CITY OF CHANDLER ANNUAL BUDGET 2015-16 B 2 E C A L P E TH C GRAND E STAT ANYON The Place to Be Chandler emerged from the Great Recession on the foundation of effective fiscal management policies and prudent spending. Understanding how best to finance and schedule new projects has helped the City to again provide infrastructure and amenities in a timely yet prudent manner. That sensible, practical planning has given residents many benefits. From high-functioning transportation and transit systems to well-designed neighborhoods and employment centers: there is a true sense of place here that people find comforting whether at rest or on the move. With a strong emphasis on recreational amenities, Chandler’s reputation as a great place for families remains unparalleled. Community events and facilities that showcase our rich heritage and diverse population are a cornerstone of our success. Add vibrant neighborhoods to the mix, and you have at hand a very special place indeed. An All-America City, Chandler has achieved much in its 100-year plus history and is quite simply, The Place to Be! B 2 E C A L THE P GRAND CANYON STATE City Council City Council, back row from left Councilmember Nora Ellen, Vice Mayor Kevin Hartke, Councilmember Terry Roe, Councilmember René Lopez Front row from left Councilmember Jack Sellers, Mayor Jay Tibshraeny, Councilmember Rick Heumann Acting City Manager Marsha Reed Assistant City Manager 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 our City’s Fiscal Year 2015-16 budget. Chandler’s solid financial foundation is the product of more than two decades of sound financial planning. Policies that have been strictly adhered to by those you have entrusted with your hard-earned tax dollars. While this plan contains no increases in City property or sales tax rates, we remain guarded in our forecast. At the same time, I am optimistic that our community continues to move in a positive direction. Chandler is, as this year’s theme so aptly projects, the place to be! The 2015-16 budget shows a slight increase from the prior year, and we again are able to fund road projects, build parks, and maintain basic services and infrastructure. I remain confident that we continue to move in a positive direction in terms of our fiscal sustainability and economic growth. We celebrated many successes over the past year. We opened Valencia and Centennial parks, and constructed a new fire station to help us more quickly respond in times of emergency. We continue to construct and widen roads in south Chandler, aggressively maintain and improve others, and have undertaken some critical new utility projects. We continued to focus on neighborhoods and celebrate residents. My Listening Tour continues, and seems to grow in popularity with each stop. In February we announced our 2nd annual Neighborhood Excellence award winners and I launched my Teen Leadership Academy in March. We welcomed many new businesses to Chandler including the General Motors Innovation Center on the Price Corridor. Others expanded their presence like Garmin and Intel, both opening new research and development centers in west Chandler. Business finds Chandler an attractive place to locate and grow – a great place to be! Thanks to our management team and budget staff for their dedicated work to prepare a prudent, sensible plan. This financial roadmap 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 comprehensive fiscal blueprint that this community can take great pride in. All reasons why we have been able to maintain AAA bond ratings from all three rating agencies. Thanks to my fellow City Councilmembers. They remain, as do I, committed to an unparalleled quality of life for our City and residents. We live in a tremendous community. One we confidently call the Place to Be! Sincerely, Jay Tibshraeny Mayor City of Chandler 2015-16 Adopted Budget Table of Contents Page Reader’s Guide ........................................................................................................................................................ ix Frequently Asked Questions Regarding the Chandler Budget ........................................................................... x 1. Executive Summary Fiscal Year 2015-16 City Manager Budget Message .......................................................................................... 1 General Fund 5-Year Ongoing Forecast.............................................................................................................. 3 General Fund Balance Projection ........................................................................................................................ 5 Capital Improvement Program Summary............................................................................................................. 6 Secondary Assessed Value History and Limited Property Value Projections ..................................................... 7 2. Community and Organizational Profile City of Chandler Logo .......................................................................................................................................... 9 City of Chandler and Neighboring Communities Map ........................................................................................ 10 Fiscal Year 2014-15 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 .................................................................................................................................................... 24 Economics .......................................................................................................................................................... 25 Service Statistics ................................................................................................................................................ 26 3. Budget Policies, Process, and Decisions Strategic Goals and Organizational Priorities .................................................................................................... 29 Priority Based Budgeting Goals and Desired Results ....................................................................................... 30 Financial Policies ............................................................................................................................................... 30 General Budgetary Guidelines ........................................................................................................................... 34 Highlights of the Fiscal Year 2015-16 Budget/2016-2025 CIP Calendar .......................................................... 37 Fiscal Year 2015-16 Budget Process Flowchart ................................................................................................ 38 Fiscal Year 2015-16 Budget Process Detail ...................................................................................................... 39 Major Budget/Financial Issues ........................................................................................................................... 41 Fiscal Year 2015-16 Budgetary Additions .......................................................................................................... 46 Fiscal Year 2015-16 Summary of Adds ............................................................................................................. 47 Fiscal Year 2015-16 Budgetary Additions .......................................................................................................... 52 Decision Packages Not Funded in FY 2015-16 ................................................................................................. 60 4. Financial and Personnel Overviews Adopted Budget Summaries .............................................................................................................................. 61 Where the Money Comes From ......................................................................................................................... 62 Where the Money Goes ..................................................................................................................................... 63 Where the Money Goes – By Function .............................................................................................................. 64 i City of Chandler 2015-16 Adopted Budget Table of Contents (continued) Page Departmental Budget Comparison Summary .................................................................................................... 65 Cost Center Budget Comparison ....................................................................................................................... 66 Fund Definitions and Structure........................................................................................................................... 70 Fund Structure Summary ................................................................................................................................... 72 General Fund Revenues .................................................................................................................................... 73 General Fund Expenditures ............................................................................................................................... 74 General Fund Expenditures by Function ........................................................................................................... 75 Special Revenue Funds Revenues and Expenditures ...................................................................................... 76 Enterprise Operational Funds Revenues and Expenses ................................................................................... 77 Major Fund Summaries ...................................................................................................................................... 78 Fund Balance Analysis ....................................................................................................................................... 81 Summary of Revenues, Expenditures, and Changes in Fund Balance ............................................................. 84 Personnel Summary by Department and Cost Center ...................................................................................... 86 Personnel Distribution by Department ............................................................................................................... 89 New Positions for FY 2015-16 ........................................................................................................................... 90 Personnel Costs by Fund ................................................................................................................................... 91 Employee per Population Charts ....................................................................................................................... 92 5. Resources Summary of Resources Categorical Comparisons ............................................................................................................................ 93 Appropriated Fund Balances ....................................................................................................................... 94 Sale of Bonds .............................................................................................................................................. 95 Grants .......................................................................................................................................................... 96 Summary of Revenues ................................................................................................................................ 97 Significant Revenues: Local Taxes and Licenses: Franchise Fees ..................................................................................................................................... 98 Transaction Privilege (Sales) and Use Tax........................................................................................... 99 Other Licenses .................................................................................................................................... 101 State/County Shared Revenues: State Shared Sales Tax ...................................................................................................................... 102 Vehicle License Tax ........................................................................................................................... 103 Highway Users Tax ............................................................................................................................. 104 Regional Transportation (Sales) Tax .................................................................................................. 105 Urban Revenue Sharing...................................................................................................................... 106 Lottery Entitlement .............................................................................................................................. 107 Charges for Services: Engineering Fees ................................................................................................................................ 108 Building Division Fees ......................................................................................................................... 109 Planning Fees ..................................................................................................................................... 110 Public Safety Miscellaneous ............................................................................................................... 111 ii City of Chandler 2015-16 Adopted Budget Table of Contents (continued) Page Library Revenues ................................................................................................................................ 112 Parks and Recreation Fees ................................................................................................................ 113 Miscellaneous Receipts: Other Receipts .................................................................................................................................... 114 Interest on Investments ....................................................................................................................... 115 Leases ................................................................................................................................................. 116 Court Fines .......................................................................................................................................... 117 Enterprise Revenues: Water Sales ......................................................................................................................................... 118 Wastewater Service ............................................................................................................................ 119 Solid Waste Service ............................................................................................................................ 120 Other Utility Charges ........................................................................................................................... 121 System Development Fees: Water System Development Fees ...................................................................................................... 122 Wastewater System Development Fees ............................................................................................. 123 General Government Impact Fees ...................................................................................................... 124 Interfund Charges: Interfund Charges ............................................................................................................................... 125 Interfund Transfers .............................................................................................................................. 126 Property Tax Summary.............................................................................................................................. 127 New or Modified Fees ................................................................................................................................ 129 6. General Government General Government Organizational Chart ..................................................................................................... 131 General Government Overview ....................................................................................................................... 132 Mayor and Council (1020) ................................................................................................................................ 134 Communications and Public Affairs Administration (1070) .............................................................................. 136 Video Production (1071) ............................................................................................................................ 140 Print, Mail, and Graphics (1210) ................................................................................................................ 143 City Clerk (1030) .............................................................................................................................................. 145 City Magistrate (1050) ...................................................................................................................................... 148 Law (1300) ....................................................................................................................................................... 150 Liability Litigation (1310) ............................................................................................................................ 155 Liability Litigation Claims (1311) ................................................................................................................ 157 City Manager (1040) ........................................................................................................................................ 158 Innovations (1590) ..................................................................................................................................... 160 Airport (4100) ............................................................................................................................................. 161 Airport Capital (4110) ................................................................................................................................ 166 Buildings and Facilities (3200) ................................................................................................................... 167 Buildings and Facilities Capital (3210) ...................................................................................................... 170 Cultural Affairs Administration (1090) .............................................................................................................. 171 Center for the Arts (1100) .......................................................................................................................... 175 iii City of Chandler 2015-16 Adopted Budget Table of Contents (continued) Page Library (4310) ............................................................................................................................................ 178 Cultural Affairs Capital (4320) ................................................................................................................... 182 Museum (4560).......................................................................................................................................... 183 Economic Development (1520) ........................................................................................................................ 185 Downtown Redevelopment (1540) ............................................................................................................ 190 Economic Development Capital (1550) ..................................................................................................... 192 Tourism (1580) .......................................................................................................................................... 193 Human Resources (1250) ................................................................................................................................ 195 Workers Compensation Liabilities (1251) .................................................................................................. 200 Information Technology Service Delivery Management & Administration (1199) ........................................... 201 Information Technology Applications Support (1200) ............................................................................... 206 Information Technology Infrastructure & Client Support (1280) ................................................................ 209 Information Technology Oversight Committee (ITOC) Operating (1286).................................................. 212 Information Technology Oversight Committee (ITOC) Capital (1285) ...................................................... 214 Information Technology Citywide Infrastructure Support Capital (1287)................................................... 215 Neighborhood Resources (1060) ..................................................................................................................... 216 Code Enforcement (1061) ......................................................................................................................... 218 Housing and Redevelopment (4650) ......................................................................................................... 219 Community Development (4700) ............................................................................................................... 221 Planning (1510) ................................................................................................................................................ 223 7. Community & Neighborhood Services Community & Neighborhood Services Department Organizational Chart ....................................................... 227 Community & Neighborhood Services Overview ............................................................................................. 228 Neighborhood Resources (1060) ..................................................................................................................... 231 Code Enforcement (1061) ................................................................................................................................ 234 Administration (4300) ....................................................................................................................................... 237 Aquatics (4520) ................................................................................................................................................ 239 Park Development and Operations (4530) ...................................................................................................... 241 Recreation (4550) ............................................................................................................................................ 244 Sports and Fitness Facilities (4551) ................................................................................................................. 246 Nature and Recreation Facilities (4555) .......................................................................................................... 248 Parks Capital (4580) ........................................................................................................................................ 251 Housing and Redevelopment (4650) ............................................................................................................... 252 Community Development (4700) ..................................................................................................................... 255 8. Fire, Health & Medical Department Fire, Health & Medical Department Organizational Chart................................................................................ 257 Fire, Health & Medical Overview ...................................................................................................................... 258 Fire Administration (2210) ................................................................................................................................ 260 Health and Medical Services (2220) ................................................................................................................ 264 iv City of Chandler 2015-16 Adopted Budget Table of Contents (continued) Page Operations (2230) ............................................................................................................................................ 268 Prevention and Preparedness (2240) .............................................................................................................. 271 Fire Capital (2250) ........................................................................................................................................... 275 Support Services (2260) .................................................................................................................................. 276 Fleet Services (1270) ....................................................................................................................................... 278 9. Management Services Management Services Department Organizational Chart ............................................................................... 281 Management Services Overview ..................................................................................................................... 282 Administration (1180) ....................................................................................................................................... 285 Budget (1195) .................................................................................................................................................. 288 Purchasing (1220) ............................................................................................................................................ 291 Central Supply (1225) ...................................................................................................................................... 293 Accounting (1230) ............................................................................................................................................ 296 Tax and License (1240) ................................................................................................................................... 299 Utility Services (1245) ...................................................................................................................................... 301 Environmental Management (1265) ................................................................................................................. 303 Environmental Management Liabilities (1266) ................................................................................................. 306 Non-Departmental (1290) ................................................................................................................................ 307 Non-Departmental Contingencies/Reserves (1290) ........................................................................................ 309 Non-Departmental Capital (1291) .................................................................................................................... 310 Non-Departmental Capital Contingencies/Reserves (1291) ............................................................................ 311 Capital Replacement Equipment (Fund 402) ................................................................................................... 312 Capital Replacement Technology (Fund 403) ................................................................................................. 313 Capital Replacement Vehicles (Fund 404) ...................................................................................................... 314 10. Municipal Utilities Municipal Utilities Department Organizational Chart ....................................................................................... 315 Municipal Utilities Overview ............................................................................................................................. 316 Municipal Utilities Administration (3050) .......................................................................................................... 318 Solid Waste Services (3700) ............................................................................................................................ 320 Solid Waste Services Capital (3710) ............................................................................................................... 324 Water Distribution (3800) ................................................................................................................................. 325 Water Capital (3820) ........................................................................................................................................ 327 Water Treatment Plant (3830).......................................................................................................................... 328 Environmental Resources (3840) .................................................................................................................... 331 Water Quality (3850) ........................................................................................................................................ 335 Water Systems Maintenance (3860) ................................................................................................................ 337 San Tan Vista Water Treatment Plant (3870) .................................................................................................. 340 Meter Services (3880) ...................................................................................................................................... 341 v City of Chandler 2015-16 Adopted Budget Table of Contents (continued) Page Wastewater Collection (3900) .......................................................................................................................... 343 Wastewater Capital (3910)............................................................................................................................... 345 Ocotillo Brine Reduction Facility (3930) ........................................................................................................... 346 Lone Butte Wastewater Treatment (3940) ....................................................................................................... 348 Wastewater Quality (3950)............................................................................................................................... 350 Airport Water Reclamation Facility (3960) ....................................................................................................... 352 Ocotillo Water Reclamation Facility (3970) ...................................................................................................... 355 11. Police Department Police Department Organizational Chart ......................................................................................................... 357 Police Overview ............................................................................................................................................... 358 Police Administration (2010) ............................................................................................................................ 360 Professional Standards (2015)......................................................................................................................... 363 Property and Evidence (2020) ......................................................................................................................... 365 Forensic Services (2021) ................................................................................................................................. 367 Field Operations (2030) ................................................................................................................................... 369 Criminal Investigations (2040).......................................................................................................................... 373 Planning and Research (2050) ........................................................................................................................ 375 Communications (2060) ................................................................................................................................... 377 Police Technology (2065) ................................................................................................................................ 379 Records (2070) ................................................................................................................................................ 381 Detention Services (2071)................................................................................................................................ 383 Police Community Resources and Training (2080) ......................................................................................... 385 Police Capital (2100) ........................................................................................................................................ 389 12. Transportation & Development Transportation & Development Department Organizational Chart .................................................................. 391 Transportation & Development Overview ........................................................................................................ 392 Transportation & Development Administration (3010) ..................................................................................... 394 Planning (1510) ................................................................................................................................................ 396 Development Services (1530) .......................................................................................................................... 398 Engineering (3020) ........................................................................................................................................... 402 Capital Projects (3025) ..................................................................................................................................... 406 Streets (3300) .................................................................................................................................................. 410 Streets Capital (3310) ...................................................................................................................................... 414 Traffic Engineering (3330)................................................................................................................................ 415 Transit Services (3340) .................................................................................................................................... 419 Street Sweeping (3350) ................................................................................................................................... 422 13. Capital Budget The Capital Budget .......................................................................................................................................... 425 2016-2025 Capital Program ............................................................................................................................. 425 vi City of Chandler 2015-16 Adopted Budget Table of Contents (continued) Page FY 2015-16 Capital Budget .............................................................................................................................. 427 Major Capital Program Revenues .................................................................................................................... 428 Major Capital Program by Function and Cost Center ...................................................................................... 429 Impact of CIP on FY 2015-16 Operating Budget ............................................................................................. 430 Capital Improvement Project Summaries for FY 2015-16 ............................................................................... 431 Capital Program Detail for FY 2015-16 .................................................................................................................. 444 Information Technology Oversight Committee (ITOC) Capital (1285) ...................................................... 444 Information Technology Capital (1287) ..................................................................................................... 444 Non-Departmental Capital (1291).............................................................................................................. 445 Economic Development Capital (1550) ..................................................................................................... 445 Police Department Capital (2100) ............................................................................................................. 445 Fire, Health & Medical Department Capital (2250) .................................................................................... 446 City Manager – Buildings and Facilities Capital (3210) ............................................................................. 446 Transportation & Development – Streets Capital (3310)........................................................................... 447 Municipal Utilities – Solid Waste Capital (3710) ........................................................................................ 448 Municipal Utilities – Water Capital (3820) ................................................................................................. 448 Municipal Utilities – Wastewater Capital (3910) ........................................................................................ 449 City Manager – Airport Capital (4110) ....................................................................................................... 449 Cultural Affairs Capital (4320) ................................................................................................................... 450 Community & Neighborhood Services – Parks & Recreation Capital (4580) ........................................... 450 Capital Replacement Budget by Department................................................................................................... 451 14. Bonded Debt Bonded Debt Obligations ................................................................................................................................. 453 Voter Authorization Summary .......................................................................................................................... 454 Debt Service Funds .......................................................................................................................................... 455 Debt Service (7500) ......................................................................................................................................... 456 General Obligation Bond Capacity Available ................................................................................................... 457 Summary of Outstanding Bonds by Type ........................................................................................................ 458 Annual Bond Obligation for All Existing Bonds and Obligations ...................................................................... 459 Schedule of Total Outstanding Debt ................................................................................................................ 460 Combined General Obligation Bonds – 6% Capacity Portion Outstanding ..................................................... 462 Combined General Obligation Bonds – 20% Capacity Portion Outstanding ................................................... 463 Combined General Obligation Bonds – Enterprise Supported ........................................................................ 464 Combined General Obligation Bonds – Ad Valorem Supported ...................................................................... 465 Water and Sewer Revenue Bonds ................................................................................................................... 466 Street and Highway User Revenue Fund (HURF) Bonds................................................................................ 467 Excise Tax Revenue Obligations ..................................................................................................................... 468 Improvement District Bonds ............................................................................................................................. 469 15. Schedules and Terms Schedules and Terms ...................................................................................................................................... 471 vii City of Chandler 2015-16 Adopted Budget Table of Contents (continued) Page Resolution No. 4864 Adopting FY 2015-16 Budget ......................................................................................... 472 Budget Schedules (Auditor General Summaries) ............................................................................................ 475 Schedule 1 – Total Expenditures and Budget by Fund ................................................................................... 488 Schedule 2 – FY 2015-16 Summary of Department Budget by Fund ............................................................. 490 Revised Salary Plan ......................................................................................................................................... 492 Expenditure Categories .......................................................................................................................................... 503 Glossary of Terms .................................................................................................................................................. 504 Acronyms ......................................................................................................................................................... 510 Acknowledgements................................................................................................................................................. 515 viii City of Chandler 2015-16 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) 2015-16 Adopted Budget. Financial and Personnel Overviews – In this section 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 2014-15 Budget and the FY 2015-16 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 section are the following: The Resolution adopting the FY 2015-16 Budget, the State-required Auditor General Summary Schedules, Financial Schedules by Fund, the FY 2015-16 Salary Schedule, Expenditure Categories, a Glossary of Terms, and a list of acronyms used in this document. ix City of Chandler 2015-16 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 largest private sector 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 63-69 How many staff does the City employ? Personnel Summaries pp 86-88 What are the City’s major revenue sources? Resources Section pp 93-129 What portion of the annual budget is allocated to Capital Improvements? Where the Money Goes Capital Budget pp 62-63 pp 425-427 What Major Capital Programs are scheduled for 2015-16? 2015-16 Major Capital Program pp 428-450 x EXECUTIVE SUMMARY 1 B 2 E C A L P E TH E STAT CANYON GRAND A Place of Excellence An All-America City, Chandler has achieved much in its 100-year plus history. It is a place of dedicated visionaries who carry on a common mission – keep Chandler as a community of excellence and distinction. Welcome to Chandler Executive Summary City Manager’s Message 5-year General Fund Forecast Overview of the Annual Budget and Budget Forecast City of Chandler 2015-16 Adopted Budget Fiscal Year 2015-16 City Manager Budget Message To The Chandler City Council and Citizens of Chandler: As Acting City Manager, I am pleased to provide to you the Fiscal Year (FY) 2015-16 Adopted Budget and 2016-2025 Capital Improvement Program (CIP) for the City of Chandler. As part of this message, I would like to recognize former City Manager Rich Dlugas, who retired on June 1, 2015, for his leadership in developing this budget. Rich’s thorough understanding of City operations will be greatly missed in future budget discussions. The 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 that reflected overall high scores on “City Government Performance,” “Quality of Life,” and “Great Return on My Tax Dollars,” as well as our fourth annual “Budget Connect” virtual community meeting. As is the case every year, 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 total budget (operating and capital) is $910.6 million for FY 2015-16, which represents a 16.2 percent increase from the FY 2014-15 budget. The total operating budget is increasing 7.5 percent, and the total capital budget is increasing by 31.7 percent for planned spending of new and carryforward projects. General Fund (including debt service, operating, and capital spending), which represents 35 percent or $317.3 million of the City’s total budget, increases by 7.6 percent primarily due to increased capital projects. Additional details on the components of the total and General Fund budget are shown in the Budget Policies, Process, and Decisions section. “The Place to Be” The City of Chandler continues to be a progressive, dynamic destination with hometown traditions amid a worldclass innovation hub…. it is “The Place to Be!” New developments to the City as well as economic stability have led to stronger revenues and reserves. While we are proud of our current fiscal position, which includes AAA bond ratings and strong economic development, 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 sustained financial strength and continued exceptional service to the citizens of Chandler. Stabilized Revenues with Continued Awareness of Legislative Impacts The City’s sustainable ongoing revenues have consistently grown since FY 2011-12. General Fund revenues are up in FY 2014-15 from the prior fiscal year, and the City is projecting slow and steady growth year over year as economic development continues and the economy remains stable. However, City staff continues to monitor local legislative actions that reduce future City funding. The 2013 State Legislature passed House Bill 2111 that will shift the administration of the City’s Transaction Privilege Tax (TPT), commonly referred to as sales tax, to the Arizona Department of Revenue (ADOR) by January 2016 (changes in how TPT Audit and Prime Contracting are administered are in effect as of January 2015). As a result of this legislative session, the FY 2015-16 budget includes a $692,900 payment to ADOR related to this transition. City staff continues to work with ADOR to ensure that the transition is as smooth as possible to minimize TPT revenue loss as a result of this transition. Due to the uncertainties about future revenues from the transition of TPT Administration from the City to the ADOR, and State legislative actions that would reduce City revenues, the Budget Stabilization Reserve has been continued at $15 million in the FY 2015-16 Budget. Pragmatic Operating Projections When setting Chandler’s long-term forecast, managing costs for operating services is imperative with only slow and steady operating revenue growth anticipated. Our General Fund 5-Year Ongoing Forecast (page 5) reflects a pragmatic approach, with balanced ongoing operating expenditures supporting ongoing revenues in FY 2015-16. The out-years increase no more than 2.8% per year and reflect a slight ongoing surplus to allow for potential service enhancements. Following are Operating Budget Highlights included in the FY 2015-16 Budget: 1 City of Chandler 2015-16 Adopted Budget       No increase to the City property tax rate: $1.1792 per $100 of Assessed Value. No increase to the City Transaction Privilege tax rates: one of the lowest compared to other valley cities. Maintaining or enhancing existing service levels by adding ongoing and one-time funding of $6.9 million to General Fund and $3.2 million to all Other Funds as prioritized by Departments (details shown in the Budget Policies, Process, and Decisions section). • This includes adding 10.5 positions in General Fund and 3.5 in Other Funds, bringing total positions Citywide to 1,634. This equates to 6.6 employees per 1,000 in population, the lowest compared to other valley cities, keeping Chandler lean as well as efficient in providing services. Adds funding for employee compensation including a combination of merit, cost of living, and union commitments. Identifies $2.7 million in one-time funding for Public Safety Personnel Retirement System (PSPRS) increases towards the goal of fully funding future retirement commitments of sworn City personnel. Maintains a 15% appropriated contingency reserve in General Fund, as well as other important reserves. Chandler’s continued reliance on strong financial policies has put Chandler in a great position, and this budget continues that tradition. Well Planned Capital and Related Debt Management As we look to the future of Chandler and strive to improve the quality of life for our citizens, it is vital that we continue to provide well designed and maintained infrastructure and amenities. As noted above, the total capital budget is increasing by 31.7 percent for new and continuing projects, due mainly to accelerating expansions of the Fire Training Center and Ocotillo Water Reclamation Facility. The current year also includes planned projects for street repaving, community and neighborhood park improvement and repairs, downtown street and utility improvements, and other infrastructure maintenance and repair projects. Debt management is a critical component in a strong capital plan to ensure maximum savings by refunding debt and keeping the secondary tax rate (whose levy pays principal and interest on General Obligation (GO) bonds) low. A successful GO Bond refunding during FY 2014-15 provided $11.5 million in present value savings, creating opportunities for new and accelerated capital projects over the next 5 to 10 years without any increases to the secondary tax rate. I am happy to report that the 2016-2025 Capital Improvement Program (CIP) continues the Council priorities of maintaining existing infrastructure and finishing planned construction of neighborhood parks and southeast arterial streets. Capital project details can be found in the CIP book. 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. To ensure continued fiscal sustainability and growth, the City will need to continue the tradition of transparency, maintaining strong financial policies, providing essential public services, and maintaining infrastructure to make it attractive for businesses and their employees to keep Chandler “The Place to Be.” 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 very special thanks to 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, Marsha Reed Acting City Manager 2 City of Chandler 2015-16 Adopted Budget 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 2014 for revenues and expenditures and preliminary projections for the Fiscal Year (FY) 2015-16 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 2015-16 revenues and expenditures. This has resulted in a revised forecast that forms the basis for the FY 2015-16 Budget and future projections. The forecast assumes modest ongoing revenue growth of 2.2% to 2.8% annually, expenditure growth of 2.1% 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 2015-16 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 FY15-16 FY15-16 FY16-17 FY17-18 FY18-19 FY19-20 over Revised Ongoing MAJOR REVENUES Ongoing Ongoing Ongoing Ongoing FY14-15 Change Change Change Change Change (ongoing + one-time) Local Sales Tax Primary Property Tax State Shared Sales Tax Urban Revenue Sharing Vehicle License Tax -1.0% +4.5% +4.8% -0.5% +7.1% +5.7% +4.5% +4.7% +3.8% +5.0% +3.0% +4.5% +3.0% +4.0% +3.0% +3.0% +4.0% +3.0% +4.0% +3.0% +2.0% +4.0% +2.0% +4.0% +3.0% +2.0% +4.0% +2.0% +3.0% +3.0% PERSONNEL EXPENDITURES Adopted FY15-16 Expenditure Assumptions FY15-16 Ongoing Change FY16-17 Ongoing Change FY17-18 Ongoing Change FY18-19 Ongoing Change FY19-20 Ongoing Change (vs. FY14-15 Adopted) Vacancy Savings Rate Employee Compensation* Health Care Premium Costs AZ State Retirement System Public Safety Retirement System (PSPRS) No change 1.5% 1.5% 1.5% 1.5% 1.5% 5.0% 5.0% 0.0% 0.0% 0.0% 0.0% +6.5% +6.5% +8% +8% +8% +8% -0.13% -0.13% +1.5% +1.5% +1.5% +1.5% Beginning FY 15-16, the following PSPRS rate increases will be funded with one-time revenues, reflecting pay down of Chandler’s Unfunded Liability. PSPRS - Police PSPRS - Fire OTHER EXPENDITURES Operation and Maintenance (O&M) Increases, i.e., Utility +6.85% +5.39% +6.85% +5.39% +2% +2% +2% +2% +2% +2% +2% +2% NA $1,173,122 $1,200,000 $1,200,000 $1,200,000 $1,200,000 Capital Project O&M Adds HURF Reduction Causing Expense Shift to General Fund NA $151,286 $40,400 $772,100 $1,861,800 $2,143,100 NA $0 $0 $1,000,000 $0 $0 *Percentage for FY 2015-16 varies by employee group. The 5% figure represents a general average for all Merit and Cost of Living increases. 3 City of Chandler 2015-16 Adopted Budget General Fund 5-Year Ongoing Forecast for Adopted Budget Updated from Preliminary 2018-19 Ongoing Amount 2019-20 Ongoing Amount % Change in On-Going 2017-18 Ongoing Amount % Change in On-Going 2016-17 Ongoing Amount % Change in On-Going 2015-16 Ongoing Amount % Change in On-Going On-Going % of budget Revenue Description Adopted 2015-16 Total Ongoing and One-Time % Change over 14-15 Revised This forecast reflects future revenue estimates based on Fiscal Year (FY) 2014-15 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 employee salary increase assumptions for FY 2016-17 – FY 2019-20 and 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 3,175,000 104,189,750 451,000 2,975,000 93.7% 3,034,500 97,171,250 93.3% 100,071,600 451,000 100.0% 460,200 2.0% 3.0% 2.0% 3,095,400 103,056,900 469,900 2.0% 3.0% 2.0% 3,157,500 105,129,200 479,700 2.0% 2.0% 2.0% 3,220,900 107,242,500 489,700 2.0% 2.0% 2.0% 88.4% 90.3% 20,500,000 8,660,000 28,080,000 3.0% 3.1% 21,120,000 8,920,000 29,210,000 3.0% -0.5% 19,900,000 8,400,000 27,000,000 2.9% 4.0% 21,550,000 9,190,000 30,380,000 2.0% 2.9% 4.0% 21,990,000 9,470,000 31,300,000 2.0% 2.9% 3.0% 1,560,000 1.1% 4,950,250 32.2% 342,000 -16.9% 5,380,500 1.5% 420,480 -1.5% 3,004,100 4.5% 750,000 3,462,350 237,500 4,451,900 418,410 2,983,533 48.1% 772,000 3,565,500 242,000 4,541,800 427,000 3,044,000 2.9% 817,000 3,745,200 250,300 4,695,500 444,800 3,168,100 2.8% 2.0% 839,800 3,820,100 254,000 4,758,300 453,900 3,232,400 2.8% 69.9% 69.4% 82.7% 99.5% 99.3% 30,000 -68.1% 1,331,169 13.1% 797,500 3.2% 3,399,700 0.0% 1,094,000 45.1% 30,000 100.0% 950,669 71.4% 754,000 94.5% 3,247,500 95.5% 1,000,000 91.4% 30,600 960,600 769,200 3,311,600 1,050,000 2.0% 2.0% 5.0% 31,300 971,000 784,700 3,377,600 1,102,500 Property Tax Primary Taxes (General Levy) 7,272,000 4.4% 7,122,000 97.9% 7,450,000 4.5% Indirect Cost Allocation/Transfers In 8,074,390 -5.2% 7,174,390 88.9% 6,815,000 -5.0% 1.1% 188,479,502 22,506,700 9,300,000 28,453,600 8.4% -1.1% 0.0% 4.8% 7.1% 94.9% 3.0% 1.9% 2.0% 2.1% 2.0% 1.0% 2.0% 794,400 3,671,800 246,600 4,634,000 435,800 3,105,500 2.9% 3.0% 1.9% 2.0% 2.1% 2.0% 1.5% 1.3% 2.1% 2.0% 2.0% 1.5% 1.3% 2.0% 2.0% 2.0% 5.0% 32,000 981,600 800,500 3,444,900 1,157,700 7,750,000 4.0% 8,060,000 4.0% 8,390,000 4.0% 6,455,000 -5.3% 6,455,000 0.0% 6,455,000 0.0% 199,232,400 2.8% 203,939,000 2.4% 208,487,500 2.2% 2.0% 1.1% 2.0% 2.0% 5.0% 32,700 992,400 816,700 3,513,500 1,215,600 2.0% 5.0% 2.0% 1.1% 2.0% 2.0% 1.1% 2.0% Total Revenues 205,732,139 Expenditures & Other Uses Ongoing Personnel Services * Less Vacancy Savings (1.5%) Ongoing Base Budget HURF Shift of Funding CIP Operations & Maintenance One-Time Operating Expenditures 149,739,902 (2,246,000) 40,985,600 17,252,637 149,739,902 (2,246,000) 40,985,600 - 152,822,378 2.1% 155,228,378 1.6% 157,807,378 1.7% 160,571,400 1.8% (2,292,000) (2,328,000) (2,367,000) (2,409,000) 42,185,600 2.9% 43,385,600 2.8% 44,585,600 2.8% 45,785,600 2.7% 1,000,000 0.0% 1,000,000 0.0% 1,000,000 0.0% 40,400 772,100 1811.1% 1,861,800 141.1% 2,143,100 15.1% Total Expenditures 205,732,139 188,479,502 192,756,378 0 0 1,029,222 Cumulative Ongoing Surplus/(Deficit) 193,785,600 4.0% 92% 2.8% 2.3% 198,058,078 1,174,322 2.8% 202,887,778 1,051,222 2.4% 207,091,100 2.1% 1,396,400 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% of total estimated revenues for FY 2015-16. The 8.0% portion of one-time revenues are mainly increases in local sales tax collections and state shared revenues as a result of continued development projects and overall growth in the Arizona economy. While the economy 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 2015-16 Budget keeps the Budget Stabilization Reserve at the amount of $15 million, the same amount as FY 2014-15. 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. 4 City of Chandler 2015-16 Adopted Budget General Fund Balance Projection The graph below shows the actual General Fund balance at the end of Fiscal Year (FY) 2013-14 ($159M) and projected ending General Fund balance from FY 2014-15 through FY 2019-20. The General Fund balance projection includes new one-time revenues received each year in General Fund and drawdowns for one-time Economic Development commitments, capital projects (paid without borrowing), and non-recurring operating needs (e.g., one-time decision packages and contributions to self-insurance funds). Although property values are gradually increasing, the recent 4-years of reductions in secondary assessed values decreased secondary tax collections. This limited the City’s ability to sell new General Obligation bonds. In reaction to this situation, Council established an Infrastructure Maintenance Reserve (IMR) in the amount of $34.6 million to apply General Fund balance towards streets and parks capital maintenance projects. An additional $6 million was added in FY 2014-15. The chart below incorporates the use of the IMR over the next two years, allowing the City to continue to maintain existing infrastructure. Additionally, one-time General Fund balance has been allocated towards pay as you go facility repairs and IT needs. Starting in FY 2015-16, the City has identified one-time funding for Public Safety Personnel Retirement System (PSPRS) as an additional payment towards the goal of fully funding future retirement commitments of sworn City personnel. By the end of FY 2019-20, the fund balance is expected to be $106 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 approximately 3 months of expenditures in an emergency and that the use of the fund balance is well planned. The $106 million amount equates to about 6 months of ongoing General Fund expenses. 5 City of Chandler 2015-16 Adopted Budget Capital Improvement Program Summary The tables below show a three-year history of Capital Improvement Program (CIP) spending for comparable 10year 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 Fiscal Year (FY) 2014-2023 and FY 2015-2024, and the amount for FY 2016-2025. The first year of the CIP, FY 2015-16, increased 31.7 percent due mainly to accelerating expansions of the Fire Training Center and Ocotillo Water Reclamation Facility, and is the only year that is appropriated. After several years of holding off from General Obligation (GO) bond sales, a small sale is anticipated in FY 2015-16 for multiple Parks projects, the Fire, Health & Medical training facility expansion, and the Museum project. The 10-year CIP reflects a 23 percent increase from 2015-2024 to 2016-2025 due to continued emphasis on maintaining existing infrastructure and living within capital financing constraints. However, the CIP does include new construction, making maximum use of improved GO bond capacity, available Impact Fees, one-time General Funds, and Enterprise Funds (Water, Wastewater, Solid Waste, and Airport), which will be used to fund neighborhood and community parks, a museum, major improvements to key arterial streets and intersections, a new public safety training center, and continued construction and expansion of various water and wastewater systems and facilities. Changes in Departmental programs reflect the addition of new projects noted above for Parks, Streets, and Public Safety. Full details on all projects and Department requirements are contained in the 2016-2025 CIP book. CIP Sources and Uses of Funds (10 Year Totals) Adopted Adopted Adopted Adopted 2014-2023 CIP $ 154,551,869 50,025,201 140,704,403 2015-2024 CIP $ 118,725,970 46,025,408 149,741,141 2016-2025 CIP $ 133,039,202 48,562,698 127,927,182 % Change from 2015-2024 12% 6% -15% 117,240,731 473,213,303 124,267,863 479,641,350 199,922,712 618,943,282 61% 29% Total Sources $ 935,735,507 $ 918,401,732 $ 1,128,395,076 23% Adopted Adopted Adopted Adopted Uses General Government Community & Neighbohood Svcs Police Fire, Health, and Medical Water Wastewater Solid Waste Streets/Traffic Airport 2014-2023 CIP $ 42,351,903 47,085,665 7,274,742 14,653,952 177,286,310 382,714,209 227,929,226 36,439,500 2015-2024 CIP $ 40,883,040 32,774,710 6,939,438 13,489,752 237,056,099 348,907,636 1,000,000 196,811,293 40,539,764 2016-2025 CIP $ 40,273,499 88,360,650 22,004,012 14,965,014 213,068,559 479,849,128 1,250,000 226,087,629 42,536,585 % Change from 2015-2024 -1% 170% 217% 11% -10% 38% 25% 15% 5% Total Uses $ 935,735,507 $ 918,401,732 $ 1,128,395,076 23% Sources Current Revenues Grants Impact Fees/System Development Fees Bonds Paid by Secondary Levy Bonds Paid by Enterprise 6 City of Chandler 2015-16 Adopted Budget Secondary Assessed Value History and Limited Property Value Projections This graph depicts the 10-year history for secondary assessed values in the City of Chandler, and a 5 year history of limited property values, to be used for both primary and secondary tax rates (as defined below), beginning Fiscal Year (FY) 2015-16. No property tax increase is proposed. 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 FY 2015-16 primary property tax rate remains unchanged from FY 2014-15 at $0.2992 per $100 of assessed valuation, generating a levy totaling $7,122,330 based on the limited assessed value in FY 2015-16. Secondary Taxes are restricted for general bonded debt obligations and voter approved budget overrides. The FY 2015-16 secondary property tax rate remains unchanged from FY 2014-15 at $0.88 per $100 of assessed valuation, generating a levy totaling $20,948,030 based on the limited assessed value in FY 2015-16. Assessed values peaked in FY 2009-10 and then decreased four consecutive years. Growth returned in FY 2014-15 as a result of new property added to the assessor rolls. However, in FY 2015-16, the State of Arizona converts to a new system of limited property valuation which creates a single value for both primary and secondary tax levies and a 5% cap on assessed value increases. As a result, the FY 2015-16 secondary assessed values remained essentially the same as FY 2015-16 ($2.38 billion). The projected limited property values from FY 2016-17 to FY 2020-21 are shown in green reflecting increases of approximately $110 million to $130 million per year. 7 City of Chandler 2015-16 Adopted Budget 8 COMMUNITY AND ORGANIZATIONAL PROFILE 2 Mission Statement City Council Organizational Chart Chandler Maps Community Profile and Demographics Community and Organizational Profile B 2 E C A L P E TH E STAT CANYON GRAND A place for quality of life The Paseo Trail system is but one example of the premium we place on residents’ quality of life. With a strong emphasis on recreational amenities, Chandler’s sense of community and reputation as a great place for families remains unparalleled. Arizona Ave McQueen Rd Chandler Heights Rd The Paseo Trail Riggs Rd 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 2015-16 Adopted Budget Community and Organizational Profile Chandler, Arizona and Neighboring Communities Map 10 City of Chandler 2015-16 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, 2014. 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 2015-16 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 2015-16 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 2015-16 Adopted Budget Community and Organizational Profile City Officials K e v i n H a r t k e, V i c e M a y o r Vice Mayor 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), on the ArizonaSERVES Governor’s task force and the Congressional Committee on Faith and Family. 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 CityChandler. 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). He also serves on the Chandler Regional Medical Center Trauma Advisory Council. He is a literacy advocate and reads weekly to 5th 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 two grandchildren, Micah and Madelynn. 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 on Mayor Tibshraeny’s Four Corner Retail Committee. She currently is the ex officio member of the Chandler Airport Commission and serves on the Chandler Chamber Board of Directors, Public Policy Committee. She is also on the Board of Directors of the Pregnancy Care Center of Chandler. In addition, she 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 and daughter-in-law, State Representative J.D. Mesnard and Holly Mesnard, and daughter and son-inlaw, Juel and Aaron Perry. 14 City of Chandler 2015-16 Adopted Budget Community and Organizational Profile City Officials R i c k H e u m a n n, C o u n c i l m e m b e r Councilmember Rick Heumann moved to Chandler in 1982. He began his tenure on the City Council in January 2009. For more than two decades, Rick has worked as a sales manager for CMA, a manufacturer’s representative group supporting companies in the gift and home furnishings industry throughout the western United States. Rick serves regionally as the 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 communitywide 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. R e n é L o p e z, C o u n c i l m e m b e r Councilmember René Lopez has lived and worked in Chandler for more than seven years. He began his first term on the Chandler City Council in January 2015. He is a third generation Arizona native, born and raised in the East Valley. René graduated from the University of Arizona with a bachelor’s degree in Nuclear Engineering, with a minor in Direct Energy Conversion. René is also a third generation U.S. Navy seaman. He served as a Naval Officer aboard submarines, honorably separating from the Navy in 2000 as a Lieutenant with more than four years of service. After more than a decade of traveling and moving with the U.S. Navy and as a Project Manager, he has finally moved back home. René has an extensive career in Project Management, with more than 14 years of experience working in Telecommunications, Energy, and currently in Information Technology. He currently serves as an advisor on Congressman Matt Salmon’s Hispanic Community Affairs Advisory Council. He previously served two years as a board member on the City’s Parks and Recreation Board. René has been married to Jessica for 18 years. They have two children: Brianna and Andrew. 15 City of Chandler 2015-16 Adopted Budget Community and Organizational Profile City Officials T e r r y R o e, C o u n c i l m e m b e r Councilmember Terry Roe became a resident of the Southeast Valley in1965 and moved his family to Chandler in 1988. He began his first term on the City Council in January 2015. In the late 1970s, he was the managing photographer of the Williams Air Force Base photo lab after which he took a position as the sales manager for a local wholesale photofinishing company. Today, Terry owns and operates a small photography and video production business in Chandler. In 1987, he completed the Phoenix Regional Police Academy and began a 20-year career with the Mesa Police Department. While serving as a police sergeant Terry worked in the DARE unit, robbery detail, the Center against Family Violence, and the auto theft and burglary units. He was a two-term board member on the Mesa Police Benevolent Fund and served for more than two years on the Chandler Police Complaints and Use of Force Citizen’s Review Panel. In 1999, Terry was appointed by Governor Jane Hull to the Arizona Parent’s Commission on Drug Education and Prevention, serving two terms on the Commission. He has an extended history of volunteer and leadership service in the community. He is the past president and continuing member of the Chandler Kiwanis Club and currently serves on the Salvation Army Chandler Corps Advisory Board. Terry attended Mesa Community College and studied business administration and management at the University of Phoenix. In 1981, he married Cheryl, his Gilbert High School Sweetheart. They have two children, Paul and Katie, and three wonderful grandchildren. 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 a six-year term 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, chairs the MAG Transportation Policy Committee, and is a member of the MAG Regional Council. 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. 16 City of Chandler 2015-16 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 (R e t i r e d) 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. M a r s h a R e e d, A c t i n g C i t y M a n a g e r Chandler Assistant City Manager Marsha Reed has been named the Acting City Manager while the City recruits a replacement for retired City Manager Rich th Dlugas. The City Council voted unanimously on her appointment at its May 28 City Council meeting. Marsha joined the City of Chandler in April 2013 as Assistant City Manager. Prior to coming to the City of Chandler, Marsha worked for the City of Lubbock, Texas, for 20 years serving in many capacities in public works and the last five years as Chief Operating Officer overseeing several large departments. Prior to her work at the City she held several positions at the Lubbock District of the Texas Department of Transportation for 10 years. Marsha is a two-time graduate of Texas Tech University obtaining her bachelor’s degree in Civil Engineering in 1988 and her master’s degree in Public Administration in 2000. She is a licensed professional engineer in the States of Arizona and Texas. She is a current member of the National Society of Professional Engineers and the Arizona City Manager’s Association. 17 City of Chandler 2015-16 Adopted Budget Community and Organizational Profile Mayor Department Heads and Directors Jay Tibshraeny Kay Bigelow City Attorney Councilmembers Marla Paddock City Clerk Kevin Hartke Vice Mayor R. Michael Traynor City Magistrate Nora Ellen Matt Burdick Communications and Public Affairs Director Rick Heumann Jennifer Morrison Community & Neighborhood Services Director René Lopez Terry Roe Brenda Brown Cultural Affairs Director Jack Sellers Micah Miranda Director, Economic Development Division Jeff Clark Fire Chief Debbie Stapleton Director, Human Resources Division Management Staff Rich Dlugas City Manager (Retired June 1, 2015) Steven Philbrick Chief Information Technology Officer Marsha Reed Acting City Manager Dawn Lang Management Services Director Nachie Marquez Assistant City Manager Dave Siegel Municipal Utilities Director Sean Duggan Chief of Police R.J. Zeder Transportation & Development Director 18 City of Chandler 2015-16 Adopted Budget Community and Organizational Profile City of Chandler Organizational Chart With Full Time Equivalency (FTE) Citizens of Chandler Mayor (1)/City Council Members (6) 4 FTE Advisory Boards/ Commissions City Clerk City Manager Law City Magistrate 6 FTE 6 FTE 31 FTE 41 FTE Airport Buildings & Facilities 6 FTE 43 FTE Communications/ Public Affairs Community & Neighborhood Services 15 FTE 157.625 FTE Cultural Affairs Economic Development/ DT Redev, Tourism 81.3 FTE 9 FTE Fire, Health & Medical Human Resources 234 FTE 22 FTE Information Technology Management Services 53 FTE 73 FTE Municipal Utilities Planning 193 FTE 14 FTE Police Transportation & Development 489 FTE 156.5 FTE 19 City of Chandler 2015-16 Adopted Budget Community and Organizational Profile 20 City of Chandler 2015-16 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. The Chandler unemployment rate is 4.2%, which is nearly 2.0% lower than the state percentage. There are many large office and industrial parks where businesses can acquire existing facilities or construct their own sites with minimal delay. The City has seen significant speculative office development in Fiscal Year 2014-15 as vacancy rates have dropped. Retail space exceeds sixteen million square feet and fell below a 10% vacancy rate for the first time in the last five years. 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. Largest Private Sector Employers Name Employees Intel Corporation 11,900 Bank of America 3,800 Wells Fargo 2,600 Verizon Wireless 2,400 Freescale Semiconductor 2,200 Chandler Regional Hospital 2,100 PayPal 1,900 Orbital ATK 1,650 Microchip Technology 1,625 Nationstar Mortgage 1,200 Bashas’ Distribution Center / Corp HQ 1,100 QBE 1,100 Education Management Corp. (EDMC) 1,100 General Motors 1,000 Avnet 1,000 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. Stability of the Economy Though the economic recession 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 and new business. Interstate 10, which borders Chandler on the west, provides a link to major cities from Florida to California. Easy access to the US-60, Loop 101 and Loop 202 provides seamless connectivity to the rest of the greater Phoenix metropolitan area. In addition, Southern Pacific Railroad provides rail service that serves Chandler businesses. 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 diversity relative to lot size, subdivision layout, and architecture. In addition, more urban housing developments are slated to open soon. Alta Steelyard is a 301-unit complex in Downtown Chandler and The Met is a 303-unit complex near Chandler Fashion Center. 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, sightseeing excursions, and world-class training institutions. Recreational Activities Chandler has multiple recreation centers, a senior center, and 64 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 21 City of Chandler 2015-16 Adopted Budget Community and Organizational Profile 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 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. public access computers, a robust wireless network at each facility, early literacy interactive spaces, and meeting rooms. With a collection of over 400,000 items, cardholders can find popular and current titles or explore topics of personal interest in a variety of formats including print, audiobook, CD music, DVDs, eBooks, eAudio books, 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 and teen volunteers. 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 Arizona 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 2015-16 program includes: Cirque Alfonse Timber; Gaelic Storm; The Texas Tenors; Moscow Festival Ballet presents Don Quixote; Wellington International Ukulele Orchestra; Vicki Lawrence & Mama: A Two Woman Show; The Princess Bride An Inconceivable Evening with Cary Elwes; Black Violin; Fiesta Mexico Americana with Los Lobos; Tony n’ 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 22 City of Chandler 2015-16 Adopted Budget Community and Organizational Profile Tina’s Wedding; 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. attract sought after, high-end stores and around-thecorner retailers. The Chandler Fashion Center is an upscale 1.3 million square foot regional mall, which includes a 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 197-room Hilton Hotel. Chandler has a diverse cultural makeup. Many festivals and activities showcase the varied interests of Chandler’s citizens. 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, Murphy’s Law, Saba’s, One Wing Boutique, Zoolikins, and Cutting Edge Quilting. Education Facilities Shopping and Dining The Chandler Unified School District and the other districts supporting Chandler residents provide primary and secondary education through thirtyseven elementary schools, ten junior highs, and seven high schools. The public school system is nationally recognized for excellence in education. A number of private and charter schools are also located within Chandler. Chandler’s thriving opportunities for shopping and dining express the variety and excitement of the residents themselves. The worldwide presence of key employers produces a global mind set within the community that supports a diversity of restaurants and shopping choices. Chandler provides outstanding opportunities for upscale boutiques and eateries as well as traditional favorites. The wide selection of dining alternatives from fast food to fine dining in a variety of international cuisines offers a plethora of choices to Chandler residents. Chandler-Gilbert Community College offers professional, occupational, and continuing education programs. The University of Arizona 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 23 City of Chandler 2015-16 Adopted Budget Community and Organizational Profile Demographics* Incorporated Area – Square Miles 2015 2014 2013 2012 2011 2010 2009 rev. 2009 2008 64.980 64.900 64.840 64.710 64.600 64.400 64.400 64.460 64.370 2007 2006 2005 2004 2003 2002 2001 2000 1999 Racial Composition (%) Two or more Races One Race White Asian Hawaiian & Pacific Islander African American Native American Other 64.200 63.460 63.313 63.186 61.420 60.916 60.775 58.600 56.420 Hispanic/Latino Ethnicity (of any race) Climate Average minimum temperature Average maximum temperature Average annual temperature Average annual precipitation (inches) (2) 21.4 (2) 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. Figures from Nielsen 2015 60.00°F 83.00°F 72.00°F 9.1 Highest Education Attainment (%) th Less than 9 Grade th th 9 -11 Grade High School Diploma Some College Associates Degree Bachelor Degree Graduate Degree Gender (%) Male Female 4.0 96.0 71.8 9.6 0.2 5.1 1.6 7.7 49.2 50.8 Figures from Nielsen 2015 Population 3.3 4.2 17.8 25.4 9.3 25.4 14.6 Figures from Nielsen 2015 2015 (projected) 2014 2013 (revised) 2012 2011 2010 (Official U.S. Census) (1) 2009 (1) 2008 (1) 2007 (1) 2006 (1) 2005 2005 (Interim U.S. Census) (1) 2004 (1) 2003 (1) 2002 (1) 2001 2000 (Official U.S. Census) (1) 247,500 244,439 242,215 239,538 238,977 236,598 252,488 250,759 247,097 241,910 238,930 230,845 224,644 211,984 201,263 189,498 176,581 Household Income 2014 (%) 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) Figures from Nielsen 2015 Election November 4, 2014 Registered Voters Votes Cast Percent Voting Estimates from 2001 to 2009 were found to be overstated but remain as the official estimates. Age Composition (%) 0-20 years 21-64 years 65 plus years 6.7 16.4 13.4 19.2 14.1 18.4 11.8 $83,719 $67,572 2.7 30.3 60.1 9.6 128,552 55,204 43.0% * Unless otherwise noted, figures presented are projected through June 30, 2015. Figures from Nielsen 2015 24 City of Chandler 2015-16 Adopted Budget Community and Organizational Profile Economics* Occupation Composition (%) Technical Sales-Administrative Support Managerial and Professional Service Service Occupations Construction, Extraction, Maintenance Production, Transportation, Material Moving Farming, Forestry, and Fishing Unemployment Rate (%) 27.6 39.7 16.7 8.2 7.7 0.2 2014-15 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 Figures from Nielsen 2015 Taxes Local Retail Sales Tax Rate Property Tax (2015-16 Adopted) (1) Primary Tax Rate (1) Secondary Tax Rate Combined 1.5% $0.2992/$100 $0.8800/$100 $1.1792/$100 (1) Property Tax (2014-15) (1) Primary Tax Levy (1) Secondary Tax Levy Combined $0.2992/$100 $0.8800/$100 $1.1792/$100 4.2 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 Figures from Arizona Labor & Statistics (1) 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 2014 $2,277,718,171 $2,381,590,083 2014-15 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 2015 $2,380,457,981 $2,380,457,981 Issued 6,200 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 Value $675,000,000 775,222,849 875,000,000 892,000,000 658,977,221 375,169,625 376,745,879 669,812,746 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 * Unless otherwise noted, figures presented are projected through June 30, 2015. 25 City of Chandler 2015-16 Adopted Budget Community and Organizational Profile Service Statistics* Police Protection Employees (full time) Sworn Civilian (1) Crime Index Crime Rate (per 1,000 (1) population) (1) Traffic Accidents (1) Traffic Citations Total Calls for Police (1) Service, est. Avg. Response Time(1) Priority 1 Calls (all) (1) Residential Solid Waste 2013-14 479 320 159 6,552 26.9 2014-15 483 322 161 6,207 25.2 3,406 30,710 145,083 4,228 26,120 141,274 6:15 6:18 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 2014-15 71,860 84,209 83,747 462 22,442 17,961 18,510 800 2,285 800 3,132 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 (2) Fire Calls (2) Emergency Calls (2) Other Call Fire Inspections (2)(3) (various kinds) (2) Fire Investigations 2013-14 10 233 202 31 395 14,883 5,178 5,303 2014-15 10 234 202 32 360 16,004 5,500 3,842 19 25 2013-14 75,564 889.8 25.6 2014-15 76,492 911.10 27.7 42 42 2013-14 79,766 1,227 2014-15 80,401 1,278 125 132 27 28 64.7 64.4 72 72 Water Potable Connections Miles of Potable Water Lines Miles of Reclaimed Water Lines Operating Wells (2) FY 2013-14 figures revised to reflect actuals. (3) FY 2014-15 reflects an anticipated decrease due to change in inspection schedule from annual to bi-annual. Daily Pumping Wells Capacity (MGD) Production Treatment (3) Capacity (MGD) Streets & Traffic Engineering Street Lane Miles Street Lights Signalized Intersections 2013-14 2,023 27,100 218 2014-15 2,033 27,700 218 (3) Chandler Surface Water Treatment Plant (WTP)& San Tan Vista WTP combined. Aviation Based Aircraft Air Traffic Operations 2013-14 407 219,440 2014-15 410 225,012 * Unless otherwise noted, figures presented are projected through June 30, 2015. 26 City of Chandler 2015-16 Adopted Budget Community and Organizational Profile Service Statistics* Library (1) Library Materials (2) Annual Circulation Library Visits Registered Borrowers (1) (2) Center for the Arts 2013-14 502,055 2,332,758 1,238,699 330,352 2014-15 398,000 2,263,313 1,195,919 331,410 No. of Events and Exhibits Attendance Volunteer Hours Theatres Exhibition Areas Collection reduced due to transition from consortium to new eBook & eAudiobook provider. Circulation includes all materials either checked out or downloaded. 2013-14 12,370 54 2,000 2014-15 11,800 54 2,100 9 13 2013-14 62 1,208.45 325.45 6 39 2013-14 37 0 10 7 1 Elementary K-8 School Junior High High School Community College 2014-15 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 2014-15 1,116 320,292 12,780 3 2 Public Education System Vision Gallery Gallery Visits # of KidzArt Workshops Participation in KidzArt Workshops # of Special Events and Exhibits 2013-14 1,086 312,000 12,000 3 2 2013-14 8 3,520 41,979 17,367 2014-15 8 3,981 42,000 16,890 2014-15 64 1,232.17 309.22 6 41 * Unless otherwise noted, figures presented are projected through June 30, 2015. 27 City of Chandler 2015-16 Adopted Budget Community and Organizational Profile 28 BUDGET POLICIES,, PROCESS , AND DECISIONS 3 Strategic Goals and Organizational Priorities Budget Policies Budget Process Recommendations Budget Policies, Process, and Decisions B 2 E C A L P E TH E STAT CANYON GRAND A place of vision Innovation, entrepreneurship, and creativity thrive in the community through many STEM-based events and organizations, giving developing minds the opportunity to explore new frontiers, and transforming today’s youth into the decision makers of tomorrow. Arizona Ave Delaware St Buffalo St Chandler Science Spectacular Boston St City of Chandler 2015-16 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 updated again in 2011. The City has focused on achieving and successfully accomplished many of these goals and this budget is prepared based on these strategic goals and organizational priorities. In February 2015, the City Council conducted a Strategic Planning Retreat, and the Executive Team is in the process of creating recommended priorities to fulfill the goals Council outlined. These updated goals will be used in formulating the FY 2016-17 budget, but the City continues to make great strides in achieving the following goals through FY 2015-16. 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 2015-16 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 2015-16 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 by 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. Performance measures may be eliminated if approved by the Department Director; however the information will remain in the budget document for four years as required by the Government Finance Officers Association (GFOA). • 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 CIP 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. 31 City of Chandler 2015-16 Adopted Budget Budget Policies, Process, and Decisions • 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. • 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 to determine 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) statement 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) 2015-16, an appropriated General Fund Contingency reserve will be maintained equal to 15% of General Fund operating revenues, excluding one-time transfers in. Acceptable contingency reserve uses are emergency situations, unexpected one-time opportunities, and appropriation transfers to allow spending in other funds. Use of this reserve requires Council approval unless delegated in the Budget Resolution. The 15% General Fund Contingency reserve 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 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. 32 City of Chandler 2015-16 Adopted Budget Budget Policies, Process, and Decisions • 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 assessed values. • 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 and Miscellaneous Personnel (CAMP) (e.g., sick, vacation, military leave, light duty, 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 reclassifications, 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. Adopted Fiscal Year 2015-16 one-time reserve is $325,000 and ongoing reserve is $75,000 and can be used for 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. Such reserves may be created in the General Fund, Enterprise Operating Funds, or other funds designated by the Management Services Director. • 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. 33 City of Chandler 2015-16 Adopted Budget Budget Policies, Process, and Decisions • 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 all significant 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 proposed and adopted versions of the State Auditor General Budget forms will also be posted on the web for five historical years, with the approved budget document. • Financial systems will be maintained to monitor operating and capital revenues, expenditures, and program performance on an ongoing basis. • Annual audits will be performed by an independent public accounting firm for the Health Care Benefits Self-Insurance Trust and the Workers Compensation and Employers Liability Self-Insurance 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. A Department cannot spend more than the budget appropriated; however, line item appropriations are established for each cost center (division) within each Department. Appropriation is also for a specific fund and balanced based on specific funding sources, therefore savings in one fund cannot be used to cover over-expenditure in another fund. • 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 before 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 August 26, 2014, 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 2018. 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 the City Manager to the Council (Section 5.08, City of Chandler Charter). Organizational changes resulting in appropriation shifts between departments should be timed for the start of a new budget year, whenever possible. 34 City of Chandler 2015-16 Adopted Budget Budget Policies, Process, and Decisions 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). • 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). • To transfer appropriation for telecommunications equipment or services from within the Information Technology Department to the appropriate funds and Department Cost Centers using such equipment and/or services (delegated to Management Services Director). 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. 35 City of Chandler 2015-16 Adopted Budget Budget Policies, Process, and Decisions • During the year, the City’s accounting system is maintained on the same basis as the Adopted Budget. This maintenance enables Departmental budgets to be easily monitored via accounting system reports on a monthly basis. The City’s financial records, as reported each year in the Comprehensive Annual Financial Report (CAFR), are maintained in accordance with GAAP. For comparison purposes, the City’s CAFR shows fund revenues and expenditures on both a budget basis and a GAAP basis in all funds for which budgets are adopted. Financial Forecasts In preparation for both the Capital Improvement Program and the Annual Budget, forecasting models are utilized to analyze the impact of budget decisions on the City’s future financial condition. • Ten-year financial forecast models are implemented for water, wastewater, solid waste, airport operating, and capital funds to assess the impact of revenue adjustments with user-fee rate increases and bond issues, as well as resulting cash reserves and debt coverage ratios. The models also allocate project costs based on growth and non-growth projects and using cash flow from system development fees, utility fees, bond proceeds, and reserves. • Ten-year forecasts are developed for all operating and capital funds to assess the economic impact of the capital improvement program on Departmental operating budgets and to determine project funding based on available revenues. In addition, extensive review of the Secondary Property Tax Rate is completed to determine bond capacity. • A ten-year forecast is used to evaluate General Fund revenues and expenditures for ongoing costs and to determine if adequate revenues are available for staffing and program requests, 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 2015-16 Adopted Budget Budget Policies, Process, and Decisions Highlights of the Fiscal Year (FY) 2015-16 Budget 2016-2025 Capital Improvement Program (CIP) Calendar Citizen Budget Survey November 19, 2014 – January 6, 2015 CIP Coordination Team Meetings December 17, 2014 – January 7, 2015 CIP Coordination Team Recommendations to City Manager January 30, 2015 Council Workshop #1 – Preliminary 5-Year General Fund Forecast and CIP February 6, 2015 Community Budget Meeting – “Budget Connect” – Web Meeting February 26, 2015 Council Workshop #2 – Updated 5-Year General Fund Forecast and CIP March 12, 2015 Departments Submit Budgets March 23, 2015 Distribute Proposed Budget and CIP Booklets to Council, City Manager’s Office and Departments All Day Budget and CIP Briefing with Council April 15, 2015 May 1, 2015 Council Amendments due to Budget Office May 11, 2015 Budget Amendments Introduced at City Council (Special Meeting) May 14, 2015 Tentative Budget Adoption May 28, 2015 Public Hearings: 2015-16 Budget and Property Tax Levy; 2016-2025 CIP June 11, 2015 Final Budget and CIP Adoption June 11, 2015 Property Tax Levy Adoption (must be a period of at least 14 days between Final Adoption & Tax Levy Adoption) June 25, 2015 37 City of Chandler 2015-16 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2015-16 Budget Process Flowchart Budget CIP September 2014 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 November December January 2015 February Decision Package Submitted to Budget Citizen Budget Survey (mid-November through early-January) Meetings and Preparation of Preliminary 5-Year General Fund Forecast CIP Projects Submitted to Budget CIP Coordination Team Meetings and Recommendation to City Manager Council Budget Workshop #1 (During Council Retreat) "Budget Connect" Interactive Public Budget Meeting Updated 5-Year General Fund Ongoing Forecast March Council Budget Workshop #2 Base Budget Allocation Distributed/Proposed Budget Entered April Update CIP O&M Estimates for General Fund Ongoing Forecast Finalize Proposed CIP Based on Council Guidance Proposed Budget Books and CIP Books Prepared City Council Budget/CIP Briefing May Council Admendments Adoption of Tentative Budget and CIP 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 2015-16 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2015-16 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) 2015-16 Annual Budget and 2016-2025 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. Although the processes below imply a sequential order, many of the steps overlap in the budget preparation timeline as shown on the flowchart on the previous page. 1. Establish Preliminary Budget Assumptions – The 2015-16 budget process began in September 2014 with a review of recent revenue trends, followed by updated assumptions and forecasts for the largest revenue sources and spending items. This included a request for departments to provide insight for the projection of FY 2015-16 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 (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 Division 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-November through early-January, the Budget Division conducted an online Citizen Budget Survey. The survey was comprised of five basic areas: General Demographics, Satisfaction with City Government, Importance of Selected Programs and Services, Importance of Selected Capital Improvement Projects, and Comments and Questions. The survey results showed that Chandler citizens believe that City leadership is doing a good job managing the City and that the City Council’s budget priorities are in line with citizen priorities and expectations. The results were shared with the City Council and were posted to the City’s website; moreover, this public input helped form the FY 2015-16 Proposed Budget and the 2016-2025 Proposed CIP. 39 City of Chandler 2015-16 Adopted Budget Budget Policies, Process and Decisions 6. Council Budget Workshops – In preparation of the FY 2015-16 Proposed Budget and the Proposed 2015-2026 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 for retirement contributions. 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 2015-16 Budget and 2016-2025 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 2015-16 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, the City has 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 the 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 the City 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 in the development of 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 in October 2015 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: Due to the anticipated increases to the waste collection contracts, a rate increase of 6% is planned for 2015. 