CITY OF CHANDLER ANNUAL BUDGET 2014-15 Fiscally Strong and On the Move! Few cities emerged from the Great Recession as quickly or resolutely as Chandler, Arizona. Through those very challenging years, the City was able to maintain a AAA Bond rating from each of the three national rating agencies, a rare feat given the economic uncertainty of those times. While unable to develop many new amenities or build new streets, City leaders were set on one goal, maintaining what we have – or pay the price years down the road. This year’s budget document highlights our rise from the fiscal storm with accelerated schedules to design and build new parks, construct new streets in Southeast Chandler and other infrastructure projects that will keep Chandler running smoothly for decades to come. Yet, the budget is also a conservative one. It is a prudent plan that continues to follow a number of solid monetary policies that have served the community well for more than two decades. And now, as revenues begin to rise and the grey skies of the economy start to brighten, Chandler is confident enough to say we are “Fiscally Strong and On the Move.” City Council Back row from left Jeff Weninger, Jack Sellers, Kevin Hartke, Vice Mayor Rick Heumann Front row from left Trinity Donovan, Mayor Jay Tibshraeny, Nora Ellen City Manager Rich Dlugas Assistant City Managers Marsha Reed Nachie Marquez Management Services Director Dawn Lang 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 Cat Dixon, Budget Management Assistant Dear Chandler Resident: I am honored to present to you the Fiscal Year 2014-15 budget for the City of Chandler. This financial plan is the product of a long and transparent process -- and many hours of work on the part of our City staff, the City Council, and you, the residents of Chandler. Through public meetings, surveys and our popular Budget Connect online forum, we have developed a thorough and prudent fiscal blueprint that this community can take great pride in. Through decades of economic policy, Chandler has developed a solid financial footing that is the envy of many of our neighboring communities. We remain cautious in our forecast, but also optimistic that the worst of the recent financial troubles are behind us. Chandler weathered the Great Recession well and we emerge -- as the theme of this budget year proudly states -- “Fiscally Strong and On the Move.” The 2014-15 budget shows a slight increase from the prior year, and we again are able to fund new road projects in south Chandler, build parks, and maintain basic services and infrastructure. With that said, I am guardedly confident that we will continue to move in a positive direction with the economy in terms of our fiscal sustainability and growth. This past year was a good one for the community. We opened Roadrunner Park, added amenities to existing parks like shade structures and lighting, and continued to enhance and develop neighborhood programs and resources. In February, I announced the winners of the inaugural Neighborhood Excellence Awards – shining a light on the great things residents are doing throughout the community. Arizona State University launched its Chandler Innovation Center in downtown Chandler in partnership with TechShop. Fed Ex broke ground on a new distribution center at the City’s Airpark and General Motors is finishing construction on its technology center near the confluence of the 101 and 202 freeways. As I have said in the past, businesses find Arizona – and Chandler -- 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. Thanks to our management team and budget staff for their dedicated work to prepare a conservative and sensible plan. Thanks also to my fellow City Councilmembers. They remain fully dedicated and unified to an unrelenting excellence and life quality for our City and residents. We live in a great community. A place of opportunity for families and commerce alike. A place putting a premium on superior programs and services. And above all, a place I can confidently say is indeed fiscally strong and on the move. Sincerely, Jay Tibshraeny Mayor City of Chandler 2014-15 Adopted Budget Table of Contents Page Reader’s Guide ........................................................................................................................................................ ix Frequently Asked Questions Regarding the Chandler Budget ........................................................................... x 1. Executive Summary Fiscal Year 2014-15 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 Fiscal Year 2013-14 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 Fiscal Year 2014-15 Budget/2015-2024 CIP Calendar .......................................................... 37 Fiscal Year 2014-15 Budget Process Flowchart ................................................................................................ 38 Fiscal Year 2014-15 Budget Process Detail ...................................................................................................... 39 Major Budget/Financial Issues ........................................................................................................................... 41 Fiscal Year 2014-15 Budgetary Additions.......................................................................................................... 46 Fiscal Year 2014-15 Addition Summaries.......................................................................................................... 47 Fiscal Year 2014-15 Addition Detail................................................................................................................... 51 General Fund Decision Packages Not Funded in FY 2014-15 .......................................................................... 60 4. Financial and Personnel Overviews Fiscal 2014-15 Adopted Budget Summaries ..................................................................................................... 61 Where the Money Comes From ......................................................................................................................... 62 Where the Money Goes ..................................................................................................................................... 63 Where the Money Goes – By Function .............................................................................................................. 64 Departmental Budget Comparison ..................................................................................................................... 65 i City of Chandler 2014-15 Adopted Budget Table of Contents (continued) Page Cost Center Budget Comparison ....................................................................................................................... 66 Fund Structure – Definitions of Fund Types ...................................................................................................... 69 Fund Structure Financial Chart .......................................................................................................................... 71 General Fund Revenues .................................................................................................................................... 72 General Fund Expenditures ............................................................................................................................... 73 General Fund Expenditures by Function ........................................................................................................... 74 Special Revenue Funds Revenues and Expenditures ...................................................................................... 75 Enterprise Operational Funds Revenues and Expenses ................................................................................... 76 Major Fund Summaries ...................................................................................................................................... 77 Fund Balance Analysis....................................................................................................................................... 80 Summary of Revenues, Expenditures, and Changes in Fund Balance ............................................................. 82 Personnel Summary by Department and Cost Center ...................................................................................... 84 Personnel Distribution by Department ............................................................................................................... 87 New Positions for FY 2014-15 ........................................................................................................................... 88 Personnel Costs by Fund ................................................................................................................................... 89 Employee per Population Charts ....................................................................................................................... 90 5. Resources Summary of Resources Categorical Comparisons ............................................................................................................................ 91 Appropriated Fund Balances ....................................................................................................................... 92 Sale of Bonds .............................................................................................................................................. 93 Grants .......................................................................................................................................................... 94 Summary of Revenues ................................................................................................................................ 95 Significant Revenues: Local Taxes and Licenses: Franchise Fees ..................................................................................................................................... 96 Transaction Privilege (Sales) and Use Tax........................................................................................... 97 Other Licenses ...................................................................................................................................... 99 State/County Shared Revenues: State Shared Sales Tax ...................................................................................................................... 100 Vehicle License Tax ........................................................................................................................... 101 Highway Users Tax ............................................................................................................................. 102 Regional Transportation (Sales) Tax .................................................................................................. 103 Urban Revenue Sharing...................................................................................................................... 104 Lottery Entitlement .............................................................................................................................. 105 Charges for Services: Engineering Fees ................................................................................................................................ 106 Building Division Fees ......................................................................................................................... 107 Planning Fees ..................................................................................................................................... 108 Public Safety Miscellaneous ............................................................................................................... 109 ii City of Chandler 2014-15 Adopted Budget Table of Contents (continued) Page Library Revenues ................................................................................................................................ 110 Parks and Recreation Fees ................................................................................................................ 111 Miscellaneous Receipts: Other Receipts .................................................................................................................................... 112 Interest on Investments ....................................................................................................................... 113 Leases ................................................................................................................................................. 114 Court Fines .......................................................................................................................................... 115 Enterprise Revenues: Water Sales ......................................................................................................................................... 116 Wastewater Service ............................................................................................................................ 117 Solid Waste Service ............................................................................................................................ 118 Other Utility Charges ........................................................................................................................... 119 System Development Fees: Water System Development Fees ...................................................................................................... 120 Wastewater System Development Fees ............................................................................................. 121 General Government Impact Fees...................................................................................................... 122 Interfund Charges: Interfund Charges ............................................................................................................................... 123 Interfund Transfers .............................................................................................................................. 124 Property Tax Summary .............................................................................................................................. 125 New or Modified Fees ................................................................................................................................ 127 6. General Government General Government Organizational Chart ..................................................................................................... 131 General Government Overview ....................................................................................................................... 132 Mayor and Council (1020) ................................................................................................................................ 133 Communications and Public Affairs Administration (1070) .............................................................................. 135 Video Production (1071) ............................................................................................................................ 139 Print, Mail, and Graphics (1210) ................................................................................................................ 142 City Clerk (1030) .............................................................................................................................................. 144 City Magistrate (1050) ...................................................................................................................................... 147 Law (1300) ....................................................................................................................................................... 149 Liability Litigation (1310) ............................................................................................................................ 154 Liability Litigation Claims (1311) ................................................................................................................ 156 City Manager Administration (1040) ................................................................................................................ 157 Buildings and Facilities (3200)................................................................................................................... 159 Buildings and Facilities Capital (3210) ...................................................................................................... 162 Economic Development (1520) ................................................................................................................. 163 Downtown Redevelopment (1540) ...................................................................................................... 168 Economic Development Capital (1550) .............................................................................................. 170 Tourism (1580) .................................................................................................................................... 171 Airport (4100) ...................................................................................................................................... 173 iii City of Chandler 2014-15 Adopted Budget Table of Contents (continued) Page Airport Capital (4110) .......................................................................................................................... 176 Human Resources (1250) ......................................................................................................................... 177 Workers Compensation Liabilities (1251) ........................................................................................... 182 Information Technology Service Delivery Management & Administration (1199) ..................................... 183 Information Technology Applications Support (1200) .........................................................................187 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 Library (4310) ................................................................................................................................................... 216 Library Capital (4320)....................................................................................................................................... 219 Aquatics (4520) ................................................................................................................................................ 220 Park Development and Operations (4530) ...................................................................................................... 222 Recreation (4550) ............................................................................................................................................ 224 Sports and Fitness Facilities (4551) ................................................................................................................. 226 Nature and Recreation Facilities (4555) .......................................................................................................... 228 Museum (4560) ................................................................................................................................................ 231 Parks Capital (4580) ........................................................................................................................................ 234 8. Fire Department Fire Department Organizational Chart ............................................................................................................. 235 Fire Department Overview ............................................................................................................................... 236 Fire Administration (2210) ................................................................................................................................ 238 Emergency Services (2220) ............................................................................................................................. 241 Operations (2230) ............................................................................................................................................ 245 Prevention and Preparedness (2240) .............................................................................................................. 248 Fire Capital (2250) ........................................................................................................................................... 252 Support Services (2260) .................................................................................................................................. 253 Fleet Services (1270) ....................................................................................................................................... 255 iv City of Chandler 2014-15 Adopted Budget Table of Contents (continued) Page 9. Management Services Management Services Department Organizational Chart ............................................................................... 257 Management Services Overview ..................................................................................................................... 258 Administration (1180) ....................................................................................................................................... 261 Budget (1195) .................................................................................................................................................. 263 Purchasing (1220) ............................................................................................................................................ 266 Central Supply (1225) ...................................................................................................................................... 268 Accounting (1230) ............................................................................................................................................ 271 Tax and License (1240) ................................................................................................................................... 274 Utility Services (1245) ...................................................................................................................................... 276 Risk Management Liabilities (1261) ................................................................................................................. 278 Environmental Management (1265)................................................................................................................. 279 Environmental Management Liabilities (1266) ................................................................................................. 281 Non-Departmental (1290) ................................................................................................................................ 282 Non-Departmental Contingencies/Reserves (1290) ........................................................................................ 284 Non-Departmental Capital (1291) .................................................................................................................... 285 Non-Departmental Capital Contingencies/Reserves (1291) ............................................................................ 286 Capital Replacement Equipment (Fund 402) ................................................................................................... 287 Capital Replacement Technology (Fund 403) ................................................................................................. 288 Capital Replacement Vehicles (Fund 404) ...................................................................................................... 289 10. Municipal Utilities Municipal Utilities Department Organizational Chart ....................................................................................... 291 Municipal Utilities Overview ............................................................................................................................. 292 Municipal Utilities Administration (3050) .......................................................................................................... 294 Solid Waste Services (3700) ............................................................................................................................ 296 Solid Waste Services Capital (3710) ............................................................................................................... 299 Water Distribution (3800) ................................................................................................................................. 300 Water Capital (3820) ........................................................................................................................................ 302 Water Treatment Plant (3830) ......................................................................................................................... 303 Environmental Resources (3840) .................................................................................................................... 306 Water Quality (3850) ........................................................................................................................................ 310 Water Systems Maintenance (3860)................................................................................................................ 312 San Tan Vista Water Treatment Plant (3870) .................................................................................................. 315 Meter Services (3880) ...................................................................................................................................... 316 Wastewater Collection (3900) .......................................................................................................................... 318 Wastewater Capital (3910)...............................................................................................................................320 Ocotillo Brine Reduction Facility (3930) ........................................................................................................... 321 Lone Butte Wastewater Treatment (3940) ....................................................................................................... 323 Wastewater Quality (3950)...............................................................................................................................325 Airport Water Reclamation Facility (3960) ....................................................................................................... 327 Ocotillo Water Reclamation Facility (3970) ...................................................................................................... 329 v City of Chandler 2014-15 Adopted Budget Table of Contents (continued) Page 11. Police Department Police Department Organizational Chart ......................................................................................................... 331 Police Overview ............................................................................................................................................... 332 Police Administration (2010) ............................................................................................................................ 334 Professional Standards (2015) ........................................................................................................................ 336 Property and Evidence (2020) ......................................................................................................................... 338 Forensic Services (2021) ................................................................................................................................. 340 Field Operations (2030) ................................................................................................................................... 342 Criminal Investigations (2040).......................................................................................................................... 345 Planning and Research (2050) ........................................................................................................................ 347 Communications (2060) ................................................................................................................................... 349 Records (2070) ................................................................................................................................................ 351 Detention Services (2071)................................................................................................................................ 353 Police Community Resources and Training (2080) ......................................................................................... 355 Police Capital (2100) ........................................................................................................................................ 359 12. Transportation & Development Transportation & Development Department Organizational Chart .................................................................. 361 Transportation & Development Overview ........................................................................................................ 362 Transportation & Development Administration (3010) ..................................................................................... 364 Planning (1510) ................................................................................................................................................ 366 Development Services (1530) .......................................................................................................................... 370 Engineering (3020)........................................................................................................................................... 373 Capital Projects (3025)..................................................................................................................................... 376 Engineering Capital (3060) .............................................................................................................................. 381 Streets (3300) .................................................................................................................................................. 382 Streets Capital (3310) ...................................................................................................................................... 386 Traffic Engineering (3330)................................................................................................................................ 387 Transit Services (3340) .................................................................................................................................... 391 Street Sweeping (3350) ................................................................................................................................... 394 13. Capital Budget The Capital Budget .......................................................................................................................................... 397 2015-2024 Capital Program ............................................................................................................................. 397 FY 2014-15 Capital Budget .............................................................................................................................. 399 Revenue Sources for Major Capital Programs ................................................................................................ 400 Major Capital Program by Function and by Cost Center ................................................................................. 401 Impact of CIP on FY 2014-15 Operating Budget ............................................................................................. 402 Capital Improvement Project Funding for FY 2014-15 .................................................................................... 403 Capital Program Detail ........................................................................................................................................... 416 Information Technology Oversight Committee (ITOC) Capital (1285) ...................................................... 416 Information Technology Capital (1287) ..................................................................................................... 416 vi City of Chandler 2014-15 Adopted Budget Table of Contents (continued) Page Non-Departmental Capital (1291).............................................................................................................. 417 Economic Development Capital (1550) ..................................................................................................... 417 Police Department Capital (2100) ............................................................................................................. 417 Fire Department Capital (2250) ................................................................................................................. 418 City Manager – Buildings and Facilities Capital (3210) ............................................................................. 418 Transportation & Development – Streets Capital (3310) .......................................................................... 419 Municipal Utilities – Solid Waste (3710) .................................................................................................... 420 Municipal Utilities – Water Capital (3820) ................................................................................................. 420 Municipal Utilities – Wastewater Capital (3910) ........................................................................................ 421 Economic Development – Airport Capital (4110) ...................................................................................... 421 Community Services – Library Capital (4320) ........................................................................................... 422 Community Services – Parks & Recreation Capital (4580) ....................................................................... 422 Capital Replacement Budget by Department................................................................................................... 423 14. Bonded Debt Bonded Debt Obligations ................................................................................................................................. 425 Voter Authorization Summary .......................................................................................................................... 426 Debt Service Funds.......................................................................................................................................... 427 Debt Service (7500) ......................................................................................................................................... 428 General Obligation Bond Capacity Available ................................................................................................... 429 Summary of Outstanding Bonds by Type ........................................................................................................ 430 Annual Bond Obligation for All Existing Bonds and Obligations ...................................................................... 431 Schedule of Total Outstanding Debt ................................................................................................................ 432 Combined General Obligation Bonds – 6% Capacity Portion Outstanding ..................................................... 434 Combined General Obligation Bonds – 20% Capacity Portion Outstanding ................................................... 435 Combined General Obligation Bonds – Enterprise Supported ........................................................................ 436 Combined General Obligation Bonds – Ad Valorem Supported ...................................................................... 437 Water and Sewer Revenue Bonds ................................................................................................................... 438 Street and Highway User Revenue Fund (HURF) Bonds................................................................................ 439 Excise Tax Revenue Obligations ..................................................................................................................... 440 Improvement District Bonds ............................................................................................................................. 441 15. Schedules and Terms Schedules and Terms ...................................................................................................................................... 443 Resolution No. 4764 Adopting 2014-15 Budget .............................................................................................. 444 Budget Schedules (Auditor General Summaries) ............................................................................................ 447 Schedule 1 – Total Expenditures and Budget by Fund ................................................................................... 462 Schedule 2 – FY 2014-15 Summary of Department Budget by Fund ............................................................. 464 Revised Salary Plan ......................................................................................................................................... 466 Expenditure Categories .......................................................................................................................................... 477 Glossary of Terms .................................................................................................................................................. 478 Acronyms ......................................................................................................................................................... 484 vii City of Chandler 2014-15 Adopted Budget Table of Contents (continued) Page Acknowledgements................................................................................................................................................. 489 viii City of Chandler 2014-15 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 Fiscal Year (FY) 2014-15 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 2013-14 Budget and the FY 2014-15 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 2033. Schedules and Terms – Included in this segment are the following: The Resolution Adopting the FY 2014-15 Budget, the State-required Auditor General Summary Schedules, Financial Schedules by Fund, the FY 2014-15 Salary Schedule, Expenditure Categories, a Glossary of Terms, and a list of Acronyms used in this Budget. ix City of Chandler 2014-15 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 is the budget development process? Budget Process pp 37-40 What are the major issues in the budget? Major Budget/Financial Issues pp 41-45 What are the City’s major expenditures? Financial and Personnel Overviews (Where the Money Goes) pp 63-68 How many staff does the City employ? Personnel Summaries pp 84-86 What are the City’s major revenue sources? Resources Section pp 91-130 What portion of the annual budget is allocated to Capital Improvements? Where the Money Goes Capital Budget pp 62-63 pp 397-399 What Major Capital Programs are scheduled for 2014-15? 2014-15 Major Capital Program pp 400-422 x EXECUTIVE SUMMARY City Manager’s Message 5-year General Fund Forecast Overview of the Annual Budget and Budget Forecast G N O R T S Y L L A C S I F AND ON THE MOVE Executive Summary 1-Contents City of Chandler 2014-15 Adopted Budget Executive Summary Fiscal Year 2014-15 City Manager Budget Message To The Chandler City Council and Citizens of Chandler: I am pleased to provide to you the Fiscal Year (FY) 2014-15 Annual Budget and 20152024 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 and our third annual “Budget Connect” virtual community meeting. The total budget (operating and capital) is $783.5 million for FY 2014-15, which represents a 2.5 percent decrease from the FY 2013-14 budget. The total operating budget is increasing 6.4 percent, and the total capital budget is decreasing by 15.2 percent for planned spending of new and carryforward appropriation. General Fund (including debt service, operating and capital spending), which represents 38 percent or $294.8 million of the City’s total budget, increases by 10.9 percent primarily due to increased debt service and capital projects, as well as a planned increase to the General Fund contingency. Additional details on the components of the total and General Fund budget are shown in the Financial and Personnel Overview section of this book. “Fiscally Strong and On the Move” The City of Chandler continues to draw new development to the City, which has contributed to revenue increases in the current year. Although these are positive signs for the local economy, City staff continues to monitor national and global economic conditions as well as local 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 is vital. As always, it is important for the City to maintain existing infrastructure while adding new projects to the Capital Improvement Program to continually improve the quality of life for the citizens of Chandler. While we are proud of our current strong fiscal position, we are not resting on past successes. It is my 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. I am pleased to report that Chandler is “Fiscally Strong and On the Move”. Revenue Growth Continues The City continues to rebound strongly from the recession. General Fund revenues are up in FY 2013-14 from the prior fiscal year, and the City is projecting slow and steady growth year over year as economic development strengthens. While General Fund revenues related to construction have decreased since the peak of the Intel expansion project, other categories have more than made up for the lower contracting sales tax revenues. Due to uncertainties about future revenues from the transition of Transaction Privilege Sales Tax collections from the City to the Arizona Department of Revenue (as further explained in the next section), possible federal sequestration, and State legislative actions that would reduce revenue to the City, the Budget Stabilization Reserve has been continued and increased from $5 million to $15 million in the FY 2014-15 Budget. Our General Fund five-year ongoing financial forecast (page 5) reflects a balanced General Fund ongoing operating expenditure budget with ongoing revenues in FY 2014-15, but I believe it is prudent to utilize some of our one-time General Fund balance to supplement the Budget Stabilization Reserve for the future. 1 City of Chandler 2014-15 Adopted Budget Executive Summary Legislative Impact on Sales Tax Revenues The 2013 State Legislature passed HB2111 that will shift the collection of the City’s Transaction Privilege Tax (TPT), commonly referred to as sales tax, to the Arizona Department of Revenue (ADOR) by January 2015, as well as change how prime contracting and TPT audits are administered. City staff continues to work with ADOR and impacted cities to ensure that the transition is as smooth as possible, and minimize TPT revenue loss as a result of this transition. This shift is all under the umbrella of tax simplification for Arizona businesses, but many issues need to be resolved as ADOR takes on collection for 18 more cities in Arizona (an increase of 77% of City TPT taxes they currently collect). We do have concerns, but will continue to stay involved with working groups, provide analysis of data to ensure accuracy, and proactively assist and educate taxpayers whenever possible. On a positive note, the City will maintain the Tax Audit function that will operate in cooperation with the ADOR Audit staff, allowing the City to perform audits of Chandler businesses to educate and ensure compliance. State Shared Revenues Trending Higher The State of Arizona has shown positive growth in the last two years and this is resulting in higher anticipated revenues for Urban Revenue Sharing (Income Tax distribution), State Shared Sales Tax, and Vehicle License Tax. The Legislature did not directly attack these revenue sources for FY 2014-15; however the Legislature did pass a bill providing a waiver of sales tax on utilities for manufacturing (HB 1413) that will have some negative impact on State Shared Sales Tax. The bill does allow cities to continue to charge sales tax on utilities at the existing rates, which was a significant victory for the City of Chandler. Additionally, the State did not attempt to further divert additional Highway User Revenue Fund (HURF) monies to other state agencies in this legislative session, but a bill was passed that would increase HURF distribution to cities over the next two years. However, due to the uncertainty of long-term impact of this legislation, we are continuing to project HURF revenues as flat for the future years. Property Tax Assessed Values Increasing – Tax Rate Reduction With a two-year lag before assessed values catch up with market prices, the City’s assessed values have finally shown an increase for FY 2014-15 for both primary and secondary valuations. Primary assessed values have increased by 5.6 percent and secondary assessed values increased by 9.5 percent. Based upon a review of our 5-year General Fund Ongoing Forecast and 10-year General Fund Debt Service projections, the adopted budget includes a 9.22 cent property tax rate reduction. This is made up of a 3 cent reduction of the primary property tax rate from $0.3292 to $0.2992 per $100 of assessed valuation and a 6.22 cent reduction of the secondary property tax rate from $0.9422 to $0.8800 per $100 of assessed valuation. These reductions will help offset higher property tax bills for homeowners and businesses caused by their increased property values. However, many homeowners may still see an increase in the City portion of their bill because values are going up, on average, about 16%. As has been discussed with Council during this year’s Budget Workshops, this is the last year of the “two valuations” process in Arizona. In FY 2015-16, the State of Arizona will implement a single “Limited Property Value” as the basis for both primary and secondary levies. As always, we will continue to monitor available market data and County Assessor information and update this estimate throughout the transition to this new approach. Addressing Future Uncertainty Despite our positive fiscal position, 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 2014-15 budget and the Five-Year General Fund Ongoing Forecast. Approximately $5.1 million in General Fund Ongoing and One-time Decision Packages are included in the adopted budget, with about 11% of the costs covered by increased or new revenues. The evaluation of the Decision Packages incorporated several factors to make sure each met the basic criteria for a budget increase. 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 an Existing Service”, “Enhance an Existing Service”, or “Adds New Service”. Lastly, Directors were challenged to re-evaluate certain requests to 2 City of Chandler 2014-15 Adopted Budget Executive Summary determine if other options were available or costs could be offset with new revenues or reduced expenditures. Key among the requests recommended for approval and included in the adopted budget is the restoration of the three School Resource Officer positions in the Police Department to ongoing instead of one-time, further showing the City’s commitment to this key community program. The complete list of decision packages is included in the Budget Policies, Process and Decisions section of this book. Building General Fund Reserves The previous budget funds the Infrastructure Maintenance Reserve which allows the City to continue to maintain existing infrastructure at an enhanced General Funded amount of $34.6 million. A portion of the Reserve was utilized in FY 2013-14 for street repaving and parks, aquatics, and recreation center capital maintenance projects. The adopted budget incorporates $6.0 million additional funding in the Infrastructure Maintenance Reserve, specifically for the street repaving program. These funds have been allocated at $2.0 million per year, for each of the next three years. The reserve is expected to draw down to zero balance over three years at a point where the City plans to resume general obligation bond sales for new construction and maintenance of capital infrastructure projects. In addition, as previously mentioned, the FY 2014-15 Budget adds $10.0 million to the Budget Stabilization Reserve, increasing the reserve to $15 million. This provides the opportunity to utilize the reserve to balance the budget in the future for no more than three consecutive years, should negative state legislation, an unexpected decrease in property values, or other economic issues cause revenues to suddenly drop. Lastly, the Budget increases the appropriated Contingency from 12% to 15% of budgeted General Fund revenues, an increase of almost $8 million over FY 2013-14. This returns to the 15% that was in effect through FY 2004-05. Managing Debt Service Requirements for the Capital Improvement Program Over the last four years, the City lost a significant amount of capacity for capital improvements as a result of decreasing assessed values. Assessed values have increased for FY 2014-15 which provides some minimal capacity within the Debt Service Fund; however Chandler has no plans to issue additional General Obligation debt until secondary property tax levy revenues can fully support the debt. In addition, the adopted budget incorporates a total 9.22 cent reduction in the property tax rate, fully reversing the 9 cent rate increase that was enacted during the recessionary period of falling assessed values. Ensuring Fiscal Sustainability and Managing Future Growth As with previous budgets, we have taken measures to ensure that the City is able to balance its operating and capital budgets over the short term as well as the long run. Features such as the Budget Stabilization, Infrastructure Maintenance and 15% contingency reserves make it more likely the City will be able to meet essential obligations going forward. Despite general improvements in the local, state, and national economies, our financial forecast is developed with a pragmatic approach that moderates anticipated revenue growth while continuing to hold the line on expenses. 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 as Chandler remains “on the move”. 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 2014-15 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 2013 for revenues and expenditures and preliminary projections for the FY 2014-15 State Shared Revenues, Local Sales Tax, Property Tax, and other key revenues. Through February and March we continued to receive updated information from the State of Arizona, the League of Arizona Cities and Towns and internal City departments to update anticipated FY 2014-15 revenues and expenditures. This has resulted in a revised forecast that forms the basis for the FY 2014-15 Budget and future projections. The forecast assumes modest ongoing revenue growth of 2.5% to 3.5% annually and expenditure growth of 2.3% to 2.8% 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 represents FY 2014-15 total revenue change assumptions (ongoing and one-time combined) and the next five columns reflect the projected percentage changes of the ongoing portion of revenues. Expenditure assumptions for the next five years are also reflected. Adopted FY14-15 FY14-15 FY15-16 FY16-17 FY17-18 FY18-19 over Revised Ongoing Ongoing Ongoing Ongoing Ongoing MAJOR REVENUES FY13-14 Change Change Change Change Change (ongoing + one-time) Local Sales Tax Primary Property Tax State Shared Sales Tax Urban Revenue Sharing Vehicle License Tax -2.0% -4.7% +2.1% +8.6% +3.8% +4.0% +5.6% +4.0% +6.0% +2.0% +4.0% +3.8% +3.0% +5.0% +3.0% +3.0% +4.5% +3.0% +4.0% +3.0% +3.0% +4.0% +3.0% +4.0% +3.0% +2.0% +4.0% +3.0% +4.0% +3.0% PERSONNEL EXPENDITURES Adopted FY14-15 Expenditure Assumptions FY14-15 Ongoing Change FY15-16 Ongoing Change FY16-17 Ongoing Change FY17-18 Ongoing Change FY18-19 Ongoing Change -0.5% 5.0% +0.06% +1.18% 1.5% 0.0% +0.06% +1.18% 1.5% 0.0% +1.5% +2.0% 1.5% 0.0% +1.5% +2.0% 1.5% 0.0% +1.5% +2.0% 1.5% 0.0% +1.5% +2.0% +1.00% +1.00% +2.0% +2.0% +2.0% +2.0% +2.5% +2.5% +8% +8% +8% +8% $0 $1,372,991 $1,200,000 $1,200,000 $1,200,000 $1,200,000 $0 $313,684 $104,100 $22,100 $111,800 $434,800 $0 $0 $0 $1,000,000 $0 $0 (vs. FY13-14 Adopted) Vacancy Savings Rate Employee Compensation* 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 Causing Expenditure Shift to General Fund *Percentage for FY 2014-15 varies by employee group. The 5% figure represents a general average for all Merit and Cost of Living increases. 4 City of Chandler 2014-15 Adopted Budget Executive Summary General Fund 5-Year Ongoing Forecast for Adopted Budget Updated from Preliminary 2017-18 Ongoing Amount 2018-19 Ongoing Amount % Change in On-Going 2016-17 Ongoing Amount % Change in On-Going 2015-16 Ongoing Amount % Change in On-Going 2014-15 Ongoing Amount % Change in On-Going On-Going % of budget Revenue Description Adopted 2014-15 Total Ongoing and One-Time % Change over 13-14 Revised This forecast reflects revenue estimates based on FY 2013-14 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 3,162,300 100,695,200 2.1% 501,800 27,300 963,800 811,200 3,323,200 815,000 2.2% 1.2% 19,570,000 8,240,000 27,300,000 3.0% 3.0% 1,187,500 -27.4% 3,744,200 -14.8% 1.4% 436,500 4,949,300 -0.1% 424,000 -9.8% 2.9% 3,255,860 703,100 3,079,400 237,500 4,459,900 416,000 3,207,900 59.2% 82.2% 54.4% 90.1% 2.7% 98.1% 98.5% 722,100 3,171,100 242,000 4,501,200 424,500 3,268,600 25,000 1,282,500 1,111,700 3,160,500 670,300 38.9% 4.2% 80.7% 25,000 100.0% 918,100 71.6% 740,000 66.6% 3,068,500 97.1% 670,300 100.0% 25,500 929,000 783,000 3,130,000 703,900 2.0% 1.2% 5.8% Property Tax Primary Taxes (General Levy) 6,964,900 -4.6% 6,814,900 97.8% 7,080,000 3.9% 7,400,000 4.5% Indirect Cost Allocation Transfers 8,521,450 8.7% 7,578,900 88.9% 7,221,000 -4.7% 6,861,000 -5.0% Total Revenues 196,358,610 0.4% 180,572,320 92.0% 191,007,300 2.8% Expenditures & Other Uses Ongoing Personnel Services * Less Vacancy Savings (1.5%) Ongoing Base Budget Decision Packages-Existing Services HURF Shift of Funding CIP Operations & Maintenance One-Time Operating Expenditures 143,313,882 (2,150,000) 39,408,438 15,786,290 143,313,882 (2,150,000) 39,408,438 - 2.3% 2.1% 152,551,582 2.2% 155,986,682 146,217,282 2.0% 149,293,882 (2,193,000) (2,239,000) (2,288,000) (2,340,000) 40,608,500 3.0% 41,808,500 2.8% 3.0% 43,008,500 2.9% 44,208,500 0.0% 0.0% 0.0% 0.0% 0.0% 1,000,000 0.0% 1,000,000 0.0% 1,000,000 678,100 185.0% 237,900 88.7% 104,100 126,100 21.1% Total Expenditures 196,358,610 180,572,320 184,736,882 0 0 1,046,318 Cumulative Ongoing Surplus/(Deficit) 0.8% 24.1% 185,783,200 2.0% 1.9% 2.0% 5.0% 2.9% 2.3% 3.0% 2.9% 90.5% 96.4% 90.9% 3.0% 1.9% 0.9% 743,900 3,265,500 246,600 4,589,700 433,200 3,334,900 788,100 3,429,900 255,000 4,742,800 451,000 3,471,300 19,000,000 8,000,000 26,000,000 5.0% 3.0% 3.0% 3.0% 3.1% 4.0% 2.1% 3.8% 8.6% 21,000,000 8,300,000 28,607,000 3.0% 2.0% 20,160,000 8,490,000 28,400,000 21,400,000 9,020,000 30,730,000 2.0% 3.6% 2.0% 3.0% 2.0% 2.1% 3,039,200 94,950,600 481,500 -2.3% 0.0% 3,100,100 97,785,900 491,600 3,225,800 102,711,500 2.1% 512,200 2,979,600 100.0% 92,201,320 92.9% 471,900 98.7% 2,979,000 99,261,000 477,900 26,100 940,400 806,100 3,193,200 739,100 189,989,482 1,017,818 4.0% 3.0% 1.9% 2.0% 2.0% 2.0% 2.4% 1.2% 3.0% 2.0% 5.0% 2.8% 2.0% 3.0% 20,770,000 8,750,000 29,540,000 3.0% 765,900 3,362,700 251,300 4,680,500 442,000 3,402,400 3.0% 3.1% 4.0% 3.0% 1.9% 2.0% 2.0% 2.0% 2.0% 2.0% 1.5% 1.3% 2.0% 2.0% 26,700 952,000 808,600 3,257,400 776,100 2.3% 1.2% 7,700,000 4.1% 8,010,000 4.0% 6,501,000 -5.2% 6,501,000 0.0% 201,189,100 2.5% 196,345,900 194,509,982 1,835,918 0.3% 2.0% 5.0% 2.8% 2.4% 199,533,282 0.3% 2.0% 5.0% 2.6% 1,655,818 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 92.0% of total estimated revenues for FY 2014-15. The 8.0% portion of one-time revenues is mainly increases in local sales tax collections and state shared revenues as a result of continued strong development projects and overall growth in the Arizona economy. While development remains strong, 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 FY 2014-15 Budget increases the Budget Stabilization Reserve to a total of $15 million (an increase of $10 million). This reserve provides the opportunity 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 economic issues cause operating revenues to suddenly decrease. 5 City of Chandler 2014-15 Adopted Budget Executive Summary General Fund Balance Projection The graph below shows the actual General Fund balance at the end of Fiscal Year (FY) 2012-13 ($148.3M) and projected ending General Fund balance from FY 2013-14 through FY 2018-19. The General Fund balance projection includes the new one-time revenues received each year in General Fund and drawdowns for one-time Economic Development commitments, capital projects and non-recurring operating needs (e.g. one-time decision packages and contributions to self-insurance funds). With the recent four year reductions in secondary assessed values and the impact on secondary tax collections, the City’s ability to sell bonds and pay existing debt service has been affected. In reaction to this situation, Council previously established an Infrastructure Maintenance Reserve (IMR) at $34.6 million to apply General Fund balance towards streets and parks capital maintenance projects. An additional $6 million will supplement this reserve in FY 2014-15. The chart incorporates the use of the IMR over the next three years, allowing the City to continue to maintain existing infrastructure. Even though property values have started to increase, 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 2018-19, the fund balance is expected to be $111 million, which is allocated to various reserves as outlined in the Budget Policies, Process and Decisions section. Although there is no universal standard on how large a General Fund balance should be, rating agencies generally look for a fund balance that could cover 2 to 3 months of expenditures in an emergency. The $111 million amount represents approximately 6 months of ongoing General Fund expenses, which would also be viewed very favorably by rating agencies. 6 City of Chandler 2014-15 Adopted Budget Executive Summary Capital Improvement Summary 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 2013-2017, 2014-2018, and 2015-2019. The CIP continues to be impacted by recent reductions in secondary assessed values (as shown on the next page); however, we do anticipate a General Obligation bond sale in FY 2017-18 which accounts for the large increase in the “Bonds Funded by Secondary Levy” category in the table shown below. The 17% increase from 2014-2018 to 2015-2019 reflects a continued emphasis on maintaining existing infrastructure and living within capital financing constraints. However, the approved CIP does include some new construction, making maximum use of available Impact Fees, one-time General Funds, and Enterprise Funds to pay for four neighborhood parks, a museum, major improvements to key arterial streets and intersections, and continued construction and expansion of various water and wastewater system facilities. Changes in Departmental programs reflect the shift of projects noted above into the first 5 years, and significant increases in the Water CIP, primarily for water purchases. The Airport CIP is larger primarily due to the addition of projects in the first five years for apron and pavement maintenance. Full details on all projects and Department requirements are contained in the 2015-2024 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 Adopted Adopted Adopted Adopted 2013-2017 CIP $ 167,318,661 36,254,853 2014-2018 CIP $ 97,804,894 26,036,579 2015-2019 CIP $ 86,960,925 27,237,110 % Change from 2014-2018 -11% 5% 109,784,605 70,554,330 98,146,427 39% 14,415,140 26,693,834 50,224,028 88% 242,600,275 229,664,221 266,875,704 16% $ 450,753,858 $ 450,753,858 $ 529,444,194 $ 529,444,194 17% Total Sources Less Anticipated Intel Payments Total Sources Less Intel $ 570,373,534 (89,622,636) $ 480,750,898 Adopted Adopted Adopted Adopted Uses General Government Community Services Police Fire Water (1) Wastewater (1) Solid Waste Streets/Traffic Airport 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 2015-2019 CIP $ 23,325,890 21,774,710 6,939,438 6,083,800 163,741,099 174,912,000 500,000 112,598,893 19,568,364 % Change from 2014-2018 -6% 4% -5% -16% 66% -5% NA 20% 54% Total Uses Less Projects Related to Intel Total Uses Less Intel $ 570,173,534 (89,622,636) $ 480,550,898 $ 450,753,858 $ 450,753,858 $ 529,444,194 $ 529,444,194 17% (1) Includes projects reimbursed by Intel. 7 17% 17% City of Chandler 2014-15 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 for secondary assessed values and a 5-year projection for the new Limited Property Values, which go into effect in Fiscal Year (FY) 2015-16. After four years of decreasing assessed values, FY 2014-15 is increasing. Chandler expects a small decrease in FY 2015-16 as the State transitions to the Limited Property Values, followed by modest growth of approximately 4% per year. 8 COMMUNITY AND ORGANIZATIONAL PROFILE 2-Contents Mission Statement City Council Organizational Chart Chandler Maps Community Profile and Demographics Community and Organizational Profile VIBRANT LOCAL ECONOMY 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 2014-15 Adopted Budget Community and Organizational Profile Chandler, Arizona and Neighboring Communities Map 10 City of Chandler 2014-15 Adopted Budget Community and Organizational Profile For the 26th 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, 2013. 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 for consideration for another award. 11 City of Chandler 2014-15 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 2014-15 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: Boys and Girls Club of the East Valley Emeritus Board; Chandler/Gilbert Association for Retarded Citizens Advisory Board; Child Crisis Center Advisory Board; 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. Since returning to the Mayor’s Office in 2011, Mayor Tibshraeny has received a number of awards for his work at the local and regional level. In 2014, he received the Maricopa Association of Governments Desert Peak Regional Excellence Award and the Chandler Chamber of Commerce Community Cup award. In 2013 Mayor Tibshraeny received the prestigious American City and County Magazine Municipal Leader of the Year Award as well as the Greater Phoenix Economic Council Outstanding Regional Contribution Award. 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 Police Task Force (2005-2010). On the Regional and National level he has served on: Greater Phoenix Economic Council Board of Directors (2002); Greater Phoenix Economic Council Executive Committee (2002); MAG Secretary/Treasurer (2000 - 2002); MAG Executive Committee (1997 2002); Arizona League of Cities and Towns Executive Committee (2000 - 2002); National League of Cities Transportation Infrastructure & Services Policy Committee (1986 - 2002); Greater Phoenix Black Chamber of Commerce Advisory Council (1999 - 2002); Williams Air Force Base Redevelopment Partnership (1994 2002); Regional Public Transportation Authority (Past Chairman) (1994 - 2002); and Arizona Municipal Water Users Association (Past Chairman) (1994 - 2002). Mayor Tibshraeny is a small businessman and home builder. 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 2014-15 Adopted Budget Community and Organizational Profile City Officials R i c k H e u m a n n, V i c e M a y o r Vice Mayor 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 President for the Arizona Municipal Waters 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 has been a member of Chandler’s CERT team since 2002 and 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 31 years and have a daughter, Kristin, a recent doctoral graduate and assistant professor at Colorado Mesa University. 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 29 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 Valley Metro Regional Public Transportation Authority (RPTA). She serves as RPTA’s Vice Chair. She represents the City at a national level through her involvement in the National League of Cities’ Council on Youth, Education, and Families. Councilmember Donovan is the Chief Executive Officer of Chandler Christian Community Center. Working in leadership positions with a variety of nonprofits for the past 15 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 and have a daughter, Micah. 14 City of Chandler 2014-15 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 Care 7 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 for a year as an interim Councilmember in 2008. He continues to serve as Lead Pastor at Trinity Christian Fellowship in Chandler where he has worked since 1985. Kevin has a bachelor’s degree in agricultural biochemistry from University of Missouri, Columbia; and a master’s degree in Theology with Fuller Theological Seminary. Kevin is involved extensively in the state and Chandler community. He currently serves regionally as the Chairman of the Continuum of Care Regional Committee on Homelessness for the Maricopa Association of Governments (MAG) and on the ArizonaSERVES Governor’s task force. Kevin is also the statewide director of a nonprofit organization, For Our City. For Our City is a collaborative effort of government, business, nonprofit and faith leaders gathered to find solutions for needs in a community. In Chandler, Kevin volunteers with several organizations. He is the director of For Our City-Chandler. He also serves on the board of the Desert Cancer Foundation of Arizona (DCFA), helps with American Cancer Society, serves as a member of the Public Policy Committee at the Chandler Chamber of Commerce and the Downtown Chandler Community Partnership (DCCP). th He is a literacy advocate and reads weekly to 5 and 6th graders at Galveston Elementary School with BookPALS. In the City of Chandler, his past service had included being a commissioner on the Planning and Zoning Commission, chairman of Human Relations Commission, chairman of the 2010 Complete Count Committee, member of a previous Charter Revision Committee and an ex official member of Chandler Airport Commission. He has also served on the executive board member of the Chandler Coalition On Youth Substance Abuse (CCYSA), coached soccer for the YMCA, organized citywide 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 2014-15 Adopted Budget Community and Organizational Profile City Officials J a c k S e l l e r s, C o u n c i l m e m b e r Councilmember Jack Sellers has lived in Chandler since 1994. He began his tenure on the City Council in January 2009. He is the former facilities manager for the General Motors Desert Proving Ground in Mesa. In February 2014, Jack was appointed by Governor Jan Brewer to serve on the Arizona State Transportation Board. 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 Airport Noise Compatibility Study Advisory Committee, represents Chandler on the Maricopa Association of Governments Economic Development Committee and is vice chair of the MAG Transportation Policy Committee. He has also been very active with the Greater Phoenix Economic Council serving on the International Leadership Committee and as a board member and executive committee member. With the East Valley Partnership, he is a member of the board, serves on the Economic Development and Government Relations Committees and chairs the Transportation Committee. Jack is a member of the Chandler Chamber of Commerce and participates on the Public Policy Committee. He also served as a board member and chair of the Mesa Chamber of Commerce — having been named Business Leader of the Year in 2004. Councilmember Sellers is a member of Arizona Town Hall and has served as a board member and participated in four Town Halls, twice as a Delegate and twice as a Panel Leader. He is also a member of the Arizona Mexico Commission where he serves on the Transportation Committee. He has been High School Booster Club President, Elementary School PTO President, Little League coach, Homeowners Association President and a member of the Maricopa Community College Commission on Excellence in Education. He has a bachelor’s degree in Engineering from New Mexico State University. Jack has three grown children and eight grandchildren. 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 17 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 and currently serves as a board member on the Child Help Arizona Advisory Board. He grew up in Wichita, Kansas. Jeff and his wife, Janet, have been married 15 years and have two sons, Jacob and Christian and a daughter, Grace. 16 City of Chandler 2014-15 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 2014-15 Adopted Budget Community and Organizational Profile Mayor Department Heads and Directors Jay Tibshraeny Kay Bigelow City Attorney Councilmembers Marla Paddock City Clerk Rick Heumann Vice Mayor R. Michael Traynor City Magistrate Trinity Donovan Vacant Communications and Public Affairs Director Nora Ellen Mark Eynatten Community Services Director Kevin Hartke Jack Sellers 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 Nachie Marquez Assistant City Manager Dave Siegel Municipal Utilities Director Marsha Reed Assistant City Manager Jennifer Morrison Director, Neighborhood Resources Division Sean Duggan Chief of Police R.J. Zeder Transportation & Development Director 18 City of Chandler 2014-15 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 191.3 FTE Economic Development/ Fire DT Redev, Tourism, Airport 15 FTE 234 FTE Human Resources Information Technology/ GIS 20 FTE 52 FTE Management Services Municipal Utilities 73.5 FTE 178 FTE Neighborhood Resources Police 44.5 FTE 481 FTE Transportation & Development Buildings & Facilities 168.5 FTE 42 FTE 19 City of Chandler 2014-15 Adopted Budget Community and Organizational Profile 20 City of Chandler 2014-15 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 4.8%. There are many large industrial parks where businesses can acquire existing facilities or construct their own sites with minimal delay. Retail space exceeds sixteen 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 Freescale Semiconductor Orbital Sciences Microchip Technology, Inc. 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 11,900 2,200 1,650 1,626 1,000 Non-Industrial Employers Name Bank of America Chandler Unified School District Wells Fargo Corporate Campus Verizon Wireless Chandler Regional Hospital Ebay/PayPal 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 3,800 3,000 2,600 2,400 2,100 2,000 1,567 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 62 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 2014-15 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. or explore topics of personal interest in a variety of formats including print, audiobook, CD music, DVDs, eBook, eAudios, and many 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 MLB 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 2014-15 program includes: Larry the Cable Guy; Black Violin; Travis Tritt; the Midtown Men; Flamenco Vivo Carlota Santana; Lily Tomlin; Cesar Millan Live; Wisconsin Public Radio’s “WhadYaKnow?”; Garibaldi; Paul Williams; 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 354 public access computers, a robust wireless network at each facility, early literacy interactive spaces, and meeting rooms. With a collection of over 560,000 items, cardholders can find popular and current titles 22 City of Chandler 2014-15 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 DSW, 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, AJ’s Fine Foods, Home Depot, Bed Bath & Beyond, Golfsmith’s, Sam’s Club, Cost Plus and Harkins Theatres. The centers offer a wide variety of restaurants to suit varied tastes, such as Paradise Bakery, Olive Garden, Grimaldi’s, 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 Chandler Jazz Festival March Family Easter Celebration April Cinco De Mayo Celebration May Fourth of July Celebration July Hispanic Heritage Month September Chandler Indian Art Market October Halloween Spooktacular October Chandler Rock the Block Party November Chandler Chuck Wagon Cook-off November Woofstock 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: Charm, Yoli’s Café, the Perch Pub & Brewery, San Tan Brewing Co., Paletas Betty, Serrano’s Mexican Restaurant, Coach & Willie’s, Vintage 95, Bourbon Jack’s, and DC Steakhouse. Shops include Sibley’s, the Original Chop Shop, Wimpy’s Hamburgers, Pittsburgh Willy’s Hot Dogs, Di Sciacca Glassware, Saba’s, One Wing Boutique, Zoolikins, and Cutting Edge Quilting. Shopping and Dining Education Facilities Chandler’s thriving opportunities for shopping and dining express the variety and excitement of the residents themselves. The worldwide presence of key employers produces a global mind set within the community that supports a diversity of restaurants and shopping choices. Chandler provides outstanding opportunities for upscale boutiques and eateries as well as traditional favorites. The wide selection of dining alternatives from fast food to fine dining in a variety of international cuisines offers a plethora of choices to Chandler residents. 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-Gilbert Community College offers professional, occupational, and continuing education programs. The University of Arizona satellite site located at the Chandler Community Center offers a Master’s program through its College of Education as well as professional development courses. The Arizona State University Center for Technology and Innovation located Downtown focuses 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 2014-15 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) 59.00F 85.00F 72.00F 9.3 4.0 96.2 72.5 8.9 0.2 4.8 1.7 7.9 Hispanic/Latino Ethnicity (of any race)(2) 21.9 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. Highest Education Attainment (%)(3) Less than 9th Grade 9th-11th Grade High School Diploma Some College Associates Degree Bachelor Degree Graduate Degree Gender (%) Male Female Two or more Races One Race White Asian Hawaiian & Pacific Islander African American Native American Other 49.2 50.8 Population (3) 2014 (as of June 30) 2013 (revised) 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) (1) 244,439 242,215 239,538 238,977 236,598 252,488 250,759 247,097 241,910 238,930 230,845 224,644 211,984 201,263 189,498 176,581 132,360 3.3 4.0 18.3 25.7 9.2 25.8 13.8 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) 7.14 16.8 13.58 20.3 14.1 16.8 11.3 $81,555 $65,381 2.7 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 79.00% Age Composition (%) 0-20 years 21-64 years 65 plus years 29.4 60.5 10.1 * Unless otherwise noted, figures presented are projected through June 30, 2014. 24 City of Chandler 2014-15 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 (%) 2013-14 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 27.6 39.7 16.6 8.3 7.7 0.2 Taxes Local Retail Sales Tax Rate (1) 1.5% Property Tax (2014-15 Adopted) Primary Tax Rate(1) Secondary Tax Rate(1) Combined $0.2992/$100 $0.8800/$100 $1.1792/$100 Property Tax (2013-14)(1) Primary Tax Levy(1) Secondary Tax Levy(1) Combined $0.3292/$100 $0.9422/$100 $1.2714/$100 Property Tax calculated per $100 of assessed valuation as determined by the Maricopa County Assessor. Building Permits – All Types Property Tax Assessed Valuation Primary Secondary 2013 $2,157,002,870 $2,175,376,677 4.8 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 2013-14 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 2014 $2,277,718,171 $2,381,590,083 Issued 3,892 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 Value $775,222,849 $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 * Unless otherwise noted, figures presented are projected through June 30, 2014. 25 City of Chandler 2014-15 Adopted Budget Community and Organizational Profile 2013-14 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 2012-13 479 320 159 7,276 30.2 2013-14 479 320 159 6,552 26.9 3,382 27,511 134,120 3,406 30,710 145,083 6:10 6:14 Customers Serviced Total Landfill Tonnage: Residential Commercial/City Total Recycling Tonnage: Residential Curbside/ Neighborhood Drop-off Other Recycling 2013-14 71,269 83,950 83,460 490 21,046 18,257 17,961 800 1,623 800 2,285 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) 2012-13 70,667 86,557 86,172 385 20,680 2012-13 10 233 202 31 402 14,383 4,764 5,029 2013-14 10 233 202 31 433 14,675 5,237 5,482 18 9 Potable Connections Miles of Potable Water Lines Miles of Reclaimed Water Lines Operating Wells Daily Pumping Wells Capacity (MGD) Production Treatment Capacity (MGD)(4) Streets & Traffic Engineering 2012-13 2,002 26,900 216 2013-14 75,564 889.8 25.6 35 42 2012-13 79,278 1,227 2013-14 79,766 1,227 125 125 26 64.79 27 64.71 72 72 Water FY 2012-13 figures revised to reflect actuals. Street Lane Miles Street Lights Signalized Intersections 2012-13 74,606 868.9 25.5 2013-14 2,023 27,100 218 (4) Chandler Surface WTP & Santan Vista WTP combined. Aviation Based Aircraft(3) Air Traffic Operations(3) (3) 2012-13 393 201,669 2013-14 407 219,440 Fiscal Year (FY) 2012-13 figures revised to reflect actuals. * Unless otherwise noted, figures presented are projected through June 30, 2014. 26 City of Chandler 2014-15 Adopted Budget Community and Organizational Profile 2013-14 Service Statistics* Library Library Materials Annual Circulation(1) Library Visits(1) Registered Borrowers (1) Center for the Arts 2012-13 550,857 2,401,242 1,266,353 309,229 2013-14 560,000 2,139,144 1,258,091 318,000 No. of Events and Exhibits Attendance Volunteer Hours Theatres Exhibition Areas Effective FY 2012-13, due to a shift in demand for virtual library services, actual library visits decreased and circulation is returning to prerecession levels. 2012-13 12,375 54 2,000 2013-14 12,370 54 2,000 10 9 2012-13 38 0 10 7 1 Elementary K-8 School Junior High High School Community College 2013-14 37 0 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 2013-14 1,086 312,000 12,000 3 2 Public Education System Vision Gallery Gallery Visits # of KidzArt Workshops Participation in KidzArt Workshops # of Special Events and Exhibits 2012-13 1,003 308,000 11,500 3 2 2012-13 61 1,198.31 335.59 6 39 2013-14 62 1,208.45 325.45 6 39 2012-13 7 3,420 42,500 15,461 2013-14 8 3,495 42,550 16,161 * Unless otherwise noted, figures presented are projected through June 30, 2014. 27 City of Chandler 2013-14 Adopted Budget Community and Organizational Profile 28 BUDGET POLICIES, PROCESS AND DECISIONS 3-Contents Strategic Goals and Organizational Priorities Budget Policies Budget Process Recommendations S G N I T A R D N O B A A A H T G N E R T S L A C S I F = Budget Policies, Process and Decisions City of Chandler 2014-15 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 (FY) 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 diversify the employment and tax base, which 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 more than 240,000 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 2014-15 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 continued management 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 is 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 2014-15 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 support new program purposes or maintain or 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. Utility 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 Improvements Plan fee schedules 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 establish goals and objectives and create and track performance measurements to assure the goals and objectives are achieved 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 – Transaction Privilege 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, or 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 into the operating cost estimate. 31 City of Chandler 2014-15 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 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 that 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 additional funds over and above what is 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 debt 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. • 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. 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. Reserve 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: • For Fiscal Year (FY) 2014-15, an appropriated General Fund Contingency reserve will be maintained equal to 15% of General Fund operating revenues, excluding one-time transfers in. This is an increase from 12% used in FY 2013-14. 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 unless delegated in the Budget Resolution 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 the related negative impact to Secondary Tax Levy collections from reduced Secondary Assessed Values. 