminal histories by the end of the following shift in 98% of all cases. ♦ Mail "Notice of Recovery" letters to auto theft victims within 24 hours of recovery in 98% of all cases. Measures Percentage of criminal histories completed by the end of the following shift Percentage of recovery letters mailed to victim with 24 hours 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 100% 100% 98% 100% 100% 99% 99% 98% 98% 98% * 2012-13 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. 355 City of Chandler 2013-14 Adopted Budget Police Department    Records – 2070    Budget Summary 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget Description Personnel Services Total Personnel $ 1,525,530 $ 1,607,843 $ 1,742,534 $ 1,742,332 $ 1,640,174 Ongoing* 1,607,843 1,621,923 1,621,721 1,640,174 One-time* 120,611 120,611 Operating Supplies 22,958 24,681 24,681 22,900 24,681 Repairs/Maintenance 9,871 7,310 7,310 7,690 6,750 Communications/Transportation 331 2,000 2,000 650 2,000 Other Charges/Services 299 1,500 1,500 900 1,500 Total Cost Center - 2070 $ 1,558,987 $ 1,643,334 $ 1,778,025 $ 1,774,472 $ 1,675,105 General Fund $ 1,558,987 $ 1,643,334 $ 1,778,025 $ 1,774,472 $ 1,675,105 % Change Adopted To Adopted 2.01% 2.01% N/A 0.00% -7.66% 0.00% 0.00% 1.93% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title Police Records Specialist Police Records Supervisor Police Support Services Manager Total 2009-10 Revised 20 4 1 25 2010-11 Revised 19 4 1 24 2011-12 Revised 19 4 1 24 Significant Budget and Staffing Changes There are no significant changes for Fiscal Year 2013-14. 356 2012-13 Adopted 19 4 1 24 2012-13 Revised 19 4 1 24 2013-14 Adopted 19 4 1 24 City of Chandler 2013-14 Adopted Budget Police Department Division: Cost Center: Detention Services 2071 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. 2013-14 Performance Measurements Goal: Provide safe and timely prisoner transport services for the Chandler City Court. Ensure all prisoners in custody are treated in accordance with policy. Supports Priority Based Budgeting Goal(s): Safe Community 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 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% * 2012-13 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 357 City of Chandler 2013-14 Adopted Budget Police Department    Detention Services - 2071    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Insurance/Taxes Other Charges/Services Total Cost Center - 2071 General Fund 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget % Change Adopted To Adopted $ 637,639 $ 695,387 $ 744,782 $ 771,039 $ 734,987 695,387 699,314 725,571 734,987 45,468 45,468 1,584,143 1,955,000 2,614,821 1,608,078 1,955,000 202 1,395 1,395 1,395 1,395 422 30 $ 2,222,435 $ 2,651,782 $ 3,360,998 $ 2,380,512 $ 2,691,382 $ 2,222,435 $ 2,651,782 $ 3,360,998 $ 2,380,512 $ 2,691,382 5.69% 5.69% N/A 0.00% 0.00% N/A N/A 1.49% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title Detention Officer Police Detention Supervisor Total 2009-10 Revised 5 1 6 2010-11 Revised 5 1 6 2011-12 Revised 9 1 10 Significant Budget and Staffing Changes There are no significant changes for Fiscal Year 2013-14. 358 2012-13 Adopted 9 1 10 2012-13 Revised 9 1 10 2013-14 Adopted 9 1 10 City of Chandler 2013-14 Adopted Budget Police Department P olice Community Resources and Training programs include the School Resource Officer Program in all public secondary schools, the Crime Prevention Unit that strives Cost Center: 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. Police Community Resources and Training 2080 Division: 2013-14 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. Supports Priority Based Budgeting Goal(s): Safe Community; Healthy and Attractive Community; Leisure, Culture and Recreation; Sustainable Economic Health Objectives: ♦ Support the School Resource Officer (SRO) program in traditional secondary schools within the City. ♦ Provide Law Related Education (LRE) instruction to students. Measures 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected Percent of City of Chandler secondary schools with a SRO 100% 100% 100% 100% 100% Number of LRE hours taught 1,853 2,050 2,000 2,000 2,000 Goal: Conduct and/or participate in community programs such as Citizen and Youth Police Academies and City Services Academies. Supports Priority Based Budgeting Goal(s): Safe Community; Leisure, Culture and Recreation Objective: ♦ Provide Citizens and Youth Police Academies and City Services Academies to the community. Measures Number of Academies 2010-11 Actual 2011-12 Actual 9 2012-13 Projected 8 * 2012-13 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 9 2012-13 Year End Estimate * 9 2013-14 Projected 9 City of Chandler 2013-14 Adopted Budget Police Department    Police Community Resources and Training – 2080    Goal: Coordinate departmental volunteer programs. Supports Priority Based Budgeting Goal(s): Safe Community; Healthy and Attractive Community; Effective Transportation; Sustainable Economic Health Objective: ♦ Coordinate departmental volunteer activity to enhance citizen interaction and service to our community. Measures Number of volunteer hours donated 2010-11 Actual 2011-12 Actual 10,694 13,479 2012-13 Projected 12,000 2012-13 Year End Estimate * 12,500 2013-14 Projected 12,500 Goal: Provide and maintain records on police personnel training. Supports Priority Based Budgeting Goal(s): Safe Community 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 2010-11 Actual 2011-12 Actual 100% 100% 2012-13 Projected 100% 2012-13 Year End Estimate * 100% 2013-14 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. Supports Priority Based Budgeting Goal(s): Safe Community; Healthy and Attractive Community; Leisure, Culture and Recreation; Sustainable Economic Health 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 2010-11 Actual 2011-12 Actual 256 245 * 2012-13 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 2012-13 Projected 360 2012-13 Year End Estimate * 360 2013-14 Projected 360 City of Chandler 2013-14 Adopted Budget Police Department    Police Community Resources and Training – 2080    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Total Cost Center - 2080 General Fund Grant Fund Grand Total 2011-12 Actual Expenditures 2012-13 Adjusted Budget 2012-13 Adopted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget % Change Adopted To Adopted $ 2,919,251 $ 2,771,055 $ 3,131,475 $ 3,136,131 $ 2,965,315 2,446,870 2,572,432 2,577,088 2,630,266 324,185 559,043 559,043 335,049 305,701 393,978 385,093 322,953 513,978 6,646 9,692 9,692 9,692 9,692 21,930 9,590 9,590 21,529 9,590 2,254 3,495 23,208 17,392 37,392 12,392 7,392 $ 3,280,230 $ 3,201,707 $ 3,573,242 $ 3,504,951 $ 3,505,967 $ 3,173,604 $ 2,991,707 $ 3,233,242 $ 3,257,851 $ 3,210,967 106,626 210,000 340,000 247,100 295,000 $ 3,280,230 $ 3,201,707 $ 3,573,242 $ 3,504,951 $ 3,505,967 7.01% 7.50% 3.35% 30.46% 0.00% 0.00% N/A N/A -57.50% 9.50% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title Community Outreach Coordinator Police Administrative Specialist Police Employee Training Coordinator Police Lieutenant Police Officer Police Sergeant Total 2009-10 Revised 1 1 1 1 22 5 31 2010-11 Revised 1 1 1 1 13 4 21 2011-12 Revised 1 1 1 1 13 4 21 2012-13 Adopted 1 1 1 1 16 4 24 2012-13 Revised 1 1 1 1 17 4 25 2013-14 Adopted 1 1 1 1 17 4 25 Significant Budget and Staffing Changes During Fiscal Year (FY) 2012-13, one Police Officer position was transferred from cost center 2030, Field Operations. FY 2013-14 reflects the addition of ongoing funding for range ammunition. One-time funding is provided in FY 2013-14 to maintain three Police Officer positions related to the School Resource Officer program. One half of the cost of these positions is offset by revenues from the Chandler Unified School District. 361 City of Chandler 2013-14 Adopted Budget Police Department Division: Cost Center: Police Capital 2100 Capital Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Operating Supplies Contingencies/Reserves Building/Improvements Machinery/Equipment Office Furniture/Equipment Total Cost Center - 2100 General Gov't Capital Projects Fund Public Safety Bonds - Police Grand Total 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget $ 2012-13 Estimated Expenditures 2013-14 Adopted Budget 723 $ - $ - $ - $ 2,783 4,720,981 1,916,467 784,454 2,380,577 543,426 1,449,381 879,071 799,755 411,085 $ 2,237,341 $ 4,720,981 $ 3,259,648 $ 1,343,181 $ 2,327,552 $ 787,074 $ 1,445,829 $ 1,412,306 $ 543,426 $ 1,279,965 1,450,267 3,275,152 1,847,342 799,755 1,047,587 $ 2,237,341 $ 4,720,981 $ 3,259,648 $ 1,343,181 $ 2,327,552 % Change Adopted To Adopted N/A N/A N/A N/A -59.41% N/A N/A N/A -50.70% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. 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 upcoming year. Detail on the capital program is available in the 2014-2023 Capital Improvement Program. 362 12-Contents Activities and Functions Carried Out by Departments/Divisions Accomplishments Goals, Objectives and Performance Measurements Budget Summary Personnel Innovations Science & Technology incubator offers state-of-the-art facilities, laboratories, and a specialized core of services, equipment and support to entrepreneurs in the life sciences and emerging technology industries. Businesses receive turnkey facilities and the resources of a large company while preserving their entrepreneurial focus as they grow in Chandler. Transportation & Development City of Chandler 2013-14 Adopted Budget Transportation & Development Assistant City Manager Transportation & Development Administration Transportation Engineering Mapping/ Standards Transit Services Development Services Planning Site Development Land Use Planning Capital Projects Real Estate Streets Construction Management Civil Plan Review Building Inspections Building Plan Review Special Projects Group Customer Service Contract Management 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. 363 City of Chandler 2013-14 Adopted Budget Transportation & Development The table below depicts the breakdown by division for the Fiscal Year (FY) 2013-14 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 2011-12 Actual Expenditures Expenditures by Cost Center 2012-13 Adopted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget Transportation and Dev Administration $ 687,837 $ 1,117,881 $ 1,146,808 $ 1,659,155 Planning 2,337,338 1,628,008 1,572,145 1,554,569 Development Services 3,346,971 3,525,357 3,507,839 4,143,330 Planning Capital 22,045 39,000 Engineering 2,760,190 2,422,320 2,456,251 1,022,674 Capital Projects 1,221,879 1,646,476 1,905,274 Engineering Capital 58,869 238,012 194,992 Streets 6,788,684 7,709,297 10,118,800 8,748,244 Streets Capital 20,677,759 68,787,201 24,038,070 61,142,625 Traffic Engineering 5,696,235 6,047,136 5,838,969 6,308,330 Transit Services 763,867 1,363,202 794,854 1,550,735 Street Sweeping 1,117,995 1,167,338 1,258,628 950,429 971,757 Airport (1) (1) 145,268 Airport Capital Total $ 45,374,817 $ 95,266,631 $ 52,573,832 $ 88,985,365 Expenditures by Category Personnel & Benefits Total Personnel Ongoing (2) (2) One-time Operating & Maintenance Capital - Major % Change Adopted to Adopted 48.42% -4.51% 17.53% -100.00% -57.78% 55.93% -100.00% 13.48% -11.11% 4.32% 13.76% -18.58% N/A N/A -6.59% $ 14,957,286 $ 15,223,985 $ 15,888,594 $ 15,841,860 14,957,286 9,513,590 20,903,941 Total $ 45,374,817 $ Staffing by Cost Center Transportation and Dev Administration Planning Development Services Engineering Capital Projects Streets Traffic Engineering Transit Services Street Sweeping Airport (1) Total 2011-12 Revised 5.000 22.000 35.000 31.000 0.000 40.500 25.000 3.000 9.000 6.000 176.500 15,141,885 82,100 10,978,433 69,064,213 95,266,631 $ 15,094,513 794,081 12,452,176 24,233,062 52,573,832 $ 15,695,720 146,140 12,000,880 61,142,625 88,985,365 3.66% 78.00% 9.31% -11.47% -6.59% 2012-13 Adopted 5.000 15.000 34.000 22.000 15.000 40.500 25.000 3.000 9.000 0.000 168.500 2012-13 Revised 5.000 14.000 32.000 22.000 18.000 40.500 25.000 3.000 9.000 0.000 168.500 % Change 2013-14 Adopted to Adopted Adopted 9.000 80.00% 14.000 -6.67% 38.000 11.76% 9.000 -59.09% 21.000 40.00% 40.500 0.00% 25.000 0.00% 3.000 0.00% 9.000 0.00% 0.000 N/A 168.500 0.00% (1) Cost centers 4100, Airport, and 4110, Airport Capital, transferred from the Transportation & Development Department to Economic Development in the City Manager Department effective July 1, 2012. (2) Ongoing and One-time Personnel Services detail not availab le for 2011-12 Actual Expenditures. 364 City of Chandler 2013-14 Adopted Budget Transportation & Development 2012-13 Transportation & Development Accomplishments  Completed the Alma School Road and Ray Road Intersection Project, the Gilbert Road from Queen Creek Road to Ocotillo Road Project, the Chandler Blvd/Loop 101 Project, and the Commonwealth Avenue Project.  Completed the Arizona Avenue High Capacity Transit Study.  Extended bus service on Route 112 (Arizona Avenue south to Pecos Road) serving Walmart, ICAN, and Chandler Family Health.  Retrofitted 200 new arterial LED street lights to replace older High Pressure Sodium lighting in the APS service area.  Created a new set of traffic directional signs for downtown City campus destinations.  Installed 984 new pedestrian countdown timers at 136 signalized intersections, using a federal highway safety grant.  In its second year of existence, the Small Business Assistance Team assisted more than 60 small business owners in evaluating tenant spaces to determine the adequacy for their business needs.  Following Board of Appeals evaluation and recommendation, the City Council adopted the 2012 International Codes, which increases energy efficiency in new buildings while providing more flexibility for design and construction of safe buildings using current technologies and materials.  Developed and implemented a Self-Certification pilot program for plan review of smaller (<25,000 square foot) tenant improvement projects.  Amended the Sign Code, expanding commercial signage amounts allowed per the Mayor’s 4-Corner Retail Study report.  Milled and overlaid 42.4 lane miles of roadway and performed pavement maintenance (seals) on 97.8 lane miles of roadway.  Upgraded 368 ADA handicap ramps throughout the City.  Swept 68,925 curb-miles and removed 2,100 tons of debris from City streets.  Crushed 26,610 tons of asphalt millings to be recycled into alleyways for PM-10 dust control and other maintenance projects.  Inspected 13,392 storm drainage structures and maintained 2,129 storm drainage structures.  Placed 2,058 tons of asphalt and 47,360 square feet of concrete along City streets.  Closed out over 45 design and construction contracts totaling more than $26 million.  Acquired multiple property rights for 153 parcels including fee interest, temporary construction and temporary drainage easements, licenses, and rights-of-entry for a total consideration of $1,594,888. 365 City of Chandler 2013-14 Adopted Budget Transportation & Development Transportation & Development Administration 3010 Division: Cost Center: T ransportation & Development Administration is charged with providing management direction and support to the five operational areas that comprise the Transportation & Development Department. 2013-14 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. Supports Priority Based Budgeting Goal(s): Good Governance; Effective Transportation; Safe Community; Healthy and Attractive Community 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 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 4,751 4,279 4,800 4,000 4,000 95% 95% 95% 95% 95% 50 45 45 30 25 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. Supports Priority Based Budgeting Goal(s): Good Governance; Effective Transportation; Safe Community; Healthy and Attractive Community 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). Measure Represent City at agency and civic group meetings (1) 2010-11 Actual 161 2011-12 Actual 133(1) 2012-13 Projected 130 2012-13 Year End Estimate * 124 2013-14 Projected 120 Decrease due to cost center 3010 staff no longer attending the meetings as a result of the Transit Services Coordinator position added in cost center 3340, Transit Services. * 2013-14 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 366 City of Chandler 2013-14 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 Other Charges/Services Building/Improvements Office Furniture/Equipment Capital Replacement Total Cost Center - 3010 General Fund 2011-12 Actual Expenditures $ 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget % Change Adopted To Adopted 661,527 $ 673,933 $ 709,231 $ 711,710 $ 1,120,847 661,527 673,933 700,330 702,809 1,120,847 8,901 8,901 3,650 400,900 400,900 400,900 500,900 2,984 12,372 11,949 9,668 16,226 6,318 4,268 3,879 2,879 3,715 4,099 9,607 8,107 5,417 9,007 3,680 8,060 8,060 7,360 8,460 5,579 1,000 7,441 7,441 8,874 300 300 687,837 $ 1,117,881 $ 1,149,867 $ 1,146,808 $ 1,659,155 687,837 $ 1,117,881 $ 1,149,867 $ 1,146,808 $ 1,659,155 $ $ 66.31% 66.31% N/A 24.94% 31.15% -12.96% -6.25% 4.96% -100.00% -100.00% -100.00% 48.42% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title Development Project Administrator Development Project Coordinator Engineer Assistant Management Assistant Public Works Deputy Director Public Works Director Regulatory Affairs Manager Senior Executive Assistant Senior Management Assistant Transportation & Development Director Transportation Manager Total 2009-10 Revised 0 0 0 0 1 1 0 1 0 0 0 3 2010-11 Revised 0 0 0 1 0 0 1 1 0 1 1 5 2011-12 Revised 0 0 0 0 0 0 1 1 1 1 1 5 2012-13 Adopted 0 0 0 0 0 0 1 1 1 1 1 5 2012-13 Revised 0 0 0 0 0 0 1 1 1 1 1 5 2013-14 Proposed 2 1 1 0 0 0 1 1 1 1 1 9 Significant Budget and Staffing Changes Effective July 1, 2013, two Development Project Administrators, one Development Project Coordinator, and one Engineer Assistant are transferred from cost center 3020, Engineering. Fiscal Year 2013-14 reflects a one-time increase in Professional/Contract for temporary inspection services, as well as a reallocation of Operating Supplies for fuel from cost center 3020, Engineering. 367 City of Chandler 2013-14 Adopted Budget Transportation & Development 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, code amendments, and maintaining all elements of the Chandler General Plan as required by state statutes. -- Zoning administration 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 proposals 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. Planning 1510 Division: Cost Center: 2013-14 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. Supports Priority Based Budgeting Goal(s): Safe Community; Effective Transportation; Healthy and Attractive Community; Sustainable Economic Health; Good Governance 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 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 81% 86% 80% 78% 80% 130 117 120 145 160 * 2012-13 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 368 City of Chandler 2013-14 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. Supports Priority Based Budgeting Goal(s): Healthy and Attractive Community; Sustainable Economic Health; Good Governance 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 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 1,356 1,249 1,450 1,782(1) 2,000 Percentage completed within 20-day turnaround time 98% 98% 98% 98% 98% Percentage of field inspections completed within 24 hours 98% 98% 98% 98% 98% Total number of plan reviews (1) Plan reviews are trending upwards due to an increase in development activity. Goal: Provide professional recommendations regarding future growth and development, technical information, and demographics to City Council and citizen advisory task forces. Supports Priority Based Budgeting Goal(s): Safe Community; Effective Transportation; Healthy and Attractive Community; Sustainable Economic Health; Good Governance 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 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 3 3 2 4 3 5 5 3 3 2 * 2012-13 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 2013-14 Adopted Budget Transportation & Development    Planning – 1510    Goal:(1) To promote public safety, sustainability, and maintainability of the City’s infrastructure through the development plan review process. Supports Priority Based Budgeting Goal(s): Safe Community; Effective Transportation; Healthy and Attractive Community; Sustainable Economic Health; Good Governance Objectives:(1) ♦ Review civil plans for compliance with all applicable subdivision codes and other regulatory requirements and standards. Measures(1) % Plan reviews completed and processed within 20 working days 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 99% 98% 98% 98% N/A(1) 3.0 3.0 3.0 3.0 N/A(1) 4,965 5,000 5,900 6,000 N/A(1) Number of residential subdivisions submitted 3 15 8 14 N/A(1) Number of residential lots created 98 162 600(2) 450(2) N/A(1) Average number of reviews per project Number of drawing sheets reviewed (1) (2) Goal, objective, and measures moved to cost center 1530, Development Services, effective Fiscal Year 2013-14. Projections and Year End Estimates are based on general discussions on various properties with residential home builders. Goal: Provide administrative leadership and coordination of department activities. Supports Priority Based Budgeting Goal(s): Safe Community; Healthy and Attractive Community; Sustainable Economic Health; Good Governance 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 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 210 321 216 250 250 99% 99% 95% 99% 100% * 2012-13 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 City of Chandler 2013-14 Adopted Budget Transportation & Development    Planning – 1510    Goal: Promote continuing education and professional development for department employees to keep current on technical requirements. Supports Priority Based Budgeting Goal(s): Good Governance Objective: ♦ Ensure that 80% of employees receive professional training each year. Measure Percentage of employees participating in training opportunities 2010-11 Actual 100% 2011-12 Actual 100% * 2012-13 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 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 100% 100% 100% City of Chandler 2013-14 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 Office Furniture/Equipment Capital Replacement Total Cost Center - 1510 General Fund 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Estimated Expenditures 2012-13 Adjusted Budget 2013-14 Adopted Budget $ 2,245,493 $ 1,510,182 $ 1,497,861 $ 1,466,347 $ 1,464,872 2,245,493 1,510,182 1,450,746 1,419,232 1,464,872 47,115 47,115 5,250 23,000 78,100 70,500 12,000 11,926 38,377 38,377 13,925 38,377 3,457 10,650 10,650 4,375 10,650 9,780 16,550 16,550 9,735 16,790 54,623 7,042 7,042 2,425 7,042 17,369 17,369 6,809 4,838 4,838 4,838 4,838 $ 2,337,338 $ 1,628,008 $ 1,670,787 $ 1,572,145 $ 1,554,569 $ 2,337,338 $ 1,628,008 $ 1,670,787 $ 1,572,145 $ 1,554,569 % Change Adopted To Adopted -3.00% -3.00% N/A -47.83% 0.00% 0.00% 1.45% 0.00% -100.00% 0.00% -4.51% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title Administrative Specialist City Planner Development 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 2009-10 Revised 1 1 0 1 0 0 1 1 0 0 2 0 1 1 2 2 13 2010-11 Revised 0 1 1 2 1 1 1 1 1 1 2 4 1 1 2 2 22 2011-12 Revised 0 1 1 2 1 1 1 1 1 1 2 4 1 1 2 2 22 2012-13 Adopted 0 1 0 2 1 1 1 1 0 0 2 0 1 1 2 2 15 2012-13 Revised 0 2 0 2 1 1 1 1 0 0 1 0 1 1 1 2 14 2013-14 Adopted 0 2 0 2 1 1 1 1 0 0 1 0 1 1 1 2 14 Significant Budget and Staffing Changes Effective July 1, 2012, one Site Development Inspector was transferred to cost center 3025, Capital Projects. During Fiscal Year 2012-13, one Senior Planner position was reclassified (downgraded) to a City Planner. One-time temporary inspection service funds are budgeted in cost center 3010, Transportation & Development Administration, for Professional/Contract instead of in this cost center, and will be allocated to this cost center as needed. 372 City of Chandler 2013-14 Adopted Budget Transportation & Development Development Services reviews and issues permits for all development projects and also provides building and structural plan review and building inspection associated with subdivision and site development. Division: Cost Center: Development Services 1530 2013-14 Performance Measurements Goal: To maintain public safety and quality of life standards through development plan review and onsite inspections. Supports Priority Based Budgeting Goal(s): Good Governance; Safe Community; Healthy and Attractive Community Objectives: ♦ Review building plans for compliance with all applicable building codes, subdivision codes, fire codes, and other regulatory requirements and standards. ♦ Respond to all building construction inspection requests within 24 hours. ♦ Provide prompt, courteous service to all customers requesting information or assistance. 2012-13 2010-11 2011-12 2012-13 Year End 2013-14 Measures Actual Actual Projected Estimate * Projected Percent of plan reviews completed within 20 95% 95% 100% 95% N/A(1) working days(1) Number of nonresidential projects submitted 1,337 1,701 1,450 1,550 1,500(2) (2) Number of permits issued 4,294 4,963 3,600 3,600 3,000(2) Valuation of permits $658,978,000(4) $1,249,596,687(4) N/A N/A N/A issued(3) Number of building inspection requests/% completed within 24 25,666/100% 31,369/99% N/A N/A N/A hours(3)(5) % of non-exempt building & structural plan review projects completed within the statutory overall time N/A N/A N/A N/A 100% frame(6) % of building permit applications processed N/A N/A N/A N/A 70% within 7 days(6) % of projects eligible for self-certification that are processed via selfN/A N/A N/A N/A 1% certification(6) (1) Performance measure discontinued effective Fiscal Year (FY) 2013-14. Permit exemptions are anticipated for late FY 2012-13 where minor work will be exempted from permit requirements, resulting in fewer permits. (3) Performance measure discontinued effective FY 2012-13. (4) Includes valuation figures for the new Intel FAB 42 project, a phased project being constructed over the course of two fiscal years. (5) Inspection request counts and percentages do not include certificates of occupancy, investigations of work without permits, fire investigations, or courtesy inspections. (6) New measure effective FY 2013-14. (2) * 2012-13 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. 373 City of Chandler 2013-14 Adopted Budget Transportation & Development    Development Services – 1530    Goal:(1) To promote public safety, sustainability, and maintainability of the City’s infrastructure through the development plan review process. Supports Priority Based Budgeting Goal(s): Safe Community; Effective Transportation; Healthy and Attractive Community; Sustainable Economic Health; Good Governance Objectives:(1) ♦ Review civil plans for compliance with all applicable subdivision codes and other regulatory requirements and standards. Measures(1) % Plan reviews completed and processed within 20 working days(2) Average number of reviews per project Number of drawing sheets reviewed(2) Number of residential subdivisions submitted(2) Number of residential lots created(2) % of non-exempt plan review projects completed within the statutory overall time frame(4) 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 99% 98% 98% 98% N/A(2) 3.0 3.0 3.0 3.0 3.0 4,965 5,000 5,900 6,000 N/A(2) 3 15 8 14 N/A(2) 98 162 600(3) 450(3) N/A(2) N/A N/A N/A N/A 100% (1) Goal, objective, and measures moved from cost center 1510, Planning, effective Fiscal Year (FY) 2013-14. Measure discontinued effective FY 2013-14. (3) Projections and Year End Estimates are based on general discussions on various properties with residential home builders. (4) New measure effective FY 2013-14. (2) * 2012-13 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. 374 City of Chandler 2013-14 Adopted Budget Transportation & Development    Development Services – 1530    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Machinery/Equipment Office Furniture/Equipment Capital Replacement Total Cost Center - 1530 General Fund 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget $ 3,203,145 $ 3,153,890 $ 3,199,757 $ 3,228,640 $ 3,790,332 3,203,145 3,153,890 3,064,803 3,093,686 3,790,332 134,954 134,954 17,101 28,000 28,000 18,000 28,000 51,446 90,390 86,241 71,550 87,655 5,992 32,000 28,166 7,000 28,184 16,766 26,770 26,770 17,700 27,010 500 3,000 3,000 3,000 3,000 12,544 33,700 33,700 16,500 33,700 3,662 120,000 120,000 120,000 120,000 12,158 12,158 35,815 25,449 25,449 25,449 25,449 $ 3,346,971 $ 3,525,357 $ 3,563,241 $ 3,507,839 $ 4,143,330 $ 3,346,971 $ 3,525,357 $ 3,563,241 $ 3,507,839 $ 4,143,330 % Change Adopted To Adopted 20.18% 20.18% N/A 0.00% -3.03% -11.93% 0.90% 0.00% 0.00% 0.00% -100.00% 0.00% 17.53% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Exenditures. Authorized Positions Position Title Administrative Specialist Building Inspector Building Official Chief Building Inspector Construction Permit Representative Customer Service Supervisor Development Project Administrator Development Services Engineer Executive Assistant Management Assistant Plans Examiner Principal Engineer Principal Plans Examiner Records Management Associate Senior Building Inspector Senior Plans Examiner Structural Engineer Total 2009-10 Revised 0 11 0 2 8 1 0 0 0 0 3 1 0 1 2 1 2 32 2010-11 Revised 3 10 1 1 7 1 2 0 1 1 3 1 0 0 2 1 1 35 2011-12 Revised 3 10 1 1 7 1 2 0 1 1 1 1 0 0 2 3 1 35 2012-13 Adopted 3 10 1 1 7 1 2 0 1 1 1 1 0 0 2 2 1 34 2012-13 Revised 1 10 1 1 7 1 2 0 1 1 1 1 0 0 2 2 1 32 2013-14 Adopted 1 10 1 1 7 1 2 1 1 1 1 1 1 0 2 6 1 38 Significant Budget and Staffing Changes Effective July 1, 2012, two Administrative Specialists are transferred to cost center 3025, Capital Projects. Effective July 1, 2013, one Development Services Engineer, one Principal Plans Examiner and four Senior Plans Examiners are transferred from cost center 3020, Engineering. 