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. Small CPI increases are incorporated into the FY 2015-16 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 2015-16 Adopted Budget Budget Policies, Process and Decisions Employee Compensation In June 2015, the City of Chandler reached agreements with two of its five union groups for Fiscal Year (FY) 2015-16 pay and benefit compensation: SEIU Local 5 (Labor & Trades) and ACE (Administrative, Clerical & Technical). The other three union groups are under contract until June 2016. They are IAFF Local 493 (Fire), CLEA (Police Officers), and CLASA (Police Sergeants). In June 2014, the City and IAFF agreed to a two-year contract that provides for a 5.0% merit increase for eligible employees in FY 2015-16. For FY 2015-16, a market adjustment of 2.73% will be also be applied following the August salary survey, which requires the maintenance of a minimum fourth place ranking as compared with other valley cities. In June 2014, the City came to agreements with both CLEA and CLASA to extend the existing contracts for each group through June 2016. For both CLEA and CLASA, FY 2015-16 includes merit pay of up to 5% for eligible members. CLEA members will receive a 0.1% market adjustment for FY 2015-16 to maintain the City’s fourth place ranking as compared with other valley cities. Under the provisions of a new contract effective July 1, 2015 through June 30, 2016, all employees in the SEIU group will receive a 1.5% salary adjustment beginning July 1, 2015 and a maximum 3.5% merit increase during the year. In June 2015, the City and ACE agreed to a two-year contract that provides all employees in the ACE group with a 1% salary adjustment beginning July 1, 2015, and a maximum 3.5% merit increase for eligible employees during the year. For FY 2016-17, all ACE employees will receive a 1.5% salary adjustment effective July 1, 2016, and a maximum 3% merit increase during the year. 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 (including the Police Chief and Fire Chief), will receive a 1.5% salary adjustment beginning July 1, 2015 and a maximum merit increase of 3.5% 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 1.5% salary adjustment. Fire Battalion Chiefs will receive merit increases and supervisory incentive pay for those eligible, the total of which is not to exceed 5%. Assistant Chiefs will receive up to a 5% merit increase for eligible employees. Both Battalion Chiefs and Assistant Chiefs will receive a salary adjustment of 2.73% following the IAFF August salary survey. City Council members, the Presiding City Magistrate, and City Magistrates will receive a 1.5% salary adjustment effective July 1, 2015. The City Clerk, City Manager, and City Attorney will not receive any automatic salary adjustments for FY 2015-16, but may receive adjustments through their annual contact negotiations. Temporary Employees will receive a 1.5% salary adjustment for FY 2015-16. 42 City of Chandler 2015-16 Adopted Budget Budget Policies, Process and Decisions Retirement plan rates for FY 2015-16 for all employee groups are shown below: o o o o Arizona State Retirement System (ASRS) –  Employer – 11.35% + 0.12% Long Term Disability = 11.47% total (0.13% decrease from prior year)  Employee – 11.35% + 0.12% Long Term Disability = 11.47% total (0.13% decrease from prior year) Public Safety Personnel Retirement System (PSPRS) – Fire –  Employer – 26.84% (5.39% increase from prior year)  Employee – 11.65% (0.60% increase from prior year) Public Safety Personnel Retirement System (PSPRS) – Police –  Employer – 31.58% (6.85% increase from prior year)  Employee – 11.65% (0.60% increase from prior year) Elected Officials Defined Contribution Retirement System (EODCRS) –  Employer – 23.50% (no change from prior year)  Employee – 13.00% (no change from prior year)  (Note: The retirement plan available to elected officials consists of different contribution distributions depending on eligibility. The above rates reflect the combined total rates regardless of plan.) 43 City of Chandler 2015-16 Adopted Budget Budget Policies, Process and Decisions Property Tax The City's combined property tax rate for Fiscal Year (FY) 2015-16 is $1.1792 per $100 assessed valuation, unchanged 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 2015-16 Property Tax Rates for Chandler and select local cities 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. FY 2015-16 mark the first year Arizona cities will use the limited property value for calculation of both primary and secondary taxes. Chandler’s limited net assessed valuation for FY 2015-16 is $2,380,457,981, which reflects a 4.5% increase compared to FY 2014-15. However, because the increase was attributed to a 5% increase in new growth, no Truth in Taxation process was requested. FY 2015-16 primary tax rate remains to $0.2992. Secondary property taxes are restricted funds which are used to repay either the City’s general obligation bonded debt or for voter-approved budget overrides. The City’s FY 2014-15 secondary property tax rate revisions $0.88 per $100 of assessed valuation. Chandler's secondary assessed valuation for FY 2014-15 is $2,380,457,981, or a 1.3% decrease compared to FY 2014-15. The property tax rate of $1.1792 per $100 of assessed value is reflected in the Adopted Budget and means a reduced payment of City property tax for the average homeowner. A two-year lag exists between Assessor valuations incorporating sales data and property tax collection. 44 City of Chandler 2015-16 Adopted Budget Budget Policies, Process and Decisions General Fund Contingency The Fiscal Year (FY) 2015-16 Adopted Budget incorporates 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 major 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 $30.725 million in FY 2015-16. Additionally, the reserve policy stipulates, “any amount over the 15% goal will be set aside to be used as pay-asyou-go, one-time capital expenditures.” Funds have been appropriated for one-time expenditures or placed in either “designated reserves” or “restricted reserves” for legal obligations or future pay-as-you-go projects. A Budget Stabilization reserve was created in FY 2010-11 for a three year period to add additional security as the City responds to the impacts of such an unpredictable economic recession. 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 and remains at $15 million for FY 2015-16. Amendments to Proposed Budget In addition to the 15% contingency, 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 FY 2015-16, the one-time funds set aside totaled $325,000 and available ongoing funds were $75,000. Council allocated $318,007 of the $400,000 total available. The application of those funds for FY 2015-16 are detailed in the table below. The $81,993 remaining after the budget adoption will be available for the Council to vote to apply to needs identified during the course of the fiscal year. Department Council Reserve Amendments Community & Neighborhood Services CIP Community & Neighborhood Services CIP Community & Neighborhood Services CIP Non-Departmental Artificial turf at Nozomi Aquatic Center $0 $68,000 $68,000 Shade structures for Desert Breeze and Espee Parks $0 $70,000 $70,000 Cold water drinking fountains $0 $20,000 $20,000 Chandler Education Coalition Early Literacy Campaign Four bike lockers at the Park & Ride Lot Four bike lockers at the Transit Center Six small bus shelters $0 $10,000 $10,000 $0 $17,600 $17,600 $0 $51,285 $51,285 Four large bus shelters $0 $81,122 $81,122 $0 $318,007 $318,007 $75,000 $6,993 $81,993 Transportation & Development Transportation & Development CIP Transportation & Development CIP TOTAL Council Contingency Used Remaining Balance Ongoing 45 One-Time Total City of Chandler 2015-16 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2015-16 Budgetary Additions The City of Chandler is committed to continually identify efficiencies in operations and service delivery. 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 2015-16 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 2015-16). The following pages contain the FY 2015-16 Summary of Recommended Additions for the General Fund and Other Funds, followed by a brief explanation of each (table starts on next page). 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. For example, the chart shows that there was $12,516,122 requested for General Fund increase and $7,752,299 was approved in the Adopted Budget. Decision Package Comparative Summary Requested* Approved* Difference* General Fund Personnel Ongoing Other Ongoing Personnel One-Time Other One-Time Total Enterprise Funds Personnel Ongoing Other Ongoing Personnel One-Time Other One-Time Total Self Insurance Funds Personnel Ongoing Other Ongoing Personnel One-Time Other One-Time Total Police Forfeiture Funds Personnel Ongoing Other Ongoing Personnel One-Time Other One-Time Total $ $ $ $ $ $ $ $ 3,752,154 $ 2,385,799 457,754 5,920,415 12,516,122 $ 1,480,235 1,964,470 522,954 3,784,640 7,752,299 $ 173,630 $ 1,901,313 100,000 2,174,943 $ 173,938 1,901,313 100,000 2,175,251 $ 131,073 $ 2,110 74,610 207,793 $ 118,478 2,110 74,610 195,198 $ - $ 911,505 911,505 $ 911,505 911,505 $ 4,056,857 $ 4,289,222 457,754 7,006,530 15,810,363 $ 1,772,651 3,867,893 522,954 4,870,755 11,034,253 $ $ $ $ $ (2,271,919) (421,329) 65,200 (2,135,775) (4,763,823) 308 308 (12,595) (12,595) - Overall Total Personnel Ongoing Other Ongoing Personnel One-Time Other One-Time Total *Does not include revenue offsets. $ $ 46 $ (2,284,206) (421,329) 65,200 (2,135,775) (4,776,110) City of Chandler 2015-16 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2015-16 Summary of Adds – General Fund Dept/ Addition Division Buildings and Facilities Fleet Bays HVAC* City Hall Audio Visual Equipment Maintenance FTE Personnel Ongoing Other Ongoing Personnel One-Time Other One-Time Total $ - $ - 20,700 $ 12,000 - $ - $ - 20,700 12,000 0.00 $ - $ 32,700 $ - $ - $ 32,700 1.00 $ 73,558 $ - 2,050 $ 10,000 - - $ - 1,909 $ 50,000 100,000 23,500 77,517 50,000 10,000 100,000 23,500 1.00 $ 73,558 $ 12,050 $ - $ 175,409 $ 261,017 $ - $ 3,500 $ - $ 60,000 $ 63,500 - 3,000 - 12,000 15,000 0.00 $ - $ 6,500 $ - $ 72,000 $ 78,500 $ - $ - $ - $ 125,000 $ 125,000 City Manager - Innovations Total City Manager - Planning On Call Temporary Services 0.00 $ - $ - $ - $ 125,000 $ 125,000 $ - $ - $ - $ 70,000 $ 70,000 City Manager - Planning Total Community & Neighborhood Services Citrus Vista Park Site* Supplemental Funding for Armored Car Service Wheelchair Accessible 14-Passenger Buses Playground Surfacing Parks Mature Tree Maintenance Pool Chemicals Irrigation Supply Supplemental - Parks Parks Administrative Vehicles Graffiti Abatement Vehicle / Equipment Park Maintenance - Temporary Staff Parks Spray Technician - FTE Sports Fields/Turf Enhancement ActiveNet Peripheral Hardware Special Event Sponsorship Program Shrub Truck Ongoing Costs - Replacement Funds Code Enforcement Motor Vehicle R&M and Replacement Snedigar/Tumbleweed Utilities Utility Supplemental - Parks American Red Cross - Recreation Staff (100% 0.00 $ - $ - $ - $ 70,000 $ 70,000 $ - $ 26,000 69,775 - 49,148 $ 7,054 4,200 75,000 89,000 30,563 30,000 4,481 12,150 1,425 5,438 60,500 10,000 30,000 2,194 - $ - - $ 130,000 23,100 94,000 61,500 - 49,148 7,054 134,200 75,000 89,000 30,563 30,000 27,581 106,150 27,425 136,713 60,500 10,000 30,000 2,194 Buildings and Facilities Total CAPA City Hall Security Position ($45,000 offset) Video Production Contract Funding Print and Materials Donations (100% offset) Cable Access Channel (100% offset) Vehicle for Video Production CAPA Total City Magistrate Video Surveillance System (Court Enhancement Fund) Digital Court Recording Software (Court Enhancement Fund) City Magistrate Total City Manager - Innovations Innovations Programs 1.00 offset) Credit Card Bank Fees (100% offset) Utility Supplemental Funding - Mesquite Groves (100% offset) Trash Can Rentals for Special Events (100% offset) Special Events Equipment * CIP related 47 - 3,820 - - 3,820 - 14,700 170,000 - - 14,700 170,000 - 4,050 - - 4,050 - 53,593 - - 53,593 - 102,000 - - 102,000 - 3,060 - - 24,600 3,060 24,600 City of Chandler 2015-16 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2015-16 Summary of Adds – General Fund (continued) Dept/ Division Addition Community & Neighborhood Services (continued) Paseo Vista Recreation Area Contract Maintenance Recreation - Youth Softball and Tennis Tournaments ($13,284 offset) 4th of July Celebration Jazz Fest & Fall Rhythm Fest For Our City Event (100% offset) Indian Art Market Event (100% offset) Garibaldi Night Event (Hispanic Heritage Month) FTE Personnel Ongoing $ (100% offset) Celebration of Unity Events (100% offset) Community & Neighborhood Services Total Cultural Affairs Custodian (100% offset) Stage Technician Contract Labor Increase Library - Pages & Technician Clerk Pay Increase - $ Total 108,800 $ 108,800 - $ - $ - - 2,800 27,200 30,000 - - - 15,000 40,000 10,000 10,000 15,000 40,000 10,000 10,000 - - - 10,000 10,000 - - - 50,000 50,000 762,376 $ 2,800 $ 604,200 $ 1,465,151 1.00 $ 59,169 $ - - $ 9,454 - $ - - $ - 59,169 9,454 268,594 - - - 268,594 - 3,200 - - 10,690 13,682 6,500 40,000 4,500 3,200 10,690 13,682 6,500 40,000 4,500 1.00 $ 327,763 $ 12,654 $ - $ 75,372 $ 415,789 $ - $ - 10,500 $ - - $ - - $ 63,500 7,300 10,500 63,500 7,300 - $ 10,500 $ - 5,000 - $ 5,000 75,800 $ 86,300 $ - $ 106,385 9,000 - 38,751 $ 7,730 3,724 - - $ 22,060 71,225 310,707 - - $ 33,800 38,910 47,750 30,208 67,650 49,023 19,800 13,990 47,000 120,000 38,751 106,385 41,530 9,000 3,724 60,970 118,975 340,915 67,650 49,023 19,800 13,990 47,000 120,000 0.00 $ 115,385 $ 50,205 $ 403,992 $ 468,131 $ 1,037,713 offset) Fire, Health & Medical Department Total Other One-Time 95,775 $ Museum Division Cargo Van Two Copiers - Art Center Division Microfilm Scanners for Newspaper Digitization Concessions Counter Design Services Chandler Symphony Orchestra Celebrate Chandler Luncheon Economic Development Total Fire, Health & Medical Department Fire Station #1 Relocation - O&M Funding* Overtime Adjustment Rugged Tablets for Mechanics Patrol Vehicle Decommission Training Center Expansion* Recruitment Fire Recuit Academy Paramedic School - Attrition Cardiac Monitor Refurbishment Automated External Difibrillator Replacement Foam Concentrate Change Out Structured Query Language (SQL) Data Migration Portable Wireless Column Lifts Grant Matching Funds Personnel One-Time 1.00 $ ($265,538 offset) Cultural Affairs Total Economic Development Salesforce Contact Management Tourism Funding Economic Impact Analysis Software Science Saturday Event - Sponsorship (100% Other Ongoing 0.00 $ * CIP related 48 City of Chandler 2015-16 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2015-16 Summary of Adds – General Fund (continued) Dept / Division Addition Human Resources Replacement of Scanners Audio Visual Equipment - Training Rooms Professional Development Program FTE Human Resources Total Information Technology Support and Maintenance Website Search Appliance* Enterprise Interface Support Position Citywide Network Security Training Mobile Device Support Telephone System Maintenance BizTalk Upgrade Double Fill Resource for Upcoming Retirements IT Help Desk Phone Support Position 0.00 Information Technology Total 0.50 ITOC Total 0.00 Personnel One-Time Other One-Time Total $ - $ - - $ - - $ - 8,700 42,600 30,000 $ 8,700 42,600 30,000 $ - $ - $ - $ 81,300 $ 81,300 $ - $ 75,488 - 38,985 $ 16,667 1,000 10,600 25,128 16,300 - - $ 8,842 42,120 - $ 117,343 102,000 - 38,985 16,667 76,488 10,600 33,970 16,300 117,343 102,000 42,120 $ 75,488 50,962 219,343 $ 454,473 0.50 Information Technology Oversight Committee (ITOC) Information Technology Oversight Committee Program Other Ongoing Personnel Ongoing $ 108,680 $ $ $ - $ 90,642 $ - $ - $ 90,642 $ - $ 90,642 $ - $ - $ 90,642 $ - $ - $ - $ 14,000 $ 14,000 $ - $ - $ - $ 14,000 $ 14,000 $ - $ - 2,000 $ 3,500 3,940 - - $ - 3,800 13,888 4,315 29,150 6,350 14,000 $ 5,800 17,388 8,255 29,150 6,350 14,000 $ - $ 9,440 $ - $ 71,503 $ 80,943 $ - $ - 6,020 $ 26,688 100,000 7,000 - - $ - - $ 3,500 82,000 7,500 6,020 26,688 100,000 10,500 82,000 7,500 139,708 $ - $ 93,000 $ 232,708 8,310 $ 66,629 700 55,000 14,488 12,000 30,000 75,125 5,200 - - $ - 13,332 $ 132,768 1,680 176,320 45,000 256,950 393,051 73,380 55,000 14,488 12,000 30,000 75,125 97,000 5,200 176,320 45,000 - $ 369,100 Law Prosecutors' Copier/Printer Law Total Management Services Audit Fees Tax Reporting and Storage Partnership Motion Ruggedized Tablet Tax Mantra Support and Maintenance Arbitrage Compliance Consulting Services Other Post Employment Benefits Actuarial Report 0.00 Management Services Total Non-Departmental Citywide Membership Increase On-Line Payment Portal Photo Enforcement Priority Based Budgeting Consultant Citywide Banking Fees Citywide Membership - EV Partnership Branding 0.00 Non-Departmental Total Police Department Civilianization of Police Officers in Technology Vice/Human Trafficking Unit Staffing Body Worn Cameras & Police Records Specialist Police Mobile Office - Internet in Patrol Vehicles Pawn Database Dispatch Center Training Criminal Investigations Vehicle Upfitting Additional Ongoing Vehicle Funds Increase Department Overtime Budget 911 Center Console Workstations Ballistic Vests HB2455 Weapons Proceeds (100% offset) 0.00 $ - $ 2.00 2.00 1.00 $ 235,308 $ 193,654 71,000 97,000 - 5.00 $ 596,962 Police Department Total * CIP related 49 $ 267,452 $ $ 1,233,514 City of Chandler 2015-16 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2015-16 Summary of Adds – General Fund (continued) Dept / Addition Division Transportation & Development Landscape Maintenance & Utilities Utilities - BRT Stations Express Route 542 O&M for Completed City Projects Public Works Inspector - Utilities ($97,652 offset) Public Works Inspector - CIP Striping Machine Truck (Replace #20000) On Call Temporary Services Asphalt Patch Truck (Replace #99400) Alley Loader Tractor (Replace #20335) Street Sweepers 5.7% Match Street Maintenance Program Transportation & Development Total GRAND TOTAL GENERAL FUNDS Revenue Offsets Base Budget Offsets TOTAL GENERAL FUND REFLECTING OFFSETS FTE Personnel Ongoing Other Ongoing Personnel One-Time Other One-Time Total $ - $ 97,652 97,652 - 300,337 $ 13,446 74,790 26,020 2,570 44,400 - - $ - $ 23,500 50,000 65,200 77,000 90,000 29,982 1,000,000 - 300,337 13,446 74,790 26,020 123,722 97,652 44,400 115,200 77,000 90,000 29,982 1,000,000 2.00 $ 195,304 $ 461,563 $ 65,200 $ 1,270,482 $ 1,992,549 10.50 $ 1,480,235 $ 1,964,470 $ (231,872) 0.00 (408,190) 0.00 10.50 $ 1,480,235 $ 1,324,408 $ 522,954 $ 3,784,640 $ (243,284) 522,954 $ 3,541,356 $ 7,752,299 (231,872) (651,474) 6,868,953 1.00 1.00 50 City of Chandler 2015-16 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2015-16 Summary of Adds – Other Funds Dept / Personnel Ongoing Other Ongoing Personnel One-Time Other One-Time Division Addition City Manager - Airport Airport Security System Improvments* Aviation Fuel (100% offset) FTE $ - $ - 706 $ 60,000 - $ - - $ - 706 60,000 Airport Operating Fund Total Human Resources Safety Analyst Excess Stop/Loss Insurance - Workers' Compensation 0.00 $ - $ 60,706 $ - $ - $ 60,706 0.50 $ 38,543 $ 1,055 $ - $ 2,661 $ 42,259 Workers Compensation Trust Total 0.50 $ 38,543 $ 1.00 $ 79,935 $ Human Resources Specialist Blue Cross Blue Shield Self-Funded Admin. Expenses (100% offset) Medical Self Insurance Trust Total Municipal Utilities Water Purchase Increase Water Operating Fund Total Ocotillo Brine Reduction Facility New Positions Wastewater Industrial Process Treatment Fund Total - - Wastewater Operating Fund Total - 43,750 43,750 1,055 $ - $ 46,411 $ 86,009 1,055 $ - $ 3,199 $ 84,189 - - 25,000 25,000 1.00 $ 79,935 $ 1,055 $ - $ 28,199 $ 109,189 $ - $ 590,607 $ - $ - $ 590,607 0.00 $ - $ 590,607 $ - $ - $ 590,607 2.00 $ 173,938 $ - $ - $ - $ 173,938 2.00 $ 173,938 $ - $ - $ - $ 173,938 - - 1,200,000 Water Reclamation Facility Expansion Solid Waste Services CPI and Fuel Index Increase Paseo Vista Recreation Area Contact Maintenance - Total 0.00 $ $ 1,200,000 - $ 1,200,000 $ - $ - $ 1,200,000 - $ - $ - $ 50,000 - 100,000 100,000 0.00 $ - $ 50,000 $ - $ 100,000 $ 150,000 $ - $ - $ - $ 911,505 $ 911,505 Police Forfeiture Fund Total 0.00 $ - $ - $ - $ 911,505 $ 911,505 GRAND TOTAL OTHER FUNDS OTHER FUNDS Revenue Offsets TOTAL OTHER FUNDS REFLECTING OFFSETS 3.50 $ 0.00 0.00 $ Solid Waste Operating Fund Total - 50,000 $ - Police Body Worn Cameras & Police Records Specialist GRAND TOTAL ALL FUNDS GENERAL FUND Base Budget Offsets GENERAL FUND Revenue Offsets OTHER FUNDS Revenue Offsets GRAND TOTAL ALL Offsets TOTAL ALL FUNDS REFLECTING OFFSETS 292,416 $ 1,903,423 $ (60,000) 292,416 $ 1,843,423 $ - $ 1,086,115 $ (25,000) - $ 1,061,115 $ 3,281,954 (85,000) 3,196,954 14.00 $ 1,772,651 $ 3,867,893 $ 0.00 (231,872) 0.00 (408,190) 0.00 (60,000) 0.00 (700,062) 14.00 $ 1,772,651 $ 3,167,831 $ 522,954 $ 4,870,755 $ (243,284) (25,000) (268,284) 522,954 $ 4,602,471 $ 11,034,253 (231,872) (651,474) (85,000) (968,346) 10,065,907 * CIP related 51 City of Chandler 2015-16 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2015-16 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 2015-16. Ongoing Cost One-time Cost Buildings and Facilities Ongoing funding improvements. for utility costs related to fleet bay cooling Ongoing funding for the maintenance program on audio visual equipment in City Hall. $ 20,700 $ 12,000 CAPA Ongoing and one-time funding for a full-time Security Officer at City Hall and associated costs. Partially offset by base budget reduction. 75,608 50,000 One-time funding for contracted video specialist services. Ongoing funding for the purchase of materials and to print special event materials in-house. 100% reimbursed. 1,909 10,000 One-time funding to utilize contributions from CenturyLink and Cox Communications for governmental programming on Channel 11. 100,000 23,000 One-time funding for a replacement vehicle for Video Production. City Magistrate Ongoing and one-time funding for digital video recording and security cameras. 3,500 60,000 Ongoing and one-time funding to replace existing digital recording software. 3,000 12,000 City Manager – Innovations One-time funding for expenses associated with improving the Chandler Incubator Project, Innovations. 125,000 City Manager – Planning One-time funding for on-call building and civil plan reviews to maintain current service levels. 70,000 Community & Neighborhood Services Ongoing funding for park maintenance and utility costs for Citrus Vista Park, which is anticipated to be completed in September 2015. 49,148 Ongoing funding for armored car service at the aquatic center. 100% reimbursed. 7,054 Ongoing and one-time funding for two 14 passenger buses with wheelchair accessibility and associated costs. 4,200 52 130,000 City of Chandler 2015-16 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2015-16 Budgetary Additions to General Fund (continued) Ongoing Cost One-time Cost Community & Neighborhood Services (continued) Ongoing funding to replenish City playgrounds with engineered wood fibar each year. $ 75,000 Ongoing funding for mature tree maintenance at City parks and tree maintenance at fire stations. 89,000 Ongoing funding for water treatment, wastewater treatment, and swimming pool chemicals. 30,563 Ongoing funding for maintenance and repairs of park irrigation systems. 30,000 $ One-time funding for the purchase of a half-ton regular cab pickup truck and ongoing contributions to the Vehicle Replacement Fund. 4,481 23,100 One-time funding for the purchase of a chassis with rear vehicle box for graffiti abatement equipment and ongoing contributions to the Vehicle Replacement Fund. 12,150 94,000 Ongoing funding for temporary park maintenance staff. 27,425 Ongoing and one-time funding for a full-time Parks Spray Technician and associated costs. 75,213 Ongoing funding to improve soil and field turf quality by implementing a top dressing to enhance playing surfaces on athletic fields at Chandler’s parks. 60,500 Ongoing funding to replace peripheral equipment purchased as part of the Community & Neighborhood Services new Registration/Reservation System. 10,000 Ongoing funding for the Special Event Sponsorship Program to assist local non-profit groups in organizing quality community events. 30,000 Ongoing funding for contributions to the Vehicle Replacement Fund for a shrub truck approved and purchased in FY 2014-15. 2,194 Ongoing funding for contributions to the Vehicle Replacement Fund for a Code Enforcement vehicle approved and purchased in FY 2014-15. 3,820 Ongoing funding for utilities and contract maintenance associated with ball field lights approved and installed at Snedigar Sportsplex and Tumbleweed Park approved in FY 2014-15. 14,700 Ongoing funding for utility expenses at the athletic fields in City parks. 170,000 Ongoing 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 Ongoing funding to improve the way credit card banking fees are processed for the Recreation and Aquatic Divisions. Costs will be 100% offset by revenues. 53,593 Ongoing funding for the additional cost of utilities for Mesquite Groves Aquatic Center. Costs will be 100% reimbursed by the Chandler Unified School District. 102,000 53 61,500 City of Chandler 2015-16 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2015-16 Budgetary Additions to General Fund (continued) Ongoing Cost One-time Cost Community & Neighborhood Services (continued) Ongoing funding for trashcan rentals for special events. Costs will be 100% offset by revenues. $ 3,060 $ One-time funding for permanent signage and radio communication equipment for special events. 24,600 One-time funding for contract maintenance for the Paseo Vista Recreation area. 108,800 One-time funding to host one youth softball tournament and one youth tennis tournament in FY 2015-16. Partially offset by revenues. 30,000 One-time funding for the 2015 4th of July Celebration. 15,000 One-time funding for the 2015 Fall Rhythm Fest and 2016 Jazz Festival. The funding will allow these events to continue to grow and enhance the City’s signature events. 40,000 One-time funding for faith-based and non-profit community events. Costs will be 100% offset by revenues. 10,000 One-time funding for the Indian Art Market event to showcase Native American heritage and enhance the Miss Indian Arizona Scholarship Program. Costs will be 100% offset by revenues. 10,000 One-time funding for the Garibaldi Night (Hispanic Heritage Month). Costs will be 100% offset by revenues. 10,000 One-time funding for various Celebration of Unity Events. Costs will be 100% offset by revenues. 50,000 Cultural Affairs Ongoing funding for a full-time Custodian and associated costs. Costs will be 100% reimbursed by the Chandler Unified School District. 59,169 Ongoing funding for to support increases in contact labor rates for stage technicians at the Center for the Arts. 9,454 Ongoing funding to transition library Pages and Clerks from contract to temporary employees. Costs will be partially offset by a reduction in the Professional Contracts budget. 268,594 Ongoing funding for the rental of cargo van for periodic transportation of museum materials to and from storage public events. 3,200 One-time funding to replace two copiers for the Center for the Arts. 10,690 One-time funding for scanners to assist with the digitization of newspapers at the Museum. 13,682 One-time funding for design remodel of the Center for the Arts beverage and concession counter. 6,500 One-time funding for the Chandler Symphony Orchestra to partially fund its quality artistic services. 40,000 54 City of Chandler 2015-16 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2015-16 Budgetary Additions to General Fund (continued) Ongoing Cost One-time Cost Cultural Affairs (continued) One-time funding for the Celebrate Chandler luncheon event celebrating people and businesses that are the new pioneers of today and are making a difference in Chandler. $ $ 4,500 Economic Development Ongoing funding for an online application that provides contact management support. 10,500 One-time funding to maintain tourism grant qualification. 63,500 One-time funding for economic analysis software to measure revenue implications for different developments. 7,300 One-time funding for the Science Saturday event. reimbursable by donations. 5,000 Costs are 100% Fire, Health & Medical 38,751 Ongoing funding for building maintenance for Fire Station #1. Ongoing funding to increase overtime funding due to negotiated and general pay increases. 106,385 One-time funding for the purchase of ruggedized tablets and ongoing funding for contributions to the Technology Replacement Fund and wireless costs. 7,730 Ongoing funding for Fleet personnel overtime cost for decommissioning of 25 police patrol vehicles per year. 9,000 Ongoing funding for the operations and maintenance costs associated with the construction of a fire burn building for firefighter training. 3,724 One-time funding for the Fire, Health & Medical recruitment process. 33,800 60,970 One-time funding to conduct a 12-week fire academy for 5 recruits to meet minimum requirements for state certifications. 118,975 One-time funding for overtime costs for an eleven month paramedic academy scheduled to start in July 2015 for eight students. 340,915 One-time funding for refurbishment of existing cardiac monitors /defibrillators. 67,650 One-time funding for the maintenance Defibrillators (AED’s) in City Buildings. 49,023 of Automated External One-time funding for fire extinguishing foam concentrate change out. 19,800 One-time funding for the migration of Fire’s existing personnel database to a Structure Query Language (SQL) database improving data accessibility. 13,990 One-time funding to purchase one set of 4 portable wireless column lifts for Fleet Services. 47,000 55 City of Chandler 2015-16 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2015-16 Budgetary Additions to General Fund (continued) Ongoing Cost One-time Cost Fire, Health & Medical (continued) One-time funding to provide the required matching funds for Fire, Health & Medical Department’s 2015-16 Assistance to Firefighters Grant and the Fire Prevention & Safety Grant if the grants are awarded. $ $ 120,000 Human Resources 8,700 One-time funding for the replacement of eight scanners. One-time funding for audio visual equipment to be installed in the City Hall training room. 42,600 One-time funding for consulting services for professional development programs. 30,000 Information Technology Ongoing funding for support and maintenance costs for multiple software applications. 38,985 Ongoing funding for contributions to the Technology Replacement Fund for current and future replacement of the web search appliance. 16,667 Ongoing funding for the partial cost of a full-time Enterprise Interface Support position and associated costs. This position will be partially funded by the transfer of 0.5 FTE from the Management Services Department. 76,488 Ongoing costs for the annual subscription for cyber security training. 10,600 Ongoing funding for the continuation of mobile device support and onetime funding for one contract full-time technician for FY 2015-16. 25,128 Ongoing funding for support and maintenance costs for telephone service upgrades. 16,300 8,842 One-time funding for the upgrade of the City’s BizTalk integrating software application licenses, including the cost of maintenance of the licenses for two years. 117,343 One-time funding to early hire key positions with upcoming retirements. 102,000 One-time funding for a temporary position dedicated to phone support with the IT Helpdesk. 42,120 Information Technology Oversight Committee (ITOC) Ongoing funding for support of prioritized projects by ITOC. 90,642 Law One-time funding to purchase a multi-functional copier/printer. 14,000 Management Services Ongoing funding to complete the audit of City’s financial statements. One-time funding to complete the biennial Purchasing Card audit. 56 2,000 3,800 City of Chandler 2015-16 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2015-16 Budgetary Additions to General Fund (continued) Ongoing Cost One-time Cost Management Services (continued) Ongoing funding for an annual use fee and one-time funding to allow participation in a Phoenix based reporting solution after Transaction Privilege Tax (TPT) administration transitions to the State. One-time funding for the purchase of a motion ruggedized tablet and ongoing funding for contributions to the Technology Replacement Fund and wireless costs. $ 3,500 3,940 $ 13,888 4,315 One-time funding to pay the anticipated increase for maintenance and license costs for Tax Mantra until such time the City can phase out the software after the state begins collecting TPT. 29,150 One-time funding for a consultant to complete the arbitrage evaluation of the City’s 2011 tax exempt bonds. 6,350 One-time funding for a contract service to conduct a biennial actuarial valuation on post-employment medical care benefits as required by the Government Accounting Standards Board (GASB). 14,000 Non-Departmental Ongoing funding for increased annual membership dues to the East Valley Partnership. 6,020 Ongoing funding for online payment portal costs associated with the Portal for Electronic Payment Processing Integration project. 26,688 Ongoing funding to support the increased level of citations and process server usage for photo red-light and speed violations. 100,000 Ongoing funding to maintain a new online Priority Based Budgeting (PBB) system and one-time funding consultant services to update the City’s PBB program in FY 2015-16. 7,000 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. 3,500 82,000 One-time funding for the East Valley Partnership Branding campaign. 7,500 Police Ongoing and one-time funding for two full-time Business System Support Analyst positions and associated costs to civilianize the duties currently being performed by two sworn officers. 243,618 13,332 Ongoing and one-time funding for two full-time Police Officer positions and associated costs to support Vice/Human Trafficking Operations. 260,283 132,768 One-time funding for costs related to Body Camera recordings and ongoing funding for a full-time Police Records Specialist position and associated costs. 71,700 1,680 Ongoing funding for communication equipment in patrol vehicles. 55,000 Ongoing funding for the annual maintenance of a new pawn database. 14,488 57 City of Chandler 2015-16 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2015-16 Budgetary Additions to General Fund (continued) Ongoing Cost One-time Cost Police (continued) Ongoing funding for dispatch center personnel training. $ 12,000 Ongoing funding to up-fit the replacement fleet of Criminal Investigation Bureau vehicles with lights and sirens. 30,000 Ongoing funding for the cost difference of replacing 5 motorcycles with 5 full size vehicles. 75,125 Ongoing funding to increase overtime funding due to negotiated and general pay increases. 97,000 Ongoing funding for operations and maintenance related to the installation of new 911 Center console workstations. 5,200 $ One-time funding for citing agency and storages fees for the replacement of ballistic vests. 176,320 One-time funding for the expenditure of proceeds received from the sale of unclaimed weapons for community outreach programs. Costs will be 100% offset by revenues. 45,000 Transportation & Development Ongoing funding for new areas of responsibility for landscape maintenance, utilities, and deteriorating irrigation parts. 300,337 Ongoing funding for utility costs associated with twelve bus shelters added to the City’s inventory in 2010. 13,446 Ongoing funding for an additional morning and afternoon service Route 542 (Chandler-Phoenix Express Route). 74,790 Ongoing operations and maintenance funding for various capital projects scheduled for completion in FY 2015-16. 26,020 Ongoing and one-time funding for a full-time Public Works Inspector for utilities projects and associated costs. Salary cost offset by departmental base budget reduction of $97,652. 100,222 Ongoing funding for a full-time Public Works Inspector for various capital projects and associated costs. 97,652 Ongoing funding for contributions to the Vehicle Replacement Fund for a striping machine truck to be purchased through the Capital Improvement Program. 44,400 Ongoing and one-time funding for inspection services to accommodate demand peaks in addition to maintaining current service levels. 65,200 23,500 50,000 One-time funding for a replacement asphalt patch truck. 77,000 One-time funding for a replacement alley loader tractor. 90,000 One-time funding to match 5.7% of Maricopa Government’s grant for purchase of street sweepers. Association of 29,982 One-time funding to accelerate and complete street maintenance which includes approximately 128 lane miles of local and arterial streets. 1,000,000 58 City of Chandler 2015-16 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2015-16 Budgetary Additions to Other Funds The Adopted Budget contains the following additions to Other Funds: Ongoing Cost One-time Cost City Manager - Airport Airport Operating Fund Ongoing funding for upgrades to perimeter security access system. Ongoing funding to purchase aviation fuel for resale. This request will be fully offset from the sales of the aviation fuel. $ 706 $ 60,000 Human Resources Workers Compensation Trust Fund Ongoing and one-time funding for the partial cost of a Safety Analyst position and associated costs. The balance of the cost will be reallocated from the Management Services Department. 39,598 One-time funding for an anticipated increase to Excess (Stop/Loss) Insurance. 2,661 43,750 Medical Self Insurance Trust Fund Ongoing and one-time funding for a full-time Human Resources Specialist position and associated costs. 80,990 One-time funding to allow for the expenditure of funds being provided by Blue Cross/Blue Shield for self-funded administration expenses. 3,199 25,000 Municipal Utilities Water Operating Fund Ongoing funding for increased costs of water purchases. 590,607 Wastewater Industrial Process Treatment Fund Ongoing and one-time funding for a full-time Senior Utilities Mechanic position and a full-time Wastewater Treatment Plant Operator II position at the Ocotillo Brine Reduction Facility. 173,938 Wastewater Operating Fund Ongoing funding for professional services and utilities associated with the Water Reclamation Facility expansion. 1,200,000 Solid Waste Operating Fund Ongoing funding to cover increases in the collection and disposal contracts. One-time funding for contract maintenance for the Paseo Vista Recreation area. 50,000 100,000 Police Forfeiture Fund One-time funding to purchase Body Worn Cameras, including the licensing, storage, hardware support, and five year warranty. 59 911,505 City of Chandler 2015-16 Adopted Budget Budget Policies, Process and Decisions Decision Packages Not Funded in Fiscal Year (FY) 2015-16 – General Fund The table below shows all of the General Fund decision packages that were not funded for FY 2015-16. This is combined with the net amount of the General Fund decision packages that were approved for FY 2015-16 but were approved for an amount different from the original request to provide a combined total of unfunded requests. Request FTE Personnel Ongoing Custodial Vehicle Replacement Total: 0.00 0.00 $ $ - $ - $ 4,800 $ 4,800 $ - $ - $ 44,000 $ 44,000 $ 48,800 48,800 Architectural Excellence Total: 0.00 0.00 $ $ - $ - $ - $ - $ - $ - $ 12,000 $ 12,000 $ 12,000 12,000 Aquatics Maintenance Technician Park Maintenance Technician Pool Manager FTE - Hamilton ($12,000 offset) Fire Station Maintenance Ball Field Maintenance Carts Parks/Aquatics Backhoe Total: 0.75 1.00 1.00 0.00 0.00 0.00 2.75 $ 67,585 $ 8,730 $ 83,614 7,811 68,017 1,300 97,171 $ 219,216 $ 115,012 $ - $ - $ 76,315 45,000 136,425 69,317 97,171 25,000 25,000 80,000 80,000 - $ 150,000 $ 484,228 Cultural Affairs - Administrative & Budget Support Celebration Plaza Program Library - Programming Librarian Library - Expansion of Hours at Hamilton Library Cultural Affairs - Public Relations Strategic Plan Tumbleweed Ranch Master Plan Total: 1.00 0.00 1.00 1.50 0.00 0.00 3.50 $ 80,159 $ 11,250 $ 1,500 93,266 980 143,340 980 $ 316,765 $ 14,710 $ - $ - $ 12.00 1.00 1.00 0.00 14.00 $ 544,895 $ 51,014 $ 98,118 15,527 93,266 5,980 $ 736,279 $ 72,521 $ - $ 1,025,012 $ 1,620,921 35,380 149,025 1,786 101,032 50,000 50,000 - $ 1,112,178 $ 1,920,978 - $ - $ 140,000 100,000 100,000 - $ 100,000 $ 240,000 Department Other Personnel Ongoing One-Time Other One-time Total Buildings and Facilities City Manager - Planning Community & Neighborhood Services Cultural Affairs 4,886 $ 96,295 1,500 3,066 97,312 3,056 147,376 25,000 25,000 10,000 10,000 46,008 $ 377,483 Fire, Health & Medical Southeast Fire Station Fire Prevention Specialist Community Health and Safety Program Coordinator Building Sustainability Study Total: Information Technology Offsite Disaster Recover Colocation Site Technology Testing Program Total: 0.00 0.00 0.00 $ Senior Staff Accountant Total: 1.00 1.00 $ 105,536 $ $ 105,536 $ 150 $ 150 $ - $ - $ - $ 105,686 - $ 105,686 Backfill Chandler Heights Staffing Computer Aided Dispatch (CAD) Administrator Arson Investigator Standby Pay Total: 2.00 1.00 0.00 3.00 $ 184,133 $ 14,662 $ 119,837 3,655 13,217 $ 317,187 $ 18,317 $ - $ - $ 21,270 $ 220,065 6,666 130,158 13,217 27,936 $ 363,440 Transit Operations and Services Building Inspector (1530) Street Maintenance Coordinator Total: 0.00 1.00 1.00 2.00 $ - $ - $ - $ 8,000 99,399 30,921 126,515 30,921 $ 233,914 $ - $ 140,000 $ - $ 140,000 $ Management Services Police Department Transportation & Development 8,000 $ 98,119 86,941 $ 193,060 $ $ 1,280 8,653 9,933 $ Totals: 26.25 $ 1,888,043 $ 375,443 $ Net Reductions to Requested Amounts: * 13.50 39.75 383,876 45,886 (65,200) 612,732 977,294 $ 2,271,919 $ 421,329 $ (65,200) $ 2,135,775 $ 4,294,697 Combined Total: - $ 1,523,043 $ 3,317,403 *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 Adopted Budget Summaries Department Budget Summaries Fund Summaries Personnel Summaries B 2 E C A L P E TH E STAT CANYON GRAND A fiscally sound place Chandler emerged from the Great Recession on the foundation of effective fiscal management policies and prudent spending. Understanding how best to finance and schedule new projects has helped the City to again provide infrastructure and amenities in a timely yet prudent manner. Cooper Rd McQueen Rd Fire Station #1 Pecos Rd Financial and Personnel Overviews Frye Rd City of Chandler 2015-16 Adopted Budget Financial & Personnel Overview Adopted Budget Summaries The Chandler City Council adopted the Fiscal Year (FY) 2015-16 budget of $910,614,017 on June 11, 2015. 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 $431,163,527 and the use of $286,071,768 of fund balance from various funds. Spending appropriation includes $696,489,208 for departmental operations, $133,868,146 for contingencies and reserves, $71,430,443 for debt service in various funds, and equipment, technology, and vehicle replacement purchases of $8,826,220. Resources 2013-14 Actual Revenues Fund Balances $ Sale of Bonds Grants Revenues Total Resources $ - $ 273,253,255 $ 286,071,768 % Change Adopted to Adopted 4.7% - 165,035,000 N/A 17,013,373 31,785,923 28,343,722 (10.8%) 431,163,527 910,614,017 (9.9%) 16.2% 450,059,011 581,102,338 $ $ 2015-16 Adopted Budget 114,029,954 Encumbrance or Carryforward from Prior Years Net Adjusted Budget 2014-15 Adopted Budget 581,102,338 478,435,469 783,474,647 $ (195,973,480) $ 587,501,167 (198,893,714) $ 711,720,303 21.1% Appropriations 2013-14 Actual Expenditures General Government $ Public Safety Municipal Utilities (1) Transportation & Development Fund Contingencies & Reserves (2) Debt Service Capital/Tech/Vehicle Replacement Total (1) (2) 119,719,891 $ $ % Change Adopted to Adopted 163,653,692 (2.9%) 112,088,800 121,720,774 8.6% 142,760,563 232,879,164 330,567,326 41.9% 50,122,164 89,776,329 80,547,416 (10.3%) - 105,097,565 133,868,146 27.4% 61,272,324 64,891,189 71,430,443 10.1% 8,826,220 (13.4%) 910,614,017 16.2% 476,019,447 10,190,061 $ $ 168,551,539 2015-16 Adopted Budget 93,640,368 8,504,136 $ Encumbrance or Carryforward from Prior Years Net Adjusted Budget 2014-15 Adopted Budget 476,019,447 783,474,647 $ (195,973,480) $ 587,501,167 (198,893,714) $ 711,720,303 21.1% 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) 2014-15 includes $62,092,518 (Water Fund $2,148,174 and Wastewater Fund $59,944,344) and FY 2015-16 includes $7,874,352 (Wastewater Fund). 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 2015-16 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 $28,070,000 was adopted on June 25, 2015. 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) $ 2014-15 Adopted Budget 101,610,700 77,117,477 118,354,783 17,001,170 136,129,439 28,221,900 31,785,923 273,253,255 783,474,647 $ $ 2015-16 Adopted Budget 106,733,550 77,236,793 121,302,249 25,638,500 71,832,435 28,420,000 165,035,000 28,343,722 286,071,768 % Change Adopted to Adopted 5.0% 0.2% 2.5% 50.8% (47.2%) 0.7% N/A (10.8%) 4.7% 910,614,017 16.2% 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 $70,092,518 (Water Fund $10,148,174 and Wastewater Fund $59,944,344) in Fiscal Year (FY) 2014-15. In FY 2015-16 this same category includes $9,071,921(Wastewater Fund), including carryforward appropriation. FY 2014-15 Property Tax adopted amount of $28,221,900 includes Prior Year Property Tax (Primary and Secondary) of $450,000. FY 2015-16 Property Tax adopted amount of $28,070,000 includes Prior Year Property Tax (Primary and Secondary) of $350,000. 62 City of Chandler 2015-16 Adopted Budget Financial & Personnel Overview Where the Money Goes The chart below reflects the percentage of total expenditure appropriation of $910,614,017 by department for Fiscal Year (FY) 2015-16. The table reflects the change in the adopted expenditure appropriation percentage from FY 2014-15 to FY 2015-16. General Government $ Community Services Community & Neighborhood Services Fire, Health & Medical Management Services Municipal Utilities Police Transportation & Development Debt Service Capital/Tech/Vehicle Replacement Major Capital(1) Contingency & Reserves (2) Total By Category Personnel & Benefits Operating & Maintenance Subtotal Operating Major Capital Contingency & Reserves Total (1) (2) 2014-15 Adopted Budget 69,605,623 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 $ 2015-16 Adopted Budget 53,976,561 36,759,329 36,753,139 41,131,677 71,458,996 74,608,847 28,100,582 71,430,443 8,826,220 353,700,077 133,868,146 % Change Adopted to Adopted (22.5%) (100.0%) N/A 9.4% (4.9%) 4.8% 12.2% (2.6%) 10.1% (13.4%) 27.8% 27.4% $ 792,170,846 $ 910,614,017 15.0% $ 164,315,937 246,043,242 410,359,179 276,714,102 105,097,565 $ 171,326,508 251,719,286 423,045,794 353,700,077 133,868,146 4.3% 2.3% 3.1% 27.8% 27.4% $ 792,170,846 $ 910,614,017 15.0% In this presentation the Major Capital does not include $8,733,847 of Reserves appropriated for cost center 1291, Non-departmental Capital, as it is included in the Contingency & Reserves category for FY 2014-15 and $17,789,717 for FY 2015-16. 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 2015-16 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 $343,362,881; debt service expense is $71,430,443, and equipment, technology, and vehicle replacement purchases are $8,826,220. Contingencies and reserves tied to operating costs are $114,528,428 for an operating total of $538,147,972. Capital budgets include $187,355,031 in new capital appropriation for department capital projects, $183,561,014 in capital carryforward, and $1,550,000 in capital contingencies and reserves for a total of $372,466,045. Operating Budget by Function (All Funds) 2015-16 Adopted Budget 2014-15 Adopted Budget 132,441,317 (0.9%) 100,086,174 111,361,986 11.3% Municipal Utilities 68,191,906 71,458,996 4.8% Transportation & Development 28,849,214 28,100,582 (2.6%) 343,362,881 3.8% $ General Government Public Safety Total Department Operating $ 133,704,186 330,831,480 $ % Change Adopted to Adopted $ Capital/Tech/Vehicle Replacement 10,190,061 8,826,220 (13.4%) Debt Service 64,891,189 71,430,443 10.1% Contingency & Reserves 95,013,718 114,528,428 20.5% 538,147,972 7.4% Total Operating $ 500,926,448 $ Capital Budget by Function (All Funds) 2014-15 Adopted Budget General Government $ (15.8%) 1,190,090 5,580,090 368.9% Municipal Utilities 52,379,040 138,392,000 164.2% Transportation & Development 27,744,017 27,664,592 (0.3%) 187,355,031 87.4% 181,220,880 183,561,014 1.3% 1,350,000 1,550,000 14.8% Total Major Capital $ Capital Carryforward Contingency & Reserves 99,977,319 $ % Change Adopted to Adopted 15,718,349 Public Safety 18,664,172 2015-16 Adopted Budget $ Total Capital $ 282,548,199 $ 372,466,045 31.8% Grand Total - Operating & Capital $ 783,474,647 $ 910,614,017 16.2% 64 City of Chandler 2015-16 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 Year (FY) 2014-15 and FY 2015-16. For operating cost centers, explanations of significant highlights for the FY 2015-16 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. 2013-14 Actual Expenditures Mayor and Council Communications/Public Affairs City Clerk City Manager Organizational Support City Magistrate Law Community & Neighborhood Services Fire, Health & Medical Management Services Non-Departmental Municipal Utilities Police Transportation & Development 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures $ 765,709 $ 1,897,564 534,565 1,138,541 49,564,636 3,776,678 5,470,586 19,727,299 31,474,761 6,966,977 29,877,337 142,760,563 62,165,608 50,122,164 786,732 $ 2,089,986 788,201 1,168,571 67,299,872 4,183,379 9,218,855 29,828,771 43,510,956 8,080,918 45,106,254 232,879,164 68,577,844 89,776,329 824,766 $ 2,313,170 836,270 1,190,475 70,823,237 4,242,231 9,361,827 28,767,112 44,147,648 8,472,298 53,689,170 227,207,757 71,315,631 98,624,917 806,113 $ 2,274,674 812,500 1,184,683 51,493,310 3,910,572 6,035,099 20,248,941 38,455,508 7,923,391 26,097,240 91,652,278 66,643,637 70,849,768 2015-16 Adopted Budget 837,550 2,317,974 617,010 1,214,156 53,618,304 4,306,286 9,141,224 49,393,761 44,844,918 8,201,369 34,006,058 330,567,326 76,875,856 80,547,416 % Change Adopted to Adopted 6.5% 10.9% (21.7%) 3.9% (20.3%) 2.9% (0.8%) 65.6% 3.1% 1.5% (24.6%) 41.9% 12.1% (10.3%) Subtotal $ 406,242,987 $ 603,295,832 $ 621,816,509 $ 388,387,714 $ 696,489,208 15.4% Fund Contingency - Operating* Fund Contingency - Capital* Debt Service Equipment Replacement Technology Replacement Vehicle Replacement $ - $ 61,272,324 653,643 3,935,956 3,914,538 95,013,718 $ 10,083,847 64,891,189 1,141,000 4,183,770 4,865,291 82,583,802 $ 3,631,298 64,891,189 1,141,000 4,507,267 4,903,582 - $ 63,824,900 515,200 4,376,924 2,875,285 114,528,428 19,339,718 71,430,443 870,500 3,293,561 4,662,159 20.5% 91.8% 10.1% (23.7%) (21.3%) (4.2%) Grand Total $ 476,019,447 $ 783,474,647 $ 783,474,647 $ 459,980,023 $ 910,614,017 16.2% * 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 2015-16 Adopted Budget Financial & Personnel Overview Cost Center Budget Comparison 2013-14 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 Innovations (1) Airport(2) Airport Capital Buildings and Facilities Buildings and Facilities Capital Cultural Affairs Administration(3) Center for the Arts Library Cultural Affairs Capital Museum Economic Development Downtown Redevelopment Economic Development Capital Tourism Airport(2) 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 Planning(4) Neighborhood Resources (5) Code Enforcement Housing and Redevelopment Community Development $ $ $ $ $ $ 2014-15 Adopted Budget 765,709 $ 771,134 363,725 762,705 1,897,564 534,565 1,138,541 $ $ $ $ - $ 6,568,438 1,650,655 1,428,913 6,325,189 458,790 2,016,672 360,412 449,432 1,076,554 868,722 2,962,220 1,569,953 1,860,496 3,083,210 2,652,231 1,132,429 57,973 470,084 587,120 1,033,954 8,349,639 4,601,548 $ $ $ Total Organizational Support City Magistrate Law Liability Litigation Liability Litigation Claims Total Law $ $ $ $ 49,564,636 3,776,678 3,221,622 1,340,031 908,933 5,470,586 Total General Government $ 63,148,279 $ (1) (2) (3) (4) (5) $ 2014-15 Adjusted Budget 786,732 $ 880,796 394,551 814,639 2,089,986 788,201 1,168,571 $ $ $ $ 2014-15 Estimated Expenditures 824,766 $ 914,474 552,899 845,797 2,313,170 836,270 1,190,475 $ $ $ $ - $ 6,693,424 2,902,680 1,402,254 6,759,164 43,500 491,281 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 - $ 7,039,938 3,152,031 1,462,067 6,899,170 265,500 505,635 2,208,314 447,819 2,787,230 623,409 1,078,626 6,940,963 3,611,626 1,500,000 2,007,227 3,482,921 3,004,130 2,177,612 149,926 1,375,318 688,150 1,405,173 13,294,986 4,715,466 67,299,872 4,183,379 3,572,717 1,676,423 3,969,715 9,218,855 70,823,237 4,242,231 3,628,413 1,696,475 4,036,939 9,361,827 $ $ $ $ 85,535,596 $ $ $ $ $ 89,591,976 $ 2015-16 Adopted Budget % Change Adopted to Adopted 806,113 $ 837,550 6.5% $ $ $ $ 949,847 521,146 846,981 2,317,974 617,010 1,214,156 - $ 7,011,512 2,183,375 1,467,680 6,590,372 224,500 495,237 2,161,086 442,310 220,022 493,151 947,214 776,892 3,579,546 1,885,000 1,815,795 3,488,010 3,068,975 423,032 135,143 412,360 621,483 1,106,792 8,952,411 2,991,412 1,456,930 1,041,984 7,544,042 6,883,914 3,455,256 499,813 1,486,742 6,593,516 531,400 456,272 877,934 400,966 2,567,208 634,762 3,197,002 1,718,000 1,831,329 3,876,246 2,768,099 2,735,629 158,695 1,242,408 1,660,157 - 7.8% 32.1% 4.0% 10.9% (21.7%) 3.9% N/A N/A N/A N/A 2.8% 19.0% N/A 6.0% (2.5%) 1121.6% (7.1%) (59.4%) 2.9% (7.9%) 8.5% (100.0%) (100.0%) (4.2%) 14.5% (3.6%) 15.8% (0.5%) 37.5% 8.9% (7.6%) N/A (100.0%) (100.0%) (100.0%) (100.0%) $ 53,618,304 4,306,286 3,495,496 1,676,013 3,969,715 9,141,224 (20.3%) 2.9% (2.2%) (0.0%) 0.0% (0.8%) 66,516,951 $ 72,052,504 (15.8%) 878,110 553,660 842,904 2,274,674 812,500 1,184,683 51,493,310 3,910,572 3,622,359 1,462,415 950,325 6,035,099 $ $ $ Effective July 1, 2015, Innovations is established as a new cost center and is separated from the Economic Development cost center. Effective July 1, 2015, Airport transfers to City Manager from Economic Development. Effective July 1, 2015, the Cultural Affairs Division is established with the transfer of the Center for the Arts, Library, Cultural Affairs Capital (former Library Capital cost center), and Museum cost centers from the dismantled Community Services Department. For presentation purposes, the prior year history is reflected under Organizational Support in this summary. Effective July 1, 2015, the Planning Division transfers to City Manager from the Transportation & Development Department. Effective July 1, 2015, the Neighborhood Resources Division transfers to the newly created Community & Neighborhood Services Department. 66 City of Chandler 2015-16 Adopted Budget Financial & Personnel Overview Cost Center Budget Comparison (continued) 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget % Change Adopted to Adopted Community & Neighborhood Services(1) Neighborhood Resources $ Code Enforcement Community Services Administration Aquatics Parks Development and Operations Recreation Sports & Fitness Facilities Nature & Recreation Facilities Parks Capital Housing and Redevelopment Community Development Total Community & Neighborhood Svcs $ - $ 512,364 3,203,461 7,109,716 1,181,509 1,986,871 1,434,435 4,298,945 19,727,299 $ - $ 434,790 3,470,615 7,546,336 1,169,577 2,249,309 1,786,264 13,171,880 29,828,771 $ - $ 439,648 3,666,235 7,865,369 1,215,355 2,321,331 1,848,022 11,411,152 28,767,112 $ - $ 431,424 3,669,518 7,935,413 1,201,181 2,274,792 1,600,662 3,135,951 20,248,941 $ 900,520 1,277,658 3,775,887 8,326,634 1,369,811 2,358,996 1,685,509 12,634,432 12,975,452 4,088,862 49,393,761 N/A N/A (100.0%) 8.8% 10.3% 17.1% 4.9% (5.6%) (4.1%) N/A N/A 65.6% Fire, Health & Medical Administration Health & Medical Services (2) Operations Prevention and Preparedness Fire Capital Support Services Fleet Services Total Fire, Health & Medical 3,489,737 $ 1,564,674 22,309,531 1,726,988 407,235 973,148 1,003,449 31,474,761 $ 5,230,739 $ 1,428,702 22,636,170 2,306,663 9,917,985 870,134 1,120,563 43,510,956 $ 5,175,009 $ 1,541,921 23,061,440 2,512,056 9,832,548 880,045 1,144,629 44,147,648 $ 3,564,140 $ 1,506,751 22,873,731 2,030,636 6,520,769 886,126 1,073,355 38,455,508 $ 4,664,517 1,661,882 24,380,958 4,038,652 8,091,779 892,175 1,114,955 44,844,918 (10.8%) 16.3% 7.7% 75.1% (18.4%) 2.5% (0.5%) 3.1% 540,355 $ 666,841 569,916 329,994 1,470,080 1,619,894 1,267,581 394,603 107,714 26,152,917 3,724,419 36,844,313 $ 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 $ 631,501 $ 673,221 683,871 371,982 1,589,729 2,029,098 1,433,207 523,992 535,697 35,601,396 18,087,774 62,161,468 $ 586,797 $ 674,641 602,711 371,592 1,567,872 1,728,637 1,644,655 474,486 272,000 24,659,397 1,437,843 34,020,631 $ 562,723 675,381 647,442 364,940 1,643,064 2,007,109 1,371,398 456,112 473,200 32,930,308 1,075,750 42,207,427 1.4% 3.4% (3.0%) 0.2% 9.4% 1.3% (1.1%) (8.2%) 0.0% (6.3%) (89.2%) (20.6%) Management Services Administration Budget Purchasing Central Supply Accounting Tax and License Utility Services Environmental Management Environmental Management Liabilities Non-Departmental Operating Non-Departmental Capital Total Management Services (1) (2) $ $ $ $ Effective July 1, 2015, the Community & Neighborhood Services Department is established with the transfer of the Community Services Administration, Aquatics, Parks Development & Operations, Recreation, Sports & Fitness Facilities, Nature & Recreation Facilities, and Parks Capital cost centers from the dismantled Community Services Department and the transfer of the Neighborhood Resources, Code Enforcement, Housing & Redevelopment, and Community Development cost centers from the former Neighborhood Resources Division. For presentation purposes, the prior year history for the former Community Services cost centers is reflected under Community & Neighborhood Services in this summary. Effective July 1, 2015, the Fire Support Services cost center is renamed Health & Medical Services. 67 City of Chandler 2015-16 Adopted Budget Financial & Personnel Overview Cost Center Budget Comparison (continued) 2013-14 Actual Expenditures Municipal Utilities(1) 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 Police Administration Professional Standards Property and Evidence Forensic Services Field Operations Criminal Investigations Planning and Research Communications Police Technology (2) Records Detention Services Community Resources & Training Police Capital Total Police (1) (2) $ $ $ $ 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget % Change Adopted to Adopted 606,888 $ 12,296,500 4,822,811 11,185,668 8,167,186 1,292,782 1,452,042 5,246,590 1,082,552 1,037,765 1,905,828 79,840,041 2,457,239 1,168,372 393,630 6,178,942 3,625,727 142,760,563 $ 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 $ 766,090 $ 13,615,612 378,115 4,973,593 52,601,719 6,722,358 7,300,766 1,688,000 6,538,558 1,318,814 1,235,535 2,427,162 97,278,982 13,924,301 1,437,417 605,853 9,297,178 5,097,704 227,207,757 $ 722,209 $ 13,797,082 192,010 4,911,350 6,190,812 6,124,886 7,232,745 1,505,132 6,209,149 1,100,000 1,138,769 2,271,689 20,903,568 6,340,594 1,049,592 401,691 7,591,000 3,970,000 91,652,278 $ 1,001,307 13,271,743 936,105 4,919,468 63,789,813 5,703,579 7,956,433 1,657,140 6,341,759 1,282,519 1,254,536 2,245,760 194,382,412 9,905,048 1,406,584 610,412 9,774,033 4,128,675 330,567,326 35.1% 0.9% 274.4% 1.8% 17.3% 0.7% 10.2% 0.9% (1.9%) (0.8%) 2.9% 0.2% 76.7% 10.6% 0.2% 2.2% 13.2% 0.3% 41.9% 2,830,983 $ 1,037,004 410,374 1,997,038 29,947,032 11,518,015 1,075,245 5,743,895 1,579,510 1,915,487 3,589,153 521,872 62,165,608 $ 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 $ 5,378,396 $ 1,101,842 438,292 2,413,892 30,704,953 12,311,481 1,197,192 5,342,479 1,358,216 1,685,945 3,034,747 4,236,057 2,112,139 71,315,631 $ 3,972,071 $ 1,094,467 435,313 2,220,118 30,545,065 12,003,180 1,212,457 5,314,798 1,362,073 1,579,441 2,163,591 4,096,973 644,090 66,643,637 $ 8,201,911 1,105,978 420,455 2,647,980 32,132,985 13,457,280 1,033,909 4,978,473 1,950,475 1,742,784 2,589,785 4,346,832 2,267,009 76,875,856 55.5% 3.0% (2.4%) 13.0% 8.3% 11.0% (10.1%) (19.5%) N/A 3.0% (0.1%) 10.2% 8.7% 12.1% 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) 2014-15 includes $62,092,518 (Water Fund $2,148,174 and Wastewater Fund $59,944,344) and FY 2015-16 includes $7,874,352 (Wastewater Fund $7,874,352). Police Technology cost center was established during FY 2014-15. 68 City of Chandler 2015-16 Adopted Budget Financial & Personnel Overview Cost Center Budget Comparison (continued) 2013-14 Actual Expenditures Transportation & Development Administration Planning(1) Development Services Engineering Capital Project Management Streets Streets Capital Traffic Engineering Transit Services Street Sweeping $ 1,348,168 $ 1,519,425 3,812,129 799,535 1,801,666 7,353,521 25,741,362 5,965,644 765,597 1,015,117 2014-15 Adopted Budget 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 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 1,691,745 $ 1,773,465 3,546,303 1,735,502 1,714,188 11,890,095 66,000,921 6,603,600 2,102,321 1,566,777 1,495,958 $ 1,716,855 3,487,187 1,579,479 1,681,055 11,422,883 40,153,947 6,428,463 1,342,408 1,541,533 2015-16 Adopted Budget % Change Adopted to Adopted 1,230,418 3,545,493 2,027,518 1,806,496 9,803,672 52,446,834 6,666,960 1,481,982 1,538,043 (19.2%) (100.0%) 2.3% 19.1% 7.8% 6.0% (13.9%) 1.7% (3.9%) 5.5% Total Transportation & Development $ 50,122,164 $ 89,776,329 $ 98,624,917 $ 70,849,768 $ 80,547,416 (10.3%) Subtotal $ 406,242,987 $ 603,295,832 $ 621,816,509 $ 388,387,714 $ 696,489,208 15.4% Fund Contingency - Operating Fund Contingency - Capital Debt Service Equipment Replacement Technology Replacement Vehicle Replacement $ - $ 61,272,324 653,643 3,935,956 3,914,538 95,013,718 $ 10,083,847 64,891,189 1,141,000 4,183,770 4,865,291 82,583,802 $ 3,631,298 64,891,189 1,141,000 4,507,267 4,903,582 - $ 63,824,900 515,200 4,376,924 2,875,285 114,528,428 19,339,718 71,430,443 870,500 3,293,561 4,662,159 20.5% 91.8% 10.1% (23.7%) (21.3%) (4.2%) Grand Total $ 476,019,447 $ 783,474,647 $ 783,474,647 $ 459,980,023 $ 910,614,017 16.2% (1) Effective July 1, 2015, the Planning cost center transfers from the Transportation & Development Department to City Manager. 69 City of Chandler 2015-16 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. 70 City of Chandler 2015-16 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 service, 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. 71 City of Chandler 2015-16 Adopted Budget Financial & Personnel Overview Fund Structure Summary FY 2015-16 Total Budget $910,614,017 Governmental Funds Proprietary Funds General Operating Funds $266,736,098 Special Revenue Funds $54,123,094 Capital Project Funds $365,182,952 Enterprise Funds $190,281,957 General $244,595,922 Police Forfeiture $6,390,000 General Gov't Capital Projects $50,576,526 General Obligation Debt Service $22,140,176 Highway User Revenue $16,021,222 Fiduciary Funds Internal Service Funds $34,225,260 Special Assessment Funds $64,656 Water Operations $67,598,588 Workers Compensation Self Insurance Trust $3,389,520 Special Assessments $64,656 Capital Replacement $13,416,883 Wastewater Operations $104,450,765 Self-Insured Liability Self Insurance $6,186,728 Local Transportation Assistance $3,349,520 Capital Grants $14,947,794 Solid Waste Operations $16,344,423 Uninsured Liability Self Insurance $1,504,312 Operating Grants $7,483,942 Municipal Arts $51,000 Airport Operations $1,888,181 Short Term Disability Self Insurance $510,000 Housing & Urban Development $14,320,091 General Obligation Bonds $20,033,050 Dental Self Insurance $2,305,000 Community Development Block Grant $2,458,481 Enterprise Bonds $80,213,067 Medical Self Insurance Trust $20,329,700 Highway User Debt Service $3,745,650 General Gov't Impact Fees $21,878,687 Expendable Trust Funds $354,188 System Development Fees $162,865,445 Airport Capital Loan $1,193,500 In-House Capital $7,000 72 City of Chandler 2015-16 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) 2014-15 and FY 2015-16. 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) $ 2014-15 Adopted Budget 101,599,900 28,221,900 57,907,000 21,722,360 85,387,471 294,838,631 $ $ 2015-16 Adopted Budget 106,722,750 28,420,000 60,260,300 24,016,699 97,892,875 % Change Adopted to Adopted 5.0% 0.7% 4.1% 10.6% 14.6% 317,312,624 7.6% FY 2014-15 Property Tax adopted amount of $28,221,900 includes Prior Year Property Tax (Primary and Secondary) of $450,000. FY 2015-16 Property Tax adopted amount of $28,420,000 includes Prior Year Property Tax (Primary and Secondary) of $350,000. 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; FY 2015-16 includes General Funds of $244,886,329, GO Debt Service Funds of $22,140,176, and General Government Capital Project Funds of $50,286,119. 73 City of Chandler 2015-16 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) 2014-15 and FY 2015-16. 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. 2014-15 Adopted Budget (1) (2) 2015-16 Adopted Budget % Change Adopted to Adopted General Government Public Safety Transportation & Development Debt Service Contingency & Reserves (1) $ 96,648,835 98,463,050 30,572,071 24,514,169 44,640,506 $ 98,118,215 102,790,716 38,916,806 22,140,176 55,346,711 1.5% 4.4% 27.3% (9.7%) 24.0% Total General Fund(2) $ 294,838,631 $ 317,312,624 7.6% Personnel & Benefits Operating & Maintenance Major Capital Contingency & Reserves (1) $ 145,615,077 65,279,715 39,303,333 44,640,506 $ 155,756,596 65,348,905 40,860,412 55,346,711 7.0% 0.1% 4.0% 24.0% Total General Fund(2) $ 294,838,631 $ 317,312,624 7.6% Contingency funds and reserves are one-time revenues comprised of various funds, of which the majority is restricted in their use. Contingency funds can be used for unanticipated revenue shortfalls or unforeseen or emergency expenditures. Use of these funds requires Council approval. 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; FY 2015-16 includes General Funds of $244,595,922, GO Debt Service Funds of $22,140,176, and General Government Capital Project Funds of $50,576,526. 74 City of Chandler 2015-16 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) 2015-16 budget reflects a 4.8% increase in the General Fund Operating budget, primarily due to an increase in the General Government and Public Safety areas. The FY 2015-16 General Fund Capital budget reflects a 21.9% 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 7.6%. Operating Budget by Function 2014-15 Adopted Budget General Government $ 74,386,636 2015-16 Adopted Budget $ % Change Adopted to Adopted 80,915,531 8.8% Public Safety 93,110,874 100,047,655 7.5% Transportation & Development 18,883,113 18,002,139 (4.7%) 198,965,325 6.8% Total Department Operating $ 186,380,623 $ Debt Service 24,514,169 22,140,176 (9.7%) Contingency & Reserves 34,556,659 36,006,993 4.2% 257,112,494 4.8% Total Operating $ 245,451,451 $ Capital Budget by Function 2014-15 Adopted Budget General Government $ 15,222,850 Total Major Capital $ (45.7%) 690,090 800,090 15.9% 10,035,000 18,362,857 83.0% 27,430,246 5.7% Capital Carryforward 22,089,240 31,219,884 41.3% Contingency & Reserves 1,350,000 1,550,000 14.8% (1) 25,947,940 $ % Change Adopted to Adopted 8,267,299 Public Safety Transportation & Development 2015-16 Adopted Budget $ Total Major Capital Budget $ 49,387,180 $ 60,200,130 21.9% Grand Total(1) $ 294,838,631 $ 317,312,624 7.6% 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; FY 2015-16 includes General Funds of $244,595,922, GO Debt Service Funds of $22,140,176, and General Government Capital Project Funds of $50,576,526. 75 City of Chandler 2015-16 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 revenue 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 2014-15 Adopted Budget Police Forfeiture $ Regional Transportation Sales Tax 3,000,000 2015-16 Adopted Budget $ % Change Adopted to Adopted 6,000,000 100.0% 5,516,122 2,279,800 (58.7%) 13,000,000 14,000,000 7.7% Local Transportation Assistance 694,355 696,693 0.3% Other Revenues 182,000 205,000 12.6% 5,199,324 6,324,899 21.6% 29,506,392 6.9% Highway User Revenue Fund Balance less Transfer In/Out Total Special Revenue Funds $ 27,591,801 $ Expenditures 2014-15 Adopted Budget Non-Departmental $ Public Safety Transportation & Development 157,900 2015-16 Adopted Budget $ % Change Adopted to Adopted 152,000 (3.7%) 3,000,000 6,000,000 100.0% 13,435,276 13,244,642 (1.4%) Contingency & Reserves 6,321,600 6,364,100 0.7% Debt Service 4,677,025 3,745,650 (19.9%) Total Special Revenue Funds $ 27,591,801 $ 29,506,392 6.9% Personnel & Benefits $ 4,207,461 $ 4,349,323 3.4% 15,146,770 15.7% Operating & Maintenance 13,093,565 Contingency & Reserves 6,321,600 6,364,100 0.7% Capital - Major 3,969,175 3,646,199 (8.1%) 29,506,392 6.9% Total Special Revenue Funds $ 27,591,801 76 $ City of Chandler 2015-16 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 2014-15 Adopted Budget Water Services $ 50,000,000 2015-16 Adopted Budget $ % Change Adopted to Adopted 50,250,000 0.5% Wastewater Services 39,655,000 42,129,830 6.2% WW Industrial Process Treatment 12,718,588 12,259,559 (3.6%) Solid Waste Services 13,758,632 14,522,190 5.5% 1,018,120 1,063,023 4.4% 80,957,536 11,562,461 (85.7%) 2,436,908 58,259,894 2290.7% 190,046,957 (5.2%) Airport Services Other Revenues (1) Fund Balance less Transfers In/Out Total Enterprise Operational Funds $ 200,544,784 $ Expenses 2014-15 Adopted Budget Water(1) $ 1.0% 104,465,066 92,315,717 (11.6%) WW Industrial Process Treatment 12,257,391 12,135,048 (1.0%) Solid Waste 14,958,416 16,109,423 7.7% 1,922,625 1,888,181 (1.8%) Wastewater Airport Total Enterprise Operational Funds $ 200,544,784 $ 190,046,957 (5.2%) Personnel & Benefits $ 16,611,583 $ 18,509,819 11.4% Operating & Maintenance 88,279,367 99,783,724 13.0% Contingency & Reserves 30,072,109 28,308,800 (5.9%) 43,444,614 (33.8%) 190,046,957 (5.2%) Capital - Major Total Enterprise Operational Funds (1) $ % Change Adopted to Adopted 67,598,588 (1) 66,941,286 2015-16 Adopted Budget 65,581,725 $ 200,544,784 $ Municipal Utilities includes funding 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 2014-15 includes $51,901,070 (Water Fund $2,148,174 and Wastewater Fund $49,752,896) and FY 2015-16 includes $9,071,921 in the Wastewater Fund, the reimbursement is reflected within the Other Revenues category. Reimbursement for the Water Fund has been completed. 77 City of Chandler 2015-16 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 2015-16 Category Revenue Budget Property Tax $ 28,420,000 Franchise Fee 3,175,000 Transaction Privilege Tax 102,136,000 Other Licenses 1,411,750 State Shared Revenues 60,260,300 Charges for Services 15,655,130 Miscellaneous Receipts 4,961,869 Court Fines 3,399,700 Fund Balance 94,367,738 Subtotal Resources $ 313,787,487 Net Transfers In/Out (1) FY 2015-16 Dept/Cost Center Expenditure Budget City Clerk $ 617,010 City Mgr & Organizational Support 31,542,698 CAPA 2,317,974 Community & Neighborhood Services 20,522,667 Fire 33,446,070 Law 3,475,487 Magistrate 4,306,286 Mayor & Council 837,550 Management Services 7,124,855 Non-Departmental(2) 66,091,465 Police 66,601,585 Transportation & Development 18,002,139 Major Capital 40,286,662 Debt Services 22,140,176 Total Expenditures $ 317,312,624 3,525,137 Total Resources $ 317,312,624 Category Police Forfeiture Reimbursement Fund Balance Total Resources Police Forfeiture Fund (202) FY 2015-16 Dept/Cost Center Revenue Budget $ 6,000,000 Police Administration Non-Departmental(2) 390,000 $ 6,390,000 Total Expenditures FY 2015-16 Expenditure Budget $ 6,000,000 390,000 $ 6,390,000 Highway User Revenue Fund (HURF) (215) and HURF Debt Service Fund (320) FY 2015-16 FY 2015-16 Dept/Cost Center Category Revenue Budget Expenditure Budget Highway User Tax $ 14,000,000 Streets $ 4,433,523 Interest Income 79,000 Streets Capital 3,330,171 Fund Balance 5,711,580 Traffic Engineering 4,265,728 Non-Departmental(2) 3,991,800 Subtotal Resources $ 19,790,580 (1) Net Transfers In/Out (23,708) Debt Services 3,745,650 Total Resources $ 19,766,872 Total Expenditures $ 19,766,872 Local Transportation Assistance Fund (LTAF) (216) FY 2015-16 Dept/Cost Center Category Revenue Budget Lottery Entitlements $ 696,693 Streets Capital Bus Shelter/Service 90,000 Transit Services Non-Departmental(2) Interest Income 29,000 Fund Balance 2,535,352 Subtotal Resources $ 3,351,045 Net Transfers In/Out (1) (1,525) Total Resources $ 3,349,520 Total Expenditures (1) (2) FY 2015-16 Expenditure Budget $ 316,028 899,192 2,134,300 $ 3,349,520 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. 78 City of Chandler 2015-16 Adopted Budget Financial & Personnel Overview Major Fund Summaries (continued) Grant Funds (217 thru 240) FY 2015-16 FY 2015-16 Category Dept/Cost Center Revenue Budget Expenditure Budget Operating Grants $ 5,154,611 City Mgr & Organizational Support $ 970,000 Home Program 1,040,000 CAPA Community & Neighborhood Services 16,046,474 Community Dev Block Grant 1,900,000 Public Housing Authority 2,764,553 Fire 3,307,069 Housing Authority Section 8 5,650,000 Law 20,009 Capital Fund Program 800,000 Municipal Utilities 100,000 Non-Departmental(2) 1,311,700 Proceeds Reinvestment Projects 102,000 Housing Authority Section 8 3,000,000 Police 2,007,262 Interest 46,000 Transportation & Development 500,000 Fund Balance 3,520,350 Subtotal Resources $ 23,977,514 (1) Net Transfers In/Out 285,000 Total Resources $ 24,262,514 Total Expenditures $ 24,262,514 Category Grants Fund Balance Total Resources Capital Grant Fund (417) FY 2015-16 FY 2015-16 Dept/Cost Center Revenue Budget Expenditure Budget $ 7,932,558 City Mgr & Organizational Support $ 5,310,804 Community & Neighborhood Services 1,882,508 7,015,236 Transportation & Development 7,754,482 $ 14,947,794 Total Expenditures $ 14,947,794 Water Operating (605) FY 2015-16 Dept/Cost Center Category Revenue Budget Water Sales $ 50,250,000 Administration Meter Installation Fees 283,000 Water Distribution Connect Fees 360,000 Water Capital Other Charges 400,000 Water Treatment Plant Miscellaneous Receipts 10,620 Environmental Resources Interest 260,000 Water Quality Fund Balance 19,453,317 Water Production Facility Subtotal Resources $ 71,016,937 San Tan Vista Water Facility Meter Services Net Transfers In/Out (1) (3,418,349) ITOC Capital Non-Departmental(2) Debt Services Total Resources $ 67,598,588 Total Expenses (1) (2) FY 2015-16 Expense Budget $ 688,688 4,919,468 8,832,169 5,703,579 7,926,433 1,657,140 6,341,759 1,282,519 1,254,536 22,437 7,673,000 21,296,860 $ 67,598,588 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 2015-16 Adopted Budget Financial & Personnel Overview Major Fund Summaries (continued) Wastewater Operating (615) FY 2015-16 Category Dept/Cost Center Revenue Budget Sewer Sales $ 40,767,830 Administration Service Charges 1,488,920 Wastewater Collection Other Charges 355,000 Wastewater Capital Miscellaneous Receipts 9,079,501 Wastewater Treatment Interest 257,000 Wastewater Quality Fund Balance 42,834,457 Airport WW Reclamation Plant Subtotal Resources $ 94,782,708 Ocotillo WW Reclamation Plant ITOC Capital (1) Net Transfers In/Out (2,466,991) Non-Departmental(2) Debt Services Total Resources $ 92,315,717 Total Expenses Wastewater Industrial Process Treatment (616) FY 2015-16 Category Dept/Cost Center Revenue Budget Industrial Surcharge Fees $ 12,259,559 Wastewater Capital Interest 25,000 Ocotillo Brine Reduction Facility Non-Departmental(2) Fund Balance 302,646 Subtotal Resources $ 12,587,205 Net Transfers In/Out (1) (452,157) Total Resources $ 12,135,048 Total Expenses Solid Waste Operating (625) FY 2015-16 Category Dept/Cost Center Revenue Budget Refuse Charges $ 13,679,950 Solid Waste Services Dumping Fees 132,240 Solid Waste Capital Admin Charges 27,600 ITOC Capital Non-Departmental(2) Other Reveunes 967,020 Interest 98,000 Fund Balance 1,635,552 Subtotal Resources $ 16,540,362 Net Transfers In/Out (1) (430,939) Total Resources $ 16,109,423 Total Expenses Airport Operating (635) FY 2015-16 Category Dept/Cost Center Revenue Budget Tie Down Fees $ 511,833 Airport Services Sale of Gas/Oil 303,080 Airport Capital Non-Departmental(2) Airport Leases 254,560 Other Revenues 16,350 Debt Services Subtotal Resources $ 1,085,823 Net Transfers In/Out (1) 802,358 Total Resources $ 1,888,181 Total Expenses (1) (2) FY 2015-16 Expense Budget $ 312,619 2,245,760 32,389,752 1,406,584 610,412 9,774,033 4,128,675 492 17,849,000 23,598,390 $ 92,315,717 FY 2015-16 Expense Budget $ 500,000 9,905,048 1,730,000 $ 12,135,048 FY 2015-16 Expense Budget $ 13,201,743 936,105 75 1,971,500 $ 16,109,423 FY 2015-16 Expense Budget $ 1,041,984 763,584 55,300 27,313 $ 1,888,181 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. 80 City of Chandler 2015-16 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 84 and 85, 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) 2015-16 Budget anticipates the use of $94 million of fund balance to supplement the revenue collection to fund the estimated expenditures, which results in a 57% 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 $30.7 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 $101.5 million, or a decrease of approximately 39%. 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 $12.2 million (57%) decrease in fund balance for FY 2015-16. About $8.2 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 $8.5 million (22%) in FY 2015-16. 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 2015-16 shows that almost $105.8 million is needed to supplement the revenue collected to fund one-time Capital Project expenditures for projects in process or new capital projects, resulting in a 59% decrease in Capital Project Fund Balance. The Capital Project fund balance includes a 81 City of Chandler 2015-16 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 59% decrease in fund balance is not a major concern. Enterprise Fund Balance – Enterprise funds are established to account for the operations of enterprises which provide goods or services to the public and which are financed and operated in a manner similar to private business enterprises. Enterprise fund balance includes Water, Wastewater, Wastewater Industrial Treatment, Solid Waste, and Airport. The Enterprise Adopted Budget for FY 2015-16 shows that about $65 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 64% decrease in fund balance over FY 2014-15. 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 $65 million decrease in Enterprise fund balance is attributed to a decrease in the industrial customer payments for facility improvements to the wastewater system and budgets that include 100% spending and high contingency amounts. Historically, spending is much less than 100% and contingency amounts are minimally used. The true year-end reduction is projected to be (20%) to (25%). 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 2015-16. Anticipated change in fund balance is less than 1%. 82 City of Chandler 2015-16 Adopted Budget Financial & Personnel Overview This page intentionally left blank. 83 City of Chandler 2015-16 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) General Funds(1) 2013-14 Actual 2014-15 Actual* Special Revenue Funds 2015-16 Adopted 2013-14 Actual 2014-15 Actual* 2015-16 Adopted Internal Service Funds 2013-14 Actual 2014-15 Actual* 2015-16 Adopted Budgeted Fund Balance $ 94,368 $ 12,270 $ Designated Reserve Estimated Beginning Fund Balance $ 70,828 $ 10,765 $ 29,417 $ 164,575 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 28,731 106,053 55,424 16,765 7,730 (10,195) $ 204,509 $ Total Available Resources $ 369,083 $ 377,614 $ 266,736 $ 50,534 $ 55,197 $ 54,123 $ 67,070 $ 65,417 $ 34,225 766 22,864 535 3,777 1,898 23,125 30,531 3,204 6,312 3,279 60,026 16,187 21,497 806 24,876 813 3,911 2,275 25,035 31,458 3,604 7,022 3,196 63,186 20,725 25,512 838 31,543 617 4,306 2,318 20,523 33,446 3,475 7,125 55,802 66,602 18,002 22,140 11,924 458 534 18 1,617 11,008 5,038 10,889 761 477 18 2,814 12,772 4,432 1,129 16,237 3,307 20 100 7,832 8,007 13,745 3,746 2,504 2,249 586 22,971 - 3,173 2,413 831 21,079 - 2,992 5,646 1,014 24,573 - $ 30,598 $ 32,162 $ 54,123 $ 28,310 $ 27,495 $ 34,225 $ 19,937 $ 10,765 $ 38,760 $ 29,417 Expenditures: Mayor & Council City Manager City Clerk City Magistrate Com. & Public Affairs Com. & Neighborhhod Services Community Services Fire Law Management Services Municipal Utilities Non-Departmental Police Transportation & Dev. Debt Service Total Expenditures $ 175,085 $ 165,196 28,115 107,623 58,772 14,303 7,409 (13,693) 202,529 $ 28,420 106,723 60,260 15,655 7,912 (46,601) 172,368 $ 193,999 $ 212,418 $ 266,736 Estimated Ending Fund Balance $ 175,085 % Change Actual to Estimated $ 165,196 $ 70,828 $ 20,996 $ 19,937 14,049 562 1,403 18,202 140 (4,818) $ 29,538 $ -57% $ 23,035 14,697 14,697 3,069 6,254 28,824 22,691 174 239 (11,504) (2,027) 35,260 $ 41,853 $ 23,035 -53% $ 40,277 $ 38,760 8,506 $ 37,923 25,858 25,722 24,737 935 935 982 $ 26,794 $ 26,657 $ 25,719 $ 37,923 -22% *14-15 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. 84 City of Chandler 2015-16 Adopted Budget Financial & Personnel Overview Summary of Revenues, Expenditures, and Changes in Fund Balance (continued) Summary (In Thousands) Enterprise Funds Capital Project Funds 2013-14 Actual $ 102,066 2014-15 Actual* $ 186,865 24,131 110,030 5,725 21,903 $ 161,790 $ 2015-16 Adopted 2013-14 Actual 2014-15 Actual* Permanent/Special Funds 2015-16 Adopted 2013-14 Actual 2015-16 Adopted 2013-14 Actual 2014-15 Actual* 2015-16 Adopted $ 105,851 $ 65,047 $ 30 $ 286,072 $ 74,094 $ 37,227 $ 4,501 $ 226,831 $ 4,530 21 21 $ 35 35 28,731 28,115 28,420 106,123 107,634 106,734 69,473 73,468 74,957 18,568 23,662 17,387 103,266 110,421 120,284 24,131 26,570 25,639 114,030 11,468 165,035 98,439 65,520 63,158 18,202 28,824 22,691 140 174 239 1 43 (0) $ 581,104 $ 475,899 $ 624,542 65 $ 973,003 $ 972,883 $ 910,614 $ 179,945 26,570 13,163 31,831 71,564 $ 25,639 165,035 14,459 54,199 259,332 $ 59,357 $ 71,757 70 1,803 103,266 3,437 57,698 (7,825) $ 158,450 $ $ 102,274 $ 11 11 9,359 1,732 110,421 120,284 11,468 16,135 9,761 (7,526) (6,552) 139,868 $ 125,235 $ $ 263,856 $ 258,429 $ 365,183 $ 217,807 $ 211,624 $ 190,282 3,691 19 4,385 407 33,623 6,510 4,351 23,204 800 3,717 3,526 6,586 17,822 5,509 2,772 37,646 907 17,545 27 13,510 8,405 217,867 53,445 3,743 50,020 622 1,657 109,404 1,052 33,938 1,270 74,416 690 32,974 1,829 - $ 114,017 29,514 44,923 $ 76,990 $ 78,484 $ 365,183 $ 146,050 $ 109,351 $ 190,282 $ $ 186,865 $ 71,757 $ $ 179,945 2014-15 Actual* Grand Total $ 74,094 -59% $ 102,274 $ 37,227 -64% *14-15 Actual reflects estimated year-end (unaudited). 85 4,629 $ 24 24 $ 4,652 $ 4,580 4,601 $ $ 391,899 $ 496,984 $ 512,903 2 70 - 71 - 63 2 - 766 42,639 535 3,777 1,917 27,967 31,475 5,471 6,967 143,026 33,813 65,995 50,400 61,272 806 43,924 813 3,911 2,275 29,322 38,521 6,035 7,923 92,238 30,474 68,771 71,142 63,825 838 55,038 617 4,306 2,345 50,269 45,158 9,141 8,201 331,984 171,168 78,351 81,767 71,430 72 $ 71 $ 65 $ 476,019 $ 459,980 $ 910,614 4,501 $ 496,984 $ 512,903 $ 226,831 4,580 $ 4,530 $ -1% -56% City of Chandler 2015-16 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) 2015-16. 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 Revised 2014-15 Adopted 2014-15 Revised New Requests/ Reductions Transfers as of 7/1/2015 2015-16 Adopted General Government Mayor and Council 4.000 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 1.000 0.000 0.000 1.000 0.000 0.000 0.000 0.000 7.000 2.000 6.000 15.000 City Clerk 6.000 6.000 6.000 6.000 0.000 0.000 6.000 City Manager Administration 6.000 6.000 6.000 6.000 0.000 0.000 6.000 6.000 42.000 0.000 6.000 42.000 0.000 6.000 42.000 0.000 6.000 42.000 0.000 0.000 1.000 0.000 0.000 0.000 4.000 6.000 43.000 4.000 13.000 62.550 13.000 62.550 13.000 62.550 13.000 62.550 0.000 0.000 0.000 (2.000) 13.000 60.550 4.750 6.000 2.000 1.000 20.000 15.000 20.000 16.000 4.850 4.750 6.000 2.000 1.000 20.000 14.000 18.000 20.000 5.150 4.750 6.000 2.000 1.000 20.000 14.000 18.000 20.000 5.150 4.750 6.000 2.000 1.000 20.000 14.000 18.000 20.000 5.150 0.000 0.000 0.000 0.000 1.500 0.000 0.500 0.000 0.000 (1.000) 0.000 0.000 0.000 0.500 (1.000) 1.500 0.000 (5.150) 3.750 6.000 2.000 1.000 22.000 13.000 20.000 20.000 0.000 10.500 21.800 10.500 21.750 11.500 21.750 11.500 22.750 0.000 0.000 (11.500) (22.750) 0.000 0.000 6.350 6.100 6.100 6.100 0.000 (6.100) 0.000 0.000 251.800 0.000 252.800 0.000 253.800 0.000 254.800 0.000 3.000 14.000 (29.500) 14.000 228.300 41.000 41.000 41.000 41.000 0.000 0.000 41.000 28.000 4.000 32.000 28.000 4.000 32.000 28.000 4.000 32.000 28.000 4.000 32.000 0.000 0.000 0.000 (1.000) 0.000 (1.000) 27.000 4.000 31.000 354.800 355.800 356.800 357.800 4.000 (30.500) 331.300 Communications/Public Affairs Communications/Public Affairs Video Production Print, Mail & Graphics Organizational Development Airport Buildings & Facilities (1) Cultural Affairs Administration Center for the Arts (1) (1) Library (1) Museum Economic Development Downtown Redevelopment Tourism Human Resources IT Service Delivery Mgmt & Admin. IT Applications Support IT Infrastructure & Client Support (2) Neighborhood Resources (2) Code Enforcement Housing and Redevelopment(2) Community Development(2) Planning (3) City Magistrate Law Law Liability Litigation Subtotal - General Government (1) Effective July 1, 2015, the Center for the Arts, Library, and Museum cost centers are moved from the former Community Services Department and combined with the newly established Cultural Affairs Administration cost center to create the Cultural Affairs Division. For presentation purposes, the prior year history is reflected in this table. (2) Effective July 1, 2015, the Neighborhood Resources, Code Enforcement, Housing and Redevelopment, and Community Development cost centers are combined with multiple cost centers from Community Services to create the new Community & Neighborhood Services Department. (3) Effective July 1, 2015, the Planning Division is transferred from the Transportation & Development Department to Organizational Development, under the City Manager. 86 City of Chandler 2015-16 Adopted Budget Financial & Personnel Overview Number of Personnel Full Time Equivalent (continued) 2012-13 Revised Community & Neighborhood Srvs Administration Neighborhood Resources Code Enforcement Aquatics Parks Operations Recreation Sports and Fitness Facilities Nature and Recreation Facilities Housing and Redevelopment Community Development Fire, Health & Medical Administration Health and Medical Services Operations Prevention and Preparedness Support Services Fleet Services Management Services Administration Budget Purchasing Central Supply Accounting Tax and License Utility Services Environmental Management (1) 2013-14 Revised 2014-15 Adopted 2014-15 Revised New Requests/ Reductions Transfers as of 7/1/2015 2015-16 Adopted (1) 4.000 0.000 0.000 16.000 52.000 7.125 17.125 14.625 0.000 0.000 110.875 3.000 0.000 0.000 15.750 53.000 8.250 17.125 13.875 0.000 0.000 111.000 3.000 0.000 0.000 15.750 53.000 8.250 17.125 13.875 0.000 0.000 111.000 3.000 0.000 0.000 15.750 53.000 8.375 17.125 13.875 0.000 0.000 111.125 0.000 0.000 0.000 0.000 1.000 0.000 0.000 0.000 0.000 0.000 1.000 (3.000) 6.800 12.500 0.000 0.000 0.000 0.000 0.000 23.200 6.000 45.500 0.000 6.800 12.500 15.750 54.000 8.375 17.125 13.875 23.200 6.000 157.625 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 12.000 234.000 6.000 10.000 189.000 13.000 4.000 12.000 234.000 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 10.000 189.000 13.000 4.000 12.000 234.000 4.000 6.000 7.000 5.000 16.000 21.000 11.000 3.500 73.500 4.000 6.000 7.000 5.000 16.000 21.000 11.000 3.500 73.500 4.000 6.000 7.000 5.000 16.000 21.000 11.000 3.500 73.500 4.000 6.000 6.900 5.100 17.000 21.000 11.000 3.500 74.500 0.000 0.000 0.000 0.000 0.000 0.000 0.000 (0.500) (0.500) 0.000 0.000 0.000 0.000 0.000 (0.500) (0.500) 0.000 (1.000) 4.000 6.000 6.900 5.100 17.000 20.500 10.500 3.000 73.000 Beginning July 1, 2015, cost centers from the Neighborhood Resources Division are combined with multiple cost centers from Community Services to create the new Community & Neighborhood Services Department. The Community Services Administration cost center is disbanded as a part of the reorganization. 87 City of Chandler 2015-16 Adopted Budget Financial & Personnel Overview Number of Personnel Full Time Equivalent (continued) iwen 2012-13 Revised 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 Ocotillo Water Reclamation Facility(1) Police Administration Professional Standards Property and Evidence Forensic Services Field Operations Criminal Investigations Planning and Research Communications Technology Records Detention Services Community Resources & Training Transportation & Development Transportation & Dev. Administration Planning (2) Development Services Engineering Capital Projects Management Streets Traffic Engineering Transit Services Street Sweeping CITY TOTAL Population * Employees Per 1,000 Population 2013-14 Revised 2014-15 Adopted 2014-15 Revised New Requests/ Reductions Transfers as of 7/1/2015 2015-16 Adopted 5.800 22.000 28.000 12.000 8.000 12.000 22.000 6.000 22.000 28.000 12.000 8.000 12.000 22.000 6.000 22.000 28.000 12.000 8.000 12.000 22.000 8.000 22.000 28.000 13.000 9.000 12.000 20.000 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 8.000 22.000 28.000 13.000 9.000 12.000 20.000 11.000 10.000 10.000 1.000 4.000 22.000 0.000 167.800 11.000 10.000 15.000 1.000 4.000 24.000 0.000 175.000 11.000 10.000 15.000 1.000 4.000 27.000 0.000 178.000 11.000 10.000 15.000 1.000 4.000 26.000 12.000 191.000 0.000 0.000 2.000 0.000 0.000 0.000 0.000 2.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 11.000 10.000 17.000 1.000 4.000 26.000 12.000 193.000 12.000 8.000 5.000 20.000 223.000 88.000 11.000 53.000 0.000 24.000 10.000 25.000 479.000 10.000 8.000 5.000 20.000 218.000 90.000 11.000 53.000 0.000 24.000 10.000 30.000 479.000 10.000 8.000 5.000 21.000 218.000 90.000 11.000 53.000 0.000 24.000 11.000 30.000 481.000 10.000 8.000 5.000 21.000 218.000 92.000 9.000 46.000 9.000 23.000 11.000 32.000 484.000 0.000 0.000 0.000 0.000 0.000 2.000 0.000 0.000 2.000 1.000 0.000 0.000 5.000 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 10.000 8.000 5.000 21.000 218.000 94.000 9.000 46.000 11.000 24.000 11.000 32.000 489.000 5.000 14.000 32.000 22.000 18.000 40.500 25.000 3.000 9.000 168.500 9.000 14.000 38.000 9.000 21.000 40.500 25.000 3.000 9.000 168.500 10.000 15.000 32.000 15.000 19.000 40.500 25.000 3.000 9.000 168.500 10.000 15.000 33.000 15.000 19.000 40.500 25.000 2.000 9.000 168.500 1.000 0.000 0.000 0.000 1.000 0.000 0.000 0.000 0.000 2.000 1587.475 1595.800 1602.800 1620.925 13.500 (2.000) (15.000) 0.000 3.000 0.000 0.000 0.000 0.000 0.000 (14.000) 0.000 9.000 0.000 33.000 18.000 20.000 40.500 25.000 2.000 9.000 156.500 1634.425 239,538 242,215 244,500 244,439 247,500 6.6 6.6 6.6 6.6 6.6 (1) During Fiscal Year 2014-15, twelve new positions were created in the Ocotillo Water Reclamation Facility cost center in preparation for the City to take over operations of the facility from the contracted vendor. (2) Effective July 1, 2015, the Planning Division is transferred from the Transportation & Development Department to Organizational Development, under the City Manager. * Population figures are based on updated annual estimates from the Planning Division. 88 City of Chandler 2015-16 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) 2015-16. Department 2015-16 FTE Community & Neighborhood Services Fire, Health & Medical General Government Management Services Municipal Utilities Police Transportation & Development Total 89 157.625 234.000 331.300 73.000 193.000 489.000 156.500 1,634.425 City of Chandler 2015-16 Adopted Budget Financial & Personnel Overview New Positions for FY 2015-16 (All Funds) Communications and Public Affairs Department Communications and Public Affairs (1070) 1.000 Security Officer 1.000 Total Communications and Public Affairs Department Positions Community & Neighborhood Services Department Park Development and Operations (4530) 1.000 1.000 Park Spray Technician Total Community and Neighborhood Services Department Positions General Government Information Technology Applications Support (1200) 0.500 IT Principal Programmer/Analyst Human Resources (1250) 1.000 Human Resources Specialist I Human Resources (1250) 0.500 Safety Analyst Buildings and Facilities (3200) 1.000 Custodian 3.000 Total Organizational Support Positions Municipal Utilities Department Ocotillo Brine Reduction Facility (3930) 1.000 Senior Utilities Mechanic Ocotillo Brine Reduction Facility (3930) 1.000 Wastewater Treatment Plant Operator II 2.000 Total Municipal Utilities Department Positions Police Department Criminal Investigations (2040) 2.000 Police Officer Police Technology (2065) 2.000 Business Systems Support Analyst Records (2070) 1.000 Police Records Specialist 5.000 Total Police Department Positions Transportation & Development Department Transportation & Development Adminstration (3010) 1.000 Public Works Inspector Capital Projects (3025) 1.000 Public Works Inspector 2.000 Total Transportation and Development Department Positions 14.000 90 Grand Total - Additions City of Chandler 2015-16 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 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget General Fund Ongoing* One-time* $ 136,854,081 $ 145,615,077 $ 145,647,489 $ 142,240,656 $ 155,756,596 143,313,883 143,346,295 139,939,462 149,739,896 2,301,194 2,301,194 2,301,194 6,016,700 % Chg Adj to Adopted 4.5% 161.5% Special Revenue Funds $ Ongoing* One-time* 3,863,988 $ - 4,207,461 $ 4,207,461 - 4,207,461 $ 4,207,461 - 4,047,751 $ 4,047,751 - 4,349,323 4,349,323 - 3.4% N/A Grants Funds(2) $ 2,620,527 $ - 2,667,886 $ 2,667,886 - 3,297,564 $ 3,297,564 - 2,631,363 $ 2,631,363 - 2,738,402 2,738,402 - -17.0% -17.0% N/A $ 1,953,881 $ 2,218,987 $ 2,911,344 $ 3,047,369 $ 3,083,407 2,218,987 16,611,583 $ 2,911,344 17,025,737 $ 3,047,369 15,990,182 $ 3,083,407 18,509,819 5.9% N/A $ 14,788,771 $ Ongoing* One-time* Trust and Agency Funds $ 8,466 $ 16,611,583 5,514 $ 17,025,737 5,572 $ 15,990,182 5,491 $ 18,509,819 5,972 8.7% N/A 7.2% Total Ongoing $ 160,089,714 $ 169,025,314 $ 170,793,973 $ 165,661,618 $ 178,426,819 Total One-time $ - $ 2,301,194 $ 2,301,194 $ 2,301,194 $ 6,016,700 Grand Total $ 160,089,714 $ 171,326,508 $ 173,095,167 $ 167,962,812 $ 184,443,519 4.5% 161.5% 6.6% Ongoing* One-time* Internal Service Funds Ongoing* One-time* Enterprise Funds * Ongoing and One-time detail not available for Fiscal Year (FY) 2013-14 Actual Expenditures. (1) Personnel costs include wages, benefit costs and temporary employment costs. (2) Grant personnel funds are not considered one-time for this presentation. 91 City of Chandler 2015-16 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 six years. Chandler maintains one of the lowest employee ratios compared to other Valley cities and towns as shown on the chart below. 92 RESOURCES 5 B 2 E C A L P E TH E STAT CANYON GRAND A well-positioned place Meticulous planning for the future of Chandler’s limited resources, like water, has positioned the community well for generations to come. That vision continues as community leaders work to ensure decisions made today will have significant and positive impacts on the city of tomorrow. Ocotillo Brine Reduction Facility Dobson Rd Old Price Rd Queen Creek Rd Ocotillo Rd Resources Fiscal Year Comparative Summaries of Chandler’s Revenue Sources Major Revenue Sources with Analysis and Historical Trends City of Chandler 2015-16 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) 2014-15 Adopted Budget to the FY 2015-16 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 2015-16 revenue projections. RESOURCES CATEGORICAL COMPARISONS 2013-14 Actual Revenues Fund Balances $ Sale of Bonds Revenues $ Encumbrance or Carryforward from Prior Years Net Adjusted Budget - $ 114,029,954 Grants Total Resources 2014-15 Adopted Budget 273,253,255 $ - % Change Adopted to Adopted 286,071,768 4.7% 165,035,000 N/A 17,013,373 31,785,923 28,343,722 (10.8%) 450,059,011 478,435,469 431,163,527 (9.9%) 910,614,017 16.2% 581,102,338 $ $ 2015-16 Adopted Budget 581,102,338 783,474,647 $ (195,973,480) $ 93 587,501,167 (198,893,714) $ 711,720,303 21.1% City of Chandler 2015-16 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 General $ 15.9% 9,726,221 65,047,166 568.8% Special Revenue 23,938,083 19,172,518 (19.9%) System Development Fees 37,586,140 39,138,832 4.1% Capital/Technology Replacement 10,321,472 7,550,599 (26.8%) Bonds 99,597,602 52,088,517 (47.7%) Self-Insurance 10,375,198 8,506,364 (18.0%) 266,968 200,034 (25.1%) 286,071,768 4.7% Other Total $ 273,253,255 94 $ % Change Adopted to Adopted 94,367,738 Enterprise 81,441,571 2015-16 Adopted Budget $ City of Chandler 2015-16 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. 