32 City of Chandler 2014-15 Adopted Budget Budget Policies, Process and Decisions • Other reserves may be created within the General Fund when needed to fund items such as Strategic Economic Development and Downtown Redevelopment 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 mid-year price increases, appropriated non-departmental personnel reclassification reserve to cover mid-year position reclasses, appropriated Public Safety Reserve for potential personnel costs associated with early hires due to projected retirements or loss of grant funding for certain programs, an Ambulance Reserve for acquisition of capital equipment related to ambulance or rescue services, and an appropriated Mayor and Council contingency reserve which can be used for unplanned opportunities (FY 2014-15 one-time reserve is $325,000 and ongoing reserve is $75,000), Council budget amendments, or other uses. • A Lump sum Contingency reserve may be created when needed to provide mid-year appropriation for capital projects utilizing funds the developer has previously deposited with the City in lieu of making required offsite improvements. • Reserves for water system funds will have a goal of 20%, wastewater system funds will have a goal of 15%, and solid waste funds 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 will be determined annually and placed in the Non-Departmental cost center 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. Contingency funds should only be utilized after all other 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). An electronic copy of the CAFR will be posted online for the most recent five historical years. • 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 understandable by the citizens of our community. State Auditor General Budget forms will be posted online for both the proposed and adopted budget for the upcoming budget year. The 33 City of Chandler 2014-15 Adopted Budget Budget Policies, Process and Decisions adopted version of the State Auditor General Budget forms will be integrated into the annual budget document and posted on the web for five historical years. • Financial systems will be maintained to monitor revenues, expenditures, and program performance on an ongoing basis. • Annual audits will be performed by an independent public accounting firm for the Medical Self-Insurance Trust and the Workers Compensation Trust. D. 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). • 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 per 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 August 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). 34 City of Chandler 2014-15 Adopted Budget Budget Policies, Process and Decisions • To transfer appropriation in the Non-Departmental capital project fund contingency and reserve accounts to various capital programs to make use of payments made by developers as a result of Lump Sum Agreements between the City and developers (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: • 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 (on a cash basis for any fund) as opposed to depreciation expense recorded in financial statements (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 35 City of Chandler 2014-15 Adopted Budget Budget Policies, Process and Decisions 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, but only five years is shown in the budget book. 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 • 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 2014-15 Adopted Budget Budget Policies, Process and Decisions Highlights of the Fiscal Year (FY) 2014-15 Budget 2015-2024 Capital Improvement Program (CIP) Calendar Citizen Budget Survey December 9, 2013 – January 24, 2014 CIP Coordination Team Meetings December 16, 2013 – January 15, 2014 CIP Coordination Team Recommendations to City Manager January 28, 2014 Council Workshop #1 – Preliminary 5-Year General Fund Forecast and CIP February 10, 2014 Community Budget Meeting – “Budget Connect” – Web Meeting February 27, 2014 Council Workshop #2 – Updated 5-Year General Fund Forecast and CIP March 13, 2014 Departments submit Budgets March 24, 2014 Distribute Proposed Budget and CIP Booklets to Council, City Manager’s Office and Departments All Day Budget and CIP Briefing with Council April 16, 2014 May 2, 2014 Council Amendments due to Budget Office May 12, 2014 Budget Amendments Introduced at City Council (Study Session) May 19, 2014 Tentative Budget Adoption May 22, 2014 Public Hearings: 2014-15 Budget and Property Tax Levy; 2015-2024 Capital Improvement Program (CIP) June 12, 2014 Final Budget and CIP Adoption June 12, 2014 Property Tax Levy Adoption (must be a period of at least 14 days between Final Adoption & Tax Levy Adoption) June 26, 2014 37 City of Chandler 2014-15 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2014-15 Budget Process Flowchart Budget September 2013 CIP Establish Preliminary Budget Assumptions for Short and Long Term Revenues, Base Budgets, and Capital Funding October Prepare/Evaluate Decision Packages Capital Improvement Program (CIP) Projects Prepared by Departments Decision Package Submitted CIP Projects Submitted November December Citizen Budget Survey (mid-December through mid-January) January 2014 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 Updated 5-Year General Fund Ongoing Forecast Update CIP O&M Estimates for General Fund Ongoing Forecast March Council Budget Workshop #2 Base Budget Allocation Distributed/Proposed Budget Entered April 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 2014-15 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2014-15 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) 2014-15 Annual Budget and 2015-2024 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 2014-15 budget process began in September 2013 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 2013-14 over FY 2014-15 revenues. Preliminary assumptions for major expenditure impacts (retirement costs, health care costs, operating funds for new capital improvements, etc.) were also developed. 2. 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. 3. 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. 4. 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. 5. 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 39 City of Chandler 2014-15 Adopted Budget Budget Policies, Process and Decisions the City Council and were posted to the City’s website; moreover, this public input helped form the FY 2014-15 Proposed Budget and the 2015-2024 Proposed CIP. 6. Council Budget Workshops – In preparation of the FY 2014-15 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. 7. “Budget Connect” Interactive Public Budget Meeting – In February, 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. 8. 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. 9. 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. 10. 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. 11. 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. 12. 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. 13. 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. 14. 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. 15. Final Budget and CIP Adoption – Following the public hearing, the FY 2014-15 Budget and 2015-2024 CIP were adopted by Council. 16. 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. 40 City of Chandler 2014-15 Adopted Budget Budget Policies, Process and Decisions Major Budget/Financial Issues Despite some signs of an economic recovery, City staff continue to look for ways to maintain service level demands of our citizens with existing resources. This process is becoming a more difficult task each year with increased cost of services, 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 as general economic conditions improve we will undoubtedly be operating in a more constrained financial environment than we were pre-recession. As a result the budget process will 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 were implemented in October 2013 for Wastewater and Reclaimed Water. Increases are anticipated every-other-year for 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. At this time no water rate increases are anticipated until FY 2017-18. Solid Waste: Despite increases in the waste collection contracts, no rate increases are planned. Capital projects for Solid Waste are minimal so the emphasis is on monitoring contracts for probable future Consumer Price Index (CPI) and Fuel Index increases. Airport: The Airport enterprise fund supports the day-to-day operations of the Airport, debt service and grantmatch funding for capital projects. No rate increases are incorporated into the FY 2014-15 budget. 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. 41 City of Chandler 2014-15 Adopted Budget Budget Policies, Process and Decisions Employee Compensation In June 2014, the City of Chandler reached agreements with its five union groups for Fiscal Year (FY) 2014-15 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). The City and IAFF agreed to a two-year contract that provides for a 5.0% merit increase for eligible employees in FY 2014-15 and FY 2015-16. A 1.5% salary increase will be applied in July, in lieu of a market adjustment in August. For FY 2015-16, a minimum market adjustment of 1.5% will be applied following the August salary survey, which requires the maintenance of a minimum fourth place ranking as compared with other valley cities. All employees in the SEIU group will receive a 1.33% salary adjustment beginning July 1, 2014 and a maximum 3.75% merit increase during the year. All employees in the ACE group will receive a 2.25% salary adjustment beginning July 1, 2014 and a maximum 1.15% merit increase during the year. CLEA extended their contact by one year. The contract includes merit pay of up to 5% for eligible members and an increase in swing shift and nightshift differentials. Effective August 10, 2014, Police Officers will receive a market increase of 2.5% (Note: the market increase was subsequently revised to 2.8%). CLASA extended their contact by one year. The contract includes merit pay of up to 5% for eligible members and an increase in swing shift and nightshift differentials. Effective August 10, 2014, Police Sergeants will receive a market increase of 4.3% (Note: the market increase was subsequently revised to 4.5%). 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 1.3% salary adjustment beginning July 1, 2014 and a maximum merit increase of 3.7% for eligible employees. 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%, and the Assistant Police Chiefs will receive a 1.3% salary adjustment. Fire Battalion Chiefs and Assistant Chiefs will receive up to a 5% merit increase for eligible employees, as well as a 1.5% salary adjustment. City Council members pay will increase from $21,223 per year to $29,000 per year starting in January 2015. The salary for the Mayor will increase from $38,210 per year to $49,500 per year also starting in January 2015. The Presiding City Magistrate and City Magistrates will receive a 1.3% salary adjustment effective July 1, 2014. The City Clerk, City Manager, and City Attorney will not receive any automatic salary adjustments for FY 201415, but may receive adjustments through their annual contact negotiations. Temporary Employees will receive a 1.3% salary adjustment for FY 2014-15. In addition to the aforementioned adjustments, the following changes will apply to all employee groups: • During the 2015 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 2014 plan). 42 City of Chandler 2014-15 Adopted Budget Budget Policies, Process and Decisions • Retirement plan rates for FY 2014-15 are shown below: o o o o Arizona State Retirement System (ASRS) –  Employer – 11.48% + 0.12% Long Term Disability = 11.60% total (0.06% increase from prior year)  Employee – 11.48% + 0.12% Long Term Disability = 11.60% total (0.06% increase from prior year) Public Safety Personnel Retirement System (PSPRS) – Fire –  Employer – 21.45% (1.00% increase from prior year)  Employee – 11.05% (0.70% increase from prior year) Public Safety Personnel Retirement System (PSPRS) – Police –  Employer – 24.73% (1.18% increase from prior year)  Employee – 11.05% (0.70% increase from prior year) Elected Officials Defined Contribution Retirement System (EODCRS) –  Employer – 23.50% (16.12% decrease from prior year)  Employee – 13.00% (no change from prior year)  (Note: There have been significant changes to the retirement plan available to elected officials resulting in different contribution distributions depending on eligibility. The above rates reflect the combined total rates regardless of plan.) 43 City of Chandler 2014-15 Adopted Budget Budget Policies, Process and Decisions Property Tax The City's combined property tax rate for Fiscal Year (FY) 2014-15 is $1.1722 per $100 assessed valuation, a 9.22 cent reduction from the previous year. The combined property tax rate includes a primary tax rate of $0.2992 used for general operations and a secondary tax rate of $0.88 used for payment of general obligation bonded debt. The FY 2014-15 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. 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 2014-15 is $2,277,718,171 which reflects a 5.6% increase compared to FY 2013-14. The City’s FY 2014-15 primary tax rate is reduced to $0.2992. 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 2014-15 secondary property tax rate is reduced to $0.88 per $100 of assessed valuation. Chandler's secondary assessed valuation for FY 2014-15 is $2,381,590,083 or a 9.5% increase compared to FY 2013-14. 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 2014-15 Adopted Budget is the first year the budget is positively impacted following the economic recession as the housing market is showing small growth. A two-year lag exists between Assessor valuations incorporating sales data and property tax collection. 44 City of Chandler 2014-15 Adopted Budget Budget Policies, Process and Decisions General Fund Contingency The FY 2014-15 Adopted Budget incorporates a return to a 15% General Fund Reserve. In accordance with the General Fund Contingency Reserve Policy, an appropriated, budgetary amount is set-aside for emergencies or unforeseen expenditures not otherwise budgeted. Having a contingency reserve protects our fiscal health by assuring sufficient funds are available to meet financial challenges in the future. This contingency reserve policy contributes positively to all three principle rating agencies (Moody’s, Standard and Poor’s and Fitch) rating 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 15% contingency reserve amount based on operating revenues is $29.31 million in Fiscal Year (FY) 201415. Additionally, the reserve policy stipulates, “any amount over the 15% 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 was re-established at $5 million in the FY 2013-14 budget and increased to $15 million in the FY 2014-15 budget as a precaution against unforeseen legislative changes, economic changes, or other impacts on the budget. Amendments to Proposed Budget In addition to the 15% contingency, as in prior years, one-time and ongoing reserves have been set-aside to provide Council with the ability to fund additional programs or projects during the budget process. For Fiscal Year (FY) 2014-15, the one-time funds set aside totaled $325,000 and available ongoing funds of $75,000. Council allocated $355,000 of the $400,000 total available. The application of those funds for FY 2014-15 are detailed in the table below. The $45,000 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 Council Reserve Amendments Ongoing Community Services Community Services CIP Community Services CIP Community Services CIP Non-Departmental Swim Scholarships $0 $5,000 $5,000 Construct two multi-use fields at Chuparosa Park Shade Structures at Snedigar Sportsplex $0 $150,000 $150,000 $0 $75,000 $75,000 Renovations/Repairs to Snedigar Sportsplex Restrooms Education Coalition Seed Money $0 $30,000 $30,000 $0 $10,000 $10,000 Transportation & Development TOTAL Council Contingency Used Remaining Balance Purchase bus (City Share) for Price Road transit service* $30,000 $55,000 $85,000 $30,000 $325,000 $355,000 $45,000 $0 $45,000 *Council opted to use $30,000 of ongoing Contingency funds for this one-time expense. 45 One-Time Total City of Chandler 2014-15 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2014-15 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 FY 2014-15 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 2014-15). The following pages contain the FY 2014-15 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 2014-15, 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 amounts along with the amounts that were actually approved. The difference shows the change in the approved amount versus the amount requested. Decision Package Comparative Summary Requested* Approved* Difference* General Fund Ongoing One-Time Total $ Ongoing One-Time Total $ $ 4,664,843 4,563,360 9,228,203 $ 318,652 243,300 561,952 $ $ 1,686,675 3,422,892 5,109,567 $ 336,139 243,300 579,439 $ $ (2,978,168) (1,140,468) (4,118,636) Enterprise Funds Highway User Revenue Funds Ongoing One-Time Total $ $ Self Insurance Funds Ongoing One-Time Total - $ 15,420 15,420 $ $ Local Transportation Assistance Funds Ongoing $ One-Time Total $ $ $ $ 375,265 164,900 540,165 $ $ $ $ $ 174 174 $ 17 15,420 15,437 $ 272,103 173,000 445,103 $ $ $ $ 17,487 17,487 174 174 17 17 (103,162) 8,100 (95,062) Overall Total Ongoing $ One-Time Total $ *Does not include revenue offsets. 5,358,760 4,986,980 10,345,740 46 $ $ 2,295,108 3,854,612 6,149,720 $ $ (3,063,843) (1,132,368) (4,196,211) City of Chandler 2014-15 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2014-15 Summary of Adds – General Fund Dept / ADDS Division Addition Buildings and Facilities * Telephone System Maintenance Building & Facility Maint Equip - Trackhoe Buildings and Facilities Total CAPA * Telephone System Maintenance Channel 11 Quest/Century Link Revenues (100% Offset) FTE Ongoing Total 178 $ 178 $ 35,000 35,000 $ 78 $ - 50,000 0.00 $ 78 $ 50,000 $ 50,078 $ 33 $ - 175,000 $ 33 175,000 City Clerk Total 0.00 $ 33 $ 175,000 $ 175,033 $ 322 $ - $ 322 City Magistrate Total 0.00 $ 322 $ - $ 322 $ 69 $ - $ 69 City Manager Total 0.00 $ 69 $ - $ 69 $ 44,517 $ 38,250 974 41,100 7,774 157,470 4,976 45,000 - 120,000 50,000 15,000 22,000 30,000 40,000 4,050 40,000 $ 44,517 38,250 974 41,100 127,774 157,470 4,976 45,000 50,000 15,000 22,000 30,000 40,000 4,050 40,000 Community Services Total Economic Development Chandler Incubator Project - Innovations ($41,045 revenue offset) * Telephone System Maintenance Greater Phoenix Economic Council Tourism Funding Science Saturday Event - Sponsorship (100% offset) 0.00 $ 340,061 $ 321,050 $ 661,111 $ 67,467 $ 46 13,281 - 63,500 5,000 $ 67,467 46 13,281 63,500 5,000 Economic Development Total Fire Department * Fire Station #1 Relocation - FY13/14 * Rescue Vehicles * Telephone System Maintenance CR288 Crisis Response Temporary Staffing Overtime for Public Education Programs Sr. Fleet Service Technician Professional Development Furniture, Fixtures & Equipment Extrication Equipment Fleet Vehicle Upgrades - Appearance Grant Matching Funds 0.00 $ 80,794 $ 68,500 $ 149,294 $ 38,753 71,754 755 57,462 11,072 88,576 8,000 20,000 24,500 52,150 120,000 $ 493,022 CAPA Total $ One-Time 0.00 $ City Clerk * Telephone System Maintenance Elections City Magistrate * Telephone System Maintenance City Manager * Telephone System Maintenance Community Services * Centennial Park Site * Valencia Park Site * Telephone System Maintenance Active Network Registration Hosted Service Park Maintenance Equipment Turfgrass Enhancement Additional Swim Lesson Funding (100% revenue offset) Tumbleweed Rec. Center - Personal Training (100% revenue offset) Athletic Field Top Dressing/Aeration 4th of July Celebration Aquatic Equipment Replacement Special Event Sponsorship Jazz Festival & Fall Rhythm Fest American Red Cross Fees - Recreation Staff (100% revenue offset) Chandler Symphony Orchestra Fire Department Total 47 $ 1.00 1.00 $ 38,753 27,754 755 57,462 11,072 86,790 8,000 230,586 $ 44,000 1,786 20,000 24,500 52,150 120,000 262,436 $ $ 178 35,000 35,178 78 50,000 City of Chandler 2014-15 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2014-15 Summary of Adds – General Fund (continued) Dept / Division Addition Human Resources * Telephone System Maintenance ADDS FTE Ongoing One-Time Total $ 90 $ - $ 90 Human Resources Total Information Technology * Telephone System Maintenance Support and Maintenance Increases Mobile Device Support IT Help Desk Phone Support Enterprise Interface Support Emergency Staffing Resources Network Security Audit Results and Remediation 0.00 $ 90 $ - $ 90 $ 375 $ 31,535 19,800 - 83,200 41,600 99,600 20,000 45,000 $ 375 31,535 103,000 41,600 99,600 20,000 45,000 Information Technology Total Information Technology Oversight Committee (ITOC) * ITOC Program 0.00 $ 51,710 $ 289,400 $ 341,110 $ 24,000 $ - $ 24,000 ITOC Total 0.00 $ 24,000 $ - $ 24,000 $ 134 $ - $ 134 0.00 $ 134 $ - $ 134 $ 397 $ 2,000 2,000 - 6,000 13,880 5,110 6,000 $ 397 8,000 2,000 13,880 5,110 6,000 Management Services Total 0.00 $ 4,397 $ 30,990 $ 35,387 $ 67 $ - $ 67 Mayor & Council Total 0.00 $ 67 $ - $ 67 $ 72 $ 86,820 25,380 $ 72 112,200 Neighborhood Resources Total Non-Departmental Maricopa Association of Governments Dues Increase Citywide Banking Services ADA Transition Plan Intellitime Development Cost 1.00 $ 86,892 $ 25,380 $ 112,272 $ 12,000 $ - 85,500 275,000 5,000 $ 12,000 85,500 275,000 5,000 Non-Departmental Total Police Department * Regional Wireless Cooperative (RWC) Expenses * Telephone System Maintenance School Resource Officers ($173,789 revenue offset) Gilbert/Chandler Holding Facility Cooperative ($251,162 O&M offset) Police Training and Related Travel Forensic Services Section Criminalist Special Assignment Unit Line Item Budget Increase Latent Print Contract Services Increase HB2455 Weapons Proceeds 0.00 $ 12,000 $ 365,500 $ 377,500 $ 29,664 $ 1,779 347,573 105,567 34,000 118,033 13,665 - 230,956 8,986 50,000 45,000 $ 29,664 1,779 347,573 336,523 34,000 127,019 13,665 50,000 45,000 Police Department Total 2.00 $ 650,281 $ 334,942 $ 985,223 Law * Telephone System Maintenance Law Total Management Services * Telephone System Maintenance Data Analysis Software License and Training Budget Staff Professional Education Tax Mantra Software Maintenance Contract Forklift Battery Multi-Function Copier Mayor & Council * Telephone System Maintenance Neighborhood Resources * Telephone System Maintenance Code Inspector 1.00 48 1.00 1.00 City of Chandler 2014-15 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2014-15 Summary of Adds – General Fund (continued) Dept / Division Addition Transportation and Development Utility Cost Increase Landscape Maintenance and Utilities * Telephone System Maintenance * O&M for Completed City Projects * O&M for Vactor Truck #06434 3/4T Utility Bed Landscape Truck (replace #20156) 1/2T Regular Cab Truck (replace #02526) F550 1.5T Truck with Service Body (replace #98452) F550 1.5T Truck with Flatbed (replace #98453) Capital Projects Support Specialist - Temporary On Call Temporary Inspection Street Maintenance Architectural Excellence Project Management Tool - Post Implementation GPS Utility Mapping Technology Replacement ADDS FTE Ongoing One-Time Total $ 47,556 $ 42,582 700 91,777 10,000 2,625 2,406 5,150 2,187 - 24,000 22,000 43,000 20,000 65,194 250,000 1,000,000 5,500 9,000 26,000 $ 47,556 42,582 700 91,777 10,000 26,625 24,406 48,150 22,187 65,194 250,000 1,000,000 5,500 9,000 26,000 Transportation and Development Total 0.00 $ 204,983 $ 1,464,694 $ 1,669,677 GRAND TOTAL GENERAL FUNDS Revenue Offsets TOTAL GENERAL FUND REFLECTING OFFSETS 4.00 $ 0.00 $ 4.00 $ 1,686,675 $ (342,183) $ 1,344,492 $ 3,422,892 (232,836) 3,190,056 $ $ $ 5,109,567 (575,019) 4,534,548 * CIP related The following requests require a shift of appropriation from Personnel to Base Budget, but do not result in a change to the total appropriation. Dept / Division Addition Community Services Aquatic Certifications and Training (100% offset from temp) Armored Car Service - Aquatic Peak Season (100% offset from temp) Chandler Chuckwagon Cook Off (100% offset from temp) Community Services Total 49 ADDS FTE Ongoing One-Time Total $ 4,000 $ 2,500 15,000 - $ 4,000 2,500 15,000 0.00 $ 21,500 $ - $ 21,500 City of Chandler 2014-15 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2014-15 Summary of Adds – Other Funds Dept / ADDS Division Addition Economic Development (Airport) North Terminal Area Parking * Telephone System Maintenance Aviation Fuel (100% Revenue offset) FTE One-Time Total $ 2,300 $ 68 - 60,000 $ 2,300 68 60,000 2,368 60,000 $ 62,368 Airport Operating Fund Total 0.00 $ $ 3,750 $ - $ 3,750 Workers Compensation Trust Total 0.00 $ 3,750 $ - $ 3,750 $ 3,000 $ - 125,000 20,000 28,000 $ 3,000 125,000 20,000 28,000 $ 3,000 $ 173,000 $ 176,000 $ 28 $ - $ 28 $ 28 $ - $ 28 $ 21 $ - $ 21 21 $ - $ 21 Human Resources Respirator Fit Test Chandler Health CareTrust Operation Expenses Wellness Strategy & Compliance ChandlerHealth Care Trust - Introduction/Marketing Chandler Health Care Trust - RFP for Medical Plan Medical Self Insurance Trust Total Law Ongoing 0.00 * Telephone System Maintenance $ Insured Liability Self Insurance Fund Total Management Services * Telephone System Maintenance 0.00 Uninsured Liability Self Insurance Fund Total Municipal Utilities * Telephone System Maintenance 0.00 $ $ 419 $ - $ 419 Water Operating Fund Total 0.00 $ 419 $ - $ 419 $ 213 60,825 269,591 $ - $ 213 60,825 269,591 $ 330,629 $ - $ 330,629 $ 107 2,548 $ 23,300 $ 107 25,848 $ 2,655 $ 23,300 $ 25,955 * Telephone System Maintenance Wastewater Collections O&M * Water Reclamation Facility Expansion 3.00 Wastewater Operating Fund Total 3.00 * Telephone System Maintenance New Vehicles for Solid Waste Services Solid Waste Fund Total 0.00 $ 68 $ - $ 68 Reverse Osmosis (RO) Plant Fund Total 0.00 $ 68 $ - $ 68 $ 265,304 $ - $ 265,304 0.00 $ 265,304 $ - $ 265,304 $ - $ 60,000 $ 60,000 $ - $ 60,000 $ 60,000 $ - $ 100,000 $ 100,000 $ - $ 100,000 $ 100,000 * Telephone System Maintenance Non-Departmental Chandler Health CareTrust Operation Expenses Medical Self Insurance Trust Total Water/WW/Reclaimed Cost of Service Rate Study Water Operating Fund Total 0.00 Water/WW/Reclaimed Cost of Service Rate Study Wastewater Operating Fund Total Transportation and Development * Telephone System Maintenance 0.00 Highway User Revenue Fund (HURF) Total 0.00 * Telephone System Maintenance Utility Increase for Bus Rapid Transit Shelters $ 174 $ - $ 174 $ 174 $ - $ 174 $ 17 $ - 15,420 $ 17 15,420 Local Transportation Assistance Fund (LTAF) Total 0.00 $ 17 $ 15,420 $ 15,437 GRAND TOTAL OTHER FUNDS GRAND TOTAL ALL FUNDS 3.00 7.00 $ $ 608,433 2,295,108 $ $ 431,720 3,854,612 $ $ 1,040,153 6,149,720 Revenue Offsets TOTAL ALL FUNDS REFLECTING OFFSETS 0.00 7.00 $ $ (342,183) $ 1,952,925 $ (292,836) 3,561,776 $ $ (635,019) 5,514,701 * CIP related 50 City of Chandler 2014-15 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2014-15 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 budget appropriations added to Departments for FY 2014-15. Ongoing Cost One-time Cost Buildings and Facilities Ongoing funding for support and maintenance costs for telephone service upgrades. $ 178 One-time funding for the purchase of small Trackhoe for maintenance use. $ 35,000 CAPA Ongoing funding for support and maintenance costs for telephone service upgrades. 78 One-time funding for the contributions from Qwest for governmental programming on Channel 11. 50,000 City Clerk Ongoing funding for support and maintenance costs for telephone service upgrades. 33 One-time funding to oversee the primary election in August 2014 and the general election in November 2014. 175,000 City Magistrate Ongoing funding for support and maintenance costs for telephone service upgrades. 322 City Manager Ongoing funding for support and maintenance costs for telephone service upgrades. 69 Community Services Ongoing funding for park maintenance and utility costs for Centennial Park which is anticipated to be completed in August/September 2014. 44,517 Ongoing funding for park maintenance and utility costs for Valencia Park which is anticipated to be completed in August/September 2014. 38,250 Ongoing funding for support and maintenance costs for telephone service upgrades. 974 Ongoing funding for the operating costs related to a new hosted Registration and Reservation Software system. 41,100 Ongoing and one-time funding for park maintenance equipment. 51 7,774 120,000 City of Chandler 2014-15 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2014-15 Budgetary Additions to General Fund (continued) Ongoing Cost One-time Cost Community Services (continued) Ongoing funding to enhance 480 acres of turf located at 61 parks with the application of fertilizer, soil amendments, and herbicides needed throughout the year. $ 157,470 One-time funding to improve native soil and field turf quality by implementing a top dressing to enhance playing surfaces on athletic fields at Chandler’s parks. $ 50,000 Ongoing funding to provide additional swimming lessons throughout the year. Costs will be 100% offset by revenues. 4,976 Ongoing funding to provide personal training services at Tumbleweed Recreation Center. Costs will be 100% offset by revenues. 45,000 One-time funding for the 2014 4th of July Celebration to either assist the Chandler Lions Club in offsetting increased costs and the loss of sponsorship funds or for the City to conduct the event. 15,000 One-time funding to replace aquatic equipment that has deteriorated due to daily use. 22,000 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 2014 Fall Rhythm Fest and 2015 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 cover fees charged by the American Red Cross for classes for staff pursuant to the Authorized Provider Agreement. Costs will be 100% offset by revenues. 4,050 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. 67,467 Ongoing funding for support and maintenance costs for telephone service upgrades. 46 Ongoing funding for an anticipated cost increase to the Greater Phoenix Economic Council’s contact amounts. 13,281 One-time funding to maintain tourism grant qualification. 63,500 One-time funding for the Chandler Tech Crawl and Science Saturday event. Costs are 100% reimbursable by donations. 5,000 Fire Ongoing funding for building maintenance for the Fire Station #1 which is expected to be fully operation in January 2015. 52 38,753 City of Chandler 2014-15 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2014-15 Budgetary Additions to General Fund (continued) Ongoing Cost One-time Cost Fire (continued) Ongoing and one-time funding for a rescue vehicle, fixed equipment, repair and maintenance costs, and contributions to the Vehicle Replacement Fund. $ 27,754 Ongoing funding for support and maintenance costs for telephone service upgrades. 755 Ongoing funding to increase temporary staff budget for the Crisis Response Unit. 57,462 Ongoing funding for overtime for an instructor and class materials to provide the public fire and life safety education classes. 11,072 Ongoing and one-time funding for a full-time Sr. Fleet Service Technician and associated costs. 86,790 One-time funding to replace aging chairs, mattresses, and fitness machines in the fire stations. Ongoing funding for professional development training, including succession planning and mentoring. $ 44,000 1,786 20,000 8,000 One-time funding for auto extrication and rescue equipment. 24,500 One-time funding to repair and improve the appearance of the City’s fleet. 52,150 One-time funding to provide the required matching funds for the Fire Department’s 2014-15 Assistance to Firefighters Grant and the Fire Prevention & Safety Grant if the grants are awarded. 120,000 Human Resources Ongoing funding for support and maintenance costs for telephone service upgrades. 90 Information Technology Ongoing funding for support and maintenance costs for telephone service upgrades. 375 Ongoing funding to fund increasing support and maintenance costs associated with various citywide application programs, including Accela and Public Stuff.com. 31,535 Ongoing funding for mobile device support. One-time funding is requested for one contract full-time technician for first year. 19,800 One-time funding for a three 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. 53 83,200 41,600 City of Chandler 2014-15 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2014-15 Budgetary Additions to General Fund (continued) Ongoing Cost One-time Cost Information Technology (continued) One-time funding for a standardize solution to share data between citywide core applications including Resource & Work Order Management, Permitting & Inspections, Financials & Human Resources, and Utility Billing. A part-time temporary position is required to assist with the support tasks to insure a smooth transition to the new interface solution. $ $ 99,600 One-time funding to bring in professional services for backup support for several key applications when resources are unavailable for extended periods of time. 20,000 One-time funding to continue the citywide network security remediation efforts to keep the City’s systems and citizen information safe and secure to required standards. 45,000 Information Technology Oversight Committee (ITOC) Ongoing funding for support of prioritized projects by ITOC. Law Ongoing funding for support and maintenance costs for telephone service upgrades. 24,000 134 Management Services Ongoing funding for support and maintenance costs for telephone service upgrades. 397 Ongoing funding for annual software license fees. This software will be capable of uploading, comparing, analyzing, and reporting on sales tax data received from the State. One-time funding is requested to provide training to a staff member who will then provide in-house training to the Tax and License Division. 2,000 Ongoing funding for professional education and training for the Budget Division to maintain professional certifications. 2,000 One-time funding to pay the anticipated FY 2014-15 10% increase for maintenance and license costs for Tax Mantra, the City’s licensing and tax collection software system, until such time the city can phase out the software after the state begins collecting sales tax. 6,000 13,880 One-time funding to purchase a forklift battery for Central Supply. 5,110 One-time funding to purchase a multi-functional copier that is compatible with the City’s new server for Central Supply. 6,000 Mayor & Council Ongoing funding for support and maintenance costs for telephone service upgrades. 67 Neighborhood Resources Ongoing funding for support and maintenance costs for telephone service upgrades. 54 72 City of Chandler 2014-15 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2014-15 Budgetary Additions to General Fund (continued) Ongoing Cost One-time Cost Neighborhood Resources (continued) Ongoing and one-time funding for a full-time Code Inspector and associated costs. $ 86,820 $ 25,380 Non-Departmental Ongoing funding for increasing annual membership dues to the Maricopa Association of Governments. 12,000 One-time funding to cover citywide banking service fees, which include standard banking fees, armored car pickups, and utility receiver services, until Interest rates rise to offset banking fees. 85,500 One-time funding for a consultant to provide a Transition Plan in accordance with the 2010 Guidelines of the Americans with Disabilities Act (ADA). 275,000 One-time funding for configuration changes and additional development costs to the Intellitime System not already covered by the ongoing maintenance agreement. 5,000 Police Ongoing funding for the increased cost to the annual operating and maintenance fee and annual software upgrade agreement for the Regional Wireless Cooperative (RWC). 29,664 Ongoing funding for support and maintenance costs for telephone service upgrades. 1,779 Ongoing 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. 347,573 Ongoing funding for one additional detention officer position as part of the Gilbert/Chandler Holding Facility Cooperative. One-time funding is requested for construction and equipment. Reductions to the fuel and prisoner care budgets will partially offset these costs. 105,567 50,000 One-time funding to increase Latent Print Contract Service. Ongoing funding to increase police training in various specialties and related travel. 34,000 Ongoing and one-time funding for an additional Criminalist III position and associated costs. 118,033 Ongoing funding to increase budget to maintain specialty equipment and training for the Special Assignment Unit (SAU). 13,665 One-time funding to allow spending proceeds received from the sale of unclaimed weapons for community outreach programs. 55 8,986 45,000 Transportation & Development Ongoing funding for utility rate increases and utility costs for new inventory of traffic signals and streetlights. 230,956 47,556 City of Chandler 2014-15 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2014-15 Budgetary Additions to General Fund (continued) Ongoing Cost One-time Cost Transportation & Development (continued) Ongoing funding for new areas of responsibility for landscape maintenance, utilities, and deteriorating irrigation parts. $ 42,582 $ Ongoing funding for support and maintenance costs for telephone service upgrades. 700 Ongoing Operations & Maintenance (O&M) funding for various CIP projects completed in FY 2013-14 and various CIP projects scheduled for completion in FY 2014-15. 91,777 Ongoing funding for the annual maintenance of a refurbished Vactor Truck. 10,000 Ongoing and one-time funding for ongoing contributions to the Vehicle Replacement Fund and to purchase a three quarter-ton utility bed landscape truck. 2,625 24,000 Ongoing and one-time funding for ongoing contributions to the Vehicle Replacement Fund and to purchase a half-ton regular cab truck. 2,406 22,000 Ongoing and one-time funding for ongoing contributions to the Vehicle Replacement Fund and to purchase a one and a half-ton F550 truck with service body. 5,150 43,000 Ongoing and one-time funding for ongoing contributions to the Vehicle Replacement Fund and to purchase a one and a half-ton F550 truck with flatbed. 2,187 20,000 One-time funding for temporary Capital Projects Support Specialist. 65,194 One-time funding for on-call building and civil plan reviews as well as inspection services to accommodate demand peaks in addition to maintaining current service levels. 250,000 One-time additional funding to accelerate and complete street maintenance at current contract pricing which includes about 128 lane miles of local and arterial streets. 1,000,000 One-time funding to support the Architectural Excellence Award Committee and complete an initial allocation for the physical awards. 5,500 One-time funding to purchase Brightworks, a project and portfolio management solution. The cost is for the software, system design and architecture to meet Capital Projects division requirement, implementation, end-user training, and licensing costs. 9,000 One-time funding to replace aging reference hardware and software with current technology solutions to meet City GIS accuracy standards. 26,000 56 City of Chandler 2014-15 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2014-15 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 Ongoing funding to maintain the additional paved areas installed as phase two of the northwest aircraft parking apron. Ongoing funding for support and maintenance costs for telephone service upgrades. $ 2,300 $ 68 One-time funding to purchase aviation fuel for resale. This request will be fully offset from the sales of the aviation fuel. 60,000 Human Resources Workers Compensation Trust Fund Ongoing funding for Respirator Fit Testing and Certification for employees in the Police, Aquatics, and Municipal Utilities departments based on their position. 3,750 Medical Self Insurance Trust Fund One-time funding for a Wellness Consultant to identify short-term and long-term goals and objectives for the City’s Wellness Program and create a strategic road to accomplish key indicators. Ongoing funding to pay for expenses related to the administration of the Medical Self Insurance Trust Fund. 125,000 3,000 One-time funding to develop communication material for the City’s Medical Plan for 2015. 20,000 One-time funding to facilitate the costs to the City’s Medical request for Bid Proposal. The terms of the City’s medical plan agreement with the current provider will terminate on January 1, 2016. 28,000 Law Insured Liability Self Insurance Fund Ongoing funding for support and maintenance costs for telephone service upgrades. 28 Management Services Uninsured Liability Self Insurance Fund Ongoing funding for support and maintenance costs for telephone service upgrades. 57 21 City of Chandler 2014-15 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2014-15 Budgetary Additions to Other Funds (continued) Ongoing Cost One-time Cost Municipal Utilities Water Operating Fund Ongoing funding for support and maintenance costs for telephone service upgrades. $ 419 $ Wastewater Operating Fund Ongoing funding for support and maintenance costs for telephone service upgrades. 213 Ongoing funding for Operations & Maintenance (O&M) costs related to the modified Kyrene Lift Station. 60,825 Ongoing funding for a Senior Utilities Mechanic, an Instrumentation Technician, and a Utilities Electrician position, as well as O&M related to the Airport Water Reclamation Facility expansion. 269,591 Solid Waste Operating Fund Ongoing funding for support and maintenance costs for telephone service upgrades. 107 Ongoing and one-time funding for ongoing contributions to the Vehicle Replacement Fund and to purchase a half-ton regular cab truck with upfitting. 2,548 23,300 Reverse Osmosis Plant Fund Ongoing funding for support and maintenance costs for telephone service upgrades. 68 Non-Departmental Medical Self Insurance Trust Fund Ongoing funding to pay the Patient-Centered Outcomes Research Institute Trust Fund Fee (PCORI) and the Temporary Reinsurance Fee as required by the Affordable Care Act of 2010. 265,304 Water Operating Fund One-time funding for full water and wastewater cost of service rate study. The City’s financial policies state that rate studies will be performed at a minimum of every four years. 60,000 Wastewater Operating Fund One-time funding for full water and wastewater cost of service rate study. The City’s financial policies state that rate studies will be performed at a minimum of every four years. 58 100,000 City of Chandler 2014-15 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2014-15 Budgetary Additions to Other Funds (continued) Ongoing Cost One-time Cost Transportation and Development Highway User Revenue Fund (HURF) Ongoing funding for support and maintenance costs for telephone service upgrades. $ 174 $ Local Transportation Assistance Fund (LTAF) Ongoing funding for support and maintenance costs for telephone service upgrades. 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 requested until the ongoing cost can be determined. 59 17 15,420 City of Chandler 2014-15 Adopted Budget Budget Policies, Process and Decisions Decision Packages Not Funded in Fiscal Year (FY) 2014-15 – General Fund The table below shows all of the General Fund decision packages that were not funded for FY 2014-15. This is combined with the net amount of the General Fund decision packages that were approved for FY 2014-15 but were approved for an amount different from the original request to provide a combined total of unfunded requests. Department Request FTE Ongoing One-Time Total FTE Pool Manager Position - Hamiliton ($16,000 offset from temp) Total: 1.00 1.00 $ $ 58,796 $ 58,796 $ - $ - $ 58,796 58,796 Fire Marshal Fire and Life Safety Education On-Site Training - Station WiFi Fuel Dispensing System Dispatch Timers for Station Total: 1.00 0.00 0.00 0.00 0.00 1.00 $ 139,449 $ 11,400 10,900 13,200 174,949 $ 39,028 $ 2,250 16,200 57,478 $ 178,477 11,400 13,150 13,200 16,200 232,427 Human Resources Assistant (MSI/GF - Split 20% / 80%) Wellness Strategy & Compliance (MSI/GF - Split 90% / 10%) Total: 0.80 0.10 0.90 60,218 $ 9,795 70,013 $ 3,200 $ 12,900 16,100 $ 63,418 22,695 86,113 Emergency Fiber Optic Repair Fund Phone System Audit and Remediation Technology Testing Program Citywide Computer Inventory Improvements Total: 0.00 0.00 0.00 0.00 0.00 $ - $ - $ 75,000 $ 100,000 100,000 50,000 325,000 $ 75,000 100,000 100,000 50,000 325,000 Management Services Systems Analysts Training Total: 0.00 0.00 $ $ - $ - $ 3,350 $ 3,350 $ 3,350 3,350 Part-Time Customer Service Representative Total: 0.50 0.50 $ $ 39,215 $ 39,215 $ 1,786 $ 1,786 $ 41,001 41,001 Early Hire Police Officer Positions Fuel Allotment Adjustment Chandler Heights X-Ray Unit Park Ranger Supervisor Crime Analysis & Research Unit Positions Downtown Operations Team Victim Services Specialist Total: 5.00 0.00 6.00 1.00 2.00 7.00 1.00 22.00 $ $ 489,497 $ 50,805 665,573 96,090 207,889 723,271 80,259 2,313,384 $ 24,620 $ 175,611 30,367 22,078 34,468 287,144 $ 514,117 50,805 841,184 126,457 229,967 757,739 80,259 2,600,528 Totals: 25.40 $ 2,656,357 $ 690,858 $ 3,347,215 Net Reductions to Requested Amounts: * 7.00 32.40 $ 321,811 2,978,168 $ 449,610 1,140,468 $ 771,421 4,118,636 Community Services Fire Department $ Human Resources $ $ Information Technology $ Management Services Neighborhood Resources Police Department Combined Total: *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. 60 FINANCIAL AND PERSONNEL OVERVIEWS 4-Contents Adopted Budget Summaries Department Budget Summaries Fund Summaries Personnel Summaries Y G O L O N H C E T G N O R ST BASE NOW AND IN THE FUTURE Financial and Personnel Overviews City of Chandler 2014-15 Adopted Budget Financial & Personnel Overview Adopted Budget Summaries The Chandler City Council adopted the Fiscal Year (FY) 2014-15 budget of $783,474,647 on June 12, 2014. 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 $478,435,469 and the use of $273,253,255 of fund balance from various funds. Spending appropriation includes $603,295,832 for departmental operations, $105,097,565 for contingencies and reserves, $64,891,189 for debt service in various funds, and equipment, technology, and vehicle replacement purchases of $10,190,061. Resources 2012-13 Actual Revenues Fund Balances $ - Sale of Bonds Grants Revenues Total Resources $ 2013-14 Adopted Budget $ 273,253,255 69.5% 109,500,000 - N/A 16,208,353 33,933,496 31,785,923 (6.3%) 478,435,469 783,474,647 (4.2%) (2.5%) 451,029,893 467,238,245 $ $ $ % Change Adopted to Adopted - Encumbrance or Carryforward from Prior Years Net Adjusted Budget 161,176,287 2014-15 Adopted Budget 467,238,245 499,322,003 803,931,786 $ (266,694,700) $ 537,237,086 (195,973,480) $ 587,501,167 9.4% Appropriations 2012-13 Actual Expenditures General Government $ Public Safety Municipal Utilities (1) Transportation & Development Fund Contingencies & Reserves (2) Debt Service Capital/Tech/Vehicle Replacement Total $ Encumbrance or Carryforward from Prior Years Net Adjusted Budget (1) (2) 2013-14 Adopted Budget 117,505,015 $ $ % Change Adopted to Adopted 168,551,539 9.5% 95,248,029 109,601,440 112,088,800 2.3% 146,791,506 287,125,481 232,879,164 (18.9%) 47,552,102 88,985,365 89,776,329 0.9% - 93,918,827 105,097,565 11.9% 69,025,189 61,641,699 64,891,189 5.3% 3,460,779 8,677,845 10,190,061 17.4% 783,474,647 (2.5%) 479,582,619 $ $ 153,981,129 2014-15 Adopted Budget 479,582,619 803,931,786 $ (266,694,700) $ 537,237,086 (195,973,480) $ 587,501,167 9.4% Municipal Utilities Department includes funding for the utility expansions in which the City will pay for utility infrastructure costs and Intel will reimburse the City for these costs. Fiscal Year (FY) 2013-14 includes $119,206,440 (Water Fund $3,095,287 and Wastewater Fund $116,111,153) and FY 2014-15 includes $62,092,518 (Water Fund $2,148,174 and Wastewater Fund $59,944,344). 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. 61 City of Chandler 2014-15 Adopted Budget Financial & Personnel Overview 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 $27,771,900 was adopted on June 26, 2014. The levy includes a Primary Tax Rate of $0.2992 and a Secondary Tax Rate of $0.8800, for a total tax rate of $1.1792 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) $ 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 33,933,496 161,176,287 803,931,786 $ $ 2014-15 Adopted Budget 101,610,700 77,117,477 118,354,783 17,001,170 136,129,439 28,221,900 31,785,923 273,253,255 % Change Adopted to Adopted 4.5% 12.1% 1.1% 97.6% (24.2%) 0.6% (100.0%) (6.3%) 69.5% 783,474,647 (2.5%) The Other Services/Charges & Receipts category includes reimbursement revenue for a utility plant expansion in which Intel Corporation will reimburse the City for a portion of these costs. Amounts reported include reimbursement of $119,654,897 (Water Fund $3,543,744 and Wastewater Fund $116,111,153) in FY 2013-14. In FY 2014-15 this same category includes $70,092,518 (Water Fund $10,148,174 and Wastewater Fund $59,944,344), including carryforward appropriation. FY 2013-14 Property Tax adopted amount of $28,046,000 includes Prior Year Property Tax (Primary and Secondary) of $450,000. FY 2014-15 Property Tax adopted amount of $28,221,900 includes Prior Year Property Tax (Primary and Secondary) of $450,000. 62 City of Chandler 2014-15 Adopted Budget Financial & Personnel Overview Where the Money Goes The chart below reflects the percentage of total expenditure appropriation of $783,474,647 by department for Fiscal Year (FY) 2014-15. The table reflects the Change in the adopted expenditure appropriation percentage from FY 2013-14 to FY 2014-15. (2) % Change Adopted to Adopted 1.1% 2.2% 4.8% 6.7% 0.8% 0.6% 3.6% 5.3% 17.4% (13.7%) 11.9% $ Total $ 803,931,786 $ 783,474,647 (2.5%) $ 164,315,937 225,188,431 389,504,368 320,508,591 93,918,827 $ 171,326,508 230,336,472 401,662,980 276,714,102 105,097,565 4.3% 2.3% 3.1% (13.7%) 11.9% $ 803,931,786 $ 783,474,647 (2.5%) Total $ 2014-15 Adopted Budget 60,909,424 25,309,590 33,592,971 43,235,422 68,191,906 66,493,203 28,849,214 64,891,189 10,190,061 276,714,102 105,097,565 General Government Community Services Fire Management Services Municipal Utilities Police Transportation & Development Debt Service Capital/Tech/Vehicle Replacement Major Capital(1) Contingency & Reserves (2) By Category Personnel & Benefits Operating & Maintenance Subtotal Operating Major Capital Contingency & Reserves (1) 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 In this presentation the Major Capital does not include $10,393,080 of Reserves appropriated for cost center 1291, Non-departmental Capital, as it is included in the Contingency & Reserves category for FY 2013-14 and $8,733,847 for FY 2014-15. 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. 63 City of Chandler 2014-15 Adopted Budget Financial & Personnel Overview Where the Money Goes – By Function The adopted budget, divided between operating and capital, is shown below. Departmental operating budgets total $330,831,480; debt service expense is $64,891,189, and equipment technology and vehicle replacement purchases of $10,190,061. Contingencies and reserves tied to operating costs are $95,013,718 for an operating total of $501,181,448. Capital budgets include $99,977,319 in new capital appropriation for department capital projects, $181,220,880 in capital carryforward, and $1,350,000 in capital contingencies and reserves for a total of $282,293,199. Operating Budget by Function (All Funds) 2014-15 Adopted Budget 2013-14 Adopted Budget General Government $ 125,557,881 $ % Change Adopted to Adopted 133,704,186 6.5% Public Safety 98,145,829 100,086,174 2.0% Municipal Utilities 67,638,374 68,191,906 0.8% Transportation & Development 27,842,740 28,849,214 3.6% 330,831,480 3.6% 8,677,845 10,190,061 17.4% Debt Service 61,641,699 64,891,189 5.3% Contingency & Reserves 81,285,747 95,013,718 16.9% 500,926,448 6.4% Total Department Operating $ Capital/Tech/Vehicle Replacement Total Operating $ 319,184,824 470,790,115 $ $ Capital Budget by Function (All Funds) 2013-14 Adopted Budget General Government $ 25.4% 8,659,085 1,190,090 (86.3%) Municipal Utilities 28,528,759 52,379,040 83.6% Transportation & Development 25,832,787 27,744,017 7.4% 99,977,319 28.3% 252,994,425 181,220,880 (28.4%) 2,240,000 1,350,000 (39.7%) Total Major Capital $ Capital Carryforward Contingency & Reserves 77,907,246 $ % Change Adopted to Adopted 18,664,172 Public Safety 14,886,615 2014-15 Adopted Budget $ Total Capital $ 333,141,671 $ 282,548,199 (15.2%) Grand Total - Operating & Capital $ 803,931,786 $ 783,474,647 (2.5%) 64 City of Chandler 2014-15 Adopted Budget Financial & Personnel Overview Departmental Budget Comparison Summary The following tables provide summary and detail information on the change between the adopted budgets for Fiscal Years (FY) 2013-14 and 2014-15. For operating cost centers, explanations of significant highlights for the FY 2014-15 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. 2012-13 Actual Expenditures Mayor and Council Communications/Public Affairs City Clerk City Manager Organizational Support City Magistrate Law Community Services Fire Management Services Non-Departmental Municipal Utilities Police Transportation & Development 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget % Change Adopted to Adopted $ 761,565 $ 1,926,611 624,694 1,195,827 37,785,258 3,841,489 5,135,748 27,181,806 29,178,942 7,222,723 31,829,293 146,791,506 66,069,087 47,552,102 796,564 $ 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 88,985,365 808,065 $ 2,321,144 593,495 1,163,954 60,640,538 4,203,078 9,331,930 37,190,690 41,925,620 8,244,584 43,378,777 262,678,254 69,664,316 93,599,693 809,849 $ 2,133,076 533,958 1,166,651 45,497,902 3,911,862 6,114,835 27,257,991 31,485,861 7,732,732 33,559,258 137,084,851 63,339,685 54,980,567 786,732 2,089,986 788,201 1,168,571 58,603,673 4,183,379 9,218,855 38,524,970 43,510,956 8,080,918 45,106,254 232,879,164 68,577,844 89,776,329 Subtotal $ 407,096,651 $ 639,693,415 $ 635,744,138 $ 415,609,078 $ 603,295,832 (5.7%) 95,013,718 10,083,847 64,891,189 1,141,000 4,183,770 4,865,291 16.9% (20.2%) 5.3% (27.5%) 7.6% 51.2% 783,474,647 (2.5%) Fund Contingency - Operating* Fund Contingency - Capital* Debt Service Equipment Replacement Technology Replacement Vehicle Replacement Grand Total $ 69,025,189 1,049,535 1,129,251 1,281,993 479,582,619 $ 81,285,747 12,633,080 61,641,699 1,573,151 3,887,540 3,217,154 803,931,786 $ 93,843,719 2,152,521 61,641,699 1,573,151 4,460,783 4,515,775 803,931,786 $ 60,073,033 653,645 4,453,171 1,896,187 482,685,114 $ (1.2%) (0.5%) 36.3% 1.4% 3.1% 0.9% 0.4% 2.0% 5.7% 2.7% 34.5% (18.9%) 0.2% 0.9% * Contingency funds and reserves are one-time revenues comprised of various funds of which the majority is restricted in their use. Contingency funds can be used for unanticipated revenue shortfalls or unforeseen or emergency expenditures. Use of these funds requires Council approval. 65 City of Chandler 2014-15 Adopted Budget Financial & Personnel Overview Cost Center Budget Comparison 2012-13 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 Buildings and Facilities Capital Economic Development Downtown Redevelopment Economic Development Capital Tourism Airport Airport Capital Human Resources Workers Compensation Liability 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 Liability Litigation Claims Total Law Total General Government Community Services Administration Center for the Arts Library Library Capital Aquatics Parks Development and Operations Recreation Sports & Fitness Facilities Nature & Recreation Facilities Museum Parks Capital Total Community Services 761,565 $ 2013-14 Adopted Budget 796,564 $ 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 808,065 $ 809,849 $ 2014-15 Adopted Budget % Change Adopted to Adopted 786,732 (1.2%) 846,077 321,648 758,886 1,926,611 624,694 1,195,827 891,031 390,850 817,733 2,099,614 578,404 1,152,334 914,860 566,540 839,744 2,321,144 593,495 1,163,954 916,217 392,954 823,905 2,133,076 533,958 1,166,651 880,796 394,551 814,639 2,089,986 788,201 1,168,571 6,741,573 712,657 1,889,064 412,022 459,618 981,537 320,452 2,836,223 1,060,215 1,937,641 3,131,842 1,850,545 1,758,467 16,811 1,012,063 544,223 1,089,207 7,759,833 3,271,265 37,785,258 3,841,489 3,476,989 1,275,187 383,573 5,135,748 51,271,192 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 6,962,971 3,204,089 2,119,629 449,165 2,787,230 576,687 1,159,188 5,576,096 3,338,026 1,500,000 2,107,701 3,296,553 2,761,992 2,650,808 205,889 859,405 668,272 1,320,985 12,462,813 6,633,039 60,640,538 4,203,078 3,594,414 1,690,816 4,046,700 9,331,930 79,062,204 6,962,399 1,900,009 2,184,794 355,762 477,228 1,105,334 858,312 3,333,120 1,500,000 2,076,649 3,153,670 2,832,053 1,285,948 114,500 271,594 615,128 1,092,029 9,270,908 6,108,465 45,497,902 3,911,862 3,225,346 1,461,914 1,427,575 6,114,835 60,168,133 6,693,424 2,902,680 2,160,915 389,652 2,787,230 585,228 1,036,838 6,906,083 3,336,295 1,500,000 1,900,679 3,348,457 2,783,069 1,989,860 145,687 1,344,120 601,611 1,148,066 13,160,160 3,883,619 58,603,673 4,183,379 3,572,717 1,676,423 3,969,715 9,218,855 76,839,397 (1.1%) 0.9% (0.4%) (0.5%) 36.3% 1.4% N/A 2.2% (5.9%) 4.3% (4.6%) 0.0% 4.7% (3.7%) 22.6% 6.1% 0.0% (4.2%) 9.2% 6.4% (12.2%) (38.6%) 68.2% 2.5% 3.3% 3.8% (17.5%) 3.1% 0.9% 1.2% (0.2%) 0.0% 0.4% 2.7% 557,492 1,519,006 6,319,770 12,159 2,996,138 6,985,075 922,379 2,067,402 1,341,048 442,209 4,019,130 27,181,806 542,311 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 37,763,942 448,825 1,451,886 6,940,020 43,500 3,529,743 7,355,886 1,280,425 2,206,718 2,035,615 560,722 11,337,350 37,190,690 445,169 1,439,612 6,545,487 3,428,563 7,504,773 1,198,271 2,143,893 1,778,256 561,970 2,211,997 27,257,991 434,790 1,402,254 6,759,164 43,500 3,470,615 7,546,336 1,169,577 2,249,309 1,786,264 491,281 13,171,880 38,524,970 (19.8%) (0.8%) 1.0% (4.5%) 2.8% 7.2% 0.6% 5.7% (9.9%) 12.2% 1.7% 2.0% 66 City of Chandler 2014-15 Adopted Budget Financial & Personnel Overview Cost Center Budget Comparison (continued) 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget % Change Adopted to Adopted Fire Administration Emergency Services Operations Prevention and Preparedness Fire Capital Support Services Fleet Services Total Fire 3,251,747 1,216,608 20,966,093 1,581,427 143,445 1,022,753 996,869 29,178,942 4,915,163 1,408,964 22,157,484 1,714,789 9,128,059 892,469 964,546 41,181,474 4,323,318 1,733,418 22,315,100 2,171,895 9,489,786 909,839 982,264 41,925,620 3,527,994 1,730,809 22,272,454 1,747,237 321,801 901,523 984,043 31,485,861 5,230,739 1,428,702 22,636,170 2,306,663 9,917,985 870,134 1,120,563 43,510,956 6.4% 1.4% 2.2% 34.5% 8.7% (2.5%) 16.2% 5.7% Management Services Administration Budget Purchasing Central Supply Accounting Tax and License Utility Services Risk Management Liabilities (1) Environmental Management Environmental Management Liabilities Non-Departmental Operating Non-Departmental Capital Total Management Services 527,898 660,295 556,341 364,458 1,435,648 1,857,761 1,264,834 56,618 461,404 37,466 24,204,953 7,624,340 39,052,016 538,203 663,976 656,135 376,081 1,473,200 1,888,308 1,313,452 482,209 473,200 32,674,222 860,000 41,398,986 622,094 683,914 667,838 382,272 1,569,088 1,930,676 1,341,306 487,721 559,675 30,670,755 12,708,022 51,623,361 607,133 683,903 527,887 340,635 1,552,009 1,788,901 1,263,319 436,195 532,750 28,645,128 4,914,130 41,291,990 555,100 653,283 667,586 364,286 1,501,880 1,982,261 1,386,698 496,624 473,200 35,154,504 9,951,750 53,187,172 3.1% (1.6%) 1.7% (3.1%) 1.9% 5.0% 5.6% N/A 3.0% 0.0% 7.6% 1057.2% 28.5% Municipal Utilities(2) Municipal Utilities Administration Solid Waste Services Solid Waste Capital 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 Ocotillo Brine Reduction Facility Lone Butte Wastewater Treatment Wastewater Quality Airport Water Reclamation Facility Ocotillo Water Reclamation Total Municipal Utilities 639,636 12,107,559 3,728,465 12,858,612 8,224,389 1,261,667 1,454,060 5,192,776 1,099,048 1,015,272 1,901,520 83,101,415 1,657,366 1,330,886 372,049 5,682,204 5,164,581 146,791,506 728,301 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 4,118,320 287,125,481 757,481 13,508,080 5,138,617 30,858,352 12,431,302 1,554,102 1,659,215 6,725,597 1,333,171 1,215,155 2,257,118 158,719,365 10,419,735 1,458,140 616,997 9,042,437 4,983,390 262,678,254 628,105 12,727,533 5,030,987 9,386,829 10,094,084 1,506,338 1,325,825 6,197,065 1,030,000 1,193,902 2,220,150 67,082,328 6,925,336 1,202,849 411,366 5,977,154 4,145,000 137,084,851 741,328 13,159,017 250,000 4,834,225 54,400,561 5,665,209 7,221,511 1,642,135 6,467,803 1,293,500 1,219,252 2,240,772 110,036,697 8,952,891 1,403,592 597,217 8,635,284 4,118,170 232,879,164 1.8% 0.6% N/A 1.5% 58.7% (50.3%) 388.6% 0.8% 0.7% (0.5%) 1.4% 4.1% (40.6%) (0.7%) 0.2% (0.7%) 3.4% (0.0%) (18.9%) (1) (2) In FY 2012-13, Risk Management Liabilities transferred from the Risk Management Division within the Management Services Department into Liability Litigation within the Law Department. The FY 2012-13 Actuals are expenditure against purchase orders that carried forward from the prior fiscal year. Municipal Utilities Department includes funding for the utility expansions in which the City will pay for utility infrastructure costs and Intel will reimburse the City for these costs. FY 2013-14 includes $119,206,440 (Water Fund $3,095,287 and Wastewater Fund $116,111,153) and FY 2014-15 includes $51,901,070 (Water Fund $2,148,174 and Wastewater Fund $49,752,896). 67 City of Chandler 2014-15 Adopted Budget Financial & Personnel Overview Cost Center Budget Comparison (continued) 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 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 4,348,682 1,068,500 419,636 2,032,603 30,767,575 12,149,254 1,047,243 5,645,887 1,708,480 2,011,599 3,519,777 1,349,851 66,069,087 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 6,275,268 1,054,729 428,680 2,278,163 29,821,397 11,748,537 1,147,038 6,334,813 1,699,880 3,019,378 3,584,326 2,272,107 69,664,316 3,201,032 1,047,508 424,286 2,056,365 29,665,828 11,487,348 1,106,027 6,293,211 1,633,730 2,343,494 3,531,486 549,370 63,339,685 5,275,130 1,073,962 430,981 2,344,291 29,680,538 12,126,609 1,150,366 6,183,135 1,691,252 2,593,113 3,943,826 2,084,641 68,577,844 (13.8%) 2.9% 1.8% 5.1% 0.9% 5.3% 1.5% (2.6%) 1.0% (3.7%) 12.5% (10.4%) 0.2% Transportation & Development Administration Planning Development Services Engineering Capital Project Management Engineering Capital Streets Streets Capital Traffic Engineering Transit Services Street Sweeping Total Transportation & Development 943,313 1,547,130 3,264,680 2,431,824 1,411,138 195,539 8,046,629 21,807,458 5,955,802 798,517 1,150,072 47,552,102 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 1,692,138 1,576,884 4,206,844 1,040,000 1,938,640 10,682,733 63,463,216 6,359,602 1,578,732 1,060,904 93,599,693 1,689,563 1,529,607 4,062,760 781,425 1,869,020 8,181,437 30,087,692 4,621,707 1,150,977 1,006,379 54,980,567 1,522,083 1,672,862 3,467,378 1,702,307 1,675,869 9,252,708 60,927,115 6,556,106 1,541,459 1,458,442 89,776,329 (8.3%) 7.6% (16.3%) 66.5% (12.0%) N/A 5.8% (0.4%) 3.9% (0.6%) 53.5% 0.9% Subtotal 407,096,651 639,693,415 635,744,138 415,609,078 603,295,832 (5.7%) 69,025,189 1,049,535 1,129,251 1,281,993 81,285,747 12,633,080 61,641,699 1,573,151 3,887,540 3,217,154 93,843,719 2,152,521 61,641,699 1,573,151 4,460,783 4,515,775 60,073,033 653,645 4,453,171 1,896,187 95,013,718 10,083,847 64,891,189 1,141,000 4,183,770 4,865,291 16.9% (20.2%) 5.3% (27.5%) 7.6% 51.2% 783,474,647 (2.5%) Fund Contingency - Operating Fund Contingency - Capital Debt Service Equipment Replacement Technology Replacement Vehicle Replacement Grand Total $ 479,582,619 $ 803,931,786 $ 68 803,931,786 $ 482,685,114 $ City of Chandler 2014-15 Adopted Budget Financial & Personnel Overview 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 governmental, proprietary, or fiduciary; different fund types are also found within each classification as discussed below and on the following chart. 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. 69 City of Chandler 2014-15 Adopted Budget Financial & Personnel Overview 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). 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. 70 City of Chandler 2014-15 Adopted Budget Financial & Personnel Overview Fund Structure Summary FY 2014-15 Total Budget $783,474,647 Governmental Funds Proprietary Funds General Operating Funds $253,401,201 Special Revenue Funds $51,121,240 Capital Project Funds $239,915,799 Enterprise Funds $201,129,784 General $228,887,032 Police Forfeiture $3,300,000 General Gov't Capital Projects $41,437,430 General Obligation Debt Service $24,514,169 Highway User Revenue $16,059,230 Fiduciary Funds Internal Service Funds $37,830,089 Special Assessment Funds $76,534 Water Operations $66,941,286 Workers Compensation Self Insurance Trust $2,809,016 Special Assessments $76,534 Capital Replacement $15,889,461 Wastewater Operations $116,722,457 Self-Insured Liability Self Insurance $6,239,238 Local Transportation Assistance $3,555,546 Capital Grants $22,105,424 Solid Waste Operations $15,543,416 Uninsured Liability Self Insurance $1,551,024 Operating Grants $6,083,503 Municipal Arts $52,000 Airport Operations $1,922,625 Short Term Disability Self Insurance $510,000 Housing & Urban Development $14,979,400 General Obligation Bonds $20,965,135 Dental Self Insurance $2,305,000 Community Development Block Grant $2,117,000 Enterprise Bonds $79,419,267 Medical Self Insurance Trust $24,415,811 Highway User Debt Service $4,677,025 General Gov't Impact Fees $31,190,090 Expendable Trust Funds $349,536 System Development Fees $27,678,792 Airport Capital Loan $1,163,500 In-House Capital $14,700 71 City of Chandler 2014-15 Adopted Budget Financial & Personnel Overview General Fund Revenues The General Fund Revenue categories are presented in the chart and table below. The chart provides information on each category as a percent of the total General Fund revenues for Fiscal Year (FY) 2013-14 and FY 2014-15. The table provides information on percentage increase or decrease from the prior adopted budget. The General Fund Revenue budget includes allocations in the General Fund, General Obligation Debt Service Fund and the General Government Capital Projects Fund. (1) (2) Local Sales Tax & Licenses Property Tax (1) State Shared Taxes Other Revenues Fund Balance less Transfer In/Out $ Total General Fund(2) $ 2013-14 Adopted Budget 97,234,200 28,046,000 53,613,700 21,214,500 65,817,082 265,925,482 $ $ 2014-15 Adopted Budget 101,599,900 28,221,900 57,907,000 21,722,360 85,387,471 % Change Adopted to Adopted 4.5% 0.6% 8.0% 2.4% 29.7% 294,838,631 10.9% FY 2013-14 Property Tax adopted amount of $28,046,000 includes Prior Year Property Tax (Primary and Secondary) of $450,000. FY 2014-15 Property Tax adopted amount of $28,221,900 includes Prior Year Property Tax (Primary and Secondary) of $450,000. FY 2013-14 includes General Funds of $212,393,477, GO Debt Service Funds of $21,496,931, and General Government Capital Project Funds of $32,035,074; FY 2014-15 includes General Funds of $229,142,032, GO Debt Service Funds of $24,514,169, and General Government Capital Project Funds of $41,182,430. 72 City of Chandler 2014-15 Adopted Budget Financial & Personnel Overview General Fund Expenditures The General Fund Expenditure categories are presented in the chart and table below. The chart provides information on each category as a percent of the total General Fund expenditures for Fiscal Year (FY) 2013-14 and FY 2014-15. The table provides information on percentage increase or decrease from the prior adopted budget. The General Fund Expenditure budget includes allocations in the General Fund, General Obligation Debt Service Fund and the General Government Capital Projects Fund. 2013-14 Adopted Budget (1) (2) 2014-15 Adopted Budget % Change Adopted to Adopted General Government Public Safety Transportation & Development Debt Service Contingency & Reserves (1) $ 80,320,689 96,956,385 27,484,197 21,496,931 39,667,280 $ 96,648,835 98,463,050 30,572,071 24,514,169 44,640,506 20.3% 1.6% 11.2% 14.0% 12.5% Total General Fund(2) $ 265,925,482 $ 294,838,631 10.9% Personnel & Benefits Operating & Maintenance Major Capital Contingency & Reserves (1) $ 140,013,836 60,922,409 25,321,957 39,667,280 $ 145,615,077 65,279,715 39,303,333 44,640,506 4.0% 7.2% 55.2% 12.5% Total General Fund(2) $ 265,925,482 $ 294,838,631 10.9% 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 2013-14 includes General Funds of $212,393,477, GO Debt Service Funds of $21,496,931, and General Government Capital Project Funds of $32,035,074; FY 2014-15 includes General Funds of $229,142,032, GO Debt Service Funds of $24,514,169, and General Government Capital Project Funds of $41,182,430. 73 City of Chandler 2014-15 Adopted Budget Financial & Personnel Overview General Fund Expenditure by Function The adopted General Fund budget, divided between operating and capital, is shown below. The Fiscal Year (FY) 2014-15 budget reflects a 7.7% increase in the General Fund Operating budget, primarily due to an increase in Contingency & Reserves. In FY 2014-15 the operating contingency budget is calculated at 15% of General Fund operating revenues, however in FY 2013-14 the calculation used 12% of General Fund operating revenues. The FY 2014-15 General Fund Capital budget reflects a 30.1% increase, primarily due to a significant increase in building maintenance projects and a higher level of capital carryforward. The combined operating and capital General Fund change over the prior fiscal year is 10.9%. Operating Budget By Function 2013-14 Adopted Budget General Government $ 69,703,742 2014-15 Adopted Budget $ % Change Adopted to Adopted 74,386,636 6.7% Public Safety 91,241,008 93,110,874 2.0% Transportation & Development 18,494,564 18,883,113 2.1% 186,380,623 3.9% Total Department Operating $ 179,439,314 $ Debt Service 21,496,931 24,514,169 14.0% Contingency & Reserves 27,034,200 34,556,659 27.8% 245,451,451 7.7% Total Operating $ 227,970,445 $ Capital Budget By Function 2013-14 Adopted Budget General Government $ $ % Change Adopted to Adopted 15,222,850 212.2% Public Safety 4,347,985 690,090 (84.1%) Transportation & Development 8,652,000 10,035,000 16.0% 25,947,940 45.2% 17,839,705 22,089,240 23.8% 2,240,000 1,350,000 (39.7%) Total Major Capital $ Capital Carryforward Contingency & Reserves (1) 4,875,347 2014-15 Adopted Budget 17,875,332 $ Total Major Capital Budget $ 37,955,037 $ 49,387,180 30.1% Grand Total(1) $ 265,925,482 $ 294,838,631 10.9% FY 2013-14 includes General Funds of $212,393,477, GO Debt Service Funds of $21,496,931, and General Government Capital Project Funds of $32,035,074; FY 2014-15 includes General Funds of $228,887,032, GO Debt Service Funds of $24,514,169, and General Government Capital Project Funds of $41,437,430. 74 City of Chandler 2014-15 Adopted Budget Financial & Personnel Overview Special Revenue Funds Revenues and Expenditures Special Revenue Funds include Police Forfeiture Fund (Fund 202), Regional Transportation Sales Tax Fund (Fund 214), Highway User Revenue Fund (HURF) (Fund 215), Highway User Revenue Debt Service Fund (Fund 320), and Local Transportation Assistance Fund (LTAF) (Fund 216) 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. Revenues 2013-14 Adopted Budget Police Forfeiture $ Regional Transportation Sales Tax 3,000,000 2014-15 Adopted Budget $ % Change Adopted to Adopted 3,000,000 0.0% 2,208,000 5,516,122 149.8% 13,000,000 13,000,000 0.0% Local Transportation Assistance 692,821 694,355 0.2% Other Revenues 157,000 182,000 15.9% 7,862,841 5,199,324 (33.9%) 27,591,801 2.5% Highway User Revenue Fund Balance less Transfer In/Out Total Special Revenue Funds $ 26,920,662 $ Expenditures 2013-14 Adopted Budget Non-Departmental $ Public Safety Transportation & Development 106,900 2014-15 Adopted Budget $ % Change Adopted to Adopted 157,900 47.7% 3,000,000 3,000,000 0.0% 14,524,587 13,435,276 (7.5%) Contingency & Reserves 4,612,200 6,321,600 37.1% Debt Service 4,676,975 4,677,025 0.0% Total Special Revenue Funds $ 26,920,662 $ 27,591,801 2.5% Personnel & Benefits $ 4,034,529 $ 4,207,461 4.3% 13,093,565 (0.0%) Operating & Maintenance 13,097,522 Contingency & Reserves 4,612,200 6,321,600 37.1% Capital - Major 5,176,411 3,969,175 (23.3%) 27,591,801 2.5% Total Special Revenue Funds $ 26,920,662 75 $ City of Chandler 2014-15 Adopted Budget Financial & Personnel Overview Enterprise Operational Funds Revenues and Expenses Enterprise Operational Funds include Water Operating Fund (Fund 605), Wastewater Operating Fund (Fund 615), Wastewater Industrial Process Treatment (Fund 616), Solid Waste Operating Fund (Fund 625), and Airport Operating Fund (Fund 635). 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 revenue and expense categories are presented in the table below. The table provides information on the percentage increase or decrease from the prior fiscal year adopted budget. Revenues 2013-14 Adopted Budget Water Services $ 51,064,904 2014-15 Adopted Budget $ % Change Adopted to Adopted 50,000,000 (2.1%) Wastewater Services 38,656,198 39,655,000 2.6% WW Industrial Process Treatment 10,935,122 12,718,588 16.3% Solid Waste Services 14,010,997 13,758,632 (1.8%) 1,081,123 1,018,120 (5.8%) 121,821,695 80,957,536 (33.5%) 5,151,094 2,436,908 (52.7%) 200,544,784 (17.4%) Airport Services Other Revenues (1) Fund Balance less Transfers In/Out Total Enterprise Operational Funds $ 242,721,133 $ Expenses 2013-14 Adopted Budget Water(1) $ 12.2% 156,616,387 104,465,066 (33.3%) WW Industrial Process Treatment 10,563,309 12,257,391 16.0% Solid Waste 14,615,368 14,958,416 2.3% 1,251,150 1,922,625 53.7% Wastewater Airport Total Enterprise Operational Funds $ 242,721,133 $ 200,544,784 (17.4%) Personnel & Benefits $ 15,759,001 $ 16,611,583 5.4% Operating & Maintenance 88,507,122 88,279,367 (0.3%) Contingency & Reserves 12,990,767 30,072,109 131.5% 65,581,725 (47.7%) 200,544,784 (17.4%) Capital - Major Total Enterprise Operational Funds (1) $ % Change Adopted to Adopted 66,941,286 (1) 59,674,919 2014-15 Adopted Budget 125,464,243 $ 242,721,133 $ 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 2013-14 includes $119,206,440 (Water Fund $3,095,287 and Wastewater Fund $116,111,153) and FY 201415 includes $51,901,070 (Water Fund $2,148,174 and Wastewater Fund $49,752,896), the reimbursement is reflected within the Other Revenues category. 76 City of Chandler 2014-15 Adopted Budget Financial & Personnel Overview 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 Fund (101), General Fund Debt Service Fund (310), and Gen Gov't Capital Projects Fund (401) FY 2014-15 Category Revenue Budget Property Tax $ 28,221,900 Franchise Fee 2,979,000 Transaction Privilege Tax 97,036,000 Other Licenses 1,584,900 State Shared Revenues 57,907,000 Charges for Services 13,955,560 Miscellaneous Receipts 4,570,000 Court Fines 3,196,800 Fund Balance 81,441,571 Subtotal Resources $ 290,892,731 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 3,945,900 Total Resources $ 294,838,631 Category Police Forfeiture Reimbursement Fund Balance Total Resources Police Forfeiture Fund (202) FY 2014-15 Dept/Cost Center Revenue Budget $ 3,000,000 Police Administration Non-Departmental(2) 300,000 $ 3,300,000 Total Expenditures FY 2014-15 Expenditure Budget $ 788,201 23,992,013 2,089,986 24,102,111 31,198,671 3,552,717 4,183,379 786,732 6,951,597 56,830,156 61,912,203 18,883,113 35,053,583 24,514,169 $ 294,838,631 FY 2014-15 Expenditure Budget $ 3,000,000 300,000 $ 3,300,000 Highway User Revenue Fund (HURF) (215) and HURF Debt Service Fund (320) FY 2014-15 FY 2014-15 Dept/Cost Center Category Revenue Budget Expenditure Budget Highway User Tax $ 13,000,000 Streets $ 4,366,136 Interest Income 63,000 Streets Capital 3,330,041 Fund Balance 7,696,963 Traffic Engineering 4,185,353 Non-Departmental(2) 4,177,700 Subtotal Resources $ 20,759,963 (1) Net Transfers In/Out (23,708) Debt Services 4,677,025 Total Resources $ 20,736,255 Total Expenditures $ 20,736,255 Local Transportation Assistance Fund (LTAF) (216) FY 2014-15 Dept/Cost Center Category Revenue Budget Lottery Entitlements $ 694,355 Streets Capital Bus Shelter/Service 88,000 Transit Services Non-Departmental(2) Interest Income 20,000 Fund Balance 2,754,716 Subtotal Resources $ 3,557,071 Net Transfers In/Out (1) (1,525) Total Resources $ 3,555,546 Total Expenditures (1) (2) FY 2014-15 Expenditure Budget $ 639,134 914,612 2,001,800 $ 3,555,546 Transfers in/out include Indirect Cost, potential loans, or loan paybacks; see Schedule D of the State Auditor General forms, located in the Schedules & Terms section, for details. Includes Contingency & Reserves. 77 City of Chandler 2014-15 Adopted Budget Financial & Personnel Overview Major Fund Summaries (continued) Grant Funds (217 thru 240) FY 2014-15 Category Dept/Cost Center Revenue Budget Operating Grants $ 4,315,053 City Mgr & Organizational Support Home Program 1,035,000 CAPA Community Dev Block Grant 1,900,000 Community Services Public Housing Authority 2,799,000 Fire Housing Authority Section 8 5,530,000 Law Capital Fund Program 850,000 Municipal Utilities Non-Departmental(2) Proceeds Reinvestment Projects 88,300 Housing Authority Section 8 3,500,000 Police Interest 28,000 Transportation & Development Fund Balance 2,849,550 Subtotal Resources $ 22,894,903 Net Transfers In/Out (1) 285,000 Total Resources $ 23,179,903 Total Expenditures Category Grants Fund Balance Total Resources Capital Grant Fund (417) FY 2014-15 Dept/Cost Center Revenue Budget $ 11,768,570 City Mgr & Organizational Support 10,336,854 Community Services Transportation & Development $ 22,105,424 Total Expenditures Water Operating (605) FY 2014-15 Dept/Cost Center Revenue Budget Category Water Sales $ 50,000,000 Administration Meter Installation Fees 318,000 Water Distribution Connect Fees 275,000 Water Capital Other Charges 425,000 Water Treatment Plant Miscellaneous Receipts 12,310,008 Environmental Resources Interest 135,000 Water Quality Fund Balance 7,103,799 Water Production Facility Subtotal Resources $ 70,566,807 San Tan Vista Water Facility Meter Services Net Transfers In/Out (1) (3,625,521) ITOC Capital Non-Departmental(2) Debt Services Total Resources $ 66,941,286 Total Expenses (1) (2) FY 2014-15 Expenditure Budget $ 16,144,960 811,743 2,394,300 20,000 100,000 1,627,900 1,581,000 500,000 $ 23,179,903 FY 2014-15 Expenditure Budget $ 4,764,638 1,947,924 15,392,862 $ 22,105,424 FY 2014-15 Expense Budget $ 734,528 4,834,225 11,387,339 5,665,209 7,191,511 1,642,135 6,467,803 1,293,500 1,219,252 41,575 7,790,034 18,674,175 $ 66,941,286 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. 78 City of Chandler 2014-15 Adopted Budget Financial & Personnel Overview Major Fund Summaries (continued) Wastewater Operating (615) FY 2014-15 Category Dept/Cost Center Revenue Budget Sewer Sales $ 38,500,000 Administration Service Charges 1,295,480 Wastewater Collection Other Charges 530,250 Wastewater Capital Miscellaneous Receipts 66,429,845 Wastewater Treatment Interest 145,000 Wastewater Quality Subtotal Resources $ 106,900,575 Airport WW Reclamation Plant Ocotillo WW Reclamation Plant (1) Net Transfers In/Out (2,435,509) ITOC Capital Non-Departmental(2) Debt Services Total Resources $ 104,465,066 Total Expenses Wastewater Industrial Process Treatment (616) FY 2014-15 Category Dept/Cost Center Revenue Budget Industrial Surcharge Fees $ 12,718,588 Ocotillo Brine Reduction Facility Non-Departmental(2) Interest 15,000 Subtotal Resources $ 12,733,588 Net Transfers In/Out (1) (476,197) Total Resources $ 12,257,391 Total Expenses Solid Waste Operating (625) FY 2014-15 Category Dept/Cost Center Revenue Budget Refuse Charges $ 12,925,808 Solid Waste Services Dumping Fees 128,999 Solid Waste Capital Admin Charges 33,120 ITOC Capital Non-Departmental(2) Other Reveunes 816,178 Interest 64,000 Fund Balance 2,118,862 Subtotal Resources $ 16,086,967 (1) Net Transfers In/Out (1,128,551) Total Resources $ 14,958,416 Total Expenses Airport Operating (635) FY 2014-15 Category Dept/Cost Center Revenue Budget Tie Down Fees $ 489,960 Airport Services Sale of Gas/Oil 292,040 Airport Capital Non-Departmental(2) Airport Leases 244,250 Other Revenues 16,350 Debt Services Subtotal Resources $ 1,042,600 Net Transfers In/Out (1) 880,025 Total Resources $ 1,922,625 Total Expenses (1) (2) FY 2014-15 Expense Budget $ 6,800 2,240,772 53,053,345 1,403,592 597,217 8,635,284 4,118,170 17,818 18,319,775 16,072,293 $ 104,465,066 FY 2014-15 Expense Budget $ 8,952,891 3,304,500 $ 12,257,391 FY 2014-15 Expense Budget $ 12,764,017 250,000 6,599 1,937,800 $ 14,958,416 FY 2014-15 Expense Budget $ 1,036,838 825,049 32,800 27,938 $ 1,922,625 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. 79 City of Chandler 2014-15 Adopted Budget Financial & Personnel Overview Fund Balance Analysis The City of Chandler budget includes both appropriated and unappropriated fund balance (designated reserves). The appropriated fund balance represents the net difference between current resources and total appropriated. 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.” Per City financial policy contingency reserves should only be used for unanticipated events threatening the public health, safety, or welfare of its citizens or for one-time appropriations and only after all other budget sources have been examined for available funds. Fund balance protects 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 82 and 83, 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 comprised of the General Fund 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) 2014-15 Budget anticipates the use of $81 million of fund balance to supplement the revenue collection to fund the estimated expenditures, which results in a 51% 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 $29 million for the 15% 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, and all others General Fund appropriation is 100% spent, the ending fund balance will be approximately $108 million, or a decrease of approximately 33%. 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. This fund category reflects a $13.7 million (70%) decrease in fund balance for FY 2014-15. About $10.4 million 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 balances 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 to 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 following table the Internal Service funds are expected to decrease by approximately $10.4 million (31%) in FY 2014-15. These funds include appropriation for liabilities that reflect a “worst case” scenario and are typically not expended so the 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 2014-15 shows that almost $157.9 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 an 81% decrease in Capital Project Fund Balance. The Capital Project fund balance includes a 80 City of Chandler 2014-15 Adopted Budget Financial & Personnel Overview combination of the sources listed above 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 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 81% 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 2014-15 shows that about $9.7 million of the fund balance is needed to supplement the revenue collection to offset estimated expenses, including debt service and one-time capital. This results in a budgeted 15% decrease in fund balance over FY 2013-14. 