City of Chandler 2016-17 Adopted Budget Table of Contents Page Reader’s Guide ........................................................................................................................................................ ix Frequently Asked Questions Regarding the Chandler Budget ........................................................................... x 1. Executive Summary Fiscal Year 2016-17 City Manager Budget Message .......................................................................................... 1 General Fund 5-Year Ongoing Operating Forecast ............................................................................................. 3 General Fund Balance 5-Year One-Time Forecast ............................................................................................. 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 2015-16 Government Finance Officers Association Award ............................................................ 11 City of Chandler Mission Statement, Vision and Values .................................................................................... 12 Biographies of City Officials ............................................................................................................................... 13 List of City Officials, Department Heads, and Directors ..................................................................................... 18 Organizational Chart .......................................................................................................................................... 19 City Map ............................................................................................................................................................. 20 Chandler 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 Highlights of the Fiscal Year 2016-17 Budget/2017-2026 CIP Calendar .......................................................... 47 Fiscal Year 2016-17 Budget Process Flowchart ................................................................................................ 48 Fiscal Year 2016-17 Budget Process Detail ...................................................................................................... 49 Major Budget/Financial Issues ........................................................................................................................... 51 Fiscal Year 2016-17 Budgetary Additions.......................................................................................................... 57 Fiscal Year 2016-17 Summary of Additions....................................................................................................... 58 Fiscal Year 2016-17 Budgetary Additions.......................................................................................................... 63 Decision Packages Not Funded in FY 2016-17 ................................................................................................. 79 4. Financial and Personnel Overviews Adopted Budget Summaries .............................................................................................................................. 81 Where the Money Comes From ......................................................................................................................... 82 Where the Money Goes ..................................................................................................................................... 83 Where the Money Goes – By Function .............................................................................................................. 84 Departmental Budget Comparison Summary .................................................................................................... 85 i City of Chandler 2016-17 Adopted Budget Table of Contents (continued) Page Cost Center Budget Comparison ....................................................................................................................... 86 Fund Definitions and Structure .......................................................................................................................... 90 Fund Structure Summary ................................................................................................................................... 93 General Fund Revenues .................................................................................................................................... 94 General Fund Expenditures ............................................................................................................................... 95 General Fund Expenditures by Function ........................................................................................................... 96 Special Revenue Funds Revenues and Expenditures ...................................................................................... 97 Enterprise Operational Funds Revenues and Expenses ................................................................................... 98 Major Fund Summaries ...................................................................................................................................... 99 Summary of Revenues, Expenditures, and Changes in Fund Balance ........................................................... 104 Fund Balance Analysis..................................................................................................................................... 106 Personnel Summary by Department and Cost Center .................................................................................... 108 Personnel Distribution by Department ............................................................................................................. 111 New Positions for Fiscal Year 2016-17 ............................................................................................................ 112 Personnel Costs by Fund ................................................................................................................................. 113 Employee per Population Charts ..................................................................................................................... 114 5. Resources Summary of Resources Categorical Comparisons .......................................................................................................................... 115 Appropriated Fund Balances ..................................................................................................................... 116 Sale of Bonds ............................................................................................................................................ 117 Grants ........................................................................................................................................................ 118 Summary of Revenues .............................................................................................................................. 119 Significant Revenues: Local Taxes and Licenses: Franchise Fees ................................................................................................................................... 120 Transaction Privilege (Sales) and Use Tax......................................................................................... 121 Other Licenses .................................................................................................................................... 123 State/County Shared Revenues: State Shared Sales Tax ...................................................................................................................... 124 Vehicle License Tax ........................................................................................................................... 125 Highway Users Tax ............................................................................................................................. 126 Regional Transportation (Sales) Tax .................................................................................................. 127 Urban Revenue Sharing...................................................................................................................... 128 Lottery Entitlement .............................................................................................................................. 129 Charges for Services: Engineering Fees ................................................................................................................................ 130 Building Division Fees ......................................................................................................................... 131 Planning Fees ..................................................................................................................................... 132 Public Safety Miscellaneous ............................................................................................................... 133 Library Revenues ................................................................................................................................ 134 ii City of Chandler 2016-17 Adopted Budget Table of Contents (continued) Page Parks and Recreation Fees ................................................................................................................ 135 Miscellaneous Receipts: Other Receipts .................................................................................................................................... 136 Interest on Investments ....................................................................................................................... 137 Leases ................................................................................................................................................. 138 Court Fines .......................................................................................................................................... 139 Enterprise Revenues: Water Sales ......................................................................................................................................... 140 Wastewater Service ............................................................................................................................ 141 Reclaimed Water Fees........................................................................................................................ 142 Solid Waste Service ............................................................................................................................ 143 Other Utility Charges ........................................................................................................................... 144 System Development Fees: Water System Development Fees ...................................................................................................... 145 Wastewater System Development Fees ............................................................................................. 146 General Government Impact Fees...................................................................................................... 147 Interfund Charges: Interfund Charges ............................................................................................................................... 148 Interfund Transfers .............................................................................................................................. 149 Property Tax Summary .............................................................................................................................. 150 New or Modified Fees in Citywide Fee Schedule ...................................................................................... 152 6. General Government General Government Organizational Chart ..................................................................................................... 161 General Government Overview ....................................................................................................................... 162 Mayor and Council (1020) ................................................................................................................................ 164 Communications and Public Affairs Administration (1070) .............................................................................. 166 Video Production (1071) ............................................................................................................................ 170 Print, Mail, and Graphics (1210) ................................................................................................................ 173 City Clerk (1030) .............................................................................................................................................. 175 City Magistrate (1050) ...................................................................................................................................... 178 Law (1300) ....................................................................................................................................................... 180 Liability Litigation (1310) ............................................................................................................................ 185 Liability Litigation Claims (1311) ................................................................................................................ 187 City Manager (1040) ........................................................................................................................................ 188 Airport (4100) ............................................................................................................................................. 190 Airport Capital (4110) ................................................................................................................................ 194 Buildings and Facilities (3200)................................................................................................................... 195 Buildings and Facilities Capital (3210) ...................................................................................................... 198 Administration (1090) ....................................................................................................................................... 199 Center for the Arts (1100) .......................................................................................................................... 203 Library (4310) ............................................................................................................................................ 206 iii City of Chandler 2016-17 Adopted Budget Table of Contents (continued) Page Cultural Affairs Capital (4320) ................................................................................................................... 210 Museum (4560).......................................................................................................................................... 211 Economic Development (1520) ........................................................................................................................ 213 Downtown Redevelopment (1540) ............................................................................................................ 218 Economic Development Capital (1550) ..................................................................................................... 220 Tourism (1580) .......................................................................................................................................... 221 Innovations (1590) ..................................................................................................................................... 223 Human Resources (1250) ................................................................................................................................ 225 Workers Compensation Liabilities (1251) .................................................................................................. 230 Information Technology Service Delivery Management & Administration (1199) ........................................... 231 Information Technology Applications Support (1200) ............................................................................... 236 Information Technology Infrastructure & Client Support (1280) ................................................................ 238 Information Technology Oversight Committee (ITOC) Operating (1286).................................................. 241 Information Technology Oversight Committee (ITOC) Capital (1285) ...................................................... 243 Information Technology Citywide Infrastructure Support Capital (1287)................................................... 244 Planning (1510) ................................................................................................................................................ 245 7. Community & Neighborhood Services Community & Neighborhood Services Department Organizational Chart ....................................................... 249 Community & Neighborhood Services Overview ............................................................................................. 250 Neighborhood Resources (1060) ..................................................................................................................... 252 Code Enforcement (1061) ................................................................................................................................ 255 Administration (4300) ....................................................................................................................................... 258 Aquatics (4520) ................................................................................................................................................ 260 Park Development and Operations (4530) ...................................................................................................... 262 Recreation (4550) ............................................................................................................................................ 265 Sports and Fitness Facilities (4551) ................................................................................................................. 267 Nature and Recreation Facilities (4555) .......................................................................................................... 269 Parks Capital (4580) ........................................................................................................................................ 271 Housing and Redevelopment (4650) ............................................................................................................... 272 Community Development (4700) ..................................................................................................................... 275 8. Fire, Health & Medical Department Fire, Health & Medical Department Organizational Chart................................................................................ 279 Fire, Health & Medical Overview ...................................................................................................................... 280 Fire Administration (2210) ................................................................................................................................ 282 Health and Medical Services (2220) ................................................................................................................ 285 Operations (2230) ............................................................................................................................................ 289 Prevention and Preparedness (2240) .............................................................................................................. 292 Fire Capital (2250) ........................................................................................................................................... 296 iv City of Chandler 2016-17 Adopted Budget Table of Contents (continued) Page Support Services (2260) .................................................................................................................................. 297 Fleet Services (1270) ....................................................................................................................................... 299 9. Management Services Management Services Department Organizational Chart ............................................................................... 301 Management Services Overview ..................................................................................................................... 302 Administration (1180) ....................................................................................................................................... 305 Budget (1195) .................................................................................................................................................. 308 Purchasing (1220) ............................................................................................................................................ 311 Central Supply (1225) ...................................................................................................................................... 313 Accounting (1230) ............................................................................................................................................ 316 Tax and License (1240) ................................................................................................................................... 319 Utility Services (1245) ...................................................................................................................................... 321 Environmental Management (1265)................................................................................................................. 323 Environmental Management Liabilities (1266) ................................................................................................. 326 Non-Departmental (1290) ................................................................................................................................ 327 Non-Departmental Contingencies/Reserves (1290) ........................................................................................ 329 Non-Departmental Capital (1291) .................................................................................................................... 330 Non-Departmental Capital Contingencies/Reserves (1291) ............................................................................ 331 Capital Replacement Equipment (Fund 402) ................................................................................................... 332 Capital Replacement Technology (Fund 403) ................................................................................................. 333 Capital Replacement Vehicles (Fund 404) ...................................................................................................... 334 10. Municipal Utilities Municipal Utilities Department Organizational Chart ....................................................................................... 335 Municipal Utilities Overview ............................................................................................................................. 336 Municipal Utilities Administration (3050) .......................................................................................................... 338 Solid Waste Services (3700) ............................................................................................................................ 340 Solid Waste Capital (3710) .............................................................................................................................. 343 Water Distribution (3800) ................................................................................................................................. 344 Water Capital (3820) ........................................................................................................................................ 346 Water Treatment Plant (3830) ......................................................................................................................... 347 Environmental Resources (3840) .................................................................................................................... 350 Water Quality (3850) ........................................................................................................................................ 354 Water Systems Maintenance (3860)................................................................................................................ 356 San Tan Vista Water Treatment Plant (3870) .................................................................................................. 359 Meter Services (3880) ...................................................................................................................................... 361 Wastewater Collection (3900) .......................................................................................................................... 363 Wastewater Capital (3910)...............................................................................................................................365 Ocotillo Brine Reduction Facility (3930) ........................................................................................................... 366 Lone Butte Wastewater Treatment (3940) ....................................................................................................... 368 v City of Chandler 2016-17 Adopted Budget Table of Contents (continued) Page Wastewater Quality (3950)...............................................................................................................................370 Airport Water Reclamation Facility (3960) ....................................................................................................... 372 Ocotillo Water Reclamation Facility (3970) ...................................................................................................... 375 11. Police Department Police Department Organizational Chart ......................................................................................................... 377 Police Overview ............................................................................................................................................... 378 Police Administration (2010) ............................................................................................................................ 380 Professional Standards (2015) ........................................................................................................................ 382 Property and Evidence (2020) ......................................................................................................................... 384 Forensic Services (2021) ................................................................................................................................. 386 Field Operations (2030) ................................................................................................................................... 388 Criminal Investigations (2040).......................................................................................................................... 391 Planning and Research (2050) ........................................................................................................................ 393 Communications (2060) ................................................................................................................................... 395 Police Technology (2065) ................................................................................................................................ 397 Records (2070) ................................................................................................................................................ 399 Detention Services (2071)................................................................................................................................ 401 Police Community Resources and Training (2080) ......................................................................................... 403 Police Capital (2100) ........................................................................................................................................ 407 12. Transportation & Development Transportation & Development Department Organizational Chart .................................................................. 409 Transportation & Development Overview ........................................................................................................ 410 Transportation & Development Administration (3010) ..................................................................................... 412 Development Services (1530) .......................................................................................................................... 414 Engineering (3020)........................................................................................................................................... 417 Capital Projects (3025)..................................................................................................................................... 419 Streets (3300) .................................................................................................................................................. 424 Streets Capital (3310) ...................................................................................................................................... 428 Traffic Engineering (3330)................................................................................................................................ 429 Transit Services (3340) .................................................................................................................................... 432 Street Sweeping (3350) ................................................................................................................................... 435 13. Capital Budget Capital Budget .................................................................................................................................................. 437 2017-2026 Capital Program ............................................................................................................................. 437 Fiscal Year (FY) 2016-17 Capital Budget ........................................................................................................ 439 Major Capital Program Revenues .................................................................................................................... 440 Major Capital Program by Function and Cost Center ...................................................................................... 441 Impact of CIP on FY 2016-17 Operating Budget ............................................................................................. 442 Capital Improvement Project Summaries for FY 2016-17 ............................................................................... 443 vi City of Chandler 2016-17 Adopted Budget Table of Contents (continued) Page Capital Program Detail for Fiscal Year (FY) 2016-17 ...................................................................................... 456 Information Technology Oversight Committee (ITOC) Capital (1285) ...................................................... 456 Information Technology Capital (1287) ..................................................................................................... 456 Non-Departmental Capital (1291).............................................................................................................. 457 Economic Development Capital (1550) ..................................................................................................... 457 Police Department Capital (2100) ............................................................................................................. 457 Fire, Health & Medical Department Capital (2250).................................................................................... 458 City Manager – Buildings and Facilities Capital (3210) ............................................................................. 458 Transportation & Development – Streets Capital (3310) .......................................................................... 459 Municipal Utilities – Solid Waste Capital (3710) ........................................................................................ 460 Municipal Utilities – Water Capital (3820) ................................................................................................. 460 Municipal Utilities – Wastewater Capital (3910) ........................................................................................ 461 Airport Capital (4110) ................................................................................................................................ 461 Cultural Affairs Capital (4320) ................................................................................................................... 462 Community & Neighborhood Services – Parks & Recreation Capital (4580) ........................................... 462 Capital Replacement Budget by Department................................................................................................... 463 14. Bonded Debt Bonded Debt Obligations ................................................................................................................................. 465 Voter Authorization Summary .......................................................................................................................... 466 Debt Service Funds.......................................................................................................................................... 467 Debt Service (7500) ......................................................................................................................................... 468 General Obligation Bond Capacity Available ................................................................................................... 469 Summary of Outstanding Bonds by Type ........................................................................................................ 470 Annual Bond Obligation for All Existing Bonds and Obligations ...................................................................... 471 Schedule of Total Outstanding Debt ................................................................................................................ 472 Combined General Obligation Bonds – 6% Capacity Portion Outstanding ..................................................... 473 Combined General Obligation Bonds – 20% Capacity Portion Outstanding ................................................... 474 Combined General Obligation Bonds – Enterprise Supported ........................................................................ 475 Combined General Obligation Bonds – Ad Valorem Supported ...................................................................... 476 Water and Sewer Revenue Bonds ................................................................................................................... 477 Street and Highway User Revenue Fund (HURF) Bonds................................................................................ 478 Excise Tax Revenue Obligations ..................................................................................................................... 479 Improvement District Bonds ............................................................................................................................. 480 15. Schedules and Terms Schedules and Terms ...................................................................................................................................... 481 Resolution No. 4955 Adopting FY 2016-17 Budget ......................................................................................... 482 Budget Schedules (Auditor General Summaries) ............................................................................................ 485 Schedule 1 – Total Expenditures and Budget by Fund ................................................................................... 496 Schedule 2 – FY 2016-17 Summary of Department Budget by Fund ............................................................. 498 City of Chandler Salary Plan Effective 7/1/16 .................................................................................................. 500 vii City of Chandler 2016-17 Adopted Budget Table of Contents (continued) Page Expenditure Categories.................................................................................................................................... 511 Glossary of Terms ............................................................................................................................................ 512 Acronyms ................................................................................................................................................... 518 Acknowledgements .......................................................................................................................................... 521 viii City of Chandler 2016-17 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) 2016-17 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 2015-16 Budget and the FY 2016-17 Budget. Detailed descriptions of major revenue sources with historical trends and analysis are also presented. Department Budgets – Each Department section includes budget information summarized at Department and division levels; department significant accomplishments; 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, and bond payment schedules with actual principal and interest due through 2035. Schedules and Terms – Included in this section are the following: The Resolution adopting the FY 2016-17 Budget, the State-required Auditor General Summary Schedules, Financial Schedules by Fund, the Salary Plan Effective July 1, 2016, Expenditure Categories, a Glossary of Terms, and a list of acronyms used in this document. ix City of Chandler 2016-17 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 47-50 What are the major issues in the budget? Major Budget/Financial Issues pp 51-56 What are the City’s major expenditures? Financial and Personnel Overviews (Where the Money Goes) pp 83-89 How many staff does the City employ? Personnel Summaries pp 108-110 What are the City’s major revenue sources? Resources Section pp 115-151 What new fees were approved for Fiscal Year (FY) 2016-17? Resources Section pp 152-159 What portion of the annual budget is allocated to Capital Improvements? Where the Money Goes Capital Budget pp 82-83 pp 437-439 What Major Capital Programs are scheduled for FY 2016-17? Capital Improvement Project Summaries for FY 2016-17 pp 443-462 x City of Chandler 2016-17 Adopted Budget Fiscal Year 2016-17 City Manager Budget Message To the City of Chandler Mayor and Council, and Citizens of Chandler: I am pleased to provide to you the Fiscal Year (FY) 2016-17 Adopted Budget and 20172026 Capital Improvement Program (CIP) for the City of Chandler. This budget was created with the help of Department Directors collaborating to identify funding priorities based on Council’s updated Strategic Policy Goals and supports ongoing service, public safety, amenity and infrastructure needs within the community. Citizen 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 fifth 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 in the most cost-effective manner, while maintaining the City’s long-term financial sustainability. The total budget (operating and capital) is $971.3 million for FY 2016-17, which represents a 6.7 percent increase from the FY 2015-16 budget. The total operating budget is decreasing 3.4 percent, and the total capital budget is increasing by 21.2 percent for planned spending of new and carryforward projects. Total General Fund, which includes debt service, operating, and capital spending, represents 35.2 percent or $341.6 million of the City’s total budget, and 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 Financial and Personnel Overviews section. “Another Year of Fiscal Strength and Low-Cost Services” Our past and current leaders have provided vision for our community, making it a progressive, dynamic destination with hometown traditions amid a world-class innovation hub. Council’s updated Strategic Policy Goals continue to build on this vision, maintaining fiscal sustainability and providing great value to our citizens through conservative planning and forward thinking. FY 2016-17 continues to be “Another Year of Fiscal Strength and Low-Cost Services”, by providing the second lowest cost of City services to our citizens, compared to other valley cities. Although we are proud of our current fiscal position, which includes AAA bond ratings and strong economic development, we are not resting on past successes. An extensive effort took place to ensure the City’s Financial Policies were reviewed, updated, and adopted by Mayor and Council, setting the financial standards for the FY 2016-17 budget and future years to come. It is my belief that the measures outlined below and detailed throughout the budget will continue to set the tone for sustained financial strength and exceptional service to the citizens of Chandler. The City is Stable, But State Legislative Actions Keep Chandler Cautious The City’s sustainable ongoing revenues have seen slow and steady growth since the great recession, as Chandler’s economic development remains strong and the City continues to enhance its downtown, plan towards build-out and manage expenditure growth. Meanwhile, City staff continue to monitor local legislative actions that threaten 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). This has been extended to as late as January 2017 as the State works to reprogram their tax system, but changes in how TPT Audit and Prime Contracting are administered went into effect January 2015. These impending administrative changes came with an ongoing payment to the State of $513,292 anticipated in FY 2016-17. Additionally, the City conducted a mid-decade Census to ensure our citizens are counted, since the population determines the amount of State Shared revenues Chandler receives. New legislation went into effect for FY 201516 that will adjust each city’s population figure annually based on estimates from the Census Bureau, leaving cities unsure of the State Shared revenue amounts from year to year. Due to the uncertainties about future revenues from the transition of TPT Administration from the City to the ADOR, and State legislative actions that could reduce City revenues, the Budget Stabilization Reserve has been continued in the amount of $15 million in the FY 2016-17 Adopted Budget. Operating Budget When setting Chandler’s long-term operating forecast, managing costs for services is imperative with only slow and steady operating revenue growth anticipated. Our General Fund 5-Year Ongoing Forecast (pages 3 & 4) 1 City of Chandler 2016-17 Adopted Budget reflects a cautious approach, with ongoing operating expenditures supported by ongoing revenues, creating a structurally balanced budget. Following are Operating Highlights included in the FY 2016-17 Adopted Budget:        Reduction of the City Property Tax rate: $1.16 per $100 of Assessed Value, from $1.1792, minimizing the impact of the 7.29% increase in Property Values. No increase to the City Transaction Privilege Tax rates: one of the lowest compared to other valley cities. Decision Packages: maintains/enhances existing service levels by adding ongoing ($2.2 million) and onetime funding ($4.3 million) for a total of $6.5 million to General Fund and $2.3 million to all Other Funds.  This includes adding 11.75 positions in General Fund and 4 in Other Funds, bringing total Full Time Equivalents (FTE) to 1,650.9 Citywide. Using the latest population estimate from the Census Bureau, this equates to 6.3 employees per 1,000 in population, the second lowest compared to other valley cities, keeping Chandler lean as well as efficient in providing services. Adds funding for employee compensation: a combination of merit, cost of living, and union commitments. Allocates $5.7 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. Adds a $350,000 ongoing General Fund Technology Reserve to fund future upgrades. Maintains a 15% appropriated General Fund Contingency Reserve, as well as other important reserves. Chandler’s continued reliance on solid financial management practices detailed in the City Financial Policies has kept the City of Chandler fiscally strong, and this budget continues that tradition. Capital and 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 21.2 percent for new and continuing projects, due mainly to larger than normal carryforward amounts for projects in process, such as the Ocotillo Water Reclamation Facility expansion, and funding for five different arterial street projects that are in design or construction. The current year also includes funding for the Public Safety Training Facility, a new Downtown Parking Garage, and the expansion of the Joint Water Treatment Plant in Gilbert as well as 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 also a critical component in a strong capital plan to ensure maximum savings through bond refunding and minimizing impacts to the secondary tax rate (whose levy pays principal and interest on General Obligation (GO) bonds). I am happy to report that the 2017-2026 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 in the CIP section). Ensuring Fiscal Strength and Low-Cost Services 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 strength and manage expenditure growth to keep the cost of services low, the City will need to continue the tradition of transparency, maintaining strong financial policies, adding efficiencies, providing essential public services, and maintaining infrastructure to make it attractive for businesses and their employees. I am pleased to report that FY 2016-17 is anticipated to be “Another Year of Fiscal Strength and Low-Cost Services” for our City and citizens. 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 which 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 City Manager 2 City of Chandler 2016-17 Adopted Budget General Fund 5-Year Ongoing Operating 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 2015 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 2016-17 Adopted Budget and future projections. The forecast assumes modest ongoing revenue and expenditure growth of 1.8% to 3.2% annually. The expenditure assumptions anticipate increases in retirement, health care, and other operations and maintenance (O&M) costs, including items such as utilities, software system contract maintenance 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 five columns reflect the projected percentage or dollar changes of the ongoing portion of anticipated revenues and expenditures. MAJOR REVENUE ASSUMPTIONS FY16-17 Ongoing Change FY17-18 Ongoing Change FY18-19 Ongoing Change FY19-20 Ongoing Change FY20-21 Ongoing Change Local Sales Tax Primary Property Tax State Shared Sales Tax Urban Revenue Sharing Vehicle License Tax +3% +4% +3% +1% +3% +3% +4% +3% +3% +3% +3% +4% +2% +3% +2% +2% +4% +2% +2% +2% +2% +4% +2% +2% +2% EXPENDITURE ASSUMPTIONS FY16-17 Ongoing Change FY17-18 Ongoing Change FY18-19 Ongoing Change FY19-20 Ongoing Change FY20-21 Ongoing Change Vacancy Savings Rate 1.5% Employee Compensation* Health Care Premium Costs No change +5% +9% No change 0% +8% No change 0% +8% No change 0% +8% No change 0% +8% As of 1/1/17 As of 1/1/18 As of 1/1/19 As of 1/1/20 As of 1/1/21 +0.01% +1% +1% +1% +1% +0.60% +0.43% +1.5% +1.5% +1.5% +1.5% +1.5% +1.5% +1.5% +1.5% $2,200,640 $1,200,000 $1,200,000 $1,200,000 $1,200,000 $295,210 $1,507,100 $1,636,000 $578,400 $246,500 $0 $1,000,000 $0 $0 $0 AZ State Retirement System Public Safety Retirement System (PSPRS) PSPRS - Police PSPRS - Fire New Personnel and Operation & Maintenance (O&M) Adds (Net) Capital Project O&M Adds Potential HURF Revenue Reduction/Expenditure Shift to General Fund *Percentage for FY 2016-17 varies by employee group. The 5% figure represents a general average for all Merit, Cost of Living and union commitments. 3 City of Chandler 2016-17 Adopted Budget General Fund 5-Year Ongoing Operating Forecast (Cont’) 2019-20 Ongoing Amount 2020-21 Ongoing Amount % Change in Ongoing 2018-19 Ongoing Amount % Change in Ongoing 2017-18 Ongoing Amount % Change in Ongoing 2016-17 Ongoing Amount % Change in Ongoing On-Going % of budget Descriptions 2016-17 Adopted Ongoing & One-Time % Change over 15-16 Revised This forecast reflects future revenue estimates based on Fiscal Year (FY) 2015-16 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 2017-18 through FY 2020-21 and General Fund balance that has accumulated from prior years, which is 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 3,275,000 107,391,000 446,000 -0.3% -1.0% 23,407,000 9,500,000 30,000,000 4.0% 1,510,000 5,130,000 417,200 4,718,100 406,000 3,225,857 120,000 1,476,000 711,100 3,240,900 1,222,000 -0.7% 3,065,000 93.6% 99,731,905 92.9% 446,000 100.0% 3,126,300 103,214,600 455,100 2.0% 3.5% 21,200,000 8,910,000 28,200,000 3.4% 772,000 3,565,300 249,700 4,067,400 411,200 3,256,300 2.9% 2.0% 20,500,000 8,650,000 27,270,000 87.6% 750,000 3,462,100 245,100 3,984,400 403,000 3,191,575 49.7% 25.5% 14.4% 30,600 1,086,500 128,000 3,123,700 1,050,000 85.9% 31,300 1,097,200 130,600 3,185,100 1,102,500 2.2% 5.4% -3.2% -12.7% -2.1% -8.4% -1.6% 2.1% 4.3% 5.0% -28.0% 5.5% 91.1% 90.9% 67.5% 58.7% 84.4% 99.3% 98.9% 73.6% 18.0% 96.4% 3,189,000 106,296,900 464,600 2.0% 3.0% 21,630,000 9,090,000 29,050,000 2.0% 794,400 3,636,700 253,400 4,121,000 419,700 3,322,300 2.9% 2.0% 5.0% 32,000 1,108,500 133,300 3,248,200 1,157,700 1.9% 2.9% 3.4% 3.0% 1.9% 2.1% 2.0% 2.0% 1.0% 2.0% 2.0% 3,253,000 108,431,200 474,300 2.0% 2.0% 22,070,000 9,280,000 29,640,000 2.0% 817,000 3,709,500 257,100 4,175,600 428,300 3,389,700 2.8% 2.0% 5.0% 32,700 1,120,000 136,000 3,312,800 1,215,600 2.0% 1.9% 3.0% 2.0% 1.5% 1.3% 2.1% 2.0% 1.0% 2.1% 2.0% 3,318,300 110,605,500 484,100 2.0% 2.0% 22,520,000 9,470,000 30,240,000 2.0% 839,800 3,783,700 260,900 4,230,900 437,100 3,458,500 2.8% 2.1% 5.0% 33,400 1,131,700 138,800 3,378,600 1,276,400 2.0% 2.0% 2.0% 2.0% 1.5% 1.3% 2.0% 2.0% 1.0% 2.0% 2.0% 2.1% 2.0% 2.0% 2.0% 1.5% 1.3% 2.1% 2.0% 1.0% 2.1% 2.0% 5.0% Property Tax Primary Property Taxes 7,556,520 3.9% 7,406,520 98.0% 7,710,000 4.1% 8,020,000 4.0% 8,350,000 4.0% 8,690,000 4.1% Indirect Cost Allocation/Transfers In 7,868,600 -2.5% 7,068,600 89.8% 6,962,900 -1.5% 6,964,000 0.0% 6,964,000 0.0% 6,964,000 0.0% 191,593,000 91% 202,931,700 2.7% 207,056,800 2.0% 211,261,700 2.0% 1.7% Total Revenues 211,621,277 Expenditures & Other Uses Ongoing Personnel Services Less Vacancy Savings (1.5%) Ongoing Base Budget Expenditures Shifted from HURF Funding CIP Operations & Maintenance One-Time Operating Expenditures 152,279,300 (2,284,000) 41,597,700 20,028,277 152,279,300 (2,284,000) 41,597,700 - Total Expenditures 211,621,277 0 Cumulative Ongoing Surplus/(Deficit) 0.3% 197,647,500 3.2% 154,669,700 1.6% (2,320,000) 42,733,700 2.7% 1,000,000 1,507,100 1.2% 156,450,700 (2,347,000) 2.7% 43,869,700 0.0% 1,000,000 3,143,100 108.6% 1.3% 158,483,700 (2,377,000) 2.6% 45,005,700 0.0% 1,000,000 3,721,500 18.4% 160,808,700 (2,412,000) 46,141,700 1,000,000 3,968,000 1.5% 191,593,000 197,590,500 202,116,500 205,833,900 209,506,400 1.8% 0 57,000 1.5% 3.1% 815,200 2.3% 1,222,900 1.8% 2.5% 0.0% 6.6% 1,755,300 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 91% of total estimated revenues for FY 2016-17. The 9.0% 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 2016-17 Adopted Budget keeps the Budget Stabilization Reserve at the amount of $15 million, which is the same amount as FY 2014-15 and FY 2015-16. The amount is set at this level due to the uncertainties about future revenues from the transition of Transaction Privilege Tax (TPT) administration from the City to the Arizona Department of Revenue (ADOR) which is still pending. This reserve provides the opportunity to balance the budget in the future for no more than three consecutive years, until permanent ongoing reductions can be implemented, should state legislation, unexpected decreases in property values, or other economic issues cause operating revenues to suddenly decrease. 4 City of Chandler 2016-17 Adopted Budget General Fund Balance 5-Year One-Time Forecast The graph below shows the actual General Fund balance at the end of Fiscal Year (FY) 2014-15 ($167 million) and projected ending General Fund balance for FY 2015-16 through FY 2020-21. The decline from FY 2015-16 to FY 2016-17 assumes full spending of all appropriated projects in order to determine the remaining balance, although typically there are many projects in process at year end that are carried over into the following year which delays the full spending of budgets. 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). General Funded FY 2016-17 capital and operating highlights include:      Capital funding for the final year of the $34.6 million Infrastructure Maintenance Reserve (IMR) established for streets and parks capital maintenance projects of $10.25 million. Capital investment in Downtown Chandler of $16.3 million, including a parking garage and improvements to various streets. Capital funding for facility improvements ($3.5 million), large vehicles and equipment ($1.5 million), public infrastructure improvements ($1.1 million), and technology upgrades ($2.9 million). Operating funding of $5.7 million for Public Safety Personnel Retirement System (PSPRS) increases, applied towards the unfunded liability to support future retirement commitments of sworn City personnel. Operating funding of $4.2 million for one-time Department decision packages, which includes $1 million for street maintenance and $811,000 for public safety purposes. By the end of FY 2020-21, the fund balance is projected to be $80 million, which is allocated to various reserves as outlined in the Budget Highlights section. The City’s Reserve Policy, adopted in January 2016, sets a new minimum fund balance to be maintained of at least four months of budgeted General Fund operating revenues, which equates to $70.3 million for FY 2016-17. 5 City of Chandler 2016-17 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) 2015-2024, FY 2016-2025, and FY 2017-2026. The 10-year CIP reflects a $77 million decrease (-6.8%) from 2016-2025 to 2017-2026 due to continued emphasis on maintaining existing infrastructure and living within capital financing constraints for any new construction. However, the CIP does include new construction, making maximum use of improved General Obligation (GO) bond capacity, available Impact Fees, one-time General Funds, and Enterprise Funds (Water, Wastewater, Solid Waste, and Airport). These sources will be used to fund neighborhood and community parks, a museum, parking garages, 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 General Government, Transportation & Development (Streets/Traffic), and Fire, Health and Medical. The General Government increase from the prior year is primarily attributable to a new Downtown Parking Garage project using funds dedicated to the Downtown Redevelopment Reserve and another parking garage project that did not materialize. Full details on all projects and Department requirements are contained in the 2017-2026 CIP document. CIP Sources and Uses of Funds (10 Year Totals) Adopted Adopted Adopted Adopted 2015-2024 CIP $ 118,725,970 46,025,408 149,741,141 2016-2025 CIP $ 133,039,202 48,562,698 127,927,182 2017-2026 CIP $ 139,707,348 78,693,579 132,997,238 % Change from 2016-2025 5.0% 62.0% 4.0% 124,267,863 479,641,350 199,922,712 618,943,282 169,283,077 530,991,684 -15.3% -14.2% Total Sources $ 918,401,732 $ 1,128,395,076 $ 1,051,672,926 -6.8% Adopted Adopted Adopted Adopted Uses General Government Community & Neighbohood Svcs Police Fire, Health, and Medical Water Wastewater Solid Waste Streets/Traffic Airport 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 2017-2026 CIP $ 64,146,638 33,415,900 19,337,713 16,851,000 203,634,059 399,447,000 1,010,000 282,252,431 31,578,185 % Change from 2016-2025 59.3% -62.2% -12.1% 12.6% -4.4% -16.8% -19.2% 24.8% -25.8% Total Uses $ 918,401,732 $ 1,128,395,076 $ 1,051,672,926 -6.8% Sources Current Revenues Grants Impact Fees/System Development Fees Bonds Paid by Secondary Levy Bonds Paid by Enterprise Funds 6 City of Chandler 2016-17 Adopted Budget Secondary Assessed Value History and Limited Property Value Projections The graphs below depicts the 10-year history for secondary assessed values in the City of Chandler, and a 4 year projection of limited property values, which is now used for both primary and secondary property tax rates. The top graph shows the changes in dollars (billions) and the bottom graph shows the percentage change from the prior year. The graphs show that assessed values peaked in Fiscal Year (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 on existing properties. As a result, the FY 2015-16 secondary assessed values remained unchanged from FY 2014-15 ($2.38 billion). The FY 2016-17 valuations increased to $2.55 billion (+7.29%) which includes valuation increases plus new growth. The projected limited property values from FY 2017-18 to FY 2020-21 are shown in green reflected modest increases of 4.5% per year. Primary Property Tax revenues 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 2016-17 primary property tax rate is reduced from the FY 2015-16 rate of $0.2992 per $100 of assessed valuation to $0.29 per $100 of assessed valuation. This will generate a levy totaling $7,406,518 based on the limited assessed values in FY 2016-17. Secondary Tax revenues are restricted for general bonded debt obligations and voter approved budget overrides. The FY 2016-17 secondary property tax rate is reduced from the FY 2015-16 rate of $0.88 per $100 of assessed valuation to $0.87 per $100 of assessed valuation. This will generate a levy totaling $22,219,555 based on the limited assessed value in FY 2016-17. 7 City of Chandler 2016-17 Adopted Budget 8 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 2016-17 Adopted Budget Community and Organizational Profile Chandler, Arizona and Neighboring Communities Map 10 City of Chandler 2016-17 Adopted Budget Community and Organizational Profile For the 28th 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, 2015. 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 2016-17 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 2016-17 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 7th term as Chandler’s Mayor in January 2015, 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), League of Arizona Cities and Towns Executive Committee, Vice President; 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 2015, he received the Teal and Silver Community Leader Award from Chandler-Gilbert Community College, and the Outstanding Public Official Award from the Arizona Parks and Recreation Association. 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 (20082011); Improving Chandler Area Neighborhoods (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 2016-17 Adopted Budget Community and Organizational Profile City Officials J a c k S e l l e r s, V i c e M a y o r Vice Mayor Jack Sellers has lived in Chandler since 1994. He began his tenure on the City Council in January 2009. He 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 (MAG) 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. Vice Mayor Sellers is a member of Arizona Town Hall and has served as a board member and participated in four Town Halls, twice as a Delegate and twice as a Panel Leader. He is also a member of the Arizona Mexico Commission where he serves on the Transportation Committee. He has been High School Booster Club President, Elementary School Parent-Teacher Organization (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. 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 initiated the City's Operation Welcome Home program, which recognizes the dedication and service of military members in our community. 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 to help women in crisis. In addition, she serves on the Realtor Association’s Government Affairs Committee and 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 daughterin-law, State Representative J.D. Mesnard and Holly Mesnard, and daughter and son-in-law, Juel and Aaron Perry, and one grandchild, Liana. 14 City of Chandler 2016-17 Adopted Budget Community and Organizational Profile City Officials K e v i n H a r t k e, C o u n c i l m e m b e r Councilmember Kevin Hartke 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 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), as the Vice-Chair on the MAG Human Services & Community Initiatives Committee, as a Board Member of the Regional Public Transportation Authority (RPTA) and the Congressional District 5 Committee on Faith and Neighborhoods. Kevin is also the statewide director of a nonprofit organization, For Our City, which is a collaborative effort of government, business, nonprofit and faith leaders gathered to find solutions for needs in a community. Kevin is a Flinn-Brown Fellow. In Chandler, Kevin volunteers with several organizations. He is the director of For Our City-Chandler, serves on the board of the Desert Cancer Foundation of Arizona (DCFA), helps with American Cancer Society, and serves as a member of the Public Policy Committee at the Chandler Chamber of Commerce and the Downtown Chandler Community Partnership (DCCP). 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 the 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 also has served on the executive board 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. 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 served as Treasurer and Vice-Chair for OASIS – a Phoenix-based trade organization from 1995-2004. He has an extensive history of service to the City of Chandler as a 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 Community Emergency Response Team (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. 15 City of Chandler 2016-17 Adopted Budget Community and Organizational Profile City Officials 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 of 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. 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 in 1965 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 extensive 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. 16 City of Chandler 2016-17 Adopted Budget Community and Organizational Profile City Officials M a r s h a R e e d, C i t y M a n a g e r Marsha joined Team Chandler in April 2013 as Assistant City Manager, where she oversaw the day-to-day operations of the City of Chandler. She was appointed City Manager in April 2016. 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. Marsha is a current member of the Arizona City Managers Association. Prior to moving to Arizona, she served in many positions for the South Plains Chapter of the Texas Society of Professional Engineers (TSPE), including President in 2001. She was also heavily involved in the Texas Chapter of the American Public Works Association (APWA) where she has served in numerous capacities including President of the Texas Chapter in 2004. Marsha has served at the national level for the American Public Works Association, on their awards committee for three years, serving as Chairman in 2010. She also served on the National Nominating Committee in 2012 and served on the Texas Municipal League Board of Directors for two years. Marsha has received several awards in her career including the Top Three Public Works Leader of the Year Award in 1998 by the Texas Chapter of the APWA and Engineer of the Year in 2006, from the South Plains Chapter of TSPE. She is married with four children and one grandchild. 17 City of Chandler 2016-17 Adopted Budget Community and Organizational Profile Mayor Department Heads and Directors Jay Tibshraeny Kay Bigelow City Attorney Councilmembers Marla Paddock City Clerk Jack Sellers Vice Mayor R. Michael Traynor City Magistrate Nora Ellen Matt Burdick Communications and Public Affairs Director Kevin Hartke Barbara Young Acting Community & Neighborhood Services Director Rick Heumann René Lopez Brenda Brown Cultural Affairs Director Terry Roe Micah Miranda Director, Economic Development Division Tom Dwiggins Fire Chief Debbie Stapleton Director, Human Resources Division Management Staff Marsha Reed City Manager Steven Philbrick Chief Information Technology Officer Nachie Marquez Assistant City Manager Dawn Lang Management Services Director John Knudson Municipal Utilities Director Sean Duggan Chief of Police R.J. Zeder Transportation & Development Director 18 City of Chandler 2016-17 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 158.875 FTE Cultural Affairs Economic Development/ DT Redev, Tourism 82.55 FTE 9 FTE Fire, Health & Medical Human Resources 234 FTE 23 FTE Information Technology Management Services 55 FTE 73 FTE Municipal Utilities Planning 197 FTE 14 FTE Police Transportation & Development 493 FTE 159.5 FTE 19 City of Chandler 2016-17 Adopted Budget Community and Organizational Profile 20 City of Chandler 2016-17 Adopted Budget Community and Organizational Profile Chandler Community Profile large office and industrial parks where businesses can acquire existing facilities or construct their own facilities with minimal delay. The City has seen significant speculative office and industrial development in Fiscal Year 2015-16 as vacancy rates have dropped. Retail space exceeds sixteen million square feet and the vacancy rate fell below 10% for the first time in five years in 2015. 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 healthcare system, and a reputation as a global leader in technology. 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 11,000 Wells Fargo 4,500 Bank of America 3,800 Verizon Wireless 2,400 Chandler Regional Hospital 2,100 PayPal 1,750 Orbital ATK 1,650 Microchip Technology 1,625 NXP Semiconductors 1,400 Bashas’ Distribution Center / Corp HQ 1,100 Education Management Corp. (EDMC) 1,100 General Motors 1,000 Avnet 1,000 Infusionsoft 700 Toyota Financial Services 650 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 by 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, multiple urban housing developments have completed recently, with more on the horizon. Recreational Activities Chandler has multiple recreation centers, a senior center, and 65 public parks. The public parks contain a variety of facilities including soccer, baseball, and softball fields. Courts for tennis, basketball, racquetball, pickleball, and sand volleyball are also included along with walking trails, picnic pavilions, and playgrounds. Chandler has four dog parks, providing dog owners with a place to exercise their dogs. The City’s skate park, located at Snedigar Sportsplex, is a favorite for many local in-line skaters and skateboarders. Chandler’s Desert Breeze Park has a water play area for children, a lake for fishing, Hummingbird Habitat, and an outdoor skills area. Located within Tumbleweed Park, Playtopia is a playground (2.5 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 those outside 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. The Chandler unemployment rate is 4.3%, which is 1.5% lower than the state average. There are many 21 City of Chandler 2016-17 Adopted Budget Community and Organizational Profile 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, eAudiobooks, and many digital/ downloadable formats. Chandler Public Library provides a wide range of programming opportunities for every age including traditional story times and a summer reading program that promotes the development of early literacy skills; Science Technology, Engineering, Arts, and Mathematics (STEAM), and coding classes that encourage the exploration of experiences with technology, job/career counseling, and English tutoring for adults. The library also offers many online classes for adults from health and wellness to computer programming and GED test preparation. Volunteers are an integral part of library operations and programming with over 285 active adult and teen volunteers. 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 game room, art and ceramic studios, and multiple lounges. Veterans Oasis Park covers 113 acres of both lush wetland and arid habitat, offering 4½ miles of trails and numerous wildlife viewing areas. It is also home to the Environmental Education Center, which offers a variety of nature-oriented activities and programs. The Chandler Bike Park is located within Espee Park and provides the local bike community a place to safely practice their freestyle bike skills. Chandler is located close to many professional and college sporting teams and events: 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 Waste Management Phoenix Open 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 14-acre outdoor agriculture learning environment located in Tumbleweed Park. The ranch is the focus of the Museum’s school field trip education programs and features three historic buildings, antique farm equipment, and agriculture demonstration fields. Tumbleweed Ranch is also the location for the Museum’s signature special event, the Chandler Chuck Wagon Cook-off. 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 2016-17 program includes: Get the Led Out, The American Led Zepplin; Clay Aiken; Julie Madly Deeply; Roots & Boots: Tippen, Raye and Kershaw; Drumline Live; Colin & Brad; Art Garfunkel; Hypnotic Brass Ensemble; Stormy Weather: The Story of Lena Horne starring Mary Wilson of the Supremes; New York Gypsy All Stars; The National Dance The Chandler Public Libraries are community gathering spots 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 275 public computers, a robust wireless network at each facility, early literacy interactive spaces, and meeting 22 City of Chandler 2016-17 Adopted Budget Community and Organizational Profile attract sought after, high-end stores and around-thecorner retailers. Company of Ireland; Letter's Home-Griffin Theatre Company; An Evening with Groucho starring Frank Ferrante; and the ever popular Zoppé Italian Family Circus; as well as excellent community theater productions and children’s theater camps. The Center for the Arts also features an exhibition hall for showcasing local and touring art displays. The Chandler 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, Dillard’s, and Macy’s, as well as many specialty stores. The affiliated power centers near Chandler Fashion Center are home to several anchor retailers including Costco, DSW, Target, Hobby Lobby, and Lowe’s. Chandler has a diverse cultural makeup. Many 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, 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 CinePark 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 Road, offers locally-owned dining and unique shopping establishments anchored by the Crowne Plaza San Marcos Resort. Award-winning and international choices include Charm Thai Cuisine, Yoli’s Café, The Perch Pub & Brewery, 55 Chicago, San Tan Brewing Co., Paletas Betty, The Brickyard, The Ostrich, Serrano’s Mexican Restaurant, Vintage 95, La Stalla, Eastwind Sushi, Original Chop Shop, Wimpy’s Paradise, Murphy’s Law, Bourbon Jack’s, and DC Steakhouse. Shops include Sibley’s, Saba’s, One Wing Boutique, and Cutting Edge Quilting. Education Facilities The Chandler Unified School District and the other districts supporting Chandler residents provide primary and secondary education through thirtyeight elementary schools, two kindergarten through eighth, eight junior highs, and eight 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. Shopping and Dining Chandler’s thriving opportunities for shopping and dining reflect the variety and excitement of the residents themselves. The worldwide presence of key employers produces a global mindset within the community that supports a variety of restaurants and shopping choices. Chandler provides outstanding opportunities for upscale eateries, as well as traditional favorites. 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 in Downtown Chandler 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 infrastructure. Availability of space, quality development, accessible freeway systems, and strong demographics continue to 23 City of Chandler 2016-17 Adopted Budget Community and Organizational Profile Demographics* Racial Composition (%) Incorporated Area – Square Miles 2016 2015 2014 2013 2012 2011 2010 2009 rev. 2009 65.049 64.980 64.900 64.840 64.710 64.600 64.400 64.400 64.460 2008 2007 2006 2005 2004 2003 2002 2001 2000 64.370 64.200 63.460 63.313 63.186 61.420 60.916 60.775 58.600 Two or more Races One Race White Asian Hawaiian & Pacific Islander African American Native American Other Hispanic/Latino Ethnicity (of any race)(2) (2) Climate Average minimum temperature Average maximum temperature Average annual temperature Average annual precipitation (inches) 57.4F 86.3F 71.9F 9.23 Highest Education Attainment (%) Less than 9th Grade 9th-12th Grade, No Diploma High School Diploma GED/Alternative Credential Some College Associates Degree Bachelor Degree Graduate Degree 49.1 50.9 Source: ESRI Business Analyst, 2016 Population 2016 (Census Estimate) 2015 2014 2013 (revised) 2012 2011 2010 (Official U.S. Census) rev. 2009(1) 2008(1) 2007(1) 2006(1) 2005(1) 2005 (Interim U.S. Census) 2004(1) 2003(1) 2002(1) 2001(1) (1) 260,828 247,500 244,439 242,215 239,538 238,977 236,326 252,488 250,759 247,097 241,910 238,930 230,845 224,644 211,984 201,263 189,498 3.7 4.2 16.7 2.5 23.8 9.8 24.2 15.1 Source: ESRI Business Analyst, 2016 Household Income 2015 (%) 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) 6.9 14.3 12.0 18.7 15.7 18.6 13.8 $89,040 $71,467 2.7 Source: ESRI Business Analyst, 2016 Voters (Special Election August 25, 2015) Estimates from 2001 to 2009 were found to be overstated but remain as the official estimates. Registered Voters Votes Cast Percent Voting Age Composition (%) 0-14 years 15-24 years 25-64 years 65 plus years 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. Source: ESRI Business Analyst, 2016 Gender (%) Male Female 3.8 96.2 73.3 7.9 0.2 4.7 1.6 8.5 22.7 21.9 13.4 54.7 10.0 131,874 23,240 17.62% Source: City Clerk * Unless otherwise noted, Fiscal Year 2015-16 figures presented are projected through June 30, 2016. Source: ESRI Business Analyst, 2016 24 City of Chandler 2016-17 Adopted Budget Community and Organizational Profile Economics* Fiscal Year Average Unemployment Rate (%) Occupation Composition (%) Management, Business, and Financial Professional Sales Administrative Support Service Farming, Forestry, and Fishing Construction and Extraction Installation, Maintenance, and Repair Production Transportation and Material Moving 17.4 24.6 12.6 14.5 16.9 0.2 2.8 3.2 3.8 4.0 2015-16 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 Source: ESRI Business Analyst, 2016 Taxes Local Retail Transaction Privilege (TPT) Sales Tax Rate 1.5% 4.3 4.8 5.3 5.6 6.6 7.4 7.7 5.7 2.8 2.5 3.0 3.2 3.0 3.9 4.2 2.8 Source: Arizona Labor & Statistics (1) Property Tax (2016-17)(1) Primary Tax Rate Secondary Tax Rate Combined $0.2900/$100 $0.8700/$100 $1.1600/$100 Property Tax (2015-16)(1) Primary Tax Levy Secondary Tax Levy Combined $0.2992/$100 $0.8800/$100 $1.1792/$100 Building Permits – All Types 2015-16(2) 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 Property Tax calculated per $100 of assessed limited valuation as determined by the Maricopa County Assessor. Source: Management Services Department Property Tax Assessed Valuation Net Full Cash …Value Limited Property …Value 2015 $2,895,391,106 2016 $3,167,080,795 $2,380,457,981 $2,553,971,787 (2) Source: Maricopa County Assessor Issued 4,000 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 Value $800,000,000 675,000,000 775,222,849 875,000,000 892,000,000 658,977,221 375,169,625 376,745,879 669,812,746 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 Several services that may have three permits have been combined and are provided with one permit, reducing total number of permits. Source: Planning Division * Unless otherwise noted, Fiscal Year 2015-16 figures presented are projected through June 30, 2016. 25 City of Chandler 2016-17 Adopted Budget Community and Organizational Profile Service Statistics* Police Protection Employees (full time) Sworn Civilian Crime Index(1) Crime Rate (per 1,000 …population)(1) Traffic Accidents(1) Traffic Citations(1) Total Calls for Police …Service, est.(1) Avg. Response Time…Priority 1 Calls (all)(1) (1) Residential Solid Waste 2014-15 483 322 161 6,207 25.2 2015-16 489 324 165 5,930 23.8 4,228 26,120 141,274 4,516 23,391 140,591 6:18 6:15 Customers Serviced Total Landfill Tonnage: Residential Commercial/City Total Recycling …Tonnage: Residential Curbside/ Neighborhood Drop-off Other Recycling 2014-15 71,860 84,209 83,747 462 22,442 2015-16 73,162 81,653 81,122 531 22,102 18,510 18,346 800 3,132 975 2,781 Wastewater Figures reported on a calendar year basis. Connections Miles of Sanitary Sewers Average Daily Treatment …Million Gallons per Day …(MGD) Treatment Capacity (MGD) Fire Protection Stations Employees (full-time) Sworn Civilian Fire Calls Emergency Calls Other Calls Fire Inspections Fire Investigations 2014-15 10 234 202 32 360 16,004 5,500 3,842 25 2015-16 10 234 202 32 430 16,796 5,984 4,960 24 Street Lane Miles Street Lights Signalized Intersections 2015-16 78,144 917.36 28.5 42 42 2014-15 80,401 1,278 2015-16 83,089 1,195.74 132 88.76 28 64.4 28 66.3 72 72 Water Potable Connections Miles of Potable Water …Lines(2) Miles of Reclaimed Water Lines(2) Operating Wells Daily Pumping Wells Capacity (MGD) Production Treatment Capacity (MGD)(3) Streets & Traffic Engineering 2014-15 2,033 27,700 218 2014-15 76,492 911.10 27.7 2015-16 2,054 27,800 218 (2) Beginning in Fiscal Year 2015-16, City staff is updating the Geographic Information System through a review of over 700 As-builts may reflect a revised figure. The revised figures consist of active and City owned utilities. (3) Chandler Surface Water Treatment Plant (WTP) & San Tan Vista WTP combined. Aviation Based Aircraft Air Traffic Operations 2014-15 410 225,012 2015-16 401 209,965 Source: City Departments * Unless otherwise noted, Fiscal Year 2015-16 figures presented are projected through June 30, 2016. 26 City of Chandler 2016-17 Adopted Budget Community and Organizational Profile Service Statistics* Center for the Arts Library Library Materials Annual Circulation(1) Library Visits Registered Borrowers(2) (1) (2) 2014-15 506,099 2,163,076 1,181,412 333,559 2015-16 402,000 2,086,000 1,143,000 250,000 No. of Events and Exhibits Attendance Volunteer Hours Theatres Exhibition Areas Circulation includes all materials either checked out or downloaded. Beginning Fiscal Year 2015-16 Registered Borrowers includes only active users. 2014-15 11,800 54 2,100 2015-16 9,000 54 2,100 13 13 (3) 2015-16 38 2 8 8 1 Arizona State University, The University of Arizona, and other universities offer classes located in Chandler. Includes Casteel High School, which services grades 7-12. Recreation Municipal Parks Developed Parks Developed Acres Undeveloped Acres Swimming Pools Lighted Fields 2014-15 37 0 10 7 1 Elementary K-8 School Junior High High School(4) Community College (4) 2014-15 64 1,232.17 309.22 6 41 2015-16 1,001 350,350 13,000 3 2 Public Education System(3) Vision Gallery Gallery Visits # of KidzArt Workshops Participation in KidzArt Workshops # of Special Events and Exhibits 2014-15 1,116 320,292 12,780 3 2 2015-16 65 1,242.19 301.70 6 41 No. of Family Special Events No. of Rec. Classes Offered Volunteer Hours Meals Served at Sr. Center Source: City Departments 2014-15 8 3,981 43,658 17,094 2015-16 8 4,174 44,500 17,733 * Unless otherwise noted, Fiscal Year 2015-16 figures presented are projected through June 30, 2016. 27 City of Chandler 2016-17 Adopted Budget Community and Organizational Profile 28 City of Chandler 2016-17 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. In February 2015, the City Council conducted a Strategic Planning Retreat that established six new Strategic Policy Goals. The Executive Leadership Team then created recommended priorities to fulfill the goals identified by Council. Following are the updated goals and action plan items. Chandler can be a great place to visit, work, play, and live by…. Being the Most Connected City  Connect our community using enhanced communication technologies to share information by increasing electronic availability of City information.  Continually strive to utilize new technology that enhances citizen engagement, technological capabilities, and efficiency.  Connect our community by increasing connectivity through enhancing intermodal transportation. Being a Leader in Transparency  Provide timely and accurate data and reports to maintain accountability and provide support for effective decision making.  Promote opportunities that encourage citizen engagement and input. Maintaining Fiscal Sustainability  Manage the City’s diverse portfolio of revenue sources to maximize and expand them.  Continue adherence to and improve upon fiscal policies.  Maintain strong bond ratings with all three rating agencies for all types of debt.  Manage expenditure growth through periodic review of programs and services. Attracting a Range of Private Sector Businesses  Position Chandler to be recognized by corporate real estate executives, site selectors, regional partners, and the development industry as a premiere location for new investment.  Coordinate and facilitate the revitalization of the City core. Possessing a Contemporary Culture to Capitalize on Cultural and Ethnic Diversity in the Community  Promote Chandler as a contemporary and inclusive community that values its rich diversity, history, and culture.  Continue to implement City employment practices that highlight and promote diversity.  Invest in employees, support systems, and innovation strategies that ensure Chandler remains a leader in the delivery of high quality services. 29 City of Chandler 2016-17 Adopted Budget Budget Policies, Process, and Decisions Being Safe and Beautiful  Implement a multifaceted approach to address the needs of aging neighborhoods from the physical, safety, and community perspectives.  Construct and maintain public infrastructure in an aesthetically pleasing manner.  Ensure Chandler remains a safe community by employing best practices. ….Chandler is a great place to visit, work, play and live! B. Priority Based Budgeting Goals and Desired Results In addition to the above-stated Council Strategic Goals, the City has also established Priority Based Budgeting Goals, also known as “Desired Results” which tie to the fiscal sustainability goal listed above. These goals expand on the Council Strategic 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 which provide 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’s financial policies have been developed to set standards for stewardship over financial resources. The policies institutionalize strong financial management practices, clarify the strategic intent for financial management, define boundaries, manage risks to financial condition, support good bond ratings to minimize borrowing costs, and comply with established public management best practices. The policies provide a guide for sound fiscal planning, while maintaining fiscal integrity. There are eight (8) financial policies: Operating Management, Capital Management, Reserves, Debt Management, Long-Range Financial Planning, Grant Management, Investment, and Accounting, Auditing, and Financial Reporting. The policies are reviewed annually, with updates approved by City Council before the new budget year. Listed below are the updated financial policies implemented for the Fiscal Year 2016-17 Budget, continuing to keep the City of Chandler fiscally strong. 1. Operating Management Policy The purpose of the Operating Management Policy is to provide guidance and clarification on how the budget will be structured and developed, define the budget control system, how to amend the budget, and specific revenue and expenditure principles to ensure ongoing financial sustainability and operating practices. Key Budget Features Scope and Length of Budget Period: The budget shall be based on a fiscal year beginning July 1 through June 30, and revenue and expenditures for all funds shall be adopted annually (excluding funds maintained for financial reporting purposes only). Level of Control: The budget process shall be decentralized, allowing all Departments to provide updated revenue and expenditure amounts entered directly into an online budget system. Budgetary control shall be at the Departmental level and managed separately between the Personnel budget (5100-series of accounts) and the Operating budget (5200-8900 series of accounts). A Department cannot spend more than the budget 30 City of Chandler 2016-17 Adopted Budget Budget Policies, Process, and Decisions appropriated; however, line item appropriations shall be established for each cost center (division) within each Department. Balanced Budget Definition: According to the City Charter, the total of proposed expenditures shall not exceed the total of estimated income and fund balances available. Each fund in the budget must also 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. Appropriation shall be for a specific fund and balanced based on specific funding sources, therefore savings in one fund shall not be used to cover over-expenditure in another fund. Basis of Budgeting: The City’s accounting system is maintained on the same basis as the Adopted Budget. This enables Departmental budgets to be easily monitored via accounting system reports on a monthly basis. The City’s financial records, as reported each year in the Comprehensive Annual Financial Report (CAFR), are maintained in accordance with Generally Accepted Accounting Principles (GAAP). For comparison purposes, the City’s CAFR shows fund revenues and expenditures on both a budget basis and a GAAP basis in all funds for which budgets are adopted. 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 GAAP except for the following: a. 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). b. 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. c. Capital outlays for Enterprise funds are recorded as expenses (cash basis) as opposed to fixed assets (GAAP basis). d. Principal payments on long-term debt are recorded as expenses (cash basis) as opposed to a reduction of a liability (GAAP basis). e. Proceeds from the sale of bonds and utility system development fee revenues are recognized as revenue when received (cash basis) as opposed to a reduction of a liability and an increase in contributed capital (GAAP basis). f. No depreciation is budgeted (on a cash basis for any fund) as opposed to depreciation expense recorded in financial statements (GAAP basis). The budgets for Proprietary fund types such as the City's Enterprise (water, wastewater, reclaimed water, reverse osmosis, solid waste, and airport), Internal Service, Fiduciary, 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. Cost Allocation: Costs incurred in the General Fund to support the operations of the Enterprise funds (water, wastewater, reclaimed water, reverse osmosis, solid waste and airport) will be recovered through an indirect cost allocation. The indirect cost allocation plan will be reviewed annually and costing adjustments made after approval of the City Manager or Designee. Long-Term Financial Forecasts: Forecasts will be prepared annually covering a ten year period and considered during budget development. Performance Measurement: 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. 31 City of Chandler 2016-17 Adopted Budget Budget Policies, Process, and Decisions Budget Principles and Process Budget Links to Strategic Financial Plans: The City’s annual budget will be developed in accordance with the policies and priorities set forth in the Council Strategic Goals, the needs of the community, and local, federal and state laws. Examination of Spending Patterns: The City will seek to maximize the value the public receives through its spending by critically examining existing spending patterns to make sure they continue to provide value, and if not, reallocate to services that do. Prioritizing Services: The Priority Based Budgeting (PBB) results will be used annually to prioritize City services based on City Council’s long-term desired results. Costs of City services will be updated every three years. All competing Department needs (decision package requests), will be weighed taking into account PBB results and other information based on available City resources within projected fiscal constraints. All requests must be fully justified to show that they will maintain or enhance service delivery or support new programs. Additions to Department budgets outside of the annual 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. Funding Liabilities: The current portion of long-term liabilities (i.e., capital infrastructure, annual costs of maintaining and replacing capital assets, contributions to employee pensions), at a minimum, should be funded in the annual budget so as to maintain the trust of creditors and ensure a manageable payment plan. Budget Process: The budget will be developed following a detailed calendar to ensure timely preparation and execution, provide opportunities for citizen participation at different points, follow State law and City Charter, and be summarized within a budget document to clearly communicate policy decisions. Budget Control System Modified Expenditure Control Budgeting (MECB): MECB will be utilized in order to encourage cost effectiveness while providing quality services to Chandler citizens. MECB assumes existing service levels will be maintained and new or enhanced programs require an ongoing source of funding before initiation. The use of MECB supports the following basic philosophies: a. Department management is 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 b. Department management can find ways to do things more efficiently if given the freedom to innovate and control their own resources. Base Budget Method: The base budget method will be utilized for ongoing Operations and Maintenance (O&M) appropriation. Departments shall be allocated the prior year's base budget to support all ongoing operations, but may request supplemental funding through a decision package. Requests approved in the Adopted Budget shall be incorporated into Department’s base budgets. Departments develop their own expenditure line item budgets; however, exceptions exist for certain citywide expenditure line items and can only be spent for the specified purpose (department fleet, equipment and technology replacement transfers out, and fuel). Under the MECB philosophy, Departments may request to carryforward savings achieved in their Base Budget 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. The City will use an Encumbrance Accounting System whereby budgeted funds are committed and no longer available for spending when a purchase order is approved in the financial system. Encumbered funds will be carried forward to the next budget year if not spent by year end. Personnel Services Budgeting: All personnel costs are funded outside of the base budgets, 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 enhance service levels after City Manager review and City Council approval. 32 City of Chandler 2016-17 Adopted Budget Budget Policies, Process, and Decisions Additions outside of the budget process are discouraged and only approved by the City Manager’s Office in unique circumstances. Overspending of overtime and temporary budgets must be funded from base budgets if not directly related to a vacancy. Budget Resolution Transfer Authority: The Adopted Budget Resolution for each fiscal year gives authority to the City Manager or his/her designee regarding transfers to/from departments of non-departmental encumbrance, carryforward, lump sum agreements, fuel and utility reserves, non-departmental personnel, department operations and maintenance savings, and Information Technology telecommunications appropriation. Budget Expenditure Limitation: State Expenditure Limitation options, the level at which expenditures cannot legally exceed the appropriated amount, will be reviewed and implemented as required by State statute to ensure the best approach for the City. The City of Chandler currently falls under the 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 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 City 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. Revenue and Expenditure Principles 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 Reserve Policy. Fund balances are non-recurring revenue, and will be appropriately used for one-time expenditures or budgeted as contingency fund appropriations. Revenues: The City strives to ensure diversification and stabilization of its revenue base. Revenue projections will be based on historical trends by developing base lines for ongoing types of revenues versus one-time. Projections used to balance revenues to expenditures will be prepared for a five to ten-year period and updated annually to ensure financial sustainability. A revenue manual will be maintained to document important characteristics and historical background of each revenue source. Conservative but realistic revenue projections will be prepared to assess the limits of budget appropriation using trend analysis and current data to minimize estimating too high, which could result in mid-fiscal year budget cuts. User fees and charges will be periodically analyzed and updated to ensure that all direct and indirect costs are recovered for services benefiting individuals/groups (unless an economic disadvantage is caused) versus a larger public benefit. Utility rate consultant studies will be performed at a minimum every four years, and internal rate analyses will be completed every year for Water, Wastewater, and Solid Waste funds based on ten-year projections. Reviews will ensure fees are adequate to fund operations, debt service, bond covenants, and reserves. Additionally, periodic reviews of the rate design and cost of service between customer classes will be completed. 33 City of Chandler 2016-17 Adopted Budget Budget Policies, Process, and Decisions The City will vigilantly pursue outstanding collections through revenue collectors, and periodic Transaction Privilege Tax audits will be performed on businesses to ensure compliance with City tax code. Education will always be a part of taxpayer interactions to protect this major revenue source. Expenditures: The City will commit to a level of expenditures sufficient to ensure the ongoing health, safety, and welfare of citizens. Departments are encouraged to periodically review operations for efficiencies and reallocate existing expenditure appropriation before requesting new funding. Personnel expenditures, the largest operating cost, will be appropriated based on full funding of all approved positions, but a vacancy saving percentage will be determined based on past trends and will reduce the ongoing personnel services budget for forecasting purposes in the General Fund, shifting the amount to one-time funding. Vacant public safety sworn positions will be budgeted at bottom of range and other general positions will be budgeted at mid-range. Employee benefits expenditures (i.e., pensions, health, worker’s compensation) will be appropriated at levels to ensure adequate funding to remain current and maintain appropriate reserves if self-insured. Compensation packages will be reviewed periodically to ensure they are sufficient to attract and retain quality employees. 2. Capital Management Policy The purpose of the Capital Management Policy is to provide guidance on capital planning, budgeting, and management to ensure well maintained infrastructure, allowing Chandler to provide quality services, and maintain economic vitality and quality of life in a financial sustainability manner. Timing and Scope: 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 City develops a ten-year plan, exceeding the minimum requirements. The Council shall adopt the CIP on the same date as the final adoption of the Annual Budget. The first year of the adopted capital plan, along with any estimated prior year unspent CIP projects, will be the capital budget for that fiscal year. CIP projects shall be over $50,000 and include items with a useful life of 3 or more years. CIP projects may be for infrastructure, facilities, equipment, technology software/hardware, and studies to determine infrastructure needs. Project Identification and Review: Proposed CIP projects will include a detailed project description, full cost estimates (i.e., design, construction, right-of-way, land, equipment, etc.), anticipated funding sources, recommended time schedules for each improvement, reference to planning document(s) that identify the need for the investment when applicable, and the estimated operating income or cost of maintaining the facilities to be constructed (i.e., personnel, operations and maintenance). Contributions to reserves for replacement of technology, equipment, and vehicles will be incorporated into the operating cost estimate. The City’s CIP Coordination Team will serve as a central forum for cross-departmental communication regarding capital planning, identifying opportunities for efficiencies, and making a CIP recommendation to the City Manager. Project Selection: Long-term capital fund forecasts will be updated annually to assess financial feasibility of proposed CIP projects. Other considerations for project selection may be their impact on other projects, ability to fund preliminary design, maintaining existing infrastructure versus new construction, impact on operations, and alignment with planning documents (i.e., Council Goals, General Plan). CIP project funding will be evaluated for pay-as-you-go versus financing, by considering various economic factors, asset useful life, bond authorization levels, and projects nature/ability to finance. Balanced CIP: The CIP projected expenditures must equal capital resources using conservative, yet realistic revenue projections. Extensive review of the secondary property tax rate will be completed to determine bond capacity. Impacts to tax and utility rates should be clearly weighed and communicated. 34 City of Chandler 2016-17 Adopted Budget Budget Policies, Process, and Decisions Capital Asset Maintenance: Maintenance and replacement of existing infrastructure and capital assets will be prioritized to keep assets in good condition and well-maintained. 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. 3. Reserve Policy The purpose of the Reserve Policy is to ensure the City remains a financially stable organization by maintaining appropriate reserves. Adequate reserves position an organization to effectively plan for cash funded needs, as well as unplanned needs caused by significant economic downturns, manage the consequences of outside agency actions that may result in revenue reductions, and address unexpected emergencies, such as natural disasters, catastrophic events caused by human activity, or excessive liabilities or legal judgments against the organization. In concert with the City’s other financial policies, the City’s Reserve Policy serves as an important tool to guide the use of City resources in meeting the City’s financial commitments and provides a framework for addressing unexpected future events in a fiscally prudent manner. This policy documents the City’s approach to establishing and maintaining adequate reserves (target levels) based on consideration of risks to operations, in the budgetary fund balance across a spectrum of City operations in various funds. The budgetary fund balance represents the one-time amount accumulated from prior years, which is different than the fund balance under Generally Accepted Accounting Principles (GAAP), but includes the same constraints on spending. Governmental Accounting Standards Board (GASB) Statement No. 54 defines five reserve classifications of fund balance based on the level of restrictions placed on the specific purposes for which amounts can be spent: nonspendable fund balance, restricted fund balance, committed fund balance, assigned fund balance, and unassigned fund balance. The last three classifications are termed Unrestricted Fund Balance since the constraint on spending is imposed by the government itself, therefore subject to this reserve policy. Additionally, contingencies and reserves can be appropriated and unappropriated, depending if the City would like the reserve to be available for spending in the current budget year or not. General Fund Reserve Policy The General Fund is the main operating fund that pays for general services provided by the City, such as public safety, parks, and library services. The General Fund accounts for all general revenues of the City and for expenditures related to the rendering of the City’s general services. The General Fund is considered to have a high level of risk to operations due to its dependence on revenue streams that are susceptible to economic downturns and revenue reduction impacts from outside agency actions. In addition, the General Fund is the main funding source when responding to unexpected events or emergencies. Consideration of potential risk and other drivers influence the targeted minimum level of total Unrestricted Fund Balance that should be maintained. The Government Finance Officers Association (GFOA) recommends no less than two months of General Fund Unrestricted Budgetary Fund Balance. The City desires to maintain a prudent level of reserves based on the revenue impacts described above and the City’s desire to maintain strong bond ratings to minimize borrowing costs. This reserve policy sets the targeted minimum level at four months of budgeted General Fund operating revenues, excluding one-time transfers in to provide stability and flexibility to respond to unexpected adversity and/or opportunities. Should the minimum reserve level fall below its target, a plan will be formulated to restore within a three year period. The Unrestricted Budgetary General Fund Balance can include the following contingency and reserve types. General Fund Contingencies/Reserves (Type/ Appropriated or Not/ GASB 54 Classification) General Fund Contingency / Appropriated / Unassigned: This Contingency 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. 