375 City of Chandler 2013-14 Adopted Budget Transportation & Development Division: Cost Center: Planning Capital 1560 Capital Budget Summary Description Other Charges/Services Building/Improvements Total Cost Center - 1560 General Gov't Capital Projects Fund 2011-12 2012-13 2012-13 2012-13 2013-14 Actual Adopted Adjusted Estimated Adopted Expenditures Budget Budget Expenditures Budget $ 22,045 $ - $ - $ - $ 39,000 39,000 $ 22,045 $ 39,000 $ 39,000 $ - $ $ 22,045 $ 39,000 $ 39,000 $ - $ - % Change Adopted To Adopted N/A -100.00% -100.00% Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions related to the prior year and new projects for the new fiscal year. Fiscal Year 2013-14 does not include any new capital projects for this cost center. 376 City of Chandler 2013-14 Adopted Budget Transportation & Development E ngineering is responsible for maintaining the orderly development and construction of the City’s infrastructure. Master plans of public works infrastructure are implemented through the Capital Improvement Program and through construction by private developers. Infrastructure design and construction are coordinated through this division. This division also maintains data on all City infrastructure and assures compliance with City standards and code requirements for public and private development. Engineering 3020 Division: Cost Center: 2013-14 Performance Measurements Goal: Increase job-related training for Engineering employees. Supports Priority Based Budgeting Goal(s): Good Governance; Safe Community Objective: ♦ Achieve job-related training exercises per year per employee that prioritize mandated training requirements and focus on continued employee growth and education in their related field/position. Measure Percent of Engineering training budget expended versus budgeted (1) (2) 2010-11 Actual 2011-12 Actual 56% 10%(1) 2012-13 Projected 100% 2012-13 Year End Estimate * 80% 2013-14 Projected N/A(2) Training opportunities changed and training plans/focus was amended to reflect organizational changes. Measure discontinued effective Fiscal Year (FY) 2013-14. Goal: Provide quality customer service for requests for information, maps, and presentation materials by achieving 98% or better response rate. Supports Priority Based Budgeting Goal(s): Good Governance 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(2)(3) Requests for data/information % provided by General Services Staff within 14 day or less(2)(4) (2) (3) (4) 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 507/ 100% 7,000/ 98% 540/ 100% 7,100/ 98% 550/ 100% 7,200/ 98% 550/ 100% 7,200/ 98% N/A N/A N/A N/A Not all requests for data/information can be provided since some must be referred to another state or county agency. Measure discontinued effective FY 2013-14. New measure effective FY 2013-14 to show request turnaround time within 14 days. * 2012-13 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 2013-14 Projected 620/ 100% N/A(3) 7,300/ 98% City of Chandler 2013-14 Adopted Budget Transportation & Development    Engineering – 3020    Goal:(1) To provide efficient and effective services to the residents of Chandler through administration, general direction, and coordination of the Real Estate Services. Supports Priority Based Budgeting Goal(s): Good Governance Objective:(1) ♦ 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. 2012-13 2010-11 2011-12 2012-13 Year End 2013-14 Actual Measures(1) Actual Projected Estimate * Projected Number of telephone or in-person real estate services requests for information and assistance/% response within 5 528/95% 860/95% 930/95% 875/95% N/A(1) days(1) Number of written requests for real estate services (including multiple 214 266 300 275 N/A(1) parcel jobs)(1) Number of actions presented to City Council and administrative acceptance packages completed(1) (1) 75 106 110 N/A(1) 98 Goal, objective, and measures moved to cost center 3025, Capital Projects, effective Fiscal Year (FY) 2013-14. Goal:(2) Reduce the cost of property/land rights acquisition and maintenance for taxpayers of Chandler. Supports Priority Based Budgeting Goal(s): Good Governance; Healthy and Attractive Community Objective:(2) ♦ Pursue and manage property and land rights acquisition for no or low cost to the City. 2012-13 2010-11 2011-12 2012-13 Year End Measures(2) Actual Actual Projected Estimate * 2013-14 Projected Acreage of leases on City properties(2) 405 400 400 400 N/A(2) Lease revenue(2) Cost savings based on verification of City property rights, dedications of property, and land rights by real estate staff rather than by use of consultants $141,227 $15,458 $15,458 $15,458 N/A(2) $103,500 $0(3) $262,600 $237,500 N/A(2) (2) Goal, objective, and measures moved to cost center 3025, Capital Projects, effective FY 2013-14. * 2012-13 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 2013-14 Adopted Budget Transportation & Development    Engineering – 3020    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Project Support Recharge** Machinery/Equipment Office Furniture/Equipment Capital Replacement Total Cost Center - 3020 General Fund In-House Capital Fund Grand Total 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures $ 2,798,144 2,798,144 4,295 45,512 5,533 13,657 1,000 4,099 (153,881) 127 41,704 $ 2,760,190 $ 2,760,190 $ 2,760,190 $ 2,447,344 2,365,244 82,100 5,000 25,699 10,120 14,262 300 5,695 (145,288) 28,219 30,969 $ 2,422,320 $ 2,422,320 $ 2,422,320 $ 2,536,391 2,385,850 150,541 158,033 33,975 10,224 14,262 300 6,095 (145,288) 28,219 30,969 $ 2,673,180 $ 2,670,144 3,036 $ 2,673,180 $ 2,351,502 2,200,961 150,541 159,882 19,498 5,600 8,400 300 5,424 (148,324) 23,000 30,969 $ 2,456,251 $ 2,456,251 $ 2,456,251 2013-14 Adopted Budget % Change Adopted To Adopted $ 921,232 921,232 50,000 19,705 9,620 14,322 300 2,515 4,980 $ 1,022,674 $ 1,022,674 $ 1,022,674 * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. ** Project Support Recharge reflects the percentage of staff time spent in direct support of a specific capital project. This staff time is directly charged to the project. 379 -62.36% -61.05% -100.00% 900.00% -23.32% -4.94% 0.42% 0.00% -55.84% N/A N/A -100.00% -83.92% -57.78% City of Chandler 2013-14 Adopted Budget Transportation & Development    Engineering – 3020    Authorized Positions Position Title Administrative Specialist Assistant Public Works Director/City Engineer Capital Projects Manager City Engineer Construction Materials Technicial Construction Project Coordinator Contract Services Representative Development Project Administrator Development Project Coordinator Development Services Engineer Engineer Engineer Assistant Engineering Project Manager Engineering Technician Executive Assistant GIS Technician I GIS Technician II Management Assistant Principal Engineer Principal Plans Examiner Project Analyst Project Support Assistant Public Works Engineer Public Works Inspector Real Estate Coordinator Records Management Associate Senior Engineer Senior Plans Examiner Senior Public Works Inspector Traffic Engineering Inspector Total 2009-10 Revised 3 1 0 0 1 1 2 2 1 0 2 1 6 1 1 1 3 1 2 0 1 1 1 9 0 1 0 0 1 0 43 2010-11 Revised 0 0 0 1 0 1 1 2 1 0 2 1 2 1 0 1 4 0 1 0 1 0 1 6 2 1 0 0 0 1 30 2011-12 Revised 0 0 1 1 0 1 1 2 1 0 2 1 2 1 0 1 4 0 1 0 1 0 1 6 2 1 0 0 0 1 31 2012-13 Adopted 0 0 0 1 0 0 0 2 1 1 0 1 0 1 0 1 4 0 1 1 0 0 0 0 2 1 1 4 0 0 22 2012-13 Revised 0 0 0 1 0 0 0 2 1 1 0 1 0 1 0 1 4 0 1 1 0 0 0 0 2 1 1 4 0 0 22 2013-14 Adopted 0 0 0 1 0 0 0 0 0 0 0 0 0 1 0 1 4 0 1 0 0 0 0 0 0 1 0 0 0 0 9 Significant Budget and Staffing Changes During Fiscal Year (FY) 2012-13, overtime costs were reallocated to cost center 3025, Capital Projects. Effective July 1, 2013, two Development Project Administrators, one Development Project Coordinator, and one Engineer Assistant are transferred to cost center 3010, Transportation & Development Administration; one Development Services Engineer, one Principal Plans Examiner, and four Senior Plans Examiners are transferred to cost center 1530, Development Services; and one Senior Engineer and two Real Estate Coordinators are transferred to cost center 3025, Capital Projects. FY 2013-14 reflects a one-time increase in Professional/Contract for updates and revisions to engineering standards and details as well as a reallocation of Operating Supplies for fuel to cost centers 3010, Transportation & Development Administration, and 3025, Capital Projects. 380 City of Chandler 2013-14 Adopted Budget Transportation & Development Capital Projects is responsible for maintaining the orderly development and construction of the City’s capital infrastructure. Master plans of capital projects infrastructure are implemented through the Capital Improvement Program. 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 development. Capital Projects 3025 Division: Cost Center: 2013-14 Performance Measurements Goal: Increase job-related training for Capital Projects employees. Supports Priority Based Budgeting Goal(s): Good Governance; Safe Community Objective: ♦ Achieve job-related training exercises per year per employee that prioritize mandated training requirements and focus on continued employee growth and education in their related field/position. Measure Percent of Capital Projects training budget expended versus budgeted (1) 2010-11 Actual 2011-12 Actual N/A(1) N/A(1) 2012-13 Projected 100% 2012-13 Year End Estimate * 100% 2013-14 Projected 100% Cost center 3025 was a new cost center beginning Fiscal Year 2012-13. Goal: Process invoices from consultants in a timely manner. Supports Priority Based Budgeting Goal(s): Good Governance Objective: ♦ Assure that requests for payment by City consultants and contractors are processed within 10 working days of receipt. Measure Percentage of payments processed within 10 working day of receipt by the Capital Projects Accounting Office 2010-11 Actual 2011-12 Actual 80% 80% * 2012-13 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 381 2012-13 Projected 85% 2012-13 Year End Estimate * 90% 2013-14 Projected 85% City of Chandler 2013-14 Adopted Budget Transportation & Development    Capital Projects – 3025    Goal:(1) Provide quality inspection and material testing services. Supports Priority Based Budgeting Goal(s): Good Governance; Safe Community Objective(1) ♦ 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. Measure 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected Percentage of construction materials tests requiring a retest(1) 2% 0% 2% 0% N/A(1) (1) Discontinued goal, objective, and measure effective Fiscal Year 2013-14. Goal: Limit increases in construction costs of existing projects. Supports Priority Based Budgeting Goal(s): Good Governance 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. Measure Limit aggregate project change orders to no more than 5% of original contract amount (2) 2010-11 Actual 1.00% 2011-12 Actual 19.00%(2) Includes City Hall final close out change order. * 2012-13 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 2012-13 Projected 5.00% 2012-13 Year End Estimate * 0.03% 2013-14 Projected 5.00% City of Chandler 2013-14 Adopted Budget Transportation & Development    Capital Projects – 3025    Goal:(1) To provide efficient and effective services to the residents of Chandler through administration, general direction, and coordination of the Real Estate Services. Supports Priority Based Budgeting Goal(s): Good Governance Objective(1) ♦ 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. 2012-13 2010-11 2011-12 2012-13 Year End 2013-14 Actual Measures(1) Actual Projected Estimate * Projected Number of telephone or in-person real estate services requests for information and assistance/% response within 5 528/95% 860/95% 930/95% 875/95% N/A(2) days(1)(2) Number of written requests for real estate services (including multiple 214 266 300 275 N/A(2) parcel jobs)(1)(2) Number of actions presented to City Council and administrative acceptance packages completed(1)(3) Number of requests for real estate services (including telephone, in-person & multiple parcel job requests)/% response within 5 days(2) 75 106 110 98 N/A(3) N/A N/A N/A N/A 1,100/ 95% (1) Goal, objective, and measures moved from cost center 3020, Engineering, effective Fiscal Year (FY) 2013-14. All requests for Real Estate Services combined into one measure starting in FY 2013-14. (3) Measure discontinued effective FY 2013-14. (2) * 2012-13 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 City of Chandler 2013-14 Adopted Budget Transportation & Development    Capital Projects – 3025    Goal:(1) Reduce the cost of property/land rights acquisition and maintenance for taxpayers of Chandler. Supports Priority Based Budgeting Goal(s): Good Governance; Healthy and Attractive Community Objective:(1) ♦ Pursue and manage property and land rights acquisition for no or low cost to the City. 2012-13 2010-11 2011-12 2012-13 Year End Measures(1) Actual Actual Projected Estimate * 2013-14 Projected Acreage of leases on City properties(1)(2) 405 400 400 400 N/A(2) Lease revenue(1)(3) Cost savings based on verification of City property rights, dedications of property, and land rights by real estate staff rather than by use of consultants(1) $141,227 $15,458 $15,458 $15,458 N/A(3) $103,500 $0(4) $262,600 $237,500 $125,000 N/A N/A N/A N/A $8,000,000 Value of right-of-way acquisitions(5) (1) Goal, objective, and measures moved from cost center 3020, Engineering, effective Fiscal Year (FY) 2013-14. Measure discontinued effective FY 2013-14 since it does not reflect cost reductions or maintenance savings data. (3) Measure discontinued effective FY 2013-14 due to development of City property and termination of short term leases. (4) No property dedications reported, therefore, no cost savings on purchasing right-of-way for City projects. (5) New measure effective FY 2013-14. (2) * 2012-13 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. 384 City of Chandler 2013-14 Adopted Budget Transportation & Development    Capital Projects - 3025    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 - 3025 General Fund In-House Capital Fund Grand Total 2011-12 Actual Expenditures $ $ $ $ 2012-13 Adopted Budget - $ 1,485,937 1,485,937 5,000 36,014 2,212 15,710 1,350 5,699 (330,043) - $ 1,221,879 - $ 1,221,879 - $ 1,221,879 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget $ 1,814,987 1,734,150 80,837 5,000 36,014 2,212 15,710 1,350 5,699 (330,043) $ 1,550,929 $ 1,543,453 7,476 $ 1,550,929 $ 1,927,170 1,846,333 80,837 5,000 30,954 800 14,992 1,350 3,729 (337,519) $ 1,646,476 $ 1,646,476 $ 1,646,476 $ 2,309,801 2,163,661 146,140 5,000 36,314 2,212 14,030 1,350 8,779 (498,201) 25,989 $ 1,905,274 $ 1,905,274 $ 1,905,274 % Change Adopted To Adopted 55.44% 45.61% N/A 0.00% 0.83% 0.00% -10.69% 0.00% 54.04% N/A N/A 55.93% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. ** Project Support Recharge reflects the percentage of staff time spent in direct support of a specific capital project. This staff time is directly charged to the project. Authorized Positions Position Title Administrative Specialist Capital Projects Manager Construction Project Coordinator Contract Services Representative Engineer Engineering Project Manager Project Analyst Public Works Inspector Real Estate Coordinator Senior Engineer Site Development Inspector Traffic Engineering Inspector Total 2009-10 Revised 0 0 0 0 0 0 0 0 0 0 0 0 0 2010-11 Revised 0 0 0 0 0 0 0 0 0 0 0 0 0 2011-12 Revised 0 0 0 0 0 0 0 0 0 0 0 0 0 2012-13 Adopted 0 1 1 1 2 2 1 6 0 0 0 1 15 2012-13 Revised 2 1 1 1 2 2 1 6 0 0 1 1 18 2013-14 Adopted 2 1 1 1 2 2 1 6 2 1 1 1 21 Significant Budget and Staffing Changes Effective July 1, 2012, one Site Development Inspector is transferred from cost center 1510, Planning, and two Administrative Specialists are transferred from cost center 1530, Development Services. During Fiscal Year (FY) 2012-13, overtime costs were reallocated from cost center 3020, Engineering. Effective July 1, 2013, one Senior Engineer and two Real Estate Coordinators are transferred from cost center 3020, Engineering. FY 2013-14 reflects a reallocation of Operating Supplies for fuel and in Capital Replacement for the related vehicles from cost center 3020, Engineering. 385 City of Chandler 2013-14 Adopted Budget Transportation & Development Division: Cost Center: Engineering Capital 3060 Capital Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Rents/Utilities Contingencies/Reserves Building/Improvements Park Improvements Total Cost Center - 3060 General Gov't Capital Projects Fund 2011-12 Actual Expenditures $ $ $ 871 $ 871 27,041 189 23,081 7,688 58,869 $ 58,869 $ 2012-13 Adopted Budget - $ 238,012 238,012 $ 238,012 $ 2012-13 Adjusted Budget 2012-13 Estimated Expenditures - $ 439,711 1,420 441,131 $ 441,131 $ 545 $ 545 79 418 192,950 1,000 194,992 $ 194,992 $ 2013-14 Adopted Budget % Change Adopted To Adopted - N/A N/A N/A N/A N/A N/A -100.00% N/A N/A -100.00% Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions related to the prior year and new projects for the new fiscal year. Fiscal Year 2013-14 does not include any new capital projects for this cost center. 386 City of Chandler 2013-14 Adopted Budget Transportation & Development S treets provides for the care, repair, and maintenance of all City-owned streets (2,002 lane miles), alleys (129 miles), curbs, gutters, sidewalks (1,676 miles), drainage structures (which include catch basins, scuppers, and retention basins), and rights-of-way maintenance. Streets 3300 Division: Cost Center: 2013-14 Performance Measurements Goal: Minimize citizen complaints and requests for maintenance by providing for a safe and well-maintained street, sidewalk, and curb/gutter system. Supports Priority Based Budgeting Goal(s): Effective Transportation; Healthy and Attractive Community; Safe Community 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. 2010-11 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) 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 4 2 6 5 5 72 117 80 180 200 11 29 16 26 28 52/114 103/154 60/124 96/150 105/156 As the City ages so does its infrastructure; resulting in increased maintenance requests. Goal: Respond to citizen requests for street, sidewalk, curb, and gutter repairs and maintenance in a timely manner. Supports Priority Based Budgeting Goal(s): Effective Transportation; Healthy and Attractive Community; Safe Community Objective: ♦ Complete maintenance work for streets, sidewalks, 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(2) Average number days to complete street repairs/pothole repairs(2) (2) 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 2.5/3 8/2 3/5 7/3 7/3 5/3 17/14 8/3 16/15 17/15 As the City ages so does its infrastructure; resulting in further increases in maintenance requests and response times. * 2012-13 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 City of Chandler 2013-14 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. Supports Priority Based Budgeting Goal(s): Effective Transportation; Healthy and Attractive Community; Safe Community Objectives: ♦ Place asphalt, slurry, and crack seal as needed for road repair. ♦ Place concrete to repair damaged sidewalks, curbs, gutters, and drainage structures. ♦ Inspect and clean scuppers/drains/catch basins as needed. ♦ Grade and place asphalt millings for alley maintenance. 2012-13 2010-11 2011-12 2012-13 Year End Measures Actual Actual Projected Estimate * 2013-14 Projected Satisfactory Pavement Lane miles of paved roadway Lane miles of paved roadway in satisfactory condition/percentage(1) 1,998 2,002 1,275/64% 1,177/59% Street Slurry/Micro Sealing Lane miles of paved roadway needing maintenance, fair condition Lane miles of street maintenance performed/percentage 2,006 2,011 1,201/61% 1,141/57% 1,090/54% (2) 560 578 593 560 570 32/6% 43/7% 52/9% 48/9% 28/5% Street Repaving Lane miles of paved roadway needing re-paving, poor condition Lane miles of street re-paving performed/percentage 2,002 (3) 163 247 208 305 351 40/24%(4) 14/6%(5) 16/8%(5) 28/9% 45/13% Other Street Maintenance Tons of asphalt placed for pavement repair Lineal feet of crack sealing Square feet of concrete placed (7) Miles of un-paved alley graded / Miles of rehab alleys brushed(8) Scuppers, drains, catch basins, drywells inspected/maintained 1,570 1,060(6) 2,300 2,000 2,300 2,442,952 1,640,044 2,100,000 2,000,000 2,000,000 37,280 44,480 45,000 45,000 47,500 54/ N/A 42/ N/A 60/ N/A 42/ N/A 45/ 170(8) 11,039/ 1,488 13,965/ 1,740 11,500/ 1,450 14,402/ 1,950 14,500/ 2,000 (1) As the street system ages, more streets will move from satisfactory condition to fair condition. Street maintenance includes slurry seal and micro-seal. (3) Street repaving includes street repaving, hot-in-place recycling, asphalt capping, and other major rehabilitation techniques. (4) One-time funds used for additional hot-in-place rehabilitation. (5) Reduced rehabilitation due to the high cost of concrete work required for ADA access. By federal mandate, ADA issues must be addressed at the same time as street rehabilitation work. (6) Shortage of asphalt placed in Fiscal Year (FY) 2011-12 due to multiple open positions and equipment breakdowns. (7) Miles of alley graded maintenance have decreased due to 60 miles of Alley Rehabilitation. (8) New measure effective FY 2013-14; miles of brushed maintenance have significantly increased due to 60 miles of Alley Rehabilitation. (2) * 2012-13 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 388 City of Chandler 2013-14 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 Contingencies/Reserves Machinery/Equipment Street Improvements Capital Replacement Total Cost Center - 3300 General Fund Highway User Revenue Fund Grand Total 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget $ 2,654,008 $ 2,943,222 $ 3,163,661 $ 3,037,708 $ 3,091,046 2,654,008 2,943,222 2,964,683 2,838,730 3,091,046 198,978 198,978 1,002,517 1,133,718 1,319,810 1,319,490 1,219,397 501,278 724,241 1,161,600 1,168,342 724,241 47,663 56,535 70,037 69,970 81,535 6,232 11,395 11,395 11,200 11,395 19,542 16,500 19,263 19,263 16,500 639,375 653,578 687,572 687,572 682,774 105,392 106,579 137,766 137,766 114,079 156,457 156,457 156,457 321 9,268 9,268 9,268 36,268 1,621,066 1,761,879 3,530,138 3,522,296 2,478,627 191,291 135,925 135,925 135,925 135,925 $ 6,788,684 $ 7,709,297 $ 10,402,892 $ 10,118,800 $ 8,748,244 $ 3,465,918 $ 3,488,658 $ 4,884,351 $ 4,815,073 $ 4,428,866 3,322,766 4,220,639 5,518,541 5,303,727 4,319,378 $ 6,788,684 $ 7,709,297 $ 10,402,892 $ 10,118,800 $ 8,748,244 * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. 389 % Change Adopted To Adopted 5.02% 5.02% N/A 7.56% 0.00% 44.22% 0.00% 0.00% 4.47% 7.04% 0.00% 291.32% 40.68% 0.00% 13.48% City of Chandler 2013-14 Adopted Budget Transportation & Development    Streets - 3300    Authorized Positions Position Title Administrative Specialist Landscape Architect Landscape Compliance Coordinator Landscape Maintenance Technician Management Assistant 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 2009-10 Revised 2.5 1 1 2 1 1 9 1 1 1 3 6 1 5 1 6 42.5 2010-11 Revised 3.5 0 1 2 1 1 9 1 1 1 3 6 1 5 0 6 41.5 2011-12 Revised 2.5 0 1 2 1 1 9 1 1 1 3 6 1 5 0 6 40.5 2012-13 Adopted 2.5 0 1 2 1 1 9 1 1 1 3 6 1 5 0 6 40.5 2012-13 Revised 2.5 0 1 2 1 1 10 1 1 1 3 5 1 5 0 6 40.5 2013-14 Adopted 2.5 0 1 2 1 1 10 1 1 1 3 5 1 5 0 6 40.5 Significant Budget and Staffing Changes During Fiscal Year (FY) 2012-13, one Street Maintenance Worker is reclassified to Senior Streets Specialist. FY 2013-14 reflects one-time increases in Professional/Contract for street maintenance and preparation of a Stormwater Management Plan, and in Machinery/Equipment for an asphalt cold planer (milling head) attachment. Ongoing increases for FY 2013-14 are reflected in Professional/Contract, Repairs/Maintenance, and Rents/Utilities for new areas of responsibility for landscape maintenance, utilities, and deteriorating irrigation parts; and in Street Improvements for operations and maintenance related to the Gilbert Road (Queen Creek Road to Ocotillo Road) project. One-time funding is included in Street Improvements to help with the backlog of required maintenance projects. 390 City of Chandler 2013-14 Adopted Budget Transportation & Development Division: Cost Center: Streets Capital 3310 Capital Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Communications/Transportation Other Charges/Services Project Support Recharge** Contingencies/Reserves Land/Improvements Machinery/Equipment Office Furniture/Equipment Street Improvements Park Improvements Wastewater Improvements Total Cost Center - 3310 Highway User Revenue Fund Local Transportation Assistance Fund Grant Fund General Gov't Capital Projects Fund HURF Revenue Bond Fund Street GO Bond Fund Storm/Sewer GO Bond Fund Arterial Street Impact Fee Fund Grant Capital Fund Grand Total 2011-12 Actual Expenditures $ 393,289 393,289 3,797,154 30,686 10,629 5,859 335 7,950 16,438,028 (6,171) $ 20,677,759 $ 1,068,042 4,998,114 2,455,374 6,420,393 225,113 4,379,224 1,131,499 $ 20,677,759 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget $ - $ 1,000 $ 298,982 $ 1,000 298,982 888,127 1,114,933 575,000 1,705 9,482 6,545 7,917 121,637 14,500 323,170 323,170 41,000 37,359,051 35,309,838 178,094 21,222 152,000 115,000 115,000 115,000 30,989,980 69,040,254 22,274,963 24,941,287 150,000 32,934 $ 68,787,201 $ 70,553,895 $ 24,038,070 $ 61,142,625 $ 3,948,332 $ 4,148,389 $ 2,049,538 $ 4,241,180 382,258 485,843 125,611 935,231 5,534,325 6,006,981 3,802,830 728,649 696,491 1,108,264 758,972 8,989,633 238,610 16,664,872 17,178,797 7,622,213 13,311,661 1,075,824 1,109,487 54,380 683,177 21,922,384 22,818,088 8,356,196 17,519,594 18,562,715 17,698,046 1,268,330 14,494,890 $ 68,787,201 $ 70,553,895 $ 24,038,070 $ 61,142,625 % Change Adopted To Adopted N/A N/A N/A N/A N/A N/A N/A -100.00% -5.49% N/A N/A -100.00% -19.52% N/A N/A -11.11% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. ** Project Support Recharge reflects the percentage of staff time spent in direct support of a specific capital project. This staff time is directly charged to the project. Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions related to the prior year and new projects for the new fiscal year. Additional funding was received this year for street repaving, wall repairs, and a light rail transit study, combined with a reduced level of street construction projects to total a small reduction overall in the capital budget. Additional detail on the capital program is available in the 2014-2023 Capital Improvement Program. 391 City of Chandler 2013-14 Adopted Budget Transportation & Development T raffic Engineering is responsible for the planning, design, installation, operation, and maintenance of the traffic control system and lighting for City streets. The traffic control system is comprised of 215 traffic signals, 26,700 streetlights, and 19,294 traffic signs. This division is also responsible for street name and guide signs, pavement markings for crosswalks, lane lines, and railroad crossing signs. Traffic Engineering 3330 Division: Cost Center: 2013-14 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. Supports Priority Based Budgeting Goal(s): Effective Transportation; Safe Community Objective: ♦ Complete requests for traffic engineering studies within four weeks. Measures Number of requests requiring traffic studies/average time of completion in weeks 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 91/3 82/3 85/3 85/3 85/3 Goal: To provide proper inspection and maintenance of all traffic signals. Supports Priority Based Budgeting Goal(s): Good Governance; Effective Transportation; Safe Community; Sustainable Economic Health Objective: ♦ Complete inspections and preventative maintenance of all traffic signals annually.