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 $9.8 million decrease in Enterprise fund balance is attributed to the lag between expenses and reimbursements in the water and wastewater enterprise funds. Permanent/Special Assessment Fund Balance – These include special assessment levies placed against assessment districts for capital projects that benefit properties in those districts. These fund balances help support the administrative expenditures anticipated for FY 2014-15. Anticipated change in fund balance is less than 1%. 81 City of Chandler 2014-15 Adopted Budget Financial & Personnel Overview 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) Special Revenue Funds General Funds(1) 12-13 Actual 13-14 Actual* 14-15 Adopted 12-13 Actual 13-14 Actual* 14-15 Adopted Internal Service Funds 12-13 Actual 13-14 Actual* 14-15 Adopted Budgeted Fund Balance $ 81,442 $ 13,751 $ 10,375 Designated Reserve Estimated Beginning Fund Balance $ 79,765 $ $ 23,087 $ 163,944 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 29,807 103,819 51,347 15,562 9,445 (397) $ 209,584 $ Total Available Resources $ 373,528 $ 362,718 762 22,074 625 3,816 1,927 22,574 28,830 3,459 6,533 6,406 61,739 16,758 33,462 810 24,391 534 3,912 2,083 24,120 30,600 3,207 6,607 3,722 60,807 19,221 21,497 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 Total Expenditures $ 164,566 $ 161,207 28,000 103,483 54,907 15,008 7,119 (10,364) 198,153 $ 28,222 101,600 57,907 13,956 7,517 (37,242) 171,960 % Change Actual to Estimated $ 161,207 $ 20,996 $ 19,664 $ 40,008 $ 38,198 $ 33,463 13,624 13,694 13,694 2,532 1,583 3,213 20,123 18,180 25,533 140 123 197 (5,813) (4,342) (5,267) $ 30,606 $ 29,239 $ 37,370 23,785 27,101 26,520 933 935 935 $ 24,718 $ 28,036 $ 27,455 $ 253,401 $ 55,055 $ 50,235 $ 51,121 $ 64,725 $ 66,234 $ 37,830 787 23,992 788 4,183 2,090 24,102 31,199 3,553 6,952 50,446 61,912 18,883 24,514 10,261 26 421 201 18 2,981 15,489 4,663 14,216 50 863 559 18 1,983 8,205 4,677 16,145 1,157 2,394 20 100 8,111 4,581 13,935 4,677 1,868 1,659 608 22,392 - 2,636 2,889 1,054 26,192 - 2,668 5,646 1,055 28,460 - $ 34,059 $ 30,571 $ 51,121 $ 26,527 $ 32,772 $ 37,830 $ 20,996 $ 38,198 $ 23,087 $ 208,962 $ 201,511 $ 253,401 Estimated Ending Fund Balance $ 164,566 $ 24,449 5,913 $ 79,765 -51% $ 19,664 $ 5,913 -70% $ 33,463 -31% *13-14 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. 82 City of Chandler 2014-15 Adopted Budget Financial & Personnel Overview Summary of Revenues, Expenditures, and Changes in Fund Balance (continued) Summary (In Thousands) Capital Project Funds 12-13 Actual $ 115,622 13-14 Actual* 2,647 4,198 196 23,255 3,432 2,954 15,860 888 14-15 Adopted 13-14 Actual* 14-15 Adopted 12-13 Actual 13-14 Actual* Grand Total 14-15 Adopted 12-13 Actual 13-14 Actual* 14-15 Adopted $ 9,726 $ 51 $ 273,253 $ 36,826 $ 54,183 $ 4,526 $ 204,300 $ 4,577 16 16 $ 26 26 29,807 103,819 64,971 17,338 98,957 19,565 112,518 20,123 140 (109) $ 467,129 $ 77 $ 869,403 16,408 112,361 5,085 33,615 167,469 $ 17,001 16,647 48,359 82,007 $ 269,535 $ 239,916 3,763 19 2,302 322 30,270 7,122 2,358 27,834 809 12-13 Actual Permanent/Special Funds $ 157,909 $ 102,066 $ 194,734 19,565 7,147 13,162 $ 39,874 $ $ 155,495 Enterprise Funds 20 15,240 14,005 10,169 100,833 35,722 5,025 57,975 926 $ 53,551 $ 59,357 $ 63,909 $ 70 11 1,776 1,758 1,754 98,957 107,780 117,285 69,592 45,660 79,140 (8,000) (7,762) (6,786) $ 162,325 $ 147,506 $ 191,404 $ $ 215,876 $ 206,863 $ 201,130 1,136 124,642 729 30,012 633 108,254 976 33,090 66 - $ 134,644 31,645 34,774 $ 53,429 $ 74,800 $ 239,916 $ 156,519 $ 142,954 $ 201,130 $ $ 102,066 $ 59,357 $ $ 194,734 $ 36,826 -81% $ 63,909 $ 54,183 -15% *13-14 Actual reflects estimated year-end (unaudited). 83 4,701 $ 17 6 23 $ 4,724 $ 4,638 4,654 $ $ 402,274 $ 389,821 $ 477,553 28,000 28,222 103,553 101,611 68,601 71,601 16,766 15,709 107,780 117,285 16,408 17,001 112,361 86,564 133,062 18,180 25,533 123 197 12,081 0 570,418 $ 510,221 $ 960,239 $ 783,475 5 82 - 5 72 - 74 2 - 762 37,986 625 3,841 1,927 27,192 29,231 5,136 7,223 147,897 32,959 67,673 48,106 69,025 86 $ 77 $ 77 $ 479,583 $ 482,685 $ 783,475 4,526 $ 389,821 $ 477,553 $ 204,300 4,638 $ 4,577 $ -1% 810 45,640 534 3,912 2,153 27,285 31,486 6,115 7,733 138,525 38,012 65,148 55,261 60,073 807 58,112 788 4,183 2,090 39,264 43,762 9,219 8,081 235,577 154,388 71,519 90,794 64,891 -57% City of Chandler 2014-15 Adopted Budget Financial & Personnel Overview 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 (FY) 2014-15. 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 2012-13 Revised 2013-14 Adopted 2013-14 Revised New Requests/ Reductions Transfers as of 7/1/2014 2014-15 Adopted 5.000 4.000 4.000 4.000 0.000 0.000 4.000 6.000 2.000 6.000 14.000 6.000 2.000 6.000 14.000 6.000 2.000 6.000 14.000 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 5.000 6.000 6.000 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 4.850 10.500 21.800 6.350 121.500 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 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 42.000 6.000 2.000 1.000 6.000 20.000 14.000 18.000 20.000 5.150 10.500 21.750 6.100 172.500 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 1.000 0.000 0.000 1.000 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 42.000 6.000 2.000 1.000 6.000 20.000 14.000 18.000 20.000 5.150 11.500 21.750 6.100 173.500 42.000 41.000 41.000 41.000 0.000 0.000 41.000 27.000 2.000 29.000 28.000 4.000 32.000 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 32.000 222.500 274.500 275.500 275.500 1.000 0.000 276.500 2011-12 Revised General Government Mayor and Council Communications/Public Affairs Communications/Public Affairs Video Production Print, Mail & Graphics Organizational Development (1) Buildings & Facilities 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 City Magistrate Law Liability Litigation Law (3) Subtotal - General Government (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, Liability Litigation, and the Workers Compensation Safety positions are moved to Human Resources, cost center 1250. 84 City of Chandler 2014-15 Adopted Budget Financial & Personnel Overview Number of Personnel Full Time Equivalent (continued) 2012-13 Revised 2013-14 Adopted 2013-14 Revised New Requests/ Reductions Transfers as of 7/1/2014 2014-15 Adopted 4.000 12.000 41.000 62.550 1.000 15.750 51.000 6.500 18.125 14.625 4.750 231.300 4.000 13.000 0.000 62.550 0.000 16.000 52.000 7.125 17.125 14.625 4.750 191.175 4.000 13.000 0.000 62.550 0.000 15.750 52.000 7.125 17.125 14.625 4.750 190.925 3.000 13.000 0.000 62.550 0.000 15.750 53.000 8.250 17.125 13.875 4.750 191.300 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 3.000 13.000 0.000 62.550 0.000 15.750 53.000 8.250 17.125 13.875 4.750 191.300 9.000 7.000 191.000 8.000 6.000 12.000 233.000 6.000 9.000 190.000 13.000 4.000 11.000 233.000 6.000 10.000 189.000 13.000 4.000 11.000 233.000 6.000 10.000 189.000 13.000 4.000 11.000 233.000 0.000 0.000 0.000 0.000 0.000 1.000 1.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 6.000 10.000 189.000 13.000 4.000 12.000 234.000 4.300 5.350 7.500 4.500 15.350 21.000 11.000 4.000 3.500 76.500 4.000 6.000 7.000 5.000 16.000 21.000 11.000 0.000 3.500 73.500 4.000 6.000 7.000 5.000 16.000 21.000 11.000 0.000 3.500 73.500 4.000 6.000 7.000 5.000 16.000 21.000 11.000 0.000 3.500 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 4.000 6.000 7.000 5.000 16.000 21.000 11.000 0.000 3.500 73.500 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 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 6.000 22.000 28.000 12.000 8.000 12.000 22.000 11.000 10.000 15.000 1.000 4.000 24.000 175.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 3.000 3.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 6.000 22.000 28.000 12.000 8.000 12.000 22.000 11.000 10.000 15.000 1.000 4.000 27.000 178.000 2011-12 Revised Community Services Administration Center for the Arts (1) Buildings & Facilities Library Parks Administration Aquatics Parks Operations Recreation Sports and Fitness Facilities Nature and Recreation Facilities Museum Fire Administration Emergency Services Operations Prevention and Preparedness Support Services Fleet Services Management Services Administration Budget Purchasing Central Supply Accounting Tax and License Utility Services Risk Management(2) Environmental Management Municipal Utilities Administration Solid Waste Services Water Distribution Water Treatment Plant Environmental Resources Water Quality Water Systems Maintenance Meter Services Wastewater Collection Ocotillo Brine Reduction Facility Lone Butte Wastewater Treatment Wastewater Quality Airport Water Reclamation Facility (1) Beginning July 1, 2012, the Buildings and Facilities Division is moved from Community Services to City Manager. (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. 85 City of Chandler 2014-15 Adopted Budget Financial & Personnel Overview Number of Personnel Full Time Equivalent (continued) 2012-13 Revised 2013-14 Adopted 2013-14 Revised New Requests/ Reductions Transfers as of 7/1/2014 2014-15 Adopted 13.000 8.000 5.000 23.000 226.000 89.000 10.000 51.000 24.000 10.000 21.000 480.000 12.000 8.000 5.000 20.000 223.000 88.000 11.000 53.000 24.000 10.000 25.000 479.000 12.000 8.000 5.000 20.000 223.000 88.000 11.000 53.000 24.000 10.000 25.000 479.000 10.000 8.000 5.000 20.000 218.000 90.000 11.000 53.000 24.000 10.000 30.000 479.000 0.000 0.000 0.000 1.000 0.000 0.000 0.000 0.000 0.000 1.000 0.000 2.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 10.000 8.000 5.000 21.000 218.000 90.000 11.000 53.000 24.000 11.000 30.000 481.000 5.000 22.000 35.000 31.000 0.000 40.500 25.000 3.000 9.000 6.000 176.500 5.000 14.000 32.000 22.000 18.000 40.500 25.000 3.000 9.000 0.000 168.500 9.000 14.000 38.000 9.000 21.000 40.500 25.000 3.000 9.000 0.000 168.500 9.000 14.000 38.000 9.000 21.000 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 1.000 1.000 (6.000) 6.000 (2.000) 0.000 0.000 0.000 0.000 0.000 0.000 10.000 15.000 32.000 15.000 19.000 40.500 25.000 3.000 9.000 0.000 168.500 1587.800 1587.475 1595.225 1595.800 7.000 0.000 1602.800 2011-12 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 (1) Airport CITY TOTAL Population * Employees Per 1,000 Population (1) 238,977 239,538 241,900 242,215 244,500 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. 86 City of Chandler 2014-15 Adopted Budget Financial & Personnel Overview 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) 2014-15. Department 2014-15 FTE Community Services Fire General Government Management Services Municipal Utilities Police Transportation & Development Total 87 191.3 234.0 276.5 73.5 178.0 481.0 168.5 1,602.8 City of Chandler 2014-15 Adopted Budget Financial & Personnel Overview New Positions for FY 2014-15 (All Funds) Fire Department Fleet Services (1270) 1.000 1.000 Senior Fleet Technician Total Fire Department Positions Municipal Utilities Department Airport Water Reclamation Facility (3960) 1.000 Instrumentation Technician Airport Water Reclamation Facility (3960) 1.000 Senior Utilities Mechanic Airport Water Reclamation Facility (3960) 1.000 3.000 Utilities Electrician Total Municipal Utilities Department Positions Nieghborhood Resources Code Enforcement (1061) 1.000 1.000 Code Inspector Total Neighborhood Resources Positions Police Department Forensic Services (2021) 1.000 Criminalist III Detention Services (2071) 1.000 2.000 Detention Officer Total Police Department Positions 7.000 Grand Total - Additions 88 City of Chandler 2014-15 Adopted Budget Financial & Personnel Overview 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 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget General Fund Ongoing* One-time* $ 136,815,659 $ 140,013,836 $ 139,806,393 $ 137,021,983 $ 145,615,077 138,532,647 138,325,204 135,540,794 143,313,883 1,481,189 1,481,189 1,481,189 2,301,194 % Chg Adj to Adopted 3.6% 55.4% Special Revenue Funds $ Ongoing* One-time* 3,883,318 $ - 4,034,529 $ 4,034,529 - 4,062,154 $ 4,062,154 - 47,718 $ 47,718 - 4,207,461 4,207,461 - 3.6% N/A Grants Funds(2) $ 2,597,615 $ - 2,319,396 $ 2,319,396 - 3,148,165 $ 3,148,165 - 2,773,223 $ 2,773,223 - 2,667,886 2,667,886 - -15.3% -15.3% N/A $ 2,063,572 $ 2,179,816 $ 2,198,174 $ 2,412,090 $ 2,218,987 2,179,816 15,759,001 $ 2,198,174 15,946,021 $ 2,412,090 14,783,314 $ 2,218,987 16,611,583 0.9% N/A $ 14,615,416 $ Ongoing* One-time* Trust and Agency Funds $ 9,274 $ 15,759,001 9,359 $ 15,946,021 9,359 $ 14,783,314 9,129 $ 16,611,583 5,514 4.2% N/A -41.1% Total Ongoing $ 159,984,854 $ 162,834,748 $ 163,689,077 $ 155,566,268 $ 169,025,314 Total One-Time $ - $ 1,481,189 $ 1,481,189 $ 1,481,189 $ 2,301,194 Grand Total $ 159,984,854 $ 164,315,937 $ 165,170,266 $ 157,047,457 $ 171,326,508 3.3% 55.4% 3.7% Ongoing* One-time* Internal Service Funds Ongoing* One-time* Enterprise Funds * Ongoing and One-time detail not available for Fiscal Year (FY) 2012-13 Actuals. (1) Personnel costs include wages, benefit costs and temporary employment costs. (2) Grant personnel funds are not considered one-time for this presentation. 89 City of Chandler 2014-15 Adopted Budget Financial & Personnel Overview 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 five years. * Population estimates beginning Fiscal Year (FY) 2006-07 through FY 2009-10 were Planning Division estimates that were later determined to be overstated. Chandler maintains one of the lowest employee ratios compared to other Valley cities and towns as shown on the chart below. 90 RESOURCES 5-Contents MAKER MOVEMENT ADVANCING IN CHANDLER Resources Fiscal Year Comparative Summaries of Chandler’s Revenue Sources Major Revenue Sources with Analysis and Historical Trends City of Chandler 2014-15 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 and 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) 2013-14 Adopted Budget to the FY 2014-15 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 2014-15 revenue projections. RESOURCES CATEGORICAL COMPARISONS 2012-13 Actual Revenues Fund Balances $ Sale of Bonds - $ - Grants Revenues Total Resources 2013-14 Adopted Budget $ 161,176,287 2014-15 Adopted Budget $ 109,500,000 % Change Adopted to Adopted 273,253,255 69.5% - N/A 16,208,353 33,933,496 31,785,923 (6.3%) 451,029,893 499,322,003 478,435,469 (4.2%) 783,474,647 (2.5%) 467,238,245 $ 91 803,931,786 $ City of Chandler 2014-15 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. The significant variation in the use of Bonds Fund Balance is due to the practice of issuing bonds every other year. Fund balance appropriated (available to spend) for the fiscal year is as follows: 2014-15 Adopted Budget 2013-14 Adopted Budget General $ 53,805,097 $ % Change Adopted to Adopted 81,441,571 51.4% Enterprise 13,286,553 9,726,221 (26.8%) Special Revenue 18,125,984 23,938,083 32.1% System Development Fees 39,261,159 37,586,140 (4.3%) 8,469,616 10,321,472 21.9% 18,948,831 99,597,602 425.6% 8,901,386 10,375,198 16.6% 377,661 266,968 (29.3%) 273,253,255 69.5% Capital/Technology Replacement Bonds Self-Insurance Other Total $ 161,176,287 92 $ City of Chandler 2014-15 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. The City’s current plan is to only sell bonds to fund capital projects every other year. In addition to new money, the City evaluates refunding opportunities on a continuous basis. 2013-14 Adopted Budget Water $ Wastewater Total 36,500,000 2014-15 Adopted Budget $ 73,000,000 $ 109,500,000 93 $ % Change Adopted to Adopted - N/A - N/A - N/A City of Chandler 2014-15 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. 2013-14 Adopted Budget 2014-15 Adopted Budget % Change Adopted to Adopted General Government Airport $ 1,512,043 $ 3,630,296 140.1% Community Development Block 2,000,000 1,900,000 (5.0%) Housing & Urban Development 13,860,000 13,802,300 (0.4%) 397,950 387,660 (2.6%) Community Services 927,704 2,301,132 148.0% Municipal Utilities 100,000 100,000 0.0% Fire 1,260,000 1,225,050 (2.8%) Police 2,308,000 1,581,000 (31.5%) 11,567,799 6,358,485 (45.0%) - 500,000 N/A 31,785,923 (6.3%) Miscellaneous (1) Public Safety Transportation & Development Streets Street Sweeping Total (1) $ 33,933,496 $ General Government Miscellaneous includes City Manager, Law, Economic Development, CAPA, and Magistrate. 94 City of Chandler 2014-15 Adopted Budget Resources Summary of Revenues Revenues were projected for the Fiscal Year (FY) 2014-15 budget by taking multiple factors into consideration, including direct source information, economic conditions, anticipated future trends, and FY 2013-14 revised revenue estimates. 2011-12 Actual Revenue Local Taxes and License Franchise Fees Transaction Privilege License Tax Other Licenses $ 2012-13 Actual Revenue 2013-14 Adopted Revenue 2013-14 Revised Revenue 2014-15 Adopted Revenue 99,774,062 $ 103,819,386 $ 2,977,482 2,925,559 95,180,394 99,298,205 1,616,186 1,595,622 97,234,200 $ 103,552,900 $ 101,610,700 2,875,000 2,875,000 2,979,000 92,786,000 99,106,000 97,046,800 1,573,200 1,571,900 1,584,900 % Change Adopted to Adopted % of Total 4.5% 3.6% 4.6% 0.7% 21.2% 0.6% 20.3% 0.3% State/County Shared Revenue State Shared Sales Tax Vehicle License Tax Highway Users Tax Regional Transportation Sales Tax(1) Urban Revenue Sharing Lottery Entitlement 64,454,443 18,450,722 7,578,949 11,823,280 71,266,277 19,327,102 7,900,647 12,929,504 69,514,521 19,400,000 7,870,700 13,000,000 71,370,233 20,564,000 8,000,000 13,000,000 77,117,477 21,000,000 8,300,000 13,000,000 10.9% 8.2% 5.5% 0.0% 16.1% 4.4% 1.7% 2.7% 5,979,715 19,928,955 692,821 6,295,212 24,119,457 694,355 2,208,000 26,343,000 692,821 2,768,878 26,343,000 694,355 5,516,122 28,607,000 694,355 149.8% 8.6% 73.2% 1.2% 6.0% 0.1% Charges for Services Engineering Fees Building Division Fees Planning Fees Public Safety Miscellaneous Library Revenues Parks and Recreation Fees 19,793,353 1,439,043 8,232,277 368,771 5,676,344 569,574 3,507,344 17,748,609 1,493,797 5,452,512 385,889 6,518,974 511,377 3,386,060 16,524,450 1,085,000 3,736,200 295,500 7,528,300 516,600 3,362,850 16,164,714 1,635,400 4,394,200 430,500 6,069,214 470,200 3,165,200 16,955,560 1,187,500 3,744,200 436,500 7,907,500 424,000 3,255,860 2.6% 9.4% 0.2% 47.7% 5.0% (17.9%) (3.2%) 3.5% 0.2% 0.8% 0.1% 1.7% 0.1% 0.7% Miscellaneous Receipts Sale of Fixed Assets (2) 16,311,202 86,944 84,505,113 217,074 134,147,276 92,000 56,999,628 157,000 92,227,635 8,742,335 (31.2%) 9402.5% 19.3% 1.8% Other Receipts(3) Interest on Investments Leases Court Fines 10,010,825 1,944,015 1,100,080 3,169,338 74,913,465 4,909,109 1,140,527 3,324,938 127,624,993 1,578,000 1,706,983 3,145,300 51,105,958 1,388,400 1,176,470 3,171,800 76,503,740 2,096,300 1,688,460 3,196,800 (40.1%) 32.8% (1.1%) 1.6% 16.0% 0.4% 0.4% 0.7% Enterprise Revenue Water Sales Wastewater Service Solid Waste Service Solid Waste Container Fees Other Utility Charges Airport Fuel Sales 99,578,049 48,503,319 35,238,592 13,742,758 66,096 1,722,005 305,279 100,096,052 47,235,982 36,981,114 13,706,077 54,060 1,776,031 342,788 117,030,763 51,064,904 49,591,320 14,058,115 57,600 1,887,154 371,670 108,882,386 48,000,000 45,014,149 13,724,455 73,440 1,758,112 312,230 118,354,783 50,000,000 52,373,588 13,805,985 73,440 1,753,730 348,040 1.1% (2.1%) 5.6% (1.8%) 27.5% (7.1%) (6.4%) 24.7% 10.5% 10.9% 2.9% 0.0% 0.4% 0.1% System Development Fees Water Wastewater General Government Impact Fees 24,525,220 5,566,010 7,234,388 11,724,823 19,564,646 5,060,415 6,723,149 7,781,082 8,605,600 2,720,100 3,721,300 2,164,200 16,407,910 4,294,235 4,618,540 7,495,135 17,001,170 4,292,485 5,009,505 7,699,180 97.6% 57.8% 34.6% 255.8% 3.6% 0.9% 1.0% 1.6% Interfund Charges 21,309,460 24,222,988 28,219,193 27,399,193 26,946,244 (4.5%) 5.6% Property Tax 32,299,643 29,806,821 28,046,000 28,000,000 28,221,900 0.6% 5.9% $ 378,045,432 $ 451,029,893 $ 499,322,003 $ 428,776,964 $ 478,435,469 (4.2%) 100.0% Total Revenue (1) The Regional Transportation Sales Tax reported under the State/County Shared Revenue category varies from year to year based upon the Maricopa Association of Governments Arterial Life Cycle Program. (2) The FY 2014-15 Adopted amount includes $8,647,335 for the sale of a parcel of land owned by the City's water and wastewater utilities. (3) This category includes reimbursement revenue for a utility plant expansion in which Intel Corporation will reimburse the City for a portion of these costs. Amounts reported include reimbursements of $5,259,378 in FY 2011-12 Actual Revenue, $68,399,545 in FY 2012-13 Actual Revenue, $119,654,897 in FY 2013-14 Adopted Revenue, $45,423,516 in FY 2013-14 Revised Revenue, and $70,092,518 in FY 2014-15 Adopted Revenue (including carryforward appropriation). 95 City of Chandler 2014-15 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 and starting again in FY 2013-14) pays five percent of gross revenue. This revenue may be expended for any municipal public purpose. Analysis: The data below reflects 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 2013-14 estimate is an eight month actual and four month projection and reflects anticipated collections under the agreements. Projection: The FY 2014-15 estimate is based upon specific industry projections and normal receipt of franchise payments. Fiscal Year 2010-11 Amount $ 2,795,127 % Inc/(Dec) (11.9) 2011-12 2,977,482 6.5 2012-13 2,925,559 (1.7) 2013-14 (Estimate) 2,875,000 (1.7) 2014-15 (Estimate) 2,979,000 3.6 96 City of Chandler 2014-15 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. The majority of this revenue is received in the General Fund and may be expended for any municipal public purpose. Revenues received in the Airport Operating Fund may be expended only for the operation of the airport enterprise. Analysis: The data below reflects recent years of actual revenue with the percent of increase or decrease. The years shown reflect continued improvement since the economic downturn. The Fiscal Year (FY) 2011-12 and FY 2012-13 increases reflect the impact of the Intel construction project. The FY 2013-14 estimate is an eight month actual and four month projection reflecting a stronger economy as the City comes out of the recession and development continues. Projection: The FY 2014-15 estimate reflects a slight decline to collections due to fewer large scale development projects anticipated in the new year and maintaining a stable economic spending trend. It should be noted that the state legislation regarding the shift of sales tax collections from the City to the Arizona Department of Revenue is effective January 2015. Although there could be an impact to total collections from the new process and a possible lag in the receipt of revenues during the transition, FY 2014-15 does not reflect any financial impact. Instead, the Budget Stabilization Reserve has been increased as explained in the Executive Summary section of this document. Fiscal Year Amount % Inc/(Dec) 2010-11 $ 84,018,184 4.9 2011-12 95,180,394 13.3 2012-13 99,298,205 4.3 2013-14 (Estimate) 99,106,000 (0.2) 2014-15 (Estimate) 97,046,800 (2.1) 97 City of Chandler 2014-15 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 2013-14 estimate is an eight month actual and four month projection. The subtotal on the following table agrees to the amounts reported on the prior page. All amounts shown are General Fund revenues, with the exception of the General Retail amounts generated by Aviation fuel sales and recorded as revenue to the Airport Operating Fund. The Grand Total incorporates other General Fund revenues associated with Transaction Privilege (Sales) and Use Taxes that are reported within other revenue categories (Other Licenses and Other Receipts). 2010-11 Actual Category (1) Contracting $ (2) 2011-12 Actual 6,380,957 $ 38,741,270 General Retail (3) 10,869,566 Restaurant/Bar Utilities $ 42,844,871 - General Retail - To Airport 2012-13 Actual 2013-14 Adopted 10,408,519 $ 45,331,307 - 9,300,000 2013-14 Estimate $ 42,700,000 - 9,800,000 2014-15 Adopted $ 9,450,000 % chg Est 2013-14 to 2014-15 (3.6%) 46,500,000 46,500,000 0.0% 70,000 10,800 (84.6%) - 7,971,183 8,670,199 9,069,109 8,800,000 9,300,000 9,000,000 (3.2%) 0.8% 11,413,338 12,128,475 12,363,565 12,400,000 12,400,000 12,500,000 Telecommunications 3,524,076 3,628,006 3,731,350 3,800,000 3,500,000 3,500,000 0.0% Rentals - Real 9,479,850 10,025,726 10,817,611 9,800,000 10,800,000 10,000,000 (7.4%) Rentals - Personal 2,462,219 2,606,371 2,884,618 2,300,000 2,300,000 2,100,000 (8.7%) Hotel/Motel (17.7%) 1,973,790 2,255,786 2,288,989 1,900,000 2,430,000 2,000,000 Publishing/Other 351,250 352,550 334,981 300,000 250,000 250,000 0.0% Amusements 673,666 714,641 717,442 650,000 720,000 700,000 (2.8%) 1,000,342 1,054,968 1,315,599 800,000 1,000,000 1,000,000 0.0% 21,849 18,261 24,141 25,000 25,000 25,000 0.0% Use Tax Privilege Tax Interest Excise Tax Refunds 24,394 Subtotal Privilege License Fees Audit Assessments (4) 0.0% 84,018,184 $ 95,180,394 $ 99,298,205 $ 92,786,000 $ 99,106,000 $ 97,046,800 (2.1%) $ 969,385 $ 1,034,335 $ 1,032,818 $ 1,000,000 $ 1,000,000 $ 1,000,000 0.0% (25.9%) (5) Privilege License Penalties Grand Total 11,000 $ (5) $ 10,974 10,974 11,000 11,000 1,274,714 1,055,202 1,611,902 1,200,000 1,350,000 1,000,000 285,406 226,430 268,566 225,000 225,000 225,000 0.0% 97,496,361 $ 102,211,491 95,211,000 $ 101,681,000 99,271,800 (2.4%) 86,547,689 $ $ (1) Contracting includes sales tax collections on all construction activity. (2) General Retail includes Car and Truck, Grocery Stores, Drug, and Liquor Stores. (3) Revenue generated from taxes on Airport Fuel sales. The 2013-14 estimate includes revenues from six prior years to adjust for taxes to b e posted directly to the Airport Operating Fund. The 2014-15 adopted amount of the $10,000 reflects anticipated revenues for the single year. (4) Also associated with Transaction Privilege (Sales) and Use Tax, b ut reported in the Other Licenses portion of the Resources section. (5) Also associated with Transaction Privilege (Sales) and Use Tax, b ut reported in the Other Receipts portion of the Resources section. 98 $ City of Chandler 2014-15 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) 2014-15 estimate for each category: 1. 2. 3. 4. 5. Privilege License Fees Alcoholic Beverage Licenses Peddlers and Vendors Licenses Second Hand and Junk Licenses Alarm Permits $1,000,000 300,000 8,000 8,000 113,900 6. 7. 8. 9. Amusement Licenses Professional & Occupation Licenses Cable License Applications Wireless Communication Leases $27,000 5,000 16,000 107,000 This revenue may be expended for any municipal public purpose. Analysis: The data below reflects recent years of actual revenue with the percent of increase or decrease, and has been stable since FY 2010-11. The FY 2013-14 estimate is an eight month actual and four month projection based on historical trends. Projection: The FY 2014-15 estimate anticipate a minor increase in Wireless Communication Leases. Fiscal Year 2010-11 Amount $ 1,552,607 % Inc/(Dec) 7.6 2011-12 1,616,186 4.1 2012-13 1,595,622 (1.3) 2013-14 (Estimate) 1,571,900 (1.5) 2014-15 (Estimate) 1,584,900 0.8 99 City of Chandler 2014-15 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 reflects 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) 2013-14 estimate is an eight month actual and four month projection based on historical trends. Projection: The FY 2014-15 estimate is based on information from the League of Arizona Cities and Towns and the Arizona Department of Revenue. The State of Arizona has shown positive growth in the last two years and this is resulting in higher anticipated revenues for State Shared Sales Tax. The Legislature did not change the distribution for this revenue source for FY 2014-15, however, the Legislature did pass a bill providing a waiver of sales tax on utilities for manufacturing (HB 1413) that will have some negative impact on State Shared Sales Tax which will offset some of the anticipated growth. Fiscal Year 2010-11 Amount $ 17,695,102 % Inc/(Dec) (4.0) 2011-12 18,450,722 4.3 2012-13 19,327,102 4.7 2013-14 (Estimate) 20,564,000 6.4 2014-15 (Estimate) 21,000,000 2.1 100 City of Chandler 2014-15 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 reflects recent years of actual revenue with the percent of increase or decrease. Results since Fiscal Year (FY) 2010-11 reflect the recovery from the economic downturn. The FY 2013-14 estimate is an eight month actual and four month projection based on historical trends. Projection: The FY 2014-15 estimate is based on information from the League of Arizona Cities and Towns and the Arizona Department of Revenue. Fiscal Year 2010-11 Amount $ 7,568,729 % Inc/(Dec) (11.4) 2011-12 7,578,949 0.1 2012-13 7,900,647 4.2 2013-14 (Estimate) 8,000,000 1.3 2014-15 (Estimate) 8,300,000 3.8 101 City of Chandler 2014-15 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 Revenue 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 reflects 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 2013-14 estimate is an eight month actual and four month projection based on historical trends. Projection: The FY 2014-15 estimate is based on projections provided by the League of Arizona Cities and Towns and Arizona Department of Revenue. The State did not attempt to further divert additional HURF monies to other state agencies in this legislative session, and did pass a bill that increases HURF distribution, with Chandler’s share expected to increase by $1 million. However, due to the uncertainty of the permanency of this legislation, as well as the timing of when the bill passed, we are projecting HURF revenues as flat for the future years. Fiscal Year 2010-11 Amount $ 13,287,878 % Inc/(Dec) (7.5) 2011-12 11,823,280 (11.0) 2012-13 12,929,504 9.4 2013-14 (Estimate) 13,000,000 0.5 2014-15 (Estimate) 13,000,000 - 102 City of Chandler 2014-15 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) 2013-14 estimate is an eight month actual and four month projection based on the published ALCP schedule. Projection: The FY 2014-15 estimate is based on planned construction of arterial street and intersection projects scheduled for reimbursement in the ALCP this year. Fiscal Year 2010-11 $ Amount 88,561 % Inc/(Dec) (99.4) 2011-12 5,979,715 6,652.1 2012-13 6,295,212 5.3 2013-14 (Estimate) 2,768,878 (56.0) 2014-15 (Estimate) 5,516,122 99.2 103 City of Chandler 2014-15 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 reflects recent years of actual revenue with the percent of increase or decrease. Because of the timing of income earned by corporations and individuals, payment of taxes on that income in the following years, and time needed for the State to complete the distribution of the Urban Revenue Sharing, it takes about two years for changes in the economy to be reflected in City revenues. Fiscal Year (FY) 2010-11 and FY 2011-12 receipts showed the lower state income tax collections during the economic downturn. The FY 2012-13 increase reflects the improved economy and related tax collections at the State level for tax year 2010. The FY 2013-14 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 2011, with the increase primarily attributed to economic growth. Projection: The FY 2014-15 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 2012. Fiscal Year Amount % Inc/(Dec) 2010-11 $ 22,468,783 (24.6) 2011-12 19,928,955 (11.3) 2012-13 24,119,457 21.0 2013-14 (Estimate) 26,343,000 9.2 2014-15 (Estimate) 28,607,000 8.6 104 City of Chandler 2014-15 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), but monthly distributions were discontinued by the State during Fiscal Year (FY) 2009-10. Amounts remaining in fund balance may be expended for construction or reconstruction of streets and highway projects in the public right-of-way. In FY 2010-11, the State reimplemented annual one-time Arizona Lottery Fund (ALF) distributions to cities and towns based upon an annual application from the City. This revenue may be expended for any municipal transit purpose, including fixed route operations. Analysis: The data below reflects recent years of actual revenue with the percent of increase or decrease. FY 2010-11 reflects a partial year of funding since funding was reimplemented mid-year. Projection: The FY 2014-15 estimate is based on estimates from the Regional Public Transportation Authority. Fiscal Year 2010-11 $ Amount 196,785 % Inc/(Dec) (42.0) 2011-12 692,821 252.1 2012-13 694,355 0.2 2013-14 (Estimate) 694,355 - 2014-15 (Estimate) 694,355 - 105 City of Chandler 2014-15 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 offset 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 reflects recent years of actual revenue with the percent of increase or decrease. The Fiscal Year (FY) 2010-11 increase reflects increased collections from plan reviews, encroachment permits, and fiber optic permits. The FY 2011-12 increase reflects increased collections from encroachment permits, some of which is attributed to the Intel construction project. The FY 2013-14 estimate is an eight month actual and four month projection reflecting increases in civil engineering plan review. Projection: The FY 2014-15 estimate anticipates a reduced level of civil engineering plan review. Fiscal Year 2010-11 Amount 876,398 % Inc/(Dec) 62.5 2011-12 1,439,043 64.2 2012-13 1,493,797 3.8 2013-14 (Estimate) 1,635,400 9.5 2014-15 (Estimate) 1,187,500 (27.4) $ 106 City of Chandler 2014-15 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 reflects 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) 2011-12 increase reflects the impact of the Intel construction project. FY 2012-13 reflects a return to a normal level of building permit fees. The FY 2013-14 estimate is an eight month actual and four month projection based on anticipated development activity. Projection: The FY 2014-15 estimate anticipates a reduction in building permit fees. Fiscal Year Amount % Inc/(Dec) 2010-11 $ 3,414,247 9.1 2011-12 8,232,277 141.1 2012-13 5,452,512 (33.8) 2013-14 (Estimate) 4,394,200 (19.4) 2014-15 (Estimate) 3,744,200 (14.8) 107 City of Chandler 2014-15 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 reflects 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) 2011-12 and FY 2012-13 increases reflect higher zoning and subdivision fees. The FY 2013-14 estimate is an eight month actual and four month projection based on anticipated development projects. Projection: The FY 2014-15 estimate reflects a slight increase in subdivision fees. Fiscal Year Amount % Inc/(Dec) 311,397 58.3 2011-12 368,771 18.4 2012-13 385,889 4.6 2013-14 (Estimate) 430,500 11.6 2014-15 (Estimate) 436,500 1.4 2010-11 $ 108 City of Chandler 2014-15 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, weapons proceeds (restricted for public safety community outreach), and for the school resource officers for Chandler and Kyrene public schools located within city limits (funding for Mesa public schools ended as of Fiscal Year (FY) 2010-11, but could resume if they are able to secure grant funding in the future). 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. 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. Unless otherwise restricted, these revenues may be expended for any municipal purpose. Analysis: The data below reflects recent years of actual revenue with the percent of increase or decrease. The FY 2012-13 increase resulted from a large amount of asset forfeiture revenue. The FY 2013-14 estimate is an eight month actual and four month projection and reflects reduced asset forfeiture revenues. Projection: The FY 2014-15 estimate reflects increased asset forfeiture revenues. Fiscal Year 2010-11 Amount $ 5,570,508 % Inc/(Dec) (20.9) 2011-12 5,676,344 1.9 2012-13 6,518,974 14.8 2013-14 (Estimate) 6,069,214 (6.9) 2014-15 (Estimate) 7,907,500 30.3 109 City of Chandler 2014-15 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 (discontinued at end of Fiscal Year (FY) 2012-13); 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 reflects recent years of actual revenue with the percent of increase or decrease. The FY 2011-12 and FY 2012-13 decreases reflect reduced county membership fees. The FY 2013-14 estimate is an eight month actual and four month projection based on reduced collections for fines as cardholders increase their use of e-books (which do not incur fines since they expire at the due date) and the discontinuation of county membership fees. Projection: The FY 2014-15 estimate anticipates a reduced level of annual charges from cardholders who live outside Maricopa County. Fiscal Year 2010-11 2011-12 Amount $ % Inc/(Dec) 595,364 (6.7) 569,574 (4.3) 2012-13 511,377 (10.2) 2013-14 (Estimate) 470,200 (8.1) 2014-15 (Estimate) 424,000 (9.8) 110 City of Chandler 2014-15 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 the 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 reflects recent years of actual revenue with the percent of increase or decrease. The Fiscal Year (FY) 2011-12 increase reflects the opening and increased activity levels at the Tumbleweed Recreation Center before falling slightly in FY 2012-13. The FY 2013-14 estimate is an eight month actual and four month projection based on historical trends and reflects a slight decline in most recreation and aquatic revenues. Projection: The FY 2014-15 estimate is based on a slight increase in park and recreation activity. Fiscal Year Amount % Inc/(Dec) 2010-11 $ 3,337,037 5.3 2011-12 3,507,344 5.1 2012-13 3,386,060 (3.5) 2013-14 (Estimate) 3,165,200 (6.5) 2014-15 (Estimate) 3,255,860 2.9 111 City of Chandler 2014-15 Adopted Budget Resources Miscellaneous Receipts Source: Other Receipts Summary: This revenue consists of audit assessments, worker’s compensation rate collections, Cox Communication Cable donations, bus service and shelter revenue, trust and agency funds, and miscellaneous revenue, including reimbursements for prior year expenses and lump sum agreements for capital projects. Also included in this category is ticket sale revenue received from events held at the Center for the Arts, labor charges for these events, and revenue received under an Intergovernmental Agreement (IGA) with Chandler Unified School District for their share of operating costs for the Center for the Arts. The majority of these revenues is received in the General Fund and may be expended for any municipal public purpose. Revenues received in funds other than the General Fund may be restricted in use. Analysis: The data below reflects recent years of actual revenue with the percent of increase or decrease. The Fiscal Year (FY) 2011-12 increase reflects the first year of a utility plant expansion in which the City will pay to construct or expand utility infrastructure and Intel Corporation will reimburse the City for a portion of these costs. FY 2012-13 and FY 2013-14 reflects continued reimbursements received from Intel Corporation for the utility plant expansion. The FY 2013-14 estimate is an eight month actual and four month projection based on historical trends. Projection: The FY 2014-15 estimate includes reimbursement revenue of $70,092,518 for new and expanded infrastructure supporting the utility plant expansion in which the City will pay the utility infrastructure construction costs and Intel Corporation will reimburse the City for a portion of these costs. Fiscal Year 2010-11 Amount % Inc/(Dec) $ 8,470,015 42.5 2011-12 10,703,646 26.4 2012-13 74,913,465 599.9 2013-14 (Estimate) 51,105,958 (31.8) 2014-15 (Estimate) 76,503,740 49.7 112 City of Chandler 2014-15 Adopted Budget Resources Source: Interest on Investments Summary: Interest on investments is earned based on continuous investments of 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 reflects 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. Fiscal Year (FY) 2012-13 includes a recovery of FY 2002-03 investment losses of $3.4 million from when the City was a participant in the State’s Local Government Investment Pool (LGIP). The FY 2013-14 estimate is an eight month actual and four month projection based on current rates of return. Projection: The FY 2014-15 estimate is based on market projections from our investment advisors used in conjunction with the estimated amount of idle funds. Fiscal Year Amount % Inc/(Dec) 2010-11 $ 3,448,762 (46.3) 2011-12 1,944,015 (43.6) 2012-13 4,909,109 152.5 2013-14 (Estimate) 1,388,400 (71.7) 2014-15 (Estimate) 2,096,300 51.0 113 City of Chandler 2014-15 Adopted Budget Resources Source: Leases Summary: This revenue item is comprised of leases at the Chandler Municipal Airport and other miscellaneous properties. A listing of the various leases is accompanied by the Fiscal Year (FY) 2014-15 estimate for each category: 1. 2. 3. Airport Leases Airport T-Hangars, Tie-Downs, T-Shades and Other Charges Innovations (Incubator leases) $180,120 524,840 983,500 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 reflects recent years of actual revenue with the percent of increase or decrease. The Fiscal Year (FY) 2011-12 and FY 2012-13 increase are the result of lease revenue from the Innovations facility. The FY 2013-14 estimate is an eight month actual and four month projection based upon historical trends. Projection: The FY 2014-15 estimate anticipates increased airport tie-down fees and assuming a fully-leased Innovations facility. Fiscal Year 2010-11 Amount $ 1,004,741 % Inc/(Dec) 38.9 2011-12 1,100,080 9.5 2012-13 1,140,527 3.7 2013-14 (Estimate) 1,176,470 3.2 2014-15 (Estimate) 1,688,460 43.5 114 City of Chandler 2014-15 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 reflects recent years of actual revenue with the percent of increase or decrease. The Fiscal Year (FY) 2011-12 decrease reflects a continued downward trend in court fines. FY 2012-13 reflects higher Court Enhancement Funds received. The FY 2013-14 estimate is an eight month actual and four month projection based on historical trend. Projection: The FY 2014-15 estimate assumes a steady level of court fines. Fiscal Year 2010-11 Amount $ 3,196,622 % Inc/(Dec) (10.8) 2011-12 3,169,338 (0.9) 2012-13 3,324,938 4.9 2013-14 (Estimate) 3,171,800 (4.6) 2014-15 (Estimate) 3,196,800 0.8 115 City of Chandler 2014-15 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 reflects 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) 2011-12 increase reflects a rate increase implemented in April 2011 and an increase in demand from the Intel construction project. The FY 2013-14 estimate is an eight month actual and four month projection. Projection: The FY 2014-15 estimate anticipates a continued small increase in both residential and industrial consumption resulting in increased revenue and no rate increase. Fiscal Year 2010-11 Amount $ 42,664,967 % Inc/(Dec) 3.3 2011-12 48,503,319 13.7 2012-13 47,235,982 (2.6) 2013-14 (Estimate) 48,000,000 1.6 2014-15 (Estimate) 50,000,000 4.2 116 City of Chandler 2014-15 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 Corporation’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 reflects 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) 2011-12 increase includes a rate increase implemented in April 2011 and increased flows from the Intel construction project. The FY 2013-14 estimate is an eight month actual and four month projection which includes a October 2013 rate increase of 9% for wastewater and 18% for reclaimed water, as well as an increase in the Intel Reverse Osmosis surcharge fee due to expansion and higher facility operating costs. Projection: The FY 2014-15 estimate includes a full year of the increased wastewater and reclaimed water rates, as well as a $5.4 million increase in the reimbursement due from Intel Corporation to operate the Ocotillo Brine Reduction Facility. No rate increase is anticipated in FY 2014-15. Fiscal Year 2010-11 Amount $ 31,138,464 % Inc/(Dec) 10.8 2011-12 35,238,592 13.2 2012-13 36,981,114 4.9 2013-14 (Estimate) 45,014,149 21.7 2014-15 (Estimate) 52,373,588 16.3 117 City of Chandler 2014-15 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 reflects 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) 2013-14 estimate is an eight month actual and four month projection. Projection: The FY 2014-15 estimate reflects a steady level of solid waste revenues and no rate increase. Fiscal Year Amount % Inc/(Dec) 2010-11 $ 13,195,158 2.8 2011-12 13,742,758 4.2 2012-13 13,706,077 (0.3) 2013-14 (Estimate) 13,724,455 0.1 2014-15 (Estimate) 13,805,985 0.6 118 City of Chandler 2014-15 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 based on the fund in which the revenue is received. Analysis: The data below reflects 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) 2011-12 increase reflects increased water meter and miscellaneous wastewater charges. The FY 2013-14 estimate is an eight month actual and four month projection based on historical trends. Projection: The FY 2014-15 estimate reflects a slight decrease in service connect fees. Fiscal Year 2010-11 Amount $ 1,506,301 % Inc/(Dec) 21.0 2011-12 1,722,005 14.3 2012-13 1,776,031 3.1 2013-14 (Estimate) 1,758,112 (1.0) 2014-15 (Estimate) 1,753,730 (0.2) 119 City of Chandler 2014-15 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. During FY 2013-14, City Council adopted Ordinance No. 4528 to bring the City’s system development fee program in compliance with Senate Bill 1525 (passed in FY 2010-11 by 50th Legislature, First Regular Session) resulting in an increase of 13% to the water system development fee (which will include the water resource fee that it is now charged citywide). This revenue may only be expended for growth-related water capital projects. Analysis: The data below reflects recent years of actual revenue with the percent of increase or decrease. The FY 2011-12 increase reflects the impact of two large multi-family developments, with the FY 2012-13 decrease marking a return to a normal level of collections. The FY 2013-14 estimate is an eight month actual and four month projection reflecting current market conditions. Projection: The FY 2014-15 estimate reflects increased fees as shown on the last few pages of the Resources section, with off-setting decreases in new development resulting in no net estimated change. Fiscal Year Amount % Inc/(Dec) 2010-11 $ 3,265,313 14.8 2011-12 5,566,010 70.5 2012-13 5,060,415 (9.1) 2013-14 (Estimate) 4,294,235 (15.1) 2014-15 (Estimate) 4,292,485 (0.0) 120 City of Chandler 2014-15 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. During FY 2013-14, City Council adopted Ordinance No. 4528 to bring the City’s system development fee program in compliance with Senate Bill 1525 (passed in FY 2010-11 by 50th Legislature, First Regular Session) resulting in an increase of 7% to the wastewater system development fee and a decrease of 25% to the reclaimed water system development fee. This revenue may only be expended for growth-related wastewater and reclaimed water capital projects. Analysis: The data below reflects recent years of actual revenue with the percent of increase or decrease. The FY 2011-12 increase reflects the impact of two large multi-family developments, with the FY 2012-13 decrease marking a slight drop in the level of collections. The FY 2013-14 estimate is an eight month actual and four month projection reflecting current market conditions. Projection: The FY 2014-15 estimate reflects current market conditions and modified fees as shown on the last few pages of the Resources section. Fiscal Year 2010-11 Amount $ 4,324,535 % Inc/(Dec) 11.6 2011-12 7,234,388 67.3 2012-13 6,723,149 (7.1) 2013-14 (Estimate) 4,618,540 (31.3) 2014-15 (Estimate) 5,009,505 8.5 121 City of Chandler 2014-15 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, combining the Community and Neighborhood Park Impact Fees together into one Parks Impact Fee category. A listing of the various impact fees is accompanied by the Fiscal Year (FY) 2014-15 estimate for each category: 1. Arterial Streets 2. Fire 3. Library $4,126,180 584,340 50,170 4. 5. 6. Parks Police Public Buildings $2,497,880 278,120 162,490 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. During FY 2013-14, City Council adopted Ordinance No. 4528 to bring the City’s system development fee program in compliance with Senate Bill (SB) 1525 resulting in modifications to all fee categories. 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 reflects recent years of actual revenue with the percent of increase or decrease. The FY 2011-12 increase reflects the impact of two large multi-family developments. The FY 2012-13 decrease reflects the first full year of reductions in all general government fee categories except Arterial Streets as a result of SB 1525. The FY 2013-14 estimate is an eight month actual and four month projection and reflects the full impact of the reduced fee structure. Projection: The FY 2014-15 estimate reflects current market conditions and modified fees as shown on the last few pages of the Resources section. Fiscal Year Amount % Inc/(Dec) 2010-11 $ 6,739,920 41.3 2011-12 11,724,823 74.0 2012-13 7,781,082 (33.6) 2013-14 (Estimate) 7,495,135 (3.7) 2014-15 (Estimate) 7,699,180 2.7 122 City of Chandler 2014-15 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 reflects recent years of actual revenue with the percent of increase or decrease. Fiscal Year (FY) 2010-11 reflects the establishment of the Health Care Benefit Trust January 1, 2011. The FY 2011-12 increase reflects the first full fiscal year of the Health Care Benefit Trust. The FY 2012-13 increase reflects increased premiums paid to the Health Care Benefit Trust. The FY 2013-14 estimate is an eight month actual and four month projection and reflects increased transfers to meet higher medical premiums. Projection: The FY 2014-15 estimate reflects a slight decrease in medical premiums. Fiscal Year 2010-11 Amount $ 12,954,226 % Inc/(Dec) 106.5 2011-12 21,309,460 64.5 2012-13 24,222,988 13.7 2013-14 (Estimate) 27,399,193 13.1 2014-15 (Estimate) 26,946,244 (1.7) 123 City of Chandler 2014-15 Adopted Budget Resources Interfund Transfers Summary: Interfund transfers move funds from one fund to another. Examples include transfers to the General Fund for 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 slightly increasing in Fiscal Year (FY) 2014-15 due to increased transfers from the General Fund to finance General Government Capital Projects. Listed below are all interfund transfers by fund that are anticipated in FY 2014-15: 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 $ 3,528,594 2,394,973 467,000 1,088,333 100,000 Contributions to Other Funds: 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 Transfers from various funds to Technology Replacement Fund 135,000 150,000 41,187,430 500,000 450,000 985,405 4,677,025 2,587,395 Reimbursements: Regional Transportation Sales Tax to Streets GO Bond Fund Regional Transportation Sales Tax to Arterial Street Impact Fund 671,000 4,856,122 Loans and Loan Repayments: Public Building Impact Fund to General Fund (loan repayment) Police Impact Fund to General Fund (loan repayment) Total Interfund Transfers 124 429,925 512,625 $64,720,827 City of Chandler 2014-15 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) 2014-15 primary property tax rate for Chandler is reduced to $0.2992 per $100 of assessed valuation, reflecting a three cent reduction from FY 2013-14. Secondary Taxes are restricted for general bonded debt obligations and voter approved budget overrides. The adopted FY 2014-15 secondary property tax rate is reduced to $0.88 per $100 of assessed valuation, reflecting a 6.22 cent decrease. A thirteen-year history of Chandler’s tax rates and assessed valuation is shown on the next page. Analysis: The data below reflects 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 2011-12 and FY 2012-13 decreases reflect assessed value declines. The FY 2013-14 estimate is an eight month actual and four month projection and again reflects additional reductions in assessed value. Projection: The projected tax for FY 2014-15 reflects property values from calendar year 2012. Higher property values are offset by reductions in tax rates resulting in a minimal increase in revenue. The City will decrease both the FY 2013-14 $0.3292 primary and $0.9422 secondary property tax rates for FY 2014-15 as noted above. Chandler’s combined property tax rate for FY 2014-15 is $1.1792, a 9.22 cent reduction. Fiscal Year 2010-11 2011-12 Amount $ 36,369,964 % Inc/(Dec) (10.5) 32,299,643 (11.2) 2012-13 29,806,821 (7.7) 2013-14 (Estimate) 28,000,000 (6.1) 2014-15 (Estimate) 28,221,900 0.8 125 City of Chandler 2014-15 Adopted Budget Resources SOURCE: Property Tax (continued) The overall tax rate during the past thirteen years and the City of Chandler assessed valuation and rates are as follows: Overall Rate - Including City City, County, School District, City Percent of Year Valuation and Special Assessment Districts Rate Total Rate 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 2013-14 P S 2,157,002,870 2,175,376,677 7.81 3.83 .3292 .9422 4.2 24.6 2013-14 Assessed Value 2014-15 Assessed Value % Increase 2013-14 Adopted Rates 2014-15 Adopted Rates Primary $ 2,157,002,870 $ 2,277,718,171 5.6% $0.3292 $0.2992 Secondary $ 2,175,376,677 $ 2,381,590,083 9.5% 0.9422 0.8800 $1.2714 $1.1792 126 City of Chandler 2014-15 Adopted Budget Resources New or Modified Fees in Citywide Fee Schedules Current Fee Adopted Fee Banner Museum Exhibit Rental Museum School Trunk Education Resource Rental Environmental Education Exploration (resident/non-resident) New New $120/$162 for 2 hours Special Recreation Site – Dr. A.J. Chandler Park (resident/non-resident); the rates are 50% of the published value for nonprofits $180/$243 per hour $25/rental $25/rental $60/$80 per hour No Change Clarifies Site Area Description to East and West of Arizona Avenue as Separate Rentals 1.75 times Instructor Rate 2.5 times Instructor Rate, divided by 2 Session Fee times 9 Sessions Name of Department/Fee Community Services Individual Personal Training Session New Formula Group Personal Training Session New Formula Individual Personal Training 10 Session Package New Formula Fire Hazardous Materials Permit Fee for 550 Pounds or less of Materials on Site Motor Vehicle Fuel-Dispensing Stations Permit Open Burn Permit for Open Flame Torches, Open Flame Candle and Bonfire (change to Open Flames or Grease Laden Vapor Cooking) Open Burn Permit for Open Flame Cooking Devices less than 600 square inches in Cooking Surface or 5 gallon-pounds of gas (change to fee only if more than 600 square inches in Cooking Surface or 5 gallon-pounds of gas) Fire Fighter Breathing Air Replenishment System Fees, Plan Review and Inspection Emergency Medical Stand-by Hourly Fee Fire Prevention Stand-by Hourly Fee $100 Eliminate Fee $105 Annually $105 for Initial Inspection or Ownership Change $85 No Change Clarifies Description No Charge $85 $250 Eliminate Fee $40 per hour $40 per hour $46 per hour $52 per hour $2.00 per hour $2.50 per hour Police Extra Duty Workers Compensation 127 City of Chandler 2014-15 Adopted Budget Resources Modifications to System Development Fees Current Fee Adopted Fee System Development/Impact Fees Arterial Street Single Family (per dwelling unit) Arterial Street Multi-Family (per dwelling unit) Arterial Street Retail/Commercial (per square foot) without current fee subsidy (no subsidy for adopted fee) Arterial Street Office (per square foot) without current fee subsidy for Class A Office Space (no subsidy for adopted fee) Arterial Street Industrial/Warehouse (per square foot) Arterial Street Public/Institutional (per square foot) Park Single Family (per dwelling unit) – Northwest Service Area Park Single Family (per dwelling unit) – Northeast Service Area Park Single Family (per dwelling unit) – Southeast Service Area Park Multi-Family (per dwelling unit) – Northwest Service Area Park Multi-Family (per dwelling unit) – Northeast Service Area Park Multi-Family (per dwelling unit) – Southeast Service Area Library Single Family (per dwelling unit) Library Multi-Family (per dwelling unit) Fire Single Family (per dwelling unit) Fire Multi-Family (per dwelling unit) Fire Retail/Commercial (per square foot) Fire Office (per square foot) Fire Industrial/Warehouse (per square foot) Fire Public/Institutional (per square foot) Police Single Family (per dwelling unit) Police Multi-Family (per dwelling unit) Police Retail/Commercial (per square foot) Police Office (per square foot) Police Industrial/Warehouse (per square foot) Police Public/Institutional (per square foot) Public Building Single Family (per dwelling unit) Public Building Multi-Family (per dwelling unit) Public Building Commercial (per square foot) Public Building Office (per square foot) Public Building Industrial/Warehouse (per square foot) Public Building Public/Institutional (per square foot) Water Single Family (per dwelling unit) Water Multi-Family (per dwelling unit) Water Nonresidential 5/8 x 3/4” Disc Meter Water Nonresidential 3/4” Disc Meter Water Nonresidential 1” Disc Meter Water Nonresidential 1 1/2” Disc Meter Water Nonresidential 2” Disc/Turbine Meter Water Nonresidential 3” Compound Meter Water Nonresidential 3” Turbine Meter Water Nonresidential 4” Compound Meter Water Nonresidential 6” Compound Meter 128 $3,983.00 $2,446.00 $3,901.00 $2,419.00 $14.79 $4.13 $5.88 $2.63 $1.66 $3,740.00 $3,740.00 $3,740.00 $2,865.00 $2,865.00 $2,865.00 $75.00 $58.00 $344.00 $263.00 $0.43 $0.33 $0.11 $0.11 $164.00 $125.00 $0.20 $0.16 $0.05 $0.05 $97.00 $74.00 $0.12 $0.09 $0.03 $0.03 $5,019.00 $1,832.00 $5,019.00 $7,529.00 $12,549.00 $25,097.00 $40,154.00 $80,309.00 $87,838.00 $125,482.00 $250,963.00 $4.36 $2.30 $1.44 $2,241.00 $3,138.00 $3,246.00 $1,602.00 $2,244.00 $2,321.00 $61.00 $44.00 $412.00 $295.00 $0.48 $0.32 $0.10 $0.14 $277.00 $198.00 $0.32 $0.21 $0.07 $0.09 $110.00 $79.00 $0.12 $0.08 $0.02 $0.03 $5,680.00 $2,147.00 Eliminate meter size $8,520.00 $14,200.00 $28,400.00 $45,440.00 $90,880.00 $99,400.00 $142,000.00 $284,000.00 City of Chandler 2014-15 Adopted Budget Resources Modifications to System Development Fees Current Fee Adopted Fee System Development/Impact Fees Water Nonresidential 6” Turbine Meter Water Nonresidential 8” Compound Meter Water Nonresidential 8” Turbine Meter Water Resource Single Family (per dwelling unit) Water Resource Multi-Family (per dwelling unit) Water Resource Nonresidential 5/8 x 3/4” Disc Meter Water Resource Nonresidential 3/4” Disc Meter Water Resource Nonresidential 1” Disc Meter Water Resource Nonresidential 1 1/2” Disc Meter Water Resource Nonresidential 2” Disc/Turbine Meter Wastewater Trunkline Single Family (per dwelling unit) Wastewater Trunkline Multi-Family (per dwelling unit) Wastewater Trunkline Nonresidential 5/8 x 3/4” Disc Meter Wastewater Trunkline Nonresidential 3/4” Disc Meter Wastewater Trunkline Nonresidential 1” Disc Meter Wastewater Trunkline Nonresidential 1 1/2” Disc Meter Wastewater Trunkline Nonresidential 2” Disc/Turbine Meter Wastewater Trunkline Nonresidential 3” Compound Meter Wastewater Trunkline Nonresidential 3” Turbine Meter Wastewater Trunkline Nonresidential 4” Compound Meter Wastewater Trunkline Nonresidential 6” Compound Meter Wastewater Trunkline Nonresidential 6” Turbine Meter Wastewater Trunkline Nonresidential 8” Compound Meter Wastewater Trunkline Nonresidential 8” Turbine Meter Wastewater Treatment Single Family (per dwelling unit) Wastewater Treatment Multi-Family (per dwelling unit) Wastewater Treatment Nonresidential 5/8 x 3/4” Disc Meter Wastewater Treatment Nonresidential 3/4” Disc Meter Wastewater Treatment Nonresidential 1” Disc Meter Wastewater Treatment Nonresidential 1 1/2” Disc Meter Wastewater Treatment Nonresidential 2” Disc/Turbine Meter Wastewater Treatment Nonresidential 3” Compound Meter Wastewater Treatment Nonresidential 3” Turbine Meter Wastewater Treatment Nonresidential 4” Compound Meter Wastewater Treatment Nonresidential 6” Compound Meter Wastewater Treatment Nonresidential 6” Turbine Meter Wastewater Treatment Nonresidential 8” Compound Meter Wastewater Treatment Nonresidential 8” Turbine Meter Wastewater Single Family (per dwelling unit) Wastewater Multi-Family (per dwelling unit) $313,704.00 $401,541.00 $451,733.00 $34.00 $13.00 $42.00 $65.00 $107.00 $249.00 $484.00 167.00 $77.00 $167.00 $251.00 $417.00 $834.00 $1,334.00 2,667.00 2,917.00 4,168.00 $8,336.00 $10,419.00 $13,336.00 $15,004.00 $5,272.00 $2,413.00 $5,272.00 $7,906.00 $13,177.00 $26,364.00 $42,166.00 $84,332.00 $92,238.00 $131,768.00 $263,535.00 $329,419.00 $421,656.00 $474,364.00 Note 2 Note 2 $355,000.00 $454,400.00 $511,200.00 Note 1 Note 1 Note 1 Note 1 Note 1 Note 1 Note 1 Note 2 Note 2 Note 2 Note 2 Note 2 Note 2 Note 2 Note 2 Note 2 Note 2 Note 2 Note 2 Note 2 Note 2 Note 2 Note 2 Note 2 Note 2 Note 2 Note 2 Note 2 Note 2 Note 2 Note 2 Note 2 Note 2 Note 2 Note 2 $5,804.00 $2,751.00 Note 1: Water Resource System Development Fees are included in the adopted fee totals listed for the various meter sizes under Water System Development Fees. Note 2: Wastewater System Development Fees will no longer be separated into Trunkline and Treatment components; therefore, adopted Wastewater System Development Fees are listed as a new category. 129 City of Chandler 2014-15 Adopted Budget Resources Modifications to System Development Fees Current Fee Adopted Fee System Development/Impact Fees Wastewater Nonresidential 3/4” Disc Meter Wastewater Nonresidential 1” Disc Meter Wastewater Nonresidential 1 1/2” Disc Meter Wastewater Nonresidential 2” Disc/Turbine Meter Wastewater Nonresidential 3” Compound Meter Wastewater Nonresidential 3” Turbine Meter Wastewater Nonresidential 4” Compound Meter Wastewater Nonresidential 6” Compound Meter Wastewater Nonresidential 6” Turbine Meter Wastewater Nonresidential 8” Compound Meter Wastewater Nonresidential 8” Turbine Meter Reclaimed Water Single Family (per dwelling unit) Reclaimed Water Multi-Family (per dwelling unit) Reclaimed Water Nonresidential 5/8 x 3/4” Disc Meter Reclaimed Water Nonresidential 3/4” Disc Meter Reclaimed Water Nonresidential 1” Disc Meter Reclaimed Water Nonresidential 1 1/2” Disc Meter Reclaimed Water Nonresidential 2” Disc/Turbine Meter Reclaimed Water Nonresidential 3” Compound Meter Reclaimed Water Nonresidential 3” Turbine Meter Reclaimed Water Nonresidential 4” Compound Meter Reclaimed Water Nonresidential 6” Compound Meter Reclaimed Water Nonresidential 6” Turbine Meter Reclaimed Water Nonresidential 8” Compound Meter Reclaimed Water Nonresidential 8” Turbine Meter Note 1 Note 1 Note 1 Note 1 Note 1 Note 1 Note 1 Note 1 Note 1 Note 1 Note 1 $1,114.00 $511.00 $1,114.00 $1,672.00 $2,785.00 $5,570.00 $8,913.00 $17,825.00 $19,496.00 $27,850.00 $55,700.00 $69,625.00 $89,120.00 $100,261.00 $8,706.00 $14,510.00 $29,020.00 $46,432.00 $92,864.00 $101,570.00 $145,100.00 $290,200.00 $362,750.00 $464,320.00 $522,360.00 $838.00 $397.00 Eliminate meter size $1,257.00 $2,095.00 $4,190.00 $6,704.00 $13,408.00 $14,665.00 $20,950.00 $41,900.00 $52,375.00 $67,040.00 $75,420.00 Note 1: Wastewater System Development Fees will no longer be separated into Trunkline and Treatment components; therefore, adopted Wastewater System Development Fees are listed as a new category. 130 GENERAL GOVERNMENT 6-Contents Activities and Functions carried out by Departments/Divisions Accomplishments Goals, Objectives and Performance Measurements Budget Summary Position Summary General Government H STRENGTH THROUG; TRANSPARENCY URE T U F E H T R O F N O I S VI City of Chandler 2014-15 Adopted Budget General Government Mayor and Council City Magistrate City Attorney City Manager 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 131 City of Chandler 2014-15 Adopted Budget General Government The table below depicts the financial breakdown by division for the Fiscal Year (FY) 2014-15 General Government Budget and 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 2012-13 Actual Expenditures Expenditures by Cost Center Mayor and Council Communications and Public Affairs City Clerk City Magistrate Law City Manager Buildings and Facilities $ Ongoing (2) One-time Operating & Maintenance Capital - Major 2014-15 Adopted Budget % Change Adopted to Adopted 796,564 $ 2,099,614 578,404 4,146,959 9,178,569 1,152,334 809,849 $ 2,133,076 533,958 3,911,862 6,114,835 1,166,651 786,732 2,089,986 788,201 4,183,379 9,218,855 1,168,571 -1.23% -0.46% 36.27% 0.88% 0.44% 1.41% 7,454,231 9,633,493 8,862,408 9,596,104 -0.39% 4,062,692 3,896,438 9,707,369 12,536,858 4,644,126 10,967,932 4,981,430 4,833,120 9,734,414 13,865,946 4,836,295 11,511,872 10.60% 4.14% 4.96% 12,664,528 19,083,348 17,086,530 18,793,456 Total $ 51,271,192 $ 74,818,201 $ 60,168,133 $ 76,839,397 -1.52% 2.70% Expenditures by Category Personnel & Benefits Total Personnel (2) 2013-14 Estimated Expenditures 761,565 $ 1,926,611 624,694 3,841,489 5,135,748 1,195,827 Economic Development Human Resources Information Technology(1) Neighborhood Resources 2013-14 Adopted Budget $ 26,916,170 $ 27,723,513 $ 27,382,125 $ 28,358,905 2,923,634 20,551,382 3,803,640 Total $ 51,271,192 $ 27,723,513 27,382,125 32,525,895 28,470,145 14,568,793 4,315,863 74,818,201 $ 60,168,133 $ 28,358,905 32,550,519 15,929,973 76,839,397 2.29% N/A 0.08% 9.34% 2.70% (1) Information Technology summary totals include Information Technology Oversight Committee (ITOC) operating and capital cost centers. (2) Ongoing and One-time Personnel Services detail not availab le for FY 2012-13 Actual Expenditures. Staffing by Cost Center Mayor and Council Communications and Public Affairs City Clerk City Magistrate Law City Manager Buildings and Facilities Economic Development Human Resources Information Technology Neighborhood Resources Total 2012-13 Revised 4.000 14.000 6.000 41.000 32.000 6.000 42.000 2013-14 Adopted 4.000 14.000 6.000 41.000 32.000 6.000 42.000 2013-14 Revised 4.000 14.000 6.000 41.000 32.000 6.000 42.000 15.000 20.000 51.000 43.500 274.500 15.000 20.000 52.000 43.500 275.500 15.000 20.000 52.000 43.500 275.500 132 % Change 2014-15 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 0.00% 42.000 0.00% 15.000 20.000 52.000 44.500 276.500 0.00% 0.00% 0.00% 2.30% 0.36% City of Chandler 2014-15 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 133 City Attorney City of Chandler 2014-15 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 2012-13 Actual Expenditures $ $ $ 728,678 $ 3,938 10,516 783 3,826 11,912 1,913 761,565 $ 761,565 $ 2013-14 Adopted Budget 2013-14 Adjusted Budget 740,512 $ 740,512 5,035 10,664 1,500 7,302 24,278 5,360 1,913 796,564 $ 796,564 $ 2013-14 Estimated Expenditures 751,045 $ 751,045 5,035 10,664 1,918 7,302 24,828 5,360 1,913 808,065 $ 808,065 $ 2014-15 Adopted Budget 752,830 $ 752,830 5,004 11,662 1,500 7,302 24,278 5,360 1,913 809,849 $ 809,849 $ 730,613 730,613 5,035 10,664 1,500 7,369 24,278 5,360 1,913 786,732 786,732 % Change Adopted To Adopted -1.34% -1.34% N/A 0.00% 0.00% 0.00% 0.92% 0.00% 0.00% 0.00% -1.23% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. Authorized Positions Position Title Executive Receptionist Management Assistant Mayor and Council Assistant Total 2010-11 Revised 1 2 1 4 2011-12 Revised 1 3 1 5 2012-13 Revised 0 3 1 4 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2014-15. 134 2013-14 Adopted 0 3 1 4 2013-14 Revised 0 3 1 4 2014-15 Adopted 0 3 1 4 City of Chandler 2014-15 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, social media, 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 2012-13 Actual Expenditures Expenditures by Cost Center Communications and Public Affairs Video Production Print Mail and Graphics $ Total $ Expenditures by Category Personnel & Benefits Total Personnel Ongoing(1) One-time(1) Operating & Maintenance $ Total $ Staffing by Cost Center Communications and Public Affairs Video Production Print Mail and Graphics Total (1) 2013-14 Adopted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget % Change Adopted to Adopted 846,077 $ 321,648 758,886 1,926,611 $ 891,031 $ 390,850 817,733 2,099,614 $ 916,217 $ 392,954 823,905 2,133,076 $ 880,796 394,551 814,639 2,089,986 -1.15% 0.95% -0.38% -0.46% 1,432,094 $ 494,518 1,926,611 $ 1,412,083 $ 1,412,083 687,531 2,099,614 $ 1,436,560 $ 1,436,560 696,516 2,133,076 $ 1,417,137 1,417,137 672,849 2,089,986 0.36% N/A -2.14% -0.46% 2012-13 Revised 6.000 2.000 6.000 14.000 2013-14 Adopted 6.000 2.000 6.000 14.000 2013-14 Revised 6.000 2.000 6.000 14.000 Ongoing and One-time Personnel Services detail not availab le for 2012-13 Actual Expenditures. 135 % Change 2014-15 Adopted to Adopted Adopted 6.000 0.00% 2.000 0.00% 6.000 0.00% 14.000 0.00% City of Chandler 2014-15 Adopted Budget General Government 2013-14 Communications and Public Affairs Accomplishments  The City of Chandler was recognized as one of the nation’s most transparent local governments on the Web for the fourth year. The City was given an A+ grade by the Sunshine Review for providing comprehensive public information on its website, www.chandleraz.gov.  Developed numerous internal and external video projects to promote City programs, services, and events such as the Family Self-Sufficiency Program, Project Homeless Connect, Solid Waste Services Facility Operations, Roadwork Ahead in South Chandler, Airport Water Reclamation Plant Expansion, Tech Shop Promo, Technology Promotional Video, Family Bike Event, State of the City, six episodes of “Come Out & Play”, Parade of Lights, Senior Variety Show, Sports Hall of Fame, Jazz Festival Marketing Promo, Environmental Arts Awards, Welcome Home – Honoring Troops, Veterans Oasis/Environmental Education Center Promo, Family Easter Celebration Promo, Jasper Fire Training, Active Shooting Training, Big Box Training, and Weight Management.  Produced the following promotional videos using iPads, which were posted on YouTube: Chandler Farmers Market, Chandler Indian Art Market, Chandler Airport Water Reclamation Facility, and the Chandler Classic Car & Hot Rod Show.  Coordinated and produced two City of Chandler "Operation Welcome Home” events to honor military men and women upon their return from active duty or as they leave for service.  Garnered positive national publicity working with Ford Motor Company on the Tumbleweed Tree promotion.  Worked with the Chandler Chamber of Commerce and Coach and Willie’s Restaurant to land the Budweiser Brewing Company Clydesdale national commercial on a Major league Baseball petition drive, which was filmed in downtown Chandler.  Assisted with planning, logistics, and publicity efforts associated with numerous City events and activities, including the Mayor's Listening Tour, Health Connect, Budget Connect, Veterans Expo, ASU Chandler Innovation Center/Tech Shop Grand Opening, Multicultural Festival, Indian Art Market, Celebration of Unity, Chandler Science Spectacular, School Supply Drive, Cinco de Mayo Celebration, State of the City Address, and the Chandler Family Bike Ride.  Coordinated and produced the City of Chandler’s second annual “Health Connect Expo” – a day of fitness and activity held at Tumbleweed Recreation Center.  For the third year in a row, coordinated and implemented “Budget Connect” – the City of Chandler’s online community Budget Meeting.  Helped coordinate inaugural Neighborhood Excellence Awards and first-ever Neighborhood “Do-It-Yourself” Connect event.  Reached social media milestone - garnered 10,000 Twitter followers.  Produced winning nominations for Maricopa Association of Governments Desert Peak Regional Excellence Award and City & County Magazine’s Municipal Leader of the Year Award.  Provided numerous tours of Chandler City Hall for residents, visitors and businesses.  The Video Production Division videotaped more than 44 public meetings and 39 studio shoots.  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 1.6 million pieces of mail at a discount rate, saving the City more than $147,000. 136 City of Chandler 2014-15 Adopted Budget General Government    Communications and Public Affairs - 1070    2014-15 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) 2011-12 Actual 2011-12 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 301 316 300 304 300 Council columns/journal articles 68 55 70 48 48 Newsletters 63 64 64 63 64 Public record requests 21 24 16 20 22 7 9 8 8 8 8,962 10,494 9,393 10,000 10,500 8,853 269,993 6,414,930 9,785 267,667 8,242,799 9,500 275,000 7,000,000 10,985 336,876 6,591,893 9,750 300,000 7,500,000 11 7 10 7 7 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 * 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. 137 City of Chandler 2014-15 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 Total Cost Center - 1070 General Fund 2012-13 Actual Expenditures $ 2013-14 Adopted Budget 753,282 $ 70,604 13,073 1,099 3,569 4,450 846,077 $ 846,077 $ $ $ 2013-14 Adjusted Budget 750,720 $ 750,720 100,130 21,878 1,000 6,550 6,753 4,000 891,031 $ 891,031 $ 2013-14 Estimated Expenditures 758,978 $ 758,978 115,300 21,878 1,401 6,550 6,753 4,000 914,860 $ 914,860 $ 2014-15 Adopted Budget 766,932 $ 766,932 88,130 41,679 1,500 6,550 7,426 4,000 916,217 $ 916,217 $ % Change Adopted To Adopted 740,210 740,210 75,130 46,878 1,000 6,825 6,753 4,000 880,796 880,796 -1.40% -1.40% N/A -24.97% 114.27% 0.00% 4.20% 0.00% 0.00% -1.15% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. Authorized Positions Position Title Communications/Public Affairs Director Information Specialist Public Information Officer Senior Executive Assistant Total 2010-11 Revised 1 1 3 0 5 2011-12 Revised 1 1 3 1 6 2012-13 Revised 1 1 3 1 6 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2014-15. 138 2013-14 Adopted 1 1 3 1 6 2013-14 Revised 1 1 3 1 6 2014-15 Adopted 1 1 3 1 6 City of Chandler 2014-15 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: 2014-15 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 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 125 130 140 140 140 56 56 62 53 50 2013-14 Projected 2013-14 Year End Estimate * 2014-15 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 2011-12 Actual 2012-13 Actual 46 51 55 55 55 30 48 50 50 50 * 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. 139 City of Chandler 2014-15 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 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 10 10 10 10 10 10 11 10 10 10 * 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. 140 City of Chandler 2014-15 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 2012-13 Actual Expenditures $ $ $ $ 218,936 90,118 3,839 669 1,074 2,066 2,697 2,250 321,648 321,648 321,648 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 2013-14 Adjusted Budget $ $ $ $ 2013-14 Estimated Expenditures 216,210 216,210 212,120 10,544 5,666 1,550 6,000 112,200 2,250 566,540 516,540 50,000 566,540 $ $ $ $ 215,210 215,210 140,384 8,544 5,666 1,550 2,000 17,350 2,250 392,954 342,954 50,000 392,954 2014-15 Adopted Budget $ $ $ $ 216,786 216,786 140,384 8,544 5,666 1,571 2,000 17,350 2,250 394,551 394,551 394,551 % Change Adopted To Adopted 1.73% 1.73% N/A 0.00% 0.00% 0.00% 1.35% 0.00% 0.00% 0.00% 0.95% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. Authorized Positions Position Title Video Production Coordinator Video Production Specialist Total 2010-11 Revised 1 1 2 2011-12 Revised 1 1 2 2012-13 Revised 1 1 2 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2014-15. 141 2013-14 Adopted 1 1 2 2013-14 Revised 1 1 2 2014-15 Adopted 1 1 2 City of Chandler 2014-15 Adopted Budget General Government 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 as well as all graphic design projects. Print, Mail, and Graphics 1210 Division: Cost Center: 2014-15 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 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected Printing completed on requested date 100% 100% 90% 100% 90% Printing requests processed 2,174 2,362 2,000 2,389 2,000 (1) 5,000,000 650 650 Impressions printed for jobs processed Citywide graphic design projects (1) 2011-12 Actual 3,036,356 3,109,265 3,000,000 550 620 650 5,284,362 There was an increase during Fiscal Year (FY) 2013-14, when impressions for the monthly CityScope newsletter were included in the total impressions. In prior years, this service was included in Professional Services instead of Printing. 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 (2) 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected Mailing processes completed within 24 hours 100% 100% 90% 100% 90% Utility bill and sales tax item volume to be mailed 1,198,320 1,211,433 1,250,000 1,160,860 1,100,000(2) The State of Arizona is expected to take over some of the functions relating to local sales tax collection in January 2015. Due to this change, a slight reduction in mailing volume is anticipated in FY 2014-15, with more significant impacts expected in FY 2015-16. * 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. 142 City of Chandler 2014-15 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 Machinery/Equipment Office Furniture/Equipment Capital Replacement Total Cost Center - 1210 General Fund 2012-13 Actual Expenditures $ $ $ 459,876 $ 25,319 258,638 495 633 13,925 758,886 $ 758,886 $ 2013-14 Adjusted Budget 2013-14 Adopted Budget 448,257 $ 448,257 70,783 10,000 259,018 750 15,000 13,925 817,733 $ 817,733 $ 2013-14 Estimated Expenditures 453,186 $ 453,186 82,633 10,000 264,250 750 15,000 13,925 839,744 $ 839,744 $ 2014-15 Adopted Budget 454,418 $ 454,418 70,794 10,000 259,018 750 15,000 13,925 823,905 $ 823,905 $ 460,141 460,141 70,783 10,000 259,040 750 13,925 814,639 814,639 % Change Adopted To Adopted 2.65% 2.65% N/A N/A 0.00% 0.00% 0.01% 0.00% N/A -100.00% 0.00% -0.38% * Ongoing and One-time Personnel Services detail not available for 2012-13 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 2010-11 Revised 3 0 1 0 1 1 6 2011-12 Revised 3 0 1 0 1 1 6 2012-13 Revised 2 1 0 1 1 1 6 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2014-15. 143 2013-14 Adopted 2 1 0 1 1 1 6 2013-14 Revised 2 1 0 1 1 1 6 2014-15 Adopted 2 1 0 1 1 1 6 City of Chandler 2014-15 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. 2013-14 City Clerk Accomplishments  Recorded the highest month for passport acceptance (March 2014).  Passed audit by the U.S. Passport Services.  Achieved efficiencies in cross-departmental document management and retention. 2014-15 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 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 72 75 70 75 80 Meeting notices posted 599 584 550 550 580 City Council actions and agenda items prepared 836 834 850 840 850 * 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. 144 City of Chandler 2014-15 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. 2011-12 Actual Measure Contractual documents processed 2012-13 Actual 883 2013-14 Projected 2013-14 Year End Estimate * 930 845 917 2014-15 Projected 897 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. Measures 2011-12 Actual 2013-14 Projected 2012-13 Actual 0 Aug 1 Nov 1 0 Registered voters Total ballots processed N/A 122,844 120,376 N/A 28,428 % of voter turnout N/A 23% Municipal elections 2013-14 Year End Estimate * 2014-15 Projected 0 Aug 1 Nov 1 N/A 130,970 130,970 130,970 94,939 N/A N/A 32,740 104,770 79% N/A N/A 25% 80% 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 2011-12 Actual 2012-13 Actual 8,803 705 10,649 528 * 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. 145 2013-14 Projected 8,700 945 2013-14 Year End Estimate * 9,600 650 2014-15 Projected 9,600 650 City of Chandler 2014-15 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 2012-13 Actual Expenditures $ $ $ 410,275 $ 14,596 155,154 4,051 31,972 8,646 624,694 $ 624,694 $ 2013-14 Adopted Budget 2013-14 Adjusted Budget 499,868 $ 499,868 22,306 6,200 5,000 36,530 8,500 578,404 $ 578,404 $ 2013-14 Estimated Expenditures 508,108 $ 508,108 29,155 6,200 5,002 36,530 8,500 593,495 $ 593,495 $ 2014-15 Adopted Budget 453,905 $ 453,905 28,000 4,823 3,000 36,530 7,700 533,958 $ 533,958 $ 534,632 534,632 27,000 174,919 2,500 40,650 8,500 788,201 788,201 % Change Adopted To Adopted 6.95% 6.95% N/A 21.04% 2721.27% -50.00% 11.28% 0.00% 36.27% * Ongoing and One-time Personnel Services detail not available for 2012-13 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 2010-11 Revised 1 1 2 0 2 0 6 2011-12 Revised 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 2013-14 Revised 0 1 0 2 2 1 6 2014-15 Adopted 0 1 0 2 2 1 6 Significant Budget and Staffing Changes Fiscal Year 2014-15 reflects an increase in Operating Supplies for a one-time decision package for the August primary and November general elections. 146 City of Chandler 2014-15 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. 2013-14 City Magistrate Accomplishments  Implementation of a paperless photo enforcement citation process.  Improved audio technology in courtrooms by replacing existing equalizers.  Continuing in the effort to implement a Mental Health Court and Veteran’s Court.  Replaced existing printers with multi-function printer/copiers resulting in increased efficiency and cost savings in both one-time and ongoing expenditures. 2014-15 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 (1) 2011-12 Actual 28 1 35,033 2012-13 Actual 41 3 38,240 2013-14 Projected 40 2 38,000 2013-14 Year End Estimate * 40 2 40,500 2014-15 Projected 40 2 41,500 89% 44,652 30 sec 88% N/A(1) N/A(1) 90% 45,000 50 sec 89% N/A(1) N/A(1) 90% 45,000 50 sec Data not available due to a hardware and software upgrade to the City of Chandler GNAV Pro telephone system. Software was moved from a physical server to a virtual server and historical data prior to February 1, 2014 is no longer available. * 2013-14Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 147 City of Chandler 2014-15 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 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget $ 3,452,632 $ 3,755,479 $ 3,755,479 287,794 306,250 69,366 41,100 5,029 10,900 13,920 17,300 343 400 12,226 14,435 1,095 178 $ 3,841,489 $ 4,146,959 $ $ 3,815,508 $ 4,146,959 $ 25,981 $ 3,841,489 $ 4,146,959 $ 2013-14 Estimated Expenditures 2014-15 Adopted Budget 3,808,960 $ 3,519,521 $ 3,808,960 3,519,521 306,860 304,500 41,100 42,778 12,928 12,928 17,300 17,300 400 400 14,435 14,435 1,095 4,203,078 $ 3,911,862 $ 4,203,078 $ 3,911,862 $ 4,203,078 $ 3,911,862 $ % Change Adopted To Adopted 3,791,757 3,791,757 304,460 42,800 11,714 15,282 400 16,010 956 4,183,379 4,183,379 4,183,379 0.97% 0.97% N/A -0.58% 4.14% 7.47% -11.66% 0.00% 10.91% -12.69% N/A 0.88% * Ongoing and One-time Personnel Services detail not available for 2012-13 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 Senior Executive Assistant Systems Analyst Total 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 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 2013-14 Revised 3 1 15 6 1 0 1 4 3 1 1 1 2 1 1 41 2014-15 Adopted 3 1 15 6 1 0 1 4 3 1 1 1 2 1 1 41 Significant Budget and Staffing Changes During Fiscal Year 2013-14, three Court Collector Specialist positions were reclassified to Court Clerk II. 148 City of Chandler 2014-15 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) 2014-15 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 2012-13 Actual Expenditures Expenditures by Cost Center Law Liability Litigation Liability Litigation Claims $ Total $ Expenditures by Category Personnel & Benefits Total Personnel Ongoing(1) One-time(1) Operating & Maintenance $ Total $ Staffing by Cost Center Law Liability Litigation Total (1) 2013-14 Adopted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget % Change Adopted to Adopted 3,476,989 $ 1,275,187 383,573 5,135,748 $ 3,529,001 $ 1,679,853 3,969,715 9,178,569 $ 3,225,346 $ 1,461,914 1,427,575 6,114,835 $ 3,572,717 1,676,423 3,969,715 9,218,855 1.24% -0.20% 0.00% 0.44% 3,815,974 $ 1,319,775 5,135,748 $ 3,807,119 $ 3,807,119 5,371,450 9,178,569 $ 3,518,889 $ 3,518,889 2,595,946 6,114,835 $ 3,866,881 3,866,881 5,351,974 9,218,855 1.57% N/A -0.36% 0.44% 2012-13 Revised 28.000 4.000 32.000 2013-14 Adopted 28.000 4.000 32.000 2013-14 Revised 28.000 4.000 32.000 Ongoing and One-time Personnel Services detail not availab le for FY 2012-13 Actual Expenditures. 