35 City of Chandler 2016-17 Adopted Budget Budget Policies, Process, and Decisions Council Contingency / Appropriated / Unassigned: This Contingency will be created annually for use by Mayor and Council during the Council budget amendment process or during the year for initiatives identified. Budget Stabilization Reserve / Not Appropriated / Assigned: This reserve may be created to offset operating deficits that result from economic downturns and revenue reduction impacts from outside agency actions that can create adverse service impacts, allowing time to reduce spending and/or find other ongoing revenue opportunities. Council may add to the reserve from time to time but not draw from it for more than three consecutive fiscal years. Capital and Economic Development Reserves / Appropriated and/or Not Appropriated / Assigned: These reserves may be created to fund economic development opportunities, planned new and redevelopment capital projects, and capital maintenance projects to sustain existing City infrastructure and minimize additional borrowing to help manage tax rate impacts. Personnel and Operating Reserves / Appropriated and/or Not Appropriated / Assigned: These reserves may be created to fund specific operating expenditure areas that are susceptible to economic fluctuations and to fund personnel costs that can be reasonably estimated and are short-term in nature. Other Fund Reserve Policies Other funds have been identified as needing reserves due to one or more of the following reasons: selfsupporting nature, the potential for unanticipated revenue or expense changes that can negatively affect operations, to help maintain a stable fee structure, or to cover the potential of unanticipated events threatening the public health, safety, or welfare. Reserves have been created in Enterprise Operating Funds (i.e., Water, Wastewater, Solid Waste, and Airport), Highway User Revenue Fund (HURF), Self-Insurance Funds and Replacement Funds (i.e., Vehicle and Technology). Targeted reserves will be maintained as described below. A portion of the reserve will be appropriated annually for each applicable fund to provide for unanticipated revenue shortfalls and/or unexpected expense increases in the current year. Reserves should only be utilized after all other budget sources have been examined for available funds. Should the minimum target level for any of the funds identified fall below its target, a plan will be formulated to restore within the next year, but not to exceed a three year period. Water Operating Enterprise Fund accounts for specific services funded directly by fees and charges to City Water customers. The fund is intended to be self-supporting and will maintain a minimum target reserve of 20% of operating revenues. Other Water reserves may be created when deemed appropriate (i.e., fuel, utilities, lump sum). Wastewater Operating Enterprise Fund accounts for specific services funded directly by fees and charges to City Wastewater customers. The fund is intended to be self-supporting and will maintain a minimum target reserve of 15% of operating revenues. Other Wastewater reserves may be created when deemed appropriate (i.e., fuel, utilities, lump sum). Solid Waste Operating Enterprise Fund accounts for specific services funded directly by fees and charges to City Solid Waste customers. The fund is intended to be self-supporting and will maintain a minimum target reserve of 10% of operating revenues. Other Solid Waste reserves may be created when deemed appropriate (i.e., fuel, utilities). A Landfill Post-Closure Compliance Reserve will also be maintained as required by State and Federal law. Airport Operating Enterprise Fund accounts for specific services funded directly by fees and charges to City Airport customers. The fund is not currently intended to be self-supporting, and depends on General Fund to fund a portion of operating and capital costs; therefore a minimum target reserve is not a reasonable expectation until the Airport is determined as self-sustainable by Council. Highway User Revenue Fund (HURF) accounts for Highway Users Tax received and spent on street and highway maintenance and construction projects. The fund will maintain a minimum target reserve of 15% of operating revenues. Other HURF reserves may be created when deemed appropriate (i.e., fuel, utilities). 36 City of Chandler 2016-17 Adopted Budget Budget Policies, Process, and Decisions Self-Insurance Risk Fund (Insured Liability) reserve will be maintained at a level, together with purchased umbrella insurance policies, that will adequately indemnify the City’s property and liability risk. Health and Workers Compensation Self-Insurance Funds reserves are maintained based on the Trust documents approved by Council. Qualified actuarial firms shall be retained on an annual basis in order to recommend appropriate funding levels for Risk, Health and Workers Compensation Self-Insurance Funds. A minimum reserve of 70% of outstanding claims will be maintained for each. The General Fund contributions to Self-Insurance Funds (i.e., Insured and Uninsured Liability Funds, Workers Compensation Trust Fund, Health Benefits Trust Fund, Short-Term Disability Fund and Dental Fund) will be reassessed annually and incorporated into the budget process, in order to ensure that the targeted goal is met in a manner that is balanced with other budget priorities. Vehicle Replacement Fund will maintain a minimum target reserve of 10% of the total City fleet replacement value. 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. Technology Replacement Fund will maintain a minimum target reserve of 10% of the total City technology asset replacement value. 4. Debt Management Policy The purpose of the Debt Management Policy is to provide guidelines for the issuance of bonds and other forms of indebtedness to finance necessary land acquisitions, capital construction, equipment, and other items for the City, as well as guidelines for monitoring outstanding debt. This policy will assist the City in determining appropriate uses of debt financing, establish certain debt management goals, and assist the City in maintaining, and if possible, improving its current credit ratings, while assuming a prudent level of financial risk and preserving the City's flexibility to finance future capital programs and requirements. Scope This policy shall govern, except as otherwise covered by federal and state regulations, City Charter, and City Code, the issuance and management of all debt and lease financings funded in the capital markets. While adherence to this policy is desired, changes in the capital markets as well as unforeseen circumstances may from time to time produce situations that are not covered by the policy and may require modifications or exceptions to achieve City goals. The City's Debt Management Policy shall be reviewed annually. Debt Issuance Process Assessing Financing Needs for Capital Programs: The determination of how much indebtedness the City can afford begins by assessing the sufficiency of future revenues to fund the 10-year Capital Improvement Program (CIP). Factors such as debt service coverage requirements outlined in the bond indentures, the impact on businesses and citizens, tax rates, user fees, voter authorization, and any impact on the bond ratings will be carefully considered. Approval of Issuance: The bond sale amount will be determined based on financial cash flow projections, will comply with federal, state, and local legal requirements, and will obtain issuance approval from City Council. Method of Sale: Three methods of sale for issuing debt obligations will be considered; competitive sale, negotiated sale, and private placement. Each type of bond sale has the potential to provide the lowest cost given the right market conditions. The method of sale that is most advantageous to the City will be determined under consultation with the City’s Financial Advisor. Financial Service Providers: The City's Management Services Director shall be responsible for establishing a solicitation and selection process that complies with City Code requirements for securing professional services (i.e., bond counsel, financial advisor, arbitrage compliance specialist, underwriters) that are required to develop and implement the City's debt program. 37 City of Chandler 2016-17 Adopted Budget Budget Policies, Process, and Decisions Credit Ratings: Staff will assess the importance of credit ratings for each new debt. If credit ratings are to be obtained, the goal will be to maintain or improve ratings from all 3 rating agencies. Limitations on City Indebtedness Debt Coverage Goals: 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 at 120%) to comply with existing Water/Wastewater Revenue Debt Covenants. The goal will be from 1.5 to 2 times coverage to allow for fluctuations in revenue collection and to achieve the highest credit rating when bonds are sold. Excise Tax revenue will be greater than 3 times (the goal will be over 5 times) the amount of debt service outstanding to meet Excise Tax Revenue Obligations debt coverage requirements. Target Limitation on General Obligation (GO) Debt: State Statutes limit the amount of GO debt that a municipality can have outstanding. In general, the City's outstanding GO debt for the water, wastewater, parks, public safety, transportation, and street lighting programs is limited to 20% of the City's net assessed Limited Property Valuation (LPV) and for all other programs the amount of outstanding GO debt is limited to 6% of the City's LPV. Other factors, such as providing capacity for future programs will also be taken into consideration. Target Limitations on the Issuance of Revenue/Excise Tax Secured Debt Obligations: The City shall seek to finance the capital needs of its revenue producing enterprise activities through the issuance of revenue secured or excise tax secured debt obligations. Prior to issuing revenue-secured debt obligations, financial plans will be updated and reviewed to determine required rates and charges needed to support the planned financing, and the impact on rate payers and other affected parties. The amount of revenue-secured debt obligations issued by the City will be limited by the feasibility of the overall financing. Revenue-secured debt levels shall be limited by coverage and parity covenants and potential credit rating impacts. Target Limitation on Lease-Purchase Financing: The City may enter into short-term lease-purchase obligations to finance the acquisition of capital equipment with estimated useful lives of less than seven years. Repayment of these lease-purchase obligations shall occur over a period not to exceed the useful life of the underlying asset. The Management Services Department shall be responsible for developing procedures for use by City departments interested in participating in the lease-purchase program, and for setting repayment terms and amortization schedules, in consultation with participating departments. Improvement District Debt: The City may issue Improvement District debt only when there is a general City benefit. Improvement Districts are generally formed only by property owners in a designated area within the City in which they agree to be assessed for the repayment of the costs of constructing improvements that benefit the owner’s property. Improvement District debt is secured by a lien on the property and improvements of all parcels within each district. Each Improvement District financing must be closely evaluated since it is also secured by the General fund and is viewed by the credit rating agencies as an indirect debt of the City. Variable Rate Debt: The City shall not issue Variable Rate Debt. Voter Authorized Debt Voter authorized debt shall be used, but non-voter authorized debt (i.e., Municipal Property Corporation (MPC), Excise Tax Revenue Obligations (ETROs)) may 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 and the following conditions are considered: a. A project requires additional funds over and above what is available from other sources and meets the City’s goals and objectives. b. Emergency situations, such as an unfunded mandate or circumstance affecting the public health and welfare. c. The project will generate a positive net revenue position (i.e., revenues will exceed the cost of financing). 38 City of Chandler 2016-17 Adopted Budget Budget Policies, Process, and Decisions Debt Management Process Debt Service Structure: The Management Services Director will carefully consider the debt service structure for each bond issue. Factors such as the flow of revenues available for a particular credit, the need to fill in gaps created by refunding specific principal maturities or to structure savings from a refunding in a particular year will be considered. Accelerated repayment may be considered within the bonding capacity constraints to provide capacity for future capital programs. Bonds will be amortized over a period of time not to exceed the useful life of the assets being financed. Maturity: The final maturity of a bond sale shall be equal to or less than the remaining useful life of the assets being financed, and the average life of the financing shall not exceed 120% of the average useful life of the assets being financed. Investment of Bond Proceeds: The City shall comply with all applicable federal, state, and indenture restrictions, if any, regarding the use and investment of bond proceeds. This includes compliance with any restrictions on the types of investment securities allowed, restrictions on the allowable yield of invested funds, as well as restrictions on the time period over which some bond proceeds may be invested. The Management Services Director, or his/her designee, will direct the investment of bond proceeds in accordance with the permitted investments for each particular bond issue. Investments such as guaranteed investment contracts may be considered when their use is in the best interest of the City and will be selected on a competitive basis. Refunding Bonds: Refunding bonds are issued to retire all or a portion of an outstanding bond issue. Most typically this is done to refinance at a lower interest rate to reduce debt service. Alternatively, some refundings are executed for reasons other than to achieve cost savings, such as to restructure the repayment schedule of the debt, to change the type of debt instruments being used, or to retire an indenture in order to remove undesirable covenants. A present value analysis must be prepared that identifies the economic effects of any potential refunding. For refunding transactions solely undertaken to achieve cost savings, the target savings amount shall be measured using the present value savings as percentage of par method. The target present value savings from any particular refunding candidate shall generally be at least 3% of the refunded par amount net of all transaction expenses and in excess of $1,000,000. The Management Services Director shall have discretion in making the final determination to include individual refunding candidates that are slightly below the target in order to optimize the City's financial objectives. Arbitrage Rebate: The City shall comply with all arbitrage rebate requirements as established by the Internal Revenue Service (IRS) and establish a system of record keeping and reporting to meet the arbitrage rebate compliance requirements of the federal tax code. This effort shall include tracking project expenditures financed with bond proceeds, tracking investment earnings on bond proceeds, calculating rebate payments in compliance with tax law, and remitting any rebatable earnings to the federal government in a timely manner in order to preserve the tax exempt status of the City’s outstanding tax-exempt debt issues. Arbitrage service providers may be used to assist the City with complying with arbitrage regulations. Issuance & Post-Issuance Compliance Procedures: Adopted procedures for tax-exempt bonds shall 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. Continuing Disclosure Undertaking (CDU): The City will comply with the requirements of Rule 15c2-12 of the Securities and Exchange Commission (SEC), when applicable. The Management Services Director, or his/her designee, will be responsible for filing the annual requirements and any Material Event Notices with Electronic Municipal Market Access (EMMA) as required by each outstanding CDU Certification. Declaration of Official Intent: In order to ensure debt can be issued to reimburse the City for project expenses prior to issuing debt, a Declaration of Official Intent (under Treasury Regulation Section 1.150-2) must be completed annually and filed with the City Clerk. The Declaration shall list all projects for the upcoming fiscal year. This will allow the City to reimburse certain capital expenses with the proceeds from tax-exempt reimbursement bonds, should such bonds be sold in the upcoming fiscal year. 39 City of Chandler 2016-17 Adopted Budget Budget Policies, Process, and Decisions 5. Long-Range Financial Planning Policy The purpose of the Long-Range Financial Planning Policy is to establish a consistent practice for financial planning that result in stable tax rates and services to the community over a multi-year period. Timing and Scope: In preparation for both the Capital Improvement Program and the Annual Budget, long-term financial forecasting models will be updated to analyze the impact of budget decisions on the City’s future financial condition. The financial plans will forecast revenues, expenditures, debt, long-term liabilities, reserve levels when applicable, and financial position for ten years into the future for the General Fund, Enterprise Funds, Capital and Operating Funds. Principles: The financial plans will start with a baseline assumption that current service levels will be maintained and include meaningful analysis of ongoing and one-time trends and conditions to allow consideration of longterm financial implications of current spending patterns. If future issues are identified through long-term financial planning, possible solutions should be identified and discussed, with the ultimate goal of structurally balanced plans (ongoing revenues support ongoing expenditures) that supports fiscal sustainability for many years into the future. 6. Grant Management Policy The purpose of the Grant Management Policy is to ensure grant oversight to support creativity and innovation in identifying and addressing existing and desired City program or partnership needs that cannot be resolved with existing resources, but may be suitable areas for seeking grant funds. The policy sets standards for the consistent acquisition and administration of grants and applies to all grants provided to or facilitated by City departments (federal, state, county, local, corporate, Indian community, and private foundation). Grant support is encouraged unless the prospective grant conflicts with the City’s strategic goals, generates more cost than benefit, or restricts the mission of the City. Grant Identification, Evaluation and Application Once potential grants have been identified and prior to the submittal of a grant application to an agency or acceptance of funds from an organization, the Department should give consideration as to whether the grant is consistent with the City’s Strategic and Department Goals, and a funding evaluation should be completed to determine the effect of the grant on the current and future City resources or operations. Factors to consider are: a. Available funding for required grant matches (i.e., the City’s portion of project costs or in-kind costs) b. Current and future year(s) budget implications (i.e., added positions, equipment) c. Capacity and experience of the Department and staff to effectively administer and implement all aspects of the grant. Grant Approval, Administration, and Operational Oversight To ensure transparent management of grants, grants valued with City resource commitments that exceed $30,000, or any amount if required by law or the grant agreement, require City Council approval prior to acceptance of funds or upon submittal if award signifies acceptance. Grants do not require City Council approval if governed by another authority (i.e., Public Housing Authority Commission). Transportation capital grants that require a rapid response to prevent forfeiting the grant may be approved by the City Manager or designee, prior to Council approval of capital project funded by said grant. The City Council item should include the grant’s purpose, term and amount, as well as current and future year budget or operational implications, during and after the grant is completed. City Manager or designee are authorized to approve and execute documents related to grants with a gross value of $30,000 or less, unless the grant agreement specifically requires City Council approval. If an approved grant requires an ongoing General Fund commitment from the City, it will be incorporated into the forecast to ensure expenditures can be supported when the grant expires. If the position funding is only for the life of the grant, the expenditures shall be budgeted from one-time funding. 40 City of Chandler 2016-17 Adopted Budget Budget Policies, Process, and Decisions The City of Chandler’s City Code and Administrative Regulations related to procurement shall be utilized for the purchase of materials, services, and construction with grant funds, in conjunction with any procurement requirements stipulated in the grant requirements. The City’s Grant Committee shall be made up of Department Grant Liaisons, and will provide grant management guidance and oversight to ensure adherence to the Grant Management Policy. The Committee will serve as a central source for cross-departmental communications regarding the pursuit of grants and effective application of administrative procedures. Department Directors shall ensure compliance with all grant requirements through ongoing administrative and operational support (i.e., trained staff resources, financial and/or program reporting, subcontractor monitoring of activities and/or performance, pass-thru monitoring, audit compliance by grantor and/or by external auditors, record retention, and any additional requirements detailed in the Grant award documentation such as federal circulars related to federal grants). 7. Investment Policy The purpose of the Investment Policy is to ensure investment of cash funds will be maintained in accordance with City Charter and State Statutes by defining the parameters within which public funds are to be managed. In methods, procedures and practices, the policy formalizes the framework for the City’s investment activities that must be exercised to ensure effective and judicious fiscal and investment management of the City’s funds. The guidelines are intended to be broad enough to allow the Management Services Director to function properly within the parameters of responsibility and authority, yet specific enough to adequately safeguard the investment assets. Scope This investment policy applies to all monies invested by the City pursuant to Section 3-2 of the City Code, and applies to those investments authorized by the Code and Arizona Revised Statute 35-323. Bond proceeds are governed by specific indentures and are excluded from the scope of this Policy. Objectives The primary objectives, in order of priority, of the City’s investment activities shall be: a. Safety. Safety of principal is the foremost objective of the investment programs. Investments shall be undertaken in a manner that seeks to ensure preservation of principal in the overall portfolio. b. Liquidity. The investments will remain sufficiently liquid to meet all operating requirements that might be reasonably anticipated. c. Return on Investment. The investment pools and funds shall be managed with the objective of attaining the maximum rate of return given the constraints of the aforementioned safety and liquidity objectives. Standards of Care Prudence: The standard of prudence to be used by investment officials shall be the “prudent person” standard and shall be applied in the context of managing an overall portfolio. Management Services Director and designees acting in accordance with procedures and this investment policy and exercising due diligence shall be relieved of personal liability for an individual security’s credit risk or market price changes, provided deviations from expectations are reported in a timely fashion and appropriate action is taken to control adverse developments. The “prudent person” standard states that, “Investments shall be made with judgment and care, under circumstances then prevailing, which persons of prudence, discretion and intelligence exercise in the management of their own affairs, not for speculation, but for investment, considering the probable safety of their capital as well as the probably income to be derived.” Ethics and Conflicts of Interest: Employees involved in the investment process shall refrain from personal business activity that could conflict with proper execution of the investment program, or which could impair their ability to make impartial investment decisions. Employees and investment officials shall disclose any material interests in financial institutions with which they conduct business. Disclosure shall be made to the governing body. They shall further disclose any personal financial/investment positions that could be related to the 41 City of Chandler 2016-17 Adopted Budget Budget Policies, Process, and Decisions performance of the investment portfolio. Employees and officers shall refrain from undertaking any personal investment transactions with the same individual with whom business is conducted on behalf of the City. Delegation of Authority and Responsibilities: Responsibility for the operation of the investment program is hereby delegated to the Management Services Director who shall act in accordance with established procedures and internal controls for the operation of the investment program consistent with this Investment Policy. All participants in the investment process shall seek to act responsibly as custodians of the public trust. No officer or designee may engage in an investment transaction except as provided under the terms of this policy and supporting procedures. The City may engage the services of an external investment manager to assist in the management of the City’s investment portfolio in a manner consistent with the City’s objectives. Such external managers may be granted discretion to purchase and sell investment securities in accordance with this Investment Policy. Such managers must be registered under the Investment Advisers Act of 1940. Permitted Investment Instruments The City shall invest and reinvest City monies as provided in statute and City Code in any of the following items. Obligations issued or guaranteed by the full faith and credit of the United States of America. Obligations issued or guaranteed by the United States or any of the senior debt of its agencies, sponsored agencies, corporations, sponsored corporations, or instrumentalities. Bonds or other evidences of indebtedness of this state or any of the counties or incorporated cities, towns or duly organized school districts which carry as a minimum AA rating or its equivalent by an nationally recognized statistical ratings organization (NRSRO). Commercial paper of prime quality that is rated within the top two ratings by a NRSRO. All commercial paper must be issued by a corporation organized and doing business in the United States. The portfolio is limited to a maximum 30% allocation in the commercial paper sector. Bonds, notes or evidences of indebtedness of any county, municipal district, municipal utility or special taxing district of any state that are payable from revenues, earnings or a special tax specifically pledged for the payment of the principal and interest on the obligations, and for the payment of which a lawful sinking fund or reserve fund has been established and is being maintained, but only if no default in payment on principal or interest on the obligations to be purchased has occurred within five years of the date of the investment, or, if such obligations were issued less than five years before the date of investment, no default in payment of principal or interest has occurred on the obligations to be purchased nor any other obligations of the issuer within five years of the investment. Bonds, notes or evidences of indebtedness issued by any county improvement district or municipal improvement district of any state to finance local improvements authorized by law, if the principal and interest of the obligations are payable from assessments on real property within the improvement district. An investment shall not be made if: a. The face value of all such obligations, and similar obligations outstanding, exceeds fifty percent of the market value of the real property, and if improvements on which the bonds or the assessments for the payment of principal and interest on the bonds are liens inferior only to the liens for general ad valorem taxes. b. A default in payment of principal or interest on the obligations to be purchased has occurred within five years of the date of investment, or, if the obligations were issued less than five years before the date of investment, a default in the payment of principal or interest has occurred on the obligations to be purchased or on any other obligation of the issuer within five years of the investment. 42 City of Chandler 2016-17 Adopted Budget Budget Policies, Process, and Decisions Negotiable or brokered certificates of deposit (CD) issued by a nationally or state chartered bank or savings and loan association. CD issuers must have a short-term rating of A1 or its equivalent by a NRSRO. The portfolio is limited to a maximum 30% allocation in the negotiable CD sector. Certificates of deposit in eligible depositories. Deposits in one or more federally insured banks or savings and loan associations placed in accordance with the procedures prescribed in section 35-323.01. Interest bearing savings accounts in banks and savings and loan institutions doing business in this state whose accounts are insured by federal deposit insurance for their industry, but only if deposits in excess of the insured amount are secured by the eligible depository to the same extent and in the same manner as required under this article. Bonds, debentures, notes, or other evidences of indebtedness that are denominated in United States dollars and that carry at a minimum an “A” or better rating, at the time of purchase, from at least two nationally recognized rating agencies and may be issued by corporations that are organized and doing business in the United States. The portfolio is limited to a maximum 30% allocation in the medium-term corporate note sector. Participation in the Local Government Investment Pool (LGIP) established pursuant to Section 35-326, Arizona Revised Statutes and operated by the State Treasurer whose portfolio is consistent with this policy. Securities of or any other interests in any open-end or closed-end management type investment company or investment trust, including exchange traded funds whose underlying investments are invested in securities allowed by state law, registered under the Investment Company Act of 1940, as amended. Investment Parameters Diversification: It is the policy of the City to diversify the investment portfolio so as to protect City monies from material losses due to over-concentration of assets in a specific maturity, a specific issuer, a specific geographical distribution, or a specific class of securities. No more than five percent (5%) of market value of the portfolio shall be invested in securities issued by a single corporation and its subsidiaries/affiliates or municipality. Securities issued by the federal government or its agencies, sponsored agencies, corporations, sponsored corporations, or instrumentalities are exempted from this provision. Portfolio percentage is calculated at the time of purchase. Maximum Maturities: To the extent possible, the City shall attempt to match its investments with anticipated cash flow requirements. The City will not directly invest in securities maturing more than five (5) years from the date of purchase. Because of inherent difficulties in accurately forecasting cash flow requirements, a portion of the portfolio should be continuously invested in readily available funds such as LGIP or money market funds to ensure that appropriate liquidity is maintained to meet ongoing obligations. Portfolio Management Following the primary objective of preservation of capital, investments shall be managed to take advantage of market opportunities. In so doing, negotiable securities may be sold prior to their maturity to provide liquid funds as needed for cash flow purposes to enhance portfolio returns, or to restructure maturities to increase yield and/or decrease risk. Purchases and Sales of Securities All trades shall be executed with the objective of realizing the best bid or offer price available. It is the responsibility of the investment personnel and external investment advisors to know the “market price” or relative value of all securities before trades are executed. The method used by the investment personnel and investment advisors shall be the one that will obtain the best execution price or value given the objective of the transaction. A minimum of three (3) bids will be solicited for all transactions. 43 City of Chandler 2016-17 Adopted Budget Budget Policies, Process, and Decisions Authorized Financial Institutions A list will be maintained of financial institutions and depositories authorized to provide investment services. In addition, a list will be maintained of approved security broker/dealers selected by conducting a process of due diligence. This may include ‘primary’ dealers or regional dealers that qualify under Securities and Exchange Commission (SEC) Rule 15C3-1 (uniform net capital rule). All broker/dealers who desire to become qualified for investment transactions must supply the following (as appropriate): a. Audited financial statements demonstrating compliance with state and federal capital adequacy guidelines b. Proof of FINRA certification c. Proof of state registration d. Completed broker/dealer questionnaire (not applicable to Certificate of Deposit counterparties) e. Certification of having read and understood and agreeing to comply with the City’s Investment Policy. f. Evidence of adequate insurance coverage. All financial institutions who desire to become depositories must supply the following (as appropriate): a. Audited financial statements demonstrating compliance with state and federal capital adequacy guidelines b. Proof of state registration c. Evidence of adequate insurance coverage A periodic review of the financial condition and registration of all qualified financial institutions and broker/dealers will be conducted. If the City utilizes an external investment advisor, the advisor may be authorized to transact with its own Approved Broker/Dealer List on behalf of the City. In the event that the investment advisor utilizes its own Broker/Dealer List, the advisor will perform due diligence for the brokers/dealers on its Approved List. Upon request, the advisor will provide the City their Approved Broker/Dealer List. Safekeeping and Custody All security transactions, including collateral for repurchase agreements, entered into by the City shall be conducted on a delivery versus payment basis. Securities shall be held by the City or an independent third-party safekeeping institution designated by the City and evidenced by safekeeping receipts in the City’s name. The safekeeping institution shall annually provide a copy of its most recent report on internal controls – Service Organization Control Reports (formerly 70, or SAS 70) prepared in accordance with the Statement on Standards for Attestation Engagements (SSAE) No. 16. Performance Evaluation and Reporting Investment performance shall be continually monitored and evaluated by the City’s Management Services Director. Investment performance statistics and activity reports shall be generated by the Accounting Division and will provide summary reports on a monthly basis for the Management Services Director, and for the annual financial report. Monthly Performance Analysis: On a monthly basis the following information, at a minimum, will be provided to the Management Services Director: a) The portfolio duration and portfolio yield to maturity at the end of the current period. b) The periodic realized return. Realized return is defined as the sum of the portfolio interest earnings plus amortization/accretion plus realized gains minus fees divided by the average portfolio value during the period. c) The periodic total return. Total return is defined as the sum of all investment income plus changes in the capital value of the portfolio. d) Year to date portfolio interest earnings plus amortization/accretion for the current year compared with the corresponding portion of the prior year, and cumulative unrealized gains on the portfolio. 44 City of Chandler 2016-17 Adopted Budget Budget Policies, Process, and Decisions Approval Any deviation from the preceding policy shall require the prior specific written authority of the City Council. The Policy shall be reviewed on an annual basis. Definitions Agency – A debt security issued by a government-sponsored enterprise (GSE). While not explicitly guaranteed by the government, GSEs are generally traded with an “implied” guarantee. An example of a GSE is the Federal National Mortgage Association (FNMA). Commercial Paper – An unsecured short-term promissory note issued by corporations, with maturities ranging from 2 to 270 days. Credit Quality – The measurement of the financial strength of a bond issuer. This measurement helps an investor to understand an issuer’s ability to make timely interest payments and repay the loan principal upon maturity. Generally, the higher the credit quality of a bond issuer, the lower the interest rate paid by the issuer because the risk of default is lower. Credit quality ratings are provided by nationally recognized rating agencies. Credit Ratings Scales – Credit quality comparison of short term and long term ratings are as follows: Rating Standard & Poor’s Moody’s Fitch Short Term A-1+ A-1 P-1 F-1+ F-1 Long Term AAA -AA+-AAaa-A3 AAA-AA+-ACurrent Yield Current Return – A yield calculation determined by dividing the annual interest received on a security by the current market price of that security. Delivery Versus Payment (DVP) – A type of securities transaction in which the purchaser pays for the securities when they are delivered to the purchaser or the custodian. Discount – The amount by which the par value of a security exceeds the price paid for the security. Diversification – A process of investing assets among a range of security types by sector, maturity, and quality rating. Duration – A measure of the timing of the cash flows, such as the interest payments and the principal repayment, to be received from a given fixed-income security. Fair Value – The amount at which an investment could be exchanged in a current transaction between willing parties, other than in a forced or liquidation sale. Government Securities – An obligation of the U.S. government, backed by the full faith and credit of the government. These securities are regarded as the highest quality of investment securities available in the U.S. securities market. See “Treasury Bills, Notes, and Bonds.” Investment Policy – A concise and clear statement of the objectives and parameters formulated by an investor or investment manager for a portfolio of investment securities. Local Government Investment Pool (LGIP) – An investment by local governments in which their money is pooled as a method for managing local funds. Par – Face value or principal value of a bond, typically $1,000 per bond. Premium – The amount by which the price paid for a security exceeds the security’s par value. Principal – The face value or par value of a debt instrument. Also may refer to the amount of capital invested in a given security. Prudent Person Rule – An investment standard outlining the fiduciary responsibilities of public funds investors relating to investment practices. Total Return – The sum of the portfolio interest earnings plus amortization/accretion plus realized gains plus unrealized gains minus fees divided by the average portfolio value during the period. 45 City of Chandler 2016-17 Adopted Budget Budget Policies, Process, and Decisions Treasury Bills – Short-term U.S. government non-interest bearing debt securities with maturities of no longer than one year and issued in minimum denominations of $10,000. Treasury Notes – Intermediate U.S. government debt securities with maturities of one to ten years and issued in denominations ranging from $1,000 to $1 million or more. Treasury Bonds – Long-term U.S. government debt securities with maturities of ten years or longer and issued in minimum denominations of $1,000. Yield – The current rate of return on an investment security generally expressed as a percentage of the security’s current price. 8. Accounting, Auditing, and Financial Reporting Policy The purpose of this Accounting, Auditing, and Financial Reporting Policy is to set guidelines on how the City will account for its financial resources and be accountable for making financial information available to the public. Accounting and Internal Control 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). Financial systems will be maintained to monitor operating and capital revenues, expenditures, and program performance on an ongoing basis. The City will maintain a system of internal control to safeguard its assets against loss, check the accuracy and reliability of its accounting data, promote operational efficiency, and encourage adherence to prescribed managerial policies. Independent Audit An annual audit (Section 5.10, City of Chandler Charter) of the City 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 in compliance with State statues. Annual audits will also be performed by an independent public accounting firm for the Health Care Benefits SelfInsurance Trust Fund (City Code, Section 2-15.1(d)) and the Workers Compensation and Employer Liability SelfInsurance Trust Fund (City Code, Section 2-16.1(d)). Financial Reporting External Financial Reporting: As an additional independent confirmation of the quality of the City’s financial reporting, the City will annually seek to obtain the GFOA Certification of Achievement for Excellence in Financial Reporting. The CAFR, in conformity with GAAP, will be presented in a way designed to effectively communicate with citizens about the financial affairs of the City. As an additional independent confirmation of the quality of the City’s budget document, the City will annually seek to obtain the GFOA Distinguished Budget Presentation Award. The budget will satisfy criteria as a financial and programmatic policy document, a comprehensive financial plan, an operations guide for all organizational units, and a communication device. The Adopted Budget and Auditor General Budget forms will be posted online in compliance with State statues. Internal Financial Reporting: Monthly (General fund) and Quarterly (major funds) budget to actual financial reports will be presented to the City Council throughout the Fiscal Year. Such reports will enable the City Council to be constantly informed of the financial status of the City. These reports will be available online for viewing by citizens as well. 46 City of Chandler 2016-17 Adopted Budget Budget Policies, Process, and Decisions Highlights of the Fiscal Year (FY) 2016-17 Budget 2017-2026 Capital Improvement Program (CIP) Calendar Citizen Budget Survey November 16, 2015 – December 31, 2015 CIP Coordination Team Meetings December 17, 2015 – January 21, 2016 Council Workshop #1 – Preliminary 5-Year General Fund Forecast and CIP February 8, 2016 CIP Coordination Team Recommendations to City Manager February 16, 2016 Community Budget Meeting – “Budget Connect” – Web Meeting February 25, 2016 Council Workshop #2 – Updated 5-Year General Fund Forecast and CIP March 14, 2016 Departments Submit Budgets March 21, 2016 Distribute Proposed Budget and CIP Booklets to Council, City Manager’s Office and Departments April 14, 2016 All Day Budget and CIP Briefing with Council April 29, 2016 Council Amendments due to Budget Office May 9, 2016 Budget Amendments Introduced at City Council (Special Meeting) May 12, 2016 Tentative Budget Adoption May 26, 2016 Public Hearings: 2016-17 Budget and Property Tax Levy; 2017-2026 CIP June 9, 2016 Final Budget and CIP Adoption June 9, 2016 Property Tax Levy Adoption (must be a period of at least 14 days between Final Adoption & Tax Levy Adoption) 47 June 23, 2016 City of Chandler 2016-17 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2016-17 Budget Process Flowchart Budget CIP September 2015 Establish Preliminary Budget Assum ptions for Short and Long Term Revenues, Base Budgets, and Capital Funding October Prepare/Evaluate Decision Packages Capital Im provem ent Program (CIP) Projects Prepared by Departments November December January 2016 February Decision Package Submitted to Budget Citizen Budget Survey (m id-November through Decem ber) Meetings and Preparation of Prelim inary 5-Year General Fund Forecast CIP Projects Subm itted to Budget CIP Coordination Team Meetings and Recom m endation 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 May 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 Council Adm endm ents 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. 48 City of Chandler 2016-17 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2016-17 Budget Process Detail The Annual Budget is developed to meet the needs and goals of the community, within the framework of Council priorities, and 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 FY 2016-17 Annual Budget and 20172026 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 2016-17 budget process began in September 2015 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 2016-17 over FY 2015-16 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 prepares 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 though February. 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 operating and maintenance budget needs. The Budget Division reviewed and provided the City Manager with a compilation of all 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 December, 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 2016-17 Budget and the 2017-2026 CIP. 49 City of Chandler 2016-17 Adopted Budget Budget Policies, Process and Decisions 6. Council Budget Workshops – In preparation of the Fiscal Year (FY) 2016-17 Budget and the 2016-2027 Capital Improvement Program (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 approval of the ongoing and one-time General Fund forecast. 7. “Budget Connect” Interactive Public Budget Meeting – In February, citizens participated 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 and One-Time Forecast – The General Fund revenues and expenditures were continuously monitored and reviewed, with the “Revised” forecast prepared in February. 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 late April, the City Manager introduced the budget and CIP to the Council for discussion and summarized the major issues affecting the budget at an all-day 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 Council Budget Briefing was open to the public. 12. Council Amendments – In mid-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 2016-17 Budget and 2017-2026 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. 50 City of Chandler 2016-17 Adopted Budget Budget Policies, Process and Decisions Major Budget/Financial Issues Despite some signs of an economic recovery, City staff continues 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 now and in the future. 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 2015 for Wastewater and Reclaimed Water to support debt service, the rising costs of operations, large capital projects that are necessary to support growth requirements, and replacement of aging infrastructure. At this time, no Water, Wastewater, or Reclaimed Water rate increases are anticipated until Fiscal Year (FY) 2017-18. Solid Waste: Due to the increases to the waste collection contracts, a rate increase of 6% was implemented in October 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. At this time, no Solid Waste rate increases are anticipated until FY 2017-18. Airport: The Airport enterprise fund supports the day-to-day operations of the Airport, debt service, and grantmatch funding for capital projects. 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 capital maintenance shortfalls as infrastructure ages. 51 City of Chandler 2016-17 Adopted Budget Budget Policies, Process and Decisions Employee Compensation 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 Fiscal Year (FY) 2016-17, all ACE employees will receive a 1.5% salary adjustment effective July 1, 2016 and a maximum 3% merit increase for eligible members. In June 2016, the City of Chandler reached agreements with four of its five union groups for FY 2016-17 pay and benefit compensation: SEIU Local 48 (Labor & Trades), IAFF Local 493 (Fire), CLEA (Police Officers), and CLASA (Police Sergeants). SEIU: Under the provisions of a new contract effective July 1, 2016 through June 30, 2017, the City and SEIU agreed to a 1.5% salary adjustment beginning July 1, 2016 and a maximum 3.0% merit increase for eligible members. IAFF: Under the provisions of a new contract effective July 1, 2016 through June 30, 2018, the City and IAFF agreed to a maximum 5.0% merit increase for eligible members in FY 2016-17 and FY 2017-18. For FY 2016-17 and FY 2017-18, a market adjustment will be applied, if necessary, following the August salary survey, which requires the maintenance of a minimum fourth place ranking as compared with other large valley cities. Additional FY 2016-17 provisions include: an increase in holiday pay from 9.12 to 10.5 hours for 56-hour employees (increase is from 6.51 to 7.5 hours for 40-hour employees); a change in the sick and vacation payment in lieu of accrual program to a non-pensionable status, and only for three years instead of renewing for up to six years (applies to any sworn Fire Department employee regardless of bargaining group membership); increase in the vacation payout option from 28 to 42 hours for 56-hour employees (increase is from 20 to 30 hours for 40hour employees); and increased vacation accrual for those employees with more than five years of service. CLEA and CLASA: Under the provisions of new contracts effective July 1, 2016 through June 30, 2018, the City, CLEA, and CLASA agreed a maximum 5.0% merit increase for eligible members in FY 2016-17 and FY 2017-18. CLEA and CLASA members will receive a market adjustment for FY 2016-17 and FY 2017-18, if necessary, to maintain the City’s fourth place ranking as compared with other large valley cities. Additional FY 2016-17 provisions include: CLEA uniform allowance increase from $750 to $1,200; CLEA and CLASA longevity pay increase from 2.0% to 2.5% of the employee’s base rate; CLEA and CLASA increases to deferred compensation matches from 1.0% to a maximum of 3.0% depending on how much the employee contributes and their length of service; a change in the sick and vacation payment in lieu of accrual program to a non-pensionable status (applies to any sworn Police Department employee regardless of bargaining group membership); CLEA increase in compensatory leave accrual limit from 80 to 90 hours; and CLEA increase in vacation payout from 20 to 35 hours. General employees, which include confidential, professional, supervisors, mid-level managers, and directors (including the Police Chief and Fire Chief), will receive a 1.3% salary adjustment beginning July 1, 2016 and a maximum merit increase of 3.7% for eligible employees. Police Lieutenants will receive merit increases and supervisory incentive pay for those eligible, the total of which is not to exceed 5.0%. Police Lieutenants will receive an increase in supervisory incentive pay from 2.0% to 2.5% of the employee’s base rate. Police Commanders and Assistant Police Chiefs are eligible for a merit increase up to 5.0%, and Assistant Police Chiefs will receive a 1.3% salary adjustment. Police Lieutenants, Police Commanders, and Assistant Police Chiefs will receive increases to deferred compensation matches from 1.0% to a maximum of 3.0% depending on how much the employee contributes and their length of service. Fire Battalion Chiefs will receive merit increases and supervisory incentive pay for those eligible, the total of which is not to exceed 5.0%. Assistant Fire Chiefs will receive up to a 5.0% merit increase for eligible employees. Both Fire Battalion Chiefs and Assistant Fire Chiefs will receive a salary adjustment based on the IAFF August salary survey. Fire Battalion Chiefs will receive an increase to their vacation payout from 28 to 42 hours for 56-hour employees (increase is from 20 to 30 hours for 40-hour employees), and Assistant Fire Chiefs will receive an increase to their vacation payout from 20 to 30 hours. 52 City of Chandler 2016-17 Adopted Budget Budget Policies, Process and Decisions City Councilmembers will receive a 1.3% salary adjustment effective July 1, 2016, and will receive pay increases to arrive at a salary of $32,500 for councilmembers and $55,500 for the mayor effective January 1, 2017. The City Magistrates will receive a 1.3% salary adjustment effective July 1, 2016. The City Attorney, City Clerk, City Manager, and Presiding City Magistrate will not receive automatic salary adjustments for Fiscal Year (FY) 2016-17, but may receive adjustments during their annual contact negotiations. Temporary Employees will receive a 1.3% salary adjustment for FY 2016-17. Retirement plan rates for FY 2016-17 for all employee groups are shown below: o Arizona State Retirement System (ASRS)  Employer – 11.34% + 0.14% Long Term Disability = 11.48% total (increase of 0.01% from prior year)  Employee – 11.34% + 0.14% Long Term Disability = 11.48% total (increase of 0.01% from prior year)  Alternate Contribution Rate – 9.47% (increase of 0.11% from prior year) o Public Safety Personnel Retirement System (PSPRS) – Fire  Employer – 27.27% (increase of 0.43% from prior year)  Employee – 11.65% (no change from prior year)  Alternate Contribution Rate – 15.61% (decrease of 13.01% from prior year) o Public Safety Personnel Retirement System (PSPRS) – Police  Employer – 32.18% (increase of 0.6% from prior year)  Employee – 11.65% (no change from prior year)  Alternate Contribution Rate – 20.25% (decrease of 8.37% from prior year) o Elected Officials Retirement Plan (EORP)  Employer – 23.50% (no change from prior year)  Member – 13.00% (no change from prior year) o Elected Officials Defined Contribution Retirement System (EODCRS)  Employer – 6.00% + 17.50% Legacy Rate + 0.125% Long Term Disability = 23.625% total (no change from prior year)  Member – 8.00% + 0.125% Long Term Disability = 8.125% total (no change from prior year) 53 City of Chandler 2016-17 Adopted Budget Budget Policies, Process and Decisions Property Tax The City's combined property tax rate for Fiscal Year (FY) 2016-17 is $1.16 per $100 assessed valuation, reduced from $1.1792 the previous year. The combined property tax rate includes a primary tax rate of $0.29 used for general operations and a secondary tax rate of $0.87 used for payment of general obligation bonded debt. The FY 2016-17 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. Arizona uses the limited property value for calculation of both primary and secondary taxes. Chandler’s limited net assessed valuation for FY 2016-17 is $2,553,971,787, which reflects a 7.29% increase compared to FY 2015-16. However, because the increase was attributed to a 5% increase in new growth, the Truth in Taxation process was not required. Chandler’s primary property taxes are part of the General Fund revenues and are used for general operations. The FY 2016-17 primary tax rate was reduced from $0.2992 to $0.29 per $100 of assessed valuation. Secondary property taxes are restricted funds which are used to repay either the City’s general obligation bonded debt or voter-approved budget overrides. The City’s FY 2016-17 secondary property tax rate was reduced from $0.88 to $0.87 per $100 of assessed valuation. The property tax rate of $1.16 per $100 of assessed value is reflected in the Adopted Budget and results in a partial offset to higher property taxes paid by the median value homeowner. 54 City of Chandler 2016-17 Adopted Budget Budget Policies, Process and Decisions General Fund Contingency The Fiscal Year (FY) 2016-17 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 for debt, 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 $31.623 million in FY 2016-17. The reserve policy stipulates that appropriate uses include emergency situations, unexpected one time opportunities, and appropriation transfers to allow spending in other funds. Funds have been appropriated for one-time expenditures or placed in either “designated reserves” or “restricted reserves” for legal obligations or future payas-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 responded to the impact of 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 2016-17. 55 City of Chandler 2016-17 Adopted Budget Budget Policies, Process and Decisions Budget Reallocations/Reductions Departments are continually refining internal budgets to put financial resources in the most appropriate areas. As part of the budget process, several departments reduced their ongoing budgets to support requirements in other departments, as shown below. Departm ent Reallocation Am ount General Fund Reallocations City Manager Reduction in travel/lodging/meals budget Cultural Affairs Reduction in temporary budget Management Services Reduction in overtime budget $ 2,500 61,807 2,067 For Management Services Travel/lodging/meals budget Cultural Affairs Salaries and Benefits budget Communications & Public Affairs Overtime budget 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 amendment process. For FY 2016-17, the one-time funds set aside totaled $325,000 and available ongoing funds were $75,000. Council allocated $389,000 of the $400,000 total available. The application of those funds for FY 2016-17 are detailed in the table below. The $11,000 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. Ongoing 75,000 One-time $ 325,000 Cold water drinking fountains at Chuparosa, Folley, and Espee Parks - 21,000 21,000 Artifical turf between the tennis courts at the Chandler Tennis Center - 37,000 37,000 Two ballfield shade structures at Espee Park - 30,000 30,000 One ballfield shade structure at Nozomi Park - 60,000 60,000 Department Community & Neighborhood Services Capital Improvement Program Community & Neighborhood Services Capital Improvement Program Community & Neighborhood Services Capital Improvement Program Community & Neighborhood Services Capital Improvement Program Community & Neighborhood Services Capital Improvement Program Community & Neighborhood Services Capital Improvement Program Community & Neighborhood Services Capital Improvement Program Council Amendments $ $ Total 400,000 Shade structures for seating areas at the Chandler Tennis Center - 70,000 70,000 Shade structures for Arrowhead Pool, Desert Oasis Aquatic Center, and Nozomi Pool - 100,000 100,000 One "junior height" basketball hoop at Chuparosa Park - 5,000 5,000 Non-Department Chandler Education Coalition Early Literacy Campaign with matching funds from the school district - 10,000 10,000 Non-Department Domestic Violence Commission Breakfast - 1,000 1,000 Police Social Media Intern at the Police Department - 12,000 12,000 Police Cybercrime Training for Police Department staff - 25,000 25,000 Communications & Public Affairs Social Media Archiving 8,000 - 8,000 Non-Department Future opportunities for City to City connections 5,000 - 5,000 Police Training for the Police Special Assignment Unit 5,000 - 5,000 Total Council Contingency Used Amount transferred from Ongoing Council Contingency to One-time Council Contingency Remaining Council Contingency Balance 56 $ 18,000 $ 371,000 $ 389,000 $ 46,000 $ (46,000) $ - $ 11,000 $ - $ 11,000 City of Chandler 2016-17 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2016-17 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 2016-17 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 2016-17). The following pages contain the FY 2016-17 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 $12,229,912 requested by departments from General Fund and $6,986,134 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 4,139,725 1,786,803 357,375 5,946,009 12,229,912 $ 205,197 132,320 4,660 342,177 $ 359,335 76,500 435,835 $ 1,315,000 1,315,000 $ Impact/System Development Fee Funds Personnel Ongoing $ Other Ongoing Personnel One-Time Other One-Time Total $ 30,000 30,000 $ Special Revenue Funds Personnel Ongoing Other Ongoing Personnel One-Time Other One-Time Total 50,000 50,000 $ 4,344,922 2,278,458 357,375 7,422,169 14,402,924 $ 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 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1,132,780 1,192,891 227,421 4,433,042 6,986,134 $ 196,395 132,320 196,396 4,660 529,771 $ 359,335 76,500 435,835 $ 1,315,000 1,315,000 $ 30,000 30,000 $ 50,000 50,000 $ 1,329,175 1,684,546 423,817 5,909,202 9,346,740 $ $ $ $ $ $ $ (3,006,945) (593,912) (129,954) (1,512,967) (5,243,778) (8,802) 196,396 187,594 - - - - Overall Total Personnel Ongoing Other Ongoing Personnel One-Time Other One-Time Total *Does not include revenue offsets. $ $ 57 $ $ (3,015,747) (593,912) 66,442 (1,512,967) (5,056,184) City of Chandler 2016-17 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2016-17 Summary of Additions – General Fund Buildings and Facilities Total 0.00 Total Other One-Time Addition Buildings and Facilities Fire Station #1 Conversion* Work Tablets for Facility Maintenance Staff Building Plumbing Preventive Maintenance Service Energy Management Programmer Electrician Helper - Temporary Articulating Lift Personnel One-Time FTE Other Ongoing Personnel Ongoing Dept/ Division APPROVED AMOUNTS $ - $ 5,500 $ 6,069 40,000 - - $ - 26,600 85,000 60,000 45,000 $ 5,500 32,669 40,000 85,000 60,000 45,000 $ - $ 51,569 $ - $ 216,600 $ 268,169 $ 3,001 36,000 - $ 3,000 $ 1,010 - - $ - 2,896 15,000 200,000 50,000 150,000 29,000 $ 6,001 39,906 15,000 200,000 50,000 150,000 29,000 $ 39,001 $ 4,010 $ - $ 446,896 $ 489,907 $ - $ 2,500 $ - - $ - 1,500 200,000 $ 4,000 200,000 $ - $ 2,500 $ - $ 201,500 $ 204,000 $ - $ 4,200 $ - $ - $ 4,200 $ - $ 4,200 $ - $ - $ 4,200 $ - $ - $ 77,001 $ - $ 77,001 $ - $ - $ 77,001 $ - $ 77,001 $ - $ - $ - $ 12,745 CAPA City Hall Security (Management Services partial offset) 5th Floor Administative Assistant Social Media Online Hub Cable Access Channel (100% revenue offset) Video Production and Photography Contract Web Site Design Print Finishing Equipment CAPA Total 0.00 City Clerk Recording Fee ($1,500 revenue offset) Election 2016 City Clerk Total 0.00 City Magistrate Armored Car Services (Court Enhancement Fund) (100% revenue offset) City Magistrate Total 0.00 City Manager - Planning On Call Temporary Services City Manager Total Community & Neighborhood Services Armored Courier Service for Environment Education Center, Community Center, Tumbleweed Recreation Center, and Snedigar Recreation Center 4th of July Celebration Paseo Vista Recreation Area Landscape Maintenance Aquatic Temporary Salary Supplement Increase Tennis Center Operational Hours ($16,000 revenue offset) Recreation Coordinator I (Aquatics) Lap Swim Program - Desert Oasis Aquatic Center 0.00 12,745 $ 10,001 15,000 50,000 - - - 15,000 50,000 10,001 0.25 16,515 5,500 - - 22,015 1.00 88,838 8,460 - 1,786 99,084 12,130 24,562 - 1,500 38,192 - 10,525 - - 10,525 - 1,250 - - 1,250 - 3,800 30,000 3,000 - 4,501 - 68,000 80,000 3,800 30,000 3,000 4,501 68,000 80,000 ($3,382 revenue offset) American Red Cross Authorize Provider Fees (100% revenue offset) Tumbleweed Parade of Lights - Winner Prize Money (100% revenue offset) Special Event Vendors ($3,800 revenue offset) Fire Station Landscape Maintenance Special Events - Trash Can Rentals ($3,000 revenue offset) Community Center/Downtown Stage Event Parking Staff Wheelchair Accessible 14-Passenger Bus Aquatic Maintenance Technician *CIP related 58 City of Chandler 2016-17 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2016-17 Summary of Additions – General Fund (continued) $ (100% revenue offset) Celebration of Unity/MLK Events (100% revenue offset) Indian Art Market (100% revenue offset) Garibaldi Night (100% revenue offset) Neighborhood Programs Tool Trailer Community & Neighborhood Services Total Cultural Affairs Library - Security for Downtown & Sunset Locations Chandler Museum Color Copier Library - Regular Part Time Library Assistants ($61,807 budget reduction in O&M Temporary) 1.25 $ $ 1.50 Public Art Maintenance Fund Library - Van Temporary Services - Library Center for the Arts - Armored Car Service Library - Armored Car Service Relocating the Chandler Museum Collection School Field Trips and Programs at Chandler Museum Grand Piano Refurbishment ($4,875 revenue offset) Rolling Unit Mobile Walls Replacement High Definition Cameras Exterior Color Wheel Replacement Chandler Historical Society Luncheon Chandler Symphony Orchestra Cultural Affairs Total - $ - 79,080 $ 28,800 25,000 79,080 28,800 25,000 - - - 30,000 30,000 - 10,000 3,000 8,000 - 600 - 32,600 52,000 50,000 40,000 5,450 6,000 50,000 32,600 52,000 50,000 40,000 6,050 10,000 3,000 8,000 6,000 50,000 - - - 50,000 50,000 - - - 50,000 10,000 10,000 18,950 50,000 10,000 10,000 18,950 127,484 $ 185,842 $ - $ - - $ 6,340 59,500 6,770 - - 136,308 3,932 - 5,000 2,962 4,159 11,110 - 5,000 5,844 - 25,555 12,000 9,750 10,000 7,500 18,000 4,500 40,000 5,000 28,517 3,932 4,159 11,110 17,000 5,844 9,750 10,000 7,500 18,000 4,500 40,000 - 59 - $ - 689,166 $ 1,007,593 - - $ - 0.00 $ 59,500 $ 430 5,101 $ 136,308 $ *CIP related Total - $ - 140,240 $ (100% revenue offset) Economic Development Total - $ - 1.50 $ Economic Development Economic Development Export Assistance Program Strategic Business Attraction Funding Economic Development Marketing Initiative Entrepreneurial & Small Business Development Svcs Tourism Funding Innovations Technology Incubator Science Saturday Event - Sponsorship Other One-Time Addition Community & Neighborhood Services (continued) Parks Maintenance Technician Tumbleweed Recreation Center Security Cameras Tumbleweed Recreation Center Tree House Playground Tumbleweed Recreation Center Playground Shade Structure Downtown Stage Additions Tumbleweed Recreation Center Audio/Video Senior Center Needs Assessment Chandler Jazz Festival Tennis Tournaments (100% revenue offset) Diversity Events Volunteer Recognition - For Our City Neighborhood Events - For Our City VITA - Volunteer Income Tax Assistance Program Housing & Neighborhood Wi-Fi For Our City - Op Back to School/FOC Breakfast Personnel One-Time FTE Other Ongoing Personnel Ongoing Dept/ Division APPROVED AMOUNTS - $ 83,161 $ 10,844 $ 133,645 $ 367,890 8,600 $ 10,000 - 2,000 $ 34,000 250,000 63,500 25,000 10,600 10,000 34,000 250,000 63,500 25,000 18,600 $ - $ - $ 5,000 379,500 $ 5,000 398,100 City of Chandler 2016-17 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2016-17 Summary of Additions – General Fund (continued) Fire, Health & Medical Department Total $ 0.00 $ Human Resources Employee Service Recongnition Program NEOGOV (On-Boarding) Training Rooms: New & Replacemnt Equipment Social Media Recruitment Human Resources Total Information Technology (IT) Support and Maintenance Primary Internet Connection Mobile Device Technician Web Developer Network Connectivity Security* IBM Domino Application Migration IT Help Desk Phone Support Position Cyber Security Malware Protection - $ 50,000 184,000 10,000 25,000 120,000 11,173 107,000 30,000 8,000 20,000 184,000 10,000 25,000 120,000 - $ 106,173 $ 20,000 $ 389,000 $ 515,173 - $ - 10,000 $ 18,585 500 - - $ - - $ 6,000 5,300 2,000 10,000 24,585 5,800 2,000 0.00 $ - $ 29,085 $ - $ 13,300 $ 42,385 $ - $ 93,201 120,022 - 51,900 $ - $ 26,000 2,155 2,155 38,000 49,275 - - $ 2,111 2,111 150,000 40,000 51,900 26,000 97,467 124,288 38,000 150,000 49,275 40,000 213,223 $ 120,210 $ 49,275 $ 194,222 $ 576,930 2.00 $ Information Technology Oversight Committee (ITOC) Information Technology Oversight Committee Projects* ITOC Total 11,173 $ - $ 57,000 30,000 8,000 20,000 - - $ - $ 1.00 1.00 Information Technology Total Total Fire, Health & Medical Department Training Center Expansion* Electronic Patient Care Reporting Fire Vehicle Automotive Supplies Motor Pool Automotive Supplies Car Seat Program Medical Equipment Inventory Control System Back-up Cameras for Emergency Vehicles Transmission Cooler Presumptive Maintenance Grant Match Funds Other One-Time Addition Other Ongoing FTE Personnel One-Time Personnel Ongoing Dept/ Division APPROVED AMOUNTS $ - $ 100,000 $ - $ - $ 100,000 0.00 $ - $ 100,000 $ - $ - $ 100,000 $ - $ - $ - $ 30,400 $ 30,400 0.00 $ - $ - $ - $ 30,400 $ 30,400 $ - $ - 3,000 $ 6,000 2,977 2,500 - - $ - - $ 210 45,943 13,550 3,000 6,000 3,187 2,500 45,943 13,550 0.00 $ - $ 14,477 $ - $ 59,703 $ 74,180 $ - $ - 55,000 $ - - $ - - $ 55,000 7,500 55,000 55,000 7,500 0.00 $ - $ 55,000 $ - $ 62,500 $ 117,500 Law Office Reconfigurations Law Total Management Services Annual City Audit Fees Armored Car Services - Utilities and Accounting Software Licensing and Hardware Professional Development (City Manager offset) Tax Mantra Support and Maintenance Arbitrage Compliance Consulting Service Management Services Total Non-Departmental Consultant Services for Various Citywide Studies Citywide Banking Fees East Valley Partnership Branding & Public Relations Non-Departmental Total *CIP related 60 City of Chandler 2016-17 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2016-17 Summary of Additions – General Fund (continued) Other One-Time Total - $ 179,272 75,814 99,411 - 2,560 $ 4,700 16,455 1,700 35,000 20,000 15,000 4,158 - - $ - - $ 38,533 78,225 115,000 95,000 75,000 2,560 183,972 130,802 101,111 35,000 20,000 15,000 4,158 78,225 115,000 95,000 75,000 4.00 $ 354,497 $ 99,573 $ - $ 401,758 $ 855,828 Addition Police Department Total Transportation & Development (T&D) Transit Maintenance and Operations Landscape Maintenance & Utilities Dial-A-Ride Street Maintenance Coordinator Position Two Asphalt Senior Streets Specialist Positions SharePoint Project Management Tool* Chief Building Inspector Vehicle Monitors & Software for T&D On-Call Temporary Services - Temp (5118) On-Call Temporary Services - Contract (5219) Street Maintenance Program Street Sweeper 5.7% Grant Match Transportation and Development Total GRAND TOTAL GENERAL FUNDS Budget Reductions Revenue Offsets TOTAL GENERAL FUND REFLECTING OFFSETS *CIP related 2.00 1.00 1.00 $ 1.00 2.00 Other Ongoing $ FTE Police Department 911 Center Console Workstations* Civilian Range Instructors Police Investigative Specialist (Housing) Civilian Admin/Fleet Supervisor Arizona Humane Society Contract Security Camera System Replacement* Domestic Violence Prevention Funds (100% revenue offset) Bank Charges Related to Armored Car Services Crime Analyst Contract Extension Latent Print Case Management Software Weapon Mounted Lights and Holsters HB2455 Weapons Proceeds (100% revenue offset) Personnel One-Time Personnel Ongoing Dept/ Division APPROVED AMOUNTS - $ 21,000 $ - $ - $ 21,000 41,121 41,121 100,000 100,000 93,241 9,033 34,811 137,085 165,094 11,680 11,000 187,774 129,150 11,375 140,525 3,147 19,636 22,783 3,360 23,180 26,540 65,200 65,200 100,600 100,600 1,000,000 1,000,000 14,250 14,250 3.00 $ 258,335 $ 318,491 $ 65,200 $ 1,214,852 $ 1,856,878 11.75 $ 1,132,780 $ 1,192,891 $ 227,421 $ 4,433,042 $ 6,986,134 (63,874) (2,500) (66,374) (16,000) (42,657) (600) (410,325) (469,582) 11.75 $ 1,052,906 $ 1,147,734 $ 226,821 $ 4,022,717 $ 6,450,178 Total Ongoing General Fund Net Additions Summary: Ongoing Department Additions One-Time Department Additions Total General Fund Reflecting Offsets: 61 Total One-Time Total $ 2,200,640 - $ $ 2,200,640 4,249,538 4,249,538 $ 2,200,640 $ 4,249,538 $ 6,450,178 City of Chandler 2016-17 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2016-17 Summary of Additions – Other Funds Airport Operating Fund Total 0.00 Human Resources Blue Cross Blue Shield Self-Funded Admin Expenses (100% revenue offset) Medical Self Insurance Trust Fund Total 0.00 Total $ - $ 10,000 $ - $ - $ 10,000 $ - $ 10,000 $ - $ - $ 10,000 $ - $ 25,000 $ - $ - $ 25,000 $ - $ 25,000 $ - $ - $ 25,000 $ - $ - 72,835 $ - - $ - - $ 50,000 72,835 50,000 $ - $ 72,835 $ - $ 50,000 $ 122,835 $ - $ 201,500 $ 60,000 - - $ - - $ 26,500 201,500 60,000 26,500 0.00 $ - $ 261,500 $ - $ 26,500 $ 288,000 4.00 $ 196,395 $ 2,320 $ 196,396 $ 4,660 $ 399,771 4.00 $ 196,395 2320.00 $ 196,396 $ 4,660 $ 399,771 Excess Stop/Loss Ins. & Premium Insurance Worker's Comp Strategic Risk Plan Workers Comp Self Insurance Trust Fund Total Other One-Time Addition Airport Airport Security Gate Operators Personnel One-Time FTE Other Ongoing Personnel Ongoing Dept/ Division APPROVED AMOUNTS 0.00 Law Insurance Premiums Increases Distributed Denial of Service Protection Office Reconfiguration Insured Liability Self Insurance Fund Total Municipal Utilities Ocotillo Water Reclamation Facility Expansion Wastewater Operating Fund Total Paseo Vista Recreation Area Contract Maintenance Solid Waste Operating Fund Total 0.00 Non-Departmental Biennial Audit of Impact Fees Vaious Impact Funds Total 0.00 Police Department Planned Forfeiture Fund Projects Police Forfeiture Fund Total 0.00 Transportation & Development Transit Maintenance and Operations $ - $ 120,000 $ - $ - $ 120,000 $ - $ 120,000 $ - $ - $ 120,000 $ - $ - $ - $ 30,000 $ 30,000 $ - $ - $ - $ 30,000 $ 30,000 $ - $ - $ - $ 1,315,000 $ 1,315,000 $ - $ - $ - $ 1,315,000 $ 1,315,000 $ - $ - $ - $ 50,000 $ 50,000 - $ - $ - $ 50,000 $ 50,000 Local Transportation Assistance Fund Total 0.00 $ GRAND TOTAL OTHER FUNDS Revenue Offsets TOTAL OTHER FUND REFLECTING OFFSETS 4.00 $ 4.00 $ GRAND TOTAL ALL FUNDS ALL Budget Reductions ALL Revenue Offsets TOTAL ALL FUNDS REFLECTING OFFSETS 196,395 $ 491,655 $ 196,396 $ 1,476,160 $ 2,360,606 (25,000) (25,000) 196,395 $ 466,655 $ 196,396 $ 1,476,160 $ 2,335,606 15.75 $ 1,329,175 $ 1,684,546 $ 423,817 $ 5,909,202 $ 9,346,740 (63,874) (2,500) (66,374) (16,000) (67,657) (600) (410,325) (494,582) 15.75 $ 1,249,301 $ 1,614,389 $ 423,217 $ 5,498,877 $ 8,785,784 * CIP related 62 City of Chandler 2016-17 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2016-17 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 2016-17. Ongoing Cost One-time Cost Buildings and Facilities Ongoing funding for janitorial supplies associated with custodial cleaning of the old Fire Station #1. The facility will now be used by the Police Department and will require janitorial supplies. $ 5,500 One-time funding for the purchase of 7 tablets for the Buildings and Facilities maintenance staff. Ongoing funding for contributions to the Technology Replacement Fund and wireless costs. These tablets will allow staff quicker access to the Lucity work order system as well as the access control and energy control software creating greater efficiency. 6,069 Ongoing funding for semi-annual cleaning of the main plumbing pipes at all fire and police stations, main library, Senior Center, and Community Center. This plumbing preventative maintenance program would be performed as a contract service by a firm that specializes in high pressure cleaning for commercial and industrial facilities to remove all obstructions that can cause backups. 40,000 $ 26,600 One-time funding for a contractual position to manage the Energy Management System. This contract will provide the technical skills to control the air conditioning and lighting for 20 City buildings. A dedicated person will be able to analyze the various reports provided by the system and provide real-time response. 85,000 One-time funding for a contractual position to provide labor and equipment to assist with maintaining the Park Division electrical systems. Currently 1 employee is responsible for electrical support to 64 parks. Adding a contractual position will significantly improve support and enhance the preventative maintenance program. 60,000 One-time funding for the purchase of a used 45-foot articulating one-man lift to maintain light fixtures at various City buildings. The Tumbleweed Recreation Center, City Hall, various parks, and Chandler Park-And-Ride all have light fixtures that can only be reached with an articulating lift. 45,000 CAPA Ongoing funding for overtime and on-call contracted security. Overtime funding will be used to cover the Security Officers’ presence when required outside of the regularly scheduled working hours. Contracted services will provide security coverage when the Security Officer is absent for professional training or on leave. 6,001 Ongoing and one-time funding for a part-time temporary Administrative Assistant position for the 5th floor lobby. This position will enhance the quality of service provided to customers at City Hall and support the City’s economic development efforts. 37,010 63 2,896 City of Chandler 2016-17 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2016-17 Budgetary Additions to General Fund (continued) Ongoing Cost One-time Cost CAPA (continued) One-time funding for a subscription-based service to improve the City’s ability to present information and interact through social media. These services provide tools that integrate with the City’s website allowing for a one stop shop for communication from all City departments benefiting our ability to reach more people across all of our 100+ social media accounts. $ $ 15,000 One-time funding to utilize contributions from CenturyLink and Cox Communications for governmental programming on Channel 11. Per the agreement terms these funds are used for the operation and programming of the public, education and government channels. 200,000 One-time funding to contract with companies who specialized in video production and photography to improve quality and inventory of video and multimedia contact. Improving the quality of the City’s inventory of video and multimedia content will further our ability to showcase Chandler and communicate with residents, businesses, and visitors. 50,000 One-time funding to design and build a new City website. This will address City Council and Department requests for a more robust web presence incorporating video, photography and multimedia into a mobile first design approach, given the growth of web visits from mobile devices and tablets. 150,000 One-time funding for the purchase print finishing equipment including maintenance and service. This equipment will improve internal capabilities to fulfill internal requests for business cards, postcards, and other print materials reducing the need to outsource some print jobs. 29,000 City Clerk Ongoing funding for document recording fees, partially offset by revenues received from developers to record land plats. The City Clerk’s Office funds one account with the Maricopa County Recorder for document recording services, and needs additional funds to cover tax liens and releases generated by the Management Services Department, and land plats recorded by the Transportation & Development Department. 2,500 One-time funding for costs associated with 2016 City elections, including election delivery payments to Maricopa County Elections Department, publicity pamphlet printing costs, and translation costs. 1,500 200,000 City Magistrate Ongoing funding for armored car service. Costs will be 100% offset by revenues. These services eliminate the City’s exposure to risk in transporting funds between City facilities and the bank. 4,200 City Manager – Planning One-time funding for temporary plan reviews to accommodate demand peaks to maintain current service levels instead of adding staff. 64 77,001 City of Chandler 2016-17 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2016-17 Budgetary Additions to General Fund (continued) Ongoing Cost One-time Cost Community & Neighborhood Services Ongoing funding for armored car service for Environment Education Center, Community Center, Tumbleweed Recreation Center, and Snedigar Recreation Center. These services eliminate the City’s exposure to risk in transporting funds between City facilities and the bank. $ 12,745 $ Ongoing funding for the 4th of July Celebration to supplement existing ongoing funding of $35,000 in order to award a guaranteed amount of $50,000 to the selected event producer. 15,000 Ongoing funding for landscape maintenance at the Paseo Vista Recreation Area to maintain 34 acres including pruning of trees and shrubs, weed and trash control, playground surface maintenance, and raking decomposed granite areas. 50,000 Ongoing funding for aquatics temporary salary supplement. The Aquatics Division has converted temporary funding over the past few years to accommodate other personnel needs, and requires additional funding to reinstate available funds. 10,001 Ongoing funding, partially offset by revenues, to increase operational hours at the Tennis Center, including increased the Customer Service Representative position from 0.75 FTE to 1.0 FTE. Increasing operational hours will provide additional mid-day court time during the week and additional weekend court time, allowing for additional adult drop-in programs, Friday youth clinics, additional weekend leagues, and general drop-in play. 22,015 Ongoing and one-time funding for a full-time Recreation Coordinator I and associated costs for the Aquatics Division to manage new program demands. This position will assist with the increased Aquatics workload, including running aquatics programs, providing community water safety outreach services, developing and providing aquatic training protocols, and keeping training standards and documentation current. 97,298 1,786 Ongoing and one-time funding, partially offset by revenues, to expand the year-round lap swim program at Desert Oasis Aquatic Center based on citizen requests. This new location will provide 153 days of service in addition to the existing 200 days offered at Mesquite Groves and Hamilton Aquatic Centers. 36,692 1,500 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 received from the class participants. 10,525 Ongoing funding for Tumbleweed Parade of Lights prize money for 9 winners in various parade categories. Costs will be 100% offset by revenues received from parade registration fees. 1,250 Ongoing funding for costs associated with 5 City-produced special events, including printed layouts, open flame permits, and generators. Costs will be 100% offset by revenues received from vendor payments to secure a designated space at each special event. 3,800 65 City of Chandler 2016-17 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2016-17 Budgetary Additions to General Fund (continued) Ongoing Cost One-time Cost Community & Neighborhood Services (continued) Ongoing funding for fire station landscape maintenance. This package is to reinstate services provided by contractors, such as weed control and trimming that had been performed by Fire, Health & Medical staff at each station. Ongoing funding for trash can rentals for special events due to increased numbers of trash cans requested. Costs will be 100% offset by revenues received from special event producers. $ 30,000 $ 3,000 One-time funding to provide adequate customer service and parking for Community Center rental patrons. The addition of the downtown stage has resulted in parking issues for paying rental clientele utilizing the Community Center. 4,501 One-time funding for a wheelchair accessible 14-passenger bus to replace a low mileage 15-passenger van. This vehicle will be used to transport participants of all ages to and from event sites and on excursions. 68,000 One-time funding to assist with annual service and maintenance of the aquatic centers, including daily chemical balancing, cleaning strainer baskets and skimmers, cleaning and maintaining the chlorinator, maintaining diving boards, plumbing services, and maintaining splash pads. 80,000 One-time funding for contract labor to provide maintenance and repairs for City parks, including maintenance and repair of playgrounds, irrigation systems, plumbing, park furniture, fencing, doors/gates, and graffiti removal. 79,080 One-time funding for the purchase and installation of security cameras at Tumbleweed Recreation Center (TRC). The existing security camera does not provide clear video, and requires continued maintenance to keep it in focus. 28,800 One-time funding to replace the large indoor play equipment at the TRC Tree House. The existing indoor play equipment has deteriorated from heavy use, and staff has expressed safety concerns since wood on the structure has started to chip. The new equipment is sculpted of soft foam and is highly durable. 25,000 One-time funding for the installation of a shade structure at TRC to allow outdoor play equipment to be used more days per year. 30,000 One-time funding for maintenance, supplies, and various equipment for the Downtown stage including additional safety lighting and year-round banners and stage curtains. 32,600 One-time funding to upgrade the audio/visual equipment in the Cotton Room, classrooms, and meeting rooms at TRC. The existing equipment is becoming obsolete. Staff desires to stay current with audio/visual technology in order to meet requirements of rental groups. 52,000 66 City of Chandler 2016-17 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2016-17 Budgetary Additions to General Fund (continued) One-time Cost Ongoing Cost Community & Neighborhood Services (continued) One-time funding to contract a consulting company to perform a senior needs program and spatial analysis study. The study will examine the current services and resources available to elderly residents and make program recommendations to meet their needs, as well as evaluate the existing and future space needs to accommodate the programming. $ $ 50,000 One-time funding for the CinePark and Jazz Festival. The funding will allow these events to continue to grow and enhance the City’s signature events to align with City Council vision. 40,000 One-time funding to host a youth United States Tennis Association Level 6 Junior tournament. Costs will be 100% offset by revenues received from participant registration fees. This tournament will attract competitive junior players to the City since they will receive Southwest ranking points for competing. 6,050 Ongoing funding for various diversity related events to supplement existing ongoing funding of $10,500. This funding would support diversity related events that are not reimbursed through scholarship funding. 10,000 Ongoing funding for costs associated with the annual volunteer recognition breakfast such as food, volunteer awards, event program, and rentals. 3,000 Ongoing funding to support the For Our City initiative related to neighborhood enhancement clean-up events. This funding will be used to purchase tools and supplies, and secure dumpsters and portable toilets. 8,000 One-time funding for costs associated with the Volunteer Income Tax Assistance (VITA) program. This program utilizes volunteers to prepare income tax returns for elderly, disabled, and low to moderate income residents. This funding is needed to replace grant funding due to Valley of the Sun United Way ending their partnership with the Maricopa County VITA Network. 6,000 One-time funding for a WI-FI access point site survey for the Housing and Redevelopment and Neighborhood offices to determine how many access points are needed to provide public and private WI-FI use. 50,000 One-time funding to support For Our City initiatives related to Operation Back to School and quarterly breakfasts. Costs will be 100% offset by revenues received from program participants (typically faith groups, local businesses and the Chandler Non-Profit Coalition). 50,000 One-time funding for various Celebration of Unity Events, including the Chandler Multicultural Festival and Creative Expression Competition. Costs will be 100% offset by revenues received from event sponsors. 50,000 One-time funding for the Indian Art Market event to celebrate the cultural traditions of the Native American community and enhance the Miss Indian Arizona Scholarship Program. Costs will be 100% offset by revenues received from event sponsors and vendor fees. 67 10,000 City of Chandler 2016-17 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2016-17 Budgetary Additions to General Fund (continued) One-time Cost Ongoing Cost Community & Neighborhood Services (continued) One-time funding for Garibaldi Night to celebrate Hispanic Heritage Month. Costs will be 100% offset by revenues received from event sponsors and vendor fees. $ $ One-time funding for the purchase of a tool trailer, cages to safeguard tools, and trailer wrap with City logos. The existing tool trailer is unsafe to use and beyond repair. 10,000 18,950 Cultural Affairs Ongoing funding for contract security personnel at the Downtown and Sunset Library. These locations have experienced an increase in thefts, fighting and other threatening behavior. Security presence will increase the Library’s ability to provide an approachable and inviting environment. 59,500 One-time funding to purchase a Ricoh color copiers, and ongoing funding for the annual service contract. This will replace the existing copier which has become obsolete. The currently copier requires monthly service calls and replacement parts are extremely difficult to locate. 430 Ongoing funding to convert 3 temporary part-time positions to 3 Regular Part-Time Library Assistants. With the improving job market it is difficult to retain qualified employees in the temporary positions as they work next to regular part-time personnel. The primary role of these positions is the provision of early literacy programming. There is an offset of $61,807 from temporary funding. 136,308 Ongoing funding for the conservation and repair of the City’s Public Art Collection. The public art collection valued at over $2.7 million includes sculptures, paintings, mixed media, and textiles. Funding will provide for various types of repairs due to vandalism and annual cleanings. 5,000 One-time funding for the purchase of Dodge Grand Caravan SE and ongoing contributions to the Vehicle Replacement Fund. The existing van purchased with grant funding over 10-years ago no longer meets the library needs. The new van will be more versatile and allow staff to provide better support to all library locations. 2,962 Ongoing funding for additional hours for temporary staffing. The Library division is in need of additional hours for Pages and Techno Clerks. These funds are from savings achieved through the reclassification of positions within the Library Division. 3,932 Ongoing funding for armored car service for the Center of the Arts. These services eliminate the City’s exposure to risk in transporting funds between City facilities and the bank. 4,159 Ongoing funding for armored car service for Basha, Downtown, Sunset, and Hamilton libraries. These services eliminate the City’s exposure to risk in transporting funds between City facilities and the bank. 11,110 68 6,340 25,555 City of Chandler 2016-17 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2016-17 Budgetary Additions to General Fund (continued) One-time Cost Ongoing Cost Cultural Affairs (continued) One-time funding to relocate Chandler Museum collection to a climate controlled storage facility until the new Museum is constructed. This will cover the cost of temporary staffing, packing materials, van, and storage facility rental. $ $ 17,000 One-time funding for part-time temporary educators to meet the increased demand for school field trips, and to provide more programing and outreach events through the Museum division. The demand for field trips has increased by 30% over the past three years. The division goal is that all Chandler students experience the Museum through a field trip or program. 5,844 One-time funding to refurbish the Center for the Art’s Steinway Model D Grand Piano. The work includes repairs to the piano finish, installation of a humidifier/dehumidifier underneath the piano, and replacement of the truck and bench. The piano is 26 years old and was last refurbished in 2001. Chandler Unified School District will reimburse 50%. 9,750 One-time funding for the purchase of new rolling unit mobile walls in the Gallery of the Arts Center. The existing unit purchased in 1991 is no longer viable for exhibition accessibility and poses a safety hazard. This replacement will assist in maintaining the quality of services provided. 10,000 One-time funding for the purchase of a new high definition or new technology camera that provides stage feed to the foyer monitor. The new camera would improve the image and quality of the feed. 7,500 One-time funding for the purchase of a new energy efficient exterior color wheel. The existing equipment, used to light the façade of the Center for the Arts, meets its life expectancy in 2016 and uses outdated technology. The replacement includes LED technology that will improve efficiency and provide utility savings. 18,000 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. This event is held in partnership with the Chandler Historical Society. 4,500 One-time funding for the Chandler Symphony Orchestra to partially fund its quality artistic services. The 80+ professionally musicians in the orchestra volunteer their time and this funding provides them with assistance covering operational expenses. 40,000 Economic Development One-time and ongoing funding to establish an export assistance program to support Chandler companies interested in exporting to global markets, providing them with increased access to export financing and strategy resources. This will enable the City to participate in the Export-Import Bank of the United States’ City/State Partners Program, as well as host ExporTech workshops offered through the Arizona Commerce Authority. 69 8,600 2,000 City of Chandler 2016-17 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2016-17 Budgetary Additions to General Fund (continued) Ongoing Cost One-time Cost Economic Development (continued) Ongoing funding for travel expenses related to strategic business attractions efforts. This will allow staff to proactively market Chandler by participating in seven sales mission and attendance and booth participation in a minimum of four conference/trade shows. $ 10,000 $ One-time funding for a revitalization of the Economic Development marketing brand to include a dedicated website, promotional videos, and other digital and print materials. The purpose is to elevate the Chandler brand demonstrating that we are a forward thinking and cutting-edge community among site selectors, real estate brokers, business executives, and other targeted decision makers thus expanding economic development for Chandler. 34,000 One-time funding for entrepreneurial and small business development related services for the Innovation Incubator program. Innovation’s goal is to build a citywide business incubation and entrepreneurial development program providing young companies with tools and resources to scale their companies, increasing jobs, wealth, and economic diversity while providing economic sustainability for the City. 250,000 One-time funding to maintain tourism grant qualification. One of the requirements of the Maricopa County Proposition 302 Grant facilitated by the Arizona Office of Tourism is a minimum marketing budget of $123,000. This one-time funding, along with our ongoing funding, provides eligibility to receive grant funding up to $400,000 to provide community marketing. 63,500 One-time funding for repairs and maintenance expenses at the Innovations Technology Incubator facility. Due to aging of the facility, interior painting, updating of technology, and replacement and/or repairs are needed for depreciating equipment. 25,000 One-time funding for the Science Saturday Event. This event, held in conjunction with statewide events planned through the Arizona SciTech Festival Organization, showcases several technology companies through interactive booths and activities. Costs are 100% reimbursable by donations. 5,000 Fire, Health & Medical Ongoing funding for final portion of utility and building and maintenance costs for the Training Center expansion. 11,173 One-time funding for replacement of all patient care report tablets by the end of their warranty period. Ongoing funding for the use, storage, and maintenance of electronic patient care reports. 57,000 Ongoing funding for fire vehicle automotive maintenance supplies due to increased vendor costs. This request will address an existing shortage in funding. 30,000 Ongoing funding for motor pool automotive maintenance supplies due to increased vendor costs. 8,000 70 50,000 City of Chandler 2016-17 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2016-17 Budgetary Additions to General Fund (continued) Ongoing Cost One-time Cost Fire, Health & Medical (continued) One-time overtime funding to continue the car seat clinic program, although grants will continue to be pursued. This program will provide 28 clinics per year. $ $ 20,000 One-time funding for a Medical Equipment Inventory Control System that will replace three different systems, improving medication security, supply tracking, and restock ordering. 184,000 One-time funding for the retrofitting of 20 fire emergency vehicles with back-up cameras. This purchase will improve safe driving and reduce risk to personnel and equipment. 10,000 One-time funding for replacement of the transmission coolers on 10 of 12 front line apparatus. The other two replacements were done after transmission cooler failures, prompting a best practice of replacement of transmission coolers on front line apparatus every 5 years. 25,000 One-time funding for the required 50% matching funds needed to apply for Assistance to Firefighter and Fire Prevention & Safety grants. 120,000 Human Resources Ongoing funding for the Employee Service Recognition Program to accommodate an increased number of service recognitions as well as increased cost of certificate frames. 10,000 Ongoing funding for NEOGOV onboarding tool to streamline the administrative onboarding process for new employees who have come to expect the convenience of online processes. One-time funding is required for set–up, implementation, and training for the onboarding tool. 18,585 6,000 Ongoing funding for telephone service for new conference phones in City Hall training rooms. One-time funding for the purchase of a new podium, two new double-sided dry erase boards on wheels with hooks for flip charts, replacement of the coffee pot, two new tea kettles, and installation of conference room phones in both training rooms. 500 5,300 One-time funding for NEOGOV integration to allow job postings to appear on Facebook. Staff believes the City could benefit by having a Facebook presence in order to increase applicant pools. 2,000 Information Technology (IT) Ongoing funding for increased support/maintenance costs for multiple software applications including Accela, AdminStudio, Autodesk, Global Navigator, Infrastructure Design, KBACE KBX, LANDesk, Lotus, Lucity, Connections, Sametime, Oracle, Progress, SQL, Project Host, TOAD, PublicStuff.com, Selectron and Vertex. Costs are offset by reductions in software maintenance for CommVault, Intellitime, and Noetix. 71 51,900 City of Chandler 2016-17 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2016-17 Budgetary Additions to General Fund (continued) One-time Cost Ongoing Cost Information Technology (IT) (continued) Ongoing funding for a primary internet connection to the City. In prior years, the City had internet access service provided in lieu of collecting cable television franchise fees. The internet provider is now also providing cable television services, and paying the related franchise fees, so they are no longer providing internet services at no cost. $ 26,000 $ Ongoing and one-time funding for a full-time IT Service Desk Technician position and associated costs. This position is required to meet the service level requirements necessary to support the expanding number of City-owned mobile devices. 95,356 2,111 Ongoing and one-time funding for a full-time IT Programmer/Analyst position associated costs. This position is required to support existing web development services currently provided by one position with no backup. 122,177 2,111 Ongoing funding for the purchase and installation of a detection device and application that will monitor unauthorized network connectivity and keep our network secure. The useful life of this device is 5 years. 38,000 One-time funding for a consultant to perform the IBM Domino Applications Migration by rewriting the required applications with City standard development tools. 150,000 One-time funding for a temporary position dedicated to IT Helpdesk phone support. This assistance has greatly improved service response times and increased customer service levels. 49,275 One-time funding to add a software subscription to the firewall to increase security against malware threats. This subscription will enhance security protection for 5 years by providing dynamic analysis of suspicious content, link detection in email to block access to malicious websites, and automatic creation and enforcement of malware protections. 40,000 Information Technology Oversight Committee (ITOC) Ongoing funding for support of prioritized projects by ITOC, consisting of a Learning Management System replacement. 