2014-15 Adopted Budget Streets $ 2015-16 Adopted Budget - $ % Change Adopted to Adopted 8,275,000 N/A Parks - 2,920,000 N/A Museum - 235,000 N/A Fire, Health & Medical - 4,355,000 N/A Water - 40,000,000 N/A Wastewater - 109,250,000 N/A 165,035,000 N/A Total $ - 95 $ City of Chandler 2015-16 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. 2014-15 Adopted Budget 2015-16 Adopted Budget % Change Adopted to Adopted General Government Airport $ 4,142,197 14.1% 1,900,000 - N/A 13,802,300 - N/A 387,660 780,009 101.2% 2,301,132 - N/A - 164,601 N/A - 1,900,000 N/A - 13,356,554 N/A 100,000 100,000 0.0% Fire, Health & Medical 1,225,050 2,181,000 78.0% Police 1,581,000 1,929,000 22.0% 6,358,485 3,790,361 (40.4%) 500,000 - N/A 28,343,722 (10.8%) Community Development Block Housing & Urban Development Miscellaneous (1) (1) 3,630,296 (2) Community Services (3) Community & Neighborhood Services Community Development Block Housing & Urban Development (1) (1) Municipal Utilities $ Public Safety Transportation & Development Streets Street Sweeping Total $ 31,785,923 $ (1) These grants moved from General Government to the newly created Community & Neighborhood Services Department as of July 1, 2015. (2) General Government Miscellaneous includes CAPA, City Manager, Cultural Affairs (Fiscal Year (FY) 2015-16), Economic Development, Law, Magistrate, and Neighborhood Resources (FY 2014-15 only). (3) In FY 2014-15, the grant amount reflects the Community Services Department total, including activities now in the Cultural Affairs Division. 96 City of Chandler 2015-16 Adopted Budget Resources Summary of Revenues Revenues were projected for the Fiscal Year (FY) 2015-16 budget by taking multiple factors into consideration including direct source information, economic conditions, past trends, anticipated future trends, and FY 2014-15 revised revenue estimates. 2012-13 Actual Revenue Local Taxes and License Franchise Fees Transaction Privilege License Tax Other Licenses 2013-14 Actual Revenue 2014-15 Adopted Revenue 2014-15 Revised Revenue 2015-16 Adopted Revenue $ 103,819,386 $ 106,122,881 $ 101,610,700 $ 107,633,770 $ 106,733,550 2,925,559 3,134,488 2,979,000 2,929,000 3,175,000 99,298,205 101,339,395 97,046,800 103,146,770 102,146,800 1,595,622 1,648,998 1,584,900 1,558,000 1,411,750 % Change Adopted to Adopted % of Total 5.0% 6.6% 5.3% (10.9%) 24.8% 0.7% 23.7% 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 71,266,277 19,327,102 7,900,647 12,929,504 72,717,012 20,604,292 8,440,066 13,352,622 77,117,477 21,000,000 8,300,000 13,000,000 85,230,320 21,483,000 8,681,800 14,000,000 77,236,793 22,506,700 9,300,000 14,000,000 0.2% 7.2% 12.0% 7.7% 17.9% 5.2% 2.2% 3.2% 6,295,212 24,119,457 694,355 3,243,937 26,379,401 696,693 5,516,122 28,607,000 694,355 11,761,827 28,607,000 696,693 2,279,800 28,453,600 696,693 (58.7%) (0.5%) 0.3% 0.5% 6.6% 0.2% Charges for Services Engineering Fees Building Division Fees Planning Fees Public Safety Miscellaneous Library Revenues Parks and Recreation Fees 17,748,609 1,493,797 5,452,512 385,889 6,518,974 511,377 3,386,060 17,687,365 1,861,969 5,881,832 449,711 5,680,675 481,209 3,331,968 16,955,560 1,187,500 3,744,200 436,500 7,907,500 424,000 3,255,860 17,160,555 1,543,070 3,744,200 411,350 8,159,705 427,090 2,875,140 21,655,130 1,560,000 4,950,250 342,000 11,378,300 420,480 3,004,100 27.7% 31.4% 32.2% (21.6%) 43.9% (0.8%) (7.7%) 5.0% 0.4% 1.1% 0.1% 2.6% 0.1% 0.7% Miscellaneous Receipts Sale of Fixed Assets (2) 84,437,446 70,052,997 92,227,635 28,278,730 26,255,495 (71.5%) 6.1% 217,074 207,357 8,742,335 8,955,685 230,000 (97.4%) 0.1% Other Receipts (3) Interest on Investments Leases Court Fines 74,845,798 4,909,109 1,140,527 3,324,938 62,987,183 2,144,102 1,306,888 3,407,467 76,503,740 2,096,300 1,688,460 3,196,800 12,454,905 2,134,700 1,335,740 3,397,700 17,043,622 4,203,200 1,378,973 3,399,700 (77.7%) 100.5% (18.3%) 6.3% 4.0% 1.0% 0.3% 0.8% 100,096,052 47,235,982 36,981,114 13,706,077 104,422,414 48,490,198 39,844,923 13,916,489 118,354,783 50,000,000 52,373,588 13,805,985 119,109,569 50,000,000 45,516,791 13,829,318 121,302,249 50,250,000 54,389,389 14,569,190 2.5% 0.5% 3.8% 5.5% 28.1% 11.7% 12.6% 3.4% 54,060 1,776,031 342,788 47,838 1,802,618 320,347 73,440 1,753,730 348,040 61,200 9,359,170 343,090 1,732,120 361,550 (100.0%) (1.2%) 3.9% 0.0% 0.4% 0.1% System Development Fees Water Wastewater General Government Impact Fees 19,564,646 5,060,415 6,723,149 7,781,082 24,130,903 5,566,915 6,717,713 11,846,275 17,001,170 4,292,485 5,009,505 7,699,180 26,570,200 7,983,100 8,781,500 9,805,600 25,638,500 8,475,200 8,845,500 8,317,800 50.8% 97.4% 76.6% 8.0% 5.9% 2.0% 2.1% 1.9% Interfund Charges 24,222,988 26,194,407 26,946,244 26,093,801 23,921,810 (11.2%) 5.5% Property Tax 29,806,821 28,731,032 28,221,900 28,114,900 28,420,000 0.7% 6.6% $ 450,962,226 $ 450,059,011 $ 478,435,469 $ 438,191,845 $ 431,163,527 (9.9%) 100.0% Enterprise Revenue Water Sales Wastewater Service Solid Waste Service Solid Waste Container Fees (4) Other Utility Charges Airport Fuel Sales 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 and Revised amounts include over $8 million 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 $68,399,545 in FY 2012-13 Actual Revenue, $57,234,102 in FY 2013-14 Actual Revenue, $70,092,518 in FY 2014-15 Adopted Revenue (including carryforward appropriation), $7,001,887 in FY 2014-15 Revised Revenue, and $9,071,921 in FY 2015-16 Adopted Revenue (including carryforward appropriation). (4) Starting with FY 2015-16 Adopted Revenue, this revenue will be reported as part of Other Utility Charges. 97 City of Chandler 2015-16 Adopted Budget Resources Significant Revenues Local Taxes and Licenses SOURCE: Franchise Fees Summary: Franchise fees paid by Arizona Public Service, Air Products, Southwest Gas Corporation, Cox Communications, CenturyLink, and Western Broadband are based upon agreements entered into between City Council and the individual corporations. Arizona Public Service pays two percent of gross receipts from the sale of electric energy at retail for residential and commercial purposes. Air Products pays two percent of gross annual sales of nitrogen gas. Southwest Gas pays two percent of gross receipts from the sale of gas at retail for residential, industrial, and commercial purposes. Cox Communications, CenturyLink (resuming in Fiscal Year (FY) 2013-14; previous agreement was with Qwest Broadband through FY 2009-10), and Western Broadband pay 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 2011-12 increase reflects increased collections from all agreements. The FY 2013-14 increase reflects the reentry of CenturyLink and the addition of Western Broadband into the cable television market. The FY 2014-15 estimate is an eight month actual and four month projection and reflects anticipated collections under the agreements. Projection: The FY 2015-16 estimate is based upon specific industry projections and normal receipt of franchise payments. Fiscal Year Amount % Inc/(Dec) 2011-12 $ 2,977,482 2012-13 2,925,559 2013-14 3,134,488 7.1 2014-15 (Estimate) 2,929,000 (6.6) 2015-16 (Estimate) 3,175,000 8.4 98 6.5 (1.7) City of Chandler 2015-16 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 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 an Intel Corporation expansion. The FY 2014-15 estimate is an eight month actual and four month projection reflecting a strong economy. Projection: The FY 2015-16 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 state legislation regarding the shift of sales tax administration from the City to the Arizona Department of Revenue has been delayed to January 2016. 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 2015-16 does not reflect any financial impact. Instead, the Budget Stabilization Reserve has been continued for FY 2015-16 as explained in the Executive Summary section of this document. Fiscal Year Amount % Inc/(Dec) $ 95,180,394 13.3 2012-13 99,298,205 4.3 2013-14 101,339,395 2.1 2014-15 (Estimate) 103,146,770 1.8 2015-16 (Estimate) 102,146,800 (1.0) 2011-12 99 City of Chandler 2015-16 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 2014-15 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). 2011-12 Actual Category Contracting(1) $ General Retail(2) 2012-13 Actual 10,869,566 $ 42,844,871 General Retail - To Airport(3) 2013-14 Actual 10,408,519 $ 45,331,307 - 9,780,645 2014-15 Adopted $ 47,384,617 - 9,450,000 2014-15 Estimate $ 46,500,000 8,900,000 2015-16 Adopted $ 49,000,000 % chg Est 2014-15 to 2015-16 8,900,000 0.0% 48,200,000 (1.6%) 70,065 10,800 10,770 10,800 0.3% 8,670,199 9,069,109 9,542,714 9,000,000 10,000,000 9,800,000 (2.0%) 12,128,475 12,363,565 12,421,526 12,500,000 13,000,000 13,000,000 0.0% 3,628,006 3,731,350 3,533,636 3,500,000 3,500,000 3,500,000 0.0% 10,025,726 10,817,611 11,058,203 10,000,000 11,200,000 11,200,000 0.0% Rentals - Personal 2,606,371 2,884,618 2,949,421 2,100,000 3,200,000 3,200,000 0.0% Hotel/Motel 2,255,786 2,288,989 2,472,754 2,000,000 2,500,000 2,500,000 0.0% 352,550 334,981 258,547 250,000 250,000 250,000 0.0% 0.0% Restaurant/Bar Utilities Telecommunications Rentals - Real Publishing/Other Amusements Use Tax Privilege Tax Interest Excise Tax Refunds Subtotal Privilege License Fees (4) 717,442 728,110 700,000 730,000 730,000 1,315,599 1,090,428 1,000,000 820,000 820,000 0.0% 18,261 24,141 37,768 25,000 25,000 25,000 0.0% 10,974 10,961 11,000 11,000 11,000 0.0% $ 95,180,394 10,974 $ 99,298,205 $ 101,339,395 $ 97,046,800 $ 103,146,770 $ 102,146,800 (1.0%) $ 1,034,335 $ 1,032,818 1,024,394 $ 1,000,000 $ $ Audit Assessments (4) Privilege License Penalties (4) Grand Total 714,641 1,054,968 $ 828,750 (17.1%) 1,055,202 1,611,902 $ 1,306,392 1,000,000 1,000,000 1,000,000 0.0% 226,430 268,566 291,647 225,000 225,000 225,000 0.0% 97,496,361 $ 102,211,491 $ 103,961,828 99,271,800 $ 105,371,770 $ 104,200,550 (1.1%) $ 1,000,000 (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 Actual amount includes revenues from six prior years to adjust for taxes to b e posted directly to the Airport Operating Fund. The 2014-15 Adopted, 2014-15 Estimate, and 2015-16 Adopted reflects anticipated revenues for a single year. (4) Also associated with Transaction Privilege (Sales) and Use Tax, b ut Privilege License Fees are reported in the Other Licenses portion of the Resources section, and Audit Assessments and Privilege License Penalties are reported in the Other Receipts portion of the Resources section. 100 City of Chandler 2015-16 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) 2015-16 estimate for each category: 1. 2. 3. 4. 5. Privilege License Fees Alcoholic Beverage Licenses Wireless Communication Leases Alarm Permits Amusement Licenses $828,750 300,000 132,000 109,000 15,000 6. 7. 8. 9. Peddlers and Vendors Licenses Second Hand and Junk Licenses Cable License Applications Professional & Occupation Licenses $8,000 8,000 6,000 5,000 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 2011-12. The FY 2014-15 estimate is an eight month actual and four month projection based on historical trends. Projection: The FY 2015-16 estimate anticipates increases in Wireless Communications Leases that are offset by decreased collections in Amusement Licenses and lower Privilege License Fees due to slight modifications to fees charged in this category as noted on the last page of the Resources section. Fiscal Year Amount % Inc/(Dec) 2011-12 $ 1,616,186 2012-13 1,595,622 (1.3) 2013-14 1,648,998 3.3 2014-15 (Estimate) 1,558,000 (5.5) 2015-16 (Estimate) 1,411,750 (9.4) 101 4.1 City of Chandler 2015-16 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 slow recovery from the economic downturn. The Fiscal Year (FY) 2014-15 estimate is an eight month actual and four month projection based on historical trends. Projection: The FY 2015-16 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. Fiscal Year Amount % Inc/(Dec) 2011-12 $ 18,450,722 4.3 2012-13 19,327,102 4.7 2013-14 20,604,292 6.6 2014-15 (Estimate) 21,483,000 4.3 2015-16 (Estimate) 22,506,700 4.8 102 City of Chandler 2015-16 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 and a portion of rental vehicle surcharges. 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) 2011-12 reflect the recovery from the economic downturn. The FY 2014-15 estimate is an eight month actual and four month projection based on historical trends. Projection: The FY 2015-16 estimate is based on information from the League of Arizona Cities and Towns and the Arizona Department of Revenue. Fiscal Year Amount % Inc/(Dec) 2011-12 $ 7,578,949 0.1 2012-13 7,900,647 4.2 2013-14 8,440,066 6.8 2014-15 (Estimate) 8,681,800 2.9 2015-16 (Estimate) 9,300,000 7.1 103 City of Chandler 2015-16 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 2014-15 estimate is an eight month actual and four month projection based on historical trends. Projection: The FY 2015-16 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 left distribution formulas the same as the previous year. Fiscal Year Amount % Inc/(Dec) 2011-12 $ 11,823,280 2012-13 12,929,504 9.4 2013-14 13,352,622 3.3 2014-15 (Estimate) 14,000,000 4.8 2015-16 (Estimate) 14,000,000 - 104 (11.0) City of Chandler 2015-16 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) 2014-15 estimate is an eight month actual and four month projection based on the published ALCP schedule. Projection: The FY 2015-16 estimate is based on planned construction of arterial street and intersection projects scheduled for reimbursement in the ALCP this year. Fiscal Year Amount % Inc/(Dec) 2011-12 $ 5,979,715 6,652.1 2012-13 6,295,212 5.3 2013-14 3,243,937 (48.5) 2014-15 (Estimate) 11,761,827 262.6 2015-16 (Estimate) 2,279,800 (80.6) 105 City of Chandler 2015-16 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 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) 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 increase reflects improved collections from tax year 2011. The FY 2014-15 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 2012, with the increase primarily attributed to economic growth. Projection: The FY 2015-16 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 2013. Fiscal Year Amount % Inc/(Dec) 2011-12 $ 19,928,955 2012-13 24,119,457 21.0 2013-14 26,379,401 9.4 2014-15 (Estimate) 28,607,000 8.4 2015-16 (Estimate) 28,453,600 (0.5) 106 (11.3) City of Chandler 2015-16 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 2011-12 reflects the first full year of funding since funding was reimplemented mid-year in FY 2010-11. Projection: The FY 2015-16 estimate is based on projections provided by the Regional Public Transportation Authority. Fiscal Year 2011-12 $ Amount % Inc/(Dec) 692,821 252.1 2012-13 694,355 0.2 2013-14 696,693 0.3 2014-15 (Estimate) 696,693 - 2015-16 (Estimate) 696,693 - 107 City of Chandler 2015-16 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 permits. 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) 2011-12 increase reflects increased collections from encroachment permits, some of which is attributed to an Intel Corporation construction project. FY 2013-14 increases were in all types of fees except weekend off-site inspection fees. The FY 2014-15 estimate is an eight month actual and four month projection reflecting decreases in encroachment permits and civil engineering plan review. Projection: The FY 2015-16 estimate anticipates a slight increase in encroachment permits and civil engineering plan review. Fiscal Year 2011-12 Amount % Inc/(Dec) $ 1,439,043 64.2 2012-13 1,493,797 3.8 2013-14 1,861,969 24.6 2014-15 (Estimate) 1,543,070 (17.1) 2015-16 (Estimate) 1,560,000 1.1 108 City of Chandler 2015-16 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 an Intel Corporation construction project. FY 2012-13 reflects a return to a normal level of building permit fees. FY 2013-14 reflects slight increases in sign fees, building permits, and building plan review fees. The FY 2014-15 estimate is an eight month actual and four month projection based on anticipated development activity. Projection: The FY 2015-16 estimate anticipates increased building permits and building plan review fees, and reflects increased square foot construction costs as noted on the last page of the Resources section. Fiscal Year Amount % Inc/(Dec) 2011-12 $ 8,232,277 141.1 2012-13 5,452,512 (33.8) 2013-14 5,881,832 7.9 2014-15 (Estimate) 3,744,200 (36.3) 2015-16 (Estimate) 4,950,250 32.2 109 City of Chandler 2015-16 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. FY 2013-14 reflects higher subdivision and site development plan review fees. The FY 2014-15 estimate is an eight month actual and four month projection based on anticipated development projects. Projection: The FY 2015-16 estimate reflects decreased revenue from site development plan review fees. Fiscal Year Amount % Inc/(Dec) 368,771 18.4 2012-13 385,889 4.6 2013-14 449,711 16.5 2014-15 (Estimate) 411,350 (8.5) 2015-16 (Estimate) 342,000 (16.9) 2011-12 $ 110 City of Chandler 2015-16 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, Kyrene, and Mesa (starting in Fiscal Year (FY) 2014-15) public schools located within City limits. Also included in this category are fire contractual services, reimbursement of costs for Wildland Firefighter participation, and fees for advanced life support and ambulance services. 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 reimbursement, with a return to a more normal level of asset forfeiture revenue reimbursement in FY 2013-14. The FY 2014-15 estimate is an eight month actual and four month projection and reflects planned spending of adjudicated asset forfeiture revenues. Projection: The FY 2015-16 estimate anticipates a large increase in spending of adjudicated asset forfeiture revenues. Fiscal Year Amount % Inc/(Dec) 2011-12 $ 5,676,344 1.9 2012-13 6,518,974 14.8 2013-14 5,680,675 (12.9) 2014-15 (Estimate) 8,159,705 43.6 2015-16 (Estimate) 11,378,300 39.4 111 City of Chandler 2015-16 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 (discontinued during Fiscal Year (FY) 2014-15); replacement charges for lost materials; membership fees from the Maricopa County Library District (discontinued at end of 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. FY 2013-14 reflects 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. The FY 2014-15 estimate is an eight month actual and four month projection based on a reduced level of annual charges from cardholders who live outside Maricopa County. Projection: The FY 2015-16 estimate anticipates a slight reduction in library fines and lost book fees. Fiscal Year 2011-12 Amount $ % Inc/(Dec) 569,574 (4.3) 2012-13 511,377 (10.2) 2013-14 481,209 (5.9) 2014-15 (Estimate) 427,090 (11.2) 2015-16 (Estimate) 420,480 (1.5) 112 City of Chandler 2015-16 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 and projected to decrease again in FY 2014-15. The FY 2014-15 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 2015-16 estimate is mainly based on increased aquatic revenues but also reflects fee increases from citywide special event rentals as detailed in the last page of the Resources section. Fiscal Year Amount % Inc/(Dec) 2011-12 $ 3,507,344 5.1 2012-13 3,386,060 2013-14 3,331,968 (1.6) 2014-15 (Estimate) 2,875,140 (13.7) 2015-16 (Estimate) 3,004,100 4.5 113 (3.5) City of Chandler 2015-16 Adopted Budget Resources Miscellaneous Receipts Source: Other Receipts Summary: This revenue consists of audit assessments, worker’s compensation premiums, 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 the Chandler Unified School District for their share of operating costs for the Center for the Arts. General Fund revenues comprise the majority of funds received, and may be expended for any municipal public purpose. Revenues received in funds other than the General Fund (i.e., worker’s compensation premiums received in Worker’s Compensation Self-Insurance Fund) are 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 utility infrastructure expansions in which the City will pay to construct or expand utility infrastructure with Intel Corporation reimbursing 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 infrastructure expansions. The FY 2014-15 estimate is an eight month actual and four month projection based on historical trends and includes remaining reimbursements from Intel Corporation for the utility infrastructure expansions. Projection: The FY 2015-16 estimate includes a return to a normal level of activity for Other Receipts, with larger amounts consisting of an anticipated airport loan, increased workers compensation premiums, and the final reimbursement from Intel Corporation for the utility infrastructure expansions. Fiscal Year Amount % Inc/(Dec) 2011-12 $ 10,703,646 26.4 2012-13 74,845,798 599.3 2013-14 62,987,183 (15.8) 2014-15 (Estimate) 12,454,905 (80.2) 2015-16 (Estimate) 17,043,622 36.8 114 City of Chandler 2015-16 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 from interest earned on investing their idle funds are restricted in use as required by that fund. 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 2014-15 estimate is an eight month actual and four month projection based on current rates of return. Projection: The FY 2015-16 estimate is based on market projections from our investment advisors used in conjunction with the estimated amount of idle funds, as well as the City’s entry into additional short-term investments in the Certificate of Deposit Account Registry Service (CDARS). Fiscal Year Amount % Inc/(Dec) 2011-12 $ 1,944,015 2012-13 4,909,109 152.5 2013-14 2,144,102 (56.3) 2014-15 (Estimate) 2,134,700 (0.4) 2015-16 (Estimate) 4,203,200 96.9 115 (43.6) City of Chandler 2015-16 Adopted Budget Resources Source: Leases Summary: This revenue 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) 2015-16 estimate for each category: 1. 2. 3. 4. Innovations (Incubator leases) Airport T-Hangars, Tie-Downs, T-Shades and Other Charges Airport Leases City Hall Property Rental $643,500 523,833 189,640 22,000 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 through FY 2013-14 increases are mainly the result of lease revenue from the Innovations facility. The FY 2014-15 estimate is an eight month actual and four month projection based upon historical trends. Projection: The FY 2015-16 estimate anticipates increases to airport tie-down fees as noted on the last page of the Resources section, and assumes a fully-leased Innovations facility. Fiscal Year Amount % Inc/(Dec) 2011-12 $ 1,100,080 9.5 2012-13 1,140,527 3.7 2013-14 1,306,888 14.6 2014-15 (Estimate) 1,335,740 2.2 2015-16 (Estimate) 1,378,973 3.2 116 City of Chandler 2015-16 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 $15 assessment on all court fines (increased from $13 during Fiscal Year (FY) 2014-15), 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; this revenue is used to enhance City court security and automation. The fee for traffic school includes $25 for the City court enhancement fee and $100 for the City’s General Fund (increased from $90 during FY 2014-15). 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 2014-15 estimate is an eight month actual and four month projection based on historical trend. Projection: The FY 2015-16 estimate assumes a steady level of court fines. Fiscal Year 2011-12 Amount $ 3,169,338 % Inc/(Dec) (0.9) 2012-13 3,324,938 4.9 2013-14 3,407,467 2.5 2014-15 (Estimate) 3,397,700 (0.3) 2015-16 (Estimate) 3,399,700 0.1 117 City of Chandler 2015-16 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 an Intel Corporation plant expansion. The FY 2014-15 estimate is an eight month actual and four month projection. Projection: The FY 2015-16 estimate anticipates a continued small increase in both residential and industrial consumption resulting in increased revenue and no proposed rate increase. Fiscal Year Amount % Inc/(Dec) 2011-12 $ 48,503,319 13.7 2012-13 47,235,982 (2.6) 2013-14 48,490,198 2.7 2014-15 (Estimate) 50,000,000 3.1 2015-16 (Estimate) 50,250,000 0.5 118 City of Chandler 2015-16 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 Ocotillo Brine Reduction Facility. This revenue is restricted for the Ocotillo Brine Reduction 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 an Intel Corporation plant expansion. FY 2013-14 reflects an October 2013 rate increase of 9% for wastewater and 18% for reclaimed water, as well as an increase in the Ocotillo Brine Reduction Facility surcharge fee due to expansion and higher facility operating costs. The FY 2014-15 estimate is an eight month actual and four month projection and reflects increased Ocotillo Brine Reduction Facility surcharges due from Intel Corporation. Projection: The FY 2015-16 estimate includes an increase in the reimbursement due from Intel Corporation to operate the Ocotillo Brine Reduction Facility. The estimate also incorporates proposed rate increases for wastewater (+9%) and reclaimed water (+18%) that will be considered by Council in August 2015 and are anticipated to become effective in October 2015 if approved. Fiscal Year Amount % Inc/(Dec) 2011-12 $ 35,238,592 13.2 2012-13 36,981,114 4.9 2013-14 39,844,923 7.7 2014-15 (Estimate) 45,516,791 14.2 2015-16 (Estimate) 54,389,389 19.5 119 City of Chandler 2015-16 Adopted Budget Resources Source: Solid Waste Service Summary: Solid Waste Service revenue is comprised of commercial refuse hauling permit fees, recycling revenue, solid waste service charges, and residential refuse collection charges. 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) 2014-15 estimate is an eight month actual and four month projection. Projection: The FY 2015-16 estimate reflects a steady level of solid waste revenues and a proposed 6% rate increase that will be considered by Council in August 2015 and is anticipated to become effective in October 2015 if approved. Fiscal Year Amount % Inc/(Dec) 2011-12 $ 13,742,758 4.2 2012-13 13,706,077 (0.3) 2013-14 13,916,489 1.5 2014-15 (Estimate) 13,829,318 (0.6) 2015-16 (Estimate) 14,569,190 5.4 120 City of Chandler 2015-16 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, miscellaneous service charges, and solid waste container fees (reported in this revenue category starting in Fiscal Year (FY) 2015-16 rather than in a stand-alone revenue category as in prior years due to the combination of various solid waste accounting operations). 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 FY 2011-12 increase reflects increased water meter and miscellaneous wastewater charges. The FY 2014-15 estimate is an eight month actual and four month projection, and reflects an anticipated $8 million reimbursement from Intel Corporation for water rights purchases as well as a reduction in utility late fees. Projection: The FY 2015-16 estimate reflects a return to a normal level of Other Utility Charges. Fiscal Year Amount % Inc/(Dec) 2011-12 $ 1,722,005 14.3 2012-13 1,776,031 3.1 2013-14 1,802,618 1.5 2014-15 (Estimate) 9,359,170 419.2 2015-16 (Estimate) 1,732,120 (81.5) 121 City of Chandler 2015-16 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 applied 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. th In Fiscal Year (FY) 2009-10, House Bill (HB) 2008 (49 Legislature, Third Special Session) placed a freeze on the th imposition of new or increase of existing development fees (later amended by HB 2478 in the 49 Legislature, Second Regular Session). The freeze extended from September 1, 2009 through June 30, 2012. During FY 2013-14, City Council adopted Ordinance No. 4528 that was effective July 2014 to bring the City’s system th development fee program in compliance with Senate Bill 1525 (passed in FY 2010-11 by 50 Legislature, First Regular Session) resulting in an increase of 13% to the water system development fee (which includes the water resource fee that 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. FY 2013-14 reflects increased development activity, including a large corporate expansion project. The FY 2014-15 estimate is an eight month actual and four month projection reflecting current market conditions and the rate increase noted above. Projection: The FY 2015-16 estimate reflects current market conditions under the existing fee structure. Fiscal Year Amount % Inc/(Dec) 2011-12 $ 5,566,010 70.5 2012-13 5,060,415 (9.1) 2013-14 5,566,915 10.0 2014-15 (Estimate) 7,983,100 43.4 2015-16 (Estimate) 8,475,200 6.2 122 City of Chandler 2015-16 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. th In Fiscal Year (FY) 2009-10, House Bill (HB) 2008 (49 Legislature, Third Special Session) placed a freeze on the th imposition of new or increase of existing development fees (later amended by HB 2478 in the 49 Legislature, Second Regular Session). The freeze extended from September 1, 2009 through June 30, 2012. During FY 2013-14, City Council adopted Ordinance No. 4528 that was effective July 2014 to bring the City’s system th development fee program in compliance with Senate Bill 1525 (passed in FY 2010-11 by 50 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 2014-15 estimate is an eight month actual and four month projection reflecting current market conditions and the rate changes noted above. Projection: The FY 2015-16 estimate reflects current market conditions under the existing fee structure. Fiscal Year Amount % Inc/(Dec) 2011-12 $ 7,234,388 67.3 2012-13 6,723,149 2013-14 6,717,713 (0.1) 2014-15 (Estimate) 8,781,500 30.7 2015-16 (Estimate) 8,845,500 0.7 123 (7.1) City of Chandler 2015-16 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 October 27, 2005 in Ordinance No. 3721. Ordinance No. 4092 was adopted September 25, 2008, combining the Community and Neighborhood Park Impact Fees together into one Parks Impact Fee category. During FY 2013-14, City Council adopted Ordinance No. 4528 that was effective July 2014 to bring the City’s system development fee program in compliance with Senate Bill (SB) 1525 resulting in modifications to all fee categories. A listing of the various impact fees is accompanied by the Fiscal Year (FY) 2015-16 estimate for each category: 1. Arterial Streets 2. Parks 3. Fire $4,328,500 2,022,800 975,800 4. 5. 6. Police Public Buildings Library $662,000 251,500 77,200 These fees are reviewed and revised periodically based on current and future capacity-expanding capital expenditures, growth projections, and state statutes. Residential fees are charged per dwelling unit, while nonresidential fees are charged per building square footage. Library and Park Impact Fees are only charged to residential development, and Park Impact Fees are broken into three different service areas. The Arterial Street Impact Fee is only assessed for properties within the arterial street fee service area. Developers can receive credits for street improvements or right-of-way dedication in the arterial street service area. This revenue may only be expended for growth-related capital projects within the specific fee category in which they were collected. Analysis: The data below 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 SB 1525 reductions in all general government impact fee categories except Arterial Streets. FY 2013-14 reflects increased Arterial Streets fee collections. The FY 2014-15 estimate is an eight month actual and four month projection and reflects reduced Arterial Street fee collections. Projection: The FY 2015-16 estimate reflects current market conditions under the existing fee structure. Fiscal Year Amount % Inc/(Dec) 2011-12 $ 11,724,823 74.0 2012-13 7,781,082 2013-14 (33.6) 11,846,275 52.2 2014-15 (Estimate) 9,805,600 (17.2) 2015-16 (Estimate) 8,317,800 (15.2) 124 City of Chandler 2015-16 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. The Fiscal Year (FY) 2011-12 increase reflects the first full fiscal year of the Health Care Benefit Trust. The FY 2012-13 and FY 2013-14 increases reflect increased premiums paid to the Health Care Benefit Trust. The FY 2014-15 estimate is an eight month actual and four month projection. Projection: The FY 2015-16 estimate reflects decreased medical premiums due to a larger than expected percentage of employees opting into the City’s “no premium” high deductible medical plan for calendar year 2015. Fiscal Year 2011-12 Amount % Inc/(Dec) $ 21,309,460 64.5 2012-13 24,222,988 13.7 2013-14 26,194,407 8.1 2014-15 (Estimate) 26,093,801 (0.4) 2015-16 (Estimate) 23,921,810 (8.3) 125 City of Chandler 2015-16 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) 2015-16 due to loan transfers from the Water and Wastewater Bond Funds to System Development Funds to finance Water and Wastewater Capital Projects. Listed below are all interfund transfers by fund that are anticipated in FY 2015-16: 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 Water Fund to Workers Compensation Self Insurance Fund Wastewater Fund to Workers Compensation Self Insurance Fund Solid Waste Fund to Workers Compensation Self Insurance Fund $ 3,265,610 2,410,880 442,960 954,940 100,000 22,390 15,575 10,708 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 Solid Waste Container Fund to Solid Waste Fund (fund closure) Parks & Recreation Trust Fund to Museum Trust Fund Transfers from various funds to Technology Replacement Fund 135,000 150,000 50,126,526 500,000 450,000 907,738 3,745,650 586,194 18,000 2,685,474 Reimbursements: Regional Transportation Sales Tax Fund to Arterial Street Impact Fund 2,286,800 Loans and Loan Repayments: Water Bond Fund to Water System Development Fund (loan) Wastewater Bond Fund to Reclaimed Water System Development Fund (loan) Wastewater Bond Fund to Wastewater System Development Fund (loan) Public Building Impact Fund to General Fund (loan repayment) Police Impact Fund to General Fund (loan repayment) Total Interfund Transfers 126 20,000,000 5,000,000 92,250,000 400,000 500,000 $186,964,445 City of Chandler 2015-16 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) 2015-16 primary property tax rate remains unchanged from FY 2014-15 at $0.2992 per $100 of assessed valuation. Secondary Taxes are restricted for general bonded debt obligations and voter approved budget overrides. The adopted FY 2015-16 secondary property tax rate remains unchanged from FY 2014-15 at $0.88 per $100 of assessed valuation. th Senate Concurrent Resolution 1025 (50 Legislature, Second Regular Session) was approved by Arizona voters as Proposition 117 on the November 2012 ballot, and resulted in constitutional limits to the annual growth of limited property values beginning in FY 2015-16. Additionally, the primary and secondary tax levies are now both based on limited property value instead of the prior methodology of primary tax levy based on limited property value and secondary tax levy based on full cash value. A ten 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 through FY 2013-14 decreases reflect assessed value declines. The FY 2014-15 estimate is an eight month actual and four month projection reflecting a higher assessed value, offset by a $0.0922 reduction in tax rates resulting in a 2.1% reduction in total collections. Projection: The projected tax collections for FY 2015-16 reflect property market values from calendar year 2013, which are then adjusted using the limited property value formula. Higher property values at the same tax rates result in a minimal increase in revenue. The estimates below include the total primary and secondary levy anticipated as well as an estimate for prior year collections. Fiscal Year Amount % Inc/(Dec) 2011-12 $ 32,299,643 (11.2) 2012-13 29,806,821 (7.7) 2013-14 28,731,032 (3.6) 2014-15 (Estimate) 28,114,900 (2.1) 2015-16 (Estimate) 28,420,000 1.1 127 City of Chandler 2015-16 Adopted Budget Resources SOURCE: Property Tax (continued) The City of Chandler assessed valuation and property tax rates per $100 of assessed valuation are as follows: City Valuation Year Overall Rate - Including City, County, School District, and Special Assessment Districts City Rate Percent of Total Rate 2005-06 P S $ 1,878,861,028 $ 1,979,377,177 $ 7.00 3.85 $ 10.85 $ 0.38 0.90 $ 1.28 5.4% 24.4 11.8% 2006-07 P S $ 2,001,266,813 $ 2,114,887,174 $ 6.62 3.76 $ 10.38 $ 0.38 0.87 $ 1.25 5.7% 23.2 12.0% 2007-08 P S $ 2,362,911,738 2,989,189,876 $ 5.93 2.95 $ 8.88 $ 0.36 0.84 $ 1.20 6.1% 28.5 13.5% 2008-09 P S $ 2,704,382,646 $ 3,455,175,278 $ 5.41 2.74 $ 8.15 $ 0.3414 0.8400 $ 1.1814 6.3% 30.7 14.5% 2009-10 P S $ 3,057,167,831 $ 3,508,423,522 $ 5.55 2.74 $ 8.29 $ 0.3292 0.8522 $ 1.1814 5.9% 31.1 14.3% 2010-11 P S $ 2,944,254,336 $ 3,111,346,300 $ 5.70 3.15 $ 8.85 $ 0.3292 0.8522 $ 1.1814 5.8% 27.0 13.3% 2011-12 P S $ 2,459,494,796 $ 2,468,626,617 $ 6.74 3.65 $ 10.39 $ 0.3292 0.9422 $ 1.2714 4.9% 25.8 12.2% 2012-13 P S $ 2,246,527,350 $ 2,255,179,301 $ 7.32 3.80 $ 11.12 $ 0.3292 0.9422 $ 1.2714 4.5% 24.8 11.4% 2013-14 P S $ 2,157,002,870 $ 2,175,376,677 $ 7.81 3.83 $ 11.64 $ 0.3292 0.9422 $ 1.2714 4.2% 24.6 10.9% 2014-15 P S $ 2,277,718,171 $ 2,381,590,083 $ 8.31 4.09 $ 12.40 $ 0.2992 0.8800 $ 1.1792 3.6% 21.5 9.5% Primary Secondary 2015-16 City Valuation % Inc/(Dec) 2015-16 Adopted Rates 2014-15 Levy 2015-16 Levy* % Inc/(Dec) $ 2,380,457,981 $ 2,380,457,981 4.51% (0.05%) $0.2992 0.8800 $1.1792 $ 6,814,933 20,957,993 $27,772,926 $ 7,122,330 20,948,030 $28,070,360 4.51% (0.05%) 1.07% * Reflects maximum levy, but rounded down for revenue estimates to $7,122,000 primary and $20,948,000 secondary, for a total of $28,070,000. 128 City of Chandler 2015-16 Adopted Budget Resources New or Modified Fees in Citywide Fee Schedule Name of Department/Fee Current Fee Approved Fee Effective 7/1/15 $240 $283 $424 $543 $43 $119 $128 $244 $288 $430 $551 $44 $121 $130 $49 $50 $66.50 $68 $135.50 $138 City Manager - Airport T-Hangar Small Unit Monthly Fee T-Hangar Small Unit with Storage Monthly Fee T-Hangar Large Unit Monthly Fee T-Hangar Small Unit with Storage Monthly Fee Small Storage Unit Monthly Fee Large Storage Unit Monthly Fee T-Shades Monthly Fee Monthly Fee for Tie Down Spaces for Single Engine & Helicopter (less than 2,500 lbs) Monthly Fee for Tie Down Spaces for Multi-Engine & Helicopter (2,500 to 7,000 lbs) Monthly Fee for Tie Down Spaces for Turbine Engine & Helicopter (over 7,000 lbs) Community & Neighborhood Services Resident, $12/can Non-Resident, $17/can Resident, $460/hr Non-Resident, $621/hr Commercial, $690/hr Resident, $280/hr Non-Resident, $378/hr Commercial, $420/hr Resident, $20/hr Non-Resident, $27/hr Commercial, $30/hr Resident, $17/can Non-Resident, $23/can New $50/application $15/application $50/application $15/application No Charge $25/application No Charge August 2012 International (Building) Code Council Table Most Recent International (Building) Code Council Table Approximate increase of 3.8% Downtown East Event Area Rentals New Downtown Library Plaza Rentals New Paseo Vista Dog Park Rental New Trash Can Rental Management Services Auctioneers and Pawnbrokers Permits Change of Location Fee Escort and/or Introductory Service Permit Change of Location Fee Transaction Privilege Tax License Application Fee Transaction Privilege Tax License Transient Application License Fee Transportation & Development Square Foot Construction Costs 129 City of Chandler 2015-16 Adopted Budget Resources 130 GENERAL GOVERNMENT 6 Activities and Functions Accomplishments Goals, Objectives, and Performance Measurements Budget Summary Position Summary General Government B 2 E C A L P E TH E STAT CANYON GRAND An insightful place Chandler City Hall is the nerve center for municipal policy planning and service delivery. The vision and goals of current and former elected leaders continue to serve the residents of Chandler well, and will continue to do so for generations to come. Arizona Ave S Washington St E Boston St Chandler City Hall E Chicago St City of Chandler 2015-16 Adopted Budget General Government Mayor and Council City Magistrate City Attorney City Manager Administration City Clerk Civil Human Resources Buildings and Facilities Prosecutorial Communications & Public Affairs IT Service Delivery Management & Administration Liability Litigation Mayor & Council Administration IT Applications Support Liability Litigation Claims Video Production IT Infrastructure & Client Support Print, Mail, and Graphics IT Oversight Committee Operations Cultural Affairs Economic Development Center for the Arts Airport Downtown Redevelopment Library Innovations Tourism Museum Planning 131 City of Chandler 2015-16 Adopted Budget General Government The table below depicts the financial breakdown by division for the Fiscal Year 2015-16 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 Expenditures by Cost Center Mayor and Council Communications and Public Affairs City Clerk City Magistrate Law City Manager Innovations (1) 2013-14 Actual Expenditures 2014-15 Estimated Expenditures 765,709 $ 1,897,564 534,565 3,776,678 5,470,586 1,138,541 - 786,732 $ 2,089,986 788,201 4,183,379 9,218,855 1,168,571 - 806,113 $ 2,274,674 812,500 3,910,572 6,035,099 1,184,683 - 8,219,093 9,596,104 8,212,892 Economic Development Human Resources Information Technology(4) Airport(2) Buildings and Facilities Cultural Affairs (3) Neighborhood Resources (5) (6) Planning Expenditures by Category Personnel & Benefits Total Personnel Ongoing(7) (7) One-time Operating & Maintenance Capital - Major $ 2014-15 Adopted Budget 2015-16 Adopted Budget % Change Adopted to Adopted 837,550 2,317,974 617,010 4,306,286 9,141,224 1,214,156 1,456,930 6.46% 10.91% -21.72% 2.94% -0.84% 3.90% N/A 9,194,887 8,586,026 10,339,170 N/A 7.74% 8,696,199 8,777,799 9,567,743 10.02% 4,771,792 13,865,946 5,040,675 4,480,870 -67.68% 4,532,173 9,256,225 4,836,295 11,511,872 5,464,546 9,343,315 4,915,002 12,612,406 1.63% 9.56% 14,572,260 18,793,456 13,672,098 - -100.00% 1,660,157 Total $ 63,148,079 $ 85,535,596 $ 66,516,961 $ 72,052,504 N/A -15.76% $ 33,241,251 $ 34,760,744 $ 34,660,567 $ 33,549,783 3,337,231 25,784,937 4,121,890 Total $ 63,148,079 $ 34,760,744 34,660,567 34,801,379 27,616,213 15,973,473 4,240,181 85,535,596 $ 66,516,961 $ 33,498,821 50,962 20,426,778 18,075,943 72,052,504 -3.63% N/A -41.30% 13.16% -15.76% (1) Effective July 1, 2015, Innovations is estab lished as a new cost center and is separated from the Economic Development cost center. (2) Effective July 1, 2015, Airport transfers to City Manager from Economic Development. (3) Effective July 1, 2015, the Cultural Affairs Division is estab lished with the transfer of the Center for the Arts, Lib rary, and Museum cost centers from the dismantled Community Services Department. For presentation purposes, the prior year history is reflected in this summary. (4) Information Technology summary totals include Information Technology Oversight Committee (ITOC) operating and capital cost centers. (5) Effective July 1, 2015, the Neighb orhood Resources Division transfers to the newly created Community & Neighb orhood Services Department. (6) Effective July 1, 2015, the Planning Division transfers to City Manager from the Transportation & Development Department. (7) Ongoing and One-time Personnel Services detail not availab le for FY 2013-14 Actual Expenditures. 132 City of Chandler 2015-16 Adopted Budget General Government General Government Overview (continued) 2013-14 Revised 4.000 14.000 6.000 41.000 32.000 6.000 2014-15 Adopted 4.000 14.000 6.000 41.000 32.000 6.000 2014-15 Revised 4.000 14.000 6.000 41.000 32.000 6.000 0.000 42.000 0.000 42.000 0.000 42.000 Economic Development 80.300 15.000 80.300 15.000 Human Resources 20.000 Information Technology Neighborhood Resources (3) Staffing by Cost Center Mayor and Council Communications and Public Affairs City Clerk City Magistrate Law City Manager Airport(1) Buildings and Facilities Cultural Affairs (2) Planning(4) Total % Change 2015-16 Adopted to Adopted Adopted 4.000 0.00% 15.000 7.14% 6.000 0.00% 41.000 0.00% 31.000 -3.13% 6.000 0.00% N/A 6.000 43.000 2.38% 80.300 15.000 81.300 9.000 1.25% -40.00% 20.000 20.000 22.000 10.00% 52.000 52.000 52.000 53.000 1.92% 43.500 44.500 45.500 0.000 -100.00% 0.000 355.800 0.000 356.800 0.000 357.800 14.000 331.300 N/A -7.15% (1) Effective July 1, 2015, Airport transfers to City Manager from Economic Development. (2) Effective July 1, 2015, the Cultural Affairs Division is estab lished with the transfer of the Center for the Arts, Lib rary, and Museum cost centers from the dismantled Community Services Department. For presentation purposes, the prior year history is reflected in this summary. (3) Effective July 1, 2015, the Neighb orhood Resources Division is transferred to the newly created Community & Neighb orhood Services Department. Effective July 1, 2015, the Planning Division transfers to City Manager from the Transportation & Development Department. (4) 133 City of Chandler 2015-16 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, City 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 134 City Attorney City of Chandler 2015-16 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 2013-14 Actual Expenditures $ $ $ 721,323 $ 4,684 12,785 847 2,631 21,525 1,913 765,709 $ 765,709 $ 2014-15 Adopted Budget 2014-15 Adjusted Budget 730,613 $ 730,613 5,035 10,664 1,500 7,369 24,278 5,360 1,913 786,732 $ 786,732 $ 2014-15 Estimated Expenditures 768,351 $ 768,351 5,035 10,664 1,796 7,369 24,278 5,360 1,913 824,766 $ 824,766 $ 2015-16 Adopted Budget 760,000 $ 760,000 4,000 11,350 1,700 4,150 20,500 2,500 1,913 806,113 $ 806,113 $ 782,786 782,786 5,116 10,926 2,521 4,650 24,278 5,360 1,913 837,550 837,550 % Change Adopted to Adopted 7.14% 7.14% N/A 1.61% 2.46% 68.07% -36.90% 0.00% 0.00% 0.00% 6.46% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Executive Management Assistant Executive Receptionist Management Assistant Mayor and Council Assistant Total 2011-12 Revised 0 1 3 1 5 2012-13 Revised 0 0 3 1 4 2013-14 Revised 0 0 3 1 4 2014-15 Adopted 0 0 3 1 4 2014-15 Revised 3 0 0 1 4 2015-16 Adopted 3 0 0 1 4 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, three Management Assistant positions were renamed Executive Management Assistant. 135 City of Chandler 2015-16 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, and 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 2013-14 Actual Expenditures Expenditures by Cost Center Communications and Public Affairs Video Production Print, Mail, and Graphics $ 2014-15 Estimated Expenditures 2015-16 Adopted Budget Total $ 771,134 $ 363,725 762,705 1,897,564 $ 880,796 $ 394,551 814,639 2,089,986 $ 878,110 $ 553,660 842,904 2,274,674 $ 949,847 521,146 846,981 2,317,974 $ 1,345,400 $ 1,417,137 $ 1,424,000 $ 1,502,931 Total $ 552,164 1,897,564 $ 1,417,137 672,849 2,089,986 $ 1,424,000 850,674 2,274,674 $ 1,502,931 815,043 2,317,974 Expenditures by Category Personnel & Benefits Total Personnel Ongoing(1) One-time(1) Operating & Maintenance Staffing by Cost Center Communications and Public Affairs Video Production Print, Mail, and Graphics Total (1) 2014-15 Adopted Budget 2013-14 Revised 6.000 2.000 6.000 14.000 2014-15 Adopted 6.000 2.000 6.000 14.000 2014-15 Revised 6.000 2.000 6.000 14.000 Ongoing and One-time Personnel Services detail not availab le for 2013-14 Actual Expenditures. 136 % Change Adopted to Adopted 7.84% 32.09% 3.97% 10.91% 6.05% N/A 21.13% 10.91% % Change 2015-16 Adopted to Adopted Adopted 7.000 16.67% 2.000 0.00% 6.000 0.00% 15.000 7.14% City of Chandler 2015-16 Adopted Budget General Government 2014-15 Communications and Public Affairs Accomplishments  Provided emergency communication support on and after September 8 in response to unprecedented rainfall that exceeded five inches in parts of Chandler. Utilized the City’s communication tools to keep residents, employees, and media informed of the citywide response to assess and fulfill the need for immediate services.  Redesigned the City’s news release page and launched the City’s newsroom on www.chandleraz.gov. It now serves as the online source for news, featured programs, columns, videos, and photos and includes links to the City’s social media accounts and other news sources.  Launched the Mayor’s Teen Academy to teach high school students about the inner workings of municipal government. This five-day program included interactions with the City Council and multiple departments to better understand how the City is run.  Coordinated the State of the City address to highlight key accomplishments and recognized the second annual Neighborhood Excellence Award recipients.  For the fourth year in a row, coordinated “Budget Connect” – the City of Chandler’s online community Budget Meeting to discuss the City’s budget and Capital Improvement Program.  Coordinated and produced the City of Chandler’s third annual “Health Connect Expo” – a day of fitness and wellness held at Tumbleweed Recreation Center as well as the City of Chandler "Operation Welcome Home” – an event to honor military men and women upon their return from active duty or as they leave for service.  Assisted with planning, logistics, and publicity for numerous City events, including the Mayor's Listening Tour, Veterans Expo, Neighborhood “Do-It-Yourself” Connect, Multicultural Festival, Indian Art Market, Celebration of Unity, Cinco de Mayo Celebration, Chandler Science Spectacular and EPIC Fest, Taiwan Little League visit, Trashion Fashion show, Operation Back to School supply drive, and the Chandler Family Bike Ride.  Initiated the Chandler News & Events pages which appear monthly in two local newspapers as part of the City’s efforts to provide residents with information about City news, programs, and events.  Produced the Communications Roadmap to provide guidance for City departments and employees as well as describe protocols, resources, and tools for communication activities.  Received the 3CMA Savvy Award for the Alma School – Ray Back to Business event in recognition of outstanding local government achievement in communications, public-sector marketing, and citizengovernment relationships for this unique end of roadway construction event.  Assisted with the community outreach and promotion of the General Plan Update, including the selection process for Citizens Advisory Committee members to guide the planning process. Developed graphic and web content, videos, news materials, and ads to promote the plan and public input opportunities.  Coordinated the Chamber Leadership Institute Government Issue Day and presented at its Media Day class.  Coordinated the advertising and promotional campaign to hire workers for the City’s mid-decade Census.  The Video Production Division videotaped 55 public meetings, coordinated 39 studio shoots, and produced more than 50 cable access programs and public service announcements.  The Print, Mail, and Graphics Division completed more than 2,000 print requests in-house and processed more than 350 requests through the City’s Overflow and Business Card printing contracts, using a new Lucity application that allows City staff to input their printing requests electronically.  The Print, Mail, and Graphics Division processed more than 1.3 million pieces of outgoing mail, taking measures to qualify for the greatest discounts possible, saving the City thousands in postage costs. The staff also provided support throughout the transition to the new utility billing system. 137 City of Chandler 2015-16 Adopted Budget General Government    Communications and Public Affairs - 1070    2015-16 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, and maintain and oversee the City of Chandler’s Intranet site, Chanweb, and oversee social media sites – Facebook, Twitter, and YouTube. Measures News releases (English and Spanish) 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 316 288 300 294 300 Council columns/journal articles 55 51 48 46 46 Newsletters 64 64 64 64 64 Public record requests 24 21 22 20 20 9 8 8 11 11 10,494 9,535 10,500 10,000 10,000 9,785 267,667 8,242,799 12,557 381,680 7,500,647 9,750 300,000 7,500,000 14,381 441,130 9,099,172 15,000 450,000 8,500,000 7 7 7 12 10 Public awareness/marketing campaigns Citizens’ requests for services entered into computerized tracking system - Lucity Web-related measures: Unique visitors per day Unique visitors per month Hits per month Public meeting logistics/facilitation * 2014-15 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 138 City of Chandler 2015-16 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 2013-14 Actual Expenditures $ 2014-15 Adopted Budget 672,751 $ 53,846 35,938 1,030 1,315 4,449 1,805 771,134 $ 771,134 $ $ $ 2014-15 Adjusted Budget 740,210 $ 740,210 75,130 46,878 1,000 6,825 6,753 4,000 880,796 $ 880,796 $ 2014-15 Estimated Expenditures 748,565 $ 748,565 99,983 46,878 1,470 6,825 6,753 4,000 914,474 $ 914,474 $ 2015-16 Adopted Budget 731,000 $ 731,000 85,000 48,840 1,470 3,200 4,600 4,000 878,110 $ 878,110 $ 804,052 804,052 78,058 49,687 2,500 5,050 6,500 4,000 949,847 949,847 % Change Adopted to Adopted 8.62% 8.62% N/A 3.90% 5.99% 150.00% -26.01% -3.75% 0.00% 7.84% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Communications/Public Affairs Director Information Specialist Management Assistant Public Information Officer Security Officer Senior Executive Assistant Total 2011-12 Revised 1 1 0 3 0 1 6 2012-13 Revised 1 1 0 3 0 1 6 2013-14 Revised 1 1 0 3 0 1 6 2014-15 Adopted 1 1 0 3 0 1 6 2014-15 Revised 1 1 1 3 0 0 6 2015-16 Adopted 1 1 1 3 1 0 7 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one Senior Executive Assistant position was renamed Management Assistant. Fiscal Year 2015-16 reflects the addition of one Security Officer position with associated one-time and ongoing operations and maintenance funding. The funding for this position is partially offset by a reduction within the NonDepartmental cost center 1290. 139 City of Chandler 2015-16 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. Division: Cost Center: Video Production 1071 2015-16 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 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 130 135 140 141 140 56 50 50 50 50 2014-15 Projected 2014-15 Year End Estimate * 2015-16 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 2012-13 Actual 2013-14 Actual 51 53 55 55 55 48 49 50 50 50 * 2014-15 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. 140 City of Chandler 2015-16 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 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 10 10 10 15 10 11 10 10 10 10 * 2014-15 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. 141 City of Chandler 2015-16 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 2013-14 Actual Expenditures $ $ $ 220,905 $ 97,999 2,600 3,851 2,009 2,865 31,246 2,250 363,725 $ 363,725 $ 2014-15 Adopted Budget 2014-15 Adjusted Budget 216,786 $ 216,786 140,384 8,544 5,666 1,571 2,000 17,350 2,250 394,551 $ 394,551 $ 2014-15 Estimated Expenditures 225,123 $ 225,123 176,652 10,544 5,666 1,571 6,000 125,093 2,250 552,899 $ 552,899 $ 2015-16 Adopted Budget 224,500 $ 224,500 181,652 7,594 5,300 1,571 5,700 125,093 2,250 553,660 $ 553,660 $ 219,881 219,881 237,384 8,544 5,666 1,571 2,000 43,850 2,250 521,146 521,146 % Change Adopted to Adopted 1.43% 1.43% N/A 69.10% 0.00% 0.00% 0.00% 0.00% 152.74% 0.00% 32.09% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Video Production Coordinator Video Production Specialist Total 2011-12 Revised 1 1 2 2012-13 Revised 1 1 2 2013-14 Revised 1 1 2 2014-15 Adopted 1 1 2 2014-15 Revised 1 1 2 2015-16 Adopted 1 1 2 Significant Budget and Staffing Changes Fiscal Year (FY) 2014-15 reflects increased spending due to one-time savings carryforward from FY 2013-14 related to the government and educational access programs. FY 2015-16 reflects additional one-time funding for government access programming, contract services to supplement video production capabilities, and for vehicle replacement. 142 City of Chandler 2015-16 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. Division: Cost Center: Print, Mail, and Graphics 1210 2015-16 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 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected Printing completed on requested date 100% 100% 90% 100% 98% Printing requests processed 2,362 2,576 2,000 2,508 2,000 3,109,265 (1) 5,000,000 4,900,225 5,000,000 670 650 700 700 Impressions printed for jobs processed Citywide graphic design projects (1) 2012-13 Actual 5,060,067 620 Impressions for the monthly CityScope newsletter are included in the total impressions beginning with Fiscal Year (FY) 2013-14. 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) 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * Mailing processes completed within 24 hours 100% 100% 90% 100% Utility bill and sales tax item volume to be mailed 1,211,433 1,182,950 1,100,000 1,151,357 2015-16 Projected 100% (2) 1,120,000 The State of Arizona is expected to take over some of the functions relating to local sales tax collection in January 2016. Due to this change, a slight reduction in mailing volume is anticipated in FY 2015-16, with more significant impacts expected in FY 2016-17. * 2014-15 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. 143 City of Chandler 2015-16 Adopted Budget General Government    Print, Mail, and Graphics – 1210    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Office Furniture/Equipment Capital Replacement Total Cost Center - 1210 General Fund 2013-14 Actual Expenditures $ $ $ 451,743 $ 19,116 268,708 434 8,779 13,925 762,705 $ 762,705 $ 2014-15 Adopted Budget 2014-15 Adjusted Budget 460,141 $ 460,141 70,783 10,000 259,040 750 13,925 814,639 $ 814,639 $ 2014-15 Estimated Expenditures 466,698 $ 466,698 88,919 10,000 265,505 750 13,925 845,797 $ 845,797 $ 2015-16 Adopted Budget 468,500 $ 468,500 84,646 10,000 265,083 750 13,925 842,904 $ 842,904 $ 478,998 478,998 80,783 13,485 259,040 750 13,925 846,981 846,981 % Change Adopted to Adopted 4.10% 4.10% N/A 14.13% 34.85% 0.00% 0.00% N/A 0.00% 3.97% * Ongoing and One-time Personnel Services detail not available for 2013-14 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 2011-12 Revised 3 0 1 0 1 1 6 2012-13 Revised 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 2014-15 Revised 2 1 0 1 1 1 6 2015-16 Adopted 2 1 0 1 1 1 6 Significant Budget and Staffing Changes Fiscal Year 2015-16 reflects additional ongoing funds for printing and software maintenance. The printing will have a 100% revenue offset. 144 City of Chandler 2015-16 Adopted Budget General Government Division: Cost Center: City Clerk 1030 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. 2014-15 City Clerk Accomplishments  Conducted August 2014 Primary Election for City Council offices and a Home Rule proposition.  Conducted November 2014 General Election for a City Charter amendment.  Received favorable audit results from U.S. Passport Services.  Recorded highest year-to-date for passport acceptance.  Conducted Open Meeting Law training for members at several Board and Commission meetings. 2015-16 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 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 75 85 80 80 80 Meeting notices posted 584 564 580 575 550 City Council actions and agenda items prepared 834 780 850 820 800 * 2014-15 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. 145 City of Chandler 2015-16 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. 2012-13 Actual Measure Contractual documents processed 2013-14 Actual 917 2014-15 Projected 2014-15 Year End Estimate * 897 843 858 2015-16 Projected 850 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 and for political committees participating in local elections. 2012-13 Actual Measures Aug 1 Nov 1 122,844 Municipal elections Registered voters Total ballots processed Voter turnout percentage 2013-14 Actual 2014-15 Year End Estimate * 2014-15 Projected 2015-16 Projected 0 Aug 1 Nov 1 Aug 1 Nov 1 0 120,376 N/A 130,970 130,970 131,874 128,552 N/A 28,428 94,939 N/A 32,740 104,770 29,481 55,204 N/A 23% 79% N/A 25% 80% 22% 43% N/A 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 2012-13 Actual 2013-14 Actual 10,649 528 11,950 532 * 2014-15 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. 146 2014-15 Projected 9,600 650 2014-15 Year End Estimate * 12,000 600 2015-16 Projected 12,500 550 City of Chandler 2015-16 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 2013-14 Actual Expenditures $ $ $ 459,937 $ 459,937 21,055 5,224 1,629 40,097 6,623 534,565 $ 534,565 $ 2014-15 Adjusted Budget 2014-15 Adopted Budget 534,632 $ 534,632 27,000 174,919 2,500 40,650 8,500 788,201 $ 788,201 $ 2014-15 Estimated Expenditures 544,826 $ 544,826 32,704 198,919 2,671 40,650 16,500 836,270 $ 836,270 $ 2015-16 Adopted Budget 529,800 $ 529,800 30,000 201,750 2,500 36,450 12,000 812,500 $ 812,500 $ 538,441 538,441 29,000 2,100 2,500 35,850 9,119 617,010 617,010 % Change Adopted to Adopted 0.71% 0.71% N/A 7.41% -98.80% 0.00% -11.81% 7.28% -21.72% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Assistant City Clerk City Clerk City Clerk's Assistant City Clerk Management Assistant Customer Service Representative Executive Assistant Senior Administrative Assistant Total 2011-12 Revised 1 1 2 0 2 0 0 6 2012-13 Revised 0 1 0 2 2 1 0 6 2013-14 Revised 0 1 0 2 2 1 0 6 2014-15 Adopted 0 1 0 2 2 1 0 6 2014-15 Revised 0 1 0 2 2 0 1 6 2015-16 Adopted 0 1 0 2 2 0 1 6 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one Executive Assistant was renamed Senior Administrative Assistant. Operating Supplies in Fiscal Year (FY) 2015-16 reflects the removal of the FY 2014-15 one-time addition for 2014 election supplies. 147 City of Chandler 2015-16 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. 2014-15 City Magistrate Accomplishments  Implemented a paperless photo enforcement citation process.  Improved audio technology in courtrooms by replacing existing equalizers.  Continued efforts 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 on-going expenditures. 2015-16 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) 2012-13 Actual 41 3 38,240 2013-14 Actual 23 2 39,667 2014-15 Projected 40 2 41,500 2014-15 Year End Estimate * 25 2 40,000 2015-16 Projected 30 2 40,000 88% (1) N/A (1) N/A 88% (1) N/A (1) N/A 90% 45,000 50 sec 89% 50,000 50 sec 90% 50,000 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. * 2014-15 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 148 City of Chandler 2015-16 Adopted Budget General Government    City Magistrate - 1050    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingencies/Reserves Machinery/Equipment Total Cost Center - 1050 General Fund 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget $ 3,403,598 $ 3,791,757 $ 3,846,842 $ 3,515,500 $ 3,836,164 3,836,164 3,515,500 3,791,757 3,846,842 310,460 304,530 304,460 304,460 301,364 39,500 42,132 42,800 46,564 35,878 14,450 11,000 11,717 11,714 9,903 21,985 15,250 15,282 15,282 13,988 192 400 400 400 400 312 16,675 15,830 16,010 16,010 11,443 582 956 956 72,000 $ 3,776,678 $ 4,183,379 $ 4,242,231 $ 3,910,572 $ 4,306,286 $ 3,776,678 $ 4,183,379 $ 4,242,231 $ 3,910,572 $ 4,306,286 % Change Adopted to Adopted 1.17% 1.17% N/A 0.02% -7.71% 23.36% 43.86% N/A 0.00% 4.15% -39.12% N/A 2.94% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Business Systems Support Analyst 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 Management Assistant Presiding City Magistrate Probation Monitoring Officer Senior Executive Assistant Systems Analyst Total 2011-12 Revised 0 3 1 16 3 1 3 1 4 3 1 1 0 1 2 1 1 42 2012-13 Revised 0 3 1 15 3 1 3 1 4 3 1 1 0 1 2 1 1 41 2013-14 Revised 0 3 1 15 6 1 0 1 4 3 1 1 0 1 2 1 1 41 2014-15 Adopted 0 3 1 15 6 1 0 1 4 3 1 1 0 1 2 1 1 41 2014-15 Revised 1 3 1 15 6 1 0 1 4 3 1 1 1 1 2 0 0 41 2015-16 Adopted 1 3 1 15 6 1 0 1 4 3 1 1 1 1 2 0 0 41 Significant Budget and Staffing Changes Fiscal Year 2015-16 includes increased one-time funding for the purchase of a video surveillance system and digital court recording software utilizing Court Enhancement funds, as well as ongoing funding for maintenance required for these purchases. 149 City of Chandler 2015-16 Adopted Budget General Government Law 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. Law Department The table below depicts the breakdown by division for the Fiscal Year 2015-16 Law Department budget. Subsequent pages provide cost center descriptions, goals and objectives, performance measurements, budget summaries, authorized positions, and highlights of significant changes. Division: Cost Center: Civil 1300 Law Overview 2013-14 Actual Expenditures Expenditures by Cost Center $ 2014-15 Estimated Expenditures 2015-16 Adopted Budget Total $ 3,221,622 $ 1,340,031 908,933 5,470,586 $ 3,572,717 $ 1,676,423 3,969,715 9,218,855 $ 3,622,359 $ 1,462,415 950,325 6,035,099 $ 3,495,496 1,676,013 3,969,715 9,141,224 $ 3,514,102 $ 3,866,881 $ 3,917,900 $ 3,779,197 Total $ 1,956,484 5,470,586 $ 3,866,881 5,351,974 9,218,855 $ 3,917,900 2,117,199 6,035,099 $ 3,779,197 5,362,027 9,141,224 Law Liability Litigation Liability Litigation Claims Expenditures by Category Personnel & Benefits Total Personnel Ongoing(1) (1) One-time Operating & Maintenance Staffing by Cost Center Law Liability Litigation Total (1) 2014-15 Adopted Budget 2013-14 Revised 28.000 4.000 32.000 2014-15 Adopted 28.000 4.000 32.000 2014-15 Revised 28.000 4.000 32.000 Ongoing and One-time Personnel Services detail not availab le for FY 2013-14 Actual Expenditures. 150 % Change Adopted to Adopted -2.16% -0.02% 0.00% -0.84% -2.27% N/A 0.19% -0.84% % Change 2015-16 Adopted to Adopted Adopted 27.000 -3.57% 4.000 0.00% 31.000 -3.13% City of Chandler 2015-16 Adopted Budget General Government 2014-15 Law Department Accomplishments  Provided legal support advice and drafting for water allocation ordinance and water purchases.  Completed project for electronic tracking of active case files in Prosecutors Office.  Completed assessment of existing Case Management System used in Prosecutors Office and Municipal Court.  Completed portion of automation of file labels on Prosecutors’ case files from shared data from Municipal Court.  Integrated in-house Litigation Unit and Risk Management function so that potential liability is handled holistically from beginning to end as well as preservation of testimony and evidence for cases that may result in lawsuits.  Expanded pro-active communications and training for other City departments (and Boards & Commissions) in areas of Open Meeting Law, Public Records law, contracts, risk management, and employees’ involvement in liability cases.  Continued support for Economic Development by providing legal advice and drafting for development, economic development, and redevelopment projects.  Proactively provided legal advice at the beginning of City projects to lessen legal issues and improve the final projects. This includes everything from providing legal advice when problematic employee disciplinary actions are contemplated as well as early integration of attorneys in complex development agreements.  Increased Code Enforcement support from both Prosecutors and Civil attorneys.  Continued to increase focus on domestic violence and DUI prosecution.  Enhanced use of communications tools to assist employees in other City departments, such as the Police Department Legal Advisors continued publication of a periodic newsletter as well as their provision of training sessions regarding changes in criminal law and employment law issues.  Provided representation for Police Department racketeering forfeiture cases. 151 City of Chandler 2015-16 Adopted Budget General Government    Law - 1300    2015-16 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 (1) annually. ♦ Assist in negotiating and drafting transactional documents for all City departments. ♦ Provide advice and assist in creating training for public records disclosure and retention. ♦ Provide timely response to environmental and water regulatory issues and work collaboratively with the Environmental Management Division and Municipal Utilities Department to resolve these issues. ♦ Conduct litigation regarding various areas, i.e., bankruptcy, housing, contract disputes, tax issues, forfeitures, interpleader actions, water rights, etc. (2) ♦ Continue to file all forfeiture actions with the Superior Court. 2014-15 2012-13 2013-14 2014-15 Year End 2015-16 Measures Actual Actual Projected Estimate * Projected Legal opinions - verbal 11,900 12,006 11,900 11,900 11,900 Legal opinions - written 1,300 1,291 1,300 1,300 1,300 Documents/pleadings reviewed/revised 7,800 5,990 7,800 5,992 5,992 Documents/pleadings prepared 3,350 5,158 3,350 5,992 5,992 Meetings attended in advisory capacity 4,200 4,902 4,200 5,000 5,000 Number of pending water issues 65 65 49 25 25 Number of hours of class training for police officers 25 25 25 25 25 Number of hours of open meeting and public record retention training for City (3) boards and commissions N/A N/A N/A 10 10 (1) Objective increased from 10 hours in Fiscal Year (FY) 2012-13 to 20 hours in FY 2013-14. Indicator added in FY 2012-13 and modified FY 2014-15 to add training for City boards and commissions. (3) New measure effective FY 2015-16. (2) * 2014-15 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. 152 City of Chandler 2015-16 Adopted Budget General Government Division: Cost Center: Prosecutorial 1300 Prosecutorial 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. 2015-16 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 quality 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. ♦ Represent 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. ♦ Perform initial review of 90% 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. ♦ Flag the prosecutor’s file to indicate whether the case involves a Spanish-speaking victim. If so, provide 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. 2014-15 2012-13 2013-14 2014-15 Year End 2015-16 Measures Actual Actual Projected Estimate * Projected Pre-trial conferences 9,812 9,898 11,044 9,356 10,292 Trials/jury trials 1,318 1,088 1,236 1,024 1,126 DUI cases 1,150 1,052 1,352 1,052 1,157 Domestic violence charges 2,333 2,267 2,595 2,186 2,405 Prosecutor review/charging decisions 2,673 2,771 3,062 3,024 3,326 Victims’ rights notifications 8,183 8,165 9,206 9,078 9,986 Prosecutor’s Office contacts with victims 5,969 2,943 8,072 2,882 3,170 * 2014-15 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 153 City of Chandler 2015-16 Adopted Budget General Government    Law – 1300    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Office Furniture/Equipment Total Cost Center - 1300 General Fund General Fund - Domestic Violence Grant Fund Grand Total 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget $ 3,108,653 $ 3,425,473 $ 3,483,784 $ 3,477,900 $ 3,338,139 3,425,473 3,483,784 3,477,900 3,338,139 21,240 50,500 50,500 50,000 50,500 50,522 60,073 59,073 67,609 58,169 4,232 6,946 7,337 4,000 6,946 5,164 8,994 8,994 4,150 7,011 17,904 20,731 18,725 18,700 20,731 13,907 14,000 $ 3,221,622 $ 3,572,717 $ 3,628,413 $ 3,622,359 $ 3,495,496 $ 3,188,622 $ 3,537,717 $ 3,593,219 $ 3,589,459 $ 3,460,487 15,000 15,000 15,000 15,000 15,000 18,000 20,000 20,194 17,900 20,009 $ 3,221,622 $ 3,572,717 $ 3,628,413 $ 3,622,359 $ 3,495,496 % Change Adopted to Adopted -2.55% -2.55% N/A 0.00% -3.17% 0.00% -22.05% 0.00% N/A -2.16% * Ongoing and One-time Personnel Services detail not available for 2013-14 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 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 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 2014-15 Revised 5 2 0 5 1 1 1 1 1 4 5 1 0 1 28 2015-16 Adopted 5 2 0 5 0 1 1 1 1 4 5 1 0 1 27 Significant Budget and Staffing Changes Effective July 1, 2015, one Associate City Attorney position is moved to the Transportation & Development Department, cost center 3020, Engineering, and reclassified to GIS Manager. Fiscal Year 2015-16 includes one-time funding for a multi-function copier in the Prosecutors Office. 154 City of Chandler 2015-16 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. Division: Cost Center: Liability Litigation 1310 2015-16 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 2012-13 Actual 12 2013-14 Actual 14 2014-15 Projected 15 2014-15 Year End Estimate * 15 2015-16 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. ♦ Establish contact within 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 Claims filed Percent of filings responded to within 24hours Claims filed <$5,000 Cost of risk (1) Liability and property subrogation (1) 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 202 188 196 234 184 100% 100% 100% 100% 100% 177 162 173 122 174 1% 1% 1% 1% 1% 87 134 96 82 108 “Cost of risk” equals = Claims Paid Expenses + Risk Mgmt. Administration + Insurance Premiums divided by City of Chandler Total Operating Budget. * 2014-15 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. 155 City of Chandler 2015-16 Adopted Budget General Government    Liability Litigation – 1310    Budget Summary 2013-14 Actual Expenditures Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Total Cost Center - 1310 Insured Liability Self Insurance Fund 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget $ 405,449 $ 441,408 $ 452,715 $ 440,000 $ 441,058 441,408 452,715 440,000 441,058 75,561 75,000 83,415 41,500 75,000 1,169 10,760 11,090 13,194 10,700 350 350 1,878 350 1,142 6,828 6,828 3,000 6,828 855,318 1,135,000 1,135,000 960,768 1,135,000 1,393 7,077 7,077 2,075 7,077 $ 1,340,031 $ 1,676,423 $ 1,696,475 $ 1,462,415 $ 1,676,013 $ 1,340,031 $ 1,676,423 $ 1,696,475 $ 1,462,415 $ 1,676,013 % Change Adopted to Adopted -0.08% -0.08% N/A 0.00% -0.56% 0.00% 0.00% 0.00% 0.00% -0.02% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Assistant City Attorney Legal Secretary Paralegal Risk Management Services Specialist Risk Services Coordinator Total 2011-12 Revised 1 0 1 0 0 2 2012-13 Revised 1 0 1 1 1 4 2013-14 Revised 1 0 1 1 1 4 2014-15 Adopted 1 0 1 1 1 4 2014-15 Revised 1 1 1 0 1 4 2015-16 Adopted 1 1 1 0 1 4 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one Risk Management Services Specialist position was reclassified to Legal Secretary. 156 City of Chandler 2015-16 Adopted Budget General Government Division: Cost Center: Liability Litigation Claims 1311 Budget Summary 2013-14 2014-15 2014-15 2014-15 2015-16 Adopted Adjusted Adopted Actual Estimated Description Budget Budget Budget Expenditures Expenditures Professional/Contract $ 448,786 $ 439,272 $ 439,272 $ 139,300 $ 439,272 Operating Supplies 30 311,092 311,092 239,225 311,092 Repairs/Maintenance 166,806 268,962 274,476 256,800 268,962 Insurance/Taxes 199,714 2,805,717 2,805,717 200,000 2,805,717 Street Improvements 93,598 144,672 206,382 115,000 144,672 Total Cost Center - 1311 908,933 $ 3,969,715 $ 4,036,939 $ $ 950,325 $ 3,969,715 Insured Liability Self Insurance Fund $ 908,933 $ 3,969,715 $ 4,036,939 $ 950,325 $ 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. 157 City of Chandler 2015-16 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 2014-15 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.  Successfully negotiated with the Meet and Confer employee groups.  Completed the installation of a solar array at the Downtown Library and the Police Property and Evidence Building.  Established two new Departments and successfully hired new Directors for the Cultural Affairs Department and Community & Neighborhood Services Department.  Successfully hired a new Economic Development Director and Airport Manager.  With Municipal Utilities and Management Services, coordinated an in-depth analysis of cost of service for utility rates.  Worked with Economic Development on the Adaptive Reuse Study.  Oversaw operations and management at Chandler Innovations, the City’s Biotech Incubator. 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 and forums. 158 City of Chandler 2015-16 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 Total Cost Center - 1040 General Fund 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget $ 1,103,468 $ 1,112,669 $ 1,134,303 $ 1,134,203 $ 1,158,254 1,158,254 1,134,203 1,134,303 1,112,669 4,500 4,000 4,500 4,500 5,364 10,500 10,500 10,500 10,500 7,549 2,270 1,600 2,270 2,000 1,230 18,880 19,300 19,300 19,300 9,599 16,000 15,500 16,000 16,000 11,330 3,332 3,602 3,602 $ 1,138,541 $ 1,168,571 $ 1,190,475 $ 1,184,683 $ 1,214,156 $ 1,138,541 $ 1,168,571 $ 1,190,475 $ 1,184,683 $ 1,214,156 % Change Adopted to Adopted 4.10% 4.10% N/A 0.00% 0.00% 13.50% 0.00% 0.00% -7.50% 3.90% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Assistant City Manager Assistant to City Manager City Manager Executive Assistant to the City Manager Executive Management Assistant Intergovernmental Affairs Coordinator Total 2011-12 Revised 2 1 1 0 0 1 5 2012-13 Revised 2 1 1 1 0 1 6 2013-14 Revised 2 1 1 1 0 1 6 2014-15 Adopted 2 1 1 1 0 1 6 2014-15 Revised 2 1 1 0 1 1 6 2015-16 Adopted 2 1 1 0 1 1 6 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one Executive Assistant to the City Manager position was renamed Executive Management Assistant. 159 City of Chandler 2015-16 Adopted Budget General Government Division: Cost Center: Innovations 1590 Innovations is a 63,000 square foot state-of-the-art facility with wet and dry labs that promotes and supports innovative entrepreneurs in the life sciences and emerging technology industries. 2015-16 Performance Measurements Goal:(1) Provide mentoring opportunities for existing companies to assist with business development. Provide quality facilities to entrepreneurial companies. Supports Priority Based Budgeting Goal(s): Sustainable Economic Health Objectives:(1) ♦ Engage current tenants in monthly meetings with staff to assist companies with their growth and development ♦ Identify community mentors in the areas of intellectual property, marketing, social media, grant writing, and other areas of business to provide additional services to clients. Measures(1) Number of monthly meetings with Innovations staff and tenants Percentage of facility leased Number of mentor group services provided (1) 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected N/A N/A N/A N/A 60 N/A N/A N/A 74% 70% N/A N/A N/A N/A 4 Cost center 1590, Innovations, is created effective July 1, 2015. As a result, all Goals, Objectives, and Measures are newly developed for Fiscal Year 2015-16. * 2014-15 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. Budget Summary Description Professional/Contract Operating Supplies Rents/Utilities Total Cost Center - 1590 General Fund 2013-14 2014-15 Actual Adopted Expenditures Budget $ - $ $ - $ $ - $ 2014-15 Adjusted Budget - $ - $ - $ - 2014-15 2015-16 Estimated Adopted Expenditures Budget $ - $ 135,800 7,850 1,313,280 $ - $ 1,456,930 $ - $ 1,456,930 % Change Adopted to Adopted N/A N/A N/A N/A * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Significant Budget Changes Fiscal Year 2015-16 ongoing Innovations Operating Supplies and Rents/Utility funding was transferred from cost center 1520, Economic Development. In addition, a one-time addition to Professional/Contract is reflected for potential enhancements from a consultant study currently in process. 160 City of Chandler 2015-16 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. Division: Cost Center: Airport 4100 2014-15 Airport Accomplishments  Airport Total Operations in 2014 were 217,672 – a 2.8% increase over 2013 (14th Busiest General Aviation Airport in the United States (US); 42nd Busiest US Airport).  Executed development lease with WingSpan for multi-phase, $50+ million corporate hangar/office development.  Completed construction of 19 new private aircraft hangars.  Started Airport Economic Impact Analysis to measure the Airport's direct, indirect, and induced economic impacts.  Completed Airport Erosion Control Project to stabilize runway and taxiway infield.  Received $3.5 million in commitments in FAA and ADOT airport improvement program grant funding for airport infrastructure.  Started design for the Airport Safety Area Drainage project which will eliminate ponding at the southern ends of the runways.  Completed the rewiring of the Taxiway A lighting system.  Successfully supported Super Bowl XLIX business activity in partnership with the FAA and other metropolitan area airports.  Started Airport Wildlife Mitigation Study to study methods to reduce vehicle-wildlife conflicts. 161 City of Chandler 2015-16 Adopted Budget General Government    Airport - 4100    2015-16 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 City fueling services, gallons Fixed base operator fueling service, gallons Cost per air traffic operation (noncapital costs) Percent of enterprise operating fund expenses to total airport operating expenses (excluding capital) Number of airport safety inspections conducted Number of qualified prospects (prospective development and business) 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 51,975 47,666 57,848 53,479 55,258 488,988 597,022 531,349 562,185 574,617 $5.35 $5.46 $5.79 $5.61 $5.34 83% 85% 79% 77% 79% 354 354 354 354 354 12 4 10 10 10 * 2014-15 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 162 City of Chandler 2015-16 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 2012-13 Actual 2013-14 Actual $1,659,330 $483,139 5 3 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected $3,493,273 $2,576,188 $1,559,254 4 2 2 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. ♦ Provide maintenance on t-hangars at least once per year. 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 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 Tie-down (based)/occupancy rate(2) 12/100% 12/100% 12/100% 12/100% 12/100% 139/48% 144/51% 160/55% 150/55%(1) 160/59%(1) Measures (1) (2) The Aircraft Parking project eliminated fifteen tie downs and created two additional helicopter transient tie downs. Tie-down occupancy rates declined starting in Fiscal Year 2008-09 due to construction of 89 additional tie-downs. * 2014-15 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 163 City of Chandler 2015-16 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 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 556,428 $ 530,401 $ 547,866 $ 556,428 547,866 22,404 18,103 140,723 280,443 280,463 245,724 35,532 47,474 76,379 5,723 5,723 5,557 29,785 15,381 29,785 84,858 83,645 84,858 12,093 12,093 9,059 39 10,493 10,493 10,493 $ 1,076,554 $ 1,036,838 $ 1,078,626 $ $ 1,076,554 $ 1,036,838 $ 1,078,626 $ $ * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. 164 2015-16 Adopted Budget 554,404 529,390 $ 529,390 554,404 18,873 16,780 280,374 177,917 85,871 47,474 5,723 4,212 23,632 29,785 84,000 84,858 12,826 12,093 10,493 10,493 947,214 $ 1,041,984 947,214 $ 1,041,984 % Change Adopted to Adopted 1.19% 1.19% N/A -7.31% -0.02% 0.00% 0.00% 0.00% 0.00% 0.00% N/A 0.00% 0.50% City of Chandler 2015-16 Adopted Budget General Government    Airport - 4100    Authorized Positions Position Title Airport Administrator Airport Manager Airport Operations & Maintenance Supervisor Airport Operations & Maintenance Technician Executive Assistant Management Analyst Management Assistant Senior Administrative Assistant Senior Economic Development Specialist Total 2011-12 Revised 0 1 1 2 1 0 1 0 0 6 2012-13 Revised 0 0 1 2 1 0 1 0 1 6 2013-14 Revised 0 0 1 2 1 0 1 0 1 6 2014-15 Adopted 0 0 1 2 1 0 1 0 1 6 2014-15 Revised 1 0 1 2 0 1 0 1 0 6 2015-16 Adopted 1 0 1 2 0 1 0 1 0 6 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one Executive Assistant position was renamed Senior Administrative Assistant and one Management Assistant position was renamed Management Analyst. During Fiscal Year (FY) 2014-15, the Senior Economic Development Specialist position was reclassified to Airport Administrator. Effective July 1, 2015, the Airport cost center transfers from Economic Development to the City Manager’s Office. FY 2015-16 reflects an ongoing aviation fuel increase in Operating Supplies. This increase will be offset by aviation fuel sale revenue income. A General Fund subsidy of $907,738 is built into the budget to cover an anticipated shortfall between revenues and expenses in FY 2015-16, including grant match requirements for proposed capital projects and several priority maintenance projects paid with operating funds; $763,584 of the subsidy is for new and carryforward 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 airport security system improvements. 165 City of Chandler 2015-16 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 Building/Improvements Machinery/Equipment Airport Improvements Total Cost Center - 4110 Grant Capital Fund Airport Bond Fund Airport ADOT Loan Fund Airport Operating Fund Grand Total 2013-14 Actual Expenditures $ $ $ $ 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures - $ - $ - $ 501,183 253,000 6,038 446 3,717 1,281,011 275,000 275,000 6,164,780 5,097,072 858,521 868,722 $ 6,906,083 $ 6,940,963 $ 817,424 $ 4,764,638 $ 4,741,762 $ 179,133 152,896 14,120 1,163,500 1,163,500 856,568 825,049 37,178 868,722 $ 6,906,083 $ 6,940,963 $ 2015-16 Adopted Budget 1,282 $ 1,282 125,638 230 109,018 1,695,642 168,397 5,445,347 775,380 776,892 $ 7,544,042 586,972 $ 5,270,804 316,154 202 1,193,500 763,584 189,718 776,892 $ 7,544,042 % Change Adopted to Adopted N/A N/A N/A -50.34% N/A N/A 32.37% N/A -100.00% 6.83% 9.24% * Ongoing and One-time Personnel Services detail not available for 2013-14 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) 2015-16 incorporates the carryforward of unexpended program funding from FY 2014-15. Detail on the capital program is available in the 2016-2025 Capital Improvement Program. Effective July 1, 2015, the Airport Capital cost center transfers from the Economic Development Division to the City Manager’s Office. 166 City of Chandler 2015-16 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. 2014-15 Building and Facilities Accomplishments  Completed the installation of new carpet at Fire Stations #2 and #4.  Completed 5,188 work orders with 42% of that total being preventative maintenance work orders. This is an increase of 22% from Fiscal Year 2013-14.  Painted exteriors of the Chandler Center for the Arts and McCullough-Price House.  Replaced the lower roof at the Information Technology building and re-roofed Police Property and Evidence and Fire Station #8.  Completed Phase 1 and 2 remodeling at Transportation & Development, including HVAC replacement, work space modifications, paint, and flooring.  Refurbished the interior of Fire Station #6, including new polished concrete flooring, carpet, interior painting, and new kitchen cabinet doors.  Rebuilt the chiller at the Transportation & Development building.  Installed new security gates at Fire Stations #4, #6, #7.  Repaired the floor drain at Fleet Services.  Replaced 11 old light poles at the Downtown Library front landscaping.  Completed improvements to the Downtown Library central plant for improved efficiency.  Replaced bay doors at Fire Stations #1 and #3.  Painted interiors at the Chandler Courts, Main Police Station, and Tumbleweed Recreation Center.  Installed new flooring in the Snedigar Recreation Center, Senior Center, and Community Center multipurpose rooms, and in the Snedigar dance rooms.  Installed new electrified partitions walls and acoustical ceiling in the Community Center multi-purpose rooms.  Installed new roof platforms at the Information Technology and Transportation & Development buildings, allowing maintenance staff to safely access building roofs without the need of ladders. 167 City of Chandler 2015-16 Adopted Budget General Government    Buildings and Facilities – 3200    2015-16 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 (1) 2012-13 Actual 2013-14 Actual $1.61 $1.58 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected $1.50 $1.57 $1.80(1) The increase in 2015-16 Projected is due to anticipated outsourcing of custodial services at City Hall and the Chandler Boys and Girls Club. 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 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected $3.11 $3.25 $3.05 $3.23 $3.15 11% 36% 15% 42% 45% * 2014-15 Year End 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 2015-16 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 Wastewater System Improvements Capital Replacement Total Cost Center - 3200 General Fund 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget % Change Adopted to Adopted $ 2,877,293 $ 2,826,673 $ 2,891,072 $ 2,910,646 $ 2,977,098 2,877,293 2,826,673 2,891,072 2,910,646 2,977,098 146,345 196,871 199,326 169,691 96,871 994,306 892,180 996,055 975,787 920,680 387,911 465,113 635,797 635,797 569,307 11,257 17,728 17,817 13,750 13,728 3,000 2,000 2,000 2,000 2,000 2,057,305 2,189,642 2,189,642 2,190,042 2,233,513 9,750 11,060 12,250 20,326 9,750 5,012 5,012 5,058 306 35,000 38,954 6,390 35,000 750 58,497 58,467 58,467 58,467 58,467 $ 6,568,438 $ 6,693,424 $ 7,039,938 $ 7,011,512 $ 6,883,914 $ 6,568,438 $ 6,693,424 $ 7,039,938 $ 7,011,512 $ 6,883,914 5.32% 5.32% N/A -50.79% 3.19% 22.40% -22.56% 0.00% 2.00% 25.64% N/A N/A -100.00% N/A 0.00% 2.85% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. ** Project Support Recharge reflects staff time spent in direct support of a specific capital project. This staff time is directly charged to the project. Authorized Positions Position Title Building Access & Administrative Coordinator 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 2011-12 Revised 0 1 22 2 0 1 8 0 2 3 2 41 2012-13 Revised 0 1 22 2 1 1 8 0 2 3 2 42 2013-14 Revised 0 1 20 2 1 1 8 1 2 4 2 42 2014-15 Adopted 0 1 20 2 1 1 8 1 2 4 2 42 2014-15 Revised 1 1 20 2 1 1 8 0 2 4 2 42 2015-16 Adopted 1 1 21 2 1 1 8 0 2 4 2 43 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one Facility Support Specialist positions is renamed Building Access & Administrative Coordinator. Effective July 1, 2015, one Custodian position is added to provide custodial services at Center for the Arts, with the position reimbursed by the Chandler Unified School District. Fiscal Year 2015-16 reflects ongoing increases in Repairs/Maintenance for City Hall audio visual equipment preventive maintenance and building maintenance for the relocated Fire Station No. 1, and in Rents/Utilities for Fleet bays cooling improvements and utilities for the relocated Fire Station No. 1 and the Fire Training Center expansion. 169 City of Chandler 2015-16 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 Project Support Recharge** Contingencies/Reserves Building/Improvements Office Furniture/Equipment Park Improvements Total Cost Center - 3210 General Gov't Capital Projects Fund 2013-14 Actual Expenditures $ 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget % Change Adopted to Adopted 14,704 $ 14,704 52,020 401 11,393 1,485,650 60,062 26,426 $ 1,650,655 $ 1,650,655 - $ - $ 74,552 $ 74,552 110,000 134,080 28,965 70,000 2,856 38,350 6,339 5,000 1,304,080 968,656 1,927,907 2,373,250 1,488,600 2,912,766 5,185 105,185 137,571 $ 2,902,680 $ 3,152,031 $ 2,183,375 $ 3,455,256 $ 2,902,680 $ 3,152,031 $ 2,183,375 $ 3,455,256 N/A N/A N/A -36.36% N/A N/A N/A -25.72% 59.43% N/A N/A 19.04% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. ** Project Support Recharge reflects staff time spent in direct support of a specific capital project. This staff time is directly charged to the project. Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions related to the prior fiscal year and new projects for the new fiscal year. Fiscal Year (FY) 2015-16 incorporates the carryforward of unexpended program funding from FY 2014-15. Detail on the capital program is available in the 2016-2025 Capital Improvement Program. 170 City of Chandler 2015-16 Adopted Budget General Government Cultural Affairs Administration enriches the Chandler community through the provision of cultural and educational services and programming at the Center for the Arts, Vision Gallery, McCullough-Price House, Tumbleweed Ranch, Sunset Library, Basha Library, Hamilton Library, and Downtown Library. Division staff provides administrative support for several stakeholder groups including the Chandler Cultural Foundation, the Library Advisory Board, the Chandler Arts Commission, the Museum Advisory Board, the Chandler Historic Society, the Friends of the Chandler Public Library, the Partners of Tumbleweed Ranch, and the Sports Hall of Fame. Division: Cost Center: Administration 1090 Effective July 1, 2015, the Center for the Arts (1100), Library (4310), and Museum (4560) cost centers were removed from the Community Services Department to create the new Cultural Affairs Division, under General Government. The table below depicts the breakdown by cost center for the Fiscal Year 2015-16 Cultural Affairs Division Budget. Subsequent pages provide cost center descriptions, goals and objectives, performance measures, budget summaries, authorized positions, and highlights of significant changes. Cultural Affairs Overview 2013-14 Actual Expenditures Expenditures by Cost Center Administration Center for the Arts (1) Library(1) Cultural Affairs Capital(1)(2) Museum (1) $ Total $ Expenditures by Category Personnel & Benefits Total Personnel Ongoing(3) $ (3) One-time Operating & Maintenance Capital - Major Total $ Staffing by Cost Center Administration Center for the Arts Library Museum Total 2014-15 Adopted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget % Change Adopted to Adopted - $ 1,428,913 6,325,189 458,790 8,212,892 $ - $ 1,402,254 6,759,164 43,500 491,281 8,696,199 $ - $ 1,467,680 6,590,382 224,500 495,237 8,777,799 $ 499,813 1,486,742 6,593,516 531,400 456,272 9,567,743 N/A 6.03% -2.45% 1121.61% -7.13% 10.02% 6,360,836 $ - 6,401,839 $ 6,401,839 6,530,504 $ 6,530,504 6,916,902 6,916,902 8.05% 1,852,057 8,212,892 $ 2,250,860 43,500 8,696,199 $ 2,022,795 224,500 8,777,799 $ 2,119,441 531,400 9,567,743 N/A -5.84% 1121.61% 10.02% 2013-14 Revised 0.000 13.000 62.550 4.750 80.300 (1) 2014-15 Adopted 0.000 13.000 62.550 4.750 80.300 2014-15 Revised 0.000 13.000 62.550 4.750 80.300 % Change 2015-16 Adopted to Adopted Adopted 4.000 N/A 13.000 0.00% 60.550 -3.20% 3.750 -21.05% 81.300 1.25% Effective July 1, 2015, the Cultural Affairs Division is estab lished with the transfer of the Center for the Arts, Lib rary, Lib rary Capital, and Museum cost centers from the dismanted Community Services Department. For presentation purposes, the prior year history is reflected in this summary. (2) Effective July 1, 2015, the Lib rary Capital cost center is renamed Cultural Affairs Capital. (3) Ongoing and One-time Personnel Services detail not availab le for FY 2013-14 Actual Expenditures. 171 City of Chandler 2015-16 Adopted Budget General Government 2014-15 Cultural Affairs Accomplishments  The Vision Gallery provided 52 Vision Kidz art workshops for the community and hosted over 12 exhibits. All were free of charge to the public, representing works from over 300 artists. Attendance at Chandler Center for the Arts (CCA) youth theatre camps reached 100% capacity for the sixth year in a row.  More than 5,000 people attended special events celebrating the 25th Anniversary Season at the CCA.  The CCA facilitated over 130 rental activities for local, regional, and national organizations.  Programs presented at CCA and Vision Gallery drew Valley-wide media attention to Chandler. Television broadcasts, radio coverage, freeway billboard advertising, and newspaper coverage promoted program offerings.  CCA hosted the regional “Art Tank” program presented by the Arizona Commission on the Arts, which is a funding initiative designed to make strategic investments in Arizona’s most exciting arts-based ventures.  CCA completed a year-long assessment of the food and beverage program with an Experience Matters Fellow enhancing revenues and planning for future needs.  The Cultural Foundation hosted the 4th annual Youth Advisory Council, which provides arts appreciation community service and leadership training; 15 teens between the ages of 13 to 18 graduated in FY 2014-15.  Chandler Public Library (CPL) doubled its public internet connection speed to satisfy library visitors’ evergrowing need for high-speed internet connectivity via public access computers and the popular Wi-Fi network.  Utilizing grant funding, CPL purchased equipment/tools to develop and implement the Science, Technology, Engineering, Art, and Math (STEAM) and Makerspace programming at all four libraries.  Renovated the Downtown Library’s Copper Room, creating exciting new spaces for public meetings and library programs.  CPL staff completed a fiber connection between the Downtown Library and the Sunset Library. Now all four Libraries use City fiber to communicate at the highest possible speeds.  