149 % Change 2014-15 Adopted to Adopted Adopted 28.000 0.00% 4.000 0.00% 32.000 0.00% City of Chandler 2014-15 Adopted Budget General Government 2013-14 Law Department Accomplishments  Continued support for economic development by providing legal advice and drafting agreements for projects within the downtown redevelopment area.  Provided daily legal advice on employment issues, including employment meet and confer issues, and revisions to employee Merit Board process.  Provided legal support for review of Price Road development policies, group home zoning code revisions, and other substantial development actions within the City.  Continued implementation of in-house legal team for City self-representation of liability lawsuits including increased cooperation between the Law Department, City departments and employees involved in lawsuits.  Assisted in the negotiation and drafting of several contracts for implementation of software applications for major changes to business practices of City such as online payments and new utility billing software.  Continued to increase focus on domestic violence and DUI prosecution.  Prosecuted forfeiture cases worth $1 million. 150 City of Chandler 2014-15 Adopted Budget General Government    Law - 1300    2014-15 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. 2013-14 2011-12 2012-13 2013-14 Year End 2014-15 Measures Actual Actual Projected Estimate * Projected Legal opinions - verbal 10,870 10,666 11,900 11,900 11,900 Legal opinions - written 1,276 1,301 1,300 1,300 1,300 Documents/pleadings reviewed/revised 7,230 7,333 7,800 7,800 7,800 Documents/pleadings prepared 3,105 3,211 3,350 3,350 3,350 Meetings attended in advisory capacity 3,876 3,884 4,200 4,200 4,200 Number of pending water issues 65 61 65 49 49 Number of hours of class training for police officers(2) N/A N/A 25 25 25 (1) (2) Objective increased from 10 hours in Fiscal Year (FY) 2012-13 to 20 hours in FY 2013-14. Indicator added in FY 2012-13. * 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. 151 City of Chandler 2014-15 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. 2014-15 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 2011-12 Actual 10,250 1,262 1,531 1,458 2,829 8,085 8,350 2012-13 Actual 9,812 1,318 1,150 2,333 2,673 8,183 5,969 * 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. 152 2013-14 Projected 10,718 1,969 1,322 1,368 2,959 8,866 8,307 2013-14 Year End Estimate * 10,040 1,124 1,229 2,359 2,784 8,369 7,848 2014-15 Projected 11,044 1,236 1,352 2,595 3,062 9,206 8,072 City of Chandler 2014-15 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 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget $ 3,371,815 $ 3,362,493 $ 3,427,022 $ 3,063,300 $ 3,425,473 3,362,493 3,427,022 3,063,300 3,425,473 25,203 50,500 54,500 50,500 50,500 52,824 60,062 61,074 60,862 60,073 2,737 6,946 7,658 6,946 6,946 7,975 9,100 9,100 9,100 8,994 16,257 26,000 21,160 20,731 20,731 13,900 13,900 13,907 178 $ 3,476,989 $ 3,529,001 $ 3,594,414 $ 3,225,346 $ 3,572,717 $ 3,459,239 $ 3,496,051 $ 3,561,464 $ 3,192,396 $ 3,537,717 15,000 15,000 15,000 15,000 17,750 17,950 17,950 17,950 20,000 $ 3,476,989 $ 3,529,001 $ 3,594,414 $ 3,225,346 $ 3,572,717 % Change Adopted To Adopted 1.87% 1.87% N/A 0.00% 0.02% 0.00% -1.16% -20.27% -100.00% N/A 1.24% * Ongoing and One-time Personnel Services detail not available for 2012-13 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 Lead Legal Secretary Legal Clerk Legal Secretary Senior Assistant City Prosecutor Senior Legal Secretary Victim Services Specialist Total 2010-11 Revised 5 2 1 4 0 1 1 1 0 4 5 1 1 1 27 2011-12 Revised 5 2 1 4 0 1 1 1 0 4 5 1 1 1 27 2012-13 Revised 5 2 1 4 1 1 1 1 0 4 5 1 1 1 28 2013-14 Adopted 5 2 1 4 1 1 1 1 0 4 5 1 1 1 28 2013-14 Revised 5 2 0 5 1 1 1 1 1 4 5 1 0 1 28 2014-15 Adopted 5 2 0 5 1 1 1 1 1 4 5 1 0 1 28 Significant Budget and Staffing Changes During Fiscal Year 2013-14, one Assistant City Prosecutor I was reclassified to Assistant City Prosecutor II and one Senior Legal Secretary was reclassified to Lead Legal Secretary. 153 City of Chandler 2014-15 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 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 also provides loss prevention services through accident investigation and analysis, liability claims adjusting, and litigation management services. Liability Litigation 1310 Division: Cost Center: 2014-15 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 2011-12 Actual 8 2012-13 Actual 12 2013-14 Projected 15 2013-14 Year End Estimate * 15 2014-15 Projected 15 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 2011-12 Actual 2012-13 Actual 2013-14 Projected Claims filed 162 202 203 24-hour response time for 100% of filings 162 202 203 Claims filed <$5,000 146 177 184 1% 1% 105 87 Cost of risk (1) Liability and property subrogation (1) 2013-14 Year End Estimate * 2014-15 Projected 171 171 196 1% 145 1% 173 1% 96 125 96 196 “Cost of risk” equals = Claims paid Expenses + Risk Mgmt. Administration + Insurance Premiums divided by City of Chandler Total Operating Budget. * 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. 154 City of Chandler 2014-15 Adopted Budget General Government    Liability Litigation – 1310    Budget Summary 2012-13 Actual Expenditures Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Capital Replacement Total Cost Center - 1310 Insured Liability Self Insurance Fund 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget $ 444,159 $ 444,626 $ 455,589 $ 455,589 $ 441,408 444,626 455,589 455,589 441,408 38,693 75,000 75,000 75,000 75,000 1,957 11,000 11,000 8,775 10,760 350 350 350 350 1,144 6,800 6,800 6,400 6,828 787,339 1,135,000 1,135,000 910,000 1,135,000 1,194 7,077 7,077 5,800 7,077 700 $ 1,275,187 $ 1,679,853 $ 1,690,816 $ 1,461,914 $ 1,676,423 $ 1,275,187 $ 1,679,853 $ 1,690,816 $ 1,461,914 $ 1,676,423 % Change Adopted To Adopted -0.72% -0.72% N/A 0.00% -2.18% 0.00% 0.41% 0.00% 0.00% N/A -0.20% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. Authorized Positions Position Title Assistant City Attorney Paralegal Risk Management Services Specialist Risk Services Coordinator Total 2010-11 Revised 0 0 0 0 0 2011-12 Revised 1 1 0 0 2 2012-13 Revised 1 1 1 1 4 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2014-15. 155 2013-14 Adopted 1 1 1 1 4 2013-14 Revised 1 1 1 1 4 2014-15 Adopted 1 1 1 1 4 City of Chandler 2014-15 Adopted Budget General Government Division: Cost Center: Liability Litigation Claims 1311 Budget Summary 2012-13 2013-14 2013-14 2013-14 2014-15 Actual Adopted Adjusted Estimated Adopted Description Expenditures Budget Budget Expenditures Budget Professional/Contract $ 13,709 $ 439,272 $ 439,272 $ 410,200 $ 439,272 Operating Supplies 13,245 311,092 311,092 103,675 311,092 Repairs/Maintenance 132,001 268,962 318,702 244,700 268,962 Insurance/Taxes 175,058 2,805,717 2,805,717 500,000 2,805,717 Street Improvements 49,559 144,672 171,917 169,000 144,672 Total Cost Center - 1311 $ 383,573 $ 3,969,715 $ 4,046,700 $ 1,427,575 $ 3,969,715 Insured Liability Self Insurance Fund $ 383,573 $ 3,969,715 $ 4,046,700 $ 1,427,575 $ 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 2014-15. 156 City of Chandler 2014-15 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 meet the needs of the community in a cost-effective manner. Division: Cost Center: City Manager 1040 2013-14 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 the Municipal Utilities Department with providing the necessary infrastructure for FAB 42.1 Intel Expansion.  Completed the coordination of the consultant activities regarding the review and revision of the South Price Road Corridor Policy.  Successfully negotiated agreements for installation of a solar array at the Downtown Chandler Public Library and the Police Property and Evidence Building.  Completed the installation of a solar array at the City Hall Parking Structure and the Police/Courts Parking lot.  Successfully negotiated with the five Meet and Confer employee groups.  Successfully hired a new Assistant City Manager and Police Chief. 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. 157 City of Chandler 2014-15 Adopted Budget General Government    City Manager – 1040    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Contingencies/Reserves Building/Improvements Office Furniture/Equipment Total Cost Center - 1040 General Fund Grant Fund Grand Total 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget $ 974,910 $ 1,096,501 $ 1,108,053 $ 1,110,750 $ 1,112,669 1,096,501 1,108,053 1,110,750 1,112,669 28,627 4,500 4,500 6,500 4,500 5,415 10,350 10,350 10,350 10,500 1,182 3,000 3,068 3,068 2,000 16,829 17,500 17,500 19,500 19,300 16,474 15,500 15,500 15,500 16,000 4,000 4,000 3,602 152,012 377 983 983 983 $ 1,195,827 $ 1,152,334 $ 1,163,954 $ 1,166,651 $ 1,168,571 $ 1,005,672 $ 1,152,334 $ 1,163,954 $ 1,166,651 $ 1,168,571 190,155 $ 1,195,827 $ 1,152,334 $ 1,163,954 $ 1,166,651 $ 1,168,571 % Change Adopted To Adopted 1.47% 1.47% N/A 0.00% 1.45% -33.33% 10.29% 3.23% -9.95% N/A -100.00% 1.41% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. Authorized Positions Position Title Assistant City Manager Assistant to City Manager City Manager Executive Assistant to the City Manager Intergovernmental Affairs Coordinator Management Assistant Total 2010-11 Revised 2 1 1 0 1 1 6 2011-12 Revised 2 1 1 0 1 0 5 2012-13 Revised 2 1 1 1 1 0 6 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2014-15. 158 2013-14 Adopted 2 1 1 1 1 0 6 2013-14 Revised 2 1 1 1 1 0 6 2014-15 Adopted 2 1 1 1 1 0 6 City of Chandler 2014-15 Adopted Budget General Government Division: Cost Center: Buildings and Facilities 3200 Buildings and Facilities is responsible for maintaining 50 City-owned buildings. This includes providing custodial care and performing preventive maintenance. Building and Facilities also provides various maintenance duties to 19 additional City facilities. 2013-14 Building and Facilities Accomplishments  Completed the installation of new carpet at the Fire Training Facility and new bay doors at Fire Stations #1 and #4.  Completed 5,332 work orders, an increase of 1,280 work orders from Fiscal Year 2012-13. Of the total, 20% was preventative maintenance work orders.  Painted exteriors of the Main Library, Transportation and Development, Information Technology, and Fire Stations #2 and #5 buildings.  Replaced the upper roof at the Information Technology building.  Installed new motorized shades in the lobby windows of the Center for the Arts.  Completed asphalt maintenance in the secured parking lot of Police Property and Evidence and downtown lot on the corner of Oregon Street and Buffalo Street.  Replaced the fire alarm system at the Main Police Station.  Replaced the boiler line between the Main Police Station and Chandler Court buildings.  Installed new air conditioning units at the Price House and Fire Station #10.  Installed twelve new access control readers in the forensics area of the Main Police Station.  Installed new security system at the Price House.  Modified the air conditioning in the fitness/locker rooms at the Main Police Station.  Replaced the shower stalls at Fire Station #5. 159 City of Chandler 2014-15 Adopted Budget General Government    Buildings and Facilities – 3200    2014-15 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 Custodial expenditures per square foot 2011-12 Actual 2012-13 Actual $1.61 $1.61 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected $1.47 $1.52 $1.50 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 Building repair costs per square foot Percentage of preventive work orders over all work orders(1) (1) 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected $2.77 $3.11 $2.82 $3.08 $3.05 N/A 11% 20% 11% 15% New measure effective Fiscal Year 2012-13 * 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. 160 City of Chandler 2014-15 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 Office Furniture/Equipment Capital Replacement Total Cost Center - 3200 General Fund 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget % Change Adopted To Adopted $ 2,923,634 $ 2,752,104 $ 2,809,703 $ 2,869,592 $ 2,826,673 2,923,634 2,752,104 2,809,703 2,869,592 2,826,673 190,248 202,200 253,410 204,185 196,871 923,627 893,430 1,051,197 1,043,583 892,180 451,548 445,808 577,497 572,497 465,113 14,543 17,550 18,133 14,258 17,728 500 2,000 2,000 1,000 2,000 2,136,504 2,169,194 2,169,194 2,169,194 2,189,642 2,734 9,500 18,358 20,497 9,750 988 5,012 5,012 36,599 4,084 1,798 35,000 385 58,467 58,467 58,467 58,497 58,467 $ 6,741,573 $ 6,550,253 $ 6,962,971 $ 6,962,399 $ 6,693,424 $ 6,741,573 $ 6,550,253 $ 6,962,971 $ 6,962,399 $ 6,693,424 2.71% 2.71% N/A -2.64% -0.14% 4.33% 1.01% 0.00% 0.94% 2.63% N/A N/A N/A N/A 0.00% 2.19% * Ongoing and One-time Personnel Services detail not available for 2012-13 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 Custodial Supervisor Custodian Electrician Facilities Maintenance Manager Facilities Maintenance Superintendent Facility Maintenance Technician Facility Support Specialist HVAC Technician Lead Custodian Lead Facilities Operations Technician Total 2010-11 Revised 1 22 1 0 1 7 0 2 3 2 39 2011-12 Revised 1 22 2 0 1 8 0 2 3 2 41 2012-13 Revised 1 22 2 1 1 8 0 2 3 2 42 2013-14 Adopted 1 21 2 1 1 8 1 2 3 2 42 2013-14 Revised 1 20 2 1 1 8 1 2 4 2 42 2014-15 Adopted 1 20 2 1 1 8 1 2 4 2 42 Significant Budget and Staffing Changes During Fiscal Year (FY) 2013-14, one Custodian position was reclassified to Lead Custodian. FY 2014-15 reflects an increase in Machinery/Equipment for a one-time decision package to purchase a trackhoe, and an ongoing increase in Repairs/Maintenance and Rents/Utilities for the Fire Station No. 1 Relocation. 161 City of Chandler 2014-15 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 Operating Supplies Other Charges/Services Contingencies/Reserves Building/Improvements Office Furniture/Equipment Park Improvements Total Cost Center - 3210 General Gov't Capital Projects Fund 2012-13 Actual Expenditures $ $ $ 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget 4,910 $ - $ - $ 12,000 $ 4,910 12,000 38,158 38,158 64,390 110,000 14 2,392 303,240 1,304,080 491,651 2,641,842 2,997,268 1,758,372 1,488,600 34,753 100,000 165,247 65,247 178,938 3,416 712,657 $ 3,083,240 $ 3,204,089 $ 1,900,009 $ 2,902,680 712,657 $ 3,083,240 $ 3,204,089 $ 1,900,009 $ 2,902,680 % Change Adopted To Adopted N/A N/A N/A 188.28% N/A N/A 330.05% -43.65% -100.00% N/A -5.86% 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 2015-2024 Capital Improvement Program. 162 City of Chandler 2014-15 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 2012-13 Actual Expenditures Expenditures by Cost Center Economic Development $ Downtown Redevelopment Economic Development Capital Tourism Airport Airport Capital Total $ Expenditures by Category Personnel & Benefits Total Personnel Ongoing(1) One-time(1) Operating & Maintenance Capital - Major $ Total $ Staffing by Cost Center Economic Development Dowtown Redevelopment Tourism Airport Total (1) 2013-14 Adopted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget % Change Adopted to Adopted 1,889,064 $ 2,071,537 $ 412,022 408,258 2,787,230 459,618 559,113 981,537 1,077,141 320,452 5,633,579 4,062,692 $ 12,536,858 $ 2,184,794 $ 2,160,915 355,762 389,652 2,787,230 477,228 585,228 1,105,334 1,036,838 858,312 6,906,083 4,981,430 $ 13,865,946 4.31% -4.56% 0.00% 4.67% -3.74% 22.59% 10.60% 1,462,729 $ 1,481,885 $ 1,481,885 2,279,511 2,634,164 320,452 8,420,809 4,062,692 $ 12,536,858 $ 1,426,732 $ 1,490,817 1,426,732 1,490,817 2,696,386 2,681,816 858,312 9,693,313 4,981,430 $ 13,865,946 0.60% N/A 1.81% 15.11% 10.60% 2012-13 Revised 6.000 2.000 1.000 6.000 15.000 2013-14 Adopted 6.000 2.000 1.000 6.000 15.000 2013-14 Revised 6.000 2.000 1.000 6.000 15.000 Ongoing and One-time Personnel Services detail not availab le for FY 2012-13 Actual Expenditures. 163 % Change 2014-15 Adopted to Adopted Adopted 6.000 0.00% 2.000 0.00% 1.000 0.00% 6.000 0.00% 15.000 0.00% City of Chandler 2014-15 Adopted Budget General Government 2013-14 Economic Development Accomplishments  Located more than 4,500 base industry jobs including Wells Fargo Phase II, ANS Expansion, Black Diamond, and INSYS Therapeutics Corporate Headquarters.  Located four new companies in the Innovations Technology Incubator and had two companies expand within the facility. Businesses include: Roeshan Systems, Virtual Scientific, TransGeneda, Karo RX, Clairvoyant (expansion), HealthTell (expansion). Chandler is continually recognized as one of the best places for startups.  Met and exceeded the business retention and expansion visit goal. Meetings included; Brycon Corporation, Crane Microwave Systems, eBay/PayPal, Ports of America, Safelight Auto Glass, Garmin, Eaton, BE Aerospace, DragonFire Racing.  Earnhardt Chandler Cadillac opened at the Chandler 202 Auto Park, adding a luxury brand to the existing mix of dealers.  Conn’s (former Ultimate Electronics), Shopper’s Supply (former Target), Beall’s Outlet (former PetSmart), and Pet Club (Former CVS) all occupied “big-box” space during the year, which resulted in the reuse of approximately 190,000 square feet of this type of space.  Cheddar’s restaurant opened at Chandler Festival – representing the complete redevelopment of underperforming restaurant space.  Adaptive Reuse Study underway to assist in identifying unique building redevelopment opportunities.  Conducted the Chandler Small Business Development and Capital/Financing Workshop, in conjunction with the Chandler Chamber, with over 60 attendees.  th Created and distributed destination collateral including the 12 annual visitors guide, Chandler Spring Training Map, a pocket-friendly family guide and a regional map for distribution in Mexico targeting the Sonoran drive market.  Produced short destination videos to promoting leisure travel to Chandler.  Developed and actively promote Chandler as a travel destination on tourism dedicated social media channels for Chandler.  Conducted two travel agent familiarization tours and hosted ten travel journalists.  Hosted the City’s 3rd Annual Science & Technology Festival.  ASU Innovation Center and TechShop opened their doors in Downtown Chandler in partnership with the City. Chop Shop, Patent Law Group, Zoolikins, SoHo63, and Wimpy’s also opened.  Hosted the 3rd Annual “Word Camp” Conference with more than 700 tech attendees from around the country.  th Airport Total Operations in 2013 were 211,656 – a 7% increase over 2012 (16 Busiest General Aviation, rd 43 Overall).  Nearly 60,000 square feet of new building space is currently going through the City’s development process. 164 City of Chandler 2014-15 Adopted Budget General Government    Economic Development – 1520    2014-15 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. 2013-14 2011-12 2012-13 2013-14 Year End 2014-15 Measures Actual Actual Projected Estimate * Projected Estimated number of industrial office jobs created through new business recruitment and existing business expansion located with City assistance Estimated office/industrial square feet added Estimated office/industrial capital investment created with City assistance (1) (2) (3) 2,440 4,603 500 4,500 500 1,054,476 1,196,540 200,000 1,048,415 200,000 $268,181,943(1) $417,857,375(2) $5,000,000 $100,000,000(3) $5,000,000 Includes $125 million for construction of a new patient tower at the Chandler Regional Medical Center. Includes $300 million for the Intel Research and Development Facility. Includes Build to Suits for Wells Fargo, Arizona Nutritional Supplements, General Motors, and Garmin. * 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. 165 City of Chandler 2014-15 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. 2013-14 2011-12 2012-13 2013-14 Year End 2014-15 Measures Actual Actual Projected Estimate * Projected Number of new retail businesses located with City assistance 23 18 15 14 15 Estimated square footage of new retail space located with City assistance 250,500 283,293 150,000 143,000 150,000 Number of retail recruitment marketing materials sent 205 165 200 325 300 (1) Total retail square feet 16,632,621 16,527,982 16,600,000 16,367,700 16,390,000 Retail occupancy rate 87% 87% 87% 88% 88% (1) 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. 2013-14 2011-12 2012-13 2013-14 Year End 2014-15 Measures Actual Actual Projected Estimate * Projected Estimated annual sales tax revenue generated by new retail businesses located with City assistance $1,078,855 $1,220,088 $800,000 $615,875 $646,000 * 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. 166 City of Chandler 2014-15 Adopted Budget General Government    Economic Development - 1520    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Rents/Utilities Other Charges/Services Capital Replacement Total Cost Center - 1520 General Fund 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget $ 622,212 $ 634,430 $ 649,363 $ 651,142 $ 638,258 634,430 649,363 651,142 638,258 120,600 118,020 131,820 131,726 136,301 15,730 31,622 45,527 43,050 31,382 2,681 3,000 4,533 4,000 3,000 24,135 23,950 24,104 24,700 23,992 1,096,034 1,252,890 1,256,657 1,322,251 1,320,357 4,748 4,700 4,700 5,000 4,700 2,925 2,925 2,925 2,925 2,925 $ 1,889,064 $ 2,071,537 $ 2,119,629 $ 2,184,794 $ 2,160,915 $ 1,889,064 $ 2,071,537 $ 2,119,629 $ 2,184,794 $ 2,160,915 % Change Adopted To Adopted 0.60% 0.60% N/A 15.49% -0.76% 0.00% 0.18% 5.38% 0.00% 0.00% 4.31% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. Authorized Positions Position Title Director, Economic Development Division Economic Development Research Assistant Economic Development Specialist Senior Economic Development Specialist Senior Executive Assistant Total 2010-11 Revised 1 1 1 1 2 6 2011-12 Revised 1 1 1 1 2 6 2012-13 Revised 1 1 1 1 2 6 2013-14 Adopted 1 1 1 1 2 6 2013-14 Revised 1 1 1 1 2 6 2014-15 Adopted 1 1 1 1 2 6 Significant Budget and Staffing Changes Fiscal Year 2014-15 reflects one-time funding for the Science Saturday Event; this funding is totally offset by sponsorship funding from Intel. Ongoing funding includes an increase for the Greater Phoenix Economic Council (GPEC) contract and an increase for operations funding for Innovations, Chandler’s incubator project. Innovations’ operating costs are partially offset by rental revenue income. 167 City of Chandler 2014-15 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. 2014-15 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 2011-12 Actual 2012-13 Actual 0 2 2013-14 Projected 2013-14 Year End Estimate * 2 4 2014-15 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. 2013-14 2011-12 2012-13 2013-14 Year End 2014-15 Measures Actual Actual Projected Estimate * Projected Number of new retail businesses located in downtown with City assistance 4 2 3 3 2 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 N/A 14,719 6,700 6,700 2,000 12 22 150(2) 0(3) 0 (1) Planned construction completed in Fiscal Year (FY) 2012-13. New high density residential project projected to start construction in FY 2013-14. (3) (2) Project referenced in footnote will not start construction until late FY 2015-16. (2) * 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. 168 City of Chandler 2014-15 Adopted Budget General Government    Downtown Redevelopment - 1540    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Total Cost Center - 1540 General Fund 2012-13 Actual Expenditures $ $ $ 210,126 $ 5,946 2,429 40,466 8,429 500 5,500 138,627 412,022 $ 412,022 $ 2013-14 Adopted Budget 2013-14 Adjusted Budget 210,835 $ 210,835 4,300 46,030 9,293 4,000 133,800 408,258 $ 408,258 $ 2013-14 Estimated Expenditures 215,719 $ 215,719 11,648 4,300 70,205 9,493 4,000 133,800 449,165 $ 449,165 $ 2014-15 Adopted Budget 125,150 $ 125,150 16,698 2,249 61,065 5,221 10,193 135,186 355,762 $ 355,762 $ 192,225 192,225 7,019 2,000 40,450 5,554 6,000 136,404 389,652 389,652 % Change Adopted To Adopted -8.83% -8.83% N/A N/A -53.49% -12.12% -40.23% N/A 50.00% 1.95% -4.56% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. Authorized Positions Position Title Downtown Redevelopment Manager Executive Assistant Total 2010-11 Revised 1 1 2 2011-12 Revised 1 1 2 2012-13 Revised 1 1 2 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2014-15. 169 2013-14 Adopted 1 1 2 2013-14 Revised 1 1 2 2014-15 Adopted 1 1 2 City of Chandler 2014-15 Adopted Budget General Government Division: Cost Center: Economic Development Capital 1550 Capital Budget Summary 2012-13 2013-14 2013-14 2013-14 2014-15 Actual Adopted Adjusted Estimated Adopted Description Expenditures Budget Budget Expenditures Budget Other Charges/Services $ - $ - $ 2,787,230 $ - $ Contingencies/Reserves 2,787,230 2,787,230 Total Cost Center - 1550 $ - $ 2,787,230 $ 2,787,230 $ - $ 2,787,230 General Gov't Capital Projects Fund $ - $ 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) 2014-15 reflects the carryforward of unexpended program funding from FY 2013-14. Detail on the capital program is available in the 2015-2024 Capital Improvement Program. 170 City of Chandler 2014-15 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: 2014-15 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. 2013-14 2011-12 2012-13 2013-14 Year End 2014-15 Measures Actual Actual Projected Estimate * Projected Bed tax revenue collected $2,202,460 $2,331,510 $1,900,000 $2,200,000 $2,400,000 Revenue per available room (Rev/PAR) citywide(1) $56.93 $60.93 $57.00 $61.00 $61.00 Occupancy rate citywide(1) 60.3% 62.1% 61.0% 61% 60% Number of tourism leads(2) 21,901 23,924 17,000 15,000 15,000 (1) (2) These measures are reported on a calendar year basis by Smith Travel Research. Tourism leads are based on the number of Visitor Guide requests received through various ad placements and campaign travel. * 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. 171 City of Chandler 2014-15 Adopted Budget General Government    Tourism - 1580    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Communications/Transportation Other Charges/Services Total Cost Center - 1580 General Fund Grant Fund Grand Total 2012-13 Actual Expenditures $ $ $ $ 104,823 195,444 22,021 135,529 1,800 459,618 180,846 278,772 459,618 2013-14 Adopted Budget $ $ $ $ 106,113 106,113 277,500 12,000 162,000 1,500 559,113 229,113 330,000 559,113 2013-14 Adjusted Budget $ $ $ $ 2013-14 Estimated Expenditures 109,315 109,315 288,380 12,329 165,163 1,500 576,687 246,605 330,082 576,687 $ $ $ $ 109,315 109,315 188,367 12,964 165,082 1,500 477,228 182,579 294,649 477,228 2014-15 Adopted Budget $ $ $ $ 112,468 112,468 376,260 11,700 83,000 1,800 585,228 235,228 350,000 585,228 % Change Adopted To Adopted 5.99% 5.99% N/A 35.59% -2.50% -48.77% 20.00% 4.67% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. Authorized Positions Position Title Tourism Development Coordinator Total 2010-11 Revised 1 1 2011-12 Revised 1 1 2012-13 Revised 1 1 2013-14 Adopted 1 1 2013-14 Revised 1 1 2014-15 Adopted 1 1 Significant Budget Changes Fiscal Year 2014-15 reflects one-time allocation as contributing funds towards the Maricopa County Prop 302 Grant. 172 City of Chandler 2014-15 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: 2014-15 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) 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 437 N/A(1) N/A(1) N/A(1) N/A(1) 180,058 N/A(1) N/A(1) N/A(1) N/A(1) 49,735 51,975 61,964 58,530 57,848 514,149 488,988 522,952 536,760 531,349 $6.40 $5.35 $5.79 $5.90 $5.79 82% 83% 79% 74% 79% 354 354 354 354 354 N/A 12 10 13 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) * 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. 173 City of Chandler 2014-15 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) 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected $338,731 $1,659,330 $2,660,472 $1,659,330 $3,493,273 N/A 5 2011-12 Actual 5 5 4 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. 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 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 147/51% 139/48% 160/55% 149/51% 160/55% Measures * 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. 174 City of Chandler 2014-15 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 Office Furniture/Equipment Capital Replacement Total Cost Center - 4100 Airport Operating Fund 2012-13 Actual Expenditures $ $ $ 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget % Change Adopted To Adopted 525,568 $ 530,507 $ 540,855 $ 541,125 $ 547,866 530,507 540,855 541,125 547,866 18,284 17,150 118,103 118,103 18,103 279,552 340,136 310,222 255,684 280,443 29,548 46,814 47,474 47,474 47,474 6,594 5,655 5,655 5,655 5,723 16,989 29,785 29,785 29,785 29,785 82,811 84,508 84,508 84,508 84,858 10,470 12,093 12,093 12,468 12,093 1,226 39 10,493 10,493 10,493 10,493 10,493 981,537 $ 1,077,141 $ 1,159,188 $ 1,105,334 $ 1,036,838 981,537 $ 1,077,141 $ 1,159,188 $ 1,105,334 $ 1,036,838 3.27% 3.27% N/A 5.56% -17.55% 1.41% 1.20% 0.00% 0.41% 0.00% N/A 0.00% -3.74% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. Authorized Positions Position Title Airport Manager Airport Operations & Maintenance Supervisor Airport Operations & Maintenance Technician Executive Assistant Management Assistant Senior Economic Development Specialist Total 2010-11 Revised 1 1 2 1 1 0 6 2011-12 Revised 1 1 2 1 1 0 6 2012-13 Revised 0 1 2 1 1 1 6 2013-14 Adopted 0 1 2 1 1 1 6 2013-14 Revised 0 1 2 1 1 1 6 2014-15 Adopted 0 1 2 1 1 1 6 Significant Budget and Staffing Changes Fiscal Year (FY) 2014-15 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 $985,405 is built into the budget to cover an anticipated shortfall between revenues and expenses in FY 2014-15, including grant match requirements for proposed capital projects and several priority maintenance projects paid with operating funds. $722,326 of the subsidy is for new capital projects in cost center 4110, Airport Capital, with the balance supporting operating expenses. Transfers from the General Fund are only made if airport operations fall below the break-even point. Aviation fuel sales generate tax revenue which is deposited to the Airport operating fund to reduce the amount of the General Fund subsidy. Ongoing funding is allocated for maintenance of the north terminal area parking. 175 City of Chandler 2014-15 Adopted Budget General Government Airport Capital 4110 Division: Cost Center: 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 2012-13 Actual Expenditures $ $ $ $ 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 18,872 $ - $ - $ 31,611 495,500 549,750 632 5,123 2,910,579 29,500 28,181 264,214 2,198,000 4,998,165 320,452 $ 5,633,579 $ 5,576,096 $ 6,869 $ 106,964 $ - $ 300,386 4,170,691 4,187,372 84,303 84,303 1,133,000 1,133,000 13,197 138,621 171,421 320,452 $ 5,633,579 $ 5,576,096 $ 2014-15 Adopted Budget - $ 11,642 253,000 420 1,417 1,281,011 275,000 844,833 5,097,072 858,312 $ 6,906,083 - $ 749,257 4,764,638 40,357 152,896 1,163,500 68,698 825,049 858,312 $ 6,906,083 % Change Adopted To Adopted N/A N/A N/A -48.94% N/A N/A -55.99% 832.20% 131.90% 22.59% * Ongoing and One-time Personnel Services detail not available for 2012-13 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) 2014-15 incorporates the carryforward of unexpended program funding from FY 2013-14. Detail on the capital program is available in the 2015-2024 Capital Improvement Program. 176 City of Chandler 2014-15 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 2013-14 Human Resources Accomplishments  Successfully implemented the roll out of the City’s two new medical plans for 2014. This was an extensive effort in communication with all employees to ensure they understood the parameters of each plan in order to make a selection based on their healthcare needs.  Successfully completed a citywide dependent audit. The City’s administrator for this audit reported that 3.5% of the City’s dependent population was deemed to be ineligible for coverage resulting in estimated savings of $441,210. This audit was a part of our overall strategy to ensure that our self-insured medical plan remains solvent and that the plan only covers eligible employees and their dependents.  Received the American Heart Association “Fit Friendly Worksite” Gold Level Award for the second consecutive year. The award recognizes organizations that promote and create a worksite environment where Wellness is encouraged at all levels of the organization.  Completed a citywide health and safety assessment. The last assessment prior to this was conducted in 2001. There were no major findings.  Completed a HIPAA (Health Insurance Portability and Accountability Act) Security Audit. There were no major findings.  Through the use of focus groups, identified key competencies required for directors, managers, supervisors, and professionals. These key competencies will be integrated into the City’s performance appraisal, recruitment, and selection processes and will be an integral part of the City’s professional development programs.  Implemented a new web-based applicant tracking system, NEOGov, that will offer much more functionality to hiring managers as well as applicants.  Completed a comprehensive classification study for Information Technology (IT) and Citywide administrative support positions consisting of a review of 38 IT classifications including 63 employees and 27 administrative support classifications including 125 employees. Recommendations from the study will be implemented on July 6, 2014.  The Employee Development Academy averaged 4.79 out of a 5 point scale for relevance and employee satisfaction. Maintained a 90% attendance rating from registered participants to attended participants.  Increased the participation rate for employees who completed their health assessments from 15.64% in 2012 to 26.5% in 2013.  Completed executive recruitments for the Assistant City Manager, Police Chief, City Attorney, and Communications and Public Affairs Director.  Successfully negotiated five contracts with the City’s employee groups. 177 City of Chandler 2014-15 Adopted Budget General Government    Human Resources – 1250    2014-15 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. 2013-14 2011-12 2012-13 2013-14 Year End 2014-15 Measures Actual Actual Projected Estimate * Projected Personnel Action Requests (PAR) processed 3,426 3,385 3,484 3,589 3,625 # of classification or job studies conducted 45 65 50 210 35 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 development 58(1) 152(2) 85 165 181 Participants who rated training programs as satisfactory or higher 97% 98% 99% 99% 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 35 38 35 40 40 (1) (2) Measure revised during Fiscal Year (FY) 2011-12 to include employee development training classes. Measure revised during FY 2012-13 to include employee development training classes and Occupational Safety & Health. * 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. 178 City of Chandler 2014-15 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. 2013-14 2011-12 2012-13 2013-14 Year End 2014-15 Measures Actual Actual Projected Estimate * Projected Number of employment applications processed 9,584 11,312 9,500 12,000 12,500 Goal:(1) 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:(1) ♦ Reduce premium cost by one to two cents per $100.00 of annual (calendar year) payroll cost. Measures(1) Claims filed Total premium cost (1) 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 165 151 137 147 N/A $136,448 $140,206 $145,200 $166,000 N/A The Goals, Objectives, and Measures related to workers compensation are currently under review. New measures will be established for Fiscal Year (FY) 2014-15. 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(2) Lost personnel hours (2) (2) 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 667 536 638 583 550 5,336 4,288 5,404 4,664 4,400 FY 2013-14 Year-end estimates reflect the total for calendar year 2013. Lost days are monitored and reported to OSHA on a calendar year basis. * 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. 179 City of Chandler 2014-15 Adopted Budget General Government    Human Resources – 1250    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Machinery/Equipment Office Furniture/Equipment Total Cost Center - 1250 General Fund Workers Comp Self Ins Fund Medical Self Insurance Fund Grand Total 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget $ 2,241,979 $ 2,327,202 $ 2,379,336 $ 2,383,811 $ 2,420,736 2,327,202 2,379,336 2,383,811 2,420,736 166,750 207,035 291,427 290,552 336,049 45,511 66,439 66,998 60,535 66,050 2,448 4,500 5,370 4,000 5,300 11,555 16,250 16,250 14,650 13,040 278,559 323,000 323,000 325,000 340,000 52,594 153,700 209,645 206,950 107,120 36,823 44,000 44,000 46,822 46,000 4 2,000 2,000 800 2,000 $ 2,836,223 $ 3,144,126 $ 3,338,026 $ 3,333,120 $ 3,336,295 $ 2,028,112 $ 2,138,410 $ 2,196,871 $ 2,196,849 $ 2,167,835 599,926 778,856 834,631 829,541 747,299 208,185 226,860 306,524 306,730 421,161 $ 2,836,223 $ 3,144,126 $ 3,338,026 $ 3,333,120 $ 3,336,295 * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. 180 % Change Adopted To Adopted 4.02% 4.02% N/A 62.32% -0.59% 17.78% -19.75% 5.26% -30.31% 4.55% 0.00% 6.11% City of Chandler 2014-15 Adopted Budget General Government    Human Resources – 1250    Authorized Positions Position Title Benefit Programs Manager Benefit Programs Supervisor Director, Human Resources Division Employee Services & HRMS Analyst Employee Services & HRMS Manager Employee Services & HRMS Supervisor Human Resources Analyst Human Resources Assistant Human Resources Clerk Human Resources Management Assistant Human Resources Manager Human Resources Specialist Human Resources Supervisor Occupational Health Nurse Safety Coordinator Senior Human Resource Analyst Training & Development Coordinator Workers Compensation Coordinator Total 2010-11 Revised 0 1 1 0 0 1 1 5 1 1 0 1 2 0 0 3 1 0 18 2011-12 Revised 0 1 1 0 0 1 1 5 1 1 0 1 2 0 0 3 1 0 18 2012-13 Revised 0 1 1 0 0 1 2 5 1 1 0 0 2 1 1 3 1 0 20 2013-14 Adopted 0 1 1 0 0 1 2 5 1 1 0 0 2 1 1 3 1 0 20 2013-14 Revised 1 0 1 1 1 0 2 5 0 1 2 0 0 0 1 3 1 1 20 2014-15 Adopted 1 0 1 1 1 0 2 5 0 1 2 0 0 0 1 3 1 1 20 Significant Budget and Staffing Changes During Fiscal Year (FY) 2013-14, the following position changes took place: one Human Resources (HR) Management Assistant position was reclassified to Employee Services & HRMS Analyst; one HR Assistant was reclassified to HR Management Assistant; one HR Clerk was reclassified to HR Assistant; the Occupational Health Nurse position was reclassified to Workers Compensation Coordinator; two Human Resources Supervisors were reclassified to Human Resources Manager; one Benefit Programs Supervisor was reclassified to Benefit Programs Manager; and one Employee Services & HRMS Supervisor was reclassified to Employee Services & HRMS Manager. FY 2014-15 reflects an ongoing increase in the Workers Compensation Self Insurance Fund for respirator fit testing and certification. The Medical Self Insurance Fund includes an ongoing increase of $3,000 for operating supplies and one-time funding for consulting services related to the introduction of a high deductible health plan option and wellness strategy and compliance. 181 City of Chandler 2014-15 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 2012-13 2014-15 2013-14 2013-14 2013-14 Actual Adopted Adopted Adjusted Estimated Expenditures Budget Budget Budget Expenditures $ 1,060,215 $ 1,500,000 $ 1,500,000 $ 1,500,000 $ 1,500,000 $ 1,060,215 $ 1,500,000 $ 1,500,000 $ 1,500,000 $ 1,500,000 $ 1,060,215 $ 1,500,000 $ 1,500,000 $ 1,500,000 $ 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. 182 City of Chandler 2014-15 Adopted Budget General Government T he Information Technology Department is responsible for developing and coordinating the use of technology across City departments to ensure that accurate and timely information is provided to residents, elected officials, management, and staff. The IT Department also manages technology investments and Cost Center: 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 2012-13 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) 2013-14 Adopted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget 1,937,641 $ 1,984,217 $ 3,131,842 3,065,530 1,850,545 2,616,209 16,811 237,232 1,758,467 2,265,640 1,012,063 799,104 9,707,369 $ 10,967,932 $ 2,076,649 $ 1,900,679 3,153,670 3,348,457 2,832,053 2,783,069 114,500 145,687 1,285,948 1,989,860 271,594 1,344,120 9,734,414 $ 11,511,872 5,830,679 $ 6,151,140 $ 6,123,572 $ 6,123,572 1,106,160 1,779,616 2,770,531 3,064,744 9,707,369 $ 10,967,932 $ 2012-13 Revised 15.000 20.000 16.000 51.000 2013-14 Adopted 15.000 17.000 20.000 52.000 Ongoing and One-time Personnel Services detail not availab le for FY 2012-13 Actual Expenditures. 183 -4.21% 9.23% 6.38% -38.59% -12.17% 68.20% 4.96% 6,286,623 6,151,140 6,286,623 2,025,732 1,891,269 1,557,542 3,333,980 9,734,414 $ 11,511,872 2013-14 Revised 14.000 18.000 20.000 52.000 % Change Adopted to Adopted 2.66% N/A 6.27% 8.78% 4.96% % Change 2014-15 Adopted to Adopted Adopted 14.000 -6.67% 18.000 5.88% 20.000 0.00% 52.000 0.00% City of Chandler 2014-15 Adopted Budget General Government 2013-14 Information Technology Accomplishments  Completed Network Security Audit and developed remediation plan.  Installed second internet connection providing high availability.  Upgraded all City databases to most current supportable version.  Replaced or upgraded the City’s personal computers to a supportable standard.  Implemented new online job application solution  Installed new search engine on Chanderaz.gov and ChanWeb.  Introduced standard credit card processing solution.  Implemented various technology solutions to improve departmental efficiencies citywide.  Provided extended support to legacy systems awaiting replacement or retirement.  Participated in Statewide vendor management system, replacing standalone solution.  Completed Data Center Cooling Remodel with improved ramp and sidewalk access.  Improved core network reliability and redundancy with core refresh. 184 City of Chandler 2014-15 Adopted Budget General Government    Info Tech Service Delivery Mgmt & Administration – 1199    2014-15 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. 2013-14 2011-12 2012-13 2013-14 Year End 2014-15 Measures Actual Actual Projected Estimate * Projected 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% 83% 85% 85% 85% Adhere to IT Project Management Methodology 95% 95% 95% 95% 95% (% of projects in alignment with PM Methodology) Number of training opportunities 219 312 185 369 406 Complete maintenance/support agreements before expiration date 92% 96% 95% 97% 95% * 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. 185 City of Chandler 2014-15 Adopted Budget General Government    Info Tech Service Delivery Mgmt & Administration – 1199    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Machinery/Equipment Capital Replacement Total Cost Center - 1199 General Fund 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget $ 1,750,918 $ 1,785,626 $ 1,819,229 $ 1,819,229 $ 1,691,659 1,785,626 1,819,229 1,819,229 1,691,659 15,446 54,520 119,520 84,289 48,511 39,796 14,234 24,805 23,524 13,984 46,947 65,937 76,374 81,558 73,285 43,693 32,040 34,413 34,413 47,500 40,765 31,860 33,360 33,560 25,740 76 76 $ 1,937,641 $ 1,984,217 $ 2,107,701 $ 2,076,649 $ 1,900,679 $ 1,937,641 $ 1,984,217 $ 2,107,701 $ 2,076,649 $ 1,900,679 % Change Adopted To Adopted -5.26% -5.26% N/A -11.02% -1.76% 11.14% 48.25% -19.21% N/A N/A -4.21% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. 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 Messaging Analyst 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 Operations System Analyst Senior Management Assistant Senior Sytems Analyst Systems Analyst Total 2010-11 Revised 1 1 1 0 1 1 0 0 1 1 1 0 1 2 1 1 1 0 1 0 1 16 2011-12 Revised 1 1 1 0 1 1 0 0 1 1 1 1 1 2 1 0 1 0 1 0 1 16 2012-13 Revised 1 1 1 0 1 1 0 0 1 1 1 1 1 1 1 0 1 0 1 0 1 15 2013-14 Adopted 1 1 1 1 1 0 1 1 0 1 0 0 0 1 1 0 1 1 1 1 1 15 2013-14 Revised 1 1 1 1 1 0 1 1 0 1 0 0 0 1 1 0 1 1 1 0 1 14 2014-15 Adopted 1 1 1 1 1 0 1 1 0 1 0 0 0 1 1 0 1 1 1 0 1 14 Significant Budget and Staffing Changes During Fiscal Year (FY) 2013-14, one Senior Systems Analyst position was transferred to cost center 1200, Information Technology Applications Support. FY 2014-15 reflects a one-time increase in Professional/Contract for emergency staffing resources and an ongoing increase in Repairs/Maintenance for software support and maintenance. 186 City of Chandler 2014-15 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 2014-15 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 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected Ensure citywide application availability during defined application operating hours 99% 98.5% 99% 98.5% 99% Adhere to IT project methodology and meet milestones and completion dates 80% 89% 85% 85% 86% Complete service requests within 90 days of starting work 92% 92% 90% 90% 90% Complete changes and additions to citywide applications within 90 days(1) 90% 90% 90% 90% N/A Maintain all citywide applications at activelysupported versions of vendor software 90% 90% 90% 90% 93% 99.9% 99.9% 99.0% 99.3% 99% Maintain database availability for core applications (1) Measure no longer being used effective Fiscal Year 2014-15. * 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. 187 City of Chandler 2014-15 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 Rents/Utilities Other Charges/Services Capital Replacement Total Cost Center - 1200 General Fund 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget $ 2,481,395 $ 2,104,596 $ 2,116,265 $ 2,039,111 $ 2,282,589 2,104,596 2,116,265 2,039,111 2,282,589 63,016 70,000 203,065 154,865 119,600 6,548 1,481 1,297 552,328 867,534 953,823 932,788 913,071 1,261 4,000 4,000 6,025 9,200 213 22,581 14,900 14,900 14,900 18,200 4,500 4,500 4,500 4,500 4,500 $ 3,131,842 $ 3,065,530 $ 3,296,553 $ 3,153,670 $ 3,348,457 $ 3,131,842 $ 3,065,530 $ 3,296,553 $ 3,153,670 $ 3,348,457 % Change Adopted To Adopted 8.46% 8.46% N/A 70.86% N/A 5.25% 130.00% N/A 22.15% 0.00% 9.23% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. 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 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 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 2013-14 Revised 0 1 0 1 1 1 0 0 1 0 1 1 0 0 5 6 0 18 2014-15 Adopted 0 1 0 1 1 1 0 0 1 0 1 1 0 0 5 6 0 18 Significant Budget and Staffing Changes During Fiscal Year (FY) 2013-14, one Senior Systems Analyst position was transferred from cost center 1199, Information Technology Service Delivery Management & Administration, one IT GIS Database Analyst position was renamed Systems Analyst, and one Utility Billing Analyst position was renamed Systems Analyst. FY 2014-15 reflects a one-time increase in Professional/Contract for enterprise interface support and a permanent transfer from cost center 1286, ITOC Operations, to Repairs/Maintenance for fully implemented ITOC projects. 188 City of Chandler 2014-15 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 2014-15 Performance Measurements Goal: Provide technology services for City departments through effective, efficient development of integrated computer systems to improve the overall effectiveness and efficiency of 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. 2013-14 2011-12 2012-13 2013-14 Year End Measures Actual Actual Projected Estimate * Perform quarterly security assessments on City systems and identify risks 4 4 4 4 Total number of helpdesk requests completed Customer satisfaction on team projects/helpdesk requests 2014-15 Projected 4 4,112 3,420 4,000 4,300 4,500 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% 2 3 3 3 3 80% 80% 80% 80% 80% 75% 75% 75% 75% 75% 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 * 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. 189 City of Chandler 2014-15 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 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget $ 1,598,366 $ 2,233,350 $ 2,283,720 $ 2,292,800 $ 2,312,375 2,233,350 2,283,720 2,292,800 2,312,375 23,776 119,940 136,546 145,546 186,800 62,305 25,580 33,255 33,485 25,810 66,286 108,213 149,345 165,196 126,308 2,508 8,500 8,500 8,500 9,250 10,529 18,700 18,700 44,600 44,600 83,848 99,000 129,000 139,000 75,000 2,926 2,926 2,926 2,926 2,926 $ 1,850,545 $ 2,616,209 $ 2,761,992 $ 2,832,053 $ 2,783,069 $ 1,850,545 $ 2,616,209 $ 2,761,992 $ 2,832,053 $ 2,783,069 % Change Adopted To Adopted 3.54% 3.54% N/A 55.74% 0.90% 16.72% 8.82% 138.50% -24.24% 0.00% 6.38% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. Authorized Positions Position Title IT Communications Coordinator IT Desktop Operations Supervisor IT Desktop Specialist IT Desktop Technician 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 Webmaster Total 2010-11 Revised 1 1 2 3 1 0 2 2 0 0 1 1 0 2 0 16 2011-12 Revised 1 1 2 3 1 0 2 2 0 0 1 1 0 2 0 16 2012-13 Revised 1 0 2 3 1 0 2 2 0 0 1 1 1 2 0 16 2013-14 Adopted 1 0 2 3 1 1 2 2 1 1 1 1 1 2 1 20 2013-14 Revised 1 0 2 3 1 1 2 2 1 1 1 1 1 2 1 20 2014-15 Adopted 1 0 2 3 1 1 2 2 1 1 1 1 1 2 1 20 Significant Budget and Staffing Changes Fiscal Year 2014-15 reflects a one-time increase in Professional/Contract for IT Help Desk support, mobile device support, and network security audit results and remediation, as well as ongoing increases in Repairs/Maintenance for mobile device support. 190 City of Chandler 2014-15 Adopted Budget General Government Division: Cost Center: Information Technology Oversight Committee Operations (ITOC) 1286 T he Information Technology Oversight Committee (ITOC) Operating division plans, develops, monitors, and documents Information Technology Projects. 2014-15 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 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 effectively submit, approve, and track projects. ♦ 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 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 82% 85% 85% 85% 85% 75% 78% 80% 80% 85% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% * 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. 191 City of Chandler 2014-15 Adopted Budget General Government    ITOC Operations – 1286    Budget Summary Description Professional/Contract Repairs/Maintenance Total Cost Center - 1286 General Fund 2012-13 2013-14 2013-14 Actual Adopted Adjusted Expenditures Budget Budget $ - $ - $ 16,811 237,232 205,889 $ 16,811 $ 237,232 $ 205,889 $ 16,811 $ 237,232 $ 205,889 2013-14 2014-15 Estimated Adopted Expenditures Budget $ 20,000 $ 94,500 145,687 $ 114,500 $ 145,687 $ 114,500 $ 145,687 % Change Adopted To Adopted N/A -38.59% -38.59% Significant Budget Changes Fiscal Year 2014-15 reflects permanent transfers of maintenance funds for fully implemented projects to cost center 1200, Information Technology Applications Support, cost center 1250, Human Resources, cost center 1245, Utility Services (in the Management Services Department), and cost center 2210, Fire Administration (in the Fire Department), as well as a small ongoing increase in Repairs/Maintenance for a new ITOC project. 192 City of Chandler 2014-15 Adopted Budget General Government Division: Cost Center: Information Technology Oversight Committee Operations (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 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget $ 2013-14 Estimated Expenditures 2014-15 Adopted Budget 14,740 $ - $ - $ 3,044 $ 3,044 1,029,568 1,815,247 864,657 35,795 17,500 142,323 60,072 89,930 58,955 32,860 103,352 176,900 2,081,890 116,711 1,364,860 585,433 165,030 508,068 40,069 625,000 18,720 $ 1,758,467 $ 2,265,640 $ 2,650,808 $ 1,285,948 $ 1,989,860 $ 622,210 $ 1,583,107 $ 1,951,532 $ 652,664 $ 1,923,868 728,370 432,115 427,933 386,358 41,575 297,648 182,777 198,006 180,188 17,818 110,240 67,641 73,337 66,738 6,599 $ 1,758,467 $ 2,265,640 $ 2,650,808 $ 1,285,948 $ 1,989,860 % Change Adopted To Adopted N/A N/A N/A N/A N/A N/A N/A -34.44% 278.72% -100.00% -12.17% * Ongoing and One-time Personnel Services detail not available for 2012-13 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 2015-2024 Capital Improvement Program. 193 City of Chandler 2014-15 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 2012-13 Actual Expenditures $ 7,370 $ 47,800 41 21,018 381 8,006 733,456 193,991 $ 1,012,063 $ $ 1,012,063 $ 2013-14 Adopted Budget - $ 599,104 200,000 799,104 $ 799,104 $ 2013-14 Adjusted Budget 2013-14 Estimated Expenditures - $ 526,699 5,255 45 84,193 243,213 859,405 $ 859,405 $ 2014-15 Adopted Budget 1,462 $ 1,462 152,879 681,500 5,254 44 565 587,620 1,288 110,102 75,000 271,594 $ 1,344,120 271,594 $ 1,344,120 % Change Adopted To Adopted N/A N/A N/A N/A N/A N/A N/A N/A -1.92% N/A -62.50% 68.20% * Ongoing and One-time Personnel Services detail not available for 2012-13 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 2015-2024 Capital Improvement Program. 194 City of Chandler 2014-15 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 2012-13 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 2013-14 Estimated Expenditures 2014-15 Adopted Budget $ 544,223 $ 586,816 $ 615,128 $ 601,611 1,089,207 1,111,700 1,092,029 1,148,066 7,759,833 12,677,706 9,270,908 13,160,160 3,271,265 4,707,126 6,108,465 3,883,619 Total $ 12,664,528 $ 19,083,348 $ 17,086,530 $ 18,793,456 3,642,586 $ 3,727,188 $ 3,758,395 $ 3,880,367 3,727,188 3,758,395 3,880,367 9,021,942 15,356,160 13,328,135 14,913,089 Total $ 12,664,528 $ 19,083,348 $ 17,086,530 $ 18,793,456 % Change Adopted to Adopted 2.52% 3.27% 3.81% -17.49% -1.52% $ Staffing by Cost Center Neighborhood Resources Code Enforcement Housing and Redevelopment Community Development Total (1) 2013-14 Adopted Budget 2012-13 Revised 4.850 10.500 21.800 6.350 43.500 2013-14 Adopted 5.150 10.500 21.750 6.100 43.500 2013-14 Revised 5.150 10.500 21.750 6.100 43.500 Ongoing and One-time Personnel Services detail not availab le for 2012-13 Actual Expenditures. 195 4.11% N/A -2.89% -1.52% % Change 2014-15 Adopted to Adopted Adopted 5.150 0.00% 11.500 9.52% 21.750 0.00% 6.100 0.00% 44.500 2.30% City of Chandler 2014-15 Adopted Budget General Government 2013-14 Neighborhood Resources Accomplishments  Facilitated two Mayor’s Listening Tour 2.0 meetings attended by 119 Chandler residents resulting in 52 completed citizen service requests, one Mayor’s Listening Tour 2.0 HOA Legislative update attended by 55 Chandler residents, and one Mayor’s Do-It-Yourself Connect attended by 35 residents.  Provided two Traditional Neighborhood Academies totaling 20 participants resulting in 18 graduates; provided two Homeowner Association (HOA) Academies totaling 108 participants resulting in 72 graduates.  Through resident participation in the Traditional Neighborhood Academy, installed 41 Neighborhood Sign Toppers in 10 neighborhoods. Since program inception, City has installed a total of 76 signs in 17 neighborhoods.  Increased percentage of proactive enforcement from 39% to 42%, while reducing the average Code Enforcement first response time in days (including weekends) from 5 days to 2 days.  Continued strategies to address street view blight resulting in more than 1,864 temporary signs removed from streets and other public rights-of-way, and 111 shopping carts removed from public areas.  Continued the administrative nuisance abatement program abating weeds, debris, green pools, etc. Identified 65 properties for administrative abatement, of that 46 homes (71%) were brought into compliance before or during the process and 18 (27%) were abated by contractor.  Maintained responsive and proactive graffiti abatement program of more than 1,679 graffiti sites.  Provided housing assistance to 793 families while continuing to receive HUD’s High Performing designation for the Section 8 Voucher Program and the Public Housing Program.  Provided after school, intersession, and summer programming to 447 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 36 apartment buildings, installing sewer line cleanouts on 81 apartment buildings, replacing 90 gas ranges, replacing 32 exterior doors on 26 apartment units, replacing air conditioners on 8 houses and upgrading parking lots by re-sealing and striping them at five apartment locations.  Provided funding for eight first time homebuyers through Newtown Community Development Corporation’s first time homebuyer program, bringing the total of Newtown’s Chandler Land Trust properties to 48.  In partnership with Habitat for Humanity of Central Arizona, the first Housing Reconstruction project was completed resulting in the demolition and reconstruction of a severely dilapidated home on an existing lot where the homeowner has lived for over 40 years.  Celebrated five year anniversary of formation of For Our City resulting in thousands of residents being served through Let’s Pull Together, Operation Back to School, I-Help, For our City Day, holiday drives, and an annual citywide volunteer recognition event.  Continued comprehensive programming to support diverse organizations and activities through the Diversity office and education budget. This includes 27 diversity events, 18 school partners, and over 4,769 student participants. In addition, produced signature events including Ms. Indian AZ Scholarship Program, Indian Art Market, Cinco de Mayo Chihuahua Races, Mariachi Festival, Black History Month, and others attended by 17,925 participants.  Administered $1.1 million in General Funds and $1.3 million in CDBG funds to provide services through partnerships with 70 social service programs.  Community Development, working in partnership with Newtown Community Development Corporation and ARM of Save the Family, met HUD's expenditure deadline of March 2014 for the NSP 3 grant which totaled $1,332,011. 196 City of Chandler 2014-15 Adopted Budget General Government    Neighborhood Resources – 1060    2014-15 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 2011-12 Actual 9 279 2012-13 Actual 15 291 2013-14 Projected 10 305 2013-14 Year End Estimate * 10 305 2014-15 Projected 10 317 1,203 1,341 1,405 1,419 1,443 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) 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 602 885 600 600 600 17 22 17 18 18 N/A 14 8 15 15 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 2014-15 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) 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 3 4 3 5 5 1,061 208 600 450 400 N/A 92 100 101 101 N/A 9 9 9 8 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) 2011-12 Actual 15 13 2012-13 Actual 29 23 2013-14 Projected 20 13 2013-14 Year End Estimate * 26 22 2014-15 Projected 26 22 11,395(2) 20 3,259 16 3,000 20 3,000 17 3,000 15 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 2014-15 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 2012-13 Actual Expenditures $ $ $ 503,023 $ 25,268 5,314 1,190 7,790 387 1,251 544,223 $ 544,223 $ 2013-14 Adopted Budget 2013-14 Adjusted Budget 545,677 $ 545,677 28,615 6,188 1,500 3,836 500 500 586,816 $ 586,816 $ 2013-14 Estimated Expenditures 559,572 $ 559,572 95,600 6,368 1,811 3,921 500 500 668,272 $ 668,272 $ 2014-15 Adopted Budget 561,019 $ 561,019 35,950 6,098 1,811 9,150 900 200 615,128 $ 615,128 $ 560,683 560,683 28,563 6,490 1,500 3,375 600 400 601,611 601,611 % Change Adopted To Adopted 2.75% 2.75% N/A -0.18% 4.88% 0.00% -12.02% 20.00% -20.00% 2.52% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. Authorized Positions Position Title Community Resource Coordinator Community Resources/Diversity Manager Customer Service Representative Director, Neighborhood Resources Division Diversity Office Assistant Executive Assistant Neighborhood Programs Assistant Neighborhood Programs Coordinator Total 2010-11 Revised 0 0.9 0.45 0.6 1 0.8 1 1 5.75 2011-12 Revised 1 0.8 0.45 0.6 0 0 1 1 4.85 2012-13 Revised 1 0.8 0.45 0.6 0 0 1 1 4.85 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2014-15. 199 2013-14 Adopted 1 0.8 0.45 0.9 0 0 1 1 5.15 2013-14 Revised 1 0.8 0.45 0.9 0 0 1 1 5.15 2014-15 Adopted 1 0.8 0.45 0.9 0 0 1 1 5.15 City of Chandler 2014-15 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 2014-15 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. 2013-14 2011-12 2012-13 2013-14 Year End 2014-15 Measures Actual Actual Projected Estimate * Projected Total number of cases 6,625 7,915 8,000 8,000 9,500 Percentage of voluntary compliance on violations 99% 99.9% N/A(2) N/A N/A From time assigned, percentage of graffiti complaint response within 24 business hours 94% 90% N/A(2) N/A N/A From complaint received, number of days to graffiti abatement(3) N/A N/A 2 2 1 Percentage of self-initiated cases 37% 40% 51% 45% 51% From complaint receipt, number of days to first inspection(1) N/A 5 1 4 1 (1) (2) (3) New objective and measure effective Fiscal Year (FY) 2013-14. This measure eliminated effective FY 2013-14. New 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. 200 City of Chandler 2014-15 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 (1) outreach efforts annually. ♦ Participate with Neighborhood Programs in Neighborhood Action Planning Process for at least (4) 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 neighborhood programs(2) N/A N/A N/A N/A 4 Number of code enforcement overview/updates provided to other City departments(2) N/A N/A N/A N/A 12 (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 2014-15 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 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget $ 973,005 $ 928,971 $ 939,773 $ 911,205 $ 996,434 928,971 939,773 911,205 996,434 19,010 62,085 254,562 65,266 32,200 63,210 63,025 65,804 62,605 53,945 917 4,100 4,183 2,600 3,325 8,052 14,100 14,100 7,790 11,136 666 1,500 1,834 1,834 1,500 2,198 2,200 2,200 2,200 2,000 2,190 15,760 18,570 18,570 25,380 19,959 19,959 19,959 19,959 22,146 $ 1,089,207 $ 1,111,700 $ 1,320,985 $ 1,092,029 $ 1,148,066 $ 1,089,207 $ 1,111,700 $ 1,320,985 $ 1,092,029 $ 1,148,066 % Change Adopted To Adopted 7.26% 7.26% N/A -48.14% -14.41% -18.90% -21.02% 0.00% -9.09% 61.04% 10.96% 3.27% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. Authorized Positions Position Title Administrative Specialist Code Enforcement Manager Code Inspector Graffiti Abatement Technician Neighborhood Preservation Manager Senior Code Inspector Total 2010-11 Revised 1 1 5 1 0 3 11 2011-12 Revised 1 0 5 1 1 2.5 10.5 2012-13 Revised 1 0 5 1 1 2.5 10.5 2013-14 Adopted 1 0 5 1 1 2.5 10.5 2013-14 Revised 1 0 5 1 1 2.5 10.5 2014-15 Adopted 1 0 6 1 1 2.5 11.5 Significant Budget and Staffing Changes Effective July 1, 2014, one Code Inspector position is added as part of an ongoing decision package which also includes a vehicle and necessary supplies. 202 City of Chandler 2014-15 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 2014-15 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. 2013-14 2011-12 2012-13 2013-14 Year End 2014-15 Measures Actual Actual Projected Estimate * Projected Annual lease rate of all public housing units 98% 99% 98% 98% 98% Maintain utilization rate of 96% or better for section 8 housing units 100% 99% 96% 98% 98% Percentage of emergency work orders completed within 24 hours 100% 100% 100% 100% 100% * 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. 203 City of Chandler 2014-15 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 Land/Improvements Building/Improvements Machinery/Equipment 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 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget $ 1,655,952 $ 1,732,342 $ 1,763,186 $ 1,771,259 $ 1,788,378 1,732,342 1,763,186 1,771,259 1,788,378 370,064 442,755 525,386 503,898 516,000 105,480 99,950 120,297 142,117 113,412 256,702 154,000 154,960 183,950 160,250 7,924 14,300 14,300 14,350 11,156 29,482 35,500 35,500 35,500 35,500 140,441 154,500 154,500 154,500 153,500 5,193,787 5,362,950 5,362,950 5,378,213 5,427,060 4,031,409 3,241,734 4,258,904 60,000 650,000 1,090,000 1,027,121 650,000 46,000 $ 7,759,833 $ 12,677,706 $ 12,462,813 $ 9,270,908 $ 13,160,160 $ 184,064 $ 86,706 $ 89,039 $ 64,136 $ 100,860 933,285 1,273,000 1,315,775 1,146,829 1,398,000 533,892 920,000 956,357 698,733 995,000 477,028 541,000 551,192 521,085 541,000 5,239,761 5,460,000 5,465,278 5,465,278 5,680,000 366,219 850,000 856,024 856,024 850,000 25,583 47,000 518,823 518,823 95,300 3,500,000 2,710,325 3,500,000 $ 7,759,833 $ 12,677,706 $ 12,462,813 $ 9,270,908 $ 13,160,160 * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. 204 % Change Adopted To Adopted 3.23% 3.23% N/A 16.54% 13.47% 4.06% -21.99% 0.00% -0.65% 1.20% 5.64% N/A 0.00% N/A 3.81% City of Chandler 2014-15 Adopted Budget General Government    Housing and Redevelopment – 4650    Authorized Positions Position Title Accounting Specialist Customer Service Representative Director, Neighborhood Resources Division 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 2010-11 Revised 1 1.55 0 1 1 1 1 5 1 1 4 1 1 1.5 0.7 21.75 2011-12 Revised 1 1.55 0.05 1 1 1 1 5 1 1 4 1 1 1.5 0.7 21.8 2012-13 Revised 1 1.55 0.05 1 1 1 1 5 1 1 4 1 1 1.5 0.7 21.8 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2014-15. 205 2013-14 Adopted 1 1.55 0 1 1 1 1 5 1 1 4 1 1 1.5 0.7 21.75 2013-14 Revised 1 1.55 0 1 1 1 1 5 1 1 4 1 1 1.5 0.7 21.75 2014-15 Adopted 1 1.55 0 1 1 1 1 5 1 1 4 1 1 1.5 0.7 21.75 City of Chandler 2014-15 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. 2014-15 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. 2013-14 2011-12 2012-13 2013-14 Year End 2014-15 Measures Actual Actual Projected Estimate * Projected Number of social service programs provided through human services funding and partnerships 59 67 61 70 62 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 (1) Number of homeless programs funded (1) Number of homeless clients served Number of partnerships to serve the homeless(1) (1) 144 71 129 117 110 12 11 14 13 13 7 0 7 3 1 1 0 3 1 2 N/A 12 11 12 10 N/A 393 100 297 233 N/A 44 49 50 50 New measure effective Fiscal Year 2013-14. * 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. 206 City of Chandler 2014-15 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 Other Charges/Services Land/Improvements Building/Improvements Total Cost Center - 4700 General Fund Grant Fund HOME Program Fund CDBG Fund Grand Total 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget $ 510,606 $ 520,198 $ 529,338 $ 514,912 $ 534,872 520,198 529,338 514,912 534,872 2,024,044 3,327,550 4,733,483 4,239,095 2,687,749 45,740 14,820 14,973 339,475 17,167 38,346 2,500 3,010 2,500 2,000 3,877 8,700 8,700 7,600 8,640 631,747 633,358 648,610 649,633 633,191 70,000 70,000 16,904 200,000 624,925 285,250 $ 3,271,265 $ 4,707,126 $ 6,633,039 $ 6,108,465 $ 3,883,619 $ 1,062,092 $ 1,147,126 $ 1,393,846 $ 1,393,993 $ 1,147,959 838,302 525,000 910,199 740,920 17,660 189,704 1,035,000 2,016,064 1,660,622 1,035,000 1,181,168 2,000,000 2,312,930 2,312,930 1,683,000 $ 3,271,265 $ 4,707,126 $ 6,633,039 $ 6,108,465 $ 3,883,619 % Change Adopted To Adopted 2.82% 2.82% N/A -19.23% 15.84% -20.00% -0.69% -0.03% N/A -100.00% -17.49% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. Authorized Positions Position Title CDBG Program Supervisor Community Development Coordinator Community Resource Assistant Community Resources/Diversity Manager Customer Service Representative Director, Neighborhood Resources Division Housing Rehabilitation Specialist Senior Accountant Senior Code Inspector Total 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 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 2013-14 Revised 1 1 1 0.2 1 0.1 1 0.3 0.5 6.1 2014-15 Adopted 1 1 1 0.2 1 0.1 1 0.3 0.5 6.1 Significant Budget and Staffing Changes Fiscal Year 2014-15 reflects a budgeted decrease due to a reduction in Community Development Block Grant (CDBG) funding and other grant funding. 207 City of Chandler 2014-15 Adopted Budget General Government 208 COMMUNITY SERVICES 7-Contents Activities and Functions carried out by Departments/Divisions Accomplishments Goals, Objectives and Performance Measurements Budget Summary Position Summary NEW PARK CONSTRUCTION MOVES FORWARD Community Services City of Chandler 2014-15 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 2014-15 Adopted Budget Community Services The table below depicts the breakdown by division for the Fiscal Year (FY) 2014-15 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 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget Administration $ 557,492 $ 542,311 $ 445,169 $ 434,790 Center for the Arts 1,519,006 1,413,101 1,439,612 1,402,254 Library 6,319,770 6,689,575 6,545,487 6,759,164 Library Capital 12,159 45,543 43,500 Aquatics 2,996,138 3,374,885 3,428,563 3,470,615 Park Development & Operations 6,985,075 7,039,559 7,504,773 7,546,336 Recreation 922,379 1,162,490 1,198,271 1,169,577 Sports & Fitness Facilities 2,067,402 2,128,137 2,143,893 2,249,309 Nature & Recreation Facilities 1,341,048 1,981,576 1,778,256 1,786,264 Museum 442,209 437,853 561,970 491,281 Parks Capital 4,019,130 12,948,912 2,211,997 13,171,880 Total $ 27,181,806 $ 37,763,942 $ 27,257,991 $ 38,524,970 Expenditures by Category Personnel & Benefits Total Personnel Ongoing(1) One-time Operating & Maintenance Capital - Major (1) 15,955,816 - 1.14% 7,194,701 8,159,526 8,629,335 8,510,439 4,031,289 12,994,455 2,211,997 13,215,380 Total $ 27,181,806 $ 37,763,942 $ 27,257,991 $ 38,524,970 N/A 4.30% 1.70% 2.02% (1) 2012-13 Revised 4.000 13.000 62.550 16.000 52.000 7.125 17.125 14.625 4.750 191.175 2013-14 Adopted 4.000 13.000 62.550 15.750 52.000 7.125 17.125 14.625 4.750 190.925 16,416,659 16,416,659 -19.83% -0.77% 1.04% -4.49% 2.84% 7.20% 0.61% 5.69% -9.86% 12.20% 1.72% 2.02% 16,799,151 16,799,151 Staffing by Cost Center Administration Center for the Arts Library Aquatics Park Development & Operations Recreation Sports & Fitness Facilities Nature & Recreation Facilities Museum Total 16,609,961 16,609,961 % Change Adopted to Adopted 2013-14 Revised 3.000 13.000 62.550 15.750 53.000 8.250 17.125 13.875 4.750 191.300 Ongoing and One-time Personnel Services detail not availab le for FY 2012-13 Actual Expenditures. 210 % Change 2014-15 Adopted to Adopted Adopted 3.000 -25.00% 13.000 0.00% 62.550 0.00% 15.750 0.00% 53.000 1.92% 8.250 15.79% 17.125 0.00% 13.875 -5.13% 4.750 0.00% 191.300 0.20% City of Chandler 2014-15 Adopted Budget Community Services 2013-14 Community Services Accomplishments  Chandler Center for the Arts (CCA) paid attendance increased by 6% from the previous year and donations, which includes grants and sponsorships, increased by 46%.  CCA Connecting Kidz program served more than 4,250 area youth.  The CCA organizational review is complete and a 3-year Strategic and Business plan has been adopted.  Chandler Public Library (CPL) negotiated with Maricopa County Library District (MCLD) to provide a state of the art integrated library system, Polaris.  CPL played a critical role in helping our community learn and experience new technological innovations. Using a programming platform, staff introduced science, technology, engineering, art, and math (STEAM) concepts to children and teens.  The National Advocacy & Training Network (NATN) was selected to lease the Café in the Downtown Library.  To meet the needs and requests of job seekers, librarians have partnered with groups in the community to conduct onsite reference interviews.  The CPL instituted the Librarians as Learning Leaders model of leadership development through shared decision making and committed organizational improvement that also supports succession planning.  Fifteen nonprofit organizations were awarded funding totaling $30,000 through the City of Chandler’s Special Event Sponsorship Program.  For the eighth consecutive year, Chandler earned the national designation Playful City USA.  Recreation “YouTube” videos reached a milestone with 100,000 views.  A professional development mentoring program in Recreation was implemented for fulltime employees.  Completed park development of Roadrunner and started construction of Centennial and Valencia parks.  Completed installation of playground shades at Pueblo Alto, Los Altos, Summit Point, East Mini, Desert Breeze, and Folley parks.  Four of six aquatic centers completed Americans with Disabilities Act (ADA) improvements.  9,484 participants learned to swim through the Aquatics Learn to Swim Program.  The replastering project was completed at the Nozomi Aquatic competition pool.  The entire Chandler Historical Society collection was transferred to City of Chandler ownership.  Acquired the GM Proving Ground archives as part of the East Valley Museum Coalition.  Began a new collaborative partnership with the San Marcos Hotel as part of their centennial celebration.  Worked with the Museum's Educator Advisory Committee to develop in-class resources that uses the Use Local, Teach National Lesson Plan Series containing lessons that feature local history as primary sources to investigate national history.  The number of department volunteers totaled 77,992 hours at a value of $1,758,720, which is equivalent to 37.5 FTE. 211 City of Chandler 2014-15 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 2014-15 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 (1)(2) better Cost of service provision per resident (3) Number of full-time equivalency staff per (3) 1,000 population 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate* 2014-15 Projected 87% 99% 90% 93% 94% $103.10 $100.46 $100.00 $101.70 $101.00 0.77 FTE 0.79 FTE 0.79 FTE 0.78 FTE 0.78 FTE (1) Leisure = Library, aquatics, parks and recreation programs, classes, and/or facilities. Based on recreation survey conducted annually. (3) “Cost of service provision per resident” equals Adopted Operations Budget for Department (Personnel + O&M, all funds, excluding Capital) divided by City population, per Economic Development current population estimate published in January each fiscal year. (2) * 2013-14 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. 212 City of Chandler 2014-15 Adopted Budget Community Services    Administration - 4300    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Total Cost Center - 4300 General Fund 2012-13 Actual Expenditures $ $ $ 2013-14 Adopted Budget 511,084 $ 500 1,109 1,077 2,151 41,571 557,492 $ 557,492 $ 489,676 $ 489,676 1,636 1,550 1,050 6,095 42,304 542,311 $ 542,311 $ 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 399,392 $ 399,392 1,636 1,550 1,448 2,495 42,304 448,825 $ 448,825 $ 2014-15 Adopted Budget 400,500 $ 400,500 150 1,085 1,205 260 41,969 445,169 $ 445,169 $ % Change Adopted To Adopted 381,890 381,890 1,636 1,550 1,050 6,360 42,304 434,790 434,790 -22.01% -22.01% N/A 0.00% 0.00% 0.00% 4.35% 0.00% -19.83% * Ongoing and One-time Personnel Services detail not available for FY 2012-13 Actual Expenditures. Authorized Positions Position Title Community Services Director Museum Administrator Senior Executive Assistant Senior Management Assistant Total 2010-11 Revised 1 1 1 2 5 2011-12 Revised 1 0 1 2 4 2012-13 Revised 1 0 1 2 4 2013-14 Adopted 1 0 1 2 4 2013-14 Revised 1 0 1 1 3 2014-15 Adopted 1 0 1 1 3 Significant Budget and Staffing Changes During Fiscal Year (FY) 2013-14, one Senior Management Assistant position was transferred to cost center 4530, Park Development and Operations, and reclassified to Parks Maintenance Superintendent. FY 2014-15 includes one-time funding for the Chandler Symphony Orchestra. 213 City of Chandler 2014-15 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. 2014-15 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 workshop Annual attendance Average rate of participation for CCA and Vision Gallery hosted programs 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 1,057 1,003 1,115 1,086 1,086 304,000 308,000 328,000 312,000 312,000 73% 75% 75% 75% 75% 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 2011-12 Actual $62,982 11,000 $239,836 2012-13 Actual $63,779 11,500 $287,458 * 2013-14 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. 214 2013-14 Projected $65,000 11,000 $240,500 2013-14 Year End Estimate * $65,000 12,000 $253,450 2014-15 Projected $67,500 12,000 $260,500 City of Chandler 2014-15 Adopted Budget Community Services    Center for the Arts – 1100    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Building/Improvements Office Furniture/Equipment Capital Replacement Total Cost Center - 1100 General Fund Municipal Arts Fund Grand Total 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures $ 1,094,433 $ 1,094,306 $ 1,112,485 $ 1,094,306 1,112,485 193,018 181,324 188,934 131,041 57,289 57,289 61,164 48,938 40,375 12,776 16,509 16,663 2,275 3,211 3,211 4,699 9,274 9,274 21,405 17,350 2,250 2,250 2,250 $ 1,519,006 $ 1,413,101 $ 1,451,886 $ $ 1,362,854 $ 1,351,051 $ 1,388,636 $ 156,152 62,050 63,250 $ 1,519,006 $ 1,413,101 $ 1,451,886 $ 2014-15 Adopted Budget % Change Adopted To Adopted 1,114,723 $ 1,096,348 1,114,723 1,096,348 190,153 190,224 51,153 45,864 52,550 38,938 12,992 16,145 4,500 3,211 3,211 8,080 9,274 2,250 2,250 1,439,612 $ 1,402,254 1,376,362 $ 1,352,254 63,250 50,000 1,439,612 $ 1,402,254 0.19% 0.19% N/A 4.91% -19.94% -20.43% -2.20% N/A 0.00% 0.00% N/A N/A 0.00% -0.77% * Ongoing and One-time Personnel Services detail not available for FY 2012-13 Actual Expenditures. Authorized Positions Position Title Administrative Support II Arts Center Financial Specialist Arts Center Manager Assistant Arts Center Manager Box Office Associate Box Office Supervisor Front of the House Coordinator Marketing Assistant Production Coordinator Senior Production Coordinator Visual Arts Assistant Visual Arts Coordinator Total 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 Revised 1 1 1 1 1 1 1 1 2 1 1 1 13 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2014-15. 215 2013-14 Adopted 1 1 1 1 1 1 1 1 2 1 1 1 13 2013-14 Revised 1 1 1 1 1 1 1 1 2 1 1 1 13 2014-15 Adopted 1 1 1 1 1 1 1 1 2 1 1 1 13 City of Chandler 2014-15 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: 2014-15 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. 2011-12 Actual Measures 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 200,000 Number of Library cardholders 291,915 309,229 303,000 318,000 Number of items in collections 442,158 1,170,291 470,000 1,200,000 1,250,000 2,489,741 2,401,242 2,500,000 2,300,000 2,300,000 178,438 152,775 100,000 135,000 130,000 1,279,355 2,186,078 2,000,000 2,200,000 2,200,000 1,867,685 1,731,773 1,900,000 1,800,000 1,700,000 Materials circulated Reference transactions Computer sessions (3) (including wireless) Website access (4) (3) (2) (1) (1) When the library migrates to Polaris (new integrated library system), cardholders who have not visited Chandler Library in the past 5 years will be deleted, which will dramatically reduce the number of cardholders on record. 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 through a consortium with other area libraries (Greater Phoenix Digital Library). (3) 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 are increasing. (4) Represents the number of times the Library website is accessed. (2) * 2013-14 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. 216 City of Chandler 2014-15 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) 2013-14 Projected 2013-14 Year End Estimate * 2011-12 Actual 2012-13 Actual 1,328,148 1,266,353 1,300,000 1,250,000 1,200,000 4,372 2,683 3,200 2,750 2,750 73,825 93,422 77,000 94,000 94,000 The library system has experienced extended vacancies resulting in a decrease in the number of programs offered. * 2013-14 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 217 2014-15 Projected City of Chandler 2014-15 Adopted Budget Community Services    Library – 4310    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingencies/Reserves Machinery/Equipment Office Furniture/Equipment Total Cost Center - 4310 General Fund Grant Fund Library Trust Fund Grand Total 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget $ 4,774,923 $ 4,935,446 $ 4,935,446 343,681 436,129 942,823 884,550 93,835 124,600 55,160 54,500 500 55,852 55,850 8,828 28,500 110,000 44,095 60,000 74 $ 6,319,770 $ 6,689,575 $ $ 6,051,701 $ 6,156,575 $ 247,838 440,000 20,231 93,000 $ 6,319,770 $ 6,689,575 $ 2013-14 Estimated Expenditures 5,013,491 $ 4,727,497 $ 5,013,491 4,727,497 560,602 470,452 977,890 923,993 126,450 88,500 64,606 64,626 55,855 55,794 31,752 10,000 1,000 108,374 203,090 1,535 6,940,020 $ 6,545,487 $ 6,353,421 $ 6,067,427 $ 491,561 439,660 95,038 38,400 6,940,020 $ 6,545,487 $ 2014-15 Adopted Budget % Change Adopted To Adopted 4,874,675 4,874,675 484,169 902,704 97,000 54,860 57,256 28,500 200,000 60,000 6,759,164 6,096,164 570,000 93,000 6,759,164 -1.23% -1.23% N/A 11.02% 2.05% -22.15% 0.66% N/A 2.52% 0.00% 81.82% 0.00% N/A 1.04% * Ongoing and One-time Personnel Services detail not available for FY 2012-13 Actual Expenditures. 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 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 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 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2014-15. 218 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 2013-14 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 2014-15 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 City of Chandler 2014-15 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 Total Cost Center - 4320 Library Bond Fund 2012-13 Actual Expenditures $ $ $ 107 $ 3,000 7,357 1,469 226 12,159 $ 12,159 $ 2013-14 Adopted Budget 2013-14 Adjusted Budget - $ 45,543 45,543 $ 45,543 $ 2013-14 Estimated Expenditures - $ 43,500 43,500 $ 43,500 $ - $ - $ - $ 2014-15 Adopted Budget 43,500 43,500 43,500 % Change Adopted To Adopted N/A N/A N/A N/A N/A -4.49% N/A N/A -4.49% * Ongoing and One-time Personnel Services detail not available for FY 2012-13 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 Fiscal Year (FY) 2014-15. FY 2014-15 reflects the carryforward of uncompleted project funding from FY 2013-14. Additional detail on the capital program is available in the 20152024 Capital Improvement Program. 