100,000 Law 30,400 One-time funding for furniture and the reconfiguration of office space for the Law Office Supervisor. This position currently supervises twelve employees and is unable to conduct personnel matters, and secure and maintain confidential records in a cubicle environment. Management Services Ongoing funding to cover the three-percent increase to the professional contract for audit of City’s financial statements. The Accounting Division previously absorbed the annual increase during the prior two years of the contract but is unable to absorb the third year increase. 72 3,000 City of Chandler 2016-17 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2016-17 Budgetary Additions to General Fund (continued) One-time Cost Ongoing Cost Management Services (continued) Ongoing funding for armored car services for the Accounting and Utility Services Divisions. These services eliminate the City’s exposure to risk in transporting funds between City facilities and the bank. $ 6,000 Ongoing funding for Adobe Acrobat Pro and Accurint for Government Software Licensing. One-time funding for the purchase of a second monitor for cashier station. Adobe Acrobat Pro is necessary for digital signature creation to process audit assessment submissions to the Arizona Department of Revenue and Accurint is used for auditing purposes. 2,977 Ongoing funding for professional development of Purchasing Division staff. The Procurement Officers and Manager hold professional certifications that require continuing education and training in order to retain these certifications. Professional development encourages workplace efficiencies, method sharing, and innovative ideas. This was funded through a reallocation of funds from the City Manager’s Office. 2,500 $ 210 One-time funding to pay the increase for maintenance and license costs for Tax Mantra (tax software), until such time the City can phase out the software after the State begins administration of Transaction Privilege Sales Tax. 45,943 One-time funding for a consultant to complete the arbitrage evaluation of the City’s 2003, 2006, and 2007 tax-exempt bonds. The Internal Revenue Service (IRS) requires rebate and yield restriction calculations on all tax-exempt bonds. The calculations ensure the City complies with all applicable IRS tax-exempt bond regulations. 13,550 Non-Departmental Ongoing funding for consultant services for various studies. Each year unanticipated issues or opportunities may come to light. This funding will allow the City the ability to further study if the opportunity is viable. 55,000 One-time funding for citywide banking fees. The banking services agreement includes checking account maintenance, electronic payments and deposits, wire transfers, credit card payment processing, on-line back transactions, reporting, etc. Typically these fees are netted against interest earned on the operating account, however, due to low interest rates, current earnings are not sufficient to cover fees. 55,000 One-time funding for the East Valley Partnership Branding and Public Relations Campaign. This is the final installment of a three-year commitment to create a brand for East Valley community recognition and economic development. 7,500 Police Ongoing funding for the purchase and installation of a 911 Center console workstation and related operating costs. This console will allow for centralization of all ancillary responsibilities in Dispatch and allow for the absorption of future technology monitoring requirements. 73 2,560 City of Chandler 2016-17 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2016-17 Budgetary Additions to General Fund (continued) Ongoing Cost One-time Cost Police (continued) Ongoing funding for two full-time Civilian Range Instructor positions and associated costs. Police Officers need to practice and qualify on the required skills associated with both pistol and rifle operations under the supervision of a Range Instructor. Adding these two civilian positions will allow for the redeployment of two Police Officers to patrol to address staffing needs. $ 183,972 Ongoing and one-time funding for a full-time Police Investigative Specialist position and associated costs, including a vehicle. This position supports the Chandler Housing Authority with matters related to tenants residing in public housing. Adding this civilian position will allow for the redeployment of a Police Officer to patrol to address staffing needs. 92,269 Ongoing funding for a full-time Police Operations Support Supervisor and associated costs. This position will provide consistency over the responsibility of overseeing the fleet of vehicles, rather than rotating various administrative Police Sergeants through the position. Adding this civilian position will allow a Police Sergeant to redeploy to address sworn staffing needs. 101,111 Ongoing funding for a contract with the Arizona Humane Society to provide the following services: animal cruelty investigations; medical attention, housing, and transportation for seized animals; forensic services including necropsies; next of kin program; large seizures such as animal hoarding; response to animal abandonment cases; and expert testimony in animal cruelty cases. 35,000 Ongoing funding for operations and maintenance related to the security cameras replacement project, including licensing, camera repair, and camera replacement. 20,000 Ongoing funding for training, awareness, and victim support related to Domestic Violence Prevention. Costs will be 100% offset by revenues received from Domestic Violence Prevention fines collected by the City Court. 15,000 Ongoing funding for armored car services for the Police Department. These services eliminate the City’s exposure to risk in transporting funds between City facilities and the bank. 4,158 $ 38,533 One-time funding for the extension of the Crime Analyst contract. Continuation of the contract is critical for training of Automated Tactical Analysis of Crime products to ensure full utilization of the proactive and predictive crime analysis software. 78,225 One-time funding for Latent Print Case Management software. This software will be used in conjunction with current photography equipment to capture and store images. The software will also provide a means to enhance images while maintaining the original image. 115,000 74 City of Chandler 2016-17 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2016-17 Budgetary Additions to General Fund (continued) Ongoing Cost One-time Cost Police (continued) One-time funding for the purchase of weapon mounted lights and holsters for 325 sworn personnel, as well as 4 hours of mandatory training on the use of weapon mounted lights and 250 rounds of frangible ammunition to be used during the training. This tactical tool gives the ability to shoot with a two-handed grip which provides greater control and stability. $ $ One-time funding for community outreach programs, which is 100% offset by revenues received from the sale of unclaimed weapons in accordance with House Bill 2455. 95,000 75,000 Transportation & Development Ongoing funding of $16,000 for landscaping costs for Chandler Park and Ride, Transit Plaza, and bus rapid transit stations. Ongoing funding of $5,000 to cover increased contract costs of our fixed route bus service with Valley Metro RPTA. 21,000 Ongoing funding for 4.3 new acres of responsibility for landscape maintenance and utilities (including increased utility costs), and replacement of deteriorating irrigation systems. 41,121 Ongoing funding of $25,000 for Dial a Ride services to provide travel without the requirement of transfers for Americans with Disabilities Act (ADA) Certified Chandler residents who are seniors or disabled. Ongoing funding of $75,000 for Non ADA Dial a Ride services to accommodate increased demand and offer same day on demand service for Chandler seniors and/or disabled residents. 100,000 Ongoing and one-time funding for a full-time Street Maintenance Coordinator and associated costs (including a vehicle). This position will help an existing person in this position to direct, oversee, and coordinate street rehabilitation and maintenance projects, along with updating the City’s street data inventory and improving long-term coordination challenges between other City programs and development projects. 102,274 34,811 Ongoing and one-time funding for two full-time Asphalt Senior Street Specialists and associated costs. These positions will restore the work group back to an operating framework with two independent crews, increase productivity, and decrease a growing backlog of aging work orders. 176,774 11,000 Ongoing and one-time funding for a SharePoint Project Management Tool, which will assist staff in more efficiently managing and reporting the acquisition, design, construction, and inspection status of capital improvement and development projects from initiation to close-out. The one-time funding is to provide post-implementation support. 129,150 11,375 75 City of Chandler 2016-17 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2016-17 Budgetary Additions to General Fund (continued) Ongoing Cost One-time Cost Transportation & Development (continued) One-time funding to purchase a vehicle for the Chief Building Inspector since the majority of this position’s job duties are field-related. This vehicle had been eliminated during the economic downturn and a personal vehicle was used to perform work duties. Related ongoing funding is requested for fuel and contributions to the Vehicle Replacement Fund. Ongoing and one-time funding for 11 monitors for GIS/Data & Mapping Services and two Adobe professional software licenses. These monitors will equip staff with better viewing options for processing full size plan sheets. The software is needed to convert pdf files to tiff images for overlaying them with GIS layers. $ 3,147 3,360 $ 19,636 23,180 One-time funding for a temporary Capital Projects Support Analyst to maintain the expected level of service in the Capital Projects Division. 65,200 One-time funding for temporary civil plan review services to accommodate demand peaks to maintain current service levels instead of adding staff, as well as to prepare for the electronic plan review project. 100,600 One-time funding to accelerate and complete street maintenance for local and arterial streets. This additional funding will provide 166,160 pounds of crack seal material, 1,640,000 linear feet of crack seal service, 64 lane miles of tire rubber modified surface seal (TRMSS), 14 lane miles of arterial slurry seal, and 8 lane miles of residential slurry seal. 1,000,000 One-time funding to provide the necessary City match of 5.7% for a Maricopa Association of Government’s grant to purchase a street sweeper. 14,250 76 City of Chandler 2016-17 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2016-17 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 the perimeter security access system. The current operating systems have been in place for 10 years and are in continual need of repair. $ 10,000 $ Human Resources Medical Self-Insurance Trust Fund Ongoing funding to allow for the expenditure of funds being provided by Blue Cross Blue Shield of Arizona for self-funded administration expenses. 25,000 Workers Compensation Self-Insurance Trust Fund Ongoing funding for an anticipated increase of $47,000 in Excess (Stop/Loss) Insurance premiums. Our carrier is providing coverage at a lower cost than quoted by other providers, but staff anticipates a 20% premium increase. Ongoing funding of $25,835 is needed to pay taxes to the Industrial Commission of Arizona based on the increased amount of the City’s payroll. 72,835 One-time funding for a consultant to perform an independent review of workers’ compensation claims, the actuarial data, and an overall program assessment. Staff believes this review will provide a better understanding of long-term funding requirements and cost containment strategies, as well as identification of best practices. 50,000 Law Insured Liability Self-Insurance Fund Ongoing funding for insurance premium increases. Expecting increases ranging from 10% to 20% for fire, public entity liability, cyber security, and underground storage tank coverage. Additionally requesting to purchase environmental liability insurance to cover damages currently excluded from existing policies. 201,500 Ongoing funding for the purchase of Distributed Denial of Service Protection against cyber-attacks. 60,000 One-time funding for furniture and the reconfiguration of office space for the Risk Services Coordinator. A secure office space is needed due to the confidential nature of the job functions. 77 26,500 City of Chandler 2016-17 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2016-17 Budgetary Additions to Other Funds (continued) One-time Cost Ongoing Cost Municipal Utilities Wastewater Operating Fund Ongoing and one-time funding for a full-time Business Systems Support Analyst, Instrumentation Technician, Wastewater Treatment Plant Operator I, and Wastewater Treatment Plant Operator I and associated costs. These 4 additional staff are needed to ensure a seamless start up and operation of the new five million gallons per day (MGD) wastewater plant expansion. $ 198,715 $ 201,056 Solid Waste Operating Fund Ongoing funding for contract maintenance of 30 acres along the perimeter of the Paseo Vista Recreation area. This area encompasses the side slopes as well as areas at which various landfill monitoring equipment are located. 120,000 Non-Departmental One-time funding for Biennial Audit of Impact Fees. New Arizona state Statute requires cities to have an outside audit of the Impact Fee Program performed every two years. This funding is split equally at $2,500 to the following funds: Arterial Street Impact, Public Building Impact, Park Northwest Impact, Park Northeast Impact, Park Southeast Impact, Library Impact, Police Impact, Fire Impact, Water System Development, Water Resource System Development, Reclaimed Water System Development, and Wastewater System Development Funds. 30,000 Police Police Forfeiture Fund One-time forfeiture funds will be utilized to supplement various department operational purchases, including, but not limited to, SWAT team equipment, confidential informant payments, body worn cameras, and Police Impound remodel. The 2017-2026 Capital Improvement Program includes $1,000,000 in Police Forfeiture funding for construction of the Public Safety Training Center, which is not included in the operating budget total of $1,315,000. 1,315,000 Transportation and Development Local Transportation Assistance Fund One-time funding for transit maintenance and operations, including bus shelter lighting repair as well as installing, relocating, and refurbishing bus shelters. 78 50,000 City of Chandler 2016-17 Adopted Budget Budget Policies, Process and Decisions Decision Packages Not Funded in Fiscal Year (FY) 2016-17 – General Fund Total Other One-time FTE Personnel One-Time Request Other Ongoing Department Personnel Ongoing The table below shows all of the General Fund decision packages that were not funded for FY 2016-17. This is combined with the net amount of the General Fund decision packages that were approved for FY 2016-17 but were approved for an amount different from the original request to provide a combined total of unfunded requests. CAPA Social Media Archive (Approved through Amendment) Customer Connection Total: $ 0.00 $ - 1.00 $ 103,589 $ $ 8,000 8,000 $ 1,640 $ $ - $ $ $ - $ - $ 10,000 10,000 $ 8,000 10,000 18,000 Community & Neighborhood Services American with Disabilities Act (ADA) Coordinator Business System Support Specialist/Technology Coordinator Human Services Needs Assessment Digital Signature Pads Aquatic Centers Wi-Fi Parks and Recreation Master Plan Total: 1,786 $ 107,015 1.00 97,344 3,530 - 1,780 102,654 2.00 $ 200,933 $ 5,170 $ - $ 100,000 8,365 50,000 150,000 311,931 $ 100,000 8,365 50,000 150,000 518,034 Smithsonian Traveling Exhibit at Chandler Museum Total: $ $ - $ $ - 0.00 - $ $ - $ $ 9,000 9,000 $ $ 9,000 9,000 Economic Development Administrative Support Total: 1.00 1.00 $ $ 68,457 68,457 $ $ - $ $ - $ $ - $ - $ 68,457 68,457 $ $ $ $ - $ 95,000 298,000 10,000 52,000 455,000 $ 41,000 6,000 95,000 300,000 10,000 52,000 504,000 6,333 6,333 358,460 358,460 Cultural Affairs Economic Development Fire, Health & Medical Department Facility Landscaping Volunteer Training Program Thermal Imaging Camera Purchase Bilevel Postitive Airway Pressure Replacement Burn Tower Electrical Lighting Repair Building Sustainability Study Total: 0.00 $ - $ 41,000 6,000 $ 47,000 $ 2,000 2,000 Building Information Technology's Workforce Total: 3.00 3.00 $ $ 345,662 345,662 $ $ 6,465 6,465 $ $ - $ $ $ 1,151,894 237,434 191,982 $ 238,230 48,424 $ - $ - 200,400 - 120,000 Information Technology $ $ Police Department Police Officers for Desert Breeze & Chandler Heights 12.00 Dispatcher Early Higher Positions 3.00 Vice/Human Trafficking Detective Staffing 2.00 Police Officer Cell Phone Implementation ($6,720 budget reduction in O&M Telephone Service) Detention Officer Staffing Police Radio Communications Analyst ($73,700 budget reduction in O&M Other Expenses) 540,246 $ 1,930,370 237,434 86,628 327,034 320,400 1.00 75,010 5,303 - 10,413 90,726 1.00 103,589 6,345 - 12,966 122,900 $ 1,759,909 $ 498,702 $ - $ 770,253 $ 3,028,864 $ $ $ $ Total: 19.00 O&M for Completed City Projects Concrete Senior Streets Specialist Concrete Senior Streets Specialist Transit Services Assistant Total: 1.00 1.00 1.00 3.00 $ 80,745 80,745 98,786 260,276 2,201 5,840 5,840 $ 13,881 $ - Totals: 28.00 $ 2,635,237 $ 579,218 $ 2,000 Net Reductions to Requested Amounts: * 15.50 371,708 14,694 127,954 Combined Total: 43.50 $ 3,006,945 $ 593,912 $ 129,954 Transportation & Development $ - $ 5,500 5,500 11,000 $ $ 1,573,517 (60,550) $ 1,512,967 2,201 92,085 92,085 98,786 285,157 $ 4,789,972 453,806 $ 5,243,778 *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. 79 City of Chandler 2016-17 Adopted Budget Budget Policies, Process and Decisions 80 City of Chandler 2016-17 Adopted Budget Financial & Personnel Overview Adopted Budget Summaries The Chandler City Council adopted the Fiscal Year (FY) 2016-17 budget of $971,250,607 on June 9, 2016. 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 $452,065,390 and the use of $483,501,895 of fund balance from various funds. Spending appropriation includes $794,777,750 for departmental operations and capital, $108,159,878 for contingencies and reserves, $59,454,061 for debt service in various funds, and equipment, technology, and vehicle replacement purchases of $8,858,918. Refer to the Where the Money Goes – by Function detail, within this section of the document, for further breakdown of the total budget between operations and capital. Resources 2014-15 Actual Revenues Fund Balances $ Sale of Bonds 2015-16 Adopted Budget - $ 1,576,650 Grants Current Revenues Total Resources $ 483,501,895 69.0% - (100.0%) 165,035,000 17,324,304 28,343,722 35,683,322 25.9% 431,163,527 452,065,390 4.8% 971,250,607 6.7% 453,088,075 $ $ $ % Change Adopted to Adopted 434,187,121 Encumbrance and Carryforward from Prior Years Net Adjusted Budget 286,071,768 2016-17 Adopted Budget 453,088,075 910,614,017 $ (198,893,714) $ 711,720,303 (324,944,085) $ 646,306,522 (9.2%) Appropriations 2014-15 Actual Expenditures General Government $ Public Safety Municipal Utilities (1) Transportation & Development Fund Contingencies & Reserves (2) Debt Service Capital/Tech/Vehicle Replacement Total $ Encumbrance or Carryforward from Prior Years Net Adjusted Budget (1) (2) 2015-16 Adopted Budget 117,322,503 $ $ % Change Adopted to Adopted 187,823,511 14.8% 103,149,866 121,720,774 134,440,299 10.4% 90,002,535 330,567,326 360,677,425 9.1% 57,657,792 80,547,416 111,836,515 38.8% - 133,868,146 108,159,878 (19.2%) 63,824,892 71,430,443 59,454,061 (16.8%) 6,361,282 8,826,220 8,858,918 0.4% 971,250,607 6.7% 438,318,870 $ $ 163,653,692 2016-17 Adopted Budget 438,318,870 910,614,017 $ (198,893,714) $ 711,720,303 (324,944,085) $ 646,306,522 (9.2%) Municipal Utilities Department includes funding for the utility expansions in which the City will pay for utility infrastructure costs and Intel Corporation will reimburse the City for these costs. Fiscal Year (FY) 2015-16 includes $7,874,352 (Wastewater Fund) and FY 2016-17 includes $2,534,358 (Wastewater Fund). Contingency funds and reserves are one-time appropriations 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. 81 City of Chandler 2016-17 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 $29,626,020 was adopted on June 23, 2016. The levy includes a Primary Tax Rate of $0.29 and a Secondary Tax Rate of $0.87, for a total tax rate of $1.16 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) $ 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 28,343,722 286,071,768 910,614,017 $ $ 2016-17 Adopted Budget 110,025,800 77,977,071 120,442,360 47,010,700 66,633,439 29,976,020 35,683,322 483,501,895 % Change Adopted to Adopted 3.1% 1.0% (0.7%) 83.4% (7.2%) 5.5% (100.0%) 25.9% 69.0% 971,250,607 6.7% 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 $9,071,921 (Wastewater Fund) in Fiscal Year (FY) 2015-16. In FY 2016-17 this same category includes $2,534,358(Wastewater Fund), including carryforward appropriation. FY 2015-16 Property Tax adopted amount of $28,420,000 includes Prior Year Property Tax (Primary and Secondary) of $350,000. FY 2016-17 Property Tax adopted amount of $29,976,020 includes Prior Year Property Tax (Primary and Secondary) of $350,000. 82 City of Chandler 2016-17 Adopted Budget Financial & Personnel Overview Where the Money Goes The chart below reflects the percentage of total expenditure appropriation of $971,250,607 by department for Fiscal Year (FY) 2016-17. The table reflects the change in the adopted expenditure appropriation percentage from FY 2015-16 to FY 2016-17. General Government $ Community & Neighborhood Services Fire, Health & Medical Management Services Municipal Utilities Police Transportation & Development Debt Service Equip/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) 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 $ 2016-17 Adopted Budget 57,295,062 37,447,697 36,290,297 45,582,003 71,833,055 71,304,115 28,788,967 59,454,061 8,858,918 446,236,554 108,159,878 % Change Adopted to Adopted 6.1% 1.9% (1.3%) 10.8% 0.5% (4.4%) 2.4% (16.8%) 0.4% 26.2% (19.2%) $ 910,614,017 $ 971,250,607 6.7% $ 184,443,519 238,602,275 423,045,794 353,700,077 133,868,146 $ 191,281,633 225,572,542 416,854,175 446,236,554 108,159,878 3.7% (5.5%) (1.5%) 26.2% (19.2%) $ 910,614,017 $ 971,250,607 6.7% In this presentation, the Major Capital does not include $17,789,718 of reserves appropriated for cost center 1291, Non-departmental Capital, as it is included in the Contingency & Reserves category for FY 2015-16 and $4,589,170 for FY 2016-17. Contingency & Reserve funds are one-time appropriations 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. 83 City of Chandler 2016-17 Adopted Budget Financial & Personnel Overview Where the Money Goes – By Function The adopted budget, divided between operating and capital appropriations, is shown below. Departmental operating budgets total $349,567,696, debt service expense is $59,454,061, and equipment, technology, and vehicle replacement purchases are $8,858,918. Contingencies and reserves tied to operating costs are $102,020,708 for an operating total of $519,901,383. Capital budgets include $139,328,539 in new appropriation for department capital projects, $310,470,685 in capital carryforward, and $1,550,000 in capital contingencies and reserves for a total of $451,349,224. Operating Budget by Function (All Funds) 2015-16 Adopted Budget General Government $ 6.7% 111,361,986 107,594,412 (3.4%) Municipal Utilities 71,458,996 71,833,055 0.5% Transportation & Development 28,100,582 28,788,967 2.4% 349,567,696 1.8% 8,826,220 8,858,918 0.4% 71,430,443 59,454,061 (16.8%) 114,528,428 102,020,708 (10.9%) 519,901,383 (3.4%) Total Department Operating $ Equip/Tech/Vehicle Replacement Debt Service Contingency & Reserves Total Operating $ 343,362,881 538,147,972 $ % Change Adopted to Adopted 141,351,262 Public Safety 132,441,317 2016-17 Adopted Budget $ $ Capital Budget by Function (All Funds) 2015-16 Adopted Budget General Government $ Public Safety Municipal Utilities Transportation & Development Total Major Capital $ Capital Carryforward Contingency & Reserves 15,718,349 2016-17 Adopted Budget 25,669,621 63.3% 5,580,090 16,751,013 200.2% 138,392,000 61,427,059 (55.6%) 27,664,592 35,480,846 28.3% 139,328,539 (25.6%) 183,561,014 310,470,685 69.1% 1,550,000 1,550,000 0.0% 187,355,031 $ % Change Adopted to Adopted $ Total Capital $ 372,466,045 $ 451,349,224 21.2% Grand Total - Operating & Capital $ 910,614,017 $ 971,250,607 6.7% 84 City of Chandler 2016-17 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) 2015-16 and FY 2016-17. For operating cost centers, explanations of significant highlights for the FY 2016-17 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. 2014-15 Actual Expenditures Mayor and Council Communications and 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 Fund Contingency - Operating* Fund Contingency - Capital* Debt Service Equipment Replacement Technology Replacement Vehicle Replacement 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget % Change Adopted to Adopted $ 788,522 $ 2,067,618 781,782 1,291,399 48,275,069 3,850,335 5,282,265 21,369,295 37,876,458 7,201,334 26,414,884 90,002,535 65,273,408 57,657,792 837,550 $ 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 80,547,416 851,855 $ 2,516,836 638,364 1,228,302 58,179,406 4,371,229 9,767,095 50,292,546 46,186,201 8,658,356 51,777,602 329,764,613 78,391,194 93,114,249 855,318 $ 2,570,311 616,533 1,087,144 40,049,918 4,197,552 6,524,006 38,526,456 35,254,533 8,239,287 28,517,595 95,166,056 72,614,214 43,994,818 878,151 2,523,492 826,714 1,217,750 60,037,544 4,447,081 9,585,278 48,621,998 50,220,320 8,448,196 51,237,307 360,677,425 84,219,979 111,836,515 4.8% 8.9% 34.0% 0.3% 12.0% 3.3% 4.9% (1.6%) 12.0% 3.0% 50.7% 9.1% 9.6% 38.8% Subtotal $ 368,132,696 $ 696,489,208 $ 735,737,848 $ 378,213,741 $ 794,777,750 14.1% $ - $ 63,824,892 515,200 3,392,260 2,453,821 114,528,428 $ 19,339,718 71,430,443 870,500 3,293,561 4,662,159 90,751,204 $ 2,483,606 71,430,443 870,500 3,876,975 5,463,441 - $ 60,438,464 382,675 3,876,975 2,977,028 102,020,708 6,139,170 59,454,061 892,250 2,492,043 5,474,625 (10.9%) (68.3%) (16.8%) 2.5% (24.3%) 17.4% Grand Total $ 438,318,870 $ 910,614,017 $ 910,614,017 $ 445,888,883 $ 971,250,607 6.7% * Contingency funds and reserves are one-time appropriations 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. 85 City of Chandler 2015-16 Adopted Budget Financial & Personnel Overview Cost Center Budget Comparison 2014-15 Actual Expenditures General Government Mayor and Council Communications and Public Affairs Administration Video Production Print, Mail & Graphics Total Communications and 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 Innovations (1) 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 Total Organizational Support City Magistrate Law Liability Litigation Liability Litigation Claims Total Law (2) (3) (4) (5) 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget % Change Adopted to Adopted $ 788,522 $ 837,550 $ 851,855 $ 855,318 $ 878,151 4.8% $ $ $ 817,974 418,793 830,851 2,067,618 $ 781,782 $ 1,291,399 $ 949,847 521,146 846,981 2,317,974 $ 617,010 $ 1,214,156 $ 968,466 677,581 870,789 2,516,836 $ 638,364 $ 1,228,302 $ 940,459 763,740 866,112 2,570,311 $ 616,533 $ 1,087,144 $ 1,158,244 475,866 889,382 2,523,492 826,714 1,217,750 21.9% (8.7%) 5.0% 8.9% 34.0% 0.3% - $ 6,733,710 1,991,732 1,517,954 6,176,568 204,949 506,415 2,140,277 402,108 37,780 460,802 931,015 1,023,452 3,204,542 2,267,111 1,716,636 3,330,300 2,682,743 386,861 53,398 465,122 648,802 1,088,327 7,739,998 2,564,467 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 - 1,581,930 $ 1,071,908 9,406,025 7,440,944 3,646,898 511,158 1,533,971 6,874,838 551,951 467,567 922,896 434,093 2,749,450 670,643 3,569,046 1,718,000 2,037,420 4,015,068 3,043,684 2,830,770 171,477 1,237,325 1,692,344 - 1,581,569 $ 1,072,476 848,083 7,444,900 1,394,834 491,564 1,548,768 6,231,603 64,427 447,943 920,299 432,981 182,242 491,031 3,195,864 2,300,000 1,947,894 3,783,759 3,111,587 646,722 135,930 105,509 1,669,933 - 1,058,218 8,848,127 7,253,743 4,224,564 524,789 1,549,738 6,660,078 1,445,139 465,437 907,480 414,765 2,567,208 655,512 1,606,930 3,409,489 2,479,500 1,844,478 3,946,198 3,193,145 2,804,748 152,681 2,331,162 1,694,415 - (100.0%) 1.6% 17.3% 5.4% 22.3% 5.0% 4.2% 1.0% 171.9% 2.0% 3.4% 3.4% 0.0% 3.3% N/A N/A N/A 6.6% 44.3% 0.7% 1.8% 15.4% 2.5% (3.8%) 87.6% 2.1% N/A N/A N/A N/A $ 60,037,544 4,447,081 3,634,983 1,980,580 3,969,715 9,585,278 12.0% 3.3% 4.0% 18.2% 0.0% 4.9% 55,900,782 $ 79,516,010 10.4% $ $ $ $ $ Total General Government $ (1) 2015-16 Adopted Budget 48,275,069 3,850,335 3,359,164 1,395,828 527,273 5,282,265 $ $ $ $ 62,336,990 $ 53,618,304 4,306,286 3,495,496 1,676,013 3,969,715 9,141,224 $ $ $ $ 72,052,504 $ 58,179,406 4,371,229 3,577,506 1,698,470 4,491,119 9,767,095 $ $ $ $ 77,553,087 $ 40,049,918 4,197,552 3,537,357 1,494,274 1,492,375 6,524,006 $ $ $ Effective July 1, 2015, Innovations is established as a new cost center and is separated from the Economic Development cost center, effective July 1, 2016, Innovations transfers to Economic Development from City Manager. 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. 86 City of Chandler 2016-17 Adopted Budget Financial & Personnel Overview Cost Center Budget Comparison (continued) 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 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 $ - $ 516,215 3,457,650 7,740,775 1,133,539 2,078,012 1,460,444 4,982,659 21,369,295 $ 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 $ 990,323 $ 1,513,698 3,896,579 8,664,048 1,434,583 2,475,105 1,762,069 11,582,474 13,332,286 4,641,381 50,292,546 $ 938,928 $ 1,328,095 3,888,107 8,660,679 1,393,217 2,372,100 1,720,985 3,652,187 10,268,552 4,303,606 38,526,456 $ 678,869 1,219,237 4,081,765 8,314,033 1,362,770 2,533,440 1,740,835 11,174,301 12,941,727 4,575,021 48,621,998 (24.6%) (4.6%) N/A 8.1% (0.2%) (0.5%) 7.4% 3.3% (11.6%) (0.3%) 11.9% (1.6%) Fire, Health & Medical Administration $ Health & Medical Services Operations Prevention and Preparedness Fire Capital Support Services Fleet Services Total Fire, Health & Medical $ 3,584,302 $ 1,405,433 22,582,113 1,878,331 6,357,405 914,211 1,154,664 37,876,458 $ 4,664,517 $ 1,661,882 24,380,958 4,038,652 8,091,779 892,175 1,114,955 44,844,918 $ 4,654,223 $ 1,728,150 25,263,800 4,172,110 8,315,795 912,760 1,139,363 46,186,201 $ 3,793,368 $ 1,710,441 25,051,000 2,090,195 354,072 1,107,789 1,147,668 35,254,533 $ 4,014,125 1,737,979 24,608,742 3,854,972 13,930,023 948,970 1,125,509 50,220,320 (13.9%) 4.6% 0.9% (4.5%) 72.2% 6.4% 0.9% 12.0% 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 $ 604,743 $ 669,671 581,708 363,870 1,445,150 1,702,752 1,403,287 418,841 11,312 24,738,391 1,676,494 33,616,218 $ 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 $ 638,016 $ 701,255 661,512 372,522 1,738,266 2,063,476 1,396,066 461,143 626,100 33,405,187 18,372,415 60,435,958 $ 637,344 $ 707,115 658,191 372,786 1,669,787 1,894,990 1,389,408 426,666 483,000 27,297,599 1,219,996 36,756,882 $ 580,696 710,269 686,912 378,507 1,666,478 2,124,883 1,382,043 445,208 473,200 37,133,807 14,103,500 59,685,503 3.2% 5.2% 6.1% 3.7% 1.4% 5.9% 0.8% (2.4%) 0.0% 12.8% 1211.0% 41.4% (1) 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. 87 City of Chandler 2016-17 Adopted Budget Financial & Personnel Overview Cost Center Budget Comparison (continued) 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget % Change Adopted to Adopted 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 $ 692,121 $ 12,499,012 188,839 4,547,333 8,575,802 4,296,201 6,063,824 1,526,129 5,215,477 1,133,393 1,018,433 1,965,243 24,296,906 4,701,009 845,146 414,808 7,569,946 4,452,916 90,002,535 $ 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 $ 1,130,876 $ 13,626,839 939,278 5,187,013 61,404,826 6,147,623 8,197,363 1,693,446 6,682,857 1,288,450 1,295,380 2,427,031 190,989,080 10,985,607 1,454,100 766,874 10,458,465 5,089,505 329,764,613 $ 983,606 $ 13,202,597 52,892 5,122,011 5,576,701 5,695,143 8,061,935 1,546,554 6,368,866 1,250,000 1,200,348 2,311,768 19,627,659 10,694,016 985,652 632,165 8,432,538 3,421,605 95,166,056 $ 1,050,371 13,352,465 886,386 5,147,013 105,126,563 5,696,677 7,985,834 1,694,932 6,347,912 1,282,519 1,051,084 2,278,456 182,831,421 9,636,895 1,408,793 622,723 9,841,219 4,436,162 360,677,425 4.9% 0.6% (5.3%) 4.6% 64.8% (0.1%) 0.4% 2.3% 0.1% 0.0% (16.2%) 1.5% (5.9%) (2.7%) 0.2% 2.0% 0.7% 7.4% 9.1% Police Administration $ Professional Standards Property and Evidence Forensic Services Field Operations Criminal Investigations Planning and Research Communications Police Technology Records Detention Services Community Resources & Training Police Capital Total Police $ 3,348,659 $ 1,058,572 415,860 2,262,144 30,253,089 12,416,890 1,024,944 5,059,024 1,222,775 1,528,476 2,110,384 4,046,928 525,664 65,273,408 $ 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 $ 8,097,700 $ 1,108,620 421,760 2,729,658 32,577,274 13,510,095 1,125,793 5,081,372 1,961,747 1,774,458 2,413,533 4,539,688 3,049,496 78,391,194 $ 4,070,679 $ 1,115,376 406,927 2,244,983 33,601,156 13,747,446 1,111,621 5,079,617 1,760,326 1,780,913 2,228,827 4,551,399 914,944 72,614,214 $ 3,843,284 1,074,663 424,884 2,816,308 32,226,467 13,977,042 1,122,894 5,134,131 1,888,573 1,793,814 2,607,567 4,394,488 12,915,864 84,219,979 (53.1%) (2.8%) 1.1% 6.4% 0.3% 3.9% 8.6% 3.1% (3.2%) 2.9% 0.7% 1.1% 469.7% 9.6% (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) 2015-16 includes $7,874,352 (Wastewater Fund) and FY 2016-17 includes $2,534,358 (Wastewater Fund). 88 City of Chandler 2016-17 Adopted Budget Financial & Personnel Overview Cost Center Budget Comparison (continued) 2014-15 Actual Expenditures Transportation & Development Administration Planning(1) Development Services Engineering Capital Project Management Streets Streets Capital Traffic Engineering Transit Services Street Sweeping 1,341,717 $ 1,623,460 3,357,457 1,581,750 1,566,760 7,806,200 31,923,131 6,273,970 1,201,340 982,007 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 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 1,358,939 $ 3,638,357 2,067,055 1,848,360 13,262,410 61,127,765 6,741,936 1,448,306 1,621,121 1,341,303 $ 3,617,076 2,045,625 1,753,204 12,958,410 12,635,732 6,675,506 1,403,871 1,564,091 2016-17 Adopted Budget 1,284,933 3,527,855 2,190,895 2,041,136 10,089,009 83,047,548 6,696,969 1,655,651 1,302,519 % Change Adopted to Adopted 4.4% N/A (0.5%) 8.1% 13.0% 2.9% 58.3% 0.5% 11.7% (15.3%) Total Transportation & Development $ 57,657,792 $ 80,547,416 $ 93,114,249 $ 43,994,818 $ 111,836,515 38.8% Subtotal $ 368,132,696 $ 696,489,208 $ 735,737,848 $ 378,213,741 $ 794,777,750 14.1% $ - $ 63,824,892 515,200 3,392,260 2,453,821 114,528,428 $ 19,339,718 71,430,443 870,500 3,293,561 4,662,159 90,751,204 $ 2,483,606 71,430,443 870,500 3,876,975 5,463,441 - $ 60,438,464 382,675 3,876,975 2,977,028 102,020,708 6,139,170 59,454,061 892,250 2,492,043 5,474,625 (10.9%) (68.3%) (16.8%) 2.5% (24.3%) 17.4% Grand Total $ 438,318,870 $ 910,614,017 $ 910,614,017 $ 445,888,883 $ 971,250,607 6.7% Fund Contingency - Operating Fund Contingency - Capital Debt Service Equipment Replacement Technology Replacement Vehicle Replacement (1) $ 2015-16 Adopted Budget Effective July 1, 2015, the Planning cost center transfers from the Transportation & Development Department to City Manager. 89 City of Chandler 2016-17 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, and 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, Public Housing Grants, and Expendable Trust Funds. Police Forfeiture Fund – Restricted for specific 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. Public Housing Grants – Used to account for expenditures of the City’s public 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. 90 City of Chandler 2016-17 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 organizations and activities which are similar to those often found in the private sector. Enterprise Funds – Enterprise funds are governmental accounting funds 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, reclaimed water service, wastewater service, wastewater industrial treatment, solid waste service, and the operation of the airport. All are considered to be self-sufficient and are required to stand on their own, except the Airport, which receives a General Fund subsidy. Water Funds – Used to account for the provision of water services to the residents and businesses 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. Reclaimed Wastewater Funds – Used to account for the provision of reclaimed wastewater services to businesses, golf courses, and home owner associations 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, billing, and collection. Revenues are generated through user fees. Wastewater Fund – Used to account for the provision of wastewater services to the residents and businesses 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. Wastewater Industrial Treatment Fund – Used to account for the provision of wastewater industrial treatment services to Intel. 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 Intel expense reimbursement. Solid Waste Funds – Used to account for the provision of solid waste (refuse) services to the residents and businesses 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 and businesses 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. 91 City of Chandler 2016-17 Adopted Budget Financial & Personnel Overview 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. 92 City of Chandler 2016-17 Adopted Budget Financial & Personnel Overview Fund Structure Summary FY 2016-17 Total Budget $971,250,607 Governmental Funds Proprietary Funds General Operating Funds $269,848,114 Special Revenue Funds $51,518,069 Capital Project Funds $433,584,968 Enterprise Funds $177,420,465 General $247,212,614 Police Forfeiture $3,021,436 General Gov't Capital Projects $71,712,574 General Obligation Debt Service $22,635,500 Highway User Revenue $18,338,910 Fiduciary Funds Internal Service Funds $38,811,308 Special Assessment Funds $67,683 Water Operations $62,250,141 Workers Compensation Self Insurance Trust $4,427,288 Special Assessments $67,683 Capital Replacement $13,683,491 Reclaimed Water Operations $1,700,000 Self-Insured Liability Self Insurance $6,500,396 Local Transportation Assistance $4,341,467 Capital Grants $27,835,175 Wastewater Operations $95,390,423 Uninsured Liability Self Insurance $1,582,608 Operating Grants $6,270,819 Municipal Arts $50,000 Solid Waste Operations $16,010,309 Short Term Disability Self Insurance $510,000 Housing & Urban Development $14,478,884 General Obligation Bonds $33,637,814 Airport Operations $2,069,592 Dental Self Insurance $2,305,000 Community Development Block Grant $2,137,918 Enterprise Bonds $69,940,392 Highway User Debt Service $2,671,438 General Gov't Impact Fees $29,567,124 Expendable Trust Funds $257,197 System Development Fees $186,219,318 Medical Self Insurance Trust $23,486,016 Airport Capital Loan $929,500 In-House Capital $9,580 93 City of Chandler 2016-17 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) 2015-16 and FY 2016-17. 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) $ 2015-16 Adopted Budget 106,722,750 28,420,000 60,260,300 24,016,699 97,892,875 317,312,624 $ $ 2016-17 Adopted Budget 110,015,000 29,976,020 62,907,000 23,940,157 114,722,511 % Change Adopted to Adopted 3.1% 5.5% 4.4% (0.3%) 17.2% 341,560,688 7.6% FY 2015-16 Property Tax adopted amount of $28,420,000 includes Prior Year Property Tax (Primary and Secondary) of $350,000. FY 2016-17 Property Tax adopted amount of $29,976,020 includes Prior Year Property Tax (Primary and Secondary) of $350,000. 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; FY 2016-17 includes General Funds of $247,212,614, GO Debt Service Funds of $22,635,500, and General Government Capital Project Funds of $71,712,574. 94 City of Chandler 2016-17 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) 2015-16 and FY 2016-17. 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. 2015-16 Adopted Budget (1) (2) 2016-17 Adopted Budget % Change Adopted to Adopted General Government Public Safety Transportation & Development Debt Service Contingency & Reserves (1) $ 98,118,215 102,790,716 38,916,806 22,140,176 55,346,711 $ 117,903,993 105,941,163 51,306,862 21,740,608 44,668,062 20.2% 3.1% 31.8% (1.8%) (19.3%) Total General Fund(2) $ 317,312,624 $ 341,560,688 7.6% Personnel & Benefits Operating & Maintenance Major Capital Contingency & Reserves (1) $ 155,756,596 65,922,655 40,286,662 55,346,711 $ 160,758,972 67,733,841 68,399,813 44,668,062 3.2% 2.7% 69.8% (19.3%) Total General Fund(2) $ 317,312,624 $ 341,560,688 7.6% Contingency funds and reserves are one-time appropriations 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 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; FY 2016-17 includes General Funds of $247,535,614, GO Debt Service Funds of $22,635,500, and General Government Capital Project Funds of $71,389,574. 95 City of Chandler 2016-17 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) 2016-17 budget reflects a 3.6% increase in the General Fund Operating budget, primarily due to significant increases in the General Government and Transportation & Development areas. The FY 2016-17 General Fund Capital budget reflects a 25% 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 2015-16 Adopted Budget General Government $ Public Safety Transportation & Development Total Department Operating $ 81,489,281 2016-17 Adopted Budget 86,683,826 6.4% 100,047,655 101,280,001 1.2% 18,002,139 18,788,378 4.4% 206,752,205 3.6% 199,539,075 $ % Change Adopted to Adopted $ Debt Service 22,140,176 21,740,608 (1.8%) Contingency & Reserves 36,006,993 38,528,892 7.0% 267,021,705 3.6% Total Operating $ 257,686,244 $ Capital Budget by Function 2015-16 Adopted Budget General Government $ Public Safety Transportation & Development Total Major Capital $ Capital Carryforward Contingency & Reserves (1) 7,693,549 2016-17 Adopted Budget 19,477,460 153.2% 800,090 2,497,012 212.1% 18,362,857 14,139,028 (23.0%) 36,113,500 34.5% 31,219,884 36,875,483 18.1% 1,550,000 1,550,000 0.0% 26,856,496 $ % Change Adopted to Adopted $ Total Major Capital Budget $ 59,626,380 $ 74,538,983 25.0% Grand Total(1) $ 317,312,624 $ 341,560,688 7.6% 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. FY 2016-17 includes General Funds of $247,535,614, GO Debt Service Funds of $22,635,500, and General Government Capital Project Funds of $71,389,574. 96 City of Chandler 2016-17 Adopted Budget Financial & Personnel Overview Special Revenue Funds Revenues and Expenditures Special Revenue Funds include Police Forfeiture Fund, Regional Transportation Sales Tax Fund, Highway User Revenue Fund (HURF), Highway User Revenue Debt Service Fund, Local Transportation Assistance Fund (LTAF), Operating Grant Fund, Home Program Grant, Community Development Block Grant (CDBG), Public Housing Authority Grants (PHA), Capital Fund Program, Proceeds Reinvestment Program, Museum Trust Fund, Parks and Recreation Trust Fund, and Library Trust Fund 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. Revenues Police Forfeiture Regional Transportation Sales Tax Highway User Revenue Local Transportation Assistance Operating Grants HOME Program Grant Community Development Block Grant PHA Family Sites Grant PHA Elderly & Scattered Grant PHA Management Grant PHA Family Self Sufficiency Grant PHA Section 8 Vouchers Grant PHA Capital Program Grant Proceeds Reinvestment Grant PHA Grant Contingency Other Revenues Fund Balance less Transfers In/Out $ Total Special Revenue Funds $ 2015-16 Adopted Budget 6,000,000 2,279,800 14,000,000 696,693 5,154,611 1,040,000 1,900,000 1,358,000 925,000 406,000 5,610,000 800,000 95,000 3,000,000 615,263 10,242,727 54,123,094 $ $ 2016-17 Adopted Budget 2,315,000 377,250 14,000,000 692,821 5,228,915 1,032,377 2,002,824 1,420,803 1,050,403 500,930 142,872 5,414,934 850,000 27,500 3,000,000 708,070 12,753,370 % Change Adopted to Adopted (61.4%) (83.5%) 0.0% (0.6%) 1.4% (0.7%) 5.4% 4.6% 13.6% 23.4% N/A (3.5%) 6.3% (71.1%) 0.0% 15.1% 24.5% 51,518,069 (4.8%) 2016-17 Adopted Budget 17,117,987 100,000 172,487 7,810,847 16,781,310 6,864,000 2,671,438 51,518,069 % Change Adopted to Adopted (1.5%) 0.0% (15.0%) (31.0%) 22.1% (10.0%) (28.7%) (4.8%) 8,549,081 27,577,831 6,864,000 8,527,157 51,518,069 20.5% (22.9%) (10.0%) 133.9% (4.8%) Expenditures General Government Municipal Utilities Non-Departmental Public Safety Transportation & Development Contingency & Reserves Debt Service Total Special Revenue Funds Personnel & Benefits Operating & Maintenance Contingency & Reserves Capital - Major Total Special Revenue Funds $ $ $ $ 2015-16 Adopted Budget 17,386,140 100,000 203,000 11,314,331 13,744,642 7,629,331 3,745,650 54,123,094 7,093,697 35,753,867 7,629,331 3,646,199 54,123,094 97 $ $ $ $ City of Chandler 2016-17 Adopted Budget Financial & Personnel Overview Enterprise Operational Funds Revenues and Expenses Enterprise Operational Funds include the Water Operating Fund (Fund 605), Reclaimed Water Operating Fund (612), 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 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 in most cases. 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 2015-16 Adopted Budget Water Services $ 2016-17 Adopted Budget 50,250,000 48,500,000 (3.5%) - 1,700,000 N/A Wastewater Services 42,129,830 40,500,000 (3.9%) WW Industrial Process Treatment 12,259,559 12,488,672 1.9% Solid Waste Services 14,522,190 14,603,586 0.6% 1,063,023 1,051,195 (1.1%) 11,562,461 6,037,774 (47.8%) 58,259,894 52,539,238 (9.8%) 177,420,465 (6.6%) Reclaimed Water Services Airport Services Other Revenues (1) Fund Balance less Transfers In/Out Total Enterprise Operational Funds $ 190,046,957 $ % Change Adopted to Adopted $ Expenses 2015-16 Adopted Budget Water(1) $ 67,598,588 (7.9%) - 1,700,000 N/A Wastewater(1) 92,315,717 83,328,005 (9.7%) WW Industrial Process Treatment 12,135,048 12,062,418 (0.6%) Solid Waste 16,109,423 16,010,309 (0.6%) 1,888,181 2,069,592 9.6% (6.6%) Airport Total Enterprise Operational Funds $ Personnel & Benefits $ $ % Change Adopted to Adopted 62,250,141 Reclaimed Water 190,046,957 $ 177,420,465 18,509,819 $ 19,192,096 3.7% Operating & Maintenance 99,783,724 87,401,746 (12.4%) Contingency & Reserves 28,308,800 27,875,598 (1.5%) Capital - Major 43,444,614 42,951,025 (1.1%) 177,420,465 (6.6%) Total Enterprise Operational Funds (1) 2016-17 Adopted Budget $ 190,046,957 $ 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 2015-16 includes $9,071,921 and FY 2016-17 includes $2,534,358 in the Wastewater Fund. 98 City of Chandler 2016-17 Adopted Budget Financial & Personnel Overview Major Fund Summaries The following tables provide summarized revenue and expenditure totals for the major funds. General Fund (101) FY 2016-17 Category Revenue Budget Property Tax $ 7,556,520 Franchise Fee 3,275,000 Transaction Privilege Tax 105,336,000 Other Licenses 1,404,000 State Shared Revenues 62,907,000 Charges for Services 15,405,357 Miscellaneous Receipts 4,627,900 Court Fines 3,240,900 Fund Balance 111,655,410 Subtotal Resources $ 315,408,087 Net Transfers In/Out (1) FY 2016-17 Dept/Cost Center Expenditure Budget City Clerk $ 826,714 City Mgr & Organizational Support 33,113,953 CAPA 2,523,492 21,249,451 Community & Neighborhood Services Fire, Health & Medical 33,844,034 Law 3,614,983 Magistrate 4,417,406 Mayor & Council 878,151 Management Services 7,375,173 52,118,412 Non-Departmental(2) Police 67,435,967 Transportation & Development 18,788,378 Major Capital 1,026,500 Total Expenditures $ 247,212,614 (68,195,473) Total Resources $ 247,212,614 Category Property Tax Miscellaneous Receipts Total Resources FY 2016-17 Revenue Budget $ 22,419,500 216,000 $ 22,635,500 General Fund Debt Service Fund (310) Dept/Cost Center Debt Services Non-Departmental(2) Total Expenditures FY 2016-17 Expenditure Budget $ 21,740,608 894,892 $ 22,635,500 General Government Capital Projects Fund (401) FY 2016-17 Category Revenue Budget Miscellaneous Receipts $ 450,000 Subtotal Resources $ 450,000 Net Transfers In/Out (1) $ 71,262,574 Total Resources $ 71,712,574 FY 2016-17 Dept/Cost Center Expenditure Budget City Mgr & Organizational Support $ 12,239,510 5,903,657 Community & Neighborhood Services Fire, Health & Medical 2,280,454 Police 2,380,708 16,389,761 Non-Departmental(2) Transportation & Development 32,518,484 Total Expenditures $ 71,712,574 Highway User Revenue Fund (HURF) (215) FY 2016-17 Category Revenue Budget Dept/Cost Center Highway User Tax $ 14,000,000 Streets Interest Income 143,000 Streets Capital Fund Balance 6,892,201 Traffic Engineering Non-Departmental(2) Subtotal Resources $ 21,035,201 (1) (2,696,291) Net Transfers In/Out Total Resources $ 18,338,910 Total Expenditures (1) (2) FY 2016-17 Expenditure Budget $ 4,499,751 5,648,684 4,301,608 3,888,867 $ 18,338,910 Transfers in/out include indirect costs, 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. 99 City of Chandler 2016-17 Adopted Budget Financial & Personnel Overview Major Fund Summaries (continued) Category Net Transfers In/Out (1) Total Resources Highway User Revenue FY 2016-17 Revenue Budget 2,671,438 $ 2,671,438 Debt Service Fund (320) Dept/Cost Center Debt Services Total Expenditures Local Transportation Assistance Fund (LTAF) (216) FY 2016-17 Category Revenue Budget Dept/Cost Center Lottery Entitlements $ 692,821 Streets Capital Bus Shelter/Service 118,960 Transit Services Interest Income 42,000 Non-Departmental(2) Fund Balance 3,489,211 4,342,992 Subtotal Resources $ Net Transfers In/Out (1) (1,525) Total Resources $ 4,341,467 Total Expenditures FY 2016-17 Expenditure Budget 2,671,438 $ 2,671,438 FY 2016-17 Expenditure Budget $ 1,382,037 949,230 2,010,200 $ 4,341,467 Grant Funds (217 thru 240) FY 2016-17 FY 2016-17 Category Revenue Budget Dept/Cost Center Expenditure Budget Operating Grants $ 5,228,915 City Mgr & Organizational Support $ 761,880 Home Program 1,032,377 CAPA Community Dev Block Grant 2,002,824 Community & Neighborhood Services 16,049,235 Public Housing Authority (PHA) 3,191,008 Fire, Health & Medical 2,446,263 Housing Authority Section 8 5,429,934 Law 20,000 Capital Fund Program 850,000 Magistrate 29,675 Proceeds Reinvestment Projects 48,500 Municipal Utilities 100,000 PHA Grant Contingency 3,000,000 Non-Departmental(2) 927,420 Interest 72,000 Police 2,553,148 Fund Balance 1,747,063 Transportation & Development Subtotal Resources $ 22,602,621 285,000 Net Transfers In/Out (1) Total Resources $ 22,887,621 Total Expenditures $ 22,887,621 Category Grants Fund Balance Total Resources (1) (2) Capital Grant Fund (417) FY 2016-17 FY 2016-17 Revenue Budget Dept/Cost Center Expenditure Budget $ 14,899,764 City Mgr & Organizational Support $ 7,029,970 12,935,411 Community & Neighborhood Services 1,708,576 Transportation & Development 19,096,629 $ 27,835,175 Total Expenditures $ 27,835,175 Transfers in/out include indirect costs, potential loans, or loan paybacks; see Schedule D, located in the Schedules & Terms section, for details. Includes Contingency & Reserves. 100 City of Chandler 2016-17 Adopted Budget Financial & Personnel Overview Major Fund Summaries (continued) Water Operating (605) FY 2016-17 Category Revenue Budget Dept/Cost Center Water Sales $ 48,500,000 Administration Meter Installation Fees 403,300 Water Distribution Connect Fees 350,000 Water Capital Other Charges 305,000 Water Treatment Plant Miscellaneous Receipts 43,500 Environmental Resources Interest 513,000 Water Quality Fund Balance 15,511,787 Water Production Facility San Tan Vista Water Facility Subtotal Resources $ 65,626,587 Meter Services Net Transfers In/Out (1) (3,376,446) ITOC Capital Non-Departmental(2) Debt Services Total Resources $ 62,250,141 Total Expenses Category Reclaimed Water Sales Fund Balance Reclaimed Water FY 2016-17 Revenue Budget $ 1,700,000 - Total Resources $ 1,700,000 Operating (612) Dept/Cost Center Water Quality Wastewater Quality Airport WW Reclamation Plant Non-Departmental(2) Total Expenditures Wastewater Operating (615) FY 2016-17 Category Revenue Budget Dept/Cost Center Sewer Sales $ 40,500,000 Administration Service Charges 206,720 Wastewater Collection Other Charges 425,000 Wastewater Capital Miscellaneous Receipts 2,791,358 Wastewater Treatment Interest 178,000 Wastewater Quality Fund Balance 41,671,709 Airport WW Reclamation Plant Ocotillo WW Reclamation Plant Subtotal Resources $ 85,772,787 ITOC Capital (1) Net Transfers In/Out (2,444,782) Non-Departmental(2) Debt Services Total Resources $ 83,328,005 Total Expenses Wastewater Industrial Process Treatment (616) FY 2016-17 Category Revenue Budget Dept/Cost Center Industrial Surcharge Fees $ 12,488,672 Wastewater Capital Interest 10,000 Ocotillo Brine Reduction Facility Fund Balance 9,243 Non-Departmental(2) Subtotal Resources $ 12,507,915 (1) Net Transfers In/Out (445,497) Total Resources $ 12,062,418 Total Expenses (1) (2) FY 2016-17 Expense Budget $ 715,104 5,147,013 8,605,760 5,696,677 7,955,834 1,608,239 6,347,912 1,282,519 1,051,084 21,644 7,437,246 16,381,109 $ 62,250,141 FY 2016-17 Expenditure Budget $ 86,693 49,694 1,323,415 240,198 $ 1,700,000 FY 2016-17 Expense Budget $ 335,267 2,278,456 31,997,608 1,408,793 573,029 8,517,804 4,436,162 620 17,136,408 16,643,858 $ 83,328,005 FY 2016-17 Expense Budget $ 500,000 9,636,895 1,925,523 $ 12,062,418 Transfers in/out include indirect costs, potential loans, or loan paybacks; see Schedule D, located in the Schedules & Terms section, for details. Includes Contingency & Reserves. 101 City of Chandler 2016-17 Adopted Budget Financial & Personnel Overview Major Fund Summaries (continued) Solid Waste Operating (625) FY 2016-17 Category Revenue Budget Dept/Cost Center Refuse Charges $ 13,869,500 Solid Waste Services Dumping Fees 123,400 Solid Waste Capital Admin Charges 39,744 ITOC Capital Other Revenues 1,212,038 Non-Departmental(2) Interest 148,000 Fund Balance 1,621,494 Subtotal Resources $ 17,014,176 (1,003,867) Net Transfers In/Out (1) Total Resources $ 16,010,309 Total Expenses Airport Operating (635) FY 2016-17 Category Revenue Budget Dept/Cost Center Tie Down Fees $ 500,002 Airport Services Sale of Gas/Oil 303,080 Airport Capital Airport Leases 254,563 Non-Departmental(2) Other Revenues 16,350 Debt Services Subtotal Resources $ 1,073,995 995,597 Net Transfers In/Out (1) Total Resources $ 2,069,592 Total Expenses (1) (2) FY 2016-17 Expense Budget $ 13,282,465 886,386 6,998 1,834,460 $ 16,010,309 FY 2016-17 Expense Budget $ 1,058,218 932,009 52,802 26,563 $ 2,069,592 Transfers in/out include indirect costs, potential loans, or loan paybacks; see Schedule D, located in the Schedules & Terms section, for details. Includes Contingency & Reserves. 102 City of Chandler 2016-17 Adopted Budget Financial & Personnel Overview This page intentionally left blank. 103 City of Chandler 2016-17 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. Estimated Beginning Fund Balance represents the net financial resources that are available for appropriation. Only a portion of this residual Fund Balance is typically appropriated each year to cover the delta between revenues and expenditures. The remaining portion remains in the Fund Balance, designated for future uses. 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) (1) Special Revenue Funds General Funds 2014-15 Actual 2015-16 Actual* 2016-17 Adopted 2014-15 Actual 2015-16 Actual* 2016-17 Adopted Internal Service Funds 2014-15 Actual 2015-16 Actual* 2016-17 Adopted Budgeted Fund Balance $ 111,655 $ 12,888 $ Designated Reserve Estimated Beginning Fund Balance $ 64,774 $ $ 30,120 $ 175,085 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 28,745 110,721 59,237 16,452 942 8,557 (14,183) $ 210,470 $ Total Available Resources $ 385,555 $ 402,214 $ 269,848 $ 47,997 $ 53,576 $ 51,518 $ 66,727 $ 67,945 $ 38,811 789 23,690 782 3,850 2,068 24,096 31,200 3,341 6,637 3,103 63,062 17,383 24,144 855 32,723 617 4,198 2,570 21,476 34,498 3,519 7,180 6,276 69,325 20,840 21,707 878 33,114 827 4,417 2,523 21,249 33,844 3,615 7,375 54,040 67,436 18,788 21,741 9,437 563 319 18 1,686 9,899 4,432 569 13,399 403 18 2,540 11,710 3,746 870 30 16,198 2,446 20 100 7,036 5,365 16,781 2,671 3,198 1,923 512 21,195 - 3,527 2,987 995 21,434 - 3,942 5,950 1,005 27,914 - $ 26,354 $ 32,385 $ 51,518 $ 26,828 $ 28,943 $ 38,811 $ 21,643 $ $ 39,900 $ 30,120 Expenditures: Mayor & Council City Manager City Clerk City Magistrate Com. & Public Affairs Com. & Neighborhhod Services Community Services Fire, Health & Medical Law Management Services Municipal Utilities Non-Departmental Police Transportation & Dev. Debt Service Total Expenditures $ 181,411 $ 176,430 28,420 110,610 60,260 16,584 8,363 (3,435) 220,802 $ $ 19,937 % Change Actual to Estimated $ 176,430 $ 21,191 $ 38,760 $ 39,900 8,883 $ 39,002 29,976 110,015 62,907 10,815 4,259 1,070 15,405 8,085 1,262 499 2,710 27,032 27,064 28,947 25,684 30,592 34,784 154 141 201 (68,195) (9,854) (3,558) (135) 935 982 982 158,193 $ 28,061 $ 31,933 $ 38,630 $ 27,968 $ 28,045 $ 29,929 $ 204,143 $ 225,784 $ 269,848 Estimated Ending Fund Balance $ 181,411 $ 21,643 8,303 $ 64,774 -63% $ 21,191 8,303 -61% $ 39,002 -23% *15-16 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. 104 City of Chandler 2016-17 Adopted Budget Financial & Personnel Overview Summary of Revenues, Expenditures, and Changes in Fund Balance (continued) Summary (In Thousands) Capital Project Funds 2014-15 Actual $ 186,865 2015-16 Actual* $ 178,212 27,495 1 4,224 6,274 30,648 $ 68,642 $ 2016-17 Adopted Enterprise Funds 2014-15 Actual 2015-16 Actual* Permanent/Special Funds 2016-17 Adopted 2014-15 Actual 2015-16 Actual* Grand Total 2016-17 Adopted 2014-15 Actual 2015-16 Actual* 2016-17 Adopted $ 291,229 $ 58,814 $ 33 $ 483,502 $ (29,263) $ 43,570 $ 4,492 $ 121,996 4,525 $ 496,984 $ 511,797 $ 605,498 $ 261,966 40,859 67,026 4,451 10,320 13,227 135,884 $ 47,011 6,803 14,900 73,642 142,356 $ 255,507 $ 314,096 $ 433,585 3,619 5,351 6,398 23,296 4,761 2,326 30,638 907 3,262 4,104 613 25,185 4,168 1,972 12,204 622 21,625 27 11,814 14,317 30 248,120 44,273 14,267 77,121 1,990 $ 71,757 $ 86,073 $ 102,385 $ 4,580 $ 4,559 $ 11 11 11 9,297 2,256 2,243 107,515 115,905 118,901 634 8,006 11,923 3,726 (7,502) (7,199) (6,275) $ 117,960 $ 122,896 $ 118,606 $ 31 31 $ 30 30 $ 4,612 $ 4,589 $ 68 53 - 64 - 68 - $ 189,717 $ 208,968 $ 177,420 1,264 67,290 748 34,342 1,173 70,530 517 34,364 $ 2,019 113,723 28,627 33,052 28,745 28,420 29,976 110,732 110,621 110,026 70,051 64,519 63,977 25,750 18,840 17,649 107,515 115,905 118,901 27,495 40,859 47,011 1,577 67,026 54 49,112 52,330 50,325 31,958 40,913 49,683 154 141 201 (19) 43 16 0 35 $ 453,132 $ 539,591 $ 487,749 $ 950,115 $1,051,387 $ 971,251 789 41,207 782 3,850 2,068 30,010 37,917 5,282 7,201 90,586 29,807 67,073 57,921 63,825 855 41,254 617 4,198 2,570 38,978 35,513 6,524 8,239 95,715 32,395 73,838 44,754 60,438 878 61,571 827 4,447 2,550 49,262 50,607 9,585 8,478 361,943 161,889 87,068 112,691 59,454 $ 77,296 $ 52,130 $ 433,585 $ 103,644 $ 106,584 $ 177,420 $ 53 $ 64 $ 68 $ 438,319 $ 445,889 $ 971,251 $ 178,212 $ (29,263) $ 86,073 $ 102,385 $ 43,570 $ 4,559 $ 4,525 $ 4,492 $ 511,797 $ 605,498 $ 121,996 -111% -57% $ 261,966 *15-16 Actual reflects estimated year-end (unaudited). 105 -1% -80% City of Chandler 2016-17 Adopted Budget Financial & Personnel Overview Fund Balance Analysis The following fund balance analysis is provided for the various categories of funds shown on the previous table (Summary of Revenues, Expenditures, and Changes in Fund Balance), with additional explanation for categories anticipated to decrease by more than 10%. 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 expenditures. In the budget process, unreserved fund balances represent the net financial resources that are expendable or available for appropriation. Fund balances are used for one-time (non-operational) expenditures since they are non-recurring revenue or they are appropriated as contingency. Per City financial policy, depending on the fund and type of reserve created, contingency reserves can only be used for items such as emergency situations, unexpected one-time opportunities, appropriation transfers to allow spending in other funds, or unanticipated events threatening the public health, safety, or welfare of its citizens. Fund balance protects the City’s fiscal health by assuring sufficient funds are available to meet potential financial challenges in the future. According to the City Charter and the Expenditure Limitation under the Home Rule Option, total expenditures cannot exceed the amount of the adopted budget. As such, any planned use of fund balance is appropriated through the budget process. General Fund Balance – For this presentation, the General Fund category includes General Fund and General Obligation Debt Service Fund; General Government Capital Projects Fund is included in the Capital Projects Fund Balance category. 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) 2016-17 Budget anticipates the use of $112 million of fund balance to supplement the revenue collection to fund the estimated expenditures, which results in a 63% decrease in fund balance. These funds are being applied toward one-time expenditures, including transfers to the General Government Capital Projects Fund. The projected decrease includes a $31.6 million Contingency Reserve adopted by Council, however, this Contingency is minimally used. The projection assumes this contingency is used, and all other General Fund appropriation is 100% spent. A revised ending fund balance, assuming the Contingency is not spent, would be approximately a 45% decrease or a fund balance of $96.4 million. Special Revenue Fund Balance – These funds are used to account for the proceeds of specific revenue sources that are legally restricted to expenditures for specific purposes. This category includes the 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 Housing and Urban Development (HUD), as well as the Museum Trust Fund, Parks and Recreation Trust Fund, and the Library Trust Fund. This fund category reflects a $12.9 million (61%) decrease in fund balance for FY 2016-17. About $10.2 million of the drawdown is due to use of accumulated fund balance to support two state-shared revenues, HURF and LTAF capital projects. 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, Insured Liability 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. The Internal Service funds category is expected to decrease by approximately $8.9 million (23%) in FY 2016-17. Some of these funds include appropriation for liabilities that reflect a “worst case” scenario and are typically not expended; therefore 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 Special Revenue and Enterprise 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 contributions from operating funds. The Capital Project fund balance for FY 2016-17 shows that almost $291.2 million is needed to supplement the revenue collected to fund one-time Capital Project expenditures for projects in process or new capital projects. The Capital Project fund balance includes a 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 106 City of Chandler 2016-17 Adopted Budget Financial & Personnel Overview one year, resulting in a significant amount of appropriation that is reappropriated in the next budget year, therefore the budgeted 111% decrease in fund balance is a planned drawdown. 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 the Water, Reclaimed Water, Wastewater, Wastewater Industrial Treatment, Solid Waste, and Airport Funds. The Enterprise Adopted Budget for FY 2016-17 shows that approximately $58.8 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 57% decrease in fund balance over FY 2015-16. The $58.8 million decrease in Enterprise fund balance is attributed the water and wastewater system budgets that reflect 100% spending of operating and capital, and high contingency reserve amounts. Historically, spending is much less than 100% and contingency amounts are minimally used. The decrease in fund balance is a planned drawdown. 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 2016-17. The anticipated change in fund balance is less than 1%. 107 City of Chandler 2016-17 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) 2016-17. 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 2013-14 Revised 2014-15 Revised 2015-16 Adopted 2015-16 Revised New Requests/ Reductions Transfers as of 7/1/2016 2016-17 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 7.000 2.000 6.000 15.000 7.000 2.000 6.000 15.000 0.000 0.000 0.000 0.000 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 13.000 62.550 4.750 6.000 2.000 1.000 20.000 14.000 18.000 20.000 5.150 10.500 21.750 6.100 0.000 252.800 6.000 42.000 0.000 13.000 62.550 4.750 6.000 2.000 1.000 20.000 14.000 18.000 20.000 5.150 11.500 22.750 6.100 0.000 254.800 6.000 43.000 4.000 13.000 60.550 3.750 6.000 2.000 1.000 22.000 13.000 20.000 20.000 0.000 0.000 0.000 0.000 14.000 228.300 6.000 43.000 4.000 13.000 60.300 3.750 6.000 2.000 1.000 23.000 13.000 20.000 20.000 0.000 0.000 0.000 0.000 14.000 229.050 0.000 0.000 0.000 0.000 1.500 0.000 0.000 0.000 0.000 0.000 0.000 0.000 2.000 0.000 0.000 0.000 0.000 0.000 3.500 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 6.000 43.000 4.000 13.000 61.800 3.750 6.000 2.000 1.000 23.000 13.000 20.000 22.000 0.000 0.000 0.000 0.000 14.000 232.550 City Magistrate 41.000 41.000 41.000 41.000 0.000 0.000 41.000 Law Law Liability Litigation 28.000 4.000 28.000 4.000 27.000 4.000 27.000 4.000 0.000 0.000 0.000 0.000 27.000 4.000 32.000 32.000 31.000 31.000 0.000 0.000 31.000 355.800 357.800 331.300 332.050 3.500 0.000 335.550 Communications/Public Affairs Communications/Public Affairs Video Production Print, Mail & Graphics Organizational Development Airport Buildings & Facilities Cultural Affairs Administration (1) Center for the Arts (1) Library(1) Museum (1) Economic Development Downtown Redevelopment Tourism Human Resources IT Service Delivery Mgmt & Admin. IT Applications Support IT Infrastructure & Client Support Neighborhood Resources (2) Code Enforcement(2) Housing and Redevelopment(2) Community Development(2) Planning (3) 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. 108 City of Chandler 2016-17 Adopted Budget Financial & Personnel Overview Number of Personnel Full Time Equivalent (continued) 2013-14 Revised Community & Neighborhood Srvs(1) 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) 2014-15 Revised 2015-16 Adopted 2015-16 Revised New Requests/ Reductions Transfers as of 7/1/2016 2016-17 Adopted 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 6.800 12.500 15.750 54.000 8.375 17.125 13.875 23.200 6.000 157.625 0.000 6.800 12.500 15.750 54.000 8.375 17.125 13.875 23.500 5.700 157.625 0.000 0.000 0.000 1.000 0.000 0.000 0.250 0.000 0.000 0.000 1.250 0.000 (1.800) 0.000 0.000 0.000 0.000 0.000 0.000 0.000 1.800 0.000 0.000 5.000 12.500 16.750 54.000 8.375 17.375 13.875 23.500 7.500 158.875 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 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 6.900 5.100 17.000 21.000 11.000 3.500 74.500 4.000 6.000 6.900 5.100 17.000 20.500 10.500 3.000 73.000 4.000 6.000 6.900 5.100 17.000 20.500 10.500 3.000 73.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 4.000 6.000 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. 109 City of Chandler 2016-17 Adopted Budget Financial & Personnel Overview Number of Personnel Full Time Equivalent (continued) 2013-14 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 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(1) Development Services Engineering Capital Projects Management Streets Traffic Engineering Transit Services Street Sweeping CITY TOTAL Population * Employees Per 1,000 Population (1) 2014-15 Revised 2015-16 Adopted 2015-16 Revised New Requests/ Reductions Transfers as of 7/1/2016 2016-17 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 24.000 0.000 175.000 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 8.000 22.000 28.000 13.000 9.000 12.000 20.000 11.000 10.000 17.000 1.000 4.000 26.000 12.000 193.000 8.000 22.000 28.000 13.000 9.000 12.000 20.000 11.000 10.000 17.000 1.000 4.000 26.000 12.000 193.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 4.000 4.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 8.000 22.000 28.000 13.000 9.000 12.000 20.000 11.000 10.000 17.000 1.000 4.000 26.000 16.000 197.000 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 92.000 9.000 46.000 9.000 23.000 11.000 32.000 484.000 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 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 0.000 0.000 0.000 0.000 1.000 0.000 0.000 0.000 0.000 0.000 0.000 3.000 4.000 0.000 0.000 0.000 0.000 3.000 0.000 0.000 0.000 0.000 0.000 0.000 (3.000) 0.000 10.000 8.000 5.000 21.000 222.000 94.000 9.000 46.000 11.000 24.000 11.000 32.000 493.000 9.000 14.000 38.000 9.000 21.000 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 9.000 0.000 33.000 18.000 20.000 40.500 25.000 2.000 9.000 156.500 9.000 0.000 32.000 19.000 20.000 40.500 25.000 2.000 9.000 156.500 0.000 0.000 0.000 0.000 0.000 3.000 0.000 0.000 0.000 3.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 9.000 0.000 32.000 19.000 20.000 43.500 25.000 2.000 9.000 159.500 1,595.800 1,620.925 1,634.425 1,635.175 15.750 - 1,650.925 242,215 244,439 247,500 247,500 260,828 6.6 6.6 6.6 6.6 6.3 Effective July 1, 2015, the Planning Division is transferred from the Transportation & Development Department to Organizational Development, under City Manager. * Population figures are based on updated annual estimates from the Planning Division. 110 City of Chandler 2016-17 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) 2016-17. Department 2016-17 FTE Community & Neighborhood Services Fire, Health & Medical General Government Management Services Municipal Utilities Police Transportation & Development Total 111 158.875 234.000 335.550 73.000 197.000 493.000 159.500 1,650.925 City of Chandler 2016-17 Adopted Budget Financial & Personnel Overview New Positions for Fiscal Year 2016-17 (All Funds) Community & Neighborhood Services Department Aquatics (4520) 1.000 Recreation Coordinator I Sport and Fitness Facilities (4551) 0.250 Customer Service Representative (1) 1.250 Total Community & Neighborhood Services Department General Government IT Infrastructure & Client Support (1280) 1.000 IT Programmer/Analyst IT Infrastructure & Client Support (1280) 1.000 IT Service Desk Technician Library (4310) 1.500 Library Assistant(2) 3.500 Total Organizational Support Municipal Utilities Department Ocotillo Water Reclamation Facility (3970) 1.000 Business Systems Support Specialist Ocotillo Water Reclamation Facility (3970) 1.000 Instrumentation Technician Ocotillo Water Reclamation Facility (3970) 1.000 Wastewater Treatment Plant Operator I Ocotillo Water Reclamation Facility (3970) 1.000 Wastewater Treatment Plant Operator II 4.000 Total Municipal Utilities Department Police Department Field Operations (2030) 1.000 Police Community Resources & Training (2080) 2.000 Police Operations Support Supervisor Civilian Range Instructor Police Community Resources & Training (2080) 1.000 Police Investigative Specialist 4.000 Total Police Department Transportation & Development Department Streets (3300) 1.000 Street Maintenance Coordinator Streets (3300) 2.000 Senior Streets Specialist 3.000 Total Transportation & Development Department 15.750 (1) Existing position increased from 0.75 FTE to 1.0 FTE. (2) Three 0.5 FTE positions added. 112 Grand Total - Additions City of Chandler 2016-17 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 General Fund Ongoing* One-time* 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget $ 141,380,121 $ - Special Revenue Funds $ Ongoing* One-time* 3,985,120 $ - 4,355,295 $ 4,355,295 - 4,362,152 $ 4,362,152 - 4,301,734 $ 4,301,734 - 4,452,172 4,452,172 - 2.1% 2.1% N/A Grants Funds(2) Ongoing* One-time* $ 2,493,123 $ - 2,738,402 $ 2,738,402 - 3,406,131 $ 3,406,131 - 3,015,225 $ 3,015,225 - 4,096,909 4,096,909 - 20.3% 20.3% N/A Internal Service Funds Ongoing* One-time* $ 2,663,030 $ - 3,083,407 $ 2,358,407 725,000 3,083,407 $ 2,358,407 725,000 3,270,466 $ 2,545,466 725,000 2,781,484 2,479,609 301,875 -9.8% 5.1% N/A Enterprise Funds Ongoing* One-time* $ 15,362,814 $ - 18,509,819 $ 18,509,819 - 18,543,213 $ 18,543,213 - 17,770,487 $ 17,770,487 - 19,192,096 18,995,701 196,396 3.5% 2.4% N/A Total Ongoing $ Total One-time $ Grand Total $ 165,884,209 $ - $ 165,884,209 $ 177,701,819 $ 178,691,887 $ 175,309,449 $ 182,303,672 6,741,700 $ 6,741,700 $ 6,741,700 $ 8,977,962 184,443,519 $ 185,433,587 $ 182,051,149 $ 191,281,633 2.0% 33.2% 3.2% * 155,756,596 $ 156,038,684 $ 153,693,237 $ 160,758,972 149,739,896 150,021,984 147,676,537 152,279,281 6,016,700 6,016,700 6,016,700 8,479,691 % Chg Adj to Adopted Ongoing and One-time detail not available for Fiscal Year (FY) 2014-15 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. 113 3.0% 1.5% 40.9% City of Chandler 2016-17 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 several years, and is projecting to be at 6.3 employees per 1,000 for Fiscal Year (FY) 2016-17. The reduction in FY 2016-17 is due to an increase population using the U.S. Census Bureau estimate which is now the standard for population estimates in Arizona. Chandler maintains one of the lowest employee ratios compared to other Valley cities and towns as shown on the chart below. 114 City of Chandler 2016-17 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) 2015-16 Adopted Budget to the FY 2016-17 Adopted Budget. Subsequent pages in this section give a more detailed description of operating revenues and system development fees, offering summaries of the revenue types, analyses of past revenue collections, and assumptions used in developing the Adopted FY 2016-17 budgeted revenues. RESOURCES CATEGORICAL COMPARISONS Fund Balances $ Sale of Bonds Grants Revenues Total Resources $ Encumbrance and Carryforward from Prior Years Net Adjusted Budget - $ $ 483,501,895 69.0% 1,576,650 165,035,000 - (100.0%) 17,324,304 28,343,722 35,683,322 25.9% 434,187,121 431,163,527 452,065,390 4.8% 971,250,607 6.7% 453,088,075 $ $ 286,071,768 % Change Adopted to Adopted 2016-17 Adopted Budget 2015-16 Adopted Budget 2014-15 Actual Revenues 453,088,075 910,614,017 $ (198,893,714) $ 115 711,720,303 (324,944,085) $ 646,306,522 (9.2%) City of Chandler 2016-17 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: 2015-16 Adopted Budget 2016-17 Adopted Budget % Change Adopted to Adopted Capital System Development Fees $ 167,697,097 328.5% 52,088,517 103,274,701 98.3% Capital Grants 7,015,236 12,935,411 84.4% Capital/Technology Replacement 7,550,599 7,312,213 (3.2%) Bonds 39,138,832 $ Total Capital $ 105,793,184 $ 291,219,422 175.3% General $ 94,367,738 $ 111,655,410 18.3% Enterprise 65,047,166 58,814,233 (9.6%) Special Revenue 12,269,760 12,887,998 5.0% 8,506,364 8,882,612 4.4% 87,556 42,220 (51.8%) Internal Service Permanent/Special Total Non-Capital $ 180,278,584 $ 192,282,473 6.7% Total $ 286,071,768 $ 483,501,895 69.0% 116 City of Chandler 2016-17 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 debt issuances, the City evaluates refunding opportunities on a continuous basis. Refunding issues do not require voter approval but are approved by the City Council. 2015-16 Adopted Budget Streets $ Parks Museum Fire, Health & Medical Water Wastewater Total $ 8,275,000 2016-17 Adopted Budget - (100.0%) 2,920,000 - (100.0%) 235,000 - (100.0%) 4,355,000 - (100.0%) 40,000,000 - (100.0%) 109,250,000 - (100.0%) - (100.0%) 165,035,000 117 $ % Change Adopted to Adopted $ City of Chandler 2016-17 Adopted Budget Resources Grants This funding source includes federal, state, and local grants for both operating and capital purposes. Grant appropriation will not be expended unless prior authorization of grant award is received from the grant agency. 2015-16 Adopted Budget 2016-17 Adopted Budget % Change Adopted to Adopted General Government Airport $ 2,652,481 (36.0%) 780,009 1,175,451 50.7% 164,601 120,092 (27.0%) 15,256,554 15,564,643 2.0% 100,000 100,000 0.0% Fire, Health & Medical 2,181,000 1,646,000 (24.5%) Police 1,929,000 2,553,148 32.4% 3,790,361 11,871,507 213.2% 35,683,322 25.9% Miscellaneous (1) 4,142,197 $ Community & Neighborhood Services Parks & Recreation Housing & Community Development Municipal Utilities Public Safety Transportation & Development Streets Total (1) $ 28,343,722 $ General Government Miscellaneous includes CAPA, City Magistrate, City Manager, Cultural Affairs, Economic Development, and Law, when applicable. 118 City of Chandler 2016-17 Adopted Budget Resources Summary of Revenues Revenues were projected for the Fiscal Year (FY) 2016-17 budget by taking multiple factors into consideration including direct source information, economic conditions, past trends, anticipated future trends, and FY 2015-16 estimated revenues. 2013-14 Actual Revenue Local Taxes and License Franchise Fees Transaction Privilege License Tax Other Licenses 2014-15 Actual Revenue 2015-16 Adopted Revenue 2015-16 Estimated Revenue 2016-17 Adopted Revenue % Change Adopted to Adopted $ 106,122,881 $ 110,731,998 $ 106,733,550 $ 110,620,800 $ 110,025,800 3,134,488 3,289,168 3,175,000 3,284,600 3,275,000 101,339,395 105,890,913 102,146,800 105,936,800 105,346,800 1,648,998 1,551,918 1,411,750 1,399,400 1,404,000 % of Total 3.1% 3.1% 3.1% (0.5%) 24.3% 0.7% 23.3% 0.3% State/County Shared Revenue State Shared Sales Tax Vehicle License Tax Highway Users Tax Regional Transportation Sales Tax(1) Urban Revenue Sharing Lottery Entitlement 72,717,012 20,604,292 8,440,066 13,352,622 84,684,888 21,597,535 9,030,329 14,633,470 77,236,793 22,506,700 9,300,000 14,000,000 78,519,016 22,506,700 9,300,000 14,000,000 77,977,071 23,407,000 9,500,000 14,000,000 1.0% 4.0% 2.2% 0.0% 17.2% 5.2% 2.1% 3.1% 3,243,937 26,379,401 696,693 10,106,891 28,608,724 707,939 2,279,800 28,453,600 696,693 3,565,895 28,453,600 692,821 377,250 30,000,000 692,821 (83.5%) 5.4% (0.6%) 0.1% 6.6% 0.2% Charges for Services Engineering Fees Building Division Fees Planning Fees Public Safety Miscellaneous Library Revenues Parks and Recreation Fees 17,687,365 1,861,969 5,881,832 449,711 5,680,675 481,209 3,331,968 17,423,493 1,886,770 5,441,749 409,615 6,273,457 432,529 2,979,373 21,655,130 1,560,000 4,950,250 342,000 11,378,300 420,480 3,004,100 16,584,338 1,560,000 5,877,000 426,300 5,148,841 412,500 3,159,697 17,720,357 1,510,000 5,130,000 417,200 7,031,300 406,000 3,225,857 (18.2%) (3.2%) 3.6% 22.0% (38.2%) (3.4%) 7.4% 3.9% 0.3% 1.1% 0.1% 1.6% 0.1% 0.7% Miscellaneous Receipts Sale of Fixed Assets (2) 70,052,997 207,357 22,115,078 280,171 26,255,495 230,000 26,843,892 8,984,449 20,701,483 680,000 (21.2%) 195.7% 4.6% 0.2% Other Receipts(3) Interest on Investments Leases Court Fines 62,987,183 2,144,102 1,306,888 3,407,467 13,828,525 3,321,096 1,342,697 3,342,588 17,043,622 4,203,200 1,378,973 3,399,700 9,750,143 3,496,100 1,541,500 3,071,700 10,547,938 4,947,900 1,284,745 3,240,900 (38.1%) 17.7% (6.8%) (4.7%) 2.3% 1.1% 0.3% 0.7% 104,422,414 48,490,198 39,844,923 116,147,252 47,193,618 45,355,456 121,302,249 50,250,000 54,389,389 117,487,009 48,000,000 52,444,016 120,442,360 48,500,000 52,988,672 (0.7%) (3.5%) (2.6%) 26.6% 10.7% 11.7% 13,916,489 13,879,263 14,569,190 14,453,645 1,700,000 14,648,990 N/A 0.5% 0.4% 3.2% Enterprise Revenue Water Sales Wastewater Service Reclaimed Water Fees (4) Solid Waste Service Solid Waste Container Fees (5) 47,838 71,706 - - - N/A 0.0% 1,802,618 320,347 9,297,466 349,743 1,732,120 361,550 2,255,748 333,600 2,243,148 361,550 29.5% 0.0% 0.5% 0.1% System Development Fees Water Wastewater General Government Impact Fees 24,130,903 5,566,915 6,717,713 11,846,275 27,494,860 7,861,625 9,047,613 10,585,622 25,638,500 8,475,200 8,845,500 8,317,800 40,859,100 10,525,600 12,267,900 18,065,600 47,010,700 11,936,100 14,028,900 21,045,700 83.4% 40.8% 58.6% 153.0% 10.4% 2.6% 3.1% 4.7% Interfund Charges 26,194,407 26,844,868 23,921,810 26,301,535 28,211,599 17.9% 6.2% Property Tax 28,731,032 28,744,684 28,420,000 28,420,000 29,976,020 5.5% 6.6% $ 450,059,011 $ 434,187,121 $ 431,163,527 $ 445,635,690 $ 452,065,390 4.8% 100.0% Other Utility Charges (5) 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) FY 2015-16 Estimated Revenue includes 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 $57,234,102 in FY 2013-14 Actual Revenue, $7,211,405 in FY 2014-15 Actual Revenue, $9,071,921 in FY 2015-16 Adopted Revenue (including carryforward appropriation), $ 2,748,266 in FY 2015-16 Estimated Revenue, and $2,535,358 in FY 2016-17 Adopted Revenue (including carryforward appropriation). (4) A new Reclaimed Water Fund is created in FY 2016-17, with Reclaimed Water Fees reported effective with FY 2016-17 Adopted Revenue. (5) Starting with FY 2015-16 Adopted Revenue, this revenue is reported as part of Other Utility Charges. 119 City of Chandler 2016-17 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 Corporation pays two percent of gross receipts from the sale of gas at retail for residential, industrial, and commercial purposes. Cox Communications, CenturyLink, 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 Fiscal Year (FY) 2013-14 increase reflects the reentry of CenturyLink and the addition of Western Broadband into the cable television market. The FY 2015-16 year-end estimate is an eight month actual and four month projection, which reflects anticipated collections under the agreements. Projection: The FY 2016-17 adopted budget is based upon specific industry projections and normal receipt of franchise payments. Fiscal Year 2012-13 Amount $ 2,925,559 % Inc/(Dec) (1.7) 2013-14 3,134,488 2014-15 3,289,168 4.9 2015-16 (Year-End Estimate) 3,284,600 (0.1) 2016-17 (Adopted) 3,275,000 (0.3) 120 7.1 City of Chandler 2016-17 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 on 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 ending in Fiscal Year (FY) 2009-10. The FY 2012-13 increase reflects the final year of the impact of an Intel Corporation expansion. The FY 2015-16 year-end estimate is an eight month actual and four month projection reflecting a strong economy. Projection: The FY 2016-17 adopted budget reflects a slight decline from the FY 2015-16 year-end estimate but a 3.1% increase over the FY 2015-16 adopted budget. Collections remain on a track of steady growth with no exceptionally large developments anticipated in the new year. Consumers are anticipated to maintain a stable spending trend consistent with the rest of the economy. 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 but could happen during FY 2016-17. 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 2016-17 does not reflect any financial impact. Instead, the Budget Stabilization Reserve has been continued for FY 2016-17 as explained in the Executive Summary section of this document. Fiscal Year Amount % Inc/(Dec) 2012-13 $ 99,298,205 4.3 2013-14 101,339,395 2.1 2014-15 105,890,913 4.5 2015-16 (Year-End Estimate) 105,936,800 0.0 2016-17 (Adopted) 105,346,800 (0.6) 121 City of Chandler 2016-17 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 2015-16 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). 2012-13 Actual Category Contracting(1) $ (2) General Retail 2013-14 Actual 10,408,519 $ 45,331,307 General Retail - To Airport(3) Utilities Telecommunications Rentals - Real $ 8,870,092 2015-16 Adopted $ 8,900,000 2015-16 Estimate $ 8,300,000 2016-17 Adopted $ % change Est 2015-16 to 2016-17 8,500,000 2.4% (1.6%) 47,384,617 49,729,135 48,200,000 50,000,000 49,200,000 70,065 10,865 10,800 10,800 10,800 0.0% 9,069,109 9,542,714 10,188,718 9,800,000 9,900,000 9,900,000 0.0% 12,363,565 12,421,526 13,194,526 13,000,000 15,000,000 15,000,000 0.0% 3,731,350 3,533,636 3,435,949 3,500,000 3,300,000 3,500,000 6.1% 10,817,611 11,058,203 11,967,509 11,200,000 11,970,000 11,800,000 (1.4%) (3.2%) - Restaurant/Bar 9,780,645 2014-15 Actual Rentals - Personal 2,884,618 2,949,421 3,261,716 3,200,000 3,100,000 3,000,000 Hotel/Motel 2,288,989 2,472,754 2,892,470 2,500,000 2,400,000 2,500,000 4.2% 334,981 258,547 260,712 250,000 270,000 250,000 (7.4%) Publishing/Other Amusements 717,442 728,110 895,730 730,000 750,000 750,000 0.0% 1,315,599 1,090,428 1,145,534 820,000 900,000 900,000 0.0% Privilege Tax Interest 24,141 37,768 26,996 25,000 25,000 25,000 0.0% Excise Tax Refunds 10,974 10,961 10,961 11,000 11,000 11,000 0.0% $ 99,298,205 $ 101,339,395 $ 105,890,913 $ 102,146,800 $ 105,936,800 $ 105,346,800 (0.6%) $ 1,032,818 $ $ $ $ $ Use Tax Subtotal Privilege License Fees (4) Audit Assessments (4) Privilege License Penalties (4) Grand Total 1,611,902 1,024,394 1,306,392 962,637 1,503,731 828,750 1,000,000 830,000 1,500,000 830,000 0.0% 1,000,000 (33.3%) 268,566 291,647 321,675 225,000 225,000 225,000 0.0% $ 102,211,491 $ 103,961,828 $ 108,678,956 $ 104,200,550 $ 108,491,800 $ 107,401,800 (1.0%) (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 be posted directly to the Airport Operating Fund. The 2014-15 Actual, 2015-16 Adopted, 2015-16 Estimate, and 2016-17 Adopted reflects anticipated revenues for a single year. (4) Also associated with Transaction Privilege (Sales) and Use Tax, but 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. 122 City of Chandler 2016-17 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) 2016-17 adopted budget for each category:      Privilege License Fees Alcoholic Beverage Licenses Wireless Communication Leases Alarm Permits Amusement Licenses     $830,000 300,000 128,000 107,000 15,000 Peddlers and Vendors Licenses Second Hand and Junk Licenses Professional & Occupation Licenses Cable License Applications $8,000 8,000 5,000 3,000 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 relatively stable since FY 2012-13. The FY 2015-16 year-end estimate is an eight month actual and four month projection based on historical trends. Projection: The FY 2016-17 adopted budget anticipates an increase in Wireless Communication Leases. Fiscal Year 2012-13 Amount $ 1,595,622 % Inc/(Dec) (1.3) 2013-14 1,648,998 3.3 2014-15 1,551,918 (5.9) 2015-16 (Year-End Estimate) 1,399,400 (9.8) 2016-17 (Adopted) 1,404,000 0.3 123 City of Chandler 2016-17 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 but steady recovery from the economic downturn. The Fiscal Year (FY) 2015-16 year-end estimate is an eight month actual and four month projection based on historical trends. Projection: The FY 2016-17 adopted budget is based on historical analysis and information from the League of Arizona Cities and Towns and the Arizona Department of Revenue. This estimate addresses, to the extent possible, the impact of the Mid-Decade Census figures and new legislation regarding population used for distribution of state shared revenues. The State of Arizona has shown positive growth in the last three years which is reflected in the steady growth in revenues for State Shared Sales Tax and the anticipated 4% increase for FY 2016-17. Subsequent to a time when the City could revise their budget, the League of Arizona Cities and Towns issued revised estimates based on 2015 Census Bureau population estimates as well as 2015 Special Census population estimates for a new FY 2016-17 estimate of $24,566,326. Fiscal Year Amount % Inc/(Dec) 2012-13 $ 19,327,102 4.7 2013-14 20,604,292 6.6 2014-15 21,597,535 4.8 2015-16 (Year-End Estimate) 22,506,700 4.2 2016-17 (Adopted) 23,407,000 4.0 124 City of Chandler 2016-17 Adopted Budget Resources Source: Vehicle License Tax Summary: This state shared tax is distributed through each 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) 2012-13 reflect the recovery from the economic downturn. The FY 2015-16 yearend estimate is an eight month actual and four month projection based on historical trends. Projection: The FY 2016-17 adopted budget is based on information from the League of Arizona Cities and Towns and the Arizona Department of Revenue. This estimate addresses, to the extent possible, the impact of the Mid-Decade Census figures and new legislation regarding population used for distribution of state shared revenues. The State of Arizona has shown positive growth in the last three years which is reflected in the steady growth in revenues for Vehicle License Tax and the anticipated 2.2% increase for FY 2016-17. Subsequent to a time when the City could revise their budget, the League of Arizona Cities and Towns issued revised estimates based on 2015 Census Bureau Population Estimates as well as 2015 Special Census Population Estimates for a new FY 2016-17 estimate of $10,140,127. Fiscal Year Amount % Inc/(Dec) 2012-13 $ 7,900,647 4.2 2013-14 8,440,066 6.8 2014-15 9,030,329 7.0 2015-16 (Year-End Estimate) 9,300,000 3.0 2016-17 (Adopted) 9,500,000 2.2 125 City of Chandler 2016-17 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. Although not shown, 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 2015-16 year-end estimate is an eight month actual and four month projection based on historical trends. Projection: The FY 2016-17 adopted budget is based on projections provided by the League of Arizona Cities and Towns and Arizona Department of Revenue and represents revised calculations based upon Mid-Decade Census figures. The legislature 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. Subsequent to a time when the City could revise their budget, the League of Arizona Cities and Towns issued revised estimates based on 2015 Census Bureau Population Estimates as well as 2015 Special Census Population Estimates for a new FY 2016-17 estimate of $15,770,459 as well as a one-time distribution of $635,094. Fiscal Year Amount % Inc/(Dec) 2012-13 $ 12,929,504 9.4 2013-14 13,352,622 3.3 2014-15 14,633,470 9.6 2015-16 (Year-End Estimate) 14,000,000 (4.3) 2016-17 (Adopted) 14,000,000 126 - City of Chandler 2016-17 Adopted Budget Resources Source: Regional Transportation (Sales) Tax Summary: On November 2, 2004, Maricopa County 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 freeway revenue, the Maricopa Association of Governments administers arterial streets revenue, and Valley Metro and Valley Metro Rail administer public transportation revenue. This arterial street revenue is dedicated for reimbursement of construction or 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) 2015-16 year-end estimate is an eight month actual and four month projection based on the published ALCP schedule. Projection: The FY 2016-17 adopted budget is based on planned construction of arterial street and intersection projects scheduled for reimbursement in the ALCP this year. Because of past success in acceleration of planned reimbursements, there is a relatively small amount projected for FY 2016-17. Advanced reimbursements are again possible, which could add to the projected amount shown here. Fiscal Year Amount % Inc/(Dec) 2012-13 $ 6,295,212 2013-14 3,243,937 (48.5) 2014-15 10,106,891 211.6 3,565,895 (64.7) 377,250 (89.4) 2015-16 (Year-End Estimate) 2016-17 (Adopted) 127 5.3 City of Chandler 2016-17 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. The Fiscal Year (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 2015-16 year-end 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 2016-17 adopted budget is based on information from the League of Arizona Cities and Towns and the Arizona Department of Revenue. This estimate addresses, to the extent possible, the impact of the Mid-Decade Census figures and potential new legislation regarding population used for distribution of state shared revenues. The State of Arizona has shown positive growth in the last three years which is reflected in the steady growth in revenues for Urban Revenue Sharing and the anticipated 5.4% increase for FY 2016-17. Subsequent to a time when the City could revise their budget, the League of Arizona Cities and Towns issued revised estimates based on 2015 Census Bureau Population Estimates as well as 2015 Special Census Population Estimates for a new FY 2016-17 estimate of $31,930,824. Fiscal Year Amount % Inc/(Dec) 2012-13 $ 24,119,457 21.0 2013-14 26,379,401 9.4 2014-15 28,608,724 8.5 2015-16 (Year-End Estimate) 28,453,600 (0.5) 2016-17 (Adopted) 30,000,000 5.4 128 City of Chandler 2016-17 Adopted Budget Resources Source: Lottery Entitlement Summary: Distribution of state lottery monies to the City began in January 1982 through 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. Since FY 2010-11, the State has distributed annual onetime 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. Projection: The FY 2016-17 adopted budget is based on projections provided by the Regional Public Transportation Authority. Fiscal Year 2012-13 Amount 694,355 % Inc/(Dec) 0.2 2013-14 696,693 0.3 2014-15 707,939 1.6 2015-16 (Year-End Estimate) 692,821 (2.1) 2016-17 (Adopted) 692,821 $ 129 - City of Chandler 2016-17 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. Fiscal Year (FY) 2013-14 increases were in all types of fees except weekend off-site inspection fees. The FY 2015-16 year-end estimate is an eight month actual and four month projection reflecting decreases in encroachment permits and civil engineering plan review. Projection: The FY 2016-17 adopted budget reflects a slight decrease due to an expected reduction in encroachment permits. Fiscal Year 2012-13 Amount $ 1,493,797 % Inc/(Dec) 3.8 2013-14 1,861,969 24.6 2014-15 1,886,770 1.3 2015-16 (Year-End Estimate) 1,560,000 (17.3) 2016-17 (Adopted) 1,510,000 (3.2) 130 City of Chandler 2016-17 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. Fiscal Year (FY) 2012-13 reflects a return to a normal level of building permit fees after several years of high amounts due to Intel Corporation construction. FY 2013-14 reflects slight increases in sign fees, building permits, and building plan review fees. The FY 2015-16 year-end estimate is an eight month actual and four month projection based on anticipated building permit revenue tied to development activity. Projection: The FY 2016-17 adopted budget reflects anticipated decreases in building permits and building plan review fees, but does not take into account the effect of minor fee increases as noted on the last pages of the Resources section. Fiscal Year Amount % Inc/(Dec) 2012-13 $ 5,452,512 2013-14 5,881,832 7.9 2014-15 5,441,749 (7.5) 2015-16 (Year-End Estimate) 5,877,000 8.0 2016-17 (Adopted) 5,130,000 (12.7) 131 (33.8) City of Chandler 2016-17 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 related 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 based on rezoning applications submitted. The Fiscal Year (FY) 2012-13 increases reflect higher zoning and subdivision fees. FY 2013-14 reflects increased subdivision and site development plan review fees. The FY 2015-16 year-end estimate is an eight month actual and four month projection based on anticipated development projects and a slight reduction in zoning fee revenues. Projection: The FY 2016-17 adopted budget reflects decreased revenue from zoning and subdivision fees, but does not take into account the effect of minor fee increases as noted on the last pages of the Resources section. Fiscal Year Amount % Inc/(Dec) 385,889 4.6 2013-14 449,711 16.5 2012-13 $ 2014-15 409,615 (8.9) 2015-16 (Year-End Estimate) 426,300 4.1 2016-17 (Adopted) 417,200 (2.1) 132 City of Chandler 2016-17 Adopted Budget Resources Source: Public Safety Miscellaneous Summary: This source of revenue is derived from fees charged for copies of accident and police reports, 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 legal requirements 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 which did not recur in FY 2013-14. FY 2014-15 reflects the return of Mesa school resource officer revenue, as well as increased extra-duty services. The FY 2015-16 year-end estimate is an eight month actual and four month projection and reflects planned spending of adjudicated asset forfeiture revenues. Projection: The FY 2016-17 adopted budget anticipates an increase in reimbursement revenues of adjudicated asset forfeiture funds, including a $1 million contribution to the Public Safety Training Center capital project. Fiscal Year Amount % Inc/(Dec) 2012-13 $ 6,518,974 14.8 2013-14 5,680,675 (12.9) 2014-15 6,273,457 10.4 2015-16 (Year-End Estimate) 5,148,841 (17.9) 2016-17 (Adopted) 7,031,300 36.6 133 City of Chandler 2016-17 Adopted Budget Resources Source: Library Revenues Summary: Library Revenues are derived from overdue fines of 20¢ per day per book, non-fiction video, and compact disc; overdue 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 2012-13 decrease reflects 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. FY 2014-15 reflects the first full year with no Maricopa County Library District membership fees, since the final receipt was received in FY 2013-14. The FY 2015-16 year-end 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 2016-17 adopted budget reflects an anticipated slight reduction in overdue fines and lost book fees, as more readers move to electronic books that do not incur fines. Fiscal Year 2012-13 $ Amount 511,377 % Inc/(Dec) (10.2) 2013-14 481,209 (5.9) 2014-15 432,529 (10.1) 2015-16 (Year-End Estimate) 412,500 (4.6) 2016-17 (Adopted) 406,000 (1.6) 134 City of Chandler 2016-17 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 FY 2014-15 decrease reflects reduced recreation revenues, as well as a timing difference in Bear Creek Golf Course receipts. The FY 2015-16 year-end estimate is an eight month actual and four month projection based on historical trends. Projection: The FY 2016-17 adopted budget is primarily based on increased aquatic revenues but does not reflect fee increases from citywide special event rentals and small increases in most recreation center, community center, and environmental education center revenues as detailed in the last pages of the Resources section. Fiscal Year 2012-13 Amount $ 3,386,060 % Inc/(Dec) (3.5) 2013-14 3,331,968 (1.6) 2014-15 2,979,373 (10.6) 2015-16 (Year-End Estimate) 3,159,697 6.1 2016-17 (Adopted) 3,225,857 2.1 135 City of Chandler 2016-17 Adopted Budget Resources Miscellaneous Receipts Source: Other Receipts Summary: This revenue consists of audit assessments, workers compensation premiums, Cox Communication Cable contributions, bus service and shelter revenue, trust and agency funds, and miscellaneous revenue, including passport application processing fees, 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 (such as workers compensation premiums received in the Workers 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. Fiscal Years (FY) 2012-13 through FY 2015-16 reflect continued reimbursements received from Intel Corporation for utility infrastructure expansions. The FY 2015-16 year-end 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 2016-17 adopted budget includes a return to a normal level of activity for Other Receipts, with larger amounts consisting of an anticipated airport loan, audit assessments, workers compensation premiums, and the final reimbursement from Intel Corporation for the utility infrastructure expansions. Fiscal Year Amount % Inc/(Dec) 2012-13 $ 74,845,798 599.3 2013-14 62,987,183 (15.8) 2014-15 13,828,525 (78.0) 9,750,143 (29.5) 10,547,938 8.2 2015-16 (Year-End Estimate) 2016-17 (Adopted) 136 City of Chandler 2016-17 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. 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). FY 2014-15 reflects the City’s entry into additional short-term investments in the Certificate of Deposit Account Registry Service (CDARS), as well as a change in accounting method. The FY 2015-16 year-end estimate is an eight month actual and four month projection based on current rates of return. Projection: The FY 2016-17 adopted budget is based on market projections from our investment advisors used in conjunction with the estimated amount of idle funds. Fiscal Year 2012-13 Amount $ 4,909,109 % Inc/(Dec) 152.5 2013-14 2,144,102 (56.3) 2014-15 3,321,096 54.9 2015-16 (Year-End Estimate) 3,496,100 5.3 2016-17 (Adopted) 4,947,900 41.5 137 City of Chandler 2016-17 Adopted Budget Resources Source: Leases Summary: This revenue is comprised of leases at the Chandler Municipal Airport and other miscellaneous properties. The following listing of the various leases is accompanied by the Fiscal Year (FY) 2016-17 adopted budget for each category:     Innovations (Incubator leases) Airport T-Hangars, Tie-Downs, T-Shades and Other Charges Airport Leases City Hall Property Rental $560,000 512,002 189,643 23,100 The revenue related to airport lease activity may only be expended on operations of the Airport Enterprise. 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) 2012-13 through FY 2013-14 increases are mainly the result of lease revenue from the Innovations facility. The FY 2015-16 year-end estimate is an eight month actual and four month projection based upon historical trends. Projection: The FY 2016-17 adopted budget does not include the effect of increased airport tie-down fees as noted on the last pages of the Resources section, and assumes only a partial year of lease revenue from the Innovations facility. Fiscal Year 2012-13 Amount $ 1,140,527 % Inc/(Dec) 3.7 2013-14 1,306,888 14.6 2014-15 1,342,697 2.7 2015-16 (Year-End Estimate) 1,541,500 14.8 2016-17 (Adopted) 1,284,745 (16.7) 138 City of Chandler 2016-17 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; which 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 2015-16 year-end estimate is an eight month actual and four month projection based on historical trend. Projection: The FY 2016-17 adopted budget assumes a small increase in court fines. Fiscal Year Amount % Inc/(Dec) 2012-13 $ 3,324,938 4.9 2013-14 3,407,467 2.5 2014-15 3,342,588 (1.9) 2015-16 (Year-End Estimate) 3,071,700 (8.1) 2016-17 (Adopted) 3,240,900 5.5 139 City of Chandler 2016-17 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. Effective October 1, 2015, consumption charges were converted from a seasonal rate (five months of summer rates and seven months of winter rates) to year round rate. 