(1) Measures Total number of signalized intersections/ percent of signals inspected and maintained Total number of traffic signal heads/number replaced(2) (1) (2) 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 210/100% 212/100% 215/100% 216/100% 216/100%(1) 4,200/12 4,240/12 4,260/24 Objective updated effective Fiscal Year (FY) 2013-14 to reflect an annual inspection (previously 18 months). Measure discontinued effective FY 2013-14. * 2012-13 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 4,320/24 N/A(2) City of Chandler 2013-14 Adopted Budget Transportation & Development    Traffic Engineering – 3330    Goal: To maintain street markings and traffic signs within the City in accordance with federal and state standards. Supports Priority Based Budgeting Goal(s): Effective Transportation; Safe Community; Healthy and Attractive Community Objectives:(1) ♦ Install and/or maintain traffic signs. ♦ Repaint all road markings annually. Measures Number of signs installed or maintained to standards(2) Number of centerline-miles of striping inventory/percent repainted (1) (2) 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 1,105(2) 1,106(2) 1,300(2) 1,156(2) 1,100(2) 272/100% 273/100% 274/100% 274/100% 274/100% Objectives updated effective Fiscal Year (FY) 2013-14. Measure updated effective FY 2013-14 to reflect only the number of signs installed or maintained (repaired) and removing the percent exceeding one workday since all sign installations take one workday unless there is a situation outside City control where there is a need to Bluestake underground utilities prior to sign installation. Goal:(3) To keep the streetlight system operating effectively and efficiently. Supports Priority Based Budgeting Goal(s): Effective Transportation; Safe Community; Healthy and Attractive Community Objective(3) ♦ Repair (or initiate underground repair) of streetlights within five working days. Measures Number of arterial streetlight repairs/percent exceeding five work days Number of streetlight repairs/percent exceeding five work days (3) 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 1,951/5% 1,789/5% 1,950/5% 1,800/5% N/A(3) 5,554/3% 5,184/2% 5,200/2% 5,050/2% 5,000/2% Goal, objective, and measure updated effective FY 2013-14 to reflect all streetlights rather than only arterial streetlights. * 2012-13 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 393 City of Chandler 2013-14 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 Contingencies/Reserves Machinery/Equipment Capital Replacement Total Cost Center - 3330 General Fund Highway User Revenue Fund Grand Total 2011-12 Actual Expenditures $ 2,055,072 2,055,072 55,409 628,046 368 11,913 3,500 2,826,669 11,183 (321) 104,395 $ 5,696,235 $ 1,993,200 3,703,035 $ 5,696,235 2012-13 Adopted Budget 2012-13 Estimated Expenditures 2012-13 Adjusted Budget 2013-14 Adopted Budget $ 2,121,282 $ 2,259,333 $ 2,210,737 $ 2,209,911 2,121,282 2,144,512 2,095,916 2,209,911 114,821 114,821 55,292 57,063 55,231 55,292 703,094 705,159 548,239 702,381 4,450 4,450 81 4,450 12,330 12,360 2,619 12,330 8,500 11,500 5,351 8,500 2,941,608 2,941,608 2,934,858 3,113,604 16,628 16,628 2,871 17,910 55,060 55,060 55,060 50,000 50,000 50,000 78,892 78,892 78,982 78,892 $ 6,047,136 $ 6,192,053 $ 5,838,969 $ 6,308,330 $ 1,999,252 $ 2,024,187 $ 1,928,962 $ 2,194,127 4,047,884 4,167,866 3,910,007 4,114,203 $ 6,047,136 $ 6,192,053 $ 5,838,969 $ 6,308,330 % Change Adopted To Adopted 4.18% 4.18% N/A 0.00% -0.10% 0.00% 0.00% 0.00% 5.85% 7.71% 0.00% 0.00% 0.00% 4.32% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title Administrative Specialist City Transportation Engineer Senior Engineer Signal Systems Analyst Signals & Lighting Field Supervisor Signs & Markings Field Supervisor Street Light Technician II Traffic Engineering Analyst Traffic Engineering Inspector Traffic Operations Technician I Traffic Operations Technician II Traffic Signal and Street Light Technician I Traffic Signal Technician II Transportation Studies Manager Total 2009-10 Revised 1 1 1.6 2 1 1 3 2 2 4 2 2 4 1 27.6 2010-11 Revised 0 1 1 2 1 1 3 2 1 4 2 2 4 1 25 2011-12 Revised 1 1 0 2 1 1 3 2 1 4 2 2 4 1 25 2012-13 Adopted 1 1 0 2 1 1 3 2 1 4 2 2 4 1 25 2012-13 Revised 1 1 0 2 1 1 3 2 1 4 2 2 4 1 25 2013-14 Adopted 1 1 0 2 1 1 3 2 1 4 2 2 4 1 25 Significant Budget and Staffing Changes Fiscal Year 2013-14 reflects an ongoing increase in Rents/Utilities for utility rate increases as well as utility costs for new inventory. 394 City of Chandler 2013-14 Adopted Budget Transportation & Development T ransit Services is responsible for formulating policies, design standards, and plans for the City's mass transit services, bicycling, and pedestrian facilities. Transit Services 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. Transit Services 3340 Division: Cost Center: 2013-14 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. Supports Priority Based Budgeting Goal(s): Effective Transportation; Sustainable Economic Health Objectives: ♦ Provide transit service in partnership with the Regional Public Transit Authority (RPTA). Identify and implement service improvements using available funds, including Public Transit Funds (PTF). 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 RPTA. 2010-11 Actual Measures 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected City funded bus service miles 0(1) 0(1) 0(1) 17,600(2) 35,200(2) City funded passenger boardings 0(1) 0(1) 0(1) 19,360(2) 38,720(2) City funded cost per boarding $0.00(1) $0.00(1) $0.00(1) $4.20(5) $4.20(5) PTF funded bus service miles 937,621 915,138 921,656 890,639(3) 890,639(6) PTF service passenger boardings 874,178 964,488 840,778(3) 979,702 980,702 $5.05 $4.36 (4) (5) $4.22(5) 0.90 1.0 0.85 1.1 1.1 (7) (7) 0(7) PTF cost per boarding Average passenger boardings per mile (all service) $5.15 $4.22 DAR service hours 19,318 17,571 0 DAR total boardings 35,523 32,743 0(7) 0(7) 0(7) DAR City funded cost per boarding $16.91 $19.34 $0.00(7) $0.00(7) $0.00(7) N/A(8) N/A(8) N/A(8) 326,076 339,791 (8) (8) (8) 38,112 39,740 (8) $26.48 $26.50 (8) $16.33 $16.50 DAR revenue miles(8) DAR total trips (8) N/A (8) DAR PTF funded cost per trip DAR City funded cost per trip (8) N/A (8) (8) N/A N/A (8) (8) N/A N/A (1) N/A N/A N/A 0 No City funds used after Fiscal Year (FY) 2009-10 due to the loss of Local Transportation Assistance Fund (LTAF) funding for all fixed route services. Proposition 400 funds were used for all service in FY 2010-11, with similar funding projected for FY 2011-12 and FY 2012-13. (2) LTAF restored (new service changes went into effect in January 28, 2013). (3) Decrease due to projected service reductions for Route 96 and some possible express routes. (4) Anticipate a fare increase for FY 2012-13. (5) Alternative Fuel Tax Credit and Federal Preventative Maintenance Credit increased in FY 2011-12 and will continue through FY 2013-14. (6) Do not anticipate any additional service will be added at this time. (7) DAR service model will be changing to a cab based system and will not be based on service hours. Service will begin in FY 2012-13, so measure is discontinued effective FY 2012-13. (8) New measure effective with FY 2012-13 Estimate to reflect the new DAR service model. * 2012-13 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. 395 City of Chandler 2013-14 Adopted Budget Transportation & Development    Transit Services – 3340    Goal: Increase bicycle lane miles within the City. Supports Priority Based Budgeting Goal(s): Effective Transportation; Safe Community; Healthy and Attractive Community and Leisure; Culture and Education Objective: ♦ Implement programs and improvements recommended in the City’s Bicycle Plan. Measures 2010-11 Actual Bike lane total miles(1) (1) 2011-12 Actual 314.5 2012-13 Projected 320 318.5 2012-13 Year End Estimate * 2013-14 Projected 323 328 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. Supports Priority Based Budgeting Goal(s): Effective Transportation; Sustainable and Economic Health. Objective: ♦ Reduce the percentage of work-related SOV trips by City employees. Measures Single Occupant Vehicle (SOV) commuting percentage 2010-11 Actual 85% 2011-12 Actual 85% * 2012-13 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. 396 2012-13 Projected 86% 2012-13 Year End Estimate * 85% 2013-14 Projected 86% City of Chandler 2013-14 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 Contingencies/Reserves Capital Replacement Total Cost Center - 3340 General Fund Local Transportation Assistance Fund Grand Total 2011-12 Actual Expenditures $ $ $ $ 2012-13 Adopted Budget 2012-13 Adjusted Budget 245,205 $ 250,688 $ 261,415 245,205 250,688 256,059 5,356 401,370 842,821 863,381 16,753 9,386 9,386 9,606 11,051 11,197 2,884 1,560 1,570 1,000 1,000 22,398 39,330 39,330 56,389 56,815 57,765 143,968 143,968 9,262 6,583 6,583 763,867 $ 1,363,202 $ 1,395,595 440,212 $ 448,607 $ 479,894 323,655 914,595 915,701 763,867 $ 1,363,202 $ 1,395,595 2012-13 Estimated Expenditures $ $ $ $ 2013-14 Adopted Budget 261,415 $ 264,221 256,059 264,221 5,356 417,134 1,016,821 8,311 9,386 11,097 10,951 1,460 1,560 1,000 31,210 39,430 57,644 56,815 143,968 6,583 6,583 794,854 $ 1,550,735 636,140 479,944 $ 314,910 914,595 794,854 $ 1,550,735 % Change Adopted To Adopted 5.40% 5.40% N/A 20.64% 0.00% -0.90% 0.00% 0.00% 0.25% 0.00% 0.00% 0.00% 13.76% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title Executive Assistant Management Assistant Transit Manager Transit Services Coordinator Total 2009-10 Revised 1 1 1 1 4 2010-11 Revised 1 0 0 2 3 2011-12 Revised 1 0 0 2 3 2012-13 Adopted 1 0 0 2 3 2012-13 Revised 1 0 0 2 3 2013-14 Adopted 1 0 0 2 3 Significant Budget and Staffing Changes Fiscal Year (FY) 2013-14 reflects one-time funding for utilities for new Bus Rapid Transit shelters. As part of the FY 2013-14 budget amendment process, $99,000 of one-time funding was transferred from the Council Contingency for new service segment on Bus Route 56 due to route realignment. Ongoing funding of $75,000 was transferred from the Council Contingency for extending bus services on Routes 72, 81, and 156. 397 City of Chandler 2013-14 Adopted Budget Transportation & Development S treet Sweeping is responsible for sweeping the 2,002 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. Street Sweeping 3350 Division: Cost Center: 2013-14 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. Supports Priority Based Budgeting Goal(s): Effective Transportation; Healthy and Attractive Community; Safe Community 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 Measures Curb miles swept (1) Cost per curb mile swept (1) 2010-11 Actual 2011-12 Actual 2012-13 Projected 2012-13 Year End Estimate * 2013-14 Projected 72,909 68,925 73,000 70,000 70,500 $16.49 $15.12 N/A N/A N/A Measure discontinued effective Fiscal Year 2012-13. * 2012-13 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. 398 City of Chandler 2013-14 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 Total Cost Center - 3350 General Fund Grant Capital Fund Grand Total 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget $ 596,343 $ 637,507 $ 693,727 $ 693,365 $ 596,343 637,507 641,149 640,787 52,578 52,578 1,479 3,940 4,106 4,106 217,568 172,435 175,933 221,511 115 1,145 1,145 1,145 68,055 103,311 162,134 111,290 234,435 249,000 249,000 227,211 $ 1,117,995 $ 1,167,338 $ 1,286,045 $ 1,258,628 $ $ 883,560 $ 918,338 $ 1,037,045 $ 1,031,417 $ 234,435 249,000 249,000 227,211 $ 1,117,995 $ 1,167,338 $ 1,286,045 $ 1,258,628 $ 669,598 669,598 3,940 172,435 1,145 103,311 950,429 950,429 950,429 % Change Adopted To Adopted 5.03% 5.03% N/A 0.00% 0.00% 0.00% 0.00% -100.00% -18.58% * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. Authorized Positions Position Title Senior Streets Specialist Streets Crew Leader Street Maintenance Supervisor Total 2009-10 Revised 9 1 0 10 2010-11 Revised 8 0 1 9 2011-12 Revised 8 0 1 9 2012-13 Adopted 8 0 1 9 2012-13 Revised 8 0 1 9 2013-14 Adopted 8 0 1 9 Significant Budget and Staffing Changes Fiscal Year (FY) 2013-14 reflects a reduction in Machinery/Equipment due to grant funding shown in FY 2012-13 and not anticipated in FY 2013-14. 399 City of Chandler 2013-14 Adopted Budget Transportation & Development T he Airport Division moved from the Transportation & Development Department to Economic Development in the City Manager Department effective July 1, 2012. Airport 4100 Division: Cost Center: 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 Airport Improvements Total Cost Center - 4100 Airport Operating Fund 2011-12 Actual Expenditures $ $ $ 498,349 $ 498,349 35,411 250,617 54,294 8,130 16,290 81,608 12,570 14,488 971,757 $ 971,757 $ 2012-13 Estimated Expenditures 2012-13 Adjusted Budget 2012-13 Adopted Budget - $ - $ - $ - $ - $ - $ % Change Adopted To Adopted 2013-14 Adopted Budget - $ - $ - $ - N/A 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 available for 2011-12 Actual Expenditures. Authorized Positions Position Title Airport Manager Airport Operations & Maint. Supervisor Airport Operations & Maint. Technician Executive Assistant Management Assistant Total 2009-10 Revised 1 1 2 1 1 6 400 2010-11 Revised 1 1 2 1 1 6 2011-12 Revised 1 1 2 1 1 6 2012-13 Adopted 0 0 0 0 0 0 2012-13 Revised 0 0 0 0 0 0 2013-14 Adopted 0 0 0 0 0 0 City of Chandler 2013-14 Adopted Budget Transportation & Development T he Airport Division moved from the Transportation & Development Department to Economic Development in the City Manager Department effective July 1, 2012. Airport Capital 4110 Division: Cost Center: Capital Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Wastewater Improvements Total Cost Center - 4110 Grant Fund Grant Capital Fund Airport Bond Fund Grand Total 2011-12 Actual Expenditures $ $ $ $ 4,958 $ 4,958 39,657 74 100,579 145,268 $ 55,018 $ 41,650 48,600 145,268 $ 2012-13 Adopted Budget 2012-13 Adjusted Budget - $ - $ - $ - $ 2012-13 Estimated Expenditures - $ - $ - $ - $ * Ongoing and One-time Personnel Services detail not available for 2011-12 Actual Expenditures. 401 - $ - $ - $ - $ 2013-14 Adopted Budget % Change Adopted To Adopted - N/A N/A N/A N/A N/A N/A N/A City of Chandler 2013-14 Adopted Budget Transportation & Development 402 Capital Appropriations Summaries Major Capital Projects Operating Capital Capital Replacement Intel Corporation is investing more than $300 million to build a new research and development facility at its Chandler Boulevard site to support packaging operations for the company. The research conducted in Chandler is strategic to the company’s future product roadmap and will promote Intel’s leadership role in technology innovation. Capital Budget 13-Contents City of Chandler 2013-14 Adopted Budget Capital Budget 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 2014-2023 CIP, each department identified their long-term capital needs by developing estimated costs for capital improvements as well as any new or additional operating costs for each project. Shown below is a history of the total cost of the CIP viewed for just the first five years and looking at the full ten years. The first five-year and full ten-year total for the 2013-2022 and 2014-2023 CIPs were significantly impacted by Municipal Utilities Department projects to support the expansion of Intel’s Chandler manufacturing operations, although a significant portion of the costs for these projects were reimbursed by Intel. The shaded areas on the bar charts below reflect the amount of total appropriation that is reimbursable from Intel. The City Council adopts the CIP on the same date as the final adoption of the Annual Budget. Consequently, the 2014-2023 CIP review is integrated with the Fiscal Year 2013-14 Annual Budget process. Both were adopted by the City Council on June 13, 2013. The 10-year CIP is summarized on the next page, with more detail available in the City’s 2014-2023 Capital Improvement Program document. The table on the following page provides a summary of the 10-year CIP and snapshot of the FY 2013-14 capital appropriation, which includes CIP funding and certain Economic Development programs. The subsequent sections provide additional detail on: • • • • • the resources used to fund the FY 2013-14 capital program the impact of the CIP on the operating budget – first for FY 2013-14 approved projects, and also for project planned in full 10-year program, a five year history of capital funding by functional area, a narrative summary of projects approved and funded in FY 2013-14, and detailed project and funding appropriation for FY 2013-14 capital projects for each capital cost center. The final table summarizes budgets and expenditures for the City’s three capital replacement programs. 403 City of Chandler 2013-14 Adopted Budget Capital Budget Projected CIP Expenditure Summary 2013-14 2014-15 2015-16 2016-17 2017-18 5-Year Total 2019 to 2023 10-Year Total General Government: Buildings and Facilities $ Information Technology and ITOC Economic Development Downtown Redevelopment Communications and Public Affairs Airport Vehicle Replacement Program (over $100K) Total - General Government 2,780,000 $ 955,092 $ 1,245,650 $ 750,000 $ 750,000 $ 6,480,742 $ 3,750,000 $ 10,230,742 383,750 575,000 600,000 500,000 500,000 2,558,750 2,500,000 - 500,000 500,000 500,000 500,000 2,000,000 2,500,000 5,058,750 4,500,000 600,000 6,202,000 1,002,000 1,002,000 1,002,000 9,808,000 5,010,000 14,818,000 260,000 - - - - 260,000 - 260,000 2,723,000 3,356,500 626,000 2,399,500 3,593,500 12,698,500 23,741,000 36,439,500 1,000,000 737,000 1,480,300 3,817,600 3,666,811 7,484,411 $ 4,473,650 $ 5,251,800 $ 7,825,800 $ 37,623,592 $ 41,167,811 $ 78,791,403 8,139,865 $ 1,989,800 $ 5,107,800 $ 1,810,000 $ 3,950,000 $ 20,997,465 $ 26,088,200 $ 47,085,665 8,139,865 $ 1,989,800 $ 5,107,800 $ 1,810,000 $ 3,950,000 $ 20,997,465 $ 47,085,665 $ 7,746,750 $ 12,325,592 Parks & Recreation $ Total - Community Services $ 500,000 100,300 Community Services: $ 26,088,200 Public Safety: Police $ Fire Total - Public Safety 411,085 $ 7,248,000 $ 411,085 $ 411,085 - 7,659,085 $ 411,085 $ $ 411,085 862,409 $ 5,179,078 $ $ - 7,274,742 $ - 7,248,000 7,405,952 862,409 $ 5,179,078 $ 14,522,742 $ $ 8,420,070 $ 98,862,648 $ 78,423,662 $ 7,274,742 14,653,952 7,405,952 $ 21,928,694 Municipal Utilities: Water Wastewater Total - Municipal Utilities $ $ 39,746,053 $ 10,183,078 20,401,006 8,127,753 $ 32,385,694 18,169,717 123,067,835 13,924,935 9,269,756 184,833,249 197,880,960 382,714,209 $ 28,528,759 $ 50,555,411 $ 162,813,888 $ 24,108,013 $ 17,689,826 $ 283,695,897 $ 276,304,622 $ 560,000,519 $ 25,832,787 $ 18,425,500 $ 10,203,750 $ 15,564,000 $ 23,888,125 $ 93,914,162 $ 134,015,064 $ 227,929,226 $ 177,286,310 Transportation and Development: Streets/Traffic Total - Trans. and Dev. $ 25,832,787 $ 18,425,500 $ 10,203,750 $ 15,564,000 $ 23,888,125 $ 93,914,162 $ 134,015,064 $ 227,929,226 Grand Total CIP $ 77,907,246 $ 83,707,388 $ 183,010,173 $ 47,596,222 $ 58,532,829 $ 450,753,858 $ 484,981,649 $ 935,735,507 CIP Resource Summary by Fiscal Year Current Revenues Grants Impact Fee Revenues/ Fund Balance Bonds Paid by Secondary Levy Bonds Paid by Enterprise Funds 2013-14 2014-15 2015-16 2016-17 2017-18 5-Year Total 2019 to 2023 10-Year Total $ 24,091,384 $ 28,796,554 $ 17,831,405 $ 15,222,223 $ 11,863,328 $ 97,804,894 $ 56,746,975 $ 154,551,869 10,582,236 7,969,630 376,750 2,447,738 4,660,225 26,036,579 23,988,622 50,025,201 19,126,417 9,866,618 27,583,189 4,600,560 9,377,546 70,554,330 70,150,073 140,704,403 6,009,795 2,402,103 460,000 1,384,440 16,437,496 26,693,834 90,546,897 117,240,731 18,097,414 34,672,483 136,758,829 23,941,261 16,194,234 229,664,221 243,549,082 473,213,303 Total - All Revenues $ 77,907,246 $ 83,707,388 $ 183,010,173 $ 47,596,222 $ 58,532,829 $ 450,753,858 $ 484,981,649 $ 935,735,507 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 FY 2013-14 capital budget of $330,901,671 includes a combination of new appropriation, carryforward appropriation to cover encumbered purchase orders, and carryforward appropriation for unencumbered/unspent funds. The carryforward appropriation is estimated as part of budget preparation and is reconciled to actual encumbrances and unexpended funds at year-end. CIP Total Total Preliminary CIP* Grand Total Carryforward Appropriation Encumbered Unencumbered Purchase Orders March 2013 $ 91,860,633 $ 157,273,829 186,810 3,673,153 $ 92,047,443 $ 160,946,982 FY 2013-14 New Appropriation $ 77,907,246 $ 77,907,246 Total FY 2013-14 Appropriation $ 327,041,708 3,859,963 $ 330,901,671 * Preliminary CIP includes appropriation for the beginning stages of potential capital improvement projects. 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. 404 City of Chandler 2013-14 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 enterprise fund user fees. In addition, some capital improvements and purchases of large pieces of equipment are included in the capital budget on a “pay-as-you-go” basis by using one-time allocations from current General Fund revenue. The pie chart below shows the percentage of funding sources for the upcoming fiscal year. Current Revenue (1) General Government IT Oversight Committee (ITOC) Economic Development GIS/Information Technology Non-Departmental Buildings & Facilities Airport Sub-total General Government $ $ System Development & Impact Fees Bonds(2) User Fees/ Other(3) Grants Total 1,583,107 $ 2,787,230 799,104 11,253,080 3,083,240 19,505,761 $ - $ 84,303 84,303 $ - $ - $ - $ 4,277,655 4,277,655 $ 682,533 $ 1,271,621 1,954,154 $ 2,265,640 2,787,230 799,104 11,253,080 3,083,240 5,633,579 25,821,873 45,543 $ 4,580,815 4,626,358 $ - $ 4,878,848 4,878,848 $ - $ 1,984,983 1,984,983 $ - $ - $ 45,543 12,948,912 12,994,455 Community Services: Library Parks & Recreation Sub-total Community Services $ - $ 1,504,266 1,504,266 $ Fire $ 4,435,412 $ 143,187 $ 3,549,460 $ - $ 1,000,000 $ 9,128,059 Police $ 1,279,965 $ 1,047,587 $ - $ - $ - $ 2,327,552 $ - $ 24,150,702 $ 5,472,820 $ - $ 4,651,434 $ 34,274,956 53,017,648 77,168,350 $ 12,202,848 17,675,668 $ - $ 119,991,655 124,643,089 $ 185,212,151 219,487,107 $ Municipal Utilities: Water Wastewater Sub-total Municipal Utilities $ - $ Transportation & Development $ 14,166,044 $ 14,233,448 $ 17,519,594 $ 15,223,539 $ - $ 61,142,625 Total Major Capital $ 40,891,448 $ 97,303,233 $ 43,623,570 $ 21,486,177 $ 127,597,243 $ 330,901,671 (1) Includes revenues from General Fund, General Government Capital Projects Fund, Police Forfeiture, Regional Transportation Sales Tax, Highway User Revenue Fund, and Local Transportation Assistance. (2) Includes bond proceeds available from prior years and new bond sales. (3) Includes water, wastewater, and solid waste user fees plus revenue from airport fuel sales, leases, and/or tie down fees. 405 City of Chandler 2013-14 Adopted Budget Capital Budget 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 Fiscal Year 2013-14 Major Capital funds. The table reflects the budget and historical expenditures by capital cost center. Major Capital Budget by Cost Center Cost Center Department 1285 1287 1550 1065 3210 3060 1560 4110 1290/1 4320 4580 General Government ITOC Capital GIS/Information Technology Capital Economic Development Capital Neighborhood Programs Capital Buildings & Facilities Capital Engineer Capital Planning and Development Capital Airport Capital Total General Government Management Services Non Departmental Capital Total Management Services Community Services Library Capital Parks Capital Total Community Services Public Safety 2100 Police Capital 2250 Fire Capital Total Public Safety Municipal Utilities 3820 Water Capital 3910 Wastewater Capital Total Municipal Utilities 3310 4110 Transportation & Development Streets Capital Airport Capital Total Transportation & Development Grand Total 2009-10 Actual $ 2010-11 Actual 2011-12 Actual 2012-13 Adjusted Budget 2012-13 Estimated Expenses 2013-14 Adopted Budget $ 1,078,196 $ 474,512 565,602 762 2,119,072 $ 1,241,617 $ 101,473 247,869 5,585 1,596,544 $ 1,824,220 $ 194,648 58,869 22,045 2,099,782 $ 4,816,728 $ 1,671,466 2,787,230 1,136,746 441,131 39,000 3,573,724 14,466,025 $ 2,139,602 $ 1,072,362 833,506 255,381 4,300,851 $ 2,265,640 799,104 2,787,230 3,083,240 5,633,579 14,568,793 $ $ 43,732,218 $ 43,732,218 $ 16,660,756 $ 16,660,756 $ 7,519,519 $ 7,519,519 $ 21,405,421 $ 21,405,421 $ 9,603,752 $ 9,603,752 $ 11,253,080 11,253,080 $ 462,629 $ 14,878,967 15,341,596 $ 5,019,547 $ 4,810,584 9,830,131 $ 1,049,179 $ 3,225,066 4,274,245 $ 55,659 $ 7,150,145 7,205,804 $ 10,118 $ 2,403,301 2,413,419 $ 45,543 12,948,912 12,994,455 2,203,710 $ 2,955,585 5,159,295 $ 5,439,278 $ 492,989 5,932,267 $ 2,237,341 $ 345,173 2,582,514 $ 3,259,648 $ 905,613 4,165,261 $ 3,504,951 $ 5,171 3,510,122 $ 2,327,552 9,128,059 11,455,611 11,075,540 $ 14,764,410 25,839,950 $ 3,642,294 $ 4,306,908 7,949,202 $ 7,783,602 $ 20,633,877 28,417,479 $ 36,198,286 $ 221,301,885 257,500,171 $ 9,434,419 $ 56,447,905 65,882,324 $ 34,274,956 185,212,151 219,487,107 40,248,697 $ 956,028 29,123,187 $ 557,292 20,677,759 $ 145,268 70,553,895 $ - 24,038,070 $ - 61,142,625 - $ 41,204,725 $ 29,680,479 $ 20,823,027 $ 70,553,895 $ 24,038,070 $ 61,142,625 $ 133,396,856 $ 71,649,379 $ 65,716,566 $ 375,296,577 $ 109,748,538 $ 330,901,671 $ $ $ $ $ $ 406 City of Chandler 2013-14 Adopted Budget Capital Budget Operating and Capital Budgets - Their Relationship Although the Capital Improvement Program (CIP) 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 CIP 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), contractual services, utility costs, custodial or landscaping maintenance, and 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. Impact of CIP on the Fiscal Year (FY) 2013-14 Operating Budget It is Chandler’s philosophy that new capital projects should not be constructed if operating revenues are not available to cover the operating costs. The table below shows how the estimated operating costs associated with capital projects will impact the General Fund and Wastewater Operating Fund in FY 2013-14. Operating costs that will affect future years are included within the City’s five-year forecast. Capital Improvement Program Impact on Operating Funds Personnel (FTE costs) General Fund Redundant Internet Connection (1) $ Print, Mail and Graphics Inserter(2) IT Oversight Committee Projects (3) Desert Oasis Aquatics Utility Conversion (4) Total - General Fund Supplies or Services - $ 51,000 Total $ 51,000 - 10,000 10,000 - 56,695 56,695 - 85,000 85,000 $ - $ 202,695 $ 202,695 Water Reclamation Facility Expansion(5) $ 157,549 $ 1,100,000 $ 1,257,549 Total - Wastewater Operating Fund $ 157,549 $ 1,100,000 $ 1,257,549 $ 157,549 $ 1,302,695 $ 1,460,244 Wastewater Operating Fund Grand Total Impact on Operating Funds (1) (2) (3) (4) (5) The Redundant Internet Connection projects adds $51,000 to the operating budget for FY 2013-14 to cover the cost of the internet service ($26,000) and to contribute an annual amount to the Technology Replacement Fund to fund to cover the cost of replacement equipment in five years. The Print, Mail, and Graphics Inserter project adds $10,000 to the operating budget for FY 2013-14 to cover the maintenance agreement on the equipment. The IT Oversight Committee Projects add $56,695 to the operating budget for FY 2013-14 to cover new software maintenance costs and site licenses for projects coming on line in FY 2013-14. The Desert Oasis Aquatics Utility Conversion project adds $85,000 to the operating budget for FY 2013-14 to cover the utility cost at the facility, previously paid by the Mesa Unified School District. The Water Reclamation Facility Expansion project adds $1,257,549 to the Wastewater operating budget for FY 2013-14 for increased utility costs, chemical expenses and professional services to support the expanded facility. Two positions are also added to operate the expanded facility. 407 City of Chandler 2013-14 Adopted Budget Capital Budget Impact of the CIP on the Long Range Forecast In addition to incorporating new operating and maintenance costs into the current budget for approved capital projects, the specific impacts of projects on future operating budgets are detailed by project in the separate publication entitled “Capital Improvement Program 2014-2023.” These estimated costs are also built into the long range forecasts to make sure that they can (depending on priorities) be accommodated within future budgets, be considered for deferral until operating funds are available, or prompt decisions to reduce other operating costs to fund these requirements. The table below provides a summary of the impact of the 2014-2023 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 ten years. Salary and benefits are included under new position costs. Capital Improvement Progam Impact on Operating Funds (Note: Amounts below are cumulative) FTE's General Government 2013-14 2014-15 2015-16 2016-17 2017-18 2018-2023 - $ 117,695 $ 117,695 $ 117,695 $ 127,545 $ 127,545 $ 637,725 - $ - $ 3,350 $ 5,648 $ 7,309 $ 7,348 $ 80,638 10.0 $ 85,000 $ 170,961 $ 170,961 $ 215,172 $ 215,172 $ 8,274,398 - $ - $ - $ - $ - $ - $ 876,755 12.0 $ - $ 77,504 $ 77,504 $ 77,504 $ 77,504 $ 5,442,310 11.0 $ 1,257,549 $ 4,156,405 $ 4,257,909 $ 4,292,720 $ 4,387,355 $ 22,688,462 $ $ $ $ 49,164 $ 49,164 $ 663,320 4,864,088 $ 38,663,608 Economic Development: Airport Community Services Police Fire Municipal Utilities: Wastewater Transportation & Develop: Streets Total O&M - - 33.00 $ 1,460,244 One-time costs $ - 18,670 49,164 $ 4,544,585 $ 4,678,881 $ 4,769,414 $ $ $ $ $ - - - - $ 852,399 On-going costs 1,302,695 3,763,180 3,795,972 3,876,694 3,926,733 25,000,845 New Position (FTE) costs 157,549 781,405 882,909 892,720 937,355 12,810,366 $ 1,460,244 $ 4,544,585 $ 4,678,881 $ 4,769,414 Annual Increase $ 4,864,088 $ 38,663,610 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. 