219 City of Chandler 2014-15 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: 2014-15 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. 2011-12 Actual Measures Overall enrollment success rate on swimming classes 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 91.5% 88.6% 88.0% 88.7% 88.0% Annual swimming lesson attendance 9,717 9,728 9,700 9,712 9,700 Annual recreational swim attendance 323,247 307,220 305,000 303,661 303,500 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. * 2013-14 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 220 City of Chandler 2014-15 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 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget % Change Adopted To Adopted $ 2,290,795 $ 2,459,238 $ 2,498,171 $ 2,454,087 $ 2,490,378 2,459,238 2,498,171 2,454,087 2,490,378 31,574 50,554 41,214 29,918 43,422 324,943 357,353 418,049 415,948 384,923 145,556 189,778 197,597 195,572 188,778 14,081 23,857 23,857 18,511 23,909 1,500 1,750 1,750 1,750 1,750 161,366 257,425 257,425 260,335 257,425 15,054 23,661 80,411 41,173 68,761 11,269 11,269 11,269 11,269 11,269 $ 2,996,138 $ 3,374,885 $ 3,529,743 $ 3,428,563 $ 3,470,615 $ 2,996,138 $ 3,369,816 $ 3,522,964 $ 3,422,351 $ 3,461,101 5,069 6,779 6,212 9,514 $ 2,996,138 $ 3,374,885 $ 3,529,743 $ 3,428,563 $ 3,470,615 1.27% 1.27% N/A -14.11% 7.72% -0.53% 0.22% 0.00% 0.00% 190.61% 0.00% 2.84% * Ongoing and One-time Personnel Services detail not available for FY 2012-13 Actual Expenditures. 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) Recreation Coordinator I Recreation Coordinator II Recreation Leader III-Pool Manager Total 2010-11 Revised 1 1 1 3 1 0 0 3.75 3 1 0 14.75 2011-12 Revised 0 1 1 3 1 1 1 3.75 3 1 0 15.75 2012-13 Revised 0 1 1 3 1 1 1 3 0 4 1 16 2013-14 Adopted 0.75 1 1 3 1 1 0 3 0 4 1 15.75 2013-14 Revised 0.75 1 1 3 1 1 0 3 0 4 1 15.75 2014-15 Adopted 0.75 1 1 3 1 1 0 3 0 4 1 15.75 Significant Budget and Staffing Changes In Fiscal Year (FY) 2014-15 ongoing operations funding is added for Armored Car Service During Peak Season, Aquatic Certifications and Training, Additional Swim Lessons, and the Active Network Registration Hosted System. Temporary Personnel Services funding is reduced to provide the funding for the Armored Car Services and the Aquatic Certifications and Training. Professional/Contract reflects a reduction due to conversion of contracted coaches/instructors to Personnel Services – Temporary. One-time funding is included for Aquatic Equipment Replacement. As part of the FY 2014-15 budget amendment process $5,000 of one-time funding was transferred from the Council Contingency for swim lesson scholarships. 221 City of Chandler 2014-15 Adopted Budget Community Services P ark Development and Operations Division is responsible for parkland acquisition, park planning/ design/development, and the maintenance of 1,208.45 Cost Center: acres of developed parkland at 62 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. Park Development and Operations 4530 Division: 2014-15 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. 2013-14 2011-12 2012-13 2013-14 Year End Measures Actual Actual Projected Estimate * Number of parks developed and/or renovated 13 15 17 18 2014-15 Projected 18 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 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected Number of fertilization applications per year 122 131 133 132 183 Number of pre-emergent applications per year 176 176 178 236 237 * 2013-14 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 222 City of Chandler 2014-15 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 Office Furniture/Equipment Street Improvements Park Improvements Capital Replacement Total Cost Center - 4530 General Fund Parks & Recreation Trust Fund Grand Total 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget % Change Adopted To Adopted $ 3,734,874 $ 3,629,911 $ 3,699,453 $ 3,673,474 $ 3,798,793 3,629,911 3,699,453 3,673,474 3,798,793 46,244 66,589 176,589 175,898 188,839 561,153 692,245 722,787 702,130 750,552 703,108 778,944 870,637 864,361 822,219 17,064 16,400 16,957 16,957 16,696 5,476 4,000 4,000 4,000 4,000 1,771,477 1,680,769 1,684,834 1,874,987 1,691,562 20,083 16,600 16,600 28,832 16,600 282 39 22,984 50,200 60,128 60,094 148,800 487 59 81 41 101,761 103,901 103,901 103,901 108,275 $ 6,985,075 $ 7,039,559 $ 7,355,886 $ 7,504,773 $ 7,546,336 $ 6,985,075 $ 6,996,559 $ 7,312,886 $ 7,462,430 $ 7,503,336 43,000 43,000 42,343 43,000 $ 6,985,075 $ 7,039,559 $ 7,355,886 $ 7,504,773 $ 7,546,336 4.65% 4.65% N/A 183.59% 8.42% 5.56% 1.80% 0.00% 0.64% 0.00% N/A 196.41% N/A N/A N/A 4.21% 7.20% * Ongoing and One-time Personnel Services detail not available for FY 2012-13 Actual Expenditures. Authorized Positions Position Title Administrative Specialist Contract Compliance Inspector Groundskeeper Lead Gardener Maintenance Planner/Scheduler Park Development & Operations Manager Park Maintenance Technician Park Planning Superintendent Park Spray Technician Parks Maintenance Superintendent Parks Maintenance Supervisor Recreation Coordinator II Total 2010-11 Revised 0 1 27 8 0 0 6 0 1 0 3 1 47 2011-12 Revised 1 1 28 8 0 1 6 1 1 0 3 1 51 2012-13 Revised 1 1 28 8 1 1 6 1 1 0 3 1 52 2013-14 Adopted 1 1 28 8 1 1 6 1 1 0 3 1 52 2013-14 Revised 1 1 28 8 1 1 6 1 1 1 3 1 53 2014-15 Adopted 1 1 28 8 1 1 6 1 1 1 3 1 53 Significant Budget and Staffing Changes During Fiscal Year (FY) 2013-14, one Senior Management Assistant position was transferred from cost center 4300, Community Services Administration, and reclassified to Parks Maintenance Superintendent. FY 2014-15 reflects a one-time funding allocation for maintenance equipment purchases. Ongoing operations funding is increased for turfgrass enhancements, park maintenance equipment, and maintenance for the new Centennial and Valencia Parks. 223 City of Chandler 2014-15 Adopted Budget Community Services R ecreation provides a year-round program that includes coordinating adult sports leagues and tournaments, youth sport camps, special events, instructional classes, programs for youth, teens, senior citizens, and 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. Recreation 4550 Division: Cost Center: 2014-15 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 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 97% 98% 98% 98% 98% 40,839 42,114 43,000 43,000 43,125 78 124 105 140 145 Donations/sponsorships $78,132 $41,912 $80,000 $52,000 $55,000 Recreation programs participation 192,208 183,254 183,000 180,322 183,000 (1) Volunteer hours Scholarships awarded (1) User satisfaction rate is calculated annually based on user surveys. The surveys cover all recreational programs and facilities. *2013-14 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 224 City of Chandler 2014-15 Adopted Budget Community Services    Recreation – 4550    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 Capital Replacement Total Cost Center - 4550 General Fund Parks & Recreation Trust Fund Grand Total 2012-13 Actual Expenditures $ $ $ $ 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget % Change Adopted To Adopted 610,307 $ 699,671 $ 723,010 $ 732,738 $ 802,244 699,671 723,010 732,738 802,244 66,163 91,360 114,761 154,888 65,402 66,631 144,423 188,548 96,231 109,229 1,087 5,053 9,262 10,052 700 50,797 67,979 86,059 61,692 56,658 11,305 12,260 17,041 27,033 9,260 92,620 118,276 118,276 78,169 102,616 14,000 23,468 23,468 23,468 23,468 23,468 922,379 $ 1,162,490 $ 1,280,425 $ 1,198,271 $ 1,169,577 901,323 $ 1,002,784 $ 1,131,819 $ 1,137,101 $ 1,111,127 21,056 159,706 148,606 61,170 58,450 922,379 $ 1,162,490 $ 1,280,425 $ 1,198,271 $ 1,169,577 14.66% 14.66% N/A -28.41% -24.37% -86.15% -16.65% -24.47% -13.24% N/A 0.00% 0.61% * Ongoing and One-time Personnel Services detail not available for FY 2012-13 Actual Expenditures. Authorized Positions Position Title Executive Assistant Graphic Designer Information Specialist Marketing & Communications Coordinator Marketing Assistant Recreation Coordinator I Recreation Leader II Recreation Manager Recreation Superintendent Special Events Coordinator Total 2010-11 Revised 1 0 1 0 0 0 0 1 2 1 6 2011-12 Revised 1 0.5 1 0 0 0 0 1 2 1 6.5 2012-13 Revised 1 0.625 0 1 0 0 0.5 1 2 1 7.125 2013-14 Adopted 1 0.625 0 1 0 0 0.5 1 2 1 7.125 2013-14 Revised 1 0.625 0 1 0.625 1 0 1 2 1 8.25 2014-15 Adopted 1 0.625 0 1 0.625 1 0 1 2 1 8.25 Significant Budget and Staffing Changes During Fiscal Year (FY) 2013-14, one Administrative Specialist position was transferred from cost center 4555, Nature and Recreation Facilities, and reclassified to Recreation Coordinator I. One part-time (0.5 FTE) Recreation Leader II was reclassified to a part-time (0.625 FTE) Marketing Assistant. FY 2014-15 reflects a decrease in operations funding due to a reduction in planned usage of Parks & Recreation th Trust funds. One-time funding is included for the 4 of July Celebration, Special Events Sponsorships and American Red Cross Fees for recreation staff. 225 City of Chandler 2014-15 Adopted Budget Community Services T umbleweed Recreation Center, Chandler Tennis Center and Snedigar Sportsplex facilities provide year-round programs that include coordinating youth and adult sports Cost Center: leagues and tournaments, adult tennis leagues and tournaments, youth camps, special events, instructional classes, personal training, 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 Chandler Tennis Center. Sports and Fitness Facilities 4551 Division: 2014-15 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. 2013-14 2011-12 2012-13 2013-14 Year End 2014-15 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) 91% 88% N/A N/A N/A 38,764 68,027 38,000 73,111 70,000 390,557 378,685 380,000 381,083 381,000 4.57 4.41 4.70 4.50 4.50 10,567 34,483 7,500 13,256 31,669 6,115 9,760 33,600 7,000 12,989 30,803 6,800 12,500 31,250 7,000 3,911 4,689 4,500 3,932 4,100 9,254 9,505 9,500 9,600 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. *2013-14 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 226 City of Chandler 2014-15 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 Total Cost Center - 4551 General Fund Grant Fund Parks & Recreation Trust Fund Grand Total 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget $ 1,486,314 $ 1,582,741 $ 1,582,741 326,938 338,737 138,777 131,303 27,596 27,717 9,573 10,630 1,500 496 1,000 17,053 24,509 60,654 10,000 $ 2,067,402 $ 2,128,137 $ $ 2,056,213 $ 2,121,081 $ 11,189 7,056 $ 2,067,402 $ 2,128,137 $ 2013-14 Estimated Expenditures 1,610,754 $ 1,550,121 $ 1,610,754 1,550,121 386,526 348,133 130,496 132,703 31,303 44,525 10,630 9,930 1,500 1,500 1,000 1,000 24,509 27,112 10,000 28,869 2,206,718 $ 2,143,893 $ 2,199,526 $ 2,138,893 $ 7,192 5,000 2,206,718 $ 2,143,893 $ 2014-15 Adopted Budget % Change Adopted To Adopted 1,657,241 1,657,241 380,262 110,653 53,400 9,914 1,500 1,000 35,339 2,249,309 2,228,809 20,000 500 2,249,309 4.71% 4.71% N/A 12.26% -15.73% 92.66% -6.74% 0.00% 0.00% 44.19% -100.00% 5.69% * Ongoing and One-time Personnel Services detail not available for FY 2012-13 Actual Expenditures. Authorized Positions Position Title Administrative Specialist Customer Service Representative Customer Service Supervisor Recreation Coordinator I Recreation Coordinator II Total 2010-11 Revised 1 3.5 1 7 3 15.5 2011-12 Revised 1 6.125 1 7 3 18.125 2012-13 Revised 0 6.125 1 7 3 17.125 2013-14 Adopted 0 6.125 1 7 3 17.125 2013-14 Revised 0 6.125 1 7 3 17.125 2014-15 Adopted 0 6.125 1 7 3 17.125 Significant Budget and Staffing Changes Fiscal Year (FY) 2014-15 reflects the removal of FY 2013-14 one-time funding for replacement of banquet chairs at Tumbleweed Recreation Center and the addition of ongoing funding for Tumbleweed Recreation Center – Personal Training. The Personal Training will be 100% offset by new revenue. 227 City of Chandler 2014-15 Adopted Budget Community Services Nature 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 2014-15 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. 228 City of Chandler 2014-15 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 2011-12 Actual 3,251 2012-13 Actual 1,331 2013-14 Projected 3,382 2013-14 Year End Estimate * 1,478 2014-15 Projected 1,774 43,982 57,825 81,852 58,070 60,974 3,741 2,412 4,124 2,437 2,912 34 5,889 51 6,080 76 6,320 77 4,586 92 5,503 8,403 6,083 8,100 5,643 6,771 56,255 47,370 53,000 47,996 48,000 7,525 4,001 4,000 3,927 4,000 1,500 626 751 3,521 1,086 (1) (1) (2) (2) Chandler's recreation programs for teens continued to see a decrease in numbers due to attrition in program staff, but with the hiring of one Recreation Coordinator I in March 2013 dedicated to this area, the program has been revamped and participation numbers are expected to stabilize. (2) Chandler's recreation programs for teens have continued to experience low attendance, leading to an additional drop in overall participation numbers. The program is being reevaluated to ensure maximum efficiency and success going forward. * 2013-14 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. 229 City of Chandler 2014-15 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 2012-13 Actual Expenditures 2013-14 Adjusted Budget 2013-14 Adopted Budget $ 1,047,179 $ 1,299,098 $ 1,299,098 131,261 168,404 114,013 185,679 1,205 680 18,009 30,300 4,000 2,312 30,540 27,069 45,989 35,000 181,886 $ 1,341,048 $ 1,981,576 $ $ 1,239,416 $ 1,517,163 $ 61,150 356,488 40,482 107,925 $ 1,341,048 $ 1,981,576 $ 2013-14 Estimated Expenditures 1,316,282 $ 1,228,430 $ 1,316,282 1,228,430 207,399 202,105 183,555 180,367 774 940 30,300 21,687 4,000 3,000 30,540 10,495 45,989 43,665 34,890 181,886 87,567 2,035,615 $ 1,778,256 $ 1,570,402 $ 1,517,535 $ 357,288 152,967 107,925 107,754 2,035,615 $ 1,778,256 $ 2014-15 Adopted Budget % Change Adopted To Adopted 1,266,766 1,266,766 169,426 171,919 1,180 23,197 4,000 7,500 51,876 90,400 1,786,264 1,451,936 221,743 112,585 1,786,264 -2.49% -2.49% N/A 0.61% -7.41% 73.53% -23.44% 0.00% -75.44% 12.80% 158.29% -100.00% -9.86% * Ongoing and One-time Personnel Services detail not available for FY 2012-13 Actual Expenditures. Authorized Positions Position Title Administrative Specialist Customer Service Representative Recreation Coordinator I Recreation Coordinator II Recreation Leader II Total 2010-11 Revised 1 2.625 6 3 1.5 14.125 2011-12 Revised 1 2.625 6 3 2 14.625 2012-13 Revised 2 3.125 6 3 0.5 14.625 2013-14 Adopted 2 3.125 6 3 0.5 14.625 2013-14 Revised 1 3.375 6 3 0.5 13.875 2014-15 Adopted 1 3.375 6 3 0.5 13.875 Significant Budget and Staffing Changes During Fiscal Year (FY) 2013-14, one Administrative Specialist position was transferred to cost center 4550, Recreation, and reclassified to a Recreation Coordinator I. One part-time Customer Service Representative was reclassified from 0.5 FTE to 0.75 FTE. FY 2014-15 reflects the reduction of FY 2013-14 one-time funding for the Senior Center replacement of banquet chairs. 230 City of Chandler 2014-15 Adopted Budget Community Services Museum 4560 Division: Cost Center: Museum division is responsible for operating the City of Chandler Museum and the preservation and interpretation of Chandler’s history and culture. 2014-15 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 Number of Chandler Museum, Price House and Tumbleweed Ranch programs conducted Number of new Chandler Museum exhibits, both physical and online Volunteer hours contributed to history projects 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 1,106 1,261 1,200 1,275 1,300 90 92 75 82 85 15 13 15 15 18 5,974 5,854 6,000 6,125 6,000 *2013-14 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. 231 City of Chandler 2014-15 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 2011-12 Actual 2012-13 Actual 9,500 10,350 * 2013-14 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 232 2013-14 Projected 15,000 2013-14 Year End Estimate * 15,245 2014-15 Projected 15,000 City of Chandler 2014-15 Adopted Budget Community Services    Museum - 4560    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Total Cost Center - 4560 General Fund Parks & Recreation Trust Fund Grand Total 2012-13 Actual Expenditures $ $ $ $ 405,908 8,859 12,842 117 5,747 500 464 7,770 442,209 423,575 18,633 442,209 2013-14 Adopted Budget $ $ $ $ 419,874 419,874 4,800 10,724 255 2,200 437,853 437,853 437,853 2013-14 Adjusted Budget $ $ $ $ 2013-14 Estimated Expenditures 533,643 $ 533,643 5,300 16,224 255 2,200 3,100 560,722 $ 551,332 $ 9,390 560,722 $ 535,089 535,089 5,852 15,015 255 2,700 3,059 561,970 552,639 9,331 561,970 2014-15 Adopted Budget $ $ $ $ % Change Adopted To Adopted 430,816 430,816 16,327 27,558 255 2,925 13,400 491,281 462,594 28,687 491,281 2.61% 2.61% N/A 240.15% 156.98% 0.00% 32.95% N/A N/A N/A 12.20% * Ongoing and One-time Personnel Services detail not available for FY 2012-13 Actual Expenditures. Authorized Positions Position Title Customer Service Representative Museum Administrator Museum Curator Public History Coordinator Total 2010-11 Revised 0.75 0 0 1 1.75 2011-12 Revised 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 2013-14 Revised 0.75 1 2 1 4.75 2014-15 Adopted 0.75 1 2 1 4.75 Significant Budget and Staffing Changes Fiscal Year 2014-15 reflects an increase in operations funding due to the planned usage of additional Parks & Recreation Trust funds. Additional ongoing funding for the Chandler Chuckwagon Cook Off is included. The Cook Off funds are offset by a reduction to temporary services within several Community Services cost centers. 233 City of Chandler 2014-15 Adopted Budget Community Services Division: Cost Center: Parks Capital 4580 Capital Budget Summary 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget Description Personnel Services Total Personnel $ 50,760 $ - $ - $ 31,155 $ Ongoing* 31,155 One-time* Professional/Contract 569,777 305,693 556,423 254,868 146,291 Operating Supplies 12,514 1,157 Communications/Transportation 256 Other Charges/Services 42,159 134,240 134,240 21,988 Project Support Recharge** 46,647 46,647 33,129 Contingencies/Reserves 4,809,047 8,814,880 Land/Improvements 156,208 Machinery/Equipment 25,504 Office Furniture/Equipment 61,050 61,050 61,050 160,000 Parks Improvements 3,162,209 7,472,235 10,418,990 1,841,523 4,017,580 Transfer to General Fund 120,000 120,000 Total Cost Center - 4580 $ 4,019,130 $ 12,948,912 $ 11,337,350 $ 2,211,997 $ 13,171,880 General Gov't Capital Projects Fund $ 866,326 $ 1,504,266 $ 1,248,530 $ 186,979 $ 3,352,551 Capital Grant Fund 100,608 1,984,983 1,899,392 85,468 1,947,924 Park Bond Fund 2,436,696 4,580,815 3,528,005 568,139 2,732,804 Community Park Impact Fee Fund 8,233 3,661 1,311 1,311 Neighborhood Park Impact Fee Fund 470,236 577,033 498,988 433,287 65,701 Park Impact Fee Fund 137,030 4,298,154 4,161,124 936,813 5,072,900 Grand Total $ 4,019,130 $ 12,948,912 $ 11,337,350 $ 2,211,997 $ 13,171,880 % Change Adopted To Adopted N/A N/A N/A -52.14% N/A N/A -100.00% -28.98% 83.30% N/A N/A 162.08% -46.23% -100.00% 1.72% * Ongoing and One-time Personnel Services detail not available for FY 2012-13 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 Fiscal Year (FY) 2014-15. FY 2014-15 incorporates the carryforward of uncompleted project funding from FY 2013-14. Additional detail on the capital program is available in the 20152024 Capital Improvement Program. As part of the FY 2014-15 budget amendment process $255,000 of one-time funding was transferred from the Council Contingency to the Existing Community Park Improvements/Repairs Project to repair restrooms ($30,000) and install shade structures ($75,000) at Snedigar Sportsplex and the addition of two unlit “game grade” athletic fields ($150,000) at Chuparosa Park. 234 FIRE 8-Contents Activities and Functions carried out by Departments/Divisions Accomplishments Goals, Objectives and Performance Measurements Budget Summary Position Summary CHANDLER PUBLIC SAFETY: NG VI R E S , G N I T C E T O R P Fire City of Chandler 2014-15 Adopted Budget Fire Department Assistant City Manager Fire Administration Support Services Operations Prevention and Preparedness Emergency Services Fleet Services 235 City of Chandler 2014-15 Adopted Budget Fire Department The table below depicts the breakdown by division for the 2014-15 Adopted 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 2012-13 Actual Expenditures Expenditures by Cost Center 2013-14 Adopted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget Fire Administration $ 3,251,747 $ 4,915,163 $ 3,527,994 $ 5,230,739 Emergency Services 1,216,608 1,408,964 1,730,809 1,428,702 Fire Operations 20,966,093 22,157,484 22,272,454 22,636,170 Prevention and Preparedness 1,581,427 1,714,789 1,747,237 2,306,663 Fire Capital 143,445 9,128,059 321,801 9,917,985 Fire Support Services 1,022,753 892,469 901,523 870,134 Total w/o Fleet Services $ 28,182,074 $ 40,216,928 $ 30,501,818 $ 42,390,393 Fleet Services 996,869 964,546 984,043 1,120,563 Total $ 29,178,942 $ 41,181,474 $ 31,485,861 $ 43,510,956 Expenditures by Category Personnel & Benefits Total Personnel Ongoing(1) One-time(1) Operating & Maintenance Capital - Major $ 25,495,017 $ 26,782,344 $ 27,019,732 $ 27,490,088 26,782,344 27,019,732 27,490,088 3,540,480 5,271,071 4,144,328 6,102,883 143,445 9,128,059 321,801 9,917,985 Total $ 29,178,942 $ 41,181,474 $ 31,485,861 $ 43,510,956 Staffing by Cost Center Fire Administration Emergency Services Fire Operations Prevention and Preparedness Fire Support Services Fleet Services Total (1) 2012-13 Revised 6.000 9.000 190.000 13.000 4.000 11.000 233.000 2013-14 Adopted 6.000 10.000 189.000 13.000 4.000 11.000 233.000 2013-14 Revised 6.000 10.000 189.000 13.000 4.000 11.000 233.000 Ongoing and One-time Personnel Services detail not availab le for 2012-13 Actual Expenditures. 236 % Change Adopted to Adopted 6.42% 1.40% 2.16% 34.52% 8.65% -2.50% 5.40% 16.18% 5.66% 2.64% N/A 15.78% 8.65% 5.66% % Change 2014-15 Adopted to Adopted Adopted 6.000 0.00% 10.000 0.00% 189.000 0.00% 13.000 0.00% 4.000 0.00% 12.000 9.09% 234.000 0.43% City of Chandler 2014-15 Adopted Budget Fire Department 2013-14 Fire Department Accomplishments  Responded to 20,345 emergency incidents (fire, emergency medical, hazardous materials, technical rescue and crisis response), resulting in 33,562 unit responses. Achieved an emergency response time of arriving within 4:46 minutes for 90% of all Fire Department emergency calls within the City.  Participated in the process for the Department’s fourth National Accreditation. Compiled and submitted documents and hosted a peer review team comprised of fire service professionals from across the country.  Solicited the input of 52 Department members to study and formulate a Community Health Service Model to establish future goals for the delivery of health and medical services in the community.  Continued in 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 from 911 to receiving facility.  Created a new “Fire Safety Inspected and Educated” certification program that provides equally distributed fire safety messages to over 5,200 students, ensures an annual inspection of all City schools and empowers teachers and custodians through use of a self-inspection process. This program is designed to deliver full CPR certification to at least 10% of CUSD staff and supervise at least 50 school fire drills per year.  Conducted “active shooter” training that involved both the Fire Department and the Police Department. All firefighter response units and seven patrol squads participated in the training. The training was centered on patrol officers providing security for firefighters so areas could be entered to remove injured victims of a mass shooting incident.  Implemented an Electronic Patient Care Records (EPCR) system that allows patient information to be entered electronically in the field by Fire Department paramedics and EMT’s. This system was obtained through grant funding.  Reviewed and revised the Department’s Strategic Plan by conducting an examination of the Department’s Strengths, Weaknesses, Opportunities, and Challenges (SWOC). This process included a web-based citizen survey on the content of the plan.  Revised the City’s Emergency Operations Plan and conducted a successful citywide Emergency Operations Center drill in April. Accepted Homeland Security grants to support regional preparedness efforts.  Fleet service personnel completed 4,972 repair orders, worked on 846 vehicles, placed 83 new vehicles in service, and prepared 97 vehicles for auction. The Fleet Advisory Committee evaluated 182 vehicles for replacement, deferred 73 of the vehicles, and deferred $2,132,000 in vehicle purchases.  Fire Department members joined forces with corporate sponsors, community groups, and citizen volunteers to conduct a door-to-door campaign to distribute drowning prevention literature to 15,500 homes as part of the Department’s “Drowning Prevention Campaign.”  Conducted two “Smoke Detector Sweeps” as a joint effort between the Chandler Fire Department and the Arizona Burn Foundation. The “sweeps” provided for the installation of smoke detectors and the replacement of batteries in existing smoke detectors in centrally located neighborhoods of the City.  The Department’s Crisis Response Unit (CR288) logged 9,046 volunteer hours. Other Department volunteers donated 5,000 hours to support the Department’s community outreach programs.  Sponsored two “open house” events for the public to come and learn about the Fire Department and to provide them with safety tips and information. Partnered with the Chandler CARE Center to provide toys for children during the holiday season. Taught “hands only” CPR to 2,500 Chandler citizens.  Partnered with the Fetch Foundation to provide “Fido Bags” on all first due apparatus to assist with life-saving efforts of animals rescued on emergency scenes. 237 City of Chandler 2014-15 Adopted Budget Fire Department Division: Cost Center: Fire Administration 2210 Fire 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. 2014-15 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: $150.85. The comparable average for Fire service cost per call is $1,465.25 Measures Fire service cost per capita Fire service cost per call 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected $108.86 $114.23 $109.71 $122.56 $124.86 $1,399.93 $1,367.39 $1,341.58 $1,458.47 $1,477.18 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: 0.927. The comparable average for Civilian personnel per 1,000 population is: 0.172. Measures 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected Firefighters per 1,000 population 0.800 0.843 0.839 0.834 0.825 Civilian personnel per 1,000 population 0.079 0.083 0.079 0.083 0.082 * 2013-14 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. 238 City of Chandler 2014-15 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) 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected $724,703 $1,539,450 $1,225,000 $1,700,000 $1,920,000 $367,646 $268,286 $700,000 $756,000 $1,350,000 2011-12 Actual (1) Grant awards are not usually applied for and received in the same fiscal year. Goal: To utilize all resources to provide efficient and cost effective services. 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 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 14 14 15 16 16 13,603 13,125 13,900 12,522 12,500 88 91 80 114 114 * 2013-14 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 239 City of Chandler 2014-15 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 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget % Change Adopted To Adopted $ 793,597 $ 807,564 $ 821,412 $ 823,737 $ 814,742 807,564 821,412 823,737 814,742 1,291,755 1,324,922 1,360,459 1,351,221 1,321,857 289,667 398,569 437,553 394,917 358,929 14,396 18,500 18,670 17,170 27,400 89,512 116,000 116,000 125,500 112,355 2,920 3,000 3,396 1,396 5,000 29,508 52,500 52,500 34,800 35,000 401,250 292,037 1,262,250 1,233 38,700 38,700 40,095 68,500 1,015,000 443,433 479,050 739,158 739,158 739,158 739,158 745,656 $ 3,251,747 $ 4,915,163 $ 4,323,318 $ 3,527,994 $ 5,230,739 $ 3,246,947 $ 3,614,113 $ 3,642,606 $ 3,523,194 $ 3,629,439 1,296,250 675,912 1,601,300 4,800 4,800 4,800 4,800 $ 3,251,747 $ 4,915,163 $ 4,323,318 $ 3,527,994 $ 5,230,739 0.89% 0.89% N/A -0.23% -9.95% 48.11% -3.14% 66.67% -33.33% 214.58% 77.00% -52.80% 0.88% 6.42% * Ongoing and One-time Personnel Services detail not available for 2012-13 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 Total 2010-11 Revised 1 1 1 1 1 1 1 1 0 0 8 2011-12 Revised 1 1 1 1 1 1 1 1 1 0 9 2012-13 Revised 1 1 0 1 1 0 0 0 1 1 6 2013-14 Adopted 1 1 0 1 1 0 0 0 1 1 6 2013-14 Revised 1 1 0 1 1 0 0 0 1 1 6 2014-15 Adopted 1 1 0 1 1 0 0 0 1 1 6 Significant Budget and Staffing Changes Fiscal Year 2014-15 includes one-time funding for the purchase of extrication equipment and to replace aging furniture and fitness machines. Ongoing funding is included for professional development and operations and maintenance associated with the purchase of two rescue vehicles. Additional one-time funding for potential grant match requirements is also provided. 240 City of Chandler 2014-15 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 2014-15 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 Number of Certified Paramedics Number of Certified Emergency Medical Technicians State requirement of 24 hours of continuing (2) education for Paramedics State requirement of 12 hours of continuing education for Emergency Medical (2) Technicians (1) (2) 2011-12 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 136 136 136 136 (1) 56 56 56 2012-13 Actual 120 56 77 36 hours 36 hours 28 hours (2) 28 hours 28 hours 36 hours 36 hours 28 hours (2) 28 hours 28 hours The number of Certified Emergency Medical Technicians decreases as personnel upgrade their certification to that of Paramedic. The number of training hours was reduced from 36 to 28 to accommodate a Department policy change on “out of service” time by front line units. Training hours remain above the State requirement. 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 (ALS) patients to ensure proper patient care and ALS procedures are being followed. Measures Random review of 20 encounter forms for each Paramedic (3) 2011-12 Actual 1,100 2012-13 Actual 1,100 2013-14 Projected 2,640 2013-14 Year End Estimate * (3) 1,600 2014-15 Projected 2,720 Fiscal Year 2013-14 projected was based on full utilization of Electronic Patient Care Reporting (EPCR) being fully implemented and quality assurance would be conducted electronically. EPCR was implemented in February 2014, therefore year-end projection is reduced due to only one half year of electronic reporting. * 2013-14 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 241 City of Chandler 2014-15 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 46 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 (1) supervisor. Measures 2011-12 Actual Number of hours per firefighter Number of firefighters Total number of training hours (1) 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected (1) 46 196 196 196 15,680 9,604 9,604 90 80 80 196 196 17,640 15,680 49 Hours of training have been revised to reflect “required” training from national standards. The previous objective of 80 hours was a department goal, not the required number of hours. Goal: To increase firefighter safety. Supports Priority Based Budgeting Goal(s): Safe Community Objectives: ♦ To provide Flashover Survival Training to all new recruits and 100% of Chandler response firefighters every three years. ♦ To provide live fire training to 100% of Chandler response firefighters periodically. Measures Flashover Survival Training 2011-12 Actual Number trained 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 15 4 196 196 5 (2) 196 196 196 196 (2) 100% 100% 100% 100% Live Fire Training Number of Firefighters trained % Firefighters trained (2) 0 0% No live fire training provided in Fiscal Year 2011-12. * 2013-14 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 242 City of Chandler 2014-15 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 with no crew downtime Perform annual face piece seal test Perform required user training 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 100% 100% 100% 100% 100% 197 of 197 207 of 207 196 of 196 196 of 196 201 of 201 100% 100% 100% 100% 100% * 2013-14 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. 243 City of Chandler 2014-15 Adopted Budget Fire Department    Fire Emergency Services – 2220    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Machinery/Equipment Total Cost Center - 2220 General Fund Grant Fund Grand Total 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget % Change Adopted To Adopted $ 976,484 $ 1,183,474 $ 1,211,823 $ 1,220,918 $ 1,208,752 1,183,474 1,211,823 1,220,918 1,208,752 20,000 16 77,874 61,250 51,250 88,570 53,750 51,787 42,000 108,822 104,822 40,000 2,792 17,240 17,240 13,000 31,200 89,759 82,000 82,000 83,500 67,000 17,897 23,000 262,283 219,999 8,000 $ 1,216,608 $ 1,408,964 $ 1,733,418 $ 1,730,809 $ 1,428,702 $ 1,216,608 $ 1,408,964 $ 1,540,419 $ 1,529,562 $ 1,428,702 192,999 201,247 $ 1,216,608 $ 1,408,964 $ 1,733,418 $ 1,730,809 $ 1,428,702 2.14% 2.14% N/A N/A -12.24% -4.76% 80.97% -18.29% -65.22% 1.40% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. Authorized Positions Position Title Administrative Specialist EMS Specialist Facility Maintenance Technician Fire Battalion Chief Fire Captain Fire Support Services Technician Total 2010-11 Revised 1 1 1 1 3 0 7 2011-12 Revised 1 1 1 1 3 0 7 2012-13 Revised 1 1 1 2 3 1 9 Significant Budget and Staffing Changes There are no significant changes for Fiscal Year 2014-15. 244 2013-14 Adopted 1 1 1 2 4 1 10 2013-14 Revised 1 1 1 2 4 1 10 2014-15 Adopted 1 1 1 2 4 1 10 City of Chandler 2014-15 Adopted Budget Fire Department O perations 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. Division: Cost Center: Operations 2230 2014-15 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. 2013-14 2011-12 2012-13 2013-14 Year End 2014-15 Measures Actual Actual Projected Estimate * Projected Emergency incidents 19,680 20,005 (1) 30,800 Medical emergencies 74.7% Fire / other emergencies Unit responses Response time to reach 90% of emergency calls (1) 20,200 20,345 20,690 (1) 33,562 36,918 73% 75.0% 72.9% 73% 25.3% 27% 25.0% 27.1% 27% 4:56 4:45 5:00 4:46 4:50 27,287 32,000 Number revised from previously published number due to a mistake in data calculation. Previous numbers were listed as 40,884 and 42,000 respectively. * 2013-14 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. 245 City of Chandler 2014-15 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. 2011-12 Actual Measures Fires per 1,000 population (1) % of structure fires contained to room of origin (1) 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 1.8 1.7 1.5 1.7 1.6 60.34% 68.42% 65.00% 62.07% 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 2011-12 Actual 2012-13 Actual 19 20 * 2013-14 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 246 2013-14 Projected 20 2013-14 Year End Estimate * 25 2014-15 Projected 25 City of Chandler 2014-15 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 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget % Change Adopted To Adopted $ 20,966,093 $ 22,157,484 $ 22,315,100 $ 22,272,454 $ 22,636,170 22,157,484 22,315,100 22,272,454 22,636,170 $ 20,966,093 $ 22,157,484 $ 22,315,100 $ 22,272,454 $ 22,636,170 $ 20,961,301 $ 22,157,484 $ 22,300,100 $ 22,266,454 $ 22,636,170 4,792 15,000 6,000 $ 20,966,093 $ 22,157,484 $ 22,315,100 $ 22,272,454 $ 22,636,170 2.16% 2.16% N/A 2.16% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. Authorized Positions Position Title Assistant Fire Chief Fire Battalion Chief Fire Captain Fire Engineer Firefighter Total 2010-11 Revised 1 7 45 42 97 192 2011-12 Revised 1 7 45 42 96 191 2012-13 Revised 1 6 45 42 96 190 2013-14 Adopted 1 6 44 42 96 189 2013-14 Revised 1 6 44 42 96 189 2014-15 Adopted 1 6 44 42 96 189 Significant Budget and Staffing Changes Fiscal Year 2014-15 reflects an ongoing increase to overtime in the amount of $11,072 to provide public fire and life safety education classes. 247 City of Chandler 2014-15 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. Division: Cost Center: Prevention and Preparedness 2240 2014-15 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 City emergency operations drills/training 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 14 16 12 12 12 4 4 4 4 4 Review of City emergency plans 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 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 3 3 3 3 2 12 12 12 14 12 * 2013-14 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 248 City of Chandler 2014-15 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 TVA of 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 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 85 80 240 180 180 1,400 1,440 2,000 1,900 1,900 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 Hazardous materials inspections Total number of violations Fire protection system violations 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 4,894 5,029 5,175 5,482 5,500 314 287 295 282 280 626 (1) 707 600 (1) 379 350 (1) 545 300 299 266 153 Exiting violations 112 150 45 197 180 Structural fire rate per 1,000 inspectable occupancies 2.04 2.3 1.93 2.0 2.0 34 18 12 9 10 Fire investigations (1) 2011-12 Actual Projection for Fiscal Year (FY) 2013-14 anticipated a decrease of violations due to an increase in self-inspections – this implementation was postponed until FY 2014-15 due to the adoption of the new Fire Code. * 2013-14 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 249 City of Chandler 2014-15 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 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected Child car seat installations 894 886 882 857 876 Urban survival elementary school education program hours 982 594 850 480 869 Homes served by Seniors Helping Seniors smoke alarm program 198 205 150 328 260 Sprinkler’s Clubhouse episodes & safety videos produced 0 7 1 2 3 528 446 500 560 550 Public safety demonstrations * 2013-14 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. 250 City of Chandler 2014-15 Adopted Budget Fire Department    Prevention and Preparedness - 2240    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Contingencies/Reserves Machinery/Equipment Office Furniture/Equipment Total Cost Center - 2240 General Fund Grant Fund Grand Total 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget % Change Adopted To Adopted $ 1,395,197 $ 1,345,268 $ 1,485,693 $ 1,385,766 $ 1,432,163 1,345,268 1,485,693 1,385,766 1,432,163 16,624 17,100 18,100 17,100 17,800 48,473 24,750 45,131 83,873 22,750 66,682 20,000 74,419 41,065 20,000 19,253 4,400 25,871 23,081 14,950 20,491 7,500 67,558 37,000 6,000 50,771 58,454 27,000 159,352 159,352 14,707 245,000 237,317 766,000 $ 1,581,427 $ 1,714,789 $ 2,171,895 $ 1,747,237 $ 2,306,663 $ 1,385,569 $ 1,419,018 $ 1,461,225 $ 1,395,281 $ 1,513,663 195,858 295,771 710,670 351,956 793,000 $ 1,581,427 $ 1,714,789 $ 2,171,895 $ 1,747,237 $ 2,306,663 6.46% 6.46% N/A 4.09% -8.08% 0.00% 239.77% -20.00% -46.82% N/A 212.65% 34.52% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. Authorized Positions Position Title Administrative Specialist Assistant Fire Chief Citizen Support Coordinator Crisis Intervention Specialist Customer Service Representative Fire Battalion Chief Fire Prevention Specialist Fire Program Assistant Fire Program Coordinator Lead Fire Prevention Specialist Total 2010-11 Revised 0 1 0 0 0 2 2 0 0 1 6 2011-12 Revised 0 1 0 2 0 2 2 0 0 1 8 2012-13 Revised 1 1 1 2 1 2 2 1 1 1 13 2013-14 Adopted 1 1 1 2 1 2 2 1 1 1 13 2013-14 Revised 1 1 1 2 1 2 2 1 1 1 13 2014-15 Adopted 1 1 1 2 1 2 2 1 1 1 13 Significant Budget and Staffing Changes Fiscal Year 2014-15 reflects an ongoing increase for temporary staffing to support the Crisis Response Unit. An increase is also reflected in the Office Furniture/Equipment category for potential grant awards. 251 City of Chandler 2014-15 Adopted Budget Fire Department Division: Cost Center: Fire Capital 2250 Capital Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Other Charges/Services Contingencies/Reserves Land/Improvements Building/Improvements Machinery/Equipment Office Furniture/Equipment Total Cost Center - 2250 General Gov't Capital Projects Fund Fleet Replacement Fund Public Safety Bond Fund - Fire Fire Impact Fee Fund Grand Total 2012-13 Actual Expenditures $ $ $ $ 2013-14 Adopted Budget 2,542 $ - $ 2,542 552,392 39 35,966 573,689 880,059 2,200 4,222,524 2,720,700 102,698 178,695 143,445 $ 9,128,059 $ 140,673 $ 4,435,412 $ 1,000,000 2,772 143,187 3,549,460 143,445 $ 9,128,059 $ 2013-14 Adjusted Budget 552,392 907,474 381,314 4,222,524 3,220,700 205,382 9,489,786 4,297,372 1,500,000 142,954 3,549,460 9,489,786 2013-14 Estimated Expenditures $ $ $ $ 2014-15 Adopted Budget % Change Adopted To Adopted 7,581 $ 7,581 283,062 9,167,985 10,176 750,000 20,982 321,801 $ 9,917,985 311,566 $ 4,235,806 2,000,000 10,235 132,719 3,549,460 321,801 $ 9,917,985 N/A N/A N/A N/A N/A N/A 941.75% N/A N/A -72.43% N/A 8.65% * Ongoing and One-time Personnel Services detail not available for 2012-13 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 related to the prior fiscal year and new projects for Fiscal Year (FY) 2014-15. FY 2014-15 reflects the carryforward of uncompleted project funding from FY 2013-14 and new appropriation for a fire truck and two rescue vehicles. Additional detail on the capital program is available in the 2015-2024 Capital Improvement Program. 252 City of Chandler 2014-15 Adopted Budget Fire Department S upport Services Division (SSD) has two main management Division: Support Services responsibilities: Mechanical Maintenance and Logistics. Fire Cost Center: 2260 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. 2014-15 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 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 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 100% 90% 94.4% 93% 93% Create and implement scheduled power tool preventive maintenance 73.1% 78% 89.0% 93% 90% 2013-14 Projected 2013-14 Year End Estimate * 2014-15 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 2011-12 Actual 2012-13 Actual 100% 100% * 2013-14 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 253 City of Chandler 2014-15 Adopted Budget Fire Department    Fire Support Services - 2260    Budget Summary 2012-13 Actual Expenditures Description Personnel Services Total Personnel $ 462,718 $ Ongoing* One-time* Professional/Contract Operating Supplies 471,210 Repairs/Maintenance 3,753 Communications/Transportation 611 Other Charges/Services 5,522 Machinery/Equipment 78,941 Total Cost Center - 2260 $ 1,022,753 $ General Fund $ 1,022,753 $ 2013-14 Adopted Budget 2013-14 Adjusted Budget 430,653 $ 430,653 399,616 5,000 500 6,000 50,700 892,469 $ 892,469 $ 2013-14 Estimated Expenditures 437,049 $ 437,049 406,132 5,000 500 6,000 55,158 909,839 $ 909,839 $ 2014-15 Adopted Budget 439,349 $ 439,349 396,216 5,000 400 5,400 55,158 901,523 $ 901,523 $ % Change Adopted To Adopted 439,479 439,479 6,500 413,155 6,000 500 4,500 870,134 870,134 2.05% 2.05% N/A N/A 3.39% 20.00% 0.00% -25.00% N/A -2.50% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. Authorized Positions Position Title Administrative Specialist Fire Battalion Chief Fire Mechanic Fire Support Services Technician Senior Fire Mechanic Total 2010-11 Revised 1 1 2 1 1 6 2011-12 Revised 1 1 2 1 1 6 2012-13 Revised 0 1 2 0 1 4 Significant Budget and Staffing Changes There are no significant budget or staffing changes for Fiscal Year 2014-15. 254 2013-14 Adopted 0 1 2 0 1 4 2013-14 Revised 0 1 2 0 1 4 2014-15 Adopted 0 1 2 0 1 4 City of Chandler 2014-15 Adopted Budget Fire Department Division: Cost Center: Fleet Services 1270 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. 2014-15 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, and monitor and replace City owned vehicles at set replacement criteria. Measures 2011-12 Actual Accidents attributed to equipment failure Replace City-owned vehicles at set criteria Preventive maintenance compliance rate (1) 2012-13 Actual 0 0 2013-14 Projected 2013-14 Year End Estimate * 0 0 0 (1) 30 30 72 75 92% 92% 89% 90% 2014-15 Projected 110 92% City-owned vehicles are replaced each year based on criteria of age and mileage. There are more vehicles over 10 years old and over 100,000 miles in Fiscal Year (FY) 2014-15. 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 (2) Work order repair hours Factory warranty (2) (3) 2011-12 Actual (2) N/A (2) N/A (2) N/A (2) N/A 7,938 97 2012-13 Actual 58% 41% 1% 0% (3) 13,477 83 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 60% 39% 1% 0% 8,000 68 60% 39% 1% 0% (3) 13,500 70 60% 39% 1% 0% (3) 13,500 70 Due to the transition of Fleet to the Fire Department the survey results were not adequately maintained during FY 2011-12. Changed measure from “Work orders” to reflect actual hours of work on vehicles – “Work order repair hours”. * 2013-14 Year End Estimate reflects “six months actual” and “six months estimated”. Note: All measurements are through June 30th, the last day of the fiscal year. 255 City of Chandler 2014-15 Adopted Budget Fire Department    Fleet Services - 1270    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Other Charges/Services Machinery/Equipment Capital Replacement Total Cost Center - 1270 General Fund 2012-13 Actual Expenditures $ $ $ 2013-14 Adopted Budget 900,929 $ 29,131 22,925 43,884 996,869 $ 996,869 $ 2013-14 Adjusted Budget 857,901 $ 857,901 32,761 30,000 43,884 964,546 $ 964,546 $ 2013-14 Estimated Expenditures 875,619 $ 875,619 32,761 30,000 43,884 982,264 $ 982,264 $ 2014-15 Adopted Budget % Change Adopted To Adopted 877,508 $ 958,782 877,508 958,782 100 37,151 33,661 200 25,500 83,936 43,884 43,884 984,043 $ 1,120,563 984,043 $ 1,120,563 11.76% 11.76% N/A N/A 2.75% N/A 179.79% 0.00% 16.18% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. Authorized Positions Position Title Administrative Specialist Fleet Equipment Service Writer Fleet Inventory Specialist Fleet Services Manager Fleet Services Supervisor Lead Fleet Technician Senior Fleet Technician Service Equipment Worker Total 2010-11 Revised 1 1 1 1 0 2 6 1 13 2011-12 Revised 1 1 1 1 0 2 5 1 12 2012-13 Revised 1 1 1 0 0 2 5 1 11 2013-14 Adopted 1 1 1 0 0 2 5 1 11 2013-14 Revised 1 1 1 0 1 1 5 1 11 2014-15 Adopted 1 1 1 0 1 1 6 1 12 Significant Budget and Staffing Changes During Fiscal Year 2013-14, one Lead Fleet Technician position was reclassified to Fleet Services Supervisor. Effective July 1, 2014, one Senior Fleet Technician position is added through the budget process. One-time funding is also included to repair and improve the appearance of fleet vehicles. 256 MANAGEMENT SERVICES Activities and Functions carried out by Departments/Divisions Accomplishments Goals, Objectives and Performance Measurements Budget Summary Position Summary FOCUS ON PROGRESS Management Services 9-Contents City of Chandler 2014-15 Adopted Budget Management Services Assistant City Manager Management Services Administration Budget Purchasing Accounting Central Supply Utility Services Tax & License Environmental Management 257 City of Chandler 2014-15 Adopted Budget Management Services The table below depicts the breakdown by division for the Fiscal Year (FY) 2014-15 Management Services Department Budget. Subsequent pages provide cost center descriptions, goals and objectives, performance measurements, budget summaries, authorized positions, and highlights of significant changes. Management Services Overview Expenditures by Cost Center 2012-13 Actual Expenditures Management Services Administration $ Budget Purchasing Central Supply Accounting Tax and License Utility Services Risk Management Liabilities (1) Environmental Management Environmental Management Liabilities Total Management Svcs w/o Non-Dept. $ 2013-14 Estimated Expenditures Non-Departmental(2) $ 24,204,953 $ 113,959,969 $ 28,645,128 $ 130,168,222 (2) Non-Departmental Capital 7,624,340 13,493,080 4,914,130 20,035,597 Total Non-Department $ 31,829,293 $ 127,453,049 $ 33,559,258 $ 150,203,819 14.22% 48.49% 17.85% Total Management Svcs. with Non-Dept. $ 39,052,016 $ 135,317,813 $ 41,291,990 $ 158,284,737 16.97% 6,530,403 6,530,403 1,550,515 8,080,918 1.96% N/A 6.19% 2.75% Expenditures by Category Personnel & Benefits Total Personnel $ 213,695 $ 3,021,100 $ 250,000 $ 6,185,000 Ongoing(3) 2,021,100 250,000 3,949,000 (3) One-time 1,000,000 2,236,000 Operating & Maintenance 23,991,258 110,938,869 28,395,128 123,983,222 Capital - Major 7,624,340 13,493,080 4,914,130 20,035,597 Total Non-Department $ 31,829,293 $ 127,453,049 $ 33,559,258 $ 150,203,819 95.39% 123.60% 11.76% 48.49% 17.85% Total Management Svcs. with Non-Dept. $ 39,052,016 $ 135,317,813 $ 41,291,990 $ 158,284,737 16.97% (1) (2) (3) 6,404,567 $ 6,404,567 1,460,197 7,864,764 $ 607,133 $ 683,903 527,887 340,635 1,552,009 1,788,901 1,263,319 436,195 532,750 7,732,732 $ % Change Adopted to Adopted 3.14% -1.61% 1.75% -3.14% 1.95% 4.98% 5.58% N/A 2.99% 0.00% 2.75% 6,229,427 $ 993,296 7,222,723 $ 538,203 $ 663,976 656,135 376,081 1,473,200 1,888,308 1,313,452 482,209 473,200 7,864,764 $ 2014-15 Adopted Budget 555,100 653,283 667,586 364,286 1,501,880 1,982,261 1,386,698 496,624 473,200 8,080,918 Expenditures by Category Personnel & Benefits Total Personnel $ (3) Ongoing One-time(3) Operating & Maintenance Total Management Svcs w/o Non-Dept. $ 527,898 $ 660,295 556,341 364,458 1,435,648 1,857,761 1,264,834 56,618 461,404 37,466 7,222,723 $ 2013-14 Adopted Budget 6,111,306 $ 6,111,306 1,621,426 7,732,732 $ 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 $93,918,827 in FY 2013-14 and $105,097,565 in FY 2014-15. Ongoing and One-time Personnel Services detail not availab le for FY 2012-13 Actual. 258 City of Chandler 2014-15 Adopted Budget Management Services Management Services Overview (continued) Staffing by Cost Center Management Services Administration Budget Purchasing Central Supply Accounting Tax and License Utility Services Environmental Management Total 2012-13 Revised 4.000 6.000 7.000 5.000 16.000 21.000 11.000 3.500 73.500 259 2013-14 Adopted 4.000 6.000 7.000 5.000 16.000 21.000 11.000 3.500 73.500 2013-14 Revised 4.000 6.000 7.000 5.000 16.000 21.000 11.000 3.500 73.500 % Change 2014-15 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% 3.500 0.00% 73.500 0.00% City of Chandler 2014-15 Adopted Budget Management Services 2013-14 Management Services Accomplishments st th  Awarded 31 consecutive Certificate of Achievement for Excellence in Financial Reporting and 26 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.  Completed a $110M Excise Tax Revenue Obligation sale to fund current and future water and wastewater system improvements, and sold Refunding Bonds to save over $1.8M in debt service for the Highway User Revenue, Water, and Wastewater Funds.  Adopted System Development Fee Land Use Assumptions and updated Infrastructure Improvements Plan, including an update to the City’s System Development Fee Schedule.  Expanded electronic payment options for citizens citywide by implementing a web portal and adding point of sale in partnership with Information Technology.  Awarded 10 consecutive Achievement of Excellence in Procurement Award from the National Procurement th Institute, and 9 consecutive Excellence in Achievement Agency Certification Award from the National Institute of Governmental Purchasing.  Received rebates in excess of $210,000 from the Purchasing Card Program, Office Depot, and Home Depot.  Participated in several outreach events, providing information about doing business with the City of Chandler to over 400 interested vendors.  Converted to the use of the State of Arizona’s e-Procurement system, significantly expanding the City’s reach to interested vendors and saving approximately $9,000 per year in software maintenance fees.  Continued the Rental Tax Recovery Program that brought over 300 unlicensed properties into compliance and collected an additional $275,000 in tax revenue.  License Inspector brought more than 600 unlicensed businesses into compliance with the City Tax Code, and completed GIS mapping enhancement to License Inspector Field Data to help with this effort.  Provided Taxpayer Education Classes with more than 75 taxpayers, covering the Contracting and the Retail/Other Tax classification.  Obtained over $40,000 from the sale of surplus property and scrap material, donated 705 computers to local non-profit organizations and public agencies, and donated over $7,500 in miscellaneous office items not required for City operations to various agencies in Arizona.  Conducted 11 environmental audits of City facilities resulting in corrective measures to enhance compliance with environmental regulations, and completed asbestos assessments of 99 City owned facilities to determine that no new asbestos containing materials were introduced.  Responded to 6 hazardous materials incidents and corrective action was taken as required by the nature of the incident.  Implemented a new Utility Billing System creating greater functionality and efficiencies for staff and customers in partnership with Information Technology and Municipal Utilities. th 260 City of Chandler 2014-15 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. Division: Cost Center: Administration 1180 2014-15 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. 2013-14 2011-12 2012-13 2013-14 Year End 2014-15 Measures Actual Actual Projected Estimate * Projected Bond rating for general obligation bonds: Aaa Aaa Aaa Aaa Aaa Moody's Investor Service AAA AAA AAA AAA AAA Standard & Poor's Fitch Ratings AAA AAA AAA AAA AAA (1) Goal: 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 (1) Objectives: ♦ 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. 2013-14 2011-12 2012-13 2013-14 Year End 2014-15 (1) Measures Actual Actual Projected Estimate * Projected Maintain all citywide financial applications at actively supported versions of vendor software N/A 100% 100% 100% 100% (1) New goal, objective, and measurement beginning Fiscal Year 2012-13. * 2013-14 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 261 City of Chandler 2014-15 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 2013-14 Adopted Budget 2012-13 Actual $ $ $ 514,385 $ 5,410 1,453 962 3,951 1,706 30 527,898 $ 527,898 $ 2013-14 Adjusted Budget 524,608 $ 524,608 300 4,580 1,200 4,490 3,025 538,203 $ 538,203 $ 2013-14 Estimated 531,221 $ 531,221 77,340 4,580 1,438 4,490 3,025 622,094 $ 622,094 $ 2014-15 Adopted Budget 527,540 $ 527,540 69,340 2,653 1,300 3,410 2,890 607,133 $ 607,133 $ % Change Adopted To Adopted 541,460 541,460 300 4,580 1,200 4,535 3,025 555,100 555,100 3.21% 3.21% N/A 0.00% 0.00% 0.00% 1.00% 0.00% N/A 3.14% * Ongoing and One-time Personnel Services detail not available for FY 2012-13 Actual. Authorized Positions Position Title Assistant Director for Finance Financial Systems Supervisor Management Services Director Senior Executive Assistant Senior Financial Analyst Systems Analyst Total 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 Revised 0 1 1 1 0 1 4 2013-14 Adopted 0 1 1 1 0 1 4 2013-14 Revised 0 1 1 1 0 1 4 2014-15 Adopted 0 1 1 1 0 1 4 Significant Budget and Staffing Changes Fiscal Year (FY) 2014-15 reflects the shift of Personnel Services temporary funding to cost center 1230, Accounting, to fund the FY 2013-14 reclassification of one Payroll Specialist to Senior Payroll Specialist. 262 City of Chandler 2014-15 Adopted Budget Management Services Division: Cost Center: Budget 1195 The Budget Division ensures effective and efficient allocation of City resources to enable the City Council, City Manager, and City departments to provide quality services to our citizens. The Division prepares, monitors, researches alternatives, and presents the City’s Annual Budget and Capital Improvement Program (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. 2014-15 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 and meet or exceed their expectations for an effective budget process. Measures Compliance with state budget laws Adopt ten-year CIP and Budget prior to June th 15 of the prior Fiscal Year Consecutive years for Distinguished Budget Presentation Award Obtain budget user survey results of satisfactory to excellent on budget process 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 100% 100% 100% 100% 100% 6/9/11 6/14/12 6/13/13 6/13/13 6/12/14 24 25 26 26 27 99% 100% 98% 97% 98% * 2013-14 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. 263 City of Chandler 2014-15 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 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 (1)(2) month for August through May 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 (1 )(2) fiscal year (1) (2) (3) 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes 11 10 10 10 10 (3) 3 (3) 3 2 1 2 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. Reports not meeting the measure were delivered within one week after the target date. * 2013-14 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. 264 City of Chandler 2014-15 Adopted Budget Management Services    Budget – 1195    Budget Summary Description Personnel Services Total Personnel $ Ongoing* One-time* Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Contingencies/Reserves Total Cost Center - 1195 $ General Fund $ 2013-14 Adopted Budget 2012-13 Actual 649,816 $ 5,386 1,022 2,228 1,844 660,295 $ 660,295 $ 653,817 $ 653,817 5,950 1,200 620 2,180 209 663,976 $ 663,976 $ 2013-14 Adjusted Budget 2013-14 Estimated 671,661 $ 671,661 7,950 1,294 620 2,180 209 683,914 $ 683,914 $ 673,253 $ 673,253 6,550 1,400 440 2,260 683,903 $ 683,903 $ 2014-15 Adopted Budget % Change Adopted To Adopted 641,102 641,102 5,950 1,400 651 4,180 653,283 653,283 -1.94% -1.94% N/A 0.00% 16.67% 5.00% 91.74% -100.00% -1.61% * Ongoing and One-time Personnel Services detail not available for FY 2012-13 Actual. Authorized Positions Position Title Budget Management Assistant Budget Manager Financial Analyst Senior Budget and Research Analyst Senior Financial Analyst Total 2010-11 Revised 1 1 1 2 0.35 5.35 2011-12 Revised 1 1 1 2 0.35 5.35 2012-13 Revised 1 1 1 2 1 6 2013-14 Adopted 1 1 1 2 1 6 2013-14 Revised 1 1 1 2 1 6 Significant Budget and Staffing Changes Fiscal Year 2014-15 reflects the addition of ongoing funding for professional education and training. 265 2014-15 Adopted 1 1 1 2 1 6 City of Chandler 2014-15 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. Division: Cost Center: Purchasing 1220 2014-15 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) 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 99% 99% 99% 99% 99% 2,828 3,074 2,850 3,172 3,274 90% 80% 90% 85% 90% Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes 22,473 22,934 24,000 23,540 24,025 (1) $190,642 $185,000 $207,700 $212,880 $193,367 Fiscal Year 2011-12 actuals included rebates from Home Depot and Office Max plus purchasing cards. * 2013-14 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. 266 City of Chandler 2014-15 Adopted Budget Management Services    Purchasing – 1220    Budget Summary Description Personnel Services Total Personnel $ Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Office Furniture/Equipment Total Cost Center - 1220 $ General Fund $ 2013-14 Adopted Budget 2012-13 Actual 549,174 $ 1,828 616 1,560 3,162 556,341 $ 556,341 $ 646,508 $ 646,508 3,100 800 1,500 4,227 656,135 $ 656,135 $ 2013-14 Adjusted Budget 2013-14 Estimated 636,170 $ 636,170 19,655 3,100 984 1,500 4,227 2,202 667,838 $ 667,838 $ 499,468 $ 499,468 19,655 1,405 800 805 3,552 2,202 527,887 $ 527,887 $ 2014-15 Adopted Budget % Change Adopted To Adopted 657,948 657,948 1,484 1,000 2,500 4,654 667,586 667,586 1.77% 1.77% N/A N/A -52.13% 25.00% 66.67% 10.10% N/A 1.75% * Ongoing and One-time Personnel Services detail not available for FY 2012-13 Actual. Authorized Positions Position Title Administrative Specialist Information Support Specialist II Procurement Officer Purchasing & Material Manager Purchasing & Material Supervisor Purchasing Clerk Purchasing Specialist Total 2010-11 Revised 0 0 4 0.5 1 1 1 7.5 2011-12 Revised 0 0 4 0.5 1 1 1 7.5 2012-13 Revised 0 1 4 0.75 0.25 1 0 7 2013-14 Adopted 0 1 4 0.75 0.25 1 0 7 2013-14 Revised 1 1 4 1 0 0 0 7 2014-15 Adopted 1 1 4 1 0 0 0 7 Significant Budget and Staffing Changes During Fiscal Year (FY) 2013-14, the 0.25 FTE Purchasing & Material Supervisor was transferred to cost center 1225, Central Supply, and reclassified to Supply Supervisor. The 0.25 FTE Purchasing & Material Manager was transferred from cost center 1225, Central Supply and Purchasing Clerk position was reclassified to an Administrative Specialist. Additionally, the FY 2012-13 and FY 2013-14 Estimated Personnel Services amounts are lower due to the Purchasing and Materials Manager position being vacant for most of the year. 267 City of Chandler 2014-15 Adopted Budget Management Services C entral 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 2014-15 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. 2013-14 2011-12 2012-13 2013-14 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) 2014-15 Projected $1,002,780 $1,008,271 $1,010,000 $1,052,012 $1,050,000 99% 99% 99% 99% 99% 14,804 14,376 15,000 15,732 15,000 2.70 (1) 1.89 (1) 2.00 2.09 2.09 2 days 2 days 2 days 2 days 2 days 7,624 6,978 7,400 7,215 7,300 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. * 2013-14 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 268 City of Chandler 2014-15 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: (1) ♦ Obtain $20,000 or more in revenue from the sale of surplus (non-vehicle), obsolete, and scrap material. ♦ Pick-up departmental surplus property within four working days. 2013-14 2011-12 2012-13 2013-14 2014-15 Year End Measures Actual Actual Projected Estimate * Projected Revenue collected Surplus property picked-up within four working days (1) $18,565 $21,738 $22,000 90% 96% 90% (1) $32,000 95% (1) $30,000 95% Increase due to additional scrap metal from utility meter replacements in Fiscal Year (FY) 2013-14 and FY 2014-15. 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 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 544 479 350 400 300 95% 98% 95% 97% 95% * 2013-14 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 269 City of Chandler 2014-15 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 Machinery/Equipment Office Furniture/Equipment Capital Replacement Total Cost Center - 1225 $ General Fund $ 2011-12 Actual 2012-13 Adopted Budget 2012-13 Adjusted Budget 2012-13 Estimated 2013-14 Adopted Budget 351,579 $ 361,209 $ 366,635 $ 325,939 $ 361,209 366,635 325,939 6,102 7,363 8,108 6,867 759 1,150 2,170 1,470 445 550 550 550 265 500 500 500 5,309 5,309 5,309 5,309 364,458 $ 376,081 $ 383,272 $ 340,635 $ 364,458 $ 376,081 $ 383,272 $ 340,635 $ % Change Adopted To Adopted 338,284 338,284 7,363 1,150 570 500 5,110 6,000 5,309 364,286 364,286 -6.35% -6.35% N/A 0.00% 0.00% 3.64% 0.00% N/A N/A 0.00% -3.14% * Ongoing and One-time Personnel Services detail not available for FY 2012-13 Actual. Authorized Positions Position Title Administrative Support II Lead Supply Specialist Purchasing & Material Manager Purchasing & Material Supervisor Supply Supervisor Supply Worker Total 2010-11 Revised 1 1 0.5 0 0 2 4.5 2011-12 Revised 1 1 0.5 0 0 2 4.5 2012-13 Revised 1 1 0.25 0.75 0 2 5 2013-14 Adopted 1 1 0.25 0.75 0 2 5 2013-14 Revised 1 1 0 0 1 2 5 2014-15 Adopted 1 1 0 0 1 2 5 Significant Budget and Staffing Changes During Fiscal Year (FY) 2013-14, the 0.25 FTE Purchasing & Material Supervisor was transferred from cost center 1220, Purchasing, and reclassified to Supply Supervisor. The 0.25 FTE Purchasing & Material Manager was transferred to cost center 1220, Purchasing. FY 2014-15 reflects one-time allocations for the acquisition of a forklift battery and a multi-function copier. 270 City of Chandler 2014-15 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 citywide. Division: Cost Center: Accounting 1230 2014-15 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. 2011-12 Actual Measures 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected Accounts payable payments processed 15,928 15,888 16,000 15,400 15,400 Payroll payments processed 47,787 47,681 47,500 47,680 47,680 99% N/A N/A N/A N/A 7 N/A N/A N/A N/A (1) Accounts payable accuracy 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 the first week in December and release the CAFR by the second week in December. Measures Consecutive years for GFOA Certificate of Achievement for Excellence in Financial Reporting award Audit completion date Financial report completion date (2) (3) 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 31 32 33 33 34 (2) (3) 10/31/14 12/05/14 12/04/15 (3) 11/30/14 12/12/14 12/11/15 12/21/12 (2) 12/28/12 12/20/13 12/24/13 FY 2011-12 audit completion and financial report completion delayed due to change in personnel and training. FY 2012-13 audit completion and financial report completion delayed due to new reporting software implementation. * 2013-14 Year End Estimate reflects “six months actual” and “six months estimated”. Note: All measurements are through June 30th, the last day of the fiscal year. 271 City of Chandler 2014-15 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 2011-12 Actual In Compliance 2012-13 Actual In Compliance * 2013-14 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. 272 2013-14 Projected In Compliance 2013-14 Year End Estimate * In Compliance 2014-15 Projected In Compliance City of Chandler 2014-15 Adopted Budget Management Services    Accounting – 1230    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Total Cost Center - 1230 General Fund Special Assessment Fund Workers Comp Self Ins Trust Medical Self Insurance Trust Grand Total 2012-13 Actual 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated 2014-15 Adopted Budget % Change Adopted To Adopted $ 1,351,723 $ 1,354,907 $ 1,384,588 $ 1,369,875 $ 1,383,569 1,354,907 1,384,588 1,369,875 1,383,569 73,578 93,082 159,032 156,951 93,011 5,202 11,900 11,900 11,715 11,715 1,124 1,480 1,737 1,737 1,480 2,005 3,821 3,821 3,821 4,239 2,017 8,010 8,010 7,910 7,866 $ 1,435,648 $ 1,473,200 $ 1,569,088 $ 1,552,009 $ 1,501,880 $ 1,301,096 $ 1,316,660 $ 1,409,435 $ 1,394,722 $ 1,342,383 81,590 71,105 72,046 72,046 74,234 12,298 37,467 38,377 36,159 37,317 40,664 47,968 49,230 49,082 47,946 $ 1,435,648 $ 1,473,200 $ 1,569,088 $ 1,552,009 $ 1,501,880 2.12% 2.12% N/A -0.08% -1.55% 0.00% 10.94% -1.80% 1.95% * Ongoing and One-time Personnel Services detail not available for FY 2012-13 Actual. 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 Senior Payroll Specialist Total 2010-11 Revised 1 5 0 1 0 2 3 2 0.35 1 0 15.35 2011-12 Revised 1 5 1 1 0 2 2 2 0.35 1 0 15.35 2012-13 Revised 1 5 1 1 1 2 2 2 0 1 0 16 2013-14 Adopted 1 5 1 1 1 2 2 2 0 1 0 16 2013-14 Revised 1 5 1 1 1 1 2 2 0 1 1 16 2014-15 Adopted 1 5 1 1 1 1 2 2 0 1 1 16 Significant Budget and Staffing Changes Fiscal Year (FY) 2013-14 reflects the reclassification of one Payroll Specialist to Senior Payroll Specialist. The reclassification is funded by the FY 2014-15 shift of Personnel Services temporary funding from cost center 1180, Management Services Administration. 273 City of Chandler 2014-15 Adopted Budget Management Services Division: Cost Center: Tax and License 1240 The 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. 2014-15 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. 2013-14 2011-12 2012-13 2013-14 Year End 2014-15 Measures Actual Actual Projected Estimate * Projected 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) 93% 95% 95% 95% 95% 100% 100% 100% 100% 100% 5 5 5 6 5 27.5% 13.5% 5% 12% 5% 24 24 24 24 24 0.62% (1) 21% 0.80% (1) 0.75% 20% (1) 20% 0.70% (1) 20% 0.75% (1) 20% Measure fell short of goal due to increasing number of total accounts and Audit staff vacancies. * 2013-14 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. Note: The Arizona Legislature passed House Bill 2111, which sets forth State requirements related to the administration of Transaction Privilege Tax. The bill was signed by the Governor on June 25, 2013 and is effective on January 1, 2015. The bill will cause significant changes to the Tax and License Division once implemented. 274 City of Chandler 2014-15 Adopted Budget Management Services    Tax and License - 1240    Budget Summary 2012-13 Actual 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated 2014-15 Adopted Budget Description Personnel Services Total Personnel $ 1,661,161 $ 1,681,962 $ 1,721,630 $ 1,579,856 $ 1,753,681 Ongoing* 1,681,962 1,721,630 1,579,856 1,753,681 One-time* Professional/Contract 4,293 4,700 7,200 7,200 4,700 Operating Supplies 40,778 37,456 37,456 37,955 39,456 Repairs/Maintenance 128,233 141,558 141,758 141,758 155,438 Communications/Transportation 8,528 9,502 9,502 8,717 9,856 Other Charges/Services 13,538 13,130 13,130 13,415 19,130 Machinery/Equipment 210 Capital Replacement 1,020 Total Cost Center - 1240 $ 1,857,761 $ 1,888,308 $ 1,930,676 $ 1,788,901 $ 1,982,261 General Fund $ 1,857,761 $ 1,888,308 $ 1,930,676 $ 1,788,901 $ 1,982,261 % Change Adopted To Adopted 4.26% 4.26% N/A 0.00% 5.34% 9.81% 3.73% 45.70% N/A N/A 4.98% * Ongoing and One-time Personnel Services detail not available for FY 2012-13 Actual. 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 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 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 2013-14 Revised 1 1 1 1 0.5 1 2 1 4 0.5 0 6 1 1 21 2014-15 Adopted 1 1 1 1 0.5 1 2 1 4 0.5 0 6 1 1 21 Significant Budget and Staffing Changes Fiscal Year 2014-15 reflects the addition of one-time and ongoing funding for Data Analysis Software Licenses and Training and a one-time allocation for Tax Mantra Software Support. 275 City of Chandler 2014-15 Adopted Budget Management Services The 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. Division: Cost Center: Utility Services 1245 2014-15 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 (1) Process all payments on day received Process payments with an accuracy rate of (1) 100% Write-off <0.5% of total revenue Increase volume of electronic transactions by (3) 5% (3) Reduce 90 day aging dollar amount by 20% 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 100% 100% 100% 100% 100% 99.98% 99.99% 99.99% 99.99% 100% N/A 100% N/A 100% N/A 100% 0.5% 100% 0.5% N/A 0.5% N/A (2) 1% N/A 0.5% N/A N/A N/A N/A 5% 20% 6.2% 22.7% 8% 20% 2011-12 Actual (1) Measure no longer being used effective Fiscal Year (FY) 2013-14. Implementing a new utility system which required significant account/data review and cleanup, thereby increasing write-offs prior to implementation. (3) New measure beginning FY 2013-14. (2) * 2013-14 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 276 City of Chandler 2014-15 Adopted Budget Management Services    Utility Services – 1245    Budget Summary 2012-13 Actual 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated 2014-15 Adopted Budget Description Personnel Services Total Personnel $ 754,847 $ 783,792 $ 804,974 $ 763,500 $ 802,201 Ongoing* 783,792 804,974 763,500 802,201 One-time* Professional/Contract 2,928 1,000 4,749 9,583 1,000 Operating Supplies 71,267 69,210 69,210 69,233 70,470 Repairs/Maintenance 106,573 110,500 106,473 67,500 164,000 Communications/Transportation 293,264 309,950 309,950 309,950 310,027 Other Charges/Services 35,745 39,000 39,000 36,603 39,000 Machinery/Equipment 210 Office Furniture/Equipment 6,950 6,950 Total Cost Center - 1245 $ 1,264,834 $ 1,313,452 $1,341,306 $1,263,319 $ 1,386,698 General Fund $ 1,264,834 $ 1,313,452 $1,341,306 $1,263,319 $ 1,386,698 % Change Adopted To Adopted 2.35% 2.35% N/A 0.00% 1.82% 48.42% 0.02% 0.00% N/A N/A 5.58% * Ongoing and One-time Personnel Services detail not available for FY 2012-13 Actual. Authorized Positions Position Title Administrative Specialist Customer Service Supervisor Lead Utility Billing Representative Revenue and Tax Manager Senior Utility Billing Representative Systems Analyst Utility Billing Representative Utility Services Business Manager Utility Services Manager Total 2010-11 Revised 1 1 0 0 1 0.5 6 1 0 10.5 2011-12 Revised 1 1 0 0.5 1 0.5 6 1 0 11 2012-13 Revised 0 1 1 0.5 1 0.5 6 1 0 11 2013-14 Adopted 0 1 1 0.5 1 0.5 6 1 0 11 2013-14 Revised 0 1 1 0.5 1 0.5 6 0 1 11 2014-15 Adopted 0 1 1 0.5 1 0.5 6 0 1 11 Significant Budget and Staffing Changes During Fiscal Year (FY) 2013-14, the Utility Service Business Manager was reclassified to Utility Services Manager. FY 2014-15 reflects the addition of ongoing maintenance funding for the new Utility Billing System, implemented in FY 2013-14. 277 City of Chandler 2014-15 Adopted Budget Management Services Division: Cost Center: Risk Management Liabilities 1261 Budget Summary 2013-14 2012-13 Adopted Description Actual Budget Repairs/Maintenance $ 16,273 $ Street Improvements 40,344 Total Cost Center - 1261 $ 56,618 $ Insured Liability Self Insurance $ 56,618 $ 2013-14 Adjusted Budget - $ - $ - $ - 2014-15 2013-14 Adopted Estimated Budget $ - $ $ - $ $ - $ - % Change Adopted To Adopted N/A N/A N/A Significant Budget Changes Effective July 1, 2012, the Risk Management Liabilities cost center is disbanded and the Law Department is responsible for the City’s risk management program. Also beginning July 1, 2012, the Human Resources Department is responsible for the City’s self-insured workers compensation and safety programs. Funding is transferred to the respective departments. Fiscal Year (FY) 2012-13 reflects the spending of purchase orders that carried forward from the prior fiscal year. 278 City of Chandler 2014-15 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 2014-15 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. 2013-14 2011-12 2012-13 2013-14 Year End 2014-15 Measures Actual Actual Projected Estimate * Projected Environmental evaluations performed (1) (1) 22 (1) 29 15 24 24 During Fiscal Year (FY) 2011-12 and FY 2012-13 an unusual number of regulatory challenges requiring focus of manpower on this activity occured. 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) 2011-12 Actual 100% (2) 60 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 98% 98% 98% 98% (2) 100 50 50 2012-13 Actual 41 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. * 2013-14 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 279 City of Chandler 2014-15 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 2012-13 Actual $ $ $ 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated 2014-15 Adopted Budget 396,742 $ 397,764 $ 402,664 $ 371,875 $ 397,764 402,664 371,875 51,305 54,400 54,400 40,000 6,232 20,725 20,725 14,085 447 1,395 1,886 1,525 5,234 4,125 4,246 5,110 1,445 3,800 3,800 3,600 461,404 $ 482,209 $ 487,721 $ 436,195 $ 461,404 $ 482,209 $ 487,721 $ 436,195 $ % Change Adopted To Adopted 412,158 412,158 54,400 19,975 795 5,096 4,200 496,624 496,624 3.62% 3.62% N/A 0.00% -3.62% -43.01% 23.54% 10.53% 2.99% * Ongoing and One-time Personnel Services detail not available for FY 2012-13 Actual. Authorized Positions Position Title Administrative Specialist Environmental Program Coordinator Environmental Program Manager Environmental Program Specialist Total 2010-11 Revised 0.5 1 1 1 3.5 2011-12 Revised 0.5 1 1 1 3.5 2012-13 Revised 0.5 1 1 1 3.5 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2014-15. 280 2013-14 Adopted 0.5 1 1 1 3.5 2013-14 Revised 0.5 1 1 1 3.5 2014-15 Adopted 0.5 1 1 1 3.5 City of Chandler 2014-15 Adopted Budget Management Services Division: Cost Center: Environmental Management Liabilities 1266 Budget Summary Description Professional/Contract Operating Supplies Insurance/Taxes Total Cost Center - 1266 Uninsured Liability Fund 2013-14 2013-14 2014-15 2012-13 2013-14 Adopted Adjusted Adopted Actual Estimated Budget Budget Budget $ 35,338 $ 377,600 $ 464,075 $ 436,000 $ 377,600 2,128 95,600 95,600 46,750 95,600 50,000 $ 37,466 $ 473,200 $ 559,675 $ 532,750 $ 473,200 $ 37,466 $ 473,200 $ 559,675 $ 532,750 $ 473,200 % Change Adopted To Adopted 0.00% 0.00% N/A 0.00% Significant Budget Changes Cost center funding reflects unforeseen environmental clean-up services that may occur on City property and by nature is difficult to predict. 281 City of Chandler 2014-15 Adopted Budget Management Services Division: Cost Center: Non Departmental 1290 Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Insurance/Taxes Rents/Utilities Other Charges/Services Contingencies/Reserves Total Cost Center - 1290 2012-13 Actual 2013-14 Adopted Budget 2013-14 Adjusted Budget $ 2013-14 Estimated 2014-15 Adopted Budget 213,695 $ 3,021,100 $ 760,526 $ 250,000 $ 6,185,000 2,021,100 760,526 250,000 3,949,000 1,000,000 2,236,000 2,716,075 3,649,500 3,863,312 3,667,405 4,009,500 8 533,000 533,000 472 333,000 5,000 20,345,811 23,382,000 23,382,000 23,342,000 22,595,800 200,000 200,000 300,000 929,364 1,888,622 1,931,917 1,385,251 1,726,204 81,285,747 93,843,719 95,013,718 $24,204,953 $113,959,969 $124,514,474 $28,645,128 $ 130,168,222 % Change Adopted To Adopted 104.73% 95.39% 123.60% 9.86% -37.52% N/A -3.36% 50.00% -8.60% 16.89% 14.22% * Ongoing and One-time Personnel Services detail not available for FY 2012-13 Actual. Significant Budget Changes Personnel Services includes funding expected to be needed for merit, cost of living, or other personnel cost increases negotiated by union groups or otherwise approved by City Council or the City Manager. One-time funding is included for retiree payouts and for Police personnel costs related to early hires for upcoming known retirements. Contingency and reserves reflect prior year encumbrance carryforward appropriations for operating cost centers within all funds. 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.). This presentation does not include cost center 1291, Non-Departmental Capital, which includes the capital costs. Cost centers 1290 and 1291 are kept separate to clearly distinguish operating from capital. As part of the Fiscal Year (FY) 2014-15 budget amendment process, $10,000 of one-time funding was transferred from the Council Contingency for Chandler Education Coalition Early Literacy Campaign. The various funds comprising the appropriation for the FY 2014-15 adopted budget are shown on the next page. 282 City of Chandler 2014-15 Adopted Budget Management Services    Non Departmental - 1290    2014-15 Adopted Fund Designation General Fund Police Forfeiture Fund Highway User Revenue Fund (HURF) Local Transportation Assistance Fund (LTAF) Grant Fund - Operating HOME Program Fund Community Development Block Grant Fund (CDBG) Public Housing Authority Family Sites Public Housing Authority Elderly and Scattered Site Public Housing Authority Management Housing Authority Section 8 Voucher Fund Capital Fund Program Grant Fund 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 Municipal Arts Fund Park System Development Fund Parks NW System Development Fund Parks NE System Development Fund Parks SE System Development Fund Library Impact Fund Art Center Bond Fund Museum Bond Fund Public Building Impact Fees Fund Public Facility Bond Fund Police Bond Fund Police Impact Fund Fire Bond 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 Self-Insurance 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 283 $ 42,496,559 300,000 4,177,700 2,001,800 308,800 750,500 434,000 64,300 43,800 8,600 7,900 10,000 150,000 730,000 2,482,100 2,000,000 200,000 2,000,000 1,000,000 2,000 2,000,000 174,850 749,360 1,573,670 53,170 10,000 10,000 10,000 10,000 100,000 50,000 10,000 100,000 2,300 2,000,000 1,000,000 23,000 7,790,034 500,000 2,000,000 500,000 18,319,775 3,304,500 1,937,800 260,000 32,800 524,400 593,100 581,200 510,000 2,305,000 23,946,704 3,800 14,700 $ 130,168,222 City of Chandler 2014-15 Adopted Budget Management Services Division: Function: Cost Center: Non Departmental Contingencies/Reserves 1290 Budget Summary Description General Fund 12% Contingency General Fund 15% 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 Self-Insurance Funds Contingencies Self-Insurance Funds Encumbrance Reserve Other Funds Contingencies Other Funds Encumbrance Reserve Total Contingency/Reserves for Cost Center - 1290 2013-14 2014-15 Adopted Adopted Budget Budget $ 21,478,200 $ 29,311,659 250,000 5,200,000 5,200,000 106,000 45,000 3,100,000 5,203,300 2,383,100 2,691,700 8,845,067 25,877,109 4,252,700 4,455,000 5,272,607 8,734,050 76,375 23,783,598 7,340,000 2,100,000 2,600,000 177,600 188,000 2,650,000 1,150,000 1,610,500 2,217,900 $ 81,285,747 $ 95,013,718 % Change Adopted To Adopted -100.00% N/A -100.00% 0.00% -57.55% 67.85% 12.95% 192.56% 4.76% 65.65% -100.00% -69.14% 23.81% 5.86% -56.60% 37.71% 16.89% Contingencies and Reserves are budgetary amounts set-aside for a specific purpose, emergencies, or unforeseen expenditures not otherwise budgeted. Example, Encumbrance reserves provide carryforward appropriation for potential purchase orders remaining open at the close of a fiscal year to allow them to be appropriated and 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 required a contingency reserve level of 15% of General Fund operating revenues, less transfers in. At a later date this reserve was changed to 12%. 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. The Fiscal Year (FY) 2014-15 Adopted Budget incorporates a return to the contingency reserve level of 15% of General Fund operating revenues, less transfers in, which increases the amount by almost $8 million over FY 2013-14. Other Contingency/Reserves In addition, Reserve Policies exist for various other funds as explained in the Budget Policies, Process, and Decisions section. 284 City of Chandler 2014-15 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 Other Charges/Services Contingencies/Reserves Land/Improvements Building/Improvements Machinery/Equipment Office Furniture/Equipment Total Cost Center - 1291 General Fund Gen Gov't Capital Projects Public Bldg Impact Fund Grand Total 2012-13 Actual 2013-14 Adopted Budget 2013-14 Adjusted Budget $ 2013-14 Estimated 2014-15 Adopted Budget 18,880 $ - $ - $ 9,573 $ 9,573 66,517 1,319,439 41,131 200,000 21,800 8,800 25,002 2,272 884,308 1,881,588 1,313,081 1,209,750 12,633,080 2,152,521 10,083,847 4,516,928 5,414,334 1,427,792 8,040,000 2,090,905 600,000 3,823,861 1,861,432 502,000 200,000 260,000 260,000 58,849 $ 7,624,340 $13,493,080 $14,860,543 $ 4,914,130 $20,035,597 $ 5,386,158 $ 6,099,963 $ 6,143,469 $ 2,332,054 $ 7,949,750 2,238,072 7,393,117 8,717,074 2,582,076 12,085,847 110 $ 7,624,340 $13,493,080 $14,860,543 $ 4,914,130 $20,035,597 % Change Adopted To Adopted N/A N/A N/A N/A N/A N/A N/A -20.18% N/A -16.33% N/A -100.00% 48.49% * Ongoing and One-time Personnel Services detail not available for FY 2012-13 Actual. 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 budget year. Further detail for the Contingency/Reserve category is shown on the next page. Additional detail on the capital program is available in the 2015-2024 Capital Improvement Program. 