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) 2015-16 year-end estimate is an eight month actual and four month projection. Projection: The FY 2016-17 adopted budget reflects an anticipated minor increase in both residential and industrial consumption resulting in increased revenue with no proposed rate increase. Fiscal Year 2012-13 Amount $ 47,235,982 % Inc/(Dec) (2.6) 2013-14 48,490,198 2.7 2014-15 47,193,618 (2.7) 2015-16 (Year-End Estimate) 48,000,000 1.7 2016-17 (Adopted) 48,500,000 1.0 140 City of Chandler 2016-17 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, which is restricted for use by 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. Fiscal Year (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. FY 2014-15 reflects increased Ocotillo Brine Reduction Facility surcharges. The FY 2015-16 estimate is an eight month actual and four month projection and reflects increased Ocotillo Brine Reduction Facility surcharges due from Intel Corporation and incorporates an October 2015 rate increase for wastewater (9%) and reclaimed water (18%). Projection: The FY 2016-17 adopted budget reflects higher revenues due to an increase in the reimbursement due from Intel Corporation to operate the Ocotillo Brine Reduction Facility. Starting in FY 2016-17, reclaimed water revenues have been moved to a separate enterprise fund and will be reported as a separate revenue source of the new Reclaimed Water Fund. There is no wastewater rate increase proposed in the FY 2016-17 adopted budget. Fiscal Year Amount % Inc/(Dec) 2012-13 $ 36,981,114 4.9 2013-14 39,844,923 7.7 2014-15 45,355,456 13.8 2015-16 (Year-End Estimate) 52,444,016 15.6 2016-17 (Adopted) 52,988,672 1.0 141 City of Chandler 2016-17 Adopted Budget Resources Source: Reclaimed Water Fees Summary: This revenue source is obtained from the fees charged for reclaimed water sales to City residents, as well as Maricopa County residents located within City limits (who pay higher Outside City rates). Customers are charged a monthly volume rate based on reclaimed water consumption used for irrigation purposes. This revenue may be expended only for the operation of the Reclaimed Water Enterprise. Analysis: Effective Fiscal Year (FY) 2016-17, reclaimed water revenue has been moved to a separate enterprise fund and will be reported as a new revenue source of Reclaimed Water Fees. Prior to FY 2016-17, this revenue was consolidated with Water and Wastewater Service revenue. Projection: The FY 2016-17 adopted budget includes slightly higher revenues from what had been reported as part of Wastewater Service due to the full year impact of an October 2015 rate increase, and no proposed rate increase. Fiscal Year 2012-13 Amount $ % Inc/(Dec) - 0.0 - 0.0 2014-15 - 0.0 2015-16 (Year-End Estimate) - 0.0 2013-14 2016-17 (Adopted) 1,700,000 142 100.0 City of Chandler 2016-17 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) 2015-16 year-end estimate is an eight month actual and four month projection and includes the partial-year impact of a 6% rate increase that became effective in October 2015. Projection: The FY 2016-17 adopted budget reflects a steady level of solid waste revenues and no proposed rate increase. Fiscal Year Amount % Inc/(Dec) 2012-13 $ 13,706,077 2013-14 13,916,489 1.5 2014-15 13,879,263 (0.3) 2015-16 (Year-End Estimate) 14,453,645 4.1 2016-17 (Adopted) 14,648,990 1.4 143 (0.3) City of Chandler 2016-17 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, which fluctuate based on construction growth. The FY 2014-15 amount reflects an $8 million reimbursement from Intel Corporation for water rights purchases as well as the suspension of utility late fees. The FY 2015-16 year-end estimate is an eight month actual and four month projection and includes the reinstatement of utility late fees. Projection: The FY 2016-17 adopted budget reflects a return to a normal level of Other Utility Charges. Fiscal Year 2012-13 Amount $ 1,776,031 % Inc/(Dec) 3.1 2013-14 1,802,618 1.5 2014-15 9,297,466 415.8 2015-16 (Year-End Estimate) 2,255,748 (75.7) 2016-17 (Adopted) 2,243,148 (0.6) 144 City of Chandler 2016-17 Adopted Budget Resources System Development Fees Source: Water System Development Fees Summary: The City established fees funding a Water Development Reserve Fund in 1980. In 1997, these fees were restructured into system development fees paid by developers to fund growth-related water capital infrastructure. During Fiscal Year (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 1525 (passed in FY 2010-11 by 50th Legislature, First Regular Session) resulting in an increase of 13% to the water system development fee. 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. 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 2012-13 decrease marks a return to a normal level of collections. FY 2013-14 reflects increased development activity, including a large corporate expansion project. FY 2014-15 reflects a rate increase along with fee payments from several large multi-family developments. The FY 2015-16 year-end estimate is an eight month actual and four month projection reflecting current development activity. Projection: The FY 2016-17 adopted budget reflects current market conditions under the existing fee structure. Fiscal Year 2012-13 2013-14 2014-15 Amount $ 5,060,415 5,566,915 % Inc/(Dec) (9.1) 10.0 7,861,625 41.2 2015-16 (Year-End Estimate) 10,525,600 33.9 2016-17 (Adopted) 11,936,100 13.4 145 City of Chandler 2016-17 Adopted Budget Resources Source: Wastewater System Development Fees Summary: The City established fees funding a Wastewater Development Reserve Fund in 1980. In 1997, these fees were restructured into system development fees paid by developers to fund growth-related wastewater capital infrastructure. During Fiscal Year (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 1525 (passed in FY 2010-11 by 50th Legislature, First Regular Session) resulting in an increase of 7% to the wastewater system development fee and a decrease of 25% to the reclaimed water system development fee. 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. 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 2012-13 decrease reflects a slight drop in the level of collections. FY 2014-15 reflects the rate changes noted above along with fee payments from several large multi-family developments. The FY 2015-16 year-end estimate is an eight month actual and four month projection reflecting current development activity. Projection: The FY 2016-17 adopted budget reflects current market conditions under the existing fee structure. Fiscal Year 2012-13 Amount $ 6,723,149 % Inc/(Dec) (7.1) 2013-14 6,717,713 (0.1) 2014-15 9,047,613 34.7 2015-16 (Year-End Estimate) 12,267,900 35.6 2016-17 (Adopted) 14,028,900 14.4 146 City of Chandler 2016-17 Adopted Budget Resources Source: General Government Impact Fees Summary: Starting in 1996, the City passed ordinances to charge impact fees to developers to fund growthrelated capital infrastructure in all categories noted below. During Fiscal Year (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 FY 2016-17 estimate for each category:  Arterial Streets  Parks  Fire  Police  Public Buildings  Library $11,706,200 6,313,200 1,506,700 $1,008,800 383,400 127,400 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 may 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 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. FY 2014-15 reflects the most recent rate changes, which were fee reductions in many categories. The FY 2015-16 year-end estimate is an eight month actual and four month projection reflecting current development activity. Projection: The FY 2016-17 adopted budget reflects current market conditions under the existing fee structure. Fiscal Year Amount % Inc/(Dec) 2012-13 $ 7,781,082 2013-14 11,846,275 52.2 2014-15 10,585,622 (10.6) 2015-16 (Year-End Estimate) 18,065,600 70.7 2016-17 (Adopted) 21,045,700 16.5 147 (33.6) City of Chandler 2016-17 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, equipment or vehicles are purchased in the Equipment 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 FY 2012-13 and FY 2013-14 increases reflect increased premiums paid to the Health Care Benefit Trust. The FY 2015-16 year-end estimate is an eight month actual and four month projection reflecting the larger than expected percentage of employees opting into the City’s high deductible medical plan for calendar year 2016. Projection: The FY 2016-17 adopted budget reflects increased medical premiums based on market conditions. Fiscal Year Amount % Inc/(Dec) 2012-13 $ 24,222,988 13.7 2013-14 26,194,407 8.1 2014-15 26,844,868 2.5 2015-16 (Year-End Estimate) 26,301,535 (2.0) 2016-17 (Adopted) 28,211,599 7.3 148 City of Chandler 2016-17 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, Reverse Osmosis, and Solid Waste), charges to each fund for contributions to the Technology Replacement Fund to ensure future replacement of technology equipment, and transfers made from one fund to another as a loan. Interfund transfers are not added to the overall budget because the original revenues are already budgeted within each of the funds. Interfund transfers are decreasing substantially in Fiscal Year (FY) 2016-17 as there are no new loans planned to finance capital projects. Listed below are all interfund transfers anticipated in FY 2016-17: 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 $ 3,216,800 2,374,900 436,300 940,600 100,000 22,390 15,575 10,708 Contributions to Other Funds: General Fund to the Public Housing Authority (PHA) Management Fund General Fund to the PHA 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 Revenue Fund to Highway User Debt Service Fund Uninsured Liability Self Insurance Fund to Workers Compensation Self Insurance Fund Volunteer Firemen Pension Fund to General Fund (fund closure) Transfers from various funds to Technology Replacement Fund 135,000 150,000 71,262,574 500,000 450,000 1,100,977 2,671,438 1,000,000 18,957 2,786,485 Reimbursements: Regional Transportation Sales Tax Fund to Arterial Street Impact Fund Regional Transportation Sales Tax Fund to Street General Obligation Bond Fund 261,645 131,605 Loans and Loan Repayments: Public Building Impact Fund to General Fund (loan repayment) Police Impact Fund to General Fund (loan repayment) Total Interfund Transfers 149 300,000 500,000 $88,385,954 City of Chandler 2016-17 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) 2016-17 primary property tax rate is reduced from the FY 2015-16 rate of $0.2992 per $100 of assessed valuation to $0.29 per $100 of assessed valuation. Secondary Taxes are restricted for general bonded debt obligations and voter approved budget overrides. The adopted FY 2016-17 secondary property tax rate is reduced from the FY 2015-16 rate of $0.88 per $100 of assessed valuation to $0.87 per $100 of assessed valuation. Senate Concurrent Resolution 1025 (50th 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. 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 2012-13 through FY 2014-15 decreases reflect declining assessed values. The FY 2015-16 year-end estimate is an eight month actual and four month projection reflecting higher assessed values. Projection: The projected tax collections for FY 2016-17 reflect property market values from calendar year 2014, which are then adjusted using the limited property value formula. Higher property values, coupled with lower 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. The property tax rate reduction minimizes the impact of City property taxes paid by residents and other property owners. Fiscal Year Amount % Inc/(Dec) 2012-13 $ 29,806,821 (7.7) 2013-14 28,731,032 (3.6) 2014-15 28,744,684 0.0 2015-16 (Year-End Estimate) 28,420,000 (1.1) 2016-17 (Adopted) 29,976,020 5.5 150 City of Chandler 2016-17 Adopted Budget Resources SOURCE: Property Tax (continued) Following is a ten-year history of the City of Chandler’s assessed valuation and property tax rates per $100 of assessed valuation, and the adopted Fiscal Year 2016-17: City Valuation Year Overall Rate - Including City, County, School District, and Special Assessment Districts City Rate Percent of Total Rate 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% 2015-16 P S $ 2,380,457,981 2,380,457,981 $ 8.30 4.08 $ 12.38 $ 0.2992 0.8800 $ 1.1792 3.6% 21.6 9.5% Type 2016-17 City Valuation % Inc/(Dec) 2016-17 Adopted Rates 2015-16 Levy 2016-17 Levy* % Inc/(Dec) Primary Secondary $2,553,971,787 2,553,971,787 7.29% 7.29% $0.2900 0.8700 $1.1600 $ 7,122,330 20,948,030 $28,070,361 $ 7,406,518 22,219,555 $29,626,073 3.99% 6.07% 5.54% * Reflects maximum levy, but rounded for revenue estimates to $7,406,520 primary and $22,219,500 secondary, for a total of $29,626,020. 151 City of Chandler 2016-17 Adopted Budget Resources New or Modified Fees in Citywide Fee Schedule Each year, departments review their fees to determine if any updates are necessary that require modifying, eliminating, or adding a new fee. A Summary of Proposed New and Modified Fees was posted on the City’s web site on March 11, 2016 for 60 days, a Notice of Intention to Amend the Citywide Fee Schedule was published in the Arizona Republic, as well as through social media, to alert the public of the proposed changes. On May 12, 2016, an agenda action item allowed for Council discussion and public comment prior to Council approving the following changes. Name of Department/Fee Current Fee Approved Fee Effective 7/1/16 City Manager - Airport Ground Leases - Aviation Uses, (Non-Prime) Ground Leases - Aviation Uses, (Prime) $0.245/Sq Ft/Yr Negotiable based on minimum $0.25/Sq Ft/Yr, plus consideration of appraisal and comps. $0.295/Sq Ft/Yr Negotiable based on minimum $0.30/Sq Ft/Yr, plus consideration of appraisal and comps. $79/hr - Resident $107/hr - Non-Resident $119/hr - Commercial Chandler Non-Profit Groups: Resident Rate - 50% $85/hr - Resident $115/hr - Non-Resident $128/hr - Commercial Chandler Non-Profit Groups: Resident Rate - 50% $60/hr - Resident $80/hr - Non-Resident $180/event - Commercial Class Size: 1-30 Students $65/hr - Resident $88/hr - Non-Resident Class Size: 31-60 Students $169/1.5hrs - Resident $229/1.5hrs - Non-Resident Class Size: 61-90 Students $283/1.5hrs - Resident $383/1.5hrs - Non-Resident Community & Neighborhood Services Rentals – Community Center Multipurpose Room - 2 sections Environmental Education Exploration Pavilion Rental Large Size (Arrowhead & Folley Pavilions) New $23/hr - Resident $32/hr - Non-Resident Pavilion Rental Medium Size - One Pavilion $14/hr - Resident $19/hr - Non-Resident $16/hr - Resident $22/hr - Non-Resident Pavilion Rental Medium Size Entire Cluster Complex (Desert Breeze - 3 pavilions) $42/hr - Resident $57/hr - Non-Resident $48/hr - Resident $65/hr - Non-Resident 152 City of Chandler 2016-17 Adopted Budget Resources New or Modified Fees in Citywide Fee Schedule (continued) Name of Department/Fee Current Fee Approved Fee Effective 7/1/16 Community & Neighborhood Services Pavilion Rental Small Size - One Pavilion $5/hr - Resident $7/hr - Non-Resident $8/hr - Resident $11/hr - Non-Resident Miscellaneous Special Event Fees - Special Recreation Sites (i.e., Dr. A.J. Chandler Park West/East, Downtown Library Plaza, Bike and Skate Park, etc.) $180/hr - Resident $243/hr - Non-Resident Chandler Non-Profit Groups: Resident Rate - 50% Event Hours: $180/hr - Resident $243/hr - Non-Resident $270/hr - Commercial Chandler Non-Profit Groups: Resident Rate - 50% 20% off event hours rate for business in good standing and pay into the EMSD Set-Up/Tear Down Hours: $30/hr - Resident $41/hr - Non-Resident $45/hr - Commercial Miscellaneous Special Event Fees - Bike and Skate Park (Exclusive Use Rental) $180/hr - Resident $243/hr - Non-Resident Chandler Non-Profit Groups: Resident Rate - 50% $70/hr - Resident $95/hr - Non-Resident $105/hr - Commercial Chandler Non-Profit Groups: Resident Rate - 50% $460/hr - Resident $621/hr - Non-Resident $690/hr - Commercial Chandler Non-Profit Groups: Resident Rate - 50% Event Hours: $460/hr - Resident $621/hr - Non-Resident $690/hr - Commercial Chandler Non-Profit Groups: Resident Rate - 50% 20% off event hours rate for business in good standing and pay into the EMSD Set-Up/Tear Down Hours: $50/hr - Resident $68/hr - Non-Resident $75/hr - Commercial $280/hr - Resident $378/hr - Non-Resident $420/hr - Commercial Chandler Non-Profit Groups: Resident Rate - 50% Event Hours: $280/hr - Resident $378/hr - Non-Resident $420/hr - Commercial Chandler Non-Profit Groups: Resident Rate - 50% 20% off event hours rate for business in good standing within the EMSD Set-Up/Tear Down Hours: $30/hr - Resident $41/hr - Non-Resident $45/hr - Commercial Miscellaneous Special Event Fees - Downtown East Event Area (i.e., Downtown Library Plaza, Commonwealth Avenue, Arizona Place, and Dr. A.J. Chandler Park East) Miscellaneous Special Event Fees - Downtown Library Plaza (i.e., Commonwealth Avenue and Permanent Stage) 153 City of Chandler 2016-17 Adopted Budget Resources New or Modified Fees in Citywide Fee Schedule (continued) Name of Department/Fee Current Fee Approved Fee Effective 7/1/16 Community & Neighborhood Services Miscellaneous Special Event Fees - Open Grass Space Rental - Community and Regional Parks New $30/hr – Commercial Miscellaneous Special Event Fees - Run/Walk (i.e., 5K/10K) Park Race Route Fee New $100/route - NonCommercial $150/route – Commercial Miscellaneous Special Event Fees - Parade of Lights Entry Fee New $25/entry Miscellaneous Special Event Fees - Event Vendor Booth Fee New $50/event - Information $75/event - Merchandise Sales $150/event - Food & Beverage $50/100 sq. ft - Additional Space $30/event – Power Miscellaneous Special Event Fees Showmobile/Portable Stage Fee $325/event day - Resident $439/event day - NonResident Chandler Non-Profit Groups: Resident Rate - 50% $325/event day - Resident $439/event day - NonResident $488/event day Commercial Chandler Non-Profit Groups: Resident Rate - 50% Miscellaneous Special Event Fees - Downtown Events Electrician Fee - Pre-Schedule Event Day Onsite New $51/hr - Resident $69/hr - Non-Resident $77/hr – Commercial Miscellaneous Special Event Fees - Facilities Maintenance Fee - On-call Standby New $45/hr - Resident $61/hr - Non-Resident $68/hr – Commercial Miscellaneous Special Event Fees - Loss of Public Use $1/person - Resident $2/person - Non-Resident $1/space- Resident $2/space - Non-Resident $3/space – Commercial Special Event Deposits - Cleaning Deposit: 500 participants or less $250/ea - Resident $388/ea - Non-Resident $250/ea - Resident $338/ea - Non-Resident $375/ea – Commercial 154 City of Chandler 2016-17 Adopted Budget Resources New or Modified Fees in Citywide Fee Schedule (continued) Name of Department/Fee Current Fee Approved Fee Effective 7/1/16 Community & Neighborhood Services Special Event Deposits - Cleaning Deposit: 501 participants or more $500/ea - Resident $675/ea - Non-Resident $500/ea - Resident $675/ea - Non-Resident $750/ea – Commercial Special Event Deposits - Showmobile/Portable Stage Deposit $150/ea - Resident $203/ea - Non-Resident $150/ea - Resident $203/ea - Non-Resident $225/ea – Commercial Special Event Deposits - Canopy/Tent Deposit $250/ea - Resident $338/ea - Non-Resident $250/ea - Resident $338/ea - Non-Resident $375/ea – Commercial Field Fees - Ball Field Reservation - No Lights $7/hr - Resident $10/hr - Non-Resident $11/hr - Resident $15/hr - Non-Resident Field Fees - ½ Ball Field Reservation - No Lights $3.50/hr - Resident $5/hr - Non-Resident $5.50/hr - Resident $8/hr - Non-Resident Other Rentals - Light Fee with Ball Machine Rental $2.55/hr - Resident N/A - Non-Resident Eliminated Other Rentals - Tennis Ball Machine - P.M., 30 minutes (includes court and lights) New $9/rental - Resident $12/rental - Non-Resident Other Rentals - Pro Court Rental, 60 minutes $6/ea - Resident N/A - Non-Resident $7/ea - Resident N/A - Non-Resident Other Rentals - Pro Court Rental - P.M., 60 minutes (includes lights) New $10/rental - Resident N/A - Non-Resident Other Rentals - Pro Court Rental, 30 minutes $3/ea - Resident N/A - Non-Resident $4/ea- Resident N/A - Non-Resident Other Rentals - Pro Court Rental - P.M., 30 minutes (includes lights) New $6/rental - Resident N/A - Non-Resident Other Rentals - Bronze Pro Quarterly Rental Pass $220/ea - Resident N/A - Non-Resident Eliminated 155 City of Chandler 2016-17 Adopted Budget Resources New or Modified Fees in Citywide Fee Schedule (continued) Name of Department/Fee Current Fee Approved Fee Effective 7/1/16 Community & Neighborhood Services Other Rentals - Silver Pro Quarterly Rental Pass $295/ea - Resident N/A - Non-Resident Eliminated Other Rentals - Gold Pro Quarterly Rental Pass $390/ea - Resident N/A - Non-Resident Eliminated $1,500/day - Resident $2,025/day - Non-Resident $1,500/day - Resident $2,025/day - Non-Resident $2,250/day - Commercial Chandler Non-Profit Groups: Resident Rate - 50% $700/day - Resident $945/day - Non-Resident $700/day - Resident $945/day - Non-Resident $1,050/day - Commercial Chandler Non-Profit Groups: Resident Rate - 50% $300/day - Resident $405/day - Non-Resident $300/day - Resident $405/day - Non-Resident $450/day - Commercial Chandler Non-Profit Groups: Resident Rate - 50% $500/day - Resident $675/day - Non-Resident $500/day - Resident $675/day - Non-Resident $750/day - Commercial Chandler Non-Profit Groups: Resident Rate - 50% Special Event Fees - Parking Field A, B or C (see map) $2,500/ea - Resident $3,375/ea - Non-Resident $2,500/ea - Resident $3,375/ea - Non-Resident $3,750/ea - Commercial Chandler Non-Profit Groups: Resident Rate - 50% Special Event Fees - Restroom Staff $27/hr - Resident $37/hr - Non-Resident $27/hr - Resident $37/hr - Non-Resident $41/hr – Commercial Special Event Fees - Park Maintenance Staff (After Hours Fee) $35/hr - Resident $48/hr - Non-Resident $35/hr - Resident $48/hr - Non-Resident $53/hr - Commercial Special Event Fees - Main Park Rental Special Event Fees - Festival Area Special Event Fees - Red Shed Theater Special Event Fees - Road Closure 156 City of Chandler 2016-17 Adopted Budget Resources New or Modified Fees in Citywide Fee Schedule (continued) Current Fee Approved Fee Effective 7/1/16 $79/hr - Resident $107/hr - Non-Resident $119/hr - Commercial Chandler Non-Profit Groups: Resident Rate - 50% $85/hr - Resident $115/hr - Non-Resident $128/hr - Commercial Chandler Non-Profit Groups: Resident Rate - 50% Civil Engineering Subdivision Review Fees [§48-7] Final Plat Plus, per lot $785.00 per plat $7.85 per lot $850.00 per plat $8.50 per lot Civil Engineering Subdivision Review Fees [§48-7] - Minor Land Division Review and Recording None currently for Civil Review $340.00 per minor land division Civil Engineering Subdivision Review Fees [§48-7] Plat Recording Fee CC&R Recording Fee None currently, City Clerk has been absorbing the cost to record the documents Pursuant to Maricopa County Recorder Fee Schedule. Current Fees as of July 3, 2015: Plats $14 first sheet, $10 each additional sheet. CC&R's: $7 and $0.50 for each additional page over 5. Building Plan Review Fees - Additional plan review - revisions to approved plans $50/hr 1 hour minimum $60/hr 1 hour minimum Building Plan Review Fees - Administrative fee for residential permits from standard plans $50/application $75/application Building Plan Review Fees - Review of deferred submittal items $50/hr $60/hr 1 hour minimum Building Plan Review Fees - Sign permit building plan review $50/hr 1 hour minimum $60/hr 1 hour minimum Name of Department/Fee Community & Neighborhood Services Rentals - Multipurpose Room - Half Room Transportation & Development 157 City of Chandler 2016-17 Adopted Budget Resources New or Modified Fees in Citywide Fee Schedule (continued) Name of Department/Fee Current Fee Approved Fee Effective 7/1/16 Transportation & Development Building Plan Review Fees - Plan review services without a specific fee $50/hr 1 hour minimum $60/hr 1 hour minimum Building Plan Review Fees - Deferred or separate fire sprinkler (more than 20 heads, alarm or hood suppression systems) (Res. 4703) 65% of permit fee, $100.00 minimum Eliminated Building Plan Review Fees - Deferred or separate fire sprinkler system (20 or fewer heads) (Res. 4703) $50/per application Eliminated Inspection Fees - Inspection outside normal business hours $50/hr 2 hour minimum $75/hr 2 hour minimum Inspection Fees - Reinspection Fee $50/hr $60/hr 1 hour minimum Inspection Fees - Inspections without a specific fee $50/hr 1 hour minimum $60/hr 1 hour minimum Inspection Fees - Sign permit inspection $50/hr 1 hour minimum $60/hr 1 hour minimum Inspection Fees - Inspection of Breathing Air Replenishment System permit $250/application Eliminated Miscellaneous Fees [§29-2 adopts the International Building Code (IBC) allowing the fees listed below] - Demolition permit, commercial/residential $50/application $100/application Miscellaneous Fees [§29-2 adopts the International Building Code (IBC) allowing the fees listed below] - Electrical pedestal permit, commercial/residential $50/application $100/application Miscellaneous Fees [§29-2 adopts the International Building Code (IBC) allowing the fees listed below] - Irrigation permit, residential $22/application Eliminated Miscellaneous Fees [§29-2 adopts the International Building Code (IBC) allowing the fees listed below] - Microfilm fee Actual cost per page $1/page 158 City of Chandler 2016-17 Adopted Budget Resources New or Modified Fees in Citywide Fee Schedule (continued) Name of Department/Fee Current Fee Approved Fee Effective 7/1/16 Transportation & Development Miscellaneous Fees [§29-2 adopts the International Building Code (IBC) allowing the fees listed below] - Plan review fee for custom pool and/or spa 65% of permit fee based on valuation Eliminated Miscellaneous Fees [§29-2 adopts the International Building Code (IBC) allowing the fees listed below] - Pool and spa combo permit fee (custom and standard) $165/application Eliminated Miscellaneous Fees [§29-2 adopts the International Building Code (IBC) allowing the fees listed below] - Annual Facility Permit $3,000 registration, plus $90/hr 3 hour minimum $1,000 registration plus $60/hr on-site review/inspection (trust account required) Miscellaneous Fees [§29-2 adopts the International Building Code (IBC) allowing the fees listed below] - Certificate of Completion [110.5 of IBC] $100/application Eliminated Miscellaneous Fees - Residential ramada/accessory storage building permit fee None, but currently charged under building permit based on value. $150/application Miscellaneous Fees - Misc. minor residential work (1-6 gas outlets, 1-2 branch elec. circuits, 16 plbg. openings, etc.) None, but currently charged under building permit based on value. $100/application Miscellaneous Fees - Appeal to the Building Official $150/application $180/application Miscellaneous Fees - Temporary Certificate of Occupancy New $100/first 30 days $500/for each 30 day renewal for a maximum of 180 days Miscellaneous Fees - Permit issuance fee when no other fees apply New $60/hr 159 City of Chandler 2016-17 Adopted Budget Resources 160 City of Chandler 2016-17 Adopted Budget General Government Mayor and Council City Magistrate City Manager City Attorney 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 Downtown Redevelopment Innovations Library Airport Tourism Museum Planning 161 City of Chandler 2016-17 Adopted Budget General Government The table below depicts the financial breakdown by division for the Fiscal Year 2016-17 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 2014-15 Actual Expenditures Expenditures by Cost Center Mayor and Council Communications and Public Affairs City Clerk City Magistrate Law City Manager (1) Airport $ 2015-16 Estimated Expenditures 2016-17 Adopted Budget % Change Adopted to Adopted 837,550 $ 2,317,974 617,010 4,306,286 9,141,224 1,214,156 855,318 $ 2,570,311 616,533 4,197,552 6,524,006 1,087,144 878,151 2,523,492 826,714 4,447,081 9,585,278 1,217,750 4.85% 8.87% 33.99% 3.27% 4.86% 0.30% - 1,041,984 1,072,476 1,058,218 1.56% 6,733,710 7,544,042 6,883,914 848,083 7,444,900 8,848,127 7,253,743 17.29% 5.37% 1,991,732 3,455,256 1,394,834 4,224,564 22.26% 8,405,886 9,567,743 8,784,305 10,645,181 11.26% Economic Development (3) Innovations 4,995,433 - 4,480,870 1,456,930 2,026,553 1,581,569 6,151,895 - 37.29% -100.00% Human Resources 3,204,542 3,197,002 3,195,864 3,409,489 6.65% Workers Compensation Liabilities (4) Information Technology 2,267,111 8,635,060 1,718,000 12,612,406 2,300,000 9,731,401 2,479,500 14,272,412 44.32% 13.16% 12,041,594 - - - N/A 1,660,157 1,669,933 1,694,415 Total $ 62,336,990 $ 72,052,504 $ 55,900,782 $ 79,516,010 2.06% 10.36% (1) Airport Capital Buildings and Facilities Buildings and Facilities Capital (2) Cultural Affairs (3) Neighborhood Resources (6) Planning Expenditures by Category Personnel & Benefits Total Personnel Ongoing(7) One-time(7) Operating & Maintenance Capital - Major (5) 788,522 $ 2,067,618 781,782 3,850,335 5,282,265 1,291,399 2015-16 Adopted Budget $ 34,057,525 $ 33,549,783 $ 33,874,853 $ 35,036,337 24,169,567 4,109,897 Total $ 62,336,990 $ 33,498,821 33,823,891 50,962 50,962 20,426,778 18,784,112 18,075,943 3,241,817 72,052,504 $ 55,900,782 $ 34,899,217 137,120 22,258,725 22,220,948 79,516,010 4.18% 169.06% 8.97% 22.93% 10.36% (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, Innovations is estab lished as a new cost center and is separated from the Economic Development cost center; effective July 1, 2016, Innovations is returned to Economic Development, b ut continued to b e maintained as a separate cost center within that department. (4) Information Technology summary totals include Information Technology Oversight Committee (ITOC) operating and capital cost centers. (5) Effective July 1, 2015, Neighb orhood Resources Divisions transferred to the newly created Community & Neighb orhood Services Department. (6) Effective July 1, 2015, the Planning Division transferred to City Manager from the Transportation & Development Department. (7) Ongoing and One-time Personnel Services detail not availab le for FY 2014-15 Actual Expenditures. 162 City of Chandler 2016-17 Adopted Budget General Government General Government Overview (continued) 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) 2014-15 Revised 4.000 14.000 6.000 41.000 32.000 6.000 2015-16 Adopted 4.000 15.000 6.000 41.000 31.000 6.000 2015-16 Revised 4.000 15.000 6.000 41.000 31.000 6.000 0.000 42.000 6.000 43.000 6.000 43.000 80.300 81.300 81.050 % Change 2016-17 Adopted to Adopted Adopted 4.000 0.00% 15.000 0.00% 6.000 0.00% 41.000 0.00% 31.000 0.00% 6.000 0.00% 0.00% 6.000 43.000 0.00% 82.550 1.54% Economic Development 15.000 9.000 9.000 9.000 0.00% Human Resources Information Technology 20.000 22.000 23.000 23.000 4.55% 52.000 53.000 53.000 55.000 3.77% Neighborhood Resources (3) (4) Planning Total 45.500 0.000 0.000 0.000 N/A 0.000 357.800 14.000 331.300 14.000 332.050 14.000 335.550 0.00% 1.28% (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) 163 City of Chandler 2016-17 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 164 City Attorney City of Chandler 2016-17 Adopted Budget General Government    Mayor and Council - 1020    Budget Summary 2014-15 Actual Expenditures 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 $ 2015-16 Adopted Budget 742,719 $ 2,431 17,946 999 4,002 18,512 1,913 788,522 $ 788,522 $ 2015-16 Adjusted Budget 782,786 $ 782,786 5,116 10,926 2,521 4,650 24,278 5,360 1,913 837,550 $ 837,550 $ 2015-16 Estimated Expenditures 796,942 $ 796,942 5,116 10,926 2,521 4,799 24,278 5,360 1,913 851,855 $ 851,855 $ 2016-17 Adopted Budget 802,000 $ 802,000 5,000 9,605 2,400 4,700 24,700 5,000 1,913 855,318 $ 855,318 $ % Change Adopted to Adopted 823,238 823,238 5,116 10,926 2,521 4,799 24,278 5,360 1,913 878,151 878,151 5.17% 5.17% N/A 0.00% 0.00% 0.00% 3.20% 0.00% 0.00% 0.00% 4.85% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title Executive Management Assistant Management Assistant Mayor and Council Assistant Total 2012-13 Revised 0 3 1 4 2013-14 Revised 0 3 1 4 2014-15 Revised 3 0 1 4 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2016-17. 165 2015-16 Adopted 3 0 1 4 2015-16 Revised 3 0 1 4 2016-17 Adopted 3 0 1 4 City of Chandler 2016-17 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 The table below depicts the breakdown by division for the Fiscal Year 2016-17 Communications and Public Affairs Department budget. Subsequent pages provide cost center descriptions, goals and objectives, performance measurements, budget summaries, authorized positions, and highlights of significant changes. Communications and Public Affairs Department 2014-15 Actual Expenditures Expenditures by Cost Center Communications and Public Affairs Video Production Print, Mail, and Graphics $ 2015-16 Estimated Expenditures 2016-17 Adopted Budget Total $ 817,974 $ 418,793 830,851 2,067,618 $ 949,847 $ 521,146 846,981 2,317,974 $ 940,459 $ 763,740 866,112 2,570,311 $ 1,158,244 475,866 889,382 2,523,492 $ 1,401,830 $ 1,502,931 $ 1,626,300 $ 1,527,721 Total $ 665,788 2,067,618 $ 1,502,931 815,043 2,317,974 $ 1,626,300 944,011 2,570,311 $ 1,527,721 995,771 2,523,492 Expenditures by Category Personnel & Benefits Total Personnel Ongoing(1) (1) One-time Operating & Maintenance Staffing by Cost Center Communications and Public Affairs Video Production Print, Mail, and Graphics Total (1) 2015-16 Adopted Budget 2014-15 Revised 6.000 2.000 6.000 14.000 2015-16 Adopted 7.000 2.000 6.000 15.000 2015-16 Revised 7.000 2.000 6.000 15.000 Ongoing and One-time Personnel Services detail not availab le for 2014-15 Actual Expenditures. 166 % Change Adopted to Adopted 21.94% -8.69% 5.01% 8.87% 1.65% N/A 22.17% 8.87% % Change 2016-17 Adopted to Adopted Adopted 7.000 0.00% 2.000 0.00% 6.000 0.00% 15.000 0.00% City of Chandler 2016-17 Adopted Budget General Government 2015-16 Communications and Public Affairs Accomplishments  Mayor Jay Tibshraeny received the 2015 Outstanding Public Official Award from the Arizona Parks & Recreation Association for furthering the quality of life in Chandler through his leadership, advocacy, and consistent support of parks, recreation, and cultural services.  Continued the strong tradition of community outreach on behalf of the Mayor and Council. Coordinated the East Valley Mayors’ Prayer Breakfast, Coffee with the Mayor, and the fourth annual “Health Connect Expo” – a day of fitness and wellness held at Tumbleweed Recreation Center.  Coordinated the State of the City address to highlight key accomplishments and produced a video that provided a behind the scenes look at the services provided by the City.  Coordinated the advertising and promotional campaign for the Mid-Decade Census in Chandler. Developed the campaign branding, advertising materials, and publicity that supported the recruitment of workers and encouraged resident participation in the City’s Mid-Decade Census.  Assisted with the community outreach and promotion of the General Plan Update, including coordinating the participation of Citizens Advisory Committee members to guide the planning process. Developed graphic and web content, videos, news materials, and ads to promote the planning process and public input opportunities.  For the fifth year, coordinated “Budget Connect” – the City of Chandler’s online community Budget Meeting to discuss the City’s Annual Budget and Capital Improvement Program.  Redesigned the City’s web pages and content in collaboration with the Information Technology Division to complete the mobile responsiveness upgrade to www.chandleraz.gov. It now adjusts the page content based on the viewer’s screen size and better accommodates views from mobile devices and tablets.  Coordinated the Most Connected Community Forum in partnership with Gangplank Chandler and ASU Chandler Innovation Center to solicit ideas from the community on ways to mobilize community resources and engage residents to further the City Council goal of making Chandler the most connected city in Arizona.  Assisted with planning, logistics, and publicity for numerous City events, including the Mayor's Listening Tour, Neighborhood Excellence Awards, “Do-It-Yourself” Connect, Multicultural Festival, Indian Art Market, Celebration of Unity, Chandler Science Spectacular, Small Business Saturday, Trashion Fashion Show, Operation Back to School supply drive, and the Chandler Family Bike Ride.  Coordinated the second annual Mayor’s Teen Leadership 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.  Wrote Chandler Insider articles distributed to 35,000 households monthly and published the Chandler News and Events pages monthly in two local newspapers that are distributed to 65,000 households. Both are part of the City’s efforts to provide residents with information about City news, programs, and events.  Worked the Information Technology Division, City Clerk, and City departments to identify a technology solution and are now archiving public records on more than 90 of the City’s social media accounts.  Coordinated City presentations at the Chamber’s Leadership Institute on Media and Government Issue days.  The Video Production Division videotaped 50 public meetings, coordinated 50 studio shoots, produced 60 additional original video productions, and updated the City’s You Tube channel to feature shows and videos.  The Print, Mail, and Graphics Division completed more than 2,500 print requests and fulfilled more than 700 graphic design requests for digital and printed materials. The Division also processed more than 1.2 million pieces of outgoing mail, taking measures to qualify for the greatest discounts possible and saving the City thousands in postage costs. 167 City of Chandler 2016-17 Adopted Budget General Government    Communications and Public Affairs – 1070    2016-17 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, maintain and oversee the City of Chandler’s Intranet site, Chanweb, and oversee social media sites on Facebook, Twitter, and YouTube. Measures News releases (English and Spanish) 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 288 293 300 300 300 Council columns/journal articles 51 46 46 51 50 Newsletters 64 64 64 64 63 Public record requests 21 18 20 15 15 8 10 11 11 10 9,535 8,411 10,000 8,500 9,000 12,557 381,680 7,500,647 10,187 309,846 12,063,671 15,000 450,000 8,500,000 12,430 440,250 13,014,799 13,000 445,000 13,000,000 7 10 10 10 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 * 2015-16 Year End 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 2016-17 Adopted Budget General Government    Communications and Public Affairs – 1070    Budget Summary 2014-15 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 - 1070 $ General Fund $ 2015-16 Adopted Budget 706,897 $ 59,286 40,901 1,165 3,115 6,095 516 817,974 $ 817,974 $ 2015-16 Adjusted Budget 804,052 $ 804,052 78,058 49,687 2,500 5,050 6,500 4,000 949,847 $ 949,847 $ 2015-16 Estimated Expenditures 818,964 $ 818,964 81,687 49,687 2,500 5,128 6,500 4,000 968,466 $ 968,466 $ 2016-17 Adopted Budget % Change Adopted to Adopted 803,500 $ 833,490 803,500 833,490 72,000 254,058 48,809 52,864 2,500 4,664 4,650 5,128 6,000 7,000 3,000 1,040 940,459 $ 1,158,244 940,459 $ 1,158,244 3.66% 3.66% N/A 225.47% 6.39% 86.56% 1.54% 7.69% -74.00% 21.94% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title Communications/Public Affairs Director Information Specialist Management Assistant Public Information Officer Security Officer Senior Executive Assistant Total 2012-13 Revised 1 1 0 3 0 1 6 2013-14 Revised 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 2015-16 Revised 1 1 1 3 1 0 7 2016-17 Adopted 1 1 1 3 1 0 7 Significant Budget and Staffing Changes Fiscal Year (FY) 2016-17 personnel services reflects the addition of temporary funding for one Administrative Assistant position and the reallocation of ongoing overtime funding from various Management Services cost centers for Security Officer overtime. FY 2016-17 operations and maintenance reflects the addition of one-time funding for a social media online hub and web site design. Associated one-time and ongoing operations and maintenance funding is allocated for the temporary Administrative Assistant, with additional ongoing funding for contract security to cover during professional training and vacation absence of the Security Officer. As part of the FY 2016-17 amendment process, ongoing funding of $8,000 was transferred from the Council Contingency for Social Media Archiving services. 169 City of Chandler 2016-17 Adopted Budget General Government Video Production is responsible for the programming Video Production 1071 Division: Cost Center: 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. 2016-17 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 the Fire, Health and Medical Department. Measures Original hours Televise live presentations of City Council Meetings, Study Sessions, and Planning and Zoning Meetings 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 135 137 140 139 140 50 50 50 50 50 2015-16 Projected 2015-16 Year End Estimate * 2016-17 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 2013-14 Actual 2014-15 Actual 53 54 55 55 55 49 50 50 50 55 * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 170 City of Chandler 2016-17 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 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 10 10 10 11 10 10 10 10 16 15 * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 171 City of Chandler 2016-17 Adopted Budget General Government    Video Production – 1071    Budget Summary 2014-15 Actual Expenditures 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 $ 2015-16 Adopted Budget 229,901 $ 83,513 4,621 1,621 1,793 4,266 90,828 2,250 418,793 $ 418,793 $ 2015-16 Adjusted Budget 219,881 $ 219,881 237,384 8,544 5,666 1,571 2,000 43,850 2,250 521,146 $ 521,146 $ 2015-16 Estimated Expenditures 249,267 $ 249,267 169,692 9,544 5,666 3,617 8,150 229,395 2,250 677,581 $ 677,581 $ 2016-17 Adopted Budget 337,300 $ 337,300 169,645 8,700 5,600 3,850 7,000 229,395 2,250 763,740 $ 763,740 $ % Change Adopted to Adopted 201,879 201,879 200,910 11,544 5,666 1,617 2,000 50,000 2,250 475,866 475,866 -8.19% -8.19% N/A -15.36% 35.11% 0.00% 2.93% 0.00% 14.03% 0.00% -8.69% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title Video Production Coordinator Video Production Specialist Total 2012-13 Revised 1 1 2 2013-14 Revised 1 1 2 2014-15 Revised 1 1 2 2015-16 Adopted 1 1 2 2015-16 Revised 1 1 2 2016-17 Adopted 1 1 2 Significant Budget and Staffing Changes Fiscal Year (FY) 2015-16 reflects increased spending due to one-time savings carryforward from FY 2014-15 related to government and educational access programs. FY 2016-17 reflects additional one-time funding for contract services to supplement video production and photography capabilities, and is offset by the reduction of FY 2015-16 one-time funding for contract services and a vehicle purchase. 172 City of Chandler 2016-17 Adopted Budget General Government Print, Mail, and Graphics 1210 Division: Cost Center: Print, Mail, and Graphics is responsible for central duplicating, offset press, and bindery of that material. Print, Mail, and Graphics also processes all of the incoming and outgoing mail for City departments as well as all graphic design projects. 2016-17 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 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected Printing completed on requested date 100% 100% 98% 100% 98% Printing requests processed 2,576 2,541 2,000 2,529 2,500 5,060,067 5,262,173 5,000,000 5,541,026 5,250,000 670 680 700 700 700 Impressions printed for jobs processed Citywide graphic design projects Goal: Provide timely mailing of each utility bill and/or sales tax related item to aid in the collection of related revenues. Supports Priority Based Budgeting Goal(s): Good Governance Objective:  Complete Print, Mail, and Graphics mailing processes (insertion, metering, etc.) within 24 hours of receipt or print completion. Measures 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected Mailing processes completed within 24 hours 100% 100% 100% 100% 100% Utility bill and sales tax item volume to be mailed 1,182,950 1,159,878 1,120,000 1,230,214 1,200,000 * 2015-16 Year End 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 2016-17 Adopted Budget General Government    Print, Mail, and Graphics – 1210    Budget Summary 2014-15 Actual Expenditures 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 $ 2015-16 Adopted Budget 465,032 $ 24,561 5,808 321,220 304 13,925 830,851 $ 830,851 $ 2015-16 Adjusted Budget 478,998 $ 478,998 80,783 13,485 259,040 750 13,925 846,981 $ 846,981 $ 2015-16 Estimated Expenditures 484,508 $ 484,508 96,891 13,485 261,230 750 13,925 870,789 $ 870,789 $ 2016-17 Adopted Budget 485,500 $ 485,500 90,891 13,485 261,561 750 13,925 866,112 $ 866,112 $ % Change Adopted to Adopted 492,352 492,352 80,783 13,485 259,087 750 29,000 13,925 889,382 889,382 2.79% 2.79% N/A 0.00% 0.00% 0.02% 0.00% N/A 0.00% 5.01% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title Administrative Services Clerk Graphic Design & Printing Coordinator Lead Administrative Services Clerk Offset Press Operator Publication Services Supervisor Total 2012-13 Revised 2 1 1 1 1 6 2013-14 Revised 2 1 1 1 1 6 2014-15 Revised 2 1 1 1 1 6 2015-16 Adopted 2 1 1 1 1 6 Significant Budget and Staffing Changes Fiscal Year 2016-17 reflects additional one-time funds for print finishing equipment. 174 2015-16 Revised 2 1 1 1 1 6 2016-17 Adopted 2 1 1 1 1 6 City of Chandler 2016-17 Adopted Budget General Government City Clerk 1030 Division: Cost Center: City Clerk's Office is responsible for the preservation of the City’s historical and legal documents in compliance with Arizona State Public Records Laws. The City Clerk's Office arranges for the holding of all municipal elections, conducts Open Meeting Law training, provides notary public services, and records research on City Council actions. The City Clerk’s Office is a Passport Application Acceptance Facility as designated by the U.S. Department of State. 2015-16 City Clerk Accomplishments  Conducted August 2015 Special Election for a City Charter amendment regarding election dates.  Recorded highest year-to-date for passport acceptance.  Started development of a standardized citywide records management training program.  Nomination packets made available / campaign finance class offered for 2016 City Council candidates.  Conducted Open Meeting Law training for staff and board and commission members. 2016-17 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 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 85 87 80 85 90 Meeting notices posted 564 544 550 550 550 City Council actions and agenda items prepared 780 867 800 850 850 * 2015-16 Year End 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 City of Chandler 2016-17 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. 2014-15 Actual 2013-14 Actual Measure Contractual documents processed 858 2015-16 Year End Estimate * 2015-16 Projected 991 850 2016-17 Projected 925 900 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. Measures 2013-14 Actual 2014-15 Actual 2015-16 Projected(1) 2015-16 Year End Estimate * August 2015 Special Aug Nov 2016-17 Projected Aug Nov 0 1 1 0 1 1 1 Registered voters N/A 131,874 128,552 N/A 131,874 129,000 130,000 Total ballots processed N/A 29,481 55,204 N/A 23,240 32,250 104,000 Voter turnout percentage N/A 22% 43% N/A 17% 25% 80% Municipal elections (1) There was no election planned at the time the 2015-16 Projected measure was reported. 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 2013-14 Actual 2014-15 Actual 11,950 532 13,930 423 * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 176 2015-16 Projected 12,500 550 2015-16 Year End Estimate * 15,300 500 2016-17 Projected 15,500 500 City of Chandler 2016-17 Adopted Budget General Government    City Clerk – 1030    Budget Summary 2014-15 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 - 1030 $ General Fund $ 2015-16 Adopted Budget 515,646 $ 16,267 201,859 1,673 33,344 12,163 830 781,782 $ 781,782 $ 2015-16 Adjusted Budget 538,441 $ 538,441 29,000 2,100 2,500 35,850 9,119 617,010 $ 617,010 $ 2015-16 Estimated Expenditures 547,855 $ 547,855 38,757 2,100 2,500 38,033 9,119 638,364 $ 638,364 $ 2016-17 Adopted Budget 536,600 $ 536,600 30,000 2,904 2,500 35,929 8,600 616,533 $ 616,533 $ % Change Adopted to Adopted 544,072 544,072 30,000 203,167 2,500 38,475 8,500 826,714 826,714 1.05% 1.05% N/A 3.45% 9574.62% 0.00% 7.32% -6.79% N/A 33.99% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title City Clerk City Clerk Management Assistant Customer Service Representative Executive Assistant Senior Administrative Assistant Total 2012-13 Revised 1 2 2 1 0 6 2013-14 Revised 1 2 2 1 0 6 2014-15 Revised 1 2 2 0 1 6 2015-16 Adopted 1 2 2 0 1 6 2015-16 Revised 1 2 2 0 1 6 2016-17 Adopted 1 2 2 0 1 6 Significant Budget and Staffing Changes Fiscal Year 2016-17 reflects one-time funding for election supplies required for 2016 elections. There are also small ongoing and one-time increases for recording fees related to increased usage by other City departments, as well as changes to Maricopa County Recorder’s Office processes. 177 City of Chandler 2016-17 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. 2015-16 City Magistrate Accomplishments  Replaced digital audio recording system in courtrooms.  Replaced digital video recorders and security cameras.  Completed programming and implemented record destruction in Court’s case management system.  Implemented automated acceptance and processing of electronic citations from Chandler Police Department.  Held the first Mental Health Court graduation. 2016-17 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) 2013-14 Actual 23 2 39,667 2014-15 Actual 25 0 37,253 2015-16 Projected 30 2 40,000 2015-16 Year End Estimate * 30 2 38,000 2016-17 Projected 30 2 40,000 88% N/A(1) N/A(1) 89% 54,268 30 sec 90% 50,000 50 sec 89% 52,000 30 sec 90% 52,000 30 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. * 2015-16 Year End 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 2016-17 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 Grant Fund Grand Total 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget $ 3,476,659 $ 3,836,164 $ 3,836,164 295,213 304,530 42,768 39,500 7,975 14,450 13,334 21,985 139 341 400 13,907 16,675 582 72,000 $ 3,850,335 $ 4,306,286 $ $ 3,850,335 $ 4,306,286 $ $ 3,850,335 $ 4,306,286 $ 2015-16 Estimated Expenditures 2016-17 Adopted Budget 3,898,641 $ 3,727,923 $ 3,898,641 3,727,923 302,868 302,868 39,500 41,300 14,450 14,450 22,709 20,275 400 400 18,417 16,675 582 73,662 73,661 4,371,229 $ 4,197,552 $ 4,371,229 $ 4,197,552 $ 4,371,229 $ 4,197,552 $ 4,014,360 4,014,360 304,600 39,850 13,480 22,834 400 20,875 1,007 29,675 4,447,081 4,417,406 29,675 4,447,081 % Change Adopted to Adopted 4.65% 4.65% N/A 0.02% 0.89% -6.71% 3.86% N/A 0.00% 25.19% 73.02% -58.78% 3.27% * Ongoing and One-time Personnel Services detail not available for 2014-15 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 Senior Management Analyst Systems Analyst Total 2012-13 Revised 0 3 1 15 3 1 3 1 4 3 1 1 0 1 2 1 0 1 41 2013-14 Revised 0 3 1 15 6 1 0 1 4 3 1 1 0 1 2 1 0 1 41 2014-15 Revised 1 3 1 15 6 1 0 1 4 3 1 1 1 1 2 0 0 0 41 2015-16 Adopted 1 3 1 15 6 1 0 1 4 3 1 1 1 1 2 0 0 0 41 2015-16 Revised 1 3 1 15 6 1 0 1 4 3 1 1 0 1 2 0 1 0 41 2016-17 Adopted 1 3 1 15 6 1 0 1 4 3 1 1 0 1 2 0 1 0 41 Significant Budget and Staffing Changes During Fiscal Year (FY) 2015-16, one Management Assistant was reclassified to Senior Management Analyst. FY 2016-17 includes increased ongoing funding in the Other Charges/Services category for the new armored car services contract. 179 City of Chandler 2016-17 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 2016-17 Law Department budget. Subsequent pages provide cost center descriptions, goals and objectives, performance measurements, budget summaries, authorized positions, and highlights of significant changes. Civil 1300 Division: Cost Center: Law Overview 2014-15 Actual Expenditures Expenditures by Cost Center Law Liability Litigation Liability Litigation Claims $ 2015-16 Estimated Expenditures 2016-17 Adopted Budget Total $ 3,359,164 $ 1,395,828 527,273 5,282,265 $ 3,495,496 $ 1,676,013 3,969,715 9,141,224 $ 3,537,357 $ 1,494,274 1,492,375 6,524,006 $ 3,634,983 1,980,580 3,969,715 9,585,278 $ 3,686,442 $ 3,779,197 $ 3,845,893 $ 3,918,549 Total $ 1,595,823 5,282,265 $ 3,779,197 5,362,027 9,141,224 $ 3,845,893 2,678,113 6,524,006 $ 3,918,549 5,666,729 9,585,278 Expenditures by Category Personnel & Benefits Total Personnel Ongoing(1) (1) One-time Operating & Maintenance Staffing by Cost Center Law Liability Litigation Total (1) 2015-16 Adopted Budget 2014-15 Revised 28.000 4.000 32.000 2015-16 Adopted 27.000 4.000 31.000 2015-16 Revised 27.000 4.000 31.000 Ongoing and One-time Personnel Services detail not availab le for 2014-15 Actual Expenditures. 180 % Change Adopted to Adopted 3.99% 18.17% 0.00% 4.86% 3.69% N/A 5.68% 4.86% % Change 2016-17 Adopted to Adopted Adopted 27.000 0.00% 4.000 0.00% 31.000 0.00% City of Chandler 2016-17 Adopted Budget General Government 2015-16 Law Department Accomplishments  Provided legal support advice and drafting of complex agreements for water purchase for City’s future water demands.  Complete transfer of electronic storage for finalized prosecution files to system that functions with Windows 7.  Continued integration of in-house Litigation Unit and Risk Management function so that potential liability is handled holistically from beginning as well as preservation of testimony and evidence for cases that may result in a lawsuit.  Expanded pro-active communications and training for other City departments (and volunteer boards) in areas of Open Meeting Law, Public Records law, contracts, risk management, and employees’ involvement in liability cases.  Continued support for the Economic Development Division by providing legal advice and drafting for development, economic development and redevelopment projects.  Continued providing proactive 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 support from both prosecutors and civil attorneys for the Code Enforcement Division.  Continued prosecutors’ support for Mental Health Court to enhance compliance by relevant defendants and decrease recidivism.  Continued enhanced use of communications tools to assist employees in other City departments, such as providing articles or reminders for employee newsletter regarding liability and risk management issues.  Continued providing representation for Police Department racketeering forfeiture cases. 181 City of Chandler 2016-17 Adopted Budget General Government    Law – 1300    2016-17 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 the Law Department to all police officers annually as well as other written newsletters and other updates about the law.  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 advice and assist in compliance with open meeting requirements for all City boards and commissions as well as staff supporting them.  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., third party liability, bankruptcy, housing, contract disputes, tax issues, forfeitures, interpleader actions, water rights, collection of money owed by people who damage City property, etc.  Continue to file all Racketeer Influenced and Corrupt Organizations Act (RICO) forfeiture actions with the Superior Court. 2015-16 2013-14 2014-15 2015-16 Year End 2016-17 Measures Actual Actual Projected Estimate * Projected Legal opinions - verbal 12,006 11,566 11,900 12,000 12,000 Legal opinions - written 1,291 1,206 1,300 1,100 1,100 Documents/pleadings reviewed/revised 5,990 5,983 5,992 5,885 5,885 Documents/pleadings prepared 5,158 2,332 5,992 2,500 2,500 Meetings attended in advisory capacity 4,902 4,862 5,000 5,000 5,000 Number of pending water issues 65 25 25 10 10 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 boards and commissions(1)(2) N/A 10 10 12 10 (1) (2) Indicator modified in Fiscal Year (FY) 2014-15 to add training for City boards and commissions. New measure effective FY 2015-16. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 182 City of Chandler 2016-17 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. 2016-17 Performance Measurements Goals: Perform all duties necessary for the successful prosecution of criminal misdemeanor cases in City Court and Superior Court and provide the 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 Chandler Municipal Court and the Police Department apprised of prosecutor’s office policy concerning victims’ rights implementation and advise police concerning their duties regarding victims’ rights notification.  Advise the Police Department in the areas of DUI detection, investigation, prosecution, and law.  Work with the Police Department legal advisors and 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. Measures Pre-trial conferences Trials/jury trials DUI cases Domestic violence charges Prosecutor review/charging decisions Victims’ rights notifications Prosecutor’s Office contacts with victims 2013-14 Actual 9,898 1,088 1,052 2,267 2,771 8,165 2,943 2014-15 Actual 9,512 973 1,010 2,254 3,031 8631 2,915 * 2015-16 Year End 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 2015-16 Projected 10,292 1,126 1,157 2,405 3,326 9,986 3,170 2015-16 Year End Estimate * 9,962 1,038 1,078 2,378 3,622 9,552 3,194 2016-17 Projected 10,958 1,142 1,186 2,616 3,984 10,507 3,513 City of Chandler 2016-17 Adopted Budget General Government    Law – 1300    Budget Summary 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget Description Personnel Services Total Personnel $ 3,268,206 $ 3,338,139 $ 3,394,758 $ 3,394,893 $ 3,460,926 Ongoing* 3,338,139 3,394,758 3,394,893 3,460,926 One-time* Professional/Contract 22,652 50,500 75,591 50,000 50,500 Operating Supplies 40,926 58,169 58,169 52,030 58,169 Repairs/Maintenance 4,506 6,946 6,946 6,900 6,946 Communications/Transportation 4,092 7,011 7,311 3,250 7,311 Other Charges/Services 18,782 20,731 20,731 18,700 20,731 Building/Improvements 19,400 Office Furniture/Equipment 14,000 14,000 11,584 11,000 Total Cost Center - 1300 $ 3,359,164 $ 3,495,496 $ 3,577,506 $ 3,537,357 $ 3,634,983 General Fund $ 3,326,264 $ 3,460,487 $ 3,560,497 $ 3,504,464 $ 3,599,983 General Fund-Domestic Violence 15,000 15,000 15,000 15,000 15,000 17,893 20,000 Grant Fund 17,900 20,009 2,009 Grand Total $ 3,359,164 $ 3,495,496 $ 3,577,506 $ 3,537,357 $ 3,634,983 % Change Adopted to Adopted 3.68% 3.68% N/A 0.00% 0.00% 0.00% 4.28% 0.00% N/A -21.43% 3.99% * Ongoing and One-time Personnel Services detail not available for 2014-15 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 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 Revised 5 2 0 5 1 1 1 1 1 4 5 1 0 1 28 Significant Budget and Staffing Changes Fiscal Year 2016-17 includes one-time funding for office reconfiguration. 184 2015-16 Adopted 5 2 0 5 0 1 1 1 1 4 5 1 0 1 27 2015-16 Revised 5 2 0 5 0 1 1 1 1 4 5 1 0 1 27 2016-17 Adopted 5 2 0 5 0 1 1 1 1 4 5 1 0 1 27 City of Chandler 2016-17 Adopted Budget General Government Liability Litigation Division of the Law Department is responsible for defending the City in risk management cases. Liability Litigation is responsible for the operation of a comprehensive risk management program. The division provides insurance coverage for City facilities, vehicles, and equipment as well as administration of the self-insurance liability program and acquisition of commercial insurance products. This division also provides loss prevention services through accident investigation and analysis, liability claims adjusting, and litigation management services. Liability Litigation 1310 Division: Cost Center: 2016-17 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 2013-14 Actual 14 2014-15 Actual 15 2015-16 Projected 15 2015-16 Year End Estimate * 15 2016-17 Projected 10 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) 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 188 230 184 192 207 100% 100% 100% 100% 100% 162 201 174 179 180 1% 1% 1% 1% 1% 134 100 108 92 107 “Cost of risk” equals = Claims Paid Expenses + Risk Mgmt. Administration + Insurance Premiums divided by City of Chandler Total Operating Budget. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 185 City of Chandler 2016-17 Adopted Budget General Government    Liability Litigation – 1310    Budget Summary 2014-15 Actual Expenditures Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Building/Improvements Office Furniture/Equipment Total Cost Center - 1310 Insured Liability Self Insurance Fund 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget $ 418,236 $ 441,058 $ 451,196 $ 451,000 $ 457,623 441,058 451,196 451,000 457,623 31,791 75,000 86,927 50,500 75,000 14,335 10,700 11,030 10,274 70,640 1,284 350 350 1,200 350 1,865 6,828 6,890 2,800 6,890 925,494 1,135,000 1,135,000 976,000 1,336,500 2,822 7,077 7,077 2,500 7,077 15,500 11,000 $ 1,395,828 $ 1,676,013 $ 1,698,470 $ 1,494,274 $ 1,980,580 $ 1,395,828 $ 1,676,013 $ 1,698,470 $ 1,494,274 $ 1,980,580 % Change Adopted to Adopted 3.76% 3.76% N/A 0.00% 560.19% 0.00% 0.91% 17.75% 0.00% N/A N/A 18.17% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title Assistant City Attorney Legal Secretary Paralegal Risk Management Services Specialist Risk Services Coordinator Total 2012-13 Revised 1 0 1 1 1 4 2013-14 Revised 1 0 1 1 1 4 2014-15 Revised 1 1 1 0 1 4 2015-16 Adopted 1 1 1 0 1 4 2015-16 Revised 1 1 1 0 1 4 2016-17 Adopted 1 1 1 0 1 4 Significant Budget and Staffing Changes Fiscal Year 2016-17 includes one-time funding for office reconfiguration. Ongoing funding reflects increased allocations for fire, public liability, and other insurance premiums and distributed denial of service protection software. 186 City of Chandler 2016-17 Adopted Budget General Government Division: Cost Center: Liability Litigation Claims 1311 Budget Summary 2014-15 2015-16 2015-16 2015-16 2016-17 Actual Adopted Adjusted Estimated Adopted Description Expenditures Budget Budget Expenditures Budget Professional/Contract $ 88,675 $ 439,272 $ 451,654 $ 224,450 $ 439,272 Operating Supplies 18,246 311,092 311,092 205,725 311,092 Repairs/Maintenance 195,056 268,962 716,996 442,200 268,962 Insurance/Taxes 111,937 2,805,717 2,805,717 500,000 2,805,717 Building/Improvements 1,872 Office Furniture/Equipment 2,444 Street Improvements 71,493 144,672 205,660 120,000 144,672 Park Improvements 37,550 Total Cost Center - 1311 $ 527,273 $ 3,969,715 $ 4,491,119 $ 1,492,375 $ 3,969,715 Insured Liability Self Insurance Fund $ 527,273 $ 3,969,715 $ 4,491,119 $ 1,492,375 $ 3,969,715 % Change Adopted to Adopted 0.00% 0.00% 0.00% 0.00% N/A N/A 0.00% N/A 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. 187 City of Chandler 2016-17 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 2015-16 City Manager Accomplishments  Successfully maintained Chandler’s regional influence in monitoring state and federal legislation affecting City operations.  Worked with multiple City departments and regional and national agencies in conducting a Mid-Decade Census.  Composed a team of stakeholders to develop a plan to combat homelessness, traffic issues, and other environmental impacts in Downtown Chandler.  Initiated the development of the Customer Connection Program and coordination of an Employee Appreciation Luncheon.  Successfully hired a new Intergovernmental Affairs Coordinator, Municipal Utilities Director, and Fire Chief. Mission Our mission is to effectively coordinate and lead the various City departments in administration of City affairs according to the City Code, Charter, ordinances, and City Council policies, and to provide effective management and leadership by communicating to employees. This is accomplished through the following actions:  Keep the City Council apprised of all pertinent municipal activities through periodic briefings and other appropriate written documents.  Compile weekly and annual reports on results of legislative programs in a timely manner.  Maintain excellent working relationships with other entities and other City departments.  Promote interaction between City Management and employees.  Promote teamwork among City employees in order to deliver quality services that add value to the community in a sound fiscal manner.  Communicate to City employees through various publications and forums. 188 City of Chandler 2016-17 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 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget $ 1,258,949 $ 1,158,254 $ 1,172,247 $ 1,044,000 $ 1,163,955 1,158,254 1,172,247 1,044,000 1,163,955 1,766 4,500 4,500 4,000 4,500 8,517 10,500 10,500 10,400 10,500 1,309 2,270 2,270 1,500 2,270 8,629 19,300 19,453 12,244 17,193 12,229 16,000 16,000 15,000 16,000 3,332 3,332 3,332 $ 1,291,399 $ 1,214,156 $ 1,228,302 $ 1,087,144 $ 1,217,750 $ 1,291,399 $ 1,214,156 $ 1,228,302 $ 1,087,144 $ 1,217,750 % Change Adopted to Adopted 0.49% 0.49% N/A 0.00% 0.00% 0.00% -10.92% 0.00% 0.00% 0.30% * Ongoing and One-time Personnel Services detail not available for 2014-15 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 2012-13 Revised 2 1 1 1 0 1 6 2013-14 Revised 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 2015-16 Revised 2 1 1 0 1 1 6 2016-17 Adopted 2 1 1 0 1 1 6 Significant Budget and Staffing Changes Fiscal Year 2016-17 reflects a reallocation of Communications/Transportation appropriation to the Purchasing Division of the Management Services Department for travel expenses related to professional development. 189 City of Chandler 2016-17 Adopted Budget General Government Division: Cost Center: Airport 4100 Airport is responsible for the daily management of airport operations. This includes the coordination of airport construction projects, negotiating airport leases, interfacing with the Federal Aviation Administration, and working with fixed base operators on airport concerns. 2015-16 Airport Accomplishments  Airport total operations were 220,401 (take-offs and landings) in 2015, representing a 1.3% increase over 2014. In 2015, the Airport was the 12th busiest general aviation airport in the United States (US) and the 44th Busiest US airport overall.  Sold 58,861 gallons of aviation fuel in 2015, representing a 13% increase over 2014.  Completed an Airport Economic Impact Analysis to measure the Airport's direct, indirect, and induced economic impacts, which total $109 million annually.  Completed the Airport Safety Area Drainage project to eliminate stormwater ponding at the southern ends of the runways.  Completed a $120,000 terminal building improvement project.  Facilitated the construction of a new, privately developed 10,000 square foot office/hangar building.  Facilitated the completion of an Arizona Airport Pavement Management System project for Runway 4L-22R, Taxiways A and B, and associated taxiway connectors.  Received $1.8 million in commitments in Arizona Department of Transportation grant funding for airport infrastructure.  Started the Airport Runway and Taxiway Safety Area drainage project which will enhance stormwater runoff on the airfield.  Started the Airfield Signage/Precision Approach Path Indicator (PAPI) replacement project to replace aging runway and taxiway guidance signs and the PAPI light system.  Successfully concluded a Federal Aviation Administration Part 16 compliance process. 190 City of Chandler 2016-17 Adopted Budget General Government    Airport – 4100    2016-17 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) 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 47,666 56,855 55,258 57,690 56,390 597,022 543,330 574,617 562,672 573,921 $5.46 $4.73 $5.34 $5.86 $5.54 85% 97% 79% 88% 90% 354 354 354 354 354 4 6 10 6 6 * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 191 City of Chandler 2016-17 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 2013-14 Actual 2014-15 Actual $483,139 $818,061 3 4 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected $1,559,254 $1,324,403 $2,842,500 2 1 4 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. Measures City t-hangars/ percent serviced City t-hangars/ occupancy rate City t-shades/ occupancy rate Tie-down (based)/ occupancy rate(1) (1) 2013-14 Actual 116/ 100% 116/ 100% 12/ 100% 144/ 51% 2014-15 Actual 116/ 100% 113/ 97% 12/ 100% 150/ 54% 2015-16 Projected 116/ 100% 116/ 100% 12/ 100% 160/ 59% 2015-16 Year End Estimate * 116/ 100% 116/ 100% 12/ 100% 165/ 63% 2016-17 Projected 116/ 100% 116/ 100% 12/ 100% 170/ 65% The goal remains at 95% occupancy and the Airport is steadily increasing towards this goal. Tie-down occupancy rates declined in Fiscal Year 2008-09 due to construction of 89 additional tie-downs. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 192 City of Chandler 2016-17 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 Machinery/Equipment Capital Replacement Total Cost Center - 4100 Airport Operating Fund 2014-15 Actual Expenditures $ $ $ 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget 493,014 $ 554,404 $ 561,736 $ 557,000 $ 560,486 554,404 561,736 557,000 560,486 18,952 16,780 21,410 21,410 16,780 246,636 280,374 280,424 280,424 290,374 54,581 47,474 64,234 64,234 47,474 4,540 5,723 5,875 5,799 5,875 15,880 29,785 30,785 30,785 29,785 77,772 84,858 84,858 84,858 84,858 8,958 12,093 12,093 12,093 12,093 188 10,493 10,493 10,493 15,873 10,493 931,015 $ 1,041,984 $ 1,071,908 $ 1,072,476 $ 1,058,218 931,015 $ 1,041,984 $ 1,071,908 $ 1,072,476 $ 1,058,218 % Change Adopted to Adopted 1.10% 1.10% N/A 0.00% 3.57% 0.00% 2.66% 0.00% 0.00% 0.00% N/A 0.00% 1.56% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title Airport Administrator Airport Operations & Maintenance Supervisor Airport Operations & Maintenance Technician Executive Assistant Management Analyst Management Assistant Senior Administrative Assistant Senior Economic Development Specialist Total 2012-13 Revised 0 1 2 1 0 1 0 1 6 2013-14 Revised 0 1 2 1 0 1 0 1 6 2014-15 Revised 1 1 2 0 1 0 1 0 6 2015-16 Adopted 1 1 2 0 1 0 1 0 6 2015-16 Revised 1 1 2 0 1 0 1 0 6 2016-17 Adopted 1 1 2 0 1 0 1 0 6 Significant Budget and Staffing Changes Fiscal Year (FY) 2016-17 reflects an ongoing allocation for airport security gate operator supplies. A General Fund subsidy of $1,100,977 is built into the budget to cover an anticipated shortfall between revenues and expenses in FY 2016-17, including grant match requirements for capital projects and several priority maintenance projects paid with operating funds; $932,009 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. 193 City of Chandler 2016-17 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 Communications/Transportation 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 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget $ 2015-16 Estimated Expenditures 2,213 $ - $ - $ 125,638 603,909 230 2,761 109,018 109,018 1,695,642 168,397 168,397 29,072 1,018,248 5,445,347 8,495,629 $ 1,023,452 $ 7,544,042 $ 9,406,025 $ $ 808,560 $ 5,270,804 $ 7,058,144 $ 201 316,154 316,385 1,193,500 1,193,500 214,690 763,584 837,996 $ 1,023,452 $ 7,544,042 $ 9,406,025 $ 2016-17 Adopted Budget 26,300 $ 26,300 173,001 478 213 1,491 370,500 4,892,442 22,000 148,500 29,072 361,499 768,529 2,902,185 848,083 $ 8,848,127 756,534 $ 6,654,194 332,424 929,500 91,549 932,009 848,083 $ 8,848,127 % Change Adopted to Adopted N/A N/A N/A 37.70% N/A N/A 239.85% 188.53% -11.82% N/A -46.70% 17.29% * Ongoing and One-time Personnel Services detail not available for 2014-15 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) 2016-17 incorporates the carryforward of unexpended program funding from FY 2015-16. Detail on the capital program is available in the 2017-2026 Capital Improvement Program. 194 City of Chandler 2016-17 Adopted Budget General Government Division: Cost Center: Buildings and Facilities 3200 Buildings and Facilities is responsible for maintaining 51 City-owned buildings. This includes providing custodial care and performing preventive maintenance. Building and Facilities also provides various maintenance duties at 19 additional City facilities. 2015-16 Buildings and Facilities Accomplishments  Completed the installation of new carpet in the Information Technology and Chandler Heights substation buildings.  Completed 5,425 work orders with 45% of that total being preventative maintenance (PM) work orders.  Painted interiors of the Information Technology and Snedigar Recreation Center buildings.  Completed the re-keying of all City buildings.  Completed the remodel of the Airport terminal and Snedigar restrooms.  Installed new air conditioning in the Streets and Fleet Bay buildings.  Installed new air handlers at the Tumbleweed Recreation Center.  Installed new security gates at Fire Station #2.  Repaired the floor drain at Fire Station #4.  Replaced 34 light poles with new Light-Emitting Diode (LED) fixtures at Pecos Ranch Park.  Installed new electrical service and ballfield lights at Desert Breeze Park.  Replaced the entry gate at the Chandler Heights substation.  Replaced the wood siding at the Chandler Heights substation and the Environmental Education Center.  Installed a shade structure for Americans with Disabilities Act (ADA) parking at the Chandler Courts/Police Department public parking lots.  Installed a new access control system at all Chandler Aquatic Facilities.  Installed new roof hatches at Fire Stations # 6, #7, #8, and #10, and at Snedigar Recreation Center.  Replaced the asphalt driveway at Fire Station #8.  Completed all repairs to buildings caused by the September 2014 storm.  Installed new solar shades on the Chandler Municipal Court building. 195 City of Chandler 2016-17 Adopted Budget General Government    Buildings and Facilities – 3200    2016-17 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) 2013-14 Actual 2014-15 Actual $1.81(1) $1.58 2015-16 Projected 2015-16 Year End Estimate * $1.80 $1.85 2016-17 Projected $1.87 The increase in Fiscal Year 2014-15 is due to 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 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected $3.25 $3.11 $3.15 $3.16 $3.20 36% 44% 45% 45% 45% * 2015-16 Year End 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 2016-17 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 Building/Improvements Machinery/Equipment Street Improvements Park Improvements Capital Replacement Total Cost Center - 3200 General Fund 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget $ 2,892,638 $ 2,977,098 $ 3,050,932 $ 3,118,015 $ 3,069,957 2,977,098 3,050,932 3,118,015 3,069,957 152,321 96,871 99,770 26,868 181,871 961,293 920,680 994,933 1,001,959 917,527 566,371 569,307 973,598 973,598 680,807 12,415 13,728 14,128 17,531 15,178 2,000 2,000 2,000 3,000 2,000 2,041,278 2,233,513 2,233,513 2,232,513 2,244,686 6,851 12,250 13,603 12,703 12,250 745 45 39,288 201 71,000 16 24 58,467 58,467 58,467 58,467 58,467 $ 6,733,710 $ 6,883,914 $ 7,440,944 $ 7,444,900 $ 7,253,743 $ 6,733,710 $ 6,883,914 $ 7,440,944 $ 7,444,900 $ 7,253,743 % Change Adopted to Adopted 3.12% 3.12% N/A 87.75% -0.34% 19.59% 10.56% 0.00% 0.50% 0.00% N/A N/A N/A N/A 0.00% 5.37% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title Building Access & Administrative Coordinator Business Systems Support Specialist 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 2012-13 Revised 0 0 1 22 2 1 1 8 0 2 3 2 42 2013-14 Revised 0 0 1 20 2 1 1 8 1 2 4 2 42 2014-15 Revised 1 0 1 20 2 1 1 8 0 2 4 2 42 2015-16 Adopted 1 0 1 21 2 1 1 8 0 2 4 2 43 2015-16 Revised 0 1 1 21 2 1 1 8 0 2 4 2 43 2016-17 Adopted 0 1 1 21 2 1 1 8 0 2 4 2 43 Significant Budget and Staffing Changes During Fiscal Year (FY) 2015-16, one Building Access & Administrative Coordinator was reclassified to Business Systems Support Specialist. FY 2016-17 reflects one-time funding in Professional/Contract for an Energy Management Programmer, in Repairs/Maintenance for Electrician Contractual Services, and in Machinery/Equipment for work tablets and an articulating lift. FY 2016-17 also reflects ongoing funding increases in Operating Supplies for janitorial supplies for the relocated Fire Station No. 1 and for utilities for the Fire Training Center expansion, in Repairs/Maintenance for plumbing preventive maintenance services, in Communications/Transportation for work tablets and a permanent transfer from cost center 1286, ITOC Operations, for fully implemented ITOC projects. 197 City of Chandler 2016-17 Adopted Budget General Government Division: Cost Center: Buildings and Facilities Capital 3210 Capital Budget Summary 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget Description Personnel Services Total Personnel $ 58,266 $ - $ - $ 15,575 $ Ongoing* 15,575 One-time* Professional/Contract 51,463 70,000 162,239 61,438 65,000 Operating Supplies 5,599 697 Repairs/Maintenance 3,039 Communications/Transportation 134 Rents/Utilities 350 Other Charges/Services 9,984 38,350 38,350 12,912 Project Support Recharge** 5,000 5,000 Contingencies/Reserves 968,656 2,252,064 Building/Improvements 1,708,789 2,373,250 3,414,253 1,247,635 1,907,500 Office Furniture/Equipment 169 5,185 4,818 51,759 Park Improvements 153,938 21,871 Total Cost Center - 3210 $ 1,991,732 $ 3,455,256 $ 3,646,898 $ 1,394,834 $ 4,224,564 General Gov't Capital Projects Fund $ 1,991,732 $ 3,455,256 $ 3,646,898 $ 1,394,834 $ 3,902,064 Grant Capital Fund 322,500 Grand Total $ 1,991,732 $ 3,455,256 $ 3,646,898 $ 1,394,834 $ 4,224,564 % Change Adopted to Adopted N/A N/A N/A -7.14% N/A N/A N/A N/A -100.00% -100.00% 132.49% -19.62% N/A N/A 22.26% * Ongoing and One-time Personnel Services detail not available for 2014-15 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) 2016-17 incorporates the carryforward of unexpended program funding from FY 2015-16. Detail on the capital program is available in the 2017-2026 Capital Improvement Program. 198 City of Chandler 2016-17 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 The table below depicts the breakdown by cost center for the Fiscal Year 2016-17 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 2014-15 Actual Expenditures Expenditures by Cost Center Administration Center for the Arts (1) Library(1) Cultural Affairs Capital(1)(2) Museum (1) 2015-16 Adopted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget % Change Adopted to Adopted $ - $ 1,517,954 6,176,568 204,949 506,415 499,813 $ 1,486,742 6,593,516 531,400 456,272 491,564 $ 1,548,768 6,231,603 64,427 447,943 524,789 1,549,738 6,660,078 1,445,139 465,437 5.00% 4.24% 1.01% 171.95% 2.01% Total $ 8,405,886 $ 9,567,743 $ 8,784,305 $ 10,645,181 11.26% $ 6,380,025 $ - 6,916,902 $ 6,916,902 6,938,098 $ 6,938,098 7,218,184 7,207,340 4.20% 1,820,911 204,949 8,405,886 $ 2,119,441 531,400 9,567,743 $ 10,844 1,781,780 1,981,858 64,427 1,445,139 8,784,305 $ 10,645,181 N/A -6.49% 171.95% 11.26% Expenditures by Category Personnel & Benefits Total Personnel Ongoing(3) One-time(3) Operating & Maintenance Capital - Major Total $ Staffing by Cost Center Administration Center for the Arts Library Museum Total 2014-15 Revised 0.000 13.000 62.550 4.750 80.300 (1) 2015-16 Adopted 4.000 13.000 60.550 3.750 81.300 2015-16 Revised 4.000 13.000 60.300 3.750 81.050 % Change 2016-17 Adopted to Adopted Adopted 4.000 0.00% 13.000 0.00% 61.800 2.06% 3.750 0.00% 82.550 1.54% 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 2014-15 Actual Expenditures. 199 City of Chandler 2016-17 Adopted Budget General Government 2015-16 Cultural Affairs Accomplishments  The Chandler Cultural Foundation presented national touring attractions including Black Violin, The Zoppe Italian Circus, and Rita Rudner. Ticketed performances served over 22,000 people, with multiple sold-out performances.  Chandler Public Library (CPL) was the first public library in Arizona to host a TEDx event. Limited to 100 attendees, registration for the free event closed after sixteen hours. Due to the program’s success, another event was held on May 24, 2016.  Chandler Museum implemented new software to allow access to the collection database from any device that connects to the internet, including desktop computers, tablets, and mobile phones.  More than 19,000 people attended free exhibits, concerts, and symphony performances throughout the year at the Chandler Center for the Arts (CCA).  CPL was awarded a Latino Americans: 500 Years of History grant. The grant provided opportunities to explore the history and cultural impact of Latinos in the United States and the City of Chandler.  Improvements at Tumbleweed Ranch include: refinishing the floor and replacing front and back doors on the Grocery Store, replacing the irrigation system in the flower beds and the wood fencing around the McCroskey House, and installation of a cement stage with stairs and a railing.  Volunteer Friends, Board and Committee members and skilled volunteers contributed more than 13,000 hours of service at the CCA and Vision Gallery, valued at $290,662.  CPL was awarded a Creative Aging in America’s Libraries grant. The grant provided five eight-week workshops for people 50 years of age and older to learn new art forms and methods of self-expression.  Chandler Museum helped to develop a Choose Your Own Cattle Drive Adventure exhibit with interactive activities and imagery to interpret the history of the trail through a story where guests make choices during their journey.  The CCA facilitated over 110 rental activities for local, regional, and national organizations.  CPL installed digital signage on screens at all four locations using free open source RiseVision software and will showcase programming, info-graphics, and subscription database information.  The Chandler Museum increased the number of public programs offered by 62% and overall attendance by 38% over Fiscal Year (FY) 2014-15.  The Chandler Cultural Foundation raised $258,950 in sponsorships and grants to support programs at the CCA and Vision Gallery.  CPL installed security cameras at Basha and Hamilton libraries. All four locations now have security cameras with feeds accessible from a central management console.  The Vision Gallery hosted 13 exhibits that were free to the public and was recognized as one of the 10 best art galleries in metro Phoenix by Phoenix New Times.  CPL now offers Lynda.com courses to cardholders. The Lynda.com database provides access to a library of engaging, top-quality courses taught by recognized industry experts in business, software, technology, and creative skills.  Over 1,070,000 visited Chandler’s Public Libraries in FY 2015-16! That averages to 3,023 each day. 200 City of Chandler 2016-17 Adopted Budget General Government    Cultural Affairs Administration – 1090    2016-17 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) 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected Public programs provided N/A 5,585 4,000 5,662 5,645 Attendance at public programs N/A 422,535 408,000 476,816 469,850 Volunteer hours contributed N/A 38,398 40,000 39,173 40,000 (1) Cultural Affairs Administration, cost center 1090, was new effective July 1, 2015. As a result, all Goals, Objectives, and Measures were new for Fiscal Year 2015-16. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 201 City of Chandler 2016-17 Adopted Budget General Government    Cultural Affairs Administration – 1090    Budget Summary 2014-15 Actual Expenditures Description Personnel Services Total Personnel $ Ongoing* One-time* Professional/Contract Operating Supplies Communications/Transportation Other Charges/Services Total Cost Center - 1090 $ General Fund $ 2015-16 Adopted Budget - $ - $ - $ 2015-16 Adjusted Budget 495,264 $ 495,264 400 366 3,035 748 499,813 $ 499,813 $ 2015-16 Estimated Expenditures 506,609 $ 506,609 400 366 3,035 748 511,158 $ 511,158 $ 2016-17 Adopted Budget 487,000 $ 487,000 400 825 2,644 695 491,564 $ 491,564 $ % Change Adopted to Adopted 480,240 480,240 40,205 366 3,035 943 524,789 524,789 -3.03% -3.03% N/A 9951.25% 0.00% 0.00% 26.07% 5.00% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title Cultural Affairs Coordinator Cultural Affairs Director Information Specialist Senior Management Analyst Total 2012-13 Revised 0 0 0 0 0 2013-14 Revised 0 0 0 0 0 2014-15 Revised 0 0 0 0 0 2015-16 Adopted 1 1 1 1 4 2015-16 Revised 1 1 1 1 4 2016-17 Adopted 1 1 1 1 4 Significant Budget and Staffing Changes Fiscal Year 2016-17 reflects the addition of one-time funding for the Chandler Symphony Orchestra previously reflected in cost center 1100, Center for the Arts. 202 City of Chandler 2016-17 Adopted Budget General Government Center for the Arts (Center) is responsible for the administration and production of performing arts events at the Chandler Center for the Arts (CCA). 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. Division: Cost Center: Center for the Arts 1100 2016-17 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 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 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 1,086 996 1,120 1,001 1,005 312,000 348,600 323,000 350,350 351,750 73% 74% 76% 74% 74% Goal: To ensure additional resources necessary for maintaining the CCA 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 2013-14 Actual $77,896 12,000 $246,041 2014-15 Actual $68,170 12,508 $236,580 * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 203 2015-16 Projected $70,000 13,000 $265,000 2015-16 Year End Estimate * $65,000 13,000 $228,450 2016-17 Projected $60,000 13,000 $236,000 City of Chandler 2016-17 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 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget $ 1,197,025 $ 1,115,991 $ 1,115,991 174,681 238,929 49,575 54,830 55,131 45,233 9,816 10,550 2,520 2,245 7,234 6,024 19,723 10,690 2,250 2,250 $ 1,517,954 $ 1,486,742 $ $ 1,468,042 $ 1,436,742 $ 49,912 50,000 $ 1,517,954 $ 1,486,742 $ 2015-16 Estimated Expenditures 1,143,175 $ 1,158,000 $ 1,143,175 1,158,000 258,388 238,888 54,830 72,730 45,571 45,571 10,798 10,870 500 2,245 2,245 6,024 7,024 10,690 10,690 2,250 2,250 1,533,971 $ 1,548,768 $ 1,483,971 $ 1,498,768 $ 50,000 50,000 1,533,971 $ 1,548,768 $ * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. 204 2016-17 Adopted Budget 1,187,020 1,187,020 188,621 54,830 58,071 11,018 2,245 10,183 35,500 2,250 1,549,738 1,499,738 50,000 1,549,738 % Change Adopted to Adopted 6.36% 6.36% N/A -21.06% 0.00% 28.38% 4.44% N/A 0.00% 69.04% N/A 232.09% 0.00% 4.24% City of Chandler 2016-17 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 Administrative Assistant Senior Production Coordinator Visual Arts Assistant Visual Arts Coordinator Total 2012-13 Revised 1 1 1 0 1 1 1 0 1 1 2 0 1 1 1 13 2013-14 Revised 1 1 1 0 1 1 1 0 1 1 2 0 1 1 1 13 2014-15 Revised 0 1 1 1 1 1 1 1 1 0 2 0 1 1 1 13 2015-16 Adopted 0 1 1 1 1 1 1 1 1 0 2 0 1 1 1 13 2015-16 Revised 0 1 1 1 1 1 1 0 1 0 2 1 1 1 1 13 2016-17 Adopted 0 1 1 1 1 1 1 0 1 0 2 1 1 1 1 13 Significant Budget and Staffing Changes During Fiscal Year (FY) 2015-16, one Customer Service Representative position was reclassified to Senior Administrative Assistant. FY 2016-17 reflects one-time funding for grand piano refurbishment, high definition camera, and replacement of both the rolling unit mobile walls and exterior color wheel. Ongoing funding is included for armored car service and maintenance of public art. The Chandler Unified School District (CUSD) will share in the cost of refurbishing the grand piano. FY 2016-17 is offset by the reduction of FY 2015-16 one-time funding for the Chandler Symphony Orchestra (which is now recorded in cost center 1090, Administration), two copiers, and concessions counter design service. 205 City of Chandler 2016-17 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: 2016-17 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 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected Number of Library cardholders 325,951 333,559 333,000 300,000(1) 250,000 Number of items in collections 502,055 506,099 410,000 402,000 410,000 2,332,085 2,163,076 2,300,000 2,086,000 2,100,000 (2) 300,000 Materials circulated Reference transactions Computer sessions (including wireless) Website access (1) (2) (3) (3) 101,520 197,172 200,000 280,000 3,589,698 4,190,900 4,700,000 4,545,427 5,000,000 2,710,840 5,576,673 2,700,000 5,477,031 5,500,000 Number of cardholders reduced due to a purge of inactive users. Call Center transactions are being counted as reference transactions beginning in Fiscal Year 2014-15. Represents the number of times the Library website is accessed, which is increasing as more sources are available online. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 206 City of Chandler 2016-17 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 2014-15 Actual 1,238,699 1,181,412 1,225,000 1,143,000 1,200,000 5,009 4,307 4,500 4,400 4,500 117,887 98,396 105,000 115,000 116,000 * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 207 2015-16 Projected 2015-16 Year End Estimate * 2013-14 Actual 2016-17 Projected City of Chandler 2016-17 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 Capital Replacement Total Cost Center - 4310 General Fund Grant Fund Library Trust Fund Grand Total 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget $ 4,722,701 $ 4,953,575 $ 4,953,575 405,905 249,774 877,007 870,250 30,583 27,063 46,193 42,700 55,570 58,954 15,197 1,200 210,000 517 5,456 180,000 17,439 $ 6,176,568 $ 6,593,516 $ $ 5,932,306 $ 5,913,516 $ 239,651 560,000 4,611 120,000 $ 6,176,568 $ 6,593,516 $ 2015-16 Estimated Expenditures 5,052,086 $ 4,923,647 $ 5,052,086 4,923,647 501,268 184,009 964,697 919,662 27,913 39,135 63,510 65,361 58,954 63,585 1,200 17,318 201,773 10,886 3,437 8,000 6,874,838 $ 6,231,603 $ 6,141,868 $ 6,018,387 $ 612,774 176,914 120,196 36,302 6,874,838 $ 6,231,603 $ * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. 208 2016-17 Adopted Budget 5,182,941 5,182,941 240,930 1,052,510 36,063 45,353 58,954 12,310 2,500 25,555 2,962 6,660,078 6,242,578 337,500 80,000 6,660,078 % Change Adopted to Adopted 4.63% 4.63% N/A -3.54% 20.94% 33.26% 6.21% 0.00% 925.83% -98.81% N/A -85.80% N/A N/A 1.01% City of Chandler 2016-17 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 (0.5 FTE position) Executive Assistant Graphic Designer (0.5 FTE position) Information Specialist Information Support Specialist II Librarian (0.5 FTE positions) Librarian (1.0 FTE positions) Library Access Services Coordinator Library Aide (0.5 FTE positions) Library Aide (0.8 FTE position) Library Aide (1.0 FTE positions) Library Assistant (0.5 FTE positions) Library Assistant (0.75 FTE position) Library Assistant (1.0 FTE positions) Library Associate Library Manager Management Assistant Marketing Assistant (0.5 FTE position) Senior Business Systems Support Specialist Total 2012-13 Revised 5 1 2 0 0.5 1 0 1 2 1 13 2 5.5 0.8 11 1.5 0.75 12 1 1 0 0.5 0 62.55 2013-14 Revised 5 1 2 0 0.5 1 0 1 2 1 13 2 5.5 0.8 11 1.5 0.75 12 1 1 0 0.5 0 62.55 2014-15 Revised 5 0 2 1 0.5 0 0 1 0 1 13 2 5.5 0.8 12 1.5 0.75 12 1 1 1 0.5 1 62.55 2015-16 Adopted 5 0 2 1 0.5 0 0 0 0 1 13 2 5.5 0.8 12 1.5 0.75 12 1 0 1 0.5 1 60.55 2015-16 Revised 5 0 2 1 0.5 0 0.5 0 0 1 13 2 5.5 0.8 11 1.5 0 13 1 0 1 0.5 1 60.3 2016-17 Adopted 5 0 2 1 0.5 0 0.5 0 0 1 13 2 5.5 0.8 11 3 0 13 1 0 1 0.5 1 61.8 Significant Budget and Staffing Changes During Fiscal Year (FY) 2015-16, one 1.0 FTE Library Aide position was reclassified to a 0.5 FTE Graphic Designer and a 0.75 FTE Library Assistant was changed to a 1.0 FTE Library Assistant. FY 2016-17 reflects the addition of three 0.5 FTE Library Assistant positions. The funding for these positions is partially offset by a reduction to the cost center's temporary budget. FY 2016-17 reflects the addition of one-time funding for a library van and the associated ongoing contribution to the vehicle replacement fund. Ongoing allocations are included for armored car service and security at both the Downtown and Sunset Libraries. 209 City of Chandler 2016-17 Adopted Budget General Government Division: Cost Center: Cultural Affairs Capital 4320 Capital Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Communications/Transportation 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 Actual Expenditures $ $ $ $ $ 204,949 204,949 40,000 43,500 121,449 204,949 2015-16 Adopted Budget $ $ $ $ $ 362,750 3,650 40,000 125,000 531,400 125,000 40,000 366,400 531,400 2015-16 Adjusted Budget $ $ $ $ $ 2015-16 Estimated Expenditures - $ 362,750 $ 3,650 185,551 551,951 $ 125,000 $ 366,400 60,551 551,951 $ 2016-17 Adopted Budget 4,048 $ 4,048 - $ 380,200 65 14 20,800 473,449 60,300 570,690 64,427 $ 1,445,139 13,824 $ 663,590 53,276 4,127 728,273 46,476 64,427 $ 1,445,139 % Change Adopted to Adopted N/A N/A N/A 4.81% N/A N/A 469.86% 1083.62% 356.55% 171.95% * Ongoing and One-time Personnel Services detail not available for 2014-15 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) 2016-17 reflects the carryforward of unexpended program funding from FY 2015-16. Additional detail on the capital program is available in the 2017-2026 Capital Improvement Program. 210 City of Chandler 2016-17 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. 2016-17 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 (1) 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 1,283 1,747 1,350 1,952 2,100 83 95 90 139(1) 140 17 19 20 22 24 6,135 6,147 6,150 6,173 6,200 More public programs were offered at the Museum and Libraries during the summer and school year intersessions/breaks. 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 in objects and stories. Measures Number of items digitized and uploaded to Chandler Museum’s online resource: Chandlerpedia 2013-14 Actual 2014-15 Actual 13,320 14,679 *2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 211 2015-16 Projected 15,400 2015-16 Year End Estimate * 16,028 2016-17 Projected 17,000 City of Chandler 2016-17 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 Contingencies/Reserves Machinery/Equipment Office Furniture/Equipment Total Cost Center - 4560 General Fund Grant Fund Museum Trust Fund Parks & Recreation Trust Fund Grand Total $ $ $ $ 460,299 7,702 18,390 3,316 5,146 11,123 439 506,415 488,458 17,957 506,415 2015-16 Adjusted Budget 2015-16 Adopted Budget 2014-15 Actual Expenditures $ $ $ $ 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 $ $ $ $ 2016-17 Adopted Budget 2015-16 Estimated Expenditures 363,281 $ 363,281 22,124 37,918 255 6,841 1,008 3,200 21,830 11,110 467,567 $ 418,098 $ 10,000 39,469 467,567 $ 369,451 369,451 22,704 38,879 105 6,950 1,008 3,241 4,761 844 447,943 425,265 10,000 12,678 447,943 $ $ $ $ % Change Adopted to Adopted 367,983 357,139 10,844 12,245 36,873 505 5,711 12,700 13,700 9,380 6,340 465,437 427,871 9,380 28,186 465,437 4.52% 1.44% N/A -44.65% -3.97% 98.04% -15.46% -100.00% 296.88% -35.83% N/A -100.00% N/A 2.01% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions 2012-13 Position Title Revised Customer Service Representative (0.75 FTE position) 0.75 Museum Administrator 1 Museum Curator 2 Public History Coordinator 1 Total 4.75 2013-14 Revised 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 2015-16 Revised 0.75 1 2 0 3.75 2016-17 Adopted 0.75 1 2 0 3.75 Significant Budget and Staffing Changes Fiscal Year (FY) 2016-17 reflects one-time funding for school field trips and programs at the Chandler Museum, relocating the museum collection, the Chandler Historical Society Luncheon, and the purchase of a color copier. Ongoing funding is included for copier repair and maintenance. FY 2016-17 is offset by the reduction of FY 2015-16 one-time funding for the Celebrate Chandler Luncheon and the purchase of microfilm scanners. 212 City of Chandler 2016-17 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 2014-15 Actual Expenditures Expenditures by Cost Center Economic Development Downtown Redevelopment Economic Development Capital Tourism (1) Innovations (2) Airport Airport Capital(2) $ 2015-16 Adopted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget Total $ 2,140,277 $ 402,108 37,780 460,802 931,015 1,023,452 4,995,433 $ 877,934 $ 400,966 2,567,208 634,762 4,480,870 $ 920,299 $ 432,981 182,242 491,031 2,026,553 $ 907,480 414,765 2,567,208 655,512 1,606,930 6,151,895 $ 1,385,017 $ 1,537,382 $ 1,565,000 $ 1,547,258 Total $ 2,549,184 1,061,232 4,995,433 $ 1,537,382 376,280 2,567,208 4,480,870 $ 1,565,000 279,311 182,242 2,026,553 $ 1,547,258 2,037,429 2,567,208 6,151,895 Expenditures by Category Personnel & Benefits Total Personnel (3) Ongoing One-time(3) Operating & Maintenance Capital - Major Staffing by Cost Center Economic Development Downtown Redevelopment Tourism (2) Airport Total 2014-15 Revised 6.000 2.000 1.000 6.000 15.000 2015-16 Adopted 6.000 2.000 1.000 0.000 9.000 2015-16 Revised 6.000 2.000 1.000 0.000 9.000 3.37% 3.44% 0.00% 3.27% N/A N/A N/A 37.29% 0.64% N/A 441.47% 0.00% 37.29% % Change 2016-17 Adopted to Adopted Adopted 6.000 0.00% 2.000 0.00% 1.000 0.00% 0.000 N/A 9.000 0.00% (1) Effective July 1, 2016, Innovations is moved from City Manager to Economic Development. (2) Effective July 1, 2015, Airport and Airport Capital was transferred from Economic Development to City Manager. (3) Ongoing and One-time Personnel Services detail not availab le for 2014-15 Actual Expenditures. 213 % Change Adopted to Adopted City of Chandler 2016-17 Adopted Budget General Government 2015-16 Economic Development Accomplishments  Through the 3rd quarter, combined business attraction/retention efforts have resulted in projects that have helped create nearly 2,800 jobs, with a potential for over 3,700 jobs within three years.  Key Economic Development-assisted projects include CVS Health (575 jobs), DaVita (216 jobs), Freescale/NXP Semiconductor (800 jobs), Dignity Health Rehabilitation Hospital (190 jobs), and First Electronics (56 jobs).  Assisted with over 1,000,000 square feet of completed office and industrial development, including Mach One, Park Place Building 10, Chandler Corporate Center IV, Ascend at Chandler Airport, Willis/AZ Avenue Corporate Park, Tiburon at Chandler Airport, Kyrene 202 Building VI, and Metro Chandler Airport Center.  Redevelopment started at Chandler Crossings (northeast corner of Chandler Heights and Arizona Avenue), which includes the first Alamo Drafthouse in Arizona.  Assisted with the implementation of the City’s new Adaptive Reuse Program, and promoted awareness to the brokerage and development communities.  Entered into a partnership with the Export-Import Bank of the United States through its Regional Export Promotion Program to facilitate access to export financing for Chandler companies.  Made arrangements to host ExporTech, a nationally recognized export training workshop, in Chandler for the first time during which up to eight companies will receive mentorship toward developing customized export growth plans.  Redesigned and enhanced the prospect proposal package sent to business attraction prospects.  Participated in over 30 direct meetings with Chandler businesses and nearly 50 meetings/presentations with the City’s strategic brokerage and development partners.  Entered into a contract with Northern Arizona Center for Entrepreneurship and Technology (NACET) to provide an array of programming and services for startups, entrepreneurs, and small businesses in Chandler.  Created and distributed destination collateral including Chandler’s annual visitors guide, pocket-friendly family guide, and a regional map for distribution in Mexico, specifically targeting the Sonoran drive market.  Developed and deployed proactive efforts to promote Chandler as a small meetings destination.  Moved VisitChandler.com to a responsive web platform.  Integrated a Customer Relationship Management (CRM) program that integrates with VisitChandler.com, along with an online booking widget that refers users directly to Chandler hotels.  Completed development agreements with Ryan Companies to bring needed office into the Downtown area and with Vintage Partners to bring additional retail/entertainment into the core of the Historic Square.  Assisted in locating several businesses into Downtown Chandler including: The Ostrich, Commit Agency, The Brickyard Downtown, Ice Cream Sammies, Crisp Greens, and 55 Chicago.  Implemented the “Find Your Spot” Campaign to help visitors find parking in the Downtown.  Completed construction of the Downtown Stage. including one new event and concert series. Several large events were hosted on the new stage 214 City of Chandler 2016-17 Adopted Budget General Government    Economic Development – 1520    2016-17 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. Measures Estimated number of office/industrial jobs created through business recruitment and expansion Estimated office/industrial square feet absorbed/ added with City assistance Estimated office/industrial capital investment created with City assistance (1) (2) (3) 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 4,928(1) 767(2) 900 2,327(3) 1,000 1,257,026(1) 360,512(2) 450,000 379,170(3) 450,000 $198,246,491(1) $38,531,000(2) $20,000,000 $85,575,000(3) $25,000,000 Includes the expansion of Wells Fargo and new locations for FedEx, Arizona Nutritional Supplements, General Motors, and Garmin. Includes the expansion of ProPlastics and new locations for AvAir, Crown Castle, AZ General Hospital, and Arvato Bertelsmann. Includes the relocation/expansion of Hanjin Shipping and NXP Semiconductors, and new locations for CVS Health, DaVita RX, and Dignity Health East Valley Rehabilitation Hospital. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 215 City of Chandler 2016-17 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. 2015-16 2013-14 2014-15 2015-16 Year End 2016-17 Measures Actual Actual Projected Estimate * Projected Number of new retail businesses located with City assistance 13 10 12 9 10 Estimated square footage of new retail space located with City assistance 315,925 233,199 50,000 190,000 70,000 (1) Total retail square feet 16,353,617 16,670,568 16,400,000 16,718,000 16,964,000 Retail occupancy rate 89% 90% 88% 91% 90% (1) As part of the recommendations of the Mayor’s 4-Corner Committee Report, staff seeks the elimination and/or redevelopment of underperforming retail space. 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 unique and dynamic retail businesses to locate and expand in the City. 2015-16 2013-14 2014-15 2015-16 Year End 2016-17 Measures Actual Actual Projected Estimate * Projected Estimated annual sales tax revenue generated by new retail businesses located with City assistance $1,214,424 $1,273,197 $937,000 $1,036,988 $1,360,000 * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 216 City of Chandler 2016-17 Adopted Budget General Government    Economic Development – 1520    Budget Summary 2014-15 Actual Expenditures Description Personnel Services Total Personnel $ 566,415 $ Ongoing* One-time* Professional/Contract 184,689 Operating Supplies 23,368 Repairs/Maintenance 2,467 Communications/Transportation 13,457 Insurance/Taxes Rents/Utilities 1,343,407 Other Charges/Services 3,548 Capital Replacement 2,925 Total Cost Center - 1520 $ 2,140,277 $ General Fund $ 2,140,277 $ 2015-16 Adjusted Budget 2015-16 Adopted Budget 667,692 $ 667,692 134,671 43,296 2,750 17,600 9,000 2,925 877,934 $ 877,934 $ 2015-16 Estimated Expenditures 683,796 $ 683,796 139,397 51,825 2,750 17,691 500 5,012 19,000 2,925 922,896 $ 922,896 $ 2016-17 Adopted Budget 683,000 $ 683,000 134,248 51,492 2,750 16,439 484 5,000 23,961 2,925 920,299 $ 920,299 $ % Change Adopted to Adopted 649,112 649,112 177,396 34,106 2,750 27,691 13,500 2,925 907,480 907,480 -2.78% -2.78% N/A 31.73% -21.23% 0.00% 57.34% N/A N/A 50.00% 0.00% 3.37% * Ongoing and One-time Personnel Services detail not available for 2014-15 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 2012-13 Revised 1 0 1 1 0 1 2 6 2013-14 Revised 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 2015-16 Revised 1 1 2 1 1 0 0 6 2016-17 Adopted 1 1 2 1 1 0 0 6 Significant Budget and Staffing Changes During Fiscal Year (FY) 2015-16, one Economic Development Program Manager was reclassified to Economic Development Specialist. FY 2016-17 reflects one-time funding for economic development marketing initiative, export assistance program services, and for the Science Saturday Event. The Science Saturday Event funding is offset by sponsorship funding. Ongoing funding is allotted for strategic business attraction and export assistance program services. 