408 City of Chandler 2013-14 Adopted Budget Capital Budget Capital Improvement Project Funding for Fiscal Year 2013-14 Amounts shown reflect new fiscal year funding only, without carryforward appropriation. Project type reflects whether the project is ongoing capital maintenance and repair, new construction, one-time capital acquisition, or other designation to help define recurring versus one-time costs. The impacts of the project on the operating budgets shown here have been incorporated into the City’s operating budget (if the impact starts in the current year) or incorporated into the City’s long range financial forecast, as appropriate. General Government – Downtown Redevelopment Downtown Redevelopment Program (6GG619) Description: Funding is allocated for the three major programs of Downtown Redevelopment: colonnade rehabilitation, area landscape and maintenance, and land acquisition and demolitions. Additional funding is included for FY 2013-14 to install fire sprinkler risers in a set of buildings on West Boston Street. Project Type: Ongoing capital infrastructure maintenance and support Fiscal Year 2013-14 Funding: $600,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Most rehabilitation, improvements and repairs become the responsibility of the property owner after occupancy. General Government – Communications and Public Affairs Channel 11 Video Equipment (6GG633) Description: Funding is allocated for the purchase of cameras and video editing equipment for the Channel 11 broadcasting studio to replace old, out of date equipment. Project Type: One-time capital acquisition Fiscal Year 2013-14 Funding: $200,000 Funding Sources: General Government Capital Projects Fund Impact on Operating Budget: This project will not increase operating expenses since maintenance costs on the new equipment will be offset by savings on existing maintenance contracts. Print, Mail, and Graphics Inserter (6GG642) Description: Funding is allocated for the purchase of a new inserter to insert utility bills and other materials into envelopes. Project Type: One-time capital acquisition Fiscal Year 2013-14 Funding: $60,000 Funding Sources: General Government Capital Projects Fund Impact on Operating Budget: This project will add $10,000 per year to the operating budget for increased maintenance agreement expenses. General Government – Buildings and Facilities Existing City Building Renovations/Repairs (6GG628) Description: Funding is allocated for various upgrades and renovations to the City’s existing buildings. Project Type: Ongoing capital infrastructure maintenance and support Fiscal Year 2013-14 Funding: $750,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget but renovations and major repairs funded through this program will save on future maintenance costs for City buildings. 409 City of Chandler 2013-14 Adopted Budget Capital Budget General Government – Buildings and Facilities (continued) Tumbleweed Recreation Center HVAC Modifications (6GG635) Description: Funding is allocated for improving the access to the heating, ventilation, and air conditioning (HVAC) systems at the Tumbleweed Recreation Center. Project Type: One-time capital acquisition Fiscal Year 2013-14 Funding: $230,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget since the existing HVAC systems will remain in place. The project is a facility modification to improve access to the systems to perform routine and emergency maintenance. Transportation & Development Building HVAC and Remodel (6GG636) Description: Funding is allocated to replace the HVAC systems in the Transportation & Development Building and to remodel, paint, and replace flooring throughout the building. Project Type: One time acquisition and capital maintenance and repair Fiscal Year 2013-14 Funding: $1,430,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project results in no increase to the operating budget since the new HVAC operating costs are to be offset by the savings on maintenance and other costs associated with the older, less efficient system. Other remodeling and replacement flooring will not change operating costs. Police Property and Evidence Generator (6GG637) Description: Funding is allocated to replace an older, undersized generator at the Police Property and Evidence facility. Project Type: One-time capital acquisition Fiscal Year 2013-14 Funding: $370,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project results in a small increase in fuel for running the larger generator for testing and maintenance. The additional cost is estimated at $3,000 per year and is being absorbed in the Buildings and Facilities budget with no additional appropriation. General Government – Information Technology Oversight Committee Information Technology Oversight Committee (ITOC) Projects (6GG617) Description: Funding is allocated for the acquisition and development of computer software technology that is approved by ITOC. Project Type: One-time capital acquisition Fiscal Year 2013-14 Funding: $183,750 Funding Sources: Water Operating Fund Wastewater Operating Fund Solid Waste Operating Fund Impact on Operating Budget: This project results in $56,695 in additional operating costs for new software maintenance agreements and other service contracts. There is no increase in appropriation for these new agreements because the committee has realized savings in operating costs from prior year projects. 410 City of Chandler 2013-14 Adopted Budget Capital Budget General Government – Information Technology Replace Desktop Phones to VOIP (6IT082) Description: Funding is allocated for the second year of a four year phase-in for the replacement of City phones from digital phones to the more advanced voice over internet protocol (VOIP) phones. Project Type: One-time capital acquisition (phased over three years) Fiscal Year 2013-14 Funding: $75,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Maintenance contracts on new phones will be offset by savings from maintenance agreements on the old phones. Redundant Internet Connectivity (6IT084) Description: Funding is allocated for the installation of a second internet connection into City Hall hosted by a third party carrier. Project Type: One-time capital acquisition Fiscal Year 2013-14 Funding: $125,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project results in $51,000 in additional operating costs for annual subscription cost and annual contribution for hardware replacement on a 5-year cycle. General Government – Vehicle Replacement Vehicle Replacement Program - Over $100,000 (6GG632) Description: Funding is allocated for purchase of two fire trucks. Project Type: One-time capital acquisition Fiscal Year 2013-14 Funding: $1,000,000 Funding Source: Vehicle Replacement Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Vehicles are a one for one replacement. General Government – Economic Development - Airport Airport Guidance Sign Replacement (6AI369) Description: Funding is allocated for the design phase of existing sign replacement and installing new mandatory guidance signs on the airport runways and taxiways. Project Type: One-time capital maintenance and repair Fiscal Year 2013-14 Funding: $91,000 Funding Source: Federal Aviation Administration Grant Arizona Department of Transportation Grant Airport Operating Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Minimal costs for minor supplies (light bulbs, screws, etc.) will be absorbed in the operating budget. 411 City of Chandler 2013-14 Adopted Budget Capital Budget General Government – Economic Development - Airport (continued) North Aircraft Apron Phase 2 (6AI653) Description: Funding is allocated to 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. Project Type: One-time capital maintenance and repair Fiscal Year 2013-14 Funding: $1,040,500 Funding Sources: Federal Aviation Administration Grant Arizona Department of Transportation Grant Airport Bonds Impact on Operating Budget: This project will add $1,370 in operating expenses for apron maintenance starting in FY 2014-15. Airport T-Shade Facility (6AI658) Description: Funding is allocated to construct the first phase of city-owned T-Shades to add to the current inventory of eleven covered parking spots. Additional phases will follow in the next two years. Project Type: One-time construction Fiscal Year 2013-14 Funding: $1,133,000 Funding Sources: Arizona Department of Transportation Loan Impact on Operating Budget: This project will add $1,980 in operating expenses for maintenance and repair starting in FY 2014-15. Wildlife Management Study and Storm Drain Master Plan Update (6AI703) Description: Funding is allocated to conduct a study of wildlife in the airport area and also update the existing Storm Drain Master Plan to develop remedies for standing and ponding water after storms. Project Type: One-time capital study Fiscal Year 2013-14 Funding: $179,000 Funding Sources: Federal Aviation Administration Grant Arizona Department of Transportation Grant Airport Operating Fund Airport Bond Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Storm Management FAA Required Environmental Assessment (6AI711) Description: Funding is allocated to conduct an environmental assessment to prepare for a series of stormwater drainage projects. Project Type: One-time capital study Fiscal Year 2013-14 Funding: $74,500 Funding Sources: Federal Aviation Administration Grant Arizona Department of Transportation Grant Airport Operating Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Stormwater Management Areas 1 & 3 (6AI712) Description: Funding is allocated to design the future storm drain improvements for the runway protection zone at the south end of the airport. Project Type: One-time capital improvement Fiscal Year 2013-14 Funding: $151,000 Funding Sources: Federal Aviation Administration Grant Arizona Department of Transportation Grant Airport Operating Fund Impact on Operating Budget: This project has no direct impact on the operating budget. 412 City of Chandler 2013-14 Adopted Budget Capital Budget General Government – Economic Development - Airport (continued) Stormwater Mitigation (6AI715) Description: Funding is allocated to purchase pumps and construct or purchase waterfowl deterrent devices to mitigate issues pending future long term solutions. Project Type: One-time capital improvement Fiscal Year 2013-14 Funding: $29,500 Funding Sources: Federal Aviation Administration Grant Arizona Department of Transportation Grant Airport Operating Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Community Services Aquatic Facility Safety Renovations (6PR047) Description: Funding is allocated for improvements and pool modifications to Chandler’s aquatic facilities as required by the Maricopa County Health and Environmental Services Department. Project Type: Ongoing capital maintenance and repair Fiscal Year 2013-14 Funding: $500,000 Funding Source: Park General Obligation Bonds 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 (6PR049) Description: Funding is allocated for neighborhood park improvements include the upgrading or replacement of amenities such as irrigation, playgrounds, picnic pavilions, basketball or volleyball courts, and landscaping. Project Type: Ongoing capital maintenance and repair Fiscal Year 2013-14 Funding: $570,000 Funding Sources: Park General Obligation Bonds 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. Existing Community Park Improvements/Repairs (6PR530) Description: Funding is allocated for community park improvements include the renovation of amenities, such as irrigation, playgrounds, park lighting, restrooms, parking lots, and landscaping. Project Type: One-time capital maintenance and repair Fiscal Year 2013-14 Funding: $500,000 Funding Sources: Park General Obligation Bonds 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. Existing Recreation Center Improvements/Repairs (6PR630) Description: Funding is allocated for various upgrades and renovations to the City’s six existing recreation centers. Project Type: Ongoing capital maintenance and repair Fiscal Year 2013-14 Funding: $250,000 Funding Source: General Government Capital Project Fund 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. 413 City of Chandler 2013-14 Adopted Budget Capital Budget Community Services (continued) Centennial Park Site (6PR631) Description: Funding is allocated for construction of a new 10.87-acre neighborhood park in the area south of Queen Creek Road and east of Cooper Road. Project Type: New facility Fiscal Year 2013-14 Funding: $2,185,749 Funding Source: Neighborhood Park Impact Fees Parks Impact Fees Parks General Obligation Bonds Impact on Operating Budget: This project will add $44,773 in new operating expense to the operating budget starting in FY 2014-15 for contracted park maintenance, utility costs, and repair and maintenance. Veteran’s Memorial (6PR633) Description: Funding is allocated to construct a new Veteran’s Memorial at the Veteran’s Oasis park site in southeast Chandler. Construction funding will be entirely from grants and private donations. Project Type: New construction Fiscal Year 2013-14 Funding: $1,716,216 Funding Source: Capital Grants and Private Donations Impact on Operating Budget: This project will not add any additional operating expense to the operating budget. Fitness Equipment (6PR634) Description: Funding is allocated for the replacement of treadmills and other exercise equipment in the recreation centers. Project Type: One-time capital acquisition Fiscal Year 2013-14 Funding: $61,050 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project will not add any additional operating expense to the operating budget. Desert Oasis Aquatic Center Utility Conversion (6PR636) Description: Funding is allocated for necessary utility conversions as a result of the termination of the agreement between Mesa Public Schools and the City of Chandler. Project Type: One-time capital repair and maintenance Fiscal Year 2013-14 Funding: $100,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project will add $85,000 in operating expenses for utility charges that were previously paid by the school district. Downtown Campus Improvements (6PR637) Description: Funding is allocated to make various landscape and hardscape improvements in the Downtown Campus area and includes funding for construction of a stage for Downtown events. Project Type: One-time capital repair and maintenance Fiscal Year 2013-14 Funding: $411,650 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project will not add any additional operating expense to the operating budget. 414 City of Chandler 2013-14 Adopted Budget Capital Budget Community Services (continued) Valencia Park Site (6PR638) Description: Funding is allocated for the design and construction of a new 10-acre neighborhood park in the area south of Ocotillo Road and east of Gilbert Road. Project Type: New construction Fiscal Year 2013-14 Funding: $1,845,200 Funding Source: Park Impact Fees General Government Capital Projects Fund Parks General Obligation Bonds Impact on Operating Budget: This project will add $41,189 in new operating expenses to the operating budget starting in FY 2014-15 for contracted park maintenance, utility costs, and repair and maintenance. Fire Department SCBA Equipment Replacement (6FI636) Description: Funding is allocated for the purchase of replacement Self-Contained Breathing Apparatus (SCBA) for firefighters. Project Type: One-time capital acquisition Fiscal Year 2013-14 Funding: $1,720,700 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Current operating expenses associated with SCBA equipment will be used for the replacement equipment. Fire Station #1 Relocation (6FI638) Description: Funding is allocated for the relocation of Fire Station #1 from its current site on Hamilton Street to a new site on Pecos Road. Project Type: New construction Fiscal Year 2013-14 Funding: $5,527,300 Funding Source: General Government Capital Projects Fund Fire Impact Fees Impact on Operating Budget: This project will add an estimated $77,504 to the FY 2014-15 operating budget for utility costs, repair and maintenance, and other costs associated with the new facility. Police Department Radio System Narrow Band Conversion (6PD607) Description: Funding is allocated for the first year of four years of contribution payments. Project Type: One-time capital contract costs (spread over four years) Fiscal Year 2013-14 Funding: $411,085 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project currently has no direct impact on the operating budget. Municipal Utilities - Water Main Replacements (6WA023) Description: Funding is allocated for replacement of one mile of cast iron mains with leaded joints, undersized lines, and substandard mains prone to failures. Project Type: Ongoing capital replacement Fiscal Year 2013-14 Funding: $1,265,000 Funding Source: Water Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. 415 City of Chandler 2013-14 Adopted Budget Capital Budget Municipal Utilities - Water (continued) Well Construction/Rehabilitation (6WA034) Description: Funding is allocated for construction of additional groundwater wells. Project Type: Ongoing capital maintenance and repair Fiscal Year 2013-14 Funding: $3,271,000 Funding Source: Water Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. Water System Upgrades with Street Projects (6WA110) Description: Funding is allocated for the replacement of valves, fire hydrants, and water mains where needed during street repair. Project Type: Ongoing capital maintenance and repair Fiscal Year 2013-14 Funding: $1,426,753 Funding Source: Water Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. Water Treatment Plant Improvements (6WA210) Description: Funding is allocated for capital maintenance and required improvements to the Surface Water Treatment Plant. Project Type: Ongoing capital maintenance and repair Fiscal Year 2013-14 Funding: $1,015,000 Funding Source: Water Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. Water System Maintenance Building (6WA660) Description: Funding is allocated for construction of a maintenance building at the Chandler Surface Water Treatment Plant to provide adequate space for the Water Systems Maintenance staff to conduct service equipment repairs. Project Type: New construction Fiscal Year 2013-14 Funding: $1,010,000 Funding Source: Water Operating Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Valve Truck for Water Distribution (6WA670) Description: Funding is allocated for the purchase of a valve truck for staff to maintain valves and fire hydrants. Project Type: One-time capital acquisition Fiscal Year 2013-14 Funding: $140,000 Funding Source: Water Operating Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Municipal Utilities - Wastewater Water Reclamation Facility Expansion (6WW022) Description: Funding is allocated for a 7 million gallon per day (MGD) expansion, new pump station and new force main to support industrial expansion. Project Type: One-time construction (facility expansion) Fiscal Year 2013-14 Funding: $9,330,000 Funding Sources: Wastewater System Development Fees Impact on Operating Budget: This project will add $150,716 in operating expenses to the operating budget in FY 2013-14, increasing to $711,852 in FY 2014-15. 416 City of Chandler 2013-14 Adopted Budget Capital Budget Municipal Utilities - Wastewater (continued) Collection System Facility Improvements (6WW196) Description: Funding is allocated for repair, replacement, and rehabilitation of existing collection system facilities. Project Type: Ongoing capital maintenance and repair Fiscal Year 2013-14 Funding: $838,762 Funding Source: Wastewater Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. Sewer Assessment and Rehabilitation (6WW266) Description: Funding is allocated to address the ongoing need to evaluate, prioritize, and repair sewer lines and manholes within Chandler’s collection system. Project Type: Ongoing capital maintenance and repair Fiscal Year 2013-14 Funding: $2,157,450 Funding Source: Wastewater Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. Wastewater System Upgrades with Street Projects (6WW332) Description: Funding is allocated to repair or replace existing sewer lines as part of the street intersection and roadway improvement projects. Project Type: Ongoing capital maintenance and repair Fiscal Year 2013-14 Funding: $407,981 Funding Source: Wastewater Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. Water Reclamation Facility Improvements (6WW621) Description: Funding is allocated to make repairs, replace, or rehabilitate infrastructure and large equipment at the facility. Project Type: Ongoing capital maintenance and repair Fiscal Year 2013-14 Funding: $7,666,813 Funding Source: Wastewater Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. Transportation & Development – Streets/Traffic Landscape Repairs (6ST014) Description: 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. Project Type: Ongoing capital maintenance and repair Fiscal Year 2013-14 Funding: $100,000 Funding Source: Streets General Obligation Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. Streetlight Additions and Repairs (6ST051) Description: Funding is allocated for the installation of new streetlights and the replacement of rusted streetlights. Project Type: Ongoing capital maintenance and repair Fiscal Year 2013-14 Funding: $150,000 Funding Source: Streets General Obligation Bonds Impact on Operating Budget: This project has a small ongoing operating expense cost for repair parts when new streetlights are added through this program. 417 City of Chandler 2013-14 Adopted Budget Capital Budget Transportation & Development – Streets/Traffic (continued) Street Repaving (6ST248) Description: Funding is allocated for repaving of approximately 20 street centerline miles and approximately two alleyway centerline miles. Specific streets are evaluated based on known construction projects in the area. Project Type: Ongoing capital maintenance and repair Fiscal Year 2013-14 Funding: $9,633,610 Funding Sources: General Government Capital Projects Fund Highway User Revenue Funds Highway User Revenue Bonds 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. Miscellaneous Storm Drain Improvements (6ST291) Description: Funding is allocated for storm drainage improvements identified in the most current Stormwater Master Plan Update and/or determined to be a nuisance or in disrepair upon inspection. Project Type: Ongoing capital maintenance and repair Fiscal Year 2013-14 Funding: $50,000 Funding Source: Storm Sewer General Obligation Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. Street Construction-Various Improvements (6ST303) Description: Funding is allocated for unforeseen street projects during the fiscal year. These include addressing safety issues, participation in developer constructed improvements, or special agreements with other agencies for priority projects. Project Type: Mixed: Ongoing capital maintenance and repair; new construction; development agreements Fiscal Year 2013-14 Funding: $3,500,000 Funding Sources: Streets General Obligation Bonds Capital Grants - CMAQ Federal or Other Grant General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on operating budgets. Alma School/Chandler Blvd. Intersection (6ST315) Description: Funding is allocated for the utility relocation phase of the project. Future improvements include addition of left turn lanes for all directions, right turn lanes, a third auxiliary through lane, medians, street lighting, traffic signal modifications, storm drainage, and landscaping. Project Type: New construction Fiscal Year 2013-14 Funding: $264,500 Funding Sources: Capital Grants – Highway Safety Improvement Program (HSIP) Federal Grant Impact on Operating Budget: This project will add $11,844 per year in ongoing expenses to the operating budget starting in FY 2015-16. New Traffic Signals (6ST322) Description: Funding is allocated for traffic signal equipment for ongoing operations, maintenance, and rehabilitation of existing traffic signals. Project Type: Mixed: new construction and ongoing capital maintenance and repair Fiscal Year 2013-14 Funding $160,000 Funding Source: Streets General Obligation Bonds Impact on Operating Budget: This project has no impact on the operating budget. 418 City of Chandler 2013-14 Adopted Budget Capital Budget Transportation & Development – Streets/Traffic (continued) McQueen (Queen Creek to Riggs) (6ST478) Description: Funding is allocated for design to bring the plans up to the 2012 Americans with Disabilities Act (ADA) standards and the federal standards according to federal grant requirements. Project Type: New construction Fiscal Year 2013-14 Funding: $353,200 Funding Source: Arterial Street Impact Fees Streets General Obligation Bonds Impact on Operating Budget: This project will add operating expenses to the operating budget starting in FY 2018-19 once construction is completed. Old Price Road/Queen Creek Road Intersection (6ST529) Description: Funding is allocated to improve Old Price Road at Queen Creek as part of the development of the new Wells Fargo Center. Improvements include thru lanes, turn lanes, curbs and gutters, street lighting, storm drainage, and utility relocation. Project Type: New construction Fiscal Year 2013-14 Funding: $2,093,000 Funding Source: Streets General Obligation Bonds Impact on Operating Budget: This project has no impact on the operating budget. Gilbert Road (Queen Creek Road to Hunt Highway) (6ST596) Description: Funding is allocated for the Wood Drive to Hunt Highway segment of construction. Improvements include widening to six lanes, adding bike lanes, curb and gutter, sidewalks, street lighting, new traffic signals, and landscaping. Project Type: New construction Fiscal Year 2013-14 Funding: $7,662,000 Funding Source: Arterial Street Impact Fees Streets General Obligation Bonds Capital Grants – Federal Grant Impact on Operating Budget: This project adds $18,670 in ongoing expenses to the FY 2014-15 operating budget for pavement maintenance, landscape maintenance, and utilities. Wall Repairs (6ST652) Description: Funding is allocated to install more durable and aesthetically pleasing walls as the City repairs and replaces the 6.25 miles of City owned walls. Upgrades for FY 2013-14 are for the replacement of 1,675 feet of wall along the west side of Dobson Road from Mesquite Street south to El Prado Road. Project Type: Ongoing capital maintenance and repair Fiscal Year 2013-14 Funding: $150,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Dobson-Ray-Elliot Fiber (6ST672) Description: Funding is allocated for installation of fiber optic communication cable along segments of Ray, Dobson and Elliot Roads. The fiber replaces copper wiring in existing conduit and provides an alternate path linking traffic signals to the Traffic Management Center. Project Type: New construction Fiscal Year 2013-14 Funding: $889,477 Funding Sources: Highway User Revenue Fund Capital Grants – Federal CMAQ Grant Impact on Operating Budget: This project has no direct impact on the operating budget. 419 City of Chandler 2013-14 Adopted Budget Capital Budget Transportation & Development – Streets/Traffic (continued) Dump Truck for Stormwater Crew (6ST677) Description: Funding is allocated to purchase a 10-12 yard tandem axle dump truck with a higher gross vehicle weight rating as replacement of a 12-year old 5-6 yard single axle dump truck. The larger dump truck will provide the ability to sufficiently carry out maintenance, hauling, and towing demands. Project Type: One-time capital acquisition Fiscal Year 2013-14 Funding: $152,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Western Canal Crossing Improvements at Union Pacific Railroad UPRR (6ST678) Description: Funding is allocated for the design and utility relocations phase of the project. Proposed improvements in FY 2015-16 include constructing a grade level bicycle/pedestrian crossing, education trail map signage, and bench seating for trail users. Project Type: New construction Fiscal Year 2013-14 Funding: $100,000 Funding Sources: Capital Grants – Highway Safety Grant General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Alternatives Analysis Study (6ST680) Description: Funding is allocated to evaluate High Capacity Transit Alternative on the Arizona Avenue Corridor, specifically Bus Rapid Transit (BRT) or Light Rail Transit (LRT). Valley Metro will contract the work for this study and costs will be shared 50/50 with City of Mesa. Project Type: Capital funded study Fiscal Year 2013-14 Funding: $575,000 Funding Sources: Local Transportation Assistance Funds Impact on Operating Budget: This project has no direct impact on the operating budget. 420 City of Chandler 2013-14 Adopted Budget Capital Budget 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 (FY) 2012-13 and for projects that have not yet been expended or encumbered at the time of FY 2013-14 budget preparations. 