285 City of Chandler 2014-15 Adopted Budget Management Services Division: Function: Cost Center: Non Departmental Capital Contingencies/Reserves 1291 Budget Summary Description General Fund Lump Sum Contingency General Fund Development Reserve General Fund Encumbrance Reserve General Fund Carryforward Reserve Total Contingency for Cost Center - 1291 General Fund Gen. Gov't Capital Projects Grand Total 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 $ $ $ $ 2014-15 Adopted Budget 250,000 1,100,000 100,000 8,633,847 10,083,847 3,700,000 6,383,847 10,083,847 % Change Adopted To Adopted N/A -50.89% -91.36% -6.51% -20.18% Contingencies and Reserves are budgetary amounts set-aside for specific purpose, emergencies, or unforeseen expenditures not otherwise budgeted. For example, 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 appropriated and paid in the next budget year. In addition, Carryforward Reserves are reflected to bring forward unencumbered funds for capital projects approved in prior years by Council. 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. 286 City of Chandler 2014-15 Adopted Budget Management Services Fund: Function: 402 Capital Replacement Equipment Budget Summary 2012-13 Actual Description Machinery/Equipment Total $ 1,049,535 $ T&D - Streets Equipment Replacement Fund 2013-14 Adjusted Budget $ 1,573,151 2014-15 Adopted Budget 2013-14 Estimated $ 1,049,535 $ 1,573,151 $ 1,573,151 $ Public Safety - Police T&D - Street Sweeping 2013-14 Adopted Budget $ 1,573,151 $ 774,440 $ 1,573,151 $ 1,573,151 $ % Change Adopted To Adopted 653,645 $ 1,141,000 -27.47% 653,645 -27.47% $ 1,141,000 653,645 $ 1,046,000 261,360 - - - 95,000 13,734 - - - - $ 1,049,535 $ 1,573,151 653,645 $ 1,141,000 $ 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. FY 2014-15 reflects replacement of police communication equipment and an alley loader 4x4 tractor for the Streets Division. 287 City of Chandler 2014-15 Adopted Budget Management Services Fund: Function: 403 Capital Replacement Technology Budget Summary Description Professional/Contract Repairs/Maintenance Other Charges/Services Machinery/Equipment Total 2013-14 Adopted Budget 2012-13 Actual $ - $ 271,832 2013-14 Adjusted Budget - $ 520,740 2014-15 2013-14 Adopted Estimated Budget - $ 75,000 $ - 648,510 706,018 759,699 % Change Adopted To Adopted N/A 45.89% - - - 2,108 - N/A 857,419 3,366,800 3,812,273 3,670,045 3,424,071 1.70% 7.62% $ 1,129,251 $ 3,887,540 $ 4,460,783 $ 4,453,171 $ 4,183,770 Technology Replacement Fund $ 1,129,251 $ 3,887,540 $ 4,460,783 $ 4,453,171 $ 4,183,770 Significant Budget Changes In Fiscal Year (FY) 2012-13, the City modified the Technology Replacement Policy to not replace personal computers (PC) automatically at 5 years, but to use a PC for at least 7 years and then evaluate it for replacement as business needs dictate, as well as other policy changes. Laptops continue to be evaluated after five years of use to determine if they need to be replaced. During FY 2013-14 Information Technology (IT) staff started replacing 1,500 computer workstations, which is 75% of the computer workstation inventory. The City’s computer workstation replacement project includes the Window 7 migration and the desktop application standardization projects. As part of the normal replacement cycle during FY 2013-14, the City replaced scheduled portions of the servers and the BIG-IP network devices to manage the network traffic. The City’s core network infrastructure, and the Police Department and Library network infrastructure were replaced this fiscal year. During FY 2014-15, the City plans on several major technology replacement projects. This includes regularly scheduled computer workstations, security appliances, servers, and remote sites network infrastructure replacements. The most significant replacement project will be to begin the storage area network (SAN) and network attached storage (NAS) system replacement project. 288 City of Chandler 2014-15 Adopted Budget Management Services Fund: Function: 404 Capital Replacement Vehicles Budget Summary 2013-14 Adopted Budget 2012-13 Actual Description 2013-14 Adjusted Budget 2014-15 Adopted Budget 2013-14 Estimated % Change Adopted To Adopted Machinery/Equipment $ 1,281,993 $ 3,217,154 $ 4,515,775 $ 1,896,187 $ 4,865,291 51.23% Total $ 1,281,993 $ 3,217,154 $ 4,515,775 $ 1,896,187 $ 4,865,291 51.23% Gen Gov't - Mayor and Council $ - $ - $ - $ - $ 20,000 95,508 Gen Gov't - Neighborhood Programs - - - - Gen Gov't - CAPA - - 19,632 19,452 - Gen Gov't - Economic Development - - 29,303 29,035 - Gen Gov't - Building & Facilities - 68,000 159,290 119,950 105,871 Community Services - Aquatics - - - - 34,500 Community Services - Parks - 99,025 119,607 20,363 485,000 10,080 - 6,935 6,782 220,000 Community Services - Recreation Municipal Utilities - Administration 23,610 - - - - Municipal Utilities - Solid Waste 20,339 23,300 41,000 36,791 83,718 Municipal Utilities - Water 35,945 160,818 194,790 158,339 555,507 Municipal Utilities - Wastewater 30,878 61,200 101,403 70,590 197,018 Public Safety - Fire Public Safety - Police 52,367 81,300 81,473 - 251,118 829,571 2,599,711 3,445,312 1,154,715 1,894,658 T&D - Development Services - - - - 90,590 T&D - Capital Projects - 22,700 22,700 21,854 40,571 682,939 T&D - Streets T&D - Traffic Engineering Vehicle Replacement Fund - 56,600 78,269 71,461 279,203 44,500 216,061 186,855 108,293 $ 1,281,993 $ 3,217,154 $ 4,515,775 $ 1,896,187 $ 4,865,291 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). During the budget process Fleet provides the Budget division with a preliminary listing of vehicles to be budgeted for replacement in the upcoming fiscal year. All vehicles are reviewed 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. City Divisions submit their desired replacement listing to the Fleet Advisory Committee (FAC). After extensive discussion between the divisions and the FAC, final replacement recommendations are made. 289 City of Chandler 2014-15 Adopted Budget Management Services 290 MUNICIPAL UTILITIES 10-Contents Activities and Functions carried out by Departments/Divisions Accomplishments Goals, Objectives and Performance Measurements Budget Summary Position Summary Municipal Utilities FISCAL STRENGTH = LOWER COST OF SERVICE City of Chandler 2014-15 Adopted Budget Municipal Utilities Assistant City Manager Municipal Utilities Administration Solid Waste Services Water/Wastewater Operations 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 Ocotillo Brine Reduction Facility Ocotillo Water Reclamation Facility 291 City of Chandler 2014-15 Adopted Budget Municipal Utilities The table below depicts the breakdown by division for the Fiscal Year (FY) 2014-15 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 2012-13 2013-14 2013-14 Actual Adopted Estimated Expenditures Budget Expenditures Expenditures by Cost Center 2014-15 Adopted Budget Municipal Utilities Administration $ 639,636 $ 728,301 $ 628,105 $ 741,328 Solid Waste Services 12,107,559 13,081,502 12,727,533 13,159,017 Solid Waste Capital 250,000 Water Distribution 3,728,465 4,760,897 5,030,987 4,834,225 Water Capital 12,858,612 34,274,956 9,386,829 54,400,561 Water Treatment Plant 8,224,389 11,392,327 10,094,084 5,665,209 Environmental Resources 1,261,667 1,477,887 1,506,338 7,221,511 Water Quality 1,454,060 1,629,773 1,325,825 1,642,135 Water Systems Maintenance 5,192,776 6,423,769 6,197,065 6,467,803 San Tan Vista Water Treatment Plant 1,099,048 1,299,500 1,030,000 1,293,500 Meter Services 1,015,272 1,202,894 1,193,902 1,219,252 Wastewater Collection 1,901,520 2,153,164 2,220,150 2,240,772 Wastewater Capital 83,101,415 185,212,151 67,082,328 110,036,697 Ocotillo Brine Reduction Facility 1,657,366 9,013,042 6,925,336 8,952,891 Lone Butte Wastewater Treatment 1,330,886 1,401,480 1,202,849 1,403,592 Wastewater Quality 372,049 601,479 411,366 597,217 Airport Water Reclamation Facility 5,682,204 8,354,039 5,977,154 8,635,284 Ocotillo Water Reclamation Facility 5,164,581 4,118,320 4,145,000 4,118,170 Total $ 146,791,506 $ 287,125,481 $ 137,084,851 $ 232,879,164 Expenditures by Category Personnel & Benefits Total Personnel Ongoing(1) One-time(1) Operating & Maintenance Capital - Major $ 13,922,786 $ 15,082,494 $ 14,186,688 $ 15,657,917 15,082,494 14,186,688 15,657,917 36,908,694 52,555,880 46,429,006 52,533,989 95,960,026 219,487,107 76,469,157 164,687,258 Total $ 146,791,506 $ 287,125,481 $ 137,084,851 $ 232,879,164 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 Ocotillo Brine Reduction Facility Lone Butte Wastewater Treatment Wastewater Quality Airport Water Reclamation Facility Total (1) 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 2013-14 Adopted 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 2013-14 Revised 6.000 22.000 28.000 12.000 8.000 12.000 22.000 11.000 10.000 15.000 1.000 4.000 24.000 175.000 Ongoing and One-time Personnel Services detail not availab le for 2012-13 Actual Expenditures. 292 2014-15 Adopted 6.000 22.000 28.000 12.000 8.000 12.000 22.000 11.000 10.000 15.000 1.000 4.000 27.000 178.000 % Change Adopted to Adopted 1.79% 0.59% N/A 1.54% 58.72% -50.27% 388.64% 0.76% 0.69% -0.46% 1.36% 4.07% -40.59% -0.67% 0.15% -0.71% 3.37% 0.00% -18.89% 3.82% N/A -0.04% -24.97% -18.89% % Change Adopted to Adopted 3.45% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 12.50% 1.83% City of Chandler 2014-15 Adopted Budget Municipal Utilities 2013-14 Municipal Utilities Accomplishments  Collected nearly 153,000 pounds of household hazardous waste from residents. The City reused or recycled approximately 110,000 pounds of all household hazardous waste collected. In addition, nearly 500 propane cylinders were collected, used, or recycled, achieving a cost avoidance of approximately $52,000.  Presented 58 presentations aimed at increasing recycling and waste reduction awareness. Staff offered presentations and attended special events achieving public outreach to more than 9,150 residents including K-12, college students, homeowners, neighborhoods, church groups, and businesses.  Recycling-Solid Waste Collection Center (RSWCC) diverted 19 percent of recyclable waste including: scrap metal, plastics, baled cardboard, electronics, tires, carpet and carpet pad, wet-cell batteries, and green waste.  Solid Waste Services Social Media Outreach has achieved nearly 200 “likes” on Facebook, 210 followers on Twitter, 750 users who actively use the City’s new “My Waste App”, and the “ReNews” e-newsletter has a current following of over 625 subscribers.  Solid Waste Services implemented a green waste pilot program at the RSWCC in November 2013. The City has collected and diverted select green waste self-hauled to the RSWCC by residents. Approximately 590 tons of green waste has been diverted.  Water Conservation presentations were provided to over 10,882 Chandler school children and 460 adults.  Saved 15,973,000 gallons of water through the Water Conservation Residential Audit Program.  Received 2013 Award of Merit from Valley Forward Environmental Excellence Awards Ceremony for Chandler's water conservation audit program.  The Airport and Ocotillo Water Reclamation Facilities recharged nearly 1.1 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; 8.2 billion gallons of which were reused for irrigation.  Delivered 510 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.  Received 3-STAR Community Rating for sustainability efforts, enthusiasm, and leadership from STAR Communities in April 2014. STAR Communities helps cities and counties achieve meaningful sustainability through the first national framework for local community efforts.  Received a 2013 Engineering Excellence Grand Award from the American Council of Engineering Companies of Arizona for the Ocotillo/Airport Water Reclamation Facilities Lift Station and Force Main.  Received a 2014 Wastewater System Project of the Year Award from the Arizona Water Association for the Ocotillo/Airport Water Reclamation Facilities Lift Station.  Completed construction of the Ocotillo Brine Reduction Facility formerly known as the Reverse Osmosis Facility. 293 City of Chandler 2014-15 Adopted Budget Municipal Utilities Division: Municipal Utilities Administration is charged with providing Municipal Utilities Administration 3050 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. 2014-15 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 2011-12 Actual 2013-14 Projected 2012-13 Actual 2013-14 Year End Estimate * (1) 500 1,057 1,012 1,000 98% 98% 98% 98% 11 6 8 5 2014-15 Projected 500 (2) N/A 5 (1) Beginning in Fiscal Year (FY) 2013-14, customer service requests decrease due to the Department no longer including internal service requests. (2) Measure no longer being used effective FY2014-15 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 2011-12 Actual 2012-13 Actual 54 49 * 2013-14 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. 294 2013-14 Projected 50 2013-14 Year End Estimate * 40 2014-15 Projected 40 City of Chandler 2014-15 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 2012-13 Actual Expenditures $ $ $ $ 606,614 5,904 7,623 1,117 1,225 14,277 2,875 639,636 637,528 2,108 639,636 2013-14 Adopted Budget $ $ $ $ 650,908 650,908 24,410 20,681 14,226 15,201 2,875 728,301 721,501 6,800 728,301 2013-14 Adjusted Budget $ $ $ $ 2013-14 Estimated Expenditures 680,088 680,088 24,410 20,681 14,226 15,201 2,875 757,481 750,681 6,800 757,481 $ $ $ $ 586,083 586,083 15,400 10,400 2,125 11,222 2,875 628,105 621,305 6,800 628,105 2014-15 Adopted Budget $ $ $ $ % Change Adopted To Adopted 664,154 664,154 24,410 20,681 14,007 15,201 2,875 741,328 734,528 6,800 741,328 2.04% 2.04% N/A 0.00% 0.00% N/A -1.54% 0.00% 0.00% 1.79% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. Authorized Positions Position Title Administrative Specialist Management Assistant Municipal Utilities Director Security Coordinator Senior Executive Assistant Senior Management Assistant Utilities Coordinator Utilities Safety/Security Coordinator Total 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 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 2013-14 Revised 0 1 1 0 1 1 1 1 6 2014-15 Adopted 0 1 1 0 1 1 1 1 6 Significant Budget and Staffing Changes During Fiscal Year 2013-14, one Administrative Specialist position is increased from part-time to full-time and reclassified to Management Assistant. 295 City of Chandler 2014-15 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. Division: Cost Center: Solid Waste Services 3700 2014-15 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. Measures 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected Waste tonnage 84,485 86,292 85,500 82,415 81,800 Recycling tonnage 20,618 20,634 20,850 20,925 20,800 24% 24% 24% 25% 25% (1) 35,000 Waste diversion percentage Field inspections Education presentations/attendees Customer satisfaction (1) 21,484 34,994 31,686 35,200 72/9,900 40/2,850 45/2,250 43/2,500 50/3,000 98% 98% 95% 98% 98% Field inspections decreased due to vacancies in the cost center, which will be filled in Fiscal Year (FY) 2014-15. * 2013-14 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. 296 City of Chandler 2014-15 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”: (1) (survey results) Results of regulatory compliance inspections (1) 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 90% 97% 94% 95% 95% Pass 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. * 2013-14 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. 297 City of Chandler 2014-15 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 Contingencies/Reserves Machinery/Equipment Capital Replacement Total Cost Center - 3700 Grant Fund Solid Waste Operating Fund Solid Waste Container Fund Grand Total 2012-13 Actual Expenditures $ 1,538,545 10,064,151 284,573 80,466 42,822 29,700 26,761 (1,255) 41,796 $ 12,107,559 $ 12,013,728 93,832 $ 12,107,559 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget % Change Adopted To Adopted $ 1,705,215 $ 1,739,911 $ 1,398,870 $ 1,759,297 1,705,215 1,739,911 1,398,870 1,759,297 10,314,841 10,460,868 10,313,198 10,314,781 576,238 801,445 644,575 576,238 192,590 213,238 181,000 190,128 80,351 80,351 69,599 80,458 750 750 750 750 59,010 59,010 50,025 59,010 29,711 29,711 27,720 29,711 81,000 81,000 81,000 23,300 41,796 41,796 41,796 44,344 $ 13,081,502 $ 13,508,080 $ 12,727,533 $ 13,159,017 $ 70,000 $ 70,000 $ - $ 70,000 12,686,502 12,990,715 12,352,533 12,764,017 325,000 447,365 375,000 325,000 $ 13,081,502 $ 13,508,080 $ 12,727,533 $ 13,159,017 3.17% 3.17% N/A 0.00% 0.00% -1.28% 0.13% 0.00% 0.00% 0.00% 0.00% N/A 6.10% 0.59% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. Authorized Positions Position Title Customer Service Representative Customer Service Supervisor Executive Assistant Recycling Coordinator 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 Total 2010-11 Revised 4 1 1 0 1 1 2 4 5 1 1 1 22 2011-12 Revised 4 1 1 0 1 1 2 4 5 1 1 1 22 2012-13 Revised 4 1 1 0 1 1 2 4 5 1 1 1 22 2013-14 Adopted 4 1 1 0 1 1 2 4 5 1 1 1 22 2013-14 Revised 4 1 1 1 0 1 2 3 6 1 1 1 22 2014-15 Adopted 4 1 1 1 0 1 2 3 6 1 1 1 22 Significant Budget and Staffing Changes During Fiscal Year (FY) 2013-14, the Recycling Specialist position is renamed Recycling Coordinator and one Solid Waste Field Specialist II was reclassified to Solid Waste Field Specialist III. In FY 2014-15, Machinery/Equipment reflects the one-time purchase of a new vehicle for Solid Waste Services. 298 City of Chandler 2014-15 Adopted Budget Municipal Utilities Division: Cost Center: Solid Waste Capital 3710 Capital Budget Summary Description Other Charges/Services Building/Improvements Total Cost Center - 3710 Solid Waste Operating Fund 2012-13 2013-14 Actual Adopted Expenditures Budget $ - $ $ - $ $ - $ 2013-14 Adjusted Budget - $ - $ - $ - 2013-14 2014-15 Estimated Adopted Expenditures Budget $ - $ 10,000 240,000 $ - $ 250,000 $ - $ 250,000 % Change Adopted To Adopted N/A N/A N/A Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions related to the prior fiscal year and new projects for the new fiscal year. Detail on the capital program is available in the 2015-2024 Capital Improvement Program. 299 City of Chandler 2014-15 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 2014-15 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) 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 12,400 12,600 13,500 12,600 12,650 763 396 375 375 350 2,540 2,735 3,750 3,200 3,500 Number of valves maintained Number of electronic meter reading (2) data collection units replaced 14,313 17,800 18,000 18,000 18,600 454 N/A N/A N/A N/A (3) 13,647 19,900 14,000 18,400 18,000 279 348 300 350 350 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 (FY) 2012-13. The number of blue stakes performed will vary depending upon the amount of construction during the year. * 2013-14 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. 300 City of Chandler 2014-15 Adopted Budget Municipal Utilities    Water Distribution – 3800    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Machinery/Equipment Water System Improvements Capital Replacement Total Cost Center - 3800 Water Operating Fund 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget % Change Adopted To Adopted $ 2,057,496 $ 2,187,700 $ 2,229,164 $ 2,151,949 $ 2,271,375 2,187,700 2,229,164 2,151,949 2,271,375 24,828 467,668 485,851 465,000 537,967 913,680 1,668,969 1,804,603 1,810,799 1,606,669 50,959 60,016 98,161 95,200 60,016 17,704 38,967 38,969 23,580 20,621 5,250 5,250 5,200 5,250 14,384 24,400 24,400 24,400 24,400 290,144 81,337 93,686 77,239 81,337 504 14,500 14,500 28,894 14,500 285,255 138,578 270,521 275,214 138,578 73,512 73,512 73,512 73,512 73,512 $ 3,728,465 $ 4,760,897 $ 5,138,617 $ 5,030,987 $ 4,834,225 $ 3,728,465 $ 4,760,897 $ 5,138,617 $ 5,030,987 $ 4,834,225 3.82% 3.82% N/A 15.03% -3.73% 0.00% -47.08% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 1.54% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures.    Water Distribution – 3800    Authorized Positions Position Title Administrative Specialist GIS Technician I GIS Technician II Lead Utility Systems Technician Utility Field Services Coordinator Utility Field Supervisor Utility Location Coordinator Utility Systems Operator I Utility Systems Operator II Utility Systems Operator III Utility Systems Technician II Utility Systems Technician III Water Distribution Superintendent Water Quality Technician Total 2010-11 Revised 1 1 1 0 2 0 2 6 7 5 0 0 1 1 27 2011-12 Revised 2 1 1 0 2 0 2 6 7 5 0 0 1 1 28 2012-13 Revised 2 1 1 0 0 2 2 6 7 5 0 0 1 1 28 2013-14 Adopted 2 1 1 0 0 2 2 6 7 5 0 0 1 1 28 2013-14 Revised 2 1 1 5 0 2 2 0 0 0 12 2 1 0 28 2014-15 Adopted 2 1 1 5 0 2 2 0 0 0 12 2 1 0 28 Significant Budget and Staffing Changes During Fiscal Year 2013-14, six Utility Systems Operator (USO) I positions, five USO II positions, and one USO III positions were reclassified to Utility Systems Technician II; two USO II positions, two USO III positions, and one Water Quality Technician were reclassified to Lead Utility Systems Technician; and two USO III positions were reclassified to Utility Systems Technician III. 301 City of Chandler 2014-15 Adopted Budget Municipal Utilities Division: Cost Center: Water Capital 3820 Capital Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Communications/Transportation Other Charges/Services Contingencies/Reserves Building/Improvements Machinery/Equipment Office Furniture/Equipment Street Improvements Water System Improvements Wastewater System Improvements Total Cost Center - 3820 Water Bond Fund Water System Dev Fee Fund Water Operating Fund Grand Total 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures $ 2014-15 Adopted Budget 70,629 $ - $ - $ 37,801 $ 37,801 321,652 466,775 526,863 58,262 24,574,040 3,072 744 56,271 1,003,550 352,350 6,984 75,000 26,147,203 21,461,521 2,000,000 2,101,591 144,534 2,920,000 66,950 140,000 148,164 132,714 150,000 150,000 74,003 29,916 35,983 11,845,725 4,517,428 27,194,533 8,541,056 5,370,000 419,567 354,935 279,495 $ 12,858,612 $ 34,274,956 $ 30,858,352 $ 9,386,829 $ 54,400,561 $ 5,571,403 $ 24,150,702 $ 19,810,971 $ 6,145,461 $ 34,400,256 2,583,395 5,472,820 6,586,341 2,174,953 8,612,966 4,703,814 4,651,434 4,461,040 1,066,415 11,387,339 $ 12,858,612 $ 34,274,956 $ 30,858,352 $ 9,386,829 $ 54,400,561 % Change Adopted To Adopted N/A N/A N/A 5164.64% N/A N/A -92.53% -17.92% 46.00% -100.00% N/A N/A 18.87% N/A 58.72% * Ongoing and One-time Personnel Services detail not available for 2012-13 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. Detail on the capital program is available in the 2015-2024 Capital Improvement Program. 302 City of Chandler 2014-15 Adopted Budget Municipal Utilities Water Treatment is responsible for providing Chandler residences, businesses, and industries with a sufficient and continuous supply of potable water. This is accomplished through a water treatment process that employs coagulation, sedimentation, and filtration to produce 60-million gallons of water per day at the surface water treatment plant. Additionally, the water treatment plant operates the 34 wells and 21 booster stations within the water distribution system through a state-of-the-art supervisory and data acquisition system. Division: Cost Center: Water Treatment Plant 3830 2014-15 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. Measures Compliance with state, county and Environmental Protection Agency (EPA) requirements 2011-12 Actual 2012-13 Actual 2013-14 Projected In In In Compliance Compliance Compliance 2013-14 Year End Estimate * 2014-15 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) (1) 2011-12 Actual 2012-13 Actual 15,845 4,634 2013-14 Projected 2013-14 Year End Estimate * (1) 16,000 12,157 13,000 4,463 4,500 4,478 4,500 12,454 Beginning in Fiscal Year 2012-13, surface water deliveries no longer include the San Tan Vista Water Treatment Plant. * 2013-14 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 303 2014-15 Projected City of Chandler 2014-15 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 2011-12 Actual $265 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected $288 $300 $295 $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 Percentage of finished water turbidity samples between 0.16 to 0.5 NTU (1) (2) 2011-12 Actual 96.25 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 95.81 95.00 98.78 95.00 (2) 5.00 1.22 5.00 4.19 3.75 Measures reflect the percentage of the total samples taken annually. Due to the increase in fluoride dose, there is a significant rise in the finished NTUs than projected in Fiscal Year 2012-13. * 2013-14 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. 304 City of Chandler 2014-15 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 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget % Change Adopted To Adopted $ 1,117,600 $ 1,065,584 $ 1,081,827 $ 1,080,913 $ 1,092,368 1,065,584 1,081,827 1,080,913 1,092,368 3,452,502 5,499,081 6,318,202 5,239,112 144,828 1,714,204 1,720,871 1,924,206 1,528,822 1,720,871 187,955 156,556 156,832 172,000 156,556 10,347 15,616 15,616 12,939 15,967 1,000 1,000 1,000 1,000 1,698,264 2,436,033 2,436,033 2,000,000 2,036,033 32,495 50,014 50,014 48,276 50,014 436,550 436,550 436,550 11,022 11,022 11,022 11,022 11,022 $ 8,224,389 $ 11,392,327 $ 12,431,302 $ 10,094,084 $ 5,665,209 $ 8,224,389 $ 11,392,327 $ 12,431,302 $ 10,094,084 $ 5,665,209 2.51% 2.51% N/A -97.37% 0.00% 0.00% 2.25% 0.00% -16.42% 0.00% 0.00% 0.00% -50.27% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. Authorized Positions Position Title Administrative Specialist Executive Assistant Utility Operations Manager Water Plant Operator I Water Plant Operator II Water Systems Operations Superintendent Total 2010-11 Revised 0.5 1 1 5 5 1 13.5 2011-12 Revised 0.5 1 0 5 5 1 12.5 2012-13 Revised 0 1 0 5 5 1 12 2013-14 Adopted 0 1 0 5 5 1 12 2013-14 Revised 0 1 0 5 5 1 12 2014-15 Adopted 0 1 0 5 5 1 12 Significant Budget and Staffing Changes In Fiscal Year 2014-15, the decrease in Professional/Contract is due to water purchases now being reflected in cost center 3840, Environmental Resources. 305 City of Chandler 2014-15 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 2014-15 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 (1) Chandler water resources Prepare briefing papers to advise City Manager’s Office of water resource (1) issues that may impact Chandler Maintain storage and well recovery permits to comply with Assured Water Supply Rules 2011-12 Actual 2013-14 Projected 2012-13 Actual 2013-14 Year End Estimate * 2014-15 Projected 40 N/A N/A N/A N/A 12 N/A N/A N/A N/A 26 26 26 26 26 Maintain surface water rights and (2) contracts 90,785 AF 90,785 AF 90,785 AF 90,785 AF 90,785 AF Secure long-term storage credits. (3) Measured in acre-feet (AF) 9,380 AF (4) 14,100 AF (4) (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) Accumulation of long term storage credits is dependent on available water supplies (2) * 2013-14 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. 306 3,500 AF (5) 3,000 AF (5) 6,500 AF (5) City of Chandler 2014-15 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 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 22 23 22 22 22 642 895 650 650 650 80 65 75 75 75 11,689 8,979 10,000 10,000 10,000 Distribute residential water conservation packets 608 530 600 600 600 Issuance of rebates 142 126 175 175 175 Number of residents attending workshops Presentations to schools Number of children attending presentations Distribute water saving retrofit kits to single and multi-family residences built prior to 1992 Residential water audits Implement conservation programs mandated by Arizona Department of Water Resources (1) (1) 60 60 60 288 240 350 350 350 11 11 11 11 11 71 21 A major distribution event was postponed to the following fiscal year. * 2013-14 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 307 City of Chandler 2014-15 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 2011-12 Actual Prepare a written summary of a new law, rule, or 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) 2012-13 Actual (1) 2 12 2013-14 Projected 4 2013-14 Year End Estimate * 3 2014-15 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 2011-12 Actual Review and track CIP and development plans for Water, Wastewater, Reclaimed Water, and Solid Waste projects to ensure projects meet (2) operational needs (2) 2012-13 Actual 19 Measure no longer being used effective Fiscal Year 2012-13. * 2013-14 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 308 33 2013-14 Projected 2013-14 Year End Estimate * N/A N/A 2014-15 Projected N/A City of Chandler 2014-15 Adopted Budget Municipal Utilities    Environmental Resources - 3840    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Rents/Utilities Other Charges/Services Capital Replacement Total Cost Center - 3840 Grant Fund Water Operating Fund Grand Total 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget % Change Adopted To Adopted $ 932,559 $ 952,762 $ 972,970 $ 985,202 $ 963,598 952,762 972,970 985,202 963,598 151,425 170,675 223,332 215,000 5,934,283 23,671 88,018 88,597 55,518 81,518 18,055 25,330 27,022 39,640 27,380 5,853 23,023 23,023 14,780 19,607 7,307 11,520 11,520 11,520 11,520 112,843 197,645 198,724 175,764 174,691 9,954 8,914 8,914 8,914 8,914 $ 1,261,667 $ 1,477,887 $ 1,554,102 $ 1,506,338 $ 7,221,511 $ - $ 30,000 $ 30,000 $ - $ 30,000 1,261,667 1,447,887 1,524,102 1,506,338 7,191,511 $ 1,261,667 $ 1,477,887 $ 1,554,102 $ 1,506,338 $ 7,221,511 1.14% 1.14% N/A 3376.95% -7.38% 8.09% -14.84% 0.00% -11.61% 0.00% 388.64% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. Authorized Positions Position Title Administrative Specialist Construction Project Manager Engineering Project Manager Senior Engineer Utilities Engineering Manager Utility Analyst Water Conservation Coordinator Water Conservation Specialist Water Quality Specialist Water Regulatory Affairs Manager Water Resource Manager Total 2010-11 Revised 1 1 1 2 0 0 1 1 1 0 1 9 2011-12 Revised 0 1 1 0 1 0 1 1 1 1 1 8 2012-13 Revised 0 1 1 0 1 0 1 1 1 1 1 8 2013-14 Adopted 0 1 1 0 1 0 1 1 1 1 1 8 2013-14 Revised 0 1 1 0 1 1 1 1 0 1 1 8 2014-15 Adopted 0 1 1 0 1 1 1 1 0 1 1 8 Significant Budget and Staffing Changes During Fiscal Year (FY) 2013-14, the Water Quality Specialist was renamed Utility Analyst. In FY 2014-15, the increase in Professional/Contract is due to water purchases being shifted from cost center 3830, Water Treatment Plant. 309 City of Chandler 2014-15 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. Division: Cost Center: Water Quality 3850 2014-15 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 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 Perform sampling on all new water mains 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 100% 99.8% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 2011-12 Actual * 2013-14 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 310 City of Chandler 2014-15 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 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget % Change Adopted To Adopted $ 1,069,473 $ 1,116,225 $ 1,145,198 $ 1,058,278 $ 1,161,691 1,116,225 1,145,198 1,058,278 1,161,691 87,164 198,295 198,064 75,050 191,564 105,390 213,002 213,002 92,850 207,002 3,333 6,000 6,700 5,000 6,000 21,753 28,860 28,860 24,750 30,487 500 500 500 14,496 19,879 19,879 21,100 23,879 26,000 26,000 27,785 135,121 17,331 21,012 21,012 21,012 21,012 $ 1,454,060 $ 1,629,773 $ 1,659,215 $ 1,325,825 $ 1,642,135 $ 1,454,060 $ 1,629,773 $ 1,659,215 $ 1,325,825 $ 1,642,135 4.07% 4.07% N/A -3.39% -2.82% 0.00% 5.64% 0.00% 20.12% -100.00% N/A 0.00% 0.76% * Ongoing and One-time Personnel Services detail not available for 2012-13 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 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 Revised 0 1 1 3 1 1 0 1 4 12 2013-14 Adopted 0 1 1 3 1 1 0 1 4 12 2013-14 Revised 0 1 1 3 2 1 0 1 3 12 2014-15 Adopted 0 1 1 3 2 1 0 1 3 12 Significant Budget and Staffing Changes During Fiscal Year 2013-14, one Water Quality Technician position was reclassified to Water Operations Compliance Specialist. 311 City of Chandler 2014-15 Adopted Budget Municipal Utilities W ater Systems Maintenance 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. Division: Cost Center: Water Systems Maintenance 3860 2014-15 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 2011-12 Actual 2012-13 Actual 2013-14 Projected In Compliance In Compliance In Compliance 2013-14 Year End Estimate * 2014-15 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) 2011-12 Actual 2012-13 Actual 4,634 2013-14 Projected 4,436 4,500 2013-14 Year End Estimate * 2014-15 Projected 5,000 4,500 2013-14 Year End Estimate * 2014-15 Projected $265 $288 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 2011-12 Actual 2012-13 Actual $344 $342 * 2013-14 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. 312 2013-14 Projected $298 City of Chandler 2014-15 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 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% * 2013-14 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. 313 City of Chandler 2014-15 Adopted Budget Municipal Utilities    Water Systems 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 Office Furniture/Equipment Water System Improvements Capital Replacement Total Cost Center - 3860 Water Operating Fund 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget % Change Adopted To Adopted $ 1,970,793 $ 1,925,557 $ 1,964,459 $ 1,831,907 $ 1,974,388 1,925,557 1,964,459 1,831,907 1,974,388 1,199 27,065 27,065 15,065 27,065 622,836 803,493 804,557 653,448 711,593 949,061 1,349,565 1,611,427 1,743,176 1,368,338 9,714 19,832 19,832 12,509 23,162 1,000 2,500 2,500 1,500 2,500 1,414,602 1,666,940 1,666,940 1,103,873 1,666,940 42,510 54,580 54,580 47,000 54,580 608 141,866 535,650 535,650 750,000 600,650 38,587 38,587 38,587 38,587 38,587 $ 5,192,776 $ 6,423,769 $ 6,725,597 $ 6,197,065 $ 6,467,803 $ 5,192,776 $ 6,423,769 $ 6,725,597 $ 6,197,065 $ 6,467,803 2.54% 2.54% N/A 0.00% -11.44% 1.39% 16.79% 0.00% 0.00% 0.00% N/A 12.13% 0.00% 0.69% * Ongoing and One-time Personnel Services detail not available for 2012-13 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 Maintenance Worker Utilities Systems Maintenance Coordinator Utilities Systems Maintenance Superintendent Water Systems Maintenance Coordinator Water Systems Maintenance Superintendent Total 2010-11 Revised 4 0 2 1 9 0 3 0 0 0 1 1 21 2011-12 Revised 4 1 2 0 0 9 4 0 0 1 1 0 22 2012-13 Revised 4 1 2 0 0 9 4 0 0 1 1 0 22 2013-14 Adopted 4 1 2 0 0 9 4 0 0 1 1 0 22 2013-14 Revised 4 1 0 0 0 9 4 2 1 1 0 0 22 2014-15 Adopted 4 1 0 0 0 9 4 2 1 1 0 0 22 Significant Budget and Staffing Changes During Fiscal Year 2013-14, two Laborer positions were reclassified to Utilities Maintenance Worker positions and one Water Systems Maintenance Coordinator was renamed to a Utilities Systems Maintenance Coordinator. 314 City of Chandler 2014-15 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 2014-15 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. Measures Compliance with state, county, and Environmental Protection Agency (EPA) requirements 2011-12 Actual 2012-13 Actual 2013-14 Projected In In In Compliance Compliance Compliance 2013-14 Year End Estimate * 2014-15 Projected In Compliance In Compliance 2013-14 Year End Estimate * 2014-15 Projected Goal: Operate and maintain all water facilities efficiently. Supports Priority Based Budgeting Goal(s): Sustainable Economic Health Objective: ♦ Minimize increases in water production costs. 2011-12 Actual Measures Production cost per million gallons (1) (1) 2012-13 Actual N/A N/A 2013-14 Projected $180 $175 $200 New measure beginning in Fiscal Year (FY) 2013-14. * 2013-14 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. Budget Summary Description Professional/Contract Total Cost Center - 3870 Water Operating Fund 2012-13 2013-14 2013-14 2013-14 2014-15 Actual Adopted Adjusted Estimated Adopted Expenditures Budget Budget Expenditures Budget $ 1,099,048 $ 1,299,500 $ 1,333,171 $ 1,030,000 $ 1,293,500 $ 1,099,048 $ 1,299,500 $ 1,333,171 $ 1,030,000 $ 1,293,500 $ 1,099,048 $ 1,299,500 $ 1,333,171 $ 1,030,000 $ 1,293,500 Significant Budget Changes There are no significant budget changes for FY 2014-15. 315 % Change Adopted To Adopted -0.46% -0.46% City of Chandler 2014-15 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. 2014-15 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 (1) 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 988,000 956,532 998,000 959,136 962,000 94% 95% 95% 95% 95% 98% 99.6% 98% 99.6% 99% 34,720 31,631 35,000 35,874 35,000 100% 100% 99% 100% N/A 1,700 1,812 1,900 1,950 2,000 Measure no longer being used effective Fiscal Year 2014-15. * 2013-14 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. 316 (1) City of Chandler 2014-15 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 Capital Replacement Total Cost Center - 3880 Water Operating Fund 2012-13 Actual Expenditures $ 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget % Change Adopted To Adopted 697,441 $ 276,586 21,882 3,288 16,075 $ 1,015,272 $ 1,015,272 676,218 $ 687,795 $ 673,416 $ 692,576 676,218 687,795 673,416 692,576 100 469,831 469,831 469,750 469,831 27,410 28,094 27,200 27,410 4,350 4,350 4,325 4,350 536 2,000 2,000 2,000 2,000 500 500 500 500 6,510 6,510 6,510 16,075 16,075 16,075 16,075 $ 1,202,894 $ 1,215,155 $ 1,193,902 $ 1,219,252 $ 1,202,894 $ 1,215,155 $ 1,193,902 $ 1,219,252 2.42% 2.42% N/A N/A 0.00% 0.00% 0.00% N/A 0.00% 0.00% 0.00% 0.00% 1.36% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. Authorized Positions Position Title Senior Utility Billing Representative Utility Meter Technician Utility Meter Technician II Utility Meter Technician Supervisor Utility Systems Operator I Total 2010-11 Revised 1 8 0 1 1 11 2011-12 Revised 1 8 0 1 1 11 2012-13 Revised 1 8 0 1 1 11 2013-14 Adopted 1 8 0 1 1 11 2013-14 Revised 1 7 2 1 0 11 2014-15 Adopted 1 7 2 1 0 11 Significant Budget and Staffing Changes During Fiscal Year 2013-14, one Utility Systems Operator I and one Utility Meter Technician were reclassified to Utility Meter Technician II. 317 City of Chandler 2014-15 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. 2014-15 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. 2011-12 Actual Measures Number of odor complaints received Number of blockages originating in City sewer mains Number of roach complaints received (1) Percentage of roach complaints (2) responded to within 24 hours Number of sewer service repairs that are the City’s responsibility Percentage of City service repairs completed within 48 hours Number of sewer line miles cleaned (3) annually 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 38 64 75 70 70 6 4 20 8 20 83 88 100 95 100 78.5% 91% 85% 87% 88% 58 61 70 65 70 85% 89% 88% 89% 90% 62.76 85.74 100 120 120 (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) Hydrorodder and Jetter Program language removed in Fiscal Year 2013-14 and now noted as number of sewer line miles cleaned annually. * 2013-14 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. 318 City of Chandler 2014-15 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 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget % Change Adopted To Adopted $ 842,747 $ 810,045 $ 824,244 $ 822,742 $ 839,760 810,045 824,244 822,742 839,760 572,764 791,514 869,670 877,200 802,350 291,111 300,452 308,693 289,250 303,377 17,209 28,278 30,472 30,400 28,278 4,573 20,343 20,343 10,200 17,920 900 1,500 1,500 1,500 1,500 115,006 125,450 125,450 125,400 169,505 20,152 28,524 29,688 26,400 31,024 10,000 10,000 10,000 37,058 37,058 37,058 37,058 37,058 $ 1,901,520 $ 2,153,164 $ 2,257,118 $ 2,220,150 $ 2,240,772 $ 1,901,520 $ 2,153,164 $ 2,257,118 $ 2,220,150 $ 2,240,772 3.67% 3.67% N/A 1.37% 0.97% 0.00% -11.91% 0.00% 35.12% 8.76% 0.00% 0.00% 4.07% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. Authorized Positions Position Title Administrative Specialist GIS Technician II Instrumentation Technician Lead Utility Systems Technician Utility Systems Technician II Utility Systems Technician III Utility Systems Operator I Utility Systems Operator II Utility Systems Operator III Wastewater Collections Superintendent Total 2010-11 Revised 1 1 1 0 0 0 3 1 3 1 11 2011-12 Revised 1 1 0 0 0 0 3 1 3 1 10 2012-13 Revised 1 1 0 0 0 0 3 1 3 1 10 2013-14 Adopted 1 1 0 0 0 0 3 1 3 1 10 2013-14 Revised 1 1 0 1 4 2 0 0 0 1 10 2014-15 Adopted 1 1 0 1 4 2 0 0 0 1 10 Significant Budget and Staffing Changes During Fiscal Year (FY) 2013-14, three Utility Systems Operator (USO) I positions and one USO II were reclassified to Utility Systems Technician II positions. Two USO III positions were renamed Utility Systems Technician III and one USO III was reclassified to Lead Utility Systems Technician. FY 2014-15 Rents/Utilities reflects an ongoing increase for wastewater collections operations and maintenance costs. 319 City of Chandler 2014-15 Adopted Budget Municipal Utilities Division: Cost Center: Wastewater Capital 3910 Capital Budget Summary Description Personnel Services Total Personnel Ongoing* Professional/Contract Operating Supplies Other Charges/Services Project Support Recharge** Contingencies/Reserves Building/Improvements Water System Improvements 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 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget $ 95,108 $ - $ - $ 17,700 $ 215,779 10,391,100 10,859,110 442,445 1,925,000 63,634 27 15,000 364,676 2,152,200 2,240,836 179,878 350,000 75,000 164,811,145 90,846,697 8,500,000 8,430,000 45,784 82,362,217 7,782,706 137,119,419 57,966,494 16,900,000 $ 83,101,415 $185,212,151 $158,719,365 $ 67,082,328 $110,036,697 $ 542,662 $ 1,839,445 $ 1,318,321 $ 633,023 $ 3,300,298 13,923,524 53,017,648 36,034,460 10,893,307 40,866,115 523,450 10,363,403 23,163,432 10,157,841 12,816,939 68,111,778 119,991,655 98,203,152 45,398,157 53,053,345 $ 83,101,415 $ 185,212,151 $ 158,719,365 $ 67,082,328 $ 110,036,697 % Change Adopted To Adopted N/A N/A -81.47% N/A -83.74% -100.00% -44.88% N/A N/A 117.15% -40.59% * Ongoing and One-time Personnel Services detail not available for 2012-13 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 2015-2024 Capital Improvement Program. 320 City of Chandler 2014-15 Adopted Budget Municipal Utilities The Ocotillo Brine Reduction Facility provides the City of Chandler with a renewable resource by treating industrial wastewater from Intel’s computer chip Cost Center: 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: Ocotillo Brine Reduction (1) Facility 3930 2014-15 Performance Measurements Goal: Treat over 90% of the industrial brine stream from Intel to drinking water standards so that it can be recharged back into the aquifer, or sent back to Intel for industrial reuse. 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 over 90% of the industrial brine stream. Measures Compliance with the Aquifer Protection Permit (APP) Recovery cost per thousand (2) gallons Produce zero hardness water to strict Intel standards 100% of the (3) time Number of water quality tests performed Recharge or recycle the treated industrial water (million gallons) Percent of industrial waste recovered 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 100% 100% 100% 100% 100% $5.88 $6.83 N/A N/A N/A N/A N/A N/A N/A 100% 528 528 528 960 (5) 400 19 (5) 80% 68% 324 256 72% 69% (1) Effective July 1, 2014, cost center name to change from Wastewater Reverse Osmosis. Measure no longer being used effective Fiscal Year (FY) 2013-14. (3) New measure beginning FY 2014-15. (4) Increase in testing to meet state, county, and Intel’s standards. (5) Decrease due to plant being off-line for three months while the new force main was installed in Ocotillo Road. (6) Decrease due to Intel bypassing water to allow operators to learn new processes. (7) Increase is expected to recover over 90% of the 1.4 million gallons per day. (2) * 2013-14 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 321 (4) 3,488 (4) (6) 1,260 (5) 90% (7) (7) City of Chandler 2014-15 Adopted Budget Municipal Utilities    Ocotillo Brine Reduction Facility - 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 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget $ 876,091 $ 1,341,539 $ 1,359,665 $ 1,250,332 $ 1,282,650 1,341,539 1,359,665 1,250,332 1,282,650 189,731 614,058 648,456 1,902,660 604,194 229,477 2,543,055 2,640,114 2,253,700 2,604,518 142,202 191,105 191,105 191,050 164,150 5,499 11,400 11,400 8,200 6,518 250 250 250 250 201,896 1,270,000 1,270,000 1,270,000 1,252,400 5,912 23,269 23,269 22,650 20,825 3,000,000 4,257,110 3,000,000 24 9,872 9,872 18,000 8,892 6,534 8,494 8,494 8,494 8,494 $ 1,657,366 $ 9,013,042 $ 10,419,735 $ 6,925,336 $ 8,952,891 $ 1,657,366 $ 9,013,042 $ 10,419,735 $ 6,925,336 $ 8,952,891 % Change Adopted To Adopted -4.39% -4.39% N/A -1.61% 2.42% -14.10% -42.82% 0.00% -1.39% -10.50% 0.00% -9.93% 0.00% -0.67% * Ongoing and One-time Personnel Services detail not available for 2012-13 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 2010-11 Revised 1 1 1 5 1 0 1 10 2011-12 Revised 1 1 1 5 0 1 1 10 2012-13 Revised 1 1 1 5 0 1 1 10 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2014-15. 322 2013-14 Adopted 1 2 1 8 0 2 1 15 2013-14 Revised 1 2 1 8 0 2 1 15 2014-15 Adopted 1 2 1 8 0 2 1 15 City of Chandler 2014-15 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. 2014-15 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 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected Treatment cost per 1 MG $535 $672 $660 $690 $750 Percent compliance with GRIC lease agreement 85% 81%(1) 99% 97% 99% Reuse of wastewater (MGD) 4.83 5.43 5.00 4.20 (1) (2) Decrease in percent compliance is due to filter being out of service for rehabilitation and filter performance issues. Decrease due to less flow into the Lone Butte Wastewater Treatment Facility beginning July 2014. * 2013-14 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 323 (2) 2.50 City of Chandler 2014-15 Adopted Budget Municipal Utilities    Lone Butte Wastewater Treatment - 3940    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingencies/Reserves Machinery/Equipment Capital Replacement Total Cost Center - 3940 Wastewater Operating Fund 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget % Change Adopted To Adopted $ 119,025 $ 141,140 $ 142,190 $ 130,757 $ 143,252 141,140 142,190 130,757 143,252 93,275 94,120 122,943 94,100 94,120 665,760 608,905 632,637 591,700 609,205 14,360 20,170 20,370 19,000 20,170 2,543 3,070 3,070 2,500 3,070 500 500 500 500 393,730 488,798 491,653 332,900 488,498 4,194 4,085 4,085 4,100 4,085 10,400 10,400 10,400 35,707 28,000 28,000 25,000 28,000 2,292 2,292 2,292 2,292 2,292 $ 1,330,886 $ 1,401,480 $ 1,458,140 $ 1,202,849 $ 1,403,592 $ 1,330,886 $ 1,401,480 $ 1,458,140 $ 1,202,849 $ 1,403,592 1.50% 1.50% N/A 0.00% 0.05% 0.00% 0.00% 0.00% -0.06% 0.00% 0.00% 0.00% 0.00% 0.15% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. Authorized Positions Position Title Wastewater Treatment Plant Operator III Total 2010-11 Revised 1 1 2011-12 Revised 1 1 2012-13 Revised 1 1 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2014-15. 324 2013-14 Adopted 1 1 2013-14 Revised 1 1 2014-15 Adopted 1 1 City of Chandler 2014-15 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. Division: Cost Center: Wastewater Quality 3950 2014-15 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 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected Review industrial and City sampling reports to ensure compliance 107 101 110 109 109 Conduct compliance sampling for aquifer protection and reuse permits 127 125 124 143 124 1,214 1,235 1,200 1,078 1,000 79% 69% 74% 75% N/A N/A N/A N/A 28 28 Number of grease traps and sand & oil interceptors inspected Percentage of permitted industries in full (1) compliance Number of significant industrial user inspections conducted to determine compliance with applicable (2) requirements (1) (2) Measure no longer being used effective Fiscal Year (FY) 2014-15. New measure beginning FY 2014-15. * 2013-14 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. 325 City of Chandler 2014-15 Adopted Budget Municipal Utilities    Wastewater Quality - 3950    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Contingencies/Reserves Capital Replacement Total Cost Center - 3950 Wastewater Operating Fund 2012-13 Actual Expenditures $ $ $ 2013-14 Adopted Budget 257,209 $ 63,842 37,953 10 365 5,830 6,841 372,049 $ 372,049 $ 2013-14 Adjusted Budget 332,940 $ 332,940 97,863 71,596 4,059 500 8,680 79,000 6,841 601,479 $ 601,479 $ 2013-14 Estimated Expenditures 339,758 $ 339,758 106,563 71,596 4,059 500 8,680 79,000 6,841 616,997 $ 616,997 $ 2014-15 Adopted Budget 322,543 $ 322,543 55,000 25,562 320 1,100 6,841 411,366 $ 411,366 $ % Change Adopted To Adopted 328,900 328,900 94,863 74,596 3,837 500 8,680 79,000 6,841 597,217 597,217 -1.21% -1.21% N/A -3.07% 4.19% N/A -5.47% 0.00% 0.00% 0.00% 0.00% -0.71% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. Authorized Positions Position Title Industrial Waste Inspector Pretreatment Supervisor Senior Industrial Waste Inspector Total 2010-11 Revised 2 1 1 4 2011-12 Revised 2 1 1 4 2012-13 Revised 1 1 2 4 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2014-15. 326 2013-14 Adopted 1 1 2 4 2013-14 Revised 1 1 2 4 2014-15 Adopted 1 1 2 4 City of Chandler 2014-15 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. 2014-15 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 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected Treatment cost per 1 MG $1,008 $1,061 $1,080 $1,180 $1,250 Percent compliance with permits 99.9% 100% 100% 100% 100% Reuse of wastewater (MGD) 8.01 7.50 10.50 9.90 11.00 Recharge of wastewater (MGD) 3.21 4.20 2.50 2.90 2.50 Number of reclaimed (reuse) customers 194 212 210 220 240 * 2013-14 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 327 City of Chandler 2014-15 Adopted Budget Municipal Utilities    Airport Water Reclamation Facility - 3960    Budget Summary 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget Description Personnel Services Total Personnel $ 1,837,192 $ 2,176,661 $ 2,212,897 $ 1,893,696 $ 2,483,908 Ongoing* 2,176,661 2,212,897 1,893,696 2,483,908 One-time* Professional/Contract 834,547 1,594,362 1,676,697 800,500 1,591,182 Operating Supplies 1,335,080 1,738,110 1,794,493 1,295,637 1,738,110 Repairs/Maintenance 101,220 91,600 105,044 142,028 131,600 Communications/Transportation 15,800 25,064 25,064 18,150 24,942 Insurance/Taxes 1,000 1,000 1,000 Rents/Utilities 1,485,100 2,103,815 2,103,815 1,726,100 2,063,815 Other Charges/Services 60,396 59,827 59,827 44,200 59,827 Contingencies/Reserves 500,000 1,000,000 500,000 Building/Improvements 655 Machinery/Equipment 183 47,700 47,700 19,408 25,000 Wastewater System Improvements 19,900 Capital Replacement 12,686 15,900 15,900 16,880 15,900 Total Cost Center - 3960 $ 5,682,204 $ 8,354,039 $ 9,042,437 $ 5,977,154 $ 8,635,284 Wastewater Operating Fund $ 5,682,204 $ 8,354,039 $ 9,042,437 $ 5,977,154 $ 8,635,284 % Change Adopted To Adopted 14.12% 14.12% N/A -0.20% 0.00% 43.67% -0.49% 0.00% -1.90% 0.00% 0.00% N/A -47.59% N/A 0.00% 3.37% * Ongoing and One-time Personnel Services detail not available for 2012-13 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 Systems Maintenance Coordinator Utilities Systems Maintenance Superintendent Utility Operations Manager Wastewater Facilities Superintendent Wastewater Treatment Plant Operator I Wastewater Treatment Plant Operator II Water Systems Maintenance Superintendent Total 2010-11 Revised 1 2 1 1 4 0 2 0 1 0 0 1 1 2 4 1 21 2011-12 Revised 1 3 1 0 0 4 2 1 1 0 1 1 1 2 4 0 22 2012-13 Revised 1 3 1 0 0 4 2 1 1 0 1 1 1 2 4 0 22 2013-14 Adopted 1 3 1 0 0 4 2 1 1 0 1 1 1 2 6 0 24 2013-14 Revised 1 3 0 0 0 4 2 1 1 1 1 1 1 2 6 0 24 2014-15 Adopted 1 4 0 0 0 5 3 1 1 1 1 1 1 2 6 0 27 Significant Budget and Staffing Changes During Fiscal Year 2013-14, one Maintenance Planner/Scheduler was reclassified to Utilities Systems Maintenance Coordinator. Effective July 1, 2014, one Instrumentation Technician, one Senior Utilities Mechanic, and one Utilities Electrician are added to support the Water Reclamation Facility Expansion. 328 City of Chandler 2014-15 Adopted Budget Municipal Utilities O cotillo Water Reclamation Facility is responsible for the treatment of domestic and industrial wastewater to water quality standards that allow for reuse of effluent Cost Center: and recharge into the upper aquifer. The plant is operated by Severn Trent Environmental Services under a long-term contract. Division: Ocotillo Water Reclamation Facility 3970 2014-15 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. 2011-12 Actual Measures Treatment cost per 1 MG (1) 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected $1,302 $1,390 $1,325 $1,330 $1,350 99.4% 100% 100% 100% 100% Reuse of wastewater (MGD) 7.04 6.68 7.80 7.30 7.80 Recharge of wastewater (MGD) 1.14 1.53 0.80 1.20 .70 Percent compliance with permits (1) Treatment costs per 1 MG include overhead and profit. * 2013-14 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. Budget Summary Description Professional/Contract Operating Supplies Rents/Utilities Other Charges/Services Total Cost Center - 3970 Wastewater Operating Fund 2012-13 2013-14 2013-14 2013-14 2014-15 Actual Adopted Adjusted Estimated Adopted Expenditures Budget Budget Expenditures Budget $ 4,765,996 $ 3,718,320 $ 4,436,102 $ 3,700,000 $ 3,718,170 143,210 100,000 144,332 145,000 100,000 255,226 300,000 402,956 300,000 300,000 149 $ 5,164,581 $ 4,118,320 $ 4,983,390 $ 4,145,000 $ 4,118,170 $ 5,164,581 $ 4,118,320 $ 4,983,390 $ 4,145,000 $ 4,118,170 Significant Budget Changes There are no significant budget changes for Fiscal Year 2014-15. 329 % Change Adopted To Adopted 0.00% 0.00% 0.00% N/A 0.00% City of Chandler 2014-15 Adopted Budget Municipal Utilities 330 POLICE 11-Contents Activities and Functions carried out by Departments/Divisions Accomplishments Goals, Objectives and Performance Measurements Budget Summary Position Summary CHANDLER NEIGHBORHOODS PROGRESSING Police City of Chandler 2014-15 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 331 City of Chandler 2014-15 Adopted Budget Police Department The table below depicts the breakdown by division for the 2014-15 Adopted Police Department Budget. Subsequent pages provide cost center descriptions, goals and objectives, performance measurements, budget summaries, authorized positions, and highlights of significant changes. Police Overview 2012-13 Actual Expenditures Expenditures by Cost Center 2013-14 Adopted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget Police Administration $ 4,348,682 $ 6,118,933 $ 3,201,032 $ 5,275,130 Professional Standards 1,068,500 1,044,114 1,047,508 1,073,962 Property and Evidence 419,636 423,429 424,286 430,981 Forensic Services 2,032,603 2,231,128 2,056,365 2,344,291 Field Operations 30,767,575 29,405,504 29,665,828 29,680,538 Criminal Investigations 12,149,254 11,516,907 11,487,348 12,126,609 Planning and Research 1,047,243 1,133,401 1,106,027 1,150,366 Communications 5,645,887 6,346,544 6,293,211 6,183,135 Records 1,708,480 1,675,105 1,633,730 1,691,252 Detention Services 2,011,599 2,691,382 2,343,494 2,593,113 Police Cmty Resources and Training 3,519,777 3,505,967 3,531,486 3,943,826 Police Capital 1,349,851 2,327,552 549,370 2,084,641 Total $ 66,069,087 $ 68,419,966 $ 63,339,685 $ 68,577,844 Expenditures by Category Personnel & Benefits Total Personnel Ongoing(1) (1) One-time Operating & Maintenance Capital - Major -13.79% 2.86% 1.78% 5.07% 0.94% 5.29% 1.50% -2.57% 0.96% -3.65% 12.49% -10.44% 0.23% $ 55,582,331 $ 52,850,098 $ 53,596,083 $ 54,262,343 52,515,049 53,261,034 54,262,343 3.33% 335,049 335,049 9,136,906 13,242,316 9,194,232 12,230,860 1,349,851 2,327,552 549,370 2,084,641 Total $ 66,069,087 $ 68,419,966 $ 63,339,685 $ 68,577,844 -100.00% -7.64% -10.44% 0.23% 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 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 2013-14 Adopted 12.000 8.000 5.000 20.000 223.000 88.000 11.000 53.000 24.000 10.000 25.000 479.000 2013-14 Revised 10.000 8.000 5.000 20.000 218.000 90.000 11.000 53.000 24.000 10.000 30.000 479.000 Ongoing and One-time Personnel Services detail not availab le for 2012-13 Actual Expenditures. 332 % Change 2014-15 Adopted to Adopted Adopted 10.000 -16.67% 8.000 0.00% 5.000 0.00% 21.000 5.00% 218.000 -2.24% 90.000 2.27% 11.000 0.00% 53.000 0.00% 24.000 0.00% 11.000 10.00% 30.000 20.00% 481.000 0.42% City of Chandler 2014-15 Adopted Budget Police Department 2013-14 Police Accomplishments  Crime in Chandler continues to decline. When comparing 2013 to 2012 crime rate, overall Part I crime decreased 10.9%; violent crimes decreased 9.4%; and non-violent crime decreased 11.1%.  Participation with the FBI (Federal Bureau of Investigations) Human Trafficking Task Force began in early 2014, aligning with the Chandler Police Department Strategic Plan to strengthen relationships and partnerships. The collaborative sharing of personnel, information, and resources has already garnered successes. Other new partnerships in Fiscal Year (FY) 2013-14 include participation in the FBI Joint Terrorism Task Force, the FBI Cyber Crimes Task Force, and the DEA (Drug Enforcement Agency) Phoenix Task Force.  In the fall of 2013, the Department completed construction of the K-9 Kennel Facility. This project created a 350 square foot space to house police canines. This temperature controlled, enclosed area provides a safe space for the canines as well as a washing station and storage for specialized equipment and supplies.  The Firing Range Improvement Project was completed during FY 2013-14. This project involved the installation of specialized wall and ceiling panels as well as modifications to the sprinkler and lighting systems. The specialized panels meet new acoustical and pressure wave reduction requirements.  The Chandler Police Department Training Unit partnered with AZ POST (Arizona Peace Officer Standards and Training Board) to offer a leadership class for the Chandler Police Department and other agencies. The commitment to leadership training supports the citywide focus on succession planning. Leadership trainings in FY 2013-14 also included FBI National Academy, FBI Law Enforcement Executive Development Association (LEEDA), and the Arizona Leadership Program at AZ POST.  Members of the Robbery/Homicide Unit concentrated on the review of cold cases. As a result, workable leads were identified and action plans were developed. These efforts lead to the identification and arrest of suspects concerning two prominent homicide investigations that had remained unsolved for several years.  On April 16, 2014, the Chandler Police Special Assignment Unit Crisis Negotiations Team (CNT) placed first in the Arizona Tactical Officer's Association (ATOA) statewide negotiators competition. The all-day scenario tested teams in areas such as primary negotiations, intelligence gathering, communication, teamwork, and problem solving. The teams were evaluated on individual tasks as well as overall effectiveness at working together.  In 2013, the Chandler Police Communications section was recognized by the National Center for Missing & Exploited Children. This recognition is awarded to agencies who are committed to following best practices and who have met the policy and training requirements established by the National Center for Missing & Exploited Children and its partners in the Missing Kids and 9-1-1 Readiness Project.  In January 2014, Chandler Police Department completed the MorphoIDent project, five months ahead of schedule. The purpose of this project was to provide a solution for identification of persons in the field through the utilization of a mobile biometric device. Efficiencies are realized by eliminating the need to transport persons without physical identification to the closest substation for fingerprinting.  In 2013, sixty-one volunteers donated 12,581 hours of service through the Chandler Police Department Volunteers in Policing program. The added value for hours contributed is $279,927. 333 City of Chandler 2014-15 Adopted Budget Police Department Division: Cost Center: Police Administration 2010 P olice Administration provides leadership and resources for the accomplishment of the Department's mission of public safety for the citizens of Chandler. 2014-15 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 2011-12 Actual Priority 1 average response time (min:sec) 6:27 Priority 2 average response time (min:sec) 19:52 Priority 3 average response time (min:sec) 20:10 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * (1) 6:21 5:00 6:21 (1) 17:37 15:00 16:20 (1) 36:39 30:00 33:13 Part 1 Crimes Against Persons per 1,000 population 2.1 1.8 Part 1 Crimes Against Property per 1,000 population 31.1 Number of sustained external citizen complaints per 10,000 population 0.00 (1) (2) 2014-15 Projected (2) 5:00 (2) 15:00 (2) 30:00 2.0 1.7 2.0 26.1 32.0 25.4 32.0 0.08 0.45 0.25 0.45 Data reported from 4/3/12 to 6/30/12 due to implementation of new computer aided-dispatch system and redefined prioritizations. Data reported from 7/1/13 to 12/31/13. No annualized projection was calculated. * 2013-14 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. 334 City of Chandler 2014-15 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 F Grant Fund Grand Total 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget % Change Adopted To Adopted $ 1,800,298 $ 1,707,431 $ 1,690,172 $ 1,585,544 $ 1,429,578 1,707,431 1,690,172 1,585,544 1,429,578 56,455 115,704 396,843 329,501 122,709 199,976 1,621,110 1,556,224 394,455 897,405 161,815 559,350 565,889 96,226 559,350 8,158 70,016 70,016 16,000 70,016 500 500 500 379,279 634,822 634,822 233,757 638,822 38,716 400,000 491,926 350,000 546,750 1,676,567 980,000 786,186 152,152 980,000 27,418 30,000 82,690 43,397 30,000 $ 4,348,682 $ 6,118,933 $ 6,275,268 $ 3,201,032 $ 5,275,130 $ 1,963,168 $ 1,951,933 $ 2,249,239 $ 1,882,308 $ 1,887,130 2,289,425 3,000,000 3,136,594 1,156,924 3,000,000 96,089 1,167,000 889,435 161,800 388,000 $ 4,348,682 $ 6,118,933 $ 6,275,268 $ 3,201,032 $ 5,275,130 -16.27% -16.27% N/A 6.05% -44.64% 0.00% 0.00% 0.00% 0.63% 36.69% 0.00% 0.00% -13.79% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. Authorized Positions Position Title Assistant Police Chief Executive Assistant Police Chief Police Lieutenant Police Officer Police Sergeant Police Technology Manager Senior Executive Assistant Senior Legal Secretary Video Production Specialist Total 2010-11 Revised 2 1 1 1 2 2 1 1 1 2 14 2011-12 Revised 2 1 1 1 1 2 1 1 1 2 13 2012-13 Revised 2 1 1 1 1 2 0 1 1 2 12 2013-14 Adopted 2 1 1 1 1 2 0 1 1 2 12 2013-14 Revised 2 1 1 0 1 1 0 1 1 2 10 2014-15 Adopted 2 1 1 0 1 1 0 1 1 2 10 Significant Budget and Staffing Changes During Fiscal Year (FY) 2013-14, one Police Sergeant and one Police Lieutenant were transferred to cost center 2040, Criminal Investigations. FY 2014-15 reflects one-time funding for construction costs for the new Gilbert/Chandler Holding Facility Cooperative, a one-time increase of $45,000 for anticipated proceeds related to the sale of weapons in accordance with HB 2455, and decreases due to one-time grant funding that was approved in FY 2013-14. Ongoing funding is included for specialty equipment for the Special Assignment Unit (SAU). 335 City of Chandler 2014-15 Adopted Budget Police Department The Professional Standards Section is responsible for maintaining 460 Commission on Accreditation for Law Enforcement Agencies (CALEA) standards; recruitment, selection and hiring of Police Department personnel; and the coordination of Internal Affairs investigations. Division: Cost Center: Professional Standards 2015 2014-15 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. (1) ♦ Maintain a 120-day or less hiring process for sworn personnel. ♦ Provide fair, impartial and timely coordination and investigation of internal and external complaints against Department employees. Measures Number of special inspections/audits Number of recruitment events Average number of days for hiring process for sworn positions (1) (2) 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected (2) 20 0 0 4 180 90 120 36 30 30 0 0 110 70 20 Objective changed from 180 to 120 day or less hiring process for sworn personnel effective Fiscal Year 2014-15. Reduced frequency of citation audit reports. Citation audits conducted monthly, reports generated semi-annually as opposed to monthly. * 2013-14 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 336 City of Chandler 2014-15 Adopted Budget Police Department    Professional Standards – 2015    Budget Summary 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget Description Personnel Services Total Personnel $ 1,032,639 $ 996,790 $ 1,005,392 $ 999,606 $ 1,026,218 Ongoing* 996,790 1,005,392 999,606 1,026,218 One-time* Professional/Contract 15,438 17,640 19,653 19,653 18,090 Operating Supplies 4,657 4,395 4,395 5,930 4,365 Repairs/Maintenance 450 3,050 3,050 580 3,050 Communications/Transportation 6,000 7,347 7,347 7,347 7,347 Other Charges/Services 9,317 14,892 14,892 14,392 14,892 Total Cost Center - 2015 $ 1,068,500 $ 1,044,114 $ 1,054,729 $ 1,047,508 $ 1,073,962 General Fund $ 1,068,500 $ 1,044,114 $ 1,054,729 $ 1,047,508 $ 1,073,962 % Change Adopted To Adopted 2.95% 2.95% N/A 2.55% -0.68% 0.00% 0.00% 0.00% 2.86% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. Authorized Positions Position Title Police Administrative Specialist Police Lieutenant Police Officer Police Research Assistant Police Sergeant Total 2010-11 Revised 1 1 3 1 2 8 2011-12 Revised 1 1 3 1 2 8 2012-13 Revised 1 1 3 1 2 8 Significant Budget and Staffing Changes There are no significant changes for Fiscal Year 2014-15. 337 2013-14 Adopted 1 1 3 1 2 8 2013-14 Revised 1 1 3 1 2 8 2014-15 Adopted 1 1 3 1 2 8 City of Chandler 2014-15 Adopted Budget Police Department The Property and Evidence Unit receives records, safeguards and properly disposes of more than 60,000 items of property and/or evidence turned in by police officers. Disposition includes returning found items to citizens who have been properly identified as the owner. Division: Cost Center: Property and Evidence 2020 2014-15 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 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 100% 100% 100% 100% 100% 1 2 2 2 2 12 12 12 12 12 1.4% 1.1% 3.0% 1.4% 3.0% * 2013-14 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. 338 City of Chandler 2014-15 Adopted Budget Police Department    Property and Evidence – 2020    Budget Summary 2012-13 Actual Expenditures Description Personnel Services Total Personnel $ Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Total Cost Center - 2020 $ General Fund $ 2013-14 Adopted Budget 389,501 $ 9,301 11,804 7,417 151 1,463 419,636 $ 419,636 $ 2013-14 Adjusted Budget 388,934 $ 388,934 10,500 13,862 8,043 1,200 890 423,429 $ 423,429 $ 2013-14 Estimated Expenditures 394,085 $ 394,085 10,500 13,862 8,043 1,200 990 428,680 $ 428,680 $ 2014-15 Adopted Budget 394,666 $ 394,666 9,500 11,462 7,368 200 1,090 424,286 $ 424,286 $ % Change Adopted To Adopted 396,451 396,451 10,500 13,897 8,043 1,200 890 430,981 430,981 1.93% 1.93% N/A 0.00% 0.25% 0.00% 0.00% 0.00% 1.78% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. Authorized Positions Position Title Police Records Specialist Property and Evidence Supervisor Property and Evidence Technician Total 2010-11 Revised 1 1 3 5 2011-12 Revised 1 1 3 5 2012-13 Revised 1 1 3 5 Significant Budget and Staffing Changes There are no significant changes for Fiscal Year 2014-15. 339 2013-14 Adopted 1 1 3 5 2013-14 Revised 1 1 3 5 2014-15 Adopted 1 1 3 5 City of Chandler 2014-15 Adopted Budget Police Department The Forensic Services Section provides support to police officers by collecting, processing and analyzing crime scene evidence. In-house responsibilities include latent print comparisons, analysis of blood for alcohol and the analysis of controlled substances. Division: Cost Center: Forensic Services 2021 2014-15 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 2011-12 Actual 2012-13 Actual % of requests for blood alcohol analysis completed within 30 days 100% % of requests for controlled substances analysis completed within 60 days 22% (1) Return AFIS results within 24 hours 96% Analyze all latents and enter AFISquality latents into AFIS within 14 days 95% Complete all requests for photograph copies within 14 days 100% 100% 40% (1) 96% 42% (3) 100% (1) Decrease in case turnaround is due to staffing levels. Performance projection is assuming full staffing and completion of training. (3) Decrease due to staff in latent training program. (2) * 2013-14 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 340 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 100% 85% 100% (2) (2) 90% 95% (2) 95% 97% 95% 95% (2) 100% 20% (3) 100% 95% 95% (2) 95% City of Chandler 2014-15 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 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget % Change Adopted To Adopted $ 1,852,531 $ 1,787,979 $ 1,817,651 $ 1,737,834 $ 1,909,786 1,787,979 1,817,651 1,737,834 1,909,786 13,965 12,000 19,264 13,034 62,000 51,328 251,432 206,531 90,026 144,868 99,740 167,135 167,135 157,135 176,855 5,995 4,620 6,620 5,685 6,620 532 8,512 7,962 15,962 14,177 9,162 45,000 38,474 35,000 $ 2,032,603 $ 2,231,128 $ 2,278,163 $ 2,056,365 $ 2,344,291 $ 2,030,734 $ 2,068,128 $ 2,115,163 $ 2,012,691 $ 2,284,291 1,869 163,000 163,000 43,674 60,000 $ 2,032,603 $ 2,231,128 $ 2,278,163 $ 2,056,365 $ 2,344,291 6.81% 6.81% N/A 416.67% -42.38% 5.82% 43.29% N/A 15.07% N/A N/A 5.07% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. Authorized Positions Position Title Crime Scene Supervisor Crime Scene Technician I Crime Scene Technician II Criminalist II Criminalist III Latent Print Examiner II Police Administrative Specialist Police Forensics Service Section Manager Supervising Criminalist Total 2010-11 Revised 2 2 9 4 0 2 2 1 1 23 2011-12 Revised 2 2 9 5 0 1 2 1 1 23 2012-13 Revised 2 1 9 3 0 1 2 1 1 20 2013-14 Adopted 2 1 9 3 0 1 2 1 1 20 2013-14 Revised 2 1 9 3 0 1 2 1 1 20 2014-15 Adopted 2 1 9 3 1 1 2 1 1 21 Significant Budget and Staffing Changes Fiscal Year (FY) 2014-15 reflects the addition of one Criminalist III position and one-time funding for contract services for latent print analysis. One-time and ongoing funding is included for equipment costs for the new Gilbert/Chandler Holding Facility Cooperative. Decreases are reflected due to the expiration of one-time grant funding that was approved in FY 2013-14. 341 City of Chandler 2014-15 Adopted Budget Police Department Field Operations is responsible for patrolling and traffic control of the City’s roadways. Field Operations is comprised of traditional patrol officers, the motorcycle unit, the bicycle team, the K-9 team, 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 2014-15 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 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected Number of directed traffic enforcement initiatives 100 245 110 201 110 Accidents per 1,000 population 14.2 14.1 14.0 14.5 14.0 2,146 1,592 2,500 1,938 2,000 48 308 48 230 230 (2) 66% 100% 85% 85% Number of hours officers are dedicated (1) to making warrant arrests Number of crime reduction plans developed to address public safety issues Percentage of proactive crime reduction (2) briefings held 216 (1) Effective Fiscal Year (FY) 2013-14 data will be extracted from the records management system and will be limited to teams assigned to cost center 2030, Field Operations. (2) Measure changed from “Number of monthly briefings on proactive crime reduction strategies” effective FY 2012-13. * 2013-14 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. 342 City of Chandler 2014-15 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 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected Number of citizen community meetings 2 (1) 102 48 58 48 Number of Citizen Satisfaction Surveys completed 132 107 100 76 100 Number of traffic safety and education special events conducted 16 68 20 43 20 (1) Improved internal tracking of community meetings to include all public meetings attended by Field Operations effective Fiscal Year (FY) 2011-12. (2) 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 (2) 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. (2) Measures 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected Number of park visits per year 7,603 9,454 8,160 8,146 N/A Number of foot patrol hours per year 3,199 3,987 3,600 3,965 N/A (2) Goal, Objectives, and Measures moved to cost center 2080, Police Community Resources and Training, during FY 2013-14. * 2013-14 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 343 City of Chandler 2014-15 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 Machinery/Equipment Capital Replacement Total Cost Center - 2030 General Fund Grant Fund Grand Total 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget % Change Adopted To Adopted $ 28,055,259 $ 26,478,162 $ 26,970,058 $ 26,936,261 $ 26,761,741 26,478,162 26,970,058 26,936,261 26,761,741 9,656 12,126 16,287 11,200 12,126 1,679,145 1,878,365 1,784,534 1,698,912 1,869,820 32,470 50,746 58,413 47,180 50,746 31,864 27,679 27,679 24,675 27,679 16,918 16,544 16,544 6,500 16,544 25,452 25,072 25,072 24,290 25,072 6,000 916,810 916,810 916,810 916,810 916,810 $ 30,767,575 $ 29,405,504 $ 29,821,397 $ 29,665,828 $ 29,680,538 $ 30,586,314 $ 29,124,504 $ 29,540,397 $ 29,551,663 $ 29,399,538 181,260 281,000 281,000 114,165 281,000 $ 30,767,575 $ 29,405,504 $ 29,821,397 $ 29,665,828 $ 29,680,538 1.07% 1.07% N/A 0.00% -0.45% 0.00% 0.00% 0.00% 0.00% N/A 0.00% 0.94% * Ongoing and One-time Personnel Services detail not available for 2012-13 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 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 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 2013-14 Revised 0 1 0 6 3 1 9 166 1 27 4 218 2014-15 Adopted 0 1 0 6 3 1 9 166 1 27 4 218 Significant Budget and Staffing Changes During Fiscal Year 2013-14, five Park Rangers were transferred to cost center 2080, Community Resources and Training. 344 City of Chandler 2014-15 Adopted Budget Police Department The Criminal Investigations Bureau is responsible for thoroughly investigating serious crimes committed against persons, property and/or the State of Arizona. In doing so, investigators utilize specialized investigative skills and techniques to aid in solving these crimes. In addition, the Bureau maintains informative databases and investigative files on criminal street gangs and sex offenders. Division: Cost Center: Criminal Investigations 2040 2014-15 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. Measures 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected Criminal Investigations clearance rate 73% 81% 80% 80% 80% Percentage of submitted cases requiring no further investigation 93% 85% 90% 85% 85% Number of special projects in response to crime trends 24 56 25 50 50 Number of gang awareness presentations 20 20 24 25 24 100% 100% 80% 80% 80% Percent of all VDO’s responded to within 30 (1) days (1) Objective and Measure changed from 60 days effective Fiscal Year 2012-13. * 2013-14 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. 345 City of Chandler 2014-15 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 Total Cost Center - 2040 General Fund Grant Fund Grand Total 2012-13 Actual Expenditures 2013-14 Adjusted Budget 2013-14 Adopted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget % Change Adopted To Adopted $ 11,804,993 $ 10,886,351 $ 11,375,350 $ 11,180,827 $ 11,571,434 10,886,351 11,375,350 11,180,827 11,571,434 4,654 3,725 4,127 4,127 3,725 60,842 353,772 71,215 46,700 248,772 606 2,288 7,288 5,596 2,288 167,879 156,595 169,584 158,120 181,214 3,750 1,000 4,000 3,750 1,000 106,532 113,176 116,973 88,228 118,176 $ 12,149,254 $ 11,516,907 $ 11,748,537 $ 11,487,348 $ 12,126,609 $ 11,916,027 $ 11,114,907 $ 11,226,537 $ 11,179,728 $ 11,574,609 233,228 402,000 522,000 307,620 552,000 $ 12,149,254 $ 11,516,907 $ 11,748,537 $ 11,487,348 $ 12,126,609 6.29% 6.29% N/A 0.00% -29.68% 0.00% 15.72% 0.00% 4.42% 5.29% * Ongoing and One-time Personnel Services detail not available for 2012-13 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 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 Revised 4 1 0 2 65 0 12 1 3 88 2013-14 Adopted 4 1 0 2 65 0 12 1 3 88 2013-14 Revised 4 1 0 3 65 0 13 1 3 90 2014-15 Adopted 4 1 0 3 65 0 13 1 3 90 Significant Budget and Staffing Changes During Fiscal Year (FY) 2013-14, one Police Sergeant and one Police Lieutenant were transferred from cost center 2010, Police Administration. FY 2014-15 reflects increases for overtime grants. Ongoing funding is included for training and travel related to various specialties. Decreases are reflected due to one-time grant funding that was approved in FY 2013-14. 346 City of Chandler 2014-15 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. Division: Cost Center: Planning and Research 2050 2014-15 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 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 107 93 100 95 95 38 36 33 33 33 Number of crime analysis products provided 814 696 650 700 700 Number of Uniform Crime Reports produced 11 11 12 12 12 Number of deployment and efficiency studies performed 62 47 50 36 40 Number of grants/IGAs/MOUs prepared * 2013-14 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. 347 City of Chandler 2014-15 Adopted Budget Police Department    Planning and Research – 2050    Budget Summary 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget Description Personnel Services Total Personnel $ 1,011,643 $ 1,082,414 $ 1,096,051 $ 1,077,423 $ 1,099,379 Ongoing* 1,082,414 1,096,051 1,077,423 1,099,379 One-time* Operating Supplies 25,302 31,604 31,604 12,899 31,604 Repairs/Maintenance 1,492 6,862 6,862 5,520 6,862 Communications/Transportation 3,128 7,720 7,720 7,000 7,720 Other Charges/Services 5,678 4,801 4,801 3,185 4,801 Total Cost Center - 2050 $ 1,047,243 $ 1,133,401 $ 1,147,038 $ 1,106,027 $ 1,150,366 General Fund $ 1,047,243 $ 1,133,401 $ 1,147,038 $ 1,106,027 $ 1,150,366 % Change Adopted To Adopted 1.57% 1.57% N/A 0.00% 0.00% 0.00% 0.00% 1.50% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. Authorized Positions Position Title Crime Analysis Supervisor Management Assistant Police Crime Analysis Data Technician Police Investigative Assistant Police Planning and Research Analyst Police Planning and Research Manager Police Planning Assistant Total 2010-11 Revised 1 0 0 0 4 1 2 8 2011-12 Revised 1 0 0 2 4 1 2 10 2012-13 Revised 1 1 0 2 4 1 2 11 2013-14 Adopted 1 1 0 2 4 1 2 11 2013-14 Revised 1 1 2 2 4 1 0 11 2014-15 Adopted 1 1 2 2 4 1 0 11 Significant Budget and Staffing Changes During Fiscal Year 2013-14, two Police Planning Assistant positions were renamed Police Crime Analysis Data Technician. 348 City of Chandler 2014-15 Adopted Budget Police Department The Communications Section provides emergency and non-emergency police services to the public and supports other City departments in carrying out their public safety responsibilities by providing radio and computer aided dispatch. Division: Cost Center: Communications 2060 2014-15 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. (1) ♦ Maintain a median queue of 30 seconds or less on Priority 1 calls for service (entered to dispatched). ♦ 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 (2) center 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected N/A 324,622 332,000 316,000 316,000 Percentage of calls arriving at the PSAP answered within 10 seconds (2) during the busy hour N/A 97% 90% 98% 90% Percentage of 9-1-1 calls answered (2) within 20 seconds N/A 97% 90% 98% 95% (3) 87% 85% 85% 85% (3) 31 (1) 30 30 Percentage of Priority 1 calls received through 9-1-1 entered into the system within one minute of time received N/A Median number of seconds in queue on Priority 1 calls (entered to (1) dispatched) N/A (1) 95% Effective Fiscal Year (FY) 2012-13, reporting was changed from percentage to number of seconds. New measure effective FY 2012-13. (3) FY 2011-12 data not available due to new technology systems. (2) * 2013-14 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 349 City of Chandler 2014-15 Adopted Budget Police Department    Communications – 2060    Budget Summary 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget Description Personnel Services Total Personnel $ 4,047,318 $ 4,181,561 $ 4,248,451 $ 4,131,905 $ 4,198,658 Ongoing* 4,181,561 4,248,451 4,131,905 4,198,658 One-time* Professional/Contract 6,933 7,200 15,030 8,000 7,200 Operating Supplies 154,579 122,805 129,768 121,422 51,075 Repairs/Maintenance 249,284 670,720 679,107 799,140 744,932 Communications/Transportation 24,278 9,706 15,230 20,400 26,330 Other Charges/Services 540,878 560,915 615,690 609,592 605,679 Machinery/Equipment 413,390 577,275 415,055 386,000 331,473 Capital Replacement 209,228 216,362 216,482 216,752 217,788 Total Cost Center - 2060 $ 5,645,887 $ 6,346,544 $ 6,334,813 $ 6,293,211 $ 6,183,135 General Fund $ 5,645,887 $ 6,346,544 $ 6,334,813 $ 6,293,211 $ 6,183,135 % Change Adopted To Adopted 0.41% 0.41% N/A 0.00% -58.41% 11.06% 171.28% 7.98% -42.58% 0.66% -2.57% * Ongoing and One-time Personnel Services detail not available for 2012-13 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 Radio Communications Analyst Police Technology Manager Senior Police Communications Technician Total 2010-11 Revised 1 6 29 8 1 2 1 1 0 0 2 51 2011-12 Revised 1 6 29 8 1 2 1 1 0 0 2 51 2012-13 Revised 1 6 29 8 1 2 2 1 0 1 2 53 2013-14 Adopted 1 6 29 8 1 2 2 1 0 1 2 53 2013-14 Revised 1 6 29 8 1 2 2 1 1 1 1 53 2014-15 Adopted 1 6 29 8 1 2 2 1 1 1 1 53 Significant Budget and Staffing Changes During Fiscal Year (FY) 2013-14, one Senior Police Communications Technician position was reclassified to Police Radio Communications Analyst. FY 2014-15 reflects an ongoing increase for operations and maintenance related to the Regional Wireless Cooperative (RWC) agreement. Decreases are also reflected in FY 2014-15 due to one-time funding that was approved in FY 2013-14. 350 City of Chandler 2014-15 Adopted Budget Police Department Division: Cost Center: Records 2070 The Records Unit receives copies, distributes and files all offense reports generated by police officers. This area receives and fills requests for copies of records from individuals and agencies with a need for this type of information. 2014-15 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 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 96% 89% 90% 92% 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 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 100% 100% 100% 100% 100% 99% 96% 98% 98% 98% * 2013-14 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. 