217 City of Chandler 2016-17 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. 2016-17 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 2013-14 Actual 2014-15 Actual 1 2015-16 Projected 2015-16 Year End Estimate * 2 3 1 2016-17 Projected 4 Goal: Promote and aggressively pursue new commercial and residential development, as well as locate quality businesses within the City’s downtown district. Supports Priority Based Budgeting Goal(s): Healthy and Attractive Community; Sustainable Economic Health Objective:  Market the downtown area to new retail, service, office, and other uses in order to enhance the image of the City’s downtown area. Measures Number of new 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) 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 3 3 3 9(1) 3 15,000 17,000 50,000 423,806(2) 50,000 0 0 301 301 0 Locates for retail and office were higher than originally anticipated for Fiscal Year (FY) 2015-16. New multi-family was not originally included in FY 2015-16 Projections. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 218 City of Chandler 2016-17 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 $ 2015-16 Adjusted Budget 2015-16 Adopted Budget 2014-15 Actual Expenditures 212,244 $ 3,339 1,861 34,107 5,152 7,085 138,320 402,108 $ 402,108 $ 203,779 $ 203,779 7,000 2,350 37,833 6,200 6,000 137,804 400,966 $ 400,966 $ 2015-16 Estimated Expenditures 210,012 $ 210,012 10,607 2,350 61,112 6,208 6,000 137,804 434,093 $ 434,093 $ 2016-17 Adopted Budget 210,000 $ 210,000 7,009 1,720 58,387 5,348 12,393 138,124 432,981 $ 432,981 $ % Change Adopted to Adopted 220,403 220,403 4,500 2,358 35,550 5,650 8,500 137,804 414,765 414,765 8.16% 8.16% N/A -35.71% 0.34% -6.03% -8.87% 41.67% 0.00% 3.44% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title Downtown Redevelopment Manager Executive Assistant Management Assistant Senior Administrative Assistant Total 2012-13 Revised 1 1 0 0 2 2013-14 Revised 1 1 0 0 2 2014-15 Revised 1 0 0 1 2 2015-16 Adopted 1 0 0 1 2 2015-16 Revised 1 0 1 0 2 2016-17 Adopted 1 0 1 0 2 Significant Budget and Staffing Changes During Fiscal Year 2015-16, one Senior Administrative Assistant was reclassified to Management Assistant. 219 City of Chandler 2016-17 Adopted Budget General Government Division: Cost Center: Economic Development Capital 1550 Capital Budget Summary 2016-17 2015-16 2015-16 2015-16 2014-15 Adopted Estimated Adjusted Adopted Actual Budget Expenditures Budget Budget Expenditures Description Professional/Contract $ 37,780 $ - $ - $ - $ Other Charges/Services 2,749,450 182,242 Contingencies/Reserves 2,567,208 2,567,208 Total Cost Center - 1550 $ 37,780 $ 2,567,208 $ 2,749,450 $ 182,242 $ 2,567,208 General Gov't Capital Projects Fund $ 37,780 $ 2,567,208 $ 2,749,450 $ 182,242 $ 2,567,208 % Change Adopted to Adopted N/A N/A 0.00% 0.00% Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions related to the prior fiscal year and new projects for the new fiscal year. Fiscal Year (FY) 2016-17 reflects the carryforward of unexpended program funding from FY 2015-16. Additional detail on the capital program is available in the 2017-2026 Capital Improvement Program. 220 City of Chandler 2016-17 Adopted Budget General Government Economic Development’s Tourism Division enhances and Tourism 1580 Division: Cost Center: 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. 2016-17 Performance Measurements Goal: Promote the City as a preferred destination for leisure visitors and meetings with a desire to increase visitation which would thereby provide economic benefit to the community and Chandler businesses. 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. 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate* 2016-17 Projected $2,383,100 $2,907,485 $2,500,000 $2,500,000 $2,500,000 Revenue per available room (Rev/PAR) citywide(1) $64.46 $69.93 $63.00 $62.00 $59.00 Occupancy rate citywide(1) 64.4% 63.6% 60.0% 60.0% 60.0% Visitor guide requests(2) Number of website visits (tethered & mobile) 23,700 16,826 14,000 9,000 11,000 153,102 234,314 180,000 240,000 255,000 N/A 5 10 75 40 Measures Hotel/motel tax revenue collected Group leads and services(3) (1) (2) (3) 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. Visitor Guide requests are received through various ad placements, website requests, and marketing campaigns. Group leads and services include but are not limited to meetings involving guest rooms, sports tournaments, and special events with the th intent of driving room nights to Chandler hotels. Data collected for part of 4 quarter of Fiscal Year 2014-15 and onward. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 221 City of Chandler 2016-17 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 $ $ $ $ 113,345 188,205 10,152 147,309 1,792 460,802 160,147 300,655 460,802 $ $ $ $ 111,507 111,507 426,260 12,195 83,000 1,800 634,762 234,762 400,000 634,762 $ $ $ $ 2016-17 Adopted Budget 2015-16 Estimated Expenditures 2015-16 Adjusted Budget 2015-16 Adopted Budget 2014-15 Actual Expenditures 115,011 115,011 405,799 19,018 129,015 1,800 670,643 268,139 402,504 670,643 $ $ $ $ 115,000 115,000 216,284 23,278 130,546 5,923 491,031 204,221 286,810 491,031 $ $ $ $ % Change Adopted to Adopted 117,257 117,257 426,260 12,195 98,000 1,800 655,512 240,512 415,000 655,512 5.16% 5.16% N/A 0.00% 0.00% 18.07% 0.00% 3.27% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title Tourism Development Coordinator Total 2012-13 Revised 1 1 2013-14 Revised 1 1 2014-15 Revised 1 1 2015-16 Adopted 1 1 2015-16 Revised 1 1 2016-17 Adopted 1 1 Significant Budget Changes Fiscal Year 2016-17 reflects one-time allocation of contributing funds towards the Maricopa County Proposition 302 Grant. 222 City of Chandler 2016-17 Adopted Budget General Government Innovations is a citywide business incubation and entrepreneurial development program. Established to support entrepreneurs, startups, and business owners, it offers access to resources, programs, and networking events at various partner locations. Division: Cost Center: Innovations 1590 2016-17 Performance Measurements Goal:(1) Build a citywide incubator and entrepreneurial development program that supports and elevates all aspects of the entrepreneurial ecosystem to diversify the employment base and drive business and job growth in Chandler. Supports Priority Based Budgeting Goal(s): Sustainable Economic Health Objectives:(1)  Introduce programs and networking events that facilitate connections and conversations across the ecosystem.  Work with partner entities to provide training and education that supports and elevates the community as a whole.  Develop and support an incubator-track curriculum that moves new businesses from early stage-to launch-to growth and into maturity.  Connect the existing, established business community with the startup community to foster partnerships and collaboration.  Support established businesses in growth and development with peer support groups, workshops, and events.  Build a community of mentors and expert service providers in the areas of intellectual property, marketing, sales, funding, customer engagement, social media, grant writing, etc., to provide education, training, and support to new and emerging businesses and entrepreneurs. Measures(1) 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected Total number of clients supported N/A N/A N/A N/A 15 Total number of client jobs created Client engagement - Total number of events - Total number of attendees N/A N/A N/A N/A 30 N/A N/A N/A N/A N/A N/A N/A N/A 25 400 (1) Full-time programming and assistance was created in Fiscal Year (FY) 2015-16. As a result, all Goals, Objectives, and Measures are newly developed for FY 2016-17. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 223 City of Chandler 2016-17 Adopted Budget General Government    Innovations – 1590    Budget Summary 2016-17 2015-16 2015-16 2015-16 2014-15 Adopted Estimated Adjusted Adopted Actual Budget Expenditures Budget Budget Expenditures Description Professional/Contract $ - $ 135,800 $ 260,800 $ 301,846 $ 352,313 Operating Supplies 7,850 7,850 5,240 11,500 Repairs/Maintenance 45,600 Communications/Transportation 1,000 Rents/Utilities 1,313,280 1,313,280 1,274,483 1,196,517 Total Cost Center - 1590 $ - $ 1,456,930 $ 1,581,930 $ 1,581,569 $ 1,606,930 General Fund $ - $ 1,456,930 $ 1,581,930 $ 1,581,569 $ 1,606,930 % Change Adopted to Adopted 159.44% 46.50% N/A N/A -8.89% 10.30% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Significant Budget Changes Fiscal Year (FY) 2016-17 reflects one-time allocation for entrepreneurial and small business development professional services and building repair and maintenance. FY 2016-17 is offset by the reduction of FY 2015-16 one-time funding for a consultant study. 224 City of Chandler 2016-17 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 workers’ compensation and medical programs, as well as the dental, short-term disability and safety programs. Division: Cost Center: Human Resources 1250 2015-16 Human Resources Accomplishments  Increased the City’s participation in the annual biometric screening and health risk assessments from 25% in 2015 to 62% in 2016. This was a focused effort that will provide valid, aggregate data that will be used for the development of future wellness initiatives.  Engaged the services of a Wellness Strategy consultant to work with the City’s Wellness Coordinator in the development of a wellness strategy, evaluation of current programs, development of new programs, and measurement criteria.  Ensured compliance to the Affordable Healthcare Act (ACA) through the development of the 1095C forms that were required for the 2015 tax year as well as the required electronic transmission of this data to the Internal Revenue Service.  Completed a Request for Proposal (RFP) process for the City’s medical and prescription drug plan. In addition, completed a RFP process for the Flexible Spending Account and Employee Assistance Program benefit plans resulting in awards to new vendors resulting in cost savings for both plans.  Designed and delivered two professional development programs with the participation of 21 employees. Expanded opportunities for graduates to continue in professional development opportunities through guest speaker engagements, participation in the Connected City forum, and various networking meetings.  Designed a pilot mentoring program to further the City’s emphasis on professional development.  Designed and co-delivered the Citywide Customer Connection training.  Completed the design and delivery of the Human Resources Personnel File Web Portal that allows employees and supervisors to view employee personnel file documents on-line. This is part of the Division’s goal to utilize technology to improve the ability to provide employees with easy access to information and streamline Human Resources’ processes.  Successfully integrated the Municipal Utilities safety program and position into the citywide safety program.  Successfully recruited approximately 1,000 applicants for the City’s Mid-Decade Census.  Completed executive level recruitments vacated by retirements for the City Manager, Municipal Utilities Director, and Fire Chief.  Achieved the lowest recordable Occupational Safety and Health Administration (OSHA) injury rate in ten years.  Successfully negotiated four contracts with the City’s labor and trades, Fire, Police Officer, and Police Sergeant bargaining groups.  Completed an extensive, citywide review of Commercial Driver Licenses (CDL) to ensure that job descriptions were accurate regarding the requirement for the CDL licenses. 225 City of Chandler 2016-17 Adopted Budget General Government    Human Resources – 1250    2016-17 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. 2015-16 2013-14 2014-15 2015-16 Year End 2016-17 Measures Actual Actual Projected Estimate * Projected Personnel Action Requests (PAR) processed 3,636 4,200 4,088 4,150 4,212 (1) Number of classification/job studies conducted 231 34 20 50 40 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 191 203 219 219 220 Participants who rated training programs as satisfactory or higher 98% 98% 99% 98% 98% 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 56 54 50 70 60 Number of technology process improvements implemented to maximize the use of staff resources(2) N/A N/A 6 7 7 (1) (2) Fiscal Year (FY) 2013-14 included citywide classification studies for administrative and information technology positions. New measure effective FY 2015-16. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 226 City of Chandler 2016-17 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. 2015-16 2013-14 2014-15 2015-16 Year End 2016-17 Measures Actual Actual Projected Estimate * Projected Number of employment applications processed (1) 9,191 14,339(1) 12,500 14,500 14,500 Includes Tri-City Firefigher recruitment and Police recruitment. 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 Act (OSHA) requirements. 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(2) Lost personnel hours (2) OSHA recordable injuries (2) 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 550 721 650 583 550 4,400 5,768 5,200 4,664 4,400 129 112 110 95 90 Statistics based on calendar year due to measurement period and OSHA reporting requirements. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 227 City of Chandler 2016-17 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 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget $ 2,432,022 $ 2,343,383 $ 2,398,319 $ 2,375,000 $ 2,521,449 2,343,383 2,398,319 2,375,000 2,521,449 225,913 165,388 377,715 144,764 218,115 45,459 109,686 111,424 103,234 67,455 3,169 2,150 2,150 4,000 4,500 13,945 9,900 10,101 11,471 8,250 290,795 377,306 410,306 352,224 407,000 135,950 117,017 186,609 134,349 100,300 57,290 70,572 70,822 70,822 82,000 1,600 1,600 420 $ 3,204,542 $ 3,197,002 $ 3,569,046 $ 3,195,864 $ 3,409,489 $ 2,273,536 $ 1,922,636 $ 1,973,292 $ 1,968,694 $ 1,946,880 673,545 870,821 1,006,563 840,910 949,892 257,461 403,545 589,191 386,260 512,717 $ 3,204,542 $ 3,197,002 $ 3,569,046 $ 3,195,864 $ 3,409,489 * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. 228 % Change Adopted to Adopted 7.60% 7.60% N/A 31.88% -38.50% 109.30% -16.67% 7.87% -14.29% 16.19% -73.75% 6.65% City of Chandler 2016-17 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 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 Wellness Coordinator Workers Compensation Coordinator Total 2012-13 Revised 0 0 1 1 0 0 1 2 5 1 1 0 0 0 2 0 1 0 0 1 3 1 0 0 20 2013-14 Revised 0 1 0 1 1 1 0 2 5 0 1 2 0 0 0 0 0 0 0 1 3 1 0 1 20 2014-15 Revised 1 1 0 1 1 1 0 2 0 0 1 1 2 2 0 1 0 1 0 1 3 0 0 1 20 2015-16 Adopted 1 1 0 1 1 1 0 2 0 0 1 1 3 2 0 1 0 1 1 1 3 0 0 1 22 2015-16 Revised 1 1 0 1 1 1 0 2 0 0 1 1 3 2 0 1 0 1 1 1 3 0 1 1 23 2016-17 Adopted 1 1 0 1 1 1 0 2 0 0 1 1 3 2 0 1 0 1 1 1 3 0 1 1 23 Significant Budget and Staffing Changes During Fiscal Year (FY) 2015-16, one Wellness Coordinator position was added with the majority of funding coming from the Blue Cross Blue Shield of Arizona contract. FY 2016-17 reflects one-time funding in Operating Supplies for social media recruitment, an onboarding tool for new hires, and training room equipment replacements; and in Other Charges/Services for training related to the onboarding tool. FY 2016-17 also reflects ongoing funding increases in Operating Supplies for the employee service recognition program, in Communications/Transportation for telephone conference service in training rooms, and in Machinery and Equipment for the onboarding tool for new hires. The Workers Compensation Self Insurance Fund reflects one-time funding in Professional/Contract for a strategic assessment of the program, as well as ongoing funding increases in Insurance/Taxes for increased excess insurance premiums and increased taxes owed to the Industrial Commission of Arizona. The Medical Self Insurance Fund reflects an ongoing funding increase in Professional/Contract for outside administrative expenses for the trust, which is fully offset by funding from Blue Cross Blue Shield of Arizona. 229 City of Chandler 2016-17 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 2014-15 2015-16 2015-16 2015-16 2016-17 Actual Adopted Adjusted Estimated Adopted Expenditures Budget Budget Expenditures Budget $ 2,267,111 $ 1,718,000 $ 1,718,000 $ 2,300,000 $ 2,479,500 $ 2,267,111 $ 1,718,000 $ 1,718,000 $ 2,300,000 $ 2,479,500 $ 2,267,111 $ 1,718,000 $ 1,718,000 $ 2,300,000 $ 2,479,500 % Change Adopted to Adopted 44.32% 44.32% Significant Budget Changes The nature of self-insurance is unpredictable in that it requires estimating for expenses that may vary significantly from year to year. An actuarial analysis is completed each year to assist with the estimates and setting reserve levels. The Chandler Workers’ Compensation and Employer Liability Trust Board reviews rates and reserve levels annually and considers many factors to develop the contribution rates. The primary factor is keeping rates affordable while ensuring reserves are sufficient to maintain the health of the fund, which requires review of claim history to determine ongoing obligations versus one-time payouts. The Trust’s administration recommended increasing the annual ongoing contribution beginning July 1, 2015 from $2,209,000 to $3,339,900 (+51%) based on the increased activity in the Trust Fund and higher than normal onetime claims. City Council approved increased Workers’ Compensation rates through the Fiscal Year (FY) 2015-16 Adopted Budget to support the higher Trust Fund claim expenses and ensure adequate Trust Fund reserves for FY 2015-16. The increase in the Adopted Budget for FY 2016-17 reflects the anticipated higher level of claim expenses, but no change in the ongoing contribution to the fund was implemented. Council did approve a one-time transfer in of $1 million to reset the fund reserve level based on an updated actuarial report. 230 City of Chandler 2016-17 Adopted Budget General Government Division: Information Technology Service Delivery Management & Administration 1199 Information Technology (IT) is responsible for implementing, supporting, 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. IT’s Service Delivery Management & Administration Division is Cost Center: responsible for project management, business analysis, and computer applications training. This area also provides the overall financial management and administrative oversight for the entire division as well as citywide technology replacement funds and technology related project funding. Information Technology Overview 2014-15 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(1) $ One-time(1) Operating & Maintenance Capital - Major Total $ Staffing by Cost Center IT Service Delivery Mgmt & Admin IT Applications Support IT Infrastructure & Client Support Total (1) 2015-16 Adopted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget 1,716,636 $ 1,831,329 $ 3,330,300 3,876,246 2,682,743 2,768,099 53,398 158,695 386,861 2,735,629 465,122 1,242,408 8,635,060 $ 12,612,406 $ 1,947,894 $ 1,844,478 3,783,759 3,946,198 3,111,587 3,193,145 135,930 152,681 646,722 2,804,748 105,509 2,331,162 9,731,401 $ 14,272,412 6,323,599 $ 6,681,824 $ 6,677,886 $ 6,626,924 50,962 1,459,478 1,956,483 851,983 3,978,037 8,635,060 $ 12,612,406 $ 2014-15 Revised 14.000 18.000 20.000 52.000 2015-16 Adopted 13.000 20.000 20.000 53.000 Ongoing and One-time Personnel Services detail not availab le for 2014-15 Actual Expenditures. 231 0.72% 1.80% 15.36% -3.79% 2.53% 87.63% 13.16% 7,078,321 6,630,862 7,029,046 50,962 49,275 2,297,346 2,058,181 752,231 5,135,910 9,731,401 $ 14,272,412 2015-16 Revised 13.000 20.000 20.000 53.000 % Change Adopted to Adopted 6.07% -3.31% 5.20% 29.11% 13.16% % Change 2016-17 Adopted to Adopted Adopted 13.000 0.00% 20.000 0.00% 22.000 10.00% 55.000 3.77% City of Chandler 2016-17 Adopted Budget General Government    Information Technology Service Delivery Management & Administration – 1199    2015-16 Information Technology Accomplishments  Completed citywide network, security, and server replacements.  Continued to maintain City systems and applications with over 99% availability.  Completed a citywide Information Technology Assessment, identifying future underlying technology and resource investments.  Supported technology initiatives in multiple departments, including Police, Municipal Utilities, and others.  Implemented a new Energy Consumption Tracking System.  Implemented a new customer relationship management solution for Economic Development.  Implemented a new social media archiving solution.  Completed analysis for a new Enterprise Learning Management System.  Retired end-of-life applications to save maintenance costs.  Enhanced court systems to improve services and maintain statewide compliance.  Upgraded citywide system applications to maintain supportability and availability. 232 City of Chandler 2016-17 Adopted Budget General Government    Information Technology Service Delivery Management & Administration – 1199    2016-17 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. 2015-16 2013-14 2014-15 2015-16 Year End 2016-17 Measures Actual Actual Projected Estimate * Projected Percentage of IT projects utilizing the City standard project management system 90% 87% 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 85% 80% 85% 85% 85% Percentage of projects in alignment with IT Project Management Methodology 95% 95% 95% 95% 95% Number of training opportunities 401 373 424 416 415 Percentage of maintenance/support agreements completed before expiration date 98% 92% 95% 95% 95% * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 233 City of Chandler 2016-17 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 Office Furniture/Equipment Total Cost Center - 1199 General Fund 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget $ 1,612,863 $ 1,620,946 $ 1,651,733 $ 1,653,000 $ 1,651,768 1,620,946 1,651,733 1,653,000 1,651,768 10,494 14,385 74,820 8,088 50,212 22,108 18,360 56,538 56,488 19,160 27,651 124,868 170,718 149,548 71,468 17,190 24,200 25,041 22,200 22,200 25,760 28,570 58,570 58,570 29,670 569 $ 1,716,636 $ 1,831,329 $ 2,037,420 $ 1,947,894 $ 1,844,478 $ 1,716,636 $ 1,831,329 $ 2,037,420 $ 1,947,894 $ 1,844,478 * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. 234 % Change Adopted to Adopted 1.90% 1.90% N/A 249.06% 4.36% -42.77% -8.26% 3.85% N/A 0.72% City of Chandler 2016-17 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 Administrative Assistant Senior Management Analyst Senior Management Assistant Systems Analyst Total 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 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 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 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 0 1 0 0 13 2015-16 Revised 0 0 1 0 0 0 0 0 0 0 2 0 0 0 0 0 4 1 1 1 1 0 1 1 0 0 13 2016-17 Adopted 0 0 1 0 0 0 0 0 0 0 2 0 0 0 0 0 4 1 1 1 1 0 1 1 0 0 13 Significant Budget and Staffing Changes During Fiscal Year (FY) 2015-16, one Administrative Assistant was reclassified to Senior Administrative Assistant. FY 2016-17 reflects an ongoing funding increase in Repairs/Maintenance for software support and maintenance. 235 City of Chandler 2016-17 Adopted Budget General Government Division: Information Technology Applications Support 1200 Information Technology (IT) is responsible for implementing, supporting, and coordinating the use of technology across City departments to ensure that accurate and timely information is Cost Center: provided to residents, elected officials, management, and staff. IT’s Applications Support Division is responsible for maintaining, implementing, and supporting City applications and databases. This includes off-the shelf, customized, and City-developed applications and databases necessary to meet City operations and reporting requirements. 2016-17 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 industry best 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 citywide applications maintained at actively-supported versions of vendor software(1) Percentage of database availability maintained for core applications (1) 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 99% 98.5% 99% 99% 99% 84% 90% 88% 91% 90% 90% 91% 92% 91% 92% 73% 80% 91% 87% 91% 99% 99% 99% 99% 99% Resources could not keep up with the project demand starting in FY 2013-14. The Information Technology Oversight Committee did not accept new projects for FY 2015-16, so this maintenance effort should return to normal in FY 2015-16. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 236 City of Chandler 2016-17 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 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget $ 2,324,171 $ 2,625,138 $ 2,789,359 $ 2,558,000 $ 2,708,192 2,625,138 2,789,359 2,558,000 2,708,192 74,613 146,000 44,000 43,000 197,000 468 2,914 2,914 3,964 2,964 899,865 965,494 1,040,954 1,040,954 1,002,577 7,551 9,500 9,500 9,500 11,000 15,227 20,700 21,841 21,841 19,965 3,906 102,000 102,000 102,000 4,500 4,500 4,500 4,500 4,500 $ 3,330,300 $ 3,876,246 $ 4,015,068 $ 3,783,759 $ 3,946,198 $ 3,330,300 $ 3,876,246 $ 4,015,068 $ 3,783,759 $ 3,946,198 % Change Adopted to Adopted 3.16% 3.16% N/A 34.93% 1.72% 3.84% 15.79% -3.55% -100.00% 0.00% 1.80% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. 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 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 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 2015-16 Revised 1 0 0 0 1 1 0 0 1 3 0 1 4 1 0 7 0 0 0 0 0 20 2016-17 Adopted 1 0 0 0 1 1 0 0 1 3 0 1 4 1 0 7 0 0 0 0 0 20 Significant Budget and Staffing Changes During Fiscal Year 2015-16, one IT Programmer was reclassified to IT Programmer/Analyst, and one IT Senior Service Delivery Analyst position was renamed IT Senior Programmer/Analyst. 237 City of Chandler 2016-17 Adopted Budget General Government Information Technology (IT) is responsible for implementing, supporting, and coordinating the use of technology across City departments to ensure that accurate and timely information is Cost Center: provided to residents, elected officials, management, and staff. IT’s Infrastructure & Client Support Division is responsible for maintaining and supporting the City’s network, telephony, server, web, messaging, and storage operations. This area provides end user device support including device deployment and repair, computer application deployment and license management, and standard office application support. This area is also responsible for citywide technology security practices and administration. Division: IT Infrastructure & Client Support 1280 2016-17 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. 2015-16 2013-14 2014-15 2015-16 Year End Measures Actual Actual Projected Estimate * Number of quarterly security assessments performed on City systems to identify risks 4 3 4 4 2016-17 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 3,843 3,750 4,000 4,100 4,000 80% 80% 80% 80% 80% 98% 75%(1) 98% 80% 85% 98% 96% 99% 97% 98% 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 99% 99% 99% 99% 99% 98% 98% 98% 98% 98% 99% 99% 99% 99% 99% 3 2 3 3 3 80% 80% 80% 80% 80% 75% 75% 85% 85% 85% (1) The decrease in Fiscal Year 2014-15 is due to implementation of security audit recommended changes. Once the changes were implemented, subsequent years’ percentages are anticipated to increase until achieving the prior high compliance percentage. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 238 City of Chandler 2016-17 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 Rents/Utilities Other Charges/Services Machinery/Equipment Capital Replacement Total Cost Center - 1280 General Fund 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget $ 2,386,565 $ 2,431,802 $ 2,491,585 $ 2,470,824 $ 2,718,361 2,380,840 2,440,623 2,419,862 2,669,086 50,962 50,962 50,962 49,275 44,889 19,400 105,925 179,567 19,400 43,435 47,885 56,577 59,980 46,457 75,976 69,388 129,003 129,764 144,114 41,895 103,128 151,586 148,347 125,037 12,512 12,512 31,593 28,700 28,700 31,200 73,200 55,463 64,870 64,870 76,467 63,650 2,926 2,926 2,926 2,926 2,926 $ 2,682,743 $ 2,768,099 $ 3,043,684 $ 3,111,587 $ 3,193,145 $ 2,682,743 $ 2,768,099 $ 3,043,684 $ 3,111,587 $ 3,193,145 * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. 239 % Change Adopted to Adopted 11.78% 12.11% -3.31% 0.00% -2.98% 107.69% 21.24% N/A 155.05% -1.88% 0.00% 15.36% City of Chandler 2016-17 Adopted Budget General Government    Information Technology Infrastructure & Client Support – 1280    Authorized Positions Position Title IT Communications Coordinator IT Desktop Specialist IT Desktop Technician IT Infrastructure Manager IT Messaging Analyst IT Network Analyst IT Network Technician IT Principal Systems Specialist IT Programmer/Analyst 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 2012-13 Revised 1 2 3 1 0 2 0 2 0 0 0 1 0 1 0 1 0 2 0 16 2013-14 Revised 1 2 3 1 1 2 0 2 0 1 1 1 0 1 0 1 0 2 1 20 2014-15 Revised 0 0 0 1 1 1 1 2 0 1 1 0 2 1 2 1 3 2 1 20 2015-16 Adopted 0 0 0 1 1 1 1 2 0 1 1 0 2 1 2 1 3 2 1 20 2015-16 Revised 0 0 0 1 1 1 1 2 0 1 1 0 2 1 2 1 3 2 1 20 2016-17 Adopted 0 0 0 1 1 1 1 2 1 1 1 0 2 1 2 1 4 2 1 22 Significant Budget and Staffing Changes Fiscal Year (FY) 2016-17 reflects the addition of one IT Programmer/Analyst position and one IT Service Desk Technician position with associated one-time and ongoing increases in operations and maintenance funding. In addition, FY 2016-17 reflects a one-time addition to Personnel for temporary IT Help Desk support. FY 2016-17 reflects one-time funding increases in Professional/Contract for the IBM Domino application migration and in Other Charges/Services for cyber security malware protection. FY 2016-17 also reflects ongoing funding increases in Communications/Transportation for the City’s primary internet connection and permanent transfers from cost center 1286, ITOC Operations, for fully implemented ITOC projects. 240 City of Chandler 2016-17 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. 2016-17 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. Measures Percentage of projects and targets completed on time and within budget Percentage of quarterly targets met for projects Percentage of projects adhering to IT Project Management Methodology Percentage of IT projects prioritized and reviewed on a quarterly basis 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 85% 85% 85% 87% 87% 78% 80% 85% 85% 85% 95% 92% 95% 95% 95% 95% 95% 95% 95% 95% * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 241 City of Chandler 2016-17 Adopted Budget General Government    ITOC Operations – 1286    Budget Summary Description Operating Supplies Repairs/Maintenance Total Cost Center - 1286 General Fund 2014-15 2015-16 2015-16 Actual Adopted Adjusted Expenditures Budget Budget $ 33,661 $ - $ 19,737 158,695 171,477 $ 53,398 $ 158,695 $ 171,477 $ 53,398 $ 158,695 $ 171,477 2015-16 2016-17 Estimated Adopted Expenditures Budget $ 430 $ 135,500 152,681 $ 135,930 $ 152,681 $ 135,930 $ 152,681 % Change Adopted to Adopted N/A -3.79% -3.79% Significant Budget Changes Fiscal Year (FY) 2016-17 reflects an ongoing increase in Repairs/Maintenance for the Learning Management System Replacement ITOC project, which is offset by permanent transfers of maintenance funds for fully implemented ITOC projects to cost center 1070, Communications and Public Affairs, cost center 1280, IT Infrastructure & Client Support, cost center 1520, Economic Development, and cost center 3200, Buildings and Facilities. 242 City of Chandler 2016-17 Adopted Budget General Government Division: Cost Center: Information Technology Oversight Committee (ITOC) Capital 1285 Capital Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Communications/Transportation Other Charges/Services Contingencies/Reserves Machinery/Equipment Office Furniture/Equipment Total Cost Center - 1285 General Gov't Capital Projects Fund Water Operating Fund Wastewater Operating Fund Solid Waste Operating Fund Grand Total 2014-15 Actual Expenditures $ $ $ $ 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 525 $ - $ - $ 192,010 546,049 1,651,505 70,581 6,238 27,805 21,403 82,701 39,827 1,754,580 179,228 13,239 425,000 932,569 10,000 386,861 $ 2,735,629 $ 2,830,770 $ 268,990 $ 2,712,625 $ 2,792,508 $ 78,519 22,437 21,644 27,429 492 9,620 11,923 75 6,998 386,861 $ 2,735,629 $ 2,830,770 $ 2016-17 Adopted Budget - $ 184,940 339,700 58,113 1,750 2,184,048 401,919 281,000 646,722 $ 2,804,748 637,722 $ 2,775,486 21,644 9,000 620 6,998 646,722 $ 2,804,748 % Change Adopted to Adopted N/A N/A N/A -37.79% N/A N/A N/A 24.48% -33.88% -100.00% 2.53% * Ongoing and One-time Personnel Services detail not available for 2014-15 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) 2016-17 incorporates the carryforward of unexpended program funding from FY 2015-16. Detail on the capital program is available in the 2017-2026 Capital Improvement Program. 243 City of Chandler 2016-17 Adopted Budget General Government Division: Cost Center: Information Technology Citywide Infrastructure Support Capital 1287 Capital Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Communications/Transportation Other Charges/Services Contingencies/Reserves Building/Improvements Machinery/Equipment Office Furniture/Equipment Capital Replacement Total Cost Center - 1287 General Gov't Capital Projects Fund 2014-15 Actual Expenditures $ $ $ 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2,140 $ - $ - $ 330,073 129,450 948,738 326 237 10,120 962,958 6,326 116,137 90,670 150,000 197,680 465,122 $ 1,242,408 $ 1,237,325 $ 465,122 $ 1,242,408 $ 1,237,325 $ 2016-17 Adopted Budget 3,755 $ 3,755 101,016 172,000 238 500 268,000 1,131,816 174,000 478,000 107,346 105,509 $ 2,331,162 105,509 $ 2,331,162 % Change Adopted to Adopted N/A N/A N/A 32.87% N/A N/A N/A 17.54% N/A N/A 218.67% N/A 87.63% * Ongoing and One-time Personnel Services detail not available for 2014-15 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) 2016-17 incorporates the carryforward of unexpended program funding from FY 2015-16. Detail on the capital program is available in the 2017-2026 Capital Improvement Program. 244 City of Chandler 2016-17 Adopted Budget General Government 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 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  Completed the Adaptive Reuse Overlay District Ordinance to facilitate the redevelopment of existing buildings around the downtown core.  Successfully completed the multi-year General Plan Update.  Coordinated the Airport Commission Land Use Subcommittee to enhance the implementation of the Subcommittee’s focus.  Successfully coordinated and completed the Mid-Decade Census.  Reviewed internal processes and restructured staff duties to provide knowledge transfers and promote greater efficiencies. 2016-17 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. 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 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 70% 80% 80% 80% 80% 126 102 120 164 130 * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 245 City of Chandler 2016-17 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. 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 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 1,887 1,720 1,900 1,800 1,800 Percentage of plan reviews completed within 20-day turnaround time 98% 98% 97% 96% 96% Percentage of field inspections completed within 24 hours 98% 98% 98% 98% 98% Goal: Provide professional recommendations regarding future growth and development, technical information, and demographics to City Council and citizen advisory task forces. Supports Priority Based Budgeting Goal(s): Safe Community; Effective Transportation; Healthy and Attractive Community; Sustainable Economic Health. 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 (1) 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 0(1) 5 3 3 3 2 1 1 1 1 The actual number for Fiscal Year 2013-14 is 3 – clerical oversight. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 246 City of Chandler 2016-17 Adopted Budget General Government    Planning – 1510    Goal:(1) Provide administrative leadership and coordination of department activities. Supports Priority Based Budgeting Goal(s): Safe Community; Healthy and Attractive Community; Sustainable Economic Health. Objectives:(1)  Provide management oversight of high-profile projects in the development process.  Establish interdivisional teams to facilitate and coordinate large projects. Measures(1) Number of high-profile and expedited projects submitted for review Percentage of reviews for these projects completed within 10 working days (1) 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 126 185 180 N/A N/A 100% 100% 100% N/A N/A Goal, Objectives, and Measures are moved to the Transportation & Development Department, cost center 1530, Development Services, effective Fiscal Year (FY) 2015-16. Goal:(2) Promote continuing education and professional development for department employees to keep current on technical requirements. Supports Priority Based Budgeting Goal(s): Good Governance. Objective:(2)  Ensure that a minimum of 80% of employees receive professional training each year. 2015-16 2013-14 2014-15 2015-16 Year End Measure(2) Actual Actual Projected Estimate * Percentage of employees participating in training opportunities 100% 100% 100% N/A (2) Goal, Objective, and Measure eliminated effective FY 2015-16. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 247 2016-17 Projected N/A City of Chandler 2016-17 Adopted Budget General Government    Planning – 1510    Budget Summary 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget Description Personnel Services Total Personnel $ 1,561,115 $ 1,499,359 $ 1,602,442 $ 1,614,200 $ 1,609,273 Ongoing* 1,499,359 1,602,442 1,614,200 1,532,272 One-time* 77,001 Professional/Contract 33,821 82,000 10,855 3,440 5,855 Operating Supplies 9,605 46,877 46,877 24,275 47,117 Repairs/Maintenance 4,111 9,140 9,140 4,400 9,140 Communications/Transportation 7,736 9,901 10,150 8,780 10,150 Other Charges/Services 2,234 8,042 8,042 10,000 8,042 Capital Replacement 4,838 4,838 4,838 4,838 4,838 Total Cost Center - 1510 $ 1,623,460 $ 1,660,157 $ 1,692,344 $ 1,669,933 $ 1,694,415 General Fund $ 1,623,460 $ 1,660,157 $ 1,692,344 $ 1,669,933 $ 1,694,415 % Change Adopted to Adopted 7.33% 2.20% N/A -92.86% 0.51% 0.00% 2.51% 0.00% 0.00% 2.06% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title City Planner Executive Assistant GIS Technician II Planning Administrator Planning Manager Principal Planner Senior Administrative Assistant Senior Planner Senior Site Development Inspector Site Development Coordinator Site Development Inspector Site Development Plans Examiner Total 2012-13 Revised 2 2 1 1 1 1 0 1 1 1 1 2 14 2013-14 Revised 2 2 1 1 1 1 0 1 1 1 1 2 14 2014-15 Revised 1 0 1 1 1 1 2 2 1 1 2 2 15 2015-16 Adopted 1 0 1 1 1 1 2 2 1 1 1 2 14 2015-16 Revised 1 0 1 1 1 1 2 2 1 1 1 2 14 Significant Budget and Staffing Changes Fiscal Year 2016-17 reflects a one-time addition to personnel for temporary on-call inspection services. 248 2016-17 Adopted 1 0 1 1 1 1 2 2 1 1 1 2 14 City of Chandler 2016-17 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 249 City of Chandler 2016-17 Adopted Budget Community & Neighborhood Services The table below depicts the breakdown by division for the Fiscal Year 2016-17 Community & Neighborhood Services Department Budget. 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 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget % Change Adopted to Adopted $ - $ 900,520 $ 938,928 $ 678,869 Neighborhood Resources (1) (1) 1,277,658 1,328,095 1,219,237 Code Enforcement Administration 516,215 Aquatics 3,457,650 3,775,887 3,888,107 4,081,765 Park Development & Operations 7,740,775 8,326,634 8,660,679 8,314,033 Recreation 1,133,539 1,369,811 1,393,217 1,362,770 Sports & Fitness Facilities 2,078,012 2,358,996 2,372,100 2,533,440 Nature & Recreation Facilities 1,460,444 1,685,509 1,720,985 1,740,835 Parks Capital 4,982,659 12,634,432 3,652,187 11,174,301 12,975,452 10,268,552 12,941,727 Housing & Redevelopment(1) (1) 4,088,862 4,303,606 4,575,021 Community Development Total $ 21,369,295 $ 49,393,761 $ 38,526,456 $ 48,621,998 Expenditures by Category Personnel & Benefits Total Personnel Ongoing(2) (2) One-time Operating & Maintenance Capital - Major $ 13,841,440 $ 14,698,038 $ 14,805,665 $ 15,204,692 14,695,238 14,802,865 15,199,591 Neighborhood Resources (1) Code Enforcement(1) Administration Aquatics Park Development & Operations Recreation Sports & Fitness Facilities Nature & Recreation Facilities Housing & Redevelopment(1) Community Development(1) Total (2) -1.56% 3.43% 2,800 2,800 5,101 2,545,196 22,061,291 20,068,604 22,243,005 4,982,659 12,634,432 3,652,187 11,174,301 Total $ 21,369,295 $ 49,393,761 $ 38,526,456 $ 48,621,998 Staffing by Cost Center (1) -24.61% -4.57% N/A 8.10% -0.15% -0.51% 7.39% 3.28% -11.56% -0.26% 11.89% 2014-15 Revised 0.000 0.000 3.000 15.750 53.000 8.375 17.125 13.875 0.000 0.000 2015-16 Adopted 6.800 12.500 0.000 15.750 54.000 8.375 17.125 13.875 23.200 6.000 2015-16 Revised 6.800 12.500 0.000 15.750 54.000 8.375 17.125 13.875 23.500 5.700 111.125 157.625 157.625 82.18% 0.82% -11.56% -1.56% % Change 2016-17 Adopted to Adopted Adopted 5.000 -26.47% 12.500 0.00% 0.000 N/A 16.750 6.35% 54.000 0.00% 8.375 0.00% 17.375 1.46% 13.875 0.00% 23.500 1.29% 7.500 25.00% 158.875 Effective July 1, 2015, Neighborhood Resources Divisions transferred from General Government to the newly created Community & Neighborhood Services Department. Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. 250 0.79% City of Chandler 2016-17 Adopted Budget Community & Neighborhood Services 2015-16 Community & Neighborhood Services Accomplishments  Facilitated two Mayor’s Listening Tour meetings and the Mayor’s Homeowner Association (HOA) Summit, and conducted two Traditional Neighborhood and two HOA Academies.  Resident participation in Traditional Neighborhood Academies resulted in 19 neighborhood sign toppers installed in 5 neighborhoods. The City has installed a total of 103 toppers in 27 neighborhoods since 2012.  Abated more than 800 graffiti incidents covering more than 91,000 square feet.  Developed education and enforcement approach for alley maintenance issues and educated more than 7,000 property owners of requirements.  Provided swim lessons for 9,490 participants through the Aquatics Learn to Swim program and received grant awards totaling $6,000 to provide water safety and swim lessons.  Partnered with the Chandler Christian Community Center’s “Get into the Swim of It” program and awarded swim lessons to 89 children.  Earned the national designation Tree City USA for the 3rd consecutive year.  Constructed Citrus Vista Park and the Downtown Stage. Completed upgrades at Folley Park, Americans with Disabilities Act improvements at Desert Oasis Aquatic Center, installed artificial turf at Nozomi Aquatic Center, and installed ballfield shade at Desert Breeze and Espee Parks.  The Arizona Parks and Recreation Association (APRA) awarded Mayor Jay Tibshraeny the 2015 Outstanding Public Official Award.  For the tenth consecutive year, Chandler earned the national designation Playful City USA.  The Chandler Tennis Center received the United States Tennis Association’s highest tennis facility honor, being named the 2015 Featured Facility Award winner.  Fourteen nonprofit organizations were awarded funding totaling $30,000 through the City of Chandler’s Special Event Sponsorship program.  Provided housing assistance to 805 families and case management for Family Self-Sufficiency to 145 families.  Community Development rehabilitated 10 houses resulting in the repair or replacement of electrical, plumbing, roofing, heating and cooling, and other major systems.  Added two new non-federal affordable housing units (duplex) to the City inventory.  Enhanced programming of For Our City – Chandler including the expansion of the Interfaith Homeless Emergency Lodging Program (IHELP) to seven days per week, continued improvements and partnerships with Operation Back to School, and coordinated the annual citywide Volunteer Recognition breakfast.  Administered $1.1 million in General Fund and $1.2 million in Community Development Block Grant funding to provide services through partnerships with 57 social service programs.  Continued support of diverse organizations and activities to include 22 diversity events, 19 school partnerships, over 2,700 student participants with a total attendance of over 19,000. 251 City of Chandler 2016-17 Adopted Budget Community & Neighborhood Services Division: Cost Center: Neighborhood Resources’ mission is to strengthen and Neighborhood Resources 1060 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 helps maintain a healthy and strong community. Neighborhood Resources administers programs and services that enhance and sustain neighborhoods throughout the City of Chandler. 2016-17 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 2013-14 Actual 7 299 2014-15 Actual 7 308 2015-16 Projected 15 320 2015-16 Year End Estimate * 15 320 2016-17 Projected 15 320 1,419 1,475 1,475 1,485 1,495 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 (1) 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 587 702(1) 680 690 695 18 18 17 17 17 8 11 10 10 10 The Traditional Neighborhood Academy had a peak in attendance during FY 2014-15. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 252 City of Chandler 2016-17 Adopted Budget Community & Neighborhood Services    Neighborhood Resources – 1060    Goal:(1) 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:(1)  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. 2015-16 2013-14 2014-15 2015-16 Year End 2016-17 Actual Actual Projected Estimate * Projected Measures(1) Number of neighborhood programs and staff led volunteer projects 5 5 5 5 N/A Number of participants involved in the volunteer projects 458 494 250 400 N/A Number of partnerships with corporate, social, non-profit, and faith-based groups 97 101 104 104 N/A Number of initiatives completed through these partnerships 8 8 8 8 N/A (1) Goal, Objectives, and Measures moved to cost center 4700, Community Development, effective Fiscal Year (FY) 2016-17. Goal:(2) 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:(2)  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(2) Diversity events held in the City Community group partners Students reached through diversity programs School partners (2) (3) 2013-14 Actual 27 24 2014-15 Actual 27 25 2015-16 Projected 24 22 2015-16 Year End Estimate * 22 28 2016-17 Projected N/A N/A 4,769 18 9,826(3) 14 3,000 15 2,641 18 N/A N/A Goal, Objectives, and Measures moved to cost center 4700, Community Development, effective Fiscal Year (FY) 2016-17. 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. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 253 City of Chandler 2016-17 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 Machinery/Equipment Office Furniture/Equipment Total Cost Center - 1060 General Fund 2014-15 Actual Expenditures $ $ $ 596,321 $ 37,869 5,103 1,610 6,492 351 1,055 648,802 $ 648,802 $ 2015-16 Adopted Budget 2015-16 Adjusted Budget 770,471 $ 770,471 29,799 7,674 3,800 6,220 600 81,956 900,520 $ 900,520 $ 2015-16 Estimated Expenditures 790,062 $ 790,062 98,480 9,086 3,800 6,339 600 81,956 990,323 $ 990,323 $ 2016-17 Adopted Budget 736,139 $ 736,139 98,655 7,973 4,532 6,964 83,165 1,500 938,928 $ 938,928 $ 572,587 572,587 17,202 6,959 53,250 6,500 500 2,921 18,950 678,869 678,869 % Change Adopted to Adopted -25.68% -25.68% N/A -42.27% -9.32% 1301.32% 4.50% -16.67% -96.44% N/A N/A -24.61% * Ongoing and One-time Personnel Services detail not available for 2014-15 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 Neighborhood Programs Supervisor Senior Management Analyst Total 2012-13 Revised 0 1 0.8 0.45 0.6 0 1 1 0 0 4.85 2013-14 Revised 0 1 0.8 0.45 0.9 0 1 1 0 0 5.15 2014-15 Revised 0 1 0.8 0.45 0.9 1 0 1 0 0 5.15 2015-16 Adopted 1 1 0.8 0 0 2 0 1 0 1 6.8 2015-16 Revised 1 1 0.8 0 0 2 0 0 1 1 6.8 2016-17 Adopted 1 0 0 0 0 2 0 0 1 1 5 Significant Budget and Staffing Changes During Fiscal Year (FY) 2015-16, one Neighborhood Programs Coordinator position was reclassified to Neighborhood Programs Supervisor. Effective July 1, 2016, the Community Resource Coordinator position and 0.8 FTE of the Community Resources/Diversity Manager are transferred to cost center 4700, Community Development. FY 2016-17 includes one-time funding for Wi-Fi access and Neighborhood Programs Tool Trailer, along with the transfer of the ongoing funding of the Diversity program to cost center 4700, Community Development. 254 City of Chandler 2016-17 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. 2016-17 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.  Respond to code enforcement complaints within an overall average of 24 hours.  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 days to graffiti abatement Percentage of self-initiated cases From complaint receipt, number of days to first inspection 2013-14 Actual 6,802 2014-15 Actual 6,135 2015-16 Projected 9,500 2015-16 Year End Estimate * 9,000 2016-17 Projected 9,000 1 42% 1 50% 1 51% 1 51% 1 51% 3 3 1 2 2 * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 255 City of Chandler 2016-17 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) neighborhood action plans.  Provide a Code Enforcement overview/update to other City Departments to promote continued collaboration and awareness of code enforcement activities and services. 2015-16 2013-14 2014-15 2015-16 Year End 2016-17 Measures Actual Actual Projected Estimate * Projected Number of neighborhood action planning processes in tandem with neighborhood programs 6 15(1) 4 8 8 Number of code enforcement overview/updates provided to other City departments 5 2 5 2 2 (1) In FY 2014-15, the demand for meetings increased and sufficient staff was available to attend. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 256 City of Chandler 2016-17 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 Office Furniture/Equipment Capital Replacement Total Cost Center - 1061 General Fund 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget $ 925,180 $ 1,041,466 $ 1,059,533 $ 938,878 $ 1,076,965 1,041,466 1,059,533 938,878 1,076,965 38,267 28,231 243,944 178,587 26,001 59,950 61,645 62,144 62,027 55,595 3,886 2,800 4,300 4,600 3,300 10,114 11,500 11,761 11,602 18,600 1,000 1,500 1,500 1,500 1,500 3,632 2,500 2,500 3,864 2,010 24,145 93,300 93,300 92,300 500 7 21 50 22,146 34,716 34,716 34,716 34,716 $ 1,088,327 $ 1,277,658 $ 1,513,698 $ 1,328,095 $ 1,219,237 $ 1,088,327 $ 1,277,658 $ 1,513,698 $ 1,328,095 $ 1,219,237 % Change Adopted to Adopted 3.41% 3.41% N/A -7.90% -9.81% 17.86% 61.74% 0.00% -19.60% -99.46% N/A 0.00% -4.57% * Ongoing and One-time Personnel Services detail not available for 2014-15 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 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 Revised 1 0 6 0 1 1 2.5 11.5 2015-16 Adopted 1 0 6 1 1 1 2.5 12.5 2015-16 Revised 1 0 6 1 1 1 2.5 12.5 2016-17 Adopted 1 0 6 1 1 1 2.5 12.5 Significant Budget and Staffing Changes Fiscal Year (FY) 2016-17 reflects the reduction for the graffiti abatement vehicle which was reflected as one-time funding in the FY 2015-16 Adopted Budget. 257 City of Chandler 2016-17 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 2016-17 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 better(1)(2) Cost of service provision per resident(3) Number of full-time equivalency staff per 1,000 population (1) (2) (3) (4) 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 92% 99% N/A(4) N/A(4) N/A(4) $101.70 $101.53 N/A(4) N/A(4) N/A(4) 0.78 FTE 0.77 FTE N/A(4) N/A(4) N/A(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 dissolved effective July 1, 2015 as a result of the merge with Neighborhood Resources. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 258 City of Chandler 2016-17 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 2014-15 Actual Expenditures $ $ $ 2015-16 Adopted Budget 470,642 $ 40,000 2,403 1,248 665 1,257 516,215 $ 516,215 $ 2015-16 Adjusted Budget - $ - $ - $ 2015-16 Estimated Expenditures - $ - $ - $ 2016-17 Adopted Budget - $ - $ - $ % Change Adopted to Adopted - N/A N/A N/A N/A N/A N/A N/A N/A N/A * Ongoing and One-time Personnel Services detail not available for 2014-15 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 2012-13 Revised 1 0 0 1 0 2 4 2013-14 Revised 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 2015-16 Revised 0 0 0 0 0 0 0 2016-17 Adopted 0 0 0 0 0 0 0 Significant Budget and Staffing Changes 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. 259 City of Chandler 2016-17 Adopted Budget Community & Neighborhood Services Aquatics 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 improvements to the aquatic centers. Aquatics 4520 Division: Cost Center: 2016-17 Performance Measurements Goal: Provide the highest possible standards in relation to health, safety, and public welfare in the installation, maintenance, and operation of the aquatic facilities per Maricopa County Environmental Health Code - Chapter VI, "Bathing Places - Public and Semipublic Swimming Pools.” Provide comprehensive leisure and educational aquatic programming opportunities. Supports Priority Based Budgeting Goal(s): Leisure, Culture, and Education; Healthy and Attractive Community Objectives:  Maintain an overall enrollment success rate of 85% on the Learn to Swim lesson program.  Provide water safety education through swim lessons, swim teams, and certification and training programs.  Facilitate and coordinate the three intergovernmental agreements with the Chandler, Tempe, and Mesa School Districts.  Continue to extend outreach programs to promote the use of our aquatic centers through U.S.A. Swimming programs, U.S.A. Synchronized Swimming programs, and high school swimming and diving teams. Measures Overall enrollment success rate on swimming classes 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 89% 90% 88% 89% 89% Annual swimming lesson attendance 9,161 9,414 9,500 9,400 9,400 Annual recreational swim attendance 302,862 287,830 300,500(1) 282,993 282,000 98% 98% 98% 98% 98% Overall customer satisfaction(2) (1) (2) The implementation of ActiveNet resulted in a process change that caused a slight deviation in tracking attendance. Customer satisfaction surveys are distributed at the close of each lesson session and all other swim programs. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 260 City of Chandler 2016-17 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 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget % Change Adopted to Adopted $ 2,457,775 $ 2,608,286 $ 2,661,644 $ 2,673,505 $ 2,786,855 2,608,286 2,661,644 2,673,505 2,786,855 44,518 45,236 46,838 52,265 136,101 407,548 389,486 429,671 430,353 397,334 173,337 188,778 211,383 197,863 189,778 14,473 23,909 24,025 18,725 26,125 500 1,750 1,750 1,750 1,750 268,709 359,425 359,425 359,245 383,425 66,826 137,748 138,293 131,132 139,128 12,695 10,000 12,281 12,000 10,000 11,269 11,269 11,269 11,269 11,269 $ 3,457,650 $ 3,775,887 $ 3,896,579 $ 3,888,107 $ 4,081,765 $ 3,454,194 $ 3,770,084 $ 3,890,776 $ 3,882,304 $ 4,073,389 3,457 5,803 5,803 5,803 8,376 $ 3,457,650 $ 3,775,887 $ 3,896,579 $ 3,888,107 $ 4,081,765 6.85% 6.85% N/A 200.87% 2.01% 0.53% 9.27% 0.00% 6.68% 1.00% 0.00% 0.00% 8.10% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title Administrative Assistant (0.75 FTE position) Administrative Specialist (0.75 FTE position) Aquatics Maintenance Helper Aquatics Maintenance Supervisor Aquatics Maintenance Technician Aquatics Superintendent Customer Service Representative Facility Support Specialist Lifeguard II (0.75 FTE positions) Recreation Coordinator I Recreation Coordinator II Recreation Leader III-Pool Manager Total 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 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 2015-16 Revised 0.75 0 1 1 3 1 1 0 3 0 4 1 15.75 2016-17 Adopted 0.75 0 1 1 3 1 1 0 3 1 4 1 16.75 Significant Budget and Staffing Changes Fiscal Year (FY) 2016-17 reflects the addition of one Recreation Coordinator I position with associated ongoing operations and maintenance funding. FY 2016-17 includes one-time funding for an Aquatic Maintenance services contract and ongoing funding for the Lap Swim program at Desert Oasis Aquatic Center. 261 City of Chandler 2016-17 Adopted Budget Community & Neighborhood Services Park Development and Operations Division is responsible for parkland acquisition, park planning/ design/development, and the maintenance of 1,242.19 Cost Center: acres of developed parkland at 65 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. Park Development and Operations 4530 Division: 2016-17 Performance Measurements Goal: Acquire and develop parks to meet the recreational and open space needs of Chandler citizens. Supports Priority Based Budgeting Goal(s): Healthy and Attractive Community; Leisure, Culture, and Education Objectives:  Acquire land for future park needs.  Design, develop, and/or renovate park facilities.  Work with Chandler citizens on the design and development/renovation of Chandler parks. Measures Number of parks developed and/or renovated 2013-14 Actual 2014-15 Actual 19 19 2015-16 Projected 2015-16 Year End Estimate * 15 14 2016-17 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 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected Number of fertilization applications per year 132 189 192 192 195 Number of pre-emergent applications per year 178 238 247 310(1) 314 (1) Effective Fiscal Year 2015-16, the number of pre-emergent applications increased as a result of the development of Centennial, Valencia, and Citrus Vista Parks. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 262 City of Chandler 2016-17 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 Capital Replacement Total Cost Center - 4530 General Fund Parks & Recreation Trust Fund Grand Total 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget $ 3,845,538 $ 4,054,315 $ 4,139,988 $ 4,171,428 $ 4,093,990 4,054,315 4,139,988 4,171,428 4,093,990 136,757 138,839 212,291 212,290 217,919 655,676 833,604 875,351 860,493 833,604 855,319 1,160,702 1,216,614 1,185,071 1,111,902 9,537 17,368 17,991 18,041 19,412 3,500 4,000 4,000 4,000 4,000 1,978,887 1,871,908 1,880,049 1,880,049 1,871,908 25,963 16,600 16,600 28,143 16,600 32 120,985 113,400 185,266 184,933 28,800 101 333 144 108,335 115,898 115,898 115,898 115,898 $ 7,740,775 $ 8,326,634 $ 8,664,048 $ 8,660,679 $ 8,314,033 $ 7,729,100 $ 8,283,634 $ 8,621,048 $ 8,652,538 $ 8,291,033 11,675 43,000 43,000 8,141 23,000 $ 7,740,775 $ 8,326,634 $ 8,664,048 $ 8,660,679 $ 8,314,033 * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. 263 % Change Adopted to Adopted 0.98% 0.98% N/A 56.96% 0.00% -4.20% 11.77% 0.00% 0.00% 0.00% N/A -74.60% N/A N/A 0.00% -0.15% City of Chandler 2016-17 Adopted Budget Community & Neighborhood Services    Park Development and Operations – 4530    Authorized Positions Position Title Administrative Assistant 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 2012-13 Revised 0 1 1 28 8 1 1 6 1 1 0 3 1 0 52 2013-14 Revised 0 1 1 28 8 1 1 6 1 1 1 3 1 0 53 2014-15 Revised 0 0 1 28 8 1 1 6 1 1 1 3 1 1 53 2015-16 Adopted 0 0 1 28 8 1 1 6 1 2 1 3 1 1 54 2015-16 Revised 1 0 1 28 8 1 1 6 1 2 1 4 0 0 54 2016-17 Adopted 1 0 1 28 8 1 1 6 1 2 1 4 0 0 54 Significant Budget and Staffing Changes During Fiscal Year (FY) 2015-16, one Senior Administrative Assistant position was reclassified to Administrative Assistant and one Recreation Coordinator II position was renamed to Parks Maintenance Supervisor. FY 2016-17 reflects a one-time funding allocation for contract services for a Parks Maintenance Technician along with a reduction for the one-time vehicles and maintenance equipment funded in FY 2015-16. Ongoing operations funding has been increased for landscaping maintenance for parks and fire stations. 264 City of Chandler 2016-17 Adopted Budget Community & Neighborhood Services Recreation provides a year-round program that includes Recreation 4550 Division: Cost Center: coordinating adult sports leagues and tournaments, youth sport camps, special events, instructional classes, 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. 2016-17 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 User satisfaction rate(1) 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 98% 98% 98% 98% 98% 41,797 43,658 42,250 44,500 46,000 113 166 175 181 185 Donations/sponsorships $56,429 $54,463 $50,000 $56,000 $60,275 Recreation programs participation 163,364 161,696 164,421 168,815 170,645 Volunteer hours Scholarships awarded (1) User satisfaction rate is calculated annually based on user surveys. The surveys cover all recreational programs and facilities. *2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 265 City of Chandler 2016-17 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 Office Furniture/Equipment Park Improvements Capital Replacement Total Cost Center - 4550 General Fund Parks & Recreation Trust Fund Grand Total 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget % Change Adopted to Adopted $ 814,005 $ 836,633 $ 867,618 $ 858,128 $ 860,182 836,633 867,618 858,128 860,182 58,119 71,029 80,142 70,694 104,179 74,838 134,929 154,429 129,998 96,187 800 2,285 2,435 2,475 2,385 47,607 52,111 52,221 51,913 57,094 500 500 500 15,498 16,870 19,809 30,305 27,320 89,594 102,486 104,461 95,736 96,455 130,000 130,000 130,000 68,000 27,000 9,111 23,468 23,468 23,468 23,468 23,468 $ 1,133,539 $ 1,369,811 $ 1,434,583 $ 1,393,217 $ 1,362,770 $ 1,116,354 $ 1,308,861 $ 1,373,633 $ 1,361,633 $ 1,336,570 17,185 60,950 60,950 31,584 26,200 $ 1,133,539 $ 1,369,811 $ 1,434,583 $ 1,393,217 $ 1,362,770 2.81% 2.81% N/A 46.67% -28.71% 4.38% 9.56% N/A 61.94% -5.88% -47.69% N/A N/A 0.00% -0.51% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title Executive Assistant Graphic Designer (0.75 FTE position) Marketing & Communications Coordinator Marketing Assistant (0.625 FTE position) Recreation Coordinator I Recreation Leader II Recreation Manager Recreation Superintendent Senior Administrative Assistant Special Events Coordinator Total 2012-13 Revised 1 0.625 1 0 0 0.5 1 2 0 1 7.125 2013-14 Revised 1 0.625 1 0.625 1 0 1 2 0 1 8.25 2014-15 Revised 0 0.75 1 0.625 1 0 1 2 1 1 8.375 2015-16 Adopted 0 0.75 1 0.625 1 0 1 2 1 1 8.375 2015-16 Revised 0 0.75 1 0.625 1 0 1 2 1 1 8.375 2016-17 Adopted 0 0.75 1 0.625 1 0 1 2 1 1 8.375 Significant Budget and Staffing Changes Fiscal Year 2016-17 reflects an ongoing increase in operations funding for special events sponsorships, 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 have a 100% revenue offset. One-time funding is included for the Jazz Festival & Cine Park, downtown stage additions, special events equipment, and a wheelchair accessible 14passenger bus. 266 City of Chandler 2016-17 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. 2016-17 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. 2015-16 2013-14 2014-15 2015-16 Year End 2016-17 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 Tennis Center participation Adult Sports participation Snedigar Recreation Center participation Chandler Youth Sports Association participation 68,378 61,576 65,000 62,800 64,050 367,627 343,039 363,000 344,500 345,900 4.37 4.52 4.50 4.53 4.50 13,579 16,549 6,433 13,656 18,304 5,834 13,900 16,600 7,000 13,900 19,000 6,742 14,050 19,950 6,800 4,729 4,952 4,800 5,193 4,900 9,618 8,254 9,500 9,300 9,200 *2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 267 City of Chandler 2016-17 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 Other Charges/Services Contingencies/Reserves Office Furniture/Equipment Total Cost Center - 4551 General Fund Grant Fund Parks & Recreation Trust Fund Grand Total 2014-15 Actual Expenditures 2015-16 Adopted Budget $ 1,566,741 $ 1,708,968 $ 1,706,168 2,800 324,971 381,264 107,322 124,410 40,715 65,760 8,327 15,721 500 1,500 29,436 41,373 20,000 $ 2,078,012 $ 2,358,996 $ $ 2,077,342 $ 2,307,996 $ 50,000 670 1,000 $ 2,078,012 $ 2,358,996 $ 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 1,747,601 $ 1,723,529 $ 1,744,801 1,720,729 2,800 2,800 452,917 419,170 125,510 134,593 68,708 39,681 16,065 8,625 1,500 1,668 42,804 39,834 20,000 5,000 2,475,105 $ 2,372,100 $ 2,424,105 $ 2,372,100 $ 50,000 1,000 2,475,105 $ 2,372,100 $ 2016-17 Adopted Budget % Change Adopted to Adopted 1,801,563 1,800,963 600 384,284 118,059 171,920 8,215 1,500 47,899 2,533,440 2,527,440 6,000 2,533,440 5.42% 5.56% -78.57% 0.79% -5.10% 161.44% -47.75% 0.00% 15.77% -100.00% N/A 7.39% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title Customer Service Representative (0.5 FTE position) Customer Service Representative (0.625 FTE position) Customer Service Representative (0.75 FTE positions) Customer Service Representative (1.0 FTE positions) Customer Service Supervisor Recreation Coordinator I Recreation Coordinator II Total 2012-13 Revised 0.5 0.625 3 2 1 7 3 17.125 2013-14 Revised 0.5 0.625 3 2 1 7 3 17.125 2014-15 Revised 0.5 0.625 3 2 1 7 3 17.125 2015-16 Adopted 0.5 0.625 3 2 1 7 3 17.125 2015-16 Revised 0.5 0.625 3 2 1 6 4 17.125 2016-17 Adopted 0.5 0.625 2.25 3 1 6 4 17.375 Significant Budget and Staffing Changes During Fiscal Year (FY) 2015-16, one Recreation Coordinator I was reclassified to Recreation Coordinator II. FY 2016-17 reflects the addition of 0.25 FTE to an existing part-time Customer Service Representative position with associated ongoing operations and maintenance funding. FY 2016-17 reflects one-time funding for tennis tournaments with 100% offset from revenues at the Chandler Tennis Center. There is also an increase in ongoing funding to supplement the increase in operational hours at the Tennis Center. 268 City of Chandler 2016-17 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 2016-17 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. 2015-16 2013-14 2014-15 2015-16 Year End 2016-17 Measures Actual Actual Projected Estimate * Projected Overall number of visitors to the EEC 47,953 58,973 55,011 62,593 65,723 EEC program participation 4,525 4,641 7,175(1) 7,203 8,520 Community Center program participation Senior Center program participation Senior Center congregate meals served(2) Special populations (therapeutics) participation (1) (2) 5,816 4,217 5,196 5,068 5,174 47,605 47,843 47,000 48,862 48,000 N/A 17,094 16,900 17,733 17,000 3,220 3,600 3,250 3,199 3,200 In FY 2014-15, the EEC launched a comprehensive program for school groups called Environmental Education Explorations (EEE), which accounted for 700 participants that year. The projected EEE program attendance in 2015-16 increased to 1,638 with the remaining 896 participant increase being attributed to the overall program success at the EEC. New performance measure effective July 1, 2014. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 269 City of Chandler 2016-17 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 Total Cost Center - 4555 General Fund Grant Fund Parks & Recreation Trust Fund Grand Total 2014-15 Actual Expenditures 2015-16 Adopted Budget $ 1,124,760 $ 1,265,800 $ 1,265,800 116,336 154,486 115,638 155,817 1,012 2,480 15,505 22,800 3,500 4,352 5,500 23,263 55,126 20,000 59,580 $ 1,460,444 $ 1,685,509 $ $ 1,313,990 $ 1,451,472 $ 110,855 154,602 35,599 79,435 $ 1,460,444 $ 1,685,509 $ 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 1,299,200 $ 1,282,777 $ 1,299,200 1,282,777 215,860 193,754 155,817 146,377 2,480 1,230 23,155 13,327 3,500 3,500 5,500 5,500 56,557 46,210 27,500 810 1,762,069 $ 1,720,985 $ 1,527,232 $ 1,500,593 $ 155,402 148,102 79,435 72,290 1,762,069 $ 1,720,985 $ 2016-17 Adopted Budget % Change Adopted to Adopted 1,314,057 1,309,556 4,501 133,096 174,206 2,480 22,755 3,500 5,750 57,491 27,500 1,740,835 1,507,808 147,592 85,435 1,740,835 3.81% 3.46% N/A -13.85% 11.80% 0.00% -0.20% 0.00% 4.55% 4.29% 37.50% N/A 3.28% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title Administrative Assistant Administrative Specialist Customer Service Representative (0.5 FTE position) Customer Service Representative (0.625 FTE position) Customer Service Representative (0.75 FTE position) Customer Service Representative (1.0 FTE positions) Recreation Coordinator I Recreation Coordinator II Recreation Leader II (0.5 FTE position) Total 2012-13 Revised 0 2 0.5 0.625 0 2 6 3 0.5 14.625 2013-14 Revised 0 1 0 0.625 0.75 2 6 3 0.5 13.875 2014-15 Revised 1 0 0 0.625 0.75 2 6 3 0.5 13.875 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2016-17. 270 2015-16 Adopted 1 0 0 0.625 0.75 2 6 3 0.5 13.875 2015-16 Revised 1 0 0 0.625 0.75 2 6 3 0.5 13.875 2016-17 Adopted 1 0 0 0.625 0.75 2 6 3 0.5 13.875 City of Chandler 2016-17 Adopted Budget Community & Neighborhood Services Division: Cost Center: Parks Capital 4580 Capital Budget Summary 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures Description Personnel Services Total Personnel $ 51,723 $ - $ - $ Ongoing* One-time* Professional/Contract 43,427 292,150 Operating Supplies 1,347 Communications/Transportation 398 Other Charges/Services 110,686 Project Support Recharge** 28,500 43,129 Contingencies/Reserves 7,504,982 Land/Improvements 40 1,000,000 1,000,000 Building/Improvements 500,000 500,000 Office Furniture/Equipment 158,522 82,450 83,229 Street Improvements 310,000 310,000 Parks Improvements 4,616,516 3,208,500 9,233,966 Transfer to General Fund 120,000 Total Cost Center - 4580 $ 4,982,659 $ 12,634,432 $ 11,582,474 $ General Gov't Capital Projects Fund $ 1,648,615 $ 6,024,437 $ 5,580,022 $ Capital Grant Fund 103,727 1,882,508 1,904,104 Park Bond Fund 1,433,460 2,703,874 2,410,163 Neighborhood Park Impact Fee Fund 12,423 6,589 Park Impact Fee Fund 1,784,434 2,023,613 1,681,596 Grand Total $ 4,982,659 $ 12,634,432 $ 11,582,474 $ 2016-17 Adopted Budget % Change Adopted to Adopted 41,413 $ 41,413 22,585 151,500 725 196 67,302 33,500 7,301,601 129,731 247,500 74,972 60,000 3,315,263 3,380,200 3,652,187 $ 11,174,301 1,425,679 $ 5,903,657 195,528 1,708,576 681,034 1,749,129 3,113 3,476 1,346,833 1,809,463 3,652,187 $ 11,174,301 N/A N/A N/A N/A N/A N/A N/A 17.54% -2.71% -100.00% -50.50% -27.23% -100.00% 5.35% N/A -11.56% * Ongoing and One-time Personnel Services detail not available for 2014-15 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) 2016-17 reflects the carryforward of uncompleted project funding from FY 2015-16. Detail on the capital program is available in the 2017-2026 Capital Improvement Program. As part of the FY 2016-17 budget amendment process, a total of $323,000 of one-time funding was transferred from the Council Contingency to various projects including $100,000 for shade structures for Arrowhead Pool, Desert Oasis Aquatic Center, and Nozomi Pool, $37,000 to install artificial turf at the Chandler Tennis Center, $70,000 for shade structures for seating areas at the Chandler Tennis Center, $90,000 for installation of ball field shade structures at two community parks, and $21,000 to install cold water drinking fountains at three community parks. 271 City of Chandler 2016-17 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 2016-17 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. 2015-16 2013-14 2014-15 2015-16 Year End 2016-17 Measures Actual Actual Projected Estimate * Projected Annual lease rate of all public housing units 98% 99% 98% 99% 98% Maintain utilization rate of 96% or better for section 8 housing units 99% 99% 98% 100% 98% 100% 100% 100% 100% 100% Percentage of emergency work orders completed within 24 hours * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 272 City of Chandler 2016-17 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 PHA Family Self Sufficiency Fund Section 8 Voucher Fund Capital Program Grant Fund Reinvestment Project Fund Public Housing Contingency Fund Grand Total 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget $ 1,690,181 $ 1,883,319 $ 1,919,583 $ 1,886,220 $ 1,970,894 1,883,319 1,919,583 1,886,220 1,970,894 363,837 496,005 712,918 460,130 626,192 101,261 117,212 117,480 117,212 122,950 105,831 159,250 159,250 159,518 264,250 9,717 12,900 13,118 14,930 16,868 30,437 35,500 35,500 36,229 38,000 142,767 157,000 157,000 157,000 157,000 4,993,664 5,434,850 5,462,898 5,457,897 5,267,850 3,829,416 3,771,416 929,416 3,829,416 181,633 7,962 200,000 80,080 850,000 975,161 850,000 616,307 40,588 32,000 $ 7,739,998 $ 12,975,452 $ 13,332,286 $ 10,268,552 $ 12,941,727 $ 61,349 $ 67,061 $ 69,341 $ 72,492 $ 85,285 1,049,700 1,399,549 1,452,134 1,399,549 1,489,803 622,156 946,357 995,873 946,625 1,093,403 504,008 658,457 674,612 658,457 638,930 142,872 5,089,921 5,800,968 5,811,026 5,800,968 5,585,934 207,057 800,000 1,024,714 950,000 850,000 205,807 303,060 362,586 340,461 55,500 3,000,000 2,942,000 100,000 3,000,000 $ 7,739,998 $ 12,975,452 $ 13,332,286 $ 10,268,552 $ 12,941,727 * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. 273 % Change Adopted to Adopted 4.65% 4.65% N/A 26.25% 4.90% 65.93% 30.76% 7.04% 0.00% -3.07% 0.00% N/A -27.49% N/A -0.26% City of Chandler 2016-17 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 (0.5 FTE positions) Senior Accountant Total 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 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 2015-16 Revised 1 2 0 2 1 1 1 5 1 1 4 1 1 1.5 1 23.5 2016-17 Adopted 1 2 0 2 1 1 1 5 1 1 4 1 1 1.5 1 23.5 Significant Budget and Staffing Changes During Fiscal Year 2015-16, 0.3 FTE of the Senior Accountant position was transferred from cost center 4700, Community Development. 274 City of Chandler 2016-17 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. 2016-17 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. 2015-16 2013-14 2014-15 2015-16 Year End 2016-17 Measures Actual Actual Projected Estimate * Projected Number of social service programs provided through human services funding and partnerships Number of rehabilitated housing units Units of new affordable housing Number of capital projects targeting neighborhoods in Chandler Number of public facility capital projects in Chandler neighborhoods Number of homeless programs funded Number of homeless clients served Number of partnerships to serve the homeless 62 57 58 60 57 242 94 94 94 79 10 5 6 6 6 1 1 1 1 2 1 1 4 4 1 13 20 13 18 16 385 888 399 639 500 46 53 56 51 49 * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 275 City of Chandler 2016-17 Adopted Budget Community & Neighborhood Services    Community Development – 4700    Goal:(1) 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:(1)  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. 2015-16 2013-14 2014-15 2015-16 Year End 2016-17 Actual Actual Projected Estimate * Projected Measures(1) Number of neighborhood programs and staff led volunteer projects 5 5 5 5 5 Number of participants involved in the volunteer projects 458 494 250 400 400 Number of partnerships with corporate, social, non-profit, and faith-based groups 97 101 104 104 106 Number of initiatives completed through these partnerships 8 8 8 8 8 (1) Goal, Objectives, and Measures moved from cost center 1060, Neighborhood Resources, effective Fiscal Year (FY) 2016-17. Goal:(2) 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:(2)  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(2) Diversity events held in the City Community group partners Students reached through diversity programs School partners (2) (3) 2013-14 Actual 27 24 2014-15 Actual 27 25 2015-16 Projected 24 22 2015-16 Year End Estimate * 22 28 2016-17 Projected 24 28 4,769 18 9,826(3) 14 3,000 15 2,641 18 3,000 18 Goal, Objectives, and Measures moved from cost center 1060, Neighborhood Resources, effective Fiscal Year (FY) 2016-17. 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. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 276 City of Chandler 2016-17 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 Other Charges/Services Land/Improvements Building/Improvements Total Cost Center - 4700 General Fund Grant Fund HOME Program Fund CDBG Fund Grand Total 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget $ 350,297 $ 528,780 $ 538,024 $ 535,061 $ 727,599 528,780 538,024 535,061 727,599 1,430,740 2,913,204 3,408,907 2,911,779 2,969,107 7,212 8,000 8,000 17,551 16,500 1,550 2,000 2,000 2,000 2,260 2,983 2,740 2,740 4,540 5,140 635,769 634,138 641,179 792,144 635,683 135,916 40,531 40,531 218,732 $ 2,564,467 $ 4,088,862 $ 4,641,381 $ 4,303,606 $ 4,575,021 $ 1,106,813 $ 1,155,381 $ 1,366,853 $ 1,366,988 $ 1,529,820 2,686 3,136 3,136 10,000 1,040,001 1,032,377 310,387 1,040,000 1,143,411 1,144,580 1,893,481 2,127,981 1,893,481 2,002,824 $ 2,564,467 $ 4,088,862 $ 4,641,381 $ 4,303,606 $ 4,575,021 % Change Adopted to Adopted 37.60% 37.60% N/A 1.92% 106.25% 13.00% 87.59% 0.24% N/A N/A 11.89% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title CDBG Program Supervisor Community Development Coordinator Community Resource Assistant Community Resource Coordinator Community Resources/Diversity Manager Customer Service Representative Director, Neighborhood Resources Division Housing Rehabilitation Specialist Management Assistant Senior Accountant Senior Code Inspector Total 2012-13 Revised 1 1 1 0 0.2 1 0.35 1 0 0.3 0.5 6.35 2013-14 Revised 1 1 1 0 0.2 1 0.1 1 0 0.3 0.5 6.1 2014-15 Revised 1 1 0 0 0.2 1 0.1 1 1 0.3 0.5 6.1 2015-16 Adopted 1 1 0 0 0.2 1 0 1 1 0.3 0.5 6 2015-16 Revised 1 1 0 0 0.2 1 0 1 1 0 0.5 5.7 2016-17 Adopted 1 1 0 1 1 1 0 1 1 0 0.5 7.5 Significant Budget and Staffing Changes During Fiscal Year (FY) 2015-16, 0.3 FTE of the Senior Accountant position was transferred to cost center 4650, Housing and Redevelopment. Effective July, 1, 2016, the Community Resource Coordinator and 0.8 FTE of the Community Resources/Diversity Manager are transferred from cost center 1060, Neighborhood Resources. FY 2016-17 includes one-time funding for the Volunteer Income Tax Assistance Program (VITA), Garibaldi Night, Indian Art Market, For Our City, and Celebration of Unity events. An additional ongoing funding increase results from the transfer of the Diversity program from cost center 1060, Neighborhood Resources. 277 City of Chandler 2016-17 Adopted Budget Community & Neighborhood Services 278 City of Chandler 2016-17 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 279 City of Chandler 2016-17 Adopted Budget Fire, Health & Medical Department The table below depicts the breakdown by division for the Fiscal Year 2016-17 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 2014-15 Actual Expenditures Expenditures by Cost Center 2015-16 Adopted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget Fire Administration $ 3,584,302 $ 4,664,517 $ 3,793,368 $ 4,014,125 Health and Medical Services 1,405,433 1,661,882 1,710,441 1,737,979 Fire Operations 22,582,113 24,380,958 25,051,000 24,608,742 Prevention and Preparedness 1,878,331 4,038,652 2,090,195 3,854,972 Fire Capital 6,357,405 8,091,779 354,072 13,930,023 Fire Support Services 914,211 892,175 1,107,789 948,970 Total w/o Fleet Services $ 36,721,794 $ 43,729,963 $ 34,106,865 $ 49,094,811 Fleet Services 1,154,664 1,114,955 1,147,668 1,125,509 Total $ 37,876,458 $ 44,844,918 $ 35,254,533 $ 50,220,320 Expenditures by Category Personnel & Benefits Total Personnel (1) Ongoing (1) One-time Operating & Maintenance Capital - Major -13.94% 4.58% 0.93% -4.55% 72.15% 6.37% 12.27% 0.95% 11.99% $ 27,632,369 $ 29,530,516 $ 30,749,833 $ 30,486,595 28,375,341 29,594,658 29,514,195 1,155,175 1,155,175 972,400 3,886,684 7,222,623 4,150,628 5,803,702 6,357,405 8,091,779 354,072 13,930,023 Total $ 37,876,458 $ 44,844,918 $ 35,254,533 $ 50,220,320 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 2014-15 Revised 6.000 10.000 189.000 13.000 4.000 12.000 234.000 2015-16 Adopted 6.000 10.000 189.000 13.000 4.000 12.000 234.000 2015-16 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 2014-15 Actual Expenditures. 280 4.01% -15.82% -19.65% 72.15% 11.99% % Change 2016-17 Adopted to Adopted Adopted 6.000 0.00% 10.000 0.00% 189.000 0.00% 13.000 0.00% 4.000 0.00% 12.000 0.00% 234.000 0.00% City of Chandler 2016-17 Adopted Budget Fire, Health & Medical Department 2015-16 Fire, Health & Medical Department Accomplishments  Responded to 23,206 incidents (fire, medical, hazardous materials, technical rescue, crisis response and community health), resulting in 35,658 unit responses. Achieved an emergency response time of 5:22 for 90% of all emergency responses within the City.  Recipient of the American Heart Association Mission: Lifeline Gold Award. This distinguished award recognizes exceptional evaluation and treatment times for cardiac patients. Chandler Fire, Health & Medical was a Silver Award recipient last year, one of only two municipalities in the State of Arizona  Completed a multi-city firefighter recruitment process and hired nine new firefighters to replace retiring members.  Implemented a Veterans Affairs pilot program utilizing Chandler Fire, Health & Medical Community Paramedics. Service increased healthcare access to veterans living in Chandler by treating and evaluating in their home using innovative technology.  Volunteers donated and estimated 12,600 hours, equivalent to six full time employees, to the Fire, Health & Medical Department during Fiscal Year (FY) 2015-16, providing on-scene crisis support, smoke alarm installations, community preparedness classes, water safety walks, the Holiday Toy Drive, and many other community outreach activities.  Began construction of a new Class-A burn tower which will improve safety by allowing firefighters to train in realistic fire conditions using ordinary combustibles.  Conducted emergency management training for all City of Chandler executive leadership, maintaining disaster preparedness knowledge and response readiness.  Fleet Services personnel completed 4,946 repair orders, worked on 973 vehicles, and placed 98 new vehicles in service. The Fleet Advisory Committee evaluated 165 vehicles for replacement, and determined that 76 of those vehicles could be deferred, resulting in one-time savings for the City.  Promoted water safety by conducting a door-to-door campaign to distribute drowning prevention information to 9,500 City of Chandler homes. Conducted a door-to-door smoke detector walk contacting 194 homes.  Promoted child passenger safety by holding 43 car seat clinics. 1,063 car seats were inspected/installed. 143 car seats were provided for children whose families could not afford to purchase this life saving equipment. Parents and caregivers received hands on instruction and child safety information.  Partnered with the Chandler Police Department to hold Chandler's first annual Public Safety Fair in early March 2016. The fair featured fire and police apparatus displays and live rappelling, vehicle extrication, K-9 Unit, Bike Team, and SAU Team demonstrations.  Began the design process for phase 1 of the Public Safety Training Facility, a joint effort of the Chandler Fire, Health & Medical and Chandler Police departments. Construction is anticipated to begin in October 2016.  Department started the 5th Chandler Paramedic Academy in partnership with Phoenix College. firefighters will graduate the program in October 2016 with the ability to test for national certification. 281 Eight City of Chandler 2016-17 Adopted Budget Fire, Health & Medical Department Fire Administration 2210 Division: Cost Center: 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. 2016-17 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) 2015-16, the comparable average for Fire service cost per capita is: $164.55 and the comparable average for Fire service cost per call is $1,481.71. Measures Fire service cost per capita Fire service cost per call 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected $122.56 $124.86 $126.04 $128.29 $129.14 $1,450.56 $1,397.86 $1,383.06 $1,388.09 $1,360.93 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 2015-16, the comparable average for Firefighters per 1,000 population is: 0.986 and the comparable average for civilian personnel per 1,000 population is: 0.127. Measures 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected Firefighters per 1,000 population 0.834 0.825 0.805 0.804 0.789 Civilian personnel per 1,000 population 0.083 0.082 0.080 0.080 0.078 * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 282 City of Chandler 2016-17 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. 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected $1,470,000 $1,327,306 $1,030,000 $1,185,445 $1,250,000 $366,907 $443,716 $340,000 $313,138 $310,000 Measures Dollar value of grants applications Dollar value of grants awarded(1) (1) Grant awards are not usually applied for and received in the same fiscal year. Goal: To utilize all resources to provide efficient and cost effective services. Supports Priority Based Budgeting Goal(s): Safe Community Objective:  Maintain existing agreements with other governmental agencies and enter into agreements that support and enhance Fire, Health & Medical Department services.  Utilize citizen volunteers.  Maintain positive working relationships between labor and management. Measures Automatic / Mutual Aid or Intergovernmental Agreements executed Volunteer hours Labor / Management RBO (Relations By Objectives) Committee meetings (2) 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 16 17 17 16 16 14,269 12,415 12,500 12,636 12,500 80 114 115 76(2) 115(2) The Fiscal Year (FY) 2015-2016 Year End Estimate is 34% lower than projected due to completion of several labor/management committee supported projects. The Department anticipates an increase in FY 2016-2017 due to station design and uniform labor/management committee projects scheduled for next year. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 283 City of Chandler 2016-17 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 Grand Total 2014-15 Actual Expenditures 2015-16 Adjusted Budget 2015-16 Adopted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget % Change Adopted to Adopted $ 838,011 $ 867,036 $ 883,481 $ 1,039,000 $ 1,156,973 867,036 883,481 1,039,000 1,156,973 1,347,826 1,353,426 1,353,426 1,324,685 1,392,516 420,984 409,929 440,929 431,505 415,579 21,769 19,500 19,500 21,000 19,500 103,447 112,355 114,051 126,325 114,051 1,160 5,000 5,000 1,500 5,000 34,522 83,010 83,010 65,430 35,000 239,805 211,805 129,850 63,083 33,800 33,800 28,800 7,845 795,000 763,565 9,467 745,656 745,656 745,656 745,656 745,656 $ 3,584,302 $ 4,664,517 $ 4,654,223 $ 3,793,368 $ 4,014,125 $ 3,584,302 $ 3,749,712 $ 3,780,320 $ 3,793,368 $ 3,704,275 914,805 873,903 309,850 $ 3,584,302 $ 4,664,517 $ 4,654,223 $ 3,793,368 $ 4,014,125 33.44% 33.44% N/A 2.89% 1.38% 0.00% 1.51% 0.00% -57.84% -45.85% -100.00% -100.00% 0.00% -13.94% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title Administrative Assistant Administrative Specialist Assistant Fire Chief Business Systems Support Specialist Fire Battalion Chief Fire Chief Management Analyst Management Assistant Operations Analyst Total 2012-13 Revised 0 1 1 0 1 1 0 1 1 6 2013-14 Revised 0 1 1 0 1 1 0 1 1 6 2014-15 Revised 1 0 1 1 1 1 1 0 0 6 2015-16 Adopted 1 0 1 1 1 1 1 0 0 6 2015-16 Revised 1 0 1 1 1 1 1 0 0 6 2016-17 Adopted 1 0 1 1 1 1 1 0 0 6 Significant Budget and Staffing Changes Fiscal Year 2016-17 reflects a decrease, which is primarily due to a change in the manner in which anticipated grant funding is budgeted. 284 City of Chandler 2016-17 Adopted Budget Fire, Health & Medical Department Division: Health and Medical Services 2220 Health 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. 2016-17 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 2013-14 Actual 131 2014-15 Actual 132 2015-16 Projected 137 2015-16 Year End Estimate * 132 2016-17 Projected 137 55 61 55 61 61 34 hours 34 hours 34 hours 34 hours 34 hours 30 hours 30 hours 30 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 and 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 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected Random review of 20 encounter forms for each (1) Paramedic 1,600 N/A N/A N/A N/A Patient charts that receive a Quality Assurance (1) review by Health and Medical staff N/A 3,600 1,000 7,776(2) 5,000 (1) (2) Measure was revised during Fiscal Year (FY) 2014-15 to reflect the changes in patient chart review as a result of the implementation of the new EPCR system. During FY 2015-16, the Treat & Refer program was implemented, and the department temporarily performed quality assurance review on 100% of charts to ensure proper usage of the new treatment program. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 285 City of Chandler 2016-17 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. Number firefighter Measures of training hours Number of firefighters Total number of training hours (1) 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected per 49 49 49 49 49 (1) 198(1) 9,702 9,702 196 196 196 9,604 9,604 9,600 198 Number of firefighters reflects two additional pre-hire personnel that are temporarily in unfunded positions. 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 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 5 10 5 9(2) 198(2) 196 196 196 198(3) 198(3) 100% 100% 100% 100% 100% Live Fire Training Number of Firefighters trained % Firefighters trained (2) (3) rd th Due to construction in the area of the flash over chamber, the department was unable to complete flashover training in the 3 or 4 quarter of Fiscal Year (FY) 2015-16. Flashover training is scheduled for all response firefighters in FY 2016-17. Number of firefighters reflects two additional pre-hire personnel that are temporarily in unfunded positions. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 286 City of Chandler 2016-17 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 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 100% 100% 100% 100% 100% 201 of 201 201 of 201 201 of 201 201 of 201 201 of 201 100% 100% 100% 100% 100% * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 287 City of Chandler 2016-17 Adopted Budget Fire, Health & Medical Department    Health and Medical Services – 2220    Budget Summary 2014-15 Actual Expenditures 2015-16 Adjusted Budget 2015-16 Adopted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget Description Personnel Services Total Personnel $ 1,161,364 $ 1,307,799 $ 1,340,656 $ 1,355,000 $ 1,336,137 Ongoing* 1,307,799 1,340,656 1,355,000 1,336,137 One-time* Professional/Contract 23,932 24,000 24,000 25,292 25,022 Operating Supplies 39,880 62,150 62,150 56,450 53,500 Repairs/Maintenance 59,974 40,260 73,671 48,026 35,320 Communications/Transportation 22,609 27,000 27,000 20,000 29,000 Other Charges/Services 66,541 76,000 76,000 86,000 67,000 Machinery/Equipment 31,132 124,673 124,673 119,673 192,000 Total Cost Center - 2220 $ 1,405,433 $ 1,661,882 $ 1,728,150 $ 1,710,441 $ 1,737,979 General Fund $ 1,405,433 $ 1,661,882 $ 1,728,150 $ 1,710,441 $ 1,737,979 % Change Adopted to Adopted 2.17% 2.17% N/A 4.26% -13.92% -12.27% 7.41% -11.84% 54.00% 4.58% * Ongoing and One-time Personnel Services detail not available for 2014-15 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 2012-13 Revised 1 1 1 2 3 1 0 9 2013-14 Revised 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 2015-16 Revised 0 1 1 2 4 1 1 10 2016-17 Adopted 0 1 1 2 4 1 1 10 Significant Budget and Staffing Changes Fiscal Year 2016-17 reflects the addition of one-time funding for a medical equipment inventory control system. One-time and ongoing funding is also added for Electronic Patient Care Reporting (ePCR) tablets. 288 City of Chandler 2016-17 Adopted Budget Fire, Health & Medical Department Operations Division provides effective and efficient service delivery for fire, emergency medical, hazardous material, and technical rescue responses within the community. Operations Division ensures the long-term sustainment of all service delivery through the management of personnel, safety and wellness, and communications. Division: Cost Center: Operations 2230 2016-17 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. 2015-16 2013-14 2014-15 2015-16 Year End 2016-17 Measures Actual Actual Projected Estimate * Projected Emergency incidents 20,456 22,785 22,864 23,206 24,292 Unit responses 34,221 34,191 39,546 35,658 37,334 Medical emergencies 72.8% 73.4% 73.0% 72.3% 73.0% Fire/Other emergencies 27.2% 26.6% 27.0% 27.7% 27.0% 5:37 5:36 5:29 5:22 5:22 Response time to reach 90% of emergency calls * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 289 City of Chandler 2016-17 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. Measures Fires per 1,000 population(1) Percentage of structure fires contained to room of origin (1) 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 1.6 1.7 1.6 1.7 1.6 77.50% 70.00% 72.96% 70.00% 70.00% 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(2) (2) 2013-14 Actual 2014-15 Actual 25 33 Firefighter injury totals are based on the OSHA 300 Reportable Injury Report. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 290 2015-16 Projected 26 2015-16 Year End Estimate * 37 2016-17 Projected 35 City of Chandler 2016-17 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 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget % Change Adopted to Adopted $ 22,582,113 $ 24,380,958 $ 25,263,800 $ 25,051,000 $ 24,608,742 23,225,783 24,108,625 23,895,825 23,656,342 1,155,175 1,155,175 1,155,175 952,400 $ 22,582,113 $ 24,380,958 $ 25,263,800 $ 25,051,000 $ 24,608,742 $ 22,582,113 $ 24,380,958 $ 25,263,800 $ 25,051,000 $ 24,608,742 0.93% 1.85% -17.55% 0.93% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title Assistant Fire Chief Fire Battalion Chief Fire Captain Fire Engineer Firefighter Total 2012-13 Revised 1 6 45 42 96 190 2013-14 Revised 1 6 44 42 96 189 2014-15 Revised 1 6 44 42 96 189 Significant Budget and Staffing Changes There are no significant changes for Fiscal Year 2016-17. 291 2015-16 Adopted 1 6 44 42 96 189 2015-16 Revised 1 6 44 42 96 189 2016-17 Adopted 1 6 44 42 96 189 City of Chandler 2016-17 Adopted Budget Fire, Health & Medical Department Prevention and Preparedness works to implement strategies that maximize the public’s well-being by preventing emergencies from occurring to the greatest extent possible, by ensuring the Department’s effectiveness when responding to those emergencies that could not be prevented, and by providing community programs benefiting the safety and wellbeing of the members of the community. Prevention and Preparedness 2240 Division: Cost Center: 2016-17 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 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 10 10 10 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 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 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 2 2 2 2 2 12 12 12 12 12 * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 292 City of Chandler 2016-17 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 average monthly development hours TLO average monthly participation hours (1) 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 80 20 200(1) 20 20 2,560(1) 315 2,500(1) 291 291 Hours were inaccurately reported as annual hours instead of monthly hours. 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 2015-16 Year End Estimate * 2016-17 Projected 4,226(2) 4,960(3) 4,960 283 90 280 100 100 1,402 1,215 (4) 1,015 1,015 Structural fire rate per 1,000 inspectable occupancies 1.7 1.6 1.7 2.0 1.8 Fire investigations 19 27 29 30 30 Total number of violations (4) 2015-16 Projected 4,692 Hazardous materials inspections (3) 2014-15 Actual 5,303 Total occupancies inspected (2) 2013-14 Actual 666 Fiscal Year (FY) 2015-16 Projected 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. Increase in the FY 2015-16 Year-End Estimate as compared to the FY 2015-16 Projected is due to the increase in new building permits currently being issued. The FY 2015-2016 projection was based on entries in a records management system, which was excluding some violations in the system. The total number of violations will be accounted for manually until the records management system is updated. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 293 City of Chandler 2016-17 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 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 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected Child car seat installations 859 1,063 850 1,042 1,000 Urban survival elementary school education program hours 355 507 869(1) 436(1) 436(1) Homes served by Seniors Helping Seniors smoke alarm program 319 248 260 278 260 Public safety demonstrations 516 457 560 472 500 (1) 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. Charter schools within the City of Chandler also agreed to participate at inception but were not able to designate class time for the program in FY 2015-16 and are not anticipated to designate class time moving forward. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 294 City of Chandler 2016-17 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 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget $ 1,544,865 $ 1,565,393 $ 1,687,710 $ 1,681,700 $ 1,914,264 1,565,393 1,687,710 1,681,700 1,894,264 20,000 16,005 17,800 22,543 22,500 14,100 110,949 22,750 84,961 106,300 25,750 105,251 20,495 21,195 65,795 290,495 30,532 13,950 19,600 24,500 13,950 2,072 17,790 6,000 14,800 14,400 6,000 1,006,264 1,006,264 790,413 50,865 120,275 70,000 1,386,000 1,194,762 105,000 800,000 $ 1,878,331 $ 4,038,652 $ 4,172,110 $ 2,090,195 $ 3,854,972 $ 1,559,328 $ 1,646,388 $ 1,696,676 $ 1,687,545 $ 1,718,559 319,003 2,392,264 2,475,434 402,650 2,136,413 $ 1,878,331 $ 4,038,652 $ 4,172,110 $ 2,090,195 $ 3,854,972 % Change Adopted to Adopted 22.29% 21.01% N/A -20.79% 13.19% 1317.39% 0.00% N/A 0.00% -21.45% N/A -42.28% -4.55% * Ongoing and One-time Personnel Services detail not available for 2014-15 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 Senior Management Analyst Total 2012-13 Revised 0 1 1 1 2 1 2 0 2 1 1 1 0 0 0 13 2013-14 Revised 0 1 1 1 2 1 2 0 2 1 1 1 0 0 0 13 2014-15 Revised 1 0 1 1 2 1 2 1 1 0 0 1 1 1 0 13 2015-16 Adopted 1 0 1 1 2 1 2 1 1 0 0 1 1 1 0 13 2015-16 Revised 1 0 1 1 2 1 2 1 1 0 0 1 1 0 1 13 2016-17 Adopted 1 0 1 1 2 1 2 1 1 0 0 1 1 0 1 13 Significant Budget and Staffing Changes During Fiscal Year (FY) 2015-16, one Senior Administrative Assistant position was reclassified to Senior Management Analyst. FY 2016-17 reflects a one-time increase to overtime for car seat clinics. 295 City of Chandler 2016-17 Adopted Budget Fire, Health & Medical Department Fire Capital 2250 Division: Cost Center: 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 Park Improvements Total Cost Center - 2250 General Gov't Capital Projects Fund Fleet Replacement Fund Public Safety Bond Fund - Fire Fire Impact Fee Fund Grand Total 2014-15 Actual Expenditures 2015-16 Adopted Budget $ 20,219 $ - $ 40,908 335,686 249 272,835 164,318 27,319 3,311,779 5,507 3,634,601 2,977,726 2,368,532 550,000 13,955 724,951 600 $ 6,357,405 $ 8,091,779 $ $ 2,688,168 $ 1,444,323 $ 497,737 2,052,263 7,501 4,356,833 3,164,000 238,360 $ 6,357,405 $ 8,091,779 $ 2015-16 Adjusted Budget 888,210 171,356 27,319 363,580 3,870,071 2,212,817 782,442 8,315,795 1,462,073 2,113,041 4,355,220 385,461 8,315,795 2015-16 Estimated Expenditures $ $ $ $ 2016-17 Adopted Budget % Change Adopted to Adopted 10,793 $ 10,793 108,776 1,079,147 755 14,821 151,000 50,153 7,961,723 167,165 2,502,000 51,762 1,100,000 1,086,000 354,072 $ 13,930,023 197,918 $ 2,280,454 3,213,041 9,053 7,788,167 147,101 648,361 354,072 $ 13,930,023 N/A N/A N/A 221.48% N/A -8.11% 83.58% 140.41% N/A -15.98% 100.00% 49.80% N/A 72.15% * Ongoing and One-time Personnel Services detail not available for 2014-15 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) 2016-17. FY 2016-17 reflects the carryforward of uncompleted project funding from FY 2015-16. Additional detail on the capital program is available in the 2017-2026 Capital Improvement Program. 296 City of Chandler 2016-17 Adopted Budget Fire, Health & Medical Department S upport Services Division (SSD) has two main management Support Services Division: responsibilities: Mechanical Maintenance and Logistics. 2260 Cost Center: Mechanical 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. 2016-17 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 2013-14 Actual Ensure that a reserve unit is available for front line vehicle replacement On time completion of scheduled vehicle preventive maintenance Create and implement scheduled power tool preventive maintenance 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 100% 100% 100% 100% 100% 90% 87% 95% 95% 95% 100% 100% 95% 100% 100% 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 2013-14 Actual 2014-15 Actual 100% 100% * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 297 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 100% 100% 100% City of Chandler 2016-17 Adopted Budget Fire, Health & Medical Department    Fire Support Services – 2260    Budget Summary 2014-15 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 $ 2015-16 Adopted Budget 474,782 $ 2,081 420,583 8,655 2,456 5,563 91 914,211 $ 914,211 $ 2015-16 Adjusted Budget 448,020 $ 448,020 432,955 6,000 500 4,700 892,175 $ 892,175 $ 2015-16 Estimated Expenditures 2016-17 Adopted Budget 457,200 $ 630,500 $ 457,200 630,500 92 444,268 465,338 6,000 3,000 500 2,531 4,700 6,420 912,760 $ 1,107,789 $ 912,760 $ 1,107,789 $ % Change Adopted to Adopted 459,615 459,615 468,155 6,000 500 4,700 10,000 948,970 948,970 2.59% 2.59% N/A N/A 8.13% 0.00% 0.00% 0.00% N/A 6.37% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title Fire Battalion Chief Fire Mechanic Senior Fire Mechanic Total 2012-13 Revised 1 2 1 4 2013-14 Revised 1 2 1 4 2014-15 Revised 1 2 1 4 2015-16 Adopted 1 2 1 4 2015-16 Revised 1 2 1 4 2016-17 Adopted 1 2 1 4 Significant Budget and Staffing Changes Fiscal Year 2016-17 reflects the addition of one-time funding for backup cameras for emergency vehicles and transmission cooler presumptive maintenance, as well as an ongoing increase for automotive supplies. 298 City of Chandler 2016-17 Adopted Budget Fire, Health & Medical Department Fleet Services 1270 Division: Cost Center: Fleet Services provides preventive maintenance, repairs, and support for City vehicles. Specification writing, fabrication/welding, budget support, fuel control, and accident damage repair coordination are some of the main functions. 