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 FY 2012-13, the appropriation will be lowered in FY 2013-14. ITOC Capital - 1285 Proj # 6IC001 6IC002 6IC003 6IC005 6IC020 6IC050 6IC071 6IC072 6IC074 6IC078 6IC079 6IC080 6IC081 6IC083 6IC085 000000 Fund 401 605 615 625 Program Utility Billing System Upgrade Oracle 12 Upgrade CRM Software Upgrade Electronic Plan Review E-Govern Pub Com Enhancements Enterprise Service Bus Electronic Payment Processing Fire GIS Portal and Reporting Application Standardization Common Business Name Analysis Upgrade EDMS Teleforms Accela Upgrade (included Digital Sign) Fleet Fuel Data Upload to Lucity Code Enforcement Oracle Reporting ITOC Contingency FY 2013-14 Carryforward Appropriation New Encumbered Unencumbered Appropriation Purchase Orders March 2013 $ 519,817 $ 4,561 $ 183,750 10,000 8,114 179,551 135,000 15,348 15,000 35,000 10,000 1,410 100,000 318,870 20,000 10,000 29,000 30,000 6,000 39,223 100,000 494,996 - Total FY 2013-14 Appropriation $ 708,128 18,114 179,551 135,000 15,348 50,000 10,000 1,410 418,870 20,000 10,000 29,000 30,000 45,223 100,000 494,996 Total CIP Capital Project Expenses $ 871,778 $ 1,210,112 $ 183,750 $ 2,265,640 General Gov't Capital Projects Fund Water Operating Fund Wastewater Operating Fund Solid Waste Operating Fund Total Capital Project Funding $ 372,995 316,352 133,165 49,266 871,778 $ 1,210,112 $ 1,210,112 $ 115,763 49,612 18,375 183,750 $ 1,583,107 432,115 182,777 67,641 2,265,640 $ $ $ Information Technology Capital - 1287 Proj # 6IT057 6IT058 6IT080 6IT082 6IT084 Fund 401 Program Microsoft XP OS & Office Upgrade Data Center Improvements/Cooling SV8500 Telephone System Replace City Desktop Phones Redundant Internet Connectivity FY 2013-14 Carryforward Appropriation New Encumbered Unencumbered Appropriation Purchase Orders March 2013 $ 105,800 $ 326,361 $ 57,531 95,731 13,412 269 75,000 125,000 Total FY 2013-14 Appropriation $ 432,161 153,262 13,412 75,269 125,000 Total CIP Capital Project Expenses $ 163,600 $ 435,504 $ 200,000 $ 799,104 General Gov't Capital Projects Fund Total Capital Project Funding $ $ 163,600 163,600 $ $ 435,504 435,504 $ $ 200,000 200,000 $ $ 799,104 799,104 421 City of Chandler 2013-14 Adopted Budget Capital Budget Non-Departmental - 1291 Proj # 6GG075 6GG619 6GG623 6GG631 FY 2013-14 Carryforward Appropriation New Encumbered Unencumbered Appropriation Purchase Orders March 2013 $ - $ 464,242 $ 895,536 600,000 4,811 2,797,270 966,259 82,200 - Program City Hall Downtown Redevelopment San Marcos Commons Phase II Solar Energy Total FY 2013-14 Appropriation $ 464,242 1,495,536 2,802,081 1,048,459 6GG630 ASU Downtown - 1,322,799 - 1,322,799 6GG633 Channel 11 Video Equipment - - 200,000 200,000 6GG642 Print, Mail, and Graphics Inserter - - 60,000 60,000 Multiple Multiple Fund 101 401 Total CIP Projects $ 971,070 $ 5,562,047 $ 860,000 $ 7,393,117 Miscellaneous Downtown Redevelopment Miscellaneous Strategic Opportunity $ 128,825 57,985 $ 1,040,000 $ 2,633,153 - $ 1,168,825 2,691,138 Total Non-CIP Projects $ 186,810 $ 3,673,153 $ - $ 3,859,963 Total Capital Project Expenses $ 1,157,880 $ 9,235,200 $ 860,000 $ 11,253,080 General Fund General Gov't Capital Projects Fund $ 186,810 971,070 $ 3,673,153 $ 5,562,047 860,000 $ 3,859,963 7,393,117 Total Capital Project Funding $ 1,157,880 $ 9,235,200 860,000 $ 11,253,080 $ Economic Development Capital - 1550 Proj # 6GG620 Fund 401 Program Commercial Reinvestment Program Total Capital Project Expenses FY 2013-14 Carryforward Appropriation New Encumbered Unencumbered Appropriation Purchase Orders March 2013 $ - $ 2,787,230 $ $ - $ 2,787,230 $ - Total FY 2013-14 Appropriation $ 2,787,230 $ 2,787,230 General Gov't Capital Projects Fund Total Capital Project Funding $ $ $ $ - $ - $ 2,787,230 $ 2,787,230 $ - 2,787,230 2,787,230 Police Department Capital - 2100 Proj # 6PD035 6PD605 6PD606 6PD607 Fund 401 460 Program Police Driver Training Facility Radio System Replacement Records Management System Radio System Narrow Band Converter FY 2013-14 Carryforward Appropriation New Encumbered Unencumbered Appropriation Purchase Orders March 2013 $ - $ 968,271 $ 1,990 77,326 32,809 836,071 411,085 Total FY 2013-14 Appropriation $ 968,271 79,316 868,880 411,085 Total Capital Project Expenses $ 34,799 $ 1,881,668 $ 411,085 $ 2,327,552 General Gov't Capital Projects Fund Public Safety Bond Fund $ 32,809 $ 1,990 836,071 $ 1,045,597 411,085 - $ 1,279,965 1,047,587 Total Capital Project Funding $ 34,799 $ 1,881,668 $ 411,085 $ 2,327,552 422 City of Chandler 2013-14 Adopted Budget Capital Budget Fire Department Capital - 2250 Proj # 6FI611 6FI636 6FI638 6FI640 6GG632 Fund 401 404 470 475 (1) Program Southeast Fire Station SCBA Replacement Fire Station #1 Relocation Fire Station Fuel Tanks Vehicle Replacement Prog - Over $100k (1) Carryforward Appropriation FY 2013-14 New Encumbered Unencumbered Appropriation Purchase Orders March 2013 $ - $ 381,547 $ 1,720,700 41,624 325,440 5,527,300 130,398 1,050 1,000,000 Total FY 2013-14 Appropriation $ 381,547 1,720,700 5,894,364 131,448 1,000,000 Total Capital Project Expenses $ 172,022 $ 708,037 $ 8,248,000 $ 9,128,059 General Gov't Capital Projects Fund Fleet Replacement Fund Public Safety Bond Fund Fire Impact Fees $ 172,022 - $ 326,490 $ 143,187 238,360 3,936,900 1,000,000 3,311,100 $ 4,435,412 1,000,000 143,187 3,549,460 Total Capital Project Funding $ 172,022 $ 708,037 $ 8,248,000 $ 9,128,059 In the 2014-2023 Capital Improvement Program this project is presented within the General Government Section. City Manager - Building and Facilities Capital - 3210 Proj # 6GG628 6GG629 6GG635 6GG636 6GG637 Fund 401 Carryforward Appropriation Encumbered Unencumbered Program Purchase Orders March 2013 Existing City Building Renovations/Repairs $ 102,454 $ 100,786 Energy Management System Phase 2 100,000 Tumbleweed Rec Center HVAC Modifications Trans. & Dev. Bldg HVAC and Remodel Police Property and Evidence Generator - FY 2013-14 New Appropriation $ 750,000 230,000 1,430,000 370,000 Total FY 2013-14 Appropriation $ 953,240 100,000 230,000 1,430,000 370,000 Total Capital Project Expenses $ 202,454 $ 100,786 $ 2,780,000 $ 3,083,240 General Gov't Capital Projects Fund Total Capital Project Funding $ $ 202,454 $ 202,454 $ 100,786 100,786 2,780,000 2,780,000 $ $ 3,083,240 3,083,240 423 $ $ City of Chandler 2013-14 Adopted Budget Capital Budget Transportation & Development - Streets Capital - 3310 Proj # 6GG613 6ST014 6ST015 6ST051 6ST248 6ST291 6ST302 6ST303 6ST315 6ST316 6ST322 6ST323 6ST327 6ST478 6ST529 6ST534 6ST593 6ST596 6ST607 6ST650 6ST652 6ST655 6ST672 6ST677 6ST678 6ST680 Fund 215 216 217 401 410 411 412 415 417 Program S Arizona Ave Corridor Improvements Landscape Repairs Bus Stops and Bus Pullouts Streetlight Additions and Repairs Street Repaving Misc. Storm Drain Improvements Traffic Calming Measures Street Construction Various Improvements Alma School Rd/Ray Rd Intersection Alma School/Chandler Blvd Intersection New Traffic Signals Signal System Communications Video Detection Cameras McQueen (Queen Creek - Riggs) Old Price Road/Queen Creek Intersection Galveston Street Bike/Ped Bridge Traffic Management Center Upgrade Gilbert Rd (Queen Creek to Hunt Hwy) Ocotillo Rd (Arizona - McQueen) Chandler Blvd/Loop 101 Intersection Wall Repairs Commonwealth Avenue Paving Dobson-Ray-Elliot Fiber Dump Truck for Stormwater Crew Western Canal Crossing at UPRR Arizona Ave Light Rail Transit Study Carryforward Appropriation FY 2013-14 New Encumbered Unencumbered Appropriation Purchase Orders March 2013 $ 102,600 $ 1,123,264 $ 129,000 562,106 100,000 21,099 9,948 98,414 150,000 1,900,000 2,539,195 9,633,610 17,000 840,177 50,000 865 536 44,571 974,436 3,500,000 358,567 15,221 3,150,979 264,500 293,973 364,051 160,000 107,992 3,072 209,719 614,102 353,200 2,093,000 36,000 24,248 340,647 8,942,671 2,281,982 7,662,000 785,687 8,031,951 1,236,888 64,337 37,748 150,000 16,000 30,792 889,477 152,000 100,000 575,000 Total FY 2013-14 Appropriation $ 1,225,864 791,106 21,099 258,362 14,072,805 907,177 1,401 4,519,007 358,567 3,430,700 818,024 107,992 3,072 1,177,021 2,093,000 60,248 340,647 18,886,653 8,817,638 1,236,888 252,085 16,000 920,269 152,000 100,000 575,000 Total Capital Project Expenses $ 12,585,456 $ 22,724,382 $ 25,832,787 $ 61,142,625 Highway User Revenue Fund LTAF II (HB2565) Grants prior to FY2011/12 General Gov't Capital Projects Fund Highway User Revenue Bond Fund Street Bond Fund Storm Sewer Bond Fund Arterial Street Impact Fees Capital Grants Total Capital Project Funding $ 1,988,188 $ 164,002 337,633 1,695,998 17,000 8,275,742 106,893 12,585,456 $ 107,992 $ 360,231 564,647 7,855,673 616,177 6,185,642 7,034,020 22,724,382 $ 2,145,000 575,000 8,652,000 238,610 3,759,990 50,000 3,058,210 7,353,977 25,832,787 $ 4,241,180 935,231 728,649 8,989,633 238,610 13,311,661 683,177 17,519,594 14,494,890 61,142,625 $ 424 $ City of Chandler 2013-14 Adopted Budget Capital Budget Municipal Utilities - Water Capital - 3820 Carryforward Appropriation Encumbered Unencumbered Proj # 6WA012 6WA023 6WA034 6WA076 6WA110 6WA209 6WA210 6WA230 6WA640 6WA660 6WA670 Fund 601 603 605 (1) FY 2013-14 New Program Water Projects Supporting Intel Expansion Main Replacements Well Construction Transmission Mains (1) Water System Upgrades w/ Street Proj. Water Treatment Plant Expansion Water Treatment Plant Improvements Water Production Facility Improvements Well Remediation - Arsenic Systems Water System Maintenance Building Valve Truck for Water Distribution Purchase Orders $ 982,641 3,830,440 1,828,093 3,114,762 2,686,654 2,715 3,735,607 - Total Capital Project Expenses $ 16,180,912 $ 9,966,291 $ 8,127,753 $ 34,274,956 Water Bond Fund Water System Development Fees Water Operating Fund(1) Total Capital Project Funding $ 11,681,332 $ 3,516,939 982,641 16,180,912 $ 5,491,617 $ 1,955,881 2,518,793 9,966,291 $ 6,977,753 1,150,000 8,127,753 $ 24,150,702 5,472,820 4,651,434 34,274,956 $ $ Appropriation March 2013 2,112,646 $ 963,993 1,265,000 543,042 3,271,000 1,876,191 2,087,101 1,426,753 1,051,607 1,015,000 975,186 356,525 1,010,000 140,000 Total FY 2013-14 $ $ Appropriation 3,095,287 6,059,433 5,642,135 4,990,953 6,200,508 1,054,322 1,015,000 4,710,793 356,525 1,010,000 140,000 Total FY 2013-14 Appropriation for Projects 6WA012 - Water Projects Supporting Intel Expansion will be reimbursed to Fund 605 by Intel up to the amount of actual expenses (or a lesser amount if so designated in the agreement). Any unused appropriation will return to fund balance. Municipal Utilities - Wastewater Capital - 3910 Proj # 6WW012 6WW021 6WW022 6WW189 6WW192 6WW196 6WW266 6WW332 6WW621 6WW642 Fund 610 611 614 615 (1) FY 2013-14 Carryforward Appropriation New Encumbered Unencumbered Program Appropriation Purchase Orders March 2013 WW Projects Supporting Intel Expansion(1) $ 46,668,198 $ 69,442,955 $ Wastewater Master Plan Update 1,862 Water Reclamation Plant Expansion 5,455,741 15,114,826 9,330,000 Effluent Reuse - Storage/Recovery 281,188 1,453,264 Effluent Reuse - Transmission Mains 1,036,306 28,267 Collection System Facility Improvements 34,391 16,228,604 838,762 Sewer Assessment/Rehabilitation 2,267,834 23,892 2,157,450 Wastewater System Upgrades w/Street Proj. 2,001,003 1,526,510 407,981 Water Reclamation Facility Improvements 1,252,138 1,779,616 7,666,813 South Chandler Sewer Line Expansion 214,550 - Total FY 2013-14 Appropriation $ 116,111,153 1,862 29,900,567 1,734,452 1,064,573 17,101,757 4,449,176 3,935,494 10,698,567 214,550 Total Capital Project Expenses $ 59,211,349 $ Reclaimed Water System Dev Fees Wastewater Bond Fund Wastewater System Development Fees Wastewater Operating Fund(1) $ 1,036,306 9,438,223 222,525 48,514,295 Total Capital Project Funding $ 105,599,796 $ 20,401,006 $ 185,212,151 $ 803,139 $ 32,508,419 810,878 71,477,360 11,071,006 9,330,000 - $ 1,839,445 53,017,648 10,363,403 119,991,655 59,211,349 $ 105,599,796 $ 20,401,006 $ 185,212,151 Total FY 2013-14 Appropriation for Projects 6WW012 - WW Projects Supporting Intel Expansion will be reimbursed to Fund 615 by Intel up to the amount of actual expenses (or a lesser amount if so designated in the agreement). Any unused appropriation will return to fund balance. 425 City of Chandler 2013-14 Adopted Budget Capital Budget Economic Development - Airport Capital - 4110 Proj # 6AI001 6AI264 6AI369 6AI374 6AI651 6AI653 6AI658 6AI661 6AI662 6AI701 6AI703 6AI707 6AI711 6AI712 6AI715 Fund 217 417 631 632 635 Program Airport Storm Drain Airport Erosion and Debris Control Airport Guidance Sign Replacement Airport Master Plan & Noise Study North Terminal Area Parking N. Airport Apron Phase 2 Airport T-Shade Facility AWOS Replacement Airport Security Gates and Cameras Santan Apron Improvements Wildlife Study/Storm Drain MP Update Taxiway A Lighting Improvements Stormwater Management Env Assessment Stormwater Management Areas 1 & 3 Stormwater Mitigation Carryforward Appropriation FY 2013-14 New Encumbered Unencumbered Appropriation Purchase Orders March 2013 $ - $ 86,765 $ 1,032,000 91,000 15,807 53,564 190,428 17,851 1,028,938 1,065,000 1,133,000 17,533 5,192 30,500 356,001 179,000 76,000 74,500 151,000 29,500 Total FY 2013-14 Appropriation $ 86,765 1,032,000 91,000 15,807 243,992 2,111,789 1,133,000 22,725 30,500 356,001 179,000 76,000 74,500 151,000 29,500 Total Capital Project Expenses $ 104,755 $ 2,805,824 $ 2,723,000 $ 5,633,579 Grants Prior to FY11/12 Capital Grants Airport Bond ADOT Loan Airport Operating Total Capital Project Funding $ 20,199 $ 71,097 11,246 2,213 104,755 $ 86,765 $ 2,587,551 24,402 107,106 2,805,824 $ 1,512,043 48,655 1,133,000 29,302 2,723,000 $ 106,964 4,170,691 84,303 1,133,000 138,621 5,633,579 $ $ Community Services - Library Capital - 4320 Proj # 6PR556 Fund 430 Program Sunset Library Acquisition Total Capital Project Expenses Carryforward Appropriation FY 2013-14 New Encumbered Unencumbered Appropriation Purchase Orders March 2013 $ 1,811 $ 43,732 $ $ 1,811 $ 43,732 $ - Total FY 2013-14 Appropriation $ 45,543 $ 45,543 Library Bond Funds Total Capital Project Funding $ $ $ $ 1,811 $ 1,811 $ 426 43,732 $ 43,732 $ - 45,543 45,543 City of Chandler 2013-14 Adopted Budget Capital Budget Community Services - Parks & Recreation Capital - 4580 FY 2013-14 Carryforward Appropriation Encumbered Proj # 6PR039 6PR044 6PR047 6PR049 6PR396 6PR397 6PR400 6PR435 6PR497 6PR530 6PR628 6PR630 6PR631 6PR633 6PR634 6PR636 6PR637 6PR638 Fund 401 417 420 421 422 424 Program Neighborhood Park Land Acquisition Tumbleweed Park Aquatic Facility Safety Renovations Existing Neighborhood Park Improvements Mesquite Groves Park Site Snedigar Sportsplex Roadrunner Park Site Nozomi Park Paseo Vista Recreational Area Existing Community Park Improvements Existing City Building Renovations Existing Recreation Center Improvements Centennial Park Site Veteran's Memorial Park Fitness Equipment Desert Oasis Aquatic Center Util. Conv. Downtown Campus Improvements Valencia Park Site Total Capital Project Expenses Purchase Orders $ 3,431 $ 189,037 358,433 251,686 3,661 2,165 6,511 8,882 245,343 81,744 5,570 204,164 $ 1,360,627 $ General Gov't Capital Projects Fund Capital Grants & Donations Park Bond Fund Community Park Impact Fees Neighboorhood Park Impact Fees Parks Impact Fees Total Capital Project Funding $ $ 269,297 $ 204,164 873,563 3,661 9,942 1,360,627 $ 427 Total Unencumbered New FY 2013-14 March 2013 Appropriation $ 500,000 570,000 500,000 250,000 2,185,749 1,716,216 61,050 100,000 411,650 1,845,200 $ 8,139,865 Appropriation $ 3,431 489,158 1,248,428 901,903 3,661 4,340 1,691,913 11,917 20,970 863,577 147,466 916,421 2,185,749 2,042,078 61,050 100,000 411,650 1,845,200 $ 12,948,912 300,121 389,995 80,217 2,175 1,685,402 11,917 12,088 118,234 65,722 660,851 121,698 3,448,420 199,622 $ 64,603 1,746,057 482,246 955,892 3,448,420 $ 1,035,347 1,716,216 1,961,195 84,845 3,342,262 8,139,865 $ $ 1,504,266 1,984,983 4,580,815 3,661 577,033 4,298,154 12,948,912 City of Chandler 2013-14 Adopted Budget Capital Budget Capital Replacement Budget by Department The other aspect of the capital budget is the capital replacement funds. These include: the Equipment Replacement Fund, which allows for ongoing replacement of citywide operating equipment; the Vehicle Replacement Fund, which allows for the ongoing replacement of citywide operating fleet vehicles; and the Technology Replacement Fund, used for payments on personal computers and other technology equipment. These funds are managed by the Management Services Department with cost centers making annual ongoing and/or one-time transfers from operating budgets to replenish the funds. 2010-11 Actual Expenditures 2011-12 Actual Expenditures $ $ 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget General Government: City Manager Buildings & Facilities Economic Development Communications and Public Administration Non-Departmental Community Services Total General Government - - $ 33,500 $ - $ - 26,000 - 68,000 - - - 26,600 - - 2,064,718 1,044,905 3,490,592 3,440,592 3,887,540 - - 144,900 - 99,025 $ 2,064,718 $ 1,044,905 $ 3,721,592 $ 3,440,592 $ 4,054,565 $ 318,519 $ 513,491 $ 4,185,517 $ 1,588,765 $ 4,172,862 Public Safety: Police (1) Fire Total Public Safety 28,561 - 33,185 $ 347,080 $ 513,491 $ 4,218,702 $ $ - $ - $ 23,611 $ - - 46,600 79,246 - - - 33,185 81,300 1,621,950 $ 4,254,162 Municipal Utilities Municipal Utilities Admin Solid Waste Management Water Divisions Wastewater Divisions Total Municipal Utilities 23,610 $ - - 23,300 91,656 15,785 160,818 94,661 30,880 61,200 $ 79,246 $ - $ 256,528 $ 70,275 $ 245,318 $ - $ - $ - $ - $ 22,700 Transportation & Development Capital Projects Streets Traffic Engineering Street Sweeping 40,045 72,857 - 14,171 437,726 422,882 16,000 261,365 274,850 13,735 549,950 $ Total Transportation & Development $ 112,902 $ 14,171 $ 876,608 $ Grand Total $ 2,603,945 $ 1,572,567 $ 9,073,430 $ (1) 56,600 44,500 123,800 5,682,767 $ 8,677,845 The FY 2012-13 Adjusted Budget total in this schedule has been reduced by ($1,000,000) for Vehicles over $100,000 included within CIP total. 428 14-Contents City Debt Obligations Overview of Bond Types Bond Payment Schedules Bonded Debt A major hub of innovative science and technology businesses, the Price Corridor is home to notable employers in key industries such as Aerospace, Life Sciences, High technology, R&D/Manufacturing and Advanced Business Services. City of Chandler 2013-14 Adopted Budget Bonded Debt Bonded Debt Obligations The City of Chandler, located approximately 25 miles southeast of Phoenix, has experienced significant growth over the last twenty-five years. The 1985 mid-decade census population was 63,817; the 1990-decade census was 89,862; the 2000 census population was 176,581; the 2010 census population was 236,598; and the June 30, 2013 population is estimated at 242,215. 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 was 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. Bond Ratings When new bonds are issued, the three major bond rating agencies typically assign a bond rating that is a reflection of the City’s ability to repay the debt. Each agency has a slightly different rating scale but, in general, top ratings are referred to as “AAA” (triple A) with lower ratings such as “A” (single A) or “B”. In some cases, distinctions are made with upper and lower case letters and “+” or “-“ to further elaborate on the rating. After the initial review, the rating agencies periodically review the City’s financial position and either reaffirm the prior rating, raise the rating, or lower the rating. At this point, the City’s bond ratings are as shown below: General Obligation Excise Tax Revenue Obligations Water/Sewer Revenue Bonds Highway User Fund Revenue Bonds *Highest rating level from this agency. Fitch Ratings AAA* AAA* AA+ AA Moody’s Investments Aaa* Aa1 Aa1 Aa3 Standard and Poor’s AAA* AAA* AA AA These high bond ratings measure Chandler’s financial management and ability to repay outstanding debt. The higher bond ratings represent 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’s last bond election that was in May 2007 and resulted in voters approving over $450 million in new bond authorization spread across nine program areas (Water/Sewer, Reuse, Parks and Recreation, Museum, Center for the Arts, Library, Public Buildings, Streets, Fire, and Police). Bond sales in January 2009 and January 2011 have reduced the available voter authorized amounts to $245,345,000 as shown in the table on the next page. The City most recently sold bonds requiring voter authorization that occurred during Fiscal Year (FY) 2010-11. During FY 2011-12, there was a reallocation of voter authorization among Parks and Recreation, Museum, Public Building, Center for the Arts, and Streets bonds. There were no bonds sold during FY 2012-13, and the City does not anticipate any general obligation bond sales in FY 2013-14, but does plan on selling Excise Tax Revenue Obligations in support of water and wastewater capital projects. 429 City of Chandler 2013-14 Adopted Budget Bonded Debt Voter Authorization Summary Voter Authorized Bonds Parks and Recreation Museum Library Public Building Streets General Obligation Storm Water Revenue/GOB Public Safety/Fire Public Safety/Police Airport Recycling & Solid Waste TOTAL 2012-13 Ending Authorization $ 58,750,000 12,730,000 5,245,000 9,960,000 125,926,000 4,204,000 10,371,000 12,730,000 494,000 4,935,000 $ 245,345,000 Non-Voter Authorized Bonds* Water N/A Wastewater N/A N/A TOTAL $ - 2012-13 Ending Authorization $ 58,750,000 12,730,000 5,245,000 9,960,000 125,926,000 4,204,000 10,371,000 12,730,000 494,000 4,935,000 $ 245,345,000 $ - $ - N/A $ 36,500,000 N/A $ - N/A N/A 73,000,000 $ 109,500,000 N/A N/A 2012-13 Bond Sales $ 2013-14 Proposed Bond Sales $ Remaining Authorization $ 58,750,000 12,730,000 5,245,000 9,960,000 125,926,000 4,204,000 10,371,000 12,730,000 494,000 4,935,000 $ 245,345,000 * Non-voter approved debt as allowed by the City Debt Management Policy in the Budget Policies, Process, and Decisions section. Debt Service paid by dedicated water and wastewater user fees. Debt Coverage Certain debt issues include debt covenants whereby the City is required to maintain a sufficient operating revenue to meet debt service requirements. In other cases the City has debt coverage goals or objectives that are not bound by policy, but establish a good operating practice for adequate debt coverage. Projected debt coverage at the end of Fiscal Year 2013-14 are as shown: Type of Debt Coverage Required (Mandated or Goal) Mandated by debt covenants: 1.2 Goal: 1.5-2.0 1.00 (Goal) 1.20 (Goal) Water/Wastewater Utility Revenue Bonds Water/Wastewater General Obligation Bonds Water/Wastewater Excise Tax Revenue Obligations 430 Coverage Met? Yes Yes Yes City of Chandler 2013-14 Adopted Budget Bonded Debt General Obligation Debt Service Fund The General Obligation Debt Service Fund is supported by the collection of Secondary Property Taxes. Principal and interest payments for General Obligation Bonds are made from this fund. Fund balance is projected based upon best estimates of future assessed values, existing debt service schedules, and projected General Obligation Bond sales. Current fund balance projections assume modest growth in assessed values and show that Debt Service expenses will exceed Secondary Property Tax revenues for the next five years, causing a drawdown in the fund balance. Starting in Fiscal Year (FY) 2018-19, we anticipate that improved property valuations and lower scheduled debt will allow the fund balance to stabilize and eventually increase and/or be used for new debt at some point in the future. The fund balance projection is updated each year based upon updated assessed value projections and any changes to general obligation debt projections as a result of new capital funding requirements. Projections based on the latest Capital Improvement Program (CIP) show that a General Obligation bond sale will be needed in four to five years but annual reviews and adjustments to the CIP could change the timing. The FY 2012-13 ending balance reflects the payoff of a 2003-series bond that was callable July 1, 2013. This action was approved by the City Council as a proactive measure to reduce future debt service payments (saving almost $800,000 in future interest payments) and a strong desire to avoid future increases in Property Tax rates. Highway User Fund (HURF) Debt Service Fund The HURF Debt Service Fund is managed on a year-to-year basis whereby a transfer is made from the HURF Operating Fund to the HURF Debt Service Fund on an annual basis for the exact amount of principal and interest due for the year. The fund balance returns to $0 at the end of each fiscal year. Enterprise Fund Debt Service Water, Wastewater, and Airport Debt Service is paid from their respective Operating Funds and directly supported by User Fees. No separate Debt Service Funds exist. 431 City of Chandler 2013-14 Adopted Budget Bonded Debt FUNCTION: Debt Service 7500 COST CENTER: 2011-12 Actual Expenditures 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated Expenditures 2013-14 Adopted Budget $ 23,233,948 $ 33,461,950 $ 33,461,950 $ 33,461,950 $ 21,496,931 Water GOB's 9,608,395 10,302,945 10,302,945 10,302,945 11,184,813 8.56% Wastewater GOB's 6,607,181 6,727,631 6,727,631 6,727,631 5,727,763 -14.86% Description General Purpose GOB's* % Change Adopted To Adopted -35.76% Water Revenue Bonds 8,139,702 7,438,289 7,438,289 7,438,289 4,411,349 -40.69% Wastewater Revenue Bonds 2,306,273 3,006,852 3,006,852 3,006,852 1,888,148 -37.21% HURF Revenue Bonds 4,636,975 4,663,475 4,663,475 4,663,475 4,676,975 0.29% 24,788 24,188 24,188 24,188 23,388 -3.31% 3,448,359 3,399,863 3,399,863 3,399,863 12,232,332 259.79% $ 58,005,619 $ 69,025,193 $ 69,025,193 $ 69,025,193 $ 61,641,699 -10.70% Airport GOB's Excise Tax Revenue Obligations Total Cost Center-7500 General Debt Service Fund* HURF Debt Service Fund Water System Dev. Fees Fund Water Operating Fund $ 23,233,948 $ 33,461,950 $ 33,461,950 $ 33,461,950 $ 21,496,931 4,636,975 4,663,475 4,663,475 4,663,475 4,676,975 63,414 82,041 82,041 82,041 87,165 18,358,644 18,323,433 18,323,433 18,323,433 20,081,653 Reclaimed Water SDF Fund 458,140 500,276 500,276 500,276 254,071 Wastewater SDF Fund 231,357 305,275 305,275 305,275 467,971 10,998,353 11,664,555 11,664,555 11,664,555 14,553,545 24,788 24,188 24,188 24,188 23,388 Wastewater Operating Fund Airport Operating Fund Grand Total $ 58,005,619 $ 69,025,193 $ 69,025,193 $ 69,025,193 $ 61,641,699 *Includes 2003 Series Bond Payoff of $8.475M in Adopted FY 2012-13. The Fiscal Year 2013-14 budget provides $61,641,699 for principal and interest on existing debt as shown in the chart above by bond type and funding source. The following graph provides summarized data of the debt service comparison of adopted budgets of two fiscal years and the category percentage of total debt. 432 City of Chandler 2013-14 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 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 statute. 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, playgrounds, and recreation facilities up to an amount not exceeding 20% of secondary assessed value. Cities may also issue GOBs 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 City’s available bonding capacity for Fiscal Year (FY) 2013-14 is given below. 20% 6% Secondary Assessed Value $ 2,175,376,677 $ 2,175,376,677 Legal Bond Limit $ $ Outstanding Bonded Debt Previously Issued 435,075,335 (374,452,000) Proposed Bond Sales in FY 2013-14 (10,198,000) - Bonding Capacity Available $ 60,623,335 130,522,601 $ 120,324,601 The 20% and 6% bonding capacity is based on a secondary assessed value of $2,175,376,677, a 8.6% decrease from the FY 2012-13 secondary assessed value of $2,255,179,301. The following pages present breakdowns of the principal and interest payments for all City bond issues outstanding as of June 30, 2013. 