351 City of Chandler 2014-15 Adopted Budget Police Department    Records – 2070    Budget Summary 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget Description Personnel Services Total Personnel $ 1,682,340 $ 1,640,174 $ 1,663,802 $ 1,603,595 $ 1,656,321 Ongoing* 1,640,174 1,663,802 1,603,595 1,656,321 One-time* Operating Supplies 19,170 24,681 24,681 22,135 24,681 Repairs/Maintenance 6,759 6,750 7,897 6,800 6,750 Communications/Transportation 195 2,000 2,000 650 2,000 Other Charges/Services 15 1,500 1,500 550 1,500 Total Cost Center - 2070 $ 1,708,480 $ 1,675,105 $ 1,699,880 $ 1,633,730 $ 1,691,252 General Fund $ 1,708,480 $ 1,675,105 $ 1,699,880 $ 1,633,730 $ 1,691,252 % Change Adopted To Adopted 0.98% 0.98% N/A 0.00% 0.00% 0.00% 0.00% 0.96% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. Authorized Positions Position Title Police Records Specialist Police Records Supervisor Police Support Services Manager Total 2010-11 Revised 19 4 1 24 2011-12 Revised 19 4 1 24 2012-13 Revised 19 4 1 24 Significant Budget and Staffing Changes There are no significant changes for Fiscal Year 2014-15. 352 2013-14 Adopted 19 4 1 24 2013-14 Revised 19 4 1 24 2014-15 Adopted 19 4 1 24 City of Chandler 2014-15 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. 2014-15 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 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-14 Projected 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% * 2013-14 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. 353 City of Chandler 2014-15 Adopted Budget Police Department    Detention Services – 2071    Budget Summary 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget Description Personnel Services Total Personnel $ 719,043 $ 734,987 $ 747,273 $ 795,118 $ 817,328 Ongoing* 734,987 747,273 795,118 817,328 One-time* Professional/Contract 1,292,368 1,955,000 2,270,710 1,546,981 1,729,518 Operating Supplies 188 1,395 1,395 1,395 43,267 1,000 Communications/Transportation 2,000 Other Charges/Services Total Cost Center - 2071 $ 2,011,599 $ 2,691,382 $ 3,019,378 $ 2,343,494 $ 2,593,113 General Fund $ 2,011,599 $ 2,691,382 $ 3,019,378 $ 2,343,494 $ 2,593,113 % Change Adopted To Adopted 11.20% 11.20% N/A -11.53% 3001.58% N/A N/A -3.65% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. Authorized Positions Position Title Detention Officer Police Detention Supervisor Total 2010-11 Revised 5 1 6 2011-12 Revised 9 1 10 2012-13 Revised 9 1 10 2013-14 Adopted 9 1 10 2013-14 Revised 9 1 10 2014-15 Adopted 10 1 11 Significant Budget and Staffing Changes Fiscal Year 2014-15 reflects ongoing and one-time funding for equipment costs for the new Gilbert/Chandler Holding Facility Cooperative, as well as the addition of one Detention Officer and associated ongoing costs. Reductions to fuel and prisoner care funding will partially offset the increases. 354 City of Chandler 2014-15 Adopted Budget Police Department P olice Community Resources and Training programs include the School Resource Officer Program, the Crime Prevention Unit that strives to maximize citizens’ crime Cost Center: 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, Park Rangers, and the Training Unit that coordinates and documents all training for officers and civilians within the department. Division: Police Community Resources and Training 2080 2014-15 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: (1) ♦ Support the School Resource Officer (SRO) program in schools within the City of Chandler. ♦ Provide Law Related Education (LRE) instruction to students. Measures 2011-12 Actual 2012-13 Actual 2013-14 Year End Estimate * 2013-14 Projected 2014-15 Projected Number of schools within the City of Chandler with a SRO 100% 100% 100% 9 (1) 9 Number of LRE hours taught 2,050 2,297 2,000 2,100 2,000 (1) Effective Fiscal Year 2013-14, the measure was changed from a percentage to the number of schools, omitting the language of “traditional secondary schools within the City” due to variations in educational design. Goal: Conduct and/or participate in community programs such as Citizen and Youth Police Academies. Supports Priority Based Budgeting Goal(s): Safe Community; Leisure, Culture and Recreation Objective: ♦ Provide Citizen and Youth Police Academies to the community. Measures Number of Academies 2011-12 Actual 2012-13 Actual 8 7 * 2013-14 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. 355 2013-14 Year End Estimate * 2013-14 Projected 9 8 2014-15 Projected 8 City of Chandler 2014-15 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 2011-12 Actual 2012-13 Actual 13,479 14,055 2013-14 Projected 12,500 2013-14 Year End Estimate * 12,500 2014-15 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 2011-12 Actual 2012-13 Actual 100% 100% 2013-14 Projected 100% 2013-14 Year End Estimate * 100% 2014-15 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 contacts including presentations 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 2011-12 Actual 2012-13 Actual 245 259 * 2013-14 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. 356 2013-14 Projected 360 2013-14 Year End Estimate * 450 2014-15 Projected 360 City of Chandler 2014-15 Adopted Budget Police Department    Police Community Resources and Training – 2080    (1) 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 (1) 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. (1) Measures 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected Number of park visits per year 7,603 9,454 8,160 8,146 8.160 Number of foot patrol hours per year 3,199 3,987 3,600 3,965 3,600 (1) Goal, Objectives, and Measures moved from cost center 2030, Police Field Operations, during Fiscal Year 2013-14. * 2013-14 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. 357 City of Chandler 2014-15 Adopted Budget Police Department    Police Community Resources and Training – 2080    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Total Cost Center - 2080 General Fund Grant Fund Grand Total 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget % Change Adopted To Adopted $ 3,186,767 $ 2,965,315 $ 3,123,849 $ 3,153,304 $ 3,395,449 2,630,266 2,788,800 2,818,255 3,395,449 335,049 335,049 335,049 30 286,397 513,978 415,618 334,890 524,173 5,240 9,692 11,627 9,692 9,722 14,014 9,590 9,590 4,000 7,090 3,189 24,139 7,392 23,642 29,600 7,392 $ 3,519,777 $ 3,505,967 $ 3,584,326 $ 3,531,486 $ 3,943,826 $ 3,340,922 $ 3,210,967 $ 3,289,326 $ 3,332,221 $ 3,643,826 178,854 295,000 295,000 199,265 300,000 $ 3,519,777 $ 3,505,967 $ 3,584,326 $ 3,531,486 $ 3,943,826 14.51% 29.09% -100.00% N/A 1.98% 0.31% -26.07% N/A 0.00% 12.49% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. Authorized Positions Position Title Community Outreach Coordinator Park Ranger Police Administrative Specialist Police Employee Training Coordinator Police Lieutenant Police Officer Police Sergeant Police Training & Development Coordinator Police Volunteer Coordinator Total 2010-11 Revised 1 0 1 1 1 13 4 0 0 21 2011-12 Revised 1 0 1 1 1 13 4 0 0 21 2012-13 Revised 1 0 1 1 1 17 4 0 0 25 2013-14 Adopted 1 0 1 1 1 17 4 0 0 25 2013-14 Revised 0 5 1 0 1 17 4 1 1 30 2014-15 Adopted 0 5 1 0 1 17 4 1 1 30 Significant Budget and Staffing Changes During Fiscal Year (FY) 2013-14, the Police Employee Training Coordinator was reclassified to Police Training & Development Coordinator and one Community Outreach Coordinator position was reclassified to Police Volunteer Coordinator. Five Park Ranger positions were transferred from cost center 2030, Field Operations. Effective July 1, 2014, ongoing funding is provided to maintain three School Resource Officer (SRO) positions, which were funded on a one-time basis in FY 2013-14. These positions are offset by 50% through revenues from Chandler Unified School District (CUSD). Decreases are also reflected in FY 2014-15 due to reallocation of funds within the cost center operating accounts. 358 City of Chandler 2014-15 Adopted Budget Police Department Division: Cost Center: Police Capital 2100 Capital Budget Summary 2012-13 2013-14 Actual Adopted Description Expenditures Budget Contingencies/Reserves 1,916,467 Building/Improvements 550,096 Machinery/Equipment 799,755 Office Furniture/Equipment 411,085 Total Cost Center - 2100 $ 1,349,851 $ 2,327,552 General Gov't Capital Projects Fund $ 550,096 $ 1,279,965 Public Safety Bonds - Police 799,755 1,047,587 Grand Total $ 1,349,851 $ 2,327,552 2013-14 Adjusted Budget 1,752,701 79,316 440,090 $ 2,272,107 $ 1,224,520 1,047,587 $ 2,272,107 2013-14 2014-15 Estimated Adopted Expenditures Budget 1,644,551 105,000 4,280 440,090 440,090 $ 549,370 $ 2,084,641 $ 548,240 $ 1,116,370 1,130 968,271 $ 549,370 $ 2,084,641 % Change Adopted To Adopted -14.19% N/A N/A 7.06% -10.44% * Ongoing and One-time Personnel Services detail not available for 2012-13 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 Fiscal Year (FY) 2014-15. FY 2014-15 reflects the carryforward of uncompleted project funding from FY 2013-14. Additional detail on the capital program is available in the 20152024 Capital Improvement Program. 359 City of Chandler 2014-15 Adopted Budget Police Department 360 TRANSPORTATION & DEVELOPMENT 12-Contents Activities and Functions carried out by Departments/Divisions Accomplishments Goals, Objectives and Performance Measurements Budget Summary Position Summary RE, U T C U R T S A R F N I D SOLI SOLID FUTURE Transportation & Development City of Chandler 2014-15 Adopted Budget Transportation & Development Assistant City Manager Transportation & Development Administration Engineering Transportation Mapping/ Standards Transit Services Development Services Planning Land Use Planning Site Development 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. 361 City of Chandler 2014-15 Adopted Budget Transportation & Development The table below depicts the breakdown by division for the Fiscal Year (FY) 2014-15 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 2012-13 Actual Expenditures Expenditures by Cost Center 2013-14 Adopted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget Transportation and Dev Administration $ 943,313 $ 1,659,155 $ 1,689,563 $ 1,522,083 Planning 1,547,130 1,554,569 1,529,607 1,672,862 Development Services 3,264,680 4,143,330 4,062,760 3,467,378 Engineering 2,431,824 1,022,674 781,425 1,702,307 Capital Projects 1,411,138 1,905,274 1,869,020 1,675,869 Engineering Capital 195,539 Streets 8,046,629 8,748,244 8,181,437 9,252,708 Streets Capital 21,807,458 61,142,625 30,087,692 60,927,115 Traffic Engineering 5,955,802 6,308,330 4,621,707 6,556,106 Transit Services 798,517 1,550,735 1,150,977 1,541,459 Street Sweeping 1,150,072 950,429 1,006,379 1,458,442 Total $ 47,552,102 $ 88,985,365 $ 54,980,567 $ 89,776,329 Expenditures by Category Personnel & Benefits Total Personnel Ongoing(1) (1) One-time Operating & Maintenance Capital - Major -8.26% 7.61% -16.31% 66.46% -12.04% N/A 5.77% -0.35% 3.93% -0.60% 53.45% 0.89% $ 14,947,063 $ 15,841,860 $ 11,761,732 $ 16,042,701 14,947,063 10,602,042 22,002,997 Total $ 47,552,102 $ Staffing by Cost Center Transportation and Dev Administration Planning Development Services Engineering Capital Projects Streets Traffic Engineering Transit Services Street Sweeping Total (1) % Change Adopted to Adopted 2012-13 Revised 5.000 14.000 32.000 22.000 18.000 40.500 25.000 3.000 9.000 168.500 15,695,720 146,140 12,000,880 61,142,625 88,985,365 $ 11,615,592 146,140 13,131,143 30,087,692 54,980,567 $ 15,977,507 65,194 12,806,513 60,927,115 89,776,329 2013-14 Adopted 9.000 14.000 38.000 9.000 21.000 40.500 25.000 3.000 9.000 168.500 2013-14 Revised 9.000 14.000 38.000 9.000 21.000 40.500 25.000 3.000 9.000 168.500 % Change 2014-15 Adopted to Adopted Adopted 10.000 11.11% 15.000 7.14% 32.000 -15.79% 15.000 66.67% 19.000 -9.52% 40.500 0.00% 25.000 0.00% 3.000 0.00% 9.000 0.00% 168.500 0.00% Ongoing and One-time Personnel Services detail not availab le for 2011-12 Actual Expenditures. 362 1.80% -55.39% 6.71% -0.35% 0.89% City of Chandler 2014-15 Adopted Budget Transportation & Development 2013-14 Transportation & Development Accomplishments  Swept 65,960 curb-miles and removed 1,791 tons of debris from City streets.  City crews placed 1,865 tons of asphalt and 50,040 square feet of concrete on Chandler streets.  Designed and replaced walls along Rural Road and Carriage Lane.  Upgraded medians on Cooper Road from Ray Road north to the City border  Repaired 34,270 feet of curb and gutter, and 134,150 square feet of sidewalk.  Applied street seal material to 227.9 lane miles of roadway; milled and overlaid 57.3 lane miles of roadway.  Installed decomposed granite on Cooper Road, Dobson Road, Queen Creek Road, and Alma School Road.  Responded to 110 Storm Water compliance complaints, inspected 10,067 storm drainage structures, and maintained 1,905 storm drainage structures.  Improved service on Route 108 (Elliot Road) from 60-minute to 30-minute weekday service and added 60minute weekend service.  Added new Bus Route 56 (Priest/Ray Road) service in Chandler.  Transit enhanced service on Routes 81 (McClintock Drive) and 156 (Chandler Boulevard) by extending the route west across I-10 to City of Phoenix, adding two morning round trips weekdays, one Saturday morning round trip, and one Sunday westbound trip (Route 156) and Saturday service (Route 81).  Provided 13,584 non-ADA (Americans with Disabilities Act) trips and 33,636 ADA trips.  Completed 4,574 street light outage and other repairs and completed 2,787 traffic sign repairs and installations.  Installed new state-of-the-art traffic signal system and controller software to improve reliability of the Traffic Management Center and improve traffic flow.  Completed construction on the Galveston Street Bike/Pedestrian Bridge.  Received confirmation from the State of the City’s 2010 US Census challenge adding 203 residents, increasing shared tax revenues by $74,649 to date.  Amended Zoning Code for Group Home regulations.  Published City profile compiling population and other demographics used for research  Managed notable development applications including Wells Fargo expansion and General Motors office building.  Processed 6,006 building permits, a 21% increase over Fiscal Year 2012-13, with a construction value greater than $820M.  Reviewed 60 new commercial buildings.  The Small Business Assistance Team assisted 50 new and existing small businesses owners.  Completed 100% of the plan reviews per Senate Bill 1598 regulations and completed over 33,000 inspections.  Secured advanced Arterial Life Cycle Project funding for Gilbert Road (Chandler Heights to Hunt Highway) of $2.048M, McQueen Road (Ocotillo to Chandler Heights) of $3.895M and Queen Creek Road (McQueen to Gilbert) Design of $1.504M. 363 City of Chandler 2014-15 Adopted Budget Transportation & Development Division: Transportation & Development Administration 3010 Cost Center: Transportation & Development Administration is charged with providing management direction and support to the five operational areas that comprise the Transportation & Development Department. 2014-15 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 affecting them. Measures Requests from citizens Percentage of customer service requests responded to within 5 days Number of public meetings with citizens/neighborhoods/businesses 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 4,279 3,921 4,000 4,200 4,300 95% 95% 95% 95% 95% 45 33 25 32 30 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 2011-12 Actual 133 2012-13 Actual 147 * 2013-14 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. 364 2013-14 Projected 120 2013-14 Year End Estimate * 116 2014-15 Projected 115 City of Chandler 2014-15 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 Office Furniture/Equipment Total Cost Center - 3010 General Fund 2012-13 Actual Expenditures $ 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget % Change Adopted To Adopted 694,579 $ 1,120,847 $ 1,144,202 $ 1,148,617 $ 1,233,660 694,579 1,120,847 1,144,202 1,148,617 1,233,660 229,172 500,900 510,528 510,528 250,900 3,441 16,226 16,226 11,226 13,447 759 3,715 3,715 3,715 3,715 2,727 9,007 9,007 7,017 9,401 3,761 8,460 8,460 8,460 10,960 8,874 943,313 $ 1,659,155 $ 1,692,138 $ 1,689,563 $ 1,522,083 943,313 $ 1,659,155 $ 1,692,138 $ 1,689,563 $ 1,522,083 $ $ 10.06% 10.06% N/A -49.91% -17.13% 0.00% 4.37% 29.55% N/A -8.26% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. Authorized Positions Position Title Construction Project Coordinator Development Project Administrator Development Project Coordinator Engineer Assistant Management Assistant Regulatory Affairs Manager Senior Executive Assistant Senior Management Assistant Transportation & Development Director Transportation Manager Total 2010-11 Revised 0 0 0 0 1 1 1 0 1 1 5 2011-12 Revised 0 0 0 0 0 1 1 1 1 1 5 2012-13 Revised 0 0 0 0 0 1 1 1 1 1 5 2013-14 Adopted 0 2 1 1 0 1 1 1 1 1 9 2013-14 Revised 0 2 1 1 0 1 1 1 1 1 9 2014-15 Adopted 1 2 1 1 0 1 1 1 1 1 10 Significant Budget and Staffing Changes Effective July 1, 2014, one Construction Project Coordinator is transferred from cost center 3025, Capital Projects. Fiscal Year 2014-15 reflects one-time funding for in Professional/Contract for on call temporary inspection services. 365 City of Chandler 2014-15 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. Division: Cost Center: Planning 1510 2014-15 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 (1) 2011-12 Actual 2012-13 Actual (1) 80% 151 160 70% 86% 117 2013-14 Projected 2013-14 Year End Estimate * 70% (1) 138 2014-15 Projected 70% (1) 140 Reduced percentages reflect an increase in case amounts per Planner assignments, shifting the hearing date commitments to later in the process, and a new emphasis on front end processes historically employed at the later portion of the development review process. * 2013-14 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. 366 City of Chandler 2014-15 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 Total number of plan reviews 2011-12 Actual 2012-13 Actual 2013-14 Projected 2014-15 Projected (1) 1,650 1,700 98% 98% 96% 96% 98% 98% 98% 98% 1,249 1,495 Percentage completed within 20-day turnaround time 98% Percentage of field inspections completed within 24 hours 98% (1) 2013-14 Year End Estimate * 2,000 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 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 3 4 3 3 3 5 3 2 3 4 * 2013-14 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. 367 City of Chandler 2014-15 Adopted Budget Transportation & Development    Planning – 1510    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 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 321 157 250 160 160 99% 100% 100% 100% 100% 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 2011-12 Actual 100% 2012-13 Actual 100% * 2013-14 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. 368 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 100% 100% 100% City of Chandler 2014-15 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 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget $ 1,453,012 $ 1,464,872 $ 1,487,187 $ 1,491,770 $ 1,577,554 1,453,012 1,464,872 1,487,187 1,491,770 1,577,554 46,742 12,000 12,000 3,000 12,000 13,825 38,377 38,377 13,858 40,877 3,370 10,650 10,650 3,750 8,150 7,951 16,790 16,790 8,001 16,901 1,720 7,042 7,042 4,390 12,542 15,671 4,838 4,838 4,838 4,838 4,838 $ 1,547,130 $ 1,554,569 $ 1,576,884 $ 1,529,607 $ 1,672,862 $ 1,547,130 $ 1,554,569 $ 1,576,884 $ 1,529,607 $ 1,672,862 % Change Adopted To Adopted 7.69% 7.69% N/A 0.00% 6.51% -23.47% 0.66% 78.10% N/A 0.00% 7.61% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. Authorized Positions Position Title 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 2010-11 Revised 1 1 2 1 1 1 1 1 1 2 4 1 1 2 2 22 2011-12 Revised 1 1 2 1 1 1 1 1 1 2 4 1 1 2 2 22 2012-13 Revised 2 0 2 1 1 1 1 0 0 1 0 1 1 1 2 14 2013-14 Adopted 2 0 2 1 1 1 1 0 0 1 0 1 1 1 2 14 2013-14 Revised 2 0 2 1 1 1 1 0 0 1 0 1 1 1 2 14 2014-15 Adopted 2 0 2 1 1 1 1 0 0 1 0 1 1 2 2 15 Significant Budget and Staffing Changes Effective July 1, 2014, one Site Development Inspector position is transferred from cost center 3025, Capital Projects. Fiscal Year 2014-15 incorporates a one-time increase in Other Charges/Services for the Architectural Excellence award program. 369 City of Chandler 2014-15 Adopted Budget Transportation & Development Division: Cost Center: Development Services 1530 Development Services reviews and issues permits for all development projects, and provides building and structural plan review, and building inspection associated with subdivision and site development. 2014-15 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. 2013-14 2011-12 2012-13 2013-14 Year End 2014-15 Measures Actual Actual Projected Estimate * Projected Percent of plan reviews completed within 20 (1) working days Number of nonresidential projects submitted Number of permits issued % of non-exempt building and structural plan review projects completed within the statutory overall time (3) frame % of building permit applications processed (3) within 10 days % of projects eligible for self-certification that are processed via self(3) certification (1) (2) (3) (1) N/A N/A 1,500 (2) 3,000 (2) 1,700 4,000 1,500 3,000 N/A 100% 100% 100% N/A N/A 70% 80% 80% N/A N/A 1% 0.1% 0.1% 95% 100% N/A 1,701 4,963 2,040 4,073 N/A (1) (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. New measure effective FY 2013-14. Applications were and will be tracked to be processed within 10 days rather than the originally projected 7 days. This measurement reflects receipt of application through issuance. * 2013-14 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. 370 City of Chandler 2014-15 Adopted Budget Transportation & Development    Development Services – 1530    Goal: 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: ♦ Review civil plans for compliance with all applicable subdivision codes and other regulatory requirements and standards. 2011-12 Actual Measures % Plan reviews completed and (1) processed within 20 working days Average number of reviews per project Number of drawing sheets (1) reviewed Number of residential subdivisions (1) submitted Number of residential lots created % of non-exempt plan review projects completed within the (2) statutory overall time frame (1) (2) (1) 2012-13 Actual 2013-14 Projected (1) N/A 98% 92% 3.0 3.0 5,000 1,409 N/A 15 12 N/A 162 503 N/A N/A Measure discontinued effective Fiscal Year (FY) 2013-14. New measure effective FY 2013-14. * 2013-14 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. 371 3.0 2013-14 Year End Estimate * (1) N/A 3.0 (1) N/A (1) N/A N/A (1) 100% 2014-15 Projected (1) N/A 3.0 (1) N/A (1) (1) N/A N/A (1) N/A 100% 100% (1) (1) City of Chandler 2014-15 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 Rents/Utilities Other Charges/Services Machinery/Equipment Capital Replacement Total Cost Center - 1530 General Fund 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget $ 3,138,058 $ 3,790,332 $ 3,845,640 $ 3,779,203 $ 3,101,325 3,138,058 3,790,332 3,845,640 3,779,203 3,101,325 9,755 28,000 28,871 100 28,000 55,594 87,655 94,990 66,611 141,048 1,900 28,184 28,184 22,847 27,684 12,294 27,010 27,010 17,050 26,526 3,000 3,000 3,000 3,000 17 12,846 33,700 33,700 28,500 29,940 8,767 120,000 120,000 120,000 82,000 25,449 25,449 25,449 25,449 27,855 $ 3,264,680 $ 4,143,330 $ 4,206,844 $ 4,062,760 $ 3,467,378 $ 3,264,680 $ 4,143,330 $ 4,206,844 $ 4,062,760 $ 3,467,378 % Change Adopted To Adopted -18.18% -18.18% N/A 0.00% 60.91% -1.77% -1.79% 0.00% N/A -11.16% -31.67% 9.45% -16.31% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. 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 Senior Building Inspector Senior Plans Examiner Structural Engineer Total 2010-11 Revised 3 10 1 1 7 1 2 0 1 1 3 1 0 2 1 1 35 2011-12 Revised 3 10 1 1 7 1 2 0 1 1 1 1 0 2 3 1 35 2012-13 Revised 1 10 1 1 7 1 2 0 1 1 1 1 0 2 2 1 32 2013-14 Adopted 1 10 1 1 7 1 2 1 1 1 1 1 1 2 6 1 38 2013-14 Revised 1 10 1 1 7 1 2 1 1 1 1 1 1 2 6 1 38 2014-15 Adopted 1 10 1 1 7 1 2 0 1 1 1 1 0 2 2 1 32 Significant Budget and Staffing Changes Effective July 1, 2014, one Development Services Engineer, one Principal Plans Examiner, and four Senior Plans Examiner positions are transferred to cost center 3020, Engineering. Fiscal Year 2014-15 incorporates a one-time increase in Machinery/Equipment and an ongoing increase in Capital Replacement to accommodate a vehicle replacement. 372 City of Chandler 2014-15 Adopted Budget Transportation & Development E ngineering is responsible for assuring compliance with City standard details and specifications, and code requirements for public and private development through the civil plan review process. The division is also responsible for maintaining engineering records on all City infrastructure and assuring that it is accurately presented in the City’s Geographical Information System (GIS). Division: Cost Center: Engineering 3020 2014-15 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) 2011-12 Actual 10% 2012-13 Actual (1) 31% 2013-14 Projected (2) N/A 2013-14 Year End Estimate * 2014-15 Projected (2) N/A (2) N/A 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/ (3)(4) % provided by General Services Staff Requests for data/information % provided by General Services Staff (4)(5) within 14 day or less (3) (4) (5) 2011-12 Actual 2012-13 Actual 540/ 100% 7,100/ 98% 515/ 100% 7,398/ 98% N/A N/A 2013-14 Projected 620/ 100% (4) 2013-14 Year End Estimate * 525/ 100% (4) 373 525/ 100% (4) N/A N/A N/A 7,300/ 98% 7,300/ 98% 7,300/ 98% 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. * 2013-14 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. 2014-15 Projected City of Chandler 2014-15 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 Machinery/Equipment Office Furniture/Equipment Capital Replacement Total Cost Center - 3020 General Fund 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures $ 2,199,026 $ 921,232 $ 935,044 $ 2,199,026 921,232 935,044 155,772 50,000 53,181 16,345 19,705 19,705 1,260 9,620 9,620 8,669 14,322 14,322 2,000 300 300 2,980 2,515 2,515 121 15,332 333 30,319 4,980 4,980 $ 2,431,824 $ 1,022,674 $ 1,040,000 $ $ 2,431,824 $ 1,022,674 $ 1,040,000 $ * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. 374 2014-15 Adopted Budget 713,049 $ 1,612,609 713,049 1,612,609 50,000 10,000 4,709 46,782 500 10,120 7,439 14,341 300 1,050 3,175 173 175 4,330 4,980 781,425 $ 1,702,307 781,425 $ 1,702,307 % Change Adopted To Adopted 75.05% 75.05% N/A -80.00% 137.41% 5.20% 0.13% 0.00% 26.24% N/A N/A 0.00% 66.46% City of Chandler 2014-15 Adopted Budget Transportation & Development    Engineering – 3020    Authorized Positions Position Title Capital Projects Manager City Engineer Construction Project Coordinator Contract Services Representative Development Project Administrator Development Project Coordinator Development Services Engineer Engineer Engineer Assistant Engineering Project Manager Engineering Technician GIS Technician I GIS Technician II Principal Engineer Principal Plans Examiner Project Analyst Public Works Engineer Public Works Inspector Real Estate Coordinator Records Management Associate Senior Engineer Senior Plans Examiner Traffic Engineering Inspector Total 2010-11 Revised 0 1 1 1 2 1 0 2 1 2 1 1 4 1 0 1 1 6 2 1 0 0 1 30 2011-12 Revised 1 1 1 1 2 1 0 2 1 2 1 1 4 1 0 1 1 6 2 1 0 0 1 31 2012-13 Revised 0 1 0 0 2 1 1 0 1 0 1 1 4 1 1 0 0 0 2 1 1 4 0 22 2013-14 Adopted 0 1 0 0 0 0 0 0 0 0 1 1 4 1 0 0 0 0 0 1 0 0 0 9 2013-14 Revised 0 1 0 0 0 0 0 0 0 0 1 1 4 1 0 0 0 0 0 1 0 0 0 9 2014-15 Adopted 0 1 0 0 0 0 1 0 0 0 1 1 4 1 1 0 0 0 0 1 0 4 0 15 Significant Budget and Staffing Changes Effective July 1, 2014, one Development Services Engineer, one Principal Plans Examiner, and four Senior Plans Examiner positions are transferred from cost center 1530, Development Services. Fiscal Year 2014-15 reflects a one-time increase in Operating Supplies for a GPS (global positioning system) utility mapping technology replacement. 375 City of Chandler 2014-15 Adopted Budget Transportation & Development Capital Projects is responsible for maintaining and coordinating the orderly design and construction of the City’s capital infrastructure in the Capital Improvement Program. The division also manages the acquisition of any real estate needed for City projects. Division: Cost Center: Capital Projects 3025 2014-15 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) 2011-12 Actual 2012-13 Actual (1) N/A 44% 2013-14 Projected 100% 2013-14 Year End Estimate * 80% 2014-15 Projected 100% Cost center 3025 was a new cost center beginning Fiscal Year (FY) 2012-13, so there was no budget in this cost center in FY 2011-12. 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 2011-12 Actual 2012-13 Actual 80% 90% * 2013-14 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. 376 2013-14 Projected 85% 2013-14 Year End Estimate * 85% 2014-15 Projected 85% City of Chandler 2014-15 Adopted Budget Transportation & Development    Capital Projects – 3025    (1) Goal: Provide quality inspection and material testing services. Supports Priority Based Budgeting Goal(s): Good Governance; Safe Community (1) Objective ♦ Assure compliance with City standards and code requirements in off-site construction by providing quality inspection and material testing services, thus reducing re-tests to no more than 3% and saving builders and the City time and money. Measure Percentage of construction materials tests (1) requiring a retest (1) 2011-12 Actual 2012-13 Actual 0% 2% 2013-14 Projected (1) N/A 2013-14 Year End Estimate * (1) N/A 2014-15 Projected (1) N/A 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) 2011-12 Actual 19% (2) 2012-13 Actual 11% Includes City Hall final close out change order. * 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. 377 2013-14 Projected 5% 2013-14 Year End Estimate * 1% 2014-15 Projected 5% City of Chandler 2014-15 Adopted Budget Transportation & Development    Capital Projects – 3025    Goal: 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: ♦ 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. 2013-14 2011-12 2012-13 2013-14 Year End 2014-15 Measures Actual Actual Projected Estimate * Projected Number of telephone or in-person real estate services requests for information 860/ 410/ and assistance/% response within 5 (1) (1) (1) (1) days N/A N/A N/A 95% 95% Number of written requests for real estate services (including multiple (1) (1) (1) (1) parcel jobs) N/A N/A N/A 266 268 Number of actions presented to City Council and administrative acceptance (2) packages completed Number of requests for real estate services (including telephone, in-person & multiple parcel job requests)/% (1) response within 5 days (1) (2) 106 48 N/A 726/ 95% (2) 378 (2) N/A N/A 1,100/ 95% 1,100/ 95% 1,100/ 95% All requests for Real Estate Services combined into one measure starting in Fiscal Year (FY) 2013-14. Measure discontinued effective FY 2013-14. * 2013-14 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. (2) N/A City of Chandler 2014-15 Adopted Budget Transportation & Development    Capital Projects – 3025    Goal: 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: ♦ Pursue and manage property and land rights acquisition for no or low cost to the City. 2013-14 2011-12 2012-13 2013-14 Year End Measures Actual Actual Projected Estimate * (1) 400 400 N/A Lease revenue 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 $15,458 $15,458 N/A Acreage of leases on City properties (2) Value of right-of-way acquisitions (1) (2) (3) (4) (5) (6) (5) (3) 2014-15 Projected (1) N/A (2) N/A $0 $0 (3) $125,000 N/A N/A $8,000,000 (1) N/A (2) N/A $185,000 $0 (6) $11,128,594 (1) (2) (4) $5,500,000 Measure discontinued effective Fiscal Year (FY) 2013-14 since it does not reflect cost reductions or maintenance savings data. Measure discontinued effective FY 2013-14 due to development of City property and termination of short term leases. No property dedications reported, therefore, no cost savings on purchasing right-of-way for City projects. No anticipated dedications for FY 2014-15 based on the scheduled roadway improvement projects. New measure effective FY 2013-14. 2013-14 Year End Estimate is significantly higher than projections due to acquisition of 37 acres at Old Price Road. * 2013-14 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. 379 City of Chandler 2014-15 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 2012-13 Actual Expenditures 2013-14 Adopted Budget $ 1,361,566 $ 2,309,801 1,361,566 2,163,661 146,140 2,817 5,000 35,839 36,314 690 2,212 7,712 14,030 1,350 2,514 8,779 (498,201) 25,989 $ 1,411,138 $ 1,905,274 $ 1,411,138 $ 1,905,274 $ 1,411,138 $ 1,905,274 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget $ 2,343,167 2,197,027 146,140 5,000 36,314 2,212 14,030 1,350 8,779 (498,201) 25,989 $ 1,938,640 $ 1,929,438 9,202 $ 1,938,640 $ 2,286,399 2,140,259 146,140 5,000 40,786 1,200 9,450 7,499 (507,403) 26,089 $ 1,869,020 $ 1,869,020 $ 1,869,020 $ 2,061,150 1,995,956 65,194 14,000 38,433 2,212 14,750 1,350 11,129 (493,144) 25,989 $ 1,675,869 $ 1,675,869 $ 1,675,869 % Change Adopted To Adopted -10.77% -7.75% -55.39% 180.00% 5.84% 0.00% 5.13% 0.00% 26.77% N/A 0.00% -12.04% * Ongoing and One-time Personnel Services detail not available for 2012-13 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 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 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 2013-14 Revised 2 1 1 1 2 2 1 6 2 1 1 1 21 2014-15 Adopted 2 1 0 1 2 2 1 6 2 1 0 1 19 Significant Budget and Staffing Changes Effective July 1, 2014, one Construction Project Coordinator position is transferred to cost center 3010, Transportation & Development Administration, and one Site Development Inspector position is transferred to cost center 1510, Planning. Fiscal Year (FY) 2014-15 includes a one-time increase in temporary funds for a Capital Projects Support Specialist. FY 2014-15 reflects a one-time increase in Professional/Contract for post-implementation of the project management tool. 380 City of Chandler 2014-15 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 2012-13 Actual Expenditures $ $ $ 2013-14 Adopted Budget 774 $ 774 79 736 192,950 1,000 195,539 $ 195,539 $ 2013-14 Adjusted Budget - $ - $ - $ 2013-14 Estimated Expenditures - $ - $ - $ - $ - $ - $ 2014-15 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 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 2014-15 does not include any new capital projects for this cost center. 381 City of Chandler 2014-15 Adopted Budget Transportation & Development S treets provides for the care, repair, and maintenance of all City-owned streets (2,014 lane miles), alleys (129 miles), curbs, gutters, sidewalks (1,684 miles), drainage structures (which include catch basins, scuppers, and retention basins), and rights-of-way maintenance. Division: Cost Center: Streets 3300 2014-15 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. 2011-12 Actual Measures Complaints on non-landscaped areas and rights of way Requests for sidewalk maintenance (1) Requests for curb/gutter maintenance (1) Requests for street repair/pothole (1) repairs (1) 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 2 4 5 4 5 117 158 200 155 160 29 33 28 36 35 103/154 90/138 105/156 91/128 100/130 As the City ages so does its infrastructure; resulting in increased maintenance requests. Goal: Respond to citizen service 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 orders (wo’s) for streets, sidewalks, curbs, and gutters within: ♦ 2 days for potholes ♦ 15 days for ADA related requests ♦ 30 days for sidewalk, curb, and gutter repairs ♦ 3 days for safety repairs ♦ 18 days for street repairs Measures Days to respond to citizen service (2) requests Average number of days to complete wo’s for sidewalk/curb & gutter repair Average number days to complete (3) wo’s for street repairs/pothole repairs (2) (3) 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected N/A N/A N/A N/A 2 8/2 5/2 7/3 7/2 6/2 (3) 17/15 (3) 6/3 6/3 17/14 6/4 New Performance Measurement for Fiscal Year (FY) 2014-15. Days to complete vary due to size of jobs and priorities; priority jobs in FY 2012-13 and FY 2013-14 have been ADA ramps and routes. * 2013-14 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. 382 City of Chandler 2014-15 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. 2013-14 2011-12 2012-13 2013-14 Year End Measures Actual Actual Projected Estimate * 2014-15 Projected Satisfactory Pavement Lane miles of paved roadway Lane miles of paved roadway in (1) satisfactory condition/percentage 2,002 2,014 1,177/59% 892/44% Street Slurry/Micro Sealing Lane miles of paved roadway needing maintenance, fair condition Lane miles of street maintenance performed/percentage 2,017 2,023 1,090/54% 917/45% 810/40% 599 650 (3) 52/8% (2) 578 606 570 43/7% 47/8% 28/5% Street Repaving Lane miles of paved roadway needing re-paving, poor condition Lane miles of street re-paving performed/percentage 2,011 95/16% (4) 247 516 351 501 563 (5) 30/6% 45/13% 53/10% 52/9% 14/6% 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 / (8) Miles of rehab alleys brushed Scuppers, drains, catch basins, drywells inspected/maintained (6) 1,460 2,300 2,190 2,500 1,640,044 2,731,304 2,000,000 2,200,000 2,000,000 44,480 45,600 47,500 49,600 51,000 42/ N/A 42/ 220 45/ 170 50/ 200 50/ 200 13,965/ 1,740 14,565/ 2,483 14,500/ 2,000 13,900/ 2,622 14,000/ 2,600 1,060 (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) One-time funds used for additional slurry/micro sealing. (4) Street repaving includes street repaving, hot-in-place recycling, asphalt capping, and other major rehabilitation techniques. (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) * 2013-14 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. 383 City of Chandler 2014-15 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 Project Support Recharge** Contingencies/Reserves Machinery/Equipment Street Improvements Capital Replacement Total Cost Center - 3300 General Fund Highway User Revenue Fund Grand Total 2012-13 Actual Expenditures $ 2,969,897 2,969,897 1,204,302 565,689 52,458 6,501 6,726 659,571 130,328 (643) 2,315,874 135,925 $ 8,046,629 $ 3,809,659 4,236,969 $ 8,046,629 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget $ 3,091,046 $ 3,147,754 $ 831,699 $ 3,191,328 3,091,046 3,147,754 831,699 3,191,328 1,219,397 1,403,484 1,403,317 1,278,953 724,241 1,176,770 1,151,188 734,241 81,535 87,576 86,835 81,535 11,395 11,395 10,723 11,721 16,500 18,832 18,832 16,500 682,774 705,494 705,494 698,276 114,079 131,814 131,814 99,079 156,457 156,457 156,457 36,268 36,268 34,646 33,268 2,478,627 3,670,964 3,670,964 2,812,800 135,925 135,925 135,925 138,550 $ 8,748,244 $ 10,682,733 $ 8,181,437 $ 9,252,708 $ 4,428,866 $ 5,508,785 $ 5,502,548 $ 4,886,572 4,319,378 5,173,948 2,678,889 4,366,136 $ 8,748,244 $ 10,682,733 $ 8,181,437 $ 9,252,708 * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. 384 % Change Adopted To Adopted 3.24% 3.24% N/A 4.88% 1.38% 0.00% 2.86% 0.00% 2.27% -13.15% N/A 0.00% -8.27% 13.48% 1.93% 5.77% City of Chandler 2014-15 Adopted Budget Transportation & Development    Streets - 3300    Authorized Positions Position Title Administrative Specialist 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 Specialist Total 2010-11 Revised 3.5 1 2 1 1 9 1 1 1 3 6 1 5 6 41.5 2011-12 Revised 2.5 1 2 1 1 9 1 1 1 3 6 1 5 6 40.5 2012-13 Revised 2.5 1 2 1 1 10 1 1 1 3 5 1 5 6 40.5 2013-14 Adopted 2.5 1 2 1 1 10 1 1 1 3 5 1 5 6 40.5 2013-14 Revised 2.5 1 2 1 1 10 1 1 1 3 5 1 5 6 40.5 2014-15 Adopted 2.5 1 2 1 1 10 1 1 1 3 5 1 5 6 40.5 Significant Budget and Staffing Changes Fiscal Year (FY) 2014-15 reflects a one-time increase in Machinery/Equipment and an ongoing increase in Capital Replacement to accommodate a vehicle replacement. FY 2014-15 also includes a one-time increase in Street Improvements for street maintenance, ongoing increases in Professional/Contract, Rents/Utilities, and Street Improvements for new areas of responsibility for landscape maintenance and utilities, and an ongoing increase in Operating Supplies related to operation and maintenance of a vactor truck. 385 City of Chandler 2014-15 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 Total Cost Center - 3310 Highway User Revenue Fund Local Transportation Assistance Fund Grant Fund General Gov't Capital Projects Fund Vehicle Replacement Fund HURF Revenue Bond Fund Street GO Bond Fund Storm/Sewer GO Bond Fund Arterial Street Impact Fee Fund Grant Capital Fund Grand Total 2012-13 Actual Expenditures 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget $ 437,284 $ - $ 234 $ 202,816 $ 437,284 234 202,816 1,550,524 575,000 638,474 430,650 952,000 8,870 1,037 2,739 165,000 4,897 143,691 14,500 62,676 45,591 351,000 55,000 35,309,838 33,183,098 21,222 970,000 5,000 152,000 152,000 126,318 857,300 115,000 113,950 19,603,036 24,941,287 62,493,795 29,165,628 24,293,717 32,934 150,000 100,000 $ 21,807,458 $ 61,142,625 $ 63,463,216 $ 30,087,692 $ 60,927,115 $ 2,826,979 $ 4,241,180 $ 3,463,741 $ 2,179,700 $ 3,330,041 81,222 935,231 979,621 353,765 639,134 4,016,637 728,649 435,030 8,989,633 9,291,977 7,605,992 11,688,958 337,300 238,610 238,610 200,000 38,610 6,894,310 13,311,661 13,978,010 4,534,218 13,102,074 51,772 683,177 685,785 78,628 607,157 6,159,481 17,519,594 19,723,315 13,018,006 15,790,979 1,342,029 14,494,890 15,102,157 2,117,383 15,392,862 $ 21,807,458 $ 61,142,625 $ 63,463,216 $ 30,087,692 $ 60,927,115 % Change Adopted To Adopted N/A N/A N/A 65.57% N/A N/A 2320.69% N/A -6.02% N/A 464.01% N/A -2.60% -33.33% -0.35% * Ongoing and One-time Personnel Services detail not available for 2012-13 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 detail on the capital program is available in the 2015-2024 Capital Improvement Plan. 386 City of Chandler 2014-15 Adopted Budget Transportation & Development Division: Cost Center: Traffic Engineering 3330 Traffic 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 216 traffic signals, 27,100 streetlights, and 20,512 traffic signs. This division is also responsible for street name and guide signs, pavement markings for crosswalks, lane lines, and railroad crossing signs. 2014-15 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 2011-12 Actual 2012-13 Actual 82/ 3 78/ 3 2013-14 Projected 2013-14 Year End Estimate * 85/ 3 90/ 3 2014-15 Projected 90/ 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: (1) ♦ Complete inspections and preventative maintenance of all traffic signals annually. Measures 2011-12 Actual 2012-13 Actual 2013-14 Projected Total number of signalized intersections/ percent of signals inspected and maintained 212/ 100% 216/ 100% 216/ (1) 100% Total number of traffic signal (2) heads/number replaced 4,240/ 12 4,320/ 24 N/A (1) (2) 2013-14 Year End Estimate * 2014-15 Projected 216/ 100% 218/ 100% (2) Objective updated effective Fiscal Year (FY) 2013-14 to reflect an annual inspection (previously 18 months). Measure discontinued effective FY 2013-14. * 2013-14 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. 387 (2) N/A (2) N/A City of Chandler 2014-15 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 (1) Objectives: ♦ Install and/or maintain traffic signs. ♦ Repaint all road markings annually. Measures Number of signs installed or (2) maintained to standards Number of centerline-miles of striping inventory/percent repainted (1) (2) 2011-12 Actual 2012-13 Actual (2) 1,934 273/ 100% 273/ 100% 1,106 2013-14 Year End Estimate * 2013-14 Projected 2014-15 Projected (2) 1,800 1,600 274/ 100% 274/ 96% 274/ 95% 1,100 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. (3) Goal: To keep the streetlight system operating effectively and efficiently. Supports Priority Based Budgeting Goal(s): Effective Transportation; Safe Community; Healthy and Attractive Community (3) Objective ♦ 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) 2011-12 Actual 2012-13 Actual 1,789/5% 1,950/5% 5,184/2% 4,414/2% 2013-14 Projected (3) N/A 5,000/2% 2013-14 Year End Estimate * (3) N/A 4,574/2% Goal, objective, and measure updated effective FY 2013-14 to reflect all streetlights rather than only arterial streetlights. * 2013-14 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. 388 2014-15 Projected (3) N/A 4,500/2% City of Chandler 2014-15 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 Water Operating Fund Grand Total 2012-13 Actual Expenditures $ 2,232,150 2,232,150 51,494 691,613 239 3,574 4,564 2,867,795 10,939 14,452 78,982 $ 5,955,802 $ 1,981,066 $ 3,974,746 (10) $ 5,955,802 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget $ 2,209,911 $ 2,252,256 $ 562,731 $ 2,318,776 2,209,911 2,252,256 562,731 2,318,776 55,292 56,003 56,003 65,292 702,381 707,522 713,795 710,940 4,450 4,489 4,489 5,450 12,330 12,330 12,330 11,178 8,500 14,300 14,300 8,500 3,113,604 3,109,676 3,109,676 3,178,771 17,910 19,074 19,082 17,910 55,060 55,060 55,060 50,000 50,000 50,379 98,000 78,892 78,892 78,922 86,229 $ 6,308,330 $ 6,359,602 $ 4,621,707 $ 6,556,106 $ 2,194,127 $ 2,208,296 $ 2,216,776 $ 2,370,753 $ 4,114,203 $ 4,151,306 $ 2,404,931 $ 4,185,353 $ 6,308,330 $ 6,359,602 $ 4,621,707 $ 6,556,106 * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. 389 % Change Adopted To Adopted 4.93% 4.93% N/A 18.09% 1.22% 22.47% -9.34% 0.00% 2.09% 0.00% 0.00% 96.00% 9.30% 3.93% City of Chandler 2014-15 Adopted Budget Transportation & Development    Traffic Engineering - 3330    Authorized Positions Position Title Administrative Specialist City Transportation Engineer Engineer Senior Engineer Signal Systems Analyst Signals & Lighting Field Supervisor Signs & Marking 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 2010-11 Revised 0 1 0 1 2 1 1 3 2 1 4 2 2 4 1 25 2011-12 Revised 1 1 0 0 2 1 1 3 2 1 4 2 2 4 1 25 2012-13 Revised 1 1 0 0 2 1 1 3 2 1 4 2 2 4 1 25 2013-14 Adopted 1 1 0 0 2 1 1 3 2 1 4 2 2 4 1 25 2013-14 Revised 1 1 1 0 2 1 1 3 1 1 4 2 2 4 1 25 2014-15 Adopted 1 1 1 0 2 1 1 3 1 1 4 2 2 4 1 25 Significant Budget and Staffing Changes During Fiscal Year (FY) 2013-14, one Traffic Engineering Analyst position was reclassified to Engineer. FY 2014-15 reflects a one-time increase in Machinery/Equipment and an ongoing increase in Capital Replacement to accommodate two vehicle replacements. FY 2014-15 also includes ongoing increases in Operating Supplies and Rents/Utilities for new areas of responsibility for electrical supplies and utilities, as well as an ongoing increase in Rents/Utilities for increases in utility rates related to streetlights and traffic signals. 390 City of Chandler 2014-15 Adopted Budget Transportation & Development Transit 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. Division: Cost Center: Transit Services 3340 2014-15 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. 2011-12 Actual Measures 2012-13 Actual 2013-14 Projected (1) 17,600 35,200 (1) 19,300 38,720 City funded bus service miles 0 City funded passenger boardings 0 (2) 2013-14 Year End Estimate * (3) 41,000 2014-15 Projected (3) 46,000 (2) 42,600 47,800 (4) $4.70 $4.80 City funded cost per boarding (1) $0.00 $4.22 PTF funded bus service miles 915,138 887,000 890,639 895,000 895,000 PTF service passenger boardings 964,488 987,000 980,702 930,000 930,000 $4.36 $4.66 (4) $4.20 $4.20 1.0 1.1 1.1 1.04 1.04 (6) 475,000 PTF cost per boarding Average passenger boardings per mile (all service) DAR revenue miles DAR total trips (5) DAR PTF funded cost per trip DAR City funded cost per trip (1) (2) (3) (4) (5) (6) 400,850 339,791 (5) 45,000 39,740 47,950 51,030 (5) $27.00 $26.50 $31.60 $32.50 (5) $17.50 $16.50 $18.40 $18.50 N/A (5) (5) $4.22 (5) N/A (5) $4.20 N/A N/A 450,000 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 2011-12, with similar funding projected for all subsequent fiscal years. LTAF restored (new service changes went into effect on January 28, 2013). Increase due to ongoing Council contingency; new service changes went into effect on January 27, 2014 for Routes 72, 81, and 156 (FY 2013-14 was only 5 months of service and FY 2014-15 will be a full year). Alternative Fuel Tax Credit and Federal Preventative Maintenance Credit increased in FY 2011-12 and will continue through FY 2013-14. New measure effective FY 2012-13 to reflect the new DAR service model. Rapid growth with the new service model and phased in fare increase to help slow the demand for Non-ADA Dial a Ride began in October 2013 and will occur again in July 2014. * 2013-14 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. 391 City of Chandler 2014-15 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 Bike lane total miles (1) 2011-12 Actual (1) 2012-13 Actual 320 2013-14 Projected 324 328 2013-14 Year End Estimate * 2014-15 Projected 330 336 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 2011-12 Actual 85% 2012-13 Actual 83% * 2013-14 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. 392 2013-14 Projected 86% 2013-14 Year End Estimate * 84% 2014-15 Projected 84% City of Chandler 2014-15 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 Machinery/Equipment Capital Replacement Total Cost Center - 3340 General Fund Local Transportation Assistance Fund Grand Total 2012-13 Actual Expenditures $ $ $ $ 2013-14 Adopted Budget 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget 260,984 $ 264,221 $ 285,353 $ 267,353 $ 268,688 260,984 264,221 285,353 267,353 268,688 425,633 1,016,821 1,040,808 766,654 917,821 4,672 9,386 9,386 7,316 9,386 10,583 10,951 11,004 10,901 10,951 1,627 1,560 1,560 1,460 1,817 1,000 1,000 1,000 32,504 39,430 21,430 35,210 39,430 55,932 56,815 57,640 55,500 56,815 143,968 143,968 143,968 85,000 6,583 6,583 6,583 6,583 6,583 798,517 $ 1,550,735 $ 1,578,732 $ 1,150,977 $ 1,541,459 446,382 $ 636,140 $ 663,312 $ 563,269 $ 626,847 352,135 914,595 915,420 587,708 914,612 798,517 $ 1,550,735 $ 1,578,732 $ 1,150,977 $ 1,541,459 % Change Adopted To Adopted 1.69% 1.69% N/A -9.74% 0.00% 0.00% 16.47% 0.00% 0.00% 0.00% 0.00% N/A 0.00% -0.60% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. Authorized Positions Position Title Executive Assistant Transit Services Coordinator Total 2010-11 Revised 1 2 3 2011-12 Revised 1 2 3 2012-13 Revised 1 2 3 2013-14 Adopted 1 2 3 2013-14 Revised 1 2 3 2014-15 Adopted 1 2 3 Significant Budget and Staffing Changes Fiscal Year (FY) 2014-15 incorporates one-time funding in Rents/Utilities for utilities for new Bus Rapid Transit shelters. As part of the FY 2014-15 budget amendment process, $85,000 of one-time funding was transferred from the Council Contingency for the City’s share of purchasing a new bus for enhanced transit services. If it is not necessary to purchase the bus, these funds shall be used for other one-time transit opportunities. 393 City of Chandler 2014-15 Adopted Budget Transportation & Development S treet Sweeping is responsible for sweeping the 2,014 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. Division: Cost Center: Street Sweeping 3350 2014-15 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 Cost per curb mile swept (1) (1) 2011-12 Actual 2012-13 Actual 2013-14 Projected 2013-14 Year End Estimate * 2014-15 Projected 68,925 67,549 70,500 68,000 68,000 $15.12 N/A N/A N/A N/A Measure discontinued effective Fiscal Year 2012-13. * 2013-14 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. 394 City of Chandler 2014-15 Adopted Budget Transportation & Development    Street Sweeping - 3350    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Rents/Utilities Other Charges/Services Machinery/Equipment Total Cost Center - 3350 General Fund Grant Fund Grant Capital Fund Grand Total 2013-14 Adopted Budget 2012-13 Actual Expenditures $ 637,792 637,792 1,048 216,107 1,635 66,279 227,210 $ 1,150,072 $ 922,861 227,210 $ 1,150,072 $ $ $ $ 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget 669,598 $ 681,158 $ 680,911 $ 677,611 669,598 681,158 680,911 677,611 3,940 4,275 4,275 3,940 172,435 176,417 216,323 172,435 1,145 1,145 580 1,145 103,311 197,909 104,290 103,311 500,000 950,429 $ 1,060,904 $ 1,006,379 $ 1,458,442 950,429 $ 1,060,904 $ 1,006,379 $ 958,442 500,000 950,429 $ 1,060,904 $ 1,006,379 $ 1,458,442 % Change Adopted To Adopted 1.20% 1.20% N/A 0.00% 0.00% 0.00% N/A 0.00% N/A 53.45% * Ongoing and One-time Personnel Services detail not available for 2012-13 Actual Expenditures. Authorized Positions Position Title Senior Streets Specialist Street Maintenance Supervisor Total 2010-11 Revised 8 1 9 2011-12 Revised 8 1 9 2012-13 Revised 8 1 9 2013-14 Adopted 8 1 9 2013-14 Revised 8 1 9 2014-15 Adopted 8 1 9 Significant Budget and Staffing Changes Fiscal Year 2014-15 includes one-time funding in Machinery/Equipment for grant funded new sweeper purchases. 395 City of Chandler 2014-15 Adopted Budget Transportation & Development 396 CAPITAL BUDGET 13-Contents Capital Budget Capital Appropriations Summaries Major Capital Projects Operating Capital Capital Replacement T: R O P R I A R E L D N A H C MOVING TO NEW HEIGHTS City of Chandler 2014-15 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 2015-2024 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. Operating and Capital Budgets - Their Relationship Although the 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 are then incorporated into the City’s five-year forecast for the appropriate operating fund. Operating costs associated with capital projects include one-time items such as operating equipment, or ongoing such as: 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. When possible these extra costs are absorbed within the division’s existing budget. Most often, additional resources are needed for operating expenses associated with capital projects. The City Manager and City Council must consider these additional costs, along with other supplemental budget requests, based on available funding. 2015-2024 Capital Program Shown below is a history of the total cost of the CIP viewed for just the first five years and then looking at the full ten years. The CIP totals 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 hashed 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 2015-2024 CIP review is integrated with the Fiscal Year 2014-15 Annual Budget process. Both were adopted by the City Council on June 12, 2014. The 10-year CIP is summarized on the next page, with more detail available in the City’s 2015-2024 Capital Improvement Program document. 397 City of Chandler 2014-15 Adopted Budget Capital Budget Projected CIP Expenditure Summary 2014-15 General Government: Buildings and Facilities Information Technology and ITOC Economic Development Downtown Redevelopment Airport Vehicle Replacement Program (over $100K) Total - General Government 2015-16 $ 1,598,600 1,381,500 5,702,000 5,625,072 $ 14,307,172 $ 1,375,740 729,450 500,000 1,002,000 2,287,000 $ 6,394,190 - 2016-17 $ 750,000 700,000 500,000 1,002,000 4,549,500 $ 7,501,500 500,000 2017-18 $ 750,000 500,000 500,000 1,002,000 3,657,292 $ 7,889,592 - 2018-19 5 Year Total 5,224,340 3,810,950 2,000,000 9,710,000 19,568,364 $ 10 Year Total 3,750,000 2,500,000 2,500,000 5,010,000 20,971,400 $ $ 750,000 500,000 500,000 1,002,000 3,449,500 600,300 2,580,600 3,797,150 6,377,750 $ 6,801,800 $ 42,894,254 $ 38,528,550 $ 81,422,804 1,480,300 $ 2019-24 8,974,340 6,310,950 4,500,000 14,720,000 40,539,764 Community Services: Parks & Recreation $ 4,357,000 $ 2,787,750 $ 3,256,000 $ 6,708,960 $ 4,665,000 $ 21,774,710 $ 11,000,000 $ 32,774,710 Total - Community Services $ 4,357,000 $ 2,787,750 $ 3,256,000 $ 6,708,960 $ 4,665,000 $ 21,774,710 $ 11,000,000 $ 32,774,710 Public Safety: Police Fire $ 440,090 750,000 $ 440,090 - $ 440,090 - $ 5,619,168 5,333,800 $ - $ 6,939,438 6,083,800 $ 7,405,952 $ Total - Public Safety $ 1,190,090 $ 440,090 $ 440,090 $ 10,952,968 $ - $ 13,023,238 $ 7,405,952 $ 20,429,190 $ 32,939,040 19,190,000 250,000 $ 44,875,059 120,705,000 250,000 $ 14,737,000 12,700,000 - $ 13,205,000 8,250,000 - $ 57,985,000 14,067,000 - $ 163,741,099 174,912,000 500,000 $ 73,315,000 173,995,636 500,000 $ 237,056,099 348,907,636 1,000,000 $ 52,379,040 $ 165,830,059 $ 27,437,000 $ 21,455,000 $ 72,052,000 $ 339,153,099 $ 247,810,636 $ 586,963,735 $ 27,744,017 $ 22,574,876 $ 23,650,000 $ 17,489,000 $ 21,141,000 $ 112,598,893 $ 84,212,400 $ 196,811,293 $ 27,744,017 $ 22,574,876 $ 23,650,000 $ 17,489,000 $ 21,141,000 $ 112,598,893 $ 84,212,400 $ 196,811,293 $ 99,977,319 $198,026,965 $ 62,284,590 $ 64,495,520 $104,659,800 $ 529,444,194 $ 388,957,538 $ 918,401,732 2018-19 6,239,909 4,190,891 14,023,780 5 Year Total $ 86,960,925 25,991,431 98,146,427 2019-24 $ 31,765,045 20,033,977 51,594,714 10 Year Total $ 118,725,970 46,025,408 149,741,141 14,535,720 51,469,707 72,798,156 124,267,863 Municipal Utilities: Water Wastewater Solid Waste Total - Municipal Utilities Transportation & Development: Streets/Traffic Total - Transportation & Development Grand Total CIP 6,939,438 13,489,752 2015-2024 CIP Resource Summary by Fiscal Year Current Revenues $ Grants Impact Fee Revenues/ Fund Balance Bond Proceeds Repaid by Secondary Tax Levy Bond and Other Proceeds - Debt Repaid by Enterprise User Fees Total - All Revenues $ 2014-15 34,980,594 6,329,176 18,434,248 2015-16 $ 20,649,581 6,979,975 31,940,139 2016-17 $ 17,605,461 3,789,412 21,987,400 3,661,889 3,786,520 2,135,600 $ 2017-18 7,485,380 4,701,977 11,760,860 27,349,978 $ 36,571,412 134,670,750 16,766,717 13,197,325 65,669,500 266,875,704 212,765,646 479,641,350 99,977,319 $198,026,965 $ 62,284,590 $ 64,495,520 $104,659,800 $ 529,444,194 $ 388,957,538 $ 918,401,732 Although capital improvement projects are scheduled throughout the ten-year plan, only those projects scheduled during the first year of the Capital Improvement Program (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. 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 2015-2024”. These operations and maintenance estimated costs are also built into the long range forecasts for the respective operating fund to make sure that they can be accommodated within future budgets, be considered for deferral until operating funds are available, or prompt a decision to reduce other operating costs to fund these requirements. The next table provides a summary of the impact of the 2015-2024 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. 398 City of Chandler 2014-15 Adopted Budget Capital Budget Capital Improvement Progam Impact on Operating Funds (Note: Amounts below are cumulative) FTE's General Government 2014-15 2015-16 $ 2016-17 - $ 24,000 56,200 - $ - $ 3,991 1.0 $ - $ 42,063 $ 2017-18 66,050 $ $ 5,672 $ 42,063 2018-19 2019-2024 66,050 $ 66,050 $ 330,250 $ 7,421 $ 7,714 $ 96,799 $ 153,807 $ 326,276 $ 1,955,192 Economic Development: Airport Community Services Police Fire - $ - $ - $ - $ - $ 305,351 $ 876,755 12.0 $ 71,754 $ 27,754 $ 27,754 $ 27,754 $ 104,848 $ 8,264,396 $ - $ - $ Municipal Utilities: Water Wastewater - $ - 17.0 $ 269,591 - $ 10,000 - $ 600,000 $ 3,481,148 $ 2,917,613 $ 3,124,193 $ 6,391,548 $ 6,612,333 $ 41,698,302 $ $ $ 53,000 $ 68,300 $ 721,500 Transportation & Develop: Streets Total O&M 40,800 53,000 30.00 $ 375,345 $ 3,088,421 $ 3,318,732 $ 6,699,580 $ 8,090,872 $ 57,424,342 One-time costs $ 44,000 $ $ $ - $ 130,000 $ 852,399 On-going costs $ 73,485 $ 2,382,539 $ 2,506,270 $ 5,094,376 $ 6,262,201 $ 41,548,483 New Position (FTE) costs $ 257,860 $ $ 812,462 $ 1,605,204 $ 1,698,671 $ 15,023,460 375,345 $ 3,088,421 $ 3,318,732 $ 6,699,580 $ 8,090,872 $ 57,424,342 Annual Increase $ - 705,882 - 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. Fiscal Year (FY) 2014-15 Capital Budget While the City prepares a 10 year Capital Improvement Plan each year, on the first year is appropriated. The FY 2014-15 capital budget of $286,547,949 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 Potential CIP Total* Grand Total Carryforward Appropriation Encumbered Unencumbered Purchase Orders March 2014 $ 81,736,329 $ 96,884,551 100,000 2,500,000 $ 81,836,329 $ 99,384,551 2014-15 New Appropriation $ 99,977,319 5,349,750 $ 105,327,069 2014-15 Total Appropriation $ 278,598,199 7,949,750 $ 286,547,949 * Potential CIP represents 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 are considered part of operating budgets, and not included in these totals. These can be identified in the individual cost center budgets with the titles Land and Improvements, Buildings and Improvements, Machinery and Equipment, Office Furniture and Equipment, Street Improvements, Park Improvements, Water System Improvements, Wastewater Improvements, and Airport Improvements. The subsequent sections provide additional detail on: • • • • • The resources used to fund the FY 2014-15 capital program A five year history of capital funding by functional area The impact of the CIP on the operating budget for FY 2014-15 A narrative summary of projects approved and funded in FY 2014-15, and Detailed project and funding appropriation for FY 2014-15 capital projects for each capital cost center. 399 City of Chandler 2014-15 Adopted Budget Capital Budget Major Capital Program Revenues All funding sources that may be used for various capital improvement projects and potential 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 1,923,868 $ 2,787,230 1,344,120 19,785,597 2,902,680 28,743,495 $ - $ 152,896 152,896 $ - $ - $ - $ 4,764,638 4,764,638 $ 65,992 $ 1,988,549 2,054,541 $ 1,989,860 2,787,230 1,344,120 19,785,597 2,902,680 6,906,083 35,715,570 43,500 $ 2,732,804 2,776,304 $ - $ 5,138,601 5,138,601 $ - $ 1,947,924 1,947,924 $ - $ - $ 43,500 13,171,880 13,215,380 Community Services: Library Parks & Recreation Sub-total Community Services $ - $ 3,352,551 3,352,551 $ Fire $ 4,235,806 $ 132,719 $ 3,549,460 $ - $ 2,000,000 $ 9,917,985 Police $ 1,116,370 $ 968,271 $ - $ - $ - $ 2,084,641 $ - $ $ Municipal Utilities: Solid Waste Water - $ - $ 250,000 $ 250,000 - 11,387,339 $ 54,400,561 - $ 53,053,345 64,690,684 $ 110,036,697 164,687,258 13,747,841 $ 15,790,979 $ 15,392,862 $ 337,300 $ 60,927,115 93,044,402 $ 49,209,243 $ 22,105,424 $ 69,082,525 $ 286,547,949 - 34,400,256 $ - $ 40,866,115 75,266,371 $ 16,117,237 24,730,203 $ Transportation & Development $ 15,658,133 $ Total Major Capital $ 53,106,355 $ Wastewater Sub-total Municipal Utilities (1) 8,612,966 - $ Includes revenues from General Fund, General Government Capital Projects Fund, Police Forfeiture, Regional Transportation Sales Tax, Highway User Revenue Fund, and Local Transportation Assistance. Includes bond proceeds available from prior years and new bond sales. (3) Includes water, wastewater, and solid waste user fees, revenue from airport fuel sales, leases, and/or tie down fees, and the vehicle replacement fund. (2) 400 City of Chandler 2014-15 Adopted Budget Capital Budget Major Capital Budgets by Function Major capital appropriations are budgeted under special capital cost centers within each department. These include the new CIP, carryforward CIP and potential CIP capital items. The chart below depicts a breakdown by department for the Fiscal Year 2014-15 Major Capital funds. The table reflects the budget and historical expenditures by capital cost center. Cost Center Department 1285 1287 1550 1065 3210 3060 1560 4110 1290/1 4320 4580 2100 2250 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 Police Capital Fire Capital Total Public Safety Municipal Utilities 3710 Solid Waste Capital 3820 Water Capital 3910 Wastewater Capital Total Municipal Utilities 3310 4110 2010-11 Actual $ 2011-12 Actual 2012-13 Actual 2013-14 Adjusted Budget 2013-14 Estimated Expenses 2014-15 Adopted Budget $ 1,241,617 $ 101,473 247,869 5,585 1,596,544 $ 1,824,220 $ 194,648 58,869 22,045 2,099,782 $ 1,758,467 $ 1,012,063 712,657 195,539 320,452 3,999,178 $ 2,650,808 $ 859,405 2,787,230 3,204,089 5,576,096 15,077,628 $ 1,285,948 $ 271,594 19,000,009 858,312 21,415,863 $ 1,989,860 1,344,120 2,787,230 2,902,680 6,906,083 15,929,973 $ $ 16,660,756 $ 16,660,756 $ 7,519,519 $ 7,519,519 $ 7,624,340 $ 7,624,340 $ 14,860,543 $ 14,860,543 $ 4,914,130 $ 4,914,130 $ 19,785,597 19,785,597 $ 5,019,547 $ 4,810,584 9,830,131 $ 1,049,179 $ 3,225,066 4,274,245 $ 12,159 $ 4,019,130 4,031,289 $ 43,500 $ 11,337,350 11,380,850 $ - $ 2,211,997 2,211,997 $ 43,500 13,171,880 13,215,380 5,439,278 $ 492,989 5,932,267 $ 2,237,341 $ 345,173 2,582,514 $ 1,349,851 $ 22,272,107 $ 549,370 $ 1,349,851 $ 22,272,107 $ 549,370 $ 2,084,641 9,917,985 12,002,626 - $ 3,642,294 4,306,908 7,949,202 $ - $ 7,783,602 20,633,877 28,417,479 $ - $ 12,858,612 83,101,415 95,960,026 $ - $ 30,858,352 158,719,365 189,577,717 $ - $ 9,386,829 67,082,328 76,469,157 $ 250,000 54,400,561 110,036,697 164,687,258 29,123,187 $ 557,292 20,677,759 $ 145,268 21,807,458 $ - 63,463,216 $ - 30,087,692 $ - 60,927,115 - $ $ $ $ $ Transportation & Development Streets Capital Airport Capital Total Transportation & Development $ 29,680,479 $ 20,823,027 $ 21,807,458 $ 63,463,216 $ 30,087,692 $ 60,927,115 Grand Total $ 71,649,379 $ 65,716,566 $ 134,772,142 $ 316,632,061 $ 135,648,209 $ 286,547,949 $ 401 City of Chandler 2014-15 Adopted Budget Capital Budget Impact of CIP on the Fiscal Year (FY) 2014-15 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 2014-15. Operating costs that will affect future years are included within the City’s long range forecast. In most cases additions to operating budgets do not start until a project is completed. The following list includes all projects approved impacting the FY 2014-15 operating budget. Capital Improvement Program Impact on Operating Funds Personnel (FTE costs) Supplies or Services Total General Fund Refurbish Vactor Truck Rescue Vehicles IT Oversight Committee Projects (1) $ - $ 10,000 71,754 $ 10,000 71,754 Total - General Fund $ - $ 105,754 $ 105,754 Water Reclamation Facility Expansion (2) $ 257,860 $ 11,731 $ 269,591 Total - Wastewater Operating Fund $ 257,860 $ 11,731 $ 269,591 $ 257,860 $ 117,485 $ 375,345 - 24,000 24,000 Wastewater Operating Fund Grand Total Impact on Operating Funds (1) (2) The IT Oversight Committee Projects add $24,000 to the operating budget for FY 2014-15 to cover new software maintenance costs and site licenses for projects coming on line in FY 2014-15. The Water Reclamation Facility Expansion project adds $269,591 to the Wastewater operating budget for FY 2014-15, which includes three positions to operate the expanded facility. 402 City of Chandler 2014-15 Adopted Budget Capital Budget Capital Improvement Project Summaries for Fiscal Year (FY) 2014-15 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 impact of the project on the operating budgets have been incorporated into the City’s FY 2014-15 budget 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 two major programs of Downtown Redevelopment: colonnade rehabilitation and area landscape and maintenance. Project Type: Ongoing capital infrastructure maintenance and support Fiscal Year 2014-15 Funding: $502,000 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. San Marcos Commons Phase II (6GG623) Description: Funding is allocated the for City’s share of the design and construction of a parking garage at the southwest corner of Chandler Boulevard and Arizona Avenue. Project Type: Development Agreement Fiscal Year 2014-15 Funding: $5,000,000 Funding Sources: General Government Capital Projects Fund Impact on Operating Budget: This project will not increase operating expenses since maintenance costs for the new garage is minimal. South Washington Street Design (6GG639) Description: Funding is allocated for the design of South Washington Street between Chicago Street and Pecos Road. Project Type: Design for future capital improvement Fiscal Year 2014-15 Funding: $200,000 Funding Sources: General Government Capital Projects Fund Impact on Operating Budget: This project will not impact the operating budget during the design phase. General Government – Buildings and Facilities Fire Station #1 Conversion (6GG609) Description: Funding is allocated for the design phase of the planned conversion of an existing Fire Station to be used by other City departments. Project Type: One-time capital improvement Fiscal Year 2014-15 Funding: $75,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no immediate impact on the operating budget during the design phase; however, increased operating expense of $9,850 per year is anticipated starting in FY 2016-17 when the conversion is complete. 403 City of Chandler 2014-15 Adopted Budget Capital Budget General Government – Buildings and Facilities (continued) 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 2014-15 Funding: $973,000 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. Fire Station Security Gates (6GG644) Description: Funding is allocated to install security gates at Fire Stations with unsecured parking lots. Project Type: One-time capital improvement Fiscal Year 2014-15 Funding: $165,600 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating. Fleet Bays Cooling Improvements (6GG646) Description: Funding is allocated for design, acquisition or construction of cooling improvements for 12 mechanic bays. Project Type: One-time capital improvement Fiscal Year 2014-15 Funding: $385,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project results in $20,700 in additional operating costs for utilities starting in FY 2015-16. 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 software acquisition and development costs Fiscal Year 2014-15 Funding: $625,000 Funding Sources: General Government Capital Projects Fund Impact on Operating Budget: This project results in additional operating costs of $24,000 per year for additional on-line training. General Government – Information Technology Replace Desktop Phones (6IT082) Description: Funding is allocated for the third year of a four year program for the conversion of City phones from digital phones to the more advanced voice over internet protocol (VOIP) phones. Project Type: One-time capital acquisition (third year of four year phased implementation) Fiscal Year 2014-15 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. 404 City of Chandler 2014-15 Adopted Budget Capital Budget General Government – Information Technology (continued) Enhanced Communication Speed for Remote Sites (6IT088) Description: Funding is allocated for a three year project that will install fiber optics to improve connectivity speed to remote Fire Stations and Community Services locations. Project Type: One-time capital improvement (first year of three year phased implementation) Fiscal Year 2014-15 Funding: $681,500 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project results in no increase in operating expenses. General Government – Economic Development – Airport Airport Guidance Sign Replacement (6AI369) Description: Funding is allocated for the construction 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 2014-15 Funding: $782,000 Funding Source: 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. 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 2014-15 Funding: $1,089,500 Funding Sources: 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 2015-16. 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 2014-15 Funding: $1,163,500 Funding Sources: Arizona Department of Transportation Loan Impact on Operating Budget: This project will add $1,915 in operating expenses for maintenance and repair starting in FY 2015-16. Airport Security Gates and Cameras (6AI662) Description: Funding is allocated to upgrade the existing security system to provide a higher level of security at the automated gates. Project Type: One-time capital construction and acquisition Fiscal Year 2014-15 Funding: $125,500 Funding Sources: Airport Operating Fund Impact on Operating Budget: This project will add $706 per year in operating expense starting in FY 2015-16. 405 City of Chandler 2014-15 Adopted Budget Capital Budget General Government – Economic Development – Airport (continued) 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 2014-15 Funding: $77,000 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. Stormwater Management Areas 1 & 3 (6AI712) Description: Funding is allocated to design and construct 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 2014-15 Funding: $1,960,000 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. Replace Fuel Tank (6AI718) Description: Project Type: Fiscal Year 2014-15 Funding: Funding Sources: Impact on Operating Budget: Funding is allocated to replace the airport underground fuel tank. One-time capital improvement $300,000 Airport Operating Fund This project has no direct impact on the operating budget. APMA Pavement Improvement Taxiway (6AI719) Description: Funding is allocated for the City’s cost share for an ADOT program to crack seal and overly portions of the taxiway pavement. Project Type: Capital maintenance and repair Fiscal Year 2014-15 Funding: $83,932 Funding Sources: Airport Operating Fund Impact on Operating Budget: This project has no direct impact on the operating budget, but will result in long term savings for repairs. APMA Pavement Improvement Runway (6AI720) Description: Funding is allocated the City’s cost share for an ADOT program to crack seal and overly portions of the runway pavement. Project Type: Capital maintenance and repair Fiscal Year 2014-15 Funding: $43,640 Funding Sources: Airport Operating Fund Impact on Operating Budget: This project has no direct impact on the operating budget, but will result in long term savings for repairs. 406 City of Chandler 2014-15 Adopted Budget Capital 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 2014-15 Funding: $500,000 Funding Source: General Government Capital Projects 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 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 2014-15 Funding: $590,000 Funding Sources: General Government Capital Projects 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 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 2014-15 Funding: $855,000 Funding Sources: General Government Capital Projects 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 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 2014-15 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. 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 (second year of a four year program) Fiscal Year 2014-15 Funding: $64,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project will not add any additional operating expense to the operating budget. 407 City of Chandler 2014-15 Adopted Budget Capital Budget Community Services (continued) Downtown Campus Improvements (6PR637) Description: Funding is allocated to supplement prior year funding to construction of a stage for Downtown events. Project Type: One-time capital repair and maintenance Fiscal Year 2014-15 Funding: $70,000 Funding Source: Donations – Downtown Chandler Community Partnership Impact on Operating Budget: This project will not add any additional expense to the operating budget. Citrus Vista Park Site (6PR639) 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 2014-15 Funding: $1,932,000 Funding Source: Park Impact Fees Impact on Operating Budget: This project will add $42,063 in new operating expenses to the operating budget starting in FY 2015-16 for contracted park maintenance, utility costs, and repair and maintenance. Art Center Moving Stage Lights (6PR641) Description: Funding is allocated to replace the moving light fixtures in the Center for the Arts. Project Type: New Fiscal Year 2014-15 Funding: $96,000 Funding Source: General Government Capital projects Fund Donations – Chandler Unified School District & Chandler Cultural Foundation Impact on Operating Budget: This project will not increase operating expenses. Fire Department Fire Vehicles greater than $100,000 each (6FI641) Description: Funding is allocated for the purchase of a replacement Fire Engine as part of the Vehicle Replacement Program. Project Type: One-time capital acquisition Fiscal Year 2014-15 Funding: $500,000 Funding Source: Vehicle Replacement Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Rescue Vehicles (6FI642) Description: Funding is allocated to purchase two vehicles to support the Fire Emergency Services Mission. Project Type: One-time capital acquisition Fiscal Year 2014-15 Funding: $250,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: These acquisitions will add $71,754 to the FY 2014-15 operating budget for fuel, repair and maintenance, and other costs associated with the new vehicles. 408 City of Chandler 2014-15 Adopted Budget Capital Budget 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 remaining years). Fiscal Year 2014-15 Funding: $440,090 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project currently has no direct impact on the operating budget. Costs associated with the Narrow Band Conversion have been incorporated into operating budgets. Municipal Utilities - Water Main Replacements (6WA023) Description: Funding is allocated for replacement of cast iron mains with leaded joints, undersized lines, and substandard mains prone to failures. Project Type: Ongoing capital replacement Fiscal Year 2014-15 Funding: $2,100,000 Funding Source: Water Bonds Impact on Operating Budget: This project has no direct impact on the operating budget; however, replacing there mains now will result in maintenance savings over time. Water Master Plan Update (6WA029) Description: Funding is allocated to update the Water Master Plan. Project Type: One-time study to identify future capital requirements Fiscal Year 2014-15 Funding: $300,000 Funding Source: Water System Development Fees Impact on Operating Budget: This project has no direct impact on the operating budget. Well Construction/Rehabilitation (6WA034) Description: Funding is allocated for construction of additional groundwater wells. Project Type: Ongoing capital maintenance and repair Fiscal Year 2014-15 Funding: $3,270,000 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 2014-15 Funding: $510,000 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 2014-15 Funding: $1,010,000 Funding Source: Water Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. 409 City of Chandler 2014-15 Adopted Budget Capital Budget Municipal Utilities – Water (continued) Water Production Facility Improvements (6WA230) Description: Funding is allocated for various pump and drive replacements at various water production sites. Project Type: On-going capital maintenance and repairs Fiscal Year 2014-15 Funding: $2,095,000 Funding Source: Water Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. Joint Water Treatment Plant (6WA334) Description: Funding is allocated for the design phase of the planned expansion of the Joint Water Treatment Plant located in Gilbert. Project Type: One-time capital acquisition Fiscal Year 2014-15 Funding: $3,901,578 Funding Source: Water System Development Fees Impact on Operating Budget: This project has no immediate impact on the operating budget during the design phase. Operations and maintenance expenses will start in FY 2018-19. Water Rights Settlement (6WA638) Description: Funding is allocated to pay the White Mountain Apache Tribe for Water Rights per settlement agreement. Project Type: One-time agreement Fiscal Year 2014-15 Funding: $11,752,462 Funding Source: Water Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. Intel Water Purchases (6WA670) Description: Funding is allocated for the purchase of water for Intel manufacturing that will be reimbursed by Intel. Project Type: One-time agreement Fiscal Year 2014-15 Funding: $8,000,000 Funding Source: Water Operating Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Municipal Utilities - Wastewater Wastewater Master Plan Updated (6WW021) Description: Funding is allocated an update to the Wastewater Master Plan. Project Type: One-time study to identify future capital needs Fiscal Year 2014-15 Funding: $600,000 Funding Sources: Wastewater System Development Fees Impact on Operating Budget: This project has no direct impact on the operating budget. Effluent Reuse – Transmission Mains (6WW192) Description: Funding is allocated to construct additional transmission mains for the effluent reuse system. Project Type: Capital design and construction Fiscal Year 2014-15 Funding: $2,615,000 Funding Source: Reclaimed Water System Development Fees Impact on Operating Budget: This project has no direct impact on the operating budget. 410 City of Chandler 2014-15 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 2014-15 Funding: $535,000 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 2014-15 Funding: $1,965,000 Funding Source: Wastewater Bonds Impact on Operating Budget: This project has no direct impact on the operating budget; however, identification and rehabilitation of sewer lines will result in less maintenance and repair costs in the future. 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 2014-15 Funding: $465,000 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 Water Reclamation Facilities. Project Type: Ongoing capital maintenance and repair Fiscal Year 2014-15 Funding: $12,760,000 Funding Source: Wastewater Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. Reclaimed Water Conversions (6WW671) Description: Funding is allocated to invest selected Home Owner Association (HOA) landscape areas to reclaimed water with repayment by the HOA. Project Type: Capital Construction Fiscal Year 2014-15 Funding: $250,000 Funding Source: Wastewater Operating Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Municipal Utilities – Solid Waste Solid Waste Services Facility Improvements (6SW100) Description: Funding is allocated for various improvements and repairs at the solid waste facility. Project Type: Ongoing capital maintenance and repair Fiscal Year 2014-15 Funding: $250,000 Funding Source: Wastewater Bonds Impact on Operating Budget: This project has no direct impact on the operating budget 411 City of Chandler 2014-15 Adopted Budget Capital Budget Transportation & Development – Streets/Traffic South Arizona Avenue Improvements (6GG613) Description: Funding is allocated for design and construction of South Washington Street from Frye Road to Elgin Street. Project Type: One-time Capital improvement Fiscal Year 2014-15 Funding: $875,000 Funding Source: Streets General Obligation Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. 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 2014-15 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 2014-15 Funding: $300,000 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. 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 2014-15 Funding: $10,446,000 Funding Sources: General Government Capital Projects Fund Highway User Revenue Funds 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. 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 2014-15 Funding: $3,447,000 Funding Sources: Streets General Obligation Bonds Capital Grants - CMAQ Federal or Other Grant Source General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on operating budgets. 