CPL migrated to the 3M Cloud library for the provision of eBooks and eAudiobooks, providing content and budgetary controls to meet the specific needs of Chandler library visitors.  CPL upgraded its circulation and inventory control software to Polaris Integrated Library System (ILS), provided by the Maricopa County Library District and valued at $250,000.  In May, 15 girls completed the first Girls Who Code Club, a five month program for girls in 6th through 8th grades. Volunteers from Intel Corporation helped bring this nationally acclaimed program to Chandler youth.  The Chandler Chuck Wagon Cook Off drew the highest number of competing wagon teams in the history of the event. Teams came from states across the West including Montana, Nevada, Colorado, New Mexico, and Arizona.  The Chandler Museum expanded its education programing. New schools welcomed to Tumbleweed Ranch and a rental program of exhibits/outreach trunks for use by local schools were implemented in support of curriculum standards.  Museum exhibition spaces were renovated with a new layout and color scheme. Gallery lighting was transitioned from halogen can lights to energy efficient LED blubs to reduce damage to artifacts.  Cultural Affairs Division volunteers contributed more than 37,275 hours of service, valued at $833,420, equal to 18 FTE. 172 City of Chandler 2015-16 Adopted Budget General Government    Cultural Affairs Administration – 1090    2015-16 Performance Measurements Goal:(1) Enhance the quality of life in Chandler by providing customer centric educational and cultural activities in safe and attractive facilities. Supports Priority Based Budgeting Goal(s): Leisure, Culture, and Education; Healthy and Attractive Community Objectives:(1) ♦ Develop vision and mission that will define and solidify divisional activities. ♦ Provide leadership and administrative support to develop and implement systems and procedures to continuously improve operations. ♦ Facilitate communication and the cross promotion of programs and services. ♦ Provide opportunities for citizen engagement. Measures(1) 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected Public programs provided N/A N/A N/A 3,933 4,000 Attendance at public programs N/A N/A N/A 407,275 408,000 Volunteer hours contributed N/A N/A N/A 39,905 40,000 (1) Cultural Affairs Administration, cost center 1090, is new effective July 1, 2015. As a result, all Goals, Objectives, and Measures are new for Fiscal Year 2015-16. * 2014-15 Year End 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 2015-16 Adopted Budget General Government    Cultural Affairs Administration – 1090    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Communications/Transportation Other Charges/Services Total Cost Center - 1090 General Fund 2013-14 Actual Expenditures $ $ $ 2014-15 Adopted Budget - $ - $ - $ 2014-15 Adjusted Budget - $ - $ - $ 2014-15 Estimated Expenditures - $ - $ - $ 2015-16 Adopted Budget - $ - $ - $ 495,264 495,264 400 366 3,035 748 499,813 499,813 % Change Adopted to Adopted N/A N/A N/A N/A N/A N/A N/A N/A * Ongoing and One-time Personnel Services detail not available for FY 2013-14 Actual Expenditures. Authorized Positions Position Title Cultural Affairs Coordinator Cultural Affairs Director Information Specialist Senior Management Analyst Total 2011-12 Revised 0 0 0 0 0 2012-13 Revised 0 0 0 0 0 2013-14 Revised 0 0 0 0 0 2014-15 Adopted 0 0 0 0 0 2014-15 Revised 0 0 0 0 0 2015-16 Adopted 1 1 1 1 4 Significant Budget and Staffing Changes Effective July 1, 2015, the Cultural Affairs Administration cost center 1090 is created due to the reorganization of the former Community Services Department into the Cultural Affairs Division under the City Manager’s Office and the establishment of the new Community & Neighborhood Services Department. During Fiscal Year 2014-15, the Community Services Director position was reclassified to Cultural Affairs Director. Effective July 1, 2015, the position and operational funding is transferred from cost center 4300, Community Service Administration. Effective July 1, 2015, the Cultural Affairs Coordinator position is transferred from cost center 4560, Museum and one Information Specialist position is transferred from cost center 4310, Library. The Library Manager position is reclassified to Senior Management Analyst and transferred from cost center 4310, Library. 174 City of Chandler 2015-16 Adopted Budget General Government 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. 2015-16 Performance Measurements Goal: Provide diverse quality cultural events and public art programs for all segments of the Chandler population to enjoy. Supports Priority Based Budgeting Goal(s): Leisure, Culture, and Education; Healthy and Attractive Community; Sustainable Economic Health Objectives: ♦ Continue development of marketing strategies to ensure the maximum usage of the Chandler Center for the Arts (CCA) and Vision Gallery. ♦ Present professional and community performances and exhibitions with high public visibility. Measures Number of activities, exhibits, and workshops Annual attendance Average rate of participation for CCA and Vision Gallery hosted programs 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 1,057 1,086 1,086 1,116 1,120 304,000 312,000 312,000 320,292 323,000 73% 73% 75% 75% 76% 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 fundraising 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 2012-13 Actual $63,779 11,500 $287,458 2013-14 Actual $77,896 12,000 $246,041 * 2014-15 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 175 2014-15 Projected $67,500 12,000 $260,500 2014-15 Year End Estimate * $65,000 12,780 $271,000 2015-16 Projected $70,000 13,000 $265,000 City of Chandler 2015-16 Adopted Budget General Government    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 2013-14 Actual Expenditures 2014-15 Adopted Budget $ 1,132,751 $ 1,096,348 $ 1,096,348 191,445 190,224 55,995 45,864 24,207 38,938 11,580 16,145 5,131 2,280 3,211 3,274 9,274 2,250 2,250 $ 1,428,913 $ 1,402,254 $ $ 1,370,300 $ 1,352,254 $ 58,613 50,000 $ 1,428,913 $ 1,402,254 $ 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 1,123,137 $ 1,126,500 $ 1,123,137 1,126,500 199,188 195,914 45,864 48,500 41,593 48,258 16,145 11,750 3,211 3,200 9,274 9,903 21,405 21,405 2,250 2,250 1,462,067 $ 1,467,680 $ 1,411,067 $ 1,416,680 $ 51,000 51,000 1,462,067 $ 1,467,680 $ * Ongoing and One-time Personnel Services detail not available for FY 2013-14 Actual Expenditures. 176 2015-16 Adopted Budget 1,115,991 1,115,991 238,929 54,830 45,233 10,550 2,245 6,024 10,690 2,250 1,486,742 1,436,742 50,000 1,486,742 % Change Adopted to Adopted 1.79% 1.79% N/A 25.60% 19.55% 16.17% -34.65% N/A -30.08% -35.04% N/A N/A 0.00% 6.03% City of Chandler 2015-16 Adopted Budget General Government    Center for the Arts – 1100    Authorized Positions Position Title Administrative Support II Arts Center Financial Specialist Arts Center Manager Arts Center Marketing Coordinator Assistant Arts Center Manager Box Office Associate Box Office Supervisor Customer Service Representative Front of the House Coordinator Marketing Assistant Production Coordinator Senior Production Coordinator Visual Arts Assistant Visual Arts Coordinator Total 2011-12 Revised 1 1 1 0 1 1 1 0 1 1 2 1 0 1 12 2012-13 Revised 1 1 1 0 1 1 1 0 1 1 2 1 1 1 13 2013-14 Revised 1 1 1 0 1 1 1 0 1 1 2 1 1 1 13 2014-15 Adopted 1 1 1 0 1 1 1 0 1 1 2 1 1 1 13 2014-15 Revised 0 1 1 1 1 1 1 1 1 0 2 1 1 1 13 2015-16 Adopted 0 1 1 1 1 1 1 1 1 0 2 1 1 1 13 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one Administrative Support II position was reclassified to Customer Service Representative. During Fiscal Year (FY) 2014-15, the Marketing Assistant position was reclassified to Arts Center Marketing Coordinator. Effective July 1, 2015, the Center for the Arts cost center was removed from the Community Services Department to create the new Cultural Affairs Division under General Government. FY 2015-16 reflects one-time funding for the Chandler Symphony Orchestra, two copiers, and concessions counter design service. Ongoing funding is included for software maintenance and for stage technician contract labor increase. 177 City of Chandler 2015-16 Adopted Budget General Government 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: 2015-16 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; 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. Measures Number of Library cardholders 2012-13 Actual 2013-14 Actual 309,229 325,951 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 200,000 330,000 333,000 (1) 410,000(1) Number of items in collections 1,170,291 502,055 1,250,000 400,000 Materials circulated 2,401,242 2,332,085 2,300,000 2,224,880 2,300,000 (2) 200,000(2) Reference transactions Computer sessions (including wireless) 152,775 101,520 130,000 2,186,078 3,589,698(3) 2,200,000 4,667,512(3) 4,700,000(3) Website access(4) 1,731,773 2,710,840 1,700,000 2,693,992 2,700,000 (1) 200,000 Collection reduced due to transition from consortium to new eBook & eAudiobook provider. Call Center transactions are being counted as reference transactions beginning in Fiscal Year 2014-15. Information seeking has changed due to new technologies. Increasing numbers of people now visit the library website or “Google” it. (4) Represents the number of times the Library website is accessed. (2) (3) * 2014-15 Year End 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 2015-16 Adopted Budget General Government    Library - 4310    Goal: Serve as learning, educational, and cultural center for the community. Supports Priority Based Budgeting Goal(s): Leisure, Culture, and Education; 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) 2012-13 Actual 2013-14 Actual 1,266,353 1,238,699 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 1,200,000 1,218,228 1,225,000 (1) 4,500(1) 105,000 2,683 5,009 2,750 4,500 93,422 117,887 94,000 104,000 The number of programs and classes has been reduced due to the renovation of the meeting rooms at the Downtown Library * 2014-15 Year End 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 2015-16 Adopted Budget General Government    Library – 4310    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Rents/Utilities Other Charges/Services Contingencies/Reserves Building/Improvements Machinery/Equipment Office Furniture/Equipment Total Cost Center - 4310 General Fund Grant Fund Library Trust Fund Grand Total 2013-14 Actual Expenditures 2014-15 Adopted Budget $ 4,793,631 $ 4,874,675 $ 4,874,675 353,336 484,169 827,999 902,704 82,934 97,000 47,247 54,860 55,542 57,256 15,363 28,500 200,000 147,604 60,000 1,535 $ 6,325,189 $ 6,759,164 $ $ 6,023,243 $ 6,096,164 $ 570,000 270,285 93,000 31,661 $ 6,325,189 $ 6,759,164 $ 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 4,980,838 $ 4,958,874 $ 4,980,838 4,958,874 459,349 399,389 1,125,362 982,386 97,850 68,325 87,986 94,069 57,506 57,506 29,260 5,048 124 517 4,221 60,895 20,047 6,899,170 $ 6,590,382 $ 6,307,872 $ 6,285,565 $ 565,626 300,000 25,672 4,817 6,899,170 $ 6,590,382 $ * Ongoing and One-time Personnel Services detail not available for FY 2013-14 Actual Expenditures. 180 2015-16 Adopted Budget 4,953,575 4,953,575 249,774 870,250 27,063 42,700 58,954 1,200 210,000 180,000 6,593,516 5,913,516 560,000 120,000 6,593,516 % Change Adopted to Adopted 1.62% 1.62% N/A -48.41% -3.60% -72.10% -22.17% 2.97% -95.79% 5.00% N/A 200.00% N/A -2.45% City of Chandler 2015-16 Adopted Budget General Government    Library – 4310    Authorized Positions Position Title Administrative Librarian Administrative Support II Assistant Library Manager Business Systems Support Technician 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 Management Assistant Marketing Assistant Senior Business Systems Support Specialist Total 2011-12 Revised 5 1 2 0 0.5 1 1 2 14 2 11 5.5 0.8 12 2 0.75 1 1 0 0 0 62.55 2012-13 Revised 5 1 2 0 0.5 1 1 2 14 2 11 5.5 0.8 12 1.5 0.75 1 1 0 0.5 0 62.55 2013-14 Revised 5 1 2 0 0.5 1 1 2 14 2 11 5.5 0.8 12 1.5 0.75 1 1 0 0.5 0 62.55 2014-15 Adopted 5 1 2 0 0.5 1 1 2 14 2 11 5.5 0.8 12 1.5 0.75 1 1 0 0.5 0 62.55 2014-15 Revised 5 0 2 1 0.5 0 1 0 14 2 12 5.5 0.8 12 1.5 0.75 1 1 1 0.5 1 62.55 2015-16 Adopted 5 0 2 1 0.5 0 0 0 14 2 12 5.5 0.8 12 1.5 0.75 1 0 1 0.5 1 60.55 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative and information technology positions effective July 1, 2014, the following position changes have been made: one Executive Assistant position was reclassified to Management Assistant; one Administrative Support II position was reclassified to a Library Aide; one Information Support Specialist II was reclassified to Senior Business Systems Support Specialist; and one Information Support Specialist II was reclassified to Business Systems Support Technician. Effective July 1, 2015, the Library cost center was removed from the Community Services Department to create the new Cultural Affairs Division under General Government. Effective July 1, 2015, one Information Specialist position is transferred to cost center 1090, Cultural Affairs Administration. The Library Manger position is reclassified to Senior Management Assistant and transferred to cost center 1090, Cultural Affairs Administration. 181 City of Chandler 2015-16 Adopted Budget General Government Division: Cost Center: Cultural Affairs Capital 4320 Capital Budget Summary 2013-14 Actual Description Expenditures Professional/Contract $ Other Charges/Services Project Support Recharge** Contingencies/Reserves Building/Improvements Total Cost Center - 4320 $ General Govt Capital Projects Fund $ Capital Grant Fund Library Bond Fund Museum Bond Fund Library Trust Fund Grand Total $ - 2014-15 Adopted Budget $ $ $ $ 43,500 43,500 43,500 43,500 2014-15 Adjusted Budget $ $ $ $ 265,500 265,500 40,000 43,500 182,000 265,500 2014-15 Estimated Expenditures $ 224,500 $ 224,500 $ 43,500 181,000 $ 224,500 $ $ $ $ 2015-16 Adopted Budget 362,750 3,650 40,000 125,000 531,400 125,000 40,000 366,400 531,400 % Change Adopted to Adopted N/A N/A N/A -8.05% N/A 1121.61% * Ongoing and One-time Personnel Services detail not available for FY 2013-14 Actual Expenditures. ** Project Support Recharge reflects staff time spent in direct support of a specific capital project. This staff time is directly charged to the project. Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions related to the prior fiscal year and new projects for the new fiscal year. Fiscal Year (FY) 2015-16 reflects the carryforward of unexpended program funding from FY 2014-15. Additional detail on the capital program is available in the 2016-2025 Capital Improvement Program. Effective July 1, 2015, the Library Capital cost center is renamed Cultural Affairs Capital and removed from the Community Services Department to create the new Cultural Affairs Division under General Government. 182 City of Chandler 2015-16 Adopted Budget General Government 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. 2015-16 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 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 1,261 1,283 1,300 1,312 1,350 92 83 85 86 90 13 17 18 18 20 5,854 6,135 6,000 6,142 6,150 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 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 2012-13 Actual 2013-14 Actual 10,350 13,320 *2014-15 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 183 2014-15 Projected 15,000 2014-15 Year End Estimate * 15,350 2015-16 Projected 15,400 City of Chandler 2015-16 Adopted Budget General Government    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 Machinery/Equipment Office Furniture/Equipment Total Cost Center - 4560 General Fund Grant Fund Museum Trust Fund Parks & Recreation Trust Fund Grand Total 2013-14 Actual Expenditures $ $ $ $ 434,454 5,227 12,966 117 2,474 3,552 458,790 449,143 9,647 458,790 2014-15 Adopted Budget $ $ $ $ 430,816 430,816 16,327 27,558 255 2,925 13,400 491,281 462,594 28,687 491,281 2014-15 Adjusted Budget $ $ $ $ 2014-15 Estimated Expenditures 445,170 $ 445,170 16,327 27,558 255 2,925 13,400 505,635 $ 476,948 $ 28,687 505,635 $ 445,130 445,130 8,850 17,954 3,395 4,250 15,270 388 495,237 476,803 18,434 495,237 2015-16 Adopted Budget $ $ $ $ 352,072 352,072 22,124 38,398 255 6,755 1,008 3,200 21,350 11,110 456,272 406,803 10,000 39,469 456,272 % Change Adopted to Adopted -18.28% -18.28% N/A 35.51% 39.34% 0.00% 130.94% N/A N/A 59.33% N/A N/A -7.13% * 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 2011-12 Revised 0.75 1 2 1 4.75 2012-13 Revised 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 2014-15 Revised 0.75 1 2 1 4.75 2015-16 Adopted 0.75 1 2 0 3.75 Significant Budget and Staffing Changes Effective July 1, 2015, the Museum cost center was removed from the Community Services Department to create the new Cultural Affairs Division under General Government. Effective July 1, 2015, one public History Coordinator is renamed Cultural Affairs Coordinator and transferred to cost center 1090, Cultural Affairs Administration. Fiscal Year 2015-16 reflects one-time funding for the Celebrate Chandler Luncheon and purchase of microfilm scanners of newspaper digitization. Ongoing funding is included the Celebration Plaza program and for cargo van rental for transportation of museum collection items. 184 City of Chandler 2015-16 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 Overview 2013-14 Actual Expenditures Expenditures by Cost Center Economic Development Downtown Redevelopment Economic Development Capital Tourism Airport(1) Airport Capital(1) $ Total $ Expenditures by Category Personnel & Benefits Total Personnel Ongoing(2) $ (2) One-time Operating & Maintenance Capital - Major Total $ Staffing by Cost Center Economic Development Downtown Redevelopment Tourism Airport(1) Total 2014-15 Adopted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget 2,016,672 $ 2,160,915 $ 389,652 360,412 2,787,230 585,228 449,432 1,076,554 1,036,838 6,906,083 868,722 4,771,792 $ 13,865,946 $ 2,161,086 $ 442,310 220,022 493,151 947,214 776,892 5,040,675 $ 877,934 400,966 2,567,208 634,762 4,480,870 1,490,817 $ 1,442,559 $ 1,537,382 1,490,817 2,470,445 2,681,816 9,693,313 868,722 4,771,792 $ 13,865,946 $ 1,442,559 2,601,202 996,914 5,040,675 $ 1,537,382 376,280 2,567,208 4,480,870 1,432,625 $ 2013-14 Revised 6.000 2.000 1.000 6.000 15.000 2014-15 Adopted 6.000 2.000 1.000 6.000 15.000 2014-15 Revised 6.000 2.000 1.000 6.000 15.000 -59.37% 2.90% -7.89% 8.46% -100.00% -100.00% -67.68% 3.12% N/A -85.97% -73.52% -67.68% % Change 2015-16 Adopted to Adopted Adopted 0.00% 6.000 2.000 0.00% 1.000 0.00% 0.000 -100.00% 9.000 -40.00% (1) Effective July 1, 2015 Airport and Airport Capital was transferred from Economic Development to City Manager. (2) Ongoing and One-time Personnel Services detail not availab le for FY 2013-14 Actual Expenditures. 185 % Change Adopted to Adopted City of Chandler 2015-16 Adopted Budget General Government 2014-15 Economic Development Accomplishments  Assisted with locates and expansions of more than 1,200 jobs and over $38M in capital expenditures, including companies such as AvAir, Arvato Bertelsmann, Clairvoyant, WinCo, Stone Creek Furniture, Arizona General Hospital, and Crown Castle.  Developed and managed a portfolio of approximately 110 new leads and prospects.  There were 18 companies operating out of the Innovations Technology Incubator this fiscal year and Clairvoyant was the first company to expand out of the incubator (and locate in Chandler).  Conducted Business Retention and Expansion meetings with several Chandler companies, including Freescale, Isola, Banner Health, Intel Corporation, Ports America, PayPal, ProPlastics, Clear Call, Origami Owl, and Orbital ATK.  Extensive development in the Airpark Area is underway, including the following projects: Tiburon at Chandler Airport, Mach One, Ascend at Chandler Airport Center, and Metro Chandler Airport Center.  FedEx’s 300,000 square foot distribution facility is underway in the Airpark Area, which will bring 200 new jobs and important shipping efficiency advantages to Chandler companies.  Demolition of Elevation Chandler was completed and the new Viridian mixed-use development will begin soon. The new project will include a 250,000 square foot office building, 335 multi-family units, 20,000 square feet of retail, and a new hotel.  The creation of the Downtown Chandler Entertainment District will allow for more flexible land uses in the downtown area.  Economic Development is participating in the creation of an Adaptive Reuse Program, which will provide a more predictable process to allow smaller sites and older buildings to redevelop.  Request for Proposals (RFPs) were awarded to Ryan Companies for Site 6 and to Vintage Partners for Sites 1, 2, 3.  The $3.9 million renovation of the San Marcos Golf Course and Clubhouse was completed.  Assisted in locating these new businesses in Downtown Chandler: Improv Mania, Burst of Butterflies, Peixoto Coffee, Crust, and Tanga.  Partnered with the Tempe Tourism Office to develop and implement a cooperative marketing campaign called “Sunny Arizona.”  Created and distributed destination collateral including Chandler’s annual visitors guide, Chandler Spring Training Map, pocket-friendly family guide, and a regional map for distribution in Mexico targeting the Sonoran drive market.  A 104-room Staybridge Suites hotel opened and the former 129-room Windmill Suites hotel was renovated and reopened as a Hyatt Place. Both are near Chandler Fashion Center.  Completed the first year of the Tourism Office’s social media program, which has over 10,000 Facebook fans.  Entered into an agreement with NexMetro to assist in the redevelopment of 66,000 square feet of retail space at East Valley Mall into a multi-family housing complex, which brings additional density to a key transportation corridor. 186 City of Chandler 2015-16 Adopted Budget General Government    Economic Development – 1520    2015-16 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 diversify and strengthen the economy. 2014-15 2012-13 2013-14 2014-15 Year End 2015-16 Measures Actual Actual Projected Estimate * Projected Estimated number of office/industrial jobs created through business recruitment and expansion 4,603 Estimated office/industrial square feet absorbed/ added with City assistance 1,196,540 Estimated office/industrial capital investment created with City assistance $417,857,375 (1) 4,928 (2) 500 1,400 (1) 1,257,026 (1) $198,246,491 (2) 200,000 884,000 (2) $5,000,000 $80,000,000 (1) Includes $300 million for the Intel Corporation Research and Development Facility. Includes Build to Suits for Wells Fargo, FedEx, Arizona Nutritional Supplements, General Motors, and Garmin. (3) Includes Build to Suits/Expansions for AvAir and Crown Castle. (2) * 2014-15 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 187 (3) 900 (3) 450,000 (3) $20,000,000 City of Chandler 2015-16 Adopted Budget General Government    Economic Development - 1520    Goal: Promote and pursue unique 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. 2014-15 2012-13 2013-14 2014-15 Year End 2015-16 Measures Actual Actual Projected Estimate * Projected Number of new retail businesses located with City assistance 18 13 15 8 12 Estimated square footage of new retail space located with City assistance 283,293 315,925 150,000 227,000 50,000 Number of retail recruitment marketing materials sent(1) 165 N/A N/A N/A N/A (2) Total retail square feet 16,527,982 16,353,617 16,390,000 16,287,617 16,400,000 Retail occupancy rate 87% 89% 88% 88% 88% (1) (2) This performance measure is eliminated effective Fiscal Year (FY) 2014-15 as it is not an effective measure of the targeted materials that are provided to clients. As part of the recommendations of the Mayor’s 4-Corner Committee Report, staff seeks the elimination and/or redevelopment of underperforming retail space. Declining retail square footage is a result of buildings being removed from retail inventory due to demolition and occupancy changes, primarily from retail to educational institutions. As the City approaches build-out, a limited amount of new retail space will likely be developed, primarily in strategic locations that are underserved. Goal: Expand the sales tax base in order to provide City services 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. 2014-15 2012-13 2013-14 2014-15 Year End 2015-16 Measures Actual Actual Projected Estimate * Projected Estimated annual sales tax revenue generated by new retail businesses located with City assistance $1,220,088 $1,214,424 $646,000 $556,890(3) $937,000(4) (3) (4) FY 2014-15 locates to date include assisted relocations and expansions of existing businesses and new health club facilities which impacts estimated sales tax collections. FY 2015-16 locates include planned addition of a major grocery store which impacts estimated sales tax collections. * 2014-15 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 188 City of Chandler 2015-16 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 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget $ 629,368 $ 638,258 $ 613,405 $ 587,000 $ 638,258 613,405 587,000 129,357 136,301 190,067 182,450 19,978 31,382 45,682 33,500 1,763 3,000 4,488 4,000 19,673 23,992 23,992 21,962 1,208,945 1,320,357 1,323,055 1,323,055 4,663 4,700 4,700 6,194 2,925 2,925 2,925 2,925 $ 2,016,672 $ 2,160,915 $ 2,208,314 $ 2,161,086 $ $ 2,016,672 $ 2,160,915 $ 2,208,314 $ 2,161,086 $ 667,692 667,692 134,671 43,296 2,750 17,600 9,000 2,925 877,934 877,934 % Change Adopted to Adopted 4.61% 4.61% N/A -1.20% 37.96% -8.33% -26.64% -100.00% 91.49% 0.00% -59.37% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Director, Economic Development Division Economic Development Program Manager Economic Development Research Assistant Economic Development Specialist Facility Support Specialist Senior Economic Development Specialist Senior Executive Assistant Total 2011-12 Revised 1 0 1 1 0 1 2 6 2012-13 Revised 1 0 1 1 0 1 2 6 2013-14 Revised 1 0 1 1 0 1 2 6 2014-15 Adopted 1 0 1 1 0 1 2 6 2014-15 Revised 1 2 2 0 1 0 0 6 2015-16 Adopted 1 2 2 0 1 0 0 6 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one Senior Executive Assistant position was reclassified to Facility Support Specialist. During Fiscal year (FY) 2014-15, one Senior Executive Assistant position and one Economic Development Specialist were reclassified to Economic Development Program Manager. One Senior Economic Development Specialist was reclassified to Economic Development Research Assistant. FY 2015-16 reflects one-time funding for economic impact analysis software and for the Science Saturday Event. The Saturday Science Event funding is offset by sponsorship funding. Ongoing funding includes increased funding for software maintenance. Decrease in Rents/Utilities is the result of the ongoing Innovations rent and utility funding being transferred to the new Innovations cost center 1590 under the City Manager’s Office. 189 City of Chandler 2015-16 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. 2015-16 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 2012-13 Actual 2013-14 Actual 2 2014-15 Projected 2014-15 Year End Estimate * 2 5 1 2015-16 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. 2014-15 2012-13 2013-14 2014-15 Year End 2015-16 Measures Actual Actual Projected Estimate * Projected Number of new businesses located in downtown with City assistance Estimated square footage of new/rehabilitated space in downtown with City assistance Number of new residential units constructed in downtown (1) (2) 2 3 2 4(1) 3(1) 14,719 15,000 2,000 17,500(1) 50,000(1) 22 0 0 0(2) 301(2) Measure revised from retail businesses to businesses effective Fiscal Year (FY) 2014-15. Measure revised from Enhanced Municipal Services District to downtown effective FY 2014-15. * 2014-15 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 190 City of Chandler 2015-16 Adopted Budget General Government    Downtown Redevelopment - 1540    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Rents/Utilities Other Charges/Services Total Cost Center - 1540 General Fund 2013-14 Actual Expenditures $ $ $ 163,592 $ 7,614 1,783 28,809 10,110 10,078 138,426 360,412 $ 360,412 $ 2014-15 Adopted Budget 2014-15 Adjusted Budget 192,225 $ 192,225 7,019 2,000 40,450 5,554 6,000 136,404 389,652 $ 389,652 $ 2014-15 Estimated Expenditures 212,710 $ 212,710 16,167 2,000 68,984 5,554 6,000 136,404 447,819 $ 447,819 $ 2015-16 Adopted Budget 210,169 $ 210,169 13,147 1,620 67,403 7,052 10,179 132,740 442,310 $ 442,310 $ 203,779 203,779 7,000 2,350 37,833 6,200 6,000 137,804 400,966 400,966 % Change Adopted to Adopted 6.01% 6.01% N/A -0.27% 17.50% -6.47% 11.63% 0.00% 1.03% 2.90% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Downtown Redevelopment Manager Executive Assistant Senior Administrative Assistant Total 2011-12 Revised 1 1 0 2 2012-13 Revised 1 1 0 2 2013-14 Revised 1 1 0 2 2014-15 Adopted 1 1 0 2 2014-15 Revised 1 0 1 2 2015-16 Adopted 1 0 1 2 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one Executive Assistant position was reclassified to Senior Administrative Assistant. 191 City of Chandler 2015-16 Adopted Budget General Government Division: Cost Center: Economic Development Capital 1550 Capital Budget Summary 2013-14 2014-15 2014-15 2014-15 2015-16 Actual Adopted Adjusted Estimated Adopted Description Expenditures Budget Budget Expenditures Budget 37,780 $ 37,780 $ - $ Professional/Contract $ - $ 2,749,450 182,242 Other Charges/Services 2,567,208 2,787,230 Contingencies/Reserves 220,022 $ 2,567,208 Total Cost Center - 1550 $ - $ 2,787,230 $ 2,787,230 $ 220,022 $ 2,567,208 - $ 2,787,230 $ 2,787,230 $ General Gov't Capital Projects Fund $ % Change Adopted to Adopted N/A N/A -7.89% -7.89% 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) 2015-16 reflects the carryforward of unexpended program funding from FY 2014-15. Additional detail on the capital program is available in the 2016-2025 Capital Improvement Program. 192 City of Chandler 2015-16 Adopted Budget General Government Tourism 1580 Division: Cost Center: Economic Development’s Tourism Division 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. 2015-16 Performance Measurements Goal: 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: ♦ Create and market tourism websites to drive unique visits and provide information about Chandler. ♦ Initiate and coordinate marketing opportunities for the Chandler tourism community. ♦ Proactively solicit group meetings and events to benefit the Chandler tourism community. 2014-15 2012-13 2013-14 2014-15 Year End 2015-16 Measures Actual Actual Projected Estimate * Projected Bed tax revenue collected $2,331,510 $2,383,100 $2,400,000 $2,500,000 $2,500,000 Revenue per available room (Rev/PAR) citywide(1) $60.93 $64.46 $61.00 $64.00 $63.00 Occupancy rate citywide(1) 62.1% 64.4% 60% 61% 60% Visitor guide requests(2) Number of website visits (tethered & mobile) 23,924 23,700 15,000 14,000 14,000 127,675 153,102 153,000 175,000 180,000 N/A N/A 3 3 10 Group leads and services(3) (1) These measures are reported on a monthly basis by Smith Travel Research and tabulated for fiscal year performance. Tabulation is converted from calendar year to fiscal year as of Fiscal Year 2013-14. Visitor Guide requests are received through various ad placements, website requests, and marketing campaigns. (3) Group leads and services include but are not limited to meetings involving guest rooms, sports tournaments, and special events with the intent of driving room nights to Chandler hotels. (2) * 2014-15 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 193 City of Chandler 2015-16 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 2013-14 Actual Expenditures $ $ $ $ 109,264 137,931 12,200 187,147 2,890 449,432 167,183 282,249 449,432 2014-15 Adopted Budget $ $ $ $ 112,468 112,468 376,260 11,700 83,000 1,800 585,228 235,228 350,000 585,228 2014-15 Adjusted Budget $ $ $ $ 2014-15 Estimated Expenditures 115,853 115,853 394,570 15,323 95,863 1,800 623,409 264,578 358,831 623,409 $ $ $ $ 116,000 116,000 265,677 14,423 95,251 1,800 493,151 198,823 294,328 493,151 2015-16 Adopted Budget $ $ $ $ 111,507 111,507 426,260 12,195 83,000 1,800 634,762 234,762 400,000 634,762 % Change Adopted to Adopted -0.85% -0.85% N/A 13.29% 4.23% 0.00% 0.00% 8.46% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Tourism Development Coordinator Total 2011-12 Revised 1 1 2012-13 Revised 1 1 2013-14 Revised 1 1 2014-15 Adopted 1 1 2014-15 Revised 1 1 2015-16 Adopted 1 1 Significant Budget Changes Fiscal Year 2015-16 reflects one-time allocation as contributing funds towards the Maricopa County Proposition 302 Grant. Ongoing funding includes an increase for software maintenance. 194 City of Chandler 2015-16 Adopted Budget General Government Human Resources’ mission is to strive to provide exceptional customer-driven 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 2014-15 Human Resources Accomplishments  Successfully implemented the roll out of the new High Deductible Health Plan with a Health Savings Account (White Plan). 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. Forty-two percent (42%) of City employees opted for the White Plan.  The City of Chandler’s Health Insurance E-Magazine (designed to explain the new White Plan) was recognized as a Merit Award winner in the Publication Design category at the 2015 International Association of Business Communicators (IABC) Gold Quill Awards. The program recognizes business communication excellence globally and is acknowledged as one of the most prestigious awards programs in the industry.  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.  Designed and delivered a new two-day New Hire Orientation process to ensure that new employees are provided with an overview of the City and review of City procedures and policies.  Ensured compliance to the Affordable Healthcare Act (ACA) through the regular monitoring of regular, temporary, and contract employees. Designed process to ensure that those employees that were deemed eligible were offered health insurance through the City.  Rolled out two Professional Development Pilot programs with 22 employees that participated in these sessions. This program is a key component of the City’s succession planning efforts.  Continued our efforts to streamline processes through technology with the automation for tracking Commercial Drivers’ Licenses to ensure compliance and the automation of tracking for verification of dependent eligibility.  The Employee Development Academy averaged 4.79 out of 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.  Successfully negotiated two contracts with the City’s labor and trades and administrative, technical, and clerical employee groups. 195 City of Chandler 2015-16 Adopted Budget General Government    Human Resources – 1250    2015-16 Performance Measurements Goal: 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. 2014-15 2012-13 2013-14 2014-15 Year End 2015-16 Measures Actual Actual Projected Estimate * Projected Personnel Action Requests (PAR) processed 3,385 3,636 3,625 4,048 4,088 (1) Number of classification/job studies conducted 65 231 35 22 20 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 152 191 181 204 219 Participants who rated training programs as satisfactory or higher 98% 98% 99% 98% 99% Conduct annual survey to compare Chandler’s benefit packages with benchmark cities 100% 100% 100% 100% 100% Number of workshops, assessments, and programs offered to employees in areas of wellness, benefits education, retirement, and financial planning(2) 38 56(2) 40 50(2) 50(2) Number of technology process improvements implemented to maximize the use of staff resources(3) N/A N/A N/A N/A 6 (1) Fiscal Year (FY) 2013-14 included citywide classification studies for administrative and information technology positions. Measure revised during FY 2013-14 to include assessments and programs (e.g., blood pressure checks, MOM/POP screenings, biometric sessions, etc.) (3) New measure effective FY 2015-16. (2) * 2014-15 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 196 City of Chandler 2015-16 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. 2014-15 2012-13 2013-14 2014-15 Year End 2015-16 Measures Actual Actual Projected Estimate * Projected Number of employment applications processed 11,312 9,191 12,500 12,500 12,500 Goal: Provide for a cost effective Occupational Health and Safety program and ensure that the program is in compliance with all state and federal Occupational Safety and Health Acts (OSHA). 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. Reduce the number of OSHA recordable injuries via an aggressive safety and education program. Measures Lost Days(1) Lost personnel hours (1) OSHA recordable injuries (1) (2) (2) 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 536 550 550 721 650 4,288 4,400 4,400 5,768 5,200 101 129 N/A 112 110 Statistics based on calendar year due to measurement period and OSHA reporting requirements. New Measure effective Fiscal Year 2014-15. * 2014-15 Year End 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 2015-16 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 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget $ 2,302,260 $ 2,420,736 $ 2,477,436 $ 2,455,801 $ 2,343,383 2,420,736 2,477,436 2,455,801 2,343,383 200,812 336,049 419,934 400,234 165,388 48,497 66,050 71,940 57,875 109,686 2,504 5,300 5,896 4,396 2,150 11,543 13,040 13,040 11,250 9,900 288,181 340,000 340,000 343,560 377,306 61,701 107,120 235,380 233,580 117,017 46,522 46,000 46,000 71,505 70,572 199 2,000 2,000 1,345 1,600 $ 2,962,220 $ 3,336,295 $ 3,611,626 $ 3,579,546 $ 3,197,002 $ 2,027,918 $ 2,167,835 $ 2,293,714 $ 2,292,033 $ 1,922,636 679,720 747,299 834,703 824,308 870,821 254,582 421,161 483,209 463,205 403,545 $ 2,962,220 $ 3,336,295 $ 3,611,626 $ 3,579,546 $ 3,197,002 * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. 198 % Change Adopted to Adopted -3.20% -3.20% N/A -50.78% 66.07% -59.43% -24.08% 10.97% 9.24% 53.42% -20.00% -4.18% City of Chandler 2015-16 Adopted Budget General Government    Human Resources – 1250    Authorized Positions Position Title Benefits & Labor Relations Administrator 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 Specialist I Human Resources Specialist II Human Resources Supervisor Management Assistant Occupational Health Nurse Organizational Development Coordinator Safety Analyst Safety Coordinator Senior Human Resource Analyst Training & Development Coordinator Workers Compensation Coordinator Total 2011-12 Revised 0 0 1 1 0 0 1 1 5 1 1 0 1 0 0 2 0 0 0 0 0 3 1 0 18 2012-13 Revised 0 0 1 1 0 0 1 2 5 1 1 0 0 0 0 2 0 1 0 0 1 3 1 0 20 2013-14 Revised 0 1 0 1 1 1 0 2 5 0 1 2 0 0 0 0 0 0 0 0 1 3 1 1 20 2014-15 Adopted 0 1 0 1 1 1 0 2 5 0 1 2 0 0 0 0 0 0 0 0 1 3 1 1 20 2014-15 Revised 1 1 0 1 1 1 0 2 0 0 1 1 0 2 2 0 1 0 1 0 1 3 0 1 20 2015-16 Adopted 1 1 0 1 1 1 0 2 0 0 1 1 0 3 2 0 1 0 1 1 1 3 0 1 22 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, two Human Resources Assistant positions were renamed Human Resources Specialist I, two were reclassified to Human Resources Specialist II, and one was reclassified to Management Assistant. During Fiscal Year (FY) 2014-15, one Human Resources Manager position was reclassified to Benefits & Labor Relations Administrator and the Training & Development Coordinator title was changed to Organizational Development Coordinator. FY 2015-16 reflects the addition of one Safety Analyst position and associated costs to improve and centralize the City’s safety program. One-half of this position was converted from a Business Systems Support Analyst in Management Services, cost center 1245, Utility Services, and will be funded by Municipal Utilities through the indirect cost allocation. One Human Resources Specialist I position and associated costs are added to provide administrative support needed to ensure compliance with the Affordable Care Act. FY 2015-16 also includes onetime funding for the replacement of scanners, installation of audio visual equipment in the City Hall training rooms, and the continuation of the Professional Development Program. One-time funding is also added to the Workers Compensation Fund to cover an anticipated increase to excess insurance for the coming fiscal year. The Medical Self Insurance Fund reflects a one-time increase to pay for outside administrative expenses for the trust, which is being fully offset by funding from Blue Cross Blue Shield Arizona. 199 City of Chandler 2015-16 Adopted Budget General Government Division: Cost Center: Workers Compensation Liabilities 1251 Budget Summary Description Insurance/Taxes Total Cost Center - 1251 Workers Comp Self Insurance Fund 2013-14 2014-15 2014-15 2014-15 2015-16 Actual Adopted Adjusted Estimated Adopted Expenditures Budget Budget Expenditures Budget $ 1,569,953 $ 1,500,000 $ 1,500,000 $ 1,885,000 $ 1,718,000 $ 1,569,953 $ 1,500,000 $ 1,500,000 $ 1,885,000 $ 1,718,000 $ 1,569,953 $ 1,500,000 $ 1,500,000 $ 1,885,000 $ 1,718,000 % Change Adopted to Adopted 14.53% 14.53% 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. The increase in the Adopted Budget for Fiscal Year 2015-16 reflects increasing expenditures for claims over the past several years. 200 City of Chandler 2015-16 Adopted Budget General Government T he Information Technology (IT) Division 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 Division 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. Division: Information Technology Service Delivery Management & Administration 1199 Information Technology Overview 2013-14 Actual Expenditures Expenditures by Cost Center IT Service Delivery Mgmt & Admin $ IT Applications Support IT Infrastructure & Client Support ITOC Operations ITOC Capital IT Citywide Infrastructure Support Capital Total $ Expenditures by Category Personnel & Benefits Total Personnel Ongoing(2) $ One-time(2) Operating & Maintenance Capital - Major Total $ Staffing by Cost Center IT Service Delivery Mgmt & Admin IT Applications Support IT Infrastructure & Client Support Total (1) 2014-15 Adopted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget 1,860,496 $ 1,900,679 $ 3,083,010 3,348,457 2,652,231 2,783,069 57,973 145,687 1,132,429 1,989,860 470,084 1,344,120 9,256,225 $ 11,511,872 $ 1,815,795 $ 1,831,329 3,488,010 3,876,246 3,068,975 2,768,099 135,143 158,695 423,032 2,735,629 412,360 1,242,408 9,343,315 $ 12,612,406 6,157,774 $ 6,318,430 $ 6,286,623 $ 6,286,623 1,495,937 1,891,269 1,602,513 3,333,980 9,256,225 $ 11,511,872 $ 2013-14 Revised 14.000 18.000 20.000 52.000 2014-15 Adopted 14.000 18.000 20.000 52.000 Ongoing and One-time Personnel Services detail not availab le for FY 2013-14 Actual Expenditures. 201 -3.65% 15.76% -0.54% 8.93% 37.48% -7.57% 9.56% 6,677,886 6,318,430 6,626,924 50,962 2,189,493 1,956,483 835,392 3,978,037 9,343,315 $ 12,612,406 2014-15 Revised 14.000 18.000 20.000 52.000 % Change Adopted to Adopted 5.41% N/A 3.45% 19.32% 9.56% % Change 2015-16 Adopted to Adopted Adopted 13.000 -7.14% 20.000 11.11% 20.000 0.00% 53.000 1.92% City of Chandler 2015-16 Adopted Budget General Government 2014-15 Information Technology Accomplishments  Replaced network switch equipment at remote City locations.  Upgraded numerous Citywide applications and systems to supportable versions.  Installed new centralized storage and backup system at primary and secondary locations.  Implemented audit recommended security training for all City employees.  Implemented new utility billing system.  Implemented new recreation registration system.  Kicked off the planning process for several citywide technology initiatives.  Implemented various solutions for multiple departments.  Improved field worker capabilities by deploying ruggedized tablets for accessing systems and data remotely.  Expanded payment options for numerous City systems.  Completed the Windows desktop and laptop roll out, including desktop application consolidation.  Migrated the Economic Development customer relationship database to a hosted solution. 202 City of Chandler 2015-16 Adopted Budget General Government    Information Technology Service Delivery Management & Administration – 1199    2015-16 Performance Measurements Goal: Provide effective administration, financial oversight, and coordination for Information Technology (IT) Applications and Data Systems, IT Infrastructure Operations, and Client Support in support of City goals and objectives. 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. Perform analysis of business processes to be used as a reference point for developing technical solutions to meet business needs. 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 department activities. ♦ Facilitate communication within the department, the City Manager's office, and City Council to enable the accomplishment of goals and objectives. ♦ Provide citywide 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. 2014-15 2012-13 2013-14 2014-15 Year End 2015-16 Measures Actual Actual Projected Estimate * Projected Percentage of IT projects utilizing the City standard project management system 90% 90% 90% 90% 90% Number of times spending plans realigned to IT priorities and resources 4 4 4 4 4 Percentage of projects and targets completed on time and within budget 83% 85% 85% 85% 85% Percentage of projects in alignment with IT Project Management Methodology 95% 95% 95% 95% 95% Number of training opportunities 312 401 406 379 424 Percentage of maintenance/support agreements completed before expiration date 96% 98% 95% 95% 95% * 2014-15 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. 203 City of Chandler 2015-16 Adopted Budget General Government    Information Technology Service Delivery Management & Administration – 1199    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Capital Replacement Total Cost Center - 1199 General Fund 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget $ 1,736,158 $ 1,691,659 $ 1,718,958 $ 1,548,000 $ 1,620,946 1,620,946 1,548,000 1,718,958 1,691,659 14,385 94,603 100,271 48,511 1,154 18,360 16,925 13,984 13,984 16,871 124,868 101,327 97,434 73,285 54,987 27,700 24,200 49,340 47,500 18,257 28,570 27,240 27,240 25,740 32,993 76 $ 1,860,496 $ 1,900,679 $ 2,007,227 $ 1,815,795 $ 1,831,329 $ 1,860,496 $ 1,900,679 $ 2,007,227 $ 1,815,795 $ 1,831,329 * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. 204 % Change Adopted to Adopted -4.18% -4.18% N/A -70.35% 31.29% 70.39% -49.05% 10.99% N/A -3.65% City of Chandler 2015-16 Adopted Budget General Government    Information Technology Service Delivery Management & Administration – 1199    Authorized Positions Position Title Administrative Assistant 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 Principal Service Delivery Analyst IT Project Manager IT Security Administrator IT Security Analyst IT Senior Database Analyst IT Senior Project Manager IT Senior Service Delivery Analyst IT Service Delivery Coordinator IT Services Manager IT Training Coordinator Office Assistant Operations System Analyst Senior Management Analyst Senior Management Assistant Systems Analyst Total 2011-12 Revised 0 1 1 1 0 1 1 0 0 1 0 1 1 1 1 2 0 0 1 1 0 0 0 1 1 16 2012-13 Revised 0 1 1 1 0 1 1 0 0 1 0 1 1 1 1 1 0 0 1 1 0 0 0 1 1 15 2013-14 Revised 0 1 1 1 1 1 0 1 1 0 0 1 0 0 0 1 0 0 1 1 0 1 0 1 1 14 2014-15 Adopted 0 1 1 1 1 1 0 1 1 0 0 1 0 0 0 1 0 0 1 1 0 1 0 1 1 14 2014-15 Revised 1 0 1 0 0 0 0 0 0 0 2 0 0 0 0 0 5 1 1 1 1 0 1 0 0 14 2015-16 Adopted 1 0 1 0 0 0 0 0 0 0 2 0 0 0 0 0 4 1 1 1 1 0 1 0 0 13 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one Administrative Support II was renamed Office Assistant, one Executive Assistant was reclassified to Administrative Assistant, and one Senior Management Assistant was renamed Senior Management Analyst. As a result of a citywide classification study for information technology related positions effective July 1, 2014, one IT Applications Specialist, one IT GIS Database Analyst, one IT Senior Project Manager, one Operations System Analyst and one Systems Analyst were reclassified to IT Senior Service Delivery Analysts; one IT Coordinator was reclassified to IT Service Delivery Coordinator; and one IT GIS Coordinator and one IT Project Manager were reclassified to IT Principal Service Delivery Analysts. As of July 1, 2015, one IT Senior Service Delivery Analyst is transferred to cost center 1200, IT Applications Support. Fiscal Year 2015-16 reflects an ongoing increase in Repairs/Maintenance for software support and maintenance and permanent transfers from cost center 1286, ITOC Operations, for fully implemented ITOC projects. 205 City of Chandler 2015-16 Adopted Budget General Government Division: Information Technology Applications Support 1200 The Information Technology (IT) Applications Support Division is responsible for applications support, application development, database maintenance and support, and Cost Center: coordinating user application needs and requirements by working with various vendors as needed to resolve issues. 2015-16 Performance Measurements Goal: Provide IT services to all City departments by maintaining and providing enhancements for 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 Percentage of citywide applications availability during defined application operating hours Percentage of projects adhering to IT project methodology and meeting milestones and completion dates Percentage of service requests completed within 90 days of starting work Percentage of changes and additions to citywide applications completed within 90 (1) days Percentage of citywide applications maintained at actively-supported versions of vendor software Percentage of database availability maintained for core applications (1) (2) 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 98.5% 99% 99% 99% 99% 89% 84% 86% 75% 88% 92% 90% 90% 92% 92% 90% 90% N/A N/A N/A (2) 93% 99% 99% 90% 99.9% 73% 75% (2) 99% 91% (2) 99% Measure no longer being used effective Fiscal Year (FY) 2014-15. Resources could not keep up with the project demand in FY 2013-14 Actual and FY 2014-15 Year End Estimate measures. The Information Technology Oversight Committee is not accepting new projects for FY 2015-16, so this maintenance effort should return to normal for FY 2015-16 Projected. * 2014-15 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. 206 City of Chandler 2015-16 Adopted Budget General Government    Information Technology Applications Support – 1200    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Machinery/Equipment Capital Replacement Total Cost Center - 1200 General Fund 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget $ 2,144,571 $ 2,282,589 $ 2,354,287 $ 2,357,000 $ 2,625,138 2,282,589 2,354,287 2,357,000 2,625,138 102,308 119,600 106,154 106,154 146,000 4,240 1,297 1,297 1,924 2,914 797,850 913,071 985,376 987,125 965,494 4,539 9,200 9,200 9,200 9,500 25,003 18,200 18,200 18,200 20,700 3,907 3,907 102,000 4,500 4,500 4,500 4,500 4,500 $ 3,083,010 $ 3,348,457 $ 3,482,921 $ 3,488,010 $ 3,876,246 $ 3,083,010 $ 3,348,457 $ 3,482,921 $ 3,488,010 $ 3,876,246 * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. 207 % Change Adopted to Adopted 15.01% 15.01% N/A 22.07% 124.67% 5.74% 3.26% 13.74% N/A 0.00% 15.76% City of Chandler 2015-16 Adopted Budget General Government    Information Technology Applications Support – 1200    Authorized Positions Position Title IT Applications Manager IT Application Support Specialist IT Applications Specialist IT Applications Support Manager IT Database Administrator IT Database Analyst IT GIS Coordinator IT GIS Database Analyst IT Messaging Application Developer IT Principal Programmer/Analyst IT Principal Systems Analyst IT Programmer IT Programmer/Analyst IT Senior Database Administrator IT Senior Database Analyst IT Senior Programmer/Analyst IT Senior Service Delivery Analyst IT Webmaster Operations System Analyst Senior Systems Analyst Systems Analyst Total 2011-12 Revised 0 1 2 1 0 0 1 3 1 0 1 0 0 0 0 0 0 1 1 4 3 19 2012-13 Revised 0 1 2 1 0 0 1 2 1 0 1 0 0 0 0 0 0 1 1 5 4 20 2013-14 Revised 0 1 1 1 0 1 0 0 1 0 1 0 0 0 1 0 0 0 0 5 6 18 2014-15 Adopted 0 1 1 1 0 1 0 0 1 0 1 0 0 0 1 0 0 0 0 5 6 18 2014-15 Revised 1 0 0 0 1 1 0 0 1 2 0 2 3 1 0 6 0 0 0 0 0 18 2015-16 Adopted 1 0 0 0 1 1 0 0 1 3 0 2 3 1 0 6 1 0 0 0 0 20 Significant Budget and Staffing Changes As a result of a citywide classification study for information technology related positions effective July 1, 2014, one IT Application Support Specialist position was reclassified to IT Programmer; one IT Applications Specialist position was reclassified to IT Senior Programmer/Analyst; one IT Applications Support Manager position was reclassified to IT Applications Manager; one IT Database Analyst position was reclassified to IT Database Administrator; one IT Principal Systems Analyst position and one Senior Systems Analyst position were reclassified to IT Principal Programmer/Analysts; one IT Senior Database Analyst position was reclassified to IT Senior Database Administrator; four Senior Systems Analyst positions were reclassified to IT Senior Programmer/Analysts; and six Systems Analyst positions were reclassified to IT Database Analyst (one position), IT Programmer (one position), IT Programmer Analyst (three positions), and IT Senior Programmer/Analyst (one position). Effective July 1, 2015, one IT Senior Service Delivery Analyst is transferred from cost center 1199, IT Service Delivery Management & Administration, and one IT Principal Programmer/Analyst position is added. One-half of this position was converted from a Business Systems Support Analyst in cost center 1245, Utility Services, in the Management Services Department. Fiscal Year 2015-16 reflects one-time additions in Machinery/Equipment for the BizTalk software upgrade and in Professional/Contract for double filling positions for retiring employees, as well as an ongoing increase in Other Charges/Services for training for the new position added this fiscal year. 208 City of Chandler 2015-16 Adopted Budget General Government T he Information Technology (IT) Infrastructure & Client Support Division is responsible for maintaining and supporting the City’s network, server, and storage operations including all deployment Cost Center: and tracking technology computer hardware, software licensing, managing the citywide PC replacement program, citywide training, security administration, and disaster recovery. Division: IT Infrastructure & Client Support 1280 2015-16 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. 2014-15 2012-13 2013-14 2014-15 Year End Measures Actual Actual Projected Estimate * Number of quarterly security assessments performed on City systems to identify risks 4 4 4 4 2015-16 Projected 4 Total number of help desk requests completed Percentage of satisfied customers on team projects/help desk requests Percentage of security compliance standards met on servers Percentage of reliability of messaging systems maintained 3,420 3,843 4,500 4,200 4,000 80% 80% 80% 80% 80% 98% 98% 98% 98% 98% 99% 98% 99% 98% 99% Percentage of network availability maintained Percentage of server environment availability maintained Percentage of storage environment availability maintained Number of security policies developed and implemented Percentage of telephone service requests completed within 5 business days of ticket opening or planned start date Percentage of IT computer hardware and software inventory maintained 98% 99% 98% 99% 99% 98% 98% 98% 98% 98% 99% 99% 99% 99% 99% 3 3 3 3 3 80% 80% 80% 80% 80% 75% 75% 75% 80% 85% * 2014-15 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. 209 City of Chandler 2015-16 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 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget $ 2,277,046 $ 2,312,375 $ 2,415,216 $ 2,413,430 $ 2,431,802 2,312,375 2,415,216 2,413,430 2,380,840 50,962 71,567 186,800 205,320 246,355 19,400 5,802 25,810 35,803 42,603 47,885 131,861 126,308 144,262 138,620 69,388 3,028 9,250 35,569 58,733 103,128 27,144 44,600 62,227 73,701 28,700 132,859 75,000 102,807 92,607 64,870 2,926 2,926 2,926 2,926 2,926 $ 2,652,231 $ 2,783,069 $ 3,004,130 $ 3,068,975 $ 2,768,099 $ 2,652,231 $ 2,783,069 $ 3,004,130 $ 3,068,975 $ 2,768,099 * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. 210 % Change Adopted to Adopted 5.16% 2.96% N/A -89.61% 85.53% -45.06% 1014.90% -35.65% -13.51% 0.00% -0.54% City of Chandler 2015-16 Adopted Budget General Government    Information Technology Infrastructure & Client Support – 1280    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 Network Technician IT Principal Systems Specialist IT Security Administrator IT Security Analyst IT Senior Communications Coordinator IT Senior Network Analyst IT Senior Systems Specialist IT Service Desk Specialist IT Service Desk Supervisor IT Service Desk Technician IT Systems Specialist IT Webmaster Total 2011-12 Revised 1 1 2 3 1 0 2 0 2 0 0 1 0 1 0 0 0 2 0 16 2012-13 Revised 1 0 2 3 1 0 2 0 2 0 0 1 0 1 0 1 0 2 0 16 2013-14 Revised 1 0 2 3 1 1 2 0 2 1 1 1 0 1 0 1 0 2 1 20 2014-15 Adopted 1 0 2 3 1 1 2 0 2 1 1 1 0 1 0 1 0 2 1 20 2014-15 Revised 0 0 0 0 1 1 1 1 2 1 1 0 2 1 2 1 3 2 1 20 2015-16 Adopted 0 0 0 0 1 1 1 1 2 1 1 0 2 1 2 1 3 2 1 20 Significant Budget and Staffing Changes As a result of a citywide classification study for information technology related positions effective July 1, 2014, one IT Communications Coordinator position was reclassified to IT Network Technician, two IT Desktop Specialist positions were reclassified to IT Service Desk Specialists, three IT Desktop Technician positions were reclassified to IT Service Desk Technicians, two IT Network Analyst positions were reclassified to IT Senior Network Analysts, and one IT Senior Communications Coordinator position was reclassified to IT Network Analyst. Fiscal Year (FY) 2015-16 reflects ongoing increases in Communications/Transportation for mobile device support and telephone systems maintenance and in Other Charges/Services for citywide network security training. In addition, FY 2015-16 reflects a one-time addition to Personnel for temporary IT Help Desk and mobile device support. 211 City of Chandler 2015-16 Adopted Budget General Government Division: Cost Center: Information Technology Oversight Committee Operations (ITOC) 1286 The Information Technology Oversight Committee (ITOC) Operating Division plans, develops, monitors, and documents Information Technology (IT) Projects. 2015-16 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. 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 needs 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. 2014-15 2012-13 2013-14 2014-15 Year End 2015-16 Measures Actual Actual Projected Estimate * Projected Percentage of projects and targets completed on time and within budget 85% 85% 85% 85% 85% Percentage of quarterly targets met for projects 78% 78% 85% 85% 85% Percentage of projects adhering to IT Project Management Methodology 95% 95% 95% 95% 95% Percentage of IT projects prioritized and reviewed on a quarterly basis 95% 95% 95% 95% 95% * 2014-15 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 2015-16 Adopted Budget General Government    ITOC Operations – 1286    Budget Summary Description Professional/Contract Operating Supplies Repairs/Maintenance Total Cost Center - 1286 General Fund 2014-15 2013-14 2014-15 Actual Adopted Adjusted Budget Expenditures Budget - $ $ 20,000 $ 405 149,521 145,687 37,973 149,926 145,687 $ $ 57,973 $ 149,926 145,687 $ $ 57,973 $ 2014-15 2015-16 Estimated Adopted Expenditures Budget $ - $ 35,405 158,695 99,738 $ 135,143 $ 158,695 158,695 $ 135,143 $ % Change Adopted to Adopted N/A N/A 8.93% 8.93% Significant Budget Changes Fiscal Year (FY) 2015-16 reflects an ongoing increase in Repairs/Maintenance for the following ITOC projects: Utility Tracking Program, Electronic Document Management System upgrade and enhancements, Electronic Payment Processing, and Oracle Reporting. In addition, FY 2015-16 reflects permanent transfers of maintenance funds for fully implemented ITOC projects to cost center 1070, Communications and Public Affairs, cost center 1200, IT Applications Support, cost center 4520, Aquatics, and to multiple citywide cost centers for the Application Standardization project. 213 City of Chandler 2015-16 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 Repairs/Maintenance 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 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget $ 2014-15 Estimated Expenditures 3,044 $ - $ - $ 720,796 1,387,704 111,413 19,961 4,450 48,968 51,465 125,900 56,452 1,364,860 644,079 117,859 625,000 17,951 $ 1,132,429 $ 1,989,860 $ 2,177,612 $ $ 589,285 $ 1,923,868 $ 2,021,478 $ 327,771 41,575 100,163 160,957 17,818 37,049 54,416 6,599 18,922 $ 1,132,429 $ 1,989,860 $ 2,177,612 $ 2015-16 Adopted Budget 526 $ 526 228,007 546,049 68,644 26,388 86,221 1,754,580 13,246 425,000 10,000 423,032 $ 2,735,629 289,902 $ 2,712,625 77,726 22,437 36,557 492 18,847 75 423,032 $ 2,735,629 % Change Adopted to Adopted N/A N/A N/A N/A N/A N/A N/A N/A 28.55% -32.00% N/A 37.48% * Ongoing and One-time Personnel Services detail not available for 2013-14 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) 2015-16 incorporates the carryforward of unexpended program funding from FY 2014-15. Detail on the capital program is available in the 2016-2025 Capital Improvement Program. 214 City of Chandler 2015-16 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 Repairs/Maintenance Communications/Transportation Other Charges/Services Contingencies/Reserves Building/Improvements Machinery/Equipment Office Furniture/Equipment Total Cost Center - 1287 General Gov't Capital Projects Fund 2013-14 Actual Expenditures $ $ $ 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 1,184 $ - $ - $ 203,564 681,500 1,167,948 5,254 4,282 563 565 587,620 74,625 180,609 75,000 206,807 470,084 $ 1,344,120 $ 1,375,318 $ 470,084 $ 1,344,120 $ 1,375,318 $ 2015-16 Adopted Budget 963 $ 963 295,260 129,450 962,958 116,137 150,000 412,360 $ 1,242,408 412,360 $ 1,242,408 % Change Adopted to Adopted N/A N/A N/A -81.01% N/A N/A N/A 63.87% N/A -100.00% N/A -7.57% * Ongoing and One-time Personnel Services detail not available for 2013-14 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) 2015-16 incorporates the carryforward of unexpended program funding from FY 2014-15. Detail on the capital program is available in the 2016-2025 Capital Improvement Program. 215 City of Chandler 2015-16 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 Department 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. Effective July 1, 2015, Neighborhood Resources has been moved to the Community & Neighborhood Services Department. Division: Cost Center: Neighborhood Resources 1060 Neighborhood Resources Overview 2013-14 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 2014-15 Estimated Expenditures $ 587,120 $ 601,611 $ 621,483 $ 1,033,954 1,148,066 1,106,792 8,349,639 13,160,160 8,952,411 4,601,548 3,883,619 2,991,412 Total $ 14,572,260 $ 18,793,456 $ 13,672,098 $ $ - 3,880,367 3,721,224 11,009,626 14,913,089 9,950,874 Total $ 14,572,260 $ 18,793,456 $ 13,672,098 $ - 2013-14 Revised 5.150 10.500 21.750 6.100 43.500 3,880,367 $ % Change Adopted to Adopted - Total 3,562,635 $ 2015-16 Adopted Budget 3,721,224 $ Staffing by Cost Center Neighborhood Resources Code Enforcement Housing and Redevelopment Community Development (1) 2014-15 Adopted Budget 2014-15 Adopted 5.150 11.500 21.750 6.100 44.500 2014-15 Revised 5.150 11.500 22.750 6.100 45.500 Ongoing and One-time Personnel Services detail not availab le for 2013-14 Actual Expenditures. 216 -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% N/A -100.00% -100.00% % Change 2015-16 Adopted to Adopted Adopted 0.000 -100.00% 0.000 -100.00% 0.000 -100.00% 0.000 -100.00% 0.000 -100.00% City of Chandler 2015-16 Adopted Budget General Government    Neighborhood Resources – 1060    2015-16 Performance Measurements Effective July 1, 2015, Neighborhood Resources has been moved to the Community & Neighborhood Services Department. All Performance Measures have been moved to the Community & Neighborhood Services section of the budget book. 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 2013-14 Actual Expenditures $ $ $ 538,267 $ 33,058 4,678 1,289 8,557 505 764 587,120 $ 587,120 $ 2014-15 Adopted Budget 2014-15 Adjusted Budget 560,683 $ 560,683 28,563 6,490 1,500 3,375 600 400 601,611 $ 601,611 $ 2014-15 Estimated Expenditures 575,045 $ 575,045 97,448 6,571 1,711 6,375 600 400 688,150 $ 688,150 $ 2015-16 Adopted Budget 575,962 $ 575,962 31,561 6,571 1,500 4,889 600 400 621,483 $ 621,483 $ % Change Adopted to Adopted - -100.00% -100.00% N/A -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Community Resource Coordinator Community Resources/Diversity Manager Customer Service Representative Director, Neighborhood Resources Division Management Assistant Neighborhood Programs Assistant Neighborhood Programs Coordinator Total 2011-12 Revised 1 0.8 0.45 0.6 0 1 1 4.85 2012-13 Revised 1 0.8 0.45 0.6 0 1 1 4.85 2013-14 Revised 1 0.8 0.45 0.9 0 1 1 5.15 2014-15 Adopted 1 0.8 0.45 0.9 0 1 1 5.15 2014-15 Revised 1 0.8 0.45 0.9 1 0 1 5.15 2015-16 Adopted 0 0 0 0 0 0 0 0 Significant Budget and Staffing Changes Effective July 1, 2015, all cost centers within the Neighborhood Resources Division and multiple cost centers from the Community Services Department were combined to create the new Community & Neighborhood Services Department. 217 City of Chandler 2015-16 Adopted Budget General Government Division: Cost Center: Code Enforcement 1061 The Code Enforcement Unit provides public information, enforcement, and incentives for residents to comply with City zoning and nuisance code requirements. This unit also engages in specialized activities such as graffiti removal/abatement, education, and other activities as needed. 2015-16 Performance Measurements Effective July 1, 2015, Code Enforcement has been moved to the Community & Neighborhood Services Department. All Performance Measures have been moved to the Community & Neighborhood Services section of the budget book. 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 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget $ 920,720 $ 996,434 $ 1,015,269 $ 946,878 $ 996,434 1,015,269 946,878 21,006 32,200 264,680 31,200 48,743 53,945 53,945 57,437 1,203 3,325 3,325 2,300 3,993 11,136 11,136 8,850 1,500 1,834 1,500 2,285 2,000 2,458 2,207 16,044 25,380 30,380 34,274 19,959 22,146 22,146 22,146 $ 1,033,954 $ 1,148,066 $ 1,405,173 $ 1,106,792 $ $ 1,033,954 $ 1,148,066 $ 1,405,173 $ 1,106,792 $ % Change Adopted to Adopted - -100.00% -100.00% N/A -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Administrative Assistant Administrative Specialist Code Inspector Graffiti Abatement Technician Neighborhood Preservation Manager Senior Code Inspector Total 2011-12 Revised 0 1 5 1 1 2.5 10.5 2012-13 Revised 0 1 5 1 1 2.5 10.5 2013-14 Revised 0 1 5 1 1 2.5 10.5 2014-15 Adopted 0 1 6 1 1 2.5 11.5 2014-15 Revised 1 0 6 1 1 2.5 11.5 2015-16 Adopted 0 0 0 0 0 0 0 Significant Budget and Staffing Changes Effective July 1, 2015, all cost centers within the Neighborhood Resources Division and multiple cost centers from the Community Services Department were combined to create the new Community & Neighborhood Services Department. 218 City of Chandler 2015-16 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 2015-16 Performance Measurements Effective July 1, 2015, Housing and Redevelopment has been moved to the Community & Neighborhood Services Department. All Performance Measures have been moved to the Community & Neighborhood Services section of the budget book. 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 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures $ 1,663,485 $ 1,788,378 $ 1,833,305 $ 1,812,219 $ 1,812,219 1,833,305 1,788,378 664,814 660,219 516,000 304,172 114,162 113,412 113,412 105,452 160,250 160,250 160,250 191,109 11,906 11,156 11,156 8,038 35,500 35,500 35,500 31,658 153,500 153,500 153,500 139,949 5,437,060 5,427,060 5,427,060 5,175,269 3,853,904 4,258,904 105,000 54,779 505,000 895,680 650,000 675,728 58,000 46,000 46,000 $ 8,349,639 $ 13,160,160 $ 13,294,986 $ 8,952,411 $ 92,962 $ 102,643 $ 100,860 $ $ 65,053 $ 1,244,277 1,442,971 1,398,000 1,053,091 732,898 1,028,523 995,000 574,070 551,253 551,253 541,000 503,090 5,487,587 5,688,557 5,680,000 5,225,699 880,940 603,073 456,015 850,000 240,361 505,099 95,300 472,621 3,095,000 3,500,000 $ 8,349,639 $ 13,160,160 $ 13,294,986 $ 8,952,411 $ * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. 219 2015-16 Adopted Budget % Change Adopted to Adopted - -100.00% -100.00% N/A -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% N/A -100.00% -100.00% -100.00% City of Chandler 2015-16 Adopted Budget General Government    Housing and Redevelopment – 4560    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 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 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 2014-15 Revised 1 1.55 0 2 1 1 1 5 1 1 4 1 1 1.5 0.7 22.75 2015-16 Adopted 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Significant Budget and Staffing Changes Effective July 1, 2015, all cost centers within the Neighborhood Resources Division and multiple cost centers from the Community Services Department were combined to create the new Community & Neighborhood Services Department. 220 City of Chandler 2015-16 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. 2015-16 Performance Measurements Effective July 1, 2015, Community Development has been moved to the Community & Neighborhood Services Department. All Performance Measures have been moved to the Community & Neighborhood Services section of the budget book. Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Land/Improvements Building/Improvements Machinery/Equipment Office Furniture/Equipment Total Cost Center - 4700 General Fund Grant Fund HOME Program Fund CDBG Fund Grand Total 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 386,165 $ 440,162 $ 534,872 $ 545,574 $ 534,872 545,574 386,165 2,823,811 2,687,749 3,451,478 1,908,663 16,387 232,150 17,167 17,167 1,784 2,000 2,416 2,416 8,640 8,640 8,590 1,907 490 622,847 633,191 638,691 646,191 51,500 23,000 478,338 36 24 $ 4,601,548 $ 3,883,619 $ 4,715,466 $ 2,991,412 $ $ 1,244,332 $ 1,147,959 $ 1,294,871 $ 1,256,510 $ 574,703 17,660 17,660 1,339,049 1,305,257 616,152 1,035,000 1,443,464 1,683,000 2,097,678 1,118,750 $ 4,601,548 $ 3,883,619 $ 4,715,466 $ 2,991,412 $ $ * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. 221 2015-16 Adopted Budget % Change Adopted to Adopted - -100.00% -100.00% N/A -100.00% -100.00% -100.00% -100.00% N/A -100.00% N/A N/A N/A N/A -100.00% City of Chandler 2015-16 Adopted Budget General Government    Community Development – 4700    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 Management Assistant Senior Accountant Senior Code Inspector Total 2011-12 Revised 1 1 1 0.2 1 0.35 1 0 0.3 0.5 6.35 2012-13 Revised 1 1 1 0.2 1 0.35 1 0 0.3 0.5 6.35 2013-14 Revised 1 1 1 0.2 1 0.1 1 0 0.3 0.5 6.1 2014-15 Adopted 1 1 1 0.2 1 0.1 1 0 0.3 0.5 6.1 2014-15 Revised 1 1 0 0.2 1 0.1 1 1 0.3 0.5 6.1 2015-16 Adopted 0 0 0 0 0 0 0 0 0 0 0 Significant Budget and Staffing Changes Effective July 1, 2015, all cost centers within the Neighborhood Resources Division and multiple cost centers from the Community Services Department were combined to create the new Community & Neighborhood Services Department. 222 City of Chandler 2015-16 Adopted Budget General Government P lanning provides zoning administration and site plan review as well as guides and directs growth through the development of plans, policies, and ordinances that preserve the character and enhance the livability of the City. This includes long range planning activities such as tracking land use and population statistics, preparing development policies and code amendments, and maintaining all elements of the Chandler General Plan as required by state statutes. -- 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. -- 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 2015-16 Planning Accomplishments  Began multi-year General Plan Update, including consultant selection, adopting the Public Participation Plan, and forming the Citizen Advisory Committee.  Reviewed internal processes and implemented a series of changes promoting greater efficiencies.  Managed notable development applications including Alta Steel Yard, DC Heights, and Chandler Viridian (former Elevation Chandler).  Created on-line tutorials and templates to simplify customer experiences. 2015-16 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 & Zoning Commission, Board of Adjustment, and City Council. Measures Percentage of applications for Planning & Zoning Commission agendas scheduled within 90 days Number of cases submitted 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 70% 70% 70% 70% 80% 151 126 140 123 120 * 2014-15 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. 223 City of Chandler 2015-16 Adopted Budget General Government    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 Percentage of plan reviews completed within 20-day turnaround time Percentage of field inspections completed within 24 hours 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 1,495 1,887 1,700 1,900 1,900 98% 98% 96% 97% 97% 98% 98% 98% 98% 98% Goal: Provide professional recommendations regarding future growth and development, technical information, and demographics to City Council and citizen advisory task forces. 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 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 4 0 3 3 3 3 2 4 1 1 * 2014-15 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 2015-16 Adopted Budget General Government    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 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 157 126 160 180 180 100% 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 a minimum of 80% of employees receive professional training each year. Measure Percentage of employees participating in training opportunities 2012-13 Actual 100% 2013-14 Actual 100% * 2014-15 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. 225 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 100% 100% 100% City of Chandler 2015-16 Adopted Budget General Government    Planning – 1510    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Capital Replacement Total Cost Center - 1510 General Fund 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget $ 1,486,618 $ 1,577,554 $ 1,640,837 $ 1,602,767 $ 1,499,359 1,499,359 1,602,767 1,486,618 1,577,554 1,640,837 82,000 75,000 49,320 2,114 12,000 46,877 17,550 40,877 10,770 40,877 9,140 8,150 8,150 3,500 5,262 9,901 8,700 7,388 16,901 16,901 8,042 4,500 2,435 12,542 12,542 4,838 4,838 4,838 4,838 4,838 $ 1,519,425 $ 1,672,862 $ 1,773,465 $ 1,716,855 $ 1,660,157 $ 1,519,425 $ 1,672,862 $ 1,773,465 $ 1,716,855 $ 1,660,157 % Change Adopted to Adopted -4.96% -4.96% N/A 583.33% 14.68% 12.15% -41.42% -35.88% 0.00% -0.76% * Ongoing and One-time Personnel Services detail not available for 2013-14 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 Administrative Assistant Senior Engineer Senior Planner Senior Plans Examiner Senior Site Development Inspector Site Development Coordinator Site Development Inspector Site Development Plans Examiner Total 2011-12 Revised 1 1 2 1 1 1 1 1 0 1 2 4 1 1 2 2 22 2012-13 Revised 2 0 2 1 1 1 1 0 0 0 1 0 1 1 1 2 14 2013-14 Revised 2 0 2 1 1 1 1 0 0 0 1 0 1 1 1 2 14 2014-15 Adopted 2 0 2 1 1 1 1 0 0 0 1 0 1 1 2 2 15 2014-15 Revised 1 0 0 1 1 1 1 0 2 0 2 0 1 1 2 2 15 2015-16 Adopted 1 0 0 1 1 1 1 0 2 0 2 0 1 1 1 2 14 Significant Budget and Staffing Changes Effective July 1, 2015, the Planning cost center moved from the Transportation & Development Department to the City Manager Department. One Site Development Inspector position was reclassified to Commercial Code Inspector and transferred to cost center 1061, Code Enforcement, in the Community & Neighborhood Services Department. Fiscal Year 2015-16 reflects a one-time addition to Professional/Contract for on-call temporary inspection services. 226 COMMUNITY & & NEIGHBORHOOD SERVICES 7 Activities and Functions Accomplishments Goals, Objectives, and Performance Measurements Budget Summary Position Summary Community & Neighborhood Services B 2 E C A L P E TH E STAT CANYON GRAND A family place Community events and facilities that showcase our rich heritage and diverse population are a cornerstone of our success as a place where families can grow and thrive. Add vibrant neighborhoods to the mix and we have a very special place indeed. Arizona Ave Delaware St Buffalo St Multicultural Festival Boston St City of Chandler 2015-16 Adopted Budget Community & Neighborhood Services Assistant City Manager Community & Neighborhood Services Park Development & Operations Recreation Aquatics Sports & Fitness Facilities Neighborhood Resources Nature & Recreation Facilities Code Enforcement Housing & Redevelopment Community Development 227 City of Chandler 2015-16 Adopted Budget Community & Neighborhood Services The table below depicts the breakdown by division for the Fiscal Year 2015-16 Community & Neighborhood Services Department Proposed Budget. Effective July 1, 2015, the Aquatics (4520), Park Development & Operations (4530), Recreation (4550), Sports & Fitness Facilities (4551), Nature & Recreation Facilities (4555), and Parks Capital (4580) cost centers were moved from the Community Services Department to the new Community & Neighborhood Services Department. Neighborhood Resources Division, which includes Neighborhood Resources (1060), Code Enforcement (1061), Housing & Redevelopment (4650), and Community Development (4700) cost centers under City Manager Department, has been moved to the new Community & Neighborhood Services Department as well. Subsequent pages provide cost center descriptions, goals and objectives, performance measurements, budget summaries, authorized positions, and highlights of significant changes. Community & Neighborhood Services Overview Expenditures by Cost Center 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget Neighborhood Resources $ 587,120 $ 601,611 $ 621,483 $ 900,520 Code Enforcement 1,033,954 1,148,066 1,107,234 1,277,658 Administration 512,364 434,790 431,424 Aquatics 3,203,461 3,470,615 3,669,518 3,775,887 Park Development & Operations 7,109,716 7,546,336 7,935,413 8,326,634 Recreation 1,181,509 1,169,577 1,201,181 1,369,811 Sports & Fitness Facilities 1,986,871 2,249,309 2,274,792 2,358,996 Nature & Recreation Facilities 1,434,435 1,786,264 1,600,662 1,685,509 Parks Capital 4,298,945 13,171,880 3,135,951 12,634,432 Housing & Redevelopment 8,349,639 13,160,160 8,952,411 12,975,452 Community Development 4,601,548 3,883,619 2,991,412 4,088,862 Total $ 34,299,560 $ 48,622,227 $ 33,921,481 $ 49,393,761 Expenditures by Category Personnel & Benefits Total Personnel Ongoing(1) One-time(1) Operating & Maintenance Capital - Major (1) % Change Adopted to Adopted 49.68% 11.29% -100.00% 8.80% 10.34% 17.12% 4.88% -5.64% -4.08% -1.40% 5.28% 1.59% $ 13,458,490 $ 14,277,679 $ 14,217,132 $ 14,698,038 14,277,679 14,217,132 14,695,238 2.92% 2,800 16,542,124 21,172,668 16,568,398 22,061,291 4,298,945 13,171,880 3,135,951 12,634,432 Total $ 34,299,560 $ 48,622,227 $ 33,921,481 $ 49,393,761 N/A 4.20% -4.08% 1.59% Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. 228 City of Chandler 2015-16 Adopted Budget Community & Neighborhood Services Community & Neighborhood Services Overview (continued) Staffing by Cost Center Neighborhood Resources Code Enforcement Administration Aquatics Park Development & Operations Recreation Sports & Fitness Facilities Nature & Recreation Facilities Housing & Redevelopment Community Development Total 2013-14 Revised 5.150 10.500 3.000 15.750 53.000 8.250 17.125 13.875 21.750 6.100 154.500 2014-15 Adopted 5.150 11.500 3.000 15.750 53.000 8.250 17.125 13.875 21.750 6.100 155.500 229 2014-15 Revised 5.150 11.500 3.000 15.750 53.000 8.375 17.125 13.875 22.750 6.100 156.625 % Change 2015-16 Adopted to Adopted Adopted 6.800 32.04% 12.500 8.70% 0.000 -100.00% 15.750 0.00% 54.000 1.89% 8.375 1.52% 17.125 0.00% 13.875 0.00% 23.200 6.67% 6.000 -1.64% 157.625 1.37% City of Chandler 2015-16 Adopted Budget Community & Neighborhood Services 2014-15 Community & Neighborhood Services Accomplishments  Facilitated two Mayor’s Listening Tour meetings and the Mayor’s Homeowner’s Association (HOA) Legislative Listening Tour update, and conducted two Traditional Neighborhood and two HOA Academies.  Resident participation in Traditional Neighborhood Academies resulted in 16 neighborhood sign toppers installed in 4 neighborhoods. The City has installed a total of 84 toppers in 22 neighborhoods since 2012.  Increased percentage of proactive code enforcement to 48% from 42% while reducing the average first response time from three days to two days.  Abated three structures were abated through the Mayor’s Voluntary Demolition program that addresses significantly blighted and deteriorated structures in the City.  The Aquatics Division received the 2014 Arizona Parks & Recreation Outstanding Aquatic Program – Adult Stroke Clinic Award and the Recreation Division received the 2015 USTA Outstanding Facility Award for the Tennis Center, which was also the Featured Facility of the Year; the highest tennis facility honor.  Provided swim lessons for 9,521 participants through the Aquatics Learn to Swim program and received grant awards totaling $7,562 to provide water safety and swim lessons.  Fifteen nonprofit organizations were awarded funding totaling $30,000 through the City of Chandler’s Special Event Sponsorship program.  Administered $1.1 million in General Fund and $1.2 million in Community Development Block Grants funding to provide services through partnerships with 57 social service programs.  Implemented the ACTIVE Net facility reservation and registration system that allowed participants to reserve pavilions and ball fields online for the first time.  Snedigar Sportsplex was named the host of the Arizona ASA Berth Association Tournament and the Chandler Junior Olympics Showdown Open Invitational for Girls Fast Pitch in May 2015.  Constructed Centennial and Valencia Parks, renovated the Tennis Center, replaced the toddler slide at Folley Pool, replaced the slide stairs at Hamilton and Desert Oasis Aquatic Centers, and completed installation of ball field shade and sports field lighting at the Snedigar Sportsplex.  Provided housing assistance to 805 families while maintaining the HUD High Performing designation.  Conducted a comprehensive public housing energy audit, and replaced 11 inefficient heating and cooling units, four playground structures, and 22 roofs.  Community Development rehabilitated 14 houses resulting in the repair or replacement of electrical, plumbing, roofing, heating and cooling, and other major systems.  Provided after school, intersession, and summer programming for 440 children residing at the City’s four family public housing sites.  Enhanced programming of For Our City – Chandler including the expansion of IHELP, completion of the mobile shower trailer, continued improvements and partnerships with Operation Back to School, and the annual citywide Volunteer Recognition breakfast.  Continued support of diverse organizations and activities to include 27 diversity events, 25 school partnerships, over 9,826 student participants with a total attendance of over 15,000.  Chandler earned the national designation Playful City USA for the ninth consecutive year. 230 City of Chandler 2015-16 Adopted Budget Community & Neighborhood Services 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. Neighborhood Resources includes the Community & Neighborhood Services Director, who provides oversight for Code Enforcement, Aquatics, Park Development & Operations, Recreation, Sport & Fitness Facilities, Nature & Recreation Facilities, Parks Capital, Housing & Redevelopment, and Community Development, enabling a coordinated effort that help maintain a healthy and strong community. Neighborhood Resources administers programs and services that enhance and sustain neighborhoods throughout the City of Chandler. Division: Cost Center: Neighborhood Resources 1060 2015-16 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 2012-13 Actual 15 291 2013-14 Actual 7 299 2014-15 Projected 10 317 2014-15 Year End Estimate * 15 310 2015-16 Projected 15 320 1,341 1,419 1,443 1,450 1,475 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 provide 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 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 885 587 600 680 680 22 18 18 17 17 14 8 15 10 10 * 2014-15 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 2015-16 Adopted Budget Community & Neighborhood Services    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 Number of initiatives completed through these partnerships 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 4 5 5 5 5 208 458 400 250 250 92 97 101 101 104 9 8 8 8 8 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 (1) 2012-13 Actual 29 23 2013-14 Actual 27 24 2014-15 Projected 26 22 2014-15 Year End Estimate * 27 25 3,259 16 4,769 18 3,000 15 9,826 14 (1) 2015-16 Projected 24 22 3,000 15 5,000 counted for student visitors to East Valley Jewish Community Center “Then They Came for Me…” exhibit at Chandler Gilbert Community College and Chandler Public Library. * 2014-15 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 232 City of Chandler 2015-16 Adopted Budget Community & Neighborhood Services    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 2013-14 Actual Expenditures $ $ $ 538,267 $ 33,058 4,678 1,289 8,557 505 764 587,120 $ 587,120 $ 2014-15 Adopted Budget 2014-15 Adjusted Budget 560,683 $ 560,683 28,563 6,490 1,500 3,375 600 400 601,611 $ 601,611 $ 2014-15 Estimated Expenditures 575,045 $ 575,045 97,448 6,571 1,711 6,375 600 400 688,150 $ 688,150 $ 2015-16 Adopted Budget 575,962 $ 575,962 31,561 6,571 1,500 4,889 600 400 621,483 $ 621,483 $ 770,471 770,471 29,799 7,674 3,800 6,220 600 81,956 900,520 900,520 % Change Adopted to Adopted 37.42% 37.42% N/A 4.33% 18.24% 153.33% 84.30% 0.00% 20389.00% 49.68% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Community & Neighborhood Resources Director Community Resource Coordinator Community Resources/Diversity Manager Customer Service Representative Director, Neighborhood Resources Division Management Assistant Neighborhood Programs Assistant Neighborhood Programs Coordinator Senior Management Analyst Total 2011-12 Revised 0 1 0.8 0.45 0.6 0 1 1 0 4.85 2012-13 Revised 0 1 0.8 0.45 0.6 0 1 1 0 4.85 2013-14 Revised 0 1 0.8 0.45 0.9 0 1 1 0 5.15 2014-15 Adopted 0 1 0.8 0.45 0.9 0 1 1 0 5.15 2014-15 Revised 0 1 0.8 0.45 0.9 1 0 1 0 5.15 2015-16 Adopted 1 1 0.8 0 0 2 0 1 1 6.8 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one Neighborhood Programs Assistant position was reclassified to Management Assistant. Effective July 1, 2015, all cost centers within the Neighborhood Resources Division and multiple cost centers from the Community Services Department were combined to create the new Community & Neighborhood Services Department. In conjunction with this change, the Director, Neighborhood Resources Division position was reclassified to Community & Neighborhood Services Director and 0.1 FTE was transferred from cost center 4700, Community Development. One Management Assistant and one Senior Management Analyst were transferred from cost center 4300, Community Services Administration, and a partial Customer Service Representative position (0.45 FTE) was transferred to cost center 4650, Housing & Redevelopment. Fiscal Year 2015-16 includes one-time funding for the Garibaldi Night, Indian Art Market, For Our City, and Celebration of Unity events. 233 City of Chandler 2015-16 Adopted Budget Community & Neighborhood Services Division: Cost Center: Code Enforcement 1061 The Code Enforcement Unit provides public information, enforcement, and incentives for residents to comply with City zoning and nuisance code requirements. This unit also engages in specialized activities such as graffiti removal/abatement, education, and other activities as needed. 2015-16 Performance Measurements Goal: The Code Enforcement Unit strives to improve the quality of life in the City of Chandler and promotes 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. (1) ♦ Respond to code enforcement complaints within an overall average of 24 hours. (1) ♦ Respond and abate graffiti incidents within 24 hours of receipt. ♦ Proactively self-initiate 50% of all cases. Measures Total number of cases From complaint received, number of (1) days to graffiti abatement Percentage of self-initiated cases From complaint receipt, number of (1) days to first inspection (1) 2012-13 Actual 7,915 2013-14 Actual 6,802 2014-15 Projected 9,500 2014-15 Year End Estimate * 9,000 2015-16 Projected 9,500 N/A 40% 1 42% 1 51% 1 48% 1 51% 5 3 1 2 1 New objective and measure effective Fiscal Year 2013-14. * 2014-15 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 234 City of Chandler 2015-16 Adopted Budget Community & Neighborhood Services    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 with Neighborhood Programs in Neighborhood Action Planning Process for at least (4) (1) neighborhood action plans. ♦ Provide a Code Enforcement overview/update to other City Departments to promote continued collaboration (1) and awareness of code enforcement activities and services. 2014-15 2012-13 2013-14 2014-15 Year End 2015-16 Measures Actual Actual Projected Estimate * Projected Number of neighborhood action planning processes in tandem with (1) neighborhood programs N/A 6 4 5 4 Number of code enforcement overview/updates provided to other City (1) (2) departments 12 N/A 5 4 5 (1) (2) New objective and measure effective Fiscal Year 2013-14. 2014-15 Projected reflects Code Enforcement initiating all overview/updates. These projections now account for the expected implementation of the Customer Service Committee's recommendation wherein an emphasis will be placed on City departments providing updates as well. * 2014-15 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. 235 City of Chandler 2015-16 Adopted Budget Community & Neighborhood Services    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 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget $ 920,720 $ 996,434 $ 1,015,269 $ 946,878 $ 1,041,466 996,434 1,015,269 946,878 1,041,466 21,006 32,200 264,680 31,200 28,231 48,743 53,945 53,945 57,437 61,645 1,203 3,325 3,325 2,300 2,800 3,993 11,136 11,136 8,850 11,500 1,500 1,834 1,500 1,500 2,285 2,000 2,458 2,207 2,500 16,044 25,380 30,380 34,716 93,300 19,959 22,146 22,146 22,146 34,716 $ 1,033,954 $ 1,148,066 $ 1,405,173 $ 1,107,234 $ 1,277,658 $ 1,033,954 $ 1,148,066 $ 1,405,173 $ 1,107,234 $ 1,277,658 % Change Adopted to Adopted 4.52% 4.52% N/A -12.33% 14.27% -15.79% 3.27% 0.00% 25.00% 267.61% 56.76% 11.29% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Administrative Assistant Administrative Specialist Code Inspector Commercial Code Inspector Graffiti Abatement Technician Neighborhood Preservation Manager Senior Code Inspector Total 2011-12 Revised 0 1 5 0 1 1 2.5 10.5 2012-13 Revised 0 1 5 0 1 1 2.5 10.5 2013-14 Revised 0 1 5 0 1 1 2.5 10.5 2014-15 Adopted 0 1 6 0 1 1 2.5 11.5 2014-15 Revised 1 0 6 0 1 1 2.5 11.5 2015-16 Adopted 1 0 6 1 1 1 2.5 12.5 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one Administrative Specialist position was renamed Administrative Assistant. Effective July 1, 2015, all cost centers within the Neighborhood Resources Division and multiple cost centers from the Community Services Department were combined to create the new Community & Neighborhood Services Department. One Site Development Inspector position was reclassified to Commercial Code Inspector and transferred from cost center 1510, Planning in the City Manager’s Department located in the General Government section of the budget book. 236 City of Chandler 2015-16 Adopted Budget Community & Neighborhood 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 2015-16 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 and 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 (1) (2) (3) (4) 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected (4) 99% 92% 94% 99% N/A $100.46 $101.70 $101.00 $101.70 N/A 0.79 FTE 0.78 FTE 0.78 FTE 0.78 FTE N/A (4) (4) Leisure = Library, aquatics, parks and recreation programs, classes, and/or facilities. Based on recreation survey conducted annually. “Cost of service provision per resident” equals Adopted Operations Budget for Department (Personnel + O&M, all funds, excluding Capital) divided by City population, per Economic Development current population estimate published in January each fiscal year. Cost center will be dissolved effective July 1, 2015 as a result of the merge with Neighborhood Resources. * 2014-15 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 237 City of Chandler 2015-16 Adopted Budget Community & Neighborhood 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(1) General Fund 2013-14 Actual Expenditures $ $ $ 2014-15 Adopted Budget 457,691 $ 4,644 2,409 1,213 429 45,978 512,364 $ 512,364 $ 381,890 $ 381,890 1,636 1,550 1,050 6,360 42,304 434,790 $ 434,790 $ 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 386,460 $ 386,460 41,636 1,550 1,338 6,360 2,304 439,648 $ 439,648 $ 2015-16 Adopted Budget 386,000 $ 386,000 40,000 1,334 1,279 493 2,318 431,424 $ 431,424 $ % Change Adopted to Adopted - -100.00% -100.00% N/A -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. (1) Cost Center has been abolished and split between cost centers 1090 Cultural Affairs Admin and 1060 Neighborhood Resources effective July 1, 2015. Authorized Positions Position Title Community Services Director Cultural Affairs Director Management Assistant Senior Executive Assistant Senior Management Analyst Senior Management Assistant Total 2011-12 Revised 1 0 0 1 0 2 4 2012-13 Revised 1 0 0 1 0 2 4 2013-14 Revised 1 0 0 1 0 1 3 2014-15 Adopted 1 0 0 1 0 1 3 2014-15 Revised 0 1 1 0 1 0 3 2015-16 Adopted 0 0 0 0 0 0 0 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one Senior Executive Assistant position was renamed to Management Assistant and one Senior Management Assistant position was renamed Senior Management Analyst. During Fiscal Year 2014-15, the Community Services Director position was reclassified to Cultural Affairs Director. Effective July 1, 2015, cost center 4300, Community Services Administration, was disbanded and the following position transfers were made: the Cultural Affairs Director was transferred to cost center 1090, Cultural Affairs Administration; and one Management Assistant and one Senior Management Analyst were transferred to cost center 1060, Neighborhood Resources. 238 City of Chandler 2015-16 Adopted Budget Community & Neighborhood 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. Division: Cost Center: Aquatics 4520 2015-16 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. 2012-13 Actual Measures Overall enrollment success rate on swimming classes 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 88.6% 89% 88% 88% 88% Annual swimming lesson attendance 9,728 9,161 9,700 9,520 9,500 Annual recreational swim attendance 307,220 302,862 303,500 301,800 300,500 98% 98% 98% 98% 98% (1) Overall customer satisfaction (1) Customer satisfaction surveys are distributed at the close of each lesson session and all other swim programs. * 2014-15 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 2015-16 Adopted Budget Community & Neighborhood Services    Aquatics – 4520    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Machinery/Equipment Capital Replacement Total Cost Center - 4520 General Fund Parks & Recreation Trust Fund Grand Total 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget $ 2,449,377 $ 2,490,378 $ 2,536,881 $ 2,524,142 $ 2,608,286 2,490,378 2,536,881 2,524,142 2,608,286 25,029 43,422 43,117 39,704 45,236 340,338 384,923 443,853 458,837 389,486 134,767 188,778 233,876 209,364 188,778 18,041 23,909 23,909 15,919 23,909 801 1,750 1,750 1,750 1,750 213,519 257,425 257,425 326,082 359,425 10,191 68,761 114,155 67,476 137,748 128 14,975 10,000 11,269 11,269 11,269 11,269 11,269 $ 3,203,461 $ 3,470,615 $ 3,666,235 $ 3,669,518 $ 3,775,887 $ 3,198,301 $ 3,461,101 $ 3,656,663 $ 3,661,854 $ 3,770,084 5,160 9,514 9,572 7,664 5,803 $ 3,203,461 $ 3,470,615 $ 3,666,235 $ 3,669,518 $ 3,775,887 % Change Adopted to Adopted 4.73% 4.73% N/A 4.18% 1.19% 0.00% 0.00% 0.00% 39.62% 100.33% N/A 0.00% 8.80% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Administrative Assistant 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 2011-12 Revised 0 0 1 1 3 1 1 1 3.75 3 1 0 15.75 2012-13 Revised 0 0 1 1 3 1 1 1 3 0 4 1 16 2013-14 Revised 0 0.75 1 1 3 1 1 0 3 0 4 1 15.75 2014-15 Adopted 0 0.75 1 1 3 1 1 0 3 0 4 1 15.75 2014-15 Revised 0.75 0 1 1 3 1 1 0 3 0 4 1 15.75 2015-16 Adopted 0.75 0 1 1 3 1 1 0 3 0 4 1 15.75 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one 0.75 FTE Administrative Specialist position was renamed Administrative Assistant. In Fiscal Year 2015-16, ongoing operations funding is added for supplemental funding for armored car service, utility supplemental funding for Mesquite Groves, pool chemicals, credit card bank fees, and the ActiveNet peripheral hardware replacement. 