2016-17 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 2013-14 Actual Accidents attributed to equipment failure Replace City-owned vehicles at set criteria Preventive maintenance compliance rate (1) (2) (3) 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 0 0 0 0 0 70 (1) (2) (3) (2) 101 97% 98% 142 64 97% 97% 174 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. Projected figures reflect the number of vehicles planned for review by the Fleet Advisor Committee (FAC) to be purchased or deferred for future purchase. The Year-End Estimate reflects the number of vehicles to be purchased after review by the FAC. 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 2013-14 Actual 26% 60% 14% 0% 13,986 30 2014-15 Actual 80% 15% 5% 0% 12,526 15 * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated”. th Note: All measurements are through June 30 , the last day of the fiscal year. 299 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 30% 60% 10% 0% 14,500 30 30% 60% 10% 0% 12,500 25 30% 60% 10% 0% 12,000 30 City of Chandler 2016-17 Adopted Budget Fire, Health & Medical Department    Fleet Services – 1270    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Operating Supplies Machinery/Equipment Capital Replacement Total Cost Center - 1270 General Fund 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget % Change Adopted to Adopted $ 1,031,233 $ 961,310 $ 985,718 $ 992,633 $ 1,010,864 961,310 985,718 992,633 1,010,864 28,568 32,761 32,761 43,151 40,761 50,979 77,000 77,000 68,000 30,000 43,884 43,884 43,884 43,884 43,884 $ 1,154,664 $ 1,114,955 $ 1,139,363 $ 1,147,668 $ 1,125,509 $ 1,154,664 $ 1,114,955 $ 1,139,363 $ 1,147,668 $ 1,125,509 5.15% 5.15% N/A 24.42% -61.04% 0.00% 0.95% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title Administrative Specialist Fleet Equipment Service Writer Fleet Inventory Specialist Fleet Services Supervisor Lead Fleet Technician Senior Administrative Assistant Senior Fleet Technician Service Equipment Worker Total 2012-13 Revised 1 1 1 0 2 0 5 1 11 2013-14 Revised 1 1 1 1 1 0 5 1 11 2014-15 Revised 0 1 1 1 0 1 7 1 12 2015-16 Adopted 0 1 1 1 0 1 7 1 12 Significant Budget and Staffing Changes Fiscal Year 2016-17 reflects an increase in ongoing funding for automotive supplies. 300 2015-16 Revised 0 1 1 1 0 1 7 1 12 2016-17 Adopted 0 1 1 1 0 1 7 1 12 City of Chandler 2016-17 Adopted Budget Management Services City Manager Management Services Administration Budget Tax and License Accounting Utility Services Purchasing Environmental Management Central Supply 301 City of Chandler 2016-17 Adopted Budget Management Services The table below depicts the breakdown by division for the Fiscal Year (FY) 2016-17 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 2014-15 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. $ 604,743 $ 669,671 581,708 363,870 1,445,150 1,702,752 1,403,287 418,841 11,312 7,201,334 $ 2015-16 Adopted Budget 2015-16 Estimated Expenditures 562,723 $ 675,381 647,442 364,940 1,643,064 2,007,109 1,371,398 456,112 473,200 8,201,369 $ 637,344 $ 707,115 658,191 372,786 1,669,787 1,894,990 1,389,408 426,666 483,000 8,239,287 $ 2016-17 Adopted Budget % Change Adopted to Adopted 580,696 710,269 686,912 378,507 1,666,478 2,124,883 1,382,043 445,208 473,200 8,448,196 3.19% 5.17% 6.10% 3.72% 1.43% 5.87% 0.78% -2.39% 0.00% 3.01% Non-Departmental $ 24,738,391 $ 147,458,736 $ 27,293,685 $ 139,154,515 (1) Non-Departmental Capital 1,676,494 20,415,468 1,456,616 20,242,670 Total Non-Department $ 26,414,884 $ 167,874,204 $ 28,750,301 $ 159,397,185 -5.63% -0.85% -5.05% Total Management Svcs. with Non-Dept. $ 33,616,218 $ 176,075,573 $ 36,989,588 $ 167,845,381 -4.67% (1) Expenditures by Category Personnel & Benefits Total Personnel (2) Ongoing $ 6,089,325 $ 6,603,612 $ 6,552,317 $ 6,847,216 One-time Operating & Maintenance Total Management Svcs w/o Non-Dept. $ 1,112,009 7,201,334 $ 6,603,612 1,597,757 8,201,369 $ 6,552,317 1,686,970 8,239,287 $ 6,847,216 1,600,980 8,448,196 1,113,831 $ 8,635,996 $ 1,434,423 $ 9,427,022 (2) Expenditures by Category Personnel & Benefits Total Personnel (2) Ongoing $ 3.69% N/A 0.20% 3.01% 4,954,996 1,434,423 4,325,147 (2) One-time 3,681,000 5,101,875 Operating & Maintenance 23,624,560 4,954,594 25,859,262 21,567,615 Contingencies & Reserves 133,868,146 108,159,878 Capital - Major 1,676,494 20,415,468 1,456,616 20,242,670 Total Non-Department $ 26,414,884 $ 167,874,204 $ 28,750,301 $ 159,397,185 -12.71% 38.60% 335.31% -19.20% -0.85% -5.05% Total Management Svcs. with Non-Dept. $ 33,616,218 $ 176,075,573 $ 36,989,588 $ 167,845,381 -4.67% (1) Non-Departmental includes contingencies & reserves of $133,868,146 in FY 2015-16 and $108,159,878 in FY 2016-17. (2) Ongoing and One-time Personnel Services detail not availab le for FY 2014-15 Actual. 302 City of Chandler 2016-17 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 2014-15 Revised 4.000 6.000 6.900 5.100 17.000 21.000 11.000 3.500 74.500 303 2015-16 Adopted 4.000 6.000 6.900 5.100 17.000 20.500 10.500 3.000 73.000 2015-16 Revised 4.000 6.000 6.900 5.100 17.000 20.500 10.500 3.000 73.000 % Change 2016-17 Adopted to Adopted Adopted 4.000 0.00% 6.000 0.00% 6.900 0.00% 5.100 0.00% 17.000 0.00% 20.500 0.00% 10.500 0.00% 3.000 0.00% 73.000 0.00% City of Chandler 2016-17 Adopted Budget Management Services 2015-16 Management Services Accomplishments  Awarded 33rd consecutive Certificate of Achievement for Excellence in Financial Reporting and 28th consecutive Distinguished Budget Presentation Award from the Government Finance Officers’ Association.  Maintained AAA General Obligation Bond credit ratings with stable outlooks from all three rating agencies.  Completed $70M of Excise Tax Revenue Obligation sale for water and wastewater projects and paid off 2005 outstanding water and wastewater revenue bonds to realize savings.  Updated the City’s Financial Policies and adopted a new Grant Management Policy using the Government Finance Officer Association’s (GFOAs) best practices.  Implemented Government Accounting Standards Board (GASB) Pronouncement #68, Accounting and Financial Reporting for Pensions, requiring additional pension information in the City Financial Report.  Conducted a 100% review of programs and services by use of the Priority Based Budgeting program to ensure services align with Mayor and Council’s desired results.  Continued the Utility Rate Study Cost of Service Analysis effort to determine future rate realignment between customer classes.  Amended the Chandler City Code, adding a new Chapter 21, regulating Mobile Food Units.  Awarded 12th consecutive Achievement of Excellence in Procurement Award from the National Procurement Institute, and 11th consecutive Excellence in Achievement Agency Certification Award from the National Institute of Governmental Purchasing.  Rolled out chip and PIN enabled purchasing cards to all City P-card holders and created a database, converting paper purchasing card records to electronic storage.  Created and distributed customer-focused, easy to use informational tools including the Purchasing guide for City Employees and one-page guides for sole sourcing, product demonstrations, and solicitations.  Continued the Rental Tax Recovery Program that brought over 275 unlicensed properties into compliance and collected an additional $380,000 in tax revenue during Fiscal Year 2015-16.  The License Inspector brought more than 415 unlicensed businesses into compliance with the City Tax Code through the use of tax data in the field, enhanced by GIS mapping.  Provided Taxpayer Education Classes with more than 75 taxpayers of the Retail/Other Tax classifications.  Fully transitioned to the online auction program for surplus City property, vehicles, and police property and evidence, increasing general operating revenue from sales of approximately $20,000 to an average of $46,000 per month.  Conducted 15 environmental audits of City facilities resulting in corrective measures to enhance compliance with environmental regulations; completed asbestos assessments of 50 City owned facilities to determine that no new asbestos containing materials were introduced; and completed review and comment on 26 environmental site assessments prior to property acquisitions to ensure no environmental liability existed.  Responded to 10 hazardous materials incidents and successfully took corrective action as required by each incident.  Successfully completed updates to the Utility Billing and Payment System and field work order system including adding credit card processing enhancements to the cashier station. Increased account holders who pay their bill electronically via Chandler’s online payment portal to over 50%. 304 City of Chandler 2016-17 Adopted Budget Management Services Division: Cost Center: Administration 1180 Administration 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. 2016-17 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. 2015-16 2013-14 2014-15 2015-16 Year End 2016-17 Actual Actual Projected Estimate * Projected Measures Bond rating for general obligation bonds: Moody's Investor Service Aaa Aaa Aaa Aaa Aaa Standard & Poor's AAA AAA AAA AAA AAA Fitch Ratings AAA AAA AAA AAA AAA * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 305 City of Chandler 2016-17 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, and Tax and License 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. Measures Maintain all citywide financial applications at actively supported versions of vendor software Ensure nightly and monthly TaxMantra jobs complete successfully(1) Process 100% of iExpense Purchasing Card Transactions(1) Ensure nightly Oracle interface transactions are processed successfully(1) Resolve all issues related to timecard processing prior to processing in Oracle Payroll(1)(2) (1) (2) 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 100% 100% 100% 100% 100% N/A N/A 100% 95%(1) 98%(1) N/A N/A 100% 100% 100% N/A N/A 100% 100% 100% N/A N/A 100% 100% 100% New measure beginning Fiscal Year (FY) 2015-16. Tax Mantra system upgrade planned in FY 2016-17 will ensure up-to-date version. Jobs affected infrequently on old version. Measurement processing timeframe is revised beginning FY 2016-17. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 306 City of Chandler 2016-17 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 Actual Expenditures $ $ $ 555,242 $ 40,000 1,361 1,123 4,966 2,051 604,743 $ 604,743 $ 2015-16 Adjusted Budget 2015-16 Adopted Budget 549,083 $ 549,083 300 4,580 1,200 4,535 3,025 562,723 $ 562,723 $ 2015-16 Estimated Expenditures 561,277 $ 561,277 63,300 4,580 1,200 4,634 3,025 638,016 $ 638,016 $ 2016-17 Adopted Budget 562,000 $ 562,000 63,300 1,740 1,254 6,000 3,050 637,344 $ 637,344 $ 567,197 567,197 300 2,350 1,200 5,474 4,175 580,696 580,696 % Change Adopted to Adopted 3.30% 3.30% N/A 0.00% -48.69% 0.00% 20.71% 38.02% 3.19% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual. Authorized Positions Position Title Business Systems Support Analyst Business Systems Support Supervisor Financial Systems Supervisor Management Assistant Management Services Director Senior Executive Assistant Systems Analyst Total 2012-13 Revised 0 0 1 0 1 1 1 4 2013-14 Revised 0 0 1 0 1 1 1 4 2014-15 Revised 1 1 0 1 1 0 0 4 2015-16 Adopted 1 1 0 1 1 0 0 4 2015-16 Revised 1 1 0 1 1 0 0 4 2016-17 Adopted 1 1 0 1 1 0 0 4 Significant Budget and Staffing Changes Fiscal Year 2016-17 reflects the reduction of overtime funding that is reallocated to the Communications and Public Affairs Department, cost center 1070. 307 City of Chandler 2016-17 Adopted Budget Management Services Budget 1195 Division: Cost Center: 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. 2016-17 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 15th of the prior fiscal year Consecutive years for Distinguished Budget Presentation Award Obtain budget user survey results of satisfactory to excellent on budget process 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 100% 100% 100% 100% 100% 06/13/13 06/12/14 06/11/15 06/11/15 06/09/16 26 27 28 28 29 100% 97% 97% 100% 100% * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 308 City of Chandler 2016-17 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 month for August through May(1) Provide quarterly financial analysis to City Council and make available on www.chandleraz.gov within the following two months for the first three quarters of the fiscal year(1) (1) 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes 10 10 10 10 10 3 3 3 3 3 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. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 309 City of Chandler 2016-17 Adopted Budget Management Services    Budget – 1195    Budget Summary 2015-16 Adopted Budget 2014-15 Actual Expenditures Description Personnel Services Total Personnel $ Ongoing* One-time* Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Total Cost Center - 1195 $ General Fund $ 660,076 $ 5,152 1,030 714 2,699 669,671 $ 669,671 $ 663,200 $ 663,200 5,950 1,400 651 4,180 675,381 $ 675,381 $ 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 689,026 $ 689,026 5,950 1,400 699 4,180 701,255 $ 701,255 $ 2016-17 Adopted Budget 695,000 $ 695,000 6,570 1,400 1,405 2,740 707,115 $ 707,115 $ % Change Adopted to Adopted 698,040 698,040 5,950 1,400 699 4,180 710,269 710,269 5.25% 5.25% N/A 0.00% 0.00% 7.37% 0.00% 5.17% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual. Authorized Positions Position Title Budget Management Assistant Budget Manager Financial Analyst Senior Budget and Research Analyst Senior Financial Analyst Total 2012-13 Revised 1 1 1 2 1 6 2013-14 Revised 1 1 1 2 1 6 2014-15 Revised 1 1 1 2 1 6 2015-16 Adopted 1 1 1 2 1 6 2015-16 Revised 1 1 0 3 1 6 2016-17 Adopted 1 1 0 3 1 6 Significant Budget and Staffing Changes During Fiscal Year 2015-16, one Financial Analyst was reclassified to Senior Budget and Research Analyst. 310 City of Chandler 2016-17 Adopted Budget Management Services Purchasing 1220 Division: Cost Center: Purchasing is responsible for supporting 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. 2016-17 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, to meet department needs to serve citizens. 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.  Demonstrate use of best practices through receipt of awards from professional associations.  Maximize purchasing card rebates through employee cards and e-payables.  Identify and implement one process improvement annually.(1) Measures Customer survey results of excellent/good Obtain National Purchasing Institute “Achievement of Excellence in Procurement” award Obtain Universal Public Purchasing Certification Council “Excellence in Achievement” 100% Certification award Purchasing card transactions E-payables transactions Purchasing card rebate Number of process improvements implemented(1) (1) 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 98% 88% 95% 95% 95% Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes 24,080 26,750 25,760 27,500 28,500 538 475 515 495 475 $170,154 $195,000 $200,000 $244,000 $200,000 N/A N/A 1 2 1 New objective and measure beginning FY 2015-16. Improvements may include conversion to online auction format and completion of solicitation standardization project. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated”. th Note: All measurements are through June 30 , the last day of the fiscal year. 311 City of Chandler 2016-17 Adopted Budget Management Services    Purchasing – 1220    Budget Summary 2014-15 Actual Expenditures Description Personnel Services Total Personnel $ Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Capital Replacement Total Cost Center - 1220 $ General Fund $ 2015-16 Adopted Budget 573,457 $ 119 1,201 847 2,562 3,516 6 581,708 $ 581,708 $ 638,050 $ 638,050 1,100 1,000 2,800 4,492 647,442 $ 647,442 $ 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 652,029 $ 652,029 1,100 1,000 2,891 4,492 661,512 $ 661,512 $ 2016-17 Adopted Budget 649,000 $ 649,000 941 1,000 3,884 3,366 658,191 $ 658,191 $ % Change Adopted to Adopted 674,929 674,929 1,050 1,000 4,791 5,142 686,912 686,912 5.78% 5.78% N/A N/A -4.55% 0.00% 71.11% 14.47% N/A 6.10% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. 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 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 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 2015-16 Revised 1 0 0 3 0.9 0 0 1 1 6.9 2016-17 Adopted 1 0 0 3 0.9 0 0 1 1 6.9 Significant Budget and Staffing Changes Fiscal Year 2016-17 reflects the reallocation of ongoing funding from the City Manager Department, cost center 1040, for professional development and the reduction of overtime funding that is reallocated to the Communications and Public Affairs Department, cost center 1070. 312 City of Chandler 2016-17 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. Central Supply 1225 Division: Cost Center: 2016-17 Performance Measurements Goal: Operate a sound inventory program to minimize 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 98% or greater. 2013-14 Actual Measures 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected Total dollar amount of inventory $1,054,426 $1,088,000 $1,025,000 $968,000 $900,000 (1) N/A $1,679,107 $2,000,000 $1,800,000 $1,900,000 2.1 (3) 2.0 1.9 2.1 99% 99% 99% 99% 99% N/A 800 1,000 940 1,000 Dollar value of material issued Inventory turnover ratio (2) Inventory accuracy rate Number of deliveries made (1) (2) (3) (4) (4) 1.54 Supports inventory accuracy and turnover ratios, and measures efficiency. “Inventory turnover ratio” equals = dollar amount of inventory used divided by total dollar amount of inventory. Low inventory ratio due to large amount of unissued stock aged 2 plus years. Increase in deliveries means higher use of Central Supply Warehouse and staff customer service. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 313 City of Chandler 2016-17 Adopted Budget Management Services    Central Supply – 1225    Goal: Manage the City’s asset recovery 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:  Maximize revenue received from the sale of surplus, obsolete, and scrap material.  Provide a high level of service through pick-up of departmental surplus property within four working days. 2015-16 2013-14 2014-15 2015-16 Year End 2016-17 Measures Actual Actual Projected Estimate * Projected Surplus property and scrap material revenue $38,153 $94,487(1) $100,000 $100,000 $100,000 Vehicle revenue Surplus property picked up within four working days (1) $158,198 $177,232 $300,000 $365,000 $200,000 90% 96% 96% 98% 98% Significant increase in non-vehicle revenues in beginning in Fiscal Year 2015-16 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:  Notify departments that records have reached the destruction date 30 days prior to destruction date.  Provide a high level of service through pick-up of records within four working days of receipt of request from departments. 2015-16 2013-14 2014-15 2015-16 Year End 2016-17 Measures Actual Actual Projected Estimate * Projected Notify departments of destruction date 30 days prior N/A 95% 95% 95% 95% Records picked-up within four working days 98% 98% 98% 99% 99% * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 314 City of Chandler 2016-17 Adopted Budget Management Services    Central Supply – 1225    Budget Summary 2014-15 Actual Expenditures Description Personnel Services Total Personnel $ Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Machinery/Equipment Office Furniture/Equipment Capital Replacement Total Cost Center - 1225 $ General Fund $ 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 340,425 $ 350,288 $ 357,826 $ 350,288 357,826 119 5,459 6,850 6,850 1,187 1,550 1,550 542 570 614 477 373 373 4,995 5,356 5,309 5,309 5,309 363,870 $ 364,940 $ 372,522 $ 363,870 $ 364,940 $ 372,522 $ 2016-17 Adopted Budget 359,276 $ 359,276 5,500 1,661 640 400 5,309 372,786 $ 372,786 $ % Change Adopted to Adopted 363,811 363,811 6,937 1,350 700 400 5,309 378,507 378,507 3.86% 3.86% N/A N/A 1.27% -12.90% 22.81% 7.24% N/A N/A 0.00% 3.72% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title Administrative Assistant Administrative Support II Lead Supply Specialist Purchasing & Material Manager Purchasing & Material Supervisor Supply Supervisor Supply Worker Total 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 Revised 1 0 1 0.1 0 1 2 5.1 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2016-17. 315 2015-16 Adopted 1 0 1 0.1 0 1 2 5.1 2015-16 Revised 1 0 1 0.1 0 1 2 5.1 2016-17 Adopted 1 0 1 0.1 0 1 2 5.1 City of Chandler 2016-17 Adopted Budget Management Services Accounting 1230 Division: Cost Center: Accounting 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. 2016-17 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 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected Accounts payable payments issued 15,816 15,252 15,000 15,500 15,500 Payroll payments processed 48,121 48,900 48,350 51,150 51,150 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) 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 33 34 35 35 36 12/26/14 (1) 12/14/15 12/09/16 12/12/16 12/11/17 12/29/14 (1) 12/17/15 12/16/16 12/16/16 12/15/17 Fiscal Year 2013-14 audit completion and financial report completion delayed due to implementation of new utility billing software. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated”. Note: All measurements are through June 30th, the last day of the fiscal year. 316 City of Chandler 2016-17 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 2013-14 Actual In Compliance 2014-15 Actual In Compliance * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated”. th Note: All measurements are through June 30 , the last day of the fiscal year. 317 2015-16 Projected In Compliance 2015-16 Year End Estimate * In Compliance 2016-17 Projected In Compliance City of Chandler 2016-17 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 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget % Change Adopted to Adopted $ 1,324,573 $ 1,498,603 $ 1,530,841 $ 1,517,000 $ 1,526,442 1,498,603 1,530,841 1,517,000 1,526,442 107,262 119,328 175,227 128,604 111,728 4,507 11,715 18,604 11,255 11,715 1,210 1,480 1,480 1,210 1,480 4,184 4,239 4,414 4,019 4,414 3,413 7,699 7,700 7,699 10,699 $ 1,445,150 $ 1,643,064 $ 1,738,266 $ 1,669,787 $ 1,666,478 $ 1,310,524 $ 1,495,862 $ 1,586,731 $ 1,520,386 $ 1,511,863 53,194 62,656 64,416 63,990 67,683 34,064 36,695 37,788 35,711 37,837 47,368 47,851 49,331 49,700 49,095 $ 1,445,150 $ 1,643,064 $ 1,738,266 $ 1,669,787 $ 1,666,478 1.86% 1.86% N/A -6.37% 0.00% 0.00% 4.13% 38.97% 1.43% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. 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 Reporting Analyst Senior Payroll Specialist Total 2012-13 Revised 1 5 1 1 1 0 2 2 2 1 0 16 2013-14 Revised 1 5 1 1 1 0 1 2 2 1 1 16 2014-15 Revised 1 5 1 0 1 1 1 3 2 1 1 17 2015-16 Adopted 1 5 1 0 1 1 1 3 2 1 1 17 2015-16 Revised 1 5 1 0 1 1 1 3 2 1 1 17 2016-17 Adopted 1 5 1 0 1 1 1 3 2 1 1 17 Significant Budget and Staffing Changes Fiscal Year (FY) 2016-17 reflects additional one-time funding for arbitrage compliance consulting and ongoing funding for audit fees and armored car services. FY 2016-17 is offset by the reduction of overtime funding that is reallocated to the Communications and Public Affairs Department, cost center 1070, and reduction of one-time funding from FY 2015-16 allocated for arbitrage compliance consulting, Other Post-Employment Benefit (OPEB) actuary reporting, and audit services. 318 City of Chandler 2016-17 Adopted Budget Management Services Tax and License 1240 Division: Cost Center: 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. 2016-17 Performance Measurements Goal: To administer the City’s Code to ensure voluntary compliance with the transaction 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 tax accounts(1) Limit tax delinquency rate (at least one return not filed) to <20% of total accounts Audited Taxpayer Customer Service Survey: Obtain customer satisfaction level above average on at least 90% of surveys. (1) (2) (3) 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 92% 90% 95% 95% 95% 100% 100% 100% 100% 100% 5 5 5 5 5 16.5% 5% 5% 5% 5% 24 24 24 24 24 0.59%(2) 1.17% 1.0% 1.0% 1.0% 23%(3) 26%(3) 20% 24%(3) 20% N/A 100% 90% 90% 90% 2013-14 Actual Modified measure due to House Bill 2111 which requires all audits to be issued by the Arizona Department of Revenue. Chandler was preempted from performing audits effective January 1, 2015, without State approval. Measure fell short of goal due to increasing number of total accounts and Audit staff vacancies. Measure fell short of goal due to increasing number of total accounts and Collection staff shortages. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated”. th Note: All measurements are through June 30 , 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 for Audit and Contracting as of January 1, 2015, and Administration is anticipated to transition in the future. 319 City of Chandler 2016-17 Adopted Budget Management Services    Tax and License – 1240    Budget Summary 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget Description Personnel Services Total Personnel $ 1,488,672 $ 1,746,336 $ 1,786,447 $ 1,617,987 $ 1,862,462 Ongoing* 1,746,336 1,786,447 1,617,987 1,862,462 One-time* Professional/Contract 3,943 4,700 14,700 14,700 4,700 Operating Supplies 40,517 61,923 61,923 62,043 43,990 Repairs/Maintenance 155,600 172,260 172,260 172,376 188,003 Communications/Transportation 4,474 10,100 10,356 10,194 10,616 Other Charges/Services 9,547 11,790 17,790 17,690 15,112 Total Cost Center - 1240 $ 1,702,752 $ 2,007,109 $ 2,063,476 $ 1,894,990 $ 2,124,883 General Fund $ 1,702,752 $ 2,007,109 $ 2,063,476 $ 1,894,990 $ 2,124,883 % Change Adopted to Adopted 6.65% 6.65% N/A 0.00% -28.96% 9.14% 5.11% 28.18% 5.87% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. 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 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 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 2015-16 Revised 1 0 0 1 1 1 1 0.5 1 2 0 4 0 6 1 1 20.5 2016-17 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 Fiscal Year (FY) 2016-17 reflects additional one-time funding for Tax Mantra support and computer hardware. Ongoing funding is allocated for software licensing. FY 2016-17 is offset by the reduction of overtime funding that is reallocated to the Communications and Public Affairs Department, cost center 1070. 320 City of Chandler 2016-17 Adopted Budget Management Services Utility Services 1245 Division: Cost Center: The 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. 2016-17 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 Write-off <0.5% of total revenue Increase volume of electronic transactions by 5%(4) Reduce 90-day aging dollar amount by 20%(4) (1) (2) (3) (4) 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 100% 99.9% 100% 100% 100% 99.9% 0.9%(2) 40%(1) 0.5% 100% 0.5% 92% 0.1%(3) 100% 0.5% N/A N/A N/A N/A 5% 20% 63.2% 25% 5% 10% 2013-14 Actual Fiscal Year (FY) 2014-15 implementation of the new utility billing software system caused utility bills to be frequently processed beyond the three day meter reading goal, resulting in a lower performance measure. Implemented a new utility system in FY 2014-15 which required significant account/data review and cleanup, thereby increasing write-offs prior to implementation. Due to the success of the account/data review and cleanup effort completed in FY 2014-15, write-offs will be significantly reduced in FY 2015-16. New measure beginning FY 2015-16. New system implemented July 2014, FY 2015-16 will be the base year * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 321 City of Chandler 2016-17 Adopted Budget Management Services    Utility Services – 1245    Budget Summary 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget Description Personnel Services Total Personnel $ 781,916 $ 786,901 $ 806,526 $ 801,054 $ 794,134 Ongoing* 786,901 806,526 801,054 794,134 One-time* Professional/Contract (3,119) 1,000 7,000 8,000 4,000 Operating Supplies 65,590 70,470 70,470 81,200 70,470 Repairs/Maintenance 148,508 164,000 162,871 123,000 164,000 Communications/Transportation 319,352 310,027 310,199 325,408 310,199 Other Charges/Services 91,041 39,000 39,000 50,746 39,240 Total Cost Center - 1245 $ 1,403,287 $ 1,371,398 $1,396,066 $ 1,389,408 $ 1,382,043 General Fund $ 1,403,287 $ 1,371,398 $1,396,066 $ 1,389,408 $ 1,382,043 % Change Adopted to Adopted 0.92% 0.92% N/A 300.00% 0.00% 0.00% 0.06% 0.62% 0.78% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title Billing and Compliance 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 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 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 2015-16 Revised 1 0 1 0 0.5 1 0 6 0 1 10.5 2016-17 Adopted 1 0 1 0 0.5 1 0 6 0 1 10.5 Significant Budget and Staffing Changes During Fiscal Year (FY) 2015-16, one Lead Utility Billing Representative was reclassified to Billing and Compliance Specialist. FY 2016-17 reflects addition of ongoing funding for armored car services. 322 City of Chandler 2016-17 Adopted Budget Management Services Division: Cost Center: Environmental Management provides environmental Environmental Management 1265 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. 2016-17 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. 2015-16 2013-14 2014-15 2015-16 Year End 2016-17 Measures Actual Actual Projected Estimate * Projected Environmental evaluations performed (1) 23 24 24 15(1) 20 Air permits for approximately 40 facilities required review and renewal in early 2016 and effort reduced staff time available to conduct audits during this time period. Goal: Provide support to City departments performing environmental due diligence for real property acquisitions and dedications. Supports Priority Based Budgeting Goal(s): Good Governance; Safe Community Objective:  To review environmental due diligence investigations and other environmental investigations in evaluating property acquisitions and redevelopment parcels in a timely manner. Measures Percent of investigations reviewed within five working days of receipt Total number of facilities assessed (2) 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 100% 97% 98% 98% 98% 57 46(2) 60 40(2) 40 As Chandler approaches build-out, the number of Phase I and II Environmental facility assessments drops. Chandler is not acquiring property but rather renovating current roadways, right-of-ways, etc. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 323 City of Chandler 2016-17 Adopted Budget Management Services    Environmental Management – 1265    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 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. Measures Asbestos assessments performed (1) 2013-14 Actual 2014-15 Actual 75 46 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 70 50(1) 50 Decrease is due to evaluation of the asbestos program. Surveys are done on a facility renovation/demolition schedule as opposed to updating all surveys on an annual basis. This ensures efficiency and allows for better oversight and management of the asbestos survey program. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 324 City of Chandler 2016-17 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 2014-15 2015-16 Actual Adopted Expenditures Budget $ $ $ 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 364,964 $ 371,151 $ 376,136 $ 371,151 376,136 42,820 54,400 54,400 4,502 19,975 19,975 438 1,290 1,290 2,649 5,096 5,142 3,229 4,200 4,200 238 418,841 $ 456,112 $ 461,143 $ 418,841 $ 456,112 $ 461,143 $ 2016-17 Adopted Budget 351,000 $ 351,000 54,400 11,700 1,550 4,616 3,400 426,666 $ 426,666 $ % Change Adopted to Adopted 360,201 360,201 54,400 19,975 1,290 5,142 4,200 445,208 445,208 -2.95% -2.95% N/A 0.00% 0.00% 0.00% 0.90% 0.00% N/A -2.39% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title Administrative Assistant Administrative Specialist Environmental Program Coordinator Environmental Program Manager Environmental Program Specialist Total 2012-13 Revised 0 0.5 1 1 1 3.5 2013-14 Revised 0 0.5 1 1 1 3.5 2014-15 Revised 0.5 0 1 1 1 3.5 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2016-17. 325 2015-16 Adopted 0 0 1 1 1 3 2015-16 Revised 0 0 1 1 1 3 2016-17 Adopted 0 0 1 1 1 3 City of Chandler 2016-17 Adopted Budget Management Services Division: Cost Center: Environmental Management Liabilities 1266 Budget Summary Description Professional/Contract Operating Supplies Total Cost Center - 1266 Uninsured Liability Fund 2014-15 2015-16 2015-16 2015-16 2016-17 Actual Adopted Adjusted Estimated Adopted Expenditures Budget Budget Expenditures Budget $ 11,312 $ 377,600 $ 530,500 $ 426,000 $ 377,600 95,600 95,600 57,000 95,600 $ 11,312 $ 473,200 $ 626,100 $ 483,000 $ 473,200 $ 11,312 $ 473,200 $ 626,100 $ 483,000 $ 473,200 % Change Adopted to Adopted 0.00% 0.00% 0.00% Significant Budget Changes Cost center funding is maintained for 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 2016-17. 326 City of Chandler 2016-17 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 Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingencies/Reserves Total Cost Center - 1290 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget $ 1,113,831 $ 8,635,996 $ 5,548,183 $ 1,434,423 $ 9,427,022 4,954,996 5,548,183 1,434,423 4,325,147 3,681,000 5,101,875 2,858,808 3,042,188 3,658,166 5,395,023 3,505,573 9,063 333,000 693,000 332,914 333,000 1,085 3,914 236 100 18,277,228 18,440,000 18,440,000 18,400,000 21,805,000 200,000 200,000 200,000 2,478,141 2,279,124 4,861,924 1,731,225 1,863,212 114,528,428 90,751,204 102,020,708 $ 24,738,391 $147,458,736 $124,156,391 $ 27,293,685 $ 139,154,515 % Change Adopted to Adopted 9.16% -12.71% 38.60% 15.23% 0.00% N/A N/A 18.25% 0.00% -18.25% -10.92% -5.63% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Significant Budget Changes As part of the FY 2016-17 amendment process, one-time funding of $11,000 was transferred from the Council Contingency to Non-Department line items for the Chandler Education Coalition Early Literacy Campaign ($10,000) and the Domestic Violence Commission Breakfast ($1,000) and ongoing funding of $5,000 was transferred for City to City Connection opportunities. For a complete detail of the $400,000 Council Contingency amendment allocation refer to the Budget Policies, Process and Decisions section of this document. Non-Department Operating Cost Center Purpose The Non-Departmental Operating cost center 1290 is used to house budgets for citywide costs that are not department specific. This presentation does not include cost center 1291, Non-Departmental Capital, which includes capital costs and is kept separate to clearly distinguish operating from capital funding. Budgets include:  Personnel Services: includes ongoing compensation changes anticipated for employee groups, but not yet determined (i.e., merit, cost of living, market adjustments, or other personnel cost changes negotiated by union groups). One-time funding is also included for retiree payouts and Public Safety personnel costs related to early hires for upcoming known retirements. The majority of the Fiscal Year (FY) 2015-16 Personnel Services adjusted budget is anticipated to be spent within other Departments after transfers of this appropriation prior to fiscal year end.  Operations and Maintenance Categories: includes costs that are citywide in nature, including City memberships, professional services, legal services, citywide contracts, self-insurance fund contracts, insurance and claim budgets (i.e., medical, dental, short-term disability, etc.), technology, fuel, and utility reserves, and other charges.  Contingency and Reserves: includes the contingencies for almost all budgeted funds, with the largest contingency in the General Fund equal to 15% of General Fund operating revenues ($31.6 million), general fund lump-sum reserve for future developer agreement payouts, Council Contingency for Council’s use during the budget amendment process or during the year for various initiatives, and encumbrance reserves which reflects appropriation from FY 2015-16 anticipated to be unspent at year end. This carryforward appropriation is for operating cost centers within all funds. Once FY 2015-16 closes, these encumbrance reserves are allocated to each Department’s cost centers based on actual encumbrances outstanding. Further detail for the Contingency/Reserve category is shown on page 35. Fund detail comprising the appropriation for the FY 2016-17 Budget is shown on the next page. 327 City of Chandler 2016-17 Adopted Budget Management Services    Non-Departmental – 1290    2016-17 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 Public Housing Authority Family Self Sufficiency Housing Authority Section 8 Voucher Fund Capital Fund Program Grant Fund Proceeds Reinvestment Projects Fund General Obligation Debt Service 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 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 Water Bond Fund Water System Development Fund Water Resource System Development Fees Fund Water Operating Fund Reclaimed Water System Development Fund Wastewaster Bond Fund Reclaimed Water Fund Wastewater System Development Fund Wastewater Operating Fund Wastewater Industrial Process Treatment Facilty Fund Solid Waste Operating 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 In-house Capital Fund Grand Total 328 $ 49,292,003 210,000 3,888,867 2,010,200 202,261 6,276 135,094 85,242 62,600 15,149 4,798 5,000 150,000 261,000 894,892 150,000 868,000 565,000 2,104,607 200,000 2,072,445 1,000,000 940,200 1,000 2,002,500 870,700 1,893,100 3,623,400 10,000 135,400 10,000 10,000 100,000 10,000 100,000 602,500 100,000 1,002,500 2,000,000 2,002,500 2,500 7,437,246 1,002,500 1,000,000 240,198 1,002,500 17,136,408 1,925,523 1,834,460 52,802 960,059 550,101 664,200 510,000 2,305,000 22,924,204 9,580 $ 139,154,515 City of Chandler 2016-17 Adopted Budget Management Services Division: Function: Cost Center: Non-Departmental Contingencies/Reserves 1290 Budget Summary 2015-16 2016-17 Adopted Adopted Budget Budget $ 30,725,000 $ 31,623,000 5,200,000 6,000,000 81,993 11,000 894,892 5,000,000 5,000,000 2,624,800 1,864,000 21,400,000 21,640,198 500,000 500,000 6,643,800 5,735,400 30,120,200 17,223,745 7,440,000 6,544,607 2,778,004 2,959,866 218,000 441,000 1,154,531 1,150,000 642,100 433,000 $ 114,528,428 $ 102,020,708 Description General Fund 15% Contingency General Fund Encumbrance Reserve General Fund Council Reserve Debt Service Fund Contingency Special Revenue Funds Contingencies Special Revenue Funds Encumbrance Reserve Enterprise Funds Contingencies Enterprise Funds 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 2.92% 15.38% -86.58% N/A 0.00% -28.99% 1.12% 0.00% -13.67% -42.82% -12.03% 6.55% 102.29% -0.39% -32.57% -10.92% Contingencies and Reserves policies are set in the City Financial Reserve Policy located within the Budget Policies, Process, and Decisions section. 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 In June 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%. The Reserve Policy was updated once again and approved by Mayor and Council in January 2016, expanding the policy and setting the General Fund Contingency back to 15%. Under this policy, the City maintains a General Fund contingency, which may be used for emergency situations, unexpected onetime opportunities, and appropriation transfers to allow spending in other funds. Use of this reserve requires Council approval except as delegated in the budget resolution. The amount included in the budget is $31.6 million. This amount does not accumulate, but is recalculated and replenished annually based on the anticipated General Fund operating revenues, excluding transfers-in, for that fiscal year. All Fund Contingency/Reserves 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. 329 City of Chandler 2016-17 Adopted Budget Management Services Non-Departmental Capital 1291 Division: Cost Center: Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Rents/Utilities Other Charges/Services Contingencies/Reserves Land/Improvements Building/Improvements Street Improvements Park Improvements Total Cost Center - 1291 General Fund Gen Gov't Capital Projects Fund Grand Total 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures $ 2016-17 Adopted Budget 7,961 $ - $ - $ 1,061 $ 1,061 12,800 3,538 75,000 3,497 2,000 2,000 20 14,060 301,791 573,750 2,655,609 928,991 1,026,500 19,339,718 2,483,606 6,139,170 72,548 1,281,374 500,000 2,307,766 263,869 13,000,000 602,000 241,000 241,600 $ 1,676,494 $20,415,468 $ 8,289,981 $ 1,456,616 $20,242,670 $ 307,636 $ 9,623,604 $ 9,497,640 $ 928,991 $ 3,852,909 1,368,858 10,791,864 11,358,381 291,005 16,389,761 $ 1,676,494 $20,415,468 $20,856,021 $ 1,219,996 $20,242,670 % Change Adopted to Adopted N/A N/A N/A N/A N/A 0.00% N/A N/A 78.91% -68.26% N/A 2500.00% N/A N/A -0.85% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Significant Budget Changes The Non-Departmental Capital cost center 1291 is used to house budgets for General Government Capital Projects not tied to a specific department, those tied to developer agreements, and those managed by departments without a designated capital cost center. This presentation does not include cost center 1290, NonDepartmental, which includes only operating costs. Cost centers 1290 and 1291 are kept separate to clearly distinguish operating from capital funding. 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 2017-2026 Capital Improvement Program. 330 City of Chandler 2016-17 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 $ $ $ $ 2015-16 Adopted Budget 450,000 1,100,000 416,899 17,372,819 19,339,718 9,049,854 10,289,864 19,339,718 $ $ $ $ 2016-17 Adopted Budget 450,000 1,100,000 413,404 4,175,766 6,139,170 2,826,409 3,312,761 6,139,170 % Change Adopted to Adopted 0.00% 0.00% -0.84% -75.96% -68.26% 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 City 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. 331 City of Chandler 2016-17 Adopted Budget Management Services 402 Equipment Replacement Fund: Function: Budget Summary Description Machinery/Equipment 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget % Change Adopted to Adopted $ 515,200 $ 870,500 $ 870,500 $ 382,675 $ 892,250 2.50% Total $ 515,200 $ 870,500 $ 870,500 $ 382,675 $ 892,250 2.50% General Government - Airport $ - $ - $ - $ - $ 20,000 Community & Neighborhood Services Public Safety - Police Equipment Replacement Fund $ - 33,500 33,500 32,675 35,250 515,200 837,000 837,000 350,000 837,000 515,200 $ 870,500 $ 870,500 $ 382,675 $ 892,250 Significant Budget Changes The Equipment 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 identify anticipated replacement items to be purchased and the amount to be included for payment within their budget. Fiscal Year 2016-17 reflects funding for the replacement of an airport tractor, police communication equipment, and park maintenance carts. 332 City of Chandler 2016-17 Adopted Budget Management Services Fund: Function: 403 Technology Replacement Budget Summary Description Professional/Contract 2016-17 2015-16 2015-16 2015-16 2014-15 Adopted Estimated Adjusted Adopted Actual Budget Expenditures Budget Budget Expenditures $ 13,238 $ - $ - $ - $ - % Change Adopted to Adopted N/A Repairs/Maintenance 310,663 750,663 838,956 857,391 422,100 -43.77% Machinery/Equipment 3,068,359 2,542,898 3,038,019 3,019,584 2,069,943 -18.60% -24.34% Total $ 3,392,260 $ 3,293,561 $ 3,876,975 $ 3,876,975 $ 2,492,043 Technology Replacement Fund $ 3,392,260 $ 3,293,561 $ 3,876,975 $ 3,876,975 $ 2,492,043 Significant Budget Changes The Technology Replacement Fund allows for the ongoing replacement of technology equipment citywide. Under the existing Technology Replacement Policy, personal computers (PCs) 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) 2015-16, 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 the City Hall network equipment. FY 2016-17 replacement plans include Police Department (PD) dispatch computers, standard laptops, core citywide services servers, PD storage and the datacenter uninterruptible power supply unit. 333 City of Chandler 2016-17 Adopted Budget Management Services 404 Vehicle Replacement Fund: Function: Budget Summary Description 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget % Change Adopted to Adopted Machinery/Equipment $ 2,453,822 $ 4,662,159 $ 5,463,441 $ 2,977,028 $ 5,474,625 17.43% Total $ 2,453,822 $ 4,662,159 $ 5,463,441 $ 2,977,028 $ 5,474,625 17.43% Gen Gov't - CAPA $ Gen Gov't - Airport - $ 27,000 $ 27,000 $ - $ 27,000 - - - - 48,000 22,823 179,221 178,471 46,290 227,800 Gen Gov't - Economic Development - 26,500 27,250 27,250 - Gen Gov't - Information Technology - - 21,880 21,880 - 23,894 - - - - - - 21,880 21,880 20,000 235,274 - - - - Com & Nbhd Services - Code Enforcement - 165,000 187,129 28,845 199,500 Com & Nbhd Services - Aquatics - 96,675 96,675 57,507 58,675 Com & Nbhd Services - Parks - 449,925 510,091 268,695 299,125 Com & Nbhd Services - Recreation - 130,000 130,000 63,643 47,375 Management Services - Central Supply - - - - 29,500 25,152 235,200 235,200 53,188 212,600 Gen Gov't - Building & Facilities Gen Gov't - Neighborhood Programs Gen Gov't - Planning Community Services - Parks Municipal Utilities - Solid Waste Municipal Utilities - Water 469,691 798,550 859,924 377,495 691,700 Municipal Utilities - Wastewater 88,538 382,950 382,950 118,311 361,250 Fire, Health & Medical 40,914 313,000 340,975 258,798 387,000 1,284,644 638,500 966,195 873,675 2,010,600 - 207,400 185,520 42,620 161,500 T&D - Engineering - 25,300 25,300 24,474 - T&D - Capital Projects - 81,800 81,800 70,258 27,200 214,364 805,263 928,876 465,769 552,050 48,527 99,875 256,325 156,450 113,750 $ 2,453,822 $ 4,662,159 $ 5,463,441 $ 2,977,028 $ 5,474,625 Police T&D - Development Services T&D - Streets T&D - Traffic Engineering Vehicle Replacement Fund Significant Budget Changes The Vehicle Replacement Fund allows for the ongoing replacement of operating fleet vehicles citywide that are less than $100,000. 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. 334 City of Chandler 2016-17 Adopted Budget Municipal Utilities Assistant City Manager Municipal Utilities Administration Water/Wastewater Operations Solid Waste Services Environmental Resources Water Distribution Water Systems Maintenance Wastewater Collection Wastewater Quality Water Treatment Plant 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 335 City of Chandler 2016-17 Adopted Budget Municipal Utilities The table below depicts the breakdown by division for the Fiscal Year 2016-17 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 2014-15 Actual Expenditures Expenditures by Cost Center 2015-16 Adopted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget Municipal Utilities Administration $ 692,121 $ 1,001,307 $ 983,606 $ 1,050,371 Solid Waste Services 12,499,012 13,271,743 13,202,597 13,352,465 Solid Waste Capital 188,839 936,105 52,892 886,386 Water Distribution 4,547,333 4,919,468 5,122,011 5,147,013 Water Capital 8,575,802 63,789,813 5,576,701 105,126,563 Water Treatment Plant 4,296,201 5,703,579 5,695,143 5,696,677 Environmental Resources 6,063,824 7,956,433 8,061,935 7,985,834 Water Quality 1,526,129 1,657,140 1,546,554 1,694,932 Water Systems Maintenance 5,215,477 6,341,759 6,368,866 6,347,912 San Tan Vista Water Treatment Plant 1,133,393 1,282,519 1,250,000 1,282,519 Meter Services 1,018,433 1,254,536 1,200,348 1,051,084 Wastewater Collection 1,965,243 2,245,760 2,311,768 2,278,456 Wastewater Capital 24,296,906 194,382,412 19,627,659 182,831,421 Ocotillo Brine Reduction Facility 4,701,009 9,905,048 10,694,016 9,636,895 Lone Butte Wastewater Treatment 845,146 1,406,584 985,652 1,408,793 Wastewater Quality 414,808 610,412 632,165 622,723 Airport Water Reclamation Facility 7,569,946 9,774,033 8,432,538 9,841,219 Ocotillo Water Reclamation Facility 4,452,916 4,128,675 3,421,605 4,436,162 Total $ 90,002,535 $ 330,567,326 $ 95,166,056 $ 360,677,425 Expenditures by Category Personnel & Benefits Total Personnel Ongoing(1) One-time(1) Operating & Maintenance Capital - Major 4.90% 0.61% -5.31% 4.63% 64.80% -0.12% 0.37% 2.28% 0.10% 0.00% -16.22% 1.46% -5.94% -2.71% 0.16% 2.02% 0.69% 7.45% 9.11% $ 14,714,025 $ 17,582,415 $ 17,106,250 $ 18,297,571 17,582,415 17,106,250 18,101,175 2.95% 196,396 42,226,964 53,876,581 52,802,554 53,535,484 33,061,546 259,108,330 25,257,252 288,844,370 Total $ 90,002,535 $ 330,567,326 $ 95,166,056 $ 360,677,425 N/A -0.63% 11.48% 9.11% 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 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 2015-16 Adopted 8.000 22.000 28.000 13.000 9.000 12.000 20.000 11.000 10.000 17.000 1.000 4.000 26.000 12.000 193.000 2015-16 Revised 8.000 22.000 28.000 13.000 9.000 12.000 20.000 11.000 10.000 17.000 1.000 4.000 26.000 12.000 193.000 Ongoing and One-time Personnel Services detail not availab le for 2014-15 Actual Expenditures. 336 % Change 2016-17 Adopted to Adopted Adopted 8.000 0.00% 22.000 0.00% 28.000 0.00% 13.000 0.00% 9.000 0.00% 12.000 0.00% 20.000 0.00% 11.000 0.00% 10.000 0.00% 17.000 0.00% 1.000 0.00% 4.000 0.00% 26.000 0.00% 16.000 33.33% 197.000 2.07% City of Chandler 2016-17 Adopted Budget Municipal Utilities 2015-16 Municipal Utilities Accomplishments  Partnered with the Transportation and Development Department to pursue reaccreditation status for the fourth time with American Public Works Association.  The Household Hazardous Waste (HHW) Collection Facility serviced 3,000 residents who dropped off approximately 149,862 pounds of HHW. Solid Waste Services reused or recycled approximately 103,000 pounds of HHW, achieving a diversion rate of approximately 69 percent.  Diverted approximately 1,400 tons of selected green waste through the Solid Waste Services green waste program at the Recycling-Solid Waste Collection Center achieving a cost savings of approximately $2,200.  Successfully implemented special event recycling for City events via the purchase of recycling containers and a specialized roll-off used specifically for special events.  Collected over 3,000 pounds of plastic bags in one month through the Bench the Bag recycling contest in Chandler schools. This program supports community awareness on alternative options for recycling plastic bags, since plastic bags are not accepted in Chandler's curbside recycling program. Participating schools received planters constructed of plastic lumber made from plastic bags for their participation.  Delivered over 19.9 billion gallons of drinking water from wells and water treatment plants to more than 83,000 service connections.  Water conservation presentations were provided to 11,279 Chandler school children and 437 adults.  Avoided consumption of 15,772,000 gallons of water through the Water Conservation Residential Audit Program.  Partnered with the Town of Gilbert for Phase II Design for an additional 24 million gallons per day (MGD) of water production capacity to the San Tan Vista Water Treatment Plant in Gilbert. Chandler will add another 12 MGD in water production capacity, for a total Chandler capacity of 24 MGD.  Successfully completed maintenance on 12,938 hydrants throughout the City.  The Airport and Ocotillo Water Reclamation Facilities recharged nearly 2.2 billion gallons of reclaimed water for future recovery or to use as potable water credits.  Treated and reclaimed 10.4 billion gallons of wastewater at the Airport, Lone Butte, and Ocotillo Water Reclamation Facilities; 8.2 billion gallons of which were reused for irrigation.  Delivered over 645 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 Engineering News-Record 2015 Best Projects in the Southwest Award for the Airport Water Reclamation Facility expansion from 15 to 22 MGD.  Successfully transitioned the Ocotillo Water Reclamation Facility Operations from Severn Trent Environmental to the City of Chandler as of July 1, 2015. Completed design on expansion of 5 MGD, increasing the capacity from 10 to 15 MGD. 337 City of Chandler 2016-17 Adopted Budget Municipal Utilities Municipal Utilities Administration is charged with providing Municipal Utilities Administration 3050 Division: management direction and support to the three operating areas that comprise the Municipal Utilities Department. Cost Center: This is accomplished by working with City staff, elected officials, and the public in planning, developing, constructing, and maintaining water, wastewater, and solid waste public infrastructure. 2016-17 Performance Measurements Goal: To provide efficient and effective services to the residents of Chandler through administration, general direction, and coordination of activities within the Solid Waste, Water, and Wastewater 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 2013-14 Actual Number of Customer Service Requests (all Municipal Utilities cost centers) Number of public meetings with citizens/neighborhoods (1) 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 994 429(1) 500 400 430 6 7 6 6 6 Beginning in Fiscal Year 2014-15, customer service requests decreased 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 Council and staff informed on federal, state, tribal, county, and City projects that involve Chandler. Measures 2013-14 Actual Represent City at agency and civic group meetings (2) 2014-15 Actual 43 61 Measure no longer being used effective Fiscal Year 2016-17. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 338 2015-16 Projected 40 2015-16 Year End Estimate * 49 2016-17 Projected N/A(2) City of Chandler 2016-17 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 2014-15 Actual Expenditures $ $ $ $ 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 651,210 $ 923,674 $ 937,745 923,674 937,745 13,809 24,410 139,862 10,306 21,140 21,140 837 3,046 14,007 14,053 10,002 15,201 15,201 2,911 2,875 2,875 692,121 $ 1,001,307 $ 1,130,876 690,811 $ 688,688 $ 756,694 1,310 312,619 374,182 692,121 $ 1,001,307 $ 1,130,876 $ $ $ $ 2016-17 Adopted Budget 803,000 $ 928,751 803,000 928,751 135,326 35,410 18,094 42,081 1,304 2,000 12,007 14,053 11,000 25,201 2,875 2,875 983,606 $ 1,050,371 706,529 $ 715,104 277,077 335,267 983,606 $ 1,050,371 % Change Adopted to Adopted 0.55% 0.55% N/A 45.06% 99.06% N/A 0.33% 65.79% 0.00% 4.90% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title Administrative Specialist Business Systems Support Analyst Management Analyst Management Assistant Municipal Utilities Director Senior Business Systems Support Specialist Senior Executive Assistant Senior Management Assistant Utilities Administrator Utilities Coordinator Utilities Safety/Security Coordinator Utility Program Coordinator Total 2012-13 Revised 0.8 0 0 0 1 0 1 1 0 1 1 0 5.8 2013-14 Revised 0 0 0 1 1 0 1 1 0 1 1 0 6 2014-15 Revised 0 1 1 1 1 1 0 0 1 1 1 0 8 2015-16 Adopted 0 1 1 1 1 1 0 0 1 1 1 0 8 2015-16 Revised 0 1 1 1 1 1 0 0 1 1 0 1 8 2016-17 Adopted 0 1 1 1 1 1 0 0 1 1 0 1 8 Significant Budget and Staffing Changes During Fiscal Year 2015-16, one Utility Safety/Security Coordinator position was renamed Utility Program Coordinator. 339 City of Chandler 2016-17 Adopted Budget Municipal Utilities Solid Waste Services 3700 Division: Cost Center: Solid Waste Services is accountable for providing safe, cost- effective, 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 providing public outreach to heighten awareness for greater sustainability. 2016-17 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 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate* 2016-17 Projected Waste tonnage 83,398 84,316 83,500 80,566(1) 81,000(1) Recycling tonnage 21,231 22,345 22,000 22,102 22,200 25% 27% 26% 27% 27% 19,999(2) 48,447 35,000 44,580 43,000 42/ 3,000 44/ 3,600 45/ 3,800 47/ 4,100 45/ 4,000 93% 95% 97% 96% 96% Waste diversion percentage Field inspections Education presentations/attendees Customer satisfaction(3) (1) (2) (3) 2015-16 Year End Estimate and 2016-17 Projected to decrease due to policy change. The new policy in effect prohibits third parties from disposing waste on behalf of residents. 2013-14 Actual field inspections low due to staff vacancies. Customer Satisfaction measurement is based on average customer service ratings from annual on-line and mailed surveys. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 340 City of Chandler 2016-17 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 “Excellent”: (survey results)(1) Results of regulatory compliance inspections (1) 2014-15 Actual 2013-14 Actual 2015-16 Projected 2015-16 Year End Estimate* 2016-17 Projected 96% 97% 95% 95% 96% Pass Pass Pass Pass Pass Ongoing survey for customer satisfaction with self-haul use of the RSWCC, including household hazardous waste drop-off. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 341 City of Chandler 2016-17 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 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget $ 1,443,153 $ 1,770,950 $ 1,807,819 $ 1,606,651 $ 1,832,987 1,770,950 1,807,819 1,606,651 1,832,987 10,428,902 10,345,401 10,613,572 10,612,048 10,345,401 351,901 583,324 626,535 511,145 591,250 101,054 290,128 296,734 296,244 310,128 33,984 67,125 67,364 55,300 57,884 183 750 750 500 750 33,382 59,010 59,010 52,500 59,010 26,449 29,711 29,711 23,865 29,711 81,000 81,000 81,000 24,579 55,425 44,344 44,344 44,344 44,344 $ 12,499,012 $ 13,271,743 $ 13,626,839 $ 13,202,597 $ 13,352,465 $ - $ 70,000 $ 70,000 $ - $ 70,000 12,284,115 13,201,743 13,515,795 13,202,597 13,282,465 214,897 41,044 $ 12,499,012 $ 13,271,743 $ 13,626,839 $ 13,202,597 $ 13,352,465 % Change Adopted to Adopted 3.50% 3.50% N/A 0.00% 1.36% 6.89% -13.77% 0.00% 0.00% 0.00% 0.00% N/A 0.00% 0.61% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. 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 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 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 2015-16 Revised 4 1 0 1 0 1 2 0 10 0 0 0 2 1 0 22 2016-17 Adopted 4 1 0 1 0 1 2 0 10 0 0 0 2 1 0 22 Significant Budget and Staffing Changes Fiscal Year 2016-17 reflects an increase in ongoing funding for maintenance of the former landfill site at the Paseo Vista Recreation Area. 342 City of Chandler 2016-17 Adopted Budget Municipal Utilities Division: Cost Center: Solid Waste Capital 3710 Capital Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Other Charges/Services Project Support Recharge** Contingencies/Reserves Land/Improvements Building/Improvements Total Cost Center - 3710 Solid Waste Operating Fund 2014-15 Actual Expenditures $ $ $ 371 $ 3,960 106,528 77,980 188,839 $ 188,839 $ 2015-16 Adopted Budget - $ 10,000 186,105 740,000 936,105 $ 936,105 $ 2015-16 Adjusted Budget 2015-16 Estimated Expenditures - $ 10,000 21,587 907,691 939,278 $ 939,278 $ 822 $ 822 24,449 27,621 52,892 $ 52,892 $ 2016-17 Adopted Budget 886,386 886,386 886,386 % Change Adopted to Adopted N/A N/A N/A N/A -100.00% 376.28% N/A -100.00% -5.31% * Ongoing and One-time Personnel Services detail not available for 2014-15 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) 2016-17 reflects the carryforward of uncompleted project funding from FY 2015-16. Detail on the capital program is available in the 2017-2026 Capital Improvement Program. 343 City of Chandler 2016-17 Adopted Budget Municipal Utilities Water 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 2016-17 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) (3) Number of blue stakes performed Number of hydrant meter installations and relocations completed within 48 hours of request (1) (2) (3) 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 12,620 12,620 12,800 12,933 13,150 375 (1) 650 950 950 3,000 3,000 3,500 3,500 3,500 17,300 22,500 19,000 24,750 25,750 19,000 20,588 20,000 21,100 21,600 355 432 450 450 450 896 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. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 344 City of Chandler 2016-17 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 Street Improvements Water System Improvements Capital Replacement Total Cost Center - 3800 Water Operating Fund 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget $ 2,209,793 $ 2,371,949 $ 2,423,748 $ 2,386,000 $ 2,406,982 2,371,949 2,423,748 2,386,000 2,406,982 317,131 499,219 611,522 552,500 419,462 1,612,286 1,630,086 1,691,961 1,649,469 1,827,429 47,029 60,016 60,800 60,800 57,186 16,013 21,996 22,162 25,110 24,752 3,126 5,250 5,250 4,000 5,250 18,507 24,400 24,400 24,400 24,400 29,556 79,962 98,032 86,235 79,962 14,500 37,048 37,490 14,500 534 218,261 138,578 138,578 220,000 213,578 76,007 73,512 75,095 73,512 73,512 $ 4,547,333 $ 4,919,468 $ 5,187,013 $ 5,122,011 $ 5,147,013 $ 4,547,333 $ 4,919,468 $ 5,187,013 $ 5,122,011 $ 5,147,013 % Change Adopted to Adopted 1.48% 1.48% N/A -15.98% 12.11% -4.72% 12.53% 0.00% 0.00% 0.00% 0.00% N/A 54.12% 0.00% 4.63% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title Administrative Specialist GIS Technician I GIS Technician II Lead Utility Systems Technician Senior Administrative Assistant 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 2012-13 Revised 2 1 1 0 0 2 2 6 7 5 0 0 0 1 1 28 2013-14 Revised 2 1 1 5 0 2 2 0 0 0 0 12 2 1 0 28 2014-15 Revised 0 1 1 5 1 3 2 0 0 0 1 12 1 1 0 28 2015-16 Adopted 0 1 1 5 1 3 2 0 0 0 1 12 1 1 0 28 2015-16 Revised 0 1 1 5 1 3 2 0 0 0 0 13 1 1 0 28 2016-17 Adopted 0 1 1 5 1 3 2 0 0 0 0 13 1 1 0 28 Significant Budget and Staffing Changes During Fiscal Year (FY) 2015-16, one Utilities Systems Technician I position was reclassified to Utilities Systems Technician II. FY 2016-17 reflects an increase in Operating Supplies funding which has been transferred from cost center 3880, Meter Services. 345 City of Chandler 2016-17 Adopted Budget Municipal Utilities Water Capital 3820 Division: Cost Center: Capital Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Communications/Transportation Other Charges/Services Project Support Recharge** Contingencies/Reserves Building/Improvements 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 2014-15 Actual Expenditures $ 104,089 17,625 1,326 177 106,011 (1,753) 8,278,927 69,399 $ 8,575,802 $ 6,841,869 750,864 983,068 $ 8,575,802 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures $ - $ - $ 5,963,860 30,898,950 263,922 35,703 74,462 44,154,813 4,000,000 7,287,006 20,497 9,635,437 22,528,983 331,006 $ 63,789,813 $ 61,404,826 $ $ 35,675,996 $ 33,569,670 $ 15,281,648 15,423,917 4,000,000 4,000,000 8,832,169 8,411,239 $ 63,789,813 $ 61,404,826 $ 2016-17 Adopted Budget 72,341 $ 72,341 288,808 43,095,059 2,209 41 28,849 10,000 50,000 55,819,504 591,059 1,700,000 4,404,632 4,452,000 188,762 5,576,701 $105,126,563 5,046,416 $ 33,133,254 328,854 59,532,122 144,573 3,855,427 56,858 8,605,760 5,576,701 $ 105,126,563 % Change Adopted to Adopted N/A N/A N/A 622.60% N/A N/A N/A 40.04% 26.42% -57.50% N/A -53.80% N/A 64.80% * Ongoing and One-time Personnel Services detail not available for 2014-15 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) 2016-17 reflects the carryforward of uncompleted project funding from FY 2015-16. Detail on the capital program is available in the 2017-2026 Capital Improvement Program. 346 City of Chandler 2016-17 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 2016-17 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 2013-14 Actual 2014-15 Actual 2015-16 Projected In In In Compliance Compliance Compliance 2015-16 Year End Estimate * 2016-17 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) 2013-14 Actual 2014-15 Actual 11,401 11,253 * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 347 2015-16 Projected 12,000 2015-16 Year End Estimate * 12,700 2016-17 Projected 12,500 City of Chandler 2016-17 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 2013-14 Actual $208 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected $219 $275 $225 $225 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. Measures(1) Percentage of finished water turbidity samples between 0.05 to 0.15 NTU Percentage of finished water turbidity samples between 0.16 to 0.5 NTU (1) (2) 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 95.45% 99.19% 95.00% 95.00% 95.00% 4.55% 0.81%(2) 5.00% 5.00% 5.00% 2013-14 Actual Measures reflect the percentage of the total samples taken annually. 2014-2015 Actual is low due to less particulates in the source water. The water treatment plant did not have a need throughout the year to feed powdered activated carbon, which adds to the particulates in the water. *2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 348 City of Chandler 2016-17 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 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget $ 1,242,888 $ 1,145,616 $ 1,171,287 $ 1,158,000 $ 1,158,223 1,145,616 1,171,287 1,158,000 1,158,223 478,191 129,950 412,428 377,428 125,193 823,759 1,720,871 1,840,158 1,921,608 1,705,871 163,175 180,056 196,416 195,400 180,056 51,634 15,967 16,215 8,570 16,215 500 1,000 1,000 1,000 1,488,460 2,012,533 2,012,533 1,978,000 2,012,533 36,572 50,014 50,014 45,115 50,014 436,550 436,550 436,550 11,022 11,022 11,022 11,022 11,022 $ 4,296,201 $ 5,703,579 $ 6,147,623 $ 5,695,143 $ 5,696,677 $ 4,296,201 $ 5,703,579 $ 6,147,623 $ 5,695,143 $ 5,696,677 % Change Adopted to Adopted 1.10% 1.10% N/A -3.66% -0.87% 0.00% 1.55% 0.00% 0.00% 0.00% 0.00% 0.00% -0.12% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title Executive Assistant Senior Administrative Assistant Water Plant Operator I Water Plant Operator II Water Systems Operations Superintendent Total 2012-13 Revised 1 0 5 5 1 12 2013-14 Revised 1 0 5 5 1 12 2014-15 Revised 0 1 5 6 1 13 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2016-17. 349 2015-16 Adopted 0 1 5 6 1 13 2015-16 Revised 0 1 5 6 1 13 2016-17 Adopted 0 1 5 6 1 13 City of Chandler 2016-17 Adopted Budget Municipal Utilities Environmental Resources is responsible for protecting Chandler’s existing water supplies, estimating Chandler’s future water demands, negotiating, acquiring, and managing Chandler’s water resources, and promoting water conservation through public programs, elementary school education programs, rebates, demonstration projects, and workshops. This cost center is also responsible for following the status of new federal and state laws, rules, and regulations pertaining to the Clean Water and Safe Drinking Water Acts, and reviewing and tracking all Municipal Utilities Department plans and projects. Division: Cost Center: Environmental Resources 3840 2016-17 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 contracts(1) Secure long-term storage credits as measured in acre-feet (AF)(2) (1) (2) (3) (4) 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 26 26 26 26 26 90,785 AF 90,785 AF 90,785 AF 90,785 AF 90,785 AF 10,026 AF(3) 10,521 AF 7,500 AF(4) 9,900 AF 8,000 AF 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. *2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 350 City of Chandler 2016-17 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 the water saving retrofit kit program.  Provide water conservation assistance to high water use homeowners, and commercial, industrial, and turf customers to reduce overall consumption.  Implement the conservation requirements of the Third Management Plan of the Groundwater Management Act. Measures Number of Water conservation workshops 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 22 21 22 22 22 460 475 500 500 500 83 83 75 70(1) 75 10,547 11,320 10,000 9,009 10,000 Number of residential water conservation packets distributed 512 625(2) 500 500 500 Number of rebates issued 138 164 150 150 150 Number of residential water audits 192 363 300 300 300 11 11 11 11 11 Number of residents attending workshops Number of school presentations Number of children attending school presentations Number of conservation programs implemented as mandated by Arizona Department of Water Resources (1) (2) Chandler teacher feedback indicates scheduling conflicts with less time to book presentations. Packets delivered to newly built single family homes were higher than expected in 2014-15 Actual. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 351 City of Chandler 2016-17 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 Number of written summaries of new laws, rules, or regulations 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 2013-14 Actual 2014-15 Actual 3 * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 352 3 2015-16 Projected 2015-16 Year End Estimate * 2 3 2016-17 Projected 4 City of Chandler 2016-17 Adopted Budget Municipal Utilities    Environmental Resources – 3840    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Rents/Utilities Other Charges/Services Capital Replacement Total Cost Center - 3840 Grant Fund Water Operating Fund Grand Total 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget $ 1,012,458 $ 1,109,042 $ 1,131,678 $ 1,076,000 $ 1,137,958 1,109,042 1,131,678 1,076,000 1,137,958 4,851,968 6,529,503 6,747,010 6,747,010 6,529,503 26,111 81,013 81,013 41,350 81,013 22,727 28,380 29,042 29,185 29,030 4,145 18,107 18,232 11,970 17,942 6,674 11,520 11,520 11,520 11,520 129,203 169,954 169,954 135,986 169,954 10,538 8,914 8,914 8,914 8,914 $ 6,063,824 $ 7,956,433 $ 8,197,363 $ 8,061,935 $ 7,985,834 $ - $ 30,000 $ 30,000 $ - $ 30,000 6,063,824 7,926,433 8,167,363 8,061,935 7,955,834 $ 6,063,824 $ 7,956,433 $ 8,197,363 $ 8,061,935 $ 7,985,834 % Change Adopted to Adopted 2.61% 2.61% N/A 0.00% 0.00% 2.29% -0.91% 0.00% 0.00% 0.00% 0.37% * Ongoing and One-time Personnel Services detail not available for 2014-15 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 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 Revised 1 1 1 1 1 1 1 0 1 1 9 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2016-17. 353 2015-16 Adopted 1 1 1 1 1 1 1 0 1 1 9 2015-16 Revised 1 1 1 1 1 1 1 0 1 1 9 2016-17 Adopted 1 1 1 1 1 1 1 0 1 1 9 City of Chandler 2016-17 Adopted Budget Municipal Utilities Water Quality 3850 Division: Cost Center: Water Quality is responsible for ensuring that the City water supply meets compliance standards set by the federal and state government. This is accomplished through a program of sampling, laboratory testing, reporting, and record keeping. This area also manages the backflow prevention and flushing programs in order to prevent contamination of the City’s potable water supply and assure a palatable taste for the customer. 2016-17 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 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 100% 100% 100% 100% 100% 2013-14 Actual Collect and conduct 150 bacteriological tests per month throughout the City’s distribution system Water quality complaints responded to within 24 hours Ensure annual testing requirements are met for all documented backflow assemblies 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% Perform sampling on all new water mains 100% 100% 100% 100% 100% * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 354 City of Chandler 2016-17 Adopted Budget Municipal Utilities    Water Quality – 3850    Budget Summary 2014-15 Actual Expenditures Description Personnel Services Total Personnel $ Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Capital Replacement Total Cost Center - 3850 $ Water Operating Fund $ Reclaimed Water Operating Fund Grand Total $ 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget 1,151,732 $ 1,192,939 $ 1,217,618 $ 1,226,342 $ 1,230,731 1,192,939 1,217,618 1,226,342 1,230,731 129,064 183,291 183,463 100,100 183,291 160,302 187,792 198,307 145,850 186,832 3,361 6,000 6,700 6,000 6,000 31,370 41,727 41,967 32,250 42,687 500 500 500 21,167 23,879 23,879 15,000 23,879 29,132 21,012 21,012 21,012 21,012 1,526,129 $ 1,657,140 $ 1,693,446 $ 1,546,554 $ 1,694,932 1,526,129 $ 1,657,140 $ 1,693,446 $ 1,546,554 $ 1,608,239 86,693 1,526,129 $ 1,657,140 $ 1,693,446 $ 1,546,554 $ 1,694,932 % Change Adopted to Adopted 3.17% 3.17% N/A 0.00% -0.51% 0.00% 2.30% 0.00% 0.00% 0.00% 2.28% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title Chemist Laboratory Supervisor Senior Chemist Senior Laboratory Technician Water Operations Compliance Specialist Water Quality Advisor Water Quality Program Manager Water Quality Supervisor Water Quality Technician Total 2012-13 Revised 1 0 1 3 1 0 1 1 4 12 2013-14 Revised 1 0 1 3 2 0 1 1 3 12 2014-15 Revised 3 1 0 0 2 1 1 1 3 12 2015-16 Adopted 3 1 0 0 2 1 1 1 3 12 Significant Budget and Staffing Changes Fiscal Year 2016-17 reflects establishment of the Reclaimed Water Operating Fund. 355 2015-16 Revised 3 1 0 0 2 1 1 1 3 12 2016-17 Adopted 3 1 0 0 2 1 1 1 3 12 City of Chandler 2016-17 Adopted Budget Municipal Utilities Water 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. Water Systems Maintenance 3860 Division: Cost Center: 2016-17 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 2013-14 Actual 2014-15 Actual 2015-16 Projected In Compliance In Compliance In Compliance 2015-16 Year End Estimate * 2016-17 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 (1,000,000) 2013-14 Actual 2014-15 Actual 4,865 2015-16 Projected 4,405 4,600 2015-16 Year End Estimate * 2016-17 Projected 4,600 4,500 2015-16 Year End Estimate * 2016-17 Projected $400 $400 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 2013-14 Actual 2014-15 Actual $320 $383 * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 356 2015-16 Projected $400 City of Chandler 2016-17 Adopted Budget Municipal Utilities    Water Systems Maintenance – 3860    Goal: Operate and maintain all equipment efficiently. Supports Priority Based Budgeting Goal(s): Safe Community; Sustainable Economic Health Objective:  Maintain the operational status of equipment at 93 percent 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 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 357 City of Chandler 2016-17 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 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget $ 1,716,476 $ 1,851,691 $ 1,893,519 $ 1,803,567 $ 1,880,759 1,851,691 1,893,519 1,803,567 1,880,759 6,125 23,718 19,466 7,100 15,461 648,292 826,593 845,972 849,235 826,823 749,522 1,253,338 1,449,098 1,415,371 1,253,338 6,448 23,162 23,274 6,125 23,274 1,500 2,500 2,500 1,500 2,500 1,511,136 1,666,940 1,666,940 1,510,000 1,651,940 33,868 54,580 54,580 48,460 54,580 503,524 600,650 688,921 688,921 600,650 38,587 38,587 38,587 38,587 38,587 $ 5,215,477 $ 6,341,759 $ 6,682,857 $ 6,368,866 $ 6,347,912 $ 5,215,477 $ 6,341,759 $ 6,682,857 $ 6,368,866 $ 6,347,912 % Change Adopted to Adopted 1.57% 1.57% N/A -34.81% 0.03% 0.00% 0.48% 0.00% -0.90% 0.00% 0.00% 0.00% 0.10% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title Instrumentation Technician IT Application Support Specialist Laborer 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 2012-13 Revised 4 1 2 9 4 0 0 0 1 1 22 2013-14 Revised 4 1 0 9 4 2 0 1 1 0 22 2014-15 Revised 4 0 0 8 3 2 1 1 1 0 20 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2016-17. 358 2015-16 Adopted 4 0 0 8 3 2 1 1 1 0 20 2015-16 Revised 4 0 0 8 3 2 1 1 1 0 20 2016-17 Adopted 4 0 0 8 3 2 1 1 1 0 20 City of Chandler 2016-17 Adopted Budget Municipal Utilities San Tan Vista Water Treatment Plant is a joint effort San Tan Vista Water Treatment Plant 3870 Division: 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. 2016-17 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 2013-14 Actual 2014-15 Actual 2015-16 Projected In In In Compliance Compliance Compliance 2015-16 Year End Estimate * 2016-17 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)(1) (1) 2013-14 Actual 2014-15 Actual N/A 2015-16 Projected N/A N/A 2015-16 Year End Estimate * 4,239 2016-17 Projected 4,100 New measure beginning in Fiscal Year 2015-16. Goal: Operate and maintain all water facilities efficiently. Supports Priority Based Budgeting Goal(s): Sustainable Economic Health Objective:  Minimize increases in water production costs. Measures Production cost per million gallons (1) 2013-14 Actual 2014-15 Actual $149 $95(1) 2014-15 Actual reflects a reduction in chemical costs. * 2015-2016 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 359 2015-16 Projected $175 2015-16 Year End Estimate * $99 2016-17 Projected $99 City of Chandler 2016-17 Adopted Budget Municipal Utilities    San Tan Vista Water Treatment Plant – 3870    Budget Summary Description Professional/Contract Total Cost Center - 3870 Water Operating Fund 2016-17 2015-16 2015-16 2015-16 2014-15 Adopted Estimated Adjusted Adopted Actual Budget Expenditures Budget Budget Expenditures $ 1,133,393 $ 1,282,519 $ 1,288,450 $ 1,250,000 $ 1,282,519 $ 1,133,393 $ 1,282,519 $ 1,288,450 $ 1,250,000 $ 1,282,519 $ 1,133,393 $ 1,282,519 $ 1,288,450 $ 1,250,000 $ 1,282,519 Significant Budget Changes There are no significant budget changes for Fiscal Year 2016-17. 360 % Change Adopted to Adopted 0.00% 0.00% City of Chandler 2016-17 Adopted Budget Municipal Utilities Meter Services is responsible for collecting monthly usage associated with over 83,000 Chandler utility accounts. This division also responds to customer requests to start and finalize water service, verify water meter accuracy, and detect water leaks. Division: Cost Center: Meter Services 3880 2016-17 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 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 968,172 980,382 998,000 986,666 988,000 95% 95% 95% 96% 97% 99.5% 98.7% 99% 99% 99.5% 34,764 23,732 35,000 22,198 24,000 1,626 2,400 2,000 2,040 2,000 * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 361 City of Chandler 2016-17 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 2014-15 Actual Expenditures $ 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget 638,475 $ 120 328,101 8,389 5,460 473 351 37,064 $ 1,018,433 $ 1,018,433 748,849 $ 761,434 $ 760,500 $ 745,397 748,849 761,434 760,500 745,397 100,000 442,042 469,870 400,905 142,042 29,710 30,141 15,550 26,710 4,350 4,350 4,318 7,350 2,000 2,000 2,000 2,000 2,000 2,000 1,000 2,000 9,510 9,510 9,510 16,075 16,075 16,075 16,075 $ 1,254,536 $ 1,295,380 $ 1,200,348 $ 1,051,084 $ 1,254,536 $ 1,295,380 $ 1,200,348 $ 1,051,084 % Change Adopted to Adopted -0.46% -0.46% N/A N/A -67.87% -10.10% 68.97% -100.00% N/A 0.00% 0.00% N/A 0.00% -16.22% * Ongoing and One-time Personnel Services detail not available for 2014-15 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 2012-13 Revised 1 8 0 1 1 0 11 2013-14 Revised 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 2015-16 Revised 1 7 1 1 0 1 11 2016-17 Adopted 1 7 1 1 0 1 11 Significant Budget and Staffing Changes Fiscal Year 2016-17 reflects a reduction in Operating Supplies funding which has been transferred to cost center 3800, Water Distribution. 362 City of Chandler 2016-17 Adopted Budget Municipal Utilities Division: Cost Center: Wastewater Collection 3900 Wastewater Collection is responsible for maintaining all system appurtenances such as pipes, manholes, and pumping stations. 2016-17 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 915 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. 2013-14 Actual Measures 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected Number of odor complaints received Number of blockages originating in City sewer mains 42 23 65(1) 65 65 7 10 20(1) 20 20 (2) 45 99 100 120 100 66.9% 78% 90% 70% N/A 44 57 70(4) 70 70 91% 92% 90% 94% N/A 196 144 180(5) 170 175 Number of roach complaints received Percentage of roach complaints responded to within 24 hours(3) Number of sewer service repairs that are the City’s responsibility Percentage of City service repairs completed within 48 hours(3) Number of sewer line miles cleaned annually (1) (2) (3) (4) (5) Wastewater Collection anticipates an increase in odor complaints and sewer blockages due to growth and construction. The City 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. Measure no longer being used effective Fiscal Year 2016-17. Wastewater Collection foresees an increase in sewer service repairs due to aging infrastructure. Wastewater Collection expects an increase in sewer miles cleaned as crews are now fully staffed and a new hydrorodder purchased, which will be less prone to mechanical failure. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year 363 City of Chandler 2016-17 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 Office Furniture/Equipment Capital Replacement Total Cost Center - 3900 Wastewater Operating Fund 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget $ 764,630 $ 844,253 $ 864,674 $ 885,690 $ 881,567 844,253 864,674 885,690 881,567 783,855 802,350 940,054 938,900 787,560 234,040 303,872 320,319 273,600 303,872 23,900 28,278 33,581 33,000 38,278 4,427 17,920 18,092 6,520 18,092 1,500 1,500 1,500 1,500 102,307 169,505 169,505 110,000 169,505 15,016 31,024 32,248 25,500 31,024 10,000 10,000 10,000 10 37,058 37,058 37,058 37,058 37,058 $ 1,965,243 $ 2,245,760 $ 2,427,031 $ 2,311,768 $ 2,278,456 $ 1,965,243 $ 2,245,760 $ 2,427,031 $ 2,311,768 $ 2,278,456 % Change Adopted to Adopted 4.42% 4.42% N/A -1.84% 0.00% 35.36% 0.96% 0.00% 0.00% 0.00% 0.00% N/A 0.00% 1.46% * Ongoing and One-time Personnel Services detail not available for 2014-15 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 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 Revised 0 1 1 1 4 2 0 0 0 1 10 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2016-17. 364 2015-16 Adopted 0 1 1 1 4 2 0 0 0 1 10 2015-16 Revised 0 1 1 1 4 2 0 0 0 1 10 2016-17 Adopted 0 1 1 1 4 2 0 0 0 1 10 City of Chandler 2016-17 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 Communications/Transportation Rents/Utilities 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 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget $ 50,788 $ - $ - $ 32,670 $ 32,670 25,173 9,641,140 12,790,863 76,104 1,010,000 646 9,035,209 657 147 12 580 100,307 600,000 1,965,186 60,136 500,000 74,297 202,133 106 60,000 76,375,412 170,711,421 100,634,563 100,644,563 410,000 410,000 382,185 1,327,805 178,165 37,209 19,038,580 10,550,000 22,791,461 6,647,000 65,762,961 $ 24,296,906 $194,382,412 $190,989,080 $ 19,627,659 $182,831,421 $ - $ 410,000 $ 410,000 $ 382,185 $ 27,815 799,699 5,172,729 5,243,799 1,149,685 9,375,220 7,733,883 40,220,917 38,116,530 10,840,710 33,474,714 6,586,024 115,689,014 114,209,952 6,743,888 107,456,064 9,177,300 32,389,752 32,508,799 511,191 31,997,608 500,000 500,000 500,000 $ 24,296,906 $ 194,382,412 $ 190,989,080 $ 19,627,659 $ 182,831,421 % Change Adopted to Adopted N/A N/A N/A -89.52% N/A N/A N/A -16.67% -19.24% 123.52% -100.00% -100.00% N/A 58.72% -5.94% * Ongoing and One-time Personnel Services detail not available for 2014-15 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) 2016-17 reflects the carryforward of uncompleted project funding from FY 2015-16. Detail on the capital program is available in the 2017-2026 Capital Improvement Program. 365 City of Chandler 2016-17 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, lime softening, ion exchange, and a brine concentrator to treat the 1.5-million 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 or sent back to Intel Corporation for industrial use. Ocotillo Brine Reduction Facility 3930 Division: 2016-17 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) 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 100% 100% 100% 100% 100% N/A 100%(1) 100% 100% 100% 528 3,488(2) 5,110(3) 5,110 5,110 0(4) 473(5) 657 525 694 0%(4) 90%(6) 95% 92% 92% New measure beginning in 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 1.6 million gallons per day. Increase due to brine concentrator running during winter months. Staff only treats what Intel Corporation sends to the facility since they control all influent flows. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 366 City of Chandler 2016-17 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 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget $ 1,243,795 $ 1,644,883 $ 1,678,533 $ 1,459,000 $ 1,691,551 1,644,883 1,678,533 1,459,000 1,691,551 623,243 761,436 897,784 3,600,350 756,031 1,626,196 3,263,595 4,166,190 4,397,780 3,263,595 77,862 224,805 232,619 230,600 223,305 5,258 6,668 6,820 5,700 5,968 250 250 250 250 1,106,643 965,000 965,000 965,000 965,000 11,478 21,025 21,025 17,950 24,025 3,000,000 3,000,000 2,689,784 8,892 8,892 8,892 8,892 6,534 8,494 8,494 8,494 8,494 $ 4,701,009 $ 9,905,048 $ 10,985,607 $ 10,694,016 $ 9,636,895 $ 4,701,009 $ 9,905,048 $ 10,985,607 $ 10,694,016 $ 9,636,895 % Change Adopted to Adopted 2.84% 2.84% N/A -0.71% 0.00% -0.67% -10.50% 0.00% 0.00% 14.27% -10.34% 0.00% 0.00% -2.71% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title Executive Assistant Instrumentation Technician Plant Operations Supervisor 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 2012-13 Revised 1 1 0 1 5 0 0 1 1 0 10 2013-14 Revised 1 2 0 1 8 0 0 2 1 0 15 2014-15 Revised 0 2 0 1 8 1 1 1 1 0 15 2015-16 Adopted 0 2 0 1 8 1 1 2 1 1 17 2015-16 Revised 0 2 1 1 9 0 1 2 1 0 17 2016-17 Adopted 0 2 1 1 9 0 1 2 1 0 17 Significant Budget and Staffing Changes During Fiscal Year 2015-16, one Wastewater Treatment Plant Operator II position was renamed Reverse Osmosis Water Plant Operator II and one Reverse Osmosis Water Plant Operator III position was reclassified to Plant Operations Supervisor. 367 City of Chandler 2016-17 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. 2016-17 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 Wastewater Treatment 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 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected Treatment cost per 1 MG $822 $790 $1,100 $800(1) $850 Percent compliance with GRIC lease agreement 91% 97% 99% 96% 98% 3.9 2.93 2.4 3.1 3.2 Reuse of wastewater (MGD) (1) Decrease due to less chemical usage. 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 368 City of Chandler 2016-17 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 2014-15 Actual Expenditures $ $ $ 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 121,944 $ 146,244 $ 147,553 $ 146,244 147,553 106,193 104,120 145,230 250,301 609,405 609,882 17,923 20,170 24,790 2,438 3,070 3,070 500 500 341,086 477,298 477,298 2,969 5,085 5,085 10,400 10,400 28,000 28,000 2,292 2,292 2,292 845,146 $ 1,406,584 $ 1,454,100 $ 845,146 $ 1,406,584 $ 1,454,100 $ 2016-17 Adopted Budget 137,500 $ 148,453 137,500 148,453 105,150 104,120 286,510 609,605 33,000 30,200 2,600 3,070 500 390,000 467,068 3,600 5,085 10,400 25,000 28,000 2,292 2,292 985,652 $ 1,408,793 985,652 $ 1,408,793 % Change Adopted to Adopted 1.51% 1.51% N/A 0.00% 0.03% 49.73% 0.00% 0.00% -2.14% 0.00% 0.00% 0.00% 0.00% 0.16% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title Wastewater Treatment Plant Operator III Total 2012-13 Revised 1 1 2013-14 Revised 1 1 2014-15 Revised 1 1 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2016-17. 369 2015-16 Adopted 1 1 2015-16 Revised 1 1 2016-17 Adopted 1 1 City of Chandler 2016-17 Adopted Budget Municipal Utilities Wastewater Quality is charged with managing and administering the Industrial Wastewater Pretreatment Program. This program regulates and issues permits to industrial users who discharge pollutants into the wastewater collection system. Wastewater Quality 3950 Division: Cost Center: 2016-17 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 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected Review industrial and City sampling reports to ensure compliance 100 166(1) 150 120 120 Conduct compliance sampling for aquifer protection and reuse permits 151 160 134 155 140 1,094 1,177 1,000(2) 1,000 1,000 N/A 29 30 31 34 Number of grease traps and sand and oil interceptors inspected Number of significant industrial user inspections conducted to determine compliance with applicable requirements(3) (1) (2) (3) Sampling reports reviewed may vary dependent on the number of sampling events conducted. 2015-16 Projected and 2015-16 Year End Estimate are lower based on available manpower and redistribution of workload. New measure beginning Fiscal Year 2014-15. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 370 City of Chandler 2016-17 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 Wastewater System Improvements Capital Replacement Total Cost Center - 3950 Reclaimed Water Operating Fund Wastewater Operating Fund Grand Total 2014-15 Actual Expenditures $ $ $ $ 324,330 52,509 24,846 501 5,753 28 6,841 414,808 414,808 414,808 2015-16 Adopted Budget $ $ $ $ 342,095 342,095 94,863 74,596 3,837 500 8,680 79,000 6,841 610,412 610,412 610,412 2015-16 Adjusted Budget $ $ $ $ 2015-16 Estimated Expenditures 351,462 351,462 241,918 74,596 3,877 500 8,680 79,000 6,841 766,874 766,874 766,874 $ $ $ $ 348,500 348,500 240,000 32,344 1,080 3,400 6,841 632,165 632,165 632,165 2016-17 Adopted Budget $ $ $ $ 355,987 355,987 94,863 72,495 4,357 500 8,680 79,000 6,841 622,723 49,694 573,029 622,723 % Change Adopted to Adopted 4.06% 4.06% N/A 0.00% -2.82% 13.55% 0.00% 0.00% 0.00% N/A 0.00% 2.02% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title Industrial Waste Inspector Pretreatment Supervisor Senior Industrial Waste Inspector Total 2012-13 Revised 1 1 2 4 2013-14 Revised 1 1 2 4 2014-15 Revised 1 1 2 4 2015-16 Adopted 1 1 2 4 2015-16 Revised 1 1 2 4 Significant Budget and Staffing Changes Fiscal Year 2016-17 reflects establishment of the established Reclaimed Water Operating Fund. 371 2016-17 Adopted 1 1 2 4 City of Chandler 2016-17 Adopted Budget Municipal Utilities Division: Cost Center: Airport Water Reclamation Facility 3960 Airport Water Reclamation Facility is responsible for the treatment of domestic and industrial wastewater to water quality standards that allow for reuse of effluent and recharge into the aquifer. 2016-17 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 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected $1,041 $990 $1,100 $1,040 $1,100 100% 99.7% 100% 100% 100% Reuse of wastewater (MGD) 9.91 12.87 14.0 13.1 13.5 Recharge of reclaimed water (MGD) 3.24 4.13 4.0 5.0 5.0 Percent compliance with permits * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 372 City of Chandler 2016-17 Adopted Budget Municipal Utilities    Airport Water Reclamation Facility – 3960    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingencies/Reserves Machinery/Equipment Capital Replacement Total Cost Center - 3960 Reclaimed Water Operating Fun Wastewater Operating Fund Grand Total 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget $ 2,084,194 $ 2,415,934 $ 2,469,467 $ 2,395,000 $ 2,505,482 2,415,934 2,469,467 2,395,000 2,505,482 1,055,131 1,760,977 1,841,446 1,200,250 1,518,211 1,810,667 2,161,413 2,175,307 1,731,400 1,761,753 110,430 131,600 141,489 145,700 146,600 18,640 25,662 25,926 19,700 24,726 1,000 1,000 1,000 2,284,876 2,663,815 2,663,815 2,801,800 3,263,815 64,461 59,827 59,827 58,500 65,827 500,000 1,000,000 500,000 112,741 25,000 51,383 51,383 25,000 28,805 28,805 28,805 28,805 28,805 $ 7,569,946 $ 9,774,033 $ 10,458,465 $ 8,432,538 $ 9,841,219 $ - $ - $ - $ - $ 1,323,415 7,569,946 9,774,033 10,458,465 8,432,538 8,517,804 $ 7,569,946 $ 9,774,033 $ 10,458,465 $ 8,432,538 $ 9,841,219 * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. 373 % Change Adopted to Adopted 3.71% 3.71% N/A -13.79% -18.49% 11.40% -3.65% 0.00% 22.52% 10.03% 0.00% 0.00% 0.00% 0.69% City of Chandler 2016-17 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 Manager Wastewater Facilities Superintendent Wastewater Maintenance Superintendent Wastewater Treatment Plant Operator I Wastewater Treatment Plant Operator II Total 2012-13 Revised 1 0 3 1 0 4 2 1 1 0 1 1 0 1 0 2 4 22 2013-14 Revised 1 0 3 0 0 4 2 1 1 1 1 1 0 1 0 2 6 24 2014-15 Revised 0 1 4 0 1 5 3 1 0 1 1 1 0 1 0 2 5 26 2015-16 Adopted 0 1 4 0 1 5 3 1 0 1 1 1 0 1 0 2 5 26 2015-16 Revised 0 1 4 0 1 5 3 1 0 1 0 1 1 0 1 2 5 26 2016-17 Adopted 0 1 4 0 1 5 3 1 0 1 0 1 1 0 1 2 5 26 Significant Budget and Staffing Changes During Fiscal Year (FY) 2015-16, one Wastewater Facilities Superintendent position was reclassified to Wastewater Facilities Manager and one Utility Systems Maintenance Superintendent was renamed Wastewater Maintenance Superintendent. FY 2016-17 reflects establishment of the Reclaimed Water Operating Fund. 374 City of Chandler 2016-17 Adopted Budget Municipal Utilities Division: Ocotillo Water Reclamation Facility is responsible for Ocotillo Water Reclamation Facility 3970 the treatment of domestic and industrial wastewater to water quality standards that allow for reuse of effluent Cost Center: and recharge into the upper aquifer. As of July 1, 2015, the plant is operated by the City instead of by Severn Trent Environmental Services under a long-term contract. 2016-17 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 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected $1,214 $1,577 $1,250(1) $1,400 $1,500 100% 100% 100% 100% 100% Reuse of wastewater (MGD) 7.06 6.17 6.80 7.3 8.5 Recharge of reclaimed water (MGD) 1.25 1.58 1.0 1.25 1.25 Treatment cost per 1 MG Percent compliance with permits (1) Beginning Fiscal Year 2015-16, City staff will operate and maintain the facility. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 375 City of Chandler 2016-17 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 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget $ 108,948 $ 1,074,296 $ 1,092,226 $ 1,060,500 $ 1,392,743 108,948 1,074,296 1,092,226 1,060,500 1,196,347 196,396 3,683,011 450,570 868,343 485,200 445,780 407,979 1,013,598 1,339,003 1,009,638 1,009,588 76,350 76,350 118,100 76,350 528 17,550 17,550 5,700 15,390 1,000 1,000 1,000 1,000 103,713 916,500 1,031,366 600,900 916,500 4,250 31,500 31,500 18,400 31,500 500,000 500,000 500,000 122,175 25,000 109,856 99,856 25,000 22,311 22,311 22,311 22,311 22,311 $ 4,452,916 $ 4,128,675 $ 5,089,505 $ 3,421,605 $ 4,436,162 $ 4,452,916 $ 4,128,675 $ 5,089,505 $ 3,421,605 $ 4,436,162 % Change Adopted to Adopted 29.64% 11.36% N/A -1.06% -0.40% 0.00% -12.31% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 7.45% Authorized Positions Position Title Business Systems Support Analyst Chemist Instrumentation Technician Senior Administrative Assistant Senior Utilities Mechanic Utilities Electrician Utilities Facility Superintendent Utilities Maintenance Worker Utilities Mechanic Wastewater Facilities Superintendent Wastewater Treatment Plant Operator I Wastewater Treatment Plant Operator II Total 2012-13 Revised 0 0 0 0 0 0 0 0 0 0 0 0 0 2013-14 Revised 0 0 0 0 0 0 0 0 0 0 0 0 0 2014-15 Revised 0 1 0 1 1 1 1 1 2 0 1 3 12 2015-16 Adopted 0 1 0 1 1 1 1 1 2 0 1 3 12 2015-16 Revised 0 1 0 1 1 1 0 1 2 1 1 3 12 2016-17 Adopted 1 1 1 1 1 1 0 1 2 1 2 4 16 Significant Budget Changes During Fiscal Year (FY) 2015-16, one Utilities Facility Superintendent was reclassified to Wastewater Facilities Superintendent. FY 2016-17 reflects the addition of one Business Systems Support Analyst position, one Instrumentation Technician position, one Wastewater Treatment Plan Operator I position, and one Wastewater Treatment Plant Operator II position with associated ongoing operations and maintenance funding. 376 City of Chandler 2016-17 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 and Training Planning and Research 377 City of Chandler 2016-17 Adopted Budget Police Department The table below depicts the breakdown by division for the 2016-17 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 2014-15 Actual Expenditures Expenditures by Cost Center 2015-16 Adopted Budget 2015-16 Estimated Expenditures Police Administration $ 3,348,659 $ 8,201,911 $ 4,070,679 $ Professional Standards 1,058,572 1,105,978 1,115,376 Property and Evidence 415,860 420,455 406,927 Forensic Services 2,262,144 2,647,980 2,244,983 Field Operations 30,253,089 32,132,985 33,601,156 Criminal Investigations 12,416,890 13,457,280 13,747,446 Planning and Research 1,024,944 1,033,909 1,111,621 Communications 5,059,024 4,978,473 5,079,617 Police Technology 1,222,775 1,950,475 1,760,326 Records 1,528,476 1,742,784 1,780,913 Detention Services 2,110,384 2,589,785 2,228,827 Community Resources and Training 4,046,928 4,346,832 4,551,399 Police Capital 525,664 2,267,009 914,944 Total $ 65,273,408 $ 76,875,856 $ 72,614,214 $ One-time Operating & Maintenance Capital - Major -53.14% -2.83% 1.05% 6.36% 0.29% 3.86% 8.61% 3.13% -3.17% 2.93% 0.69% 1.10% 469.73% 9.55% $ 56,089,254 $ 58,615,837 $ 61,755,707 $ 60,057,231 55,641,302 59,969,144 57,820,361 3.92% 1,786,563 1,786,563 2,236,870 8,658,489 15,993,010 9,943,563 11,246,884 525,664 2,267,009 914,944 12,915,864 Total $ 65,273,408 $ 76,875,856 $ 72,614,214 $ 84,219,979 25.21% -29.68% 469.73% 9.55% 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 3,843,284 1,074,663 424,884 2,816,308 32,226,467 13,977,042 1,122,894 5,134,131 1,888,573 1,793,814 2,607,567 4,394,488 12,915,864 84,219,979 Expenditures by Category Personnel & Benefits Total Personnel (1) Ongoing (1) 2016-17 Adopted Budget 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 2015-16 Adopted 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 2015-16 Revised 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 Ongoing and One-time Personnel Services detail not availab le for 2014-15 Actual Expenditures. 378 % Change 2016-17 Adopted to Adopted Adopted 10.000 0.00% 8.000 0.00% 5.000 0.00% 21.000 0.00% 222.000 1.83% 94.000 0.00% 9.000 0.00% 46.000 0.00% 11.000 0.00% 24.000 0.00% 11.000 0.00% 32.000 0.00% 493.000 0.82% City of Chandler 2016-17 Adopted Budget Police Department 2015-16 Police Accomplishments  Crime in Chandler continues to decline. When comparing 2015 to 2014 crime rate, overall Part I crime decreased 5.7%, violent crime increased 3.7%, and property crime decreased 6.5%.  In 2015, the Forensic Services Section achieved reaccreditation status through the American Society of Crime Laboratory Directors/Laboratory Accreditation Board (ASCLD/LAB) after successfully demonstrating compliance with over 500 mandatory standards.  The Human Trafficking Unit was formed to locate and apprehend those who engage in vice offenses which include, but are not limited to: sex trafficking, prostitution, child prostitution, luring, and pandering. The unit led the state in this initiative, arresting over 75 offenders and rescuing over 35 victims.  In October 2015, the Chandler Police Department coordinated a mental health fair to address a prevalent concern within the community and ensure law enforcement, service providers, and those affected by mental health, work collaboratively to address common goals. Hundreds attended the event, which was a significant success and networking opportunity for over twenty service providers and non-profit organizations.  The new-hire training program within the Chandler Police Communications Division received the Association of Public-Safety Communications Officials (APCO) Project 33 Training Program Certification – Telecommunicator 2010. This certification ensures that new-hire training materials meet the highest standards in the industry.  The majority of patrol vehicles were equipped to access resources such as email, internet resources, law enforcement, and investigative resources through the Mobile Office project, reducing the need for officers to be off the road to access these resources.  During the 2015 calendar year, fifty-nine volunteers donated 12,637 hours of service through the Chandler Police Department Volunteers in Policing program. The added value for hours contributed is $304,804.  In January 2016, the Crime Prevention Unit began hosting "Coffee with a Cop." The program allows for relaxed and informal one-on-one interactions with law enforcement in a friendly atmosphere, encouraging community engagement in problem-solving.  In April 2016, the department’s website was updated to include a new online reporting feature, allowing citizens and companies to submit police reports online for crimes that meet certain criteria.  The Crime Analysis and Research Unit introduced a new crime-fighting instrument called Real-time Electronic Area Canvassing Tool (REACT), which provides a continuously updated map for police canvassing efforts related to searches, notifications, and evacuations.  The Crime Analysis and Research Unit implemented Risk Terrain Modeling. This type of analysis identifies spatial risks and models how those risks create unique behavior settings for crime. This information is then utilized for developing targeted intervention strategies.  The Crime Prevention Unit developed a new Return Me Safe Program, which provides members of vulnerable populations with community resources for their parents and caretakers to share crucial information with the police officers who are responding to calls for service involving these individuals.  The Crime Prevention Unit developed a new Citizens Police Academy Association of Chandler (CPAAC). Members who have graduated the 12-week Citizens Academy may join the association and continue as goodwill ambassadors who strive to increase public awareness and understanding of law enforcement in an effort to help build a safer community. 379 City of Chandler 2016-17 Adopted Budget Police Department Police Administration 2010 Division: Cost Center: Police Administration provides leadership and resources for the accomplishment of the Department's mission of public safety for the citizens of Chandler. 2016-17 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 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 and property crimes at 32 per 1,000 population.  Maintain less than one sustained external citizen complaint per 10,000 population. Measures 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected Priority 1 average response time (min:sec) 6:15 6:21 5:00 6:15 5:00 Priority 2 average response time (min:sec) 17:21 17:18 15:00 16:44 15:00 Priority 3 average response time (min:sec) 43:17 49:08 30:00 48:33 30:00 Part 1 Violent Crimes per 1,000 population 2.1 1.8 2.0 2.0 2.0 Part 1 Property Crimes per 1,000 population 24.6 21.4 32.0 21.8 32.0 Number of sustained external citizen complaints per 10,000 population 0.20 0.40 0.45 0.28 0.45 * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 380 City of Chandler 2016-17 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 2014-15 Actual Expenditures 2015-16 Adjusted Budget 2015-16 Adopted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget % Change Adopted to Adopted $ 1,563,637 $ 1,489,546 $ 1,508,138 $ 2,138,626 $ 1,596,297 1,489,546 1,508,138 2,138,626 1,584,297 12,000 98,295 119,709 79,709 54,300 109,709 275,982 907,218 938,620 386,751 1,137,714 530,994 559,555 644,639 247,695 294,523 69,736 70,016 76,716 109,400 44,016 500 500 500 52,298 240,367 334,567 28,850 145,525 269,542 2,000,000 1,391,948 371,330 100,000 466,228 2,500,000 2,807,420 718,477 380,000 21,948 315,000 315,443 15,250 35,000 $ 3,348,659 $ 8,201,911 $ 8,097,700 $ 4,070,679 $ 3,843,284 $ 2,310,019 $ 1,824,411 $ 2,007,315 $ 2,542,547 $ 1,975,784 989,379 6,000,000 5,712,850 1,308,132 1,315,000 49,261 377,500 377,535 220,000 552,500 $ 3,348,659 $ 8,201,911 $ 8,097,700 $ 4,070,679 $ 3,843,284 7.17% 6.36% N/A -8.35% 25.41% -47.36% -37.13% 0.00% -39.46% -95.00% -84.80% -88.89% -53.14% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title Assistant Police Chief Executive Assistant Management Assistant Police Advisor Assistant Police Chief Police Lieutenant Police Officer Police Sergeant Senior Administrative Assistant Senior Executive Assistant Senior Legal Secretary Video Production Specialist Total 2012-13 Revised 2 1 0 0 1 1 1 2 0 1 1 2 12 2013-14 Revised 2 1 0 0 1 0 1 1 0 1 1 2 10 2014-15 Revised 2 0 1 1 1 0 1 1 1 0 0 2 10 2015-16 Adopted 2 0 1 1 1 0 1 1 1 0 0 2 10 2015-16 Revised 2 0 1 1 1 0 1 1 1 0 0 2 10 2016-17 Adopted 2 0 1 1 1 0 1 1 1 0 0 2 10 Significant Budget and Staffing Changes Fiscal Year (FY) 2016-17 reflects the addition of one-time funding to enable spending of proceeds from weapons sales in accordance with House Bill (HB) 2455, and to enable spending of Police Forfeiture funding on various operational expenses, such as a Police Electronic Data Management System (EDMS), impound remodel, and body worn camera contract. Ongoing increases for armored car services and operations and maintenance for the security system replacement are also included in the FY 2016-17 budget. The overall decrease to the budget is due to significant one-time purchases made with Police Forfeiture funding in FY 2015-16. During the FY 2016-17 amendment process, $12,000 in one-time funding was transferred from the Council Contingency to hire a social media intern. 