433 City of Chandler 2013-14 Adopted Budget Bonded Debt Summary of Outstanding Bonds By Type Principal Bond Amount Type of Issue % Total General Obligation Bonds (Combined) 6% Capacity $ 10,198,000 20% Capacity 374,452,000 Total General Obligation Bonds $ 384,650,000 78.73% Water & Sewer Revenue Bonds 36,480,000 7.47% Excise Tax Revenue Obligations 43,880,000 8.98% Highway User Revenue Bonds 18,215,000 4.95% 5,350,000 $ 488,575,000 1.10% 100.00% Improvement District Bonds Total 434 City of Chandler 2013-14 Adopted Budget Bonded Debt Annual Bond Obligation for All Existing Bonds and Obligations Maturity Date (1) July 1, 2014 Bonds Payable 37,520,000 Interest Payable 20,258,127 Fiscal Total 57,778,127 July 1, 2015 41,530,000 18,863,086 60,393,086 July 1, 2016 38,300,000 17,244,688 55,544,688 July 1, 2017 36,265,000 15,692,600 51,957,600 July 1, 2018 34,220,000 14,191,325 48,411,325 July 1, 2019 33,575,000 12,873,944 46,448,944 July 1, 2020 32,220,000 11,457,726 43,677,726 July 1, 2021 27,080,000 10,098,750 37,178,750 July 1, 2022 28,040,000 8,782,500 36,822,500 July 1, 2023 29,090,000 7,469,088 36,559,088 July 1, 2024 29,230,000 6,144,688 35,374,688 July 1, 2025 30,490,000 4,975,488 35,465,488 July 1, 2026 31,185,000 3,786,863 34,971,863 July 1, 2027 29,660,000 2,587,688 32,247,688 July 1, 2028 30,170,000 1,327,500 31,497,500 $ 155,754,057 $ 644,329,057 TOTAL $ 488,575,000 Year Principal Interest Fiscal Total This Year's Requirement 2014 $ 37,520,000 $ 20,258,127 $ 57,778,127 Maximum Requirement 2015 $ 41,530,000 $ 18,863,086 $ 60,393,086 (1) Actual Payments are made one day prior to maturity date. 435 City of Chandler 2013-14 Adopted Budget Bonded Debt Schedule of Total Outstanding Debt Original Outstanding Issue 7/1/2013 2013-14 Principal Interest Payment Revenue Bonds Highway User Revenue: Series 1996B Series 2003 Refunding Series 2004 Refunding Series 2010 $ $ Water: Series 1994 Series 2001 Refunding Series 2003 Series 2005 Refunding Series 2005 $ $ Sewer: Series 1994 Series 2001 Refunding Series 2003 Refunding Series 2005 $ $ Total Revenue Bonds 1,250,000 5,000,000 10,920,000 10,450,000 27,620,000 $ 50,000 25,000 5,000,000 6,860,000 985,000 6,305,000 2,965,000 18,215,000 $ 3,975,000 $ 5,150,000 $ 12,500,000 17,830,000 10,000,000 15,485,000 60,965,000 $ 2,105,000 $ 2,105,000 $ 168,400 $ 2,273,400 225,720 10,157 10,157 5,440,000 15,000 271,760 286,760 9,750,000 250,000 419,281 669,281 4,835,000 930,000 241,750 1,171,750 22,355,720 $ 3,300,000 $ 1,111,349 $ 4,411,349 5,150,000 $ 12,500,000 17,830,000 15,485,000 50,965,000 $ 45,000 $ 45,000 $ 819,280 6,145,000 20,000 7,115,000 1,120,000 14,124,280 $ 1,185,000 $ $ 139,550,000 $ 436 2,975 27,975 205,000 205,000 308,000 1,293,000 186,000 3,151,000 701,975 $ 4,676,975 3,600 $ 48,600 36,868 36,868 306,930 326,930 355,750 1,475,750 703,148 $ 1,888,148 54,695,000 $ 8,460,000 $ 2,516,471 $ 10,976,471 City of Chandler 2013-14 Adopted Budget Bonded Debt Schedule of Total Outstanding Debt (Continued) General Obligation Bonds General & Enterprise Funds: Refunding Series 2003 Series 2005 Series 2006 Series 2007 Refunding Series 2007 Refunding Series 2009 Series 2011A Refunding Series 2011B Original Outstanding Issue 7/1/2013 16,265,000 24,800,000 30,905,000 111,045,000 22,960,000 252,000,000 9,925,000 10,360,000 8,600,000 5,650,000 16,725,000 87,000,000 20,030,000 230,870,000 9,925,000 5,850,000 2013-14 Principal 2,580,000 2,750,000 2,500,000 2,800,000 1,770,000 7,525,000 2,510,000 Interest Payment 422,125 226,000 715,000 3,723,063 947,644 9,399,688 368,250 196,125 3,002,125 2,976,000 3,215,000 6,523,063 2,717,644 16,924,688 368,250 2,706,125 Total General Obligation Bonds $ 478,260,000 $ 384,650,000 $ 22,435,000 $ 15,997,894 $ 38,432,894 Excise Tax Revenue Obligations:* Series 2009 Series 2011 $ 34,040,000 $ 15,000,000 30,240,000 $ 5,455,000 $ 1,043,813 $ 6,498,813 13,640,000 725,000 494,850 1,219,850 Total Excise Tax Revenue Obligations $ 49,040,000 $ 43,880,000 $ 6,180,000 $ 1,538,663 $ 7,718,663 Improvement District Bonds: Series 2008 - Spectrum ID 7,370,000 5,350,000 445,000 205,100 650,100 7,370,000 $ 5,350,000 $ 445,000 $ 205,100 $ 650,100 Total Improvement District Bonds $ Total Bonded Debt & Obligations $ 674,220,000 $ 488,575,000 $ 37,520,000 $ 20,258,128 $ 57,778,128 * Non-voter approved debt as allowed by the City Debt Management Policy in the Budget Policies, Process and Decisions section. Debt Service paid by dedicated water and wastewater user fees. 437 City of Chandler 2013-14 Adopted Budget Bonded Debt Combined General Obligation Bonds 6% Capacity Portion Outstanding Maturity Date (1) July 1, 2014 Bonds Payable 28,000 Interest Payable 395,952 Fiscal Total 423,952 July 1, 2015 387,000 395,322 782,322 July 1, 2016 429,000 383,882 812,882 July 1, 2017 447,000 371,012 818,012 July 1, 2018 1,882,000 357,602 2,239,602 July 1, 2019 1,901,000 292,167 2,193,167 July 1, 2020 2,547,000 216,127 2,763,127 July 1, 2021 257,000 114,247 371,247 July 1, 2022 271,000 101,397 372,397 July 1, 2023 271,000 87,847 358,847 July 1, 2024 297,000 75,652 372,652 July 1, 2025 297,000 63,772 360,772 July 1, 2026 297,000 50,853 347,853 July 1, 2027 461,000 38,230 499,230 July 1, 2028 426,000 18,638 444,638 TOTAL $ Year 10,198,000 $ Principal 2,962,699 $ Interest 13,160,699 Fiscal Total This Year's Requirement 2014 $ 28,000 $ 395,952 $ 423,952 Maximum Requirement 2020 $ 2,547,000 $ 216,127 $ 2,763,127 (1) Actual Payments are made one day prior to maturity date. 438 City of Chandler 2013-14 Adopted Budget Bonded Debt Combined General Obligation Bonds 20% Capacity Portion Outstanding Maturity Date (1) July 1, 2014 Bonds Payable 22,407,000 Interest Payable 15,601,942 Fiscal Total 38,008,942 July 1, 2015 25,543,000 14,787,107 40,330,107 July 1, 2016 22,436,000 13,831,574 36,267,574 July 1, 2017 23,308,000 12,979,569 36,287,569 July 1, 2018 24,153,000 12,048,504 36,201,504 July 1, 2019 24,344,000 11,102,789 35,446,789 July 1, 2020 24,298,000 10,040,986 34,338,986 July 1, 2021 23,868,000 8,994,066 32,862,066 July 1, 2022 24,654,000 7,800,666 32,454,666 July 1, 2023 25,579,000 6,625,903 32,204,903 July 1, 2024 26,203,000 5,430,598 31,633,598 July 1, 2025 27,328,000 4,382,478 31,710,478 July 1, 2026 27,878,000 3,323,648 31,201,648 July 1, 2027 26,039,000 2,262,270 28,301,270 July 1, 2028 26,414,000 1,155,613 27,569,613 130,367,711 $ 504,819,711 TOTAL $ Year 374,452,000 $ Principal Interest Fiscal Total This Year's Requirement 2014 $ 22,407,000 $ 15,601,942 $ 38,008,942 Maximum Requirement 2015 $ 25,543,000 $ 14,787,107 $ 40,330,107 (1) Actual Payments are made one day prior to maturity date. 439 City of Chandler 2013-14 Adopted Budget Bonded Debt Combined General Obligation Bonds Enterprise Supported Maturity Date (1) July 1, 2014 Bonds Payable 10,900,000 Interest Payable 6,035,963 Fiscal Total 16,935,963 July 1, 2015 10,910,000 5,688,263 16,598,263 July 1, 2016 9,525,000 5,325,888 14,850,888 July 1, 2017 9,825,000 5,019,138 14,844,138 July 1, 2018 9,926,000 4,680,388 14,606,388 July 1, 2019 10,000,000 4,327,075 14,327,075 July 1, 2020 9,700,000 3,903,075 13,603,075 July 1, 2021 9,625,000 3,490,075 13,115,075 July 1, 2022 9,925,000 3,008,825 12,933,825 July 1, 2023 9,850,000 2,533,013 12,383,013 July 1, 2024 9,500,000 2,075,513 11,575,513 July 1, 2025 10,125,000 1,695,513 11,820,513 July 1, 2026 10,575,000 1,297,263 11,872,263 July 1, 2027 9,500,000 888,763 10,388,763 July 1, 2028 11,086,000 485,013 11,571,013 TOTAL $ 150,972,000 This Year's Requirement 2014 $ Maximum Requirement 2014 $ Year (1) $ 50,453,763 10,900,000 $ 6,035,963 $ 16,935,963 10,900,000 $ 6,035,963 $ 16,935,963 Principal Actual Payments are made one day prior to maturity date. 440 $ Interest 201,425,763 Fiscal Total City of Chandler 2013-14 Adopted Budget Bonded Debt Combined General Obligation Bonds Ad Valorem Supported Maturity Date (1) July 1, 2014 Bonds Payable 11,535,000 Interest Payable 9,961,931 Fiscal Total 21,496,931 July 1, 2015 15,020,000 9,494,169 24,514,169 July 1, 2016 13,340,000 8,889,569 22,229,569 July 1, 2017 13,930,000 8,331,444 22,261,444 July 1, 2018 16,109,000 7,725,719 23,834,719 July 1, 2019 16,245,000 7,067,881 23,312,881 July 1, 2020 17,145,000 6,354,038 23,499,038 July 1, 2021 14,500,000 5,618,238 20,118,238 July 1, 2022 15,000,000 4,893,238 19,893,238 July 1, 2023 16,000,000 4,180,738 20,180,738 July 1, 2024 17,000,000 3,430,738 20,430,738 July 1, 2025 17,500,000 2,750,738 20,250,738 July 1, 2026 17,600,000 2,077,238 19,677,238 July 1, 2027 17,000,000 1,411,738 18,411,738 July 1, 2028 15,754,000 689,238 16,443,238 TOTAL This Year's Requirement Maximum Requirement (1) $ 233,678,000 $ 82,876,650 $ 316,554,650 Year 2014 $ 2015 $ Principal 11,535,000 15,020,000 $ $ Interest 9,961,931 9,494,169 $ $ Fiscal Total 21,496,931 24,514,169 Actual Payments are made one day prior to maturity date. 441 City of Chandler 2013-14 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 these bonds. 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, 2014 Bonds Payable 4,485,000 Interest Payable 1,814,496 Fiscal Total 6,299,496 July 1, 2015 6,760,000 1,527,556 8,287,556 July 1, 2016 9,490,000 1,191,056 10,681,056 July 2, 2017 7,475,000 718,806 8,193,806 July 1, 2018 3,270,000 345,056 3,615,056 July 1, 2019 2,500,000 206,250 2,706,250 July 1, 2020 2,500,000 103,125 2,603,125 TOTAL This Year's Requirement Maximum Requirement (1) $ Year 2014 2016 36,480,000 Principal $ 4,485,000 $ 9,490,000 Actual Payments are made one day prior to maturity date. 442 $ 5,906,346 $ $ Interest 1,814,496 1,191,056 $ 42,386,346 Fiscal Total $ 6,299,496 $ 10,681,056 City of Chandler 2013-14 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 (1) July 1, 2014 Bonds Payable 3,975,000 Interest Payable 701,975 Fiscal Total 4,676,975 July 1, 2015 4,105,000 572,025 4,677,025 July 1, 2016 3,410,000 386,450 3,796,450 July 1, 2017 2,430,000 249,488 2,679,488 July 1, 2018 2,235,000 149,988 2,384,988 July 1, 2019 2,060,000 72,100 2,132,100 2,132,025 $ 20,347,025 TOTAL $ Year 18,215,000 $ Principal Interest Fiscal Total This Year's Requirement 2014 $ 3,975,000 $ 701,975 $ 4,676,975 Maximum Requirement 2015 $ 4,105,000 $ 572,025 $ 4,677,025 (1) Actual Payments are made one day prior to maturity date. 443 City of Chandler 2013-14 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 Fiscal Year (FY) 2008-09 for a water reclamation facility expansion and to refund water and sewer revenue bonds in the amount of $34,040,000. ETROS were issued again in FY 2010-11 for $15,000,000 and another sale is projected in FY 2012-13. This is a form of non-voter approved debt as allowed by the City Debt Management Policy in the Budget Policies, Process, and Decisions section. This debt service is paid by dedicated water and wastewater user fees. Excise Tax Revenue Obligations Outstanding Maturity Date (1) July 1, 2014 Bonds Payable 6,180,000 Interest Payable 1,538,663 Fiscal Total 7,718,663 July 1, 2015 4,270,000 1,394,175 5,664,175 July 1, 2016 2,055,000 1,283,725 3,338,725 July 1, 2017 2,105,000 1,225,325 3,330,325 July 1, 2018 2,160,000 1,162,175 3,322,175 July 1, 2019 2,225,000 1,093,938 3,318,938 July 1, 2020 2,310,000 1,012,988 3,322,988 July 1, 2021 2,370,000 928,938 3,298,938 July 1, 2022 2,505,000 842,838 3,347,838 July 1, 2023 2,605,000 742,638 3,347,638 July 1, 2024 2,730,000 638,438 3,368,438 July 1, 2025 2,865,000 529,238 3,394,238 July 1, 2026 3,010,000 412,363 3,422,363 July 1, 2027 3,160,000 287,188 3,447,188 July 1, 2028 3,330,000 153,250 3,483,250 $ 13,245,875 $ 57,125,875 TOTAL $ Year 43,880,000 Principal Interest Fiscal Total This Year's Requirement 2013 $ 6,180,000 $ 1,538,663 $ 7,718,663 Maximum Requirement 2014 $ 6,180,000 $ 1,538,663 $ 7,718,663 (1) Actual Payments are made one day prior to maturity date. 444 City of Chandler 2013-14 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, 2014 Bonds Payable 445,000 Interest Payable 205,100 Fiscal Total 650,100 July 1, 2015 465,000 186,900 651,900 July 1, 2016 480,000 168,000 648,000 July 1, 2017 500,000 148,400 648,400 July 1, 2018 520,000 128,000 648,000 July 1, 2019 545,000 106,700 651,700 July 1, 2020 565,000 84,500 649,500 July 1, 2021 585,000 61,500 646,500 July 1, 2022 610,000 37,600 647,600 July 1, 2023 635,000 12,700 647,700 TOTAL $ Year 5,350,000 $ Principal 1,139,400 Interest $ 6,489,400 Fiscal Total This Year's Requirement 2014 $ 445,000 $ 205,100 $ 650,100 Maximum Requirement 2015 $ 465,000 $ 186,900 $ 651,900 (1) Actual Payments are made one day prior to maturity date. 445 City of Chandler 2013-14 Adopted Budget Bonded Debt 446 15-Contents Resolution Adopting the 2013-14 Budget Auditor General Summary Schedules 2013-14 Salary Schedule Expenditure Categories List of Acronyms Schedules and Terms SanTan Brewing Company has expanded to a new 35,000 sq. ft. distribution facility to meet demand for its award-winning handcrafted beer. SanTan Brewing Company invested $6M into the development of the new location, which has the capacity to brew and can more than 500,000 cases of beer annually. City of Chandler 2013-14 Adopted Budget Schedules and Terms Schedules and Terms Budget Schedules: The attached budget schedules are intended to give the reader a brief glance of 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 (GASB) No. 34 and 54 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. Schedules A-G are submitted to the Auditor General’s Office along with the Resolution of Budget 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  Schedule G – Summary of Full-Time Employees and Personnel Compensation Other Schedules: Schedule 1 - Total Expenditure by Fund: A summary of citywide expenditures by fund, detailing actual expenditures for Fiscal Year (FY) 2011-12, adjusted budget, and estimated expenditures for FY 2012-13, and adopted budget for FY 2013-14. Schedule 2 - Summary of Department Total FY 2013-14 Budget by Fund: A summary, by fund, of each department’s FY 2013-14 Budget. Salary Schedule: The attached salary schedule serves as a handy reference to City staff and the public. The schedule reflects the revised salary plan, effective July 1, 2013, for all employee classes, which includes market study and wage adjustments. The list is sorted alphabetically by classification title, with the class grade, exempt or non-exempt status, and minimum and maximum annual salary for that position class. 447 City of Chandler 2013-14 Adopted Budget Schedules and Terms 448 City of Chandler 2013-14 Adopted Budget Schedules and Terms 449 City of Chandler 2013-14 Adopted Budget Schedules and Terms 450 Debt Retirement 451 478,486,526 $ 835,767,025 $ 835,767,025 $ $ $ 835,767,025 835,767,025 $ 2012-13 109,500,000 $ 109,500,000 $ 2013-14 SOURCES SCHEDULE A 803,931,786 803,931,786 803,931,786 803,931,786 2013-14 OTHER FINANCING 5. Amount subject to the expenditure limitation $ 506,178,201 $ 16,000 27,867,000 237,632,639 237,632,639 28,025,851 895,702 895,702 39,855,609 171,885,400 $ ESTIMATED REVENUES OTHER THAN PROPERTY TAXES 2013-14 6. EEC or voter-approved alternative expenditure limitation 4. Less: estimated exclusions 3. Budgeted expenditures/expenses adjusted for reconciling items 27,077,298 $ 19,977,298 19,977,298 Secondary: 161,176,287 $ 2. Add/subtract: estimated net reconciling items 1. Budgeted expenditures/expenses EXPENDITURE LIMITATION COMPARISON 835,767,025 $ 55,905 8,901,386 13,286,553 13,286,553 4,800 77,335,167 623,931 623,931 12,522,384 Includes Expenditure/Expense Adjustments Approved in 2012-13 from Schedule E. $ 93,279 29,373,083 34,612,108 93,651 142,795,923 142,795,923 4,800 50,640,564 38,125,425 292,896,966 292,896,966 4,800 200,290,660 38,125,425 34,602,074 7,100,000 $ Primary: 48,446,161 $ FUND BALANCE/ NET ASSETS*** 7/1/2013** 182,851,378 $ ACTUAL EXPENDITURES/ EXPENSES 2012-13** DIRECT PROPERTY TAX REVENUES 2013-14 ** 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.). * TOTAL ALL FUNDS 12. Special Assessment Funds 11. Internal Service Funds 10. Total Enterprise Funds Debt Retirement 9. Less: Designation for Future 8. Enterprise Funds Available 7. Permanent Funds 6. Capital Projects Funds 5. Total Debt Service Funds 38,125,425 38,125,425 4. Less: Designation for Future 3. Debt Service Funds Available 214,276,761 $ 55,466,654 $ 2. Special Revenue Funds 1. General Fund FUND ADJUSTED BUDGETED EXPENDITURES/ EXPENSES 2012-13* CITY OF CHANDLER, ARIZONA Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2013-14 $ $ 63,114,385 $ 950,000 261,347 261,347 40,099,105 4,676,975 4,676,975 285,000 16,841,958 $ IN 2013-14 63,114,385 $ 14,759 8,027,406 8,027,406 16,200,000 6,922,178 803,931,786 $ 71,905 37,703,627 243,153,133 243,153,133 4,800 238,760,123 26,173,906 26,173,906 45,740,815 212,323,477 $ TOTAL FINANCIAL RESOURCES AVAILABLE 2013-14 31,950,042 $ INTERFUND TRANSFERS 803,931,786 71,905 37,703,627 243,153,133 243,153,133 4,800 238,760,123 26,173,906 26,173,906 45,740,815 212,323,477 BUDGETED EXPENDITURES/ EXPENSES 2013-14 City of Chandler 2013-14 Adopted Budget Schedules and Terms City of Chandler 2013-14 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary of Tax Levy and Tax Rate Information Fiscal Year 2013-14 2012-13 FISCAL YEAR 2013-14 FISCAL YEAR 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A). $ 11,596,574 2. Amount received from primary property taxation in the 2012-13 fiscal year in excess of the sum of that year's maximum allowable primary property tax levy. A.R.S. §42-17102(A)(18). $ - $ 7,395,600 3. $ 12,754,358 $ 7,100,000 Property tax levy amounts A. Primary property taxes B. Secondary property taxes C. Total property tax levy amounts 4. 20,740,367 (1) $ 28,135,967 $ $ 7,403,000 198,000 7,601,000 $ 20,736,512 300,000 21,036,512 $ 28,637,512 19,977,298 $ 27,077,298 Property taxes collected* A. Primary property taxes (1) 2012-13 levy (2) Prior years’ levy (2) (3) Total primary property taxes B. Secondary property taxes (1) 2012-13 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 0.9422 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 Debt Service Funds in the amount of $507,833 in 2012-13 and $518,702 in 2013-14. (2) Amount budgeted for Prior Year Primary & Secondary Levies for 2012-13 ($450,000) and 2013-14 ($450,000) are presented under Schedule C, Prior Year Property Tax Collections. 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 452 0.3292 0.9422 1.2714 City of Chandler 2013-14 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2013-14 ESTIMATED REVENUES 2012-13 SOURCE OF REVENUES ACTUAL* REVENUES 2012-13 ESTIMATED REVENUES 2013-14 GENERAL FUND Local taxes Franchise Fees Transaction Privilege License Tax/Fees $ 2,832,000 90,531,000 $ 2,962,000 94,936,000 $ 2,875,000 92,786,000 Licenses and permits Miscellaneous License Building Division Permits 1,513,600 4,614,350 1,583,200 4,604,000 1,573,200 3,736,200 Intergovernmental State State Sales Tax State Revenue Sharing 18,500,000 24,117,000 18,500,000 24,117,000 19,400,000 26,343,000 County Vehicle License Tax 7,800,000 7,979,000 7,870,700 Charges for services Engineering Fees Planning Fees Public Safety Miscellaneous Parks & Recreation 1,503,000 294,500 5,061,300 3,562,375 1,363,800 367,800 4,369,200 3,378,150 1,085,000 295,500 4,528,300 3,362,850 Fines and forfeits Library Fines Court Fines 557,000 3,019,700 520,900 3,137,050 516,600 3,145,300 781,000 715,000 637,000 766,000 25,000 150,000 2,499,400 473,500 80,000 198,000 2,933,700 983,500 25,000 150,000 2,572,250 Interest on investments Interest on Investments Miscellaneous Fixed Leases Sale of Fixed Assets Prior Year Property Tax Collections Other Receipts Total General Fund $ 168,127,225 $ *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) 453 172,218,300 $ 171,885,400 City of Chandler 2013-14 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2013-14 ESTIMATED REVENUES 2012-13 SOURCE OF REVENUES ACTUAL* REVENUES 2012-13 ESTIMATED REVENUES 2013-14 SPECIAL REVENUE FUNDS Forfeiture Fund Police Forfeiture Reimbursement Interest on Investments $ 3,000,000 24,000 $ 2,581,839 - $ 3,000,000 - $ 3,024,000 $ 2,581,839 $ 3,000,000 $ 1,448,374 2,000 $ 7,112,000 8,000 $ 2,208,000 12,000 $ 1,450,374 $ 7,120,000 $ 2,220,000 $ 11,900,000 1,000 71,000 $ 13,000,000 54,000 $ 13,000,000 48,000 $ 11,972,000 $ 13,054,000 $ 13,048,000 $ 400,000 80,000 13,000 - $ 692,000 84,000 12,000 84,744 $ 692,821 86,000 11,000 - $ 493,000 $ 872,744 $ 789,821 $ 10,463,607 2,500,000 11,215,542 2,163,461 21,000 $ 11,840,520 1,849,000 8,145,000 2,193,000 20,000 $ 5,277,438 2,000,000 11,142,000 2,193,000 18,000 $ 26,363,610 $ 24,047,520 $ 20,630,438 $ 86,541 60,000 1,000 $ 81,967 33,860 1,000 $ 73,350 93,000 1,000 Total Expendable Trust Fund $ 147,541 $ 116,827 $ 167,350 Total Special Revenue Funds $ 43,450,525 $ 47,792,930 $ 39,855,609 $ 300,000 507,833 - $ 300,000 511,688 85,000 $ 300,000 518,702 77,000 $ 807,833 $ 896,688 $ 895,702 Total Forfeiture Fund Proposition 400 Fund Regional Transportation Sales Tax Interest on Investments Total Proposition 400 Fund Highway User Revenue Fund HURF Taxes Pavement Damage Fee Interest on Investments 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 DEBT SERVICE FUNDS Prior Year Property Tax Collections Salt River Project in Lieu Tax Interest on Investments Total Debt 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) 454 City of Chandler 2013-14 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2013-14 ESTIMATED REVENUES 2012-13 SOURCE OF REVENUES INTERNAL SERVICE FUNDS Self-Insurance Interest on Investments ACTUAL* REVENUES 2012-13 ESTIMATED REVENUES 2013-14 $ 22,666,880 214,000 $ 23,452,900 161,000 $ 27,721,000 146,000 $ 22,880,880 $ 23,613,900 $ 27,867,000 $ 24,200 $ 18,000 $ 16,000 $ 24,200 $ 18,000 $ 16,000 $ 3,200,000 4,300,000 2,700,000 100,000 180,000 200,000 275,000 2,225,000 272,984 2,455,040 20,603,153 583,000 $ 3,332,245 3,971,613 2,000,000 40,000 60,000 106,000 220,000 1,300,000 272,984 2,455,040 29,611 319,241 3,734,551 5,000 457,000 $ 2,720,100 3,721,300 1,338,800 27,200 41,500 71,100 149,200 536,400 280,118 2,464,075 67,000 2,873,000 13,321,058 415,000 $ 37,094,177 $ 18,303,285 $ 28,025,851 $ 54,027,717 138,298,091 13,659,813 1,013,722 289,000 $ 54,723,602 91,296,348 13,719,736 994,473 219,000 $ 55,768,244 166,373,975 14,198,267 1,095,153 197,000 Total Enterprise Funds $ 207,288,343 $ 160,953,159 $ 237,632,639 TOTAL ALL FUNDS $ 479,673,183 $ 423,796,262 $ 506,178,201 Total Internal Service Funds SPECIAL ASSESSMENT FUND Interest on Investments Total Special Assessment Fund CAPITAL PROJECTS FUNDS System Development Fees Water Wastewater Parks Library Public Building Impact Fees Public Safety - Police Public Safety - Fire Arterial Streets Capital Replacement Vehicle Replacement Sale of Fixed Assets Other Receipts Capital Grants In-House/Municipal Arts Interest on Investments Total Capital Project Funds ENTERPRISE FUNDS Water Services Wastewater Services Solid Waste Services Airport Services Interest on Investments *Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared plus estimated revenues for the remainder of the fiscal year. SCHEDULE C (3 OF 3) 455 City of Chandler 2013-14 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Fund Type of Other Financing Sources/ and Interfund Transfers Fiscal Year 2013-14 INTERFUND OTHER FINANCING 2013-14 FUND GENERAL FUND General Fund Total General Fund SPECIAL REVENUE FUNDS Proposition 400 Highway User Revenue Local Transportation Assistance Housing Total Special Revenue Funds DEBT SERVICE FUNDS Highway User Revenue Debt Service Total Special Debt Service Funds SPECIAL ASSESSMENT FUNDS Special Assessments Total Special Assessment Funds CAPITAL PROJECTS FUNDS General Government Capital Project Computer Replacement Street Water Wastewater Total Capital Projects Funds ENTERPRISE FUNDS Water Operating Wastewater Operating WW Industrial Process Treatment Solid Waste Operating Airport Operating Total Enterprise Funds INTERNAL SERVICE FUNDS Self-Insurance Fund Total Internal Service Funds TOTAL ALL FUNDS (1) SOURCES (1) TRANSFERS 2013-14 IN $ - $ - $ 16,841,958 $ 31,950,042 $ - $ - $ 16,841,958 $ 31,950,042 $ - $ - $ 285,000 $ 2,220,000 4,700,653 1,525 - $ - $ - $ 285,000 $ 6,922,178 $ - $ - $ 4,676,975 $ - $ - $ - $ 4,676,975 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 36,500,000 73,000,000 $ - $ 27,120,069 2,559,036 7,420,000 3,000,000 $ 4,200,000 12,000,000 $ 109,500,000 $ - $ 40,099,105 $ 16,200,000 $ - $ - $ 261,347 $ 3,894,381 2,400,687 375,813 1,251,175 105,350 $ - $ - $ 261,347 $ 8,027,406 $ - $ - $ 950,000 $ 14,759 $ - $ - $ 950,000 $ 14,759 $ - $ 63,114,385 $ 63,114,385 $ 109,500,000 (1) (1) Sources are from bonds. SCHEDULE D 456 City of Chandler 2013-14 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2013-14 FUND/DEPARTMENT GENERAL FUND Mayor and Council City Manager City Clerk City Magistrate Communications and Public Affairs Law Management Services\Non-Dept. Fire Police Transportation & Development Community Services Contingency\Reserves Total General Fund SPECIAL REVENUE FUNDS Police Forfeiture Fund Police Contingency\Reserves Highway Users Revenue Fund Transportation & Development Management Services\Non-Dept. Contingency\Reserves Local Transportation Assistance Fund Transportation & Development Management Services\Non-Dept. Contingency\Reserves Grants In Aid City Manager City Magistrate Communications and Public Affairs Law Fire Police Community Services Municipal Utilites Transportation & Development Non-departmental Contingency\Reserves Community Development Block Grant City Manager Management Services\Non-Dept. Contingency\Reserves Housing and Urban Development City Manager Management Services\Non-Dept. Contingency\Reserves Expendable Trust Funds Community Services Contingency\Reserves Total Special Revenue Funds ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2012-13 $ $ $ 771,627 22,779,480 724,424 3,976,197 1,955,191 3,383,604 26,640,432 28,411,318 58,436,770 16,770,300 22,783,540 27,556,559 214,189,442 3,000,000 600,000 EXPENDITURE/ EXPENSE ACTUAL BUDGETED ADJUSTMENTS EXPENDITURES/ EXPENDITURES/ APPROVED EXPENSES EXPENSES 2012-13 2012-13 2013-14 $ $ $ 21,029 1,756,423 31,747 250,377 259,818 134,815 (6,980,500) 732,183 5,080,427 2,252,669 1,462,286 (4,913,955) 87,319 1,204,886 (600,000) 794,401 23,671,337 640,829 3,831,764 2,093,167 3,444,480 14,188,113 29,133,132 62,588,448 18,584,915 23,880,792 $ 182,851,378 $ $ $ 2,581,839 - $ 796,564 23,385,441 578,404 4,146,959 2,049,614 3,511,051 11,740,516 30,456,594 60,784,414 18,494,564 23,495,193 32,884,163 212,323,477 3,000,000 190,000 12,216,855 377,900 3,730,000 1,617,941 (281,582) (730,000) 11,263,272 - 12,674,761 106,700 4,320,000 1,296,853 200 266,000 104,691 (166,000) 440,521 - 1,849,826 200 102,200 3,079,028 26,000 50,000 18,035 1,807,736 2,693,000 891,950 50,000 5,534,325 1,317,000 405,537 2,698 4,340 27,897 472,656 (947,245) 2,791,278 25,981 17,750 503,769 1,036,515 463,074 50,000 3,802,830 - 961,964 50,000 17,950 1,592,021 2,308,000 796,488 100,000 728,649 600 382,000 2,500,000 14,760 932,000 210,319 (538,691) 1,776,104 - 2,000,000 5,700 237,000 13,685,003 89,820 856,145 97,340 (699,367) 9,703,393 - 13,626,000 20,600 251,900 145,748 - 415,756 2,500 245,025 $ $ 55,277,635 3,599 $ 189,019 $ 34,602,074 *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) 457 $ 45,740,815 City of Chandler 2013-14 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2013-14 FUND/DEPARTMENT DEBT SERVICE FUNDS General Obligation Debt Svc Highway User Debt Svc Total Debt Service Funds ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2012-13 $ 33,461,950 4,663,475 $ - $ 33,461,950 4,663,475 $ 21,496,931 4,676,975 $ 38,125,425 $ - $ 38,125,425 $ 26,173,906 $ $ $ $ $ 2,505,716 5,649,568 27,270,743 2,277,600 37,703,627 INTERNAL SERVICE FUNDS Self Insurance City Manager Law Management Services\Non-Dept. Contingency\Reserves Total Internal Service Funds $ 2,274,948 5,635,196 24,301,729 2,285,150 34,497,023 SPECIAL ASSESSMENT FUND Management Services\Non-Dept. Total Special Assessment Fund $ $ $ CAPITAL PROJECTS FUNDS City Manager Communications and Public Affairs Management Services\Non-dept. Fire Police Transportation & Development Municipal Utilities Community Services Contingency\Reserves Debt Service Total Capital Projects Funds ENTERPRISE FUNDS Water Wastewater Solid Waste City Manager Management Services\Non-dept. Contingency\Reserves Debt Service Total Enterprise Funds EXPENDITURE/ EXPENSE ACTUAL BUDGETED ADJUSTMENTS EXPENDITURES/ EXPENDITURES/ APPROVED EXPENSES EXPENSES 2012-13 2012-13 2013-14 $ $ $ 128,230 19,461 210,075 (242,681) 115,085 $ 1,864,107 2,875,845 24,633,131 29,373,083 102,567 102,567 $ $ (8,916) (8,916) $ $ 93,279 93,279 $ $ 71,905 71,905 11,634,023 26,600 4,332,800 1,946,136 8,189,681 59,782,616 89,289,158 7,103,007 17,936,764 887,592 201,128,377 $ 355,085 9,186,976 (7,338) (744,516) 1,746,317 (6,064,090) 447,697 (5,757,848) (837,717) $ 3,037,995 6,870,796 38,356 2,931,946 19,032,244 15,284,218 2,557,417 887,592 50,640,564 $ 13,708,675 4,752,540 9,209,359 6,500,414 55,361,365 95,089,336 13,155,530 40,173,697 809,207 238,760,123 $ $ $ 36,944,597 195,894,053 12,947,779 2,849,435 1,918,716 11,875,000 30,012,176 292,441,756 PERMANENT FUNDS Firemens Pension Total Permanent Funds $ $ 4,800 4,800 $ $ TOTAL ALL FUNDS $ 835,767,025 $ $ 2,707,673 (8,168,587) 291,012 20,909 (794,706) 6,398,909 455,210 $ $ 32,074,799 65,058,961 12,716,944 2,283,043 650,000 30,012,176 $ 142,795,923 $ 33,529,982 145,639,979 13,011,502 1,898,295 1,317,022 13,097,767 34,658,586 243,153,133 - $ $ 4,800 4,800 $ $ 4,800 4,800 - $ 478,486,526 $ 803,931,786 *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) 458 $ $ City of Chandler 2013-14 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Department of Expenditures/Expenses Fiscal Year 2013-14 DEPARTMENT/FUND Mayor and Council General Fund Department Total ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2012-13 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2012-13 ACTUAL EXPENDITURES/ EXPENSES 2012-13* BUDGETED EXPENDITURES/ EXPENSES 2013-14 $ 771,627 $ 21,029 $ 794,401 $ 796,564 $ 771,627 $ 21,029 $ 794,401 $ 796,564 $ 22,779,480 3,079,028 1,000,000 2,500,000 1,257,568 911,893 549,000 5,567,542 850,000 49,000 3,500,000 8,070,518 59,500 3,437,181 1,102,500 472,500 175,000 66,824 1,099,435 2,096,025 178,923 $ 1,756,423 405,537 40,905 210,319 28,710 23,951 2,060 1,714 591,873 (205,612) (221) (31,176) 21,130 45,687 82,543 $ 23,671,337 2,791,278 1,029,312 1,776,104 992,390 667,933 549,000 5,569,602 846,156 49,000 2,794,474 243,521 785,927 339,335 125,734 1,032,047 1,641,712 222,395 $ 23,385,441 961,964 1,035,000 2,000,000 1,273,000 920,000 541,000 5,460,000 850,000 47,000 3,500,000 8,252,681 68,000 4,170,691 432,115 182,777 67,641 84,303 1,133,000 1,215,762 2,278,856 226,860 Department Total $ 58,801,917 $ 2,973,843 $ 45,127,257 $ 58,086,091 Department Total $ $ 724,424 724,424 $ $ 31,747 31,747 $ $ 640,829 640,829 $ $ 578,404 578,404 $ 3,976,197 26,000 $ 250,377 - $ 3,831,764 25,981 $ 4,146,959 - $ 4,002,197 $ 250,377 $ 3,857,745 $ 4,146,959 $ 1,955,191 50,000 26,600 $ 259,818 - $ 2,093,167 - $ 2,049,614 50,000 - $ 2,031,791 $ 259,818 $ 2,093,167 $ 2,099,614 $ 3,383,604 18,035 5,635,196 $ 134,815 19,461 $ 3,444,480 17,750 2,875,845 $ 3,511,051 17,950 5,649,568 $ 9,036,835 $ 154,276 $ 6,338,075 $ 9,178,569 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 Fleet Replacement Capital Grant Fund Water Operating Wastewater Operating Solid Waste Operating Airport Bond Fund Airport Loan Fund Airport Operating Worker Comp. Self Insurance Medical Self Insurance City Clerk General Fund City Magistrate General Fund Grant Fund Department Total Communications and Public Affairs General Fund Grant Fund Fleet Replacement Department Total Law General Fund Grant Fund Self Insurance Department Total SCHEDULE F (1 OF 4) 459 City of Chandler 2013-14 