240 City of Chandler 2015-16 Adopted Budget Community & Neighborhood Services P ark Development and Operations Division is responsible for parkland acquisition, park planning/ design/development, and the maintenance of 1,226.17 Cost Center: acres of developed parkland at 64 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 downtown City campus area. The Division is also responsible for administration of contracts for park mowing, restroom cleaning, and Desert Breeze and Veterans Oasis lake maintenance. Division: Park Development and Operations 4530 2015-16 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. 2014-15 2012-13 2013-14 2014-15 Year End Measures Actual Actual Projected Estimate * Number of parks developed and/or renovated 15 19 18 19 2015-16 Projected 15 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 2012-13 Actual 2013-14 Actual 2014-15 Projected Number of fertilization applications per year 131 132 183 Number of pre-emergent applications per year 176 178 237 (1) 2014-15 Year End Estimate * (1) 189 192 (1) 244 247 Fiscal Year 2014-15 projected reflects an increase as a result of increased funding through Council budget amendments. * 2014-15 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 2015-16 Projected City of Chandler 2015-16 Adopted Budget Community & Neighborhood 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 Park Improvements Wastewater Improvements Capital Replacement Total Cost Center - 4530 General Fund Parks & Recreation Trust Fund Grand Total 2013-14 Actual Expenditures $ 3,648,293 101,190 597,794 737,492 13,195 1,984 1,848,549 27,819 39 31,060 192 (1,911) 120 103,901 $ 7,109,716 $ 7,077,746 31,970 $ 7,109,716 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget $ 3,798,793 $ 3,888,960 $ 3,894,530 $ 4,054,315 4,054,315 3,894,530 3,798,793 3,888,960 138,839 243,517 243,517 188,839 833,604 763,284 750,552 767,249 1,160,702 931,698 910,765 822,219 17,368 16,696 16,696 16,696 5,000 4,000 5,000 4,000 1,871,908 1,796,797 1,691,562 1,693,508 27,440 16,600 16,600 16,600 33 113,400 168,765 193,866 148,800 101 150 115,898 108,275 108,335 108,275 $ 7,546,336 $ 7,865,369 $ 7,935,413 $ 8,326,634 $ 7,503,336 $ 7,822,369 $ 7,906,228 $ 8,283,634 43,000 29,185 43,000 43,000 $ 7,546,336 $ 7,865,369 $ 7,935,413 $ 8,326,634 * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. 242 % Change Adopted to Adopted 6.73% 6.73% N/A -26.48% 11.07% 41.17% 4.02% 0.00% 10.66% 0.00% N/A -23.79% N/A N/A N/A 7.04% 10.34% City of Chandler 2015-16 Adopted Budget Community & Neighborhood Services    Park Development and Operations – 4530    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 Senior Administrative Assistant Total 2011-12 Revised 1 1 28 8 0 1 6 1 1 0 3 1 0 51 2012-13 Revised 1 1 28 8 1 1 6 1 1 0 3 1 0 52 2013-14 Revised 1 1 28 8 1 1 6 1 1 1 3 1 0 53 2014-15 Adopted 1 1 28 8 1 1 6 1 1 1 3 1 0 53 2014-15 Revised 0 1 28 8 1 1 6 1 1 1 3 1 1 53 2015-16 Adopted 0 1 28 8 1 1 6 1 2 1 3 1 1 54 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one Administrative Specialist position was reclassified to Senior Administrative Assistant. One Park Spray Technician position has also been added. Fiscal Year 2015-16 reflects a one-time funding allocation for two vehicles, maintenance equipment, and contract maintenance for Paseo Vista Recreation Area purchases. Ongoing operations funding has been increased for irrigation, park utilities, park vehicle maintenance, and mature tree maintenance for parks and fire stations. One Park Spray Technician position has also been added. 243 City of Chandler 2015-16 Adopted Budget Community & Neighborhood Services R ecreation provides a year-round program that includes coordinating adult sports leagues and tournaments, youth sport camps, special events, instructional classes, and 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. Division: Cost Center: Recreation 4550 2015-16 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 that allows for opportunity to discover, imagine and grow through recreational pursuits. ♦ 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 (1) User satisfaction rate 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 98% 98% 98% 98% 98% 42,114 41,797 43,125 42,000 42,250 124 113 145 162 175 Donations/sponsorships $41,912 $56,429 $55,000 $50,000 $50,000 Recreation programs participation 183,254 163,364 183,000 159,705 164,421 Volunteer hours Scholarships awarded (1) User satisfaction rate is calculated annually based on user surveys. The surveys cover all recreational programs and facilities. *2014-15 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 244 City of Chandler 2015-16 Adopted Budget Community & Neighborhood Services    Recreation – 4550    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Machinery/Equipment Capital Replacement Total Cost Center - 4550 General Fund Parks & Recreation Trust Fund Grand Total 2013-14 Actual Expenditures $ 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget 767,238 $ 126,248 108,075 18,945 53,672 37,670 46,194 23,468 $ 1,181,509 $ 1,147,148 34,361 $ 1,181,509 802,244 $ 822,333 $ 819,080 $ 836,633 802,244 822,333 819,080 836,633 65,402 76,593 64,601 71,029 109,229 117,399 114,170 134,929 700 757 814 2,285 56,658 57,979 59,086 52,111 500 9,260 14,210 16,918 16,870 102,616 102,616 102,544 102,486 130,000 23,468 23,468 23,468 23,468 $ 1,169,577 $ 1,215,355 $ 1,201,181 $ 1,369,811 $ 1,111,127 $ 1,156,905 $ 1,151,580 $ 1,308,861 58,450 58,450 49,601 60,950 $ 1,169,577 $ 1,215,355 $ 1,201,181 $ 1,369,811 % Change Adopted to Adopted 4.29% 4.29% N/A 8.60% 23.53% 226.43% -8.03% N/A 82.18% -0.13% N/A 0.00% 17.12% * Ongoing and One-time Personnel Services detail not available for 2013-14 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 Senior Administrative Assistant Special Events Coordinator Total 2011-12 Revised 1 0.5 1 0 0 0 0 1 2 0 1 6.5 2012-13 Revised 1 0.625 0 1 0 0 0.5 1 2 0 1 7.125 2013-14 Revised 1 0.625 0 1 0.625 1 0 1 2 0 1 8.25 2014-15 Adopted 1 0.625 0 1 0.625 1 0 1 2 0 1 8.25 2014-15 Revised 0 0.75 0 1 0.625 1 0 1 2 1 1 8.375 2015-16 Adopted 0 0.75 0 1 0.625 1 0 1 2 1 1 8.375 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one Executive Assistant position was renamed to Senior Administrative Assistant. During Fiscal Year (FY) 2014-15, the Graphic Designer position was increased from 0.625 FTE to 0.75 FTE. FY 2015-16 reflects increase in operations funding for special events sponsorships, wheelchair bus maintenance, American Red Cross fees for recreation staff, and trash can rentals for special events. The American Red Cross fees and trash can rentals for special events will be a 100% revenue offset. One-time funding is included for the th 4 of July Celebration, Jazz Festival, and Fall Rhythm Fest, special events equipment, and two wheelchair accessible 14-passenger buses. 245 City of Chandler 2015-16 Adopted Budget Community & Neighborhood Services Division: Cost Center: Sports and Fitness Facilities 4551 Tumbleweed Recreation Center, Chandler Tennis Center and Snedigar Sportsplex facilities provide year-round programs that include coordinating youth and adult sports leagues and tournaments, adult tennis leagues and tournaments, youth camps, special events, instructional classes, 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. 2015-16 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: ♦ Provide diverse and appropriate fitness classes, equipment and instruction that support the personal and wellness needs of individuals of all ages. ♦ Achieve excellence in customer service with efficient, friendly, and qualified staff by attaining 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. ♦ Provide leisure opportunities for individuals of all ages that will allow them the opportunity to discover, imagine, and grow through a broad range of recreational activities that promote social, education, and emotional growth that develop positive lifelong skills and interests. ♦ Support and collaborate with organized youth sports programs by providing sufficient ball fields and lights for activities such as soccer, baseball, softball, and football. ♦ Provide organized adult sports, such as softball, basketball, and volleyball that give participants the opportunity to socialize and compete in a safe and friendly environment. 2014-15 2012-13 2013-14 2014-15 Year End 2015-16 Measures Actual Actual Projected Estimate * Projected Number of TRC passes sold TRC annual visitors TRC “Tell Us What You Think” customer rating Tumbleweed Recreation Center participation (1) Tennis Center participation Adult sports participation Snedigar Recreation Center participation Chandler Youth Sports Association participation (1) 68,027 68,378 70,000 63,034 65,000 378,685 367,627 381,000 362,108 363,000 4.41 4.37 4.50 4.50 4.50 13,256 31,669 6,115 13,579 16,549 6,433 12,500 31,250 7,000 13,630 16,020 6,981 13,900 16,600 7,000 4,689 4,729 4,100 4,771 4,800 9,505 9,618 9,500 9,320 9,500 In Fiscal Year 2013-14, the Tennis Center participation totals were modified to include the number of registered participants instead of counting each class meeting date, which are reflected in 2012-13 Actual and 2014-15 Projected. *2014-15 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 246 City of Chandler 2015-16 Adopted Budget Community & Neighborhood 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 Contingencies/Reserves Office Furniture/Equipment Total Cost Center - 4551 General Fund Grant Fund Parks & Recreation Trust Fund Grand Total 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget $ 1,477,890 $ 1,657,241 $ 1,657,241 323,063 380,262 110,604 110,653 34,523 53,400 6,687 9,914 500 1,500 492 1,000 17,530 35,339 15,582 $ 1,986,871 $ 2,249,309 $ $ 1,986,267 $ 2,228,809 $ 20,000 604 500 $ 1,986,871 $ 2,249,309 $ 2014-15 Estimated Expenditures 1,693,180 $ 1,696,641 $ 1,693,180 1,696,641 407,679 357,964 116,247 120,513 54,972 46,096 11,414 8,980 1,500 1,500 1,000 35,339 38,098 5,000 2,321,331 $ 2,274,792 $ 2,300,831 $ 2,274,292 $ 20,000 500 500 2,321,331 $ 2,274,792 $ 2015-16 Adopted Budget 1,708,968 1,706,168 2,800 381,264 124,410 65,760 15,721 1,500 41,373 20,000 2,358,996 2,307,996 50,000 1,000 2,358,996 % Change Adopted to Adopted 3.12% 2.95% N/A 0.26% 12.43% 23.15% 58.57% 0.00% -100.00% 17.07% N/A N/A 4.88% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Administrative Specialist Customer Service Representative Customer Service Supervisor Recreation Coordinator I Recreation Coordinator II Total 2011-12 Revised 1 6.125 1 7 3 18.125 2012-13 Revised 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 2014-15 Revised 0 6.125 1 7 3 17.125 2015-16 Adopted 0 6.125 1 7 3 17.125 Significant Budget and Staffing Changes Fiscal Year 2015-16 reflects one-time funding for youth softball and tennis tournaments with partial offset from revenues at Snedigar Recreation Center and the Tumbleweed Tennis Center. 247 City of Chandler 2015-16 Adopted Budget Community & Neighborhood 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 2015-16 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 encourage participants to embrace a more sustainable lifestyle and in turn ensure a growing rate of participation. ♦ Maintain the EEC 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. ♦ Provide a range of activities for children and adults at the Community Center that will allow them the opportunity to discover, imagine, and grow through their recreational pursuits. ♦ Provide a broad range of recreational and social activities for seniors - including the provision of an onsite daily meal - that will enhance their social, emotional, and recreational needs. ♦ Provide a broad range of recreational and social activities for the population with special needs in order to encourage their growth, both socially and recreationally, and give them opportunities to participate and compete in sports and other activities that will assist them in gaining a positive self-image and forming positive lifelong habits. 248 City of Chandler 2015-16 Adopted Budget Community & Neighborhood Services    Nature and Recreation Facilities - 4555    2012-13 Actual Measures (1) EEC volunteer hours Overall number of visitors to the EEC Number of participants attending drop-in (1) programs at the EEC Number of educational events and programs/classes offered at the EEC in collaboration with other City departments (1) or divisions or with outside agencies EEC program participation Community Center program participation Senior Center program participation Senior Center congregate meals (3) served Special populations (therapeutics) participation Teen program participation (1) (2) (3) (1) 2013-14 Actual 1,331 959 57,825 47,953 2,412 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 1,774 1,257 N/A (2) 52,929 55,011 2,715 2,912 3,200 N/A 51 6,080 70 4,525 92 5,503 102 5,231 N/A 7,175 6,083 5,816 6,771 4,273 5,196 47,370 47,605 48,000 46,146 47,000 N/A N/A N/A 16,890 16,900 4,001 3,220 4,000 3,258 3,250 1,086 465 751 425 N/A Effective July 1, 2015, this performance measurement will no longer be tracked. Figure was overestimated due to a miscalculation made in a previous year. New performance measure effective July 1, 2014. * 2014-15 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 60,974 City of Chandler 2015-16 Adopted Budget Community & Neighborhood 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 Office Furniture/Equipment Total Cost Center - 4555 General Fund Grant Fund Parks & Recreation Trust Fund Grand Total 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget $ 1,095,367 $ 1,266,766 $ 1,266,766 131,824 169,426 142,803 171,919 687 1,180 19,931 23,197 500 4,000 5,861 7,500 19,891 51,876 90,400 281 17,289 $ 1,434,435 $ 1,786,264 $ $ 1,360,204 $ 1,451,936 $ 39,223 221,743 112,585 35,008 $ 1,434,435 $ 1,786,264 $ 2014-15 Estimated Expenditures 1,293,883 $ 1,175,515 $ 1,293,883 1,175,515 183,431 163,393 144,974 131,409 1,180 1,202 22,697 21,849 4,000 3,000 5,500 4,500 42,376 40,214 84,580 59,580 65,400 1 1,848,022 $ 1,600,662 $ 1,504,314 $ 1,430,997 $ 282,123 122,858 61,585 46,807 1,848,022 $ 1,600,662 $ 2015-16 Adopted Budget 1,265,800 1,265,800 154,486 155,817 2,480 22,800 3,500 5,500 55,126 20,000 1,685,509 1,451,472 154,602 79,435 1,685,509 % Change Adopted to Adopted -0.08% -0.08% N/A -8.82% -9.37% 110.17% -1.71% -12.50% -26.67% 6.26% -77.88% N/A N/A -5.64% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Administrative Assistant Administrative Specialist Customer Service Representative Recreation Coordinator I Recreation Coordinator II Recreation Leader II Total 2011-12 Revised 0 1 2.625 6 3 2 14.625 2012-13 Revised 0 2 3.125 6 3 0.5 14.625 2013-14 Revised 0 1 3.375 6 3 0.5 13.875 2014-15 Adopted 0 1 3.375 6 3 0.5 13.875 2014-15 Revised 1 0 3.375 6 3 0.5 13.875 2015-16 Adopted 1 0 3.375 6 3 0.5 13.875 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one Administrative Specialist position was renamed Administrative Assistant. 250 City of Chandler 2015-16 Adopted Budget Community & Neighborhood Services Division: Cost Center: Parks Capital 4580 Capital Budget Summary 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget Description Personnel Services Total Personnel 40,018 $ $ - $ - $ 31,512 $ Ongoing* 31,512 One-time* Professional/Contract 377,927 146,291 436,753 42,910 Operating Supplies 2,546 384 Communications/Transportation 563 Other Charges/Services 62,434 85,948 29,010 Project Support Recharge** 33,129 60,417 8,797 28,500 Contingencies/Reserves 8,814,880 7,504,982 Land/Improvements 40 1,000,000 Building/Improvements 500,000 Office Furniture/Equipment 61,044 160,000 160,000 157,954 82,450 Street Improvements 310,000 Parks Improvements 3,754,412 4,017,580 10,548,034 2,865,344 3,208,500 Transfer to General Fund 120,000 Total Cost Center - 4580 $ 4,298,945 $ 13,171,880 $ 11,411,152 $ 3,135,951 $ 12,634,432 General Gov't Capital Projects Fund $ 292,058 $ 3,352,551 $ 3,346,634 $ 548,213 $ 6,024,437 Capital Grant Fund 85,468 1,947,924 1,947,924 65,416 1,882,508 Park Bond Fund 1,485,842 2,732,804 2,042,160 1,136,311 2,703,874 Community Park Impact Fee Fund 1,310 Neighborhood Park Impact Fee Fund 469,450 65,701 29,538 19,739 1,964,817 5,072,900 4,044,896 Park Impact Fee Fund 1,366,272 2,023,613 Grand Total $ 4,298,945 $ 13,171,880 $ 11,411,152 $ 3,135,951 $ 12,634,432 % Change Adopted to Adopted N/A N/A N/A -100.00% N/A N/A N/A -13.97% -14.86% N/A N/A -48.47% N/A -20.14% N/A -4.08% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. ** Project Support Recharge reflects staff time spent in direct support of a specific capital project. This staff time is directly charged to the project. Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions related to the prior fiscal year and new projects for the new fiscal year. Fiscal Year (FY) 2015-16 reflects the carryforward of uncompleted project funding from FY 2014-15. Detail on the capital program is available in the 2016-2025 Capital Improvement Program. As part of the FY 2015-16 budget amendment process, a total of $158,000 of one-time funding was transferred from the Council Contingency to various projects including $68,000 to the Aquatic Facility Safety Renovations Project to install artificial turf at the Nozomi Aquatic Center, and $90,000 to the Existing Community Park Improvements to install structures at Desert Breeze Park ($30,000) and Espee Park ($40,000), and $20,000 to install cold water drinking fountains at three community parks. 251 City of Chandler 2015-16 Adopted Budget Community & Neighborhood Services 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 2015-16 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. 2014-15 2012-13 2013-14 2014-15 Year End 2015-16 Measures Actual Actual Projected Estimate * Projected Annual lease rate of all public housing units 99% 98% 98% 98% 98% Maintain utilization rate of 96% or better for section 8 housing units 99% 99% 98% 99% 98% 100% 100% 100% 100% 100% Percentage of emergency work orders completed within 24 hours * 2014-15 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. 252 City of Chandler 2015-16 Adopted Budget Community & Neighborhood Services    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 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget $ 1,663,485 $ 1,788,378 $ 1,833,305 $ 1,812,219 $ 1,883,319 1,883,319 1,788,378 1,833,305 1,812,219 304,172 516,000 660,219 664,814 496,005 114,162 117,212 105,452 113,412 113,412 160,250 160,250 160,250 159,250 191,109 11,906 12,900 11,156 8,038 11,156 31,658 35,500 35,500 35,500 35,500 157,000 139,949 153,500 153,500 153,500 5,434,850 5,427,060 5,427,060 5,437,060 5,175,269 4,258,904 3,853,904 3,829,416 54,779 105,000 850,000 505,000 675,728 650,000 895,680 46,000 58,000 46,000 $ 8,349,639 $ 13,160,160 $ 13,294,986 $ 8,952,411 $ 12,975,452 102,643 $ 92,962 $ 67,061 $ 65,053 $ 100,860 $ 1,442,971 1,398,000 1,244,277 1,399,549 1,053,091 995,000 1,028,523 732,898 946,357 574,070 551,253 658,457 503,090 541,000 551,253 5,487,587 5,800,968 5,225,699 5,680,000 5,688,557 603,073 800,000 456,015 850,000 880,940 303,060 505,099 240,361 472,621 95,300 3,000,000 3,500,000 3,095,000 $ 8,349,639 $ 13,160,160 $ 13,294,986 $ 8,952,411 $ 12,975,452 * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. 253 % Change Adopted to Adopted 5.31% 5.31% N/A -3.88% 3.35% -0.62% 15.63% 0.00% 2.28% 0.14% -10.08% N/A 30.77% -100.00% -1.40% City of Chandler 2015-16 Adopted Budget Community & Neighborhood Services    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 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 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 2014-15 Revised 1 1.55 0 2 1 1 1 5 1 1 4 1 1 1.5 0.7 22.75 2015-16 Adopted 1 2 0 2 1 1 1 5 1 1 4 1 1 1.5 0.7 23.2 Significant Budget and Staffing Changes During Fiscal Year 2014-15, one grant-funded Family Self-Sufficiency Specialist position was added. Also, a partial Customer Service Representative (0.45 FTE) position has been transferred from cost center 1060, Neighborhood Resources. 254 City of Chandler 2015-16 Adopted Budget Community & Neighborhood Services 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. 2015-16 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. 2014-15 2012-13 2013-14 2014-15 Year End 2015-16 Measures Actual Actual Projected Estimate * Projected Number of social service programs provided through human services funding and partnerships 67 62 62 57 58 Number of rehabilitated housing units 71 242 110 94 94 Units of new affordable housing Number of capital projects targeting neighborhoods in Chandler 11 10 13 5 6 0 1 1 1 1 0 1 2 1 4 12 13 10 15 13 393 385 233 467 399 44 46 50 56 56 Number of public facility capital projects in Chandler neighborhoods Number of homeless programs funded Number of homeless clients served Number of partnerships to serve the homeless * 2014-15 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 2015-16 Adopted Budget Community & Neighborhood Services    Community Development – 4700    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Land/Improvements Building/Improvements Machinery/Equipment Office Furniture/Equipment Total Cost Center - 4700 General Fund Grant Fund HOME Program Fund CDBG Fund Grand Total 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget $ 440,162 $ 534,872 $ 545,574 $ 386,165 $ 528,780 534,872 545,574 386,165 528,780 2,823,811 2,687,749 3,451,478 1,908,663 2,913,204 232,150 17,167 17,167 16,387 8,000 1,784 2,000 2,416 2,416 2,000 1,907 8,640 8,640 8,590 2,740 490 622,847 633,191 638,691 646,191 634,138 51,500 23,000 478,338 36 24 $ 4,601,548 $ 3,883,619 $ 4,715,466 $ 2,991,412 $ 4,088,862 $ 1,244,332 $ 1,147,959 $ 1,294,871 $ 1,256,510 $ 1,155,381 574,703 17,660 17,660 616,152 1,040,000 1,339,049 1,035,000 1,305,257 1,118,750 1,893,481 1,443,464 1,683,000 2,097,678 $ 4,601,548 $ 3,883,619 $ 4,715,466 $ 2,991,412 $ 4,088,862 % Change Adopted to Adopted -1.14% -1.14% N/A 8.39% -53.40% 0.00% -68.29% N/A 0.15% N/A N/A N/A N/A 5.28% * Ongoing and One-time Personnel Services detail not available for 2013-14 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 Management Assistant Senior Accountant Senior Code Inspector Total 2011-12 Revised 1 1 1 0.2 1 0.35 1 0 0.3 0.5 6.35 2012-13 Revised 1 1 1 0.2 1 0.35 1 0 0.3 0.5 6.35 2013-14 Revised 1 1 1 0.2 1 0.1 1 0 0.3 0.5 6.1 2014-15 Adopted 1 1 1 0.2 1 0.1 1 0 0.3 0.5 6.1 2014-15 Revised 1 1 0 0.2 1 0.1 1 1 0.3 0.5 6.1 2015-16 Adopted 1 1 0 0.2 1 0 1 1 0.3 0.5 6 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one Community Resource Assistant was reclassified to Management Assistant. Effective July 1, 2015, all cost centers within the Neighborhood Resources Division and multiple cost centers from the Community Services Department were combined to create the new Community & Neighborhood Resources Department. In conjunction with this change, the Director, Neighborhood Resources Division position was reclassified to Community & Neighborhood Services Director and 0.1 FTE was transferred to cost center 1060, Neighborhood Resources. 256 FIRE,, HEALTH & MEDICAL 8 Activities and Functions Accomplishments Goals, Objectives, and Performance Measurements Budget Summary Position Summary B 2 E C A L P E TH E STAT CANYON GRAND A healthy place Chandler Fire, Health & Medical S Delaware St S Washington St E Boston St E Chicago St Fire, Health & Medical Once a profession that predominately fought fires for a living, Chandler Fire, Health & Medical has changed its name, and adapted to a shifting landscape of necessary health care in our community through cutting-edge programs and services. City of Chandler 2015-16 Adopted Budget Fire, Health & Medical Department Assistant City Manager Fire, Health & Medical Administration Health and Medical Services Fire Support Services Fire Operations Fleet Services Prevention and Preparedness 257 City of Chandler 2015-16 Adopted Budget Fire, Health & Medical Department The table below depicts the breakdown by division for the 2015-16 Fire, Health & Medical Department Budget. Subsequent pages provide cost center descriptions, goals and objectives, performance measurements, budget summaries, authorized positions, and highlights of significant changes. Fire, Health & Medical Overview 2013-14 Actual Expenditures Expenditures by Cost Center 2014-15 Adopted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget $ 3,489,737 $ 5,230,739 $ 3,564,140 $ 4,664,517 Fire Administration 1,661,882 1,506,751 1,428,702 1,564,674 Health and Medical Services 24,380,958 22,873,731 22,636,170 22,309,531 Fire Operations 4,038,652 2,030,636 2,306,663 Prevention and Preparedness 1,726,988 8,091,779 6,520,769 9,917,985 Fire Capital 407,235 892,175 886,126 870,134 973,148 Fire Support Services Total w/o Fleet Services $ 30,471,312 $ 42,390,393 $ 37,382,153 $ 43,729,963 1,114,955 1,073,355 1,120,563 Fleet Services 1,003,449 Total $ 31,474,761 $ 43,510,956 $ 38,455,508 $ 44,844,918 Expenditures by Category Personnel & Benefits Total Personnel Ongoing(1) (1) One-time Operating & Maintenance Capital - Major -10.82% 16.32% 7.71% 75.09% -18.41% 2.53% 3.16% -0.50% 3.07% $ 27,060,380 $ 27,490,088 $ 27,859,861 $ 29,530,516 28,375,341 27,859,861 27,490,088 1,155,175 7,222,623 4,074,878 6,102,883 4,007,147 6,520,769 8,091,779 9,917,985 407,235 Total $ 31,474,761 $ 43,510,956 $ 38,455,508 $ 44,844,918 Staffing by Cost Center Fire Administration Health and Medical Services Fire Operations Prevention and Preparedness Fire Support Services Fleet Services Total (1) % Change Adopted to Adopted 2013-14 Revised 6.000 10.000 189.000 13.000 4.000 11.000 233.000 2014-15 Adopted 6.000 10.000 189.000 13.000 4.000 12.000 234.000 2014-15 Revised 6.000 10.000 189.000 13.000 4.000 12.000 234.000 Ongoing and One-time Personnel Services detail not availab le for 2013-14 Actual Expenditures. 258 3.22% N/A 18.35% -18.41% 3.07% % Change Adopted to 2015-16 Adopted Adopted 6.000 0.00% 10.000 0.00% 189.000 0.00% 0.00% 13.000 0.00% 4.000 12.000 0.00% 234.000 0.00% City of Chandler 2015-16 Adopted Budget Fire, Health & Medical Department 2014-15 Fire Department Accomplishments  Responded to 22,487 incidents (fire, medical, hazardous materials, technical rescue, crisis response and community health), resulting in 31,996 unit responses. Achieved an emergency response time of 5:29 for 90% of all emergency responses within the City.  Awarded the Department’s 4 International Accreditation through the Centers for Fire Service Excellence.  Firefighters and Community Emergency Response Team (CERT) members provided emergency assistance to the community in the aftermath of Tropical Storm Norbert. Thirty-five (35) tons of sand and 2,200 sand bags were distributed to residents from the parking lot at Fire Headquarters. The City’s Emergency Operations Center was activated and all public safety actions were coordinated with the Police Department, resulting in no significant flood related injuries.  Implemented the Learning In Firesafe Environments (L.I.F.E.) certification program in the Chandler Unified School District which educated more than 6,000 students, evaluated fire drills that had over 41,000 participants, had 100% cooperation of teachers and custodians on the use of self-inspection forms, inspected 51 schools, and certified 125 teachers in CPR.  Volunteers donated 12,708 hours to the Fire, Health & Medical Department during 2014, providing on-scene crisis support, smoke alarm installations, community preparedness classes, water safety walks, the Holiday Toy Drive, and many other community outreach activities.  Conducted two Community Emergency Response Team (CERT) basic classes, instructing 65 residents in preparedness and preparation procedures.  Completed the five-year update for all significant emergency plans including the Emergency Operations Plan, Community Wildfire Protection Plan, and Multi-Jurisdictional Hazard Mitigation Plan.  Fleet Services personnel completed 4,651 repair orders, worked on 845 vehicles, and placed 86 new vehicles in service. The Fleet Advisory Committee evaluated 141 vehicles for replacement, deferred 68 of the vehicles and deferred $2,854,496 in vehicle purchases.  Promoted water safety by conducting a door-to-door campaign to distribute drowning prevention information to 11,500 homes in the northwest portion of the City. Conducted a door-to-door smoke detector walk contacting 365 homes in the Galveston neighborhood and installing 140 smoke alarms. Received grants to purchase an additional 700 smoke alarms for installation in the homes of low income families and older adults.  Implemented the use of two, two-person low acuity response units. These efficient all-hazards response units are staffed with a paramedic and respond to less emergent incidents where a two-person team can address the emergency. These units are staffed daily during peak call time hours.  Completed the relocation of Fire Station #1. The relocation of Fire Station #1 has helped the Department in working to achieve its citywide emergency response goal by allowing a faster response to the east and south areas of the City. This was accomplished with no new ongoing funding.  Developed and implemented a Treat and Refer Program, which allows for patients to be treated in place and referred to an appropriate healthcare facility, rather than generically providing ambulance transport to an emergency room for all 911 patients in need of healthcare.  Developed and implemented new ambulance dispatch protocols which increased ambulance utilization efficiency from 65% to 85%.  Recognized for being a HeartSafe City. The award recognizes Arizona schools, communities and businesses that meet or exceed criteria for cardiac arrest preparedness. The designation is through the Arizona Department of health Services SHARE (Save Hearts in Arizona Registry and Education) Program. th 259 City of Chandler 2015-16 Adopted Budget Fire, Health & Medical Department Division: Cost Center: Fire Administration 2210 Fire Administration provides leadership and support for the Operations, Health and Medical Services, Support Services, Fleet Services, and Prevention and Preparedness Divisions of the Fire, Health & Medical 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. 2015-16 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. For Fiscal Year (FY) 2014-15, the comparable average for Fire service cost per capita is: $154.50 and the comparable average for Fire service cost per call is $1,432.07. Measures Fire service cost per capita Fire service cost per call 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected $114.23 $122.56 $124.86 $124.01 $126.04 $1,367.39 $1,450.56 $1,477.18 $1,397.86 $1,383.06 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. For FY 2014-15, the comparable average for Firefighters per 1,000 population is: 0.903 and the comparable average for Civilian personnel per 1,000 population is: 0.166. Measures 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected Firefighters per 1,000 population 0.843 0.834 0.825 0.819 0.805 Civilian personnel per 1,000 population 0.083 0.083 0.082 0.081 0.080 * 2014-15 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. 260 City of Chandler 2015-16 Adopted Budget Fire, Health & Medical Department    Fire Administration – 2210    Goal: To utilize all grant funding opportunities. Supports Priority Based Budgeting Goal(s): Safe Community Objective: ♦ Research and apply for all grant opportunities. Once received, monitor and complete all requirements in accordance with grant guidelines. Measures Dollar value of grants applications Dollar value of grants awarded (1) (1) 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected $1,539,450 $1,470,000 $1,920,000 $1,192,789 $1,030,000 $268,286 $366,907 $1,350,000 $310,000 $340,000 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, Health & Medical 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 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 14 16 16 17 17 13,125 14,269 12,500 12,556 12,500 91 80 114 115 115 * 2014-15 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 2015-16 Adopted Budget Fire, Health & Medical 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 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget 867,036 822,566 $ 827,215 $ 814,742 $ 818,960 $ 860,455 822,566 827,215 814,742 6,581 1,321,857 1,313,698 1,353,426 1,321,857 1,289,024 409,929 426,539 425,663 453,228 358,929 19,500 27,400 27,081 27,400 13,100 112,355 99,600 112,355 112,355 110,177 5,000 5,500 5,000 5,500 3,148 83,010 35,000 35,000 35,000 22,847 239,805 1,172,031 1,262,250 33,800 68,500 68,500 68,500 40,095 795,000 20,000 433,832 479,050 745,656 745,656 745,656 745,656 739,158 $ 3,489,737 $ 5,230,739 $ 5,175,009 $ 3,564,140 $ 4,664,517 $ 3,487,337 $ 3,629,439 $ 3,618,927 $ 3,564,140 $ 3,749,712 914,805 1,556,082 1,601,300 2,400 $ 3,489,737 $ 5,230,739 $ 5,175,009 $ 3,564,140 $ 4,664,517 $ * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. 262 % Change Adopted to Adopted 6.42% 5.61% N/A 2.39% 14.21% -28.83% 0.00% 0.00% 137.17% -81.00% -50.66% 65.95% 0.00% -10.82% City of Chandler 2015-16 Adopted Budget Fire, Health & Medical Department    Fire Administration - 2210    Authorized Positions Position Title Administrative Assistant Administrative Specialist Assistant Fire Chief Business Systems Support Specialist Citizen Support Coordinator Fire Battalion Chief Fire Chief Fire Program Assistant Fire Program Coordinator Information Support Specialist I Management Analyst Management Assistant Operations Analyst Total 2011-12 Revised 0 1 1 0 1 1 1 1 1 1 0 1 0 9 2012-13 Revised 0 1 1 0 0 1 1 0 0 0 0 1 1 6 2013-14 Revised 0 1 1 0 0 1 1 0 0 0 0 1 1 6 2014-15 Adopted 0 1 1 0 0 1 1 0 0 0 0 1 1 6 2014-15 Revised 1 0 1 1 0 1 1 0 0 0 1 0 0 6 2015-16 Adopted 1 0 1 1 0 1 1 0 0 0 1 0 0 6 Significant Budget and Staffing Changes As a result of citywide classification studies for administrative and information technology positions, the following position changes were made effective July 1, 2014: one Administrative Specialist position was renamed Administrative Assistant; one Management Assistant position was renamed Management Analyst; and one Operations Analyst was reclassified to Business Systems Support Specialist. Fiscal Year (FY) 2015-16 reflects the addition of one-time and ongoing funds for the purchase and maintenance of rugged tablets for mechanics. One-time funding is provided for the migration of the Fire, Health & Medical Department’s personnel database to Structured Query Language (SQL) Data so that Fire personnel may access the data more freely than is currently allowed by the existing database vendor. FY 2015-16 also includes additional one-time contingency funding for potential grant match requirements and operating supplies related to new firefighter recruitment and training academy, and one-time Public Safety Personnel Retirement System (PSPRS) funding as an additional payment towards the goal of fully funding future retirement commitments of sworn City personnel. 263 City of Chandler 2015-16 Adopted Budget Fire, Health & Medical Department H ealth and Medical Services Division provides the firefighting and emergency medical training necessary to ensure that all Chandler firefighters have the essential knowledge and skills Cost Center: 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 Emergency Medical Services (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: Health and Medical Services 2220 2015-16 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, Health & Medical Department medical personnel. Measures Number of Certified Paramedics Number of Certified Emergency Medical Technicians Meet or exceed state requirement of 24 hours of continuing education for Paramedics Meet or exceed state requirement of 12 hours of continuing education for Emergency Medical Technicians 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 136 131 136 132 137 56 55 56 56 55 36 hours 34 hours 28 hours 34 hours 34 hours 36 hours 30 hours 28 hours 30 hours 30 hours Goal: To ensure Fire, Health & Medical Department medical personnel perform within an acceptable level of standard of care. Supports Priority Based Budgeting Goal(s): Safe Community Objective: ♦ Provide a health and medical Quality Assurance (QA) program. With full utilization of Electronic Patient Care Reporting (EPCR) all 12,000+ patient charts are electronically reviewed to ensure critical data points are completed. Additional patient charts related to heart attacks, EMS studies, refusals, and treat & refer are also reviewed by Health and Medical Services Division staff to ensure proper patient care and Advanced Life Support (ALS) procedures are being followed. Measures 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected Random review of 20 encounter forms for each (1) Paramedic 1,100 1,600 2,720 N/A N/A Patient charts that receive a Quality Assurance (1) review by Health and Medical staff N/A N/A N/A 750 1,000 (1) Measure was revised during Fiscal Year 2014-15 to reflect the changes in patient chart review as a result of the implementation of the new EPCR system. * 2014-15 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 2015-16 Adopted Budget Fire, Health & Medical Department    Health and Medical 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 supervisor. Measures Number of hours per firefighter Number of firefighters Total number of training hours (1) 2012-13 Actual 2013-14 Actual 2014-15 Year End Estimate * 2014-15 Projected 2015-16 Projected 80 49(1) 46 49 49 196 196 196 196 196 15,680 9,604(1) 9,604 8,820 9,600 Required hours of training were revised during Fiscal Year 2013-14 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 Number trained 2012-13 Actual 2013-14 Actual 2014-15 Year End Estimate * 2014-15 Projected 2015-16 Projected 4 5 5 196 5 196 196 196 196 196 100% 100% 100% 100% 100% Live Fire Training Number of Firefighters trained % Firefighters trained * 2014-15 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. 265 City of Chandler 2015-16 Adopted Budget Fire, Health & Medical Department    Health and Medical 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 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 100% 100% 100% 100% 100% 207 of 207 201 of 201 201 of 201 201 of 201 201 of 201 100% 100% 100% 100% 100% * 2014-15 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 2015-16 Adopted Budget Fire, Health & Medical Department    Health and Medical 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 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget % Change Adopted to Adopted $ 1,140,876 $ 1,208,752 $ 1,248,369 $ 1,250,000 $ 1,307,799 1,208,752 1,248,369 1,250,000 1,276,919 30,880 20,000 20,000 24,000 24,000 32,081 53,750 53,750 53,460 62,150 55,726 40,000 100,602 67,191 40,260 4,468 31,200 31,200 22,500 27,000 71,649 67,000 80,000 80,000 76,000 259,874 8,000 8,000 9,600 124,673 $ 1,564,674 $ 1,428,702 $ 1,541,921 $ 1,506,751 $ 1,661,882 $ 1,371,675 $ 1,428,702 $ 1,541,921 $ 1,506,751 $ 1,661,882 192,999 $ 1,564,674 $ 1,428,702 $ 1,541,921 $ 1,506,751 $ 1,661,882 8.19% 5.64% N/A 20.00% 15.63% 0.65% -13.46% 13.43% 1458.41% 16.32% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Administrative Specialist EMS Specialist Facility Maintenance Technician Fire Battalion Chief Fire Captain Fire Support Services Technician Senior Administrative Assistant Total 2011-12 Revised 1 1 1 1 3 0 0 7 2012-13 Revised 1 1 1 2 3 1 0 9 2013-14 Revised 1 1 1 2 4 1 0 10 2014-15 Adopted 1 1 1 2 4 1 0 10 2014-15 Revised 0 1 1 2 4 1 1 10 2015-16 Adopted 0 1 1 2 4 1 1 10 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one Administrative Specialist position was reclassified to Senior Administrative Assistant. Fiscal Year (FY) 2015-16 reflects the addition of one-time funding for cardiac monitor refurbishment and Automated External Defibrillator (AED) replacement. FY 2015-16 also includes one-time Public Safety Personnel Retirement System (PSPRS) funding as an additional payment towards the goal of fully funding future retirement commitments of sworn City personnel. 267 City of Chandler 2015-16 Adopted Budget Fire, Health & Medical 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 2015-16 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, Health & Medical Department emergency calls within the City of Chandler. 2014-15 2012-13 2013-14 2014-15 Year End 2015-16 Measures Actual Actual Projected Estimate * Projected Emergency incidents 20,005 20,456 20,690 21,864 22,864 Unit responses 30,800 34,221 36,918 36,787 39,546 Medical emergencies 73% 72.8% 73% 73.1% 73% Fire/Other emergencies 27% 27.2% 27% 26.9% 27% Response time to reach 90% of emergency calls 4:45 5:37(1) 4:50 5:29(1) (1) (1) 5:29 Figures reflect a change in the calculation of response time. The Department’s 2014 accreditation process recommended that a response time include personnel turnout time and vehicle travel time. * 2014-15 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 2015-16 Adopted Budget Fire, Health & Medical 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, Health & Medical 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. 2012-13 Actual Measures Fires per 1,000 population (1) % of structure fires contained to room of origin (1) 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 1.7 1.6 1.6 1.5 1.6 68.42% 77.5% 65.00% 68.18% 72.96% Figures represent 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, Health & Medical Department. Measures Firefighter injuries 2012-13 Actual 2013-14 Actual 20 25 * 2014-15 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 2014-15 Projected 25 2014-15 Year End Estimate * 24 2015-16 Projected 26 City of Chandler 2015-16 Adopted Budget Fire, Health & Medical Department    Fire Operations – 2230    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Total Cost Center - 2230 General Fund 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget % Change Adopted to Adopted $ 22,309,531 $ 22,636,170 $ 23,061,440 $ 22,873,731 $ 24,380,958 22,636,170 23,061,440 22,873,731 23,280,770 1,100,188 $ 22,309,531 $ 22,636,170 $ 23,061,440 $ 22,873,731 $ 24,380,958 $ 22,309,531 $ 22,636,170 $ 23,061,440 $ 22,873,731 $ 24,380,958 7.71% 2.85% N/A 7.71% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Assistant Fire Chief Fire Battalion Chief Fire Captain Fire Engineer Firefighter Total 2011-12 Revised 1 7 45 42 96 191 2012-13 Revised 1 6 45 42 96 190 2013-14 Revised 1 6 44 42 96 189 2014-15 Adopted 1 6 44 42 96 189 2014-15 Revised 1 6 44 42 96 189 2015-16 Adopted 1 6 44 42 96 189 Significant Budget and Staffing Changes Fiscal Year (FY) 2015-16 reflects an ongoing increase in overtime to support pay increases over the last several years. FY 2015-16 also includes one-time Public Safety Personnel Retirement System (PSPRS) funding as an additional payment towards the goal of fully funding future retirement commitments of sworn City personnel, as well as one-time funding for overtime related to recruitment, a fire recruit academy, and paramedic school. 270 City of Chandler 2015-16 Adopted Budget Fire, Health & Medical 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 2015-16 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 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 16 10 12 10 10 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 two times annually. ♦ Deliver preparedness and awareness training classes, demonstrations, and presentations to the community. Measures CERT basic training class Preparedness and awareness training 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 3 2 2 2 2 12 12 12 12 12 * 2014-15 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 2015-16 Adopted Budget Fire, Health & Medical 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 (1) 2012-13 Actual 2013-14 Actual 80 1,440 2014-15 Projected (1) 180 (1) 2,500 80 180 (1) 1,900 2,560 2014-15 Year End Estimate * 2015-16 Projected (1) 200 (1) (1) 2,500 (1) Additional personnel began participating in the TVA development and TLO program at the end of Fiscal Year (FY) 2013-14. 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 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * (2) 3,842 2015-16 Projected (2) 4,226 5,029 5,303 5,500 Hazardous materials inspections 287 283 280 280 280 Total number of violations 626 1,402 600 740 666 Fire protection system violations 299 620 350 328 N/A Exiting violations 150 370 180 240 N/A Structural fire rate per 1,000 inspectable occupancies 2.3 1.7 2.0 1.6 1.7 Fire investigations 18 19 10 25 29 (2) (3) (3) FY 2014-15 Year End Estimate reflects an anticipated decrease of inspections due to a change in procedure which reallocates some inspections to a bi-annual schedule instead of an annual schedule. A 10 % increase in 2015-16 is projected due to the increase in new building permits currently being issued. (3) Measure being eliminated because violations are already reflected in “Total number of violations”. * 2014-15 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 City of Chandler 2015-16 Adopted Budget Fire, Health & Medical 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 2012-13 Actual 2013-14 Actual Child car seat installations 886 859 Urban survival elementary school education program hours 594 355 Homes served by Seniors Helping Seniors smoke alarm program 205 Sprinkler’s Clubhouse episodes & safety videos produced 7 Public safety demonstrations 446 2014-15 Projected 2014-15 Year End Estimate * 876 1,000 (1) 460 319 260 275 (2) 3 516 550 0 (1) 869 (2) 2015-16 Projected 850 (1) 869 260 (2) 0 0 562 560 The cooperative program Learning In Firesafe Environments (L.I.F.E.) between the Chandler Unified School District and the Fire, Health & Medical Department was implemented in the Chandler Unified School District in Fiscal Year (FY) 2014-15, resulting in an anticipated increase in the number of educational hours. (2) Production was temporarily suspended beginning FY 2013-14 due to the expiration of grant funding. * 2014-15 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 273 City of Chandler 2015-16 Adopted Budget Fire, Health & Medical Department    Prevention and Preparedness - 2240    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 Office Furniture/Equipment Total Cost Center - 2240 General Fund Grant Fund Grand Total 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget $ 1,427,737 $ 1,432,163 $ 1,594,567 $ 1,545,294 $ 1,565,393 1,432,163 1,594,567 1,545,294 1,548,637 16,756 19,229 17,800 18,800 18,800 17,800 131,658 22,750 59,826 124,391 22,750 30,680 20,000 56,844 93,000 20,495 26,665 14,950 32,348 26,950 13,950 2,072 64,173 6,000 23,539 24,500 6,000 27,000 21,663 1,006,264 22,547 200,096 195,629 4,300 766,000 504,373 1,386,000 $ 1,726,988 $ 2,306,663 $ 2,512,056 $ 2,030,636 $ 4,038,652 $ 1,385,648 $ 1,513,663 $ 1,575,234 $ 1,553,544 $ 1,646,388 341,341 793,000 936,822 477,092 2,392,264 $ 1,726,988 $ 2,306,663 $ 2,512,056 $ 2,030,636 $ 4,038,652 % Change Adopted to Adopted 9.30% 8.13% N/A 0.00% 0.00% 2.48% -6.69% N/A 0.00% 3626.90% N/A 80.94% 75.09% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Administrative Assistant Administrative Specialist Assistant Fire Chief Citizen Support Coordinator Crisis Intervention Specialist Customer Service Representative Fire Battalion Chief Fire Marshal Fire Prevention Specialist Fire Program Assistant Fire Program Coordinator Lead Fire Prevention Specialist Management Analyst Senior Administrative Assistant Total 2011-12 Revised 0 0 1 0 2 0 2 0 2 0 0 1 0 0 8 2012-13 Revised 0 1 1 1 2 1 2 0 2 1 1 1 0 0 13 2013-14 Revised 0 1 1 1 2 1 2 0 2 1 1 1 0 0 13 2014-15 Adopted 0 1 1 1 2 1 2 0 2 1 1 1 0 0 13 2014-15 Revised 1 0 1 1 2 1 2 1 1 0 0 1 1 1 13 2015-16 Adopted 1 0 1 1 2 1 2 1 1 0 0 1 1 1 13 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one Administrative Specialist position was renamed Administrative Assistant, one Fire Program Assistant was reclassified to Senior Administrative Assistant, and one Fire Program Coordinator was reclassified to Management Analyst. During Fiscal Year (FY) 2014-15, one Fire Prevention Specialist position was reclassified to Fire Marshal. FY 2015-16 reflects a significant increase in appropriation for potential grant funding. FY 2015-16 also includes one-time Public Safety Personnel Retirement System (PSPRS) funding as an additional payment towards the goal of fully funding future retirement commitments of sworn City personnel. 274 City of Chandler 2015-16 Adopted Budget Fire, Health & Medical 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 Project Support Recharge** 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 2013-14 Actual Expenditures $ $ $ $ 2014-15 Adopted Budget 14,031 $ - $ 14,031 1,622 343,562 9,167,985 10,176 16,930 750,000 20,913 407,235 $ 9,917,985 $ 397,000 $ 4,235,806 $ 2,000,000 10,234 132,719 3,549,460 407,235 $ 9,917,985 $ 2014-15 Adjusted Budget 2014-15 Estimated Expenditures - $ 19,581 $ 19,581 221,484 54,000 108 201,967 282,946 8,919 371,081 5,007 4,986,951 3,776,154 3,970,700 2,382,973 71,446 9,832,548 $ 6,520,769 $ 4,150,367 $ 2,706,044 $ 2,000,000 497,737 132,721 5,888 3,549,460 3,311,100 9,832,548 $ 6,520,769 $ 2015-16 Adopted Budget % Change Adopted to Adopted 335,686 164,318 27,319 3,311,779 2,977,726 550,000 724,951 8,091,779 1,444,323 2,052,263 4,356,833 238,360 8,091,779 N/A N/A N/A N/A N/A N/A N/A -63.88% N/A N/A -26.67% N/A -18.41% * Ongoing and One-time Personnel Services detail not available for 2013-14 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) 2015-16. FY 2015-16 reflects the carryforward of uncompleted project funding from FY 2014-15. Additional detail on the capital program is available in the 20162025 Capital Improvement Program. 275 City of Chandler 2015-16 Adopted Budget Fire, Health & Medical 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. 2015-16 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 2012-13 Actual Ensure that a reserve unit is available for front line vehicle replacement 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 100% 100% 100% 100% 100% On time completion of scheduled vehicle preventive maintenance 90% 90% 93% 90% 95% Create and implement scheduled power tool preventive maintenance 78% 100% 90% 100% 95% Goal: Support the logistic needs of Fire, Health & Medical 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 2012-13 Actual 2013-14 Actual 100% 100% * 2014-15 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 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 100% 100% 100% City of Chandler 2015-16 Adopted Budget Fire, Health & Medical Department    Fire Support Services - 2260    Budget Summary 2014-15 Adopted Budget 2013-14 Actual Expenditures Description Personnel Services Total Personnel $ Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Machinery/Equipment Total Cost Center - 2260 $ General Fund $ 460,792 $ 446,321 5,624 1,704 6,843 51,864 973,148 $ 973,148 $ 2014-15 Adjusted Budget 439,479 $ 439,479 6,500 413,155 6,000 500 4,500 870,134 $ 870,134 $ 2014-15 Estimated Expenditures 449,284 $ 449,284 6,500 413,261 6,000 500 4,500 880,045 $ 880,045 $ 2015-16 Adopted Budget 458,000 $ 458,000 4,000 411,061 7,000 2,000 4,065 886,126 $ 886,126 $ % Change Adopted to Adopted 448,020 447,250 770 432,955 6,000 500 4,700 892,175 892,175 1.94% 1.77% N/A -100.00% 4.79% 0.00% 0.00% 4.44% N/A 2.53% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Administrative Specialist Fire Battalion Chief Fire Mechanic Fire Support Services Technician Senior Fire Mechanic Total 2011-12 Revised 1 1 2 1 1 6 2012-13 Revised 0 1 2 0 1 4 2013-14 Revised 0 1 2 0 1 4 2014-15 Adopted 0 1 2 0 1 4 2014-15 Revised 0 1 2 0 1 4 2015-16 Adopted 0 1 2 0 1 4 Significant Budget and Staffing Changes Fiscal Year 2015-16 reflects the addition of one-time funding for fire extinguishing foam concentrate change out and one-time Public Safety Personnel Retirement System (PSPRS) funding as an additional payment towards the goal of fully funding future retirement commitments of sworn City personnel. 277 City of Chandler 2015-16 Adopted Budget Fire, Health & Medical 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. 2015-16 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 2012-13 Actual Accidents attributed to equipment failure Replace City-owned vehicles at set criteria Preventive maintenance compliance rate (1) 2013-14 Actual 0 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 0 0 0 0 30 70 (1) (1) (1) 92% 97% 110 105 142 92% 97% 97% 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 mile beginning in Fiscal Year 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 Work order repair hours Factory warranty 2012-13 Actual 58% 41% 1% 0% 13,477 83 2013-14 Actual 26% 60% 15% 0% 13,986 30 * 2014-15 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. 278 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 60% 39% 1% 0% 13,500 70 30% 60% 10% 0% 14,500 30 30% 60% 10% 0% 14,500 30 City of Chandler 2015-16 Adopted Budget Fire, Health & Medical 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 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget % Change Adopted to Adopted $ 902,484 $ 958,782 $ 982,848 $ 910,270 $ 961,310 958,782 982,848 910,270 961,310 100 100 34,981 33,661 33,661 35,251 32,761 200 200 22,100 83,936 83,936 83,950 77,000 43,884 43,884 43,884 43,884 43,884 $ 1,003,449 $ 1,120,563 $ 1,144,629 $ 1,073,355 $ 1,114,955 $ 1,003,449 $ 1,120,563 $ 1,144,629 $ 1,073,355 $ 1,114,955 0.26% 0.26% N/A -100.00% -2.67% -100.00% -8.26% 0.00% -0.50% * Ongoing and One-time Personnel Services detail not available for 2013-14 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 Administrative Assistant Senior Fleet Technician Service Equipment Worker Total 2011-12 Revised 1 1 1 1 0 2 0 5 1 12 2012-13 Revised 1 1 1 0 0 2 0 5 1 11 2013-14 Revised 1 1 1 0 1 1 0 5 1 11 2014-15 Adopted 1 1 1 0 1 1 0 6 1 12 2014-15 Revised 0 1 1 0 1 0 1 7 1 12 2015-16 Adopted 0 1 1 0 1 0 1 7 1 12 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one Administrative Specialist position was reclassified to Senior Administrative Assistant. During Fiscal Year (FY) 2014-15, one Lead Fleet Technician position was reclassified to Senior Fleet Technician. FY 2015-16 reflects the addition of ongoing overtime funding to decommission police patrol vehicles prior to being sent to auction. One-time funding is provided for the purchase of portable wireless column lifts to improve the efficiency of heavy duty truck repairs. 279 City of Chandler 2015-16 Adopted Budget Fire, Health & Medical Department 280 MANAGEMENT SERVICES 9 B 2 E C A L P E TH E STAT CANYON GRAND An accomplished place We are devoted to giving taxpayers the best return on their investment in the community. With many awards and honors, Chandler enjoys a solid reputation throughout the nation as a place that does things right, but also as a place where young people have the opportunity to grow and thrive. Arizona Ave S Washington St E Chicago St Operation Back to School Frye Rd Management Services Activities and Functions Accomplishments Goals, Objectives, and Performance Measurements Budget Summary Position Summary City of Chandler 2015-16 Adopted Budget Management Services City Manager Management Services Administration Budget Tax and License Accounting Utility Services Purchasing Environmental Management Central Supply 281 City of Chandler 2015-16 Adopted Budget Management Services The table below depicts the breakdown by division for the Fiscal Year (FY) 2015-16 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 2013-14 Actual Expenditures Management Services Administration $ Budget Purchasing Central Supply Accounting Tax and License Utility Services Environmental Management Environmental Management Liabilities Total Management Svcs w/o Non-Dept. $ 2014-15 Estimated Expenditures Non-Departmental(1) $ 26,152,917 $ 130,168,222 $ 24,659,397 $ 147,458,736 Non-Departmental Capital(1) 3,724,419 20,035,597 1,437,843 20,415,468 Total Non-Department $ 29,877,337 $ 150,203,819 $ 26,097,240 $ 167,874,204 13.28% 1.90% 11.76% Total Management Svcs. with Non-Dept. $ 36,844,313 $ 158,284,737 $ 34,020,631 $ 176,075,573 11.24% 6,603,612 6,603,612 1,597,757 8,201,369 1.12% N/A 3.05% 1.49% Expenditures by Category Personnel & Benefits Total Personnel $ 774,448 $ 6,185,000 $ 1,060,000 $ 8,635,996 (2) Ongoing 3,949,000 1,060,000 4,954,996 One-time(2) 2,236,000 3,681,000 Operating & Maintenance 25,378,469 123,983,222 23,599,397 138,822,740 Capital - Major 3,724,419 20,035,597 1,437,843 20,415,468 Total Non-Department $ 29,877,337 $ 150,203,819 $ 26,097,240 $ 167,874,204 25.47% 64.62% 11.97% 1.90% 11.76% Total Management Svcs. with Non-Dept. $ 36,844,313 $ 158,284,737 $ 34,020,631 $ 176,075,573 11.24% (1) (2) 6,530,403 $ 6,530,403 1,550,515 8,080,918 $ 586,797 $ 674,641 602,711 371,592 1,567,872 1,728,637 1,644,655 474,486 272,000 7,923,391 $ % Change Adopted to Adopted 1.37% 3.38% -3.02% 0.18% 9.40% 1.25% -1.10% -8.16% 0.00% 1.49% 5,946,559 $ 1,020,417 6,966,977 $ 555,100 $ 653,283 667,586 364,286 1,501,880 1,982,261 1,386,698 496,624 473,200 8,080,918 $ 2015-16 Adopted Budget 562,723 675,381 647,442 364,940 1,643,064 2,007,109 1,371,398 456,112 473,200 8,201,369 Expenditures by Category Personnel & Benefits Total Personnel $ Ongoing(2) One-time(2) Operating & Maintenance Total Management Svcs w/o Non-Dept. $ 540,355 $ 666,841 569,916 329,994 1,470,080 1,619,894 1,267,581 394,603 107,714 6,966,977 $ 2014-15 Adopted Budget 6,338,417 $ 6,338,417 1,584,974 7,923,391 $ Non-departmental includes contingencies & reserves of $105,097,565 in FY 2014-15 and $133,868,145 in FY 2015-16. Ongoing and One-time Personnel Services detail not availab le for FY 2013-14 Actual. 282 City of Chandler 2015-16 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 2013-14 Revised 4.000 6.000 7.000 5.000 16.000 21.000 11.000 3.500 73.500 283 2014-15 Adopted 4.000 6.000 7.000 5.000 16.000 21.000 11.000 3.500 73.500 2014-15 Revised 4.000 6.000 6.900 5.100 17.000 21.000 11.000 3.500 74.500 % Change 2015-16 Adopted to Adopted Adopted 4.000 0.00% 6.000 0.00% 6.900 -1.43% 5.100 2.00% 17.000 6.25% 20.500 -2.38% 10.500 -4.55% 3.000 -14.29% 73.000 -0.68% City of Chandler 2015-16 Adopted Budget Management Services 2014-15 Management Services Accomplishments nd th  Awarded 32 consecutive Certificate of Achievement for Excellence in Financial Reporting and 27 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 refunding of $214.5M of General Obligation Bonds, achieving about $11.5M in debt service savings over the remaining bond life.  Successfully completed the Home Rule election with the City Clerk’s office.  Conducted a Utility Rate Study to determine necessary utility rate changes for Fiscal Year (FY) 2015-16 and completed a Cost of Service Analysis as the basis for future rate realignment between customer classes.  Expanded electronic payment options for citizens citywide by implementing a web portal and adding point of sale in partnership with Information Technology.  Awarded 11 consecutive Achievement of Excellence in Procurement Award from the National Procurement th Institute, and 10 consecutive Excellence in Achievement Agency Certification Award from the National Institute of Governmental Purchasing.  Received rebates in excess of $175,000 from the purchasing card program, Office Depot, and Home Depot. Implemented higher 30-day purchasing card limit to encourage appropriate expanded use of cards.  Revised and consolidated solicitation and agreement documents to maximize ease of use, establish greater consistency, and streamline purchasing process.  Worked in partnership with the Arizona Department of Revenue (ADOR) to successfully implement state administration of all Transaction Privilege and Use Tax audits.  Continued the Rental Tax Recovery Program that brought over 750 unlicensed properties into compliance and collected an additional $650,000 in tax revenue during FY 2014-15.  Brought more than 625 unlicensed businesses into compliance with the City Tax Code by the License Inspector through the use of tax data in the field, enhanced by Geographic Information System (GIS) mapping.  Provided taxpayer education classes with more than 200 taxpayers, covering the Contracting and the Retail/Other Tax classification.  Implemented an online auction program for surplus City property, vehicles, and police property and evidence, achieving increased general operating revenue from sales ($3,500 to $20,000 per month).  Donated laptops to local non-profit organizations and public agencies, and donated over $11,034 in miscellaneous office furniture and equipment not required for City operations to various agencies in Arizona.  Launched program in Central Supply to reduce aging and obsolete inventory to enhance customer service levels and improve inventory turnover ratios.  Conducted 22 environmental audits of City facilities, resulting in corrective measures to enhance compliance with environmental regulations, and completed asbestos assessments of 55 City owned facilities determining that no new asbestos containing materials were introduced.  Responded to 11 hazardous materials incidents, taking corrective action as required by the incident.  Implemented a new Utility Billing & Payment System in partnership with Information Technology and Municipal Utilities, creating greater functionality and increasing online/automated usage by 80%. th 284 City of Chandler 2015-16 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 2015-16 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. 2014-15 2012-13 2013-14 2014-15 Year End 2015-16 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 * 2014-15 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 285 City of Chandler 2015-16 Adopted Budget Management Services    Administration – 1180    Goal: Provide technical/functional system analyst support to users of the City’s finance and human resource enterprisewide Oracle and Budget systems, Tax and License system, and Utility Billing system. Supports Priority Based Budgeting Goal(s): Good Governance 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. 2014-15 2012-13 2013-14 2014-15 Year End 2015-16 Measures Actual Actual Projected Estimate * Projected Maintain all citywide financial applications at actively supported versions of vendor software 100% 100% 100% 100% 100% Ensure nightly and monthly TaxMantra (1) jobs complete successfully N/A N/A N/A N/A 100% Process 100% of iExpense Purchasing (1) Card Transactions N/A N/A N/A N/A 100% Ensure nightly Oracle interface (1) transactions are processed successfully N/A N/A N/A N/A 100% Resolve all issues related to timecard processing for Payroll within no more than (1) 2 days N/A N/A N/A N/A 100% (1) New measure beginning Fiscal Year 2015-16. * 2014-15 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. 286 City of Chandler 2015-16 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 Total Cost Center - 1180 General Fund 2014-15 Adopted Budget 2013-14 Actual $ $ $ 525,791 $ 6,665 2,353 1,034 2,572 1,940 540,355 $ 540,355 $ 2014-15 Adjusted Budget 541,460 $ 541,460 300 4,580 1,200 4,535 3,025 555,100 $ 555,100 $ 2014-15 Estimated 506,898 $ 506,898 111,175 4,580 1,288 4,535 3,025 631,501 $ 631,501 $ 2015-16 Adopted Budget 516,000 $ 516,000 60,000 1,980 1,200 4,312 3,305 586,797 $ 586,797 $ % Change Adopted to Adopted 549,083 549,083 300 4,580 1,200 4,535 3,025 562,723 562,723 1.41% 1.41% N/A 0.00% 0.00% 0.00% 0.00% 0.00% 1.37% * Ongoing and One-time Personnel Services detail not available for FY 2013-14 Actual. Authorized Positions Position Title Business Systems Support Analyst Business Systems Support Supervisor Financial Systems Supervisor Management Assistant Management Services Director Senior Executive Assistant Senior Financial Analyst Systems Analyst Total 2011-12 Revised 0 0 1 0 1 1 0.3 1 4.3 2012-13 Revised 0 0 1 0 1 1 0 1 4 2013-14 Revised 0 0 1 0 1 1 0 1 4 2014-15 Adopted 0 0 1 0 1 1 0 1 4 2014-15 Revised 1 1 0 1 1 0 0 0 4 2015-16 Adopted 1 1 0 1 1 0 0 0 4 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative and information technology related positions effective July 1, 2014, the following position changes have been made: one Senior Executive Assistant was renamed Management Assistant; one Financial Systems Supervisor was renamed Business Systems Support Supervisor; and one Systems Analyst was renamed Business Systems Support Analyst. 287 City of Chandler 2015-16 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. 2015-16 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 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 100% 100% 100% 100% 100% 6/14/12 6/13/13 6/12/14 6/12/14 6/11/15 25 26 27 27 28 100% 100% 98% 100% 97% * 2014-15 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. 288 City of Chandler 2015-16 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) 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) fiscal year (1) (2) 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes 10 10 10 9 (2) 10 (2) 3 3 2 (2) 3 1 Reports for the months of June and July and for the fourth quarter of the fiscal year 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. * 2014-15 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 289 City of Chandler 2015-16 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 Total Cost Center - 1195 $ General Fund $ 2014-15 Adopted Budget 2013-14 Actual 655,600 $ 6,982 1,189 449 2,620 666,841 $ 666,841 $ 641,102 $ 641,102 5,950 1,400 651 4,180 653,283 $ 653,283 $ 2014-15 Adjusted Budget 2014-15 Estimated 661,040 $ 661,040 5,950 1,400 651 4,180 673,221 $ 673,221 $ 664,000 $ 664,000 5,401 1,200 700 3,340 674,641 $ 674,641 $ 2015-16 Adopted Budget % Change Adopted to Adopted 663,200 663,200 5,950 1,400 651 4,180 675,381 675,381 3.45% 3.45% N/A 0.00% 0.00% 0.00% 0.00% 3.38% * Ongoing and One-time Personnel Services detail not available for FY 2013-14 Actual. Authorized Positions Position Title Budget Management Assistant Budget Manager Financial Analyst Senior Budget and Research Analyst Senior Financial Analyst Total 2011-12 Revised 1 1 1 2 0.35 5.35 2012-13 Revised 1 1 1 2 1 6 2013-14 Revised 1 1 1 2 1 6 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2015-16. 290 2014-15 Adopted 1 1 1 2 1 6 2014-15 Revised 1 1 1 2 1 6 2015-16 Adopted 1 1 1 2 1 6 City of Chandler 2015-16 Adopted Budget Management Services P urchasing is responsible for maintaining 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 2015-16 Performance Measurements Goal: Obtain the best value in the purchase of goods and services for the City in a timely fashion in accordance with established policies and procedures. 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. (1) ♦ Obtain survey results of 90% excellent/good in annual Purchasing survey to vendors. (2) ♦ Demonstrate use of best practices through receipt of awards from professional associations. ♦ Maximize purchasing card rebates through employee cards and e-payables. (3) ♦ Identify and implement one process improvement annually. 2012-13 Actual Measures Customer survey results of excellent/good (5) Routine purchase orders processed (1) 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 E-payables transactions (6) Purchasing card rebate Number of process improvements (3) implemented 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected (4) 95% 3,274 2,780 N/A 88% 90% 90% N/A Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes 22,934 24,080 24,025 25,200 25,760 475 538 570 510 515 $190,642 $170,154 $212,880 $195,000 $200,000 N/A N/A N/A N/A 1 99% 98% 99% 3,074 2,923 80% (1) 88% Objective and Measure no longer being used effective Fiscal Year (FY) 2015-16. Respondents to vendor survey represent contractors for capital improvements which are not Purchasing Division projects. (2) New objective beginning FY 2015-16. (3) New objective and measure beginning FY 2015-16. Examples may include conversion to online auction format, completion of solicitation standardization project, technology upgrades, etc. (4) FY 2014-15 year end estimate lower due to customer survey pool being expanded. Results are being used to improve customer service through a Purchasing revisioning project. (5) Measure no longer being used effective FY 2015-16. (6) New measure beginning FY 2015-16 as specific tracking measure intended to increase year over year. * 2014-15 Year End Estimate reflects “six months actual” and “six months estimated”. Note: All measurements are through June 30th, the last day of the fiscal year. 291 City of Chandler 2015-16 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 Capital Replacement Total Cost Center - 1220 $ General Fund $ 2014-15 Adopted Budget 2013-14 Actual 540,477 $ 18,074 1,650 617 1,296 5,602 2,201 569,916 $ 569,916 $ 657,948 $ 657,948 1,484 1,000 2,500 4,654 667,586 $ 667,586 $ 2014-15 Adjusted Budget 2014-15 Estimated 674,149 $ 674,149 1,484 1,084 2,500 4,654 683,871 $ 683,871 $ 593,000 $ 593,000 119 1,356 1,084 2,630 4,516 6 602,711 $ 602,711 $ 2015-16 Adopted Budget % Change Adopted to Adopted 638,050 638,050 1,100 1,000 2,800 4,492 647,442 647,442 -3.02% -3.02% N/A N/A -25.88% 0.00% 12.00% -3.48% N/A N/A -3.02% * Ongoing and One-time Personnel Services detail not available for FY 2013-14 Actual. Authorized Positions Position Title Administrative Assistant Administrative Specialist Information Support Specialist II Procurement Officer Purchasing & Material Manager Purchasing & Material Supervisor Purchasing Clerk Purchasing Specialist Senior Procurement Officer Total 2011-12 Revised 0 0 0 4 0.5 1 1 1 0 7.5 2012-13 Revised 0 0 1 4 0.75 0.25 1 0 0 7 2013-14 Revised 0 1 1 4 1 0 0 0 0 7 2014-15 Adopted 0 1 1 4 1 0 0 0 0 7 2014-15 Revised 1 0 0 3 0.9 0 0 1 1 6.9 2015-16 Adopted 1 0 0 3 0.9 0 0 1 1 6.9 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative and information technology related positions effective July 1, 2014, one Administrative Specialist position was renamed Administrative Assistant and one Information Support Specialist II was reclassified to Purchasing Specialist. During Fiscal Year 2014-15, one Procurement Officer position was reclassified to Senior Procurement Officer and one-tenth of the Purchasing & Material Manager position was transferred to cost center 1225, Central Supply. 292 City of Chandler 2015-16 Adopted Budget Management Services Central Supply is responsible for maintaining and managing an inventory of maintenance, operational, and repair (MOR) supplies for City departments. The division is also responsible for managing the City’s asset recovery program and providing departmental records pick-up and storage services for the City’s records retention program. Division: Cost Center: Central Supply 1225 2015-16 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. 2014-15 2012-13 2013-14 2014-15 Year End Measures Actual Actual Projected Estimate * Total dollar amount of inventory Inventory accuracy rate Number of line items of inventory (1) material issued Dollar value of material issued (4) Number of days per week material is (1) delivered Number of packages delivered Number of deliveries made $1,008,271 $1,054,426 $1,050,000 $1,116,116 $1,025,000 99% 99% 99% 99% 99% 14,376 15,383 15,000 14,394 N/A (2) 2.1 (3) 1.4 1.8 N/A N/A N/A $1,799,489 $2,000,000 2 days 2 days 2 days 2 days N/A 6,978 7,116 7,300 6,612 N/A N/A N/A N/A 808 1,000 1.89 Inventory turnover ratio (5) (1) 2015-16 Projected (1) 2.09 Measure no longer being used effective Fiscal Year (FY) 2015-16. Turnover for 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. (3) Central Supply is implementing remedies that will reduce 2+ year old stock and improve efficiency, effectiveness and turnover ratio since over 18% ($190,000) is more than 2 years old. (4) New measure beginning FY 2015-16. Supports inventory accuracy and turnover ratios, and measures efficiency. (5) New measure beginning FY 2015-16. Increase in deliveries means more efficient use of Oracle system, staff time, and customer service. (2) * 2014-15 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. 293 City of Chandler 2015-16 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 $25,000 or more in revenue from the sale of surplus (non-vehicle), obsolete, and scrap material. ♦ Pick-up departmental surplus property within four working days. 2014-15 2012-13 2013-14 2014-15 Year End 2015-16 Measures Actual Actual Projected Estimate * Projected Revenue collected Surplus property picked up within four working days (1) (2) $21,738 $38,153 $30,000 96% 90% 95% (2) $100,000 95% 96% $95,567 Increased objective from $20,000 to $25,000 effective Fiscal Year (FY) 2015-16. Increase due to additional scrap metal from utility meter replacements in FY 2013-14 and FY 2014-15. Significant increase in non-vehicle revenues is due to higher sales prices and reduced auction fees through use of online auction format. 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: ♦ Maintain 95% notification to departments that records have reached the destruction date 30 days prior to destruction date. ♦ Maintain 95% pick-up records within four working days of receipt of request. 2014-15 2012-13 2013-14 2014-15 Year End 2015-16 Measures Actual Actual Projected Estimate * Projected (3) Boxes of records destroyed Notify departments of destruction date (4) 30 days prior Records picked-up within four working days (3) (4) 479 425 300 150 N/A N/A N/A N/A N/A 95% 98% 98% 95% 98% 98% Measure no longer being used effective FY 2015-16. New measure beginning FY 2015-16. * 2014-15 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 City of Chandler 2015-16 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 $ 2013-14 Actual 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated 2015-16 Adopted Budget 316,065 $ 338,284 $ 345,384 $ 346,209 $ 338,284 345,384 346,209 7,117 7,363 7,363 7,131 891 1,150 1,746 1,671 428 570 570 570 184 500 500 350 5,110 5,110 4,995 6,000 6,000 5,357 5,309 5,309 5,309 5,309 329,994 $ 364,286 $ 371,982 $ 371,592 $ 329,994 $ 364,286 $ 371,982 $ 371,592 $ % Change Adopted to Adopted 350,288 350,288 6,850 1,550 570 373 5,309 364,940 364,940 3.55% 3.55% N/A -6.97% 34.78% 0.00% -25.40% -100.00% -100.00% 0.00% 0.18% * Ongoing and One-time Personnel Services detail not available for FY 2013-14 Actual. Authorized Positions Position Title Administrative Assistant Administrative Support II Lead Supply Specialist Purchasing & Material Manager Purchasing & Material Supervisor Supply Supervisor Supply Worker Total 2011-12 Revised 0 1 1 0.5 0 0 2 4.5 2012-13 Revised 0 1 1 0.25 0.75 0 2 5 2013-14 Revised 0 1 1 0 0 1 2 5 2014-15 Adopted 0 1 1 0 0 1 2 5 2014-15 Revised 1 0 1 0.1 0 1 2 5.1 2015-16 Adopted 1 0 1 0.1 0 1 2 5.1 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one Administrative Support II position was reclassified to Administrative Assistant. During Fiscal Year (FY) 2014-15, one tenth of the Purchasing & Material Manager position was transferred from cost center 1220, Purchasing. FY 2015-16 reflects the reduction of FY 2014-15 one-time allocations for the acquisition of a forklift battery and a multi-function copier. 295 City of Chandler 2015-16 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 2015-16 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. Measures 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected Accounts payable payments issued 15,888 15,816 15,400 15,000 15,000 Payroll payments processed 47,681 48,121 47,680 48,350 48,350 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 (1) (2) 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 32 33 34 34 35 (1) (2) 12/04/15 12/04/15 12/09/16 (2) 12/11/15 12/11/15 12/16/16 12/20/13 (1) 12/24/13 12/26/14 12/29/14 Fiscal Year (FY) 2012-13 audit completion and financial report completion delayed due to new reporting software implementation. FY 2013-14 audit completion and financial report completion delayed due to implementation of new Utility Billing Software. * 2014-15 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 2015-16 Adopted Budget Management Services    Accounting – 1230    Goal: Maintain adequate internal controls and adhere to Generally Accepted Accounting Principles (GAAP). 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 2012-13 Actual In Compliance 2013-14 Actual In Compliance * 2014-15 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 2014-15 Projected In Compliance 2014-15 Year End Estimate * In Compliance 2015-16 Projected In Compliance City of Chandler 2015-16 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 2013-14 Actual 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated 2015-16 Adopted Budget % Change Adopted to Adopted $ 1,339,720 $ 1,383,569 $ 1,399,611 $ 1,403,000 $ 1,498,603 1,383,569 1,399,611 1,403,000 1,498,603 115,004 93,011 164,661 139,415 119,328 5,003 11,715 11,715 11,715 11,715 1,119 1,480 1,637 1,637 1,480 4,681 4,239 4,239 4,239 4,239 4,553 7,866 7,866 7,866 7,699 $ 1,470,080 $ 1,501,880 $ 1,589,729 $ 1,567,872 $ 1,643,064 $ 1,316,959 $ 1,342,383 $ 1,429,701 $ 1,412,578 $ 1,495,862 69,781 74,234 72,467 70,990 62,656 34,952 37,317 38,286 35,604 36,695 48,388 47,946 49,275 48,700 47,851 $ 1,470,080 $ 1,501,880 $ 1,589,729 $ 1,567,872 $ 1,643,064 8.31% 8.31% N/A 28.29% 0.00% 0.00% 0.00% -2.12% 9.40% * Ongoing and One-time Personnel Services detail not available for FY 2013-14 Actual. Authorized Positions Position Title Accounting Manager Accounting Specialist Accounting Supervisor Executive Assistant Financial Services Analyst Management Assistant Payroll Specialist Senior Accountant Senior Accounting Specialist Senior Financial Analyst Senior Financial Reporting Analyst Senior Payroll Specialist Total 2011-12 Revised 1 5 1 1 0 0 2 2 2 0.35 1 0 15.35 2012-13 Revised 1 5 1 1 1 0 2 2 2 0 1 0 16 2013-14 Revised 1 5 1 1 1 0 1 2 2 0 1 1 16 2014-15 Adopted 1 5 1 1 1 0 1 2 2 0 1 1 16 2014-15 Revised 1 5 1 0 1 1 1 3 2 0 1 1 17 2015-16 Adopted 1 5 1 0 1 1 1 3 2 0 1 1 17 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one Executive Assistant position was reclassified to Management Assistant. During Fiscal Year (FY) 2014-15, one Senior Accountant position was added. FY 2015-16 one-time funding is allocated for arbitrage compliance consulting and the Other Post-Employment Benefit (OPEB) actuary reporting, and both one-time and ongoing funding is added for audit services. 298 City of Chandler 2015-16 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. 2015-16 Performance Measurements Goal: To administer the City’s Code to ensure voluntary compliance with the privilege (sales) tax and special regulatory licensing requirements through fair, consistent, and equitable treatment of all businesses and citizens. Supports Priority Based Budgeting Goal(s): Good Governance; Sustainable Economic Health Objectives: ♦ Process tax returns and license applications in accordance with code requirements and established performance standards. ♦ Maintain a high level of customer satisfaction through the continuous enhancement of business processes and technology. ♦ Promote the use of e~Tax to increase the electronic filing of tax and license transactions. ♦ Promote voluntary compliance through taxpayer education, compliance audits, and timely collections. Measures Process 100% of tax returns, license applications, and payments on time Process regulatory license applications timely per code requirements Implement at least five business process or technology improvements Increase the number of taxpayers using e~Tax to file electronically by at least 5% Conduct at least 24 taxpayer education events Verify taxpayer compliance through assisting the State in the review of at least 1% of total (2) tax accounts Limit tax delinquency rate (at least one return not filed) to <20% of total accounts Provide excellent customer service to taxpayers with at least 90% customer surveys (3) indicating satisfaction level above average 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 95% 92% 95% 93% 95% 100% 100% 100% 100% 100% 5 5 5 5 5 13.5% 16.5% 5% 8% 5% 24 24 24 24 24 (1) 1.0% 2012-13 Actual 0.80% (1) 0.59% (1) 0.75% (1) 0.70% 20% 23% 20% 20% 20% N/A N/A N/A N/A 90% (1) Measure fell short of goal due to increasing number of total accounts and Audit staff vacancies. (2) Modified measure due to HB2111 requires all audits to be issued by the Arizona Department of Revenue. Therefore, Chandler was preempted from performing audits effective January 1, 2015, without State approval. (3) New measure beginning Fiscal Year 2015-16. * 2014-15 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 audit, contracting and administration of Transaction Privilege Tax. The bill was signed by the Governor on June 25, 2013. The City is currently operating under the Arizona Department of Revenue guidance for Audit and Contracting as of January 1, 2015, and administration will transition on January 1, 2016. 299 City of Chandler 2015-16 Adopted Budget Management Services    Tax and License - 1240    Budget Summary 2013-14 Actual 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated 2015-16 Adopted Budget Description Personnel Services Total Personnel $ 1,422,364 $ 1,753,681 $ 1,792,402 $ 1,492,079 $ 1,746,336 1,792,402 1,492,079 1,746,336 Ongoing* 1,753,681 One-time* Professional/Contract 4,509 4,700 14,700 14,700 4,700 Operating Supplies 36,256 39,456 39,456 39,090 61,923 Repairs/Maintenance 140,667 155,438 155,438 155,438 172,260 Communications/Transportation 6,279 9,856 9,856 8,780 10,100 Other Charges/Services 9,819 19,130 17,246 18,550 11,790 Total Cost Center - 1240 $ 1,619,894 $ 1,982,261 $ 2,029,098 $ 1,728,637 $ 2,007,109 $ 1,619,894 $ 1,982,261 $ 2,029,098 $ 1,728,637 $ 2,007,109 General Fund % Change Adopted to Adopted -0.42% -0.42% N/A 0.00% 56.94% 10.82% 2.48% -38.37% 1.25% * Ongoing and One-time Personnel Services detail not available for FY 2013-14 Actual. Authorized Positions Position Title Administrative Assistant Administrative Specialist Businsess Systems Support Analyst Customer Service Supervisor Financial Analyst Lead Tax Auditor License Inspector Revenue and Tax Manager Revenue Collections Supervisor Revenue Collector Senior Management Assistant Senior Tax Auditor Systems Analyst Tax & License Representative Tax & License Specialist Tax Audit Supervisor Total 2011-12 Revised 0 1 0 1 0 1 1 0.5 1 2 1 4 0.5 7 0 1 21 2012-13 Revised 0 1 0 1 0 1 1 0.5 1 2 1 4 0.5 6 1 1 21 2013-14 Revised 0 1 0 1 0 1 1 0.5 1 2 1 4 0.5 6 1 1 21 2014-15 Adopted 0 1 0 1 0 1 1 0.5 1 2 1 4 0.5 6 1 1 21 2014-15 Revised 1 0 0.5 1 1 1 1 0.5 1 2 0 4 0 6 1 1 21 2015-16 Adopted 1 0 0 1 1 1 1 0.5 1 2 0 4 0 6 1 1 20.5 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative and information technology related positions effective July 1, 2014, the following position changes have been made: one Senior Management Assistant was reclassified to Financial Analyst; one Administrative Specialist position was renamed Administrative Assistant; and one 0.5 FTE Systems Analyst was renamed Business Systems Support Analyst. Effective July 1, 2015, 0.5 FTE Business Systems Support Analyst position is transferred to IT Applications Support, cost center 1200 and used to partially fund a new IT Principal Programmer/Analyst. Fiscal Year 2015-16 reflects one-time allocation for Tax Mantra support. Additional one-time and ongoing allocations are included within the Operating Supplies category for a motion ruggedized tablet for collections, and a tax reporting and storage partnership with Phoenix after Tax & License administration transitions to the State. 300 City of Chandler 2015-16 Adopted Budget Management Services T he Utility Services Division provides customers a single point of contact 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 2015-16 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 (2) Process all payments on day received Process payments with an accuracy rate of (2) 100% Write-off <0.5% of total revenue Increase volume of electronic transactions by (4) 5% (4) Reduce 90-day aging dollar amount by 20% 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 100% 100% 100% 97% 100% 99.99% 99.99% 99.99% N/A 100% N/A (1) N/A 100% N/A 100% 0.5% N/A (3) 0.9% N/A 0.5% N/A 0.5% N/A 0.5% N/A N/A N/A N/A 8% 20% 22% 10% 5% 20% 2012-13 Actual (1) 40% Due to technical difficulties following the implementation of the new utility billing software system, utility bills were frequently processed beyond the three day meter reading goal. Utility Services should resume meeting this objective baring any future system issues. (2) Measure no longer being used effective Fiscal Year (FY) 2013-14. (3) Implemented a new utility system which required significant account/data review and cleanup, thereby increasing write-offs prior to implementation. (4) New measure beginning FY 2013-14, for tracking aging changes going forward. * 2014-15 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 301 City of Chandler 2015-16 Adopted Budget Management Services    Utility Services – 1245    Budget Summary 2013-14 Actual 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated 2015-16 Adopted Budget Description Personnel Services 802,201 $ 821,573 $ 950,129 $ 786,901 $ 771,408 $ Total Personnel 950,129 786,901 821,573 802,201 Ongoing* One-time* 5,000 1,000 3,898 1,000 10,034 Professional/Contract 70,470 77,191 70,470 71,511 Operating Supplies 68,708 164,000 187,198 150,200 164,000 Repairs/Maintenance 43,917 310,027 352,027 310,027 310,027 Communications/Transportation 320,341 110,108 39,000 39,000 39,000 46,223 Other Charges/Services Office Furniture/Equipment 6,950 Total Cost Center - 1245 $ 1,267,581 $ 1,386,698 $1,433,207 $1,644,655 $ 1,371,398 General Fund $ 1,267,581 $ 1,386,698 $1,433,207 $1,644,655 $ 1,371,398 % Change Adopted to Adopted -1.91% -1.91% N/A 0.00% 0.00% 0.00% 0.00% 0.00% N/A -1.10% * Ongoing and One-time Personnel Services detail not available for FY 2013-14 Actual. Authorized Positions Position Title Administrative Specialist Businsess Systems Support Analyst 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 2011-12 Revised 1 0 1 0 0.5 1 0.5 6 1 0 11 2012-13 Revised 0 0 1 1 0.5 1 0.5 6 1 0 11 2013-14 Revised 0 0 1 1 0.5 1 0.5 6 0 1 11 2014-15 Adopted 0 0 1 1 0.5 1 0.5 6 0 1 11 2014-15 Revised 0 0.5 1 1 0.5 1 0 6 0 1 11 2015-16 Adopted 0 0 1 1 0.5 1 0 6 0 1 10.5 Significant Budget and Staffing Changes As a result of a citywide classification study for information technology related positions effective July 1, 2014, one 0.5 FTE Systems Analyst was renamed Business Systems Support Analyst. Effective July 1, 2015, 0.5 FTE Business Systems Support Analyst position is transferred to cost center 1250, Human Resources, and used to create a Safety Analyst. Fiscal Year 2014-15 Estimated expenses (temporary customer service staff, postage, printing and toner) are higher due to additional costs incurred after the rollout of the new utility billing and payment system. These additional costs will be funded by the Municipal Utilities Department before fiscal year end. 302 City of Chandler 2015-16 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 2015-16 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. 2014-15 2012-13 2013-14 2014-15 Year End 2015-16 Measures Actual Actual Projected Estimate * Projected Environmental evaluations performed 29 23 24 24 24 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 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected Percent of investigations reviewed within five working days of receipt 98% 100% 98% 98% 98% Total number of facilities assessed 41 (1) 57 50 50 60 (1) Slowdown in development has resulted in fewer developer’s investigations being reviewed during FY 2012-13. Manpower was redirected to assessment of City buildings for asbestos and compliance with regulations related to asbestos. * 2014-15 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 City of Chandler 2015-16 Adopted Budget Management Services    Environmental Management – 1265    (1) Goal: Provide a comprehensive program whereby the regulatory exposure through environmental non-compliance related to asbestos containing building materials at City owned facilities 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 (1) Objective: ♦ To assess building materials in City owned facilities for asbestos and assure all regulatory compliance measures are followed during renovation or demolition of City owned facilities. 2012-13 Actual Measures Asbestos assessments performed (1) (1) 2013-14 Actual N/A New goal, objective, and measurement beginning Fiscal Year (FY) 2015-16. * 2014-15 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 75 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected N/A 70 70 City of Chandler 2015-16 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 Machinery/Equipment Total Cost Center - 1265 Uninsured Liability Fund 2013-14 Actual $ $ $ 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated 2015-16 Adopted Budget 375,133 $ 412,158 $ 416,930 $ 374,000 $ 412,158 416,930 374,000 4,791 54,400 76,490 76,490 4,488 19,975 19,975 13,650 475 795 1,021 1,050 7,706 5,096 5,376 5,096 1,917 4,200 4,200 4,200 92 394,603 $ 496,624 $ 523,992 $ 474,486 $ 394,603 $ 496,624 $ 523,992 $ 474,486 $ % Change Adopted to Adopted 371,151 371,151 54,400 19,975 1,290 5,096 4,200 456,112 456,112 -9.95% -9.95% N/A 0.00% 0.00% 62.26% 0.00% 0.00% N/A -8.16% * Ongoing and One-time Personnel Services detail not available for FY 2013-14 Actual. Authorized Positions Position Title Administrative Assistant Administrative Specialist Environmental Program Coordinator Environmental Program Manager Environmental Program Specialist Total 2011-12 Revised 0 0.5 1 1 1 3.5 2012-13 Revised 0 0.5 1 1 1 3.5 2013-14 Revised 0 0.5 1 1 1 3.5 2014-15 Adopted 0 0.5 1 1 1 3.5 2014-15 Revised 0.5 0 1 1 1 3.5 2015-16 Adopted 0 0 1 1 1 3 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative related positions effective July 1, 2014, one 0.5 FTE Administrative Specialist position was renamed Administrative Assistant. Effective July 1, 2015, the 0.5 FTE Administrative Assistant position is eliminated. Fiscal Year 2015-16 Repairs and Maintenance category includes an additional ongoing allocation for software maintenance. 305 City of Chandler 2015-16 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 2014-15 2014-15 2015-16 2013-14 2014-15 Adopted Adjusted Adopted Actual Estimated Budget Budget Budget $ 57,632 $ 377,600 $ 440,097 $ 226,000 $ 377,600 82 95,600 95,600 46,000 95,600 50,000 $ 107,714 $ 473,200 $ 535,697 $ 272,000 $ 473,200 $ 107,714 $ 473,200 $ 535,697 $ 272,000 $ 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. There are no significant budget changes for Fiscal Year 2015-16. 306 City of Chandler 2015-16 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 2013-14 Actual 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated 2015-16 Adopted Budget 8,635,996 774,448 $ 6,185,000 $ 3,054,479 $ 1,060,000 $ 4,954,996 1,060,000 3,949,000 3,054,479 3,681,000 2,236,000 3,042,188 2,864,427 4,218,563 3,188,044 4,009,500 333,000 333,000 333,000 471 5,000 5,000 18,440,000 18,100,000 21,897,550 22,595,800 20,746,429 200,000 300,000 300,000 2,634,970 2,279,124 5,792,804 1,726,204 1,443,525 114,528,428 82,583,802 95,013,718 $26,152,917 $130,168,222 $118,185,198 $24,659,397 $ 147,458,736 $ % Change Adopted to Adopted 39.63% 25.47% 64.62% -24.13% 0.00% -100.00% -18.39% -33.33% 32.03% 20.54% 13.28% * Ongoing and One-time Personnel Services detail not available for FY 2013-14 Actual. Significant Budget Changes Personnel Services includes funding expected to be needed for merit, cost of living, market adjustments, 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 Public Safety 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. Further detail for the Contingency/Reserve category is shown on the next page. In addition, this cost center reflects 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) 2015-16 amendment process, $10,000 of one-time funding was transferred from the Council Contingency for the Chandler Education Coalition Early Literacy Campaign. The various funds comprising the appropriation for the FY 2015-16 adopted budget are shown on the next page. 307 City of Chandler 2015-16 Adopted Budget Management Services    Non Departmental - 1290    2015-16 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 Proceeds Reinvestment Projects Fund Capital Replacement Fund - Contingency Technology Replacement Fund - Contingency Vehicle Replacement Fund - Contingency Street Bond Fund Storm Sewer GO Bond Fund Arterial Street Impact Fund Park Bond Fund Community Park Impact Fees Fund Residential Park Impact Fees Fund Municipal Arts Fund Park System Development Fund Parks NW System Development Fund Parks NE System Development Fund Parks SE System Development Fund Library Bond 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 Museum Trust Fund Library Trust Fund In-house Capital Fund Grand Total 308 $ 46,177,997 390,000 3,991,800 2,134,300 375,000 151,000 565,000 62,000 46,000 12,000 10,700 50,000 40,000 150,000 958,000 683,100 2,000,000 200,000 2,000,000 1,000,000 940,200 1,000 1,000 2,000,000 55,800 573,400 1,402,600 10,000 81,200 10,000 10,000 1,000 10,000 100,000 165,000 100,000 800,000 2,000 2,000,000 20,000,000 100,000 7,673,000 1,000,000 2,000,000 1,000,000 17,849,000 1,730,000 1,971,500 235,000 55,300 764,004 541,000 575,000 510,000 2,305,000 19,878,304 3,531 1,000 7,000 $ 147,458,736 City of Chandler 2015-16 Adopted Budget Management Services Division: Function: Cost Center: Non Departmental Contingencies/Reserves 1290 Budget Summary 2014-15 2015-16 Adopted Adopted Budget Budget $ 29,311,659 $ 30,725,000 5,200,000 5,200,000 45,000 81,993 5,203,300 5,000,000 2,691,700 2,624,800 25,877,109 21,400,000 500,000 4,455,000 6,643,800 8,734,050 30,120,200 7,340,000 7,440,000 2,600,000 2,778,004 188,000 218,000 1,150,000 1,154,531 2,217,900 642,100 $ 95,013,718 $ 114,528,428 Description General Fund 15% Contingency General Fund Encumbrance Reserve General Fund Council Reserve Special Revenue Funds Contingencies Special Revenue Funds Encumbrance Reserve Enterprise Funds Contingencies Enterprise Funds Lump Sum Enterprise Funds Encumbrance Reserve System Development Fees Funds Contingencies 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 % Change Adopted to Adopted 4.82% 0.00% 82.21% -3.91% -2.49% -17.30% N/A 49.13% 244.86% 1.36% 6.85% 15.96% 0.39% -71.05% 20.54% Contingencies and Reserves are budgetary amounts set-aside for a specific purpose, emergencies, or unforeseen expenditures not otherwise budgeted. For 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 is continued in FY 2015-16 Other Contingency/Reserves Reserve Policies exist for various other funds as explained in the Budget Policies, Process, and Decisions section. 309 City of Chandler 2015-16 Adopted Budget Management Services Division: Cost Center: Non Departmental Capital 1291 Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Repairs/Maintenance Communications/Transportation Other Charges/Services Contingencies/Reserves Land/Improvements Building/Improvements Machinery/Equipment Office Furniture/Equipment Street Improvements Total Cost Center - 1291 General Fund Gen Gov't Capital Projects Fund Grand Total 2013-14 Actual 2014-15 Adopted Budget 2014-15 Adjusted Budget $ 2014-15 Estimated 2015-16 Adopted Budget 13,872 $ - $ - $ 7,200 $ 7,200 20,265 200,000 1,195,386 7,600 2,272 2,000 20 1,041,246 1,209,750 2,341,859 301,791 573,750 10,083,847 3,631,298 19,339,718 509,804 8,040,000 11,439,822 72,549 502,000 3,110,707 1,048,683 1,882,196 500,000 192,463 58,848 3,453 $ 3,724,419 $20,035,597 $21,719,072 $ 1,437,843 $20,415,468 $ 1,214,359 $ 7,949,750 $ 9,113,374 $ 305,311 $ 9,623,604 2,510,060 12,085,847 12,605,698 1,132,532 10,791,864 $ 3,724,419 $20,035,597 $21,719,072 $ 1,437,843 $20,415,468 % Change Adopted to Adopted N/A N/A N/A -100.00% N/A N/A -52.57% 91.79% -100.00% -0.40% N/A N/A N/A 1.90% * Ongoing and One-time Personnel Services detail not available for FY 2013-14 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 those 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 2016-2025 Capital Improvement Program. 