381 City of Chandler 2016-17 Adopted Budget Police Department The Professional Standards Section is responsible for maintaining 460 Commission on Accreditation for Law Enforcement Agencies (CALEA) standards; recruitment, selection and hiring of Police Department personnel; and the coordination of Internal Affairs investigations. Professional Standards 2015 Division: Cost Center: 2016-17 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 100-day or less hiring process for sworn personnel.(1)  Provide fair, impartial, and timely coordination and investigation of internal and external complaints against Department employees. Measures Number of special inspections/audits Number of recruitment events Average number of days for hiring process for sworn positions (1) 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 25 24 20 22 22 0 9 5 18 10 124 129 120 95 100 Objective changed from “120-day” effective Fiscal Year 2015-16. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 382 City of Chandler 2016-17 Adopted Budget Police Department    Professional Standards – 2015    Budget Summary 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget Description Personnel Services Total Personnel $ 997,992 $ 1,057,934 $ 1,060,576 $ 1,084,111 $ 1,030,419 Ongoing* 1,057,934 1,060,576 1,084,111 1,030,419 One-time* Professional/Contract 23,604 16,340 16,340 16,400 12,540 Operating Supplies 7,157 4,365 4,365 3,865 4,365 Repairs/Maintenance 3,045 3,050 3,050 1,000 3,850 Communications/Transportation 13,160 7,347 7,347 1,500 7,347 Other Charges/Services 13,609 16,942 16,942 8,500 16,142 Machinery/Equipment 86 Office Furniture/Equipment (81) Total Cost Center - 2015 $ 1,058,572 $ 1,105,978 $ 1,108,620 $ 1,115,376 $ 1,074,663 General Fund $ 1,058,572 $ 1,105,978 $ 1,108,620 $ 1,115,376 $ 1,074,663 % Change Adopted to Adopted -2.60% -2.60% N/A -23.26% 0.00% 26.23% 0.00% -4.72% N/A N/A -2.83% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title Police Accreditation & Compliance Coordinator Police Administrative Specialist Police Lieutenant Police Officer Police Research Assistant Police Sergeant Total 2012-13 Revised 0 1 1 3 1 2 8 2013-14 Revised 0 1 1 3 1 2 8 2014-15 Revised 1 1 1 3 0 2 8 Significant Budget and Staffing Changes There are no significant changes for Fiscal Year 2016-17. 383 2015-16 Adopted 1 1 1 3 0 2 8 2015-16 Revised 1 1 1 3 0 2 8 2016-17 Adopted 1 1 1 3 0 2 8 City of Chandler 2016-17 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. Property and Evidence 2020 Division: Cost Center: 2016-17 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 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 100% 100% 98% 100% 98% 2 2 2 2 2 12 12 12 12 12 0.4% 0.2% 3.0% 0.3% 3.0% * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 384 City of Chandler 2016-17 Adopted Budget Police Department    Property and Evidence – 2020    Budget Summary 2014-15 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 $ 2015-16 Adopted Budget 384,175 $ 11,930 12,716 6,416 370 253 415,860 $ 415,860 $ 2015-16 Adjusted Budget 385,925 $ 385,925 10,500 13,897 8,043 1,200 890 420,455 $ 420,455 $ 2015-16 Estimated Expenditures 392,198 $ 392,198 10,500 13,897 3,075 1,200 890 421,760 $ 421,760 $ 2016-17 Adopted Budget 383,717 $ 383,717 8,900 11,160 2,400 300 450 406,927 $ 406,927 $ % Change Adopted to Adopted 395,322 395,322 10,500 13,897 3,075 1,200 890 424,884 424,884 2.43% 2.43% N/A 0.00% 0.00% -61.77% 0.00% 0.00% 1.05% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title Police Administrative Specialist Police Records Specialist Property and Evidence Supervisor Property and Evidence Technician Total 2012-13 Revised 0 1 1 3 5 2013-14 Revised 0 1 1 3 5 2014-15 Revised 1 0 1 3 5 Significant Budget and Staffing Changes There are no significant changes for Fiscal Year 2016-17. 385 2015-16 Adopted 1 0 1 3 5 2015-16 Revised 1 0 1 3 5 2016-17 Adopted 1 0 1 3 5 City of Chandler 2016-17 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 2016-17 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.(1)  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.  Complete all crime scene analysis reports within 14 days in 95% of all cases.(2) Measures Percentage of requests for blood alcohol analysis completed within 30 days Percentage of requests for controlled substances analysis completed within 60 days Percentage of AFIS results returned within 24 hours(1) Percentage of latents and entry of AFIS-quality latents into AFIS analyzed within 14 days Percentage of photograph copy requests completed within 14 days Percentage of crime scene analysis report requests completed within 14 days(2) (1) (2) (3) 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 77% 77% 95% 93% 95% 85% 99% 95% 99% 95% 96% N/A 95% N/A N/A 22% 41% 95%(3) 97% 95%(3) 100% 100% 95% 100% 95% N/A N/A N/A N/A 95% Due to system upgrades and modifications, the Objective and Measure data is not available after Fiscal Year (FY) 2013-14. New Objective and Measure effective FY 2016-17. Performance projections assume full staffing and completion of training. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 386 City of Chandler 2016-17 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 2014-15 Actual Expenditures 2015-16 Adjusted Budget 2015-16 Adopted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget % Change Adopted to Adopted $ 1,818,069 $ 1,997,261 $ 2,026,081 $ 1,912,598 $ 2,040,866 1,997,261 2,026,081 1,912,598 2,040,866 79,958 12,000 30,700 39,767 12,300 51,494 450,082 347,116 79,297 576,959 148,097 172,855 173,900 153,000 169,771 8,497 6,620 6,620 5,000 6,620 750 10,390 9,162 9,162 9,055 9,792 141,077 136,079 46,266 3,812 $ 2,262,144 $ 2,647,980 $ 2,729,658 $ 2,244,983 $ 2,816,308 $ 2,163,440 $ 2,280,980 $ 2,360,579 $ 2,233,717 $ 2,431,308 98,703 367,000 369,079 11,266 385,000 $ 2,262,144 $ 2,647,980 $ 2,729,658 $ 2,244,983 $ 2,816,308 2.18% 2.18% N/A 2.50% 28.19% -1.78% 0.00% N/A 6.88% N/A N/A 6.36% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title Crime Scene Supervisor Crime Scene Technician I Crime Scene Technician II Criminalist II 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 2012-13 Revised 2 1 9 3 0 0 0 0 1 2 1 1 20 2013-14 Revised 2 1 9 3 0 0 0 0 1 2 1 1 20 2014-15 Revised 2 0 10 0 2 3 1 1 1 0 1 0 21 2015-16 Adopted 2 0 10 0 2 3 1 1 1 0 1 0 21 2015-16 Revised 2 0 10 0 2 1 3 1 1 0 1 0 21 2016-17 Adopted 2 0 10 0 2 1 3 1 1 0 1 0 21 Significant Budget and Staffing Changes During Fiscal Year (FY) 2015-16, two Forensic Scientist II positions were reclassified to Forensic Scientist III. FY 2016-17 includes a one-time increase for the purchase of latent print case management software. 387 City of Chandler 2016-17 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. Field Operations 2030 Division: Cost Center: 2016-17 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 14.0 per 1,000 population or less.  Reduce the number of outstanding arrest warrants in the City of Chandler.  Develop and communicate effective crime reduction strategies for each district on an ongoing basis, by holding three briefings each week per team on proactive crime reduction strategies. Measures Number of directed traffic enforcement initiatives Accidents per 1,000 population Number of warrant arrests(1) Number of crime reduction plans developed to address public safety issues Percentage of proactive crime reduction briefings held (1) (2) 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 237 217 241 241 241 15.57 18.0 14.0 14.0 14.0 1,262(2) 1,685 1,500 1,500 1,500 250 114 279 244 240 79% 72% 80% 80% 80% Data extracted from the records management system 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 Fiscal year (FY) 2014-15. FY 2013-14 Actual figures reflect number of hours, not number of arrests. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 388 The City of Chandler 2016-17 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 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected Number of citizen community meetings 61 72 82 82 82 Number of Citizen Satisfaction Surveys completed 59 65 83 83 83 Number of traffic safety and education special events conducted 35 57 52 52 52 * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 389 City of Chandler 2016-17 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 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget % Change Adopted to Adopted $ 27,802,764 $ 28,682,153 $ 28,997,602 $ 30,394,473 $ 28,975,308 26,895,590 27,211,039 28,607,910 26,750,438 1,786,563 1,786,563 1,786,563 2,224,870 5,795 9,811 26,945 33,453 44,811 1,382,299 2,246,585 2,007,186 1,740,720 2,059,975 59,718 56,306 63,311 55,081 56,876 34,891 27,679 27,679 30,000 28,679 20,858 16,544 16,544 14,000 17,294 29,953 24,569 24,569 32,463 25,069 77,508 421,608 309,136 24,000 916,810 991,830 991,830 991,830 994,455 $ 30,253,089 $ 32,132,985 $ 32,577,274 $ 33,601,156 $ 32,226,467 $ 30,136,003 $ 31,722,485 $ 32,024,774 $ 33,277,156 $ 31,636,967 324,000 589,500 117,086 410,500 552,500 $ 30,253,089 $ 32,132,985 $ 32,577,274 $ 33,601,156 $ 32,226,467 1.02% -0.54% 24.53% 356.74% -8.31% 1.01% 3.61% 4.53% 2.04% -69.04% 0.26% 0.29% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. 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 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 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 2015-16 Revised 1 0 5 3 1 4 9 166 1 26 0 1 1 218 2016-17 Adopted 1 0 5 3 1 4 9 169 2 26 0 1 1 222 Significant Budget and Staffing Changes Effective July 1, 2016, three Police Officer positions are transferred from cost center 2080, Community Resources and Training. Fiscal Year (FY) 2016-17 reflects the addition of one Police Operations Support Supervisor position with associated ongoing operations and maintenance funding, as well as ongoing funding to contract with Arizona Human Society for assistance in animal cruelty cases, medical attention for seized animals, and other related services. One-time funding for the purchase of weapon mounted lights and holsters is also included in the FY 2016-17 budget. 390 City of Chandler 2016-17 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 2016-17 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 (VDOs) within 30 days. Measures 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected Criminal Investigations clearance rate 74% 78% 80% 74% 80% Percentage of submitted cases requiring no further investigation 90% 97% 85% 97% 85% Number of special projects in response to crime trends 36 83 60 60 60 Number of gang awareness presentations 22 44 25 44 25 80% 80% 80% 80% 80% Percent of all VDO’s responded to within 30 days * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 391 City of Chandler 2016-17 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 Rents/Utilities Other Charges/Services Machinery/Equipment Total Cost Center - 2040 General Fund Grant Fund Grand Total 2014-15 Actual Expenditures 2015-16 Adjusted Budget 2015-16 Adopted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget % Change Adopted to Adopted $ 12,049,306 $ 12,821,327 $ 13,074,351 $ 13,322,734 $ 13,503,027 12,821,327 13,074,351 13,322,734 13,503,027 3,370 18,213 3,213 14,500 18,213 50,311 328,185 153,537 118,600 119,185 4,433 7,525 7,525 6,061 7,525 179,170 186,984 175,723 183,001 199,046 850 1,000 1,000 1,000 1,000 591 120,860 94,046 94,746 101,550 129,046 7,999 $ 12,416,890 $ 13,457,280 $ 13,510,095 $ 13,747,446 $ 13,977,042 $ 12,145,620 $ 12,867,018 $ 12,919,833 $ 13,400,946 $ 13,212,894 271,270 590,262 590,262 346,500 764,148 $ 12,416,890 $ 13,457,280 $ 13,510,095 $ 13,747,446 $ 13,977,042 5.32% 5.32% N/A 0.00% -63.68% 0.00% 6.45% 0.00% N/A 37.22% N/A 3.86% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title Pawn Specialist Police Administrative Specialist Police Commander Police Investigative Analyst Police Lieutenant Police Officer Police Sergeant Victim Services Coordinator Victim Services Specialist Total 2012-13 Revised 0 4 1 0 2 65 12 1 3 88 2013-14 Revised 0 4 1 0 3 65 13 1 3 90 2014-15 Revised 1 2 1 3 3 65 13 1 3 92 2015-16 Adopted 1 2 1 3 3 67 13 1 3 94 2015-16 Revised 1 2 1 3 3 67 13 1 3 94 2016-17 Adopted 1 2 1 3 3 67 13 1 3 94 Significant Budget and Staffing Changes Fiscal Year (FY) 2016-17 reflects an ongoing increase to allow for the spending of domestic violence prevention funds as defined by Chandler City Code, for staff training on domestic violence, child abuse, and sexual assault, and to provide other elements of victim support. During the FY 2016-17 amendment process, $25,000 in one-time funding was transferred from the Council Contingency for cybercrime training, and $5,000 of ongoing funding was transferred from the Council Contingency as a permanent increase for Police Special Assignment Unit (SAU) training. 392 City of Chandler 2016-17 Adopted Budget Police Department Planning and Research is responsible for the Department’s budget, grant, and forfeiture fund administration, facilities, capital improvement program planning, strategic planning, crime analysis, uniform crime reporting, investigative assistance, deployment and efficiency analysis, and special project research. Planning and Research 2050 Division: Cost Center: 2016-17 Performance Measurements Goal: Administer Department financial resources, perform analysis and research, and provide planning services for the effective and efficient operation of the Department. Provide crime and disorder analysis in support of Department members and the public. Supports Priority Based Budgeting Goal(s): Safe Community; Healthy and Attractive Community; Sustainable Economic Health; Effective Transportation Objectives:  Perform ongoing budget monitoring analysis.  Prepare and/or process grant applications, Intergovernmental Agreements (IGAs), Memos of Understanding (MOUs), and similar contracts for the Police Department.  Provide crime analysis services (tactical crime bulletins, statistical administrative reports, crime maps, etc.).  Produce monthly Uniform Crime Report according to federal and state standards, and compile year-end report.  Perform ongoing staff deployment and efficiency studies. Measures Number of budget monitoring reports performed 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 114 158 120 110 110 34 48 32 36 35 Number of crime analysis products provided 818 647 725 794 725 Number of Uniform Crime Reports produced 7 15 12 14 12 46 51 50 50 50 Number of grants/IGAs/MOUs prepared Number of deployment and efficiency studies performed * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 393 City of Chandler 2016-17 Adopted Budget Police Department    Planning and Research – 2050    Budget Summary 2014-15 Actual Expenditures 2015-16 Adjusted Budget 2015-16 Adopted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget Description Personnel Services Total Personnel $ 995,706 $ 965,372 $ 981,986 $ 982,791 $ 976,132 Ongoing* 965,372 981,986 982,791 976,132 One-time* Professional/Contract 92,270 106,000 78,225 Operating Supplies 15,128 31,604 21,604 7,930 27,815 Repairs/Maintenance 24,412 17,412 3,500 25,412 Communications/Transportation 6,544 7,720 7,720 6,500 9,000 Other Charges/Services 7,565 4,801 4,801 4,900 6,310 Total Cost Center - 2050 $ 1,024,944 $ 1,033,909 $ 1,125,793 $ 1,111,621 $ 1,122,894 General Fund $ 1,024,944 $ 1,033,909 $ 1,125,793 $ 1,111,621 $ 1,122,894 % Change Adopted to Adopted 1.11% 1.11% N/A N/A -11.99% 4.10% 16.58% 31.43% 8.61% * Ongoing and One-time Personnel Services detail not available for 2014-15 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 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 Revised 1 1 0 2 0 4 1 0 9 2015-16 Adopted 1 1 0 2 0 4 1 0 9 2015-16 Revised 1 1 0 2 0 4 1 0 9 2016-17 Adopted 1 1 0 2 0 4 1 0 9 Significant Budget and Staffing Changes Fiscal Year 2016-17 includes one-time funding to extend the embedded Crime Analyst contract to ensure adequate training and full utilization of recently implemented predictive crime analysis software. 394 City of Chandler 2016-17 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 2016-17 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.  Answer a minimum of 90% of all 9-1-1 calls within 10 seconds.(1)  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.  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 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 305,569 338,913 325,000 356,000 356,000 Percentage of 9-1-1 calls answered within 10 seconds(1) 93% 92% 90% 91% 90% Percentage of 9-1-1 calls answered within 20 seconds 98% 98% 95% 98% 95% 85% 84% 85% 85% 85% 29 27 30 30 30 Percentage of Priority 1 calls received through 9-1-1 entered into the system within one minute of time received 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 Public Safety Answering Point (PSAP) answered within 10 seconds during the busy hour” effective Fiscal Year 2015-16 to mirror national standard. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 395 City of Chandler 2016-17 Adopted Budget Police Department    Communications – 2060    Budget Summary 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget Description Personnel Services Total Personnel $ 3,684,317 $ 3,626,632 $ 3,709,044 $ 3,688,394 $ 3,798,203 Ongoing* 3,626,632 3,709,044 3,688,394 3,798,203 One-time* Professional/Contract 4,420 7,200 4,787 4,400 4,787 Operating Supplies 58,240 33,293 32,693 28,565 29,633 Repairs/Maintenance 116,387 116,797 603,513 624,909 703,633 Communications/Transportation 9,665 11,380 11,380 11,500 11,380 Other Charges/Services 530,149 588,288 8,612 10,506 8,612 Machinery/Equipment 438,058 363,553 478,053 478,053 343,623 Capital Replacement 217,788 231,330 233,290 233,290 234,260 Total Cost Center - 2060 $ 5,059,024 $ 4,978,473 $ 5,081,372 $ 5,079,617 $ 5,134,131 General Fund $ 5,059,024 $ 4,978,473 $ 5,081,372 $ 5,079,617 $ 5,134,131 % Change Adopted to Adopted 4.73% 4.73% N/A -33.51% -10.99% 502.44% 0.00% -98.54% -5.48% 1.27% 3.13% * Ongoing and One-time Personnel Services detail not available for 2014-15 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 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 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 2015-16 Revised 0 7 28 8 0 0 1 1 1 0 0 46 2016-17 Adopted 0 7 28 8 0 0 1 1 1 0 0 46 Significant Budget and Staffing Changes During Fiscal Year (FY) 2015-16, one Dispatcher position was reclassified to Dispatch Supervisor. An ongoing increase for operations and maintenance of two new 911 center console workstations is included in the FY 2016-17 budget. 396 City of Chandler 2016-17 Adopted Budget Police Department Division: Cost Center: Police 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. 2016-17 Performance Measurements Goal:(1) 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 Objective:(1)  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. Measures(1) 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected Percentage of time critical applications are available Percentage of training and resources provided to employees within two weeks of request time N/A N/A 99% 99% 99% N/A N/A 90% 100% 90% Percentage of RMS support requests responded to within one business day N/A N/A 90% 75%(2) 90% (1) (2) Cost center 2065, Police Technology, was created during Fiscal Year (FY) 2014-15. As a result, all Goals, Objectives, and Measures are newly developed for FY 2015-16. Lower than expected estimate due to staffing levels and required RMS ticketing system upgrades. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 397 City of Chandler 2016-17 Adopted Budget Police Department    Police Technology – 2065    Budget Summary 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget Description Personnel Services Total Personnel $ 658,413 $ 1,187,972 $ 1,205,282 $ 1,001,833 $ 1,143,424 Ongoing* 1,205,282 1,001,833 1,143,424 One-time* Operating Supplies 34,434 35,667 15,807 47,549 15,540 Repairs/Maintenance 511,259 687,956 572,931 579,944 556,755 Communications/Transportation 16,366 31,265 160,112 126,800 165,239 Other Charges/Services 2,303 7,615 7,615 4,200 7,615 Total Cost Center - 2060 $ 1,222,775 $ 1,950,475 $ 1,961,747 $ 1,760,326 $ 1,888,573 General Fund $ 1,222,775 $ 1,950,475 $ 1,961,747 $ 1,760,326 $ 1,888,573 % Change Adopted to Adopted -3.75% N/A N/A -56.43% -19.07% 428.51% 0.00% -3.17% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. 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 2012-13 Revised 0 0 0 0 0 0 0 0 2013-14 Revised 0 0 0 0 0 0 0 0 2014-15 Revised 3 1 1 1 1 1 1 9 Significant Budget and Staffing Changes There are no significant changes for Fiscal Year 2016-17. 398 2015-16 Adopted 5 1 1 1 1 1 1 11 2015-16 Revised 5 1 1 1 1 1 1 11 2016-17 Adopted 5 1 1 1 1 1 1 11 City of Chandler 2016-17 Adopted Budget Police Department Records 2070 Division: Cost Center: 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. 2016-17 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 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 92% 89% 90% 89% 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 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 100% 100% 98% 100% 98% 97% 100% 98% 100% 98% * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 399 City of Chandler 2016-17 Adopted Budget Police Department    Records – 2070    Budget Summary 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget Description Personnel Services Total Personnel $ 1,495,660 $ 1,707,453 $ 1,738,029 $ 1,754,563 $ 1,758,483 Ongoing* 1,707,453 1,738,029 1,754,563 1,758,483 One-time* Operating Supplies 21,190 24,781 25,668 22,100 24,781 Repairs/Maintenance 11,576 6,750 6,961 3,200 6,750 Communications/Transportation 2,000 2,000 300 2,000 Other Charges/Services 50 1,800 1,800 750 1,800 Total Cost Center - 2070 $ 1,528,476 $ 1,742,784 $ 1,774,458 $ 1,780,913 $ 1,793,814 General Fund $ 1,528,476 $ 1,742,784 $ 1,774,458 $ 1,780,913 $ 1,793,814 % Change Adopted to Adopted 2.99% 2.99% N/A 0.00% 0.00% 0.00% 0.00% 2.93% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title Police Records Specialist Police Records Supervisor Police Support Services Manager Total 2012-13 Revised 19 4 1 24 2013-14 Revised 19 4 1 24 2014-15 Revised 18 4 1 23 Significant Budget and Staffing Changes There are no significant changes for Fiscal Year 2016-17. 400 2015-16 Adopted 19 4 1 24 2015-16 Revised 19 4 1 24 2016-17 Adopted 19 4 1 24 City of Chandler 2016-17 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. 2016-17 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 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 401 City of Chandler 2016-17 Adopted Budget Police Department    Detention Services – 2071    Budget Summary 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget Description Personnel Services Total Personnel $ 903,934 $ 861,722 $ 878,384 $ 1,017,439 $ 879,504 Ongoing* 861,722 878,384 1,017,439 879,504 One-time* Professional/Contract 1,201,842 1,718,868 1,495,954 1,208,788 1,725,068 Operating Supplies 3,943 5,845 35,845 750 1,495 Repairs/Maintenance 666 1,850 1,850 1,850 Communications/Transportation 1,000 1,000 1,000 Other Charges/Services 500 500 500 Total Cost Center - 2071 $ 2,110,384 $ 2,589,785 $ 2,413,533 $ 2,228,827 $ 2,607,567 General Fund $ 2,110,384 $ 2,589,785 $ 2,413,533 $ 2,228,827 $ 2,607,567 % Change Adopted to Adopted 2.06% 2.06% N/A 0.36% -74.42% -100.00% 0.00% 0.00% 0.69% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title Detention Officer Police Detention Supervisor Total 2012-13 Revised 9 1 10 2013-14 Revised 9 1 10 2014-15 Revised 9 2 11 Significant Budget and Staffing Changes There are no significant changes for Fiscal Year 2016-17. 402 2015-16 Adopted 9 2 11 2015-16 Revised 9 2 11 2016-17 Adopted 9 2 11 City of Chandler 2016-17 Adopted Budget Police Department Police 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. Police Community Resources and Training 2080 Division: 2016-17 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:  Support the School Resource Officer (SRO) program in schools within the City of Chandler.  Provide Law Related Education (LRE) instruction to students. Measures 2013-14 Actual Number of schools within the City of Chandler with a SRO Number of LRE hours taught (1) 2014-15 Actual 2015-16 Projected 9 10 2,101 (1) 2,789 2015-16 Year End Estimate * 2016-17 Projected 9 10 10 2,000 (1) 2,800(1) 2,700 Effective Fiscal Year 2014-15, a SRO was assigned to Summit Academy (7-8) School, which increased number of LRE hours taught. 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 2013-14 Actual 2014-15 Actual 10 10 * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 403 2015-16 Projected 9 2015-16 Year End Estimate * 9 2016-17 Projected 9 City of Chandler 2016-17 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 2013-14 Actual 2014-15 Actual 11,763 12,436 2015-16 Projected 12,500 2015-16 Year End Estimate * 12,500 2016-17 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 2013-14 Actual 2014-15 Actual 100% 100% 2015-16 Projected 100% 2015-16 Year End Estimate * 100% 2016-17 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 (1) 2013-14 Actual 2014-15 Actual 387(1) 198 2015-16 Projected 360 2015-16 Year End Estimate * 2016-17 Projected 370 During Fiscal Year 2014-15, an additional Crime Prevention Officer position was added, resulting in an increase of offered programs. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 404 360 City of Chandler 2016-17 Adopted Budget Police Department    Police Community Resources and Training – 2080    Goal: Create a safe and pleasant environment for park and Chandler Downtown Library patrons through high visibility patrols within City parks and Chandler Downtown Library. (1) Supports Priority Based Budgeting Goal(s): Safe Community Objective:  Maintain a Park Ranger Team average of 9,400 park visits per year.(2)  Conduct a team average of 3,000 hours per year of foot patrol through the parks for enforcement purposes.(3)  Conduct a team average of 600 hours per year of foot patrol through the Downtown Library for enforcement purposes.(4) Measures Number of park visits per year Number of park foot patrol hours per year(5) Number of Downtown Library foot patrol hours per year (1) (2) (3) (4) (5) 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 10,622 10,242 8,200 10,000 9,400 3,734 3,364 3,600 3,000 3,000 N/A N/A N/A 600 600 “Chandler Downtown Library” added to goal effective Fiscal Year (FY) 2016-17. Objective changed from 8,200 to 9,400 effective FY 2016-17. Objective changed from 3,600 to 3,000 effective FY 2016-17. Shifting patrol hours will not adversely impact park patrol. New Objective and Measure beginning FY 2016-17 to capture Downtown Library foot patrol hours. Added “park” to measure effective FY 2016-17. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 405 City of Chandler 2016-17 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 Other Charges/Services Total Cost Center - 2080 General Fund Grant Fund Grand Total 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget % Change Adopted to Adopted $ 3,735,281 $ 3,832,540 $ 3,965,391 $ 4,074,428 $ 3,960,246 3,832,540 3,965,391 4,074,428 3,960,246 259,768 489,138 511,543 442,521 404,588 3,289 9,722 37,322 7,500 9,722 14,694 7,090 7,090 15,500 10,090 2,250 31,646 8,342 18,342 11,450 9,842 $ 4,046,928 $ 4,346,832 $ 4,539,688 $ 4,551,399 $ 4,394,488 $ 3,886,784 $ 4,084,832 $ 4,277,688 $ 4,387,399 $ 4,132,488 160,144 262,000 262,000 164,000 262,000 $ 4,046,928 $ 4,346,832 $ 4,539,688 $ 4,551,399 $ 4,394,488 3.33% 3.33% N/A -17.29% 0.00% 42.31% N/A 17.98% 1.10% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title Civilian Range Instructor Community Outreach Coordinator Crime Prevention Specialist Park Ranger Police Administrative Specialist Police Employee Training Coordinator Police Investigative Specialist Police Lieutenant Police Officer Police Sergeant Police Training & Development Coordinator Police Volunteer Coordinator Total 2012-13 Revised 0 1 0 0 1 1 0 1 17 4 0 0 25 2013-14 Revised 0 0 0 5 1 0 0 1 17 4 1 1 30 2014-15 Revised 0 0 1 5 0 0 0 1 19 4 1 1 32 2015-16 Adopted 0 0 1 5 0 0 0 1 19 4 1 1 32 2015-16 Revised 0 0 1 5 0 0 0 1 19 4 1 1 32 2016-17 Adopted 2 0 1 5 0 0 1 1 16 4 1 1 32 Significant Budget and Staffing Changes Effective July 1, 2016, three Police Officer positions are transferred to cost center 2030, Field Operations. Fiscal Year 2016-17 reflects the addition of two Civilian Range Instructor positions and one Police Investigative Specialist position with associated one-time and ongoing operations and maintenance funding. 406 City of Chandler 2016-17 Adopted Budget Police Department Division: Cost Center: Police Capital 2100 Capital Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Other Charges/Services Project Support Recharge** Contingencies/Reserves Building/Improvements Machinery/Equipment Office Furniture/Equipment Total Cost Center - 2100 Police Forfeiture Fund General Gov't Capital Projects Fund Public Safety Bonds - Police Grand Total 2014-15 Actual Expenditures $ $ $ $ 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures - $ - $ - $ 1,631,202 1,466,919 85,574 617,074 1,130 440,090 800,090 800,090 525,664 $ 2,267,009 $ 3,049,496 $ - $ - $ 662,931 $ 525,664 1,298,738 1,417,164 968,271 969,401 525,664 $ 2,267,009 $ 3,049,496 $ 2016-17 Adopted Budget % Change Adopted to Adopted 21,795 $ 21,795 397,775 821,000 406,000 63,000 2,133,151 495,374 6,763,000 2,729,713 914,944 $ 12,915,864 166,495 $ 1,496,436 517,169 2,380,708 231,280 9,038,720 914,944 $ 12,915,864 N/A N/A N/A N/A N/A N/A 45.42% N/A N/A 241.18% 469.73% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. ** Project Support Recharge reflects staff time spent in direct support of a specific capital project. This staff time is directly charged to the project. Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions related to the prior fiscal year and new projects for Fiscal Year (FY) 2016-17. FY 2016-17 reflects the carryforward of uncompleted project funding from FY 2015-16. Additional detail on the capital program is available in the 2017-2026 Capital Improvement Program. 407 City of Chandler 2016-17 Adopted Budget Police Department 408 City of Chandler 2016-17 Adopted Budget Transportation & Development Assistant City Manager Transportation & Development Administration Development Services Traffic Engineering Engineering Transit Services Capital Projects Street Sweeping Streets 409 City of Chandler 2016-17 Adopted Budget Transportation & Development The table below depicts the breakdown by division for the Fiscal Year 2016-17 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 2014-15 Actual Expenditures Expenditures by Cost Center 2015-16 Adopted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget Transportation and Dev Administration $ 1,341,717 $ 1,230,418 $ 1,341,303 $ 1,284,933 (1) Planning 1,623,460 Development Services 3,357,457 3,545,493 3,617,076 3,527,855 Engineering 1,581,750 2,027,518 2,045,625 2,190,895 Capital Projects 1,566,760 1,806,496 1,753,204 2,041,136 Streets 7,806,200 9,803,672 12,958,410 10,089,009 Streets Capital 31,923,131 52,446,834 12,635,732 83,047,548 Traffic Engineering 6,273,970 6,666,960 6,675,506 6,696,969 Transit Services 1,201,340 1,481,982 1,403,871 1,655,651 Street Sweeping 982,007 1,538,043 1,564,091 1,302,519 Total $ 57,657,792 $ 80,547,416 $ 43,994,818 $111,836,515 Expenditures by Category Personnel & Benefits Total Personnel Ongoing(2) (2) One-time Operating & Maintenance Capital - Major % Change Adopted to Adopted 4.43% N/A -0.50% 8.06% 12.99% 2.91% 58.35% 0.45% 11.72% -15.31% 38.85% $ 15,270,354 $ 15,227,322 $ 15,360,639 $ 15,924,969 10,464,307 31,923,131 Total $ 57,657,792 $ Staffing by Cost Center Transportation and Dev Administration Planning(1) Development Services Engineering Capital Projects Streets Traffic Engineering Transit Services Street Sweeping Total 15,162,122 65,200 12,873,260 52,446,834 80,547,416 $ 15,295,439 15,859,769 65,200 65,200 15,998,447 12,863,998 12,635,732 83,047,548 43,994,818 $111,836,515 2014-15 Revised 10.000 2015-16 Adopted 9.000 2015-16 Revised 9.000 15.000 33.000 15.000 19.000 40.500 25.000 2.000 9.000 168.500 0.000 33.000 18.000 20.000 40.500 25.000 2.000 9.000 156.500 0.000 32.000 19.000 20.000 40.500 25.000 2.000 9.000 156.500 (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 2014-15 Actual Expenditures. 410 4.60% 0.00% -0.07% 58.35% 38.85% % Change 2016-17 Adopted to Adopted Adopted 9.000 0.00% 0.000 32.000 19.000 20.000 43.500 25.000 2.000 9.000 159.500 N/A -3.03% 5.56% 0.00% 7.41% 0.00% 0.00% 0.00% 1.92% City of Chandler 2016-17 Adopted Budget Transportation & Development 2015-16 Transportation & Development Accomplishments  Completed 4,150 street light outage and other repairs, and 1,700 traffic sign and street name sign repairs and installations.  Conducted five traffic calming studies and 14 traffic signal warrant studies at various locations.  Completed 86 traffic signal timing changes in response to roadway incidents and construction detours.  Added fiber optic cable connections to 10 Fire stations, 3 aquatic centers, and other City facilities using Traffic Engineering’s fiber backbone, allowing those areas to receive high speed internet, phones, and computer access and saving the City approximately $100,000 per year in leased fiber lines.  Upgraded 599 handicap ramps and 155,521 square feet of driveways to current Americans with Disabilities Act (ADA) standards.  Applied slurry sealcoat to 218 lane miles of roadway and performed mill & inlay on 74 lane miles of streets and roadways. In addition, sealed 3,998,490 linear feet of cracks on various streets and roadways.  City sweepers swept 65,483 miles of streets and roadways, and disposed of 2,141 tons of sweeping debris.  City crews placed 2,920 tons of asphalt and 52,240 square feet of concrete on Chandler streets.  Added a round trip between downtown Phoenix and Chandler on Express Route 542.  Entered into a new bus shelter advertising contract resulting in increased revenue of over $10,000 a year.  Successfully applied for and received a grant for bike lane construction on Chandler Boulevard and I-10.  Completed the design of a bike lane safety project that completes bike lanes on three different bike routes.  Celebrated a successful family bike ride event with 220 participants and 40 volunteers.  Provided over 60,000 trips to Chandler senior citizens and persons with disabilities through East Valley Dial-a-Ride and the Ride Choice Program.  Completed three federally funded projects: Gilbert Road (Chandler Heights Road to Hunt Highway), Ocotillo Road (Arizona Avenue to McQueen Road), and McQueen Road (Ocotillo Road to Chandler Heights Road). Completed the Old Price Road/Queen Creek Road Intersection project.  Averaged approximately 100 walk-in building plan reviews per month for small remodel and repair projects.  Analyzed changes in the 2015 Code editions, presented information to the Board of Appeals, and drafted ordinance for adoption passed by City Council.  The permit counter received 6,352 applications with 2,915 issued on the same or next business day and over 12,500 customers served at the customer service counter.  Approximately 2,550 projects reviewed by building plan reviewers.  Initiated 109 new contracts and awarded 206 contracts (including change orders and amendments) for a total of $50,078,177.  The Geographic Information System (GIS) group serviced 500+ requests for maps/presentation materials and processed 300+ as-builts to update utility information in GIS.  Reviewed 1,381 civil sheets and 100% of plans in conformance with Senate Bills 1598 and 2443. 411 City of Chandler 2016-17 Adopted Budget Transportation & Development Division: Cost Center: Transportation & Development Administration 3010 Transportation & Development Administration is charged with providing management direction and support to the operational areas that comprise the Transportation & Development Department. 2016-17 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): 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 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 3,896 3,924 4,400 4,100 4,200 95% 95% 95% 95% 95% 32 32 32 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): 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 2013-14 Actual 116 2014-15 Actual 116 * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 412 2015-16 Projected 117 2015-16 Year End Estimate * 117 2016-17 Projected 118 City of Chandler 2016-17 Adopted Budget Transportation & Development    Transportation & Development Administration – 3010    Budget Summary 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget Description Personnel Services Total Personnel $ 1,240,944 $ 1,115,685 $ 1,134,669 $ 1,127,618 $ 1,138,982 Ongoing* 1,115,685 1,134,669 1,127,618 1,138,982 One-time* Professional/Contract 65,403 50,900 140,362 133,113 106,120 Operating Supplies 23,727 13,447 33,447 33,082 15,117 Repairs/Maintenance 664 3,715 3,715 3,715 3,590 Communications/Transportation 6,386 9,641 9,716 7,550 9,641 Other Charges/Services 4,550 10,960 10,960 10,155 8,913 Machinery/Equipment 44 23,500 23,500 23,500 Capital Replacement 2,570 2,570 2,570 2,570 Total Cost Center - 3010 $ 1,341,717 $ 1,230,418 $ 1,358,939 $ 1,341,303 $ 1,284,933 General Fund $ 1,341,717 $ 1,230,418 $ 1,358,939 $ 1,341,303 $ 1,284,933 % Change Adopted to Adopted 2.09% 2.09% N/A 108.49% 12.42% -3.36% 0.00% -18.68% -100.00% 0.00% 4.43% * Ongoing and One-time Personnel Services detail not available for 2014-15 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 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 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 2015-16 Revised 1 1 1 0 1 1 1 0 1 0 1 1 9 2016-17 Adopted 1 1 1 0 1 1 1 0 1 0 1 1 9 Significant Budget and Staffing Changes Fiscal Year 2016-17 reflects a one-time funding increase in Professional/Contract for on-call temporary inspection services. 413 City of Chandler 2016-17 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. 2016-17 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): 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. 2015-16 2013-14 2014-15 2015-16 Year End 2016-17 Measures Actual Actual Projected Estimate * Projected Number of nonresidential projects submitted(1) 1,977 1,747 2,000 1,800 N/A Number of permits issued / 5,237/ 4,500/ 4,000/ 3,500/ 4,692/ Value of permits issued(2) N/A N/A N/A $725,000,000 N/A Percentage of non-exempt building and structural plan review projects completed within the statutory overall time frame(1) 99.9% 99.9% 100% 100% N/A Percentage of building plans reviewed within 10 business days(3) 90% 90% 90% 100% 60%(3) Percentage of projects eligible for self-certification that are processed via self-certification(1) 0.01% 0.01% 0.01% 0.01% N/A Percentage of building plans approved within one N/A N/A N/A N/A 25% business day(4) Percentage of inspection requests conducted next business day(5) N/A 100% 100% 100% 100% (1) (2) (3) (4) (5) Measure discontinued effective Fiscal Year (FY) 2016-17. Decrease in number of permits issued is due to consolidation of permit types as a customer service improvement. The value of permitted improvements is added effective FY 2016-17. Revised measure effective FY 2016-17 to include all permit application types. Prior to FY 2016-17, the measure only included applications for Residential Single Family Models, Residential Miscellaneous, Fire Sprinkler, and Alarm. Now that all permit application types are included, the majority are required to be completed within 20 business days. However, most reviews are completed significantly earlier than the due date. The lower percentage projected for FY 2016-17 is reflective of the mix of building plan reviews required within 10 and 20 days. New measure effective FY 2016-17. New measure effective FY 2014-15. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 414 City of Chandler 2016-17 Adopted Budget Transportation & Development    Development Services – 1530    Budget Summary 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget Description Personnel Services Total Personnel $ 3,167,504 $ 3,299,152 $ 3,379,516 $ 3,379,286 $ 3,293,904 Ongoing* 3,299,152 3,379,516 3,379,286 3,293,904 One-time* Professional/Contract 1,696 28,000 68,000 68,000 26,840 Operating Supplies 102,731 122,869 94,704 79,326 92,223 Repairs/Maintenance 12,059 17,684 17,684 17,684 18,367 Communications/Transportation 12,382 16,993 17,658 17,425 19,383 Insurance/Taxes 3,000 3,000 3,000 3,000 Other Charges/Services 10,107 29,940 29,940 24,500 24,500 Machinery/Equipment 22,460 19,636 Office Furniture/Equipment 664 Capital Replacement 27,855 27,855 27,855 27,855 30,002 Total Cost Center - 1530 $ 3,357,457 $ 3,545,493 $ 3,638,357 $ 3,617,076 $ 3,527,855 General Fund $ 3,357,457 $ 3,545,493 $ 3,638,357 $ 3,617,076 $ 3,527,855 * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. 415 % Change Adopted to Adopted -0.16% -0.16% N/A -4.14% -24.94% 3.86% 14.06% 0.00% -18.17% N/A N/A 7.71% -0.50% City of Chandler 2016-17 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 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 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 2015-16 Revised 0 11 1 1 7 1 1 2 0 0 1 0 1 1 0 0 0 2 2 1 32 2016-17 Adopted 0 11 1 1 7 1 1 2 0 0 1 0 1 1 0 0 0 2 2 1 32 Significant Budget and Staffing Changes During Fiscal Year (FY) 2015-16, one Senior Administrative Assistant transferred to cost center 3020, Engineering. FY 2016-17 reflects one-time funding increases in Operating Supplies for larger monitors needed to increase productivity and in Machinery/Equipment for a new vehicle for the Chief Building Inspector, as well as ongoing funding increases in Operating Supplies for fuel for the new vehicle and in Capital Replacement to accommodate vehicle replacement. 416 City of Chandler 2016-17 Adopted Budget Transportation & Development Engineering 3020 Division: Cost Center: Engineering 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). 2016-17 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 Staff within 14 days or less 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 440/ 100% 451/ 100% 525/ 100% 500/ 100% 500/ 100% 7,300/ 100% 7,663/ 100% 7,400/ 100% 7,400/ 100% 7,300/ 100% 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 Objectives:  Review civil plans for compliance with all applicable subdivision codes and other regulatory requirements and standards. 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) 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 3.0 3.3 3.0 3.0 3.0 1,738 (1) 1,364 1,750 1,600 100% 100% 100% 100% 1,859 99.9% Fiscal Year 2014-15 reflects higher than anticipated private development projects. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 417 City of Chandler 2016-17 Adopted Budget Transportation & Development    Engineering – 3020    Budget Summary 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget Description Personnel Services Total Personnel $ 1,503,864 $ 1,964,877 $ 2,005,065 $ 2,002,000 $ 2,119,523 Ongoing* 1,964,877 2,005,065 2,002,000 2,119,523 One-time* Professional/Contract 23,410 10,000 7,267 10,000 7,267 Operating Supplies 40,436 20,679 22,179 12,197 30,979 Repairs/Maintenance 733 8,700 8,700 1,639 8,700 Communications/Transportation 6,054 14,457 15,039 11,420 15,621 Insurance/Taxes 1,000 300 300 1,000 300 Other Charges/Services 1,738 4,175 4,175 1,800 4,175 Machinery/Equipment 1,239 Office Furniture/Equipment 185 Capital Replacement 4,330 4,330 4,330 4,330 4,330 Total Cost Center - 3020 $ 1,581,750 $ 2,027,518 $ 2,067,055 $ 2,045,625 $ 2,190,895 General Fund $ 1,581,750 $ 2,027,518 $ 2,067,055 $ 2,045,625 $ 2,190,895 % Change Adopted to Adopted 7.87% 7.87% N/A -27.33% 49.81% 0.00% 8.05% 0.00% 0.00% N/A N/A 0.00% 8.06% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title City Engineer Development Project Administrator Development Project Coordinator Development Services Engineer Engineer Assistant Engineering Technician GIS Manager GIS Technician I GIS Technician II Plan Review Manager Principal Engineer Principal Plans Examiner Real Estate Coordinator Records Management Associate Senior Administrative Assistant Senior Engineer Senior Plans Examiner Total 2012-13 Revised 1 2 1 1 1 1 0 1 4 0 1 1 2 1 0 1 4 22 2013-14 Revised 1 0 0 0 0 1 0 1 4 0 1 0 0 1 0 0 0 9 2014-15 Revised 1 0 0 0 0 1 0 1 4 1 1 1 0 1 0 0 4 15 2015-16 Adopted 1 1 0 0 1 1 1 1 4 1 1 1 0 1 0 0 4 18 2015-16 Revised 1 1 0 0 1 1 1 1 4 1 1 1 0 1 1 0 4 19 2016-17 Adopted 1 1 0 0 1 1 1 1 4 1 1 1 0 1 1 0 4 19 Significant Budget and Staffing Changes During Fiscal Year (FY) 2015-16, one Senior Administrative Assistant transferred from cost center 1530, Development Services. FY 2016-17 reflects a one-time funding increase in Operating Supplies for larger monitors to increase GIS data and mapping productivity, and software to overlay images with GIS layers. 418 City of Chandler 2016-17 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. Capital Projects 3025 Division: Cost Center: 2016-17 Performance Measurements Goal: Increase job-related training for Capital Projects employees. Supports Priority Based Budgeting Goal(s): 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 2013-14 Actual 2014-15 Actual 65% 89% 2015-16 Projected 100% 2015-16 Year End Estimate * 100% 2016-17 Projected 90% 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 2013-14 Actual 2014-15 Actual 92% 85% * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 419 2015-16 Projected 90% 2015-16 Year End Estimate * 90% 2016-17 Projected 90% City of Chandler 2016-17 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) 2013-14 Actual -4%(1) 2014-15 Actual -19%(1) 2015-16 Projected 5% 2015-16 Year End Estimate * 5% 2016-17 Projected 5% Negative percentages due to a single large project that had close-outs under the award amount for both Fiscal Year (FY) 2013-14 and FY 2014-15 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. 2015-16 2013-14 2014-15 2015-16 Year End 2016-17 Measures Actual Actual Projected Estimate * Projected Number of requests for real estate services (including telephone, in-person and multiple parcel job requests) / 1,100/ 1,100/ 300(2)/ 360(2)/ 450(2)/ Percentage responded to within 5 days 95% 95% 95% 95% 96% (2) The decline in requests starting in FY 2015-16 results from reduced telephone requests due to a larger number of multi-property roadway projects (i.e., one request is submitted for a single project encompassing multiple properties). * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 420 City of Chandler 2016-17 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:(1)  Pursue and manage capital improvement project property and land rights acquisition for no or low cost to the City. 2015-16 2013-14 2014-15 2015-16 Year End 2016-17 Measures Actual Actual Projected Estimate * Projected 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 $125,000 $0(2) $0(3) $0(3) $0(3) Value of capital improvement project right-of-way acquisitions(1) (1) (2) (3) $8,000,000 $5,500,000 $6,250,000 $6,250,000 $2,250,161 The performance measure is based only on activity related to capital improvement projects, so the description was updated in both the objective and measure. In Fiscal Year 2015-16, there is additional land sale activity not related to the amounts reported above for capital improvement projects of $744,000 in right-of-way acquisitions and $8,276,560 for the sale of 29.9 acres of City-owned land. 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. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 421 City of Chandler 2016-17 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 2014-15 Actual Expenditures 2015-16 Adopted Budget $ 1,473,458 $ 2,192,588 2,127,388 65,200 1,717 5,000 42,673 38,348 2,242 2,212 11,427 14,750 1,350 9,256 11,129 (484,870) 25,989 25,989 $ 1,566,760 $ 1,806,496 $ 1,566,760 $ 1,806,496 $ 1,566,760 $ 1,806,496 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget $ 2,237,184 2,171,984 65,200 3,500 37,116 2,212 14,750 1,350 11,129 (484,870) 25,989 $ 1,848,360 $ 1,841,481 6,879 $ 1,848,360 $ 2,136,349 2,071,149 65,200 3,648 37,044 2,076 14,068 11,030 (477,000) 25,989 $ 1,753,204 $ 1,753,204 $ 1,753,204 $ 2,280,448 2,215,248 65,200 132,650 52,786 2,212 14,750 1,350 11,369 (480,418) 25,989 $ 2,041,136 $ 2,041,136 $ 2,041,136 % Change Adopted to Adopted 4.01% 4.13% 0.00% 2553.00% 37.65% 0.00% 0.00% 0.00% 2.16% N/A 0.00% 12.99% * Ongoing and One-time Personnel Services detail not available for 2014-15 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 and the appropriate capital cost center. 422 City of Chandler 2016-17 Adopted Budget Transportation & Development    Capital Projects – 3025    Authorized Positions Position Title Administrative Specialist Capital Projects Manager Capital Projects Supervisor Construction Project Coordinator Contract Compliance Specialist Contract Services Representative Engineer Engineering Project Manager Project Analyst Project Support Assistant Public Works Inspector Real Estate Coordinator Real Estate Manager Real Estate Specialist Senior Engineer Site Development Inspector Traffic Engineering Inspector Total 2012-13 Revised 2 1 0 1 0 1 2 2 1 0 6 0 0 0 0 1 1 18 2013-14 Revised 2 1 0 1 0 1 2 2 1 0 6 2 0 0 1 1 1 21 2014-15 Revised 0 1 0 0 0 1 2 2 1 2 6 2 0 0 1 0 1 19 2015-16 Adopted 0 1 0 0 0 1 2 2 1 2 7 2 0 0 1 0 1 20 2015-16 Revised 0 1 1 0 1 1 2 2 1 1 6 0 1 1 1 0 1 20 2016-17 Adopted 0 1 1 0 1 1 2 2 1 1 6 0 1 1 1 0 1 20 Significant Budget and Staffing Changes During Fiscal Year (FY) 2015-16, one Real Estate Coordinator was reclassified to Real Estate Manager, one Real Estate Coordinator was reclassified to Real Estate Specialist, one Public Works Inspector was reclassified to Capital Projects Supervisor, and one Project Support Assistant was reclassified to Contract Compliance Specialist. FY 2016-17 reflects one-time Personnel costs for on-call temporary services, one-time funding increases in Operating Supplies for larger monitors needed to increase productivity and the SharePoint Management Tool, and an ongoing funding increase in Professional/Contract for consulting services related to the SharePoint Management Tool. 423 City of Chandler 2016-17 Adopted Budget Transportation & Development Streets 3300 Division: Cost Center: Streets provides for the care, repair, and maintenance of all City-owned streets (2,054 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. 2016-17 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 minimize citizen requests for maintenance. Measures Number of complaints on non-landscaped areas and rights of way 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 2 4 3 3 3 Number of sidewalk maintenance requests 133 100 135 105 110 Number of curb/gutter maintenance requests Number of street repairs / Pothole repair requests 39 77/ 146 26 80/ 181 39 105/ 147 25 85/ 158 28 90/ 160 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:  18 days for street repairs  2 days for potholes  15 days for Americans with Disabilities Act (ADA) related  30 days for sidewalk, curb, and  3 days for safety repairs requests gutter repairs Measures Number of days to respond to citizen service 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 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected 2 2 2 2 2 6/ 5 12/ 6 3/ 5 14/ 2 6/ 5 10/ 4 3/ 5 12/ 2 3/ 5 12/ 2 * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 424 City of Chandler 2016-17 Adopted Budget Transportation & Development    Streets – 3300    Goal: Maintain alleys, asphalt roadways, sidewalks, curbs, gutters, scuppers, drains, and catch basins with necessary grading, repair, replacement, and cleaning. Supports Priority Based Budgeting Goal(s): Effective Transportation; Healthy and Attractive Community; Safe Community Objectives:  Place asphalt, slurry, and crack seal as needed for road repair.  Place concrete to repair damaged sidewalks, curbs, gutters, and drainage structures.  Inspect and clean scuppers/drains/catch basins as needed.  Grade and place asphalt millings for alley maintenance. 2013-14 2014-15 Actual Actual Satisfactory Pavement Measures Lane miles of paved roadway Lane miles of paved roadway in satisfactory condition / Percentage in satisfactory condition(1) Lane miles of paved roadway needing repaving, poor condition Lane miles of street repaving performed / Percentage of streets repaved 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) (6) 2015-16 Year End Estimate * 2016-17 Projected 2,033 2,035 2,054 2,056 865/ 855/ 42% 42% Street Slurry Seal 849/ 42% 987/ 48% 890/ 43% 647 632 614 637 98/ 99/ 15% 15% Street Repaving(3) 79/ 13% 76/ 12% 61(2)/ 10% 519 531 57/ 74/ 11% 14% Other Street Maintenance 554 65/ 12% 453 75/ 16% 529 70/ 13% 2,175 3,200 3,530 3,700 2,662,651 3,243,319 (4) 3,000,000 3,000,000 45,750 46,960 46,000 48,000 48,000 52/ 214 47/ 229 65/ 175 50/ 200 65/ 175 10,668/ 2,027 5,491/ 1,031(5) 6,500/ 1,500 8,500/ 300(6) 9,000/ 350(6) Lane miles of paved roadway needing maintenance, fair condition Lane miles of street maintenance performed / Percentage of street maintenance performed 2,024 2015-16 Projected 640 1,735 1,500,000 As the street system ages, more streets will move from satisfactory condition to fair condition. As street infrastructure ages, an increased number of lane miles need street sealing from the same amount of funding. The types of sealing applications projected for Fiscal Year (FY) 2016-17 are more expensive, resulting in fewer lane miles maintained. Street repaving includes street repaving, hot-in-place recycling, asphalt capping, and other major rehabilitation techniques. Lower projection in FY 2015-16 due to contractor only able to run one crew for the contracted amount. Once the contracted amount was increased, the amount of crack sealing returned to the prior level. 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 process for identifying structures requiring maintenance has been reviewed and revised to only include those structures that are observed to hold standing water, be obstructed, or contain approximately 20% or more debris. Maintenance will be conducted on all structures associated with a complaint. Additionally, the vactor truck was out of service and sent back to the manufacturer for approximately three months in FY 2015-16, so the FY 2016-17 projection reflects a normal level of activity under the new identification process. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 425 City of Chandler 2016-17 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 Building/Improvements Machinery/Equipment Street Improvements Capital Replacement Total Cost Center - 3300 General Fund Highway User Revenue Fund Grand Total 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget $ 2,956,621 $ 3,282,225 $ 3,366,919 $ 3,284,207 $ 3,642,298 3,282,225 3,366,919 3,284,207 3,642,298 1,172,511 1,545,793 1,786,714 1,746,472 1,549,337 607,082 734,241 1,193,042 1,180,222 753,030 61,405 81,535 95,564 95,527 89,259 6,828 11,721 11,913 11,205 12,288 25,658 16,500 19,913 19,913 16,500 705,416 739,333 773,253 773,253 767,210 71,356 99,079 168,107 168,077 101,599 156,457 156,457 156,457 25 17,026 176,268 176,268 160,979 38,968 5,380,005 2,820,265 2,043,721 2,821,970 5,375,710 138,550 138,550 138,550 138,550 141,798 $ 7,806,200 $ 9,803,672 $ 13,262,410 $ 12,958,410 $ 10,089,009 $ 4,107,159 $ 5,370,149 $ 7,967,628 $ 7,894,531 $ 5,589,258 3,699,041 4,433,523 5,294,782 5,063,879 4,499,751 $ 7,806,200 $ 9,803,672 $ 13,262,410 $ 12,958,410 $ 10,089,009 * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. 426 % Change Adopted to Adopted 10.97% 10.97% N/A 0.23% 2.56% 9.47% 4.84% 0.00% 3.77% 2.54% 0.00% N/A -77.89% -0.06% 2.34% 2.91% City of Chandler 2016-17 Adopted Budget Transportation & Development    Streets – 3300    Authorized Positions Position Title Administrative Assistant Administrative Specialist (0.5 FTE position) Administrative Specialist (1.0 FTE positions) Landscape Compliance Coordinator Landscape Maintenance & Design Coordinator Landscape Maintenance Technician Management Assistant Senior Administrative Assistant (0.5 FTE position) Senior Administrative Assistant (1.0 FTE position) 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 Project Manager Streets Specialist Total 2012-13 Revised 0 0.5 2 1 0 2 1 0 0 0 1 10 1 1 0 1 3 5 1 5 0 6 40.5 2013-14 Revised 0 0.5 2 1 0 2 1 0 0 0 1 10 1 1 0 1 3 5 1 5 0 6 40.5 2014-15 Revised 1 0 0 1 0 2 0 0.5 1 1 1 10 0 1 1 1 3 4 1 5 0 7 40.5 2015-16 Adopted 1 0 0 1 0 2 0 0.5 1 1 1 10 0 1 1 1 3 4 1 5 0 7 40.5 2015-16 Revised 1 0 0 0 1 2 0 0.5 1 1 0 10 0 1 1 1 3 3 1 5 1 8 40.5 2016-17 Adopted 1 0 0 0 1 2 0 0.5 1 1 0 12 0 1 1 2 3 3 1 5 1 8 43.5 Significant Budget and Staffing Changes During Fiscal Year (FY) 2015-16, the Senior Streets Maintenance Coordinator was reclassified to Streets Project Manager, one Street Maintenance Worker was reclassified to Streets Specialist, and the Landscape Compliance Coordinator was reclassified to Landscape Maintenance & Design Coordinator. FY 2016-17 reflects the addition of one Street Maintenance Coordinator position and two Senior Streets Specialist positions with associated one-time and ongoing operations and maintenance funding. FY 2016-17 reflects onetime funding increases in Operating Supplies for larger monitors to increase productivity, in Machinery/Equipment for a new vehicle for the new Street Maintenance Coordinator, and in Street Improvements for the street maintenance program. FY 2016-17 also reflects ongoing funding increases in Professional/Contract and Rents/Utilities for new areas of responsibility for landscape maintenance and utilities, in Operating Supplies for fuel for the new vehicle, and in Capital Replacement to accommodate vehicle replacement. 427 City of Chandler 2016-17 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 Insurance/Taxes Rents/Utilities Other Charges/Services Project Support Recharge** Contingencies/Reserves Land/Improvements Building/Improvements Machinery/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 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget $ 339,771 $ - $ - $ 180,889 $ 180,889 764,473 2,175,225 3,361,862 194,562 1,995,965 164,139 2,244 772 153 3,440 755 35,666 240,550 591,550 79,982 349,702 142,375 1,283,331 280,097 24,782,242 47,566,702 718,750 1,688,750 2,855,000 14,481 587,583 138,000 485,657 850,750 1,188,050 30,077,666 23,536,942 52,965,015 11,568,933 29,862,082 50,793 49,207 6,905 $ 31,923,131 $ 52,446,834 $ 61,127,765 $ 12,635,732 $ 83,047,548 $ 608,295 $ 3,330,171 $ 4,575,742 $ 1,177,058 $ 5,648,684 939,825 316,028 466,999 14,281 1,382,037 9,454,746 20,914,667 21,261,511 2,882,055 32,518,484 337,300 337,300 336,583 717 175,321 175,321 175,321 5,900,532 7,719,398 9,417,940 3,477,238 10,440,582 372,967 302,953 310,927 127,591 348,336 5,914,185 11,596,514 10,493,774 1,099,974 13,862,079 8,732,581 7,754,482 14,088,251 3,345,631 18,846,629 $ 31,923,131 $ 52,446,834 $ 61,127,765 $ 12,635,732 $ 83,047,548 % Change Adopted to Adopted N/A N/A N/A -8.24% N/A N/A N/A N/A 45.38% 96.73% 91.94% 297.22% N/A -83.78% 26.87% N/A 58.35% * Ongoing and One-time Personnel Services detail not available for 2014-15 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) 2016-17 incorporates the carryforward of unexpended program funding from FY 2015-16. Detail on the capital program is available in the 2017-2026 Capital Improvement Program. 428 City of Chandler 2016-17 Adopted Budget Transportation & Development Traffic Engineering 3330 Division: Cost Center: 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. 2016-17 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 2013-14 Actual 2014-15 Actual 82/ 3 76/ 4 2015-16 Projected 2015-16 Year End Estimate * 85/ 3 82/ 3 2016-17 Projected 85/ 3 Goal: Provide proper inspection and maintenance of all traffic signals. Supports Priority Based Budgeting Goal(s): Effective Transportation; Safe Community; Sustainable Economic Health Objective:  Complete inspections and preventative maintenance of all traffic signals annually. Measures Total number of signalized intersections / Percentage of signals inspected and maintained 2013-14 Actual 216/ 100% 2014-15 Actual 217/ 100% * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 429 2015-16 Projected 218/ 100% 2015-16 Year End Estimate * 2016-17 Projected 218/ 100% 218/ 100% City of Chandler 2016-17 Adopted Budget Transportation & Development    Traffic Engineering – 3330    Goal: To maintain street markings and traffic signs within the City in accordance with federal and state standards. Supports Priority Based Budgeting Goal(s): Effective Transportation; Safe Community; Healthy and Attractive Community Objectives:  Install and/or maintain traffic signs.  Repaint 100% of road markings annually. Measures 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected Number of signs installed or maintained to standards 2,640 1,500 1,700 1,700 2,500(1) Number of centerline-miles of striping inventory / Percentage repainted 274/ 85%(2) 275/ 50%(3) 275/ 100% 275/ 60%(4) 275/ 75%(4) (1) (2) (3) (4) The projection for Fiscal Year (FY) 2016-17 anticipates a return to a normal level of activity. The City plans for a ten year rotation where 10% of all street name signs are replaced annually. Due to receipt of federal funding in 2014, the City was able to accelerate street name sign replacements two years ahead of schedule, resulting in a reduced number of regular traffic sign replacements in FY 2014-15. A national paint shortage prevented the City from achieving the FY 2013-14 goal. Fell 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. Anticipated delivery of new striping machine is expected no later than January 2017. 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 2013-14 Actual 2014-15 Actual 3,574/ 2% 3,915/ 2% * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 430 2015-16 Projected 4,500/ 2% 2015-16 Year End Estimate * 4,150/ 2% 2016-17 Projected 4,500/ 2% City of Chandler 2016-17 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 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget % Change Adopted to Adopted $ 2,413,947 $ 2,441,530 $ 2,492,284 $ 2,480,679 $ 2,478,110 2,441,530 2,492,284 2,480,679 2,478,110 68,056 65,292 67,349 67,349 65,292 718,820 712,220 709,945 710,136 708,041 1,418 5,450 5,489 5,489 5,450 3,807 11,178 11,376 11,420 9,376 9,705 8,500 9,500 9,500 8,500 2,923,147 3,184,191 3,184,191 3,184,191 3,184,191 13,506 17,910 19,134 19,134 17,320 55,060 55,060 55,060 35,335 35,000 56,979 56,979 35,000 86,229 130,629 130,629 130,629 130,629 $ 6,273,970 $ 6,666,960 $ 6,741,936 $ 6,675,506 $ 6,696,969 $ 2,211,049 $ 2,401,232 $ 2,433,972 $ 2,407,975 $ 2,395,361 4,062,921 4,265,728 4,307,964 4,267,531 4,301,608 $ 6,273,970 $ 6,666,960 $ 6,741,936 $ 6,675,506 $ 6,696,969 1.50% 1.50% N/A 0.00% -0.59% 0.00% -16.12% 0.00% 0.00% -3.29% 0.00% 0.00% 0.00% 0.45% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title Administrative Specialist City Transportation Engineer Engineer Senior Administrative Assistant Senior Engineer Signal Systems Analyst Signals & Lighting Field Supervisor Signs & Marking Field Supervisor Street Light Technician II Traffic Engineering Analyst Traffic Engineering Inspector Traffic Operations Technician I Traffic Operations Technician II Traffic Signal and Street Light Technician I Traffic Signal Technician II Transportation Studies Manager Total 2012-13 Revised 1 1 0 0 0 2 1 1 3 2 1 4 2 2 4 1 25 2013-14 Revised 1 1 1 0 0 2 1 1 3 1 1 4 2 2 4 1 25 2014-15 Revised 0 1 1 1 0 2 1 1 3 1 1 4 2 2 4 1 25 2015-16 Adopted 0 1 1 1 0 2 1 1 3 1 1 4 2 2 4 1 25 2015-16 Revised 0 1 1 1 1 2 1 1 3 1 1 4 2 2 4 0 25 2016-17 Adopted 0 1 1 1 1 2 1 1 3 1 1 4 2 2 4 0 25 Significant Budget and Staffing Changes During Fiscal Year (FY) 2015-16, the Transportation Studies Manager position was reclassified to Senior Engineer. FY 2016-17 reflects a one-time funding increase in Operating Supplies for larger monitors to increase productivity. 431 City of Chandler 2016-17 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 2016-17 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 2013-14 Actual 2014-15 Actual 2015-16 Projected 2015-16 Year End Estimate * 2016-17 Projected City funded bus service miles 45,394 64,539 68,000 81,306(1) 84,000(2) City funded passenger boardings 48,118 67,766 72,000 82,932(1) 85,600(2) City funded cost per boarding $3.46 $3.54 $5.00(3) $4.54 $4.84 PTF funded bus service miles 916,382 931,765 920,000 939,822 922,000 PTF service passenger boardings 971,365 978,353 975,000 958,118 940,000 $3.79 $3.71 (3) $4.44 $5.60(4) 1.06 1.05 1.06 1.02 1.02 441,356 455,452 475,000 544,000 555,000(5) DAR total trips 47,130 50,616 53,000 55,000 60,000(5) DAR PTF funded cost per trip $31.50 $29.01 $29.25 $28.40 $29.55 DAR City funded cost per trip $15.20 $11.70 $10.80 $21.00(6) $26.00(6) PTF cost per boarding Average passenger boardings per mile (all service) DAR revenue miles (1) (2) (3) (4) (5) (6) $4.75 Mileage increase based on a full year for Route 96 in Fiscal Year (FY) 2015-16; the previous year had only nine months for that route. Mileage and boarding increase based on a full year for Route 542 in FY 2016-17. The boarding cost was projected to increase in FY 2015-16 because the mileage cost as determined by Valley Metro was projected to increase. FY 2016-17 is expected to increase due to service cost increases and blended rates. Demand and costs anticipated to increase with the change of no transfers required for Americans with Disabilities Act (ADA) trips when traveling outside of Chandler. The City has historically paid for Non ADA trips, which are less expensive than ADA trips, however, with the increased demand for ADA trips City funds are needed to cover the costs of ADA trips that are more than the allocated PTF funds. * 2015-16 Year End Estimate reflects “five” months actual” and “seven months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 432 City of Chandler 2016-17 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) 2013-14 Actual 2014-15 Actual 328 2015-16 Projected 326 338 2015-16 Year End Estimate * 2016-17 Projected 332 336 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 2013-14 Actual 84% 2014-15 Actual 82% * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 433 2015-16 Projected 83% 2015-16 Year End Estimate * 83% 2016-17 Projected 83% City of Chandler 2016-17 Adopted Budget Transportation & Development    Transit Services – 3340    Budget Summary 2014-15 Actual Expenditures 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget Description Personnel Services Total Personnel $ 279,179 $ 204,035 $ 207,013 $ 208,500 $ 214,266 Ongoing* 204,035 207,013 208,500 214,266 One-time* Professional/Contract 816,885 992,611 1,097,923 1,059,580 1,187,611 Operating Supplies 7,888 9,386 9,386 5,469 9,386 Repairs/Maintenance 4,222 10,951 12,738 10,061 10,951 Communications/Transportation 642 1,577 1,615 1,502 1,615 Insurance/Taxes 1,000 1,000 1,000 Rents/Utilities 29,260 37,456 37,456 37,456 23,456 Other Charges/Services 56,680 74,415 74,592 74,720 56,815 Contingencies/Reserves 143,968 143,968 Capital Replacement 6,583 6,583 6,583 6,583 6,583 Total Cost Center - 3340 $ 1,201,340 $ 1,481,982 $ 1,448,306 $ 1,403,871 $ 1,655,651 689,683 $ 706,421 General Fund $ 611,944 $ 582,790 $ 689,945 $ Local Transportation Assistance Fund 589,396 899,192 758,361 714,188 949,230 Grand Total $ 1,201,340 $ 1,481,982 $ 1,448,306 $ 1,403,871 $ 1,655,651 % Change Adopted to Adopted 5.01% 5.01% N/A 19.65% 0.00% 0.00% 2.41% 0.00% -37.38% -23.65% 0.00% 0.00% 11.72% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title Executive Assistant Transit Services Coordinator Total 2012-13 Revised 1 2 3 2013-14 Revised 1 2 3 2014-15 Revised 0 2 2 2015-16 Adopted 0 2 2 2015-16 Revised 0 2 2 Significant Budget and Staffing Changes Fiscal Year 2016-17 reflects an ongoing increase in Professional/Contract for Dial-a-Ride service. 434 2016-17 Adopted 0 2 2 City of Chandler 2016-17 Adopted Budget Transportation & Development Street Sweeping is responsible for sweeping the 2,054 lane miles of City-owned residential and arterial roadways. This activity provides clean up when there is a spill in the roadway, a traffic accident, or a special event, and helps improve the region’s air quality. Street Sweeping 3350 Division: Cost Center: 2016-17 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) 2013-14 Actual 2014-15 Actual 65,960 59,664(1) 2015-16 Projected 63,000 2015-16 Year End Estimate * 2016-17 Projected 62,200 The City was down an average of 3 sweepers in Fiscal Year 2014-15 due to maintenance issues with the aging sweeper fleet. * 2015-16 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 435 63,500 City of Chandler 2016-17 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 Grant Capital Fund Grand Total 2014-15 Actual Expenditures $ $ $ $ 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget % Change Adopted to Adopted 673,722 $ 727,230 $ 740,549 $ 742,000 $ 757,438 727,230 740,549 742,000 757,438 448 3,940 3,940 3,940 3,940 232,756 172,435 176,669 206,717 172,435 1,145 1,145 1,145 1,145 75,080 103,311 168,836 108,290 103,311 500,000 29,982 529,982 501,999 264,250 982,007 $ 1,538,043 $ 1,621,121 $ 1,564,091 $ 1,302,519 982,007 $ 1,038,043 $ 1,121,121 $ 1,090,706 $ 1,052,519 500,000 500,000 473,385 250,000 982,007 $ 1,538,043 $ 1,621,121 $ 1,564,091 $ 1,302,519 4.15% 4.15% N/A 0.00% 0.00% 0.00% 0.00% -100.00% 781.36% -15.31% * Ongoing and One-time Personnel Services detail not available for 2014-15 Actual Expenditures. Authorized Positions Position Title Senior Streets Specialist Street Maintenance Supervisor Total 2012-13 Revised 8 1 9 2013-14 Revised 8 1 9 2014-15 Revised 8 1 9 2015-16 Adopted 8 1 9 2015-16 Revised 8 1 9 2016-17 Adopted 8 1 9 Significant Budget and Staffing Changes Fiscal Year 2016-17 reflects one-time funding in Machinery/Equipment for a grant funded street sweeper and the required General Fund match. 436 City of Chandler 2016-17 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 $50,000 or greater. 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 2017-2026 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 increased level of 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. 2017-2026 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 area on the 2013-2022 bar below reflects the last 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 2017-2026 CIP review is integrated with the Fiscal Year 2016-17 Annual Budget process. Both were adopted by the City Council on June 9, 2016. The 10-year CIP is summarized on the next page, with more detail available in the City’s 2017-2026 Capital Improvement Program document. 437 City of Chandler 2016-17 Adopted Budget Capital Budget Projected CIP Expenditure Summary 2016-17 General Government: Buildings and Facilities Information Technology and ITOC Economic Development Downtown Redevelopment Cultural Affairs Vehicle Replacement Program (over $100K) 2017-18 2018-19 2019-20 2020-21 $ 2,295,000 1,820,046 75,000 13,002,000 649,190 - $ 1,160,000 1,794,402 1,250,000 502,000 5,175,000 1,130,000 $ 900,000 1,000,000 500,000 502,000 200,000 650,000 $ 900,000 500,000 500,000 5,002,000 250,000 731,000 $ Total - General Government $ 17,841,236 $ 11,011,402 $ 3,752,000 $ 7,883,000 $ Airport Airport Total - Airport $ $ 3,955,685 3,955,685 2,074,000 2,074,000 $ $ 3,689,500 3,689,500 $ $ 2,925,000 2,925,000 $ $ Community & Neighborhood Services: Parks & Recreation $ 3,872,700 $ 4,536,500 $ 4,024,900 $ 2,900,000 $ 2,400,000 $ Total - Community & Neighborhood Services $ 3,872,700 $ 4,536,500 $ 4,024,900 $ 2,900,000 $ 2,400,000 $ - $ - - $ 353,100 - 353,100 $ $ $ 900,000 630,000 500,000 502,000 200,000 687,000 5-Year Total $ 6,155,000 5,744,448 2,825,000 19,510,000 6,474,190 3,198,000 2021-2026 10-Year Total $ 4,500,000 $ 3,370,000 2,500,000 5,010,000 1,000,000 3,860,000 10,655,000 9,114,448 5,325,000 24,520,000 7,474,190 7,058,000 3,419,000 $ 43,906,638 $ 20,240,000 $ 64,146,638 5,087,000 $ 5,087,000 $ 17,731,185 $ 17,731,185 $ 13,847,000 $ 13,847,000 $ 31,578,185 31,578,185 17,734,100 $ 15,681,800 $ 33,415,900 17,734,100 $ 15,681,800 $ 33,415,900 19,337,713 $ 16,041,700 - $ 809,300 19,337,713 16,851,000 35,379,413 809,300 $ 36,188,713 Public Safety: Police Fire, Health & Medical $ 10,782,713 5,968,300 $ 975,000 5,564,300 $ 7,580,000 $ 4,156,000 Total - Public Safety $ 16,751,013 $ 6,539,300 $ 11,736,000 $ $ 49,307,059 $ 11,980,000 - 20,252,000 $ 9,200,000 250,000 12,855,000 $ 14,007,000 - 22,290,000 $ 5,875,000 - 33,410,000 133,620,000 - $ 138,114,059 $ 174,682,000 250,000 65,520,000 224,625,000 760,000 $ 203,634,059 399,307,000 1,010,000 Municipal Utilities: Water Wastewater Solid Waste $ $ Total - Municipal Utilities $ 61,287,059 $ 29,702,000 $ 26,862,000 $ 28,165,000 $ 167,030,000 $ 313,046,059 $ 290,905,000 $ 603,951,059 Transportation & Development: Streets/Traffic $ 35,620,846 $ 51,887,485 $ 30,717,800 $ 17,724,000 $ 28,338,000 $ 164,288,131 $ 118,104,300 $ 282,392,431 Total - Transportation & Development $ 35,620,846 $ 51,887,485 $ 30,717,800 $ 17,724,000 $ 28,338,000 $ 164,288,131 $ 118,104,300 $ 282,392,431 Grand Total CIP $ 105,750,687 $ 80,782,200 $ 59,597,000 206,627,100 $ 592,085,526 $ 459,587,400 $ 1,051,672,926 139,328,539 $ $ 2017-2026 CIP Resource Summary by Fiscal Year 2016-17 Current Revenues $ 2017-18 43,468,585 $ 19,337,895 $ 2018-19 10,258,401 $ 2019-20 13,398,747 2020-21 $ 5-Year Total 8,599,489 $ 2021-2026 95,063,117 $ 44,644,231 10-Year Total $ 139,707,348 Capital Grants 12,057,597 4,375,970 10,747,959 5,467,253 17,944,011 50,592,790 28,100,789 78,693,579 Impact Fee Revenues/Fund Balance 46,071,143 31,991,150 14,357,980 3,368,000 6,310,000 102,098,273 30,898,965 132,997,238 Bond Proceeds Repaid by Secondary Tax Levy Other Debt Proceeds - Debt Repaid by Enterprise User Fees 16,794,880 20,936,334 24,956,672 25,089,000 23,920,540 21,497,320 13,248,000 24,115,000 12,865,600 160,908,000 91,785,692 252,545,654 77,497,385 278,446,030 169,283,077 530,991,684 80,782,200 $ 59,597,000 459,587,400 $ 1,051,672,926 Total - All Revenues $ 139,328,539 $ 105,750,687 $ $ 206,627,100 $ 592,085,526 $ 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 2017-2026 Capital Improvement Program document. 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 2017-2026 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. 438 City of Chandler 2016-17 Adopted Budget Capital Budget Capital Improvement Progam Impact on Operating Funds (Note: Amounts below are cumulative by year) FTE's General Government 2016-17 2018-19 $ Airport Community & Neighborhood Services - $ - $ - $ 41,578 Police - $ 22,560 $ 251,889 12.0 $ - $ 1,905,804 $ Fire, Health & Medical 143,500 2017-18 2.0 - 2019-20 2020-21 2021-2026 $ 339,405 $ 783,117 $ 793,454 $ 946,524 $ 5,560,727 $ 3,285 $ 3,285 $ 3,285 $ 6,823 $ 70,327 $ 81,358 $ 135,162 $ 135,162 $ 675,810 $ 251,889 $ 464,023 $ 464,023 $ 2,320,115 2,112,892 $ 2,316,089 $ 2,409,509 $ 13,620,749 Municipal Utilities: Water Wastewater - $ $ 1,200,000 $ 1,200,000 $ 1,200,000 $ 6,000,000 9.0 $ 212,177 - $ $ 3,567,571 - $ 3,665,892 $ 3,716,629 $ 3,769,902 $ 29,871,646 - $ 140,525 $ 132,099 $ 211,199 $ 307,984 $ 307,984 $ 1,663,120 Transportation & Development: Streets/Traffic Total O&M 23.00 $ 518,762 $ 6,241,631 $ 8,309,632 $ 8,936,626 $ 9,239,927 $ 59,782,494 New Position (FTE) costs $ 205,197 $ 1,813,578 $ 2,937,111 $ 3,083,967 $ 3,238,165 $ 18,787,555 Ongoing costs $ 302,190 $ 3,514,593 $ 5,370,410 $ 5,852,659 $ 6,001,762 $ 40,994,939 One-Time costs $ 11,375 $ 913,460 $ 2,111 $ - $ - $ - 518,762 $ 6,241,631 $ 8,309,632 $ 8,936,626 $ 9,239,927 $ 59,782,494 Annual Increase $ 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) 2016-17 Capital Budget While the City prepares a 10 year Capital Improvement Plan each year, only the first year is appropriated. The FY 2016-17 capital budget of $452,375,724 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 2016-17 Carryforward Appropriation Encumbered Unencumbered New Purchase Orders March 2016 Appropriation $ 190,909,385 $ 117,834,891 $ 139,328,539 90,000 1,636,409 2,576,500 $ 190,999,385 $ 119,471,300 $ 141,905,039 2016-17 Total Appropriation $ 448,072,815 4,302,909 $ 452,375,724 * Potential CIP Total category 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 $49,999. 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 2016-17 capital program; A five year history of capital funding by functional area; The impact of the CIP on the operating budget for FY 2016-17; A narrative summary of projects approved and funded in FY 2016-17; and Detailed project and funding appropriation for FY 2016-17 capital projects for each capital cost center. 439 City of Chandler 2016-17 Adopted Budget Capital Budget Major Capital Program Revenues All funding sources that may be used for various capital improvement projects and potential Capital Improvement Program 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-yougo” basis by using one-time allocations from current General Fund revenue. The pie chart below shows the percentage of funding sources for Fiscal Year 2016-17. Current Revenue (1) General Government IT Oversight Committee (ITOC) Economic Development Information Technology Cultural Affairs Non-Departmental Buildings & Facilities Airport Subtotal General Government $ System Development & Impact Fees Bonds(2) User Fees/ Other(3) Grants Total 2,775,486 $ 2,567,208 2,331,162 663,590 20,242,670 3,902,064 32,482,180 $ - $ 728,273 332,424 1,060,697 $ - $ - $ - $ 53,276 322,500 6,654,194 7,029,970 $ Community & Neighborhood Services $ 5,903,657 $ 1,749,129 $ 1,812,939 $ 1,708,576 $ - $ 11,174,301 Fire, Health & Medical $ 2,280,455 $ 7,788,167 $ 648,360 $ - $ 3,213,041 $ 13,930,023 Police $ 3,877,144 $ 9,038,720 $ - $ - $ - $ 12,915,864 $ - $ $ 29,262 $ 1,861,509 1,890,771 $ 2,804,748 2,567,208 2,331,162 1,445,139 20,242,670 4,224,564 8,848,127 42,463,618 Municipal Utilities: Solid Waste Water - $ 886,386 $ 886,386 8,605,760 $ 105,126,563 - $ 32,525,423 42,017,569 $ 182,831,421 288,844,370 10,788,918 $ 13,862,079 $ 18,846,629 $ 717 $ 83,047,548 39,549,205 $ 10,788,918 $ 13,862,079 $ 18,846,629 $ 717 $ 83,047,548 84,092,641 $ 97,033,600 $ 196,542,210 $ 27,585,175 $ 47,122,098 $ 452,375,724 - 33,133,254 $ - $ 33,474,715 66,607,969 $ Transportation & Development Streets/Traffic $ 39,549,205 $ Subtotal Transportation & Development $ Total Major Capital $ Wastewater Subtotal Municipal Utilities (1) (2) (3) - $ 63,387,549 116,831,283 180,218,832 $ - $ - 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. 440 City of Chandler 2016-17 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 Capital Improvement Program (CIP), carryforward CIP and potential CIP capital items. The chart below depicts a breakdown by department for Fiscal Year 2016-17 Major Capital funds. The table reflects the budget and historical expenditures by capital cost center. Cost Center Department 1285 1287 1550 4320 3210 1560 4110 2012-13 Actual General Government ITOC Capital Information Technology Capital Economic Development Capital Cultural Affairs Capital (1) Buildings & Facilities Capital Planning and Development Capital Airport Capital Total General Government Management Services 1291 Non Departmental Capital Total Management Services Community Services Library Capital (1) $ 2013-14 Actual 2015-16 Adusted Budget 2014-15 Actual 2015-16 Estimated Expenses 2016-17 Adopted Budget 1,758,467 $ 1,012,063 - 1,132,429 $ 470,084 - 386,861 $ 465,122 37,780 2,830,770 $ 1,237,325 2,749,450 646,722 $ 105,509 182,242 2,804,748 2,331,162 2,567,208 $ 712,657 39,000 320,452 3,842,639 $ 1,650,655 868,722 4,121,890 $ 1,991,732 1,023,452 3,904,947 $ 551,951 3,646,898 9,406,025 20,422,419 $ 64,427 1,394,834 848,083 3,241,817 $ 1,445,139 4,224,564 8,848,127 22,220,948 $ $ 7,624,340 $ 7,624,340 $ 3,724,419 $ 3,724,419 $ 1,676,494 $ 1,676,494 $ 20,856,021 $ 20,856,021 $ 1,219,996 $ 1,219,996 $ 20,242,670 20,242,670 $ - $ - $ - $ - $ 12,159 $ - $ 204,949 $ - $ 4,019,130 4,031,289 $ 4,298,945 4,298,945 $ 4,982,659 5,187,608 $ - 4580 Community & Neighborhood Services Parks Capital (2) $ Total Community & Neighborhood Svcs $ - $ - $ - $ - $ - $ - $ 11,582,474 $ 11,582,474 $ 3,652,187 $ 3,652,187 $ 11,174,301 11,174,301 2100 2250 Public Safety Police Capital Fire, Health & Medical Capital Total Public Safety 1,349,851 $ 143,445 1,493,296 $ 521,872 $ 407,235 929,107 $ 525,664 $ 6,357,405 6,883,070 $ 3,049,496 $ 8,315,795 11,365,291 $ 914,944 $ 354,072 1,269,016 $ 12,915,864 13,930,023 26,845,887 - $ 12,858,612 83,101,415 95,960,026 $ - $ 11,185,668 79,840,041 91,025,709 $ 188,839 $ 8,575,802 24,296,906 33,061,546 $ 939,278 $ 61,404,826 190,989,080 253,333,184 $ 52,892 $ 5,576,701 19,627,659 25,257,252 $ 886,386 105,126,563 182,831,421 288,844,370 195,539 $ 21,807,458 - $ 25,741,362 - $ 31,923,131 - $ 61,127,765 - $ 12,635,732 83,047,548 4320 4580 Parks Capital (2) Total Community Services Municipal Utilities 3710 Solid Waste Capital 3820 Water Capital 3910 Wastewater Capital Total Municipal Utilities Transportation & Development 3060 Engineering Capital 3310 Streets Capital $ $ $ $ $ Total Transportation & Development $ 22,002,997 $ 25,741,362 $ 31,923,131 $ 61,127,765 $ 12,635,732 $ 83,047,548 Grand Total $ 134,954,587 $ 129,841,432 $ 82,636,796 $ 378,687,154 $ 47,276,000 $ 452,375,724 (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. 441 City of Chandler 2016-17 Adopted Budget Capital Budget Impact of Capital Improvement Program (CIP) on the Fiscal Year (FY) 2016-17 Operating Budget It is Chandler’s philosophy that new capital projects should not be constructed if operating revenues are not available to cover the increased level of 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 201617. 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 2016-17 operating budget. CIP Impact on Operating Funds* Personnel (FTE costs) General Fund Fire Station #1 Conversion IT Oversight Committee Projects Network Connectivity Security 911 Center Console Workstations Security Camera Replacment SharePoint Project Management Supplies or Services Total $ - $ 5,500 100,000 38,000 2,560 20,000 140,525 $ 5,500 100,000 38,000 2,560 20,000 140,525 $ - $ 306,585 $ 306,585 Ocotillo Water Reclamation Facility Expansion $ 205,197 $ 6,980 $ 212,177 Total - Wastewater Operating Fund $ 205,197 $ 6,980 $ 212,177 $ 205,197 $ 313,565 $ 518,762 Total - General Fund Wastewater Operating Fund Grand Total Impact on Operating Funds *Some of the Operations & Maintenance (O&M) impact is from prior year CIP projects. 442 City of Chandler 2016-17 Adopted Budget Capital Budget Capital Improvement Project Summaries for Fiscal Year (FY) 2016-17 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 differentiate between recurring costs and one-time costs. The impact of the project on the operating budgets have been incorporated into the City’s FY 2016-17 budget or incorporated into the City’s long range financial forecast, as appropriate. General Government – Buildings and Facilities Existing City Building Renovations/Repairs (6GG628) Description: Funding is allocated for various upgrades and renovations to the City’s existing buildings. Project Type: Ongoing capital infrastructure maintenance and support Fiscal Year 2016-17 Funding: $750,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget but renovations and major repairs funded through this program will save on future maintenance costs for City buildings. Fire Station Bay Doors (Phase I) (6GG653) Description: Funding is allocated for design and installation of rollup doors at Fire Stations #2 and #6 and bi-fold doors at Fire Stations #7, #9, and #10. Project Type: One-time capital improvement Fiscal Year 2016-17 Funding: $365,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Access Control to Various City Buildings (6GG655) Description: Funding is allocated to install access control systems at specific doors at the Center for the Arts, Chandler Boys and Girls Club, and the City Warehouse. Project Type: One-time capital improvement Fiscal Year 2016-17 Funding: $85,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Tumbleweed Rec Center Chiller Tower Replacement (6GG656) Description: Funding is allocated to replace the chiller and cooling tower with an energy efficient chiller and redundant two stage tower. Project Type: One-time capital improvement Fiscal Year 2016-17 Funding: $450,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Center for the Arts Bathroom Renovations (6GG657) Description: Funding is allocated to design and construction for a complete remodel of both the north and south men’s and women’s public restrooms. The Chandler Unified School District will contribute 50% of the cost. Project Type: One-time capital improvement Fiscal Year 2016-17 Funding: $645,000 Funding Source: General Government Capital Projects Fund Capital Grants 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. 443 City of Chandler 2016-17 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 2016-17 Funding: $620,700 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project results in additional ongoing operating costs of $100,000 per year for additional maintenance and training. General Government – Information Technology Voice & Data Convergence (6IT082) Description: Funding is allocated to update the City’s desktop phones to voice over internet protocol (VOIP) phones and converge the voice and data traffic onto a single network. Project Type: One-time capital acquisition Fiscal Year 2016-17 Funding: $1,009,346 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: Operations and maintenance expenses of $46,414 will start in Fiscal Year (FY) 2018-19. Network Connectivity Security (6IT094) Description: Funding is allocated to install a detection device that will monitor the network for devices that are attached to the network without authorization to ensure that the network remains secure. Project Type: One-time capital acquisition Fiscal Year 2016-17 Funding: $190,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project results in additional ongoing operating costs of $38,000 per year for contributions to the Technology Replacement Fund. General Government – Downtown Redevelopment Downtown Redevelopment (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 2016-17 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. Dr. A.J. Chandler Park Conceptual Design (6GG650) Description: Funding is allocated for the conceptual design of Dr. A.J. Chandler Park Project Type: One-time capital improvement Fiscal Year 2016-17 Funding: $75,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. 444 City of Chandler 2016-17 Adopted Budget Capital Budget General Government – Downtown Redevelopment (continued) Downtown Parking (6GG659) Description: Funding is allocated the City’s share of the design and construction of parking garages in the Downtown area. Project Type: New construction Fiscal Year 2016-17 Funding: $12,500,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no immediate impact on the operating budget. Operations and maintenance expenses of $95,000 will start in Fiscal Year (FY) 2017-18. 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. A portion of the costs will be reimbursed by Chandler Unified School District. Project Type: Ongoing capital maintenance and repair Fiscal Year 2016-17 Funding: $283,190 Funding Source: General Government Capital Projects Fund Capital Grants 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 2016-17 Funding: $366,000 Funding Source: Museum General Obligation Bonds Impact on Operating Budget: Personnel and operations and maintenance expenses of $100,905 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 2016-17 Funding: $1,138,500 Funding Sources: Arizona Department of Transportation Grant Airport Bonds Impact on Operating Budget: This project will add $1,370 in operating expenses for apron maintenance starting in FY 2017-18. Airport T-Shade Facility (6AI658) Description: Funding is allocated to construct City owned T-shades to add to the current inventory of eleven covered parking spots. Project Type: One-time construction Fiscal Year 2016-17 Funding: $929,500 Funding Source: Arizona Department of Transportation Loan Impact on Operating Budget: This project will add $1,915 in operating expenses for maintenance and repair starting in FY 2017-18. 445 City of Chandler 2016-17 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 2016-17 Funding: $471,000 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 Areas 4 & 7 (6AI714) Description: Funding is allocated to improve the stormwater system to prevent or limit standing water on the west basin and the west taxiway storm drains Project Type: One-time capital improvement Fiscal Year 2016-17 Funding: $304,000 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 2016-17 Funding: $929,000 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. APMS Pavement Improvements Taxiway Phase II (6AI721) Description: Funding is allocated to crack seal and overlay the Taxiway C pavement. Project Type: Capital maintenance and repair Fiscal Year 2016-17 Funding: $22,685 Funding Source: Airport Operating Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Airport Tower HVAC Improvements (6AI726) Description: Funding is allocated to install a split heating ventilation air conditioning system and electrical upgrades. Project Type: Capital maintenance and repair Fiscal Year 2016-17 Funding: $161,000 Funding Source: Airport Operating Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Community & Neighborhood Services Tumbleweed Park (6PR044) Description: Funding is allocated to update the Tumbleweed Park master plan to ultimately develop the full space available for sports fields and recreations areas. Project Type: One-time master plan update Fiscal Year 2016-17 Funding: $20,000 Funding Source: Park General Obligation Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. 446 City of Chandler 2016-17 Adopted Budget Capital Budget Community & Neighborhood Services (continued) 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 2016-17 Funding: $710,000 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 2016-17 Funding: $560,000 Funding Sources: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget but doing renovations and major repairs now will save on future maintenance costs for neighborhood park facilities. Existing Community Park Improvements/Repairs (6PR530) Description: Funding is allocated for community park improvements include the renovation of amenities such as irrigation, playgrounds, park lighting, restrooms, parking lots, and landscaping. Project Type: One-time capital maintenance and repair Fiscal Year 2016-17 Funding: $798,000 Funding Sources: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget but doing renovations and major repairs now will save on future maintenance costs for community park facilities. Existing Recreation Center Improvements/Repairs (6PR630) Description: Funding is allocated for various upgrades and renovations to the City’s six existing recreation centers. Project Type: Ongoing capital maintenance and repair Fiscal Year 2016-17 Funding: $250,000 Funding Source: General Government Capital Project Fund Impact on Operating Budget: This project has no direct impact on the operating budget but doing renovations and major repairs now will save on future maintenance costs for City buildings. Fitness Equipment (6PR634) Description: Funding is allocated for the replacement of treadmills and other exercise equipment in the recreation centers. Project Type: One-time capital acquisition (last year of a four year program) Fiscal Year 2016-17 Funding: $60,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. 447 City of Chandler 2016-17 Adopted Budget Capital Budget Community & Neighborhood Services (continued) Layton Lakes Park Site (6PR640) Description: Funding is allocated for a new neighborhood park in support of the City’s objective to provide one 10-acre neighborhood park in each one square mile residential area of the City Project Type: New construction Fiscal Year 2016-17 Funding: $1,474,700 Funding Source: Park Impact Fees Impact on Operating Budget: This project will add $36,273 in operating expenses for maintenance and repair starting in FY 2017-18. Fire, Health & Medical Department Southeast Fire Station (6FI611) Description: Funding is allocated for design of the Southeast Fire Station and acquisition of a new apparatus. Project Type: New construction/capital acquisition Fiscal Year 2016-17 Funding: $960,000 Funding Source: Fire Impact Fees General Government Capital Projects Fund Impact on Operating Budget: This project will add $1,833,183 in personnel and operating and maintenance expenses starting in Fiscal Year 2017-18. Fire Vehicles Greater than $100,000 each (6FI641) Description: Funding is allocated for the purchase of two replacement fire engines as part of the Vehicle Replacement Program. Project Type: One-time capital acquisition Fiscal Year 2016-17 Funding: $1,100,000 Funding Source: Vehicle Replacement Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Public Safety Training Facility (6FI646) Description: Funding is allocated to expanded training facilities in the area adjacent to the existing Fire Training Facility on Dobson Road (paired with a matching project in the Police Department Capital Improvement Program). Project Type: New construction Fiscal Year 2016-17 Funding: $3,442,000 Funding Source: Public Safety – Fire General Obligation Bonds Impact on Operating Budget: This project will add $72,621 in operating and maintenance expenses starting in FY 2017-18, increasing to $186,847 in FY 2019-20. Personal Protective Clothing - Second Set (6FI647) Description: Funding is allocated for a second set of personal protective equipment and to ensure replacement of each set for all firefighters every ten years. Project Type: One-time capital acquisition Fiscal Year 2016-17 Funding: $466,300 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. 448 City of Chandler 2016-17 Adopted Budget Capital Budget Police Department Radio System Narrow Band Conversion (6PD607) Description: Funding is allocated for the final year of four years of contribution payments. Project Type: One-time capital contract costs Fiscal Year 2016-17 Funding: $908,922 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 to install additional 911 Center Console Workstations in the Police Communication Section. Project Type: One-time capital improvement Fiscal Year 2016-17 Funding: $175,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project will add $2,560 in operating expenses starting in FY 2016-17, increasing to $5,120 in FY 2017-18. Public Safety Training Facility (6PD646) Description: Funding is allocated to expanded training facilities in the area adjacent to the existing Fire Training Facility on Dobson Road (paired with a matching project in the Fire, Health & Medical Department Capital Improvement Program). Project Type: New construction Fiscal Year 2016-17 Funding: $9,302,000 Funding Source: Police Forfeiture Fund Public Safety – Police General Obligation Bonds Impact on Operating Budget: This project will add $226,769 in operating and maintenance expenses starting in FY 2017-18, increasing to $438,903 in FY 2019-20. Victim Services Area Remodel (6PD647) Description: Funding is allocated to design the renovation of the old Fire Administration space now used by the Victim Services Family Units. Project Type: One-time capital improvement Fiscal Year 2016-17 Funding: $200,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Security Camera Replacement (6PD648) Description: Funding is allocated to replace components of the Police Department’s security camera system at its facilities. Project Type: One-time capital acquisition Fiscal Year 2016-17 Funding: $196,791 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project will add $20,000 in operating and maintenance expenses starting in FY 2016-17. 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 2016-17 Funding: $2,100,000 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. 449 City of Chandler 2016-17 Adopted Budget Capital Budget Municipal Utilities - Water Well Construction/Rehabilitation (6WA034) Description: Funding is allocated for construction of additional groundwater wells. Project Type: One time capital construction Fiscal Year 2016-17 Funding: $1,682,000 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 2016-17 Funding: $800,000 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 2016-17 Funding: $1,210,000 Funding Source: Water Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. 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 2016-17 Funding: $500,000 Funding Source: Water Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. Joint Water Treatment Plant (6WA334) Description: Funding is allocated for the City’s cost share of the planned expansion of the San Tan Vista facility in Gilbert. Project Type: New construction Fiscal Year 2016-17 Funding: $37,755,059 Funding Source: Water System Development Fees Impact on Operating Budget: This project will add $1,200,000 in operation and maintenance expenses starting in Fiscal Year 2018-19. Well Remediation - Arsenic Systems (6WA640) Description: Funding is allocated for rehabilitation of wells if they are found to be near the Environmental Protection Agency arsenic limit. Project Type: On-going capital maintenance and repairs Fiscal Year 2016-17 Funding: $260,000 Funding Source: Water Operating Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Water Purchases (6WA672) Description: Project Type: Fiscal Year 2016-17 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. 450 City of Chandler 2016-17 Adopted Budget Capital 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 2016-17 Funding: $6,780,000 Funding Source: Reclaimed Water System Development Fees Wastewater Bonds Impact on Operating Budget: This project will add $200,953 in personnel and operation and maintenance expenses starting in Fiscal Year 2017-18. 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 2016-17 Funding: $530,000 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 2016-17 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. 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 2016-17 Funding: $700,000 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 2016-17 Funding: $1,510,000 Funding Source: Wastewater Bonds 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 2016-17 Funding: $500,000 Funding Source: Wastewater Industrial Process Treatment Fund Impact on Operating Budget: This project has no direct impact on the operating budget. 451 City of Chandler 2016-17 Adopted Budget Capital Budget Transportation & Development – Streets/Traffic Landscape Repairs (6ST014) Description: Funding is allocated to upgrade a number of landscape areas including medians, right of way in back of curbs, and retention basins along arterial streets and other streets where the City is responsible for landscape maintenance. Project Type: Ongoing capital maintenance and repair Fiscal Year 2016-17 Funding: $500,000 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, bus shelters, adding benches, trash cans, and solar lighting. Project Type: One-time capital construction and purchases Fiscal Year 2016-17 Funding: $929,319 Funding Sources: Local Transportation Assistance 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 2016-17 Funding: $560,000 Funding Source: Streets General Obligation Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. Street Repaving (6ST248) Description: Funding is allocated for repaving of approximately 20 street centerline miles. Specific streets are evaluated based on known construction projects in the area. Project Type: Ongoing capital maintenance and repair Fiscal Year 2016-17 Funding: $10,900,000 Funding Sources: General Government Capital Projects Fund Highway User Revenue Fund Impact on Operating Budget: This project has no direct impact on the operating budget; however, an effective repaving program can reduce future operating costs by bringing roads to a higher quality surface requiring less yearly maintenance. Miscellaneous Storm Drain Improvements (6ST291) Description: Funding is allocated for new construction and repairs to storm drains, culverts, and pipes. Project Type: Ongoing capital maintenance and repair Fiscal Year 2016-17 Funding: $165,000 Funding Source: Stormwater General Obligation Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. Street Construction – Various Improvements (6ST303) Description: Funding is allocated for unforeseen street projects during the fiscal year. These include addressing safety issues, participation in developer constructed improvements, or special agreements with other agencies for priority projects. Project Type: Mixed: Ongoing capital maintenance and repair; new construction; development agreements Fiscal Year 2016-17 Funding: $4,800,000 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. 