412 City of Chandler 2014-15 Adopted Budget Capital Budget Transportation & Development – Streets/Traffic (continued) 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 2014-15 Funding $160,000 Funding Source: Streets General Obligation Bonds Impact on Operating Budget: This project has no impact on the operating budget. McQueen (Queen Creek to Riggs) (6ST478) Description: Funding is allocated for construction from Chandler Heights Road to Riggs Road. Project Type: New construction Fiscal Year 2014-15 Funding: $4,760,000 Funding Source: Arterial Street Impact Fees Streets General Obligation Bonds Impact on Operating Budget: This project will add operating expenses of $30,800 to the operating budget starting in FY 2015-16 once construction is completed. Queen Creek Road (McQueen to Gilbert) (6ST548) Description: Funding is allocated for the land acquisition phase for improvements from Airport Boulevard to Queen Creek Road. Project Type: New construction Fiscal Year 2014-15 Funding: $1,819,000 Funding Source: Arterial Streets Impact Fees Impact on Operating Budget: This project will add $15,300 to the operating budget in FY 2018-19 once construction is completed. Chandler Heights Road (Arizona to McQueen) (6ST608) Description: Funding is allocated for the design and land acquisition phases. Project Type: New construction Fiscal Year 2014-15 Funding: $1,667,625 Funding Source: Arterial Street Impact Fees Streets General Obligation Bonds Impact on Operating Budget: This project adds $15,400 in ongoing expenses to the FY 2020-21 once the project is completed. 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 2014-15 are to repair 2500 feet of wall north and south of the El Paso gas line east of Kyrene Road. Project Type: Ongoing capital maintenance and repair Fiscal Year 2014-15 Funding: $100,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Cooper Road (Queen Creek to Riggs) (6ST675) Description: Funding is allocated for design and land acquisition for the Queen Creek Road to Chandler Heights Road Segment of the project. Project Type: New construction Fiscal Year 2014-15 Funding: $2,078,000 Funding Sources: Arterial Streets Impact Fees Streets General Obligation Bonds Impact on Operating Budget: This project adds $79,600 in ongoing expenses to the FY 2020-21 operating budget when completed. 413 City of Chandler 2014-15 Adopted Budget Capital Budget Transportation & Development – Streets/Traffic (continued) General Plan Update (6ST678) Description: Funding is allocated to update the City’s General Plan. Project Type: One-time capital study Fiscal Year 2014-15 Funding: $250,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Bike Lane Safety Improvements (6ST685) Description: Funding is allocated for the design phase of this project to improve safety in the bike routes. Project Type: New construction Fiscal Year 2014-15 Funding: $110,000 Funding Sources: Streets General Obligation Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. Route 56 Bus Shelters (6ST686) Description: Funding is allocated to construct bus shelters at four new bus stops for Route 56. Project Type: New construction/acquisition Fiscal Year 2014-15 Funding: $66,392 Funding Sources: Local Transportation Assistance Funds Federal Transit Administration Grant Impact on Operating Budget: This project has no direct impact on the operating budget. Traffic Controller Upgrades (6ST687) Description: Funding is allocated to upgrade traffic controller hardware at locations throughout the City. Project Type: Software upgrade Fiscal Year 2014-15 Funding: $542,700 Funding Sources: Streets General Obligation Bonds Federal CMAQ Grant Impact on Operating Budget: This project has no direct impact on the operating budget. 4’Milling Head for Street Maintenance (6ST689) Description: Funding is allocated to purchase a new milling head for street maintenance. Project Type: One-time capital acquisition Fiscal Year 2014-15 Funding: $350,000 Funding Sources: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. 10-Wheel Dump Truck for Right of Way Crew (6ST690) Description: Funding is allocated for the purchase of a new dump truck for the Streets Division Project Type: One-time capital acquisition Fiscal Year 2014-15 Funding: $170,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Refurbish Vactor Truck (6ST691) Description: Funding is allocated to refurbish a vactor truck to extend its useful life. Project Type: One-time capital maintenance and repair Fiscal Year 2014-15 Funding: $165,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project adds $10,000 per year to the operating budget for parts required for annual maintenance. 414 City of Chandler 2014-15 Adopted Budget Capital Budget Transportation & Development – Streets/Traffic (continued) Transportation & Development Vehicles over $100,000 each (6ST700) Description: Funding is allocated to purchase two traffic engineer vehicles and a streets vehicle as part of the vehicle replacement program. Project Type: One-time capital acquisition Fiscal Year 2014-15 Funding: $337,300 Funding Source: Vehicle Replacement Fund Impact on Operating Budget: This project has no direct impact on the operating budget. 415 City of Chandler 2014-15 Adopted Budget Capital Budget Capital Program Detail for Fiscal Year 2014-15 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) 2013-14 and for projects that have not yet been expended or encumbered at the time of FY 2014-15 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 2013-14, the appropriation will be lowered in FY 2014-15. ITOC Capital - 1285 Proj # 6GG617 6IC001 6IC003 9IT046 6IC005 6IC020 6IC071 6IC074 6IC078 6IC079 6IC080 6IC081 6IC083 6IC084 6IC086 6IC087 000000 Fund 401 605 615 625 Program IT Oversight Committee Projects Utility Billing System Upgrade CRM Software Upgrade EDMS Upgrade Electronic Plan Review E-Govern Pub Com Enhancements Electronic Payment Processing Application Standardization Common Business Name Analysis Upgrade EDMS Teleforms Accela Upgrade (included Digital Sign) Fleet Fuel Data Upload to Lucity Code Enforcement Oracle Reporting Brightworks Project Management Tool NEOGOV Human Resources Tool ITOC Contingency Carryforward Appropriation 2014-15 New Encumbered Unencumbered Appropriation Purchase Orders March 2014 $ - $ - $ 625,000 65,992 10,000 70,795 101,928 150,000 17,510 29,000 100,108 371,420 20,000 68,500 2,980 26,020 30,000 52,428 100,000 24,368 7,000 116,811 - 2014-15 Total Appropriation $ 625,000 65,992 80,795 101,928 150,000 17,510 29,000 471,528 20,000 68,500 29,000 30,000 52,428 100,000 24,368 7,000 116,811 Total Capital Project Expenses $ 239,448 $ 1,125,412 $ 625,000 $ 1,989,860 General Gov't Capital Projects Fund Water Operating Fund Wastewater Operating Fund Solid Waste Operating Fund $ 173,456 41,575 17,818 6,599 $ 1,125,412 - $ 625,000 - $ 1,923,868 41,575 17,818 6,599 Total Capital Project Funding $ 239,448 $ 1,125,412 $ 625,000 $ 1,989,860 Information Technology Capital - 1287 Proj # 6IT057 6IT058 6IT080 6IT082 6IT084 6IC088 6IT088 Fund 401 Program Microsoft XP OS & Office Upgrade Data Center Improvements/Cooling SV8500 Telephone System Replace City Desktop Phones Redundant Internet Connectivity Project Management Consultants Enhanced Comm. Speed for Remote Sites Carryforward Appropriation 2014-15 New Encumbered Unencumbered Appropriation Purchase Orders March 2014 $ 69,764 $ 114,283 $ 112,581 26,950 7,922 75,000 156,120 100,000 681,500 2014-15 Total Appropriation $ 184,047 139,531 7,922 75,000 156,120 100,000 681,500 Total Capital Project Expenses $ 446,387 $ 141,233 $ 756,500 $ 1,344,120 General Gov't Capital Projects Fund Total Capital Project Funding $ $ 446,387 446,387 $ $ 141,233 141,233 $ $ 756,500 756,500 $ $ 1,344,120 1,344,120 416 City of Chandler 2014-15 Adopted Budget Capital Budget Non-Departmental - 1291 6GG075 6GG619 6GG623 6GG631 Program City Hall Downtown Redevelopment San Marcos Commons Phase II Solar Energy 6GG639 South Washington Street Design Proj # Carryforward Appropriation 2014-15 New Encumbered Unencumbered Appropriation Purchase Orders March 2014 $ - $ 464,242 $ 2,047,894 502,000 2,797,269 5,000,000 824,442 - Total CIP Capital Project Expenses Multiple Multiple Fund 101 401 $ Miscellaneous Downtown Redevelopment Miscellaneous Strategic Opportunity - - 2014-15 Total Appropriation $ 464,242 2,549,894 7,797,269 824,442 200,000 200,000 $ 6,133,847 $ 5,702,000 $ 11,835,847 $ 2,000,000 500,000 $ 3,040,000 2,309,750 $ 5,040,000 2,909,750 100,000 Total Non-CIP Capital Projects $ 100,000 $ 2,500,000 $ 5,349,750 $ 7,949,750 Total Capital Project Expenses $ 100,000 $ 8,633,847 $ 11,051,750 $ 19,785,597 General Fund General Gov't Capital Projects Fund $ 100,000 - $ 2,500,000 6,133,847 $ 5,349,750 5,702,000 $ 7,949,750 11,835,847 Total Capital Project Funding $ 100,000 $ 8,633,847 $ 11,051,750 $ 19,785,597 Economic Development Capital - 1550 Proj # 6GG620 Fund 401 Carryforward Appropriation Encumbered Unencumbered Purchase Orders March 2014 Program 2014-15 New Appropriation 2014-15 Total Appropriation Commercial Reinvestment Program $ - $ 2,787,230 $ - $ 2,787,230 Total Capital Project Expenses $ - $ 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 6PD606 6PD607 Fund 401 460 Program Police Driver Training Facility Records Management System Radio System Narrow Band Converter Carryforward Appropriation 2014-15 New Encumbered Unencumbered Appropriation Purchase Orders March 2014 $ - $ 968,271 $ 676,280 440,090 2014-15 Total Appropriation $ 968,271 676,280 440,090 Total Capital Project Expenses $ - General Gov't Capital Projects Fund Public Safety Bond Fund $ Total Capital Project Funding $ 417 $ 1,644,551 $ 440,090 $ 2,084,641 - $ - 676,280 $ 968,271 440,090 - $ 1,116,370 968,271 - $ 1,644,551 $ 440,090 $ 2,084,641 City of Chandler 2014-15 Adopted Budget Capital Budget Fire Department Capital - 2250 Proj # 6FI611 6FI636 6FI638 6FI641 6FI642 Fund 401 404 470 475 (1) Program Southeast Fire Station SCBA Replacement Fire Station #1 Relocation Vehicle Replacement Prog - Over $100k (1) Rescue Vehicle Carryforward Appropriation 2014-15 New Encumbered Unencumbered Appropriation Purchase Orders March 2014 $ - $ 371,079 $ 1,720,700 5,205,666 370,540 497,871 1,002,129 500,000 250,000 2014-15 Total Appropriation $ 371,079 1,720,700 5,576,206 2,000,000 250,000 Total Capital Project Expenses $ 5,703,537 $ 3,464,448 $ 750,000 $ 9,917,985 General Gov't Capital Projects Fund Vehicle Replacement Fund Public Safety Bond Fund Fire Impact Fees $ 2,178,344 497,871 3,027,322 $ 1,807,462 $ 1,002,129 132,719 522,138 250,000 500,000 - $ 4,235,806 2,000,000 132,719 3,549,460 Total Capital Project Funding $ 5,703,537 $ 3,464,448 $ 750,000 $ 9,917,985 In the 2014-2023 Capital Improvement Program this project was presented within the General Government Section. City Manager - Building and Facilities Capital - 3210 Proj # 6GG609 6GG628 6GG635 6GG636 6GG637 6GG644 6GG646 Fund 401 Carryforward Appropriation Encumbered Unencumbered Program Purchase Orders March 2014 Fire Station #1 Conversion $ - $ Existing City Building Renovations/Repairs 35,000 107,000 Tumbleweed Rec Center HVAC Modifications 204,080 Trans. & Dev. Bldg HVAC and Remodel 200,000 500,000 Police Property and Evidence Generator 50,000 208,000 Fire Station Security Gates Fleet Bay Cooling System - 2014-15 New Appropriation $ 75,000 973,000 165,600 385,000 2014-15 Total Appropriation $ 75,000 1,115,000 204,080 700,000 258,000 165,600 385,000 Total Capital Project Expenses $ 285,000 $ 1,019,080 $ 1,598,600 $ 2,902,680 General Gov't Capital Projects Fund $ 285,000 $ 1,019,080 $ 1,598,600 $ 2,902,680 Total Capital Project Funding $ 285,000 $ 1,019,080 $ 1,598,600 $ 2,902,680 418 City of Chandler 2014-15 Adopted Budget Capital Budget Transportation & Development - Streets Capital - 3310 Carryforward Appropriation 2014-15 New Encumbered Unencumbered Program Appropriation Purchase Orders March 2014 Proj # $ - $ 442,541 $ 875,000 6GG613 S Arizona Ave Corridor Improvements 30,000 165,293 100,000 6ST014 Landscape Repairs 50,856 6ST015 Bus Stops and Bus Pullouts 57,192 300,000 6ST051 Streetlight Additions and Repairs 1,500,385 2,152,651 10,446,000 6ST248 Street Repaving 831,157 6ST291 Misc. Storm Drain Improvements 2,394 6ST302 Traffic Calming Measures 319,218 1,208,752 3,447,000 6ST303 Street Construction Various Improvements 736,941 6ST316 Alma School/Chandler Blvd Intersection 16,206 235,732 160,000 6ST322 New Traffic Signals 46,153 6ST323 Signal System Communications 3,072 6ST327 Video Detection Cameras 4,292,521 1,851,775 4,760,000 6ST478 McQueen (Queen Creek - Riggs) 307,592 1,738,306 6ST529 Old Price Road/Queen Creek Intersection 1,819,000 6ST548 Queen Creek Rd (McQueen to Lindsay) 3,055,483 6,841,432 6ST596 Gilbert Rd (Queen Creek to Hunt Hwy) 130,753 5,448,104 6ST607 Ocotillo Rd (Arizona - McQueen) 1,667,625 6ST608 Chandler Heights Rd (Arizona - McQueen) 64,146 100,000 6ST652 Wall Repairs 979,443 6ST672 Dobson-Ray-Elliot Fiber 2,078,000 6ST672 Cooper Road (Queen Creek - Riggs) 100,000 6ST678 Western Canal Crossing at UPRR 575,000 6ST680 Arizona Ave Light Rail Alternative Study 250,000 6ST681 General Plan Update 110,000 6ST685 Bike Lane Safety Improvements 66,392 6ST686 Route 56 Bus Shelters 542,700 6ST687 Traffic Control Upgrade 350,000 6ST689 4' Milling Head for Street Maintenance 170,000 6ST690 10-Wheel Dump Truck for Right of Way Crew 165,000 6ST691 Refurbish Vactor Truck 337,300 6ST700 T&D Vehicles over $100,000 each Fund 215 216 401 404 410 411 412 415 417 2014-15 Total Appropriation $ 1,317,541 295,293 50,856 357,192 14,099,036 831,157 2,394 4,974,970 736,941 411,938 46,153 3,072 10,904,296 2,045,898 1,819,000 9,896,915 5,578,857 1,667,625 164,146 979,443 2,078,000 100,000 575,000 250,000 110,000 66,392 542,700 350,000 170,000 165,000 337,300 Total Capital Project Expenses $ 11,684,096 $ 21,499,002 $ 27,744,017 $ 60,927,115 Highway User Revenue Fund LTAF II (HB2565) General Gov't Capital Projects Fund Vehicle Replacement Fund Highway User Revenue Bond Fund Street Bond Fund Storm Sewer Bond Fund Arterial Street Impact Fees Capital Grants $ 1,172,975 $ 209,488 38,610 2,012,564 607,157 2,239,221 5,404,081 111,066 $ 625,856 1,444,470 7,427,621 4,466,088 7,423,901 2,046,000 13,278 10,035,000 337,300 3,661,889 9,085,670 2,564,880 $ 3,330,041 639,134 11,688,958 337,300 38,610 13,102,074 607,157 15,790,979 15,392,862 Total Capital Project Funding $ 11,684,096 $ 21,499,002 $ 27,744,017 $ 60,927,115 419 City of Chandler 2014-15 Adopted Budget Capital Budget Municipal Utilities - Solid Waste Capital - 3710 Carryforward Appropriation 2014-15 New Encumbered Unencumbered Appropriation Purchase Orders March 2014 $ - $ - $ 250,000 2014-15 Total Appropriation $ 250,000 Total Capital Project Expenses $ - $ - $ 250,000 $ 250,000 Solid Waste Operating $ - $ - $ 250,000 $ 250,000 Total Capital Project Funding $ - $ - $ 250,000 $ 250,000 Program Proj # 6SW100 Solid Waste Service Facility Improvements Fund 625 Municipal Utilities - Water Capital - 3820 Carryforward Appropriation Encumbered Unencumbered Proj # 6WA012 6WA023 6WA029 6WA034 6WA076 6WA110 6WA210 6WA230 6WA334 6WA638 6WA640 6WA660 6WA670 Fund 601 603 605 (1) 2014-15 New Program Water Projects Supporting Intel Expansion Main Replacements Water Master Plan Update Well Construction Transmission Mains (1) Water System Upgrades w/ Street Proj. Water Treatment Plant Improvements Water Production Facility Improvements Joint Water Treatment Plant Water Rights Settlement Well Remediation - Arsenic Systems Water System Maintenance Building Intel Water Purchases Purchase Orders $ 1,625,000 3,661,702 503,824 1,975,358 1,645,930 993,018 855,466 - Total Capital Project Expenses $ 11,260,298 $ 10,201,223 $ 32,939,040 $ 54,400,561 Water Bond Fund Water System Development Fees Water Operating Fund(1) Total Capital Project Funding $ 6,901,008 $ 3,503,824 855,466 11,260,298 $ 6,761,786 $ 907,564 2,531,873 10,201,223 $ 20,737,462 4,201,578 8,000,000 32,939,040 $ 34,400,256 8,612,966 11,387,339 54,400,561 $ $ Appropriation March 2014 2,148,174 $ 3,003,660 2,100,000 300,000 216,106 3,270,000 1,055,197 2,439,504 510,000 67,428 1,010,000 905,629 2,095,000 3,901,578 11,752,462 356,525 9,000 8,000,000 2014-15 Total $ $ Appropriation 2,148,174 6,728,660 300,000 7,147,808 1,559,021 4,924,862 2,723,358 3,993,647 3,901,578 11,752,462 356,525 864,466 8,000,000 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. 420 City of Chandler 2014-15 Adopted Budget Capital Budget Municipal Utilities - Wastewater Capital - 3910 Proj # 6WW012 6WW021 6WW022 6WW189 6WW192 6WW196 6WW266 6WW332 6WW621 6WW671 Fund 610 611 614 615 (1) Carryforward Appropriation 2014-15 New Encumbered Unencumbered Program Appropriation Purchase Orders March 2014 WW Projects Supporting Intel Expansion(1) $ 38,574,801 $ 11,178,095 $ Wastewater Master Plan Update 600,000 Water Reclamation Plant Expansion 3,531,927 20,815,491 Effluent Reuse - Storage/Recovery 1,051,347 Effluent Reuse - Transmission Mains 72,321 87,086 2,615,000 Collection System Facility Improvements 250,676 1,400,068 535,000 Sewer Assessment/Rehabilitation 345,665 2,485,370 1,965,000 Wastewater System Upgrades w/Street Proj. 2,944,219 465,000 Water Reclamation Facility Improvements 2,240,023 5,869,608 12,760,000 Reclaimed Water Conversion 250,000 2014-15 Total Appropriation $ 49,752,896 600,000 24,347,418 1,051,347 2,774,407 2,185,744 4,796,035 3,409,219 20,869,631 250,000 Total Capital Project Expenses $ 46,066,760 $ 44,779,937 $ 19,190,000 $ 110,036,697 Reclaimed Water System Dev Fees Wastewater Bond Fund Wastewater System Development Fees Wastewater Operating Fund(1) $ 598,212 $ 2,754,459 3,531,927 39,182,162 87,086 22,386,656 8,685,012 13,621,183 $ 2,615,000 15,725,000 600,000 250,000 $ 3,300,298 40,866,115 12,816,939 53,053,345 Total Capital Project Funding $ 46,066,760 $ 44,779,937 $ 19,190,000 $ 110,036,697 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. Economic Development - Airport Capital - 4110 Proj # 6AI264 6AI369 6AI653 6AI658 6AI662 6AI703 6AI707 6AI711 6AI712 6AI718 6AI719 6AI720 Fund 417 631 632 635 Program Airport Erosion and Debris Control Airport Guidance Sign Replacement N. Airport Apron Phase 2 Airport T-Shade Facility Airport Security Gates and Cameras Wildlife Study/Storm Drain MP Update Taxiway A Lighting Improvements Stormwater Management Env Assessment Stormwater Management Areas 1 & 3 Replace Fuel Tank APMS Pavement Improvements-Taxiway APMS Pavement Improvements-Runway Carryforward Appropriation 2014-15 New Encumbered Unencumbered Appropriation Purchase Orders March 2014 $ 926,874 $ - $ 782,000 43,946 1,089,500 1,163,500 125,500 112,894 50,995 77,000 146,302 1,960,000 300,000 83,932 43,640 2014-15 Total Appropriation $ 926,874 782,000 1,133,446 1,163,500 125,500 112,894 50,995 77,000 2,106,302 300,000 83,932 43,640 Total Capital Project Expenses $ 1,186,070 $ 94,941 $ 5,625,072 $ 6,906,083 Capital Grants Airport Bond ADOT Loan Airport Operating $ 1,083,347 $ 102,723 50,995 43,946 - $ 3,630,296 108,950 1,163,500 722,326 $ 4,764,638 152,896 1,163,500 825,049 Total Capital Project Funding $ 1,186,070 $ 94,941 $ 5,625,072 $ 6,906,083 421 City of Chandler 2014-15 Adopted Budget Capital Budget Community Services - Library Capital - 4320 Proj # 6PR556 Fund 430 Program Sunset Library Acquisition Carryforward Appropriation 2014-15 New Encumbered Unencumbered Appropriation Purchase Orders March 2014 $ - $ 43,500 $ - 2014-15 Total Appropriation $ 43,500 Total Capital Project Expenses $ - $ 43,500 $ - $ 43,500 Library Bond Funds Total Capital Project Funding $ $ - $ - $ 43,500 $ 43,500 $ - $ $ 43,500 43,500 Community Services - Parks & Recreation Capital - 4580 Carryforward Appropriation Encumbered Proj # 6PR039 6PR044 6PR047 6PR049 6PR397 6PR400 6PR435 6PR497 6PR530 6PR628 6PR630 6PR631 6PR633 6PR634 6PR636 6PR637 6PR638 6PR639 6PR641 Fund 401 417 420 422 424 2014-15 2014-15 New Unencumbered Purchase Orders $ 1,933 $ 90,000 638,867 154,068 45,000 783 78,435 85,634 848,716 1,455,764 57,113 25,000 1,383,420 - Total Capital Project Expenses $ 4,864,733 $ 3,950,147 $ 4,357,000 $ 13,171,880 General Gov't Capital Projects Fund Capital Grants & Donations Park Bond Fund Neighboorhood Park Impact Fees Parks Impact Fees $ 387,084 $ 34,135 1,557,397 57,697 2,828,420 674,467 $ 1,779,789 1,175,407 8,004 312,480 2,291,000 134,000 1,932,000 $ 3,352,551 1,947,924 2,732,804 65,701 5,072,900 Total Capital Project Funding $ 4,864,733 $ 3,950,147 4,357,000 $ 13,171,880 422 Appropriation March 2014 8,004 $ 149,448 169,141 500,000 113,103 590,000 4,208 8,384 10,258 513,881 855,000 25,482 250,000 412,480 1,807,627 64,000 100,000 361,650 70,000 266,481 1,932,000 96,000 Total Program Neighborhood Park Land Acquisition Tumbleweed Park Aquatic Facility Safety Renovations Existing Neighborhood Park Improvements 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 Citrus Vista Park Site Art Center Moving Stage Lights $ Appropriation $ 9,937 239,448 1,308,008 857,171 4,208 45,000 8,384 11,041 1,447,316 111,116 1,098,716 1,868,244 1,864,740 64,000 100,000 456,650 1,649,901 1,932,000 96,000 City of Chandler 2014-15 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 ongoing replacement of 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. 2011-12 Actual Expenditures 2012-13 Actual Expenditures $ $ 2013-14 Adjusted Budget 2013-14 Estimated Expenditures 2014-15 Adopted Budget General Government: Mayor and Council - - $ - $ - $ 20,000 City Manager Buildings & Facilities - - 159,290 119,950 105,871 Neighborhood Programs - - - - 95,508 Economic Development - - 29,303 29,035 - - - 19,632 19,452 - 1,044,905 1,129,251 4,460,783 4,453,171 4,183,770 - 10,080 126,542 27,145 739,500 Communications and Public Administration Non-Departmental Community Services Total General Government $ 1,044,905 $ 1,139,332 $ 4,795,550 $ 4,648,753 $ 5,144,649 $ 513,491 $ 1,604,012 $ 5,018,463 $ 1,808,360 $ 2,940,658 52,367 81,473 Public Safety: Police Fire Total Public Safety - - 251,118 $ 513,491 $ 1,656,379 $ 5,099,936 $ 1,808,360 $ 3,191,776 $ - $ 23,610 $ - $ Solid Waste Management - 20,339 41,000 36,791 83,718 Water Divisions - 35,945 194,790 158,339 555,507 Wastewater Divisions - 30,878 101,403 70,590 197,018 Municipal Utilities Municipal Utilities Admin Total Municipal Utilities - $ - $ - $ 110,772 $ 337,193 $ 265,720 $ 836,243 $ - $ - $ 22,700 $ 21,854 $ 40,571 Transportation & Development Capital Projects Streets Traffic Engineering Street Sweeping Planning 14,171 261,360 279,203 13,734 78,269 216,061 - 71,461 186,855 - 777,939 108,293 - - - - - 90,590 Total Transportation & Development $ 14,171 $ 554,297 $ 317,030 $ 280,170 $ 1,017,393 Grand Total $ 1,572,567 $ 3,460,779 $ 10,549,709 $ 7,003,003 $ 10,190,061 423 City of Chandler 2014-15 Adopted Budget Capital Budget 424 BONDED DEBT 14-Contents City Debt Obligations Overview of Bond Types Bond Payment Schedules Bonded Debt ON THE MOVE TO BETTER FITNESS City of Chandler 2014-15 Adopted Budget Bonded Debt Bonded Debt Obligations The City of Chandler 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, 2014 population is estimated at 244,439. 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, referred to as “bonded debt.” This includes instruments such as 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. The City’s most recent 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 are a positive reflection on Chandler’s financial management and its ability to repay outstanding debt. The higher bond ratings also 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 that total indebtedness does not exceed available resources and conforms with 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 was in May 2007 and resulted in voters approving over $450 million in new bond authorization spread across ten program areas (Water/Sewer, Reclaimed (Reuse) Water, 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 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. Excise Tax Revenue Obligations of $110 million were sold during FY 2013-14. The City does not anticipate any General Obligation Bond or Excise Tax Revenue Obligation sales in FY 2014-15. 425 City of Chandler 2014-15 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 Non-Voter Authorized Bonds* Water Wastewater 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 N/A N/A 2013-14 Bond Sales $ - $ $ 36,500,000 73,000,000 $ 109,500,000 2013-14 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 N/A N/A 2014-15 Anticipated 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 - N/A N/A N/A * 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 2014-15 are as shown: Type of Debt Water/Wastewater Utility Revenue Bonds Water/Wastewater General Obligation Bonds Water/Wastewater Excise Tax Revenue Obligations Coverage Required (Mandated or Goal) Mandated by debt covenants:1.2 Goal: 1.5-2.0 1.00 (Goal) 1.20 (Goal) 426 Projected end of 2013-14 Yes Coverage Met? Yes Yes Yes Yes Yes City of Chandler 2014-15 Adopted Budget Bonded Debt Debt Service Funds 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) 2017-18, 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. Highway User Revenue 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 each Enterprise’s user fees. No separate Debt Service Funds exist to pay Enterprise Debt Service. 427 City of Chandler 2014-15 Adopted Budget Bonded Debt FUNCTION: Description General Purpose GOBs Water GOBs Wastewater GOBs Water Revenue Bonds Wastewater Revenue Bonds HURF Revenue Bonds Airport GOB's Excise Tax Revenue Obligations Total Cost Center - 7500 General Debt Service Fund Highway User Revenue Debt Svc Water System Dev Fees Water Operating Reclaimed Water SDF Wastewater System Dev Fees Wastewater Operating Airport Operating Grand Total COST CENTER: Debt Service 2013-14 2013-14 2014-15 2012-13 2013-14 Adopted Adjusted Adopted Actual Estimated Budget Budget Budget $ 33,461,950 $ 21,496,931 $ 21,496,931 $ 21,496,931 $ 24,514,169 10,302,945 11,184,813 11,184,813 11,184,813 10,958,188 6,727,631 5,727,763 5,727,763 5,727,763 5,612,138 7,438,289 4,411,349 4,411,349 4,411,349 4,089,689 3,006,851 1,888,148 1,888,148 1,888,148 4,197,868 4,663,475 4,676,975 4,676,975 4,676,975 4,677,025 24,188 23,388 23,388 23,388 27,938 3,399,861 12,232,332 12,232,332 10,663,663 10,814,175 $69,025,189 $61,641,699 $61,641,699 $60,073,030 $64,891,190 $33,461,950 $21,496,931 $21,496,931 $21,496,931 $24,514,169 4,663,475 4,676,975 4,676,975 4,676,975 4,677,025 82,041 87,165 87,165 87,164 89,656 18,323,432 20,081,653 20,081,653 19,618,518 18,674,175 500,276 254,071 254,071 254,071 292,174 305,275 467,971 467,971 467,971 543,759 11,664,553 14,553,545 14,553,545 13,448,012 16,072,294 24,188 23,388 23,388 23,388 27,938 $69,025,189 $61,641,699 $61,641,699 $60,073,030 $64,891,190 7500 % Change Adopted To Adopted 14.04% -2.03% -2.02% -7.29% 122.33% 0.00% 19.45% -11.59% 5.27% The Fiscal Year 2014-15 budget provides $64,891,190 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. 428 City of Chandler 2014-15 Adopted Budget Bonded Debt 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 General Obligation Bonds for all other general purposes (e.g., airport, center for the arts, library, and museum) not included in the 20% debt margin category up to an amount not exceeding 6% of the secondary assessed value. The City’s available bonding capacity for Fiscal Year (FY) 2014-15 is given below. 20% 6% Secondary Assessed Value $ 2,381,590,083 $ 2,381,590,083 Legal Bond Limit $ $ Outstanding Bonded Debt Previously Issued 476,318,017 (352,045,000) Anticipated Bond Sales in FY 2014-15 (10,170,000) - Bonding Capacity Available $ 124,273,017 142,895,405 $ 132,725,405 The 20% and 6% bonding capacity is based on a secondary assessed value of $2,381,590,083, a 9.5% increase from the FY 2013-14 secondary assessed value of $2,175,376,677. 429 City of Chandler 2014-15 Adopted Budget Bonded Debt Summary of Outstanding Bonds By Type Type of Issue Principal Bond Amount % Total General Obligation Bonds (Combined) 6% Capacity $ 10,170,000 20% Capacity 352,045,000 Total General Obligation Bonds $ 362,215,000 65.27% Water & Sewer Revenue Bonds 31,610,000 5.70% Excise Tax Revenue Obligations 142,200,000 25.62% 14,025,000 4.95% 4,905,000 $ 554,955,000 0.88% 100.00% Highway User Revenue Bonds Improvement District Bonds Total 430 City of Chandler 2014-15 Adopted Budget Bonded Debt The following pages present breakdowns of the principal and interest payments for all City bond issues outstanding as of June 30, 2014. Annual Bond Obligation for All Existing Bonds and Obligations Maturity Date (1) July 1, 2015 Bonds Payable 41,895,000 Interest Payable 23,066,149 Fiscal Total 64,961,149 July 1, 2016 39,050,000 21,612,581 60,662,581 July 1, 2017 37,750,000 20,265,794 58,015,794 July 1, 2018 35,695,000 18,696,969 54,391,969 July 1, 2019 36,160,000 17,305,594 53,465,594 July 1, 2020 35,160,000 15,754,501 50,914,501 July 1, 2021 30,580,000 14,250,450 44,830,450 July 1, 2022 31,840,000 12,759,700 44,599,700 July 1, 2023 32,990,000 11,256,788 44,246,788 July 1, 2024 33,730,000 9,724,688 43,454,688 July 1, 2025 35,190,000 8,330,488 43,520,488 July 1, 2026 36,185,000 6,906,863 43,091,863 July 1, 2027 34,660,000 5,457,688 40,117,688 July 1, 2028 35,070,000 3,947,500 39,017,500 July 1, 2029 11,500,000 2,375,000 13,875,000 July 1, 2030 11,500,000 1,915,000 13,415,000 July 1, 2031 12,000,000 1,455,000 13,455,000 July 1, 2032 12,000,000 975,000 12,975,000 July 1, 2033 12,000,000 495,000 12,495,000 $ 196,550,749 $ 751,505,749 TOTAL $ 554,955,000 Year Principal Interest Fiscal Total This Year's Requirement 2015 $ 41,895,000 $ 23,066,149 $ 64,961,149 Maximum Requirement 2015 $ 41,895,000 $ 23,066,149 $ 64,961,149 (1) Actual payments are made one day prior to maturity date. 431 City of Chandler 2014-15 Adopted Budget Bonded Debt Schedule of Total Outstanding Debt Original Outstanding Issue 7/1/2014 2014-15 Principal Interest Payment Revenue Bonds Highway User Revenue: Series 1996B Series 2003 Refunding Series 2004 Refunding Series 2010 Refunding Series 2014 $ $ Water: Series 1994 Series 2001 Refunding Series 2003 Series 2005 Refunding Series 2005 Refunding Series 2014 $ $ Sewer: Series 1994 Series 2001 Refunding Series 2003 Refunding Series 2005 Refunding Series 2014 $ $ Total Revenue Bonds 1,250,000 5,000,000 10,920,000 10,450,000 8,660,000 36,280,000 $ 25,000 25,000 2,000,000 3,340,000 720,000 8,660,000 3,225,000 14,025,000 $ 3,970,000 $ 1,375 26,375 100,000 100,000 97,050 817,050 263,622 3,488,622 462,047 $ 4,432,047 5,150,000 12,500,000 17,830,000 10,000,000 15,485,000 11,079,850 72,044,850 $ $ - $ 1,895,000 1,895,000 2,275,000 300,000 3,905,000 1,010,000 11,079,850 19,154,850 $ 3,205,000 $ - $ 94,750 1,989,750 110,000 410,000 195,250 1,205,250 378,380 378,380 778,380 $ 3,983,380 5,150,000 12,500,000 17,830,000 15,485,000 4,320,150 55,285,150 $ 2,140,000 2,140,000 5,995,000 1,415,000 4,320,150 12,455,150 $ 3,555,000 $ $ 107,000 2,247,000 299,750 1,714,750 94,268 94,268 501,018 $ 4,056,018 $ 163,610,000 $ 432 45,635,000 $ 10,730,000 $ 1,741,445 $ 12,471,445 City of Chandler 2014-15 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 Total General Obligation Bonds Excise Tax Revenue Obligations:* Series 2009 Series 2011 Series 2013 $ Original Outstanding Issue 7/1/2014 2014-15 Principal Interest Payment 16,265,000 $ 6,020,000 $ 4,970,000 $ 293,125 $ 5,263,125 24,800,000 2,900,000 2,900,000 116,000 3,016,000 30,905,000 14,225,000 2,550,000 608,750 3,158,750 111,045,000 84,200,000 3,000,000 3,611,063 6,611,063 22,960,000 18,260,000 2,525,000 859,144 3,384,144 252,000,000 223,345,000 7,775,000 9,230,375 17,005,375 9,925,000 9,925,000 500,000 368,250 868,250 10,360,000 3,340,000 1,710,000 95,725 1,805,725 $ 478,260,000 $ 362,215,000 $ 25,930,000 $ 15,182,431 $ 41,112,431 $ 34,040,000 $ 24,785,000 $ 3,530,000 $ 921,075 $ 4,451,075 15,000,000 12,915,000 740,000 473,100 1,213,100 104,250,000 104,500,000 500,000 4,650,000 5,150,000 Total Excise Tax Revenue Obligations $ 153,290,000 $ 142,200,000 $ 4,770,000 $ 6,044,175 $ 10,814,175 Improvement District Bonds: Series 2008 - Spectrum ID $ 7,370,000 $ 4,905,000 $ 465,000 $ 98,100 $ 563,100 Total Improvement District Bonds $ 7,370,000 $ 4,905,000 $ 465,000 $ 98,100 $ 563,100 Total Bonded Debt & Obligations $ 802,530,000 $ 554,955,000 $ 41,895,000 $ 23,066,151 $ 64,961,151 * 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. 433 City of Chandler 2014-15 Adopted Budget Bonded Debt Combined General Obligation Bonds 6% Capacity Portion Outstanding Maturity Date (1) July 1, 2015 Bonds Payable $ 387,000 Interest Payable $ 395,322 Fiscal Total $ 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 10,170,000 $ Principal 2,566,747 $ Interest 12,736,747 Fiscal Total This Year's Requirement 2015 $ 387,000 $ 395,322 $ 782,322 Maximum Requirement 2020 $ 2,547,000 $ 216,127 $ 2,763,127 (1) Actual payments are made one day prior to maturity date. 434 City of Chandler 2014-15 Adopted Budget Bonded Debt Combined General Obligation Bonds 20% Capacity Portion Outstanding Maturity Date (1) July 1, 2015 Bonds Payable $ 25,543,000 Interest Payable $ 14,787,107 22,436,000 13,831,574 July 1, 2016 $ Fiscal Total 40,330,107 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 $ 114,765,770 $ 466,810,770 TOTAL $ 352,045,000 This Year's Requirement 2015 $ 25,543,000 $ 14,787,107 $ 40,330,107 Maximum Requirement 2015 $ 25,543,000 $ 14,787,107 $ 40,330,107 Year (1) Principal Actual payments are made one day prior to maturity date. 435 Interest Fiscal Total City of Chandler 2014-15 Adopted Budget Bonded Debt Combined General Obligation Bonds Enterprise Supported Maturity Date (1) July 1, 2015 Bonds Payable $ 10,885,000 Interest Payable $ 5,685,325 Fiscal Total $ 16,570,325 July 1, 2016 9,500,000 5,323,575 14,823,575 July 1, 2017 9,800,000 5,017,575 14,817,575 July 1, 2018 9,900,000 4,679,575 14,579,575 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 $ Year 139,971,000 $ Principal 44,410,175 $ Interest 184,381,175 Fiscal Total This Year's Requirement 2015 $ 10,885,000 $ 5,685,325 $ 16,570,325 Maximum Requirement 2015 $ 10,885,000 $ 5,685,325 $ 16,570,325 (1) Actual payments are made one day prior to maturity date. 436 City of Chandler 2014-15 Adopted Budget Bonded Debt Combined General Obligation Bonds Ad Valorem Supported Maturity Date (1) July 1, 2015 $ Interest Payable 9,494,169 $ Fiscal Total 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) Bonds Payable $ 15,020,000 $ 222,143,000 Year 2015 $ 2015 $ Principal 15,020,000 15,020,000 Actual payments are made one day prior to maturity date. 437 $ 72,914,719 $ $ Interest 9,494,169 9,494,169 $ 295,057,719 Fiscal Total $ 24,514,169 $ 24,514,169 City of Chandler 2014-15 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. The City conducted a refunding sale of certain Water and Sewer Revenue Bonds in June of 2014, which resulted in approximately $1.4 million of present value savings. The reductions in debt service are reflected in the schedule below. Combined Water and Sewer Revenue Bonds Outstanding Maturity Date (1) July 1, 2015 Bonds Payable $ 6,760,000 Interest Payable 1,279,398 $ Fiscal Total 8,039,398 July 1, 2016 9,530,000 935,150 10,465,150 July 2, 2017 7,475,000 687,550 8,162,550 July 1, 2018 3,160,000 313,800 3,473,800 July 1, 2019 2,345,000 187,400 2,532,400 July 1, 2020 2,340,000 93,600 2,433,600 TOTAL This Year's Requirement Maximum Requirement (1) $ Year 2015 2016 $ 31,610,000 $ 3,496,898 $ 35,106,898 $ $ Principal 6,760,000 9,530,000 $ $ Interest 1,279,398 935,150 $ $ Fiscal Total 8,039,398 10,465,150 Actual payments are made one day prior to maturity date. 438 City of Chandler 2014-15 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. The City conducted a refunding sale of certain HURF Bonds in June of 2014, which resulted in approximately $500,000 of present value savings. The reductions in debt service are reflected in the schedule below. HURF Bonds Outstanding Maturity Date (1) July 1, 2015 Bonds Payable $ 3,970,000 Interest Payable $ 462,047 Fiscal Total $ 4,432,047 July 1, 2016 3,370,000 375,650 3,745,650 July 1, 2017 2,415,000 256,438 2,671,438 July 1, 2018 2,220,000 163,988 2,383,988 July 1, 2019 2,050,000 79,200 2,129,200 1,337,322 $ 15,362,322 TOTAL $ Year 14,025,000 $ Principal Interest Fiscal Total This Year's Requirement 2015 $ 3,970,000 $ 462,047 $ 4,432,047 Maximum Requirement 2015 $ 3,970,000 $ 462,047 $ 4,432,047 (1) Actual payments are made one day prior to maturity date. 439 City of Chandler 2014-15 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 FY 2013-14 for $109,500,000. 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, 2015 Bonds Payable $ 4,770,000 $ Interest Payable 6,044,175 $ Fiscal Total 10,814,175 July 1, 2016 2,805,000 5,908,725 8,713,725 July 1, 2017 3,605,000 5,812,825 9,417,825 July 1, 2018 3,760,000 5,674,675 9,434,675 July 1, 2019 4,975,000 5,526,438 10,501,438 July 1, 2020 5,410,000 5,307,988 10,717,988 July 1, 2021 5,870,000 5,068,938 10,938,938 July 1, 2022 6,305,000 4,807,838 11,112,838 July 1, 2023 6,505,000 4,517,638 11,022,638 July 1, 2024 7,230,000 4,218,438 11,448,438 July 1, 2025 7,565,000 3,884,238 11,449,238 July 1, 2026 8,010,000 3,532,363 11,542,363 July 1, 2027 8,160,000 3,157,188 11,317,188 July 1, 2028 8,230,000 2,773,250 11,003,250 July 1, 2029 11,500,000 2,375,000 13,875,000 July 1, 2030 11,500,000 1,915,000 13,415,000 July 1, 2031 12,000,000 1,455,000 13,455,000 July 1, 2032 12,000,000 975,000 12,975,000 July 1, 2033 12,000,000 495,000 12,495,000 TOTAL $ Year 142,200,000 $ 73,449,713 Principal $ Interest 215,649,713 Fiscal Total This Year's Requirement 2015 $ 4,770,000 $ 6,044,175 $ 10,814,175 Maximum Requirement 2029 $ 11,500,000 $ 2,375,000 $ 13,875,000 (1) Actual payments are made one day prior to maturity date. 440 City of Chandler 2014-15 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, 2015 Bonds Payable $ 465,000 $ Interest Payable 98,100 Fiscal Total $ 563,100 July 1, 2016 480,000 177,600 657,600 July 1, 2017 500,000 158,400 658,400 July 1, 2018 520,000 138,400 658,400 July 1, 2019 545,000 117,600 662,600 July 1, 2020 565,000 95,800 660,800 July 1, 2021 585,000 73,200 658,200 July 1, 2022 610,000 49,800 659,800 July 1, 2023 635,000 25,400 660,400 TOTAL $ Year 4,905,000 $ Principal 934,300 Interest $ 5,839,300 Fiscal Total This Year's Requirement 2015 $ 465,000 $ 98,100 $ 563,100 Maximum Requirement 2019 $ 545,000 $ 117,600 $ 662,600 (1) Actual payments are made one day prior to maturity date. 441 City of Chandler 2014-15 Adopted Budget Bonded Debt 442 SCHEDULES AND TERMS 15-Contents Resolution Adopting the 2014-15 Budget Auditor General Summary Schedules 2014-15 Salary Schedule Expenditure Categories List of Acronyms E ARTS AND CULTUR TAKING OUR EW COMMUNITY TO NLS CREATIVE LEVE Schedules and Terms City of Chandler 2014-15 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) 2012-13, adjusted budget, and estimated expenditures for FY 2013-14, and adopted budget for FY 2014-15. Schedule 2 – Summary of Department Total FY 2014-15 Budget by Fund: A summary, by fund, of each department’s FY 2014-15 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, 2014, 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. Expenditure Categories: A list identifying the various expenditure categories within the City budget. Glossary of Terms: A list of terms used within the budget document. Acronyms: A list of acronyms used with the budget document. 443 City of Chandler 2014-15 Adopted Budget Schedules and Terms 444 City of Chandler 2014-15 Adopted Budget Schedules and Terms 445 City of Chandler 2014-15 Adopted Budget Schedules and Terms 446 City of Chandler 2014-15 Adopted Budget Schedules and Terms 447 City of Chandler 2014-15 Adopted Budget Schedules and Terms 448 City of Chandler 2014-15 Adopted Budget Schedules and Terms 449 City of Chandler 2014-15 Adopted Budget Schedules and Terms 450 City of Chandler 2014-15 Adopted Budget Schedules and Terms 451 City of Chandler 2014-15 Adopted Budget Schedules and Terms 452 City of Chandler 2014-15 Adopted Budget Schedules and Terms 453 City of Chandler 2014-15 Adopted Budget Schedules and Terms 454 City of Chandler 2014-15 Adopted Budget Schedules and Terms 455 City of Chandler 2014-15 Adopted Budget Schedules and Terms 456 City of Chandler 2014-15 Adopted Budget Schedules and Terms 457 City of Chandler 2014-15 Adopted Budget Schedules and Terms 458 City of Chandler 2014-15 Adopted Budget Schedules and Terms 459 City of Chandler 2014-15 Adopted Budget Schedules and Terms 460 City of Chandler 2014-15 Adopted Budget Schedules and Terms This page intentionally left blank 461 City of Chandler 2014-15 Adopted Budget Schedules and Terms Schedule 1 Total Expenditures and Budget by Fund 101 202 215 216 217 218 219 224 227 230 233 234 236 240 310 320 401 402 403 404 410 411 412 415 417 420 421 422 423 424 425 426 427 430 431 433 435 440 441 Fund Description FY 2012-13 Actual Expenditure FY 2013-14 Adjusted Budget FY 2013-14 Estimated Expenditure General Fund Police Forfeiture Highway User Revenue Fund Local Transportation Assistance Fund Operating 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 Parks NW Impact Fees Parks NE Impact Fees Parks SE Impact Fees Library Bonds Library Impact Fees Art Center Bonds Museum Bonds Public Building Impact Fees Public Facility Bonds $175,500,237 2,289,425 11,038,694 433,356 6,575,404 189,704 1,181,168 933,285 533,892 477,028 5,239,761 366,219 25,583 33,461,950 4,663,475 6,772,666 1,049,535 1,129,251 1,281,993 6,894,310 51,772 6,165,785 1,970,233 2,436,696 8,233 470,236 156,152 143,710 12,159 6,680 6,790 - $ 211,769,941 3,137,044 16,936,625 1,995,419 6,130,448 2,016,064 2,312,930 1,331,076 956,357 551,192 5,466,178 859,335 518,823 2,710,325 21,496,931 4,676,975 33,869,553 1,723,151 4,560,783 7,651,911 238,610 16,116,029 885,785 20,732,011 21,321,306 4,773,839 3,661 577,033 63,250 6,307,226 45,543 29,397 85,799 128,728 43,697 25,421 $ 180,014,468 1,156,924 7,263,520 941,473 3,081,873 1,660,622 2,312,930 1,146,829 698,733 521,085 5,465,278 856,024 518,823 21,496,931 4,676,975 14,059,120 653,645 4,453,171 1,896,187 200,000 4,534,218 78,628 13,026,702 2,952,108 568,139 1,311 433,287 63,250 945,509 8,696 8,696 - 462 FY 2014-15 Adopted Budget $ 228,887,032 3,300,000 16,059,230 3,555,546 6,083,503 1,785,500 2,117,000 1,462,300 1,038,800 549,600 5,687,900 860,000 95,300 3,500,000 24,514,169 4,677,025 41,437,430 1,291,000 4,913,770 9,684,691 38,610 15,102,074 807,157 17,790,979 22,105,424 3,732,804 65,701 52,000 7,072,900 174,850 749,360 1,573,670 43,500 53,170 10,000 10,000 10,000 10,000 City of Chandler 2014-15 Adopted Budget Schedules and Terms Schedule 1 Total Expenditures and Budget by Fund (Continued) 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 Fund Description 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 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 Self-Insurance 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 2012-13 Actual Expenditure 799,755 6,680 2,772 6,680 81,590 5,571,403 2,671,739 6,304 46,784,989 1,049,242 13,923,524 835,029 94,709,506 1,657,366 12,188,967 93,832 1,084,171 1,672,439 1,715,377 498,870 126,694 1,866,401 20,647,515 4,800 91,360 20,231 $ 479,582,619 $ 463 FY 2013-14 Adjusted Budget 1,047,587 78,297 143,187 3,672,480 72,046 33,512,000 7,411,979 35,396 59,535,990 3,609,996 48,920,000 24,140,550 153,139,466 10,576,235 14,717,577 497,365 84,303 1,133,000 1,363,098 2,874,958 6,237,516 1,047,396 510,000 2,205,000 24,885,710 4,800 322,892 95,364 9,202 FY 2013-14 Estimated Expenditure 1,130 8,696 10,235 8,696 72,046 6,145,461 2,270,814 8,696 48,572,668 895,790 10,893,307 10,634,508 73,338,804 6,925,336 12,544,339 375,000 40,357 1,197,420 2,365,700 2,889,489 968,945 185,000 1,905,000 24,457,512 4,800 231,810 38,400 - 803,931,786 $ 482,685,114 $ FY 2014-15 Adopted Budget 1,068,271 50,000 142,719 3,649,460 76,534 36,400,256 9,702,622 23,000 66,941,286 4,092,472 42,866,115 13,860,698 104,465,066 12,257,391 14,958,416 585,000 152,896 1,163,500 1,922,625 2,809,016 6,239,238 1,551,024 510,000 2,305,000 24,415,811 252,736 96,800 14,700 783,474,647 City of Chandler 2014-15 Adopted Budget Schedules and Terms Schedule 2 FY 2014-15 Summary of Department Budget by Fund Fund Description City Clerk City Manager Community Services Community & Public Affairs Debt Service 101 202 215 216 217 218 219 224 227 230 233 234 236 240 310 320 401 402 403 404 410 411 412 415 417 420 422 423 424 425 426 427 430 431 433 435 440 441 460 465 470 475 480 601 603 604 605 610 611 614 615 616 625 626 631 632 635 736 737 738 739 740 741 834 836 902 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 Neighborhood Park System Dev Fees Municipal Arts Fund Park Impact Fees Park NW Impact Fees Park NE Impact Fees Park SE 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 Self-Insurance Short Term Disability Self-Insurance Dental Self-Insurance Medical Self-Insurance Trust Parks & Recreation Trust Library Trust In-House Capital Grand Total $ 788,201 $ 1,168,571 $ 24,102,111 $ 2,089,986 $ - 811,743 Fire Law $ 31,198,671 $ 3,552,717 2,394,300 20,000 24,514,169 4,677,025 3,352,551 4,235,806 739,500 2,251,118 1,947,924 2,732,804 65,701 50,000 5,072,900 43,500 132,719 3,549,460 89,656 18,674,175 292,174 543,759 16,072,293 27,938 5,646,138 252,736 93,000 $ 788,201 $ 1,168,571 $ 38,918,734 464 $ 2,435,722 $ 64,891,189 $ 43,762,074 $ 9,218,855 City of Chandler 2014-15 Adopted Budget Schedules and Terms Schedule 2 FY 2014-15 Summary of Department Budget by Fund (Continued) Fund 101 202 215 216 217 218 219 224 227 230 233 234 236 240 310 320 401 402 403 404 410 411 412 415 417 420 422 423 424 425 426 427 430 431 433 435 440 441 460 465 470 475 480 601 603 604 605 610 611 614 615 616 625 626 631 632 635 736 737 738 739 740 741 834 836 902 City Magistrate $ 4,183,379 Mayor & Council $ 786,732 Management Services $ 6,951,597 Municipal Utilities $ NonOrganizational Departmental Support - 100,000 20,000 836,243 $ Police $ 61,912,203 3,000,000 Transportation /Development 50,446,309 300,000 4,177,700 2,001,800 308,800 750,500 434,000 64,300 43,800 8,600 7,900 10,000 $ 22,823,442 367,660 1,035,000 1,683,000 1,398,000 995,000 541,000 5,680,000 850,000 95,300 3,500,000 1,581,000 11,881,530 1,553,746 500,000 12,085,847 150,000 4,913,770 2,482,100 8,957,898 1,116,370 1,046,000 11,688,958 95,000 201,379 1,894,658 1,259,693 38,610 13,102,074 607,157 15,790,979 15,392,862 2,000,000 200,000 2,000,000 4,764,638 $ 18,883,113 1,000,000 2,000 2,000,000 174,850 749,360 1,573,670 74,234 34,400,256 8,612,966 40,435,502 3,300,298 40,866,115 12,816,939 70,055,180 8,952,891 13,014,017 325,000 47,946 32,800 524,400 593,100 581,200 510,000 2,305,000 23,946,704 8,043,601 3,800 14,700 $ 154,387,589 37,317 969,824 $ 4,183,379 $ 806,732 $ 53,170 10,000 10,000 10,000 10,000 100,000 50,000 10,000 100,000 2,300 2,000,000 1,000,000 23,000 7,790,034 500,000 2,000,000 500,000 18,319,775 3,304,500 1,937,800 260,000 $ 233,752,724 465 968,271 41,575 17,818 6,599 152,896 1,163,500 1,861,887 2,247,299 421,161 $ 58,805,052 $ 71,518,502 $ 90,793,722 Grand Total $ 228,887,032 3,300,000 16,059,230 3,555,546 6,083,503 1,785,500 2,117,000 1,462,300 1,038,800 549,600 5,687,900 860,000 95,300 3,500,000 24,514,169 4,677,025 41,437,430 1,291,000 4,913,770 9,684,691 38,610 15,102,074 807,157 17,790,979 22,105,424 3,732,804 65,701 52,000 7,072,900 174,850 749,360 1,573,670 43,500 53,170 10,000 10,000 10,000 10,000 1,068,271 50,000 142,719 3,649,460 76,534 36,400,256 9,702,622 23,000 66,941,286 4,092,472 42,866,115 13,860,698 104,465,066 12,257,391 14,958,416 585,000 152,896 1,163,500 1,922,625 2,809,016 6,239,238 1,551,024 510,000 2,305,000 24,415,811 252,736 96,800 14,700 $ 783,474,647 City of Chandler 2014-15 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/6/14 Job Groups: A L PS Administrative Laborer Police Sergeant C M S Job Confidential Management Supervisory D O X Director Police Officer Seasonal Classification Title F P Fire Professional FB PL Fire Battalion Police Lieutenant Annual Annual Minimum Maximum $86,254 $120,736 Grade Status ACCOUNTING MANAGER 29 Ex A ACCOUNTING SPECIALIST A16 Non-Ex $36,837 $49,670 S ACCOUNTING SUPERVISOR 26 Ex $68,478 $95,843 Group M S ADMIN LIBRARIAN 24 Ex $58,698 $82,181 A ADMIN SERVICES CLERK A12 Non-Ex $30,264 $40,893 A ADMINISTRATIVE ASST A15 Non-Ex $35,048 $47,320 M AIRPORT ADMINISTRATOR 27 Ex $73,944 $103,510 S AIRPORT OPERATIONS & MAINTENANCE SUPV 22 Non-Ex $50,336 $70,459 L AIRPORT OPERATIONS & MAINTENANCE TECH L19 Non-Ex $42,536 $57,450 L AQUATICS MAINTENANCE HELPER L13 Non-Ex $31,720 $42,848 S AQUATICS MAINTENANCE SUPERVISOR 22 Non-Ex $50,336 $70,459 L AQUATICS MAINTENANCE TECHNICIAN L20 Non-Ex $44,678 $60,299 S AQUATICS SUPERINTENDENT 25 Ex $63,419 $88,754 P ARTS CENTER FINANCIAL SPECIALIST 21 Ex $47,590 $64,251 M ARTS CENTER MANAGER 29 Ex $86,254 $120,736 P ARTS CENTER MARKETING COORDINATOR 22 Ex $50,336 $70,459 P ASSOCIATE CITY ATTORNEY 28 Ex $79,853 $112,183 S ASST ARTS CENTER MANAGER 25 Ex $63,419 $88,754 M ASST CITY ATTORNEY 31 Ex $100,595 $140,826 D ASST CITY MANAGER 36 Ex $135,441 $189,615 M ASST CITY PROSECUTOR I 27 Ex $73,944 $103,510 M ASST CITY PROSECUTOR II 29 Ex $86,254 $120,736 M ASST FIRE CHIEF FAC Ex $101,380 $141,924 S ASST LIBRARY MANAGER 26 Ex $68,478 $95,843 M ASST POLICE CHIEF PAC Ex $154,800 $154,800 X ASST SWIM COACH 11 Non-Ex $29,162 $39,437 M ASST TO CITY MANAGER 29 Ex $86,254 $120,736 C BENEFITS & LABOR RELATIONS ADMINISTRATOR 28 Ex $79,853 $112,183 C BENEFITS ANALYST 24 Ex $58,698 $82,181 C BENEFITS PROGRAM MANAGER 27 Ex $73,944 $103,510 A BOX OFFICE ASSOCIATE A10 Non-Ex $27,477 $37,066 S BOX OFFICE SUPERVISOR 20 Ex $45,344 $61,194 C BUDGET & RESEARCH ANALYST 24 Ex $58,698 $82,181 C BUDGET MANAGEMENT ASST 22 Ex $50,336 $70,459 M BUDGET MANAGER 29 Ex $86,254 $120,736 A BUILDING ACCESS & ADMINISTRATIVE COORDINATOR A19 Non-Ex $42,598 $57,554 466 City of Chandler 2014-15 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/6/14 Job Classification Title Group Grade Status Annual Annual Minimum Maximum A BUILDING INSPECTOR A23 Non-Ex $53,664 $75,067 M BUILDING OFFICIAL 30 Ex $93,125 $130,394 P BUSINESS SYSTEMS SUPPORT ANALYST 26 Ex $68,478 $95,843 P BUSINESS SYSTEMS SUPPORT SPECIALIST 23 Ex $54,371 $76,106 $103,510 S BUSINESS SYSTEMS SUPPORT SUPERVISOR 27 Ex $73,944 A BUSINESS SYSTEMS SUPPORT TECHNCIAN A22 Non-Ex $49,650 $69,555 M CAPITAL PROJECTS MANAGER 28 Ex $79,853 $112,183 S CDBG PROGRAM SUPERVISOR 25 Ex $63,419 $88,754 P CHEMIST 23 Ex $54,371 $76,106 S CHIEF BUILDING INSPECTOR 26 Ex $68,478 $95,843 D CHIEF INFORMATION OFFICER 33 Ex $110,560 $154,782 P CITIZEN SUPPORT COORD 23 Ex $54,371 $76,106 M CITY ENGINEER 30 Ex $93,125 $130,394 P CITY PLANNER 24 Ex $58,698 $82,181 M CITY PROSECUTOR 31 Ex $100,595 $140,826 M CITY TRANSPORTATION ENGINEER 28 Ex $79,853 $112,183 A CODE INSPECTOR A20 Non-Ex $44,762 $60,403 D COMMUNICATIONS & PUBLIC AFFAIRS DIRECTOR 33 Ex $110,560 $154,782 P COMMUNITY DEVELOPMENT COORDINATOR 21 Ex $47,590 $64,251 P COMMUNITY OUTREACH COORDINATOR 21 Ex $47,590 $64,251 P COMMUNITY RESOURCE COORDINATOR 21 Ex $47,590 $64,251 M COMMUNITY RESOURCES/DIVERSITY MANAGER 28 Ex $79,853 $112,183 D COMMUNITY SERVICES DIRECTOR 34 Ex $118,299 $165,618 A COMPUTER SUPPORT ASST A19 Non-Ex $42,598 $57,554 A CONSTRUCTION PERMIT REPRESENTATIVE A16 Non-Ex $36,837 $49,670 $88,754 S CONSTRUCTION PROJECT COORDINATOR 25 Ex $63,419 P CONSTRUCTION PROJECT MANAGER 26 Ex $68,478 $95,843 A CONTRACT COMPLIANCE INSPECTOR A22 Non-Ex $49,650 $69,555 A CONTRACT SERVICES REPRESENTATIVE A19 Non-Ex $42,598 $57,554 M COURT ADMINISTRATOR 30 Ex $93,125 $130,394 A COURT CLERK I A16 Non-Ex $36,837 $49,670 A COURT CLERK II A17 Non-Ex $38,646 $52,146 A COURT CLERK III A19 Non-Ex $42,598 $57,554 A COURT INTERPRETER A19 Non-Ex $42,598 $57,554 A COURT SECURITY OFFICER A14 Non-Ex $33,363 $45,032 S COURT SERVICES SUPERVISOR 22 Ex $50,336 $70,459 $88,754 S CRIME ANALYSIS SUPERVISOR 25 Ex $63,419 A CRIME PREVENTION SPECIALIST A19 Non-Ex $42,598 $57,554 S CRIME SCENE SUPERVISOR 25 Ex $63,419 $88,754 A CRIME SCENE TECHNICIAN I A16 Non-Ex $36,837 $49,670 467 City of Chandler 2014-15 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/6/14 Job Classification Title Group Grade Status Annual Annual Minimum Maximum A CRIME SCENE TECHNICIAN II A20 Non-Ex $44,762 $60,403 P CRIMINALIST I 22 Ex $50,336 $70,459 P CRIMINALIST II 24 Ex $58,698 $82,181 P CRIMINALIST III 25 Ex $63,419 $88,754 P CRISIS INTERVENTION SPECIALIST 21 Ex $47,590 $64,251 S CUSTODIAL SUPERVISOR 20 Non-Ex $45,344 $61,194 L CUSTODIAN L10 Non-Ex $27,414 $37,003 A CUSTOMER SERVICE REPRESENTATIVE A14 Non-Ex $33,363 $45,032 S CUSTOMER SERVICE SUPERVISOR 23 Ex $54,371 $76,106 M DEPUTY COURT ADMINISTRATOR 26 Ex $68,478 $95,843 A DETENTION OFFICER A17 Non-Ex $38,646 $52,146 A DETENTION OFFICER TRAINEE A16 Non-Ex $36,837 $49,670 P DEVELOPMENT PROJECT ADMINISTRATOR 26 Ex $68,478 $95,843 P DEVELOPMENT PROJECT COORDINATOR 23 Ex $54,371 $76,106 M DEVELOPMENT SERVICES ENGINEER 28 Ex $79,853 $112,183 D DIRECTOR, ECONOMIC DEVELOPMENT DIVISION 33 Ex $110,560 $154,782 D DIRECTOR, HUMAN RESOURCES DIVISION 33 Ex $110,560 $154,782 D DIRECTOR, NEIGHBORHOOD RESOURCES DIVISION 33 Ex $110,560 $154,782 S DISPATCH SUPERVISOR 23 Non-Ex $54,371 $76,106 A DISPATCHER A19 Non-Ex $42,598 $57,554 M DOWNTOWN REDEVELOPMENT MANAGER 27 Ex $73,944 $103,510 P ECONOMIC DEVELOPMENT SPECIALIST 26 Ex $68,478 $95,843 P ECONOMIC DEVL RESEARCH ASST 21 Ex $47,590 $64,251 L ELECTRICIAN L21 Non-Ex $46,925 $63,315 A EMERGENCY CALL TAKER A17 Non-Ex $38,646 $52,146 C EMPLOYEE SERVICES & HRMS ANALYST 24 Ex $58,698 $82,181 C EMPLOYEE SERVICES & HRMS MANAGER 27 Ex $73,944 $103,510 A EMS SPECIALIST A21 Non-Ex $47,008 $63,419 P ENGINEER 26 Ex $68,478 $95,843 P ENGINEER ASST 24 Ex $58,698 $82,181 P ENGINEERING PROJECT MANAGER 25 Ex $63,419 $88,754 A ENGINEERING TECHNICIAN A20 Non-Ex $44,762 $60,403 P ENVIRONMENTAL PROGRAM COORDINATOR 25 Ex $63,419 $88,754 M ENVIRONMENTAL PROGRAM MANAGER 27 Ex $73,944 $103,510 P ENVIRONMENTAL PROGRAM SPECIALIST 24 Ex $58,698 $82,181 P EXECUTIVE MANAGEMENT ASST 22 Ex $50,336 $70,459 M FACILITIES MAINTENANCE MANAGER 28 Ex $79,853 $112,183 S FACILITIES MAINTENANCE SUPERINTENDENT 25 Ex $63,419 $88,754 L FACILITY MAINTENANCE TECHNICIAN L20 Non-Ex $44,678 $60,299 A FACILITY SUPPORT SPECIALIST A19 Non-Ex $42,598 $57,554 468 City of Chandler 2014-15 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/6/14 Job Classification Title Group Grade Status Annual Annual Minimum Maximum P FAMILY SELF-SUFFICIENCY SPECIALIST 20 Ex $45,344 $61,194 P FINANCIAL ANALYST 24 Ex $58,698 $82,181 P FINANCIAL SERVICES ANALYST 26 Ex $68,478 $95,843 FB FIRE BATTALION CHIEF (40 Hours) FB Ex $97,069 $112,241 FB FIRE BATTALION CHIEF (56 Hours) FB Ex $97,059 $112,241 F FIRE CAPTAIN (40 Hours) FC Non-Ex $70,658 $79,955 F FIRE CAPTAIN (56 Hours) FC Non-Ex $70,658 $79,955 D FIRE CHIEF 35 Ex $126,580 $177,211 F FIRE ENGINEER (40 Hours) FE Non-Ex $66,269 $67,288 F FIRE ENGINEER (56 Hours) FE Non-Ex $66,269 $67,288 M FIRE MARSHAL 28 Ex $79,853 $112,183 L FIRE MECHANIC L21 Non-Ex $46,925 $63,315 A FIRE PREVENTION SPECIALIST A23 Non-Ex $53,664 $75,067 A FIRE SUPPORT SERVICES TECHNICIAN A18 Non-Ex $40,560 $54,787 F FIREFIGHTER (40 Hours) FF Non-Ex $45,136 $63,107 F FIREFIGHTER (56 Hours) FF Non-Ex $45,136 $63,107 A FLEET EQUIPMENT SERVICE WRITER A17 Non-Ex $38,646 $52,146 P FLEET INVENTORY SPECIALIST 21 Ex $47,590 $64,251 P FLEET SERVICES SUPERVISOR 23 Non-Ex $54,371 $76,106 A FORENSIC ASST A17 Non-Ex $38,646 $52,146 P FRONT OF HOUSE COORDINATOR 21 Ex $47,590 $64,251 M GIS MANAGER 27 Ex $73,944 $103,510 A GIS TECHNICIAN I A20 Non-Ex $44,762 $60,403 A GIS TECHNICIAN II A23 Non-Ex $53,664 $75,067 L GRAFFITI ABATEMENT TECHNICIAN L16 Non-Ex $36,774 $49,566 P GRAPHIC DESIGN & PRINTING COORDINATOR 22 Ex $50,336 $70,459 P GRAPHIC DESIGNER 21 Ex $47,590 $64,251 L GROUNDSKEEPER L12 Non-Ex $30,222 $40,830 X HEAD SWIM COACH 14 Non-Ex $33,821 $45,635 S HOUSING ADMINISTRATION SUPERVISOR 23 Ex $54,371 $76,106 M HOUSING AND REDEVELOPMENT MGR 29 Ex $86,254 $120,736 S HOUSING MAINTENANCE SUPERVISOR 23 Ex $54,371 $76,106 L HOUSING MAINTENANCE WORKER L16 Non-Ex $36,774 $49,566 P HOUSING PROJECT COORDINATOR 23 Ex $54,371 $76,106 A HOUSING QUALITY STANDARDS INSPECTOR A18 Non-Ex $40,560 $54,787 A HOUSING REHAB SPECIALIST A21 Non-Ex $47,008 $63,419 A HOUSING SPECIALIST A18 Non-Ex $40,560 $54,787 C HUMAN RESOURCES ANALYST 23 Ex $54,371 $76,106 C HUMAN RESOURCES MANAGEMENT ASST 22 Ex $50,336 $70,459 C HUMAN RESOURCES MANAGER 27 Ex $73,944 $103,510 469 City of Chandler 2014-15 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/6/14 Job Classification Title Group Grade Status Annual Annual Minimum Maximum C HUMAN RESOURCES SPECIALIST I 19 Non-Ex $42,625 $58,302 C HUMAN RESOURCES SPECIALIST II 20 Non-Ex $42,625 $61,194 L HVAC TECHNICIAN L21 Non-Ex $46,925 $63,315 A IMPOUND HEARING SPECIALIST A17 Non-Ex $38,646 $52,146 L INDUSTRIAL WASTE INSPECTOR L20 Non-Ex $44,678 $60,299 P INFORMATION SPECIALIST 24 Ex $58,698 $82,181 A INSTRUMENTATION TECHNICIAN A23 Non-Ex $53,664 $75,067 M INTERGOVERNMENTAL AFFAIRS COORDINATOR 31 Ex $100,595 $140,826 M IT APPLICATIONS MANAGER 30 Ex $93,125 $130,394 P IT DATABASE ADMINISTRATOR 27 Ex $73,944 $103,510 P IT DATABASE ANALYST 26 Ex $68,478 $95,843 M IT INFRASTRUCTURE MANAGER 30 Ex $93,125 $130,394 P IT MESSAGING ANALYST 27 Ex $73,944 $103,510 P IT MESSAGING APPLICATION DEVELOPER 28 Ex $79,853 $112,183 P IT NETWORK ANALYST 25 Ex $63,419 $88,754 P IT NETWORK TECHNICIAN 23 Ex $54,371 $76,106 S IT PRINCIPAL PROGRAMMER/ANALYST 28 Ex $79,853 $112,183 S IT PRINCIPAL SERVICE DELIVERY ANALYST 28 Ex $79,853 $112,183 P IT PRINCIPAL SYSTEMS SPECIALIST 27 Ex $73,944 $103,510 P IT PROGRAMMER 24 Ex $58,698 $82,181 P IT PROGRAMMER/ANALYST 26 Ex $68,478 $95,843 S IT SECURITY ADMINISTRATOR 28 Ex $79,853 $112,183 P IT SECURITY ANALYST 26 Ex $68,478 $95,843 P IT SERVICE DELIVERY ANALYST 26 Ex $68,478 $95,843 $88,754 S IT SERVICE DELIVERY COORDINATOR 25 Ex $63,419 P IT SERVICE DESK SPECIALIST 25 Ex $63,419 $88,754 S IT SERVICE DESK SUPERVISOR 28 Ex $79,853 $112,183 A IT SERVICE DESK TECHNICIAN A22 Non-Ex $49,650 $69,555 M IT SERVICES MANAGER 30 Ex $93,125 $130,394 P IT SR DATABASE ADMINISTRATOR 28 Ex $79,853 $112,183 P IT SR NETWORK ANALYST 27 Ex $73,944 $103,510 P IT SR PROGRAMMER/ANALYST 27 Ex $73,944 $103,510 P IT SR SERVICE DELIVERY ANALYST 27 Ex $73,944 $103,510 P IT SR SYSTEMS SPECIALIST 26 Ex $68,478 $95,843 P IT SYSTEMS SPECIALIST 25 Ex $63,419 $88,754 P IT TRAINING COORDINATOR 24 Ex $58,698 $82,181 P IT WEBMASTER 27 Ex $73,944 $103,510 A LANDSCAPE COMPLIANCE COORDINATOR A21 Non-Ex $47,008 $63,419 L LANDSCAPE MAINTENANCE TECHNICIAN L18 Non-Ex $40,498 $54,704 A LATENT PRINT EXAMINER II A24 Non-Ex $57,907 $81,141 470 City of Chandler 2014-15 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/6/14 Job Classification Title Group Grade Status Annual Annual Minimum Maximum C LAW OFFICE SUPERVISOR 22 Ex $50,336 $70,459 A LEAD ADMIN SERVICES CLERK A15 Non-Ex $35,048 $47,320 L LEAD CUSTODIAN L14 Non-Ex $33,301 $44,949 L LEAD FACILITIES OPERATIONS TECHNICIAN L22 Non-Ex $49,546 $69,451 S LEAD FIRE PREVENTION SPECIALIST 25 Non-Ex $63,419 $88,754 L LEAD FLEET TECHNICIAN L22 Non-Ex $49,546 $69,451 L LEAD GARDENER L17 Non-Ex $38,563 $52,062 L LEAD HOUSING MAINTENANCE WORKER L17 Non-Ex $38,563 $52,062 C LEAD LEGAL SECRETARY 21 Non-Ex $47,590 $64,251 A LEAD SUPPLY SPECIALIST A16 Non-Ex $36,837 $49,670 P LEAD TAX AUDITOR 24 Ex $58,698 $82,181 A LEAD UTILITY BILLING REPRESENTATIVE A17 Non-Ex $38,646 $52,146 L LEAD UTILITY SYSTEMS TECHNICIAN L20 Non-Ex $44,678 $60,299 C LEGAL CLERK 14 Non-Ex $33,821 $45,635 C LEGAL SECRETARY 17 Non-Ex $39,166 $52,832 P LIBRARIAN 22 Ex $50,336 $70,459 S LIBRARY ACCESS SERVICES COORDINATOR 22 Ex $50,336 $70,459 A LIBRARY AIDE A13 Non-Ex $31,782 $42,910 A LIBRARY ASSOCIATE A17 Non-Ex $38,646 $52,146 A LIBRARY ASST A15 Non-Ex $35,048 $47,320 M LIBRARY MANAGER 30 Ex $93,125 $130,394 A LICENSE INSPECTOR A17 Non-Ex $38,646 $52,146 X LIFEGUARD II 8 Non-Ex $25,251 $34,050 P MAINTENANCE PLANNER SCHEDULER 23 Ex $54,371 $76,106 P MANAGEMENT ANALYST 22 Ex $50,336 $70,459 C MANAGEMENT ASST 19 Non-Ex $42,625 $58,302 D MANAGEMENT SERVICES DIRECTOR 34 Ex $118,299 $165,618 P MARKETING & COMMUNICATIONS COORDINATOR 24 Ex $58,698 $82,181 P MARKETING ASST 21 Ex $47,590 $64,251 C MAYOR & CITY COUNCIL ASSISTANT 28 Ex $79,853 $112,183 D MUNICIPAL UTILITIES DIRECTOR 34 Ex $118,299 $165,618 M MUSEUM ADMINISTRATOR 29 Ex $86,254 $120,736 P MUSEUM CURATOR 22 Ex $50,336 $70,459 M NEIGHBORHOOD PRESERVATION MANAGER 26 Ex $68,478 $95,843 P NEIGHBORHOOD PROGRAMS COORDINATOR 24 Ex $58,698 $82,181 A OFFICE ASST A12 Non-Ex $30,264 $40,893 L OFFSET PRESS OPERATOR L13 Non-Ex $31,720 $42,848 C PARALEGAL 21 Non-Ex $47,590 $64,251 M PARK DEVELOPMENT & OPERATIONS MANAGER 29 Ex $86,254 $120,736 L PARK MAINTENANCE TECHNICIAN L20 Non-Ex $44,678 $60,299 471 City of Chandler 2014-15 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/6/14 Job Classification Title Group Grade Status Annual Annual Minimum Maximum P PARK PLANNING SUPERINTENDENT 25 Ex $63,419 $88,754 A PARK RANGER A14 Non-Ex $33,363 $45,032 L PARK SPRAY TECHNICIAN L15 Non-Ex $35,006 $47,258 S PARKS MAINTENANCE SUPERINTENDENT 26 Ex $68,478 $95,843 S PARKS MAINTENANCE SUPERVISOR 23 Non-Ex $54,371 $76,106 A PAWN SPECIALIST A17 Non-Ex $38,646 $52,146 C PAYROLL SPECIALIST 19 Non-Ex $42,625 $58,302 M PLANNING ADMINISTRATOR 30 Ex $93,125 $130,394 M PLANNING MANAGER 29 Ex $86,254 $120,736 A PLANS EXAMINER A23 Non-Ex $53,664 $75,067 P POLICE ACCREDITATION & COMPLIANCE COORDINATOR 22 Ex $50,336 $70,459 A POLICE ADMINISTRATIVE SPECIALIST A16 Non-Ex $36,837 $49,670 C POLICE ADVISOR ASST 19 Non-Ex $42,625 $58,302 D POLICE CHIEF 35 Ex $126,580 $177,211 M POLICE COMMANDER PCM Ex $129,538 $142,816 M POLICE COMMUNICATIONS MANAGER 28 Ex $79,853 $112,183 A POLICE CRIME ANALYSIS DATA TECH A17 Non-Ex $38,646 $52,146 S POLICE DETENTION SUPERVISOR 23 Non-Ex $54,371 $76,106 A POLICE FLEET AIDE A15 Non-Ex $35,048 $47,320 M POLICE FORENSICS SERVICE SECTION MANAGER 28 Ex $79,853 $112,183 A POLICE INVESTIGATIVE ASST A21 Non-Ex $47,008 $63,419 PL POLICE LIEUTENANT PL Ex $106,571 $123,370 O 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 $54,371 $76,106 P POLICE PLANNING & RESEARCH ANALYST 24 Ex $58,698 $82,181 M POLICE PLANNING & RESEARCH MANAGER 28 Ex $79,853 $112,183 P POLICE RADIO COMMUNICATIONS ANALYST 24 Ex $58,698 $82,181 A POLICE RECORDS CLERK A15 Non-Ex $35,048 $47,320 A POLICE RECORDS SPECIALIST A16 Non-Ex $36,837 $49,670 S POLICE RECORDS SUPERVISOR 22 Non-Ex $50,336 $70,459 PS POLICE SERGEANT PS Non-Ex $77,355 $93,954 M POLICE SUPPORT SERVICES MANAGER 28 Ex $79,853 $112,183 M POLICE TECHNOLOGY MANAGER 28 Ex $79,853 $112,183 A POLICE TELESERVE SPECIALIST A17 Non-Ex $38,646 $52,146 P POLICE TRAINING & DEVELOPMENT COORD 22 Ex $50,336 $70,459 P POLICE VOLUNTEER COORDINATOR 22 Ex $50,336 $70,459 472 City of Chandler 2014-15 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/6/14 Job Classification Title Group Grade Status Annual Annual Minimum Maximum S PRETREATMENT SUPERVISOR 24 Ex $58,698 $82,181 M PRINCIPAL ENGINEER 28 Ex $79,853 $112,183 S PRINCIPAL PLANNER 27 Ex $73,944 $103,510 P PRINCIPAL PLANS EXAMINER 25 Ex $63,419 $88,754 P PROBATION MONITORING OFFICER 23 Ex $54,371 $76,106 P PROCUREMENT OFFICER 23 Ex $54,371 $76,106 A PRODUCTION COORDINATOR A20 Non-Ex $44,762 $60,403 $82,181 S PROJECT ANALYST 24 Ex $58,698 A PROJECT SUPPORT ASSISTANT A17 Non-Ex $38,646 $52,146 S PROPERTY & EVIDENCE SUPERVISOR 22 Non-Ex $50,336 $70,459 A PROPERTY & EVIDENCE TECHNICIAN A17 Non-Ex $38,646 $52,146 P PUBLIC HISTORY COORDINATOR 24 Ex $58,698 $82,181 $88,754 P PUBLIC INFORMATION OFFICER 25 Ex $63,419 A PUBLIC WORKS INSPECTOR A23 Non-Ex $53,664 $75,067 S PUBLICATION SERVICES SUPERVISOR 25 Ex $63,419 $88,754 M PURCHASING & MATERIALS MANAGER 28 Ex $79,853 $112,183 A PURCHASING SPECIALIST A21 Non-Ex $47,008 $63,419 A QUARTERMASTER A19 Non-Ex $42,598 $57,554 P REAL ESTATE COORDINATOR 25 Ex $63,419 $88,754 A RECORDS MANAGEMENT ASSOCIATE A17 Non-Ex $38,646 $52,146 S RECREATION COORDINATOR I 21 Non-Ex $47,590 $64,251 S RECREATION COORDINATOR II 23 Ex $54,371 $76,106 S RECREATION LEADER II 11 Non-Ex $29,162 $39,437 S RECREATION LEADER III 14 Non-Ex $33,821 $45,635 S RECREATION LEADER III - POOL MANAGER 14 Non-Ex $33,821 $45,635 M RECREATION MANAGER 29 Ex $86,254 $120,736 S RECREATION SUPERINTENDENT 25 Ex $63,419 $88,754 P RECYCLING COORDINATOR 22 Ex $50,336 $70,459 M REGULATORY AFFAIRS MANAGER 28 Ex $79,853 $112,183 M REVENUE AND TAX MANAGER 29 Ex $86,254 $120,736 S REVENUE COLLECTIONS SUPERVISOR 24 Ex $58,698 $82,181 A REVENUE COLLECTOR A18 Non-Ex $40,560 $54,787 S REVERSE OSMOSIS FACILITY SUPERINTENDENT 25 Ex $63,419 $88,754 L REVERSE OSMOSIS WATER PLANT OPERATOR I L19 Non-Ex $42,536 $57,450 L REVERSE OSMOSIS WATER PLANT OPERATOR II L21 Non-Ex $46,925 $63,315 A RISK MANAGEMENT SERVICES SPECIALIST A16 Non-Ex $36,837 $49,670 P RISK SERVICES COORDINATOR 25 Ex $63,419 $88,754 C SAFETY COORDINATOR 24 Ex $58,698 $82,181 L SERVICE EQUIPMENT WORKER L13 Non-Ex $31,720 $42,848 P SIGNAL SYSTEMS ANALYST 25 Ex $63,419 $88,754 473 City of Chandler 2014-15 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/6/14 Job Classification Title Group Grade Status Annual Annual Minimum Maximum S SIGNALS & LIGHTING FIELD SUPERVISOR 24 Non-Ex $58,698 $82,181 S SIGNS & MARKING FIELD SUPERVISOR 23 Non-Ex $54,371 $76,106 S SITE DEVELOPMENT COORDINATOR 25 Ex $63,419 $88,754 A SITE DEVELOPMENT INSPECTOR A21 Non-Ex $47,008 $63,419 A SITE DEVELOPMENT PLANS EXAMINER A23 Non-Ex $53,664 $75,067 L SOLID WASTE ENVIRONMENTAL SPECIALIST L17 Non-Ex $38,563 $52,062 S SOLID WASTE FIELD SUPERVISOR 22 Non-Ex $50,336 $70,459 M SOLID WASTE MANAGER 26 Ex $68,478 $95,843 S SOLID WASTE/RECYCLING SUPERVISOR 24 Ex $58,698 $82,181 P SPECIAL EVENTS COORDINATOR 23 Ex $54,371 $76,106 S SR ACCOUNTANT 24 Ex $58,698 $82,181 A SR ACCOUNTING SPECIALIST A17 Non-Ex $38,646 $52,146 C SR ADMINISTRATIVE ASST 17 Non-Ex $39,166 $52,832 M SR ASST CITY PROSECUTOR 30 Ex $93,125 $130,394 C SR BUDGET & RESEARCH ANALYST 25 Ex $63,419 $88,754 $88,754 S SR BUILDING INSPECTOR 25 Non-Ex $63,419 P SR BUSINESS SYSTEMS SUPPORT SPECIALIST 24 Ex $58,698 $82,181 P SR CHEMIST 24 Ex $58,698 $82,181 A SR CODE INSPECTOR A22 Non-Ex $49,650 $69,555 P SR ECONOMIC DEVELOPMENT SPECIALIST 27 Ex $73,944 $103,510 S SR ENGINEER 27 Ex $73,944 $103,510 S SR FINANCIAL ANALYST 26 Ex $68,478 $95,843 P SR FINANCIAL REPORTING ANALYST 26 Ex $68,478 $95,843 S SR FIRE MECHANIC 23 Non-Ex $54,371 $76,106 L SR FLEET TECHNICIAN L21 Non-Ex $46,925 $63,315 C SR HUMAN RESOURCES ANALYST 25 Ex $63,419 $88,754 L SR INDUSTRIAL WASTE INSPECTOR L21 Non-Ex $46,925 $63,315 P SR LABORATORY TECHNICIAN 22 Ex $50,336 $70,459 S SR MANAGEMENT ANALYST 24 Ex $58,698 $82,181 C SR PAYROLL SPECIALIST 21 Non-Ex $47,590 $64,251 P SR PLANNER 25 Ex $63,419 $88,754 P SR PLANS EXAMINER 24 Ex $58,698 $82,181 A SR POLICE COMMUNICATIONS TECHNICIAN A21 Non-Ex $47,008 $63,419 S SR PRODUCTION COORDINATOR 24 Ex $58,698 $82,181 S SR PUBLIC WORKS INSPECTOR 24 Non-Ex $58,698 $82,181 A SR SITE DEVELOPMENT INSPECTOR A22 Non-Ex $49,650 $69,555 L SR SOLID WASTE ENVIRONMENTAL SPECIALIST L21 Non-Ex $46,925 $63,315 S SR STREET MAINTENANCE COORDINATOR 23 Non-Ex $54,371 $76,106 L SR STREETS SPECIALIST L18 Non-Ex $40,498 $54,704 P SR TAX AUDITOR 23 Ex $54,371 $76,106 474 City of Chandler 2014-15 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/6/14 Job Classification Title Group Grade Status Annual Annual Minimum Maximum L SR UTILITIES MECHANIC L21 Non-Ex $46,925 $63,315 A SR UTILITY BILLING REPRESENTATIVE A16 Non-Ex $36,837 $49,670 A STORM WATER PROGRAM SPECIALIST A21 Non-Ex $47,008 $63,419 S STORM WATER PROGRAMS COORDINATOR 24 Ex $58,698 $82,181 L STREET LIGHT TECHNICIAN II L20 Non-Ex $44,678 $60,299 A STREET MAINTENANCE COORDINATOR A21 Non-Ex $47,008 $63,419 S STREET MAINTENANCE SUPERVISOR 23 Non-Ex $54,371 $76,106 L STREET MAINTENANCE WORKER L14 Non-Ex $33,301 $44,949 M STREET SUPERINTENDENT 28 Ex $79,853 $112,183 L STREETS CREW LEADER L20 Non-Ex $44,678 $60,299 L STREETS SPECIALIST L16 Non-Ex $36,774 $49,566 P STRUCTURAL ENGINEER 26 Ex $68,478 $95,843 S SUPERVISING CRIMINALIST 26 Ex $68,478 $95,843 S SUPPLY SUPERVISOR 23 Ex $54,371 $76,106 L SUPPLY WORKER L14 Non-Ex $33,301 $44,949 A TAX & LICENSE REPRESENTATIVE A16 Non-Ex $36,837 $49,670 A TAX & LICENSE SPECIALIST A20 Non-Ex $44,762 $60,403 S TAX AUDIT SUPERVISOR 26 Ex $68,478 $95,843 P TAX AUDITOR 22 Ex $50,336 $70,459 P TOURISM DEVELOPMENT COORDINATOR 24 Ex $58,698 $82,181 P TRAFFIC ENGINEERING ANALYST 23 Ex $54,371 $76,106 A TRAFFIC ENGINEERING INSPECTOR A22 Non-Ex $49,650 $69,555 L TRAFFIC OPERATIONS TECHNICIAN I L16 Non-Ex $36,774 $49,566 L TRAFFIC OPERATIONS TECHNICIAN II L18 Non-Ex $40,498 $54,704 L TRAFFIC SIGNAL & STREET LIGHT TECH I L18 Non-Ex $40,498 $54,704 L TRAFFIC SIGNAL TECHNICIAN II L21 Non-Ex $46,925 $63,315 C TRAINING AND DEVELOPMENT COORDINATOR 24 Ex $58,698 $82,181 P TRANSIT SERVICES COORDINATOR 24 Ex $58,698 $82,181 D TRANSPORTATION & DEVELOPMENT DIRECTOR 34 Ex $118,299 $165,618 M TRANSPORTATION MANAGER 30 Ex $93,125 $130,394 S TRANSPORTATION STUDIES MANAGER 26 Ex $68,478 $95,843 $95,843 S UTILITIES ADMINISTRATOR 26 Ex $68,478 P UTILITIES COORDINATOR 23 Ex $54,371 $76,106 L UTILITIES ELECTRICIAN L22 Non-Ex $49,546 $69,451 M UTILITIES ENGINEERING MANAGER 29 Ex $86,254 $120,736 L UTILITIES MAINTENANCE WORKER L16 Non-Ex $36,774 $49,566 L UTILITIES MECHANIC L19 Non-Ex $42,536 $57,450 P UTILITIES SAFETY/SECURITY COORDINATOR 24 Ex $58,698 $82,181 S UTILITIES SYS MAINTENANCE COORDINATOR 23 Non-Ex $54,371 $76,106 S UTILITIES SYS MAINTENANCE SUPERINTENDENT 25 Ex $63,419 $88,754 475 City of Chandler 2014-15 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 07/6/14 Job Classification Title Group Grade Status Annual Annual Minimum Maximum P UTILITY ANALYST 25 Ex $63,419 $88,754 A UTILITY BILLING REPRESENTATIVE A15 Non-Ex $35,048 $47,320 S UTILITY FIELD SUPERVISOR 23 Non-Ex $54,371 $76,106 L UTILITY LOCATION COORDINATOR L17 Non-Ex $38,563 $52,062 L UTILITY METER TECHNICIAN L14 Non-Ex $33,301 $44,949 L UTILITY METER TECHNICIAN II L16 Non-Ex $36,774 $49,566 S UTILITY METER TECHNICIAN SUPERVISOR 23 Ex $54,371 $76,106 M UTILITY OPERATIONS MANAGER 29 Ex $86,254 $120,736 M UTILITY SERVICES BUSINESS MANAGER 27 Ex $73,944 $103,510 M UTILITY SERVICES MANAGER 26 Ex $68,478 $95,843 L UTILITY SYSTEMS TECHNICIAN I L16 Non-Ex $36,774 $49,566 L UTILITY SYSTEMS TECHNICIAN II L18 Non-Ex $40,498 $54,704 L UTILITY SYSTEMS TECHNICIAN III L19 Non-Ex $42,536 $57,450 P VICTIM SERVICES COORDINATOR 23 Ex $54,371 $76,106 P VICTIM SERVICES SPECIALIST 21 Ex $47,590 $64,251 S VIDEO PRODUCTION COORDINATOR 25 Ex $63,419 $88,754 A VIDEO PRODUCTIONS SPECIALIST A22 Non-Ex $49,650 $69,555 A VISUAL ARTS ASSISTANT A15 Non-Ex $35,048 $47,320 P VISUAL ARTS COORDINATOR 24 Ex $58,698 $82,181 S WASTEWATER COLLECTIONS SUPT 25 Ex $63,419 $88,754 S WASTEWATER FACILITIES SUPERINTENDENT 25 Ex $63,419 $88,754 L WASTEWATER TREATMENT PLANT OPERATOR I L19 Non-Ex $42,536 $57,450 L WASTEWATER TREATMENT PLANT OPERATOR II L21 Non-Ex $46,925 $63,315 S WASTEWATER TREATMENT PLANT OPERATOR III 22 Non-Ex $50,336 $70,459 P WATER CONSERVATION COORDINATOR 24 Ex $58,698 $82,181 P WATER CONSERVATION SPECIALIST 21 Ex $47,590 $64,251 $88,754 S WATER DISTRIBUTION SUPERINTENDENT 25 Ex $63,419 P WATER OPERATIONS COMPLIANCE SPECIALIST 23 Ex $54,371 $76,106 L WATER PLANT OPERATOR I L19 Non-Ex $42,536 $57,450 L WATER PLANT OPERATOR II L21 Non-Ex $46,925 $63,315 P WATER QUALITY ADVISOR 25 Ex $63,419 $88,754 M WATER QUALITY PROGRAM MANAGER 27 Ex $73,944 $103,510 S WATER QUALITY SUPERVISOR 23 Ex $54,371 $76,106 L WATER QUALITY TECHNICIAN L21 Non-Ex $46,925 $63,315 M WATER REGULATORY AFFAIRS MANAGER 28 Ex $79,853 $112,183 M WATER RESOURCE MANAGER 28 Ex $79,853 $112,183 S WATER SYSTEMS OPERATIONS SUPERINTENDENT 25 Ex $63,419 $88,754 P WORKERS COMPENSATION COORDINATOR 24 Ex $58,698 $82,181 X WSI/LIFEGUARD INSTRUCTOR TRAINER 15 Non-Ex $35,526 $47,965 476 City of Chandler 2014-15 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 477 City of Chandler 2014-15 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. 478 City of Chandler 2014-15 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). 479 City of Chandler 2014-15 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. 480 City of Chandler 2014-15 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. 481 City of Chandler 2014-15 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. 482 City of Chandler 2014-15 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. 483 City of Chandler 2014-15 Adopted Budget Schedules and Terms Acronyms ACE ACJIS ADA ADEQ ADOT ADOR AF AFG AFIS ALCP ALF ALS APP APS APWA ARC ARS ASE ASR ASRS ATOA ATCT AWRF AZPDES AZ POST BAF BRT CAD CAFR CALEA CAP CAPA CAWCD CBT CC CCA CDBG CERT CIKR CIP CIS CJIS Association of Chandler Employees Arizona Criminal Justice Information System Americans with Disabilities Act Arizona Department of Environmental Quality Arizona Department of Transportation Arizona Department of Revenue Acre Feet Assistance to Firefighters Grants Automated Fingerprint Identification System Arterial Life Cycle Program Arizona Lottery Fund Advance Life Support Aquifer Protection Permit Arizona Public Service American Public Works Association American Red Cross Arizona Revised Statutes Automotive Service Excellence Aquifer Storage and Recovery Arizona State Retirement System Arizona Tactical Officers Association Air Traffic Controller Tower Airport Water Reclamation Facility Arizona Pollutant Discharge Elimination System Arizona Peace Officer Standards and Training Base Adjustment Factor Bus Rapid Transit Computer Aided Dispatch Comprehensive Annual Financial Report Commission on Accreditation for Law Enforcement Agencies Central Arizona Project Communications and Public Affairs Department Central Arizona Water Conservation District Computer Based Training Cost Center Chandler Center for the Arts Community Development Block Grant Community Emergency Response Team Critical Infrastructure and Key Resources Capital Improvement Program Criminal Investigations Section Criminal Justice Information System 484 City of Chandler 2014-15 Adopted Budget Schedules and Terms Acronyms CLASA CLEA CM @ RISK CMAQ CNT COP CPI CPL CSR’s CUSD CY DAR DARE DCCP DEA DPAs DUI ECB ECHO EDMS EEC EMS EMSD EMT EOC EODCRS EPA EPCR ETRO EVP FAA FAC FAR FBI FBO FCDMC FEMA FLSA FMLA FP & S FTE FY GAAP GASB Chandler Lieutenants and Sergeants Association Chandler Law Enforcement Association Construction Manager at Risk Congestion, Mitigation, and Air Quality (Grants) Crisis Negotations Team Community Oriented Policing Consumer Price Index Chandler Public Library Citizen/Staff Requests Chandler Unified School District Calendar Year Dial-a-Ride Drug Abuse Resistance Education Downtown Chandler Community Partnership Drug Enforcement Agency Development Project Administrators Driving Under the Influence Expenditure Control Budgeting Employees of Chandler Helping Others Electronic Data Management System Environmental Education Center Emergency Medical Services Enhanced Municipal Services District Emergency Medical Technician Emergency Operations Center Elected Officals Defined Contribution Retirement System Environmental Protection Agency Electronic Patient Care Records Excise Tax Revenue Obligations East Valley Partnership Federal Aviation Administration Fleet Advisory Committee Federal Aviation Regulation Federal Bureau of Investigation Fixed Base Operator Flood Control District of Maricopa County Federal Emergency Management Agency Fair Labor Standards Act Family and Medical Leave Act Fire Prevention & Safety Grants Full Time Equivalent Fiscal Year Generally Accepted Accounting Principles Governmental Accounting Standards Board 485 City of Chandler 2014-15 Adopted Budget Schedules and Terms Acronyms GFOA GIS GMA GO GOB GOHS GPS GPEC GRIC HB HOA HOME HR HRMS HUD HURF HVAC IAFF ICAN IECC IGA IT ITOC IVR LED LEED LEEDA LGIP LRE LTAF MAG MCAO MCDOT MCLD MDC MECB MG MGD MOR MOU Government Finance Officers Association Geographic Information System Groundwater Management Act General Obligation General Obligation Bond Governor’s Office of Highway Safety Global Positioning System Greater Phoenix Economic Council Gila River Indian Community House Bill Homeowners Association HOME Investment Partnerships Program Human Resources Human Resource Management System Department of Housing and Urban Development Highway User Revenue Fund Heating, Ventilation, and Air Conditioning International Association of Fire Fighters Improving Chandler Area Neighborhoods International Energy Conservation Code Intergovernmental Agreement Information Technology Information Technology Oversight Committee Interactive Voice Response Light-Emitting Diode Leadership in Energy and Environmental Design Law Enforcement Executive Development Association Local Government Investment Pool Law-Related Education Local Transportation Assistance Fund Maricopa Association of Governments Maricopa County Attorney’s Office Maricopa County Department of Transportation Maricopa County Library District Mobile Data Computers Modified Expenditure Control Budgeting Million Gallons Million Gallons per Day Maintenance, Operation, and Repair Memorandum of Understanding 486 City of Chandler 2014-15 Adopted Budget Schedules and Terms Acronyms MPC MUD NAS NATN NCS NFPA NPDES NRT NSP NTU O&M OPEB OSHA PAR PC PCORI PM PPB PQI PRR PSAP PSPRS RBO R&D RO ROI RMS RFP RPT RPTA RSAT RSWCC RWC RWCD SAN SAU SB SEIU SCBA SDF SET SLA SORC SOV SRO SRP Municipal Property Corporation Municipal Utilities Department Network Attached Storage National Advocacy & Training Network New Conservation Space National Fire Protection Association National Pollutant Discharge Elimination System Neighborhood Response Team Neighborhood Stabilization Program (Grants) Nephelometric Turbidity Unit Operations and Maintenance Other Post Employment Benefit Occupational Safety & Health Administration Personnel Action Request Personal Computer Patient-Centered Outcomes Research Institute Particle Matter Parts per Billion Pavement Quality Index Personnel Recruitment Request Public Safety Answering Point Public Safety Personnel Retirement System Relationship by Objectives Research and Development Reverse Osmosis Return on Investment Records Management System Request for Proposal Regular Part Time Regional Public Transit Authority Runway Safety Action Team Recycling-Solid Waste Collection Center Regional Wireless Cooperative Roosevelt Water Conservation District Storage Area Network Special Assignments Unit Senate Bill Service Employees International Union Self-Contained Breathing Apparatus System Development Fee Special Enforcement Team Service-Level Agreement Standard of Response Coverage Single-Occupancy Vehicle School Resource Officer Salt River Project 487 City of Chandler 2014-15 Adopted Budget Schedules and Terms Acronyms SRPMIC SSD STD STEAM SWOC SWTP TEAM TIC TLO TMC TPT TRC TSS TTHM TVA UDC UDM USO VDO VOIP WMAT WPF WRF WTP WWTP YEP Salt River Pima-Maricopa Indian Community Support Services Division Short Term Disability Science, Technology, Enginerring, Art, and Math Strenght, Weakness, Opportunties, and Challenges Surface Water Treatment Plant Teamwork for Effective Arizona Marketing Thermal Imaging Camera Terrorism Liaison Officer Traffic Management Center Transaction Privilege Tax Tumbleweed Recreation Center Total Suspended Solids Total Trihalomethanes Threat Vulnerability Assessment Unified Development Code Unified Development Manual Utility System Operator Vice, Drugs and Organized Crime Voice Over Internet Protocol White Mountain Apache Tribe Water Production Facility Water Reclamation Facility Water Treatment Plant Wastewater Treatment Plant Youth Enhancement Program 488 City of Chandler 2014-15 Adopted Budget Schedules and Terms Acknowledgements Developing the annual budget for the City of Chandler is a team effort that starts with the vision of the City Council and the detailed strategy of City leaders to develop the programs and services expected by the citizens of Chandler. This team effort, coupled with the conviction of the City to stick to its financial policies, resulted in the City’s strong recovery from the Great Recession. Developing the budget requires an exceptional level of cooperation and communication between the Budget Division staff and the departments, and timely guidance and sound judgment by our City Manager and the Executive Leadership Team (Assistant City Managers and Department Directors). Chandler is extremely fortunate to have a Council that provides clear, consistent guidance regarding financial priorities and their 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. Council formally participates in the development of the budget during budget workshops, the “Budget Connect” web based public meeting, budget briefings and Public Hearings; but, equally important is Council’s participation in neighborhood meetings, walking tours, commission meetings, and numerous other public events that provide citizens opportunities for input and feedback on City programs, services and other topics impacting the City’s budget. The Budget Team would also like to acknowledge Dawn Lang, Management Services Director for her leadership, advice, and input on the budget process. As Chief Financial Officer for the City she not only advises the City Manager and Department Directors on numerous financial matters, but also fosters a positive work environment that focuses on personal and professional development, teamwork, communication, transparency, and making sure we have a great working environment. Preparation of the budget requires a great deal of support from people in other departments. First and foremost, we are deeply indebted to the Budget Liaisons in each department who do a great job collecting and submitting the information needed for the budget process. City Clerk Marla Paddock Information Technology City Magistrate City Manager CAPA/Mayor & Council Community Services Economic Development Carla Boatner Marian Norris Nachie Marquez Rynel Aldecoa Heather Figueroa Fire Tom Carlson & Triana Dowrick Law Management Services Municipal Utilities Neighborhood Resources Police Transportation & Development Human Resources Fred Gardner Debbie Dulanski-Garcia & Monique Bond Rose Lissy & Kay Bigelow Kathy Riccomini Lexie Rosenfield Niki Tapia Candace Hammond Liz Denning Lastly, I want to acknowledge the outstanding members of the Budget Team who make the entire budget process work and pull all the pieces together in the form of this book. To Janet Northrup, Julie Buelt, Courtney Friedline, Helen Parker, and Cat Dixon… thank you for all your hard work, long hours, dedication and for keeping a sense of humor and positive approach, even during the most stressful days. We would not be able to accomplish everything that we do without your unique talents and drive for excellence. Have a great Fiscal Year 2014-15! Greg Westrum Budget Manager 489 City of Chandler 2014-15 Adopted Budget Schedules and Terms 490 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