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Department of Expenditures/Expenses Fiscal Year 2013-14 DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2012-13 Management Services\Non-Dept. - Includes Contingencies General Fund $ 54,196,991 Police Forfeiture 600,000 Highway User Revenue Fund 4,107,900 Local Transportation Revenue 266,200 Grant Fund 1,317,000 HOME Program Fund 631,690 Community Dev Block Grant 946,760 PHA Family Sites 88,580 PHA Elderly & Scattered Sites 77,190 PHA Management 9,170 Housing Authority Section 8 30,890 Capital Fund Program 108,000 Proceeds Reinvestment Project 445 General Gov't Capital Project 6,242,163 Capital Replacement 550,000 Computer Replacement 4,219,800 Fleet Replacement 3,100,000 HURF Revenue Bonds 1,000 Street Bonds 2,000,000 Storm Sewer GO Bonds 200,000 Arterial Street Impact Fees 1,015,000 Capital Grant Fund Park Bonds 1,000,000 Park Impact Fees 1,769,108 Library Impact Fees 101,000 Art Center Bonds 66,982 Museum Bonds 131,869 Public Building Impact Fees 15,000 Public Facility Bonds 26,201 Police Impact Fees 15,000 Fire Impact Fees 145,640 Special Assessment 102,567 Water Bonds 1,000,000 Water System Dev Fees 15,000 Water Resources SDF 20,000 Water Operating 6,254,130 Reclaimed Water Sys Dev Fees 15,000 Wastewater Bonds Wastewater SDF 620,801 Wastewater Operating 5,355,300 WW Industrial Process Treatment 254,250 Solid Waste Operating 1,711,110 Solid Waste New Container 110,000 Airport Bonds Airport Operating 108,926 Worker Comp. Self Insurance 505,000 Self Insurance 588,370 Uninsured Liability 1,060,574 Short Term Disability 487,000 Delta Insurance 2,205,000 Medical Self Insurance 21,740,935 Library Trust In-House Capital Department Total $ 125,133,542 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2012-13 $ $ (11,894,455) (600,000) (1,011,582) (166,000) (947,245) (589,095) (538,691) (20,388) (23,951) (2,060) (63,873) 3,643,663 (451,187) (229,208) (1,093,253) 947,111 752 752 862 752 752 (8,916) (2,630,702) 157,240 33,022 397,206 8,718,042 (237,968) (222,564) (3,306) 31,176 (19,299) 10,033 (25,379) 43,984 (61,244) (10,512) (6,865,531) SCHEDULE F (2 OF 4) 460 ACTUAL EXPENDITURES/ EXPENSES 2012-13* $ $ 14,188,113 3,352,709 3,440,592 7,600 7,877 7,877 7,987 7,877 7,877 93,279 7,600 7,600 409,500 7,600 7,600 175,500 65,000 10,033 62,399 919,230 55,000 1,905,000 21,681,469 46,435,319 BUDGETED EXPENDITURES/ EXPENSES 2013-14 $ $ 44,624,679 190,000 4,426,700 102,400 382,600 70,700 242,700 55,300 33,900 7,000 4,400 101,200 7,393,117 400,000 4,495,540 3,500,000 2,000,000 200,000 1,007,400 1,000,000 2,007,875 28,200 85,799 128,728 42,500 25,421 77,100 121,823 71,905 12,361,298 7,400 34,100 5,631,170 1,515,184 7,982,352 507,400 5,253,127 1,550,267 1,861,225 107,000 12,000 593,167 552,800 1,036,509 510,000 2,205,000 24,650,867 2,500 5,000 139,205,353 City of Chandler 2013-14 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Department of Expenditures/Expenses Fiscal Year 2013-14 DEPARTMENT/FUND Community Services General Fund Grant Fund General Gov't Capital Project Fleet Replacement Capital Grants Park Bonds Community Park Impact Neighborhood Park SDF Municipal Arts Park SDF Library Bonds Park and Recreation Trust Library Trust Department Total Police General Fund Police Forfeiture Grant Fund General Gov't Capital Project Capital Replacement Fleet Replacement Police Bonds Department Total Fire General Fund Grant Fund General Gov't Capital Project Fleet Replacement Fire Bonds Fire Impact Fee Volunteer Firemen Pension Department Total Municipal Utilities Grant Fund Fleet Replacement 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 Department Total ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2012-13 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2012-13 ACTUAL EXPENDITURES/ EXPENSES 2012-13* BUDGETED EXPENDITURES/ EXPENSES 2013-14 $ 22,783,540 891,950 343,691 144,900 4,344,035 947,255 200,000 955,892 167,234 185,025 60,000 $ 1,462,286 27,897 730,818 221,581 (340,531) 10,280 (62,876) (111,575) 3,599 $ 23,880,792 463,074 605,590 15,017 1,383,884 6,619 392,191 144,000 10,116 122,803 22,945 $ 23,495,193 796,488 1,504,266 99,025 1,984,983 4,580,815 3,661 577,033 62,050 4,298,154 45,543 322,756 93,000 $ 31,023,522 $ 1,941,479 $ 27,047,031 $ 37,862,967 $ 58,436,770 3,000,000 2,693,000 1,445,829 1,937,700 1,531,000 3,275,152 72,319,451 $ 5,080,427 1,204,886 4,340 (33,523) 52 716,765 (1,427,810) 5,545,137 $ 62,588,448 2,581,839 1,036,515 543,426 774,440 814,325 799,755 69,138,748 $ 60,784,414 3,000,000 2,308,000 1,279,965 1,573,151 2,599,711 1,047,587 72,592,828 28,411,318 1,807,736 501,144 1,000,000 206,632 238,360 4,800 32,169,990 $ 732,183 2,698 33,185 (40,523) 727,543 $ 29,133,132 503,769 2,632 33,185 2,539 4,800 29,680,057 $ $ $ $ $ $ 50,000 188,071 25,139,693 6,602,935 36,944,597 2,145,473 52,496,062 2,716,924 193,498,725 2,395,328 12,622,779 325,000 335,125,587 $ $ $ $ 68,457 (3,735,071) (186,696) 2,707,673 (284,490) (1,529,084) (397,206) (9,169,622) 1,001,035 287,706 3,306 (11,233,992) SCHEDULE F (3 OF 4) 461 $ $ $ $ 50,000 70,275 4,231,673 696,916 32,074,799 21,538 9,020,336 1,243,480 61,956,052 3,102,909 12,391,944 325,000 125,184,922 $ $ $ $ 30,456,594 1,592,021 4,435,412 1,081,300 143,187 3,549,460 4,800 41,262,774 100,000 245,318 24,150,702 5,472,820 33,529,982 1,839,445 53,017,648 10,363,403 136,626,937 9,013,042 12,686,502 325,000 287,370,799 City of Chandler 2013-14 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Department of Expenditures/Expenses Fiscal Year 2013-14 DEPARTMENT/FUND Transportation & Development General Fund Highway User Revenue Fund Local Transportation Revenue Grant Fund General Gov't Capital Project Capital Replacement Fleet Replacement HURF Revenue Bonds Street GO Bonds Storm Sewer GO Bonds Arterial Street Impact Capital Grant Fund In-House Capital Department Total Debt Service General Obligation Debt Svc Highway User Debt Svc Water System Dev Fees Water Operating Reclaimed Water Sys Dev Fees WW System Dev Fees Wastewater Operating Airport Operating Department Total TOTAL ALL DEPARTMENTS ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2012-13 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2012-13 ACTUAL EXPENDITURES/ EXPENSES 2012-13* BUDGETED EXPENDITURES/ EXPENSES 2013-14 $ 16,770,300 12,216,855 1,296,853 5,534,325 973,503 16,000 318,318 16,664,872 1,075,824 21,922,384 18,811,715 - $ 2,252,669 1,617,941 104,691 472,656 614,892 267,444 274,846 513,925 33,663 895,704 (864,669) 10,512 $ 18,584,915 11,263,272 440,521 3,802,830 953,964 275,100 274,850 7,622,213 54,380 8,356,196 1,495,541 - $ 18,494,564 12,674,761 1,849,826 728,649 8,989,633 123,800 238,610 13,311,661 683,177 17,519,594 14,494,890 - $ 95,600,949 $ 6,194,274 $ 53,123,782 $ 89,109,165 $ $ $ 33,461,950 4,663,475 82,041 18,323,433 500,276 305,275 11,664,555 24,188 69,025,193 $ $ - $ $ 33,461,950 4,663,475 82,041 18,323,433 500,276 305,275 11,664,555 24,188 69,025,193 $ 21,496,931 4,676,975 87,165 20,081,652 254,071 467,971 14,553,546 23,388 61,641,699 $ 835,767,025 $ - $ 478,486,526 $ 803,931,786 SCHEDULE F (4 OF 4) 462 463 2.45 13.25 0.80 0.80 4.35 4.35 SPECIAL ASSESSMENT FUNDS Special Assessments Total Debt Service Funds CAPITAL PROJECTS FUNDS In-House Capital Fund Total Capital Projects Funds 3.30 4.00 3.50 76.83 50.00 1.60 0.30 4.68 7.00 3.90 4.70 4.50 0.15 1,319.19 INTERNAL SERVICE FUNDS Workers Comp. Self Insurance Insured Liaibilty Self Insurance Uninsured Liaibility Self Ins. Short Term Disability Self Ins. Medical Self Insurance Total Debt Service Funds SPECIAL REVENUE FUNDS Highway Users Revenue Fund Grant Fund HOME Program Fund Community Dev Block Grant PHA Family Sites PHA Elderly & Scattered Sites PHA Management PHA Section 8 PHA Capital Fund Program Parks and Recreation Trust Total Special Revenue Funds GENERAL FUND FUND Full-Time Equivalent (FTE) 2014 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 43,763 43,763 4,463 4,463 22,068 125,095 29,593 38,707 34,727 323,842 14,111 2,594 32,903 40,024 22,698 41,902 27,983 1,680 160 507,897 15,228,244 Retirement Costs 2014 SCHEDULE G (1 of 2) 367,246 367,246 37,125 37,125 187,821 1,053,375 249,420 328,153 287,981 2,730,318 163,000 20,196 280,584 337,686 192,640 367,015 237,250 27,510 4,009 4,360,208 98,726,649 Employee Salaries and Hourly Costs 2014 $ $ $ $ $ $ $ $ $ 55,227 55,227 12,915 12,915 19,820 171,677 41,912 58,581 51,364 964,730 619,135 24,035 3,371 57,688 75,696 51,698 60,336 71,266 1,505 16,343,088 Healthcare Costs 2014 CITY OF CHANDLER, ARIZONA Full-Time Employees and Personnel Compensation Fiscal Year 2013-14 $ $ $ $ $ $ $ $ $ 36,965 = $ 36,965 = $ 3,412 = $ 3,412 = $ 23,308 = $ 26,985 24,792 175,000 18,468 268,553 = $ 361,234 = $ 15,424 2,832 27,167 36,923 21,412 33,515 23,788 2,964 390 525,649 = $ 9,715,855 = $ Other Benefit Costs 2014 503,201 503,201 57,915 57,915 344,233 452,426 398,864 175,000 248,177 1,618,700 4,034,529 216,570 28,993 398,342 490,329 288,448 502,768 360,287 33,659 4,559 6,358,484 140,013,836 Total Estimated Personnel Compensation 2014 City of Chandler 2013-14 Adopted Budget Schedules and Terms 464 TOTAL ALL FUNDS ENTERPRISE FUNDS Water Operating Wastewater Operating WW Industrial Process Treatment Solid Waste Operating Airport Operating Total Enterprise Funds PERMANENT FUNDS Firemans Pension Total Permanent Funds FUND 1,595.23 98.80 39.00 15.00 22.00 6.00 180.80 Full-Time Equivalent (FTE) 2014 $ $ $ $ $ $ $ $ $ $ 17,225,507 726,584 292,972 112,287 139,137 45,065 1,316,045 Retirement Costs 2014 SCHEDULE G (2 of 2) 115,623,861 6,107,134 2,477,978 943,079 1,172,329 378,738 11,079,258 Employee Salaries and Hourly Costs 2014 $ $ $ $ $ 19,747,735 1,186,507 472,356 191,848 277,188 72,199 2,200,098 Healthcare Costs 2014 CITY OF CHANDLER, ARIZONA Full-Time Employees and Personnel Compensation Fiscal Year 2013-14 $ $ $ $ $ 11,718,834 = $ 629,029 = $ 256,480 99,525 139,261 39,305 1,163,600 = $ 4,800 = $ 4,800 = $ Other Benefit Costs 2014 164,315,937 8,649,254 3,499,786 1,346,739 1,727,915 535,307 15,759,001 4,800 4,800 Total Estimated Personnel Compensation 2014 City of Chandler 2013-14 Adopted Budget Schedules and Terms City of Chandler 2013-14 Adopted Budget Schedules and Terms This page intentionally left blank 465 City of Chandler 2013-14 Adopted Budget Schedules and Terms Schedule 1 Total Expenditures and Budget by Fund 101 202 215 216 217 218 219 224 227 230 233 234 236 240 310 320 401 402 403 404 410 411 412 415 417 420 421 422 423 424 430 431 433 435 440 441 460 465 470 Fund Description FY 2011-12 Actual Expenditure FY 2012-13 Adjusted Budget FY 2012-13 Estimated Expenditure General Fund Police Forfeiture Highway User Revenue Local Transportation Assistance Grants HOME Program Community Development Block Grant PHA Family Sites PHA Elderly and Scattered Site PHA Management Hsg Authority Section 8 Voucher Capital Fund Program Grant Proceeds Reinvestment Projects Public Housing Grant Contingency General Obligation Debt Service HURF Debt Service General Government Capital Projects Capital Replacement Technology Replacement Vehicle Replacement HURF Revenue Bonds - Street/Storm Streets General Obligation Bonds Storm Sewer GO Bonds Arterial Street Impact Fees Capital Grants Park Bonds Community Park Impact Fees Neighborhood Park System Dev Fees 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 $166,253,471 1,205,822 8,093,845 323,655 8,409,343 769,193 1,710,997 853,235 520,611 449,232 5,423,296 485,930 18,495 23,233,948 4,636,975 7,932,383 484,736 1,044,905 42,926 6,420,393 225,113 4,379,224 1,407,584 1,762,119 27,340 71,192 241,333 4,600 1,049,179 4,600 1,691 6,233 1,450,267 4,600 345,173 $ 214,269,061 4,204,886 16,931,114 1,501,744 15,432,957 1,083,500 3,118,388 1,354,470 989,083 558,170 5,598,432 895,841 49,445 3,500,000 33,461,950 4,663,475 23,132,271 2,320,009 3,990,592 6,368,389 1,000 19,178,797 1,309,487 23,833,088 22,347,307 5,003,504 10,280 884,379 200,000 2,725,752 55,659 101,752 66,982 131,869 15,862 26,201 1,847,342 15,752 166,109 $ 182,851,378 2,581,839 11,263,272 440,521 8,691,197 1,029,312 1,776,104 992,390 667,933 549,000 5,569,602 846,156 49,000 33,461,950 4,663,475 8,252,795 1,049,540 3,440,592 1,192,635 7,622,213 54,380 8,363,796 1,754,079 1,383,884 6,619 392,191 144,000 7,877 10,116 7,877 7,987 799,755 7,877 2,539 466 FY 2013-14 Adopted Budget $ 212,323,477 3,190,000 17,101,461 1,952,226 6,937,672 1,105,700 2,242,700 1,328,300 953,900 548,000 5,464,400 951,200 47,000 3,500,000 21,496,931 4,676,975 32,105,074 1,723,151 4,495,540 7,717,154 238,610 15,311,661 883,177 18,526,994 20,650,564 5,580,815 3,661 577,033 62,050 6,306,029 45,543 28,200 85,799 128,728 42,500 25,421 1,047,587 77,100 143,187 City of Chandler 2013-14 Adopted Budget Schedules and Terms Schedule 1 Total Expenditures and Budget by Fund (Continued) 475 480 601 603 604 605 610 611 614 615 616 625 626 631 632 635 736 737 738 739 740 741 831 834 836 902 Fund Description Fire Impact Fees Special Assessment Fund Water Bonds - Capital Projects Water System Dev Fees Water Resource System Dev Fees Water Operating Reclaimed Water System Dev Fees Wastewater Bonds - Capital Projects Wastewater System Dev Fees Wastewater Operating WW Industrial Process Treatment Solid Waste Operating Solid Waste New Container Airport Bonds Airport ADOT Loan Airport Operating Workers Comp. Self-Insurance Trust Insured Liability Self-Insurance Uninsured Liability Short Term Disability Self-Insurance Dental Self-Insurance Medical Self-Insurance Trust Volunteer Firemen Pension Parks & Recreation Trust Library Trust In-House Capital Grand Total FY 2011-12 Actual Expenditure 4,600 83,600 6,525,174 585,427 41,710,349 2,059,986 3,541,282 1,575,968 37,645,933 1,701,841 11,799,449 195,458 48,600 1,053,221 2,066,900 2,039,943 520,509 53,914 1,781,947 20,610,745 4,800 73,949 23,766 $ 385,000,996 $ 467 FY 2012-13 Adjusted Budget 384,752 93,651 22,404,622 6,513,280 20,000 62,701,410 2,533,499 51,000,000 3,643,000 210,539,500 3,412,645 14,574,031 435,000 66,824 1,234,380 2,656,745 6,217,648 1,104,558 487,000 2,205,000 21,941,157 4,800 185,025 63,599 - FY 2012-13 Estimated Expenditure 7,877 93,279 4,231,673 786,557 7,600 51,593,659 529,414 9,020,336 1,556,355 74,135,442 3,102,909 12,582,678 325,000 1,056,235 1,651,745 2,938,244 919,230 55,000 1,905,000 21,903,864 4,800 122,803 22,945 - 835,767,025 $ 478,486,526 $ FY 2013-14 Adopted Budget 3,671,283 71,905 36,512,000 5,567,385 34,100 59,674,919 3,608,700 61,000,000 11,338,774 156,616,387 10,563,309 14,615,368 432,000 84,303 1,133,000 1,251,150 2,872,023 6,202,368 1,036,509 510,000 2,205,000 24,877,727 4,800 322,756 95,500 5,000 803,931,786 City of Chandler 2013-14 Adopted Budget Schedules and Terms Schedule 2 FY 2013-14 Summary of Department Budget by Fund Fund Description City Clerk City Manager Community Services Community & Public Affairs Debt Service 101 202 215 216 217 218 219 224 227 230 233 234 236 240 310 320 401 402 403 404 410 411 412 415 417 420 421 422 423 424 430 431 433 435 440 441 460 465 470 475 480 601 603 604 605 610 611 614 615 616 625 626 631 632 635 736 737 738 739 740 741 831 834 836 902 General Fund Police Forfeiture Highway User Revenue Local Transportation Assistance Grants 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 Capital Replacement Technology Replacement Vehicle Replacement HURF Revenue Bonds - St/Storm Streets Gen'l Oblig. Bonds Storm Sewer GO Bonds Arterial Street Impact Fees Capital Grant Park Bonds Community Park Impact Fees Neighborhood Park System Dev Fees Municipal Arts Fund Park System Impact Fees Library Bonds Library Impact Fees Art Center Bonds Museum Bonds Public Building Impact Fees Public Building Bonds Public Safety Bonds - Police Police Impact Fees Public Safety Bonds - Fire Fire Impact Fees Special Assessment Fund Water Bonds - Capital Projects Water System Dev Fees Water Resource Sys Dev Fees Water Operating Reclaimed Water SDF Wastewater Bonds - Capital Projects Wastewater System Dev Fees Wastewater Operating WW Industrial Process Treatment Solid Waste Operating Solid Waste New Container Airport Bonds Airport ADOT Loan Airport Operating Workers Comp. Self-Insurance Trust Unsured Liability Self-Insurance Uninsured Liability Short Term Disability Self-Insurance Dental Self-Insurance Medical Self-Insurance Trust Volunteer Firemen Pension Parks & Recreation Trust Library Trust In-House Capital $ 578,404 $ 1,152,334 $ 23,495,193 $ 2,049,614 $ 796,488 50,000 Grand Total $ 578,404 - Fire Law $ 30,456,594 $ 3,511,051 1,592,021 17,950 21,496,931 4,676,975 1,504,266 4,435,412 99,025 1,081,300 1,984,983 4,580,815 3,661 577,033 62,050 4,298,154 45,543 143,187 3,549,460 87,165 20,081,652 254,071 467,971 14,553,546 23,388 5,649,568 4,800 322,756 93,000 $ 1,152,334 $ 37,862,967 468 $ 2,099,614 $ 61,641,699 $ 41,262,774 $ 9,178,569 City of Chandler 2013-14 Adopted Budget Schedules and Terms Schedule 2 FY 2013-14 Summary of Department Budget by Fund (Continued) Fund 101 202 215 216 217 218 219 224 227 230 233 234 236 240 310 320 401 402 403 404 410 411 412 415 417 420 421 422 423 424 430 431 433 435 440 441 460 465 470 475 480 601 603 604 605 610 611 614 615 616 625 626 631 632 635 736 737 738 739 740 741 831 834 836 902 City Magistrate $ 4,146,959 Mayor & Council $ 796,564 Management Services $ 6,752,816 Municipal Utilities $ NonOrganizational Departmental Support - 100,000 245,318 $ Police $ 60,784,414 3,000,000 Transportation /Development 37,871,863 190,000 4,426,700 102,400 382,600 70,700 242,700 55,300 33,900 7,000 4,400 101,200 $ 22,233,107 961,964 1,035,000 2,000,000 1,273,000 920,000 541,000 5,460,000 850,000 47,000 3,500,000 2,308,000 7,643,117 150,000 4,495,540 3,500,000 8,252,681 1,279,965 1,573,151 8,989,633 68,000 2,599,711 123,800 238,610 13,311,661 683,177 17,519,594 14,494,890 2,000,000 200,000 1,007,400 4,170,691 $ 18,494,564 12,674,761 1,849,826 728,649 1,000,000 2,007,875 28,200 85,799 128,728 42,500 25,421 1,047,587 77,100 71,105 24,150,702 5,472,820 33,529,982 1,839,445 53,017,648 10,363,403 136,626,937 9,013,042 12,686,502 325,000 47,967 12,000 555,700 552,800 81,100 510,000 2,205,000 24,602,900 7,864,764 2,500 5,000 $ 131,340,589 37,467 955,409 $ 4,146,959 $ 796,564 $ 121,823 800 12,361,298 7,400 34,100 5,631,170 1,515,184 7,982,352 507,400 5,253,127 1,550,267 1,861,225 107,000 $ 287,370,799 469 432,115 182,777 67,641 84,303 1,133,000 1,215,762 2,278,856 226,860 $ 56,933,757 $ 72,592,828 $ 89,109,165 Grand Total $ 212,323,477 3,190,000 17,101,461 1,952,226 6,937,672 1,105,700 2,242,700 1,328,300 953,900 548,000 5,464,400 951,200 47,000 3,500,000 21,496,931 4,676,975 32,105,074 1,723,151 4,495,540 7,717,154 238,610 15,311,661 883,177 18,526,994 20,650,564 5,580,815 3,661 577,033 62,050 6,306,029 45,543 28,200 85,799 128,728 42,500 25,421 1,047,587 77,100 143,187 3,671,283 71,905 36,512,000 5,567,385 34,100 59,674,919 3,608,700 61,000,000 11,338,774 156,616,387 10,563,309 14,615,368 432,000 84,303 1,133,000 1,251,150 2,872,023 6,202,368 1,036,509 510,000 2,205,000 24,877,727 4,800 322,756 95,500 5,000 $ 803,931,786 City of Chandler 2013-14 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/14/13 Job Groups: A L PS Administrative Laborer Police Sergeant C M S Job D O X Director Police Officer Seasonal Classification Title Group M Confidential Management Supervisory ACCOUNTING MANAGER F P Fire Professional Grade Status 29 Ex FB PL Fire Battalion Police Lieutenant Annual Annual Minimum Maximum $85,147 $119,187 A ACCOUNTING SPECIALIST A16 Non-Ex $36,026 $48,568 S ACCOUNTING SUPERVISOR 26 Ex $67,599 $94,614 S ADMIN LIBRARIAN 24 Ex $57,938 $81,113 A ADMIN SERVICES CLERK A12 Non-Ex $29,598 $39,998 A ADMINISTRATIVE SPECIALIST A15 Non-Ex $34,278 $46,280 A ADMINISTRATIVE SUPPORT II A12 Non-Ex $29,598 $39,998 S AIRPORT OPERATIONS & MAINTENANCE SUPV 22 Non-Ex $49,676 $69,555 L AIRPORT OPERATIONS & MAINTENANCE TECH L19 Non-Ex $41,974 $56,701 L AQUATICS MAINTENANCE HELPER L13 Non-Ex $31,304 $42,286 S AQUATICS MAINTENANCE SUPERVISOR 22 Non-Ex $49,676 $69,555 L AQUATICS MAINTENANCE TECHNICIAN L20 Non-Ex $44,096 $59,509 S AQUATICS SUPERINTENDENT 25 Ex $62,608 $87,605 P ARTS CENTER FINANCIAL SPECIALIST 21 Ex $46,974 $63,411 M ARTS CENTER MANAGER 29 Ex $85,147 $119,187 P ASSOCIATE CITY ATTORNEY 28 Ex $78,828 $110,744 S ASST ARTS CENTER MANAGER 25 Ex $62,608 $87,605 M ASST CITY ATTORNEY 31 Ex $99,304 $139,019 D ASST CITY MANAGER 36 Ex $133,703 $187,182 M ASST CITY PROSECUTOR I 27 Ex $72,995 $102,182 M ASST CITY PROSECUTOR II 29 Ex $85,147 $119,187 M ASST FIRE CHIEF S ASST LIBRARY MANAGER M ASST POLICE CHIEF FAC Ex $98,270 $137,571 26 Ex $67,599 $94,614 PAC Ex $152,813 $152,813 M ASST TO CITY MANAGER 29 Ex $85,147 $119,187 C BENEFITS ANALYST 24 Ex $57,938 $81,113 A BOX OFFICE ASSOCIATE A10 Non-Ex $26,874 $36,254 S BOX OFFICE SUPERVISOR 20 Ex $44,762 $60,395 C BUDGET & RESEARCH ANALYST 24 Ex $57,938 $81,113 C BUDGET MANAGEMENT ASST 22 Ex $49,676 $69,555 M BUDGET MANAGER 29 Ex $85,147 $119,187 A BUILDING INSPECTOR A23 Non-Ex $52,478 $73,424 M BUILDING OFFICIAL 30 Ex $91,930 $128,721 M CAPITAL PROJECTS MANAGER 27 Ex $72,995 $102,182 S CDBG PROGRAM SUPERVISOR 25 Ex $62,608 $87,605 470 City of Chandler 2013-14 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/14/13 Job Classification Title Group Grade Status Annual Annual Minimum Maximum P CHEMIST 23 Ex $53,664 $75,130 S CHIEF BUILDING INSPECTOR 26 Ex $67,599 $94,614 D CHIEF INFORMATION OFFICER 33 Ex $109,141 $152,796 P CITIZEN SUPPORT COORD 23 Ex $53,664 $75,130 P CITY CLERK MANAGEMENT ASST 22 Ex $49,676 $69,555 M CITY ENGINEER 30 Ex $91,930 $128,721 P CITY PLANNER 24 Ex $57,938 $81,113 M CITY PROSECUTOR 31 Ex $99,304 $139,019 M CITY TRANSPORTATION ENGINEER 28 Ex $78,828 $110,744 A CODE INSPECTOR A20 Non-Ex $43,784 $59,072 D COMMUNICATIONS & PUBLIC AFFAIRS DIRECTOR 34 Ex $116,781 $163,493 P COMMUNITY DEVELOPMENT COORDINATOR 21 Ex $46,974 $63,411 P COMMUNITY OUTREACH COORDINATOR 21 Ex $46,974 $63,411 A COMMUNITY RESOURCE ASST A19 Non-Ex $41,662 $56,285 P COMMUNITY RESOURCE COORDINATOR 21 Ex $46,974 $63,411 M COMMUNITY RESOURCES/DIVERSITY MANAGER 28 Ex $78,828 $110,744 D COMMUNITY SERVICES DIRECTOR 34 Ex $116,781 $163,493 A COMPUTER SUPPORT ASST A19 Non-Ex $41,662 $56,285 A CONSTRUCTION PERMIT REPRESENTATIVE A16 Non-Ex $36,026 $48,568 S CONSTRUCTION PROJECT COORDINATOR 25 Ex $62,608 $87,605 P CONSTRUCTION PROJECT MANAGER 26 Ex $67,599 $94,614 A CONTRACT COMPLIANCE INSPECTOR A22 Non-Ex $48,547 $68,016 A CONTRACT SERVICES REPRESENTATIVE A19 Non-Ex $41,662 $56,285 M COURT ADMINISTRATOR 30 Ex $91,930 $128,721 A COURT CLERK I A16 Non-Ex $36,026 $48,568 A COURT CLERK II A17 Non-Ex $37,794 $51,002 A COURT CLERK III A19 Non-Ex $41,662 $56,285 A COURT COLLECTOR SPECIALIST A17 Non-Ex $37,794 $51,002 A COURT INTERPRETER A19 Non-Ex $41,662 $56,285 A COURT SECURITY OFFICER A14 Non-Ex $32,635 $44,034 S COURT SERVICES SUPERVISOR 22 Ex $49,676 $69,555 S CRIME ANALYSIS SUPERVISOR 25 Ex $62,608 $87,605 S CRIME SCENE SUPERVISOR 25 Ex $62,608 $87,605 A CRIME SCENE TECHNICIAN I A16 Non-Ex $36,026 $48,568 A CRIME SCENE TECHNICIAN II A20 Non-Ex $43,784 $59,072 P CRIMINALIST I 22 Ex $49,676 $69,555 P CRIMINALIST II 24 Ex $57,938 $81,113 P CRIMINALIST III 25 Ex $62,608 $87,605 P CRISIS INTERVENTION SPECIALIST 21 Ex $46,974 $63,411 471 City of Chandler 2013-14 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/14/13 Job Classification Title Group S CUSTODIAL SUPERVISOR Grade Status 20 Non-Ex Annual Annual Minimum Maximum $44,762 $60,395 L CUSTODIAN L10 Non-Ex $27,061 $36,525 A CUSTOMER SERVICE REPRESENTATIVE A14 Non-Ex $32,635 $44,034 S CUSTOMER SERVICE SUPERVISOR 23 Ex $53,664 $75,130 M DEPUTY COURT ADMINISTRATOR 26 Ex $67,599 $94,614 A DETENTION OFFICER A17 Non-Ex $37,794 $51,002 A DETENTION OFFICER TRAINEE A16 Non-Ex $36,026 $48,568 P DEVELOPMENT PROJECT ADMINISTRATOR 26 Ex $67,599 $94,614 P DEVELOPMENT PROJECT COORDINATOR 23 Ex $53,664 $75,130 M DEVELOPMENT SERVICES ENGINEER 28 Ex $78,828 $110,744 D DIRECTOR, ECONOMIC DEVELOPMENT DIVISION 33 Ex $109,141 $152,796 D DIRECTOR, HUMAN RESOURCES DIVISION 33 Ex $109,141 $152,796 D DIRECTOR, NEIGHBORHOOD RESOURCES DIVISION 33 Ex $109,141 $152,796 S DISPATCH SUPERVISOR A DISPATCHER 23 Non-Ex $53,664 $75,130 A18 Non-Ex $39,666 $53,581 M DOWNTOWN REDEVELOPMENT MANAGER 28 Ex $78,828 $110,744 P ECONOMIC DEVELOPMENT SPECIALIST 26 Ex $67,599 $94,614 A ECONOMIC DEVL RESEARCH ASST A19 Non-Ex $41,662 $56,285 L ELECTRICIAN L21 Non-Ex $46,301 $62,483 A EMERGENCY CALL TAKER A16 Non-Ex $36,026 $48,568 C EMPLOYEE SERVICES & HRMS ANALYST 24 Ex $57,938 $81,113 A EMS SPECIALIST A21 Non-Ex $45,968 $62,026 P ENGINEER 26 Ex $67,599 $94,614 P ENGINEER ASST 24 Ex $57,938 $81,113 P ENGINEERING PROJECT MANAGER 25 Ex $62,608 $87,605 A ENGINEERING TECHNICIAN A20 Non-Ex $43,784 $59,072 P ENVIRONMENTAL PROGRAM COORDINATOR 25 Ex $62,608 $87,605 M ENVIRONMENTAL PROGRAM MANAGER 27 Ex $72,995 $102,182 P ENVIRONMENTAL PROGRAM SPECIALIST 24 Ex $57,938 $81,113 C EXECUTIVE ASST 17 Non-Ex $38,667 $52,146 C EXECUTIVE ASST TO CITY MANAGER 21 Non-Ex $46,974 $63,411 M FACILITIES MAINTENANCE MANAGER 28 Ex $78,828 $110,744 S FACILITIES MAINTENANCE SUPERINTENDENT 25 Ex $62,608 $87,605 L FACILITY MAINTENANCE TECHNICIAN L20 Non-Ex $44,096 $59,509 A FACILITY SUPPORT SPECIALIST A18 Non-Ex $39,666 $53,581 P FAMILY SELF-SUFF SPECIALIST 20 Ex $44,762 $60,395 P FINANCIAL ANALYST 24 Ex $57,938 $81,113 P FINANCIAL SERVICES ANALYST 26 Ex $67,599 $94,614 S FINANCIAL SYSTEMS SUPERVISOR 27 Ex $72,995 $102,182 472 City of Chandler 2013-14 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/14/13 Job Classification Title FB FB Annual Annual Minimum Maximum Ex $94,091 $108,799 Grade Status FIRE BATTALION CHIEF (40 Hours) FB Group FIRE BATTALION CHIEF (56 Hours) FB Ex $94,091 $108,799 F FIRE CAPTAIN (40 Hours) FC Non-Ex $68,349 $77,521 F FIRE CAPTAIN (56 Hours) FC Non-Ex $68,502 $77,518 D FIRE CHIEF 35 Ex $124,956 $174,937 F FIRE ENGINEER (40 Hours) FE Non-Ex $64,082 $65,217 F FIRE ENGINEER (56 Hours) FE Non-Ex $64,234 $65,223 L FIRE MECHANIC L21 Non-Ex $46,301 $62,483 A FIRE PREVENTION SPECIALIST A23 Non-Ex $52,478 $73,424 A FIRE PROGRAM ASSISTANT A17 Non-Ex $37,794 $51,002 S FIRE PROGRAM COORD 25 Ex $62,608 $87,605 A FIRE SUPPORT SERVICES TECHNICIAN A18 Non-Ex $39,666 $53,581 F FIREFIGHTER (40 Hours) FF Non-Ex $43,578 $61,152 F FIREFIGHTER (56 Hours) A FLEET EQUIPMENT SERVICE WRITER FF Non-Ex $43,752 $61,175 A17 Non-Ex $37,794 $51,002 P FLEET INVENTORY SPECIALIST 21 Ex $46,974 $63,411 P FLEET SERVICES SUPERVISOR 23 Non-Ex $53,664 $75,130 P FRONT OF HOUSE COORD 21 Ex $46,974 $63,411 A GIS TECHNICIAN I A20 Non-Ex $43,784 $59,072 A GIS TECHNICIAN II A23 Non-Ex $52,478 $73,424 L GRAFFITI ABATEMENT TECHNICIAN L16 Non-Ex $36,296 $48,922 P GRAPHIC DESIGN & PRINTING COORD 22 Ex $49,676 $69,555 P GRAPHIC DESIGNER 21 Ex $46,974 $63,411 L GROUNDSKEEPER L12 Non-Ex $29,827 $40,290 S HOUSING ADMINISTRATION SUPERVISOR 23 Ex $53,664 $75,130 M HOUSING AND REDEVELOPMENT MGR 29 Ex $85,147 $119,187 S HOUSING MAINTENANCE SUPERVISOR 23 Ex $53,664 $75,130 L HOUSING MAINTENANCE WORKER L16 Non-Ex $36,296 $48,922 P HOUSING PROJECT COORDINATOR 23 Ex $53,664 $75,130 A HOUSING QUALITY STANDARDS INSPECTOR A18 Non-Ex $39,666 $53,581 A HOUSING REHAB SPECIALIST A21 Non-Ex $45,968 $62,026 A HOUSING SPECIALIST A18 Non-Ex $39,666 $53,581 C HUMAN RESOURCES ANALYST 23 Ex $53,664 $75,130 C HUMAN RESOURCES ASST 19 Non-Ex $42,625 $57,554 C HUMAN RESOURCES MANAGEMENT ASST 22 Ex $49,676 $69,555 C HUMAN RESOURCES MANAGER 27 Ex $72,995 $102,182 L HVAC TECHNICIAN L21 Non-Ex $46,301 $62,483 A IMPOUND HEARING SPECIALIST A17 Non-Ex $37,794 $51,002 L INDUSTRIAL WASTE INSPECTOR L20 Non-Ex $44,096 $59,509 473 City of Chandler 2013-14 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/14/13 Job Classification Title Group Grade Status 24 Ex Annual Annual Minimum Maximum $57,938 $81,113 P INFORMATION SPECIALIST A INFORMATION SUPPORT SPECIALIST II A22 Non-Ex $48,547 $68,016 A INSTRUMENTATION TECHNICIAN A23 Non-Ex $52,478 $73,424 M INTERGOVERNMENTAL AFFAIRS COORDINATOR 31 Ex $99,304 $139,019 P IT APPLICATION SUPPORT SPECIALIST 24 Ex $57,938 $81,113 P IT APPLICATIONS SPECIALIST 27 Ex $72,995 $102,182 M IT APPLICATIONS SUPPORT MANAGER 30 Ex $91,930 $128,721 P IT COMMUNICATIONS COORDINATOR 23 Ex $53,664 $75,130 S IT COORDINATOR 25 Ex $62,608 $87,605 P IT DATABASE ANALYST 27 Ex $72,995 $102,182 P IT DESKTOP SPECIALIST 25 Ex $62,608 $87,605 A IT DESKTOP TECHNICIAN A21 Non-Ex $45,968 $62,026 S IT GIS COORDINATOR 28 Ex $78,828 $110,744 P IT GIS DATABASE ANALYST 26 Ex $67,599 $94,614 M IT INFRASTRUCTURE MANAGER 30 Ex $91,930 $128,721 P IT MESSAGING ANALYST 27 Ex $72,995 $102,182 P IT MESSAGING APPLICATION DEVELOPER 28 Ex $78,828 $110,744 P IT NETWORK ANALYST 27 Ex $72,995 $102,182 S IT PRINCIPAL SYSTEMS ANALYST 28 Ex $78,828 $110,744 P IT PRINCIPAL SYSTEMS SPECIALIST 27 Ex $72,995 $102,182 P IT PROJECT MANAGER 24 Ex $57,938 $81,113 S IT SECURITY ADMINISTRATOR 28 Ex $78,828 $110,744 P IT SECURITY ANALYST 26 Ex $67,599 $94,614 S IT SERVICE DESK SUPERVISOR 27 Ex $72,995 $102,182 M IT SERVICES MANAGER 29 Ex $85,147 $119,187 P IT SR COMMUNICATIONS COORDINATOR 25 Ex $62,608 $87,605 P IT SR DATABASE ANALYST 28 Ex $78,828 $110,744 P IT SR PROJECT MANAGER 27 Ex $72,995 $102,182 P IT SR SYSTEMS SPECIALIST 26 Ex $67,599 $94,614 P IT SYSTEMS SPECIALIST 25 Ex $62,608 $87,605 P IT TRAINING COORDINATOR 24 Ex $57,938 $81,113 P IT WEBMASTER 27 Ex $72,995 $102,182 A LANDSCAPE COMPLIANCE COORDINATOR A21 Non-Ex $45,968 $62,026 L LANDSCAPE MAINTENANCE TECHNICIAN L18 Non-Ex $39,957 $53,976 A LATENT