452 City of Chandler 2016-17 Adopted Budget Capital Budget Transportation & Development – Streets/Traffic (continued) Alma School Road/Chandler Boulevard Intersection (6ST316) Description: Funding is allocated to widen the intersection at Alma School Road and Chandler Boulevard. Project Type: New construction Fiscal Year 2016-17 Funding $6,462,000 Funding Source: Capital Grants Streets General Obligation Bonds Impact on Operating Budget: This project will add $2,949 in operation and maintenance expenses starting in Fiscal Year 2017-18. Traffic Signal Additions & 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 2016-17 Funding $161,000 Funding Source: Streets General Obligation Bonds Impact on Operating Budget: This project has no impact on the operating budget. Ocotillo Road (Cooper Rd – 148th St) (6ST641) Description: Funding is allocated for the design and construction phases. Project Type: New construction Fiscal Year 2016-17 Funding $3,657,999 Funding Sources: Arterial Streets Impact Fees Capital Grants Streets General Obligation Bonds Impact on Operating Budget: This project will add operating expenses of $42,990 to the operating budget starting in Fiscal Year 2019-20 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 2016-17 Funding: $540,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Cooper Road (Queen Creek Rd to Riggs Rd) (6ST675) Description: Funding is allocated for acquisition, design, right of way, and construction from Queen Creek Road to Riggs Road. Project Type: New construction Fiscal Year 2016-17 Funding: $2,240,000 Funding Sources: Arterial Streets Impact Fees Streets General Obligation Bonds Impact on Operating Budget: This project will add operating expenses of $53,795 to the operating budget starting in Fiscal Year 2019-20 once construction is completed. Dakota Street (Commonwealth Ave to Boston St) (Sites 4 & 5) (6ST684) Description: Funding is allocated for acquisition, design, and Commonwealth Avenue to Boston Street. Project Type: New construction Fiscal Year 2016-17 Funding: $787,200 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. 453 construction from City of Chandler 2016-17 Adopted Budget Capital Budget Transportation & Development – Streets/Traffic (continued) Paseo Trail Rest Area and Site Improvements (6ST694) Description: Funding is allocated for improvements to Paseo Trail Rest Area near Pecos Road and the Consolidated Canal. Project Type: New construction Fiscal Year 2016-17 Funding: $57,025 Funding Source: General Government Capital Projects Impact on Operating Budget: This project has no direct impact on the operating budget. 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 2016-17 Funding: $1,053,963 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Arizona Avenue (Frye Rd to Pecos Rd) (6ST701) Description: Funding is allocated for land acquisition. Project Type: One-time capital acquisition Fiscal Year 2016-17 Funding: $615,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project will add operating expenses of $4,830 to the operating budget starting in FY 2018-19 once construction is completed. ADA Upgrades (6ST707) Description: Funding is allocated for required Americans with Disabilities Act (ADA) improvements for projects that do not already incorporate ADA costs. Project Type: New construction Fiscal Year 2016-17 Funding: $500,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. California Street (Commonwealth Ave to Boston St) (Sites 4 & 5) (6ST711) Description: Funding is allocated for improvements to California Street in anticipation of new development. Project Type: New construction Fiscal Year 2016-17 Funding: $787,200 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. SharePoint Project Management Tool (6ST713) Description: Funding is allocated for the final phase of a project management software system/implementation. Project Type: New capital acquisition Fiscal Year 2016-17 Funding: $350,640 Funding Source: General Government Capital Projects Fund Wastewater Operating Fund Impact on Operating Budget: This project will add operating expenses of $140,525 to the operating budget starting in FY 2016-17. 454 City of Chandler 2016-17 Adopted Budget Capital Budget Transportation & Development – Streets/Traffic (continued) Bucket Truck (6ST715) Description: Funding is allocated to replace the first of four bucket trucks within the next three years. Project Type: New capital equipment acquisition Fiscal Year 2016-17 Funding: $138,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Bike Lane Extensions - Kyrene Road & McClintock Drive (6ST717) Description: Funding is allocated for the addition of bike lanes on Kyrene Road from Chandler Boulevard to the Tempe border north of Ray Road, and the addition of bike lanes on McClintock Drive from Chandler Boulevard to the Tempe border north of Ray Road. Project Type: New construction Fiscal Year 2016-17 Funding: $416,500 Funding Source: Streets General Obligation Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. 455 City of Chandler 2016-17 Adopted Budget Capital Budget Capital Program Detail for Fiscal Year (FY) 2016-17 The following section represents detailed major capital budgets by cost center and by funding source. As noted earlier, many of the Capital Improvement Program projects are not completed within one year. Consequently, these programs are re-budgeted with carryforward funds until completion. The carryforward appropriation columns provide reserves for purchase orders potentially remaining open at the close of FY 2015-16 and for project funds that have not yet been expended or encumbered at the time of FY 2016-17 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 2015-16, the appropriation will be lowered in FY 2016-17. Information Technology Oversight Committee (ITOC) Capital - 1285 Proj # 6GG617 6IC001 6IC005 6IC046 6IC071 6IC074 6IC083 6IC084 6IC086 6IC090 6IC092 6IC093 6IC094 6IC095 6IC096 000000 Program IT Oversight Committee Projects Utility Billing System Upgrade Electronic Documentation EDMS Upgrade Electronic Payment Processing Application Standardization Code Enforcement Oracle Reporting CIP Project Management City Business License GIS As-Built Database Re-write Utility Tracking Courts & Prosecutors Document Retention Accela Crystal Reports ITOC Contingency Carryforward Appropriation 2016-17 New Encumbered Unencumbered Appropriation Purchase Orders March 2016 $ - $ - $ 620,700 34,004 2,221 204,830 111,753 37,000 39,622 84,555 21,523 29,999 16,167 171,063 109,579 200,683 486,425 80,000 76,562 674 220,000 70,000 8,160 179,228 - 2016-17 Total Appropriation $ 620,700 36,225 204,830 111,753 76,622 106,078 46,166 280,642 200,683 486,425 80,000 77,236 220,000 70,000 8,160 179,228 Total Capital Project Expenses $ 441,343 $ 1,742,705 $ 620,700 $ 2,804,748 General Gov't Capital Projects Fund Water Operating Fund Wastewater Operating Fund Solid Waste Operating Fund $ 412,081 21,644 620 6,998 $ 1,742,705 - $ 620,700 - $ 2,775,486 21,644 620 6,998 Total Capital Project Funding $ 441,343 $ 1,742,705 $ 620,700 $ 2,804,748 Fund 401 605 615 625 Information Technology Capital - 1287 Proj # 6IC050 6IC088 6IT057 6IT080 6IT082 6IT084 6IT088 6IT089 6IT091 6IT094 Program Enterprise Interfaces Project Management Consultants Microsoft XP OS & Office Upgrade SV8500 Telephone System Voice & Data Convergence Redundant Internet Connectivity Enhanced Communication Speed for Remote Sites Website Search Appliance IT On Demand Projects Network Connectivity Security Carryforward Appropriation 2016-17 New Encumbered Unencumbered Appropriation Purchase Orders March 2016 $ - $ 1,942 $ 18,226 11,684 27,920 7,922 293,599 1,009,346 7,416 15,669 641,126 47,564 50,000 8,748 190,000 2016-17 Total Appropriation $ 1,942 18,226 39,604 7,922 1,302,945 23,085 688,690 50,000 8,748 190,000 Total Capital Project Expenses $ 660,226 $ 471,590 $ 1,199,346 $ 2,331,162 General Gov't Capital Projects Fund Total Capital Project Funding $ $ 660,226 660,226 $ $ 471,590 471,590 $ $ 1,199,346 1,199,346 $ $ 2,331,162 2,331,162 Fund 401 456 City of Chandler 2016-17 Adopted Budget Capital Budget Non-Departmental - 1291 Proj # 6GG075 6GG619 6GG631 6GG633 6GG650 6GG659 6ST683 Multiple Program City Hall Downtown Redevelopment Solar Energy Veteran's Memorial Dr. A.J. Chandler Park Conceptual Design Downtown Parking Garages Dakota St. (Buffalo St - Commonwealth Ave) (Site 4 & 5) 2016-17 Carryforward Appropriation New Encumbered Unencumbered Appropriation Purchase Orders March 2016 $ - $ 464,242 $ 26,210 1,230,591 502,000 89,463 242,524 207,731 75,000 12,500,000 602,000 - 2016-17 Total Appropriation $ 464,242 1,758,801 331,987 207,731 75,000 12,500,000 602,000 Total CIP Capital Project Expenses $ 323,404 $ 2,539,357 $ 13,077,000 $ 15,939,761 Miscellaneous Strategic Opportunity Lump Sum Contingency $ 90,000 - $ 1,636,409 - $ 2,126,500 450,000 $ 3,852,909 450,000 Total Non-CIP Capital Projects $ 90,000 $ 1,636,409 $ 2,576,500 $ 4,302,909 Total Capital Project Expenses $ 413,404 $ 4,175,766 $ 15,653,500 $ 20,242,670 General Fund General Gov't Capital Projects Fund $ 90,000 323,404 $ 1,636,409 2,539,357 $ 2,126,500 13,527,000 $ 3,852,909 16,389,761 Total Capital Project Funding $ 413,404 $ 4,175,766 $ 15,653,500 $ 20,242,670 Fund 101 401 Economic Development Capital - 1550 Infill Incentive Plan Carryforward Appropriation 2016-17 New Encumbered Unencumbered Appropriation Purchase Orders March 2016 $ - $ 2,567,208 $ - 2016-17 Total Appropriation $ 2,567,208 Total Capital Project Expenses $ - General Gov't Capital Projects Fund $ Total Capital Project Funding $ Program Proj # 6GG620 $ 2,567,208 $ - $ 2,567,208 - $ 2,567,208 $ - $ 2,567,208 - $ 2,567,208 $ - $ 2,567,208 Fund 401 Police Department Capital - 2100 Proj # 6PD606 6PD607 6PD609 6PD646 6PD647 6PD648 Program Records Management System Radio System Narrow Band Conversion 911 Center Console Workstations Public Safety Training Facility Victim Services Area Remodel Security Camera Replacement 2016-17 Carryforward Appropriation New Encumbered Unencumbered Appropriation Purchase Orders March 2016 $ 547,704 $ 488,727 $ 908,922 39,465 320,535 175,000 736,720 9,302,000 200,000 196,791 2016-17 Total Appropriation $ 1,036,431 908,922 535,000 10,038,720 200,000 196,791 Total Capital Project Expenses $ Police Forfeiture Fund General Gov't Capital Projects Fund Public Safety Bond Fund Total Capital Project Funding 1,323,889 $ 809,262 $ 10,782,713 $ 12,915,864 $ 496,436 $ 90,733 736,720 - $ 809,262 - 1,000,000 1,480,713 8,302,000 $ 1,496,436 2,380,708 9,038,720 $ 1,323,889 $ 809,262 $ 10,782,713 $ 12,915,864 Fund 202 401 460 457 City of Chandler 2016-17 Adopted Budget Capital Budget Fire, Health & Medical Department Capital - 2250 Proj # 6FI611 6FI634 6FI636 6FI638 6FI641 6FI643 6FI646 6FI647 6GG632 Program Southeast Fire Station Training Center Expansion Self Contained Breathing Apparatus Replacement Fire Station #1 Relocation Fire Vehicles Greater than $100,000 each Fire Dual Band Radios Public Safety Training Facility Personal Protective Clothing - Second Set Vehicle Replacement Program Carryforward Appropriation 2016-17 New Encumbered Unencumbered Appropriation Purchase Orders March 2016 $ - $ 354,527 $ 960,000 2,944,292 2,007,030 46,245 136,617 520,259 550,000 1,100,000 1,769 358,202 3,442,000 466,300 1,042,782 - 2016-17 Total Appropriation $ 1,314,527 4,951,322 46,245 136,617 2,170,259 1,769 3,800,202 466,300 1,042,782 Total Capital Project Expenses $ 4,865,535 $ 3,096,188 $ 5,968,300 $ 13,930,023 General Gov't Capital Projects Fund Vehicle Replacement Fund Public Safety Bond Fund Fire Impact Fees $ 1,078,202 1,563,041 2,224,292 - $ 185,953 $ 550,000 2,121,875 238,360 1,016,300 1,100,000 3,442,000 410,000 $ 2,280,455 3,213,041 7,788,167 648,360 Total Capital Project Funding $ 4,865,535 $ 3,096,188 $ 5,968,300 $ 13,930,023 Fund 401 404 470 475 City Manager - Building and Facilities Capital - 3210 Proj # 6GG609 6GG628 6GG629 6GG635 6GG636 6GG637 6GG644 6GG646 6GG649 6GG651 6GG652 6GG653 6GG655 6GG656 6GG657 Program Fire Station #1 Conversion Existing City Building Renovations/Repairs Energy Management System Phase 2 Tumbleweed Rec Center HVAC Modifications Transportation & Development Building HVAC and Remodel Police Property and Evidence Generator Fire Station Security Gates Fleet Bay Cooling System Police Facilities Building Repairs Access Control for Aquatic Facilities Park Lighting Improvements Fire Station Bay Doors (Phase I) Access Control to Various City Buildings Tumbleweed Rec Center Chiller Tower Replacement Center for the Arts Bathroom Renovations Carryforward Appropriation 2016-17 New Encumbered Unencumbered Appropriation March 2016 Purchase Orders $ 31,178 $ 751,387 $ 156,508 362,661 750,000 367 23,737 13,088 49,908 10,467 9,069 4,255 11,376 54,074 9,224 94,953 344,307 149,552 448 3,538 171,967 365,000 85,000 450,000 322,500 2016-17 Total Appropriation $ 782,565 1,269,169 367 23,737 62,996 19,536 15,631 63,298 439,260 150,000 175,505 365,000 85,000 450,000 322,500 Total Capital Project Expenses $ 541,717 $ 1,710,347 $ 1,972,500 $ 4,224,564 General Gov't Capital Projects Fund Capital Grants & Donations $ 541,717 - $ 1,710,347 - $ 1,650,000 322,500 $ 3,902,064 322,500 Total Capital Project Funding $ 541,717 $ 1,710,347 $ 1,972,500 $ 4,224,564 Fund 401 417 458 City of Chandler 2016-17 Adopted Budget Capital Budget Transportation & Development - Streets Capital - 3310 Proj # 6GG613 6ST011 6ST014 6ST015 6ST051 6ST248 6ST291 6ST302 6ST303 6ST316 6ST322 6ST478 6ST529 6ST548 6ST593 6ST596 6ST607 6ST608 6ST641 6ST652 6ST675 6ST678 6ST681 6ST683 6ST684 6ST685 6ST686 6ST687 6ST688 6ST694 6ST695 6ST697 6ST698 6ST699 6ST700 6ST701 6ST702 6ST703 6ST704 6ST706 6ST707 6ST711 6ST713 6ST715 6ST717 Program South Arizona Ave Corridor Improvements Stormwater Management Master Plan Landscape Repairs Bus Pullouts and Bus Stops Streetlight Additions and Repairs Street Repaving Miscellaneous Storm Drain Improvements Traffic Calming Measures Street Construction-Various Improvements Alma School Road/Chandler Boulevard Intersection Traffic Signal Additions & Repairs McQueen Road (Queen Creek Rd to Riggs Rd) Old Price Road/Queen Creek Intersection Queen Creek Road (McQueen Rd to Lindsay Rd) Traffic Management Center Upgrades Gilbert Road (Queen Creek Rd to Hunt Hwy) Ocotillo Road (Arizona Ave to McQueen Rd) Chandler Heights Road (Arizona Ave to McQueen Rd) Ocotillo Road (Cooper Rd to 148th St) Wall Repairs Cooper Road (Queen Creek Rd to Riggs Rd) Western Canal Crossing at UPRR General Plan Update Dakota Street (Buffalo St to Commonwealth Ave) Dakota Street (Commonwealth Ave to Boston St) (Sites 4 &5) Bike Lane Safety Improvements Route 56 Bus Shelters Traffic Control Updates Flashing Yellow Arrow Installation Paseo Trail Rest Area and Site Improvements Ray Road/Dobson Road Right Turn Bays Boston Street (Oregon St to Essex St) 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 California Street (Commonwealth Ave to Boston St) (Sites 4 & 5) SharePoint Project Management Tool Bucket Truck Bike Lane Extensions - Kyrene Road & McClintock Drive 2016-17 Carryforward Appropriation New Encumbered Unencumbered Appropriation March 2016 Purchase Orders $ 8,153 $ 138,109 $ 234,971 245,413 692,341 500,000 319,097 929,319 169,255 691,794 560,000 11,140,920 1,200,138 10,900,000 21,645 169,533 165,000 6,504 292,595 2,109,460 4,800,000 69,787 1,134,712 6,462,000 43,987 247,118 161,000 4,915,620 1,034,965 53,331 156,844 1,216,664 1,742,400 49,250 228,481 1,745,095 791,970 17,863 2,831,885 969,780 3,657,999 440,101 373,270 540,000 2,073,092 2,240,000 422,986 20,706 48,025 1,550,148 787,200 20,763 313,149 66,392 542,629 671,017 57,025 244,500 902,000 1,090,600 1,753,775 1,053,963 717 562,817 615,000 485,000 12,000 252,750 335,000 61,902 419,466 500,000 787,200 214,217 210,640 138,000 416,500 2016-17 Total Appropriation $ 146,262 234,971 1,437,754 1,248,416 1,421,049 23,241,058 356,178 6,504 7,202,055 7,666,499 452,105 5,950,585 210,175 2,959,064 49,250 1,973,576 809,833 2,831,885 4,627,779 1,353,371 4,313,092 422,986 68,731 1,550,148 787,200 333,912 66,392 542,629 671,017 57,025 244,500 902,000 1,090,600 2,807,738 717 1,177,817 485,000 12,000 252,750 335,000 981,368 787,200 424,857 138,000 416,500 Total Capital Project Expenses $ 19,742,010 $ 27,824,692 $ 35,480,846 $ 83,047,548 Highway User Revenue Fund Local Transporation Assistance Fund (LTAF) General Gov't Capital Projects Fund Vehicle Replacement Fund Street Bond Fund Storm Sewer Bond Fund Arterial Street Impact Fees Capital Grants $ 2,930,260 $ 8,308,695 717 1,572,684 21,645 1,752,620 5,155,389 468,424 $ 452,718 10,070,761 4,368,018 161,691 7,641,180 4,661,900 2,250,000 929,319 14,139,028 4,499,880 165,000 4,468,279 9,029,340 $ 5,648,684 1,382,037 32,518,484 717 10,440,582 348,336 13,862,079 18,846,629 Total Capital Project Funding $ 19,742,010 $ 27,824,692 $ 35,480,846 $ 83,047,548 Fund 215 216 401 404 411 412 415 417 459 City of Chandler 2016-17 Adopted Budget Capital Budget Municipal Utilities - Solid Waste Capital - 3710 2016-17 Carryforward Appropriation New Encumbered Unencumbered Appropriation Purchase Orders March 2016 $ 49,199 $ 340,049 $ 27,300 469,838 - 2016-17 Total Appropriation $ 389,248 497,138 $ 76,499 $ Solid Waste Operating $ Total Capital Project Funding $ Program Proj # 6SW100 Solid Waste Service Facility Improvements 6SW497 Paseo Vista Recreation Area Improvements Total Capital Project Expenses 809,887 $ - $ 886,386 76,499 $ 809,887 $ - $ 886,386 76,499 $ 809,887 $ - $ 886,386 Fund 625 Municipal Utilities - Water Capital - 3820 2016-17 New Carryforward Appropriation Encumbered Unencumbered Proj # 6WA023 6WA029 6WA034 6WA076 6WA110 6WA210 6WA230 6WA334 6WA638 6WA640 6WA660 6WA661 6WA670 6WA672 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 Ocotillo Water Reclamation Facility Expansion Intel Water Purchases Water Purchases Purchase Orders $ 606,125 260,277 5,470,907 2,693,654 446,249 4,514,710 3,654,535 3,291 3,855,427 - Total Capital Project Expenses $ 21,505,175 $ 34,314,329 $ 49,307,059 $ 105,126,563 Water Bond Fund Water System Development Fees Water Resource Sys. Dev. Fees Water Operating Fund Total Capital Project Funding $ 11,645,863 $ 5,844,080 3,855,427 159,805 21,505,175 $ 16,877,391 $ 9,250,983 8,185,955 34,314,329 $ 4,610,000 44,437,059 260,000 49,307,059 $ 33,133,254 59,532,122 3,855,427 8,605,760 105,126,563 $ March 2016 1,628,914 2,827 3,420,844 1,132,055 848,220 2,022,866 506,141 11,752,462 8,000,000 5,000,000 Appropriation $ 2,100,000 1,682,000 800,000 1,210,000 500,000 37,755,059 260,000 5,000,000 2016-17 Total $ Appropriation 4,335,039 263,104 10,573,751 1,132,055 4,341,874 3,679,115 5,520,851 41,409,594 11,752,462 260,000 3,291 3,855,427 8,000,000 10,000,000 Fund 601 603 604 605 $ 460 $ City of Chandler 2016-17 Adopted Budget Capital Budget Municipal Utilities - Wastewater Capital - 3910 Proj # 6WW012 6WW021 6WW022 6WW189 6WW192 6WW196 6WW266 6WW332 6WW621 6WW661 6WW671 6WW672 6WW681 6ST713 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 Ocotillo Water Reclamation Facility Expansion Reclaimed Water Conversion Municipal Utilities Vehicles (over $100,000) Ocotillo Brine Reduction Facility Improvements SharePoint Project Management Tool Carryforward Appropriation 2016-17 New Encumbered Unencumbered Appropriation March 2016 Purchase Orders $ 3,811,524 $ 4,155,225 $ 543,112 3,579 44,070 276,846 1,726,120 3,642,484 6,780,000 714,086 447,664 297,295 3,456,392 530,000 324,892 4,841,772 1,960,000 1,291,245 1,659,949 700,000 5,048,780 3,766,194 1,510,000 125,753,321 8,529,056 350,000 10,059 17,756 500,000 140,000 2016-17 Total Appropriation $ 7,966,749 546,691 320,916 12,148,604 1,161,750 4,283,687 7,126,664 3,651,194 10,324,974 134,282,377 350,000 27,815 500,000 140,000 Total Capital Project Expenses $ 139,564,504 $ 31,146,917 $ 12,120,000 $ 182,831,421 Vehicle Replacement Fund Reclaimed Water System Dev Fees Wastewater Bond Fund Wastewater System Development Fees Wastewater Operating Fund(1) Wastewater Industrial Process Treatment Fund $ 10,059 $ 779,537 15,183,408 107,189,483 16,402,017 - 17,756 3,314,577 12,092,412 266,581 15,455,591 - $ 5,281,105 6,198,895 140,000 500,000 $ 27,815 9,375,219 33,474,715 107,456,064 31,997,608 500,000 Total Capital Project Funding $ 139,564,504 $ 31,146,917 $ 12,120,000 $ 182,831,421 Fund 404 610 611 614 615 616 (1) Total Fiscal Year 2015-16 Appropriation for Projects 6WW012 - Wastewater Projects Supporting Intel Corporation expansion will be reimbursed to Fund 615 by 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 balance. Airport Capital - 4110 Proj # 6AI264 6AI369 6AI651 6AI653 6AI658 6AI662 6AI702 6AI703 6AI707 6AI711 6AI712 6AI713 6AI714 6AI716 6AI718 6AI721 6AI722 6AI723 6AI724 6AI726 Program Airport Erosion and Debris Control Airport Guidance Sign Replacement North Terminal Area Parking North Airport Apron Phase II Airport T-Shade Facility Airport Security Gates and Cameras Replace Tower Transceiver Radios Wildlife Study/Storm Drain MP Update Taxiway A Lighting Improvements Stormwater Management Env Assessment Stormwater Management Areas 1 & 3 Stormwater Management Area 2 Stormwater Management Areas 4 & 7 Rehab North Terminal Apron Phase I Replace Fuel Tank APMS Pavement Improvements Taxiway Phase II Terminal Building Bathroom Renovations Terminal Building Interior Improvements Terminal Building Exterior Improvements Airport Tower HVAC Improvements Carryforward Appropriation 2016-17 New Encumbered Unencumbered Appropriation Purchase Orders March 2016 $ - $ 210,060 $ 5,935 698,597 35,489 1,138,500 929,500 131,373 471,000 1,651 41,926 2,245 77,000 382,474 877,348 2,047,000 304,000 929,000 267,689 22,685 48,457 15,498 33,267 6,333 10,100 161,000 2016-17 Total Appropriation $ 210,060 704,532 35,489 1,138,500 929,500 131,373 471,000 43,577 2,245 77,000 1,259,822 2,047,000 304,000 929,000 267,689 22,685 63,955 39,600 10,100 161,000 Total Capital Project Expenses $ 471,784 $ 4,420,658 $ 3,955,685 $ 8,848,127 Capital Grants Airport Bond ADOT Loan Airport Operating $ 372,369 99,415 3,629,344 204,985 586,329 $ 2,652,481 127,439 929,500 246,265 $ 6,654,194 332,424 929,500 932,009 Total Capital Project Funding $ 471,784 $ 4,420,658 $ 3,955,685 $ 8,848,127 Fund 417 631 632 635 461 $ City of Chandler 2016-17 Adopted Budget Capital Budget Cultural Affairs Capital - 4320 Proj # 6CA001 6CA384 6GG657 Program Existing Cultural Affairs Facilities Improvements Museum Center for the Arts Bathroom Renovations Carryforward Appropriation 2016-17 New Encumbered Unencumbered Appropriation Purchase Orders March 2016 $ 4,215 $ 106,961 $ 283,190 362,273 366,000 322,500 2016-17 Total Appropriation $ 394,366 728,273 322,500 Total Capital Project Expenses $ 4,215 $ 469,234 $ 971,690 $ 1,445,139 General Gov't Capital Projects Fund Capital Grants General Obligation Bonds - Museum Total Capital Project Funding $ 4,215 $ 4,215 $ 106,961 $ 362,273 469,234 $ 552,414 53,276 366,000 971,690 $ 663,590 53,276 728,273 1,445,139 Fund 401 417 435 $ $ Community & Neighborhood Services - Parks & Recreation Capital - 4580 Carryforward Appropriation Encumbered Proj # 6PR039 6PR044 6PR047 6PR049 6PR397 6PR400 6PR497 6PR530 6PR630 6PR631 6PR633 6PR634 6PR636 6PR637 6PR639 6PR640 6PR643 6ST303 2016-17 2016-17 New Unencumbered Appropriation March 2016 1,852 $ 1,785 20,000 76,389 710,000 828,557 560,000 1,145,654 2,660 495,434 682,086 798,000 320,626 250,000 8,435 1,261,389 7,220 60,000 100,000 31,242 239,188 1,474,700 400,000 310,000 - Total Program Neighborhood Park Land Acquisition Tumbleweed Park Aquatic Facility Safety Renovations Existing Neighborhood Park Improvements/Repairs Snedigar Sportsplex Roadrunner Park Site Paseo Vista Recreational Area Improvements Existing Community Park Improvements/Repairs Existing Recreation Center Improvements/Repairs Centennial Park Site Veteran's Memorial Park Fitness Equipment Desert Oasis Aquatic Center Utility Conversion Downtown Campus Improvements Citrus Vista Park Site Layton Lakes Park Site Harris Park Improvements Street Construction - Various Improvements Purchase Orders $ - $ 426,053 131,254 7,659 3,075 107,446 99,318 8,100 469,768 1,037 57,370 78,004 - Appropriation $ 1,852 21,785 1,212,442 1,519,811 1,153,313 2,660 498,509 1,587,532 669,944 16,535 1,731,157 68,257 100,000 88,612 317,192 1,474,700 400,000 310,000 Total Capital Project Expenses $ 1,389,084 $ 5,912,517 $ 3,872,700 $ 11,174,301 General Gov't Capital Projects Fund Capital Grants & Donations Park Bond Fund Neighboorhood Park Impact Fees Park Impact Fees $ 794,473 $ 447,187 61,320 86,104 2,731,184 $ 1,261,389 1,667,809 3,476 248,659 2,378,000 20,000 1,474,700 $ 5,903,657 1,708,576 1,749,129 3,476 1,809,463 Total Capital Project Funding $ 1,389,084 $ 5,912,517 3,872,700 $ 11,174,301 Fund 401 417 420 422 424 462 $ City of Chandler 2016-17 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 Actual Expenditures $ $ $ 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget General Government: Airport - - - $ - $ 178,471 - $ 46,290 68,000 Buildings & Facilities - 119,949 22,823 227,800 Economic Developm ent - 29,035 - 27,250 27,250 - Inform ation Technology - - - 21,880 21,880 - Neighborhood Programs (1) - - 23,894 - - - Planning - - - 21,880 21,880 20,000 Comm unications and Public Adm inis tration Total General Government $ 19,452 - 27,000 - $ 168,435 $ 46,717 $ - $ - $ - $ - 276,481 $ 33,500 $ 27,000 117,300 $ 32,675 $ 342,800 Community & Neighborhood Services (1)(2) Parks Development and Operations $ Code Enforcem ent Divis ion - - - 187,129 28,845 35,250 199,500 Aquatics - - - 96,675 57,507 58,675 Parks Development and Operations - 20,362 235,274 510,091 268,695 299,125 10,080 6,781 - 130,000 63,643 47,375 Recreation Total Community & Neighborhood Svcs. $ 10,080 $ - $ 27,144 $ - $ 235,274 $ - $ 957,395 $ - $ 451,365 $ - $ 639,925 Managem ent Services Central Supply $ Non-Departm ental Total Management Services 1,129,251 $ 3,935,956 1,129,251 $ 52,367 $ 3,392,260 3,935,956 $ - $ 3,876,975 3,392,260 $ 40,914 $ 3,876,975 3,876,975 $ 340,975 $ 29,500 2,492,043 3,876,975 $ 258,798 $ 2,521,543 Public Safety: Fire $ Police Total Public Safety 1,604,012 3,829,432 $ 1,656,379 $ $ 23,610 $ 1,799,844 3,829,432 $ - $ 1,803,195 1,840,758 $ - $ 1,223,675 2,144,170 $ - $ 387,000 2,847,600 1,482,473 $ - $ 3,234,600 Municipal Utilities Municipal Utilities Admin Solid Waste Management 36,791 25,152 235,200 Water Divisions 35,945 158,336 469,691 859,924 377,495 691,700 Was tewater Divisions 30,878 70,590 88,538 382,950 118,311 361,250 Total Municipal Utilities $ 53,188 - 20,339 212,600 110,772 $ 265,716 $ 583,381 $ 1,478,074 $ 548,994 $ 1,265,550 - $ - $ - $ 185,520 $ 42,620 $ 161,500 Transportation & Development Development Services $ Engineering - - - 25,300 24,474 - Capital Projects - 21,853 - 81,800 70,258 27,200 261,360 279,203 13,734 71,461 184,140 - 214,364 48,527 - 928,876 256,325 - 465,769 156,450 - 552,050 113,750 - Streets Traffic Engineering Street Sweeping Total Transportation & Development $ 554,297 $ 277,454 $ 262,892 Grand Total $ 3,460,779 $ 8,504,136 $ 6,361,282 $ 1,477,821 $ 759,571 $ 854,500 $ 10,210,916 $ 7,236,678 $ 8,858,918 (1) Effective July 1, 2015, The Neighb orhood Resources division transfers to the newly created Comm unity & Neighb orhood Services Department. (2) Effective July 1, 2015, the Aquatics, Park Developm ent & Operations, Recreation, Sports and Fitness Facilities, and the Nature and Recreation cost centers are transferred to the new Com munity & Neighb orhood Services department and the Center for the Arts, Lib rary and Museum cost centers are transferred to the newly created Cultural Affairs division under the City Manager Organizational Support area. 463 City of Chandler 2016-17 Adopted Budget Capital Budget 464 City of Chandler 2016-17 Adopted Budget Bonded Debt Bonded Debt Obligations The City of Chandler has experienced significant growth over the last thirty 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 most recent Census Bureau estimate is 260,828. 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. Also, 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 2015-16, the City sold $66.7 million in Excise Tax Revenue Obligation bonds. 465 City of Chandler 2016-17 Adopted Budget Bonded Debt Voter Authorization Summary Voter Authorized Bonds Parks and Recreation Museum Library Public Building Streets General Obligation Storm Water Revenue/GOB Public Safety/Fire Public Safety/Police Airport Recycling & Solid Waste TOTAL Non-Voter Authorized Bonds* Water Wastewater 2014-15 Ending Authorization $ 58,750,000 12,730,000 5,245,000 9,960,000 125,926,000 4,204,000 10,371,000 12,730,000 494,000 4,935,000 $ 245,345,000 N/A N/A N/A TOTAL 2015-16 Bond Sales $ - $ 2015-16 Ending Authorization $ 58,750,000 12,730,000 5,245,000 9,960,000 125,926,000 4,204,000 10,371,000 12,730,000 494,000 4,935,000 $ 245,345,000 $ 6,635,000 N/A $ 60,025,000 66,660,000 N/A N/A 2016-17 Anticipated Bond Sales $ - $ Remaining Authorization $ 58,750,000 12,730,000 5,245,000 9,960,000 125,926,000 4,204,000 10,371,000 12,730,000 494,000 4,935,000 $ 245,345,000 $ - N/A $ - N/A N/A * Non-voter approved debt as allowed by the City Debt Management Policy in the Budget Policies, Process, and Decisions section. Debt Service paid by dedicated water and wastewater user fees. Debt Coverage Certain debt issues include debt covenants whereby the City is required to maintain sufficient operating revenue to meet debt service requirements. In other cases, the City has debt coverage goals or objectives noted in the City’s Debt Policy (Budget Policies, Processes and Decisions section) which establish good operating practice for adequate debt coverage. Projected debt coverage at the end of Fiscal Year(FY) 2016-17 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 1.2 (Goal) Mandated by debt covenants: 3.0 Goal: 5.0 466 Projected end of 2016-17 6.03 Coverage Met? 3.63 3.82 Yes Yes Yes City of Chandler 2016-17 Adopted Budget Bonded Debt Debt Service Funds General Obligation Debt Service Fund: The General Obligation Debt Service Fund is supported by the secondary property taxes collected. Principal and interest payments for general obligation bonds are made from this fund. Fund balance is projected based upon best estimates of future assessed values, existing debt service schedules, and projected General Obligation Bond sales. Current fund balance projections assume modest growth in assessed values and show that debt service expenses will exceed secondary property tax revenues for the next five years, causing a drawdown in the fund balance. Starting in Fiscal Year (FY) 2018-19/FY 2019-20, 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. 467 City of Chandler 2016-17 Adopted Budget Bonded Debt FUNCTION: Description General Purpose GOBs Water GOBs Wastewater GOBs Debt Service 2014-15 Actual Expenditures 7500 COST CENTER: 2015-16 Adopted Budget 2015-16 Adjusted Budget 2015-16 Estimated Expenditures 2016-17 Adopted Budget $ 24,144,028 $ 22,140,176 $ 22,140,176 $ 21,706,981 $ 21,740,608 % Change Adopted to Adopted -1.80% 10,793,202 8,864,118 8,864,118 8,929,353 8,935,903 0.81% 5,574,105 5,498,043 5,498,043 5,565,997 5,552,897 1.00% Water Revenue Bonds 3,935,853 6,905,180 6,905,180 6,905,180 4,230,660 -38.73% Wastewater Revenue Bonds 4,103,544 3,559,970 3,559,970 3,559,971 3,931,890 10.45% HURF Revenue Bonds 4,432,047 3,745,650 3,745,650 3,745,650 2,671,438 -28.68% 27,938 27,313 27,313 27,313 26,563 -2.75% 10,814,175 20,689,993 20,689,993 9,998,019 12,364,102 -40.24% Total Cost Center - 7500 $ 63,824,892 $ 71,430,443 $ 71,430,443 $ 60,438,464 $ 59,454,061 -16.77% General Debt Service Fund $ 24,144,028 $ 22,140,176 $ 22,140,176 $ 21,706,981 $ 21,740,608 4,432,047 3,745,650 3,745,650 3,745,650 2,671,438 Airport GOB's Excise Tax Revenue Obligations Highway User Revenue Debt Svc Water System Dev Fees 89,656 72,138 72,138 72,138 161,682 18,355,354 21,296,860 21,296,860 18,281,817 16,381,107 Reclaimed Water SDF 273,370 183,974 183,974 183,974 611,826 Wastewater System Dev Fees 543,759 365,942 365,942 365,942 1,216,977 15,958,740 23,598,390 23,598,390 16,054,649 16,643,860 27,938 27,313 27,313 27,313 26,563 $ 63,824,892 $ 71,430,443 $ 71,430,443 $ 60,438,464 $ 59,454,061 Water Operating Wastewater Operating Airport Operating Grand Total The Fiscal Year 2016-17 budget provides $59,454,061 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. 468 City of Chandler 2016-17 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) 2016-17 is given below. 20% 6% 2016 Net Assessed Full Cash Value $ 3,167,080,795 $ 3,167,080,795 Legal Bond Limit $ $ Outstanding Bonded Debt Previously Issued 633,416,159 (300,551,350) Anticipated Bond Sales in FY 2016-17 (8,993,650) - Bonding Capacity Available $ 332,864,809 190,024,848 $ 181,031,198 The 20% and 6% bonding capacity is based on a 2016 Net Assessed Full Cash Value of $3,167,080,795. 469 City of Chandler 2016-17 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 8,993,650 300,551,350 Total General Obligation Bonds $ 309,545,000 58.29% Water & Sewer Revenue Bonds 9,595,000 1.81% 201,285,000 37.90% 6,685,000 4.95% 3,960,000 $ 531,070,000 0.75% 100.00% Excise Tax Revenue Obligations Highway User Revenue Bonds Improvement District Bonds Total 470 City of Chandler 2016-17 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, 2016. Annual Bond Obligation for All Existing Bonds and Obligations Maturity Date (1) July 1, 2017 Bonds Payable $ 33,000,000 Interest Payable $ 21,091,206 July 1, 2018 38,590,000 19,773,981 58,363,981 July 1, 2019 38,910,000 18,534,056 57,444,056 July 1, 2020 37,770,000 17,123,863 54,893,863 July 1, 2021 33,025,000 15,790,413 48,815,413 July 1, 2022 34,115,000 14,472,813 48,587,813 July 1, 2023 35,200,000 13,040,563 48,240,563 July 1, 2024 36,140,000 11,325,663 47,465,663 July 1, 2025 37,990,000 9,545,963 47,535,963 July 1, 2026 37,745,000 8,039,438 45,784,438 July 1, 2027 36,410,000 6,419,813 42,829,813 July 1, 2028 36,990,000 4,857,125 41,847,125 July 1, 2029 16,240,000 3,467,575 19,707,575 July 1, 2030 16,375,000 2,865,375 19,240,375 July 1, 2031 17,015,000 2,259,125 19,274,125 July 1, 2032 17,160,000 1,628,675 18,788,675 July 1, 2033 17,310,000 993,875 18,303,875 July 1, 2034 5,465,000 339,575 5,804,575 July 1, 2035 5,620,000 175,625 5,795,625 TOTAL $ 531,070,000 Year $ 171,744,719 Principal $ $ Interest Fiscal Total 54,091,206 702,814,719 Fiscal Total This Year's Requirement 2017 $ 33,000,000 $ 21,091,206 $ 54,091,206 Maximum Requirement 2018 $ 38,590,000 $ 19,773,981 $ 58,363,981 (1) Actual payments are made one day prior to maturity date. 471 City of Chandler 2016-17 Adopted Budget Bonded Debt Schedule of Total Outstanding Debt Revenue Bonds Highway User Revenue: Series 2003 Refunding Series 2010 Refunding Series 2014 $ Sewer: Refunding Series 2014 Total HURF & Enterprise Revenue Bonds General Obligation Bonds General & Enterprise Funds: Series 2006 Series 2007 Refunding Series 2007 Series 2009 Series 2011A Refunding Series 2011B Refunding Series 2014 Total General Obligation Bonds Excise Tax Revenue Obligations:* Series 2009 Series 2011 Series 2013 Series 2015 Outstanding Issue 7/1/2016 2016-17 Principal Interest Payment 5,000,000 $ 10,450,000 8,660,000 24,110,000 $ 1,000,000 $ 1,000,000 $ 1,865,000 770,000 3,820,000 645,000 6,685,000 $ 2,415,000 $ 50,000 $ 1,050,000 60,088 830,088 146,350 791,350 256,438 $ 2,671,438 $ 10,000,000 $ 11,079,850 36,564,850 $ 1,750,000 $ 1,750,000 $ 5,491,500 7,241,500 $ 1,750,000 $ 87,500 $ 1,837,500 219,660 219,660 307,160 $ 2,057,160 $ $ 4,320,150 $ 19,805,150 $ 2,353,500 $ 2,353,500 $ $ 80,480,000 $ $ Water: Series 2005 Refunding Series 2014 Original $ $ - $ - $ 16,280,000 $ 4,165,000 $ 94,140 $ 94,140 $ 94,140 94,140 657,738 $ 4,822,738 30,905,000 $ 6,675,000 $ 6,675,000 $ 300,375 $ 6,975,375 111,045,000 22,700,000 3,200,000 745,000 3,945,000 22,960,000 11,495,000 3,385,000 520,894 3,905,894 252,000,000 47,505,000 9,125,000 1,771,250 10,896,250 9,925,000 8,875,000 575,000 336,750 911,750 852,250 10,360,000 1,630,000 795,000 57,250 214,540,000 210,665,000 475,000 8,294,450 8,769,450 $ 651,735,000 $ 309,545,000 $ 24,230,000 $ 12,025,969 $ 36,255,969 $ 34,040,000 $ 19,955,000 $ 1,335,000 $ 797,075 $ 2,132,075 15,000,000 11,420,000 770,000 428,250 1,198,250 104,500,000 103,250,000 1,500,000 4,587,500 6,087,500 66,660,000 66,660,000 500,000 2,446,275 2,946,275 Total Excise Tax Revenue Obligations $ 220,200,000 $ 201,285,000 $ 4,105,000 $ 8,259,100 $ 12,364,100 Improvement District Bonds: Series 2008 - Spectrum ID $ 7,370,000 $ 3,960,000 $ 500,000 $ 148,400 $ 648,400 Total Improvement District Bonds $ 7,370,000 $ 3,960,000 $ 500,000 $ 148,400 $ 648,400 Total Bonded Debt & Obligations $ 959,785,000 $ 531,070,000 $ 33,000,000 $ 21,091,206 $ 54,091,206 * Non-voter approved deb t as allowed b y the City Deb t Management Policy in the Budget Policies, Process, and Decisions section. The Deb t Service is paid b y dedicated water and wastewater user fees. 472 City of Chandler 2016-17 Adopted Budget Bonded Debt Combined General Obligation Bonds 6% Capacity Portion Outstanding Maturity Date (1) July 1, 2017 Bonds Payable $ 451,750 Interest Payable $ 345,262 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 8,993,650 $ Principal 1,544,481 $ $ Interest Fiscal Total 797,012 10,538,131 Fiscal Total This Year's Requirement 2017 $ 451,750 $ 345,262 $ 797,012 Maximum Requirement 2020 $ 2,557,750 $ 188,394 $ 2,746,144 (1) Actual payments are made one day prior to maturity date. 473 City of Chandler 2016-17 Adopted Budget Bonded Debt Combined General Obligation Bonds 20% Capacity Portion Outstanding Maturity Date (1) July 1, 2017 Bonds Payable $ 23,778,250 Interest Payable $ 11,680,707 Fiscal Total $ 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 80,077,326 $ 380,628,676 TOTAL $ Year 300,551,350 $ Principal Interest Fiscal Total This Year's Requirement 2017 $ 23,778,250 $ 11,680,707 $ 35,458,957 Maximum Requirement 2017 $ 23,778,250 $ 11,680,707 $ 35,458,957 (1) Actual payments are made one day prior to maturity date. 474 City of Chandler 2016-17 Adopted Budget Bonded Debt Combined General Obligation Bonds Enterprise Supported Maturity Date (1) July 1, 2017 Bonds Payable $ 9,990,000 Interest Payable $ 4,498,800 Fiscal Total $ 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 118,021,000 $ Principal 31,121,470 $ Interest 149,142,470 Fiscal Total This Year's Requirement 2017 $ 9,990,000 $ 4,498,800 $ 14,488,800 Maximum Requirement 2017 $ 9,990,000 $ 4,498,800 $ 14,488,800 (1) Actual payments are made one day prior to maturity date. 475 City of Chandler 2016-17 Adopted Budget Bonded Debt Combined General Obligation Bonds Ad Valorem Supported Maturity Date (1) July 1, 2017 $ Interest Payable 7,525,606 $ Fiscal Total 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 $ 14,215,000 $ 191,473,000 $ 50,497,961 $ 241,970,961 Year 2017 $ 2018 $ Principal 14,215,000 16,719,000 $ $ Interest 7,525,606 6,911,331 $ $ Fiscal Total 21,740,606 23,630,331 Actual payments are made one day prior to maturity date. 476 City of Chandler 2016-17 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 has made a prepayment on Series 2005 Refunding Water and Sewer Revenue Bonds in June 2016, which resulted in approximately $228,000 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, 2017 Bonds Payable (2) $ 1,750,000 Interest Payable (2) $ 401,300 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 Year 2017 2018 $ Fiscal Total 2,151,300 $ 9,595,000 $ 996,100 $ 10,591,100 $ $ Principal 1,750,000 3,160,000 $ $ Interest 401,300 313,800 $ $ Fiscal Total 2,151,300 3,473,800 (1) Actual payments are made one day prior to maturity date. (2) The July 1, 2017 principal and interest payments reflect the July 1, 2016 cash redemption of the $5,725,000 July 1, 2017 maturity of the Series 2005 Water & Sewer Revenue Refunding Bonds. 477 City of Chandler 2016-17 Adopted Budget Bonded Debt Street and Highway User Revenue Fund (HURF) Bonds This type of revenue bond is used solely for the purpose of improving, constructing, and reconstructing the major streets, arterial collectors, and local streets within the City. The bonds are secured by gas tax revenues collected by the State and distributed to Arizona cities and towns based on a formula of population and gas sales within the county of origin. The amount of HURF bonds that may be issued by the City is limited by the amount of annual HURF revenues received from the State. Annual debt service must not exceed 50% of the annual HURF revenue received by the City. HURF Bonds Outstanding Maturity Date (1) July 1, 2017 Bonds Payable $ 2,415,000 Interest Payable $ 256,438 Fiscal Total $ 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 TOTAL $ 6,685,000 Year $ 499,625 Principal Interest $ 7,184,625 Fiscal Total This Year's Requirement 2017 $ 2,415,000 $ 256,438 $ 2,671,438 Maximum Requirement 2017 $ 2,415,000 $ 256,438 $ 2,671,438 (1) Actual payments are made one day prior to maturity date. 478 City of Chandler 2016-17 Adopted Budget Bonded Debt Excise Tax Revenue Obligations Excise Tax Revenue Obligations (ETRO) are payable from pledged revenue (but paid from dedicated Enterprise Funds 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, FY 2013-14 for $109,500,000 and in FY 2015-16 for $66,660,000. 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, 2017 Bonds Payable $ 4,105,000 July 1, 2018 $ 6,165,000 Interest Payable 8,259,100 $ 8,100,950 Fiscal Total 12,364,100 14,265,950 July 1, 2019 7,485,000 7,856,513 15,341,513 July 1, 2020 8,045,000 7,512,563 15,557,563 July 1, 2021 8,645,000 7,141,763 15,786,763 July 1, 2022 9,220,000 6,741,913 15,961,913 July 1, 2023 9,575,000 6,305,963 15,880,963 July 1, 2024 10,455,000 5,853,263 16,308,263 July 1, 2025 10,955,000 5,357,813 16,312,813 July 1, 2026 10,250,000 4,836,438 15,086,438 July 1, 2027 9,910,000 4,394,063 14,304,063 July 1, 2028 11,290,000 3,957,625 15,247,625 July 1, 2029 16,240,000 3,467,575 19,707,575 July 1, 2030 16,375,000 2,865,375 19,240,375 July 1, 2031 17,015,000 2,259,125 19,274,125 July 1, 2032 17,160,000 1,628,675 18,788,675 July 1, 2033 17,310,000 993,875 18,303,875 July 1, 2034 5,465,000 339,575 5,804,575 July 1, 2035 5,620,000 175,625 5,795,625 TOTAL $ Year 201,285,000 $ 88,047,788 Principal $ Interest 289,332,788 Fiscal Total This Year's Requirement 2017 $ 4,105,000 $ 8,259,100 $ 12,364,100 Maximum Requirement 2029 $ 16,240,000 $ 3,467,575 $ 19,707,575 (1) Actual payments are made one day prior to maturity date. 479 City of Chandler 2016-17 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, 2017 Bonds Payable $ 500,000 Interest Payable $ 148,400 Fiscal Total $ 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 3,960,000 $ Principal 579,400 Interest $ 4,539,400 Fiscal Total This Year's Requirement 2017 $ 500,000 $ 148,400 $ 648,400 Maximum Requirement 2019 $ 545,000 $ 117,600 $ 651,700 (1) Actual payments are made one day prior to maturity date. 480 City of Chandler 2016-17 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 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) 2014-15, adjusted budget and estimated expenditures for FY 2015-16, and adopted budget for FY 2016-17. Schedule 2 – Summary of Department Total FY 2016-17 Budget by Fund: A summary, by fund, of each department’s FY 2016-17 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, 2016, 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. 481 City of Chandler 2016-17 Adopted Budget Schedules and Terms 482 City of Chandler 2016-17 Adopted Budget Schedules and Terms 483 City of Chandler 2016-17 Adopted Budget Schedules and Terms 484 E 2016 Actual Expenditures/Expenses** 485 ** *** * 247,212,614 2017 Budgeted Expenditures/Expenses 48,846,631 48,846,631 3,091,066 285,000 0 0 38,764,699 12,887,998 28,639,036 51,151,638 Special Revenue Funds 25,306,938 25,306,938 0 2,671,438 0 0 761,402 21,874,098 0 25,452,631 25,885,826 Debt Service Funds 433,584,968 433,584,968 800,000 74,442,309 0 0 68,713,657 291,229,002 52,129,941 368,654,698 Capital Projects Funds 0 0 0 0 18,957 18,957 Permanent Funds FUNDS $ $ $ 971,250,607 971,250,607 971,250,607 910,614,017 910,614,017 $ 910,614,017 $ 2017 971,250,607 38,811,308 38,811,308 1,016,929 1,998,673 0 0 28,946,952 8,882,612 28,942,692 34,490,766 Internal Service Funds 2016 910,614,017 $ 177,420,465 177,420,465 7,375,972 1,100,977 0 0 124,881,227 58,814,233 106,586,184 188,546,410 Enterprise Funds Available 67,683 67,683 0 0 0 0 54,000 13,683 63,990 64,656 Special Assessment Funds 971,250,607 971,250,607 SCHEDULE A 0 0 0 0 88,385,954 88,385,954 0 0 458,583,228 21,874,098 7,291,386 483,501,895 445,891,518 910,614,017 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). 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 247,212,614 76,083,030 7,887,557 0 0 196,461,291 7,291,386 111,655,410 204,077,044 241,820,023 General Fund 2017 Total Financial Resources Available LESS: Amounts for Future Debt Retirement: E D 2017 Interfund Transfers (Out) 2017 Reduction for Amounts Not Available: D 2017 Other Financing Sources D D 2017 Estimated Revenues Other than Property Taxes 2017 Interfund Transfers In C 2017 Secondary Property Tax Levy 2017 Other Financing (Uses) B B 2017 Primary Property Tax Levy 2017 Fund Balance/Net Position at July 1*** E 2016 Adopted/Adjusted Budgeted Expenditures/Expenses* Fiscal Year S c h CITY OF CHANDLER Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2016-17 City of Chandler 2016-17 Adopted Budget Schedules and Terms City of Chandler 2016-17 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary of Tax Levy and Tax Rate Information Fiscal Year 2016-17 2015-16 FISCAL YEAR 1. 2. 3. 2016-17 FISCAL YEAR Maximum allowable primary property tax levy. A.R.S. §42-17051(A). $ 14,668,382 Amount received from primary property taxation in the 2015-16 fiscal year in excess of the sum of that year's maximum allowable primary property tax levy. A.R.S. §42-17102(A)(18). $ - $ 7,000,175 $ 15,977,647 $ 7,291,386 Property tax levy amounts A. Primary property taxes B. Secondary property taxes C. Total property tax levy amounts 4. 20,589,691 (1) $ 27,589,866 $ 6,879,788 150,000 7,029,788 $ 20,593,920 200,000 20,793,920 $ 27,823,708 21,874,098 $ 29,165,484 Property taxes collected* A. Primary property taxes (1) 2015-16 levy (2) Prior years’ levy (2) (3) Total primary property taxes B. Secondary property taxes (1) 2015-16 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 $120,387 in 2015-16 and $115,134 in 2016-17 for primary property tax and under the Debt Service Funds in the amount of $340,080 in 2015-16 and $345,402 in 2016-17 for the secondary property tax. (2) Amount budgeted for Prior Year Primary & Secondary Levies for 2015-16 ($350,000) and 2016-17 ($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 486 0.2900 0.8700 1.1600 City of Chandler 2016-17 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2016-17 ESTIMATED REVENUES 2015-16 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 $ Total General Fund SPECIAL REVENUE FUNDS Forfeiture Fund Police Forfeiture Reimbursement Interest on Investments Total Forfeiture Fund Proposition 400 Fund Regional Transportation Sales Tax Interest on Investments Total Proposition 400 Fund Highway User Revenue Fund HURF Taxes Interest on Investments Total Highway User Revenue Fund Local Transportation Assistance Fund HB2565 RPTA Grant Funds Bus Service Revenue Interest on Investments Total Local Transportation Assistance Fund 3,175,000 102,136,000 ACTUAL* REVENUES 2015-16 $ ESTIMATED REVENUES 2016-17 3,284,600 105,926,000 $ 3,275,000 105,336,000 1,411,750 4,950,250 1,399,400 5,877,000 1,404,000 5,130,000 22,506,700 28,453,600 22,506,700 28,453,600 23,407,000 30,000,000 9,300,000 9,300,000 9,500,000 1,560,000 342,000 5,378,300 3,004,100 1,560,000 426,300 5,148,841 3,159,697 1,510,000 417,200 4,716,300 3,225,857 420,480 3,399,700 412,500 3,071,700 406,000 3,240,900 1,094,000 1,068,000 1,222,000 665,500 30,000 150,000 121,825 2,558,369 867,800 90,000 150,000 120,387 3,157,649 583,100 95,000 150,000 115,134 2,727,800 $ 190,657,574 $ 195,980,174 $ 196,461,291 $ 6,000,000 - $ - $ 2,315,000 - $ 6,000,000 $ - $ 2,315,000 $ 2,279,800 7,000 2,286,800 $ 3,565,895 252,000 3,817,895 $ 377,250 16,000 393,250 14,000,000 79,000 14,079,000 $ 14,000,000 79,000 14,079,000 $ 696,693 90,000 29,000 815,693 $ 692,821 104,300 23,000 820,121 $ $ $ $ $ $ $ $ $ *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) 487 $ $ $ 14,000,000 143,000 14,143,000 692,821 118,960 42,000 853,781 City of Chandler 2016-17 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2016-17 ACTUAL* REVENUES 2015-16 ESTIMATED REVENUES 2015-16 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 Museum Fund Parks Fund Library Fund Interest on Investments Total Expendable Trust Fund Total Special Revenue Funds DEBT SERVICE FUNDS Prior Year Property Tax Collections Salt River Project in Lieu Tax - Secondary Interest on Investments Total Debt Service Funds INTERNAL SERVICE FUNDS Self-Insurance Interest on Investments Total Internal Service Funds SPECIAL ASSESSMENT FUND Interest on Investments Total Special Assessment Fund CAPITAL PROJECTS FUNDS System Development Fees Water Wastewater Parks Library Public Building Impact Fees Public Safety - Police Public Safety - Fire Arterial Streets Capital Replacement Vehicle Replacement Sale of Fixed Assets Other Receipts Capital Grants In-House/Municipal Arts Interest on Investments Total Capital Project Funds ENTERPRISE FUNDS Water Services Reclaimed Water Services Wastewater Services Solid Waste Services Airport Services Interest on Investments Total Enterprise Funds TOTAL ALL FUNDS $ $ $ $ $ $ $ $ 5,154,611 1,900,000 10,998,000 2,358,553 46,000 20,457,164 $ $ 25,000 93,710 120,000 3,000 241,710 43,880,367 $ 200,000 358,309 164,000 722,309 $ $ 24,490,502 246,500 24,737,002 $ $ $ $ $ $ $ 12,355 108,954 20,000 2,000 143,309 35,964,843 $ 200,000 354,080 108,000 662,080 $ $ $ $ 22,000 99,110 80,000 3,000 204,110 38,764,699 200,000 345,402 216,000 761,402 $ $ 28,603,952 343,000 28,946,952 35,000 35,000 $ $ 30,000 30,000 $ $ 54,000 54,000 $ 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 $ 10,525,600 12,267,900 5,385,400 107,600 335,000 883,100 1,319,500 10,035,000 295,086 2,669,449 310,000 10,320,470 1,136,100 $ 11,936,100 14,028,900 6,313,200 127,400 383,400 1,008,800 1,506,700 11,706,200 298,016 2,680,431 300,000 1,486,846 14,899,764 50,000 1,987,900 $ 40,098,068 $ 55,590,205 $ 68,713,657 51,303,620 63,950,810 14,806,810 1,085,823 640,000 $ 131,787,063 $ 431,917,383 $ 51,230,812 62,313,239 15,029,337 1,018,100 503,000 130,094,488 445,385,390 $ 49,601,800 1,700,000 56,411,750 15,244,682 1,073,995 849,000 124,881,227 458,583,228 $ $ *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) 488 $ 5,228,915 2,002,824 11,004,613 2,547,206 72,000 20,855,558 26,807,600 256,000 27,063,600 $ $ 2,519,511 1,525,000 10,662,454 2,358,553 39,000 17,104,518 ESTIMATED REVENUES 2016-17 $ $ City of Chandler 2016-17 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Fund Type of Other Financing Sources/ and Interfund Transfers Fiscal Year 2016-17 INTERFUND OTHER FINANCING 2016-17 FUND GENERAL FUND General Fund Total General Fund SPECIAL REVENUE FUNDS Proposition 400 Highway User Revenue Local Transportation Assistance Housing Total Special Revenue Funds DEBT SERVICE FUNDS Highway User Revenue Debt Service Total Special Debt Service Funds CAPITAL PROJECTS FUNDS General Government Capital Project Computer Replacement Public Building Public Safety - Police Street Total Capital Projects Funds PERMANMENT FUNDS Volunteer Firemen Pension Total Internal Service 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 SOURCES (1) TRANSFERS 2016-17 IN $ - $ - $ 7,887,557 $ 76,083,030 $ - $ - $ 7,887,557 $ 76,083,030 $ - $ - $ 285,000 $ 393,250 2,696,291 1,525 - $ - $ - $ 285,000 $ 3,091,066 $ - $ - $ 2,671,438 $ - $ - $ - $ 2,671,438 $ - $ - $ - $ 71,262,574 2,786,485 393,250 $ 300,000 500,000 - $ - $ - $ 74,442,309 $ 800,000 $ - $ - $ - $ 18,957 $ - $ - $ - $ 18,957 $ - $ - $ 1,100,977 $ 3,376,446 2,444,782 445,497 1,003,867 105,380 $ - $ - $ 1,100,977 $ 7,375,972 $ - $ - $ 1,998,673 $ 1,016,929 $ - $ - $ 1,998,673 $ 1,016,929 $ - $ - $ - $ - Total Special Assessment Funds $ - $ - $ - $ - TOTAL ALL FUNDS $ - $ - $ 88,385,954 $ 88,385,954 Total Internal Service Funds SPECIAL ASSESSMENT FUNDS Special Assessments SCHEDULE D 489 City of Chandler 2016-17 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2016-17 FUND/DEPARTMENT GENERAL FUND Mayor and Council Communications and Public Affairs City Clerk City Manager City Magistrate Law 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 & Neighborhood Services Fire Municipal Utilites Police Transportation & Development Non-departmental Contingency\Reserves Community Development Block Grant Community & Neighborhood Services Management Services\Non-Dept. Contingency\Reserves Housing and Urban Development Community & Neighborhood Services Management Services\Non-Dept. Contingency\Reserves Expendable Trust Funds City Manager Community & Neighborhood Services Contingency\Reserves Total Special Revenue Funds ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2015-16 $ $ $ 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 EXPENDITURE/ EXPENSE ACTUAL BUDGETED ADJUSTMENTS EXPENDITURES/ EXPENDITURES/ APPROVED EXPENSES EXPENSES 2015-16 2015-16 2016-17 $ 14,305 198,862 21,354 1,821,986 64,943 82,010 1,254,342 1,074,999 8,077,154 875,887 3,116,359 (19,378,100) $ (2,775,899) 855,318 2,570,311 616,533 32,722,895 4,197,552 3,519,464 21,475,671 34,497,811 13,456,014 69,325,372 20,840,103 $ 204,077,044 $ $ $ $ 375,781 (390,000) 1,474,627 - $ 878,151 2,523,492 826,714 33,113,953 4,417,406 3,614,983 21,249,451 33,844,034 20,059,676 67,435,967 18,788,378 40,460,409 247,212,614 2,811,436 210,000 12,029,422 151,800 3,840,000 2,149,066 (92,351) (840,000) 10,508,468 - 14,450,043 138,867 3,750,000 1,215,220 200 2,134,100 10,140 200 (134,300) 728,469 - 2,331,267 200 2,010,000 970,000 20,009 204,602 3,307,069 100,000 2,007,262 500,000 3,000 372,000 55,278 3,936 42,268 144,114 (372,000) 473,724 17,893 151,238 402,650 1,065,766 473,385 - 761,880 20,000 157,592 2,446,263 100,000 2,553,148 3,261 199,000 1,893,481 9,000 556,000 234,500 (7,901) (556,000) 1,893,481 - 2,002,824 5,094 130,000 13,948,391 39,000 332,700 457,965 (34,549) (332,700) 11,236,061 - 13,888,819 25,065 565,000 95,456 117,818 - 108,186 149,011 - 159,469 190,188 4,531 $ $ 50,377,444 60,747 $ 774,194 $ 28,639,036 *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) 490 $ 48,846,631 City of Chandler 2016-17 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2016-17 FUND/DEPARTMENT DEBT SERVICE FUNDS General Obligation Debt Svc Contingency\Reserves 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 CAPITAL PROJECTS FUNDS Communications and Public Affairs City Manager Community & Neighborhood Services Fire Management Services\Non-dept. Municipal Utilities Police Transportation & Development Contingency\Reserves Debt Service Total Capital Projects Funds ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2015-16 EXPENDITURE/ EXPENSE ACTUAL BUDGETED ADJUSTMENTS EXPENDITURES/ EXPENDITURES/ APPROVED EXPENSES EXPENSES 2015-16 2015-16 2016-17 $ 22,140,176 3,745,650 $ - $ 21,706,981 3,745,650 $ 21,740,608 894,892 2,671,438 $ 25,885,826 $ - $ 25,452,631 $ 25,306,938 $ 2,992,366 5,645,728 22,591,162 2,996,004 34,225,260 $ $ 3,527,170 2,986,649 22,428,873 28,942,692 $ 3,942,109 5,950,295 25,518,038 3,400,866 38,811,308 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 $ 2,240,015 (969,663) 251,991 11,023,671 (5,415,062) 447,251 7,549,451 (11,655,908) $ 3,471,746 $ $ $ $ $ $ $ $ 321,388 543,861 186,207 (785,950) 265,506 $ $ 3,262,092 4,103,552 612,870 4,167,980 25,185,305 1,972,124 12,203,964 622,054 52,129,941 $ 30,008,244 27,266,012 13,258,124 1,173,025 517,000 34,363,779 $ 106,586,184 $ $ 38,410,142 1,459,802 59,684,014 14,168,851 2,019,489 751,039 27,875,598 33,051,530 177,420,465 $ $ 27,000 21,625,477 11,814,226 14,317,023 15,638,123 248,120,166 14,267,028 77,121,327 28,664,113 1,990,485 433,584,968 ENTERPRISE FUNDS Water Reclaimed Water Wastewater Solid Waste City Manager Management Services\Non-dept. Contingency\Reserves Debt Service Total Enterprise Funds $ 38,606,291 61,272,883 14,137,848 1,828,572 970,000 28,543,800 44,922,563 190,281,957 SPECIAL ASSESSMENT FUND Management Services\Non-Dept. Total Special Assessment Fund $ $ 64,656 64,656 $ $ - $ $ 63,990 63,990 $ $ 67,683 67,683 TOTAL ALL FUNDS $ 910,614,017 $ - $ 445,891,518 $ 971,250,607 $ 1,023,774 3,291,680 358,269 119,594 (340,286) (6,188,578) (1,735,547) *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) 491 City of Chandler 2016-17 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Department of Expenditures/Expenses Fiscal Year 2016-17 DEPARTMENT/FUND Mayor and Council General Fund Department Total Communications and Public Affairs General Fund Capital Fund - Equip/Tech/Fleet 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 Special Revenue Fund - Grant Department Total Law General Fund Special Revenue Fund - Grants Internal Service Fund - Self Insurance Department Total ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2015-16 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2015-16 ACTUAL EXPENDITURES/ EXPENSES 2015-16* BUDGETED EXPENDITURES/ EXPENSES 2016-17 $ 837,550 $ 14,305 $ 855,318 $ 878,151 $ 837,550 $ 14,305 $ 855,318 $ 878,151 $ 2,317,974 27,000 $ 198,862 - $ 2,570,311 - $ 2,523,492 27,000 $ 2,344,974 $ 198,862 $ 2,570,311 $ 2,550,492 $ 617,010 $ 21,354 $ 616,533 $ 826,714 $ 617,010 $ 21,354 $ 616,533 $ 826,714 $ 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 $ 1,821,986 55,278 60,747 448,684 43,760 1,747,340 231 (793) 9,128 6,923 104,336 321,388 $ 32,722,895 473,724 95,456 2,334,131 117,300 756,534 50,000 4,127 9,000 1,164,025 3,527,170 $ 33,113,953 761,880 108,186 12,239,510 315,800 7,029,970 50,000 1,060,697 929,500 21,644 620 6,998 1,990,227 3,942,109 $ 55,038,181 $ 4,619,008 $ 41,254,362 $ 61,571,094 $ 4,306,286 - $ 64,943 - $ 4,197,552 - $ 4,417,406 29,675 $ 4,306,286 $ 64,943 $ 4,197,552 $ 4,447,081 $ 3,475,487 20,009 5,645,728 $ 82,010 543,861 $ 3,519,464 17,893 2,986,649 $ 3,614,983 20,000 5,950,295 $ 9,141,224 $ 625,871 $ 6,524,006 $ 9,585,278 SCHEDULE F (1 OF 3) 492 City of Chandler 2016-17 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Department of Expenditures/Expenses Fiscal Year 2016-17 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 Debt Service - General Obligation 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 - Reclaimed 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 - Reclaimed Water Enterprise Fund - Wastewater Enterprise Fund - Solid Waste Department Total ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2015-16 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2015-16 ACTUAL EXPENDITURES/ EXPENSES 2015-16* BUDGETED EXPENDITURES/ EXPENSES 2016-17 $ 20,522,667 16,046,474 190,188 6,024,437 875,100 1,882,508 2,703,874 2,023,613 $ 1,254,342 696,401 (444,415) 82,295 21,596 (293,711) (335,428) $ 21,475,671 13,280,780 117,818 1,425,679 451,365 195,528 681,034 1,349,946 $ 21,249,451 16,049,235 149,011 5,903,657 639,925 1,708,576 1,749,129 1,812,939 $ 50,268,861 $ 981,080 $ 38,977,821 $ 49,261,923 $ 33,446,070 3,307,069 1,444,323 2,365,263 4,356,833 238,360 $ 1,074,999 42,268 17,750 88,753 (1,613) 147,101 $ 34,497,811 402,650 197,918 258,798 9,053 147,101 $ 33,844,034 2,446,263 2,280,454 3,600,041 7,788,167 648,361 $ 45,157,918 $ 1,369,258 $ 35,513,331 $ 50,607,320 $ (11,300,946) (390,000) (932,351) (134,100) (1,303,150) 1,254,656 (438,212) (1,441,802) (6,879) (1,443,767) (4,373,456) (681,869) (29,772) (682,689) 82,946 (21,821,391) $ 13,456,014 291,005 3,876,975 230,000 160,000 110,000 17,000 21,519,207 909,666 63,990 40,633,857 $ 60,520,085 210,000 3,888,867 2,010,200 927,420 894,892 16,389,761 4,104,543 6,544,607 17,253,745 9,580 7,437,246 240,198 19,061,931 1,834,460 52,802 27,336,296 1,582,608 67,683 170,366,924 Contingencies $ 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 $ $ $ $ 100,000 1,826,700 75,896,913 140,143,391 38,606,291 61,272,883 14,137,848 $ 61,374 (4,210,713) (1,265,723) 1,023,774 3,291,680 358,269 $ 931,179 15,887,126 8,367,000 30,008,244 27,266,012 13,258,124 $ 100,000 1,293,365 66,607,968 180,218,833 38,410,142 1,459,802 59,684,014 14,168,851 $ 331,984,026 $ (741,339) $ 95,717,685 $ 361,942,975 SCHEDULE F (2 OF 3) 493 City of Chandler 2016-17 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Department of Expenditures/Expenses Fiscal Year 2016-17 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2015-16 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 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2015-16 ACTUAL EXPENDITURES/ EXPENSES 2015-16* BUDGETED EXPENDITURES/ EXPENSES 2016-17 66,601,585 6,000,000 2,007,262 1,298,738 1,475,500 968,271 $ 875,887 375,781 144,114 118,426 327,695 1,130 $ 69,325,372 1,474,627 1,065,766 517,169 1,223,675 231,280 $ 67,435,967 2,811,436 2,553,148 2,380,708 2,847,600 9,038,720 $ 78,351,356 $ 1,843,033 $ 73,837,889 $ 87,067,579 $ 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 - $ 3,116,359 2,149,066 10,140 346,844 258,183 6,333,769 1,706,516 (1,102,740) 6,879 $ 20,840,103 10,508,468 728,469 473,385 2,882,055 1,096,154 3,345,631 3,780,150 1,099,974 - $ 18,788,378 14,450,043 2,331,267 32,518,484 855,217 19,096,629 10,788,918 13,862,079 - $ 81,767,054 $ 12,825,016 $ 44,754,389 $ 112,691,015 $ 22,140,176 3,745,650 622,054 21,296,860 23,598,390 27,313 $ - $ 21,706,981 3,745,650 622,054 18,281,817 16,054,649 27,313 $ 21,740,608 2,671,438 1,990,485 16,381,109 16,643,858 26,563 Department Total $ 71,430,443 $ - $ 60,438,464 $ 59,454,061 TOTAL ALL DEPARTMENTS $ 910,614,017 $ - $ 445,891,518 $ 971,250,607 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 Department Total Debt Service Debt Service - General Obligation Debt Service - HURF Capital Fund - System Development Enterprise Fund - Water Enterprise Fund - Wastewater Enterprise Fund - Airport SCHEDULE F (3 OF 3) 494 City of Chandler 2016-17 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Full-Time Employees and Personnel Compensation Fiscal Year 2016-17 FUND Employee Salaries and Hourly Costs 2017 Full-Time Equivalent (FTE) 2017 Retirement Costs 2017 Other Benefit Costs 2017 Healthcare Costs 2017 Total Estimated Personnel Compensation 2017 1,348.669 $ 109,680,990 $ 22,474,529 $ 17,705,613 $ 10,897,840 = $ 160,758,972 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 Family Self Suffiiency PHA Section 8 PHA Capital Fund Program Museum Trust Parks and Recreation Trust Total Special Revenue Funds 50.000 1.376 0.100 4.730 7.150 3.950 5.400 2.000 3.500 78.206 $ 3,007,856 1,695,782 8,594 304,964 369,085 210,947 439,329 106,885 198,967 20,260 1,015 4,122 6,367,806 $ 349,696 7,926 996 35,147 42,531 24,119 49,780 12,230 23,085 810 40 166 546,526 $ 607,379 22,133 1,353 64,473 89,327 46,271 74,902 19,475 58,579 1,013 51 206 985,162 $ 481,179 = $ 5,919 710 28,334 40,849 22,420 40,243 9,080 18,510 1,881 80 382 649,587 = $ 4,446,110 1,731,760 11,653 432,918 541,792 303,757 604,254 147,670 299,141 23,964 1,186 4,876 8,549,081 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 4.150 4.000 3.000 4.750 15.900 416,002 467,724 364,401 175,000 814,666 2,237,793 SPECIAL ASSESSMENT FUNDS Special Assessments Total Special Assessment Funds CAPITAL PROJECTS FUNDS In-House Capital Fund Total Capital Projects Funds GENERAL FUND ENTERPRISE FUNDS Water Operating Reclaimed Water Operating Wastewater Operating WW Industrial Process Treatment Solid Waste Operating Airport Operating Total Enterprise Funds TOTAL ALL FUNDS $ $ $ 300,980 341,055 265,574 366,019 1,273,628 0.800 0.800 $ $ 4.350 4.350 97.200 4.000 56.800 17.000 22.000 6.000 203.000 1,650.925 $ $ $ 35,317 39,645 31,110 42,240 148,312 38,907 38,907 $ $ $ $ 373,183 373,183 $ $ 6,572,438 271,093 3,836,247 1,227,747 1,252,460 421,171 13,581,156 $ 131,315,670 $ $ 54,159 59,543 45,304 74,077 233,083 $ 25,546 = $ 27,481 22,413 175,000 332,330 582,770 = $ 4,674 4,674 $ $ 6,635 6,635 $ $ 3,477 = $ 3,477 = $ 53,693 53,693 $ $ 43,583 43,583 $ $ 39,056 39,056 $ $ 34,176 = $ 34,176 = $ 489,998 489,998 $ $ $ 1,230,477 61,175 670,618 211,876 297,393 46,615 2,518,154 $ $ 764,590 32,188 445,095 139,878 145,204 49,311 1,576,266 $ 695,456 = $ 31,398 425,912 137,573 173,890 52,291 1,516,520 = $ 9,262,961 395,854 5,377,872 1,717,074 1,868,947 569,388 19,192,096 $ 24,793,890 $ 21,487,703 $ 13,684,370 = $ 191,281,633 SCHEDULE G 495 $ $ $ City of Chandler 2016-17 Adopted Budget Schedules and Terms Schedule 1 Total Expenditures and Budget by Fund 101 202 215 216 217 218 219 224 227 230 232 233 234 236 240 310 320 401 402 403 404 410 411 412 415 417 420 421 422 423 424 425 426 427 430 431 433 435 440 441 Fund Description FY 2014-15 Actual Expenditure FY 2015-16 Adjusted Budget FY 2015-16 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 PHA Family Self Sufficiency 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 Equipment 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 $179,999,361 989,379 8,370,256 1,529,221 1,687,244 310,387 1,144,580 1,049,700 622,156 504,008 5,089,921 207,057 205,807 24,144,028 4,432,047 18,449,676 515,200 3,392,260 2,951,558 5,900,532 372,967 5,914,185 9,684,868 1,433,460 12,423 49,912 1,784,434 43,500 - $ 241,825,023 6,375,781 17,237,937 3,225,560 7,363,340 1,144,064 2,129,080 1,452,546 996,302 675,471 5,812,451 1,024,714 363,259 2,942,000 22,140,176 3,745,650 52,318,471 1,020,500 4,079,107 8,741,124 175,321 11,417,940 510,927 11,051,972 23,050,499 3,410,163 940,200 7,589 51,000 3,681,596 55,800 573,400 1,402,600 10,000 81,200 10,000 376,400 1,000 10,000 $ 204,077,044 1,474,627 10,508,468 728,469 2,584,656 1,040,001 1,893,481 1,399,549 946,625 658,457 5,800,968 950,000 340,461 100,000 21,706,981 3,745,650 7,647,957 382,675 3,876,975 3,695,796 175,321 3,477,238 127,591 1,099,974 4,297,693 681,034 3,113 50,000 1,346,833 4,127 - 496 FY 2016-17 Adopted Budget $ 247,212,614 3,021,436 18,338,910 4,341,467 6,270,819 1,038,653 2,137,918 1,575,045 1,156,003 654,079 147,670 5,590,934 1,000,000 316,500 3,000,000 22,635,500 2,671,438 71,712,574 1,042,250 3,360,043 9,281,198 12,545,189 548,336 15,934,524 27,835,175 2,749,129 940,200 4,476 50,000 3,811,963 870,700 1,893,100 3,623,400 10,000 135,400 10,000 738,273 100,000 10,000 City of Chandler 2016-17 Adopted Budget Schedules and Terms Schedule 1 Total Expenditures and Budget by Fund (Continued) 460 465 470 475 480 601 603 604 605 610 611 612 614 615 616 625 626 631 632 635 736 737 738 739 740 741 831 833 834 836 902 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 Reclaimed Water Operating 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 2015-16 FY 2014-15 Adjusted Actual Budget Expenditure $ - $ 1,069,401 165,000 7,501 4,455,220 3,164,000 1,185,461 53,194 64,656 6,841,869 35,569,670 840,521 35,496,055 4,100,000 44,331,262 67,177,802 1,073,069 6,427,773 7,733,883 40,116,530 7,129,783 115,575,894 40,638,612 91,539,470 4,701,009 11,838,647 12,567,893 15,986,702 214,897 41,044 201 316,385 1,193,500 1,190,626 1,962,745 2,974,720 3,398,383 1,923,101 6,340,387 430,153 1,587,258 142,782 510,000 1,827,849 2,305,000 19,529,212 20,349,738 86,544 126,060 $ 438,318,870 $ 497 43,000 190,188 181,747 7,000 FY 2015-16 Estimated Expenditure $ 231,280 9,053 147,101 63,990 5,046,416 400,992 144,573 48,520,061 1,333,659 10,840,710 7,109,830 32,795,645 10,694,016 13,365,489 1,208,338 3,176,621 2,986,649 909,666 235,000 2,005,000 19,629,756 FY 2016-17 Adopted Budget $ 9,138,720 602,500 7,888,167 1,650,861 67,683 35,133,254 61,696,304 3,857,927 62,250,141 10,989,546 34,474,714 1,700,000 109,675,541 83,328,005 12,062,418 16,010,309 332,424 929,500 2,069,592 4,427,288 6,500,396 1,582,608 510,000 2,305,000 23,486,016 12,678 117,818 82,778 - 28,186 149,011 80,000 9,580 910,624,819 $ 445,888,883 $ 971,250,607 City of Chandler 2016-17 Adopted Budget Schedules and Terms Schedule 2 FY 2016-17 Summary of Department Budget by Fund Mayor & Council City Clerk City Manager $ 826,714 $ 1,217,750 Fund Description 101 202 215 216 217 218 219 224 227 230 232 233 234 236 240 310 320 401 402 403 404 410 411 412 415 417 420 421 422 423 424 425 426 427 430 431 433 435 440 441 460 465 470 475 480 601 603 604 605 610 611 612 614 615 616 625 631 632 635 736 737 738 739 740 741 831 834 836 902 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 PHA Family Self Sufficiency 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 Equipment 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 Reclaimed Water Operating Wastewater System Dev Fees Wastewater Operating WW Industrial Process Treatment Solid Waste Operating 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 $ 878,151 Grand Total $ 878,151 City Magistrate $ 4,417,406 Community & Neighborhood Services Community & Public Affairs $ $ 29,675 21,249,451 2,523,492 Debt Service $ - 157,592 1,032,377 2,002,824 1,489,803 1,093,403 638,930 142,872 5,585,934 850,000 55,500 3,000,000 21,740,608 2,671,438 5,903,657 35,250 604,675 7,029,970 27,000 1,708,576 1,749,129 3,476 1,809,463 161,682 16,381,109 611,826 1,216,977 16,643,858 26,563 149,011 $ 826,714 $ 8,247,720 498 $ 4,447,081 $ 49,261,923 $ 2,550,492 $ 59,454,061 City of Chandler 2016-17 Adopted Budget Schedules and Terms Schedule 2 FY 2016-17 Summary of Department Budget by Fund (Continued) Fund Fire Law 101 202 215 216 217 218 219 224 227 230 232 233 234 236 240 310 320 401 402 403 404 410 411 412 415 417 420 421 422 423 424 425 426 427 430 431 433 435 440 441 460 465 470 475 480 601 603 604 605 610 611 612 614 615 616 625 631 632 635 736 737 738 739 740 741 833 834 836 902 $ 33,844,034 $ 3,614,983 2,446,263 Management Services $ 7,375,173 20,000 Municipal Utilities $ NonOrganizational Departmental Support - 100,000 $ 53,144,912 210,000 3,888,867 2,010,200 202,261 6,276 135,094 85,242 62,600 15,149 4,798 5,000 150,000 261,000 $ 31,896,203 Police $ 67,435,967 2,811,436 Transportation & Development $ 18,788,378 14,450,043 2,331,267 761,880 2,553,148 12,239,510 20,000 2,380,708 837,000 32,518,484 295,800 2,010,600 855,217 894,892 2,280,454 3,600,041 29,500 1,293,365 16,389,761 150,000 3,360,043 565,000 2,104,607 200,000 2,072,445 10,440,582 348,336 13,862,079 19,096,629 1,000,000 940,200 1,000 50,000 2,002,500 870,700 1,893,100 3,623,400 10,000 135,400 10,000 10,000 100,000 10,000 100,000 602,500 100,000 1,002,500 7,788,167 648,361 728,273 9,038,720 67,683 33,133,254 59,532,122 3,855,427 38,410,142 9,375,220 33,474,714 1,459,802 107,456,064 49,547,119 10,136,895 14,168,851 2,000,000 2,002,500 2,500 7,437,246 1,002,500 1,000,000 240,198 1,002,500 17,136,408 1,925,523 1,834,460 49,095 52,802 960,059 550,101 664,200 510,000 2,305,000 22,924,204 8,477,696 9,580 $ 161,889,228 37,837 5,950,295 918,408 21,644 620 6,998 332,424 929,500 1,990,227 3,429,392 512,717 28,186 80,000 $ 50,607,320 $ 9,585,278 $ $ 361,942,975 499 $ 53,323,374 $ 87,067,579 $ 112,691,015 Grand Total $ 247,212,614 3,021,436 18,338,910 4,341,467 6,270,819 1,038,653 2,137,918 1,575,045 1,156,003 654,079 147,670 5,590,934 1,000,000 316,500 3,000,000 22,635,500 2,671,438 71,712,574 1,042,250 3,360,043 9,281,198 12,545,189 548,336 15,934,524 27,835,175 2,749,129 940,200 4,476 50,000 3,811,963 870,700 1,893,100 3,623,400 10,000 135,400 10,000 738,273 100,000 10,000 9,138,720 602,500 7,888,167 1,650,861 67,683 35,133,254 61,696,304 3,857,927 62,250,141 10,989,546 34,474,714 1,700,000 109,675,541 83,328,005 12,062,418 16,010,309 332,424 929,500 2,069,592 4,427,288 6,500,396 1,582,608 510,000 2,305,000 23,486,016 28,186 149,011 80,000 9,580 $ 971,250,607 City of Chandler 2016-17 Adopted Budget Schedules and Terms City of Chandler Salary Plan Effective 7/1/16 Job Groups: A Administrative L Laborer PS Police Sergeant Job Group M A S S A A D M S L L S L S P M P S M D M M M S M X M C C C A A S C C M A C M S Confidential Management Supervisory D O X Director Police Officer Seasonal Classification Title ACCOUNTING MANAGER ACCOUNTING SPECIALIST ACCOUNTING SUPERVISOR ADMIN LIBRARIAN ADMIN SERVICES CLERK ADMINISTRATIVE ASST ADMINISTRATIVE SERVICES DIRECTOR AIRPORT ADMINISTRATOR AIRPORT OPERATIONS & MAINTENANCE SUPV AIRPORT OPERATIONS & MAINTENANCE TECH AQUATICS MAINTENANCE HELPER AQUATICS MAINTENANCE SUPERVISOR AQUATICS MAINTENANCE TECHNICIAN AQUATICS SUPERINTENDENT ARTS CENTER FINANCIAL SPECIALIST ARTS CENTER MANAGER ARTS CENTER MARKETING COORD ASST ARTS CENTER MANAGER ASST CITY ATTORNEY ASST CITY MANAGER ASST CITY PROSECUTOR I ASST CITY PROSECUTOR II ASST FIRE CHIEF ASST LIBRARY MANAGER ASST POLICE CHIEF ASST SWIM COACH ASST TO CITY MANAGER BENEFITS & LABOR RELATIONS ADMIN BENEFITS ANALYST BENEFITS PROGRAM MANAGER BILLING & COMPLIANCE SPECIALIST BOX OFFICE ASSOCIATE BOX OFFICE SUPERVISOR BUDGET & RESEARCH ANALYST BUDGET MANAGEMENT ASST BUDGET MANAGER BUILDING INSPECTOR 500 F P Fire Professional FB PL Fire Battalion Police Lieutenant Grade FLSA Status Annual Minimum Annual Maximum 29 A16 26 24 A12 A15 33 27 22 L19 L13 22 L20 26 21 29 22 25 31 35 27 29 FAC 26 PAC 11 29 28 24 27 A18 A14 20 24 22 29 A23 Ex Non-Ex Ex Ex Non-Ex Non-Ex Ex Ex Non-Ex Non-Ex Non-Ex Non-Ex Non-Ex Ex Ex Ex Ex Ex Ex Ex Ex Ex Ex Ex Ex Non-Ex Ex Ex Ex Ex Non-Ex Non-Ex Ex Ex Ex Ex Non-Ex $88,963 $37,773 $70,621 $61,112 $31,034 $35,942 $119,912 $76,271 $51,091 $43,826 $32,677 $51,091 $46,030 $70,621 $49,886 $88,963 $53,378 $65,390 $103,766 $137,287 $76,271 $88,963 $104,148 $70,621 $159,164 $29,973 $88,963 $82,373 $61,112 $76,271 $41,600 $34,195 $46,622 $61,112 $53,378 $88,963 $55,016 $124,548 $50,918 $98,870 $84,641 $41,933 $48,506 $173,872 $106,780 $71,515 $59,176 $44,138 $71,515 $62,109 $98,870 $66,348 $124,548 $72,594 $91,546 $145,272 $199,067 $106,780 $124,548 $145,798 $98,870 $159,164 $40,539 $124,548 $115,345 $84,641 $106,780 $56,160 $46,176 $62,918 $84,641 $72,594 $124,548 $76,960 City of Chandler 2016-17 Adopted Budget Schedules and Terms City of Chandler Salary Plan Effective 7/1/16 Job Group M P P S A M S S P S D P P M P M M A A A D P P P M D A A S P A A A M A A A A A S S Classification Title BUILDING OFFICIAL BUSINESS SYSTEMS SUPPORT ANALYST BUSINESS SYSTEMS SUPPORT SPECIALIST BUSINESS SYSTEMS SUPPORT SUPERVISOR BUSINESS SYSTEMS SUPPORT TECHNICIAN CAPITAL PROJECTS MANAGER CAPITAL PROJECTS SUPERVISOR CDBG PROGRAM SUPERVISOR CHEMIST CHIEF BUILDING INSPECTOR CHIEF INFORMATION OFFICER CITIZEN SUPPORT COORD CITY CLERK MANAGEMENT ASST CITY ENGINEER CITY PLANNER CITY PROSECUTOR CITY TRANSPORTATION ENGINEER CIVILIAN RANGE INSTRUCTOR CODE INSPECTOR COMMERCIAL CODE INSPECTOR COMMUNICATIONS & PUBLIC AFFAIRS DIRECTOR COMMUNITY DEVELOPMENT COORDINATOR COMMUNITY OUTREACH COORDINATOR COMMUNITY RESOURCE COORDINATOR COMMUNITY RESOURCES/DIVERSITY MANAGER COMMUNITY SERVICES DIRECTOR COMPUTER SUPPORT ASST CONSTRUCTION PERMIT REPRESENTATIVE CONSTRUCTION PROJECT COORDINATOR CONSTRUCTION PROJECT MANAGER CONTRACT COMPLIANCE INSPECTOR CONTRACT COMPLIANCE SPECIALIST CONTRACT SERVICES REPRESENTATIVE COURT ADMINISTRATOR COURT CLERK I COURT CLERK II COURT CLERK III COURT INTERPRETER COURT SECURITY OFFICER COURT SERVICES SUPERVISOR CRIME ANALYSIS SUPERVISOR 501 Grade FLSA Status Annual Minimum Annual Maximum 30 26 23 27 A22 28 26 25 22 26 32 23 22 31 24 31 28 A21 A20 A21 32 21 21 23 28 33 A19 A16 25 26 A22 A21 A19 30 A16 A17 A19 A19 A14 23 25 Ex Ex Ex Ex Non-Ex Ex Ex Ex Ex Ex Ex Ex Ex Ex Ex Ex Ex Non-Ex Non-Ex Non-Ex Ex Ex Ex Ex Ex Ex Non-Ex Non-Ex Ex Ex Non-Ex Non-Ex Non-Ex Ex Non-Ex Non-Ex Non-Ex Non-Ex Non-Ex Ex Ex $96,080 $70,621 $57,114 $76,271 $50,898 $82,373 $70,621 $65,390 $53,378 $70,621 $112,067 $57,114 $53,378 $103,766 $61,112 $103,766 $82,373 $48,194 $45,906 $48,194 $112,067 $49,886 $49,886 $57,114 $82,373 $119,912 $43,659 $37,773 $65,390 $70,621 $50,898 $48,194 $43,659 $96,080 $37,773 $39,624 $43,659 $43,659 $34,195 $57,114 $65,390 $134,512 $98,870 $78,532 $106,780 $71,302 $115,345 $98,870 $91,546 $72,594 $98,870 $162,498 $78,532 $72,594 $145,272 $84,641 $145,272 $115,345 $65,000 $61,922 $65,000 $162,498 $66,348 $66,348 $78,532 $115,345 $173,872 $59,010 $50,918 $91,546 $98,870 $71,302 $65,000 $59,010 $134,512 $50,918 $53,456 $59,010 $59,010 $46,176 $78,532 $91,546 City of Chandler 2016-17 Adopted Budget Schedules and Terms City of Chandler Salary Plan Effective 7/1/16 Job Group A S A A P P D S L A S M A A P P M D D S A M M P P L A C C A P P P A P M P P M S L Classification Title CRIME PREVENTION SPECIALIST CRIME SCENE SUPERVISOR CRIME SCENE TECHNICIAN I CRIME SCENE TECHNICIAN II CRISIS INTERVENTION SPECIALIST CULTURAL AFFAIRS COORD CULTURAL AFFAIRS DIRECTOR CUSTODIAL SUPERVISOR CUSTODIAN CUSTOMER SERVICE REPRESENTATIVE CUSTOMER SERVICE SUPERVISOR DEPUTY COURT ADMINISTRATOR DETENTION OFFICER DETENTION OFFICER TRAINEE DEVELOPMENT PROJECT ADMINISTRATOR DEVELOPMENT PROJECT COORDINATOR DEVELOPMENT SERVICES ENGINEER DIRECTOR, ECONOMIC DEVELOPMENT DIVISION DIRECTOR, HUMAN RESOURCES DIVISION DISPATCH SUPERVISOR DISPATCHER DOWNTOWN REDEVELOPMENT MANAGER ECONOMIC DEVELOPMENT PROGRAM MANAGER ECONOMIC DEVELOPMENT SPECIALIST ECONOMIC DEVL RESEARCH ASST ELECTRICIAN EMERGENCY CALL TAKER EMPLOYEE SERVICES & HRMS ANALYST EMPLOYEE SERVICES & HRMS MANAGER EMS SPECIALIST ENGINEER ENGINEER ASST ENGINEERING PROJECT MANAGER ENGINEERING TECHNICIAN ENVIRONMENTAL PROGRAM COORDINATOR ENVIRONMENTAL PROGRAM MANAGER ENVIRONMENTAL PROGRAM SPECIALIST EXECUTIVE MANAGEMENT ASST FACILITIES MAINTENANCE MANAGER FACILITIES MAINTENANCE SUPERINTENDENT FACILITY MAINTENANCE TECHNICIAN 502 Grade FLSA Status Annual Minimum Annual Maximum A19 25 A18 A20 21 24 32 20 L10 A14 23 26 A17 A16 26 23 28 32 32 23 A19 27 27 25 21 L21 A17 24 27 A21 26 24 25 A20 25 27 24 22 28 26 L20 Non-Ex Ex Non-Ex Non-Ex Ex Ex Ex Non-Ex Non-Ex Non-Ex Ex Ex Non-Ex Non-Ex Ex Ex Ex Ex Ex Non-Ex Non-Ex Ex Ex Ex Ex Non-Ex Non-Ex Ex Ex Non-Ex Ex Ex Ex Non-Ex Ex Ex Ex Ex Ex Ex Non-Ex $43,659 $65,390 $41,600 $45,906 $49,886 $61,112 $112,067 $46,024 $27,830 $34,195 $57,114 $70,621 $39,624 $37,773 $70,621 $57,114 $82,373 $112,067 $112,067 $57,117 $43,659 $76,271 $76,271 $65,390 $49,886 $48,339 $39,624 $61,112 $76,271 $48,194 $70,621 $61,112 $65,390 $45,906 $65,390 $76,271 $61,112 $53,378 $82,373 $70,621 $46,030 $59,010 $91,546 $56,160 $61,922 $66,348 $84,641 $162,498 $62,111 $38,126 $46,176 $78,532 $98,870 $53,456 $50,918 $98,870 $78,532 $115,345 $162,498 $162,498 $78,541 $59,010 $106,780 $106,780 $91,546 $66,348 $65,229 $53,456 $84,641 $106,780 $65,000 $98,870 $84,641 $91,546 $61,922 $91,546 $106,780 $84,641 $72,594 $115,345 $98,870 $62,109 City of Chandler 2016-17 Adopted Budget Schedules and Terms City of Chandler Salary Plan Effective 7/1/16 Job Group A P P P FB FB F F D F F M L A A F F A P S P A P P P S P M A A L P P L X S M A S L P Classification Title FACILITY SUPPORT SPECIALIST FAMILY SELF-SUFF SPECIALIST FINANCIAL ANALYST FINANCIAL SERVICES ANALYST FIRE BATTALION CHIEF (40 Hours) FIRE BATTALION CHIEF (56 Hours) FIRE CAPTAIN (40 Hours) FIRE CAPTAIN (56 Hours) FIRE CHIEF FIRE ENGINEER (40 Hours) FIRE ENGINEER (56 Hours) FIRE MARSHAL FIRE MECHANIC FIRE PREVENTION SPECIALIST FIRE SUPPORT SERVICES TECHNICIAN FIREFIGHTER (40 Hours) FIREFIGHTER (56 Hours) FLEET EQUIPMENT SERVICE WRITER FLEET INVENTORY SPECIALIST FLEET SERVICES SUPERINTENDENT FLEET SERVICES SUPERVISOR FORENSIC ASST FORENSIC SCIENTIST I FORENSIC SCIENTIST II FORENSIC SCIENTIST III FORENSIC SCIENTIST SUPERVISOR FRONT OF HOUSE COORD GIS MANAGER GIS TECHNICIAN I GIS TECHNICIAN II GRAFFITI ABATEMENT TECHNICIAN GRAPHIC DESIGN & PRINTING COORD GRAPHIC DESIGNER GROUNDSKEEPER HEAD SWIM COACH HOUSING ADMINISTRATION SUPERVISOR HOUSING AND COMMUNITY DEV MANAGER HOUSING ASSISTANT HOUSING MAINTENANCE SUPERVISOR HOUSING MAINTENANCE WORKER HOUSING PROJECT COORDINATOR 503 Grade FLSA Status Annual Minimum Annual Maximum A19 20 24 26 FB FB FC FC 34 FE FE 28 L21 A23 A18 FF FF A17 21 26 23 A17 22 24 26 27 21 27 A20 A23 L16 22 21 L12 14 23 29 A16 23 L16 23 Non-Ex Ex Ex Ex Ex Ex Non-Ex Non-Ex Ex Non-Ex Non-Ex Ex Non-Ex Non-Ex Non-Ex Non-Ex Non-Ex Non-Ex Ex Ex Non-Ex Non-Ex Ex Ex Ex Ex Ex Ex Non-Ex Non-Ex Non-Ex Ex Ex Non-Ex Non-Ex Ex Ex Non-Ex Ex Non-Ex Ex $43,659 $46,622 $61,112 $70,621 $99,719 $99,719 $72,590 $72,590 $128,306 $68,093 $68,093 $82,373 $48,339 $55,016 $41,600 $46,369 $46,369 $39,624 $49,886 $70,621 $57,117 $39,624 $53,378 $61,112 $70,621 $76,271 $49,886 $76,271 $45,906 $55,016 $37,898 $53,378 $49,886 $31,138 $34,757 $57,114 $88,963 $37,773 $57,114 $37,898 $57,114 $59,010 $62,918 $84,641 $98,870 $115,305 $115,305 $82,138 $82,138 $186,044 $69,125 $69,125 $115,345 $65,229 $76,960 $56,160 $64,830 $64,830 $53,456 $66,348 $98,870 $78,541 $53,456 $72,594 $84,641 $98,870 $106,780 $66,348 $106,780 $61,922 $76,960 $51,064 $72,594 $66,348 $42,058 $46,925 $78,532 $124,548 $50,918 $78,532 $51,064 $78,532 City of Chandler 2016-17 Adopted Budget Schedules and Terms City of Chandler Salary Plan Effective 7/1/16 Job Group A A A C C C C C L A L P A M M P P M P P P P S S P P P S P P S P S A M P P P P P P Classification Title HOUSING QUALITY STANDARDS INSPECTOR HOUSING REHAB SPECIALIST HOUSING SPECIALIST HUMAN RESOURCES ANALYST HUMAN RESOURCES MANAGEMENT ASST HUMAN RESOURCES MANAGER HUMAN RESOURCES SPECIALIST I HUMAN RESOURCES SPECIALIST II HVAC TECHNICIAN IMPOUND HEARING SPECIALIST INDUSTRIAL WASTE INSPECTOR INFORMATION SPECIALIST INSTRUMENTATION TECHNICIAN INTERGOVERNMENTAL AFFAIRS COORDINATOR IT APPLICATIONS MANAGER IT DATABASE ADMINISTRATOR IT DATABASE ANALYST IT INFRASTRUCTURE MANAGER IT MESSAGING ANALYST IT MESSAGING INTEGRATION DEVELOPER IT NETWORK ANALYST IT NETWORK TECHNICIAN IT PRINCIPAL PROGRAMMER/ANALYST IT PRINCIPAL SERVICE DELIVERY ANALYST IT PRINCIPAL SYSTEMS SPECIALIST IT PROGRAMMER IT PROGRAMMER/ANALYST IT SECURITY ADMINISTRATOR IT SECURITY ANALYST IT SERVICE DELIVERY ANALYST IT SERVICE DELIVERY COORD IT SERVICE DESK SPECIALIST IT SERVICE DESK SUPERVISOR IT SERVICE DESK TECHNICIAN IT SERVICES MANAGER IT SR DATABASE ADMINISTRATOR IT SR NETWORK ANALYST IT SR PROGRAMMER/ANALYST IT SR SERVICE DELIVERY ANALYST IT SR SYSTEMS SPECIALIST IT SYSTEMS SPECIALIST 504 Grade FLSA Status Annual Minimum Annual Maximum A18 A21 A18 23 22 27 19 20 L21 A17 L20 24 A23 31 30 27 26 30 27 28 25 23 28 28 28 24 26 28 26 26 25 25 28 A22 30 28 27 27 27 26 25 Non-Ex Non-Ex Non-Ex Ex Ex Ex Non-Ex Non-Ex Non-Ex Non-Ex Non-Ex Ex Non-Ex Ex Ex Ex Ex Ex Ex Ex Ex Ex Ex Ex Ex Ex Ex Ex Ex Ex Ex Ex Ex Non-Ex Ex Ex Ex Ex Ex Ex Ex $41,600 $48,194 $41,600 $57,114 $53,378 $76,271 $44,387 $46,024 $48,339 $39,624 $46,030 $61,112 $55,016 $103,766 $96,080 $76,271 $70,621 $96,080 $76,271 $82,373 $65,390 $57,114 $82,373 $82,373 $82,373 $61,112 $70,621 $82,373 $70,621 $70,621 $65,390 $65,390 $82,373 $50,898 $96,080 $82,373 $76,271 $76,271 $76,271 $70,621 $65,390 $56,160 $65,000 $56,160 $78,532 $72,594 $106,780 $59,946 $62,111 $65,229 $53,456 $62,109 $84,641 $76,960 $145,272 $134,512 $106,780 $98,870 $134,512 $106,780 $115,345 $91,546 $78,532 $115,345 $115,345 $115,345 $84,641 $98,870 $115,345 $98,870 $98,870 $91,546 $91,546 $115,345 $71,302 $134,512 $115,345 $106,780 $106,780 $106,780 $98,870 $91,546 City of Chandler 2016-17 Adopted Budget Schedules and Terms City of Chandler Salary Plan Effective 7/1/16 Job Group P P S A P L A C A L L S L L L C A P A L C C P S A A A A X X P P C D P P C D M P M Classification Title IT TRAINING COORDINATOR IT WEBMASTER LABORATORY SUPERVISOR LANDSCAPE COMPLIANCE COORD LANDSCAPE DESIGN & MAINT COORD LANDSCAPE MAINTENANCE TECHNICIAN LATENT PRINT EXAMINER II LAW OFFICE SUPERVISOR LEAD ADMIN SERVICES CLERK LEAD CUSTODIAN LEAD FACILITIES OPERATIONS TECHNICIAN LEAD FIRE PREVENTION SPECIALIST LEAD FLEET TECHNICIAN LEAD GARDENER LEAD HOUSING MAINTENANCE WORKER LEAD LEGAL SECRETARY LEAD SUPPLY SPECIALIST LEAD TAX AUDITOR LEAD UTILITY BILLING REPRESENTATIVE LEAD UTILITY SYSTEMS TECHNICIAN LEGAL CLERK LEGAL SECRETARY LIBRARIAN LIBRARY ACCESS SERVICES COORDINATOR LIBRARY AIDE LIBRARY ASSOCIATE LIBRARY ASST LICENSE INSPECTOR LIFEGUARD II LIFEGUARD INSTRUCTOR TRAINER MAINTENANCE PLANNER SCHEDULER MANAGEMENT ANALYST MANAGEMENT ASST MANAGEMENT SERVICES DIRECTOR MARKETING & COMMUNICATIONS COORD MARKETING ASST MAYOR & CITY COUNCIL ASSISTANT MUNICIPAL UTILITIES DIRECTOR MUSEUM ADMINISTRATOR MUSEUM CURATOR NEIGHBORHOOD PRESERVATION MANAGER 505 Grade FLSA Status Annual Minimum Annual Maximum 24 27 25 A21 24 L18 A24 22 A15 L14 L22 25 L22 L17 L17 21 A16 24 A17 L20 14 17 22 22 A13 A17 A15 A17 8 14 23 22 19 33 24 21 28 33 29 22 26 Ex Ex Ex Non-Ex Ex Non-Ex Non-Ex Ex Non-Ex Non-Ex Non-Ex Non-Ex Non-Ex Non-Ex Non-Ex Non-Ex Non-Ex Ex Non-Ex Non-Ex Non-Ex Non-Ex Ex Ex Non-Ex Non-Ex Non-Ex Non-Ex Non-Ex Non-Ex Ex Ex Non-Ex Ex Ex Ex Ex Ex Ex Ex Ex $61,112 $76,271 $65,390 $48,194 $61,112 $41,725 $59,363 $53,378 $35,942 $34,299 $51,043 $65,395 $51,043 $39,728 $39,728 $48,304 $37,773 $61,112 $39,624 $46,030 $34,757 $40,269 $53,378 $53,378 $32,573 $39,624 $35,942 $39,624 $25,958 $34,757 $57,114 $53,378 $44,387 $119,912 $61,112 $49,886 $82,373 $119,912 $88,963 $53,378 $70,621 $84,641 $106,780 $91,546 $65,000 $84,641 $56,347 $83,179 $72,594 $48,506 $46,301 $71,552 $91,541 $71,552 $53,643 $53,643 $65,214 $50,918 $84,641 $53,456 $62,109 $46,925 $54,330 $72,594 $72,594 $43,992 $53,456 $48,506 $53,456 $35,027 $46,925 $78,532 $72,594 $59,946 $173,872 $84,641 $66,348 $115,345 $173,872 $124,548 $72,594 $98,870 City of Chandler 2016-17 Adopted Budget Schedules and Terms City of Chandler Salary Plan Effective 7/1/16 Job Group S A L C C M L P A L S S S A C M M M A S P A C D M M A S A M A A PL O O O O S P M P Classification Title NEIGHBORHOOD PROGRAMS SUPERVISOR OFFICE ASST OFFSET PRESS OPERATOR ORGANIZATIONAL DEVELOPMENT COORDINATOR PARALEGAL PARK DEVELOPMENT & OPERATIONS MANAGER PARK MAINTENANCE TECHNICIAN PARK PLANNING SUPERINTENDENT PARK RANGER PARK SPRAY TECHNICIAN PARKS MAINTENANCE SUPERINTENDENT PARKS MAINTENANCE SUPERVISOR PARKS MAINTENANCE SUPERVISOR - CDL PAWN SPECIALIST PAYROLL SPECIALIST PLAN REVIEW MANAGER PLANNING ADMINISTRATOR PLANNING MANAGER PLANS EXAMINER PLANT OPERATIONS SUPERVISOR POLICE ACCREDITATION & COMPLIANCE COORD POLICE ADMINISTRATIVE SPECIALIST POLICE ADVISOR ASST POLICE CHIEF POLICE COMMANDER POLICE COMMUNICATIONS MANAGER POLICE CRIME ANALYSIS DATA TECH POLICE DETENTION SUPERVISOR POLICE FLEET AIDE POLICE FORENSICS SERVICE SECTION MANAGER POLICE INVESTIGATIVE ANALYST POLICE INVESTIGATIVE SPECIALIST POLICE LIEUTENANT POLICE OFFICER POLICE OFFICER - LATERAL POLICE OFFICER - LATERAL CERTIFIED POLICE OFFICER - RECRUIT POLICE OPERATIONS SUPPORT SUPERVISOR POLICE PLANNING & RESEARCH ANALYST POLICE PLANNING & RESEARCH MANAGER POLICE RADIO COMMUNICATIONS ANALYST 506 Grade FLSA Status Annual Minimum Annual Maximum 25 A12 L13 24 21 29 L20 25 A16 L15 26 23 23 A17 19 27 31 29 A23 23 22 A16 19 34 PCM 28 A17 23 A15 28 A21 A17 PL PO PO PO PC 23 24 28 24 Ex Non-Ex Non-Ex Ex Non-Ex Ex Non-Ex Ex Non-Ex Non-Ex Ex Non-Ex Non-Ex Non-Ex Non-Ex Ex Ex Ex Non-Ex Non-Ex Ex Non-Ex Non-Ex Ex Ex Ex Non-Ex Non-Ex Non-Ex Ex Non-Ex Non-Ex Ex Non-Ex Non-Ex Non-Ex Non-Ex Non-Ex Ex Ex Ex $65,390 $31,034 $32,677 $61,112 $48,304 $88,963 $46,030 $65,390 $37,773 $36,067 $70,621 $57,117 $57,117 $39,624 $44,387 $76,271 $103,766 $88,963 $55,016 $57,117 $53,378 $37,773 $44,387 $128,306 $129,538 $82,373 $39,624 $57,117 $35,942 $82,373 $48,194 $39,624 $111,900 $53,394 $53,394 $53,394 $53,394 $57,117 $61,112 $82,373 $61,112 $91,546 $41,933 $44,138 $84,641 $65,214 $124,548 $62,109 $91,546 $50,918 $48,693 $98,870 $78,541 $78,541 $53,456 $59,946 $106,780 $145,272 $124,548 $76,960 $78,541 $72,594 $50,918 $59,946 $186,044 $142,816 $115,345 $53,456 $78,541 $48,506 $115,345 $65,000 $53,456 $123,370 $75,813 $75,813 $75,813 $53,394 $78,541 $84,641 $115,345 $84,641 City of Chandler 2016-17 Adopted Budget Schedules and Terms City of Chandler Salary Plan Effective 7/1/16 Job Group A A S PS M M P P S M S P P P A S A S A P A S M A A S A P A S S S S S M S P M M S A S Classification Title POLICE RECORDS CLERK POLICE RECORDS SPECIALIST POLICE RECORDS SUPERVISOR POLICE SERGEANT POLICE SUPPORT SERVICES MANAGER POLICE TECHNOLOGY MANAGER POLICE TRAINING & DEVELOPMENT COORD POLICE VOLUNTEER COORD PRETREATMENT SUPERVISOR PRINCIPAL ENGINEER PRINCIPAL PLANNER PRINCIPAL PLANS EXAMINER PROBATION MONITORING OFFICER PROCUREMENT OFFICER PRODUCTION COORDINATOR PROJECT ANALYST PROJECT SUPPORT ASSISTANT PROPERTY & EVIDENCE SUPERVISOR PROPERTY & EVIDENCE TECHNICIAN PUBLIC INFORMATION OFFICER PUBLIC WORKS INSPECTOR PUBLICATION SERVICES SUPERVISOR PURCHASING & MATERIALS MANAGER PURCHASING SPECIALIST QUARTERMASTER REAL ESTATE MANAGER REAL ESTATE SERVICES SPECIALIST REAL ESTATE SPECIALIST RECORDS MANAGEMENT ASSOCIATE RECREATION COORDINATOR I RECREATION COORDINATOR II RECREATION LEADER II RECREATION LEADER III RECREATION LEADER III - POOL MANAGER RECREATION MANAGER RECREATION SUPERINTENDENT RECYCLING COORDINATOR REGULATORY AFFAIRS MANAGER REVENUE AND TAX MANAGER REVENUE COLLECTIONS SUPERVISOR REVENUE COLLECTOR REVERSE OSMOSIS FACILITY SUPERINTENDENT 507 Grade FLSA Status Annual Minimum Annual Maximum A15 A16 22 PS 28 28 22 22 24 28 27 25 23 23 A20 24 A17 22 A17 25 A23 25 28 A21 A19 26 A18 24 A17 21 23 11 14 14 29 25 22 28 29 24 A18 26 Non-Ex Non-Ex Non-Ex Non-Ex Ex Ex Ex Ex Ex Ex Ex Ex Ex Ex Non-Ex Ex Non-Ex Non-Ex Non-Ex Ex Non-Ex Ex Ex Non-Ex Non-Ex Ex Non-Ex Ex Non-Ex Non-Ex Ex Non-Ex Non-Ex Non-Ex Ex Ex Ex Ex Ex Ex Non-Ex Ex $35,942 $37,773 $51,091 $79,602 $82,373 $82,373 $53,378 $53,378 $61,112 $82,373 $76,271 $65,390 $57,114 $57,114 $45,906 $61,112 $39,624 $51,091 $39,624 $65,390 $55,016 $65,390 $82,373 $48,194 $43,659 $70,621 $41,600 $61,112 $39,624 $48,304 $57,114 $29,973 $34,757 $34,757 $88,963 $65,390 $53,378 $82,373 $88,963 $61,112 $41,600 $70,621 $48,506 $50,918 $71,515 $98,182 $115,345 $115,345 $72,594 $72,594 $84,641 $115,345 $106,780 $91,546 $78,532 $78,532 $61,922 $84,641 $53,456 $71,515 $53,456 $91,546 $76,960 $91,546 $115,345 $65,000 $59,010 $98,870 $56,160 $84,641 $53,456 $65,214 $78,532 $40,539 $46,925 $46,925 $124,548 $91,546 $72,594 $115,345 $124,548 $84,641 $56,160 $98,870 City of Chandler 2016-17 Adopted Budget Schedules and Terms City of Chandler Salary Plan Effective 7/1/16 Job Group L L P P C A L P S S S A A L L S M A P S A C M C S P A S S P S L C L S C P P A P S S Classification Title REVERSE OSMOSIS WATER PLANT OPERATOR I REVERSE OSMOSIS WATER PLANT OPERATOR II RISK SERVICES COORDINATOR SAFETY ANALYST SAFETY COORDINATOR SECURITY OFFICER SERVICE EQUIPMENT WORKER SIGNAL SYSTEMS ANALYST SIGNALS & LIGHTING FIELD SUPERVISOR SIGNS & MARKING FIELD SUPERVISOR SITE DEVELOPMENT COORDINATOR SITE DEVELOPMENT INSPECTOR SITE DEVELOPMENT PLANS EXAMINER SOLID WASTE ENVIRONMENTAL SPECIALIST SOLID WASTE ENVIRONMENTAL SPECIALIST - CDL SOLID WASTE FIELD SUPERVISOR SOLID WASTE MANAGER SOLID WASTE REPRESENTATIVE SPECIAL EVENTS COORDINATOR SR ACCOUNTANT SR ACCOUNTING SPECIALIST SR ADMINISTRATIVE ASST SR ASST CITY PROSECUTOR SR BUDGET & RESEARCH ANALYST SR BUILDING INSPECTOR SR BUSINESS SYSTEMS SUPPORT SPECIALIST SR CODE INSPECTOR SR ENGINEER SR FINANCIAL ANALYST SR FINANCIAL REPORTING ANALYST SR FIRE MECHANIC SR FLEET TECHNICIAN SR HUMAN RESOURCES ANALYST SR INDUSTRIAL WASTE INSPECTOR SR MANAGEMENT ANALYST SR PAYROLL SPECIALIST SR PLANNER SR PLANS EXAMINER SR POLICE COMMUNICATIONS TECHNICIAN SR PROCUREMENT OFFICER SR PRODUCTION COORDINATOR SR PUBLIC WORKS INSPECTOR 508 Grade FLSA Status Annual Minimum Annual Maximum L19 L21 25 23 24 A16 L13 25 24 23 25 A21 A23 L17 L18 22 26 A15 23 24 A17 17 30 25 25 24 A22 27 26 25 23 L21 25 L21 24 21 25 24 A21 24 24 24 Non-Ex Non-Ex Ex Ex Ex Non-Ex Non-Ex Ex Non-Ex Non-Ex Ex Non-Ex Non-Ex Non-Ex Non-Ex Non-Ex Ex Non-Ex Ex Ex Non-Ex Non-Ex Ex Ex Non-Ex Ex Non-Ex Ex Ex Ex Non-Ex Non-Ex Ex Non-Ex Ex Non-Ex Ex Ex Non-Ex Ex Ex Non-Ex $43,826 $48,339 $65,390 $57,114 $61,112 $37,773 $32,677 $65,390 $61,110 $57,117 $65,390 $48,194 $55,016 $39,728 $41,725 $51,091 $70,621 $35,942 $57,114 $61,112 $39,624 $40,269 $96,080 $65,390 $65,395 $61,112 $50,898 $76,271 $70,621 $65,390 $57,117 $48,339 $65,390 $48,339 $61,112 $48,304 $65,390 $61,112 $48,194 $61,112 $61,112 $59,578 $59,176 $65,229 $91,546 $78,532 $84,641 $50,918 $44,138 $91,546 $84,635 $78,541 $91,546 $65,000 $76,960 $53,643 $56,347 $71,515 $98,870 $48,506 $78,532 $84,641 $53,456 $54,330 $134,512 $91,546 $91,541 $84,641 $71,302 $106,780 $98,870 $91,546 $78,541 $65,229 $91,546 $65,229 $84,641 $65,214 $91,546 $84,641 $65,000 $84,641 $84,641 $83,414 City of Chandler 2016-17 Adopted Budget Schedules and Terms City of Chandler Salary Plan Effective 7/1/16 Job Group A L L P L L A A S L A S S L M L S L P S L A A S P P P A L L L L P D M S P L L L L S Classification Title SR SITE DEVELOPMENT INSPECTOR SR SOLID WASTE ENVIRONMENTAL SPECIALIST SR STREETS SPECIALIST SR TAX AUDITOR SR UTILITIES MECHANIC SR UTILITIES MECHANIC - CDL SR UTILITY BILLING REPRESENTATIVE STORM WATER PROGRAM SPECIALIST STORM WATER PROGRAMS COORDINATOR STREET LIGHT TECHNICIAN II STREET MAINTENANCE COORDINATOR STREET MAINTENANCE SUPERVISOR STREET MAINTENANCE SUPERVISOR - CDL STREET MAINTENANCE WORKER STREET SUPERINTENDENT STREETS CREW LEADER STREETS PROJECT MANAGER STREETS SPECIALIST STRUCTURAL ENGINEER SUPPLY SUPERVISOR SUPPLY WORKER TAX & LICENSE REPRESENTATIVE TAX & LICENSE SPECIALIST TAX AUDIT SUPERVISOR TAX AUDITOR TOURISM DEVELOPMENT COORDINATOR TRAFFIC ENGINEERING ANALYST TRAFFIC ENGINEERING INSPECTOR TRAFFIC OPERATIONS TECHNICIAN I TRAFFIC OPERATIONS TECHNICIAN II TRAFFIC SIGNAL & STREET LIGHT TECH I TRAFFIC SIGNAL TECHNICIAN II TRANSIT SERVICES COORDINATOR TRANSPORTATION & DEVELOPMENT DIRECTOR TRANSPORTATION MANAGER UTILITIES ADMINISTRATOR UTILITIES COORDINATOR UTILITIES ELECTRICIAN UTILITIES MAINTENANCE WORKER UTILITIES MECHANIC UTILITIES PREDICTIVE MAINTENANCE TECH UTILITIES SYS MAINTENANCE COORDINATOR 509 Grade FLSA Status Annual Minimum Annual Maximum A22 L21 L18 23 L21 L22 A16 A21 24 L20 A21 23 23 L14 28 L20 25 L16 26 23 L14 A16 A20 26 22 24 23 A22 L16 L18 L18 L21 24 33 30 26 23 L22 L16 L19 L22 23 Non-Ex Non-Ex Non-Ex Ex Non-Ex Non-Ex Non-Ex Non-Ex Ex Non-Ex Non-Ex Non-Ex Non-Ex Non-Ex Ex Non-Ex Ex Non-Ex Ex Ex Non-Ex Non-Ex Non-Ex Ex Ex Ex Ex Non-Ex Non-Ex Non-Ex Non-Ex Non-Ex Ex Ex Ex Ex Ex Non-Ex Non-Ex Non-Ex Non-Ex Non-Ex $50,898 $48,339 $41,725 $57,114 $48,339 $51,043 $37,773 $48,194 $61,112 $46,030 $48,194 $57,117 $57,117 $34,299 $82,373 $46,030 $65,390 $37,898 $70,621 $57,114 $34,299 $37,773 $45,906 $70,621 $53,378 $61,112 $57,114 $50,898 $37,898 $41,725 $41,725 $48,339 $61,112 $119,912 $96,080 $70,621 $57,114 $51,043 $37,898 $43,826 $51,043 $57,117 $71,302 $65,229 $56,347 $78,532 $65,229 $71,552 $50,918 $65,000 $84,641 $62,109 $65,000 $78,541 $78,541 $46,301 $115,345 $62,109 $91,546 $51,064 $98,870 $78,532 $46,301 $50,918 $61,922 $98,870 $72,594 $84,641 $78,532 $71,302 $51,064 $56,347 $56,347 $65,229 $84,641 $173,872 $134,512 $98,870 $78,532 $71,552 $51,064 $59,176 $71,552 $78,541 City of Chandler 2016-17 Adopted Budget Schedules and Terms City of Chandler Salary Plan Effective 7/1/16 Job Group Classification Title Grade FLSA Status Annual Minimum Annual Maximum S P A S L L L S M P M L L L P P S A A P S S S L L S P P S P L L S M S L M M S C C X UTILITIES SYS MAINTENANCE SUPERINTENDENT UTILITY ANALYST UTILITY BILLING REPRESENTATIVE UTILITY FIELD SUPERVISOR UTILITY LOCATION COORDINATOR UTILITY METER TECHNICIAN UTILITY METER TECHNICIAN II UTILITY METER TECHNICIAN SUPERVISOR UTILITY OPERATIONS MANAGER UTILITY PROGRAM COORDINATOR UTILITY SERVICES MANAGER UTILITY SYSTEMS TECHNICIAN I UTILITY SYSTEMS TECHNICIAN II UTILITY SYSTEMS TECHNICIAN III VICTIM SERVICES COORDINATOR VICTIM SERVICES SPECIALIST VIDEO PRODUCTION COORDINATOR VIDEO PRODUCTIONS SPECIALIST VISUAL ARTS ASSISTANT VISUAL ARTS COORDINATOR WASTEWATER COLLECTIONS SUPERINTENDENT WASTEWATER FACILITIES SUPERINTENDENT WASTEWATER MAINTENANCE SUPERINTENDENT WASTEWATER TREATMENT PLANT OPERATOR I WASTEWATER TREATMENT PLANT OPERATOR II WASTEWATER TREATMENT PLANT OPERATOR III WATER CONSERVATION COORDINATOR WATER CONSERVATION SPECIALIST WATER DISTRIBUTION SUPERINTENDENT WATER OPERATIONS COMPLIANCE SPECIALIST WATER PLANT OPERATOR I WATER PLANT OPERATOR II WATER QUALITY ADVISOR WATER QUALITY PROGRAM MANAGER WATER QUALITY SUPERVISOR WATER QUALITY TECHNICIAN WATER REGULATORY AFFAIRS MANAGER WATER RESOURCE MANAGER WATER SYSTEMS OPERATIONS SUPERINTENDENT WELLNESS COORDINATOR WORKERS COMPENSATION COORDINATOR WSI/LIFEGUARD INSTRUCTOR TRAINER 26 25 A15 23 L17 L14 L16 23 29 24 26 L16 L18 L19 23 21 25 A23 A15 24 26 26 25 L19 L21 22 24 21 26 23 L19 L21 25 27 23 L21 28 28 26 24 24 15 Ex Ex Non-Ex Non-Ex Non-Ex Non-Ex Non-Ex Ex Ex Ex Ex Non-Ex Non-Ex Non-Ex Ex Ex Ex Non-Ex Non-Ex Ex Ex Ex Ex Non-Ex Non-Ex Non-Ex Ex Ex Ex Ex Non-Ex Non-Ex Ex Ex Ex Non-Ex Ex Ex Ex Ex Ex Non-Ex $70,621 $65,390 $35,942 $57,117 $39,728 $34,299 $37,898 $57,114 $88,963 $61,112 $70,621 $37,898 $41,725 $43,826 $57,114 $49,886 $65,390 $55,016 $35,942 $61,112 $70,621 $70,621 $65,390 $43,826 $48,339 $51,091 $61,112 $49,886 $70,621 $57,114 $43,826 $48,339 $65,390 $76,271 $57,114 $48,339 $82,373 $82,373 $70,621 $61,112 $61,112 $36,546 $98,870 $91,546 $48,506 $78,541 $53,643 $46,301 $51,064 $78,532 $124,548 $84,641 $98,870 $51,064 $56,347 $59,176 $78,532 $66,348 $91,546 $76,960 $48,506 $84,641 $98,870 $98,870 $91,546 $59,176 $65,229 $71,515 $84,641 $66,348 $98,870 $78,532 $59,176 $65,229 $91,546 $106,780 $78,532 $65,229 $115,345 $115,345 $98,870 $84,641 $84,641 $49,317 510 City of Chandler 2016-17 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, 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) Meters and fittings, new and replacement mains, and other water system improvements Wastewater System Improvements (6800) 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 511 or other building additions or City of Chandler 2016-17 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. 512 City of Chandler 2016-17 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. 513 City of Chandler 2016-17 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. 514 City of Chandler 2016-17 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. 515 City of Chandler 2016-17 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 debt 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. 516 City of Chandler 2016-17 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 – A limited tax levy restricted to payment of 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. 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. 517 City of Chandler 2016-17 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. ACA ACE ADA ADOT ADOR AF AFIS ALCP ALF ALS APP APRA APWA ARS ASCLD ASRS AZ POST BAF CAFR CALEA CAPA CCA CCYSA CDARS CDBG CDL CERT CIKR CIP CLASA CLEA CMAQ COP CPAAC CPI CPL CRM CUSD DAR DARE DCCP DCFA DUI EDMS EEC Affordable Healthcare Act Association of Chandler Employees Americans with Disabilities Act Arizona Department of Transportation Arizona Department of Revenue Acre Feet Automated Fingerprint Identification System Arterial Life Cycle Program Arizona Lottery Fund Advance Life Support Aquifer Protection Permit Arizona Parks and Recreation Association American Public Works Association Arizona Revised Statutes American Society of Crime Laboratory Directors Arizona State Retirement System Arizona Peace Officer Standards and Training Base Adjustment Factor Comprehensive Annual Financial Report Commission on Accreditation for Law Enforcement Agencies Communications and Public Affairs Department Chandler Center for the Arts Chandler Coalition on Youth Substance Abuse Certificate of Deposit Account Registry Service Community Development Block Grant Commercial Driver Licenses Community Emergency Response Team Critical Infrastructure and Key Resources Capital Improvement Program Chandler Lieutenants and Sergeants Association Chandler Law Enforcement Association Congestion, Mitigation, and Air Quality (Grants) Community Oriented Policing Citizens Police Academy Association of Chandler Consumer Price Index Chandler Public Library Customer Relationship Management Chandler Unified School District Dial-a-Ride Drug Abuse Resistance Education Downtown Chandler Community Partnership Desert Cancer Foundation of Arizona Driving Under the Influence Electronic Data Management System Environmental Education Center 518 City of Chandler 2016-17 Adopted Budget Schedules and Terms Acronyms EEE EMS EMSD EODCRS EORP EPA EPCR ETRO EVP FAC FLSA FTE FY GAAP GASB GFOA GIS GMA GO GOB GPEC GRIC HB HHW HOA HOME HRMS HUD HURF HVAC IAFF ICAN IGA IHELP IMR IT ITOC LAB LED LGIP L.I.F.E. LRE LTAF MAG MECB MG MGD Environmental Education Explorations Emergency Medical Services Enhanced Municipal Services District Elected Officals Defined Contribution Retirement System Elected Officals Retirement Plan Environmental Protection Agency Electronic Patient Care Records Excise Tax Revenue Obligations East Valley Partnership Fleet Advisory Committee Fair Labor Standards Act Full Time Equivalent Fiscal Year Generally Accepted Accounting Principles Governmental Accounting Standards Board Government Finance Officers Association Geographic Information System Groundwater Management Act General Obligation General Obligation Bond Greater Phoenix Economic Council Gila River Indian Community House Bill Household Hazardous Waste Homeowners Association HOME Investment Partnerships Program 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 Intergovernmental Agreement Interfaith Homeless Emergency Lodging Program Infrastructure Maintenance Reserve Information Technology Information Technology Oversight Committee Laboratory Accreditation Board Light-Emitting Diode Local Government Investment Pool Learing In Firesafe Environments Law-Related Education Local Transportation Assistance Fund Maricopa Association of Governments Modified Expenditure Control Budgeting Million Gallons Million Gallons per Day 519 City of Chandler 2016-17 Adopted Budget Schedules and Terms Acronyms MOR MPC NCS NFPA NRT NTU O&M OPEB OSHA PAPI PAR PBB PD PM PSAP PSPRS PTF QA RBO REACT RICO RMS RFP RPTA RSWCC SAU SB SEIU SCBA SDF SOV SQL SRO SSD STEAM TLO TPT TRC TVA UPRR VDO VOIP WTP Maintenance, Operation, and Repair Municipal Property Corporation New Conservation Space National Fire Protection Association Neighborhood Response Team Nephelometric Turbidity Unit Operations and Maintenance Other Post Employment Benefit Occupational Safety & Health Administration Precision Approach Path Indicator Personnel Action Request Priority Based Budgeting Police Department Particle Matter Public Safety Answering Point Public Safety Personnel Retirement System Public Transit Funds Quality Assurance Relationship by Objectives Real-time Electronic Area Canvassing Tool Racketeer Influenced Corrupt Organizations Records Management System Request for Proposal Regional Public Transit Authority Recycling-Solid Waste Collection Center Special Assignments Unit Senate Bill Service Employees International Union Self-Contained Breathing Apparatus System Development Fee Single-Occupancy Vehicle Structure Query Language School Resource Officer Support Services Division Science, Technology, Engineering, Art, and Math Terrorism Liaison Officer Transaction Privilege Tax Tumbleweed Recreation Center Threat Vulnerability Assessment Union Pacific Railroad Vice, Drugs and Organized Crime Voice Over Internet Protocol Water Treatment Plant 520 City of Chandler 2016-17 Adopted Budget Schedules and Terms Acknowledgements We are extremely proud of the Fiscal Year 2016-17 Budget document and accompanying 2017-2026 Capital Improvement Program document. Preparation of these documents is a team effort. 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. Chandler’s Council has provided 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 public hearings and Council meetings provide a great source of information. 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 are instrumental in collecting and submitting the information needed for the budget process. City Clerk Marla Paddock Human Resources City Manager Rommel Cordova 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 Lucy Vazquez 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! 521 City of Chandler 2016-17 Adopted Budget Schedules and Terms 522