310 City of Chandler 2015-16 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 Fund Grand Total $ $ $ $ 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 $ $ $ $ 2015-16 Adopted Budget 450,000 1,100,000 416,899 17,372,818 19,339,717 9,049,854 10,289,863 19,339,717 % Change Adopted to Adopted 80.00% 0.00% 316.90% 101.22% 91.79% 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 included 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. 311 City of Chandler 2015-16 Adopted Budget Management Services Fund: Function: 402 Capital Replacement Equipment Budget Summary Description Machinery/Equipment 2014-15 Adopted Budget 2013-14 Actual 2014-15 Adjusted Budget 2015-16 Adopted Budget 2014-15 Estimated % Change Adopted to Adopted $ 653,643 $ 1,141,000 $ 1,141,000 $ 515,200 $ 870,500 -23.71% Total $ 653,643 515,200 $ 870,500 -23.71% Community & Neighborhood Services $ - $ 33,500 Public Safety - Police T&D - Streets Capital Replacement Fund $ $ 1,141,000 - $ $ 1,141,000 $ - $ - $ 653,643 1,046,000 1,046,000 515,200 837,000 - 95,000 95,000 - - 653,643 $ 1,141,000 $ 1,141,000 $ 515,200 $ 870,500 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. Fiscal Year 2015-16 reflects funding for the replacement of police communication equipment. 312 City of Chandler 2015-16 Adopted Budget Management Services Fund: Function: 403 Capital Replacement Technology Budget Summary Description Professional/Contract Operating Supplies Repairs/Maintenance Other Charges/Services Machinery/Equipment 2014-15 2014-15 2015-16 2013-14 2014-15 Adopted Adjusted Adopted Actual Estimated Budget Budget Budget $ 46,925 $ - $ 40,076 $ 14,604 $ 650 - % Change Adopted to Adopted N/A N/A 595,435 759,699 855,109 504,514 750,663 -1.19% 1,967 - - - - N/A 3,290,979 3,424,071 3,612,082 3,857,806 2,542,898 -25.73% $ 3,935,956 $ 4,183,770 $ 4,507,267 $ 4,376,924 $ 3,293,561 -21.28% Technology Replacement Fund $ 3,935,956 $ 4,183,770 $ 4,507,267 $ 4,376,924 $ 3,293,561 Total Significant Budget Changes Under the existing Technology Replacement Policy personal computers (PC) are used for at least 7 years and then evaluated for replacement as business needs dictate. Laptops are evaluated after five years of use to determine if they need to be replaced. During Fiscal Year (FY) 2014-15, the City worked on several major technology replacement projects. This included regularly scheduled computer workstations, security appliances, servers, and remote sites network infrastructure replacements. The most significant replacement project was to begin the storage area network (SAN) and network attached storage (NAS) system replacement project. FY 2015-16 replacement plans include regular and ruggedized laptops, servers, backup systems, core network infrastructure at City Hall and the SAN at the Police Department. 313 City of Chandler 2015-16 Adopted Budget Management Services Fund: Function: 404 Capital Replacement Vehicles Budget Summary 2014-15 Adopted Budget 2013-14 Actual Description 2014-15 Adjusted Budget 2015-16 Adopted Budget 2014-15 Estimated % Change Adopted to Adopted Machinery/Equipment $ 3,914,538 $ 4,865,291 $ 4,903,582 $ 2,875,285 $ 4,662,159 -4.18% Total $ 3,914,538 $ 4,865,291 $ 4,903,582 $ 2,875,285 $ 4,662,159 -4.18% Gen Gov't - Mayor and Council $ Gen Gov't - Neighborhood Programs Gen Gov't - CAPA Gen Gov't - Economic Development Gen Gov't - Building & Facilities - $ 20,000 $ 20,000 $ - 95,508 95,508 23,894 - 19,452 - - - 27,000 105,871 - 179,221 29,035 - 119,949 105,871 - $ - 26,500 - 34,500 34,500 - - 20,362 485,000 485,000 295,440 - 6,781 220,000 220,000 - - Com & Nbhd Services - Code Enforcement - - - - 165,000 Com & Nbhd Services - Aquatics - - - - 96,675 Com & Nbhd Services - Parks - - - - 449,925 Community Services - Aquatics Community Services - Parks Community Services - Recreation Com & Nbhd Services - Recreation Municipal Utilities - Solid Waste Municipal Utilities - Water Municipal Utilities - Wastewater Fire, Health & Medical Police T&D - Development Services T&D - Engineering - - - - 130,000 36,791 83,718 83,718 25,153 235,200 158,336 555,507 555,507 472,280 798,550 70,590 197,018 197,018 88,540 382,950 - 251,118 251,118 65,326 313,000 3,175,789 1,894,658 1,894,658 1,612,340 638,500 - 90,590 90,590 - 207,400 25,300 - - - - T&D - Capital Projects 21,853 40,571 40,571 - 81,800 T&D - Streets 71,461 682,939 719,355 214,365 805,263 T&D - Traffic Engineering Vehicle Replacement Fund 184,140 108,293 110,168 77,947 99,875 $ 3,914,538 $ 4,865,291 $ 4,903,582 $ 2,875,285 $ 4,662,159 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. 314 MUNICIPAL UTILITIES 10 Activities and Functions Accomplishments Goals, Objectives, and Performance Measurements Budget Summary Position Summary Municipal Utilities B 2 E C A L P E TH E STAT CANYON GRAND A place of superior service Solid, well-maintained utility infrastructure ensures residents receive the high levels of service they have come to expect. A running water tap or the growl of a residential garbage truck is, quite frankly, music to our ears. Infrastructure Improvements Cooper Rd McQueen Rd Queen Creek Rd Ocotillo Rd City of Chandler 2015-16 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 SanTan Vista Water Treatment Plant Ocotillo Brine Reduction Facility Airport Water Reclamation Facilty Water Quality Meter Services Lone Butte Wastewater Treatment Ocotillo Water Reclamation Facility 315 City of Chandler 2015-16 Adopted Budget Municipal Utilities The table below depicts the breakdown by division for the Fiscal Year 2015-16 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 2013-14 Actual Expenditures Expenditures by Cost Center 2014-15 Adopted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget 722,209 $ 1,001,307 741,328 $ $ 606,888 $ Municipal Utilities Administration 13,271,743 13,797,082 13,159,017 Solid Waste Services 12,296,500 936,105 192,010 250,000 Solid Waste Capital 4,919,468 4,911,350 4,834,225 4,822,811 Water Distribution 63,789,813 6,190,812 54,400,561 11,185,668 Water Capital 5,703,579 6,124,886 5,665,209 8,167,186 Water Treatment Plant 7,956,433 7,232,745 7,221,511 1,292,782 Environmental Resources 1,657,140 1,505,132 1,642,135 Water Quality 1,452,042 6,341,759 6,209,149 6,467,803 5,246,590 Water Systems Maintenance 1,282,519 1,100,000 1,293,500 SanTan Vista Water Treatment Plant 1,082,552 1,254,536 1,138,769 1,219,252 Meter Services 1,037,765 2,245,760 2,271,689 2,240,772 1,905,828 Wastewater Collection 194,382,412 20,903,568 110,036,697 Wastewater Capital 79,840,041 9,905,048 6,340,594 8,952,891 2,457,239 Ocotillo Brine Reduction Facility 1,406,584 1,049,592 1,403,592 1,168,372 Lone Butte Wastewater Treatment 610,412 401,691 597,217 393,630 Wastewater Quality 9,774,033 7,591,000 8,635,284 6,178,942 Airport Water Reclamation Facility 4,128,675 3,970,000 4,118,170 3,625,727 Ocotillo Water Reclamation Facility Total $ 142,760,563 $ 232,879,164 $ 91,652,278 $ 330,567,326 Expenditures by Category Personnel & Benefits Total Personnel Ongoing(1) One-time(1) Operating & Maintenance Capital - Major 35.07% 0.86% 274.44% 1.76% 17.26% 0.68% 10.18% 0.91% -1.95% -0.85% 2.89% 0.22% 76.65% 10.64% 0.21% 2.21% 13.19% 0.26% 41.95% $ 14,139,750 $ 15,657,917 $ 15,243,361 $ 17,582,415 17,582,415 15,243,361 15,657,917 - 12.29% 53,876,581 49,122,527 52,533,989 37,595,104 259,108,330 27,286,390 164,687,258 91,025,709 Total $ 142,760,563 $ 232,879,164 $ 91,652,278 $ 330,567,326 N/A 2.56% 57.33% 41.95% 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 Ocotillo Water Reclamation Facility Total (1) % Change Adopted to Adopted 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 0.000 175.000 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 0.000 178.000 2014-15 Revised 8.000 22.000 28.000 13.000 9.000 12.000 20.000 11.000 10.000 15.000 1.000 4.000 26.000 12.000 191.000 Ongoing and One-time Personnel Services detail not availab le for 2013-14 Actual Expenditures. 316 % Change Adopted to 2015-16 Adopted Adopted 33.33% 8.000 22.000 0.00% 28.000 0.00% 13.000 8.33% 9.000 12.50% 0.00% 12.000 20.000 -9.09% 11.000 0.00% 0.00% 10.000 17.000 13.33% 1.000 0.00% 4.000 0.00% -3.70% 26.000 12.000 N/A 193.000 8.43% City of Chandler 2015-16 Adopted Budget Municipal Utilities 2014-15 Municipal Utilities Accomplishments  The Household Hazardous Waste (HHW) Collection Facility serviced 2,776 residents who dropped off approximately 153,000 pounds of HHW. Solid Waste Services reused or recycled approximately 110,000 pounds of HHW, achieving a diversion rate of approximately 72 percent.  Solid Waste Services conducted an on-line customer satisfaction survey in May 2015. Over 95 percent of residents rated their contact with Solid Waste Services staff above average, 71 percent rated customer service excellent, and 24 percent rated their experience as good.  Solid Waste Services green waste program at the Recycling-Solid Waste Collection Center diverted approximately 1,210 tons of selected green waste, achieving a cost savings of approximately $2,000.  Solid Waste Services was awarded $10,000 in grant funding through a national program sponsored by Waste Management and Keep America Beautiful green grants program where communities are recognized for their projects that demonstrate a commitment to environmental stewardship. The $10,000 in grant funding will be used to purchase a dual recycling container system to support recycling for special events and the downtown Chandler area.  Water Conservation presentations were provided to over 11,050 Chandler school children and 475 adults.  Saved 17,614,000 gallons of water through the Water Conservation Residential Audit Program.  Water Conservation Social Media Outreach has reached 1,705 subscribers to the WaterSaver monthly e-newsletter.  Completed construction on the joint Police and Water Systems Maintenance building at the Chandler Water Treatment Plant. Partnered with Police to build and occupy a joint building at the Chandler Water Treatment Plant, which resulted in cost savings of $200,000.  The Airport and Ocotillo Water Reclamation Facilities recharged nearly 1.9 billion gallons of reclaimed water for future recovery or to use as potable water credits.  Treated and reclaimed 10 billion gallons of wastewater at the Airport, Lone Butte, and Ocotillo Water Reclamation Facilities; 8.1 billion gallons of which were reused for irrigation.  Delivered over 600 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 the American Public Works Association 2015 Public Works Project of the Year Award for Airport Water Reclamation Facility project in the more than $75 million category.  Received the Arizona Water Association 2015 Water Reuse Project of the Year Award for the Airport Water Reclamation Facility expansion project from 15 to 22 million gallons per day (MGD).  The Ocotillo Brine Reduction Facility, formerly known as the Reverse Osmosis Facility, was commissioned this year and treated 1.4 MGD of industrial brine. 317 City of Chandler 2015-16 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. 2015-16 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)(1) (all Municipal Utilities cost centers) Number of public meetings with citizens/neighborhoods (1) 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 1,012 994 500 500 500 6 6 5 7 6 Beginning in Fiscal Year 2013-14, customer service requests will decrease due to the Department no longer including internal service requests. 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 Corporation, 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 2012-13 Actual 2013-14 Actual 49 43 * 2014-15 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 2014-15 Projected 40 2014-15 Year End Estimate * 40 2015-16 Projected 40 City of Chandler 2015-16 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 2013-14 Actual Expenditures $ $ $ $ 580,985 4,774 11,388 14 831 6,020 2,875 606,888 605,201 1,687 606,888 2014-15 Adopted Budget $ $ $ $ 664,154 664,154 24,410 20,681 14,007 15,201 2,875 741,328 734,528 6,800 741,328 2014-15 Adjusted Budget $ $ $ $ 2014-15 Estimated Expenditures 688,709 688,709 24,410 20,888 14,007 15,201 2,875 766,090 759,290 6,800 766,090 $ $ $ $ 2015-16 Adopted Budget 671,000 $ 923,674 671,000 923,674 20,400 24,410 12,900 21,140 298 5,400 14,007 9,300 15,201 2,911 2,875 722,209 $ 1,001,307 715,409 $ 688,688 6,800 312,619 722,209 $ 1,001,307 % Change Adopted to Adopted 39.08% 39.08% N/A 0.00% 2.22% N/A 0.00% 0.00% 0.00% 35.07% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Administrative Specialist Business Systems Support Analyst Management Analyst Management Assistant Municipal Utilities Director Security Coordinator Senior Business Systems Support Specialist Senior Executive Assistant Senior Management Assistant Utilities Administrator Utilities Coordinator Utilities Safety/Security Coordinator Total 2011-12 Revised 0 0 0 0 1 1 0 1 1 0 1 0 5 2012-13 Revised 0.8 0 0 0 1 0 0 1 1 0 1 1 5.8 2013-14 Revised 0 0 0 1 1 0 0 1 1 0 1 1 6 2014-15 Adopted 0 0 0 1 1 0 0 1 1 0 1 1 6 2014-15 Revised 0 1 1 1 1 0 1 0 0 1 1 1 8 2015-16 Adopted 0 1 1 1 1 0 1 0 0 1 1 1 8 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one Management Assistant position was renamed Management Analyst, one Senior Executive Assistant was renamed Management Assistant, and one Senior Management Assistant was reclassified to Utilities Administrator. The Management Analyst position was subsequently reclassified to Engineer and moved to cost center 3840, Environmental Resources. During Fiscal Year 2014-15, one Wastewater Treatment Plant Operator II position was transferred from cost center 3960, Airport Water Reclamation Facility, and reclassified to Business Systems Support Analyst, and one Senior Business Systems Support Specialist was transferred from cost center 3860, Water Systems Maintenance. Additionally, one new Management Analyst position was added. 319 City of Chandler 2015-16 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 2015-16 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 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected Waste tonnage 86,292 83,398 81,800 84,209 83,500 Recycling tonnage 20,634 21,231 20,800 21,000 22,000 24% 25% 25% 25% 26% (1) 35,000 Waste diversion percentage Field inspections Education presentations/attendees (2) Customer satisfaction (1) (2) 22,000 31,686 19,999 35,000 40/ 2,850 42/ 3,000 50/ 3,000 40/ 3,500 45/ 3,800 98% 93% 98% 95% 97% Beginning in Fiscal Year 2013-14, field inspections decreased due to vacancies and projected to increase when vacant positions are filled. Customer Satisfaction measurement is obtained through on-line and in-person surveys. * 2014-15 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. 320 City of Chandler 2015-16 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 (RSWCC) and with post-closure landfill operations. Supports Priority Based Budgeting Goal(s): Safe Community Objective: ♦ Achieve an 80 percent customer service satisfaction at the RSWCC. ♦ Achieve 100 percent compliance with regulatory inspections associated with the RSWCC and closed landfill. Measures RSWCC user survey rating of (1) “Excellent”: (survey results) Results of regulatory compliance inspections (1) 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 97% 96% 95% 95% 95% Pass Pass Pass Pass Pass Ongoing survey for customer satisfaction with self-haul use of the RSWCC, including household hazardous waste drop-off. * 2014-15 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 321 City of Chandler 2015-16 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 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget $ 1,368,526 $ 1,759,297 $ 1,794,967 $ 2,168,412 $ 1,770,950 1,759,297 1,794,967 2,168,412 1,770,950 10,241,530 10,314,781 10,670,274 10,663,000 10,345,401 476,659 576,238 630,082 547,179 583,324 64,130 190,128 201,716 192,121 290,128 38,914 80,458 80,458 62,000 67,125 500 750 750 500 750 40,441 59,010 59,010 55,500 59,010 24,002 29,711 29,711 28,365 29,711 81,000 81,000 81,000 23,300 23,300 24,580 41,796 44,344 44,344 55,425 44,344 $ 12,296,500 $ 13,159,017 $ 13,615,612 $ 13,797,082 $ 13,271,743 $ - $ 70,000 $ 70,000 $ - $ 70,000 12,037,593 12,764,017 13,166,904 13,418,374 13,201,743 258,906 325,000 378,708 378,708 $ 12,296,500 $ 13,159,017 $ 13,615,612 $ 13,797,082 $ 13,271,743 * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. 322 % Change Adopted to Adopted 0.66% 0.66% N/A 0.30% 1.23% 52.60% -16.57% 0.00% 0.00% 0.00% 0.00% -100.00% 0.00% 0.86% City of Chandler 2015-16 Adopted Budget Municipal Utilities    Solid Waste Services – 3700    Authorized Positions Position Title Customer Service Representative Customer Service Supervisor Executive Assistant Recycling Coordinator Recycling Specialist Senior Administrative Assistant Senior Solid Waste Environmental Specialist Senior Solid Waste Field Specialist Solid Waste Environmental 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 2011-12 Revised 4 1 1 0 1 0 0 1 0 2 4 5 1 1 1 22 2012-13 Revised 4 1 1 0 1 0 0 1 0 2 4 5 1 1 1 22 2013-14 Revised 4 1 1 1 0 0 0 1 0 2 3 6 1 1 1 22 2014-15 Adopted 4 1 1 1 0 0 0 1 0 2 3 6 1 1 1 22 2014-15 Revised 4 1 0 1 0 1 2 0 10 0 0 0 2 1 0 22 2015-16 Adopted 4 1 0 1 0 1 2 0 10 0 0 0 2 1 0 22 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one Executive Assistant position was renamed Senior Administrative Assistant. During Fiscal Year (FY) 2014-15, six Solid Waste Field Specialist III positions were renamed Solid Waste Environmental Specialist, three Solid Waste Field Specialist II positions and one Senior Solid Waste Field Specialist were reclassified to Solid Waste Environmental Specialist, two Solid Waste Environmental Technician positions were renamed Senior Solid Waste Environmental Specialist, and one Solid Waste/Recycling Supervisor was reclassified to Solid Waste Field Supervisor. In FY 2015-16, Professional/Contract includes ongoing funding for the consumer price and fuel index increases for the solid waste service contract. Also, there is one time funding for maintenance of the former landfill site at the Paseo Vista Recreation Area. 323 City of Chandler 2015-16 Adopted Budget Municipal Utilities Division: Cost Center: Solid Waste Capital 3710 Capital Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Project Support Recharge** Contingencies/Reserves Land/Improvements Building/Improvements Total Cost Center - 3710 Solid Waste Operating Fund 2013-14 Actual Expenditures $ $ $ - $ - $ - $ 2014-15 Adopted Budget - $ 10,000 240,000 250,000 $ 250,000 $ 2014-15 Adjusted Budget 2014-15 Estimated Expenditures - $ 10,000 128,115 240,000 378,115 $ 378,115 $ 293 $ 293 128,115 63,602 192,010 $ 192,010 $ 2015-16 Adopted Budget 10,000 186,105 740,000 936,105 936,105 % Change Adopted to Adopted N/A N/A N/A 0.00% N/A N/A 208.33% 274.44% 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) 2015-16 reflects the carryforward of uncompleted project funding from FY 2014-15. Detail on the capital program is available in the 2016-2025 Capital Improvement Program 324 City of Chandler 2015-16 Adopted Budget Municipal Utilities W ater Distribution maintains more than 1,194 miles of water mains, 122 miles of reclaimed water mains, 12,933 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 2015-16 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) Number of water meter installations Number of water meter replacements Number of valves maintained (2) Number of blue stakes performed (3) Number of hydrant meter installations and relocations completed within 48 hours of request (1) (2) (3) 2012-13 Actual 2013-14 Actual 12,600 12,620 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 12,650 12,720 12,800 (1) 650 575 396 375 350 2,735 3,000 3,500 3,500 3,500 17,800 17,300 18,600 19,000 19,000 19,900 19,000 18,000 19,000 20,000 348 355 350 400 450 Increase in the number of installations due to the rise in new construction. Valve maintenance total includes hydrant valves. The number of blue stakes performed will vary depending upon the amount of construction during the year. * 2014-15 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 2015-16 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 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget $ 2,235,590 $ 2,271,375 $ 2,332,271 $ 2,257,490 $ 2,371,949 2,332,271 2,257,490 2,371,949 2,271,375 481,500 499,219 564,990 84,513 537,967 1,630,086 1,606,669 1,618,534 1,662,059 1,809,046 60,016 60,016 97,853 93,250 30,677 19,065 21,996 21,511 19,274 20,621 5,250 5,250 5,250 5,250 1,500 24,400 20,400 24,400 18,766 24,400 79,962 81,337 82,194 60,238 44,211 37,048 14,500 14,500 30,680 14,500 138,578 138,578 138,578 200,000 475,043 75,050 73,512 73,512 73,512 73,512 $ 4,822,811 $ 4,834,225 $ 4,973,593 $ 4,911,350 $ 4,919,468 $ 4,822,811 $ 4,834,225 $ 4,973,593 $ 4,911,350 $ 4,919,468 % Change Adopted to Adopted 4.43% 4.43% N/A -7.20% 1.46% 0.00% 6.67% 0.00% 0.00% -1.69% 0.00% 0.00% 0.00% 1.76% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Administrative Specialist GIS Technician I GIS Technician II Lead Utility Systems Technician Senior Administrative Assistant 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 I Utility Systems Technician II Utility Systems Technician III Water Distribution Superintendent Water Quality Technician Total 2011-12 Revised 2 1 1 0 0 2 0 2 6 7 5 0 0 0 1 1 28 2012-13 Revised 2 1 1 0 0 0 2 2 6 7 5 0 0 0 1 1 28 2013-14 Revised 2 1 1 5 0 0 2 2 0 0 0 0 12 2 1 0 28 2014-15 Adopted 2 1 1 5 0 0 2 2 0 0 0 0 12 2 1 0 28 2014-15 Revised 0 1 1 5 1 0 3 2 0 0 0 1 12 1 1 0 28 2015-16 Adopted 0 1 1 5 1 0 3 2 0 0 0 1 12 1 1 0 28 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one Administrative Specialist position was reclassified to Senior Administrative Assistant. The remaining Administrative Specialist position was reclassified to Utility Field Supervisor. During Fiscal Year 2014-15, one Utility Systems Technician III position was reclassified to Utility Systems Technician I. 326 City of Chandler 2015-16 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 Resource Sys Dev Fees Water Operating Fund Grand Total 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget 140,370 $ - $ - $ 48,350 $ 140,370 5,963,860 87,325 25,123,399 24,574,040 54,615 180 888 1,085 63,575 35,703 409,058 75,000 18,598 44,154,813 21,461,521 4,000,000 4,830,521 11,897 2,920,000 89,479 8,164 132,715 150,000 9,500 20,497 6,067 9,635,437 21,619,225 5,804,386 5,370,000 10,814,292 440,855 73,579 19,580 $ 11,185,668 $ 54,400,561 $ 52,601,719 $ 6,190,812 $ 63,789,813 $ 7,909,177 $ 34,400,256 $ 32,636,539 $ 4,735,543 $ 35,675,996 893,131 15,281,648 8,314,780 8,612,966 2,473,138 4,000,000 8,832,169 562,138 11,387,339 11,650,400 803,353 $ 11,185,668 $ 54,400,561 $ 52,601,719 $ 6,190,812 $ 63,789,813 $ % Change Adopted to Adopted N/A N/A N/A -75.73% N/A N/A -52.40% 105.74% 36.99% N/A N/A N/A 79.43% N/A 17.26% * Ongoing and One-time Personnel Services detail not available for 2013-14 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) 2015-16 reflects the carryforward of uncompleted project funding from FY 2014-15. Detail on the capital program is available in the 2016-2025 Capital Improvement Program. 327 City of Chandler 2015-16 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 2015-16 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 2012-13 Actual 2013-14 Actual 2014-15 Projected In In In Compliance Compliance Compliance 2014-15 Year End Estimate * 2015-16 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) 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 12,454 11,401 13,000 11,189 4,463 4,865 4,500 N/A (1) 2015-16 Projected 12,000 (1) N/A Measure no longer being used effective Fiscal Year 2014-15. Groundwater deliveries were also shown in cost center 3860, Water Systems Maintenance, under well water deliveries in gallons and will continue to be shown in that cost center as groundwater deliveries in gallons. * 2014-15 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. 328 City of Chandler 2015-16 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 2012-13 Actual $288 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected $208 $300 $264 $275 Goal: Maintain less than 0.15 Nephelometric Turbidity Units (NTU’s) in the finished water. The City’s 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) 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 95.81% 95.45% 95.00% 96.00% 95.00% 4.19% 4.55% 5.00% 4.00% 5.00% 2012-13 Actual Measures reflect the percentage of the total samples taken annually. * 2014-15 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 329 City of Chandler 2015-16 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 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget $ 1,111,355 $ 1,092,368 $ 1,110,840 $ 1,045,434 $ 1,145,616 1,092,368 1,110,840 1,045,434 1,145,616 4,185,932 144,828 743,606 757,756 129,950 979,188 1,720,871 2,160,770 2,163,589 1,720,871 166,160 156,556 156,556 191,400 180,056 10,348 15,967 15,967 10,570 15,967 1,000 1,000 1,000 1,669,865 2,036,033 2,036,033 1,900,000 2,012,533 33,317 50,014 50,014 45,115 50,014 436,550 436,550 436,550 11,022 11,022 11,022 11,022 11,022 $ 8,167,186 $ 5,665,209 $ 6,722,358 $ 6,124,886 $ 5,703,579 $ 8,167,186 $ 5,665,209 $ 6,722,358 $ 6,124,886 $ 5,703,579 % Change Adopted to Adopted 4.87% 4.87% N/A -10.27% 0.00% 15.01% 0.00% 0.00% -1.15% 0.00% 0.00% 0.00% 0.68% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Administrative Specialist Executive Assistant Senior Administrative Assistant Water Plant Operator I Water Plant Operator II Water Systems Operations Superintendent Total 2011-12 Revised 0.5 1 0 5 5 1 12.5 2012-13 Revised 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 2014-15 Revised 0 0 1 5 6 1 13 2015-16 Adopted 0 0 1 5 6 1 13 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one Executive Assistant position was renamed Senior Administrative Assistant. During Fiscal Year 2014-15, one Utilities Electrician was transferred from cost center 3860, Water System Maintenance, and reclassified to Water Plant Operator II. 330 City of Chandler 2015-16 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 2015-16 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 Maintain storage and well recovery permits to comply with Assured Water Supply rules Maintain surface water rights and (1) contracts Secure long-term storage credits as (2) measured in acre-feet (AF) (1) (2) (3) (4) 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 26 26 26 26 26 90,785 AF 90,785 AF 90,785 AF 90,785 AF 90,785 AF 14,100 AF (3) 10,026 AF (3) Supply under normal conditions. One acre-foot of water will meet the needs of six Chandler residents for one year. New Conservation Space (NCS) Water is available for use as long term storage credits. Accumulation of long term storage credits is dependent on available water supplies * 2014-15 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. 331 6,500 AF (4) 6,700 AF (4) 7,500 AF (4) City of Chandler 2015-16 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 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 23 22 22 22 22 895 460 650 500 500 65 83 75 75 75 8,979 10,547 10,000 10,000 10,000 Distribute residential water conservation packets 530 512 600 500 500 Issuance of rebates 126 138 175 150 150 Distribute water saving retrofit kits to single and multi-family residences built prior to 1992 21 (1) 59 60 50 Residential water audits 240 192 350 300 300 11 11 11 11 11 Number of residents attending workshops Presentations to schools Number of children attending presentations Implement conservation programs mandated by Arizona Department of Water Resources (1) (2) A major distribution event was postponed to the following fiscal year. Measure no longer being used effective Fiscal Year 2015-16. * 2014-15 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 332 (2) N/A City of Chandler 2015-16 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 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 2012-13 Actual 2013-14 Actual 2 * 2014-15 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. 333 2014-15 Projected 3 4 2014-15 Year End Estimate * 6 2015-16 Projected 2 City of Chandler 2015-16 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 Machinery/Equipment Capital Replacement Total Cost Center - 3840 Grant Fund Water Operating Fund Grand Total 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget $ 974,796 $ 963,598 $ 993,285 $ 974,300 $ 1,109,042 963,598 993,285 974,300 1,109,042 115,357 5,934,283 5,974,458 5,990,491 6,529,503 30,164 81,518 82,097 49,509 81,013 29,447 27,380 35,294 36,823 28,380 3,538 19,607 19,607 12,780 18,107 7,665 11,520 11,520 11,520 11,520 119,395 174,691 175,591 146,784 169,954 3,506 8,914 8,914 8,914 10,538 8,914 $ 1,292,782 $ 7,221,511 $ 7,300,766 $ 7,232,745 $ 7,956,433 $ - $ 30,000 $ 30,000 $ - $ 30,000 1,292,782 7,191,511 7,270,766 7,232,745 7,926,433 $ 1,292,782 $ 7,221,511 $ 7,300,766 $ 7,232,745 $ 7,956,433 % Change Adopted to Adopted 15.09% 15.09% N/A 10.03% -0.62% 3.65% -7.65% 0.00% -2.71% N/A 0.00% 10.18% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Construction Project Manager Engineer Engineering Project Manager Utilities Engineering Manager Utility Analyst Water Conservation Coordinator Water Conservation Specialist Water Quality Specialist Water Regulatory Affairs Manager Water Resource Manager Total 2011-12 Revised 1 0 1 1 0 1 1 1 1 1 8 2012-13 Revised 1 0 1 1 0 1 1 1 1 1 8 2013-14 Revised 1 0 1 1 1 1 1 0 1 1 8 2014-15 Adopted 1 0 1 1 1 1 1 0 1 1 8 2014-15 Revised 1 1 1 1 1 1 1 0 1 1 9 2015-16 Adopted 1 1 1 1 1 1 1 0 1 1 9 Significant Budget and Staffing Changes During Fiscal Year (FY) 2014-15, one Management Analyst position was reclassified to Engineer and moved from cost center 3050, Administration. FY 2015-16 includes an increase in ongoing funding for water purchase agreements in the Professional/Contract category. 334 City of Chandler 2015-16 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 2015-16 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 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 99.8% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 2012-13 Actual * 2014-15 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. 335 City of Chandler 2015-16 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 Capital Replacement Total Cost Center - 3850 Water Operating Fund 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget $ 1,101,385 $ 1,161,691 $ 1,188,741 $ 1,158,100 $ 1,192,939 1,161,691 1,188,741 1,158,100 1,192,939 82,077 191,564 202,699 140,100 183,291 168,737 207,002 214,682 127,875 187,792 3,614 6,000 6,000 6,000 6,000 24,836 30,487 30,487 21,925 41,727 500 500 500 22,597 23,879 23,879 22,000 23,879 27,785 29,132 21,012 21,012 21,012 21,012 $ 1,452,042 $ 1,642,135 $ 1,688,000 $ 1,505,132 $ 1,657,140 $ 1,452,042 $ 1,642,135 $ 1,688,000 $ 1,505,132 $ 1,657,140 % Change Adopted to Adopted 2.69% 2.69% N/A -4.32% -9.28% 0.00% 36.87% 0.00% 0.00% N/A 0.00% 0.91% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Administrative Specialist Chemist Laboratory Supervisor Senior Chemist Senior Laboratory Technician Water Operations Compliance Specialist Water Quality Advisor Water Quality Program Manager Water Quality Superintendent Water Quality Supervisor Water Quality Technician Total 2011-12 Revised 0.5 1 0 1 3 1 0 0 1 1 4 12.5 2012-13 Revised 0 1 0 1 3 1 0 1 0 1 4 12 2013-14 Revised 0 1 0 1 3 2 0 1 0 1 3 12 2014-15 Adopted 0 1 0 1 3 2 0 1 0 1 3 12 2014-15 Revised 0 3 1 0 0 2 1 1 0 1 3 12 2015-16 Adopted 0 3 1 0 0 2 1 1 0 1 3 12 Significant Budget and Staffing Changes During Fiscal Year 2014-15, one Senior Chemist position was reclassified to Water Quality Advisor, one Chemist was reclassified to Laboratory Supervisor, and three Senior Laboratory Technicians were reclassified to Chemist. 336 City of Chandler 2015-16 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 2015-16 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 2012-13 Actual 2013-14 Actual 2014-15 Projected In Compliance In Compliance In Compliance 2014-15 Year End Estimate * 2015-16 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 Groundwater deliveries in gallons(1) (1,000,000) (1) 2012-13 Actual 2013-14 Actual 4,436 2014-15 Projected 4,865 4,500 2014-15 Year End Estimate * 2015-16 Projected 4,500 4,600 Groundwater deliveries were shown in cost center 3830, Water Treatment Plant, and will now be shown in this cost center as groundwater deliveries in gallons and no longer as well water deliveries in gallons as shown in prior years. 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 2012-13 Actual 2013-14 Actual $342 $320 * 2014-15 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 337 2014-15 Projected $288 2014-15 Year End Estimate * 2015-16 Projected $342 $400 City of Chandler 2015-16 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 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% * 2014-15 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 2015-16 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 Water System Improvements Capital Replacement Total Cost Center - 3860 Water Operating Fund 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget $ 1,823,010 $ 1,974,388 $ 2,013,340 $ 1,790,567 $ 1,851,691 1,974,388 2,013,340 1,790,567 1,851,691 1,303 27,065 23,718 27,065 23,718 516,659 711,593 730,833 701,666 826,593 1,000,342 1,368,338 1,384,248 1,384,248 1,253,338 10,492 23,162 23,162 13,125 23,162 1,000 2,500 2,500 1,000 2,500 1,415,712 1,666,940 1,666,940 1,605,000 1,666,940 54,580 33,018 54,580 54,580 47,241 406,467 600,650 600,650 600,650 600,650 38,587 38,587 38,587 38,587 38,587 $ 5,246,590 $ 6,467,803 $ 6,538,558 $ 6,209,149 $ 6,341,759 $ 5,246,590 $ 6,467,803 $ 6,538,558 $ 6,209,149 $ 6,341,759 % Change Adopted to Adopted -6.21% -6.21% N/A -12.37% 16.16% -8.40% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -1.95% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Instrumentation Technician IT Application Support Specialist Laborer Senior Business Systems Support Specialist Senior Utilities Mechanic Utilities Electrician Utilities Maintenance Worker Utilities Predictive Maintenance Technician Utilities Systems Maintenance Coordinator Utilities Systems Maintenance Superintendent Water Systems Maintenance Coordinator Total 2011-12 Revised 4 1 2 0 9 4 0 0 0 1 1 22 2012-13 Revised 4 1 2 0 9 4 0 0 0 1 1 22 2013-14 Revised 4 1 0 0 9 4 2 0 1 1 0 22 2014-15 Adopted 4 1 0 0 9 4 2 0 1 1 0 22 2014-15 Revised 4 0 0 0 8 3 2 1 1 1 0 20 2015-16 Adopted 4 0 0 0 8 3 2 1 1 1 0 20 Significant Budget and Staffing Changes As a result of a citywide classification study for information technology positions effective July 1, 2014, one IT Application Support Specialist position was reclassified to Senior Business Systems Support Specialist, and the position was subsequently transferred to cost center 3050, Administration. During Fiscal Year 2014-15, one Senior Utilities Mechanic position was reclassified to Utilities Predictive Maintenance Technician, and one Utilities Electrician was transferred to cost center 3830, Water Treatment Plant, and reclassified to Water Plant Operator II. 339 City of Chandler 2015-16 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 will operate the plant under a long-term contract. Division: San Tan Vista Water Treatment Plant 3870 2015-16 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 2012-13 Actual 2013-14 Actual 2014-15 Projected In In In Compliance Compliance Compliance 2014-15 Year End Estimate * 2015-16 Projected In Compliance In Compliance 2014-15 Year End Estimate * 2015-16 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. 2012-13 Actual Measures N/A(1) Production cost per million gallons (1) 2013-14 Actual $149 2014-15 Projected $200 $154 $175 New measure beginning in Fiscal Year (FY) 2013-14. * 2014-15 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 2013-14 2014-15 2014-15 2014-15 2015-16 Actual Adopted Adjusted Estimated Adopted Expenditures Budget Budget Expenditures Budget $ 1,082,552 $ 1,293,500 $ 1,318,814 $ 1,100,000 $ 1,282,519 $ 1,082,552 $ 1,293,500 $ 1,318,814 $ 1,100,000 $ 1,282,519 $ 1,082,552 $ 1,293,500 $ 1,318,814 $ 1,100,000 $ 1,282,519 Significant Budget Changes There are no significant budget changes for FY 2015-16. 340 % Change Adopted to Adopted -0.85% -0.85% City of Chandler 2015-16 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. 2015-16 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 Number of water meters and or registers replaced 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 956,532 968,172 962,000 976,080 988,000 95% 95% 95% 93% 95% 99.6% 99.5% 99% 98% 99% 31,631 34,764 35,000 36,780 35,000 1,812 1,626 2,000 1,370 2,000 * 2014-15 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 341 City of Chandler 2015-16 Adopted Budget Municipal Utilities    Meter Services - 3880    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingencies/Reserves Water System Improvements Capital Replacement Total Cost Center - 3880 Water Operating Fund 2013-14 Actual Expenditures $ 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget 643,926 $ 60 363,211 10,712 3,244 536 16,075 $ 1,037,765 $ 1,037,765 692,576 $ 707,675 $ 639,265 $ 748,849 692,576 707,675 639,265 748,849 469,831 469,831 433,494 442,042 27,410 28,594 22,745 29,710 4,350 4,350 3,350 4,350 2,000 2,000 2,000 2,000 500 500 500 2,000 6,510 6,510 9,510 351 16,075 16,075 37,064 16,075 $ 1,219,252 $ 1,235,535 $ 1,138,769 $ 1,254,536 $ 1,219,252 $ 1,235,535 $ 1,138,769 $ 1,254,536 % Change Adopted to Adopted 8.13% 8.13% N/A N/A -5.91% 8.39% 0.00% N/A -100.00% 300.00% 46.08% N/A 0.00% 2.89% * Ongoing and One-time Personnel Services detail not available for 2013-14 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 Utility Systems Technician II Total 2011-12 Revised 1 8 0 1 1 0 11 2012-13 Revised 1 8 0 1 1 0 11 2013-14 Revised 1 7 2 1 0 0 11 2014-15 Adopted 1 7 2 1 0 0 11 2014-15 Revised 1 7 1 1 0 1 11 2015-16 Adopted 1 7 1 1 0 1 11 Significant Budget and Staffing Changes During Fiscal Year 2014-15, one Utility Meter Technician II position was reclassified to Utility Systems Technician II. 342 City of Chandler 2015-16 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. 2015-16 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. 2012-13 Actual Measures Number of odor complaints received Number of blockages originating in City sewer mains Number of roach complaints received (2) Percentage of roach complaints (3) 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 (4) annually (1) (2) (3) (4) 2013-14 Actual 2014-15 Year End Estimate * 2015-16 Projected 70 65 65 20 (1) 15 20 2014-15 Projected 64 42 4 7 88 45 100 95 100 91% 66.9% 88% 88% 90% 61 44 70 70 70 89% 91% 90% 90% 90% 85.74 195.73 120 150 180 In Fiscal Year (FY) 2014-15 a reduction in field operators resulted in less sewer miles cleaned that may result in a higher possibility of more blockages. 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. Calls not responded to within 24 hours are due to weekends and holidays when crews were not available. Hydrorodder and Jetter Program language removed in FY 2013-14 and now noted as number of sewer line miles cleaned annually. * 2014-15 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 2015-16 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 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget $ 885,760 $ 839,760 $ 858,834 $ 756,000 $ 844,253 839,760 858,834 756,000 844,253 637,121 802,350 966,067 902,000 802,350 196,963 303,377 303,450 334,181 303,872 16,565 28,278 29,675 27,500 28,278 4,865 17,920 17,920 6,150 17,920 1,000 1,500 1,500 1,500 1,500 112,548 169,505 169,505 175,000 169,505 13,949 31,024 33,153 32,300 31,024 10,000 10,000 10,000 37,058 37,058 37,058 37,058 37,058 $ 1,905,828 $ 2,240,772 $ 2,427,162 $ 2,271,689 $ 2,245,760 $ 1,905,828 $ 2,240,772 $ 2,427,162 $ 2,271,689 $ 2,245,760 % Change Adopted to Adopted 0.54% 0.54% N/A 0.00% 0.16% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.22% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Administrative Specialist GIS Technician II Lead Utility Systems Technician Senior Administrative Assistant Utility Systems Technician II Utility Systems Technician III Utility Systems Operator I Utility Systems Operator II Utility Systems Operator III Wastewater Collections Superintendent Total 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 Revised 1 1 1 0 4 2 0 0 0 1 10 2014-15 Adopted 1 1 1 0 4 2 0 0 0 1 10 2014-15 Revised 0 1 1 1 4 2 0 0 0 1 10 2015-16 Adopted 0 1 1 1 4 2 0 0 0 1 10 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one Administrative Specialist position was reclassified to Senior Administrative Assistant. 344 City of Chandler 2015-16 Adopted Budget Municipal Utilities Division: Cost Center: Wastewater Capital 3910 Capital Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Other Charges/Services Project Support Recharge** Contingencies/Reserves Building/Improvements Machinery/Equipment Water System Improvements Wastewater System Improvements Total Cost Center - 3910 Fleet Replacement Fund Reclaimed Water System Dev Fee Fund Wastewater Bond Fund Wastewater System Dev Fee Fund Wastewater Operating Fund WW Industrial Process Treatment Fund Grand Total 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget 70,270 $ - $ - $ 76,901 $ 1,176,172 1,925,000 3,212,725 371,652 9,641,140 171 15,000 15,000 563 33,956 250,000 153,139 88,531 600,000 100,000 2,363,407 74,297 90,846,697 76,375,412 8,420,000 10,000 100,634,563 410,000 284,591 7,505,970 1,310,743 69,854,881 16,900,000 84,018,741 19,055,178 6,647,000 $ 79,840,041 $110,036,697 $ 97,278,982 $ 20,903,568 $194,382,412 - $ $ - $ - $ - $ 410,000 509,825 3,300,298 3,423,496 870,766 5,172,729 10,466,010 40,866,115 41,293,412 5,629,495 40,220,917 11,998,804 12,816,939 10,975,977 5,106,963 115,689,014 56,865,402 53,053,345 41,586,097 9,296,344 32,389,752 500,000 $ 79,840,041 $ 110,036,697 $ 97,278,982 $ 20,903,568 $ 194,382,412 $ % Change Adopted to Adopted N/A N/A N/A 400.84% -100.00% 140.00% -25.70% -15.93% N/A N/A N/A -60.67% 76.65% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. ** Project Support Recharge reflects staff time spent in direct support of a specific capital project. This staff time is directly charged to the project. Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions related to the prior fiscal year and new projects for the new fiscal year. Fiscal Year (FY) 2015-16 reflects the carryforward of uncompleted project funding from FY 2014-15. Detail on the capital program is available in the 2016-2025 Capital Improvement Program. 345 City of Chandler 2015-16 Adopted Budget Municipal Utilities The Ocotillo Brine Reduction Facility provides the City of Chandler with a renewable resource by treating industrial wastewater from Intel Corporation’s Cost Center: computer chip campus consisting of FAB 12, FAB 22, and FAB 32. This state-of-the-art facility uses reverse osmosis, nanofiltration, and microfiltration to treat the 1.5million gallon per day wastewater stream produced by Intel Corporation’s Campus. The industrial wastewater is purified and disinfected before it is recharged into the aquifer through direct injection wells. Division: Ocotillo Brine Reduction Facility 3930 2015-16 Performance Measurements Goal: Treat over 90 percent of the industrial brine stream from Intel Corporation to drinking water standards so that it can be recharged back into the aquifer or sent back to Intel Corporation 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 percent of the industrial brine stream. Measures Compliance with the APP Produce zero hardness water to strict Intel Corporation standards 100% of the time Number of water quality tests performed Recharge or recycle the treated industrial water (million gallons) Percent of industrial waste recovered (1) (2) (3) (4) (5) (6) 2012-13 Actual 2013-14 Actual 2014-15 Projected 100% 100% N/A N/A 100% 528 528 3,488 256 0 (4) 126 69% 0 (4) 346 2015-16 Projected 100% 100% 100% (1) 100% 100% (2) 3,488 5,110 (5) 438 (5) 657 90% 95% New measure beginning Fiscal Year 2014-15 Increase in testing to meet state, county, and Intel Corporation’s standards. Increase is expected due to Intel Corporation adding cooling tower blow-down to the influent stream. Decrease due to Intel Corporation bypassing water to allow operators to learn new processes. Increase is expected to recover over 90 percent of the 1.4 million gallons per day. Increase due to brine concentrator running during winter months. * 2014-15 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 Year End Estimate * (6) (3) (5) 95% City of Chandler 2015-16 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 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget $ 1,110,254 $ 1,282,650 $ 1,309,739 $ 1,207,500 $ 1,644,883 1,282,650 1,309,739 1,207,500 1,644,883 232,666 604,194 899,316 899,200 761,436 672,500 2,604,518 2,873,716 2,844,450 3,263,595 89,061 164,150 173,750 100,950 224,805 5,137 6,518 6,518 5,100 6,668 250 250 250 250 314,462 1,252,400 1,252,400 1,252,400 965,000 9,991 20,825 20,825 18,250 21,025 3,000,000 7,370,401 3,000,000 8,892 4,000 8,892 16,634 8,892 8,494 8,494 8,494 8,494 6,534 $ 2,457,239 $ 8,952,891 $ 13,924,301 $ 6,340,594 $ 9,905,048 $ 2,457,239 $ 8,952,891 $ 13,924,301 $ 6,340,594 $ 9,905,048 % Change Adopted to Adopted 28.24% 28.24% N/A 26.03% 25.31% 36.95% 2.30% 0.00% -22.95% 0.96% 0.00% 0.00% 0.00% 10.64% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Executive Assistant Instrumentation Technician Reverse Osmosis Facility Superintendent Reverse Osmosis Water Plant Operator II Reverse Osmosis Water Plant Operator III Senior Administrative Assistant Senior Utilities Mechanic Utilities Electrician Wastewater Treatment Plant Operator II Total 2011-12 Revised 1 1 1 5 0 0 1 1 0 10 2012-13 Revised 1 1 1 5 0 0 1 1 0 10 2013-14 Revised 1 2 1 8 0 0 2 1 0 15 2014-15 Adopted 1 2 1 8 0 0 2 1 0 15 2014-15 Revised 0 2 1 8 1 1 1 1 0 15 2015-16 Adopted 0 2 1 8 1 1 2 1 1 17 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one Executive Assistant position was renamed Senior Administrative Assistant. During Fiscal Year 2014-15, one Senior Utilities Mechanic position was reclassified to Reverse Osmosis Water Plant Operator III. Effective July 1, 2015, one Senior Utilities Mechanic and one Wastewater Treatment Plant Operator II are added. 347 City of Chandler 2015-16 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. 2015-16 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 Treatment cost per 1 MG Percent compliance with GRIC lease agreement Reuse of wastewater (MGD) (1) (2) (3) 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected $672 $822 $750 $1,010(1) $1,100(1) (2) 91% 99% 99% 99% 3.9 (3) (3) 2.4(3) 81% 5.43 2.5 2.5 Increase due to less flow into the Lone Butte Wastewater Treatment Facility beginning July 2014. 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. * 2014-15 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 348 City of Chandler 2015-16 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 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget 146,244 143,252 $ 144,357 $ 135,000 $ 119,149 $ 144,357 135,000 146,244 143,252 94,100 104,120 125,165 94,120 105,001 609,405 436,400 609,205 609,205 579,486 20,170 5,000 20,170 21,845 8,099 2,600 3,070 2,439 3,070 3,070 500 500 500 500 488,498 350,000 477,298 348,308 488,498 5,085 4,085 4,085 3,200 3,099 10,400 10,400 10,400 21,000 28,000 28,000 28,000 2,292 2,292 2,292 2,292 2,292 $ 1,168,372 $ 1,403,592 $ 1,437,417 $ 1,049,592 $ 1,406,584 $ 1,168,372 $ 1,403,592 $ 1,437,417 $ 1,049,592 $ 1,406,584 $ % Change Adopted to Adopted 2.09% 2.09% N/A 10.62% 0.03% 0.00% 0.00% 0.00% -2.29% 24.48% 0.00% 0.00% 0.00% 0.21% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Wastewater Treatment Plant Operator III Total 2011-12 Revised 1 1 2012-13 Revised 1 1 2013-14 Revised 1 1 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2015-16. 349 2014-15 Adopted 1 1 2014-15 Revised 1 1 2015-16 Adopted 1 1 City of Chandler 2015-16 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 2015-16 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 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected Review industrial and City sampling reports to ensure compliance 101 100 109 150 150 Conduct compliance sampling for aquifer protection and reuse permits 125 151 124 134 134 1,235 1,094 1,000 1,050 1,000 N/A N/A 28 30 30 Number of grease traps and sand and oil interceptors inspected Number of significant industrial user inspections conducted to determine compliance with applicable (1) requirements (1) New measure beginning Fiscal Year 2014-15. * 2014-15 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. 350 City of Chandler 2015-16 Adopted Budget Municipal Utilities    Wastewater Quality - 3950    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Communications/Transportation Insurance/Taxes Other Charges/Services Contingencies/Reserves Capital Replacement Total Cost Center - 3950 Wastewater Operating Fund 2013-14 Actual Expenditures $ $ $ 2014-15 Adopted Budget 308,782 $ 54,829 17,875 362 4,940 6,841 393,630 $ 393,630 $ 2014-15 Adjusted Budget 328,900 $ 328,900 94,863 74,596 3,837 500 8,680 79,000 6,841 597,217 $ 597,217 $ 2014-15 Estimated Expenditures 337,536 $ 337,536 94,863 74,596 3,837 500 8,680 79,000 6,841 605,853 $ 605,853 $ 2015-16 Adopted Budget 333,000 $ 333,000 40,000 16,070 1,380 4,400 6,841 401,691 $ 401,691 $ 342,095 342,095 94,863 74,596 3,837 500 8,680 79,000 6,841 610,412 610,412 % Change Adopted to Adopted 4.01% 4.01% N/A 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 2.21% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Industrial Waste Inspector Pretreatment Supervisor Senior Industrial Waste Inspector Total 2011-12 Revised 2 1 1 4 2012-13 Revised 1 1 2 4 2013-14 Revised 1 1 2 4 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2015-16. 351 2014-15 Adopted 1 1 2 4 2014-15 Revised 1 1 2 4 2015-16 Adopted 1 1 2 4 City of Chandler 2015-16 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. 2015-16 Performance Measurements Goal: Efficiently treat municipal wastewater to State of Arizona permit water quality standards for reuse and recharge purposes. Supports Priority Based Budgeting Goal(s): Safe Community; Sustainable Economic Health Objectives: ♦ Maintain efficient treatment cost per million gallons (MG). ♦ Maintain water quality compliance for Aquifer Protection Permits and Reuse Permits issued by the Arizona Department of Environmental Quality. ♦ Continue to reuse and recharge reclaimed water. ♦ Conserve potable water by supplying reclaimed water for irrigation. Measures Treatment cost per 1 MG Percent compliance with permits 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * $1,061 $1,041 $1,250 $1,050 $1,100 100% 100% 100% 100% 100% (1) 14.0 4.0 13.6 Reuse of wastewater (MGD) 7.50 9.91 11.0 Recharge of wastewater (MGD) 4.20 3.24 2.50 3.9 212 (2) 240 (2) Number of reclaimed (reuse) customers (1) (2) 2015-16 Projected NA Increase in Fiscal Year (FY) 2014-15 Year End Estimate reuse of wastewater due to increase in flow treated. Number of reclaimed customers no longer being used effective FY 2015-16. * 2014-15 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. 352 NA (2) NA City of Chandler 2015-16 Adopted Budget Municipal Utilities    Airport Water Reclamation Facility - 3960    Budget Summary 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget Description Personnel Services Total Personnel $ 1,876,233 $ 2,483,908 $ 2,535,299 $ 2,107,000 $ 2,415,934 Ongoing* 2,483,908 2,535,299 2,107,000 2,415,934 One-time* Professional/Contract 827,227 1,591,182 1,666,095 1,000,200 1,760,977 Operating Supplies 1,442,124 1,738,110 1,738,110 1,655,400 2,161,413 Repairs/Maintenance 121,713 131,600 160,371 112,500 131,600 Communications/Transportation 17,587 24,942 24,942 17,700 25,662 Insurance/Taxes 1,000 1,000 1,000 Rents/Utilities 1,801,248 2,063,815 2,663,815 2,063,815 2,601,800 Other Charges/Services 42,786 59,827 59,827 58,500 59,827 Contingencies/Reserves 500,000 1,000,000 500,000 Building/Improvements 655 Machinery/Equipment 19,408 25,000 25,000 22,000 25,000 Wastewater System Improvements 13,082 6,819 Capital Replacement 16,880 15,900 15,900 15,900 28,805 Total Cost Center - 3960 $ 6,178,942 $ 8,635,284 $ 9,297,178 $ 7,591,000 $ 9,774,033 Wastewater Operating Fund $ 6,178,942 $ 8,635,284 $ 9,297,178 $ 7,591,000 $ 9,774,033 * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. 353 % Change Adopted to Adopted -2.74% -2.74% N/A 10.67% 24.35% 0.00% 2.89% 0.00% 29.07% 0.00% 0.00% N/A 0.00% N/A 81.16% 13.19% City of Chandler 2015-16 Adopted Budget Municipal Utilities    Airport Water Reclamation Facility - 3960    Authorized Positions Position Title Administrative Specialist Business Systems Support Analyst Instrumentation Technician Maintenance Planner/Scheduler Senior Administrative Assistant 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 Total 2011-12 Revised 1 0 3 1 0 4 2 1 1 0 1 1 1 2 4 22 2012-13 Revised 1 0 3 1 0 4 2 1 1 0 1 1 1 2 4 22 2013-14 Revised 1 0 3 0 0 4 2 1 1 1 1 1 1 2 6 24 2014-15 Adopted 1 0 4 0 0 5 3 1 1 1 1 1 1 2 6 27 2014-15 Revised 0 1 4 0 1 5 3 1 0 1 1 1 1 2 5 26 2015-16 Adopted 0 1 4 0 1 5 3 1 0 1 1 1 1 2 5 26 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative and information technology related positions effective July 1, 2014, one Administrative Specialist position was reclassified to Senior Administrative Assistant and one Utilities Systems Analyst was reclassified to Business Systems Support Analyst. During Fiscal Year (FY) 2014-15, one Wastewater Treatment Plant Operator II was reclassified to Business Systems Support Analyst and transferred to cost center 3050, Administration. FY 2015-16 includes ongoing funding for increases in Professional/Contract, Operating Supplies, and Rents/Utilities in relation to the recent expansion of the facility. 354 City of Chandler 2015-16 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. As of July 1, 2015, the plant is operated by the City instead of by Severn Trent Environmental Services under a long-term contract. Division: Ocotillo Water Reclamation Facility 3970 2015-16 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. Measures Treatment cost per 1 MG (1) 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected (2) $1,250 $1,390 $1,214 $1,350 $1,275 100% 100% 100% 100% 100% Reuse of wastewater (MGD) 6.68 7.06 7.80 6.50 6.80 Recharge of wastewater (MGD) 1.53 1.25 .70 1.0 1.0 Percent compliance with permits (1) (2) Treatment costs per 1 MG include overhead and profit. Beginning Fiscal Year 2015-16, City staff will operate and maintain the facility. * 2014-15 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 City of Chandler 2015-16 Adopted Budget Municipal Utilities    Ocotillo Water Reclamation Facility - 3970    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 - 3970 Wastewater Operating Fund 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget $ - $ - $ 358,578 $ - $ 1,074,296 358,578 1,074,296 3,358,248 3,718,170 4,293,976 3,600,000 450,570 172,528 100,000 107,543 250,000 1,013,598 76,350 17,550 1,000 94,850 300,000 337,607 120,000 916,500 100 31,500 500,000 25,000 22,311 $ 3,625,727 $ 4,118,170 $ 5,097,704 $ 3,970,000 $ 4,128,675 $ 3,625,727 $ 4,118,170 $ 5,097,704 $ 3,970,000 $ 4,128,675 % Change Adopted to Adopted N/A N/A N/A -87.88% 913.60% N/A N/A N/A 205.50% N/A N/A N/A N/A 0.26% Authorized Positions Position Title Chemist Senior Administrative Assistant Senior Utilities Mechanic Utilities Electrician Utilities Facility Superintendent Utilities Maintenance Worker Utilities Mechanic Wastewater Treatment Plant Operator I Wastewater Treatment Plant Operator II Total 2011-12 Revised 0 0 0 0 0 0 0 0 0 0 2012-13 Revised 0 0 0 0 0 0 0 0 0 0 2013-14 Revised 0 0 0 0 0 0 0 0 0 0 2014-15 Adopted 0 0 0 0 0 0 0 0 0 0 2014-15 Revised 1 1 1 1 1 1 2 1 3 12 2015-16 Adopted 1 1 1 1 1 1 2 1 3 12 Significant Budget Changes During Fiscal Year 2014-15, twelve new positions were added to allow the City to take over operations of the Ocotillo Water Reclamation Facility. Effective July 1, 2015, the Ocotillo Water Reclamation Facility will convert from a contracted operation to a City operated facility. 356 POLICE 11 Activities and Functions Accomplishments Goals, Objectives, and Performance Measurements Budget Summary Position Summary B 2 E C A L P E TH E Police STAT CANYON GRAND A safe place Talented personnel, new technology, and heightened community awareness has led to historic lows in crime. This is one reason why ours is the first department in Arizona to receive the “Gold Standard Assessment with Excellence” from the Commission on Accreditation for Law Enforcement Agencies. Chandler Police Department Bike Team S Delaware St S Washington St E Boston St E Chicago St City of Chandler 2015-16 Adopted Budget Police Department Assistant City Manager Police Administration Professional Standards Communications Property and Evidence Police Technology Forensic Services Records Field Operations Detention Services Criminal Investigations Community Resources & Training Planning and Research 357 City of Chandler 2015-16 Adopted Budget Police Department The table below depicts the breakdown by division for the 2015-16 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 2013-14 Actual Expenditures Expenditures by Cost Center 2014-15 Adopted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget Police Administration $ 2,830,983 $ 5,275,130 $ 3,972,071 $ 8,201,911 Professional Standards 1,037,004 1,073,962 1,094,467 1,105,978 Property and Evidence 410,374 430,981 435,313 420,455 Forensic Services 1,997,038 2,344,291 2,220,118 2,647,980 Field Operations 29,947,032 29,680,538 30,545,065 32,132,985 Criminal Investigations 11,518,015 12,126,609 12,003,180 13,457,280 Planning and Research 1,075,245 1,150,366 1,212,457 1,033,909 Communications 5,743,895 6,183,135 5,314,798 4,978,473 Police Technology 1,362,073 1,950,475 Records 1,579,510 1,691,252 1,579,441 1,742,784 Detention Services 1,915,487 2,593,113 2,163,591 2,589,785 Community Resources and Training 3,589,153 3,943,826 4,096,973 4,346,832 Police Capital 521,872 2,084,641 644,090 2,267,009 Total $ 62,165,608 $ 68,577,844 $ 66,643,637 $ 76,875,856 Expenditures by Category Personnel & Benefits Total Personnel Ongoing(1) (1) One-time Operating & Maintenance Capital - Major 55.48% 2.98% -2.44% 12.95% 8.26% 10.97% -10.12% -19.48% N/A 3.05% -0.13% 10.22% 8.75% 12.10% $ 53,645,087 $ 54,262,343 $ 55,959,732 $ 58,615,837 54,262,343 55,959,732 56,829,274 4.73% 1,786,563 7,998,649 12,230,860 10,039,815 15,993,010 521,872 2,084,641 644,090 2,267,009 Total $ 62,165,608 $ 68,577,844 $ 66,643,637 $ 76,875,856 N/A 30.76% 8.75% 12.10% Staffing by Cost Center Police Administration Professional Standards Property and Evidence Forensic Services Field Operations Criminal Investigations Planning and Research Communications Police Technology Records Detention Services Community Resources and Training Total (1) % Change Adopted to Adopted 2013-14 Revised 10.000 8.000 5.000 20.000 218.000 90.000 11.000 53.000 0.000 24.000 10.000 30.000 479.000 2014-15 Adopted 10.000 8.000 5.000 21.000 218.000 90.000 11.000 53.000 0.000 24.000 11.000 30.000 481.000 2014-15 Revised 10.000 8.000 5.000 21.000 218.000 92.000 9.000 46.000 9.000 23.000 11.000 32.000 484.000 Ongoing and One-time Personnel Services detail not availab le for 2013-14 Actual Expenditures. 358 % Change 2015-16 Adopted to Adopted Adopted 10.000 0.00% 8.000 0.00% 5.000 0.00% 21.000 0.00% 218.000 0.00% 94.000 4.44% 9.000 -18.18% 46.000 -13.21% 11.000 N/A 24.000 0.00% 11.000 0.00% 32.000 6.67% 489.000 1.66% City of Chandler 2015-16 Adopted Budget Police Department 2014-15 Police Accomplishments  Crime in Chandler continues to decline. When comparing 2014 to 2013 crime rate, overall Part I crime decreased 6.3%, violent crime decreased 19.6%, and property crime decreased 5.0%.  In 2014, Chandler Police Department participated in a Commission on Accreditation for Law Enforcement Agencies (CALEA) Assessment and achieved the Gold Standard Accreditation with Excellence. Chandler Police Department was the first agency in the state to obtain this accomplishment.  Updated the Department’s mission and vision statements as well as developed a new five-year strategic plan. The strategic plan includes elements of the previous document and new aspects from employee contributions, Relationship by Objectives (RBO) participation, and input from community forums.  In 2014, the Chandler Police Department began a pilot program for the testing of body worn camera (BWC) systems. To date, four different manufacturers of BWC systems have been tested. A policy and training program has been approved and is moving forward with a budget request for full deployment of equipment to all first responders and detention personnel.  In 2014, all Chandler Police Department employees attended training to better interact with individuals with an Intellectual/Developmental Disability. The class, “Law Enforcement Interactions with Special Needs Population” provided communication strategies and tips for first responders.  In December 2014, the Gilbert-Chandler Unified Holding facility began operating and, between both agencies, has processed hundreds of detainees in the first four months of operation. The current staff has the ability to offer 24/7 detention services to both agencies and are able to hold all pre-initial appearance detainees.  In 2014, sixty-eight volunteers donated 12,216 hours of service through the Chandler Police Department Volunteers in Policing program. The added value for hours contributed is $291,718.  In January 2015, the Chandler Police Department became the host agency for the Arizona Child Abduction Response Team (AZCART). The team responds to missing and abducted children calls anywhere in the State and is responsible for the organization of the team, notification of team members, and incident command. Prompt and coordinated response by AZCART team members have shown to be critical in the safe recovery of missing and abducted children.  In February 2015, the Chandler Police Communications Division implemented non-emergency text messaging. This service provides an alternative means for community members to contact the police department. It also provides those with a hearing impairment or speech disabilities a direct way to contact the police department without the need for a third party.  In March 2015, the Chandler Police Communications Division launched the Automated Secure Alarm Protocol (ASAP) project, which connects alarm companies directly to the dispatching system. Alarm companies connected to this system can decrease the response time by 2-3 minutes per alarm activation by using computers to transfer all information, rather than a phone call.  In 2015, the Chandler Police Department completed the construction of the Specialty Vehicle Storage Facility. This facility provides 3,500 square feet of storage space for specialty police vehicles, such as the command van, DUI processing van and radar trailers and features four bays, two of which are pass-through bays.  75% of Forensic Services Division Crime Scene Technicians obtained certification through the International Association for Identification as Crime Scene Investigators or Crime Scene Analysts. The remaining 25% are expected to become certified in the next fiscal year. 359 City of Chandler 2015-16 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. 2015-16 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 violent crimes (Uniform Crime Reporting Part 1 Crimes) at 2 per 1,000 population (1) and property crimes at 32 per 1,000 population. ♦ Maintain less than one sustained external citizen complaint per 10,000 population. Measures 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected Priority 1 average response time (min:sec) 6:21 6:15 5:00 6:18 5:00 Priority 2 average response time (min:sec) 17:37 17:21 15:00 17:41 15:00 Priority 3 average response time (min:sec) 36:39 43:17 30:00 46:28 30:00 Part 1 Violent Crimes per 1,000 population 1.8 2.1 2.0 1.96 2.0 Part 1 Property Crimes per 1,000 population 26.1 24.6 32.0 23.76 32.0 Number of sustained external citizen complaints per 10,000 population 0.08 0.20 0.45 0.28 0.30 (1) Beginning Fiscal Year 2015-16, terminology was updated to mirror FBI Uniform Crime Reporting categories of violent and property crimes. * 2014-15 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. 360 City of Chandler 2015-16 Adopted Budget Police Department    Police Administration – 2010    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Building/Improvements Machinery/Equipment Office Furniture/Equipment Total Cost Center - 2010 General Fund Police Forfeiture Fund Grant Fund Grand Total 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget $ 1,418,235 $ 1,429,578 $ 1,431,993 $ 1,366,949 $ 1,489,546 1,429,578 1,431,993 1,366,949 1,468,883 20,663 348,641 122,709 1,089,622 487,343 119,709 399,611 897,405 696,565 273,881 907,218 94,306 559,350 578,350 558,740 559,555 11,640 70,016 70,016 20,016 70,016 500 500 500 174,692 638,822 188,822 70,000 240,367 92,743 546,750 208,345 119,768 2,000,000 225,849 980,000 1,084,183 1,058,374 2,500,000 65,265 30,000 30,000 17,000 315,000 $ 2,830,983 $ 5,275,130 $ 5,378,396 $ 3,972,071 $ 8,201,911 $ 1,828,303 $ 1,887,130 $ 2,062,074 $ 1,855,331 $ 1,824,411 818,936 3,000,000 3,064,517 2,020,240 6,000,000 183,744 388,000 251,805 96,500 377,500 $ 2,830,983 $ 5,275,130 $ 5,378,396 $ 3,972,071 $ 8,201,911 * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. 361 % Change Adopted to Adopted 4.19% 2.75% N/A -2.44% 1.09% 0.04% 0.00% 0.00% -62.37% 265.80% 155.10% 950.00% 55.48% City of Chandler 2015-16 Adopted Budget Police Department    Police Administration – 2010    Authorized Positions Position Title Assistant Police Chief Executive Assistant Management Assistant Police Advisor Assistant Police Chief Police Lieutenant Police Officer Police Sergeant Police Technology Manager Senior Administrative Assistant Senior Executive Assistant Senior Legal Secretary Video Production Specialist Total 2011-12 Revised 2 1 0 0 1 1 1 2 1 0 1 1 2 13 2012-13 Revised 2 1 0 0 1 1 1 2 0 0 1 1 2 12 2013-14 Revised 2 1 0 0 1 0 1 1 0 0 1 1 2 10 2014-15 Adopted 2 1 0 0 1 0 1 1 0 0 1 1 2 10 2014-15 Revised 2 0 1 1 1 0 1 1 0 1 0 0 2 10 2015-16 Adopted 2 0 1 1 1 0 1 1 0 1 0 0 2 10 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one Senior Executive Assistant position was renamed Management Assistant, one Executive Assistant position was renamed Senior Administrative Assistant, and one Senior Legal Secretary was reclassified to Police Advisor Assistant. Fiscal Year (FY) 2015-16 reflects a one-time increase for anticipated proceeds related to the sale of weapons in accordance with HB 2455 and increases for Police Forfeiture Fund expenditures related to the planned Public Safety Training Center, Body Worn Cameras, and Electronic Data Management Systems, among others. FY 2015-16 also includes one-time Public Safety Personnel Retirement System (PSPRS) funding as an additional payment towards the goal of fully funding future retirement commitments of sworn City personnel. 362 City of Chandler 2015-16 Adopted Budget Police Department T he Professional Standards Section is responsible for maintaining 460 Commission on Accreditation for Law Enforcement Agencies (CALEA) standards; recruitment, selection and hiring of Police Department personnel; and the coordination of Internal Affairs investigations. Division: Cost Center: Professional Standards 2015 2015-16 Performance Measurements Goal: Instill citizen and employee confidence in the Department by maintaining the professional standards of the Department and its employees. Supports Priority Based Budgeting Goal(s): Safe Community; Healthy and Attractive Community; Sustainable Economic Health Objectives: ♦ Conduct regularly scheduled inspections and audits as directed by the Police Chief to assess the procedural quality control for both departmental and accreditation standards to include yearly policy review and proofs of compliance. ♦ Develop a recruitment plan for attracting both in-state and out-of-state qualified applicants for all positions within the Department. ♦ Provide a professional and timely selection and hiring process for applicants applying for positions with the Department. ♦ Maintain a 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. 2014-15 2012-13 2013-14 2014-15 Year End 2015-16 Measures Actual Actual Projected Estimate * Projected Number of special inspections/audits Number of recruitment events Average number of days for hiring process for sworn positions (1) (1) 20 20 20 0 0 4 6 5 70 124 120 120 120 25 30 Reduced frequency of citation audit reports. Citation audits are conducted monthly and reports are generated semi-annually as opposed to monthly. * 2014-15 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. 363 City of Chandler 2015-16 Adopted Budget Police Department    Professional Standards – 2015    Budget Summary 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget Description Personnel Services Total Personnel $ 995,094 $ 1,026,218 $ 1,054,098 $ 1,035,750 $ 1,057,934 Ongoing* 1,026,218 1,054,098 1,035,750 1,018,170 One-time* 39,764 Professional/Contract 25,790 18,090 18,090 20,840 16,340 Operating Supplies 4,948 4,365 4,365 4,765 4,365 Repairs/Maintenance 580 3,050 3,050 3,050 3,050 Communications/Transportation 3,506 7,347 7,347 13,034 7,347 Other Charges/Services 7,087 14,892 14,892 16,942 16,942 Machinery/Equipment 86 Total Cost Center - 2015 $ 1,037,004 $ 1,073,962 $ 1,101,842 $ 1,094,467 $ 1,105,978 General Fund $ 1,037,004 $ 1,073,962 $ 1,101,842 $ 1,094,467 $ 1,105,978 % Change Adopted to Adopted 3.09% -0.78% N/A -9.67% 0.00% 0.00% 0.00% 13.77% N/A 2.98% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Police Accreditation & Compliance Coordinator Police Administrative Specialist Police Lieutenant Police Officer Police Research Assistant Police Sergeant Total 2011-12 Revised 0 1 1 3 1 2 8 2012-13 Revised 0 1 1 3 1 2 8 2013-14 Revised 0 1 1 3 1 2 8 2014-15 Adopted 0 1 1 3 1 2 8 2014-15 Revised 1 1 1 3 0 2 8 2015-16 Adopted 1 1 1 3 0 2 8 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one Police Research Assistant position was reclassified to Police Accreditation & Compliance Coordinator. Fiscal Year 2015-16 includes one-time Public Safety Personnel Retirement System (PSPRS) funding as an additional payment towards the goal of fully funding future retirement commitments of sworn City personnel. 364 City of Chandler 2015-16 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 2015-16 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 Number of bike giveaways conducted Monthly property destruction Inventory error rate 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 100% 100% 100% 100% 98% 2 2 2 2 2 12 12 12 12 12 1.1% 0.4% 3.0% 1.0% 3.0% * 2014-15 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. 365 City of Chandler 2015-16 Adopted Budget Police Department    Property and Evidence – 2020    Budget Summary 2013-14 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 $ 2014-15 Adopted Budget 383,742 $ 7,404 11,944 6,222 129 933 410,374 $ 410,374 $ 2014-15 Adjusted Budget 396,451 $ 396,451 10,500 13,897 8,043 1,200 890 430,981 $ 430,981 $ 2014-15 Estimated Expenditures 403,762 $ 403,762 10,500 13,897 8,043 1,200 890 438,292 $ 438,292 $ 2015-16 Adopted Budget 404,413 $ 404,413 10,000 12,350 7,300 500 750 435,313 $ 435,313 $ % Change Adopted to Adopted 385,925 384,648 1,277 10,500 13,897 8,043 1,200 890 420,455 420,455 -2.66% -2.98% N/A 0.00% 0.00% 0.00% 0.00% 0.00% -2.44% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Police Administrative Specialist Police Records Specialist Property and Evidence Supervisor Property and Evidence Technician Total 2011-12 Revised 0 1 1 3 5 2012-13 Revised 0 1 1 3 5 2013-14 Revised 0 1 1 3 5 2014-15 Adopted 0 1 1 3 5 2014-15 Revised 1 0 1 3 5 2015-16 Adopted 1 0 1 3 5 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one Police Records Specialist position was reclassified to Police Administrative Specialist. Fiscal Year 2015-16 includes one-time Public Safety Personnel Retirement System (PSPRS) funding as an additional payment towards the goal of fully funding future retirement commitments of sworn City personnel. 366 City of Chandler 2015-16 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 2015-16 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 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected % of requests for blood alcohol analysis completed within 30 days 100% 77% (1) 100% 82% 95% % of requests for controlled substances analysis completed within 60 days 40% (1) 85% (1) 95% 100% 95% 96% 95% 95% 95% Return AFIS results within 24 hours 96% Analyze all latents and enter AFISquality latents into AFIS within 14 days 42% Complete all requests for photograph copies within 14 days 100% (2) 22% (2) 100% (1) Decrease in case turnaround is due to staffing levels. Decrease due to staff in latent training program. (3) Performance projection is assuming full staffing and completion of training. (2) * 2014-15 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 95% (3) 95% 42% (2) 100% 95% (3) 95% City of Chandler 2015-16 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 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget % Change Adopted to Adopted $ 1,710,584 $ 1,909,786 $ 1,946,781 $ 1,825,581 $ 1,997,261 1,909,786 1,946,781 1,825,581 1,997,261 38,655 62,000 87,009 101,753 12,000 54,006 144,868 112,431 71,049 450,082 137,600 176,855 179,828 173,070 172,855 7,298 6,620 6,620 8,022 6,620 750 15,117 9,162 13,162 10,867 9,162 33,778 33,061 26,597 35,000 35,000 2,429 $ 1,997,038 $ 2,344,291 $ 2,413,892 $ 2,220,118 $ 2,647,980 $ 1,961,504 $ 2,284,291 $ 2,349,331 $ 2,190,911 $ 2,280,980 35,534 60,000 64,561 29,207 367,000 $ 1,997,038 $ 2,344,291 $ 2,413,892 $ 2,220,118 $ 2,647,980 4.58% 4.58% N/A -80.65% 210.68% -2.26% 0.00% N/A 0.00% N/A -100.00% 12.95% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Crime Scene Supervisor Crime Scene Technician I Crime Scene Technician II Criminalist II Criminalist III Forensic Assistant Forensic Scientist II Forensic Scientist III Forensic Scientist Supervisor Latent Print Examiner II Police Administrative Specialist Police Forensics Service Section Manager Supervising Criminalist Total 2011-12 Revised 2 2 9 5 0 0 0 0 0 1 2 1 1 23 2012-13 Revised 2 1 9 3 0 0 0 0 0 1 2 1 1 20 2013-14 Revised 2 1 9 3 0 0 0 0 0 1 2 1 1 20 2014-15 Adopted 2 1 9 3 1 0 0 0 0 1 2 1 1 21 2014-15 Revised 2 0 10 0 0 2 3 1 1 1 0 1 0 21 2015-16 Adopted 2 0 10 0 0 2 3 1 1 1 0 1 0 21 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, two Police Administrative Specialist positions were reclassified to Forensic Assistant. During Fiscal Year (FY) 2014-15, one Crime Scene Technician I position was reclassified to Crime Scene Technician II, three Criminalist II positions were renamed Forensic Scientist II, one Criminalist III was reclassified to Forensic Scientist III, and the Supervising Criminalist position was reclassified to Forensic Scientist Supervisor. FY 2015-16 reflects an increase in Operating Supplies due to anticipated grant funding. 368 City of Chandler 2015-16 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 2015-16 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; 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. 2012-13 Actual Measures 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected Number of directed traffic enforcement initiatives 245 237 110 241 241 Accidents per 1,000 population 14.1 15.57 14.0 14.8 14.0 1,592 1,262 2,000 308 250 230 279 279 66% 79% 85% 73% 80% (1) Number of warrant arrests Number of crime reduction plans developed to address public safety issues Percentage of proactive crime reduction briefings held (1) (2) (2) 1,427 (2) 1,500 Effective Fiscal Year (FY) 2013-14, data is extracted from the records management system and is limited to teams assigned to cost center 2030, Field Operations. Measure changed from “Number of hours officers are dedicated to making warrant arrests” during FY 2014-15. The FY 2012-13 and FY 2013-14 Actual figures reflect number of hours, not number of arrests. * 2014-15 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. 369 City of Chandler 2015-16 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 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected Number of citizen community meetings 102 61 48 82 82 Number of Citizen Satisfaction Surveys completed 107 59 100 83 83 Number of traffic safety and education special events conducted 68 35 20 52 52 * 2014-15 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 2015-16 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 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget $ 27,246,579 $ 26,761,741 $ 27,798,137 $ 27,962,131 $ 28,682,153 26,761,741 27,798,137 27,962,131 27,567,066 1,115,087 8,014 12,126 12,535 12,535 9,811 1,652,249 1,869,820 1,692,046 1,510,400 2,246,585 49,579 50,746 66,130 69,798 56,306 39,408 27,679 27,679 23,450 27,679 8,233 16,544 16,544 24,000 16,544 26,159 25,072 25,072 25,941 24,569 150,000 77,508 916,810 916,810 916,810 916,810 991,830 $ 29,947,032 $ 29,680,538 $ 30,704,953 $ 30,545,065 $ 32,132,985 $ 29,808,536 $ 29,399,538 $ 30,273,953 $ 30,281,265 $ 31,722,485 138,496 281,000 431,000 263,800 410,500 $ 29,947,032 $ 29,680,538 $ 30,704,953 $ 30,545,065 $ 32,132,985 * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. 371 % Change Adopted to Adopted 7.18% 3.01% N/A -19.09% 20.15% 10.96% 0.00% 0.00% -2.01% N/A 8.18% 8.26% City of Chandler 2015-16 Adopted Budget Police Department    Field Operations – 2030    Authorized Positions Position Title Impound Hearing Specialist Park Ranger Police Administrative Specialist Police Commander Police Fleet Aide Police Investigative Specialist Police Lieutenant Police Officer Police Operations Support Supervisor Police Sergeant Police Teleserve Specialist Senior Police Communications Technician Quartermaster Total 2011-12 Revised 0 5 8 3 2 0 9 167 1 27 4 0 0 226 2012-13 Revised 1 5 6 3 1 0 9 166 1 27 4 0 0 223 2013-14 Revised 1 0 6 3 1 0 9 166 1 27 4 0 0 218 2014-15 Adopted 1 0 6 3 1 0 9 166 1 27 4 0 0 218 2014-15 Revised 1 0 5 3 1 4 9 166 1 26 0 1 1 218 2015-16 Adopted 1 0 5 3 1 4 9 166 1 26 0 1 1 218 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one Police Administrative Specialist position was reclassified to Quartermaster. During Fiscal Year (FY) 2014-15, four Police Teleserve Specialist positions were reclassified to Police Investigative Specialist, one Sr. Police Communications Technician position was moved from cost center 2060, Communications, and one Police Sergeant was transferred to cost center 2065, Police Technology. FY 2015-16 reflects ongoing increases to operating expenses for upfitting of Criminal Investigations vehicles and funding to replace five motorcycles with full-size vehicles. Ongoing funding for overtime has been increased to support the impact of pay increases over the last several years. Also included is one-time funding for the purchase of replacement ballistics vests and one-time Public Safety Personnel Retirement System (PSPRS) funding as an additional payment towards the goal of fully funding future retirement commitments of sworn City personnel. 372 City of Chandler 2015-16 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 2015-16 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 Education Objectives: ♦ Maintain a clearance rate of at least 80% for all cases assigned to the Criminal Investigations Division. ♦ 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. ♦ Respond to 80% of all vice, drug, and organized crime tips and leads (VDO’s) within 30 days. Measures 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected Criminal Investigations clearance rate 81% 74% 80% 78% 80% Percentage of submitted cases requiring no further investigation 85% 90% 85% 91% 85% Number of special projects in response to crime trends 56 36 50 50 60 Number of gang awareness presentations 20 22 24 25 25 100% 80% 80% 80% 80% Percent of all VDO’s responded to within 30 days * 2014-15 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. 373 City of Chandler 2015-16 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 2013-14 Actual Expenditures 2014-15 Adjusted Budget 2014-15 Adopted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget % Change Adopted to Adopted $ 11,199,188 $ 11,571,434 $ 11,918,082 $ 11,657,459 $ 12,821,327 11,571,434 11,918,082 11,657,459 12,340,543 480,784 9,361 3,725 4,137 3,725 18,213 53,673 248,772 80,798 41,422 328,185 10,048 2,288 2,288 5,525 7,525 157,923 181,214 184,203 191,786 186,984 3,750 1,000 1,000 1,000 1,000 84,073 118,176 120,973 102,263 94,046 $ 11,518,015 $ 12,126,609 $ 12,311,481 $ 12,003,180 $ 13,457,280 $ 11,237,226 $ 11,574,609 $ 11,757,123 $ 11,757,980 $ 12,867,018 280,789 552,000 554,358 245,200 590,262 $ 11,518,015 $ 12,126,609 $ 12,311,481 $ 12,003,180 $ 13,457,280 10.80% 6.65% N/A 388.94% 31.92% 228.89% 3.18% 0.00% -20.42% 10.97% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Pawn Specialist Police Administrative Specialist Police Commander Police Investigative Analyst Police Lieutenant Police Officer Police Operations Support Supervisor Police Sergeant Victim Services Coordinator Victim Services Specialist Total 2011-12 Revised 0 4 1 0 2 65 1 12 1 3 89 2012-13 Revised 0 4 1 0 2 65 0 12 1 3 88 2013-14 Revised 0 4 1 0 3 65 0 13 1 3 90 2014-15 Adopted 0 4 1 0 3 65 0 13 1 3 90 2014-15 Revised 1 2 1 3 3 65 0 13 1 3 92 2015-16 Adopted 1 2 1 3 3 67 0 13 1 3 94 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one Police Administrative Specialist position was reclassified to Pawn Specialist and one Police Administrative Specialist was reclassified to Police Investigative Analyst. During Fiscal Year (FY) 2014-15, two Police Investigative Assistant positions were transferred from cost center 2050, Planning and Research, and renamed Police Investigative Analyst. Effective July 1, 2015, two Police Officer positions, related ongoing expenses, and one-time funding to purchase vehicles was added to support vice/human trafficking operations. FY 2015-16 also reflects an ongoing increase for maintenance of a new pawn database and one-time Public Safety Personnel Retirement System (PSPRS) funding as an additional payment towards the goal of fully funding future retirement commitments of sworn City personnel. 374 City of Chandler 2015-16 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 2015-16 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 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected Number of budget monitoring reports performed 93 114 95 115 120 Number of grants/IGAs/MOUs prepared 36 34 33 32 32 Number of crime analysis products provided 696 818 700 725 725 Number of Uniform Crime Reports produced 11 7 12 18 12 Number of deployment and efficiency studies performed 47 46 40 50 50 * 2014-15 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. 375 City of Chandler 2015-16 Adopted Budget Police Department    Planning and Research – 2050    Budget Summary 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget Description Personnel Services Total Personnel $ 1,039,383 $ 1,099,379 $ 1,076,355 $ 1,095,037 $ 965,372 Ongoing* 1,099,379 1,076,355 1,095,037 965,372 One-time* Professional/Contract 92,550 92,270 Operating Supplies 17,979 31,604 14,004 14,750 31,604 Repairs/Maintenance 7,796 6,862 1,762 500 24,412 Communications/Transportation 7,064 7,720 7,720 5,000 7,720 Other Charges/Services 3,024 4,801 4,801 4,900 4,801 Total Cost Center - 2050 $ 1,075,245 $ 1,150,366 $ 1,197,192 $ 1,212,457 $ 1,033,909 General Fund $ 1,075,245 $ 1,150,366 $ 1,197,192 $ 1,212,457 $ 1,033,909 % Change Adopted to Adopted -12.19% -12.19% N/A 0.00% 255.76% 0.00% 0.00% -10.12% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Crime Analysis Supervisor Management Analyst Management Assistant Police Crime Analysis Data Technician Police Investigative Assistant Police Planning and Research Analyst Police Planning and Research Manager Police Planning Assistant Total 2011-12 Revised 1 0 0 0 2 4 1 2 10 2012-13 Revised 1 0 1 0 2 4 1 2 11 2013-14 Revised 1 0 1 2 2 4 1 0 11 2014-15 Adopted 1 0 1 2 2 4 1 0 11 2014-15 Revised 1 1 0 2 0 4 1 0 9 2015-16 Adopted 1 1 0 2 0 4 1 0 9 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one Management Assistant position was renamed Management Analyst. During Fiscal Year (FY) 2014-15, two Police Investigative Assistant positions were renamed Police Investigative Analyst and transferred to cost center 2040, Criminal Investigations. FY 2015-16 reflects an increase in Repairs/Maintenance as a result of a shift of funding from other cost centers to cover specific maintenance costs for analytical software. 376 City of Chandler 2015-16 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 2015-16 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. (1) ♦ Answer a minimum of 90% of all 9-1-1 calls within 10 seconds. ♦ Answer a minimum of 95% of all 9-1-1 calls within 20 seconds. ♦ 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). Measures Total call volume into the dispatch center 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 324,622 305,569 316,000 325,000 325,000 Percentage of 9-1-1 calls answered (1) within 10 seconds 97% 93% 90% 90% 90% Percentage of 9-1-1 calls answered within 20 seconds 97% 98% 95% 98% 95% Percentage of Priority 1 calls received through 9-1-1 entered into the system within one minute of time received 87% 85% 85% 84% 85% 31 29 30 28 30 Median number of seconds in queue on Priority 1 calls (entered to dispatched) (1) Objective and Measure changed from “Percentage of calls arriving at the PSAP answered within 10 seconds during the busy hour” effective Fiscal Year 2015-16 to mirror national standard. * 2014-15 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 City of Chandler 2015-16 Adopted Budget Police Department    Communications – 2060    Budget Summary 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget Description Personnel Services $ 3,983,166 $ 4,198,658 $ 3,801,283 $ 3,773,287 $ 3,626,632 Total Personnel 3,626,632 3,773,287 3,801,283 4,198,658 Ongoing* One-time* 7,200 7,200 10,137 7,200 5,048 Professional/Contract 33,293 61,227 65,204 51,075 99,197 Operating Supplies 116,797 123,889 120,917 744,932 644,623 Repairs/Maintenance 11,380 4,580 2,411 26,330 Communications/Transportation 18,906 588,288 689,951 687,863 605,679 Other Charges/Services 511,359 363,553 436,876 436,876 331,473 265,113 Machinery/Equipment 231,330 217,788 217,788 217,788 Capital Replacement 216,482 $ 5,743,895 $ 6,183,135 $ 5,342,479 $ 5,314,798 $ 4,978,473 Total Cost Center - 2060 $ 5,743,895 $ 6,183,135 $ 5,342,479 $ 5,314,798 $ 4,978,473 General Fund % Change Adopted to Adopted -13.62% -13.62% N/A 0.00% -34.82% -84.32% -56.78% -2.87% 9.68% 6.22% -19.48% * Ongoing and One-time Personnel Services detail not available for 2013-14 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 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 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 2014-15 Revised 0 6 29 8 0 0 1 1 1 0 0 46 2015-16 Adopted 0 6 29 8 0 0 1 1 1 0 0 46 Significant Budget and Staffing Changes As a result of a citywide classification study for information technology related positions effective July 1, 2014, the following position changes have been made: one Computer Support Assistant was reclassified to Business Systems Support Technician; one Operations Analyst was reclassified to Senior Business Systems Support Specialist; and two Operations Systems Analyst were reclassified to Business Systems Support Analyst. All four positions, as well as one Police Administrative Specialist and the Police Technology Manager, were then transferred to cost center 2065, Police Technology. During Fiscal Year (FY) 2014-15, one Senior Police Communications Technician was transferred to cost center 2030, Field Operations. FY 2015-16 reflects the addition of ongoing funding for maintenance related to two new 911 console workstations for training, as well as other Dispatch Center personnel training. 378 City of Chandler 2015-16 Adopted Budget Police Department Division: Cost Center: P olice Technology provides seamless integration of technology services and strategies that support the Police Department with carrying out the mission of public safety for Police Technology 2065 the citizens of Chandler. 2015-16 Performance Measurements (1) Goal: Establish technology-based services and strategies which will support members of the Police Department with the delivery of professional police services to our citizens by utilizing agile, cost-effective, innovative, reliable, and secure technology. Supports Priority Based Budgeting Goal(s): Safe Community; Good Governance (1) Objective: ♦ Maintain availability of critical applications with a 99% uptime. ♦ Provide training and resources to assist employees with use of critical applications within two weeks of request 90% of the time. ♦ Provide assistance to other police units with integrating technology to achieve their goals. ♦ Provide technical, hardware, and application support to Records Management System (RMS) users 90% of the time within one business day. (1) Measures Percentage of time critical applications are available Percentage of training and resources provided to employees within two weeks of request time Percentage of RMS support requests responded to within one business day (1) 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected N/A N/A N/A N/A 99% N/A N/A N/A N/A 90% N/A N/A N/A N/A 90% Cost center 2065, Police Technology, was created during Fiscal Year 2014-15. As a result, all Goals, Objectives, and Measures are newly developed for FY 2015-16. * 2014-15 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 2015-16 Adopted Budget Police Department    Police Technology – 2065    Budget Summary 2013-14 Actual Expenditures Description Personnel Services Total Personnel $ Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Total Cost Center - 2060 $ General Fund $ 2014-15 Adopted Budget - $ - $ - $ 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget % Change Adopted to Adopted - $ 698,525 $ 711,903 $ 1,187,972 698,525 711,903 1,181,096 6,876 17,575 16,091 35,667 605,051 604,017 687,956 31,450 26,575 31,265 5,615 3,487 7,615 - $ 1,358,216 $ 1,362,073 $ 1,950,475 - $ 1,358,216 $ 1,362,073 $ 1,950,475 N/A N/A N/A N/A N/A N/A N/A N/A N/A Authorized Positions Position Title Business Systems Support Analyst Business Systems Support Technician Computer Support Assistant Police Administrative Specialist Police Sergeant Police Technology Manager Senior Business Systems Support Specialist Total 2011-12 Revised 0 0 0 0 0 0 0 0 2012-13 Revised 0 0 0 0 0 0 0 0 2013-14 Revised 0 0 0 0 0 0 0 0 2014-15 Adopted 0 0 0 0 0 0 0 0 2014-15 Revised 3 1 1 1 1 1 1 9 2015-16 Adopted 5 1 1 1 1 1 1 11 Significant Budget and Staffing Changes Cost center 2065, Police Technology, was created during Fiscal Year (FY) 2014-15. Two Business Systems Support Analysts, one Business Systems Support Technician, one Police Administrative Specialist, one Police Technology Manager, and one Senior Business Systems Support Specialist were transferred from cost center 2060, Communications, one Police Sergeant was transferred from cost center 2030, Field Operations, and one Computer Support Assistant was transferred from cost center 2070, Records. During FY 2014-15, one Business Systems Support Analyst position was added temporarily to support the Records Management System project. Effective July 1, 2015, two Business Systems Support Analyst positions and related ongoing expenses were added to civilianize two technology positions formerly occupied by sworn Police Officers, returning those Officers to their original duties and functions. Ongoing funding is also included to add internet to patrol vehicles, streamlining investigative processes for Officers in the field. FY 2015-16 also includes one-time Public Safety Personnel Retirement System (PSPRS) funding as an additional payment towards the goal of fully funding future retirement commitments of sworn City personnel. 380 City of Chandler 2015-16 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. 2015-16 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 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 89% 92% 90% 90% 90% 100% 100% 100% 100% 100% Goal: Provide information as requested in an accurate and timely manner to the public, the media, private and public sector organizations, and members of the Police Department. 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 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 100% 100% 100% 100% 98% 96% 97% 98% 98% 98% * 2014-15 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. 381 City of Chandler 2015-16 Adopted Budget Police Department    Records – 2070    Budget Summary 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget Description Personnel Services Total Personnel $ 1,548,537 $ 1,656,321 $ 1,650,378 $ 1,547,991 $ 1,707,453 Ongoing* 1,656,321 1,650,378 1,547,991 1,707,453 One-time* Operating Supplies 20,234 24,681 25,230 24,200 24,781 Repairs/Maintenance 9,956 6,750 6,837 6,200 6,750 Communications/Transportation 237 2,000 2,000 400 2,000 Other Charges/Services 546 1,500 1,500 650 1,800 Total Cost Center - 2070 $ 1,579,510 $ 1,691,252 $ 1,685,945 $ 1,579,441 $ 1,742,784 General Fund $ 1,579,510 $ 1,691,252 $ 1,685,945 $ 1,579,441 $ 1,742,784 % Change Adopted to Adopted 3.09% 3.09% N/A 0.41% 0.00% 0.00% 20.00% 3.05% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Police Records Specialist Police Records Supervisor Police Support Services Manager Total 2011-12 Revised 19 4 1 24 2012-13 Revised 19 4 1 24 2013-14 Revised 19 4 1 24 2014-15 Adopted 19 4 1 24 2014-15 Revised 18 4 1 23 2015-16 Adopted 19 4 1 24 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one Police Records Specialist position was reclassified to Computer Support Assistant and moved to cost center 2065, Police Technology. Fiscal Year (FY) 2015-16 reflects the addition of one Police Records Specialist position to provide the necessary administrative support required for the new body worn cameras being purchased in FY 2015-16 through the use of Police Forfeiture funds in cost center 2010, Police Administration. 382 City of Chandler 2015-16 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. 2015-16 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 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% * 2014-15 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 2015-16 Adopted Budget Police Department    Detention Services – 2071    Budget Summary 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget Description Personnel Services Total Personnel $ 824,200 $ 817,328 $ 833,669 $ 850,079 $ 861,722 Ongoing* 817,328 833,669 850,079 861,722 One-time* Professional/Contract 1,090,457 1,729,518 2,154,801 1,305,000 1,718,868 Operating Supplies 830 43,267 43,277 8,512 5,845 Repairs/Maintenance 1,850 Communications/Transportation 1,000 1,000 1,000 Other Charges/Services 2,000 2,000 500 Total Cost Center - 2071 $ 1,915,487 $ 2,593,113 $ 3,034,747 $ 2,163,591 $ 2,589,785 General Fund $ 1,915,487 $ 2,593,113 $ 3,034,747 $ 2,163,591 $ 2,589,785 % Change Adopted to Adopted 5.43% 5.43% N/A -0.62% -86.49% N/A 0.00% -75.00% -0.13% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Detention Officer Police Detention Supervisor Total 2011-12 Revised 9 1 10 2012-13 Revised 9 1 10 2013-14 Revised 9 1 10 2014-15 Adopted 10 1 11 2014-15 Revised 9 2 11 2015-16 Adopted 9 2 11 Significant Budget and Staffing Changes During Fiscal Year 2014-15, one Detention Officer position was reclassified to Police Detention Supervisor. 384 City of Chandler 2015-16 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 2015-16 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 Education; 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 2012-13 Actual 2013-14 Actual 2014-15 Year End Estimate * 2014-15 Projected 2015-16 Projected Number of schools within the City (1) of Chandler with a SRO 100% 9 9 9 9 Number of LRE hours taught 2,297 2,101 2,000 2,000 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 Education Objective: ♦ Provide Citizen and Youth Police Academies to the community. Measures Number of Academies 2012-13 Actual 2013-14 Actual 7 10 * 2014-15 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. 