PRINT EXAMINER II A24 Non-Ex $56,659 $79,352 C LAW OFFICE SUPERVISOR 22 Ex $49,676 $69,555 A LEAD ADMIN SERVICES CLERK A15 Non-Ex $34,278 $46,280 L LEAD CUSTODIAN L14 Non-Ex $32,864 $44,366 L LEAD FACILITIES OPERATIONS TECHNICIAN L22 Non-Ex $48,901 $68,536 474 City of Chandler 2013-14 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/14/13 Job Classification Title Group Grade Status 25 Non-Ex Annual Annual Minimum Maximum $62,608 $87,605 S LEAD FIRE PREVENTION SPECIALIST L LEAD FLEET TECHNICIAN L22 Non-Ex $48,901 $68,536 L LEAD GARDENER L17 Non-Ex $38,064 $51,376 L LEAD HOUSING MAINTENANCE WORKER L17 Non-Ex $38,064 $51,376 C LEAD LEGAL SECRETARY 20 Non-Ex $44,762 $60,395 A LEAD SUPPLY SPECIALIST A16 Non-Ex $36,026 $48,568 P LEAD TAX AUDITOR 24 Ex $57,938 $81,113 A LEAD UTILITY BILLING REPRESENTATIVE A17 Non-Ex $37,794 $51,002 L LEAD UTILITY SYSTEMS TECHNICIAN L20 Non-Ex $44,096 $59,509 C LEGAL CLERK 14 Non-Ex $33,384 $45,053 C LEGAL SECRETARY 17 Non-Ex $38,667 $52,146 P LIBRARIAN 22 Ex $49,676 $69,555 S LIBRARY ACCESS SERVICES COORDINATOR 22 Ex $49,676 $69,555 A LIBRARY AIDE A13 Non-Ex $31,075 $41,974 A LIBRARY ASSOCIATE A17 Non-Ex $37,794 $51,002 A LIBRARY ASST A15 Non-Ex $34,278 $46,280 M LIBRARY MANAGER 30 Ex $91,930 $128,721 A LICENSE INSPECTOR A17 Non-Ex $37,794 $51,002 X LIFEGUARD II 8 Non-Ex $24,918 $33,613 P MAINTENANCE PLANNER SCHEDULER 23 Ex $53,664 $75,130 P MANAGEMENT ASST 22 Ex $49,676 $69,555 C MANAGEMENT ASST - MAYOR & COUNCIL 22 Ex $49,676 $69,555 D MANAGEMENT SERVICES DIRECTOR 34 Ex $116,781 $163,493 P MARKETING & COMMUNICATIONS COORD 24 Ex $57,938 $81,113 P MARKETING ASST 21 Ex $46,974 $63,411 C MAYOR & CITY COUNCIL ASSISTANT 28 Ex $78,828 $110,744 D MUNICIPAL UTILITIES DIRECTOR 34 Ex $116,781 $163,493 M MUSEUM ADMINISTRATOR 29 Ex $85,147 $119,187 P MUSEUM CURATOR 22 Ex $49,676 $69,555 M NEIGHBORHOOD PRESERVATION MANAGER A NEIGHBORHOOD PROGRAMS ASST P L 26 Ex $67,599 $94,614 A17 Non-Ex $37,794 $51,002 NEIGHBORHOOD PROGRAMS COORDINATOR 24 Ex $57,938 $81,113 OFFSET PRESS OPERATOR L13 Non-Ex $31,304 $42,286 P OPERATIONS ANALYST 24 Ex $57,938 $81,113 P OPERATIONS SYSTEM ANALYST 26 Ex $67,599 $94,614 C PARALEGAL 21 Non-Ex $46,974 $63,411 M PARK DEVELOPMENT & OPERATIONS MANAGER 29 Ex $85,147 $119,187 L PARK MAINTENANCE TECHNICIAN L20 Non-Ex $44,096 $59,509 P PARK PLANNING SUPERINTENDENT 25 Ex $62,608 $87,605 475 City of Chandler 2013-14 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/14/13 Job Classification Title Group Grade Status Annual Annual Minimum Maximum $44,034 A PARK RANGER A14 Non-Ex $32,635 L PARK SPRAY TECHNICIAN L15 Non-Ex $34,549 $46,634 S PARKS MAINTENANCE SUPERVISOR 23 Non-Ex $53,664 $75,130 C PAYROLL SPECIALIST 19 Non-Ex $42,625 $57,554 M PLANNING ADMINISTRATOR 30 Ex $91,930 $128,721 M PLANNING MANAGER 29 Ex $85,147 $119,187 A PLANS EXAMINER A23 Non-Ex $52,478 $73,424 A POLICE ADMINISTRATIVE SPECIALIST A15 Non-Ex $34,278 $46,280 D POLICE CHIEF 35 Ex $124,956 $174,937 M POLICE COMMANDER PCM Ex $129,538 $142,816 M POLICE COMMUNICATIONS MANAGER 28 Ex $78,828 $110,744 S POLICE DETENTION SUPERVISOR 23 Non-Ex $53,664 $75,130 A POLICE FLEET AIDE A15 Non-Ex $34,278 $46,280 M POLICE FORENSICS SERVICE SECTION MANAGER A POLICE INVESTIGATIVE ASST PL O 28 Ex $78,828 $110,744 A19 Non-Ex $41,662 $56,285 POLICE LIEUTENANT PL Ex $106,571 $123,370 POLICE OFFICER PO Non-Ex $51,875 $73,674 O POLICE OFFICER - LATERAL PO Non-Ex $51,875 $73,674 O POLICE OFFICER - LATERAL CERTIFIED PO Non-Ex $51,875 $73,674 O POLICE OFFICER - RECRUIT PC Non-Ex $51,875 $51,875 S POLICE OPERATIONS SUPPORT SUPERVISOR 23 Non-Ex $53,664 $75,130 P POLICE PLANNING & RESEARCH ANALYST 24 Ex $57,938 $81,113 M POLICE PLANNING & RESEARCH MANAGER 28 Ex $78,828 $110,744 A POLICE PLANNING ASSISTANT A17 Non-Ex $37,794 $51,002 P POLICE RADIO COMMUNICATIONS ANALYST 24 Ex $57,938 $81,113 A POLICE RECORDS CLERK A14 Non-Ex $32,635 $44,034 A POLICE RECORDS SPECIALIST A15 Non-Ex $34,278 $46,280 S POLICE RECORDS SUPERVISOR 22 Non-Ex $49,676 $69,555 A POLICE RESEARCH ASST A19 Non-Ex $41,662 $56,285 PS POLICE SERGEANT PS Non-Ex $77,355 $93,954 M POLICE SUPPORT SERVICES MANAGER 28 Ex $78,828 $110,744 M POLICE TECHNOLOGY MANAGER 28 Ex $78,828 $110,744 A POLICE TELESERVE SPECIALIST A17 Non-Ex $37,794 $51,002 P POLICE TRAINING & DEVELOPMENT COORD 22 Ex $49,676 $69,555 S PRETREATMENT SUPERVISOR 24 Ex $57,938 $81,113 M PRINCIPAL ENGINEER 28 Ex $78,828 $110,744 S PRINCIPAL PLANNER 27 Ex $72,995 $102,182 P PRINCIPAL PLANS EXAMINER 25 Ex $62,608 $87,605 P PROBATION MONITORING OFFICER 23 Ex $53,664 $75,130 476 City of Chandler 2013-14 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/14/13 Job Group Classification Title P PROCUREMENT OFFICER A PRODUCTION COORDINATOR S PROJECT ANALYST Annual Annual Minimum Maximum Ex $53,664 $75,130 A20 Non-Ex $43,784 $59,072 23 Ex $53,664 $75,130 Grade Status 23 A PROJECT SUPPORT ASSISTANT A17 Non-Ex $37,794 $51,002 S PROPERTY & EVIDENCE SUPERVISOR 22 Non-Ex $49,676 $69,555 A PROPERTY & EVIDENCE TECHNICIAN A17 Non-Ex $37,794 $51,002 P PUBLIC HISTORY COORDINATOR 24 Ex $57,938 $81,113 P PUBLIC INFORMATION OFFICER A PUBLIC WORKS INSPECTOR 25 Ex $62,608 $87,605 A23 Non-Ex $52,478 $73,424 S PUBLICATION SERVICES SUPERVISOR 25 Ex $62,608 $87,605 M PURCHASING & MATERIALS MANAGER 28 Ex $78,828 $110,744 S PURCHASING & MATERIALS SUPERVISOR A PURCHASING CLERK P REAL ESTATE COORDINATOR A RECORDS MANAGEMENT ASSOCIATE 26 Ex $67,599 $94,614 A13 Non-Ex $31,075 $41,974 25 Ex $62,608 $87,605 A17 Non-Ex $37,794 $51,002 S RECREATION COORDINATOR I 19 Non-Ex $42,625 $57,554 S RECREATION COORDINATOR II 23 Ex $53,664 $75,130 S RECREATION LEADER II 11 Non-Ex $28,787 $38,938 S RECREATION LEADER III 14 Non-Ex $33,384 $45,053 S RECREATION LEADER III - POOL MANAGER 14 Non-Ex $33,384 $45,053 M RECREATION MANAGER 29 Ex $85,147 $119,187 S RECREATION SUPERINTENDENT 25 Ex $62,608 $87,605 P RECYCLING COORDINATOR 22 Ex $49,676 $69,555 M REGULATORY AFFAIRS MANAGER 28 Ex $78,828 $110,744 M REVENUE AND TAX MANAGER 29 Ex $85,147 $119,187 S REVENUE COLLECTIONS SUPERVISOR 24 Ex $57,938 $81,113 A REVENUE COLLECTOR A18 Non-Ex $39,666 $53,581 S REVERSE OSMOSIS FACILITY SUPERINTENDENT 25 Ex $62,608 $87,605 L REVERSE OSMOSIS WATER PLANT OPERATOR II L21 Non-Ex $46,301 $62,483 A RISK MANAGEMENT SERVICES SPECIALIST A16 Non-Ex $36,026 $48,568 P RISK SERVICES COORDINATOR 25 Ex $62,608 $87,605 C SAFETY COORDINATOR 24 Ex $57,938 $81,113 L SERVICE EQUIPMENT WORKER L13 Non-Ex $31,304 $42,286 P SIGNAL SYSTEMS ANALYST 25 Ex $62,608 $87,605 S SIGNALS & LIGHTING FIELD SUPERVISOR 24 Non-Ex $57,928 $81,113 S SIGNS & MARKING FIELD SUPERVISOR 23 Non-Ex $53,664 $75,130 S SITE DEVELOPMENT COORDINATOR 25 Ex $62,608 $87,605 A SITE DEVELOPMENT INSPECTOR A21 Non-Ex $45,968 $62,026 A SITE DEVELOPMENT PLANS EXAMINER A23 Non-Ex $52,478 $73,424 477 City of Chandler 2013-14 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/14/13 Job Classification Title Group Grade Status Annual Annual Minimum Maximum L SOLID WASTE ENVIRONMENTAL TECHNICIAN L21 Non-Ex $46,301 $62,483 L SOLID WASTE FIELD SPECIALIST II L15 Non-Ex $34,549 $46,634 L SOLID WASTE FIELD SPECIALIST III L17 Non-Ex $38,064 $51,376 S SOLID WASTE FIELD SUPERVISOR 22 Non-Ex $49,676 $69,555 M SOLID WASTE MANAGER 26 Ex $67,599 $94,614 S SOLID WASTE/RECYCLING SUPERVISOR 24 Ex $57,938 $81,113 P SPECIAL EVENTS COORDINATOR 23 Ex $53,664 $75,130 S SR ACCOUNTANT 24 Ex $57,938 $81,113 A SR ACCOUNTING SPECIALIST A17 Non-Ex $37,794 $51,002 M SR ASST CITY PROSECUTOR 30 Ex $91,930 $128,721 C SR BUDGET & RESEARCH ANALYST 25 Ex $62,608 $87,605 S SR BUILDING INSPECTOR 25 Non-Ex $62,608 $87,605 P SR CHEMIST 24 Ex $57,938 $81,113 A SR CODE INSPECTOR A22 Non-Ex $48,547 $68,016 P SR ECONOMIC DEVELOPMENT SPECIALIST 27 Ex $72,995 $102,182 S SR ENGINEER 27 Ex $72,995 $102,182 C SR EXECUTIVE ASST 19 Non-Ex $42,625 $57,554 S SR FINANCIAL ANALYST 26 Ex $67,599 $94,614 P SR FINANCIAL REPORTING ANALYST 26 Ex $67,599 $94,614 S SR FIRE MECHANIC 23 Non-Ex $53,664 $75,130 L SR FLEET TECHNICIAN L21 Non-Ex $46,301 $62,483 C SR HUMAN RESOURCES ANALYST 25 Ex $62,608 $87,605 L SR INDUSTRIAL WASTE INSPECTOR L21 Non-Ex $46,301 $62,483 P SR LABORATORY TECHNICIAN 22 Ex $49,676 $69,555 C SR LEGAL SECRETARY 19 Non-Ex $42,625 $57,554 P SR MANAGEMENT ASST 24 Ex $57,938 $81,113 C SR PAYROLL SPECIALIST 21 Non-Ex $46,974 $63,411 P SR PLANNER 25 Ex $62,608 $87,605 P SR PLANS EXAMINER 24 Ex $57,938 $81,113 A SR POLICE COMMUNICATIONS TECHNICIAN A21 Non-Ex $45,968 $62,026 S SR PRODUCTION COORDINATOR 24 Ex $57,938 $81,113 A SR SITE DEVELOPMENT INSPECTOR A22 Non-Ex $48,547 $68,016 S SR SOLID WASTE FIELD SPECIALIST 20 Non-Ex $44,762 $60,395 S SR STREET MAINTENANCE COORD 23 Non-Ex $53,664 $75,130 L SR STREETS SPECIALIST L18 Non-Ex $39,957 $53,976 P SR SYSTEMS ANALYST 27 Ex $72,995 $102,182 P SR TAX AUDITOR 23 Ex $53,664 $75,130 L SR UTILITIES MECHANIC L21 Non-Ex $46,301 $62,483 A SR UTILITY BILLING REPRESENTATIVE A16 Non-Ex $36,026 $48,568 478 City of Chandler 2013-14 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/14/13 Job Classification Title Group Annual Annual Minimum Maximum Non-Ex $45,968 $62,026 Grade Status A21 A STORM WATER MAINTENANCE COORD S STORM WATER PROGRAMS COORDINATOR 24 Ex $57,938 $81,113 L STREET LIGHT TECHNICIAN II L20 Non-Ex $44,096 $59,509 A STREET MAINTENANCE COORDINATOR A21 Non-Ex $45,968 $62,026 S STREET MAINTENANCE SUPERVISOR 23 Non-Ex $53,664 $75,130 L STREET MAINTENANCE WORKER L14 Non-Ex $32,864 $44,366 M STREET SUPERINTENDENT 28 Ex $78,828 $110,744 L STREETS CREW LEADER L20 Non-Ex $44,096 $59,509 L STREETS SPECIALIST L16 Non-Ex $36,296 $48,922 P STRUCTURAL ENGINEER 26 Ex $67,599 $94,614 S SUPERVISING CRIMINALIST 26 Ex $67,599 $94,614 L SUPPLY WORKER L14 Non-Ex $32,864 $44,366 P SYSTEMS ANALYST 26 Ex $67,599 $94,614 A TAX & LICENSE REPRESENTATIVE A16 Non-Ex $36,026 $48,568 A TAX & LICENSE SPECIALIST A20 Non-Ex $43,784 $59,072 S TAX AUDIT SUPERVISOR 26 Ex $67,599 $94,614 P TAX AUDITOR 22 Ex $49,676 $69,555 P TOURISM DEVELOPMENT COORDINATOR 24 Ex $57,938 $81,113 P TRAFFIC ENGINEERING ANALYST 23 Ex $53,664 $75,130 A TRAFFIC ENGINEERING INSPECTOR A22 Non-Ex $48,547 $68,016 L TRAFFIC OPERATIONS TECHNICIAN I L16 Non-Ex $36,296 $48,922 L TRAFFIC OPERATIONS TECHNICIAN II L18 Non-Ex $39,957 $53,976 L TRAFFIC SIGNAL & STREET LIGHT TECH I L18 Non-Ex $39,957 $53,976 L TRAFFIC SIGNAL TECHNICIAN II L21 Non-Ex $46,301 $62,483 C TRAINING AND DEVELOPMENT COORDINATOR 24 Ex $57,938 $81,113 P TRANSIT SERVICES COORDINATOR 24 Ex $57,938 $81,113 D TRANSPORTATION & DEVELOPMENT DIRECTOR 34 Ex $116,781 $163,493 M TRANSPORTATION MANAGER 30 Ex $91,930 $128,721 T TEMP HOUSING MAINTENANCE WORKER 16 Non-Ex $36,296 $48,922 T TEMP IMPOUND HEARING SPECIALIST NG Non-Ex $36,296 $48,922 S TRANSPORTATION STUDIES MANAGER 26 Ex $67,599 $94,614 P UTILITIES COORDINATOR 23 Ex $53,664 $75,130 L UTILITIES ELECTRICIAN L22 Non-Ex $48,901 $68,536 M UTILITIES ENGINEERING MANAGER 29 Ex $85,147 $119,187 L UTILITIES MAINTENANCE WORKER L16 Non-Ex $36,296 $48,922 L UTILITIES MECHANIC L19 Non-Ex $41,974 $56,701 P UTILITIES SAFETY/SECURITY COORDINATOR 24 Ex $57,938 $81,113 S UTILITIES SYS MAINTENANCE COORDINATOR 23 Non-Ex $53,664 $75,130 S UTILITIES SYS MAINTENANCE SUPERINTENDENT 25 Ex $62,608 $87,605 479 City of Chandler 2013-14 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/14/13 Job Group Classification Title P UTILITIES SYSTEMS ANALYST A UTILITY BILLING REPRESENTATIVE Annual Annual Minimum Maximum Ex $67,599 $94,614 Non-Ex $34,278 $46,280 Grade Status 26 A15 S UTILITY FIELD SUPERVISOR 23 Non-Ex $53,664 $75,130 L UTILITY LOCATION COORDINATOR L17 Non-Ex $38,064 $51,376 L UTILITY METER TECHNICIAN L14 Non-Ex $32,864 $44,366 L UTILITY METER TECHNICIAN II L16 Non-Ex $36,296 $48,922 S UTILITY METER TECHNICIAN SUPERVISOR 23 Ex $53,664 $75,130 M UTILITY OPERATIONS MANAGER 29 Ex $85,147 $119,187 M UTILITY SERVICES BUSINESS MANAGER 27 Ex $72,995 $102,182 M UTILITY SERVICES MANAGER 26 Ex $67,599 $94,614 L UTILITY SYSTEMS TECHNICIAN I L16 Non-Ex $36,296 $48,922 L UTILITY SYSTEMS TECHNICIAN II L18 Non-Ex $39,957 $53,976 L UTILITY SYSTEMS TECHNICIAN III L19 Non-Ex $41,974 $56,701 P VICTIM SERVICES COORDINATOR 23 Ex $53,664 $75,130 P VICTIM SERVICES SPECIALIST 21 Ex $46,974 $63,411 S VIDEO PRODUCTION COORDINATOR 25 Ex $62,608 $87,605 A VIDEO PRODUCTIONS SPECIALIST A22 Non-Ex $48,547 $68,016 A VISUAL ARTS ASSISTANT A15 Non-Ex $34,278 $46,280 P VISUAL ARTS COORDINATOR 24 Ex $57,938 $81,113 S WASTEWATER COLLECTIONS SUPT 25 Ex $62,608 $87,605 S WASTEWATER FACILITIES SUPERINTENDENT 25 Ex $62,608 $87,605 L WASTEWATER TREATMENT PLANT OPERATOR I L19 Non-Ex $41,974 $56,701 L WASTEWATER TREATMENT PLANT OPERATOR II L21 Non-Ex $46,301 $62,483 S WASTEWATER TREATMENT PLANT OPERATOR III 22 Non-Ex $49,676 $69,555 P WATER CONSERVATION COORDINATOR 24 Ex $57,938 $81,113 P WATER CONSERVATION SPECIALIST 21 Ex $46,974 $63,411 S WATER DISTRIBUTION SUPERINTENDENT 25 Ex $62,608 $87,605 P WATER OPERATIONS COMPLIANCE SPECIALIST 23 Ex $53,664 $75,130 L WATER PLANT OPERATOR I L19 Non-Ex $41,974 $56,701 L WATER PLANT OPERATOR II L21 Non-Ex $46,301 $62,483 P WATER QUALITY ADVISOR 25 Ex $62,608 $87,605 M WATER QUALITY PROGRAM MANAGER 27 Ex $72,995 $102,182 P WATER QUALITY SPECIALIST 25 Ex $62,608 $87,605 S WATER QUALITY SUPERVISOR 23 Ex $53,664 $75,130 L WATER QUALITY TECHNICIAN L21 Non-Ex $46,301 $62,483 M WATER REGULATORY AFFAIRS MANAGER 28 Ex $78,828 $110,744 M WATER RESOURCE MANAGER 28 Ex $78,828 $110,744 S WATER SYSTEMS OPERATIONS SUPERINTENDENT 25 Ex $62,608 $87,605 P WORKERS COMPENSATION COORDINATOR 24 Ex $57,938 $81,113 480 City of Chandler 2013-14 Adopted Budget Schedules and Terms Expenditure Categories Title and Summary Account No. Description Personnel Services (5100) Salaries and fringe benefits Professional Services (5200) Professional/contractual services (i.e., architectural, engineering, consulting, etc.), intergovernmental agreements, and sponsorships Operating Supplies (5300) Office, maintenance, janitorial supplies, etc. Repairs and Maintenance (5400) Related to buildings, vehicles, and equipment Communication and Transportation (5500) Telephone, postage, and travel Insurance and Taxes (5600) Fire and public liability insurance, miscellaneous taxes, and insurance Rents and Utilities (5700) Rental of office space, equipment, motor vehicles, and all utilities Other Charges and Services (5800) Subscriptions, memberships, education and training, and other miscellaneous charges Contingencies/Reserves (5900) Departmental contingencies/reserves to be used as needed Land and Improvements (6100) Land acquisition and improvements Building and Improvements (6200) Construction, acquisition, or other building additions or improvements Machinery and Equipment (6300) Vehicles, computers, other large machinery and equipment Office Furniture and Equipment (6400) Desks, copiers, etc. Street Improvements (6500) Asphaltic pavement, sidewalks, landscaping, traffic signals, and other street improvements Park Improvements (6600) Park site improvements and recreational equipment Water System Improvements (6700) Wastewater System Improvements (6800) Meters and fittings, new and replacement mains, and other water system improvements New and replacement mains, lift stations, and other wastewater system improvements Airport Improvements (6900) Taxiway, control tower, hangars, etc. Capital Replacement (8400) Amount budgeted in each cost center to make annual payment for capital items purchased out of Capital Replacement Funds for equipment, technology items, and vehicles 481 City of Chandler 2013-14 Adopted Budget Schedules and Terms Glossary of Terms The City of Chandler’s 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 325,853.4 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 budget transfer request form. Adopted – Adopted, as used in fund summaries, 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. 482 City of Chandler 2013-14 Adopted Budget Schedules and Terms Excise Tax Revenue Obligations (ETRO) - This debt is payable from pledged revenue, does not affect the property tax rate, and is not subject to a statutory limitation on the amount of debt 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 debt 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. 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 source of funding was previously used to build current municipal facilities. Pledged against these bonds are the excise taxes of our community, which includes City sales tax, franchise fee revenue, State shared sales tax, revenue sharing, and vehicle license 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, 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 and changes from the current and previous fiscal years with recommendations regarding the financial policy for the coming fiscal year. Capital Expenditure 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) Equipment, Computer, and Vehicle 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 Funds – Funds that allow purchases of operating capital items on a long-term basis through budgeted annual payments and transfers during the fiscal year. Capital Replacement Funds exist for Equipment, Technology, and Vehicles. 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. 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). 483 City of Chandler 2013-14 Adopted Budget Schedules and Terms Contingency – A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted. The City Council must approve all non-departmental contingency transfers. Contractual Services – Services rendered to a government by private firms, individuals, or other governmental agencies. Examples include utilities, rent, maintenance agreements, and professional consulting services. Cost Center – A unit within a City department that has specifically allocated appropriation. Debt Service – The long-term payment of principal and interest on borrowed funds such as bonds. 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. Depreciation – The allocation of the cost of a tangible, long-term asset over its useful life. 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 to 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 Directors. – Committee made up of the City Manager, Assistant City Managers, and Department Expenditure – Actual outlay of funds for obtaining assets or goods and services, regardless of when the expense is actually paid. 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 (FY) – 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. 484 City of Chandler 2013-14 Adopted Budget Schedules and Terms 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. 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. General Fund – The primary operating fund of a governmental unit, which is used to account for all assets and liabilities except those assigned for other purposes in a specialized fund. Most of the usual day-to-day activities of municipalities are supported by the General Fund. 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 broad guidelines of general application, 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. 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 the Self Insurance Fund and Capital 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. 485 City of Chandler 2013-14 Adopted Budget Schedules and Terms Major Fund – A major fund is a fund whose revenues, expenditures/expenses, assets, or liabilities (not including extraordinary items) are at least 10% of corresponding totals for all governmental or enterprise funds and at least 5% of the aggregate amount for all governmental and enterprise funds. If considered important to financial statement users, government officials could report any other fund as a major fund. 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 Expenditure Control Budgeting (MECB) – 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. Modified Zero-Based Budget – A modified zero-based budget looks at existing service levels and new programs. Current operations might be reduced in favor of adopting a new program or expanding an existing program. Zerobased budgeting allows policy makers to achieve more cost-effective delivery of public services. Nephelometric Turbidity Unit (NTU) – A measure of water clarity. Lower values represent clearer water. Objective – A broad, yet measurable statement of the actual service(s) which a City program is trying to accomplish. Ongoing Budget – Revenues received and/or expenditures made on a continuing basis for performance of a program or service. One-Time Budget – Revenues received and/or expenditures made for performance of a program or service considered to be non-recurring in nature. One-Time Expenditure Override – Any city or town may exceed its state-imposed Expenditure Limitation by a onetime 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 stateimposed 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. These funds are 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. 486 City of Chandler 2013-14 Adopted Budget Schedules and Terms Performance Measurements – Measurable means of evaluating the effectiveness of a cost center in accomplishing its defined objectives. 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. 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, 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. Special Revenue Fund – A fund used to account for the proceeds of revenue resources that are legally restricted to expenditures for specified purposes. Public Housing Authority and grant monies are usually administered through special revenue funds. 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 or 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. 487 City of Chandler 2013-14 Adopted Budget Schedules and Terms Acronyms ACE Association of Chandler Employees 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 Firefighters Grants 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 ARS Arizona Revised Statutes ASE Automotive Service Excellence 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 and Key Resources CIP Capital Improvement Program CIS Criminal Investigations Section CJIS Criminal Justice Information System 488 City of Chandler 2013-14 Adopted Budget Schedules and Terms Acronyms CLASA Chandler Lieutenants and Sergeants Association CLEA Chandler Law Enforcement Association CM @ RISK Construction Manager at Risk CMAQ Congestion, Mitigation, and Air Quality (Grants) CMOM Capacity Management, Operations, and Maintenance COP Community Oriented Policing CPI Consumer Price Index CRP Commercial Reinvestment Program CSR’s Citizen/Staff Requests CUSD Chandler Unified School District CY Calendar Year DAR Dial-a-Ride DARE Drug Abuse Resistance Education DCCP Downtown Chandler Community Partnership 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 Services District EOC Emergency Operations Center EPA Environmental Protection Agency ETRO Excise Tax Revenue Obligations FAA Federal Aviation Administration FAC Fleet Advisory Committee 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 Fair Labor Standards Act FMLA Family and Medical Leave Act FP & S Fire Prevention & Safety Grants FTE Full Time Equivalent FY Fiscal Year GAAP Generally Accepted Accounting Principles GASB Governmental Accounting Standards Board 489 City of Chandler 2013-14 Adopted Budget Schedules and Terms Acronyms 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 HOA Homeowners Association HOME HOME Investment Partnerships Program HOV High-Occupancy Vehicle HPO High Performance Organization HR Human Resources HRMS Human Resource Management System HUD Department of Housing and Urban Development HURF Highway User Revenue Fund HVAC Heating, Ventilation, and Air Conditioning IAFF International 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 MCAO Maricopa County Attorney’s Office MCDOT Maricopa County Department of Transportation MDC Mobile Data Computers MG Million Gallons MGD Million Gallons per Day MOR Maintenance, Operation, and Repair MOU Memorandum of Understanding 490 City of Chandler 2013-14 Adopted Budget Schedules and Terms Acronyms MPC Municipal Property Corporation MSRP Manufacturer Suggested Retail Price MUD Municipal Utilities Department NCS New Conservation Space NFPA National Fire Protection Association NPDES National Pollutant Discharge Elimination System NRT Neighborhood Response Team NSP Neighborhood Stabilization Program (Grants) NTU Nephelometric Turbidity Unit O&M Operations and Maintenance OPEB Other Post Employment Benefit OSHA Occupational Safety & Health Administration PAR Personnel Action Request PAVE Preventing Abuse and Violence through Education PC Personal Computer PM Particle Matter PPB Parts per Billion PQI Pavement Quality Index PRR Personnel Recruitment Request RBO Relationship by Objectives R&D Research and Development RO Reverse Osmosis ROI Return on Investment RMS Records Management System RFP Request for Proposal RPT Regular Part Time RPTA Regional Public Transit Authority RSAT Runway Safety Action Team RWCD Roosevelt Water Conservation District SANE Sexual Assault Nurse Examiner SASO Specialized Aviation Service Operator SAU Special Assignments Unit SEIU Service Employees International Union SCBA Self-Contained Breathing Apparatus SDF System Development Fee SET Special Enforcement Team SLA Service-Level Agreement SORC Standard of Response Coverage SOV Single-Occupancy Vehicle SRO School Resource Officer SRP Salt River Project 491 City of Chandler 2013-14 Adopted Budget Schedules and Terms Acronyms SRPMIC Salt River Pima-Maricopa Indian Community SSD Support Services Division STD Short Term Disability 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 Recreation Center TSS Total Suspended Solids TTHM Total Trihalomethanes TVA Threat Vulnerability Assessment UDC Unified Development Code UDM Unified Development Manual VDO Vice, Drugs and Organized Crime VOIP Voice Over Internet Protocol 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 492 City of Chandler 2013-14 Adopted Budget Schedules and Terms Acknowledgements Developing and preparing the annual budget for the City of Chandler is truly a team effort. The financial world is in a constant state of evolution due to many world-wide, national, and regional factors. Developing the budget requires a great deal of input for the City’s experts in each of our departments, collaboration between departments on prioritization of needs, and sound judgment by our City Manager and the Executive Leadership Team (Assistance City Managers and Department Directors) in weighing short and long term financial goals against ongoing and one-time revenues. Additionally, here in Chandler we are extremely fortunate to have a Council that provides clear, consistent guidance regarding their financial priorities and vision for the City. The interaction with the Mayor and Council in the development of this budget continues to provide excellent discussion, give-and-take, and clear direction. Over the course of several workshops, the “Budget Connect” web public meeting, budget briefings and Public Hearings, the Mayor and Council proved that they were very much engaged in the details of the budget and the capital program, understood the ramifications of the short and long range revenues and spending estimates, and were clear in their direction for no increase in taxes. The City is also extremely fortunate to have a Management Services Director (Dawn Lang) with a wealth of knowledge on budgeting and financial management who also takes an active role in the budget process by being a spokesperson and advisor to the City Manager and to Department Directors. Her willingness to provide advice, make recommendations, and put in many long hours as part of the budget development process is greatly appreciated by the Budget Division staff. I also want to thank the members of the Budget Division who dedicate so much time and effort to the budget process and to the publication of the final Budget Book. This exceptional budget staff comprised of Janet Northrup, Julie Buelt, Helen Parker, Courtney Friedline and Sam Drevo work extremely hard and work many extra hours to bring the entire budget process to fruition. Finally, preparation of the budget requires a great deal of support from people in other departments. Foremost among those individuals are the Budget Liaisons in each department who keep the process flowing and do such a great job collecting and submitting the information needed for the budget process. Every year we increase our public outreach and transparency in our process through expanded use of the internet and video production. A special thank you goes to the Communications and Public Affairs (CAPA) team who have provided so much assistance and support during the budget preparation. This includes CAPA Director Nachie Marquez, the Print, Mail, and Graphics Team (Jennifer Honea, Rick Senffner and Jose Sandoval), the Video Production Team (Bob Leister and Stacy Sacco), Public Affairs Officers Craig Younger and Information Manager Kim Kaan. Everyone involved in preparing this budget put in many extra hours and contributed a maximum effort to make this budget year a great one. Thank you to everyone for your sacrifice, for caring about your community, and for continuing to make Chandler a great City. Greg Westrum Budget Manager 493 City of Chandler 2013-14 Adopted Budget Schedules and Terms 494 Phone (480) 782-2252 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 Mayor Jay Tibshraeny & City Council