385 2014-15 Year End Estimate * 2014-15 Projected 8 9 2015-16 Projected 9 City of Chandler 2015-16 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 2012-13 Actual 2013-14 Actual 14,055 11,763 2014-15 Projected 12,500 2014-15 Year End Estimate * 12,500 2015-16 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 2012-13 Actual 2013-14 Actual 100% 100% 2014-15 Projected 100% 2014-15 Year End Estimate * 100% 2015-16 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 Education; 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 2012-13 Actual 2013-14 Actual 259 198 * 2014-15 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. 386 2014-15 Projected 360 2014-15 Year End Estimate * 220 2015-16 Projected 360 City of Chandler 2015-16 Adopted Budget Police Department    Police Community Resources and Training – 2080    Goal: Create a safe and pleasant environment for park patrons through high visibility patrols within City parks. Supports Priority Based Budgeting Goal(s): Safe Community Objective: (1) ♦ Maintain a Park Ranger Team average of 8,200 park visits per year. ♦ Conduct a team average of 3,600 hours per year of foot patrol through the parks for enforcement purposes. Measures 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected Number of park visits per year 9,454 10,622 8,160 9,100 8,200 Number of foot patrol hours per year 3,987 3,734 3,600 3,600 3,600 (1) Objective changed from 8,160 to 8,200 effective Fiscal Year 2015-16. * 2014-15 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 City of Chandler 2015-16 Adopted Budget Police Department    Police Community Resources and Training – 2080    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Total Cost Center - 2080 General Fund Grant Fund Grand Total 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget % Change Adopted to Adopted $ 3,296,379 $ 3,395,449 $ 3,745,740 $ 3,729,152 $ 3,832,540 3,710,428 3,729,152 3,745,740 3,395,449 122,112 489,138 328,834 451,913 524,173 229,603 9,722 3,755 9,722 9,722 8,408 7,090 11,590 7,090 7,090 11,293 2,250 6,062 8,342 21,392 21,592 7,392 37,409 $ 3,589,153 $ 3,943,826 $ 4,236,057 $ 4,096,973 $ 4,346,832 $ 3,429,258 $ 3,643,826 $ 3,936,057 $ 3,937,904 $ 4,084,832 262,000 159,069 300,000 300,000 159,895 $ 3,589,153 $ 3,943,826 $ 4,236,057 $ 4,096,973 $ 4,346,832 12.87% 9.28% N/A -6.68% 0.00% 0.00% N/A N/A 12.85% 10.22% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Community Outreach Coordinator Crime Prevention Specialist Park Ranger Police Administrative Specialist Police Employee Training Coordinator Police Lieutenant Police Officer Police Sergeant Police Training & Development Coordinator Police Volunteer Coordinator Total 2011-12 Revised 1 0 0 1 1 1 13 4 0 0 21 2012-13 Revised 1 0 0 1 1 1 17 4 0 0 25 2013-14 Revised 0 0 5 1 0 1 17 4 1 1 30 2014-15 Adopted 0 0 5 1 0 1 17 4 1 1 30 2014-15 Revised 0 1 5 0 0 1 19 4 1 1 32 2015-16 Adopted 0 1 5 0 0 1 19 4 1 1 32 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one Police Administrative Specialist position was reclassified to Crime Prevention Specialist. During Fiscal Year (FY) 2014-15, funding from the school districts to support the School Resource Officer (SRO) program was increased, resulting in the ability to use the savings to facilitate the addition of two new Police Officers. FY 2015-16 includes one-time Public Safety Personnel Retirement System (PSPRS) funding as an additional payment towards the goal of fully funding future retirement commitments of sworn City personnel. 388 City of Chandler 2015-16 Adopted Budget Police Department Division: Cost Center: Police Capital 2100 Capital Budget Summary 2013-14 2014-15 Adopted Actual Budget Description Expenditures Professional/Contract 1,644,551 Contingencies/Reserves 78,632 Building/Improvements Machinery/Equipment 3,150 440,090 Office Furniture/Equipment 440,090 $ Total Cost Center - 2100 521,872 $ 2,084,641 General Gov't Capital Projects Fund $ 521,872 $ 1,116,370 968,271 Public Safety Bonds - Police $ Grand Total 521,872 $ 2,084,641 2014-15 Adjusted Budget 968,271 702,648 1,130 440,090 $ 2,112,139 $ 1,142,738 969,401 $ 2,112,139 2014-15 2015-16 Estimated Adopted Expenditures Budget 1,466,919 204,000 440,090 800,090 $ 644,090 $ 2,267,009 $ 644,090 $ 1,298,738 968,271 $ 644,090 $ 2,267,009 % Change Adopted to Adopted N/A -10.80% N/A N/A 81.80% 8.75% * Ongoing and One-time Personnel Services detail not available for 2013-14 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) 2015-16. FY 2015-16 reflects the carryforward of uncompleted project funding from FY 2014-15. Additional detail on the capital program is available in the 20162025 Capital Improvement Program. 389 City of Chandler 2015-16 Adopted Budget Police Department 390 TRANSPORTATION & DEVELOPMENT 12 Activities and Functions Accomplishments Goals, Objectives, and Performance Measurements Budget Summary Position Summary B 2 E C A L P E TH E STAT CANYON GRAND A place on the move Sensible, practical planning has given residents many benefits. From high-functioning transportation and transit systems to well-designed neighborhoods and employment centers, there is a true sense of place here that people find comforting whether at rest or on the move. S Washington St Arizona Ave Chandler Bus Shelter Frye Rd Transportation & Development E Chicago St City of Chandler 2015-16 Adopted Budget Transportation & Development Assistant City Manager Transportation & Development Administration Development Services Traffic Engineering Engineering Transit Services Capital Projects Street Sweeping Streets 391 City of Chandler 2015-16 Adopted Budget Transportation & Development The table below depicts the breakdown by division for the Fiscal Year 2015-16 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 2013-14 Actual Expenditures Expenditures by Cost Center 2014-15 Adopted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget Transportation and Dev Administration $ 1,348,168 $ 1,522,083 $ 1,495,958 $ 1,230,418 1,519,425 1,672,862 1,716,855 Planning(1) Development Services 3,812,129 3,467,378 3,487,187 3,545,493 Engineering 799,535 1,702,307 1,579,479 2,027,518 Capital Projects 1,801,666 1,675,869 1,681,055 1,806,496 Streets 7,353,521 9,252,708 11,422,883 9,803,672 Streets Capital 25,741,362 60,927,115 40,153,947 52,446,834 Traffic Engineering 5,965,644 6,556,106 6,428,463 6,666,960 Transit Services 765,597 1,541,459 1,342,408 1,481,982 Street Sweeping 1,015,117 1,458,442 1,541,533 1,538,043 Total $ 50,122,164 $ 89,776,329 $ 70,849,768 $ 80,547,416 Expenditures by Category Personnel & Benefits Total Personnel Ongoing(2) (2) One-time Operating & Maintenance Capital - Major % Change Adopted to Adopted -19.16% -100.00% 2.25% 19.10% 7.79% 5.95% -13.92% 1.69% -3.86% 5.46% -10.28% $ 14,855,127 $ 16,042,701 $ 15,829,025 $ 15,227,322 14,855,127 9,525,675 25,741,362 Total $ 50,122,164 $ Staffing by Cost Center Transportation and Dev Administration Planning(1) Development Services Engineering Capital Projects Streets Traffic Engineering Transit Services Street Sweeping Total 2013-14 Revised 9.000 14.000 38.000 9.000 21.000 40.500 25.000 3.000 9.000 168.500 15,977,507 65,194 12,806,513 60,927,115 89,776,329 $ 15,763,831 65,194 14,866,796 40,153,947 70,849,768 $ 15,162,122 65,200 12,873,260 52,446,834 80,547,416 2014-15 Adopted 10.000 15.000 32.000 15.000 19.000 40.500 25.000 3.000 9.000 168.500 2014-15 Revised 10.000 15.000 33.000 15.000 19.000 40.500 25.000 2.000 9.000 168.500 % Change 2015-16 Adopted to Adopted Adopted 9.000 -10.00% 0.000 -100.00% 33.000 3.13% 18.000 20.00% 20.000 5.26% 40.500 0.00% 25.000 0.00% 2.000 -33.33% 9.000 0.00% 156.500 -7.12% (1) Effective July 1, 2015, Planning transfers to City Manager from Transportation & Development. (2) Ongoing and One-time Personnel Services detail not availab le for 2013-14 Actual Expenditures. 392 -5.10% 0.01% 0.52% -13.92% -10.28% City of Chandler 2015-16 Adopted Budget Transportation & Development 2014-15 Transportation & Development Accomplishments  Completed 4,458 street light outage and other repairs.  Completed 3,874 traffic sign and street name sign repairs and installations.  Performed preventative maintenance for all 216 traffic signals.  Completed the fiber connections for Sunset Library, Fire Station #1, and the water treatment plant at Queen Creek and Old Price.  Upgraded 876 handicap ramps and 66,200 square feet of driveways to current ADA standards.  Applied slurry seal to 145 lane miles of roadway and performed mill & inlay on 74 lane miles of streets and roadways.  City sweepers swept 58,357 miles of streets and roadways and disposed of 1,936 tons of sweeping debris.  Completed 288 storm water maintenance work orders and performed major repairs to increase capacity in three retention basins.  City crews placed 2,075 tons of asphalt and 48,800 square feet of concrete on Chandler streets.  Began new bus service on Price Road between Germann Road and Queen Creek Road. Installed 16 new bus stops on this route, including six new shelters.  Began Fiesta-Downtown Chandler Transit Corridor Study in March 2015.  Provided approximately 66,000 trips to Chandler senior citizens and persons with disabilities through East Valley Dial a Ride and the Ride Choice Program.  Secured advancement of $3.049M in federal funds from MAG for construction of McQueen Road from Chandler Heights Road to Riggs Road.  Construction completed on Gilbert Road from Ocotillo Road to Chandler Heights Road.  Construction completed on Traffic Management Center Upgrade.  Initiated a morning walk-in building plan review service for small remodel and repair projects.  Successfully completed project for accepting credit card payments.  Initiated 82 new contracts and awarded 36 new contracts totaling $28,535,132.  Performed ongoing management of construction for three federally funded arterial road projects: McQueen Road (Ocotillo Road to Chandler Heights Road); Gilbert Road (Chandler Heights Road to Hunt Highway); and Ocotillo Road (Arizona Avenue to McQueen Road).  GIS group serviced 440 requests for maps/presentation materials and processed 600 as-builts to update utility information in GIS.  Reviewed 1,617 civil sheets and 100% of the plans are in conformance with Senate Bills 1598 and 2443. 393 City of Chandler 2015-16 Adopted Budget Transportation & Development Division: Cost Center: Transportation & Development Administration 3010 Transportation & Development Administration is charged with providing management direction and support to the four operational areas that comprise the Transportation & Development Department. 2015-16 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 Number of citizen requests Percentage of customer service requests responded to within 5 days Number of public meetings with citizens/neighborhoods/businesses 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 3,921 3,896 4,300 4,300 4,400 95% 95% 95% 95% 95% 33 32 30 32 32 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 Number of agency and civic group meetings attended by City representatives 2012-13 Actual 147 2013-14 Actual 116 * 2014-15 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 2014-15 Projected 115 2014-15 Year End Estimate * 116 2015-16 Projected 117 City of Chandler 2015-16 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 Machinery/Equipment Capital Replacement Total Cost Center - 3010 General Fund 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget $ 1,050,227 $ 1,233,660 $ 1,254,666 $ 1,208,041 $ 1,115,685 1,050,227 1,233,660 1,254,666 1,208,041 1,115,685 285,946 250,900 399,556 242,106 50,900 6,906 13,447 13,447 25,986 13,447 639 3,715 3,715 3,400 3,715 2,135 9,401 9,401 7,725 9,641 2,314 10,960 10,960 8,700 10,960 23,500 2,570 $ 1,348,168 $ 1,522,083 $ 1,691,745 $ 1,495,958 $ 1,230,418 $ 1,348,168 $ 1,522,083 $ 1,691,745 $ 1,495,958 $ 1,230,418 % Change Adopted to Adopted -9.56% -9.56% N/A -79.71% 0.00% 0.00% 2.55% 0.00% N/A N/A -19.16% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Construction Project Coordinator Development Project Administrator Development Project Coordinator Engineer Assistant Management Assistant Public Works Inspector Regulatory Affairs Manager Senior Executive Assistant Senior Management Analyst Senior Management Assistant Transportation & Development Director Transportation Manager Total 2011-12 Revised 0 0 0 0 0 0 1 1 0 1 1 1 5 2012-13 Revised 0 0 0 0 0 0 1 1 0 1 1 1 5 2013-14 Revised 0 2 1 1 0 0 1 1 0 1 1 1 9 2014-15 Adopted 1 2 1 1 0 0 1 1 0 1 1 1 10 2014-15 Revised 1 2 1 1 1 0 1 0 1 0 1 1 10 2015-16 Adopted 1 1 1 0 1 1 1 0 1 0 1 1 9 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one Senior Executive Assistant position was renamed Management Assistant and one Senior Management Assistant was renamed Senior Management Analyst. Effective July 1, 2015, one Development Project Administrator and one Engineer Assistant are transferred to cost center 3020, Engineering, and one Public Works Inspector position is added by making base budget reductions. Fiscal Year 2015-16 reflects one-time funding in both Personnel and Professional/Contract for on call temporary inspection services and in Machinery/Equipment for a new vehicle for the newly added Public Works Inspector position, and ongoing funding in Capital Replacement to accommodate the vehicle replacement. 395 City of Chandler 2015-16 Adopted Budget Transportation & Development Planning provides zoning administration and site plan review as well as guides and directs growth through the development of plans, policies, and ordinances that preserve the character and enhance the livability of the City. 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. -- 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 2015-16 Performance Measurements Effective July 1, 2015, the Planning Division is moved to the City Manager Department. Measurements have been moved to the General Government section of the budget book. All Performance Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Capital Replacement Total Cost Center - 1510 General Fund 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures $ 1,486,618 $ 1,577,554 $ 1,640,837 $ 1,602,767 $ 1,486,618 1,577,554 1,602,767 1,640,837 2,114 49,320 12,000 75,000 10,770 40,877 40,877 17,550 5,262 8,150 8,150 3,500 7,388 16,901 16,901 8,700 4,500 2,435 12,542 12,542 4,838 4,838 4,838 4,838 $ 1,519,425 $ 1,672,862 $ 1,773,465 $ 1,716,855 $ $ 1,519,425 $ 1,672,862 $ 1,773,465 $ 1,716,855 $ * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. 396 2015-16 Adopted Budget % Change Adopted to Adopted - -100.00% -100.00% N/A -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% City of Chandler 2015-16 Adopted Budget Transportation & Development    Planning – 1510    Authorized Positions Position Title City Planner Development Services Engineer Executive Assistant GIS Technician II Planning Administrator Planning Manager Principal Planner Principal Plans Examiner Senior Administrative Assistant Senior Engineer Senior Planner Senior Plans Examiner Senior Site Development Inspector Site Development Coordinator Site Development Inspector Site Development Plans Examiner Total 2011-12 Revised 1 1 2 1 1 1 1 1 0 1 2 4 1 1 2 2 22 2012-13 Revised 2 0 2 1 1 1 1 0 0 0 1 0 1 1 1 2 14 2013-14 Revised 2 0 2 1 1 1 1 0 0 0 1 0 1 1 1 2 14 2014-15 Adopted 2 0 2 1 1 1 1 0 0 0 1 0 1 1 2 2 15 2014-15 Revised 1 0 0 1 1 1 1 0 2 0 2 0 1 1 2 2 15 2015-16 Adopted 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, two Executive Assistant positions were renamed Senior Administrative Assistant. During Fiscal Year 2014-15, one City Planner position was reclassified to Senior Planner. Effective July 1, 2015, the Planning Division is moved from the Transportation & Development Department to the City Manager Department. 397 City of Chandler 2015-16 Adopted Budget Transportation & Development Division: Cost Center: Development Services 1530 Development Services reviews and issues permits for development projects, provides building and structural plan review, and provides building inspection for subdivision and site development. 2015-16 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, fire codes, and other regulatory requirements and standards. ♦ Respond to all building construction inspection requests within the next business day. ♦ Provide prompt, courteous service to all customers requesting information or assistance. 2014-15 2012-13 2013-14 2014-15 Year End 2015-16 Measures Actual Actual Projected Estimate * Projected Number of nonresidential projects submitted 2,040 1,977 1,500 2,000 2,000 Number of permits issued 4,073 4,692 3,000 4,500 4,500 Percentage of non-exempt building and structural plan review projects completed within the statutory overall (1) N/A time frame 99.9% 100% 100% 100% Percentage of building permits reviewed within 10 (2) (1) days N/A 90% 80% 90% 90% Percentage of projects eligible for self-certification that are processed via (1) N/A self-certification 0.01% 0.1% 0.01% 0.01% Percentage of inspection requests conducted next (3) (3) (3) N/A N/A N/A business day 100% 100% (1) (2) (3) New measure effective Fiscal Year (FY) 2013-14. Permit types: Residential Single Family Models, Residential Miscellaneous, Fire Sprinkler, and Alarm. New measure effective FY 2014-15. * 2014-15 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. 398 City of Chandler 2015-16 Adopted Budget Transportation & Development    Development Services – 1530    (1) 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 (1) Objectives: ♦ Review civil plans for compliance with all applicable subdivision codes and other regulatory requirements and standards. (1) Measures Average number of reviews per project Number of drawing sheets reviewed Percentage of non-exempt plan review projects completed within the statutory overall time frame (1) (2) (3) 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 3.0 3.0 3.0 3.0 N/A 1,409 (2) (2) N/A 1,250 N/A 100% 100% N/A 1,738 (3) N/A 99.9% Goal, Objectives, and Measures moved to cost center 3020, Engineering, effective Fiscal Year (FY) 2015-16. New Management wants to reinstate measure that was discontinued for one year in Fiscal Year (FY) 2013-14 and was able to provide FY 2013-14 Actual measurement. New measure effective FY 2013-14. * 2014-15 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. 399 City of Chandler 2015-16 Adopted Budget Transportation & Development    Development Services – 1530    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Machinery/Equipment Office Furniture/Equipment Capital Replacement Total Cost Center - 1530 General Fund 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget $ 3,686,899 $ 3,101,325 $ 3,160,205 $ 3,186,000 $ 3,299,152 3,686,899 3,101,325 3,160,205 3,186,000 3,299,152 2,417 28,000 28,031 5,000 28,000 63,722 141,048 161,062 141,872 122,869 1,101 27,684 27,684 17,060 17,684 11,714 26,526 26,526 13,800 16,993 3,000 3,000 3,000 8,590 29,940 29,940 13,140 29,940 1,731 82,000 82,000 82,460 10,505 25,449 27,855 27,855 27,855 27,855 $ 3,812,129 $ 3,467,378 $ 3,546,303 $ 3,487,187 $ 3,545,493 $ 3,812,129 $ 3,467,378 $ 3,546,303 $ 3,487,187 $ 3,545,493 * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. 400 % Change Adopted to Adopted 6.38% 6.38% N/A 0.00% -12.89% -36.12% -35.94% 0.00% 0.00% -100.00% N/A 0.00% 2.25% City of Chandler 2015-16 Adopted Budget Transportation & Development    Development Services – 1530    Authorized Positions Position Title Administrative Specialist Building Inspector Building Official Chief Building Inspector Construction Permit Representative Customer Service Representative Customer Service Supervisor Development Project Administrator Development Services Engineer Executive Assistant Management Analyst Management Assistant Plan Review Manager Plans Examiner Principal Engineer Principal Plans Examiner Senior Administrative Assistant Senior Building Inspector Senior Plans Examiner Structural Engineer Total 2011-12 Revised 3 10 1 1 7 0 1 2 0 1 0 1 0 1 1 0 0 2 3 1 35 2012-13 Revised 1 10 1 1 7 0 1 2 0 1 0 1 0 1 1 0 0 2 2 1 32 2013-14 Revised 1 10 1 1 7 0 1 2 1 1 0 1 0 1 1 1 0 2 6 1 38 2014-15 Adopted 1 10 1 1 7 0 1 2 0 1 0 1 0 1 1 0 0 2 2 1 32 2014-15 Revised 0 11 1 1 7 1 1 2 0 0 1 0 1 1 0 0 1 2 2 1 33 2015-16 Adopted 0 11 1 1 7 1 1 2 0 0 1 0 1 1 0 0 1 2 2 1 33 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one Administrative Specialist position was reclassified to Customer Service Representative, one Executive Assistant position was renamed Senior Administrative Assistant, and one Management Assistant position was renamed Management Analyst. During Fiscal Year 2014-15, one Administrative Assistant position was reclassified to Building Inspector and transferred from cost center 3330, Traffic Engineering, and one Principal Engineer position was reclassified to Plan Review Manager. 401 City of Chandler 2015-16 Adopted Budget Transportation & Development E ngineering is responsible for assuring compliance with City standard details and specifications, code requirements for public and private development through the civil plan review process, civil engineering, and traffic design review. Civil engineering reviews civil plans and issues encroachment permits for 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. 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 2015-16 Performance Measurements 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 Number of requests for maps/presentation materials / Percentage provided by General Services Staff Number of requests for data/information / Percentage provided by General Services (1)(2) Staff Number of requests for data/information / Percentage provided by General Services (1)(3) Staff within 14 days or less (1) (2) (3) 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 515/ 100% 440/ 100% 525/ 100% 522/ 100% 525/ 100% 7,398/ 98% N/A N/A N/A N/A N/A 7,300/ 100% 7,300/ 98% 7,400/ 98% 7,400/ 100% Not all requests for data/information can be provided since some must be referred to another state or county agency. Measure discontinued effective Fiscal Year (FY) 2013-14 since it was revised that year to reflect the percentage completed within 14 days. New measure effective FY 2013-14 to reflect request turnaround time within 14 days. * 2014-15 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. 402 City of Chandler 2015-16 Adopted Budget Transportation & Development    Engineering – 3020    (1) 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 (1) Objectives: ♦ Review civil plans for compliance with all applicable subdivision codes and other regulatory requirements and standards. (1) Measures Average number of reviews per project Number of drawing sheets reviewed Percentage of non-exempt plan review projects completed within the statutory overall time frame (1) (2) (3) 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 3.0 3.0 3.0 3.0 3.0 1,409 (2) (2) N/A 1,250 1,364 100% 100% 100% 1,738 (3) N/A 99.9% Goal, Objective, and Measures moved from cost center 1530, Development Services, effective Fiscal Year (FY) 2015-16. New Management wants to reinstate measure that was discontinued for one year in FY 2013-14 and was able to provide FY 2013-14 Actual measurement. New measure effective FY 2013-14. * 2014-15 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. 403 City of Chandler 2015-16 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 2013-14 Actual Expenditures $ $ $ 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget 772,486 $ 1,612,609 $ 1,608,272 $ 1,457,000 $ 1,964,877 772,486 1,612,609 1,608,272 1,457,000 1,964,877 3,498 10,000 47,532 31,000 10,000 9,617 46,782 46,782 48,785 20,679 1,065 10,120 10,120 9,100 8,700 7,160 14,341 14,341 25,139 14,457 714 300 300 300 300 159 3,175 3,175 3,175 4,175 173 333 4,330 4,980 4,980 4,980 4,330 799,535 $ 1,702,307 $ 1,735,502 $ 1,579,479 $ 2,027,518 799,535 $ 1,702,307 $ 1,735,502 $ 1,579,479 $ 2,027,518 * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. 404 % Change Adopted to Adopted 21.84% 21.84% N/A 0.00% -55.80% -14.03% 0.81% 0.00% 31.50% N/A N/A -13.05% 19.10% City of Chandler 2015-16 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 Manager GIS Technician I GIS Technician II Plan Review Manager 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 2011-12 Revised 1 1 1 1 2 1 0 2 1 2 1 0 1 4 0 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 0 1 4 0 1 1 0 0 0 2 1 1 4 0 22 2013-14 Revised 0 1 0 0 0 0 0 0 0 0 1 0 1 4 0 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 0 1 4 0 1 1 0 0 0 0 1 0 4 0 15 2014-15 Revised 0 1 0 0 0 0 0 0 0 0 1 0 1 4 1 1 1 0 0 0 0 1 0 4 0 15 2015-16 Adopted 0 1 0 0 1 0 0 0 1 0 1 1 1 4 1 1 1 0 0 0 0 1 0 4 0 18 Significant Budget and Staffing Changes During Fiscal Year 2014-15, one Development Services Engineer position was reclassified to Plan Review Manager. Effective July 1, 2015, one Associate City Attorney position is transferred from cost center 1300, Law, in the City Attorney’s Department and reclassified to GIS Manager, and one Development Project Administrator and one Engineer Assistant are transferred from cost center 3010, Transportation & Development Administration. 405 City of Chandler 2015-16 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 2015-16 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 Percentage of Capital Projects training budget expended versus budgeted 2012-13 Actual 2013-14 Actual 44% 65% 2014-15 Projected 100% 2014-15 Year End Estimate * 95% 2015-16 Projected 100% 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 days of receipt by the Capital Projects Accounting Office 2012-13 Actual 2013-14 Actual 90% 92% * 2014-15 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. 406 2014-15 Projected 85% 2014-15 Year End Estimate * 95% 2015-16 Projected 90% City of Chandler 2015-16 Adopted Budget Transportation & Development    Capital Projects – 3025    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 Percentage of aggregate project change orders limited to no more than 5% of original contract amount (1) 2012-13 Actual 11% 2013-14 Actual -4% 2014-15 Projected (1) 5% 2014-15 Year End Estimate * -23% (1) 2015-16 Projected 5% Negative percentages due to a single large project that had close-outs under the award amount due to value engineering resulting in reduced costs and scope reductions. 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. 2014-15 2012-13 2013-14 2014-15 Year End 2015-16 Measures Actual Actual Projected Estimate * Projected Number of telephone or in-person real estate services requests for information 410/ and assistance / Percentage responded (2) to within 5 days 95% N/A N/A N/A N/A Number of written requests for real estate services (including multiple (2) parcel jobs) 268 N/A N/A N/A N/A Number of requests for real estate services (including telephone, in-person and multiple parcel job requests) / 726/ 1,100/ 1,100/ 250/ 300/ Percentage responded to within 5 (2) days 95% 95% 95% 95% 95% (2) All requests for Real Estate Services combined into one measure starting in Fiscal Year 2013-14. * 2014-15 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. 407 City of Chandler 2015-16 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. 2014-15 2012-13 2013-14 2014-15 Year End Measures Actual Actual Projected Estimate * 2015-16 Projected (1) 400 N/A N/A N/A 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 N/A N/A N/A N/A (3) $125,000 N/A $8,000,000 Acreage of leases on City properties (2) Value of right-of-way acquisitions (1) (2) (3) (4) (5) (5) $0 (4) $0 $5,500,000 (4) (4) $0 $3,284,000 $0 $6,250,000 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 based on scheduled roadway improvement projects. New measure effective FY 2013-14. * 2014-15 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. 408 City of Chandler 2015-16 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 2013-14 Actual Expenditures 2014-15 Adopted Budget $ 1,716,110 $ 2,061,150 1,716,110 1,995,956 65,194 3,105 14,000 41,673 38,433 1,065 2,212 8,436 14,750 1,350 5,228 11,129 (493,144) 25,989 26,049 $ 1,801,666 $ 1,675,869 $ 1,801,666 $ 1,675,869 $ 1,801,666 $ 1,675,869 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget $ 2,099,469 2,034,275 65,194 14,000 38,433 2,212 14,750 1,350 11,129 (493,144) 25,989 $ 1,714,188 $ 1,708,222 5,966 $ 1,714,188 $ 2,073,242 2,008,048 65,194 5,000 47,512 2,200 13,743 1,350 11,129 (499,110) 25,989 $ 1,681,055 $ 1,681,055 $ 1,681,055 $ 2,192,588 2,127,388 65,200 5,000 38,348 2,212 14,750 1,350 11,129 (484,870) 25,989 $ 1,806,496 $ 1,806,496 $ 1,806,496 % Change Adopted to Adopted 6.38% 6.58% 0.01% -64.29% -0.22% 0.00% 0.00% 0.00% 0.00% N/A 0.00% 7.79% * Ongoing and One-time Personnel Services detail not available for 2013-14 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 Project Support Assistant Public Works Inspector Real Estate Coordinator Senior Engineer Site Development Inspector Traffic Engineering Inspector Total 2011-12 Revised 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2012-13 Revised 2 1 1 1 2 2 1 0 6 0 0 1 1 18 2013-14 Revised 2 1 1 1 2 2 1 0 6 2 1 1 1 21 2014-15 Adopted 2 1 0 1 2 2 1 0 6 2 1 0 1 19 2014-15 Revised 0 1 0 1 2 2 1 2 6 2 1 0 1 19 2015-16 Adopted 0 1 0 1 2 2 1 2 7 2 1 0 1 20 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, two Administrative Specialist positions were reclassified to Project Support Assistant. Effective July 1, 2015, one Public Works Inspector position is added. 409 City of Chandler 2015-16 Adopted Budget Transportation & Development S treets provides for the care, repair, and maintenance of all City-owned streets (2,033 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 2015-16 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. 2012-13 Actual Measures Number of complaints on non-landscaped areas and rights of way Number of sidewalk maintenance requests Number of curb/gutter maintenance (1) requests (1) Number of street repairs / pothole repair (1) requests (1) 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected 4 2 5 2 3 158 133 160 132 135 33 90/ 138 39 77/ 146 35 100/ 130 38 103/ 145 39 105/ 147 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 Number of 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 wo’s for street repairs / pothole repairs (2) 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected N/A 2 2 2 2 5/ 2 6/ 3 6/ 5 12/ 6 6/ 2 6/ 3 6/ 5 10/ 4 6/ 5 10/ 4 New Performance Measurement for Fiscal Year 2014-15. * 2014-15 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. 410 City of Chandler 2015-16 Adopted Budget Transportation & Development    Streets - 3300    Goal: Maintain alleys, asphalt roadways, sidewalks, curbs, gutters, scuppers, drains, and catch basins with necessary grading, repair, replacement, and cleaning. Supports Priority Based Budgeting Goal(s): Effective Transportation; Healthy and Attractive Community; Safe Community Objectives: ♦ Place asphalt, slurry, and crack seal as needed for road repair. ♦ Place concrete to repair damaged sidewalks, curbs, gutters, and drainage structures. ♦ Inspect and clean scuppers/drains/catch basins as needed. ♦ Grade and place asphalt millings for alley maintenance. 2012-13 Actual Measures 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected Satisfactory Pavement Lane miles of paved roadway Lane miles of paved roadway in satisfactory condition / Percentage in satisfactory (1) condition 2,014 2,024 2,023 2,027 2,035 892/ 44% 865/ 42% 810/ 40% 944/ 47% 849/ 42% 640 98/ 15% 650 52/ 8% 596 99/ 17% 632 79/ 13% 519 57/ 11% 563 52/ 9% 487 74/ 15% 554 65/ 12% Street Slurry Seal Lane miles of paved roadway needing maintenance, fair condition Lane miles of street maintenance performed / Percentage of street maintenance performed 606 47/ 8% Street Repaving Lane miles of paved roadway needing repaving, poor condition Lane miles of street repaving performed / Percentage of streets repaved (2) 516 30/ 6% Other Street Maintenance Tons of asphalt placed for pavement repair Lineal feet of crack sealing Square feet of concrete placed Miles of unpaved alley graded / Miles of rehab alleys brushed Number of scuppers, drains, catch basins, drywells inspected / Number maintained (1) (2) (3) (4) (5) (3) 1,735 2,500 2,305 3,200 2,731,304 2,662,651 2,000,000 1,600,000 1,500,000 45,600 45,750 51,000 41,440 46,000 42/ 220 52/ 214 50/ 200 55/ 200 65/ 175 14,565/ 2,483 10,668/ 2,027 14,000/ 2,600 5,000 / (5) 1,000 1,460 (4) 6,500/ 1,500 As the street system ages, more streets will move from satisfactory condition to fair condition. Street repaving includes street repaving, hot-in-place recycling, asphalt capping, and other major rehabilitation techniques. Reduced amount of asphalt placed in Fiscal Year 2012-13 due to multiple vacant positions and equipment breakdowns. Due to retirement and the training of a new Storm Water Program Specialist position, there was a seven month period with diminished abilities to conduct inspections. The Streets Division Hydro-Vac storm water system cleaning truck was undergoing an extensive manufacturers refurbishment and retrofitting preparation and was out of commission for four months. * 2014-15 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. 411 City of Chandler 2015-16 Adopted Budget Transportation & Development    Streets - 3300    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingencies/Reserves Machinery/Equipment Street Improvements Capital Replacement Total Cost Center - 3300 General Fund Highway User Revenue Fund Grand Total 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget $ 2,981,344 $ 3,191,328 $ 3,263,898 $ 3,052,174 $ 3,282,225 2,981,344 3,191,328 3,263,898 3,052,174 3,282,225 1,138,057 1,278,953 1,457,734 1,457,734 1,545,793 685,483 734,241 1,157,524 1,120,135 734,241 63,890 81,535 92,910 88,223 81,535 6,655 11,721 11,721 11,008 11,721 19,940 16,500 23,778 23,778 16,500 646,341 698,276 728,371 725,003 739,333 51,487 99,079 158,543 158,543 99,079 156,457 156,457 156,457 26,066 33,268 33,268 33,268 176,268 1,598,333 2,812,800 4,667,341 4,614,467 2,821,970 135,925 138,550 138,550 138,550 138,550 $ 7,353,521 $ 9,252,708 $ 11,890,095 $ 11,422,883 $ 9,803,672 $ 3,432,157 $ 4,886,572 $ 6,852,406 $ 6,661,899 $ 5,370,149 4,366,136 5,037,689 4,760,984 3,921,365 4,433,523 $ 7,353,521 $ 9,252,708 $ 11,890,095 $ 11,422,883 $ 9,803,672 * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. 412 % Change Adopted to Adopted 2.85% 2.85% N/A 20.86% 0.00% 0.00% 0.00% 0.00% 5.88% 0.00% 0.00% 429.84% 0.33% 0.00% 5.95% City of Chandler 2015-16 Adopted Budget Transportation & Development    Streets - 3300    Authorized Positions Position Title Administrative Assistant Administrative Specialist Landscape Compliance Coordinator Landscape Maintenance Technician Management Assistant Senior Admnistrative Assistant Senior Management Analyst Senior Streets Maintenance Coordinator Senior Streets Specialist Storm Water Maintenance Coordinator Storm Water Programs Coordinator Storm Water Program Specialist Street Maintenance Coordinator Street Maintenance Supervisor Street Maintenance Worker Street Superintendent Streets Crew Leader Streets Specialist Total 2011-12 Revised 0 2.5 1 2 1 0 0 1 9 1 1 0 1 3 6 1 5 6 40.5 2012-13 Revised 0 2.5 1 2 1 0 0 1 10 1 1 0 1 3 5 1 5 6 40.5 2013-14 Revised 0 2.5 1 2 1 0 0 1 10 1 1 0 1 3 5 1 5 6 40.5 2014-15 Adopted 0 2.5 1 2 1 0 0 1 10 1 1 0 1 3 5 1 5 6 40.5 2014-15 Revised 1 0 1 2 0 1.5 1 1 10 0 1 1 1 3 4 1 5 7 40.5 2015-16 Adopted 1 0 1 2 0 1.5 1 1 10 0 1 1 1 3 4 1 5 7 40.5 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one and one-half Administrative Specialist positions were reclassified to Senior Administrative Assistant, one Administrative Specialist position was renamed Administrative Assistant, and one Management Assistant position was reclassified to Senior Management Analyst. During Fiscal Year (FY) 2014-15, one Storm Water Maintenance Coordinator position was renamed Storm Water Program Specialist, and one Street Maintenance Worker position was reclassified to Streets Specialist. FY 2015-16 reflects a one-time increase in Machinery/Equipment for an asphalt patch truck and an alley loader tractor and an ongoing increase in Capital Replacement to accommodate vehicle replacements. In addition, FY 2015-16 includes one-time funding in Street Improvements for the street maintenance program, and ongoing increases in Professional/Contract, Operating Supplies, Rents/Utilities, and Street Improvements for new areas of responsibility for street maintenance, landscape maintenance, and utilities. 413 City of Chandler 2015-16 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 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 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget $ 325,782 $ - $ - $ 163,054 $ 325,782 163,054 486,056 952,000 1,562,963 884,779 2,175,225 3,338 165,000 165,000 162,945 773 218 189,628 351,000 351,000 19,973 240,550 55,000 69,500 142,375 33,183,098 24,782,242 970,000 970,000 4,518 718,750 131,818 857,300 860,361 485,657 850,750 113,950 24,490,015 24,293,717 61,922,097 38,382,010 23,536,942 100,000 100,000 50,793 $ 25,741,362 $ 60,927,115 $ 66,000,921 $ 40,153,947 $ 52,446,834 $ 2,811,704 $ 3,330,041 $ 2,698,037 $ 1,853,866 $ 3,330,171 2,793 639,134 990,106 946,828 316,028 7,345,266 11,688,958 12,194,591 9,597,835 20,914,667 337,300 337,300 337,300 63,289 38,610 175,321 175,321 3,705,035 13,102,074 13,928,087 7,965,003 7,719,398 139,234 607,157 546,549 380,941 302,953 10,576,292 15,790,979 18,235,624 7,494,910 11,596,514 1,097,749 15,392,862 16,895,306 11,914,564 7,754,482 $ 25,741,362 $ 60,927,115 $ 66,000,921 $ 40,153,947 $ 52,446,834 % Change Adopted to Adopted N/A N/A N/A 128.49% -100.00% N/A -31.47% 158.86% -25.32% -25.90% -0.76% N/A -3.12% -100.00% -13.92% * Ongoing and One-time Personnel Services detail not available for 2013-14 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 fiscal year and new projects for the new fiscal year. Fiscal Year (FY) 2015-16 incorporates the carryforward of unexpended program funding from FY 2014-15. Detail on the capital program is available in the 2016-2025 Capital Improvement Program. As part of the FY 2015-16 budget amendment process $132,407 of one-time funding was transferred from the Council Contingency to the Bus Stops and Bus Pullouts Project to install six small bus shelters ($51,285) and install four large bus shelters ($81,122). 414 City of Chandler 2015-16 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 218 traffic signals, 27,700 streetlights, and 20,968 traffic signs. This division is also responsible for street name and guide signs, pavement markings for crosswalks, lane lines, and railroad crossing signs. 2015-16 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 2012-13 Actual 2013-14 Actual 78/ 3 82/ 3 2014-15 Projected 2014-15 Year End Estimate * 90/ 3 85/ 3 2015-16 Projected 85/ 3 Goal: 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 Total number of signalized intersections / Percentage of signals inspected and maintained (1) 2012-13 Actual 216/ 100% 2013-14 Actual 216/ 100% 2014-15 Projected 218/ 100% Objective updated effective Fiscal Year 2013-14 to reflect an annual inspection (previously 18 months). * 2014-15 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. 415 2014-15 Year End Estimate * 2015-16 Projected 218/ 100% 218/ 100% City of Chandler 2015-16 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 2012-13 Actual 2013-14 Actual 2014-15 Projected 2014-15 Year End Estimate * 2015-16 Projected Number of signs installed or (2) maintained to standards 1,934 2,640 1,600 1,700 1,700 Number of centerline-miles of striping inventory / Percentage repainted 273/ 100% 274/ (3) 85% 274/ (4) 95% 275/ (4) 95% 275/ 100% (1) (2) (3) (4) 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. A national paint shortage prevented the City from achieving the FY 2013-14 goal. Anticipate falling short of the objective of repainting 100% of all road markings annually in FY 2014-15 due to a combination of staff shortages and equipment problems. Goal: To keep the streetlight system operating effectively and efficiently. Supports Priority Based Budgeting Goal(s): Effective Transportation; Safe Community; Healthy and Attractive Community Objective: ♦ Repair (or initiate underground repair) of streetlights within five working days. Measures Number of streetlight repairs / Percentage exceeding five work days 2012-13 Actual 2013-14 Actual 4,414/ 2% 3,574/ 2% * 2014-15 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. 416 2014-15 Projected 4,500/ 2% 2014-15 Year End Estimate * 4,458/ 2% 2015-16 Projected 4,500/ 2% City of Chandler 2015-16 Adopted Budget Transportation & Development    Traffic Engineering - 3330    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingencies/Reserves Machinery/Equipment Capital Replacement Total Cost Center - 3330 General Fund Highway User Revenue Fund Grand Total 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget $ 2,223,601 $ 2,318,776 $ 2,360,284 $ 2,281,000 $ 2,441,530 2,223,601 2,318,776 2,360,284 2,281,000 2,441,530 55,917 65,292 65,292 68,303 65,292 630,952 710,940 711,728 719,051 712,220 1,397 5,450 5,514 5,514 5,450 3,624 11,178 11,178 11,178 11,178 13,267 8,500 11,505 11,505 8,500 2,894,696 3,178,771 3,178,771 3,127,969 3,184,191 17,910 14,293 17,910 20,039 19,714 55,060 55,060 55,060 98,000 98,000 98,000 35,000 48,975 86,229 130,629 78,922 86,229 86,229 $ 5,965,644 $ 6,556,106 $ 6,603,600 $ 6,428,463 $ 6,666,960 $ 2,006,263 $ 2,370,753 $ 2,380,398 $ 2,327,037 $ 2,401,232 4,185,353 4,223,202 4,101,426 4,265,728 3,959,381 $ 5,965,644 $ 6,556,106 $ 6,603,600 $ 6,428,463 $ 6,666,960 * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. 417 % Change Adopted to Adopted 5.29% 5.29% N/A 0.00% 0.18% 0.00% 0.00% 0.00% 0.17% 0.00% 0.00% -64.29% 51.49% 1.69% City of Chandler 2015-16 Adopted Budget Transportation & Development    Traffic Engineering - 3330    Authorized Positions Position Title Administrative Specialist City Transportation Engineer Engineer Senior Administrative Assistant 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 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 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 2014-15 Revised 0 1 1 1 2 1 1 3 1 1 4 2 2 4 1 25 2015-16 Adopted 0 1 1 1 2 1 1 3 1 1 4 2 2 4 1 25 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one Administrative Specialist position was renamed Administrative Assistant and transferred to cost center 1530, Development Services, where it was reclassified to Building Inspector. During Fiscal Year (FY) 2014-15, one Senior Administrative Assistant position was transferred from cost center 3340, Transit Services. FY 2015-16 reflects ongoing increases in Capital Replacement for future replacement of a striping machine truck and in Professional/Contract, Operating Supplies, and Rents/Utilities for new areas of responsibility for landscape maintenance and utilities. 418 City of Chandler 2015-16 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 2015-16 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. Measures City funded bus service miles City funded passenger boardings 2012-13 Actual 2013-14 Actual (1) 2014-15 Year End Estimate * (1) 63,000 (3) 47,800 67,000 (4) $4.80 $4.64 17,600 45,394 (3) 48,118 19,300 2014-15 Projected $3.46 46,000 2015-16 Projected (2) 68,000 72,000 (5) $5.00 City funded cost per boarding $4.22 PTF funded bus service miles 887,000 916,382 895,000 920,000 920,000 PTF service passenger boardings 987,000 971,365 930,000 975,000 975,000 $4.66 (4) $4.20 (6) 1.1 1.06 1.04 1.06 1.06 400,850 441,356 475,000 475,000 475,000 45,000 47,130 51,030 53,000 53,000 $32.50 (7) $29.25 (7) $10.80 PTF cost per boarding Average passenger boardings per mile (all service) DAR revenue miles DAR total trips DAR PTF funded cost per trip DAR City funded cost per trip $3.79 $27.00 $31.50 $17.50 $15.20 (1) $18.50 $4.38 $29.25 $10.80 (5) $4.75 Increase due to ongoing Council contingency; new service changes went into effect on January 27, 2014 for Routes 72, 81, and 156 (Fiscal Year (FY) 2013-14 was only five months of service and FY 2014-15 will be a full year). (2) Mileage increase based on a full year for Route 96; the previous year was only based on nine months for that route. (3) Local Transportation Assistance Fund (LTAF) restored (new service changes went into effect January 28, 2013). (4) The lower cost was a result of the cost of fuel at the City of Tempe facility coming in under plan. There was also an under-budgeted Alternative Fuel tax credit received from Tempe for FY 2013-14 that was applied to routes operated by City of Tempe at the time. (5) The boarding cost is increasing because the mileage cost as determined by Valley Metro is projected to increase. (6) Increase attributed to an estimated sharp increase in service cost due to fleet and facility costs previously unaccounted for by RPTA. (7) The fare structure for non-ADA (Americans with Disabilities Act) was changed in FY 2014-15. * 2014-15 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. 419 City of Chandler 2015-16 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; Leisure, Culture, and Education Objective: ♦ Implement programs and improvements recommended in the City’s Bicycle Plan. Measures Bike lane total miles (as estimated through use of aerial maps) 2012-13 Actual 2013-14 Actual 324 2014-15 Projected 328 336 2014-15 Year End Estimate * 2015-16 Projected 333 338 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 2012-13 Actual 83% 2013-14 Actual 84% * 2014-15 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. 420 2014-15 Projected 84% 2014-15 Year End Estimate * 82% 2015-16 Projected 83% City of Chandler 2015-16 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 2013-14 Actual Expenditures $ $ $ $ 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget 280,022 $ 276,501 $ 204,035 273,023 $ 268,688 $ 276,501 204,035 280,022 273,023 268,688 855,398 992,611 397,474 917,821 1,459,154 9,386 8,891 9,386 14,307 10,649 14,225 13,585 10,951 10,951 5,647 1,577 1,682 916 1,817 1,817 1,000 1,000 1,000 15,771 39,430 39,430 36,210 37,456 74,415 56,815 56,815 56,800 57,293 143,968 143,968 143,968 85,000 85,000 85,000 6,583 6,583 6,583 6,583 6,583 765,597 $ 1,541,459 $ 2,102,321 $ 1,342,408 $ 1,481,982 737,447 $ 733,975 $ 582,790 452,801 $ 626,847 $ 899,192 608,433 312,797 914,612 1,364,874 765,597 $ 1,541,459 $ 2,102,321 $ 1,342,408 $ 1,481,982 % Change Adopted to Adopted -24.06% -24.06% N/A 8.15% 0.00% 0.00% -13.21% 0.00% -5.01% 30.98% 0.00% -100.00% 0.00% -3.86% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Executive Assistant Transit Services Coordinator Total 2011-12 Revised 1 2 3 2012-13 Revised 1 2 3 2013-14 Revised 1 2 3 2014-15 Adopted 1 2 3 2014-15 Revised 0 2 2 2015-16 Adopted 0 2 2 Significant Budget and Staffing Changes As a result of a citywide classification study for administrative positions effective July 1, 2014, one Executive Assistant position was renamed Senior Administrative Assistant and was transferred to cost center 3330, Traffic Engineering. Fiscal Year (FY) 2015-16 reflects an ongoing increase in Professional/Contract for increased service on Express Route 542 and in Rents/Utilities for Bus Rapid Transit shelters utilities. As part of the FY 2015-16 budget amendment process, $17,600 of one-time funding was transferred from the Council Contingency to purchase four bike lockers for the Park & Ride lot and four bike lockers for the Transit Center. 421 City of Chandler 2015-16 Adopted Budget Transportation & Development S treet Sweeping is responsible for sweeping the 2,033 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 2015-16 Performance Measurements Goal: Maintain the cleanliness of the streets and reduce particulate matter (PM-10) to help improve the region’s air quality by sweeping City streets. Supports Priority Based Budgeting Goal(s): Effective Transportation; Healthy and Attractive Community; Safe Community Objectives: ♦ Keep streets clean to reduce the number of complaints regarding sweeping services. ♦ Sweep at least 65,000 curb miles per year. ♦ Maintain established schedules and service levels for various areas. ♦ Arterial streets: Once every two weeks ♦ Residential streets: Once per month ♦ Downtown: Twice per week Measures Curb miles swept (1) 2012-13 Actual 2013-14 Actual 67,549 65,960 2014-15 Projected 68,000 2014-15 Year End Estimate * (1) 64,118 2015-16 Projected (1) 63,000 The City has been down an average of 3 sweepers in Fiscal Year 2014-15 due to maintenance issues with the aging sweeper fleet. Sweeping will still be operating under capacity for at least another fiscal year while the City tries to secure grant funding for additional sweepers. * 2014-15 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. 422 City of Chandler 2015-16 Adopted Budget Transportation & Development    Street Sweeping - 3350    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Other Charges/Services Contingencies/Reserves Machinery/Equipment Total Cost Center - 3350 General Fund Grant Fund Grand Total 2013-14 Actual Expenditures 2014-15 Adopted Budget 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget $ 664,818 $ 677,611 $ 691,744 $ 692,300 $ 727,230 664,818 677,611 691,744 692,300 727,230 639 3,940 4,275 4,275 3,940 255,491 172,435 175,772 217,523 172,435 1,145 1,145 1,145 1,145 94,168 103,311 193,841 126,290 103,311 500,000 500,000 500,000 500,000 29,982 $ 1,015,117 $ 1,458,442 $ 1,566,777 $ 1,541,533 $ 1,538,043 $ 1,015,117 $ 958,442 $ 1,066,777 $ 1,041,533 $ 1,038,043 500,000 500,000 500,000 500,000 $ 1,015,117 $ 1,458,442 $ 1,566,777 $ 1,541,533 $ 1,538,043 % Change Adopted to Adopted 7.32% 7.32% N/A 0.00% 0.00% 0.00% 0.00% N/A -94.00% 5.46% * Ongoing and One-time Personnel Services detail not available for 2013-14 Actual Expenditures. Authorized Positions Position Title Senior Streets Specialist Street Maintenance Supervisor Total 2011-12 Revised 8 1 9 2012-13 Revised 8 1 9 2013-14 Revised 8 1 9 2014-15 Adopted 8 1 9 2014-15 Revised 8 1 9 2015-16 Adopted 8 1 9 Significant Budget and Staffing Changes Fiscal Year 2015-16 reflects one-time funding in Machinery/Equipment for the General Fund match required for a grant funded street sweeper. 423 City of Chandler 2015-16 Adopted Budget Transportation & Development 424 CAPITAL BUDGET 13 Capital Budget Capital Appropriations Summaries Major Capital Projects Operating Capital Capital Replacement B 2 E C A L P E TH E STAT CANYON GRAND A place of progress The Innovation and Technology Hub of the Southwest, Chandler continues to break new ground in its growth and evolution. The City’s Municipal Airport and master-planned airpark area lead the way in employment attraction and commercial development. Chandler Municipal Airport Gilbert Rd McQueen Rd Germann Rd Queen Creek Rd City of Chandler 2015-16 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 2016-2025 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. Relationship Between Operating and Capital Budgets 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. Per City financial policy, new capital projects are not 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 items 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. 2016-2025 Capital Program Shown below is a history of the total cost of the CIP for the full ten years. The CIP totals were significantly impacted by Municipal Utilities Department projects to support the expansion of Intel Corporation’s Chandler manufacturing operations, although a significant portion of the costs for these projects were reimbursed by Intel Corporation. The hashed areas on the bar charts below reflect the amount of total appropriation that was reimbursed from Intel Corporation. The City Council adopts the CIP on the same date as the final adoption of the Annual Budget. Consequently, the 2016-2025 CIP review is integrated with the Fiscal Year 2015-16 Annual Budget process. Both were adopted by the City Council on June 11, 2015. The 10-year CIP is summarized on the next page, with more detail available in the City’s 2016-2025 Capital Improvement Program document. 425 City of Chandler 2015-16 Adopted Budget Capital Budget Projected CIP Expenditure Summary 2015-16 General Government: Buildings and Facilities Information Technology and ITOC Economic Development Downtown Redevelopment Planning Cultural Affairs Vehicle Replacement Program (over $100K) 2016-17 2017-18 2018-19 2019-20 5-Year Total $ 2,486,600 1,260,499 502,000 48,000 491,400 - $ 750,000 700,000 500,000 502,000 150,000 1,000,000 $ 750,000 500,000 500,000 502,000 3,838,800 1,100,300 $ 750,000 500,000 500,000 502,000 200,000 600,300 $ 750,000 $ 500,000 500,000 1,002,000 250,000 680,600 5,486,600 3,460,499 2,000,000 3,010,000 48,000 4,930,200 3,381,200 2020-2025 $ 10-Year Total 3,750,000 3,500,000 2,500,000 5,010,000 3,197,000 $ 9,236,600 6,960,499 4,500,000 8,020,000 48,000 4,930,200 6,578,200 Total - General Government $ 4,788,499 $ 3,602,000 $ 7,191,100 $ 3,052,300 $ 3,682,600 $ 22,316,499 $ 17,957,000 $ 40,273,499 Airport Airport Total - Airport $ $ 5,848,400 5,848,400 $ $ 5,733,185 5,733,185 $ $ 1,087,000 1,087,000 $ $ 3,078,500 3,078,500 $ $ 5,418,000 5,418,000 $ $ 21,165,085 $ 21,165,085 $ 21,371,500 $ 21,371,500 $ 42,536,585 42,536,585 Community & Neighborhood Services: Parks & Recreation $ 5,129,450 $ 3,547,000 $ 3,969,000 $ 4,691,200 $ 2,900,000 $ 20,236,650 $ 68,124,000 $ 88,360,650 Total - Community & Neighborhood Services $ 5,129,450 $ 3,547,000 $ 3,969,000 $ 4,691,200 $ 2,900,000 $ 20,236,650 $ 68,124,000 $ 88,360,650 Public Safety: Police Fire, Health & Medical $ 800,090 4,780,000 $ 8,593,922 2,979,791 $ 175,000 $ 4,965,223 12,435,000 $ 2,240,000 - $ - 22,004,012 $ 14,965,014 - $ - 22,004,012 14,965,014 Total - Public Safety $ 5,580,090 $ 11,573,713 $ 5,140,223 $ 14,675,000 $ - $ 36,969,026 $ - $ 36,969,026 $ 19,635,000 $ 118,007,000 750,000 49,833,559 $ 11,585,000 - 19,330,000 $ 8,810,000 250,000 42,210,000 $ 15,117,000 - 16,040,000 6,205,000 - $ 147,048,559 $ 159,724,000 1,000,000 66,020,000 320,125,128 250,000 $ 213,068,559 479,849,128 1,250,000 Total - Municipal Utilities $ 138,392,000 $ 61,418,559 $ 28,390,000 $ 57,327,000 $ 22,245,000 $ 307,772,559 $ 386,395,128 $ 694,167,687 Transportation & Development: Streets/Traffic $ 27,616,592 $ 33,833,075 $ 26,259,962 $ 23,356,200 $ 20,221,000 $ 131,286,829 $ 94,800,800 $ 226,087,629 Total - Transportation & Development $ 27,616,592 $ 33,833,075 $ 26,259,962 $ 23,356,200 $ 20,221,000 $ 131,286,829 $ 94,800,800 $ 226,087,629 Grand Total CIP $ 106,180,200 $ 54,466,600 $ 539,746,648 Municipal Utilities: Water Wastewater Solid Waste 187,355,031 $ 119,707,532 $ 72,037,285 $ $ 588,648,428 $ 1,128,395,076 2016-2025 CIP Resource Summary by Fiscal Year 2015-16 Current Revenues $ Capital 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 $ 2016-17 33,315,349 $ 24,315,965 $ 2017-18 2018-19 16,699,960 $ 10,414,909 2019-20 $ 8,648,201 5-Year Total $ 2020-2025 93,394,384 $ 39,644,818 10-Year Total $ 133,039,202 7,932,558 9,057,481 410,302 2,940,891 5,175,815 25,517,047 23,045,651 48,562,698 15,335,800 17,670,296 10,677,426 20,110,900 5,887,200 69,681,622 58,245,560 127,927,182 8,303,224 122,468,100 13,116,651 55,547,139 16,609,597 27,640,000 25,393,500 47,320,000 12,993,800 21,761,584 76,416,772 274,736,823 123,505,940 344,206,459 199,922,712 618,943,282 588,648,428 $ 1,128,395,076 187,355,031 $ 119,707,532 $ 72,037,285 $ 106,180,200 $ 54,466,600 $ 539,746,648 $ 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 2016-2025.” 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 2016-2025 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. 426 City of Chandler 2015-16 Adopted Budget Capital Budget Capital Improvement Progam Impact on Operating Funds (Note: Amounts below are cumulative by year) 2016-17 2015-16 FTE's General Government 2018-19 2017-18 2020-2025 2019-20 1.0 $ 107,309 $ 112,809 $ 193,230 $ 398,645 $ 402,938 $ 3,198,980 - $ - $ 4,930 $ 6,643 $ 6,897 $ 10,597 $ 109,652 - $ - $ - $ 36,569 $ 76,597 $ 130,632 $ 653,160 Economic Development: Airport Community & Neighborhood Services Police - $ - $ - $ - $ - $ - $ - Fire, Health & Medical - $ 5,200 $ 7,800 $ 81,994 $ 153,587 $ 284,084 $ 2,072,905 $ - $ Municipal Utilities: Water Wastewater - $ - $ - 9.0 $ - $ 178,179 - $ 44,400 $ 57,590 10.00 $ 156,909 $ 361,308 600,000 $ 630,000 $ 3,655,110 $ 3,403,821 $ 3,453,303 $ 3,457,672 $ 25,731,139 $ $ 137,460 $ 151,250 $ 1,044,800 $ 4,826,489 $ 5,067,173 $ 36,465,746 Transportation & Development: Streets Total O&M 69,680 $ 3,791,937 One-time costs $ - $ - - $ - $ - On-going costs $ 160,633 $ 305,968 $ 3,076,871 $ 4,244,477 $ 4,507,740 $ 32,778,512 New Position (FTE) costs $ - $ 78,179 $ 1,266,286 $ 1,838,167 $ 1,894,279 $ 11,160,537 160,633 $ 384,147 $ 5,221,301 $ 6,082,644 $ 6,402,019 $ 43,939,049 Annual Increase $ $ 878,144 $ 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) 2015-16 Capital Budget While the City prepares a 10 year Capital Improvement Plan each year, only the first year is appropriated. The FY 2015-16 capital budget of $372,589,795 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 2015 $ 44,519,748 $ 131,091,412 100,000 7,849,854 $ 44,619,748 $ 138,941,266 2015-16 New Appropriation $ 187,355,031 1,673,750 $ 189,028,781 $ $ 2015-16 Total Appropriation 362,966,191 9,623,604 372,589,795 * 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 2015-16 capital program; A five year history of capital funding by functional area; The impact of the CIP on the operating budget for FY 2015-16; A narrative summary of projects approved and funded in FY 2015-16; and Detailed project and funding appropriation for FY 2015-16 capital projects for each capital cost center. 427 City of Chandler 2015-16 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 Fiscal Year 2015-16. Current Revenue (1) General Government IT Oversight Committee (ITOC) Economic Development Information Technology Cultural Affairs Non-Departmental Buildings & Facilities Airport Sub-total General Government Community & Neighborhood Services $ Bonds(2) Development & Impact Fees User Fees/ Other(3) Grants Total $ 2,712,625 $ 2,567,208 1,242,408 125,000 19,965,468 3,455,256 30,067,965 $ - $ 366,400 316,154 682,554 $ - $ - $ - $ 40,000 5,270,804 5,310,804 $ 23,004 $ 1,957,084 1,980,088 $ 2,735,629 2,567,208 1,242,408 531,400 19,965,468 3,455,256 7,544,042 38,041,411 $ 6,024,437 $ 2,703,874 $ 2,023,613 $ 1,882,508 $ - $ 12,634,432 Fire, Health & Medical $ 1,444,323 $ 4,356,833 $ 238,360 $ - $ 2,052,263 $ 8,091,779 Police $ 1,298,738 $ 968,271 $ - $ - $ - $ 2,267,009 $ - $ 35,675,996 40,220,917 75,896,913 $ - $ 19,281,648 120,861,743 140,143,391 $ - $ - $ 11,596,514 $ 7,754,482 $ Municipal Utilities: Solid Waste Water Wastewater Sub-total Municipal Utilities $ - $ - $ Transportation & Development $ 24,560,866 $ 8,197,672 $ Total Major Capital $ 63,396,329 $ 92,806,117 $ (1) (2) (3) 154,001,878 $ 14,947,794 $ 936,105 $ 936,105 8,832,169 $ 63,789,813 33,299,752 194,382,412 43,068,026 $ 259,108,330 337,300 $ 52,446,834 47,437,677 $ 372,589,795 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. Includes water, wastewater, and solid waste user fees; Wastewater Industrial Process Treatment Fund; revenue from airport fuel sales, leases, and/or tie down fees; and the Vehicle Replacement Fund. 428 City of Chandler 2015-16 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 Fiscal Year 2015-16 Major Capital funds. The table reflects the budget and historical expenditures by capital cost center. Cost Center Department 1285 1287 1550 4320 3210 3060 1560 4110 General Government ITOC Capital Information Technology Capital Economic Development Capital Cultural Affairs Capital (1) Buildings & Facilities Capital Engineer Capital Planning and Development Capital Airport Capital Total General Government Management Services 1291 Non Departmental Capital Total Management Services 4320 4580 Community Services Library Capital (1) Parks Capital (2) Total Community Services 2011-12 Actual $ 2012-13 Actual 1,824,220 $ 194,648 58,869 22,045 - 2014-15 Adjusted Budget 2013-14 Actual 1,758,467 $ 1,012,063 712,657 195,539 320,452 2014-15 Estimated Expenses 1,132,429 $ 470,084 - 2,177,612 $ 1,375,318 2,787,230 1,650,655 868,722 3,152,031 6,940,963 2015-16 Adopted Budget 423,032 $ 412,360 220,022 2,183,375 776,892 2,735,629 1,242,408 2,567,208 531,400 3,455,256 7,544,042 $ 2,099,782 $ 3,999,178 $ 4,121,890 $ 16,433,154 $ 4,015,681 $ 18,075,943 $ $ 7,519,519 $ 7,519,519 $ 7,624,340 $ 7,624,340 $ 3,724,419 $ 3,724,419 $ 21,719,072 $ 21,719,072 $ 1,437,843 $ 1,437,843 $ 19,965,468 19,965,468 $ 1,049,179 $ 12,159 $ $ 3,225,066 4,274,245 $ 4,019,130 4,031,289 $ 4580 Community & Neighborhood Services Parks Capital (2) $ Total Community & Neighborhood Svcs $ 2100 2250 Public Safety Police Capital Fire, Health & Medical Capital Total Public Safety $ $ - $ $ - 265,500 $ 224,500 $ - 11,411,152 11,676,652 $ 3,135,951 3,360,451 $ - - $ $ - $ $ - $ $ 12,634,432 12,634,432 2,237,341 $ 345,173 2,582,514 $ 1,349,851 $ 143,445 1,493,296 $ 521,872 $ 407,235 929,107 $ 2,112,139 $ 9,832,548 11,944,687 $ 644,090 $ 6,520,769 7,164,859 $ 2,267,009 8,091,779 10,358,788 - $ 7,783,602 20,633,877 28,417,479 $ - $ 12,858,612 83,101,415 95,960,026 $ - $ 11,185,668 79,840,041 91,025,709 $ 378,115 $ 52,601,719 97,278,982 150,258,816 $ 192,010 $ 6,190,812 20,903,568 27,286,390 $ 936,105 63,789,813 194,382,412 259,108,330 $ 20,677,759 $ 145,268 21,807,458 $ - 25,741,362 $ - 66,000,921 $ - 40,153,947 $ - 52,446,834 - Total Transportation & Development $ 20,823,027 $ 21,807,458 $ 25,741,362 $ 66,000,921 $ 40,153,947 $ 52,446,834 Grand Total $ 65,716,566 $ 134,915,587 $ 129,841,432 $ 278,033,302 $ 83,419,171 $ 372,589,795 Municipal Utilities 3710 Solid Waste Capital 3820 Water Capital 3910 Wastewater Capital Total Municipal Utilities Transportation & Development 3310 Streets Capital 4110 Airport Capital $ - $ 4,298,945 4,298,945 $ $ $ $ (1) Effective July 1, 2015, the Library Capital cost center is renamed Cultural Affairs Capital and removed from the former Community Services Department to create the new Cultural Affairs Division, under General Government. (2) Effective July 1, 2015, the Parks Capital cost center is transferred from the former Community Services Department to the new Community & Neighborhood Services Department. 429 City of Chandler 2015-16 Adopted Budget Capital Budget Impact of CIP on the Fiscal Year (FY) 2015-16 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 2015-16. 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 2015-16 operating budget. Capital Improvement Program Impact on Operating Funds Personnel (FTE costs) Supplies or Services Total General Fund IT Oversight Committee Projects (1) Website Search Appliance 911 Center Console Workstations Training Center Expansion Striping Machine Replacement $ - $ 90,642 16,667 5,200 3,724 44,400 $ 90,642 16,667 5,200 3,724 44,400 Total - General Fund $ - $ 160,633 $ 160,633 $ - $ 160,633 $ 160,633 Grand Total Impact on Operating Funds (1) 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. 430 City of Chandler 2015-16 Adopted Budget Capital Budget Capital Improvement Project Summaries for Fiscal Year (FY) 2015-16 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 2015-16 budget or incorporated into the City’s long range financial forecast, as appropriate. General Government – Buildings and Facilities Fire Station #1 Conversion (6GG609) Description: Funding is allocated for the conversion of an existing Fire Station for the Police Department. Project Type: One-time capital improvement Fiscal Year 2015-16 Funding: $786,600 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: Increased operating expense of $5,500 per year is anticipated starting in FY 2016-17 when the conversion is complete. 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 2015-16 Funding: $920,000 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. Police Facilities Building Repair (6GG649) Description: Funding is allocated for repairs for the main police building. Project Type: One-time capital improvement Fiscal Year 2015-16 Funding: $440,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Access Control for Aquatics Facilities (6GG651) Description: Funding is allocated to install access control systems at aquatic facilities throughout the City. Project Type: One-time capital improvement Fiscal Year 2015-16 Funding: $150,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Park Lighting Improvements (6GG652) Description: Funding is allocated to replace the ball field lights at Desert Breeze Park as well as replace the tennis court lights at Apache Park. Project Type: One-time capital improvement Fiscal Year 2015-16 Funding: $190,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. 431 City of Chandler 2015-16 Adopted Budget Capital Budget 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 2015-16 Funding: $981,049 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project results in additional ongoing operating costs of $90,642 per year for additional maintenance and training. General Government – Information Technology Replace Desktop Phones (6IT082) Description: Funding is allocated for the last 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 Fiscal Year 2015-16 Funding: $100,000 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. Enhanced Communication Speed for Remote Sites (6IT088) Description: Funding is allocated for the second year of a three year project that will install fiber optics to improve connectivity speed to remote Fire Stations and Community & Neighborhood Services locations. Project Type: One-time capital improvement (second year of three year phased implementation) Fiscal Year 2015-16 Funding: $129,450 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Website Search Appliance (6IT089) Description: Funding is allocated to purchase of a new search appliance. Project Type: One-time capital improvement Fiscal Year 2015-16 Funding: $50,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project results in additional ongoing operating costs of $16,667 per year for contributions to the Technology Replacement Fund for future replacements. 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 2015-16 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. 432 City of Chandler 2015-16 Adopted Budget Capital Budget General Government – Planning General Plan Update (6ST681) Description: Funding is allocated to perform additional specialized studies identified during the General Plan Update. Project Type: One-time study Fiscal Year 2015-16 Funding: $48,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. General Government – Cultural Affairs Existing Cultural Affairs Facilities Improvements (6CA001) Description: Funding is allocated for annual improvement and repairs to facilities that are noninfrastructure based. Project Type: Ongoing capital maintenance and repair Fiscal Year 2015-16 Funding: $125,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Museum (6CA384) Description: Funding is allocated for the design of the expansion of the McCullough-Price House, which will include additional exhibition space and additional classrooms. Project Type: Capital Construction Fiscal Year 2015-16 Funding: $366,400 Funding Source: Museum General Obligation Bonds Impact on Operating Budget: This project has no immediate impact on the operating budget during the design phase. Personnel and operations and maintenance expenses of $80,421 will start in Fiscal Year (FY) 2017-18. City Manager – Airport North Aircraft Apron Phase II (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 construction Fiscal Year 2015-16 Funding: $1,114,000 Funding Sources: Arizona Department of Transportation Grant Airport Bonds Impact on Operating Budget: This project will add $1,439 in operating expenses for apron maintenance starting in FY 2016-17. 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 2015-16 Funding: $1,193,500 Funding Source: Arizona Department of Transportation Loan Impact on Operating Budget: This project will add $3,491 in operating expenses for maintenance and repair starting in FY 2016-17. 433 City of Chandler 2015-16 Adopted Budget Capital Budget City Manager – Airport (continued) Replace Tower Transceiver Radios (6AI702) Description: Funding is allocated to replace air traffic control tower radios. Project Type: One-time capital improvement Fiscal Year 2015-16 Funding: $458,000 Funding Sources: Airport Operating Fund Arizona Department of Transportation Grant Federal Aviation Administration Grant Impact on Operating Budget: This project has no direct impact on the operating budget. Stormwater Management Area 2 (6AI713) Description: Funding is allocated to design and construct the future storm drain improvements for the runway protection zone at the southwest portion of the airport. Project Type: One-time capital improvement Fiscal Year 2015-16 Funding: $2,047,000 Funding Sources: Airport Bonds Arizona Department of Transportation Grant Impact on Operating Budget: This project has no direct impact on the operating budget. Rehab North Terminal Apron Phase I (6AI716) Description: Funding is allocated to enhance the aircraft apron parking pavement. Project Type: Capital maintenance and repair Fiscal Year 2015-16 Funding: $900,000 Funding Sources: Airport Operating Fund Arizona Department of Transportation Grant Federal Aviation Administration Grant Impact on Operating Budget: This project has no direct impact on the operating budget. Terminal Building Bathroom Renovation (6AI722) Description: Funding is allocated to renovate terminal bathrooms. Project Type: Capital maintenance and repair Fiscal Year 2015-16 Funding: $64,200 Funding Source: Airport Operating Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Terminal Building Interior Improvements (6AI723) Description: Funding is allocated for interior improvements to the airport terminal. Project Type: Capital maintenance and repair Fiscal Year 2015-16 Funding: $39,600 Funding Source: Airport Operating Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Terminal Building Exterior Improvements (6AI724) Description: Funding is allocated for exterior improvements to the airport terminal. Project Type: Capital maintenance and repair Fiscal Year 2015-16 Funding: $32,100 Funding Source: Airport Operating Fund Impact on Operating Budget: This project has no direct impact on the operating budget. 434 City of Chandler 2015-16 Adopted Budget Capital Budget Community & Neighborhood Services Aquatic Facility Safety Renovations (6PR047) Description: Funding is allocated for improvements and pool modifications to Chandler’s aquatic facilities. Project Type: Ongoing capital maintenance and repair Fiscal Year 2015-16 Funding: $697,000 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 2015-16 Funding: $700,000 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. Snedigar Sportsplex (6PR397) Description: Funding is allocated for the purchase of six acres of property for use as parking and for additional park development. Project Type: One-time capital acquisition and improvements Fiscal Year 2015-16 Funding: $1,300,000 Funding Sources: General Government Capital Projects Fund Park General Obligation Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. Paseo Vista Recreation Area Improvements (6PR497) Description: Funding is allocated for improvements to the existing facility to prevent erosion during rain events. Project Type: Ongoing capital maintenance and repair Fiscal Year 2015-16 Funding: $500,000 Funding Sources: Park General Obligation Bonds Impact on Operating Budget: This project has no direct impact on the operating budget but doing renovations and major repairs now will save on future erosion-related repair costs. 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 2015-16 Funding: $790,000 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. 435 City of Chandler 2015-16 Adopted Budget Capital Budget Community & Neighborhood Services (continued) 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 2015-16 Funding: $350,000 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 (third year of a four year program) Fiscal Year 2015-16 Funding: $82,450 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Harris Park Improvements (6PR643) Description: Funding is allocated for the park renovations that include the replacement of amenities such as sidewalks, a shaded playground, a ramada, area lighting, irrigation, and landscaping. Project Type: One-time capital improvement Fiscal Year 2015-16 Funding: $400,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Street Construction – Various Improvements (6ST303) Description: Funding is allocated for utility relocations as part of a streets improvement project. Project Type: New construction; development agreements Fiscal Year 2015-16 Funding: $310,000 (supplements $3,816,000 in Street/Traffic section of the CIP) Funding Sources: Park General Obligation Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. Fire, Health & Medical Department Training Center Expansion (6FI634) Description: Funding is allocated for the Training Center expansion which includes a fire burn building. Project Type: Capital construction Fiscal Year 2015-16 Funding: $4,230,000 Funding Source: Public Safety General Obligation Bonds - Fire Impact on Operating Budget: This project will add $3,724 in operating expenses starting in FY 2015-16, increasing to $14,897 in FY 2016-17. 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 2015-16 Funding: $550,000 Funding Source: Vehicle Replacement Fund Impact on Operating Budget: This project has no direct impact on the operating budget. 436 City of Chandler 2015-16 Adopted Budget Capital Budget Police Department Radio System Narrow Band Conversion (6PD607) Description: Funding is allocated for the third year of four years of contribution payments. Project Type: One-time capital contract costs (spread over two remaining years). Fiscal Year 2015-16 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. 911 Center Console Workstations (6PD609) Description: Funding is allocated for to install additional 911 Center Console Workstations to the Police Communication Section. Project Type: One-time capital improvement Fiscal Year 2015-16 Funding: $360,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project will add $5,200 in operating expenses starting in FY 2015-16, increasing to $7,800 in FY 2016-17 and $10,400 in FY 2017-18. 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 2015-16 Funding: $950,000 Funding Source: Water Bonds Impact on Operating Budget: This project has no direct impact on the operating budget; however, replacing mains now will result in maintenance savings over time. Well Construction/Rehabilitation (6WA034) Description: Funding is allocated for construction of additional groundwater wells. Project Type: One time capital construction and ongoing capital maintenance and repair Fiscal Year 2015-16 Funding: $2,860,000 Funding Source: Water System Development Fees 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 2015-16 Funding: $2,405,000 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 Pecos Surface Water Treatment Plant. Project Type: Ongoing capital maintenance and repair Fiscal Year 2015-16 Funding: $810,000 Funding Source: Water Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. 437 City of Chandler 2015-16 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 2015-16 Funding: $3,610,000 Funding Source: Water Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. Water Purchases (6WA672) Description: Project Type: Fiscal Year 2015-16 Funding: Funding Source: Impact on Operating Budget: Funding is allocated to purchase assured water supply. One-time capital acquisition $5,000,000 Water System Development Fees This project has no direct impact on the operating budget. Ocotillo Water Reclamation Facility Expansion (6WW661) Description: Funding is allocated to provide potable water for the expanded reclamation facility. Project Type: Capital construction Fiscal Year 2015-16 Funding: $4,000,000 (supplements $109,820,800 in Wastewater section of the CIP) Funding Source: Water Resource System Development Fees Impact on Operating Budget: This aspect of the project has no direct impact on the operating budget. Municipal Utilities - Wastewater Effluent Reuse – Storage & Recovery Wells (6WW189) Description: Funding is allocated for the expansion of the Ocotillo and the Tumbleweed Park Recharge Facilities. Project Type: Capital design and construction Fiscal Year 2015-16 Funding: $2,620,000 Funding Source: Reclaimed Water System Development Fees Impact on Operating Budget: This project will add $178,179 in personnel expenses starting in Fiscal Year 2016-17. 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 2015-16 Funding: $335,000 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 2015-16 Funding: $1,960,000 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. 438 City of Chandler 2015-16 Adopted Budget Capital Budget Municipal Utilities – Wastewater (continued) 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 2015-16 Funding: $752,000 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 2015-16 Funding: $1,510,000 Funding Source: Wastewater Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. Ocotillo Water Reclamation Facility Expansion (6WW661) Description: Funding is allocated to for the expansion of the Ocotillo Water Reclamation Facility by an additional five million gallons per day. Project Type: Capital construction Fiscal Year 2015-16 Funding: $109,820,000 (plus $4,000,000 in Water Section of the CIP) Funding Source: Wastewater System Development Fees Impact on Operating Budget: This project will add $3,170,593 in operating expenses starting in Fiscal Year 2017-18. 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 2015-16 Funding: $100,000 Funding Source: Wastewater Operating Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Municipal Utilities Vehicle over $100,000 (6WW672) Description: Funding is allocated to purchase a truck mounted hydrorodder. Project Type: One-time capital acquisition Fiscal Year 2015-16 Funding: $410,000 Funding Source: Vehicle Replacement Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Ocotillo Brine Reduction Facility Improvements (6WW681) Description: Funding is allocated to rehabilitate infrastructure and large equipment. Project Type: Ongoing capital infrastructure maintenance and repair Fiscal Year 2015-16 Funding: $500,000 Funding Source: Wastewater Industrial Process Treatment 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 2015-16 Funding: $250,000 Funding Source: Solid Waste Operating Fund Impact on Operating Budget: This project has no direct impact on the operating budget. 439 City of Chandler 2015-16 Adopted Budget Capital Budget Municipal Utilities – Solid Waste (continued) Paseo Vista Recreation Area Improvements (6SW497) Description: Funding is allocated for maintenance and repair to the former landfill cover end gas system. Project Type: Ongoing capital maintenance and repair Fiscal Year 2015-16 Funding: $500,000 Funding Source: Solid Waste Operating Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Transportation & Development – Streets/Traffic Stormwater Management Master Plan (6ST011) Description: Funding is allocated to update the Stormwater Management Master Plan. Project Type: One-time study Fiscal Year 2015-16 Funding: $236,000 Funding Source: Highway User Revenue Fund 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 2015-16 Funding: $460,000 Funding Source: Streets General Obligation Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. Bus Pullouts and Bus Stops (6ST015) Description: Funding is allocated for miscellaneous bus stop improvements which include concrete pads/work, bus shelters, adding benches, trash cans, and solar lighting. Project Type: One-time capital construction and purchases Fiscal Year 2015-16 Funding: $152,407 Funding Sources: Local Transportation Assistance Fund General Government Capital Projects Fund 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 2015-16 Funding: $650,000 Funding Source: Streets General Obligation Bonds Impact on Operating Budget: This project has a small ongoing operating expense cost for repair parts and utilities 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 2015-16 Funding: $11,220,515 Funding Sources: General Government Capital Projects Fund Highway User Revenue Fund Capital Grants Impact on Operating Budget: This project has no direct impact on the operating budget. 440 City of Chandler 2015-16 Adopted Budget Capital Budget Transportation & Development – Streets/Traffic (continued) Miscellaneous Storm Drain Improvements (6ST291) Description: Funding is allocated for new construction and repairs to storm drains, culverts, and pipes. Project Type: Ongoing capital maintenance and repair Fiscal Year 2015-16 Funding: $137,345 Funding Source: Stormwater General Obligation Bonds Impact on Operating Budget: This project has no direct impact on operating budgets; however, an effective repaving program can reduce future operating costs by bringing roads to a higher quality surface requiring less yearly maintenance. 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 2015-16 Funding: $3,816,000 (plus $310,000 in Parks section of the CIP) Funding Sources: Capital Grants - CMAQ Federal or Other Grant Source General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Traffic Signal Additions and Repairs (6ST322) Description: Funding is allocated for traffic signal equipment for new installations, ongoing operations, maintenance, and rehabilitation of existing traffic signals. Project Type: New construction and ongoing capital maintenance and repair Fiscal Year 2015-16 Funding $160,000 Funding Source: Streets General Obligation Bonds Impact on Operating Budget: This project has no impact on the operating budget. th Ocotillo Road (Cooper Rd – 148 St) (6ST641) Description: Funding is allocated for the acquisition and design phases. Project Type: New construction Fiscal Year 2015-16 Funding $972,500 Funding Sources: Arterial Streets Impact Fees Streets General Obligation Bonds Impact on Operating Budget: This project will add operating expenses of $51,710 to the operating budget starting in Fiscal Year 2020-21 once construction 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. Project Type: Ongoing capital maintenance and repair Fiscal Year 2015-16 Funding: $500,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Western Canal Crossing Improvements at UPRR (6ST678) Description: Funding is allocated for construction and improvements of a pedestrian and bicycle crossing at the Western Canal crossing at the Union Pacific Railroad. Project Type: New construction Fiscal Year 2015-16 Funding: $376,750 Funding Sources: Capital Grants – CMAQ Federal or Other Grant Source General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. 441 City of Chandler 2015-16 Adopted Budget Capital Budget Transportation & Development – Streets/Traffic (continued) Dakota Street (Buffalo St – Commonwealth Ave) (Site 4 & 5) (6ST683) Description: Funding is allocated for acquisition, design, and construction from Buffalo Street to Commonwealth Avenue. Project Type: New Construction Fiscal Year 2015-16 Funding: $1,551,850 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project will add operating expenses of $6,750 to the operating budget starting in Fiscal Year 2016-17 once construction is completed. 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 2015-16 Funding: $321,290 Funding Sources: Capital Grants – CMAQ Federal or Other Grant Source Streets General Obligation Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. Flashing Yellow Arrows Installation (6ST688) Description: Funding is allocated to upgrade traffic controller hardware at locations throughout the City. Project Type: Software upgrade Fiscal Year 2015-16 Funding: $671,560 Funding Sources: Streets General Obligation Bonds Capital Grants – Federal CMAQ Grant Impact on Operating Budget: This project has no direct impact on the operating budget. Ray Road/Dobson Road Right Turn Bay (6ST695) Description: Funding is allocated for design and construction of turn bays at Ray Road and Dobson Road to facilitate traffic flow. Project Type: New Construction Fiscal Year 2015-16 Funding: $244,500 Funding Source: Streets General Obligation Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. Boston Street (Oregon St – Essex St) (Sites 4 & 5) (6ST697) Description: Funding is allocated for design and construction from Oregon Street to Essex Street. Project Type: New Construction Fiscal Year 2015-16 Funding: $902,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Commonwealth Ave (Sites 4 & 5) (6ST698) Description: Funding is allocated for design and construction adjacent to Sites 4 and 5. Project Type: New construction Fiscal Year 2015-16 Funding: $1,090,600 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project will add operating expenses of $2,800 to the operating budget starting in Fiscal Year (FY) 2016-17 once construction is completed 442 City of Chandler 2015-16 Adopted Budget Capital Budget Transportation & Development – Streets/Traffic (continued) Chicago Street and Oregon Street (Site 6) (6ST699) Description: Funding is allocated for design and construction adjacent to Site 6. Project Type: New construction Fiscal Year 2015-16 Funding: $1,753,775 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project will add operating expenses of $1,640 to the operating budget starting in FY 2016-17 once construction is completed. Arizona Avenue (Frye Rd – Pecos Rd) (6ST701) Description: Funding is allocated for design from Frye Road to Pecos Road. Project Type: Design Fiscal Year 2015-16 Funding: $563,750 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project will add operating expenses of $4,990 to the operating budget starting in FY 2018-19 once construction is completed. Washington Street Right of Way Acquisition (6ST702) Description: Funding is allocated for land acquisition. Project Type: One-time capital acquisition Fiscal Year 2015-16 Funding: $485,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Street Sweeper (6ST703) Description: Project Type: Fiscal Year 2015-16 Funding: Funding Source: Impact on Operating Budget: Funding is allocated to purchase one street sweeper. One-time capital acquisition $263,000 General Government Capital Projects Fund This project has no direct impact on the operating budget. Bus Purchases (6ST704) Description: Funding is allocated to purchase one bus for added bus services on Arizona Avenue. Project Type: One-time capital acquisition Fiscal Year 2015-16 Funding: $252,750 Funding Source: Local Transportation Assistance Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Striping Machine Truck Replacement (6ST706) Description: Funding is allocated to purchase a striping machine truck. Project Type: One-time capital acquisition Fiscal Year 2015-16 Funding: $335,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project will add $44,400 per year to the operating budget starting in FY 2015-16 for contribution to the Vehicle Replacement Fund. ADA Upgrades (6ST707) Description: Funding is allocated for required ADA improvements for projects that do not already incorporate ADA costs. Project Type: New construction Fiscal Year 2015-16 Funding: $500,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. 443 City of Chandler 2015-16 Adopted Budget Capital Budget Capital Program Detail for Fiscal Year (FY) 2015-16 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 FY 2014-15 and for projects that have not yet been expended or encumbered at the time of FY 2015-16 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 2014-15, the appropriation will be lowered in FY 2015-16. Information Technology Oversight Committee (ITOC) Capital - 1285 Project # 6GG617 6IC001 6IC046 6IC005 6IC020 6IC071 6IC074 6IC083 6IC084 6IC086 6IC090 6IC092 6IC093 000000 Program Information Technology Oversight Committee Program Utility Billing System Upgrade EDMS Upgrade Electronic Documentation E-Govern Enhancements Electronic Payment Processing Application Standardization Code Enforcement Oracle Reporting CIP Project Management City Business License GIS As-Built Database Re-write Utility Tracking ITOC Contingency 2015-16 Carryforward Appropriation New Encumbered Unencumbered Appropriation Purchase Orders March 2015 $ - $ - $ 981,049 43,066 113,485 144,980 1,999 53,000 29,148 23,000 46,166 100,000 13,397 200,000 80,000 135,000 771,339 - 2015-16 Total Appropriation $ 981,049 43,066 113,485 144,980 1,999 82,148 23,000 46,166 100,000 13,397 200,000 80,000 135,000 771,339 Total Capital Project Expenses $ 413,629 $ 1,340,951 $ 981,049 $ 2,735,629 General Gov't Capital Projects Fund Water Operating Fund Wastewater Operating Fund Solid Waste Operating Fund $ 390,625 22,437 492 75 $ 1,340,951 - $ 981,049 - $ 2,712,625 22,437 492 75 Total Capital Project Funding $ 413,629 $ 1,340,951 $ 981,049 $ 2,735,629 Fund 401 605 615 625 Information Technology Capital - 1287 Project # 6IC050 6IC088 6IT057 6IT058 6IT080 6IT082 6IT084 6IT088 6IT089 Program Enterprise Interfaces Project Management Consultants Microsoft XP OS & Office Upgrade Data Center Improvements/Cooling SV8500 Telephone System Replace Desktop Phones Redundant Internet Connectivity Enhanced Communication Speed for Remote Sites Website Search Appliance Carryforward Appropriation 2015-16 New Encumbered Unencumbered Appropriation Purchase Orders March 2015 $ - $ 31,056 $ 18,688 116,146 10,524 7,922 75,000 100,000 23,085 680,537 129,450 50,000 2015-16 Total Appropriation $ 31,056 18,688 116,146 10,524 7,922 175,000 23,085 809,987 50,000 Total Capital Project Expenses $ - $ 962,958 $ 279,450 $ 1,242,408 General Gov't Capital Projects Fund Total Capital Project Funding $ $ - $ $ 962,958 962,958 $ $ 279,450 279,450 $ $ 1,242,408 1,242,408 Fund 401 444 City of Chandler 2015-16 Adopted Budget Capital Budget Non-Departmental - 1291 Project # 6GG075 6GG619 6GG623 6GG631 Multiple Multiple Program City Hall Downtown Redevelopment San Marcos Commons Phase II Solar Energy Carryforward Appropriation 2015-16 New Encumbered Unencumbered Appropriation Purchase Orders March 2015 $ - $ 464,242 $ 35,688 1,018,418 502,000 7,797,780 281,211 242,525 - 2015-16 Total Appropriation $ 464,242 1,556,106 7,797,780 523,736 Total CIP Capital Project Expenses $ 316,899 $ 9,522,965 $ 502,000 $ 10,341,864 Miscellaneous Downtown Redevelopment Miscellaneous Strategic Opportunity $ 100,000 - $ 5,061,686 $ 2,788,168 1,673,750 $ 5,161,686 4,461,918 Total Non-CIP Capital Projects $ 100,000 $ 7,849,854 $ 1,673,750 $ 9,623,604 Total Capital Project Expenses $ 416,899 $ 17,372,819 $ 2,175,750 $ 19,965,468 General Fund General Gov't Capital Projects Fund $ 100,000 316,899 $ 7,849,854 9,522,965 $ 1,673,750 502,000 $ 9,623,604 10,341,864 Total Capital Project Funding $ 416,899 $ 17,372,819 $ 2,175,750 $ 19,965,468 Fund 101 401 Economic Development Capital - 1550 Project # 6GG620 Program Carryforward Appropriation Encumbered Unencumbered Purchase Orders March 2015 2015-16 New Appropriation 2015-16 Total Appropriation Infill Incentive Plan $ - $ 2,567,208 $ - $ 2,567,208 Total Capital Project Expenses $ - $ 2,567,208 $ - $ 2,567,208 General Gov't Capital Projects Fund Total Capital Project Funding $ $ - $ - $ 2,567,208 $ 2,567,208 $ - $ $ 2,567,208 2,567,208 Fund 401 Police Department Capital - 2100 Project # 6PD035 6PD606 6PD607 6PD609 Program Police Driver Training Facility Records Management System Radio System Narrow Band Conversion 911 Center Console Workstations Carryforward Appropriation 2015-16 New Encumbered Unencumbered Appropriation Purchase Orders March 2015 $ 968,271 $ - $ 134,566 364,082 440,090 360,000 2015-16 Total Appropriation $ 968,271 498,648 440,090 360,000 Total Capital Project Expenses $ General Gov't Capital Projects Fund Public Safety Bond Fund $ Total Capital Project Funding $ 1,102,837 $ 364,082 $ 800,090 $ 2,267,009 134,566 $ 968,271 364,082 $ - 800,090 - $ 1,298,738 968,271 1,102,837 $ 364,082 $ 800,090 $ 2,267,009 Fund 401 460 445 City of Chandler 2015-16 Adopted Budget Capital Budget Fire, Health & Medical Department Capital - 2250 Project # 6FI611 6FI634 6FI636 6FI638 6FI641 6GG632 Program Southeast Fire Station Training Center Expansion SCBA Replacement Fire Station #1 Relocation Fire Vehicles Greater than $100,000 each(1) Vehicle Replacement Program Carryforward Appropriation 2015-16 New Encumbered Unencumbered Appropriation Purchase Orders March 2015 $ - $ 365,193 $ 3,000 4,230,000 85,464 1,355,859 500,000 550,000 1,002,263 - 2015-16 Total Appropriation $ 365,193 4,233,000 85,464 1,355,859 1,050,000 1,002,263 Total Capital Project Expenses $ 3,000 $ 3,308,779 $ 4,780,000 $ 8,091,779 General Gov't Capital Projects Fund Vehicle Replacement Fund Public Safety Bond Fund Fire Impact Fees $ 3,000 - $ 1,441,323 $ 1,502,263 126,833 238,360 550,000 4,230,000 - $ 1,444,323 2,052,263 4,356,833 238,360 Total Capital Project Funding $ 3,000 $ 3,308,779 $ 4,780,000 $ 8,091,779 Fund 401 404 470 475 (1) In the 2014-2023 Capital Improvement Program this project was presented within the General Government Section. City Manager - Building and Facilities Capital - 3210 Project # 6GG609 6GG628 6GG635 6GG637 6GG649 6GG651 6GG652 6GG644 6GG646 Program Fire Station #1 Conversion Existing City Building Renovations/Repairs Tumbleweed Rec Center HVAC Modifications Police Property and Evidence Generator Police Facilities Building Repairs Access Control for Aquatic Facilities Park Lighting Improvements Fire Station Security Gates Fleet Bay Cooling System Carryforward Appropriation Encumbered Unencumbered Purchase Orders March 2015 $ - $ 70,000 1,200 208,730 148,066 165,600 375,060 Total Capital Project Expenses $ 523,596 $ 445,060 $ 2,486,600 General Gov't Capital Projects Fund $ 523,596 $ 445,060 $ 2,486,600 $ 3,455,256 Total Capital Project Funding $ 523,596 $ 445,060 $ 2,486,600 $ 3,455,256 2015-16 New Appropriation $ 786,600 920,000 440,000 150,000 190,000 - 2015-16 Total Appropriation $ 856,600 921,200 208,730 148,066 440,000 150,000 190,000 165,600 375,060 $ 3,455,256 Fund 401 446 City of Chandler 2015-16 Adopted Budget Capital Budget Transportation & Development - Streets Capital - 3310 Project # 6GG613 6ST011 6ST014 6ST015 6ST051 6ST248 6ST291 6ST302 6ST303 6ST316 6ST322 6ST478 6ST529 6ST548 6ST596 6ST607 6ST608 6ST641 6ST652 6ST672 6ST675 6ST678 6ST681 6ST683 6ST685 6ST686 6ST687 6ST688 6ST695 6ST697 6ST698 6ST699 6ST700 6ST701 6ST702 6ST703 6ST704 6ST706 6ST707 Program South Arizona Ave Corridor Improvements Stormwater Management Master Plan Landscape Repairs Bus Stops and Bus Pullouts Streetlight Additions and Repairs Street Repaving Miscellaneous Storm Drain Improvements Traffic Calming Measures Street Construction - Various Improvements (1) Alma School Road/Chandler Boulevard Intersection Traffic Signal Additions & Repairs McQueen (Queen Creek - Riggs) Old Price Road/Queen Creek Intersection Queen Creek Rd (McQueen to Lindsay) Gilbert Rd (Queen Creek to Hunt Hwy) Ocotillo Rd (Arizona - McQueen) Chandler Heights Road (Arizona Ave - McQueen Rd) Ocotillo Rd (Cooper Rd to 148th Street) Wall Repairs Dobson Rd/Ray Rd/Elliot Rd Fiber Cooper Road (Queen Creek Rd - Riggs Rd) Western Canal Crossing Improvements at UPRR General Plan Update Dakota St (Buffalo St - Commonwealth Ave) Sites 4 & 5 Bike Lane Safety Improvements Route 56 Bus Shelters Traffic Control Upgrade Flashing Yellow Arrow Installation Ray Rd/Dobson Rd Right Turn Bays Boston Street (Oregon St to Essex St) Sites 4 & 5 Commonwealth Avenue (Sites 4 & 5) Chicago Street & Oregon Street (Site 6) Transportation & Development Vehicles over $100,000 each Arizona Avenue (Frye Rd to Pecos Rd) Washington Street Right of Way Acquisition Street Sweeper Bus Purchases Striping Machine Truck Replacement ADA Upgrades Carryforward Appropriation 2015-16 New Encumbered Unencumbered Appropriation Purchase Orders March 2015 $ 1,000,800 $ 388,464 $ 236,000 395,996 460,000 30,000 152,407 79,198 650,000 2,938,461 615,081 11,220,515 41,834 123,774 137,345 3,146 50,000 3,816,000 11,101 1,778,763 201,346 160,000 5,601,049 315,210 5,000 1,090,800 1,823,591 1,115,900 924,867 877,913 64,303 1,190,000 685,695 972,500 49,207 891 500,000 191,460 2,072,000 20,000 376,750 150,000 48,000 1,551,850 321,290 66,392 542,700 671,560 244,500 902,000 1,090,600 1,753,775 250,213 87,087 563,750 485,000 263,000 252,750 335,000 500,000 2015-16 Total Appropriation $ 1,389,264 236,000 855,996 182,407 729,198 14,774,057 302,953 3,146 3,866,000 1,789,864 361,346 5,601,049 320,210 2,914,391 2,040,767 942,216 1,875,695 972,500 550,098 191,460 2,072,000 396,750 198,000 1,551,850 321,290 66,392 542,700 671,560 244,500 902,000 1,090,600 1,753,775 337,300 563,750 485,000 263,000 252,750 335,000 500,000 Total Capital Project Expenses $ 9,427,435 $ 15,354,807 $ 27,664,592 $ 52,446,834 Highway User Revenue Fund Local Transporation Assistance Fund (LTAF) 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 $ - $ 2,530,306 250,213 175,321 2,469,935 41,834 1,744,775 2,215,051 844,171 $ 43,278 21,504 87,087 3,489,984 123,774 8,995,939 1,749,070 2,486,000 272,750 18,362,857 1,759,479 137,345 855,800 3,790,361 $ 3,330,171 316,028 20,914,667 337,300 175,321 7,719,398 302,953 11,596,514 7,754,482 Total Capital Project Funding $ 9,427,435 $ 15,354,807 $ 27,664,592 $ 52,446,834 Fund 215 216 401 404 410 411 412 415 417 (1) The b alance of the funding for this project is in the Community & Neighb orhood Services Capital Improvement Program. 447 City of Chandler 2015-16 Adopted Budget Capital Budget Municipal Utilities - Solid Waste Capital - 3710 Project # 6SW100 6SW497 2015-16 New Appropriation $ 250,000 500,000 2015-16 Total Appropriation $ 436,105 500,000 Program Solid Waste Service Facility Improvements Paseo Vista Recreation Area Improvements Carryforward Appropriation Encumbered Unencumbered Purchase Orders March 2015 $ 45,670 $ 140,435 - Total Capital Project Expenses $ 45,670 $ 140,435 $ 750,000 $ 936,105 Solid Waste Operating $ 45,670 $ 140,435 $ 750,000 $ 936,105 Total Capital Project Funding $ 45,670 $ 140,435 $ 750,000 $ 936,105 Fund 625 Municipal Utilities - Water Capital - 3820 Project # 6WA023 6WA029 6WA034 6WA076 6WA110 6WA210 6WA230 6WA334 6WA638 6WA640 6WA660 6WA670 6WA672 6WW661 2015-16 New Appropriation $ 950,000 2,860,000 2,405,000 810,000 3,610,000 5,000,000 4,000,000 Program Main Replacements Water Master Plan Update Well Construction/Rehabilitation Transmission Mains Water System Upgrades with Street Projects 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 Water Purchases Ocotillo Water Reclamation Facility Expansion(1) Carryforward Appropriation Encumbered Unencumbered Purchase Orders March 2015 $ 1,279,151 $ 2,064,517 227,173 2,827 415,100 5,686,526 1,132,054 569,549 2,986,090 1,138,383 1,345,190 354,705 2,479,179 3,901,578 11,752,462 331,525 480,182 8,622 8,000,000 - Total Capital Project Expenses $ 4,464,243 $ 39,690,570 $ Water Bond Fund Water System Development Fees Water Resource System Development Fees Water Operating Fund $ 3,557,217 415,862 491,164 24,343,779 7,005,786 8,341,005 Total Capital Project Funding $ 4,464,243 $ 2015-16 Total Appropriation $ 4,293,668 230,000 8,961,626 1,132,054 5,960,639 3,293,573 6,443,884 3,901,578 11,752,462 331,525 488,804 8,000,000 5,000,000 4,000,000 19,635,000 $ 63,789,813 $ 7,775,000 7,860,000 4,000,000 - $ 35,675,996 15,281,648 4,000,000 8,832,169 39,690,570 $ 19,635,000 $ 63,789,813 Fund 601 603 604 605 (1) The b alance of funding for this project is in the Wastewater capital cost center. 448 $ City of Chandler 2015-16 Adopted Budget Capital Budget Municipal Utilities - Wastewater Capital - 3910 Project # 6WW012 6WW021 6WW022 6WW189 6WW192 6WW196 6WW266 6WW332 6WW621 6WW651 6WW661 6WW671 6WW672 6WW681 Program Wastewater Projects Supporting Intel Expansion(1) Wastewater Master Plan Update Water Reclamation Plant Expansion Effluent Reuse - Storage & Recovery Wells Effluent Reuse - Transmission Mains Collection System Facility Improvements Sewer Assessment and Rehabilitation Wastewater System Upgrades with Street Projects Water Reclamation Facility Improvements Wastewater Land Acquisition Ocotillo Water Reclamation Facility Expansion Reclaimed Water Conversion Municipal Utilities Vehicles (over $100,000) Ocotillo Brine Reduction Facility Improvements 2015-16 Carryforward Appropriation New Encumbered Unencumbered Appropriation Purchase Orders March 2015 $ 2,074,352 $ 5,800,000 $ 471,751 4,668 30,489 280,781 369,779 2,430,370 2,620,000 194,048 2,082,248 610,155 2,961,680 335,000 1,056,866 2,817,475 1,960,000 506,983 2,759,517 752,000 14,712,902 2,528,337 1,510,000 10,000 4,946,838 29,476,173 109,820,000 250,000 100,000 410,000 500,000 2015-16 Total Appropriation $ 7,874,352 476,419 311,270 5,420,149 2,276,296 3,906,835 5,834,341 4,018,500 18,751,239 10,000 144,243,011 350,000 410,000 500,000 Total Capital Project Expenses $ 24,974,163 $ 51,401,249 $ 118,007,000 $ Vehicle Replacement Fund Reclaimed Water System Development Fees Wastewater Bond Fund Wastewater System Development Fees Wastewater Operating Fund(1) Wastewater Industrial Process Treatment Fund $ 394,048 17,393,376 4,949,078 2,237,661 - $ - $ 2,158,681 18,270,541 919,936 30,052,091 - 410,000 2,620,000 4,557,000 109,820,000 100,000 500,000 Total Capital Project Funding $ 24,974,163 $ 51,401,249 $ 118,007,000 194,382,412 Fund 404 610 611 614 615 616 (1) 410,000 5,172,729 40,220,917 115,689,014 32,389,752 500,000 $ 194,382,412 Total Fiscal Year 2015-16 Appropriation for Projects 6WW012 - WW Projects Supporting Intel Corporation expansion will b e reim b ursed to Fund 615 b y Intel Corporation up to the amount of actual expenses (or a lesser amount if so designated in the agreement). Any unused appropriation will return to fund b alance. Airport Capital - 4110 Project # 6AI264 6AI369 6AI653 6AI658 6AI662 6AI702 6AI703 6AI711 6AI713 6AI716 6AI718 6AI722 6AI723 6AI724 Program Airport Erosion and Debris Control Airport Guidance Sign Replacement North Airport Apron Phase II Airport T-Shade Facility Airport Security Gates and Cameras Replace Tower Transceiver Radios Wildlife Study/Storm Drain MP Update Stormwater Management Env Assessment Stormwater Management Area 2 Rehab North Terminal Apron Phase I Replace Fuel Tank Terminal Building Bathroom Renovations Terminal Building Interior Improvements Terminal Building Exterior Improvements Carryforward Appropriation 2015-16 New Encumbered Unencumbered Appropriation Purchase Orders March 2015 $ 117,876 $ 194,511 $ 78,820 702,551 400 42,821 1,114,000 1,193,500 131,521 458,000 5,245 45,057 77,000 2,047,000 900,000 299,840 64,200 39,600 32,100 2015-16 Total Appropriation $ 312,387 781,371 1,157,221 1,193,500 131,521 458,000 50,302 77,000 2,047,000 900,000 299,840 64,200 39,600 32,100 Total Capital Project Expenses $ 202,341 $ 5,848,400 $ 7,544,042 Capital Grants Airport Bond ADOT Loan Airport Operating $ 182,271 20,070 $ 4,142,197 316,100 1,193,500 196,603 $ 5,270,804 316,154 1,193,500 763,584 Total Capital Project Funding $ 202,341 $ 1,493,301 $ 5,848,400 $ 7,544,042 1,493,301 $ Fund 417 631 632 635 449 $ 946,336 54 546,911 City of Chandler 2015-16 Adopted Budget Capital Budget Cultural Affairs Capital - 4320 Project # 6PR555 6CA001 6CA384 Program Downtown Library Copper Room Existing Cultural Affairs Facilities Improvements Museum Carryforward Appropriation 2015-16 New Encumbered Unencumbered Appropriation Purchase Orders March 2015 $ 40,000 $ - $ 125,000 366,400 2015-16 Total Appropriation $ 40,000 125,000 366,400 Total Capital Project Expenses $ 40,000 $ - $ 491,400 $ 531,400 General Gov't Capital Projects Fund Capital Grants General Obligation Bonds - Museum Total Capital Project Funding $ - $ 40,000 40,000 $ - $ - $ 125,000 366,400 491,400 $ 125,000 40,000 366,400 531,400 Fund 401 417 435 $ $ Community & Neighborhood Services - Parks & Recreation Capital - 4580 Project # 6PR044 6PR047 6PR049 6PR397 6PR497 6PR530 6PR628 6PR630 6PR633 6PR634 6PR636 6PR637 6PR638 6PR639 6PR641 6PR643 6ST303 Program Tumbleweed Park Aquatic Facility Safety Renovations Existing Neighborhood Park Improvements/Repairs Snedigar Sportsplex Paseo Vista Recreational Area Improvements Existing Community Park Improvements/Repairs Existing City Building Renovations Existing Recreation Center Improvements/Repairs 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 Harris Park Improvements Street Construction - Various Improvements (1) Carryforward Appropriation 2015-16 New Encumbered Unencumbered Appropriation Purchase Orders March 2015 $ - $ 44,385 $ 488,614 89,340 697,000 406,000 234,844 700,000 1,300,000 124,169 500,000 1,193,947 240,000 790,000 41,692 99,207 114,555 350,000 46,283 1,807,628 82,450 100,000 378,659 70,000 170,809 56,555 1,796,249 2,046 400,000 310,000 2015-16 Total Appropriation $ 44,385 1,274,954 1,340,844 1,300,000 624,169 2,223,947 41,692 563,762 1,853,911 82,450 100,000 448,659 170,809 1,852,804 2,046 400,000 310,000 Total Capital Project Expenses $ 3,005,935 $ 4,499,047 $ 5,129,450 $ 12,634,432 General Gov't Capital Projects Fund Capital Grants & Donations Park Bond Fund Park Impact Fees $ 1,826,363 $ 102,719 849,489 227,364 878,624 $ 1,779,789 44,385 1,796,249 3,319,450 1,810,000 - $ 6,024,437 1,882,508 2,703,874 2,023,613 Total Capital Project Funding $ 3,005,935 $ 4,499,047 5,129,450 $ 12,634,432 Fund 401 417 420 424 (1) The b alance of the funding for this project is in the Transportation & Development Capital Improvement Program. 450 $ City of Chandler 2015-16 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. 2012-13 Actual Expenditures 2013-14 Actual Expenditures 2014-15 Adjusted Budget 2014-15 Estimated Expenditures 2015-16 Adopted Budget General Government: Mayor and Council $ - $ - $ 20,000 $ - $ - City Manager Buildings & Facilities - 119,949 105,871 - 179,221 Economic Development - 29,035 - - 26,500 - - 95,508 23,894 - Neighborhood Programs (1) Communications and Public Administration Non-Departmental Community Services (2) Community & Neighborhood Services (1)(2) Total General Government - 19,452 - - 27,000 1,129,251 3,935,956 4,507,267 4,376,924 3,293,561 10,080 27,144 739,500 295,440 - - - - - 875,100 $ 1,139,332 $ 4,131,535 $ 5,468,146 $ 4,696,258 $ 4,401,382 $ 1,604,012 $ 3,829,432 $ 2,940,658 $ 2,127,540 $ 1,475,500 Public Safety: Police Fire Total Public Safety 52,367 - 251,118 65,326 313,000 $ 1,656,379 $ 3,829,432 $ 3,191,776 $ 2,192,866 $ 1,788,500 $ 23,610 $ - $ - $ - $ - Municipal Utilities Municipal Utilities Admin Solid Waste Management 20,339 36,791 83,718 25,153 235,200 Water Divisions 35,945 158,336 555,507 472,280 798,550 Wastewater Divisions 30,878 70,590 197,018 88,540 382,950 Total Municipal Utilities $ 110,772 $ $ - $ 265,716 $ 836,243 $ 585,973 $ 1,416,700 Transportation & Development Engineering Capital Projects Streets Traffic Engineering Street Sweeping Development Services - $ 25,300 - 21,853 40,571 - 81,800 261,360 279,203 13,734 71,461 184,140 - 814,355 110,168 - 214,365 77,947 - 805,263 99,875 - - - 90,590 - 207,400 Total Transportation & Development $ 554,297 $ Grand Total $ 3,460,779 $ (1) (2) - $ 277,454 $ - $ 1,055,684 $ 292,312 $ 1,219,638 8,504,136 $ 10,551,849 $ 7,767,409 $ 8,826,220 Effective July 1, 2015, The Neighborhood Resources division transfers to the newly created Community & Neighborhood Services Department. Effective July 1, 2015, the Aquatics, Park Development & Operations, Recreation, Sports and Fitness Facilities, and the Nature and Recreation cost centers are transferred to the new Community & Neighborhood Services department and the Center for the Arts, Library and Museum cost centers are transferred to the newly created Cultural Affairs division under the City Manager Organizational Support area. 451 City of Chandler 2015-16 Adopted Budget Capital Budget 452 BONDED DEBT 14 City Debt Obligations Overview of Bond Types Bond Payment Schedules Bonded Debt B 2 E C A L P E TH E STAT CANYON GRAND A prudent place Decades of sensible financial management has led to Chandler being just one of two Arizona cities to hold AAA Bond Ratings from all three national rating agencies. It is no surprise that we remain one of the most fiscally sound municipalities in the nation. Hamilton St McQueen Rd Germann Rd Chandler Celebration Plaza Ryan Rd City of Chandler 2015-16 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, 2015 population is estimated at 247,500. This growth created demand for infrastructure and capital projects. Citizens needed more amenities such as parks, streets, water, and wastewater 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 of Chandler’s strong 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 of borrowing to taxpayers while assuring that total indebtedness does not exceed available resources and conforms to 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. During FY 2014-15, the City had a refunding which ultimately saved the City over $11 million. The City anticipates Excise Tax Revenue Obligation sales along with General Obligation Bond sales in FY 2015-16. 453 City of Chandler 2015-16 Adopted Budget Bonded Debt Voter Authorization Summary Voter Authorized Bonds Parks and Recreation Center for the Arts 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 2013-14 Ending Authorization $ 58,250,000 500,000 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 Ending Authorization $ 58,250,000 500,000 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 Bond Sales $ $ $ $ 2015-16 Anticipated Bond Sales $ 2,920,000 235,000 8,275,000 4,355,000 $ 15,785,000 $ 40,000,000 109,250,000 $ 149,250,000 Remaining Authorization $ 55,330,000 265,000 12,730,000 5,245,000 9,960,000 117,651,000 4,204,000 6,016,000 12,730,000 494,000 4,935,000 $ 229,560,000 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. The Debt Service is paid by dedicated water and wastewater user fees. Debt Coverage Certain debt issues include debt covenants whereby the City is required to maintain 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(FY) 2015-16 is 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) 454 Projected end of 2015-16 5.63 Coverage Met? 3.38 1.65 Yes Yes Yes City of Chandler 2015-16 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, it is anticipated that improved property valuations and lower scheduled debt service will allow the fund balance to stabilize and eventually increase as well as create capacity to fund future capital needs. The fund balance projection is updated each year based upon new assessed value projections and any changes to general obligation debt projections as a result of new capital funding requirements. The most recent projection is shown below. 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 Enterprise operating funds and directly supported by each Enterprise’s user fees. Some older debt issues also have debt service costs paid by water, wastewater, and reclaimed water system development funds. Separate Debt Service Funds are not maintained to pay Debt Service in Enterprise Funds, but managed within each of their Enterprise operating funds. 455 City of Chandler 2015-16 Adopted Budget Bonded Debt Debt Service FUNCTION: 7500 COST CENTER: 2014-15 2014-15 2015-16 2013-14 2014-15 Adopted Adjusted Adopted Actual Estimated Budget Budget Budget $ 21,496,931 $ 24,514,169 $ 24,514,169 $ 25,511,923 $ 22,140,176 11,490,231 10,958,188 10,958,188 9,939,385 8,864,118 5,970,169 5,612,138 5,612,138 5,060,028 5,498,043 4,702,757 4,089,689 4,089,689 3,935,856 6,905,180 1,887,241 4,197,868 4,197,868 4,103,548 3,559,970 5,037,945 4,677,025 4,677,025 4,432,047 3,745,650 23,388 27,938 27,938 27,938 27,313 10,663,663 10,814,175 10,814,175 10,814,175 20,689,993 $61,272,324 $64,891,190 $64,891,190 $63,824,900 $71,430,443 $21,496,931 $24,514,169 $24,514,169 $25,511,923 $22,140,176 5,037,945 4,677,025 4,677,025 4,432,047 3,745,650 87,164 89,656 89,656 89,657 72,138 20,215,344 18,674,175 18,674,175 17,501,539 21,296,860 244,670 292,174 292,174 273,372 183,974 467,971 543,759 543,759 543,760 365,942 13,698,913 16,072,294 16,072,294 15,444,664 23,598,390 23,388 27,938 27,938 27,938 27,313 $61,272,324 $64,891,190 $64,891,190 $63,824,900 $71,430,443 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 % Change Adopted to Adopted -9.68% -19.11% -2.03% 68.84% -15.20% -19.91% -2.24% 91.32% 10.08% The Fiscal Year 2015-16 budget provides $71,430,443 for principal and interest on existing debt as shown in the chart above for each 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. Debt Service Comparison 2014-15 and 2015-16 (w ith percentage of total by year) 35% 38% $24,000,000 $20,000,000 17% 27% 26% $16,000,000 20% $12,000,000 6% $8,000,000 7% 3% 7% $4,000,000 8% 7% 0% 0% $0 2014-15 Adopted Budget 2015-16 Adopted Budget 456 City of Chandler 2015-16 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 are 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) 2015-16 is given below. 20% 6% Secondary Assessed Value $ 2,380,457,981 $ 2,380,457,981 Legal Bond Limit $ $ Outstanding Bonded Debt Previously Issued 476,091,596 (323,442,750) Anticipated Bond Sales in FY 2015-16 (9,427,250) (15,550,000) Bonding Capacity Available $ 137,098,846 142,827,479 (235,000) $ 133,165,229 The 20% and 6% bonding capacity is based on a secondary assessed value of $2,380,457,981, a 0.05% decrease from the FY 2014-15 secondary assessed value of $2,381,590,083. 457 City of Chandler 2015-16 Adopted Budget Bonded Debt Summary of Outstanding Bonds By Type Type of Issue Principal Bond Amount % Total General Obligation Bonds (Combined) 6% Capacity $ 20% Capacity 9,427,250 323,442,750 Total General Obligation Bonds $ 332,870,000 65.31% Water & Sewer Revenue Bonds 24,850,000 4.88% Excise Tax Revenue Obligations 137,430,000 26.97% 10,055,000 4.95% 4,440,000 $ 509,645,000 0.87% 100.00% Highway User Revenue Bonds Improvement District Bonds Total 458 City of Chandler 2015-16 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, 2015. Annual Bond Obligation for All Existing Bonds and Obligations Maturity Date (1) July 1, 2016 Bonds Payable 39,510,000 Interest Payable 20,292,169 Fiscal Total 59,802,169 July 1, 2017 38,225,000 18,931,181 57,156,181 July 1, 2018 36,185,000 17,347,706 53,532,706 July 1, 2019 36,400,000 16,203,981 52,603,981 July 1, 2020 35,135,000 14,919,288 50,054,288 July 1, 2021 30,250,000 13,717,588 43,967,588 July 1, 2022 31,200,000 12,538,738 43,738,738 July 1, 2023 32,130,000 11,252,238 43,382,238 July 1, 2024 32,915,000 9,690,838 42,605,838 July 1, 2025 34,600,000 8,072,388 42,672,388 July 1, 2026 35,505,000 6,735,363 42,240,363 July 1, 2027 34,660,000 5,182,938 39,842,938 July 1, 2028 33,930,000 3,672,750 37,602,750 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 12,495,000 165,772,163 $ 675,417,163 TOTAL $ Year 509,645,000 $ Principal Interest Fiscal Total This Year's Requirement 2016 $ 39,510,000 $ 20,292,169 $ 59,802,169 Maximum Requirement 2016 $ 39,510,000 $ 20,292,169 $ 59,802,169 (1) Actual payments are made one day prior to maturity date. 459 City of Chandler 2015-16 Adopted Budget Bonded Debt Schedule of Total Outstanding Debt Revenue Bonds Highway User Revenue: Series 2003 Refunding Series 2010 Refunding Series 2014 $ Total Revenue Bonds 7/1/2015 2015-16 Principal Interest Payment 2,000,000 $ 1,000,000 $ 2,620,000 755,000 5,435,000 1,615,000 10,055,000 $ 3,370,000 $ 100,000 $ 1,100,000 80,850 835,850 194,800 1,809,800 375,650 $ 3,745,650 10,000,000 $ 15,485,000 11,079,850 36,564,850 $ 1,975,000 $ 225,000 $ 2,895,000 825,000 10,780,000 5,288,500 15,650,000 $ 6,338,500 $ 96,500 $ 321,500 144,750 969,750 325,430 5,613,930 566,680 $ 6,905,180 $ 15,485,000 $ 4,320,150 19,805,150 $ 4,580,000 $ 925,000 $ 4,620,000 2,266,500 9,200,000 $ 3,191,500 $ 229,000 $ 1,154,000 139,470 2,405,970 368,470 $ 3,559,970 $ 80,480,000 $ $ $ Sewer: Refunding Series 2005 Refunding Series 2014 Outstanding Issue 5,000,000 $ 10,450,000 8,660,000 24,110,000 $ $ Water: Series 2005 Refunding Series 2005 Refunding Series 2014 Original $ 460 34,905,000 $ 12,900,000 $ 1,310,800 $ 14,210,800 City of Chandler 2015-16 Adopted Budget Bonded Debt Schedule of Total Outstanding Debt (Continued) General Obligation Bonds General & Enterprise Funds: Refunding Series 2003 Series 2006 Series 2007 Refunding Series 2007 Refunding Series 2009 Series 2011A Refunding Series 2011B Refunding Series 2014 Total General Obligation Bonds Excise Tax Revenue Obligations:* Series 2009 Series 2011 Series 2013 $ Original Outstanding Issue 7/1/2015 2015-16 Principal Interest Payment 16,265,000 $ 1,050,000 $ 1,050,000 $ 44,625 $ 1,094,625 30,905,000 11,675,000 5,000,000 500,375 5,500,375 111,045,000 25,800,000 3,100,000 869,000 3,969,000 22,960,000 15,735,000 4,240,000 732,894 4,972,894 252,000,000 56,430,000 8,925,000 2,039,000 10,964,000 9,925,000 9,425,000 550,000 353,250 903,250 10,360,000 1,630,000 57,250 57,250 214,540,000 211,125,000 460,000 8,308,250 8,768,250 $ 668,000,000 $ 332,870,000 $ 23,325,000 $ 12,904,644 $ 36,229,644 $ 34,040,000 $ 21,255,000 $ 1,300,000 $ 832,825 $ 2,132,825 15,000,000 12,175,000 755,000 450,900 1,205,900 104,500,000 104,000,000 750,000 4,625,000 5,375,000 Total Excise Tax Revenue Obligations $ 153,540,000 $ 137,430,000 $ 2,805,000 $ 5,908,725 $ 8,713,725 Improvement District Bonds: Series 2008 - Spectrum ID $ 7,370,000 $ 4,440,000 $ 480,000 $ 168,000 $ 648,000 Total Improvement District Bonds $ 7,370,000 $ 4,440,000 $ 480,000 $ 168,000 $ 648,000 Total Bonded Debt & Obligations $ 909,390,000 $ 509,645,000 $ 39,510,000 $ 20,292,169 $ 59,802,169 * Non-voter approved debt as allowed by the City Debt Management Policy in the Budget Policies, Process, and Decisions section. The Debt Service is paid by dedicated water and wastewater user fees. 461 City of Chandler 2015-16 Adopted Budget Bonded Debt Combined General Obligation Bonds 6% Capacity Portion Outstanding Maturity Date (1) July 1, 2016 Bonds Payable $ 433,600 Interest Payable $ 358,270 Fiscal Total $ 791,870 July 1, 2017 451,750 345,262 797,012 July 1, 2018 1,959,900 331,710 2,291,610 July 1, 2019 1,968,400 265,106 2,233,506 July 1, 2020 2,557,750 188,394 2,746,144 July 1, 2021 237,950 88,352 326,302 July 1, 2022 242,850 79,413 322,263 July 1, 2023 249,900 69,699 319,599 July 1, 2024 256,850 57,204 314,054 July 1, 2025 174,100 44,362 218,462 July 1, 2026 176,200 37,398 213,598 July 1, 2027 461,000 28,588 489,588 July 1, 2028 257,000 8,995 265,995 TOTAL $ Year This Year's Requirement 2016 Maximum Requirement 2020 (1) 9,427,250 $ Principal $ 433,600 2,557,750 Actual payments are made one day prior to maturity date. 462 1,902,751 $ Interest $ 11,330,001 Fiscal Total 358,270 $ 791,870 188,394 $ 2,746,144 City of Chandler 2015-16 Adopted Budget Bonded Debt Combined General Obligation Bonds 20% Capacity Portion Outstanding Maturity Date (1) July 1, 2016 Bonds Payable $ 22,891,400 Interest Payable $ 12,546,374 23,778,250 11,680,707 July 1, 2017 $ Fiscal Total 35,437,774 35,458,957 July 1, 2018 24,565,100 10,735,534 35,300,634 July 1, 2019 24,516,600 10,039,138 34,555,738 July 1, 2020 24,262,250 9,244,806 33,507,056 July 1, 2021 23,557,050 8,498,799 32,055,849 July 1, 2022 24,042,150 7,613,887 31,656,037 July 1, 2023 24,740,100 6,652,201 31,392,301 July 1, 2024 25,428,150 5,415,196 30,843,346 July 1, 2025 26,860,900 4,143,789 31,004,689 July 1, 2026 27,318,800 3,165,603 30,484,403 July 1, 2027 26,039,000 1,997,163 28,036,163 July 1, 2028 25,443,000 890,505 26,333,505 92,623,700 $ 416,066,450 TOTAL $ Year 323,442,750 $ Principal Interest Fiscal Total This Year's Requirement 2016 $ 22,891,400 $ 12,546,374 $ 35,437,774 Maximum Requirement 2017 $ 23,778,250 $ 11,680,707 $ 35,458,957 (1) Actual payments are made one day prior to maturity date. 463 City of Chandler 2015-16 Adopted Budget Bonded Debt Combined General Obligation Bonds Enterprise Supported Maturity Date (1) July 1, 2016 Bonds Payable $ 9,685,000 Interest Payable $ 4,810,350 Fiscal Total $ 14,495,350 July 1, 2017 9,990,000 4,498,800 14,488,800 July 1, 2018 9,780,000 4,155,100 13,935,100 July 1, 2019 9,640,000 3,884,900 13,524,900 July 1, 2020 9,325,000 3,595,700 12,920,700 July 1, 2021 9,525,000 3,315,950 12,840,950 July 1, 2022 9,650,000 2,957,810 12,607,810 July 1, 2023 9,555,000 2,571,810 12,126,810 July 1, 2024 9,475,000 2,094,060 11,569,060 July 1, 2025 10,020,000 1,620,310 11,640,310 July 1, 2026 10,525,000 1,250,760 11,775,760 July 1, 2027 9,500,000 790,010 10,290,010 July 1, 2028 11,036,000 386,260 11,422,260 TOTAL $ Year 127,706,000 $ Principal 35,931,820 $ Interest 163,637,820 Fiscal Total This Year's Requirement 2016 $ 9,685,000 $ 4,810,350 $ 14,495,350 Maximum Requirement 2016 $ 9,685,000 $ 4,810,350 $ 14,495,350 (1) Actual payments are made one day prior to maturity date. 464 City of Chandler 2015-16 Adopted Budget Bonded Debt Combined General Obligation Bonds Ad Valorem Supported Maturity Date (1) July 1, 2016 $ Interest Payable 8,091,981 $ Fiscal Total 21,706,981 July 1, 2017 14,215,000 7,525,606 21,740,606 July 1, 2018 16,719,000 6,911,331 23,630,331 July 1, 2019 16,845,000 6,419,344 23,264,344 July 1, 2020 17,495,000 5,837,500 23,332,500 July 1, 2021 14,270,000 5,271,200 19,541,200 July 1, 2022 14,635,000 4,735,490 19,370,490 July 1, 2023 15,435,000 4,150,090 19,585,090 July 1, 2024 16,210,000 3,378,340 19,588,340 July 1, 2025 17,015,000 2,567,840 19,582,840 July 1, 2026 16,970,000 1,952,240 18,922,240 July 1, 2027 17,000,000 1,235,740 18,235,740 July 1, 2028 14,664,000 513,240 15,177,240 TOTAL This Year's Requirement Maximum Requirement (1) Bonds Payable $ 13,615,000 $ 205,088,000 $ 58,589,943 $ 263,677,943 Year 2016 $ 2018 Principal 13,615,000 16,719,000 $ Interest 8,091,981 6,911,331 $ $ Fiscal Total 21,706,981 23,630,331 Actual payments are made one day prior to maturity date. 465 City of Chandler 2015-16 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 system development fees. The City conducted a refunding sale of certain Water and Sewer Revenue Bonds in June 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, 2016 Bonds Payable $ 9,530,000 Interest Payable 935,150 $ Fiscal Total 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 2016 2016 24,850,000 Principal $ 9,530,000 $ 9,530,000 Actual payments are made one day prior to maturity date. 466 $ 2,217,500 $ $ Interest 935,150 935,150 $ 27,067,500 Fiscal Total $ 10,465,150 $ 10,465,150 City of Chandler 2015-16 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 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, 2016 Bonds Payable $ 3,370,000 Interest Payable $ 375,650 Fiscal Total $ 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 2,129,200 875,275 $ 10,930,275 Interest Fiscal Total TOTAL $ Year 10,055,000 $ Principal This Year's Requirement 2016 $ 3,370,000 $ 375,650 $ 3,745,650 Maximum Requirement 2016 $ 3,370,000 $ 375,650 $ 3,745,650 (1) Actual payments are made one day prior to maturity date. 467 City of Chandler 2015-16 Adopted Budget Bonded Debt Excise Tax Revenue Obligations Excise Tax Revenue Obligations (ETRO) are payable from pledged revenue (but paid from dedicated user fees), 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 debt instruments, 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 in 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, 2016 Bonds Payable $ 2,805,000 Interest Payable 5,908,725 $ Fiscal Total 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 137,430,000 $ Principal This Year's Requirement 2015 $ 2,805,000 Maximum Requirement 2029 $ 11,500,000 (1) $ Actual payments are made one day prior to maturity date. 468 67,405,538 $ Interest $ 204,835,538 Fiscal Total 5,908,725 $ 8,713,725 2,375,000 $ 13,875,000 City of Chandler 2015-16 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, 2016 Bonds Payable $ 480,000 Interest Payable $ 168,000 Fiscal Total $ 648,000 July 1, 2017 500,000 148,400 648,400 July 1, 2018 520,000 128,000 648,000 July 1, 2019 545,000 106,700 651,700 July 1, 2020 565,000 84,500 649,500 July 1, 2021 585,000 61,500 646,500 July 1, 2022 610,000 37,600 647,600 July 1, 2023 635,000 12,700 647,700 TOTAL $ Year 4,440,000 $ Principal 747,400 Interest $ 5,187,400 Fiscal Total This Year's Requirement 2016 $ 480,000 $ 168,000 $ 648,000 Maximum Requirement 2019 $ 545,000 $ 117,600 $ 651,700 (1) Actual payments are made one day prior to maturity date. 469 City of Chandler 2015-16 Adopted Budget Bonded Debt 470 SCHEDULES AND TERMS 15 Resolution Adopting the 2015-16 Budget Auditor General Summary Schedules 2015-16 Salary Schedule Expenditure Categories List of Acronyms Schedules and Terms B 2 E C A L P E TH E STAT CANYON GRAND The place to be There is no shortage of great places to be in Chandler. From our many aquatic facilities to parks, libraries, and community centers; this community is a place where residents can find year-round recreational opportunities through a wide array of public amenities. Lindsay Rd Val Vista Dr Chandler Heights Rd Mesquite Groves Aquatic Center Riggs Rd City of Chandler 2015-16 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 (GASB) Statements 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) 2013-14, adjusted budget and estimated expenditures for FY 2014-15, and adopted budget for FY 2015-16. Schedule 2 – Summary of Department Total FY 2015-16 Budget by Fund: A summary, by fund, of each department’s FY 2015-16 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, 2015, 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. 471 City of Chandler 2015-16 Adopted Budget Schedules and Terms 472 City of Chandler 2015-16 Adopted Budget Schedules and Terms 473 City of Chandler 2015-16 Adopted Budget Schedules and Terms 474 E 2015 Actual Expenditures/Expenses** 8,074,390 54,675,779 D D D 2016 Other Financing (Uses) 2016 Interfund Transfers In 2016 Interfund Transfers (Out) 475 ** *** * 244,595,922 2016 Budgeted Expenditures/Expenses 50,377,444 50,377,444 6,075,683 303,000 0 0 43,880,367 12,269,760 27,730,090 45,190,562 Special Revenue Funds 25,885,826 25,885,826 0 3,745,650 0 0 722,309 20,589,691 828,176 29,943,970 29,191,194 Debt Service Funds 365,182,952 365,182,952 118,150,000 172,348,800 0 165,035,000 40,098,068 105,851,084 78,484,024 910,614,017 910,614,017 910,614,017 783,474,647 783,474,647 $ 783,474,647 $ 2016 910,614,017 2015 783,474,647 $ 34,225,260 34,225,260 16,779 998,673 0 0 24,737,002 8,506,364 27,494,543 37,901,659 Internal Service Funds 64,656 64,656 0 0 0 0 35,000 29,656 70,990 73,544 Special Assessment Funds 910,614,017 910,614,017 0 0 0 0 186,964,445 186,964,445 0 165,035,000 431,917,383 20,589,691 7,000,175 286,071,768 459,980,023 783,474,647 Total All Funds Includes Expenditure/Expense Adjustments Approved in the current year from Schedule E. Includes actual amounts as of the date the proposed budget was prepared, adjusted for estimated activity for the remainder of the fiscal year. Amounts on this line represent Fund Balance/Net Position amounts except for amounts not in spendable form (e.g., prepaids and inventories) or legally or contractually required to be maintained intact (e.g., principal of a permanent fund). SCHEDULE A $ $ $ 190,281,957 190,281,957 8,046,204 1,493,932 0 0 131,787,063 65,047,166 109,350,583 201,077,126 FUNDS Enterprise Funds Available 241,142,069 Capital Projects Funds EXPENDITURE LIMITATION COMPARISON 1. Budgeted expenditures/expenses 2. Add/subtract: estimated net reconciling items 3. Budgeted expenditures/expenses adjusted for reconciling items 4. Less: estimated exclusions 5. Amount subject to the expenditure limitation 6. EEC expenditure limitation 244,595,922 2016 Total Financial Resources Available LESS: Amounts for Future Debt Retirement: E 0 D 2016 Other Financing Sources 2016 Reduction for Amounts Not Available: 0 C 2016 Estimated Revenues Other than Property Taxes 190,657,574 B 2016 Secondary Property Tax Levy 7,000,175 B 93,539,562 186,905,823 228,898,493 General Fund 2016 Primary Property Tax Levy 2016 Fund Balance/Net Position at July 1*** E 2015 Adopted/Adjusted Budgeted Expenditures/Expenses* Fiscal Year S c h CITY OF CHANDLER Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2016 City of Chandler 2015-16 Adopted Budget Schedules and Terms City of Chandler 2015-16 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary of Tax Levy and Tax Rate Information Fiscal Year 2015-16 2014-15 FISCAL YEAR 1. 2. 3. 2015-16 FISCAL YEAR Maximum allowable primary property tax levy. A.R.S. §42-17051(A). $ 13,743,751 Amount received from primary property taxation in the 2014-15 fiscal year in excess of the sum of that year's maximum allowable primary property tax levy. A.R.S. §42-17102(A)(18). $ - $ 14,668,382 $ 7,000,175 Property tax levy amounts A. Primary property taxes 6,690,943 B. Secondary property taxes C. Total property tax levy amounts 4. 20,592,421 (1) $ 27,283,365 $ 6,690,943 150,000 6,840,943 $ 20,585,421 300,000 20,885,421 $ 27,726,365 20,589,691 $ 27,589,866 Property taxes collected* A. Primary property taxes (1) 2014-15 levy (2) Prior years’ levy (2) (3) Total primary property taxes B. Secondary property taxes (1) 2014-15 levy (2) Prior years’ levy (2) (3) Total secondary property taxes C. Total property taxes collected 5. Property tax rates A. City/Town tax rate (1) Primary property tax rate (2) Secondary property tax rate (3) Total city/town tax rate 0.2992 0.8800 1.1792 B. Special assessment district tax rates Secondary property tax rates - As of the date the proposed budget was prepared, the city/town was operating one special assessment district for which secondary property taxes are levied. For information pertaining to these special assessment districts and their tax rates, please contact the city/town. (1) The estimated Salt River Project voluntary contributions in lieu of taxes has been moved to Schedule C under the General Funds in the amount of $123,957 in 2014-15 and $121,825 in 2015-16 for primary property tax and under the Debt Service Funds in the amount of $364,578 in 2014-15 and $358,309 in 2015-16 for the secondary property tax. (2) Amount budgeted for Prior Year Primary & Secondary Levies for 2014-15 ($450,000) and 2015-16 ($350,000) are presented under Schedule C, Prior Year Property Tax Collections. Estimated revenue collected for prior year levies is presented above under Section 4, lines A (2) & B (2). * Includes actual property taxes collected as of the date the proposed budget was prepared plus estimated property tax collections for the remainder of the fiscal year. SCHEDULE B 476 0.2992 0.8800 1.1792 City of Chandler 2015-16 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2015-16 ESTIMATED REVENUES 2014-15 SOURCE OF REVENUES GENERAL FUND Local taxes Franchise Tax Transaction Privilege License Tax/Fees Licenses and permits Miscellaneous License Building Division Permits Intergovernmental State State Sales Tax State Revenue Sharing County Auto Lieu Tax Charges for services Engineering Fees Planning Fees Public Safety Miscellaneous Parks & Recreation Fines and forfeits Library Fines Court Fines Interest on investments Interest on Investments Miscellaneous Fixed Leases Sale of Fixed Assets Prior Year Property Tax Collections Salt River Project in Lieu Tax - Primary Other Receipts $ 2,979,000 97,036,000 ACTUAL* REVENUES 2014-15 $ 2,929,000 103,136,000 ESTIMATED REVENUES 2015-16 $ 3,175,000 102,136,000 1,584,900 3,744,200 1,558,000 3,744,200 1,411,750 4,950,250 21,000,000 28,607,000 21,483,000 28,607,000 22,506,700 28,453,600 8,300,000 8,681,800 9,300,000 1,187,500 436,500 4,907,500 3,255,860 1,543,070 411,350 5,301,800 2,875,140 1,560,000 342,000 5,378,300 3,004,100 424,000 3,196,800 427,090 3,397,700 420,480 3,399,700 670,300 754,000 1,094,000 1,004,700 25,000 150,000 123,957 2,513,000 665,460 93,950 150,000 123,957 2,404,290 665,500 30,000 150,000 121,825 2,558,369 $ 181,146,217 $ 188,286,807 $ 190,657,574 $ 3,000,000 - $ 2,857,905 - $ 6,000,000 - Total Forfeiture Fund Proposition 400 Fund Regional Transportation Sales Tax Interest on Investments $ 3,000,000 $ 2,857,905 $ 6,000,000 $ 5,516,122 11,000 $ 11,761,827 2,000 $ 2,279,800 7,000 Total Proposition 400 Fund Highway User Revenue Fund HURF Taxes Other Receipts Interest on Investments $ 5,527,122 $ 11,763,827 $ 2,286,800 $ 13,000,000 63,000 $ 14,000,000 22,000 47,000 $ 14,000,000 79,000 Total Highway User Revenue Fund Local Transportation Assistance Fund HB2565 RPTA Grant Funds Bus Service Revenue Interest on Investments $ 13,063,000 $ 14,069,000 $ 14,079,000 $ 694,355 88,000 20,000 $ 696,693 90,000 18,000 $ 696,693 90,000 29,000 Total Local Transportation Assistance Fund $ 802,355 $ 804,693 $ 815,693 Total General Fund SPECIAL REVENUE FUNDS Forfeiture Fund Police Forfeiture Reimbursement Interest on Investments *Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared plus estimated revenues for the remainder of the fiscal year. SCHEDULE C (1 OF 2) 477 City of Chandler 2015-16 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2015-16 ESTIMATED REVENUES 2014-15 SOURCE OF REVENUES SPECIAL REVENUE FUNDS - continued Grant Funds Grants-In-Aid Community Development Block Grant Housing Urban Development Public Housing Authority Interest on Investments Total Grant Funds Expendable Trust Fund Parks Fund Museum Fund Library Fund Interest on Investments ACTUAL* REVENUES 2014-15 ESTIMATED REVENUES 2015-16 $ 4,315,053 1,900,000 11,409,300 2,393,000 28,000 $ 2,270,002 1,590,000 10,784,300 2,418,000 30,000 $ 5,154,611 1,900,000 10,998,000 2,358,553 46,000 $ 20,045,353 $ 17,092,302 $ 20,457,164 $ 103,602 93,000 3,000 $ 102,468 71,925 2,000 $ 93,710 25,000 120,000 3,000 Total Expendable Trust Fund $ 199,602 $ 176,393 $ 241,710 Total Special Revenue Funds DEBT SERVICE FUNDS Prior Year Property Tax Collections Salt River Project in Lieu Tax - Secondary Interest on Investments $ 42,637,432 $ 46,764,120 $ 43,880,367 $ 300,000 364,578 107,000 $ 200,000 364,578 94,000 $ 200,000 358,309 164,000 Total Debt Service Funds INTERNAL SERVICE FUNDS Self-Insurance Interest on Investments $ 771,578 $ 658,578 $ 722,309 $ 26,324,650 195,000 $ 25,561,200 161,000 $ 24,490,502 246,500 Total Internal Service Funds SPECIAL ASSESSMENT FUND Interest on Investments $ 26,519,650 $ 25,722,200 $ 24,737,002 $ 26,000 $ 21,000 $ 35,000 Total Special Assessment Fund CAPITAL PROJECTS FUNDS System Development Fees Water Wastewater Parks Library Public Building Impact Fees Public Safety - Police Public Safety - Fire Arterial Streets Capital Replacement Vehicle Replacement Sale of Fixed Assets Other Receipts Capital Grants In-House/Municipal Arts Interest on Investments $ 26,000 $ 21,000 $ 35,000 $ 4,292,485 5,009,505 2,497,880 50,170 162,490 278,120 584,340 4,126,180 281,544 2,492,050 70,000 1,428,500 11,768,570 606,000 $ 7,983,100 8,781,500 4,053,500 70,600 229,800 604,900 891,600 3,955,200 281,544 2,527,266 209,435 287,905 9,133,930 31,991 690,700 $ 8,475,200 8,845,500 2,022,800 77,200 251,500 662,000 975,800 4,328,500 281,544 2,527,266 200,000 1,658,500 7,932,558 1,859,700 Total Capital Project Funds ENTERPRISE FUNDS Water Services Wastewater Services Solid Waste Services Airport Services Interest on Investments $ 33,647,834 $ 39,732,971 $ 40,098,068 $ 63,328,008 119,474,163 13,977,545 1,042,600 367,000 $ 60,991,450 59,374,508 14,220,938 1,024,140 315,000 $ 51,303,620 63,950,810 14,806,810 1,085,823 640,000 Total Enterprise Funds $ 198,189,316 $ 135,926,036 $ 131,787,063 TOTAL ALL FUNDS $ 482,938,027 $ 437,111,712 $ 431,917,383 *Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared plus estimated revenues for the remainder of the fiscal year. SCHEDULE C (2 OF 2) 478 City of Chandler 2015-16 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Fund Type of Other Financing Sources/ and Interfund Transfers Fiscal Year 2015-16 INTERFUND TRANSFERS 2015-16 OTHER FINANCING 2015-16 FUND GENERAL FUND General Fund Total General Fund SPECIAL REVENUE FUNDS Proposition 400 Highway User Revenue Local Transportation Assistance Housing Museum Trust Park & Recreation Trust Total Special Revenue Funds DEBT SERVICE FUNDS Highway User Revenue Debt Service Total Special Debt Service Funds SPECIAL ASSESSMENT FUNDS Special Assessments Total Special Assessment Funds CAPITAL PROJECTS FUNDS General Government Capital Project Computer Replacement Parks Museum Bonds Public Building Public Safety - Police Public Safety - Fire Street Water Reclaimed Water Wastewater Total Capital Projects Funds ENTERPRISE FUNDS Water Operating Wastewater Operating WW Industrial Process Treatment Solid Waste Operating Airport Operating Total Enterprise Funds INTERNAL SERVICE FUNDS Self-Insurance Fund (1) SOURCES (1) IN $ - $ - $ 8,074,390 $ 54,675,779 $ - $ - $ 8,074,390 $ 54,675,779 $ - $ - $ 285,000 18,000 - $ 2,286,800 3,769,358 1,525 18,000 $ - $ - $ 303,000 $ 6,075,683 $ - $ - $ 3,745,650 $ - $ - $ - $ 3,745,650 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 2,920,000 235,000 4,355,000 8,275,000 40,000,000 109,250,000 $ - $ 50,126,526 2,685,474 2,286,800 20,000,000 5,000,000 92,250,000 $ 400,000 500,000 20,000,000 97,250,000 $ 165,035,000 $ - $ 172,348,800 $ 118,150,000 $ - $ - $ 586,194 907,738 $ 3,418,349 2,466,991 452,157 1,603,327 105,380 $ - $ - $ 1,493,932 $ 8,046,204 $ - $ - $ 998,673 $ 16,779 $ - $ 998,673 $ 16,779 $ - $ 186,964,445 $ 186,964,445 Total Internal Service Funds $ - TOTAL ALL FUNDS $ 165,035,000 (1) (1) Sources are from bonds. SCHEDULE D 479 City of Chandler 2015-16 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2015-16 FUND/DEPARTMENT GENERAL FUND Mayor and Council Communications and Public Affairs City Clerk City Manager City Magistrate Law Community Services Community & Neighborhood Services Fire Management Services\Non-Dept. Police Transportation & Development Contingency\Reserves Total General Fund SPECIAL REVENUE FUNDS Police Forfeiture Fund Police Contingency\Reserves Highway Users Revenue Fund Transportation & Development Management Services\Non-Dept. Contingency\Reserves Local Transportation Assistance Fund Transportation & Development Management Services\Non-Dept. Contingency\Reserves Grants In Aid City Manager Law Community Services Community & Neighborhood Services Fire Municipal Utilites Police Transportation & Development Non-departmental Contingency\Reserves Community Development Block Grant City Manager Community & Neighborhood Services Management Services\Non-Dept. Contingency\Reserves Housing and Urban Development City Manager Community & Neighborhood Services Management Services\Non-Dept. Contingency\Reserves Expendable Trust Funds City Manager Community Services Community & Neighborhood Services Contingency\Reserves Total Special Revenue Funds ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2014-15 $ $ $ $ EXPENDITURE/ EXPENSE ACTUAL BUDGETED ADJUSTMENTS EXPENDITURES/ EXPENDITURES/ EXPENSES EXPENSES APPROVED 2014-15 2014-15 2015-16 786,732 2,089,986 788,201 23,992,013 4,183,379 3,552,717 24,102,111 31,198,671 19,141,247 61,912,203 18,883,113 38,256,659 228,887,032 $ 38,034 223,184 48,069 1,587,866 58,852 55,502 974,506 623,525 4,074,366 2,625,048 2,609,152 (12,906,643) $ 11,461 806,113 2,274,674 812,500 24,876,117 3,910,572 3,604,459 25,035,413 31,457,647 10,217,819 63,185,531 20,724,978 $ 186,905,823 $ 3,000,000 300,000 $ $ $ 64,517 (300,000) $ 2,020,240 - $ 837,550 2,317,974 617,010 31,542,698 4,306,286 3,475,487 20,522,667 33,446,070 17,869,609 66,601,585 18,002,139 45,056,847 244,595,922 6,000,000 390,000 11,881,530 157,700 4,020,000 77,398 (90,052) (1,020,000) 10,716,276 - 12,029,422 151,800 3,840,000 1,553,746 200 2,001,600 801,234 (449,093) 1,555,261 - 1,215,220 200 2,134,100 367,660 20,000 811,743 2,394,300 100,000 1,581,000 500,000 2,800 306,000 8,831 194 56,006 98,604 20,724 (2,552) (294,581) 294,328 17,900 422,858 477,092 793,776 500,000 - 970,000 20,009 204,602 3,307,069 100,000 2,007,262 500,000 3,000 372,000 1,683,000 13,700 420,300 414,678 (9,377) (217,000) 1,118,750 - 1,893,481 9,000 556,000 14,094,300 38,000 847,100 403,300 (29,662) (846,880) 9,475,601 - 13,948,391 39,000 332,700 345,736 3,800 63,730 (3,672) 338,008 - 159,469 190,188 4,531 46,444,215 $ (1,253,653) $ 27,730,090 *Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared plus estimated expenditures/expenses for the remainder of the fiscal year. SCHEDULE E (1 OF 2) 480 $ 50,377,444 City of Chandler 2015-16 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2015-16 FUND/DEPARTMENT DEBT SERVICE FUNDS General Obligation Debt Svc Highway User Debt Svc Total Debt Service Funds INTERNAL SERVICE FUNDS Self Insurance City Manager Law Management Services\Non-Dept. Contingency\Reserves Total Internal Service Funds SPECIAL ASSESSMENT FUND Management Services\Non-Dept. Total Special Assessment Fund CAPITAL PROJECTS FUNDS Mayor and Council Communications and Public Affairs City Manager Community Services Community & Neighborhood Services Fire Management Services\Non-dept. Municipal Utilities Police Transportation & Development Contingency\Reserves Debt Service Total Capital Projects Funds ENTERPRISE FUNDS Water Wastewater Solid Waste City Manager Management Services\Non-dept. Contingency\Reserves Debt Service Total Enterprise Funds TOTAL ALL FUNDS ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2014-15 EXPENDITURE/ EXPENSE ACTUAL BUDGETED ADJUSTMENTS EXPENDITURES/ EXPENDITURES/ APPROVED EXPENSES EXPENSES 2014-15 2014-15 2015-16 $ 24,514,169 4,677,025 $ - $ 25,511,923 4,432,047 $ 22,140,176 3,745,650 $ 29,191,194 $ - $ 29,943,970 $ 25,885,826 $ $ $ $ $ 2,668,460 5,646,138 26,727,491 2,788,000 37,830,089 $ 2,992,366 5,645,728 22,591,162 2,996,004 34,225,260 $ $ $ $ $ $ 149,452 87,276 88,266 (253,424) 71,570 $ 3,172,513 2,412,740 21,909,290 27,494,543 76,534 76,534 $ $ (2,990) (2,990) $ $ 70,990 70,990 $ $ 64,656 64,656 20,000 15,240,311 14,004,880 10,169,103 9,900,470 100,832,817 5,025,299 57,975,333 25,821,997 925,589 239,915,799 $ 381,520 (1,719,728) (85,437) 5,580,456 (3,352,370) 27,498 5,399,095 (5,004,764) 1,226,270 $ 3,716,727 3,525,891 6,586,095 5,509,456 17,821,871 2,771,630 37,645,565 906,789 78,484,024 $ 27,000 17,545,076 13,509,532 8,404,779 3,802,561 217,867,004 3,742,509 50,020,273 49,642,164 622,054 365,182,952 1,721,812 (4,625,559) 584,710 163,449 (310,662) 2,413,592 (52,658) $ 29,499,578 30,927,710 13,989,092 1,270,062 690,000 32,974,141 $ 109,350,583 $ $ 38,606,291 61,272,883 14,137,848 1,828,572 970,000 28,543,800 44,922,563 190,281,957 $ 459,980,023 $ 910,614,017 $ $ $ 40,435,502 79,008,071 13,339,017 1,927,879 1,312,800 30,332,109 34,774,406 201,129,784 $ 783,474,647 $ $ - $ *Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared plus estimated expenditures/expenses for the remainder of the fiscal year. SCHEDULE E (2 OF 2) 481 $ City of Chandler 2015-16 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Department of Expenditures/Expenses Fiscal Year 2015-16 DEPARTMENT/FUND Mayor and Council General Fund Capital Fund - Equip/Tech/Fleet Department Total Communications and Public Affairs General Fund Capital Fund - Equip/Tech/Fleet ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2014-15 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2014-15 ACTUAL EXPENDITURES/ EXPENSES 2014-15* BUDGETED EXPENDITURES/ EXPENSES 2015-16 $ 786,732 20,000 $ 38,034 - $ 806,113 - $ 837,550 - $ 806,732 $ 38,034 $ 806,113 $ 837,550 $ 2,089,986 - $ 223,184 - $ 2,274,674 - $ 2,317,974 27,000 $ 2,089,986 $ 223,184 $ 2,274,674 $ 2,344,974 $ 788,201 $ 48,069 $ 812,500 $ 617,010 $ 788,201 $ 48,069 $ 812,500 $ 617,010 $ 23,992,013 16,144,960 8,957,898 201,379 4,764,638 152,896 1,163,500 41,575 17,818 6,599 1,861,887 2,668,460 $ 1,587,866 826,809 378,159 (22,876) 26,237 58,588 19,231 12,323 73,307 149,452 $ 24,876,117 10,888,679 3,105,659 23,894 586,972 202 77,726 36,557 18,847 1,136,932 3,172,513 $ 31,542,698 970,000 159,469 10,102,497 205,721 5,310,804 50,000 682,554 1,193,500 22,437 492 75 1,805,568 2,992,366 $ 59,973,623 $ 3,109,096 $ 43,924,098 $ 55,038,181 $ 4,183,379 $ 58,852 $ 3,910,572 $ 4,306,286 $ 4,183,379 $ 58,852 $ 3,910,572 $ 4,306,286 $ 3,552,717 20,000 5,646,138 $ 55,502 194 87,276 $ 3,604,459 17,900 2,412,740 $ 3,475,487 20,009 5,645,728 Department Total Community Services General Fund Special Revenue Fund - Grants Special Revenue Fund - Trust Capital Fund - Gen Gov't Capital Proj Capital Fund - Equip/Tech/Fleet Capital Fund - Grants Capital Fund - Municipal Art Capital Fund - Bonds Capital Fund - Impact Funds $ 9,218,855 $ 142,972 $ 6,035,099 $ 9,141,224 $ 24,102,111 811,743 345,736 3,352,551 739,500 1,947,924 50,000 2,776,304 5,138,601 $ 974,506 56,006 63,730 (5,917) 40,000 1,000 (690,644) (1,064,167) $ 25,035,413 422,858 338,008 548,213 295,440 65,416 51,000 1,179,811 1,386,011 $ - Department Total $ 39,264,470 $ (625,486) $ 29,322,170 $ - Department Total City Clerk General Fund Department Total City Manager General Fund Special Revenue Fund - Grants Special Revenue Fund - Trust Capital Fund - Gen Gov't Capital Proj Capital Fund - Equip/Tech/Fleet Capital Fund - Grants Capital Fund - Municipal Art Capital Fund - Bonds Capital Fund - Loans Enterprise Fund - Water Enterprise Fund - Wastewater Enterprise Fund - Solid Waste Enterprise Fund - Airport Internal Service Fund - Self Insurance Department Total City Magistrate General Fund Department Total Law General Fund Special Revenue Fund - Grants Internal Service Fund - Self Insurance SCHEDULE F (1 OF 3) 482 City of Chandler 2015-16 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Department of Expenditures/Expenses Fiscal Year 2015-16 DEPARTMENT/FUND Community & Neighborhood Services General Fund Special Revenue Fund - Grants Special Revenue Fund - Trust Capital Fund - Gen Gov't Capital Proj Capital Fund - Equip/Tech/Fleet Capital Fund - Grants Capital Fund - Bonds Capital Fund - Impact Funds Department Total Fire General Fund Special Revenue Fund - Grants Capital Fund - Gen Gov't Capital Proj Capital Fund - Equip/Tech/Fleet Capital Fund - Bonds Capital Fund - Impact Funds Department Total Management Services\Non-Dept. - Includes General Fund Special Revenue Fund - Police Forfeiture Special Revenue Fund - HURF Special Revenue Fund - LTAF Special Revenue Fund - Grants Special Revenue Fund - Trust Capital Fund - Gen Gov't Capital Proj Capital Fund - Equip/Tech/Fleet Capital Fund - Municipal Art Capital Fund - Bonds Capital Fund - Impact/System Dev Capital Fund - In-House Capital Enterprise Fund - Water Enterprise Fund - Wastewater Enterprise Fund - Solid Waste Enterprise Fund - Airport Internal Service Fund - Self Insurance Internal Service Fund - Uninsured Liability Special Assessment Fund Department Total Municipal Utilities Special Revenue Fund - Grants Capital Fund - Equip/Tech/Fleet Capital Fund - Bonds Capital Fund - System Development Enterprise Fund - Water Enterprise Fund - Wastewater Enterprise Fund - Solid Waste Department Total ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2014-15 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2014-15 ACTUAL EXPENDITURES/ EXPENSES 2014-15* BUDGETED EXPENDITURES/ EXPENSES 2015-16 $ - $ - $ - $ 20,522,667 16,046,474 190,188 6,024,437 875,100 1,882,508 2,703,874 2,023,613 $ - $ - $ - $ 50,268,861 $ 31,198,671 2,394,300 4,235,806 2,251,118 132,719 3,549,460 $ 623,525 98,604 (85,439) 2 $ 31,457,647 477,092 2,706,044 563,063 5,888 3,311,100 $ 33,446,070 3,307,069 1,444,323 2,365,263 4,356,833 238,360 $ 43,762,074 $ 636,692 $ 38,520,834 $ 45,157,918 (8,832,277) (300,000) (1,110,052) (449,093) (1,400,052) (3,672) 519,851 (38,291) (1,000) 2,697 105,876 (13,441) (3,454,721) 6,280,649 (709,436) (13,562) (173,823) 8,665 (2,990) (9,584,672) $ 10,217,819 1,132,532 4,376,924 314,000 233,000 143,000 21,162,804 746,486 70,990 38,397,555 $ 62,926,456 390,000 3,991,800 2,134,300 1,311,700 4,531 10,791,864 5,084,661 1,000 7,440,000 30,120,200 7,000 7,673,000 19,579,000 2,206,500 55,300 24,082,854 1,504,312 64,656 179,369,134 Contingencies $ 57,397,906 300,000 4,177,700 2,001,800 1,627,900 3,800 12,085,847 7,545,870 2,000 7,340,000 8,734,050 14,700 7,790,034 21,624,275 2,197,800 32,800 27,964,467 1,551,024 76,534 $ 162,468,507 $ $ $ $ $ 100,000 836,243 75,266,371 24,730,203 40,435,502 79,008,071 13,339,017 $ (1,336,420) (2,015,950) 1,721,812 (4,625,559) 584,710 $ 585,973 10,365,038 6,870,860 29,499,578 30,927,710 13,989,092 $ 100,000 1,826,700 75,896,913 140,143,391 38,606,291 61,272,883 14,137,848 $ 233,715,407 $ (5,671,407) $ 92,238,251 $ 331,984,026 SCHEDULE F (2 OF 3) 483 City of Chandler 2015-16 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Department of Expenditures/Expenses Fiscal Year 2015-16 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2014-15 DEPARTMENT/FUND Police General Fund $ Special Revenue Fund - Police Forfeiture Special Revenue Fund - Grants Capital Fund - Gen Gov't Capital Proj Capital Fund - Equip/Tech/Fleet Capital Fund - Bonds Department Total Transportation & Development General Fund Special Revenue Fund - HURF Special Revenue Fund - LTAF Special Revenue Fund - Grants Capital Fund - Gen Gov't Capital Proj Capital Fund - Equip/Tech/Fleet Capital Fund - Grants Capital Fund - Bonds Capital Fund - Impact Fee Capital Fund - In-House Capital EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2014-15 ACTUAL EXPENDITURES/ EXPENSES 2014-15* BUDGETED EXPENDITURES/ EXPENSES 2015-16 61,912,203 3,000,000 1,581,000 1,116,370 2,940,658 968,271 $ 2,625,048 64,517 20,724 26,368 1,130 $ 63,185,531 2,020,240 793,776 644,090 2,127,540 - $ 66,601,585 6,000,000 2,007,262 1,298,738 1,475,500 968,271 $ 71,518,502 $ 2,737,787 $ 68,771,177 $ 78,351,356 $ 18,883,113 11,881,530 1,553,746 500,000 11,688,958 1,354,693 15,392,862 13,747,841 15,790,979 - $ 2,609,152 77,398 801,234 505,633 38,291 1,502,444 902,116 2,444,645 5,966 $ 20,724,978 10,716,276 1,555,261 500,000 9,597,835 292,312 11,914,564 8,345,944 7,494,910 - $ 18,002,139 12,029,422 1,215,220 500,000 20,914,667 1,556,938 7,754,482 8,197,672 11,596,514 - $ 90,793,722 $ 8,886,879 $ 71,142,080 $ 81,767,054 Department Total Debt Service Debt Service - General Obligation Debt Service - HURF Capital Fund - System Development Enterprise Fund - Water Enterprise Fund - Wastewater Enterprise Fund - Airport Department Total $ 24,514,169 4,677,025 925,589 18,674,175 16,072,293 27,938 $ - $ 25,511,923 4,432,047 906,789 17,501,539 15,444,664 27,938 $ 22,140,176 3,745,650 622,054 21,296,860 23,598,390 27,313 $ 64,891,189 $ - $ 63,824,900 $ 71,430,443 TOTAL ALL DEPARTMENTS $ 783,474,647 $ - $ 459,980,023 $ 910,614,017 SCHEDULE F (3 OF 3) 484 50.000 1.317 0.150 4.980 7.900 3.750 5.700 4.150 77.947 4.150 4.000 3.000 3.750 14.900 0.800 0.800 4.350 4.350 INTERNAL SERVICE FUNDS Workers Comp. Self Insurance Insured Liaibilty Self Insurance Uninsured Liaibility Self Ins. Short Term Disability Self Ins. Medical Self Insurance Total Internal Service Funds SPECIAL ASSESSMENT FUNDS Special Assessments Total Special Assessment Funds CAPITAL PROJECTS FUNDS In-House Capital Fund Total Capital Projects Funds 1,337.228 SPECIAL REVENUE FUNDS Highway Users Revenue Fund Grant Fund HOME Program Fund Community Dev Block Grant PHA Family Sites PHA Elderly & Scattered Sites PHA Management PHA Section 8 PHA Capital Fund Program Proceeds Reinvestment Projects Museum Trust Parks and Recreation Trust Total Special Revenue Funds GENERAL FUND FUND Full-Time Equivalent (FTE) 2016 485 $ $ $ $ $ $ $ $ 43,320 43,320 4,306 4,306 34,820 38,076 32,950 33,497 139,343 337,510 7,640 1,440 35,484 45,166 21,330 53,477 25,666 810 1,072 162 529,757 19,284,262 Retirement Costs 2016 SCHEDULE G (1 OF 2) 368,567 368,567 37,726 37,726 298,866 329,119 281,935 292,810 1,202,730 2,918,393 375,175 13,026 311,295 395,898 190,717 472,153 227,396 20,260 9,896 1,000 4,061 4,939,270 108,867,405 Employee Salaries and Hourly Costs 2016 $ $ $ $ 46,066 46,066 5,411 5,411 55,089 58,039 37,603 48,232 198,963 628,793 21,108 1,692 72,252 77,458 47,151 69,756 73,113 1,013 3,151 50 203 995,740 16,893,601 Healthcare Costs 2016 CITY OF CHANDLER, ARIZONA Full-Time Employees and Personnel Compensation Fiscal Year 2015-16 $ $ $ $ $ $ $ $ $ 33,917 = $ 33,917 = $ 3,223 = $ 3,223 = $ 25,215 = $ 26,824 23,663 175,000 749,133 999,835 = $ 464,627 = $ 5,699 1,030 28,341 42,821 20,245 42,546 20,303 1,881 941 119 377 628,930 = $ 10,711,328 = $ Other Benefit Costs 2016 491,870 491,870 50,666 50,666 413,990 452,058 376,151 175,000 1,123,672 2,540,871 4,349,323 409,622 17,188 447,372 561,343 279,443 637,932 346,478 23,964 15,060 1,169 4,803 7,093,697 155,756,596 Total Estimated Personnel Compensation 2016 City of Chandler 2015-16 Adopted Budget Schedules and Terms 486 TOTAL ALL FUNDS ENTERPRISE FUNDS Water Operating Wastewater Operating WW Industrial Process Treatment Solid Waste Operating Airport Operating Total Enterprise Funds FUND 1,634.225 98.000 56.000 17.000 22.000 6.000 199.000 Full-Time Equivalent (FTE) 2016 $ $ $ $ 21,500,829 754,663 424,768 134,424 139,790 46,196 1,499,841 Retirement Costs 2016 SCHEDULE G (2 OF 2) 128,389,101 6,507,409 3,670,957 1,186,292 1,214,226 394,519 12,973,403 Employee Salaries and Hourly Costs 2016 $ $ 20,725,844 1,277,569 723,979 221,189 290,816 72,510 2,586,063 Healthcare Costs 2016 CITY OF CHANDLER, ARIZONA Full-Time Employees and Personnel Compensation Fiscal Year 2015-16 $ $ $ 13,827,745 = $ 686,300 = $ 412,937 132,978 169,118 49,179 1,450,512 = $ Other Benefit Costs 2016 184,443,519 9,225,941 5,232,641 1,674,883 1,813,950 562,404 18,509,819 Total Estimated Personnel Compensation 2016 City of Chandler 2015-16 Adopted Budget Schedules and Terms City of Chandler 2015-16 Adopted Budget Schedules and Terms This page intentionally left blank 487 City of Chandler 2015-16 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 2013-14 Actual Expenditure FY 2014-15 Adjusted Budget FY 2014-15 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 $172,501,584 818,936 10,692,450 315,590 2,517,257 1,339,049 1,443,464 1,053,091 574,070 503,090 5,225,699 456,015 472,621 21,496,931 5,037,945 13,776,279 653,643 3,935,956 3,914,538 63,289 3,705,035 139,234 10,582,198 2,000,641 1,485,842 1,310 469,450 58,613 1,970,722 5,906 5,906 - $ 228,898,493 3,064,517 15,026,576 3,907,687 5,970,729 1,305,394 2,305,301 1,447,745 1,031,950 551,253 5,688,777 880,940 505,099 3,095,000 24,514,169 4,677,025 42,776,085 1,291,000 5,007,267 9,591,194 175,321 15,928,087 746,549 20,235,624 23,624,992 3,042,160 29,538 52,000 6,150,772 174,850 749,360 1,573,670 43,500 53,170 10,000 10,000 10,000 10,000 $ 186,905,823 2,020,240 10,716,276 1,555,261 2,505,954 616,152 1,118,750 1,244,277 732,898 551,253 5,487,587 603,073 240,361 25,511,923 4,432,047 17,734,373 515,200 4,376,924 3,373,022 7,965,003 380,941 7,494,910 12,566,952 1,136,311 19,739 51,000 1,366,272 43,500 - 488 FY 2015-16 Adopted Budget $ 244,595,922 6,390,000 16,021,222 3,349,520 7,483,942 1,191,000 2,458,481 1,461,549 992,357 670,457 5,811,668 850,000 343,060 3,000,000 22,140,176 3,745,650 50,576,526 1,020,500 4,251,561 8,144,822 175,321 9,719,398 502,953 13,596,514 14,947,794 3,703,874 940,200 1,000 51,000 4,023,613 55,800 573,400 1,402,600 10,000 81,200 10,000 376,400 1,000 10,000 City of Chandler 2015-16 Adopted Budget Schedules and Terms Schedule 1 Total Expenditures and Budget by Fund (Continued) 460 465 470 475 480 601 603 604 605 610 611 614 615 616 625 626 631 632 635 736 737 738 739 740 741 831 833 834 836 902 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 Museum Trust Parks & Recreation Trust Library Trust In-House Capital Grand Total FY 2013-14 Actual Expenditure 5,906 10,234 6,982 69,781 7,909,177 2,567,284 6,982 45,554,707 761,477 10,466,010 12,473,757 84,348,267 2,457,239 12,294,031 258,906 14,120 1,137,120 2,284,625 2,248,964 502,316 170,788 1,967,298 21,136,311 2,400 116,750 31,661 $ 476,019,447 $ 489 FY 2014-15 Adjusted Budget 1,069,401 50,000 142,721 3,649,460 73,544 34,636,539 9,404,436 23,000 65,266,965 4,215,670 43,296,109 12,019,736 104,465,066 13,931,712 15,002,305 428,708 179,133 1,163,500 1,982,370 2,862,429 6,239,238 1,559,689 510,000 2,305,000 24,425,303 201,794 207,800 7,225 FY 2014-15 Estimated Expenditure 5,888 3,311,100 70,990 4,735,543 982,788 47,392,843 1,144,138 5,629,495 5,650,723 40,301,337 6,340,594 13,772,231 378,708 202 1,164,870 2,744,912 2,412,740 746,486 135,000 1,905,000 19,550,405 152,191 185,817 - 783,474,647 $ 459,980,023 $ FY 2015-16 Adopted Budget 1,068,271 165,000 4,456,833 1,038,360 64,656 37,675,996 35,353,786 4,100,000 67,598,588 6,356,703 42,220,917 117,054,956 92,315,717 12,135,048 16,109,423 235,000 316,154 1,193,500 1,888,181 3,389,520 6,186,728 1,504,312 510,000 2,305,000 20,329,700 43,000 190,188 121,000 7,000 910,614,017 City of Chandler 2015-16 Adopted Budget Schedules and Terms Schedule 2 FY 2015-16 Summary of Department Budget by Fund Fund Description 101 202 215 216 217 218 219 224 227 230 233 234 236 240 310 320 401 402 403 404 410 411 412 415 417 420 421 422 423 424 425 426 427 430 431 433 435 440 441 460 465 470 475 480 601 603 604 605 610 611 614 615 616 625 626 631 632 635 736 737 738 739 740 741 831 834 836 902 General Fund Police Forfeiture Highway User Revenue Local Transportation Assistance Grants HOME Program Community Development Block Grant PHA Family Sites PHA Elderly and Scattered Site PHA Management Hsg Authority Section 8 Vouche Capital Fund Program Grant Proceeds Reinvestment Projects Public Housing Grant Contingen General Obligation Debt Service Highway User Revenue Debt Service General Government Capital Project Capital Replacement Technology Replacement Vehicle Replacement HURF Revenue Bonds - St/Storm Streets Gen'l Oblig. Bonds Storm Sewer GO Bonds Arterial Street Impact Fees Capital Grant Park Bonds Community Park Impact Fees Neighborhood Park System Dev Fees Municipal Arts Fund Park 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 Museum Trust Parks & Recreation Trust Library Trust In-House Capital Grand Total Mayor & Council City Clerk City Manager $ 837,550 $ 617,010 $ 1,214,156 City Magistrate $ 4,306,286 Community & Neighborhood Community & Services Public Affairs $ 20,522,667 $ 2,317,974 Debt Service $ - 204,602 1,040,000 1,893,481 1,399,549 946,357 658,457 5,800,968 800,000 303,060 3,000,000 22,140,176 3,745,650 6,024,437 33,500 841,600 27,000 1,882,508 2,703,874 2,023,613 72,138 21,296,860 183,974 365,942 23,598,390 27,313 190,188 $ 837,550 $ 617,010 $ 1,214,156 490 $ 4,306,286 $ 50,268,861 $ 2,344,974 $ 71,430,443 City of Chandler 2015-16 Adopted Budget Schedules and Terms Schedule 2 FY 2015-16 Summary of Department Budget by Fund (Continued) Fund Fire Law 101 202 215 216 217 218 219 224 227 230 233 234 236 240 310 320 401 402 403 404 410 411 412 415 417 420 421 422 423 424 425 426 427 430 431 433 435 440 441 460 465 470 475 480 601 603 604 605 610 611 614 615 616 625 626 631 632 635 736 737 738 739 740 741 833 834 836 902 $ 33,446,070 $ 3,475,487 3,307,069 Management Services $ 7,124,855 20,009 Municipal Utilities $ NonOrganizational Departmental Support - 100,000 1,444,323 2,365,263 1,826,700 $ Police $ 66,601,585 6,000,000 55,801,601 390,000 3,991,800 2,134,300 375,000 151,000 565,000 62,000 46,000 12,000 10,700 50,000 40,000 $ 30,328,542 970,000 2,007,262 12,029,422 1,215,220 500,000 10,791,864 150,000 4,251,561 683,100 10,102,497 1,298,738 837,000 20,914,667 - 205,721 638,500 1,556,938 175,321 7,719,398 302,953 11,596,514 7,754,482 2,000,000 200,000 2,000,000 5,310,804 4,356,833 238,360 62,656 35,675,996 15,281,648 4,000,000 38,606,291 5,172,729 40,220,917 115,689,014 50,867,835 10,405,048 14,137,848 5,645,728 929,312 47,851 $ 45,157,918 $ 9,141,224 $ 8,201,369 1,000,000 940,200 1,000 1,000 2,000,000 55,800 573,400 1,402,600 10,000 81,200 10,000 10,000 1,000 10,000 100,000 165,000 100,000 800,000 2,000 2,000,000 20,000,000 100,000 7,673,000 1,000,000 2,000,000 1,000,000 17,849,000 1,730,000 1,971,500 235,000 55,300 764,004 541,000 575,000 510,000 2,305,000 19,878,304 3,531 36,695 $ 331,984,026 Transportation & Development 1,000 7,000 $ 171,167,765 491 $ 18,002,139 50,000 366,400 968,271 22,437 492 75 316,154 1,193,500 1,805,568 2,588,821 403,545 39,469 120,000 $ 53,824,025 $ 78,351,356 $ 81,767,054 Grand Total $ 244,595,922 6,390,000 16,021,222 3,349,520 7,483,942 1,191,000 2,458,481 1,461,549 992,357 670,457 5,811,668 850,000 343,060 3,000,000 22,140,176 3,745,650 50,576,526 1,020,500 4,251,561 8,144,822 175,321 9,719,398 502,953 13,596,514 14,947,794 3,703,874 940,200 1,000 51,000 4,023,613 55,800 573,400 1,402,600 10,000 81,200 10,000 376,400 1,000 10,000 1,068,271 165,000 4,456,833 1,038,360 64,656 37,675,996 35,353,786 4,100,000 67,598,588 6,356,703 42,220,917 117,054,956 92,315,717 12,135,048 16,109,423 235,000 316,154 1,193,500 1,888,181 3,389,520 6,186,728 1,504,312 510,000 2,305,000 20,329,700 43,000 190,188 121,000 7,000 $ 910,614,017 City of Chandler 2015-16 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 7/1/15 Job Groups: A L PS Administrative Laborer Police Sergeant C M S Confidential Management Supervisory Job D O X Director Police Officer Seasonal Classification Title Group F P Fire Professional Grade Status FB PL Fire Battalion Police Lieutenant Annual Annual Minimum Maximum M ACCOUNTING MANAGER 29 Ex $87,548 $122,547 A ACCOUNTING SPECIALIST A16 Non-Ex $37,211 $50,170 S ACCOUNTING SUPERVISOR 26 Ex $69,505 $97,280 S ADMIN LIBRARIAN 24 Ex $59,578 $83,413 A ADMIN SERVICES CLERK A12 Non-Ex $30,576 $41,309 A ADMINISTRATIVE ASST A15 Non-Ex $35,402 $47,798 M AIRPORT ADMINISTRATOR 27 Ex $75,053 $105,062 S AIRPORT OPERATIONS & MAINTENANCE SUPV 22 Non-Ex $51,091 $71,515 L AIRPORT OPERATIONS & MAINTENANCE TECH L19 Non-Ex $43,181 $58,302 L AQUATICS MAINTENANCE HELPER L13 Non-Ex $32,198 $43,493 S AQUATICS MAINTENANCE SUPERVISOR 22 Non-Ex $51,091 $71,515 L AQUATICS MAINTENANCE TECHNICIAN L20 Non-Ex $45,344 $61,194 S AQUATICS SUPERINTENDENT 26 Ex $69,505 $97,280 P ARTS CENTER FINANCIAL SPECIALIST 21 Ex $48,304 $65,214 M ARTS CENTER MANAGER 29 Ex $87,548 $122,547 P ARTS CENTER MARKETING COORD 22 Ex $51,091 $71,515 P ASSOCIATE CITY ATTORNEY 28 Ex $81,051 $113,865 S ASST ARTS CENTER MANAGER 25 Ex $64,370 $90,085 M ASST CITY ATTORNEY 31 Ex $102,104 $142,938 D ASST CITY MANAGER 36 Ex $137,473 $192,459 M ASST CITY PROSECUTOR I 27 Ex $75,053 $105,062 M ASST CITY PROSECUTOR II 29 Ex $87,548 $122,547 M ASST FIRE CHIEF FAC Ex $101,380 $141,924 S ASST LIBRARY MANAGER 26 Ex $69,505 $97,280 M ASST POLICE CHIEF PAC Ex $157,122 $157,122 X ASST SWIM COACH 11 Non-Ex $29,598 $40,019 M ASST TO CITY MANAGER 29 Ex $87,548 $122,547 C BENEFITS & LABOR RELATIONS ADMIN 28 Ex $81,051 $113,865 C BENEFITS ANALYST 24 Ex $59,578 $83,413 C BENEFITS PROGRAM MANAGER 27 Ex $75,053 $105,062 A BILLING & COMPLIANCE SPECIALIST A18 Non-Ex $40,976 $55,328 A BOX OFFICE ASSOCIATE A14 Non-Ex $33,696 $45,490 S BOX OFFICE SUPERVISOR 20 Ex $46,024 $62,111 C BUDGET & RESEARCH ANALYST 24 Ex $59,578 $83,413 C BUDGET MANAGEMENT ASST 22 Ex $51,091 $71,515 M BUDGET MANAGER 29 Ex $87,548 $122,547 A BUILDING ACCESS & ADMINISTRATIVE COORD A19 Non-Ex $43,014 $58,136 492 City of Chandler 2015-16 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 7/1/15 Job Classification Title Group Grade Status Annual Annual Minimum Maximum A BUILDING INSPECTOR A23 Non-Ex $54,205 $75,816 M BUILDING OFFICIAL 30 Ex $94,522 $132,349 P BUSINESS SYSTEMS SUPPORT ANALYST 26 Ex $69,505 $97,280 P BUSINESS SYSTEMS SUPPORT SPECIALIST 23 Ex $55,187 $77,247 S BUSINESS SYSTEMS SUPPORT SUPERVISOR 27 Ex $75,053 $105,062 A BUSINESS SYSTEMS SUPPORT TECHNICIAN A22 Non-Ex $50,149 $70,242 M CAPITAL PROJECTS MANAGER 28 Ex $81,051 $113,865 S CDBG PROGRAM SUPERVISOR 25 Ex $64,370 $90,085 P CHEMIST 22 Ex $51,091 $71,515 S CHIEF BUILDING INSPECTOR 26 Ex $69,505 $97,280 D CHIEF INFORMATION OFFICER 33 Ex $112,218 $157,103 P CITIZEN SUPPORT COORD 23 Ex $55,187 $77,247 P CITY CLERK MANAGEMENT ASST 22 Ex $51,091 $71,515 M CITY ENGINEER 31 Ex $102,104 $142,938 P CITY PLANNER 24 Ex $59,578 $83,413 M CITY PROSECUTOR 31 Ex $102,104 $142,938 M CITY TRANSPORTATION ENGINEER 28 Ex $81,051 $113,865 A CODE INSPECTOR A20 Non-Ex $45,219 $61,006 A COMMERCIAL CODE INSPECTOR A21 Non-Ex $47,486 $64,043 D COMMUNICATIONS & PUBLIC AFFAIRS DIRECTOR 33 Ex $112,218 $157,103 D COMMUNITY & NEIGHBORHOOD SRVCS DIRECTOR 34 Ex $120,073 $168,102 P COMMUNITY DEVELOPMENT COORDINATOR 21 Ex $48,304 $65,214 P COMMUNITY OUTREACH COORDINATOR 21 Ex $48,304 $65,214 P COMMUNITY RESOURCE COORDINATOR 21 Ex $48,304 $65,214 M COMMUNITY RESOURCES/DIVERSITY MANAGER 28 Ex $81,051 $113,865 A COMPUTER SUPPORT ASST A19 Non-Ex $43,014 $58,136 A CONSTRUCTION PERMIT REPRESENTATIVE A16 Non-Ex $37,211 $50,170 S CONSTRUCTION PROJECT COORDINATOR 25 Ex $64,370 $90,085 P CONSTRUCTION PROJECT MANAGER 26 Ex $69,505 $97,280 A CONTRACT COMPLIANCE INSPECTOR A22 Non-Ex $50,149 $70,242 A CONTRACT SERVICES REPRESENTATIVE A19 Non-Ex $43,014 $58,136 M COURT ADMINISTRATOR 30 Ex $94,522 $132,349 A COURT CLERK I A16 Non-Ex $37,211 $50,170 A COURT CLERK II A17 Non-Ex $39,042 $52,666 A COURT CLERK III A19 Non-Ex $43,014 $58,136 A COURT INTERPRETER A19 Non-Ex $43,014 $58,136 A COURT SECURITY OFFICER A14 Non-Ex $33,696 $45,490 S COURT SERVICES SUPERVISOR 22 Ex $51,091 $71,515 S CRIME ANALYSIS SUPERVISOR 25 Ex $64,370 $90,085 A CRIME PREVENTION SPECIALIST A19 Non-Ex $43,014 $58,136 S CRIME SCENE SUPERVISOR 25 Ex $64,370 $90,085 493 City of Chandler 2015-16 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 7/1/15 Job Classification Title Grade Status Annual Annual Minimum Maximum A CRIME SCENE TECHNICIAN I A18 Non-Ex $40,976 $55,328 A CRIME SCENE TECHNICIAN II A20 Non-Ex $45,219 $61,006 P CRISIS INTERVENTION SPECIALIST 21 Ex $48,304 $65,214 P CULTURAL AFFAIRS COORD 24 Ex $59,578 $83,413 D CULTURAL AFFAIRS DIRECTOR 33 Ex $112,218 $157,103 S CUSTODIAL SUPERVISOR 20 Non-Ex $46,024 $62,111 L CUSTODIAN L10 Non-Ex $27,830 $37,565 A CUSTOMER SERVICE REPRESENTATIVE A14 Non-Ex $33,696 $45,490 Group S CUSTOMER SERVICE SUPERVISOR 23 Ex $55,187 $77,247 M DEPUTY COURT ADMINISTRATOR 26 Ex $69,505 $97,280 A DETENTION OFFICER A17 Non-Ex $39,042 $52,666 A DETENTION OFFICER TRAINEE A16 Non-Ex $37,211 $50,170 P DEVELOPMENT PROJECT ADMINISTRATOR 26 Ex $69,505 $97,280 P DEVELOPMENT PROJECT COORDINATOR 23 Ex $55,187 $77,247 M DEVELOPMENT SERVICES ENGINEER 28 Ex $81,051 $113,865 D DIRECTOR, ECONOMIC DEVELOPMENT DIVISION 33 Ex $112,218 $157,103 D DIRECTOR, HUMAN RESOURCES DIVISION 33 Ex $112,218 $157,103 S DISPATCH SUPERVISOR 23 Non-Ex $55,187 $77,247 A DISPATCHER A19 Non-Ex $43,014 $58,136 M DOWNTOWN REDEVELOPMENT MANAGER 27 Ex $75,053 $105,062 M ECONOMIC DEVELOPMENT PROGRAM MANAGER 27 Ex $75,053 $105,062 P ECONOMIC DEVELOPMENT SPECIALIST 25 Ex $64,370 $90,085 P ECONOMIC DEVL RESEARCH ASST 21 Ex $48,304 $65,214 L ELECTRICIAN L21 Non-Ex $47,632 $64,272 A EMERGENCY CALL TAKER A17 Non-Ex $39,042 $52,666 C EMPLOYEE SERVICES & HRMS ANALYST 24 Ex $59,578 $83,413 C EMPLOYEE SERVICES & HRMS MANAGER 27 Ex $75,053 $105,062 A EMS SPECIALIST A21 Non-Ex $47,486 $64,043 P ENGINEER 26 Ex $69,505 $97,280 P ENGINEER ASST 24 Ex $59,578 $83,413 P ENGINEERING PROJECT MANAGER 25 Ex $64,370 $90,085 A ENGINEERING TECHNICIAN A20 Non-Ex $45,219 $61,006 P ENVIRONMENTAL PROGRAM COORDINATOR 25 Ex $64,370 $90,085 M ENVIRONMENTAL PROGRAM MANAGER 27 Ex $75,053 $105,062 P ENVIRONMENTAL PROGRAM SPECIALIST 24 Ex $59,578 $83,413 P EXECUTIVE MANAGEMENT ASST 22 Ex $51,091 $71,515 M FACILITIES MAINTENANCE MANAGER 28 Ex $81,051 $113,865 S FACILITIES MAINTENANCE SUPERINTENDENT 25 Ex $64,370 $90,085 L FACILITY MAINTENANCE TECHNICIAN L20 Non-Ex $45,344 $61,194 A FACILITY SUPPORT SPECIALIST A19 Non-Ex $43,014 $58,136 P FAMILY SELF-SUFF SPECIALIST 20 Ex $46,024 $62,111 494 City of Chandler 2015-16 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 7/1/15 Job Classification Title Group Grade Status Annual Annual Minimum Maximum P FINANCIAL ANALYST 24 Ex $59,578 $83,413 P FINANCIAL SERVICES ANALYST 26 Ex $69,505 $97,280 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 $128,479 $179,869 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 $81,051 $113,865 L FIRE MECHANIC L21 Non-Ex $47,632 $64,272 A FIRE PREVENTION SPECIALIST A23 Non-Ex $54,205 $75,816 A FIRE SUPPORT SERVICES TECHNICIAN A18 Non-Ex $40,976 $55,328 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 $39,042 $52,666 P FLEET INVENTORY SPECIALIST 21 Ex $48,304 $65,214 P FLEET SERVICES SUPERVISOR 23 Non-Ex $55,187 $77,247 A FORENSIC ASST A17 Non-Ex $39,042 $52,666 P FORENSIC SCIENTIST I 22 Ex $51,091 $71,515 P FORENSIC SCIENTIST II 24 Ex $59,578 $83,413 P FORENSIC SCIENTIST III 26 Ex $69,505 $97,280 S FORENSIC SCIENTIST SUPERVISOR 27 Ex $75,053 $105,062 P FRONT OF HOUSE COORD 21 Ex $48,304 $65,214 M GIS MANAGER 27 Ex $75,053 $105,062 A GIS TECHNICIAN I A20 Non-Ex $45,219 $61,006 A GIS TECHNICIAN II A23 Non-Ex $54,205 $75,816 L GRAFFITI ABATEMENT TECHNICIAN L16 Non-Ex $37,336 $50,315 P GRAPHIC DESIGN & PRINTING COORD 22 Ex $51,091 $71,515 P GRAPHIC DESIGNER 21 Ex $48,304 $65,214 L GROUNDSKEEPER L12 Non-Ex $30,680 $41,434 X HEAD SWIM COACH 14 Non-Ex $34,320 $46,322 S HOUSING ADMINISTRATION SUPERVISOR 23 Ex $55,187 $77,247 M HOUSING AND REDEVELOPMENT MGR 29 Ex $87,548 $122,547 S HOUSING MAINTENANCE SUPERVISOR 23 Ex $55,187 $77,247 L HOUSING MAINTENANCE WORKER L16 Non-Ex $37,336 $50,315 P HOUSING PROJECT COORDINATOR 23 Ex $55,187 $77,247 A HOUSING QUALITY STANDARDS INSPECTOR A18 Non-Ex $40,976 $55,328 A HOUSING REHAB SPECIALIST A21 Non-Ex $47,486 $64,043 A HOUSING SPECIALIST A18 Non-Ex $40,976 $55,328 C HUMAN RESOURCES ANALYST 23 Ex $55,187 $77,247 495 City of Chandler 2015-16 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 7/1/15 Job Classification Title Group Grade Status Annual Annual Minimum Maximum C HUMAN RESOURCES MANAGEMENT ASST 22 Ex $51,091 $71,515 C HUMAN RESOURCES MANAGER 27 Ex $75,053 $105,062 C HUMAN RESOURCES SPECIALIST I 19 Non-Ex $42,625 $59,176 C HUMAN RESOURCES SPECIALIST II 20 Non-Ex $46,024 $62,111 L HVAC TECHNICIAN L21 Non-Ex $47,632 $64,272 A IMPOUND HEARING SPECIALIST A17 Non-Ex $39,042 $52,666 L INDUSTRIAL WASTE INSPECTOR L20 Non-Ex $45,344 $61,194 P INFORMATION SPECIALIST 24 Ex $59,578 $83,413 A INSTRUMENTATION TECHNICIAN A23 Non-Ex $54,205 $75,816 M INTERGOVERNMENTAL AFFAIRS COORDINATOR 31 Ex $102,104 $142,938 M IT APPLICATIONS MANAGER 30 Ex $94,522 $132,349 P IT DATABASE ADMINISTRATOR 27 Ex $75,053 $105,062 P IT DATABASE ANALYST 26 Ex $69,505 $97,280 M IT INFRASTRUCTURE MANAGER 30 Ex $94,522 $132,349 P IT MESSAGING ANALYST 27 Ex $75,053 $105,062 P IT MESSAGING INTEGRATION DEVELOPER 28 Ex $81,051 $113,865 P IT NETWORK ANALYST 25 Ex $64,370 $90,085 P IT NETWORK TECHNICIAN 23 Ex $55,187 $77,247 S IT PRINCIPAL PROGRAMMER/ANALYST 28 Ex $81,051 $113,865 S IT PRINCIPAL SERVICE DELIVERY ANALYST 28 Ex $81,051 $113,865 P IT PRINCIPAL SYSTEMS SPECIALIST 27 Ex $75,053 $105,062 P IT PROGRAMMER 24 Ex $59,578 $83,413 P IT PROGRAMMER/ANALYST 26 Ex $69,505 $97,280 S IT SECURITY ADMINISTRATOR 28 Ex $81,051 $113,865 P IT SECURITY ANALYST 26 Ex $69,505 $97,280 P IT SERVICE DELIVERY ANALYST 26 Ex $69,505 $97,280 S IT SERVICE DELIVERY COORD 25 Ex $64,370 $90,085 P IT SERVICE DESK SPECIALIST 25 Ex $64,370 $90,085 S IT SERVICE DESK SUPERVISOR 28 Ex $81,051 $113,865 A IT SERVICE DESK TECHNICIAN A22 Non-Ex $50,149 $70,242 M IT SERVICES MANAGER 30 Ex $94,522 $132,349 P IT SR DATABASE ADMINISTRATOR 28 Ex $81,051 $113,865 P IT SR NETWORK ANALYST 27 Ex $75,053 $105,062 P IT SR PROGRAMMER/ANALYST 27 Ex $75,053 $105,062 P IT SR SERVICE DELIVERY ANALYST 27 Ex $75,053 $105,062 P IT SR SYSTEMS SPECIALIST 26 Ex $69,505 $97,280 P IT SYSTEMS SPECIALIST 25 Ex $64,370 $90,085 P IT TRAINING COORDINATOR 24 Ex $59,578 $83,413 P IT WEBMASTER 27 Ex $75,053 $105,062 S LABORATORY SUPERVISOR 25 Ex $64,370 $90,085 A LANDSCAPE COMPLIANCE COORDINATOR A21 Non-Ex $47,486 $64,043 496 City of Chandler 2015-16 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 7/1/15 Job Classification Title Group Grade Status Annual Annual Minimum Maximum L LANDSCAPE MAINTENANCE TECHNICIAN L18 Non-Ex $41,101 $55,515 A LATENT PRINT EXAMINER II A24 Non-Ex $58,490 $81,952 C LAW OFFICE SUPERVISOR 22 Ex $51,091 $71,515 A LEAD ADMIN SERVICES CLERK A15 Non-Ex $35,402 $47,798 L LEAD CUSTODIAN L14 Non-Ex $33,800 $45,614 L LEAD FACILITIES OPERATIONS TECHNICIAN L22 Non-Ex $50,294 $70,491 S LEAD FIRE PREVENTION SPECIALIST 25 Non-Ex $64,370 $90,085 L LEAD FLEET TECHNICIAN L22 Non-Ex $50,294 $70,491 L LEAD GARDENER L17 Non-Ex $39,146 $52,853 L LEAD HOUSING MAINTENANCE WORKER L17 Non-Ex $39,146 $52,853 C LEAD LEGAL SECRETARY 21 Non-Ex $48,304 $65,214 A LEAD SUPPLY SPECIALIST A16 Non-Ex $37,211 $50,170 P LEAD TAX AUDITOR 24 Ex $59,578 $83,413 A LEAD UTILITY BILLING REPRESENTATIVE A17 Non-Ex $39,042 $52,666 L LEAD UTILITY SYSTEMS TECHNICIAN L20 Non-Ex $45,344 $61,194 C LEGAL CLERK 14 Non-Ex $34,320 $46,322 C LEGAL SECRETARY 17 Non-Ex $39,749 $53,622 P LIBRARIAN 22 Ex $51,091 $71,515 S LIBRARY ACCESS SERVICES COORDINATOR 22 Ex $51,091 $71,515 A LIBRARY AIDE A13 Non-Ex $32,094 $43,347 A LIBRARY ASSOCIATE A17 Non-Ex $39,042 $52,666 A LIBRARY ASST A15 Non-Ex $35,402 $47,798 M LIBRARY MANAGER 30 Ex $94,522 $132,349 A LICENSE INSPECTOR A17 Non-Ex $39,042 $52,666 X LIFEGUARD II 8 Non-Ex $25,626 $34,570 P MAINTENANCE PLANNER SCHEDULER 23 Ex $55,187 $77,247 P MANAGEMENT ANALYST 22 Ex $51,091 $71,515 C MANAGEMENT ASST 19 Non-Ex $42,625 $59,176 D MANAGEMENT SERVICES DIRECTOR 34 Ex $120,073 $168,102 P MARKETING & COMMUNICATIONS COORD 24 Ex $59,578 $83,413 P MARKETING ASST 21 Ex $48,304 $65,214 C MAYOR & CITY COUNCIL ASSISTANT 28 Ex $81,051 $113,865 D MUNICIPAL UTILITIES DIRECTOR 34 Ex $120,073 $168,102 M MUSEUM ADMINISTRATOR 29 Ex $87,548 $122,547 P MUSEUM CURATOR 22 Ex $51,091 $71,515 M NEIGHBORHOOD PRESERVATION MANAGER 26 Ex $69,505 $97,280 P NEIGHBORHOOD PROGRAMS COORDINATOR 24 Ex $59,578 $83,413 A OFFICE ASST A12 Non-Ex $30,576 $41,309 L OFFSET PRESS OPERATOR L13 Non-Ex $32,198 $43,493 C ORGANIZATIONAL DEVELOPMENT COORDINATOR 24 Ex $59,578 $83,413 C PARALEGAL 21 Non-Ex $48,304 $65,214 497 City of Chandler 2015-16 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 7/1/15 Job Classification Title Group Grade Status Annual Annual Minimum Maximum M PARK DEVELOPMENT & OPERATIONS MANAGER 29 Ex $87,548 $122,547 L PARK MAINTENANCE TECHNICIAN L20 Non-Ex $45,344 $61,194 P PARK PLANNING SUPERINTENDENT 25 Ex $64,370 $90,085 A PARK RANGER A16 Non-Ex $37,211 $50,170 L PARK SPRAY TECHNICIAN L15 Non-Ex $35,526 $47,965 S PARKS MAINTENANCE SUPERINTENDENT 26 Ex $69,505 $97,280 S PARKS MAINTENANCE SUPERVISOR 23 Non-Ex $55,187 $77,247 A PAWN SPECIALIST A17 Non-Ex $39,042 $52,666 C PAYROLL SPECIALIST 19 Non-Ex $42,625 $59,176 M PLAN REVIEW MANAGER 27 Ex $75,053 $105,062 M PLANNING ADMINISTRATOR 30 Ex $94,522 $132,349 M PLANNING MANAGER 29 Ex $87,548 $122,547 A PLANS EXAMINER A23 Non-Ex $54,205 $75,816 P POLICE ACCREDITATION & COMPLIANCE COORD 22 Ex $51,091 $71,515 A POLICE ADMINISTRATIVE SPECIALIST A16 Non-Ex $37,211 $50,170 C POLICE ADVISOR ASST 19 Non-Ex $42,625 $59,176 D POLICE CHIEF M POLICE COMMANDER 35 Ex $128,479 $179,869 PCM Ex $129,538 $142,816 M POLICE COMMUNICATIONS MANAGER 28 Ex $81,051 $113,865 A POLICE CRIME ANALYSIS DATA TECH A17 Non-Ex $39,042 $52,666 S POLICE DETENTION SUPERVISOR 23 Non-Ex $55,187 $77,247 A POLICE FLEET AIDE A15 Non-Ex $35,402 $47,798 M POLICE FORENSICS SERVICE SECTION MANAGER 28 Ex $81,051 $113,865 A POLICE INVESTIGATIVE ANALYST A21 Non-Ex $47,486 $64,043 A POLICE INVESTIGATIVE SPECIALIST A17 Non-Ex $39,042 $52,666 PL POLICE LIEUTENANT PL Ex $111,900 $123,370 O POLICE OFFICER PO Non-Ex $53,328 $75,737 O POLICE OFFICER - LATERAL PO Non-Ex $53,328 $75,737 O POLICE OFFICER - LATERAL CERTIFIED PO Non-Ex $53,328 $75,737 O POLICE OFFICER - RECRUIT PC Non-Ex $53,328 $53,328 S POLICE OPERATIONS SUPPORT SUPERVISOR 23 Non-Ex $55,187 $77,247 P POLICE PLANNING & RESEARCH ANALYST 24 Ex $59,578 $83,413 M POLICE PLANNING & RESEARCH MANAGER 28 Ex $81,051 $113,865 P POLICE RADIO COMMUNICATIONS ANALYST 24 Ex $59,578 $83,413 A POLICE RECORDS CLERK A15 Non-Ex $35,402 $47,798 A POLICE RECORDS SPECIALIST A16 Non-Ex $37,211 $50,170 S POLICE RECORDS SUPERVISOR 22 Non-Ex $51,091 $71,515 PS POLICE SERGEANT PS Non-Ex $79,524 $98,182 M POLICE SUPPORT SERVICES MANAGER 28 Ex $81,051 $113,865 M POLICE TECHNOLOGY MANAGER 28 Ex $81,051 $113,865 498 City of Chandler 2015-16 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 7/1/15 Job Classification Title Annual Annual Minimum Maximum Ex $51,091 $71,515 22 Ex $51,091 $71,515 24 Ex $59,578 $83,413 Grade Status POLICE TRAINING & DEVELOPMENT COORD 22 P POLICE VOLUNTEER COORD S PRETREATMENT SUPERVISOR Group P M PRINCIPAL ENGINEER 28 Ex $81,051 $113,865 S PRINCIPAL PLANNER 27 Ex $75,053 $105,062 P PRINCIPAL PLANS EXAMINER 25 Ex $64,370 $90,085 P PROBATION MONITORING OFFICER 23 Ex $55,187 $77,247 P PROCUREMENT OFFICER 23 Ex $55,187 $77,247 A PRODUCTION COORDINATOR A20 Non-Ex $45,219 $61,006 S PROJECT ANALYST 24 Ex $59,578 $83,413 A PROJECT SUPPORT ASSISTANT A17 Non-Ex $39,042 $52,666 S PROPERTY & EVIDENCE SUPERVISOR 22 Non-Ex $51,091 $71,515 A PROPERTY & EVIDENCE TECHNICIAN A17 Non-Ex $39,042 $52,666 P PUBLIC INFORMATION OFFICER 25 Ex $64,370 $90,085 A PUBLIC WORKS INSPECTOR A23 Non-Ex $54,205 $75,816 S PUBLICATION SERVICES SUPERVISOR 25 Ex $64,370 $90,085 M PURCHASING & MATERIALS MANAGER 28 Ex $81,051 $113,865 A PURCHASING SPECIALIST A21 Non-Ex $47,486 $64,043 A QUARTERMASTER A19 Non-Ex $43,014 $58,136 P REAL ESTATE COORDINATOR 25 Ex $64,370 $90,085 A REAL ESTATE SERVICES SPECIALIST A18 Non-Ex $40,976 $55,328 P REAL ESTATE SPECIALIST 24 Ex $59,578 $83,413 A RECORDS MANAGEMENT ASSOCIATE A17 Non-Ex $39,042 $52,666 S RECREATION COORDINATOR I 21 Non-Ex $48,304 $65,214 S RECREATION COORDINATOR II 23 Ex $55,187 $77,247 S RECREATION LEADER II 11 Non-Ex $29,598 $40,019 S RECREATION LEADER III 14 Non-Ex $34,320 $46,322 S RECREATION LEADER III - POOL MANAGER 14 Non-Ex $34,320 $46,322 M RECREATION MANAGER 29 Ex $87,548 $122,547 S RECREATION SUPERINTENDENT 25 Ex $64,370 $90,085 P RECYCLING COORDINATOR 22 Ex $51,091 $71,515 M REGULATORY AFFAIRS MANAGER 28 Ex $81,051 $113,865 M REVENUE AND TAX MANAGER 29 Ex $87,548 $122,547 S REVENUE COLLECTIONS SUPERVISOR 24 Ex $59,578 $83,413 A REVENUE COLLECTOR A18 Non-Ex $40,976 $55,328 S REVERSE OSMOSIS FACILITY SUPERINTENDENT 25 Ex $64,370 $90,085 L REVERSE OSMOSIS WATER PLANT OPERATOR I L19 Non-Ex $43,181 $58,302 L REVERSE OSMOSIS WATER PLANT OPERATOR II L21 Non-Ex $47,632 $64,272 L REVERSE OSMOSIS WATER PLANT OPERATOR III L22 Non-Ex $50,294 $70,491 A RISK MANAGEMENT SERVICES SPECIALIST A16 Non-Ex $37,211 $50,170 P RISK SERVICES COORDINATOR 25 Ex $64,370 $90,085 499 City of Chandler 2015-16 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 7/1/15 Job Classification Title Group Grade Status Annual Annual Minimum Maximum P SAFETY ANALYST 23 Ex $55,187 $77,247 C SAFETY COORDINATOR 24 Ex $59,578 $83,413 L SERVICE EQUIPMENT WORKER L13 Non-Ex $32,198 $43,493 P SIGNAL SYSTEMS ANALYST 25 Ex $64,370 $90,085 S SIGNALS & LIGHTING FIELD SUPERVISOR 24 Non-Ex $59,578 $83,413 S SIGNS & MARKING FIELD SUPERVISOR 23 Non-Ex $55,187 $77,247 S SITE DEVELOPMENT COORDINATOR 25 Ex $64,370 $90,085 A SITE DEVELOPMENT INSPECTOR A21 Non-Ex $47,486 $64,043 A SITE DEVELOPMENT PLANS EXAMINER A23 Non-Ex $54,205 $75,816 L SOLID WASTE ENVIRONMENTAL SPECIALIST L17 Non-Ex $39,146 $52,853 S SOLID WASTE FIELD SUPERVISOR 22 Non-Ex $51,091 $71,515 M SOLID WASTE MANAGER 26 Ex $69,505 $97,280 A SOLID WASTE REPRESENTATIVE A15 Non-Ex $35,402 $47,798 S SOLID WASTE/RECYCLING SUPERVISOR 24 Ex $59,578 $83,413 P SPECIAL EVENTS COORDINATOR 23 Ex $55,187 $77,247 S SR ACCOUNTANT 24 Ex $59,578 $83,413 A SR ACCOUNTING SPECIALIST A17 Non-Ex $39,042 $52,666 C SR ADMINISTRATIVE ASST 17 Non-Ex $39,749 $53,622 M SR ASST CITY PROSECUTOR 30 Ex $94,522 $132,349 C SR BUDGET & RESEARCH ANALYST 25 Ex $64,370 $90,085 S SR BUILDING INSPECTOR 25 Non-Ex $64,370 $90,085 P SR BUSINESS SYSTEMS SUPPORT SPECIALIST 24 Ex $59,578 $83,413 A SR CODE INSPECTOR A22 Non-Ex $50,149 $70,242 S SR ENGINEER 27 Ex $75,053 $105,062 S SR FINANCIAL ANALYST 26 Ex $69,505 $97,280 P SR FINANCIAL REPORTING ANALYST 26 Ex $69,505 $97,280 S SR FIRE MECHANIC 23 Non-Ex $55,187 $77,247 L SR FLEET TECHNICIAN L21 Non-Ex $47,632 $64,272 C SR HUMAN RESOURCES ANALYST 25 Ex $64,370 $90,085 L SR INDUSTRIAL WASTE INSPECTOR L21 Non-Ex $47,632 $64,272 S SR MANAGEMENT ANALYST 24 Ex $59,578 $83,413 C SR PAYROLL SPECIALIST 21 Non-Ex $48,304 $65,214 P SR PLANNER 25 Ex $64,370 $90,085 P SR PLANS EXAMINER 24 Ex $59,578 $83,413 A SR POLICE COMMUNICATIONS TECHNICIAN A21 Non-Ex $47,486 $64,043 P SR PROCUREMENT OFFICER 24 Ex $59,578 $83,413 S SR PRODUCTION COORDINATOR 24 Ex $59,578 $83,413 S SR PUBLIC WORKS INSPECTOR 24 Non-Ex $59,578 $83,414 A SR SITE DEVELOPMENT INSPECTOR A22 Non-Ex $50,149 $70,242 L SR SOLID WASTE ENVIRONMENTAL SPECIALIST L21 Non-Ex $47,632 $64,272 S SR STREET MAINTENANCE COORD 23 Non-Ex $55,187 $77,247 500 City of Chandler 2015-16 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 7/1/15 Job Classification Title Group L SR STREETS SPECIALIST Grade Status L18 Non-Ex Annual Annual Minimum Maximum $41,101 $55,515 P SR TAX AUDITOR 23 Ex $55,187 $77,247 L SR UTILITIES MECHANIC L21 Non-Ex $47,632 $64,272 A SR UTILITY BILLING REPRESENTATIVE A16 Non-Ex $37,211 $50,170 A STORM WATER PROGRAM SPECIALIST A21 Non-Ex $47,486 $64,043 S STORM WATER PROGRAMS COORDINATOR 24 Ex $59,578 $83,413 L STREET LIGHT TECHNICIAN II L20 Non-Ex $45,344 $61,194 A STREET MAINTENANCE COORDINATOR A21 Non-Ex $47,486 $64,043 S STREET MAINTENANCE SUPERVISOR 23 Non-Ex $55,187 $77,247 L STREET MAINTENANCE WORKER L14 Non-Ex $33,800 $45,614 M STREET SUPERINTENDENT 28 Ex $81,051 $113,865 L STREETS CREW LEADER L20 Non-Ex $45,344 $61,194 L STREETS SPECIALIST L16 Non-Ex $37,336 $50,315 P STRUCTURAL ENGINEER 26 Ex $69,505 $97,280 S SUPPLY SUPERVISOR 23 Ex $55,187 $77,247 L SUPPLY WORKER L14 Non-Ex $33,800 $45,614 A TAX & LICENSE REPRESENTATIVE A16 Non-Ex $37,211 $50,170 A TAX & LICENSE SPECIALIST A20 Non-Ex $45,219 $61,006 S TAX AUDIT SUPERVISOR 26 Ex $69,505 $97,280 P TAX AUDITOR 22 Ex $51,091 $71,515 P TOURISM DEVELOPMENT COORDINATOR 24 Ex $59,578 $83,413 P TRAFFIC ENGINEERING ANALYST 23 Ex $55,187 $77,247 A TRAFFIC ENGINEERING INSPECTOR A22 Non-Ex $50,149 $70,242 L TRAFFIC OPERATIONS TECHNICIAN I L16 Non-Ex $37,336 $50,315 L TRAFFIC OPERATIONS TECHNICIAN II L18 Non-Ex $41,101 $55,515 L TRAFFIC SIGNAL & STREET LIGHT TECH I L18 Non-Ex $41,101 $55,515 L TRAFFIC SIGNAL TECHNICIAN II L21 Non-Ex $47,632 $64,272 P TRANSIT SERVICES COORDINATOR 24 Ex $59,578 $83,413 D TRANSPORTATION & DEVELOPMENT DIRECTOR 34 Ex $120,073 $168,102 M TRANSPORTATION MANAGER 30 Ex $94,522 $132,349 S TRANSPORTATION STUDIES MANAGER 26 Ex $69,505 $97,280 T TEMP HOUSING MAINTENANCE WORKER 16 Non-Ex $67,600 $94,615 T TEMP IMPOUND HEARING SPECIALIST NG Non-Ex $67,601 $94,616 S UTILITIES ADMINISTRATOR 26 Ex $69,505 $97,280 P UTILITIES COORDINATOR 23 Ex $55,187 $77,247 L UTILITIES ELECTRICIAN L22 Non-Ex $50,294 $70,491 M UTILITIES ENGINEERING MANAGER 29 Ex $87,548 $122,547 L UTILITIES MAINTENANCE WORKER L16 Non-Ex $37,336 $50,315 L UTILITIES MECHANIC L19 Non-Ex $43,181 $58,302 L UTILITIES PREDICTIVE MAINTENANCE TECH L22 Non-Ex $50,294 $70,491 S UTILITIES SYS MAINTENANCE COORDINATOR 23 Non-Ex $55,187 $77,247 501 City of Chandler 2015-16 Adopted Budget Schedules and Terms City of Chandler Revised Salary Plan Effective 7/1/15 Job Classification Title Group Grade Status Annual Annual Minimum Maximum S UTILITIES SYS MAINTENANCE SUPERINTENDENT 25 Ex $64,370 $90,085 P UTILITY ANALYST 25 Ex $64,370 $90,085 A UTILITY BILLING REPRESENTATIVE A15 Non-Ex $35,402 $47,798 S UTILITY FIELD SUPERVISOR 23 Non-Ex $55,187 $77,247 L UTILITY LOCATION COORDINATOR L17 Non-Ex $39,146 $52,853 L UTILITY METER TECHNICIAN L14 Non-Ex $33,800 $45,614 L UTILITY METER TECHNICIAN II L16 Non-Ex $37,336 $50,315 S UTILITY METER TECHNICIAN SUPERVISOR 23 Ex $55,187 $77,247 M UTILITY OPERATIONS MANAGER 29 Ex $87,548 $122,547 M UTILITY SERVICES BUSINESS MANAGER 27 Ex $75,053 $105,062 M UTILITY SERVICES MANAGER 26 Ex $69,505 $97,280 L UTILITY SYSTEMS TECHNICIAN I L16 Non-Ex $37,336 $50,315 L UTILITY SYSTEMS TECHNICIAN II L18 Non-Ex $41,101 $55,515 L UTILITY SYSTEMS TECHNICIAN III L19 Non-Ex $43,181 $58,302 P VICTIM SERVICES COORDINATOR 23 Ex $55,187 $77,247 P VICTIM SERVICES SPECIALIST 21 Ex $48,304 $65,214 S VIDEO PRODUCTION COORDINATOR 25 Ex $64,370 $90,085 A VIDEO PRODUCTIONS SPECIALIST A22 Non-Ex $50,149 $70,242 A VISUAL ARTS ASSISTANT A15 Non-Ex $35,402 $47,798 P VISUAL ARTS COORDINATOR 24 Ex $59,578 $83,413 S WASTEWATER COLLECTIONS SUPT 25 Ex $64,370 $90,085 S WASTEWATER FACILITIES SUPERINTENDENT 25 Ex $64,370 $90,085 L WASTEWATER TREATMENT PLANT OPERATOR I L19 Non-Ex $43,181 $58,302 L WASTEWATER TREATMENT PLANT OPERATOR II L21 Non-Ex $47,632 $64,272 S WASTEWATER TREATMENT PLANT OPERATOR III 22 Non-Ex $51,091 $71,515 P WATER CONSERVATION COORDINATOR 24 Ex $59,578 $83,413 P WATER CONSERVATION SPECIALIST 21 Ex $48,304 $65,214 S WATER DISTRIBUTION SUPERINTENDENT 25 Ex $64,370 $90,085 P WATER OPERATIONS COMPLIANCE SPECIALIST 23 Ex $55,187 $77,247 L WATER PLANT OPERATOR I L19 Non-Ex $43,181 $58,302 L WATER PLANT OPERATOR II L21 Non-Ex $47,632 $64,272 S WATER QUALITY ADVISOR 25 Ex $64,370 $90,085 M WATER QUALITY PROGRAM MANAGER 27 Ex $75,053 $105,062 S WATER QUALITY SUPERVISOR 23 Ex $55,187 $77,247 L WATER QUALITY TECHNICIAN L21 Non-Ex $47,632 $64,272 M WATER REGULATORY AFFAIRS MANAGER 28 Ex $81,051 $113,865 M WATER RESOURCE MANAGER 28 Ex $81,051 $113,865 S WATER SYSTEMS OPERATIONS SUPERINTENDENT 25 Ex $64,370 $90,085 P WORKERS COMPENSATION COORDINATOR 24 Ex $59,578 $83,413 X WSI/LIFEGUARD INSTRUCTOR TRAINER 15 Non-Ex $36,067 $48,693 502 City of Chandler 2015-16 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 503 City of Chandler 2015-16 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. 504 City of Chandler 2015-16 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. Budget Transfer Request – A request submitted to the Budget Division to transfers appropriation from one account, cost center, or fund to another. 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. 505 City of Chandler 2015-16 Adopted Budget Schedules and Terms Consumer Price Index – A statistical description of price levels provided by the U. S. Department of Labor. The index is used as a measure of the increase in the cost of living (i.e., economic inflation). Contingency – A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted. The City Council must approve all non-departmental contingency transfers. Contractual Services – Services rendered to a government by private firms, individuals, or other governmental agencies. Examples include utilities, rent, maintenance agreements, and professional consulting services. Cost Center – A unit within a City department that has specifically allocated appropriation. Debt Service – The long-term payment of principal and interest on borrowed funds such as bonds. 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 PowerPlan 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 August 26, 2014, 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. 506 City of Chandler 2015-16 Adopted Budget Schedules and Terms 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. 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 typically 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. 507 City of Chandler 2015-16 Adopted Budget Schedules and Terms 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. 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 and secondary taxes which are usede for bebt service. The Limited Property Value is calculated according to a statutory formula mandated by the Arizona State Legislature. 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. 508 City of Chandler 2015-16 Adopted Budget Schedules and Terms Regional Parks – Regional parks accommodate comprehensive recreational facility needs for the community. Amenities can include items such as a tennis complex, amphitheater, festival showgrounds, botanical gardens, and historical areas. Pay-As-You-Go Financing – A term used to describe a financial policy by which the capital program is financed from current revenues rather than through borrowing. Performance Measurements – 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. 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 Limited 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 Limited Property 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. 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. 509 City of Chandler 2015-16 Adopted Budget Schedules and Terms Acronyms The acronyms listed here are not all used in the budget document, but are provided as a resource for those reviewing various documents and reports regarding City operations. ACE ACJIS ADA ADEQ ADOT ADOR AED AF AFG AFIS ALCP ALF ALS APP APS APWA ARC ARS ASE ASR ASRS ATOA ATCT AWRF AZCART AZPDES AZ POST BAF BRT BWC CAD CAFR CALEA CAP CAPA CAWCD CBT CC CCA CCYSA CDARS CDBG CERT CIKR CIP 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 Auotmated External Defibrillator 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 Child Abduction Response Team Arizona Pollutant Discharge Elimination System Arizona Peace Officer Standards and Training Base Adjustment Factor Bus Rapid Transit Body Worn Camera 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 Chandler Coalition on Youth Substance Abuse Certificate of Deposit Account Registry Service Community Development Block Grant Community Emergency Response Team Critical Infrastructure and Key Resources Capital Improvement Program 510 City of Chandler 2015-16 Adopted Budget Schedules and Terms Acronyms CIS CJIS CLASA CLEA CM @ RISK CMAQ CNT COP CPI CPL CSR’s CUSD CY DAR DARE DCCP DCFA 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 Criminal Investigations Section Criminal Justice Information System 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 Desert Cancer Foundation of Arizona 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 511 City of Chandler 2015-16 Adopted Budget Schedules and Terms Acronyms GFOA GIS GMA GO GOB GOHS GPS GPEC GRIC HB HHW HOA HOME HR HRMS HUD HURF HVAC IAFF ICAN IECC IGA ILS IMR IT ITOC IVR LED LEED LEEDA LGIP LIFE LRE LTAF MAG MCAO MCDOT MCLD MDC MECB MG MGD MOR MOU MPC MUD NAS 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 Household Hazardous Waste 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 Integrated Library System Infrastructure Maintenance Reserve 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 Learing In Firesafe Environments 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 Municipal Property Corporation Municipal Utilities Department Network Attached Storage 512 City of Chandler 2015-16 Adopted Budget Schedules and Terms Acronyms NATN NCS NFPA NPDES NRT NSP NTU O&M OPEB OSHA PAR PBB PC PCORI PM PPB PQI PRR PSAP PSPRS PTF QA RBO R&D RO ROI RMS RFP RPT RPTA RSAT RSWCC RWC RWCD SAN SAU SB SEIU SCBA SDF SET SHARE SLA SORC SOV SQL SRO SRP 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 Priority Based Budgeting 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 Public Transit Funds Quality Assurance 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 Save Hearts in Arizona Registry and Education Service-Level Agreement Standard of Response Coverage Single-Occupancy Vehicle Structure Query Language School Resource Officer Salt River Project 513 City of Chandler 2015-16 Adopted Budget Schedules and Terms Acronyms SRPMIC SSD STD STEAM SWOC SWTP TEAM TIC TLO TMC TPT TRC TSS TTHM TVA UDC UDM UPRR USO VDO VOIP WMAT WPF WRF WTP WWTP YEP Salt River Pima-Maricopa Indian Community Support Services Division Short Term Disability Science, Technology, Engineering, 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 Union Pacific Railroad 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 514 City of Chandler 2015-16 Adopted Budget Schedules and Terms Acknowledgements We are extremely proud of the Fiscal Year 2015-16 Budget document and accompanying 2016-2025 Capital Improvement Program document. Preparation of these documents is a team effort. This team effort, coupled with the conviction of the City to stick to its financial policies, resulted in the Chandler’s strong recovery from the Great Recession. Developing the budget requires an exceptional level of cooperation and great 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’s participation in neighborhood meetings, walking tours, commission meetings, and numerous other public events provide citizens with opportunities for input and feedback on City programs, services, and other topics impacting the City’s budget. This input, along with more formal settings provide a great source of information or 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 advises the City Manager and Department Directors on numerous financial matters, fosters a positive work environment that focuses on personal and professional development, teamwork, communication, and transparency. Preparation of the budget requires a great deal of support from staff members in other departments. First and foremost, we are deeply indebted to the Budget Liaisons who do a great job collecting and submitting the information needed for the budget process. City Clerk Marla Paddock Human Resources City Manager Marian Norris Law Julia House Monique Bond & Debbie Dulanski-Garcia Kay Bigelow City Magistrate Carla Boatner Information Technology CAPA/Mayor & Council Sandra West Management Services Libby Stressman Cultural Affairs Community & Neighborhood Services Economic Development Debra Hodel Municipal Utilities Lexie Rosenfield Rynel Aldecoa Police Cathie Gura Ryan Kaup Tom Carlson & Triana Dowrick Planning Transportation & Development Liz Denning Fire Liz Denning Lastly, I want to acknowledge the members of the Budget Team who pull all the pieces together for the budget document. To Janet Northrup, Julie Buelt, Courtney Friedline, Helen Parker, and Cat Dixon… thank you for all your 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. Greg Westrum Budget Manager and the Chandler Budget Team! 515 City of Chandler 2015-16 Adopted Budget Schedules and Terms 516 B 2 E C A L THE P GRAND STATE CANYON 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