CITY OF CHANDLER ANNUAL BUDGET 2017-18 Healthy and Fiscally Fit Healthy and Fiscally Fit Chandler’s continued stability and economic health is a direct result of effective fiscal management policies and prudent spending. Decades of sensible planning has given residents many benefits. From well-maintained and high-functioning transportation, water and parks systems, to robust, sustainable employment centers – Chandler delivers all of this at a cost of service among the lowest of Valley cities. Chandler’s reputation as a great place for families remains unparalleled. Our many recreational facilities cater to all interests and allow residents to stay healthy – in both mind and body. Add vibrant neighborhoods to the mix, and you have a very exceptional place indeed. An All-America City, Chandler remains a healthy and fiscally fit community. City Council City Council, back row from left Councilmember Sam Huang, Councilmember Terry Roe, Councilmember Mark Stewart, Councilmember René Lopez Front row from left Vice Mayor Kevin Hartke, Mayor Jay Tibshraeny, Councilmember Nora Ellen City Manager Marsha Reed Assistant City Manager Nachie Marquez Joshua H. Wright Management Services Director Dawn Lang Budget Staff Greg Westrum, Budget Manager Janet Northrup, Sr. Budget and Research Analyst Julie Buelt, Sr. Financial Analyst Courtney Friedline, Sr. Budget and Research Analyst Helen Parker, Sr. Budget and Research Analyst Cat Dixon, Budget Management Assistant In early May, the City of Chandler was recognized as a 2017 Healthy Arizona Worksite Gold Award recipient for excellence in worksite wellness. Our employees are committed to health and fitness, which relates well to our theme for this year’s budget: “Healthy and Fiscally Fit.” The $934.5 million budget represents a 3.8 percent decrease from last year; and a proposed property tax levy reduction of two cents, down to $1.14 per $100 of assessed valuation. Yes, we still have some challenges that include an unstable global economic environment as well as an underfunded state public safety retirement system. But at the same time, I remain encouraged that our community continues to move in a good direction. Chandler’s solid economic foundation is the product of more than two decades of sound financial planning. Policies that have been strictly adhered to by those you have entrusted with your hard-earned tax dollars. I want to thank my fellow Councilmembers who fully understand the impacts of this strategy, and have worked tirelessly on this budget to ensure we remain fiscally strong. The Fiscal Year 2017-18 budget is sound, and we again are able to fund road projects, build parks, and maintain basic services and infrastructure. At the same time, we celebrated many successes over this past fiscal year. We renovated and upgraded several parks, continue to construct and widen roads in south Chandler, while aggressively maintaining and improving others, and have undertaken some critical new utility projects. We continued to focus on neighborhoods and celebrate residents. My Listening Tour continues, and seems to grow in popularity with each stop. In February, we announced our 3rd annual Neighborhood Excellence award winners and I again hosted the Teen Leadership Academy in March. We welcomed many new businesses to Chandler including Waymo’s (formerly Google) autonomous vehicle testing site in west Chandler. Rogers Corporation announced it will move its headquarters to Chandler this year and Intel Corporation announced a $7 billion expansion at its Ocotillo campus, anticipated to generate several thousand jobs. The business community continues to find Chandler as an attractive place to locate and grow. Thanks go to our management team and budget staff for their dedicated work to prepare a prudent and sensible plan. This financial roadmap is the product of a long and transparent process -- and many hours of work on the part of our City staff, the City Council, and you, the residents of Chandler. Through public meetings, surveys and our popular Budget Connect online forum, we have developed a comprehensive fiscal blueprint that this community can take great pride in. All reasons why we have been able to maintain AAA bond ratings from all three rating agencies. Thanks to my fellow City Councilmembers. They remain, as do I, committed to an unparalleled quality of life for our City and residents. We live in a tremendous community. One that is Healthy and Fiscally Fit! Sincerely, Jay Tibshraeny City of Chandler 2017-18 Adopted Budget Table of Contents Page Reader’s Guide ........................................................................................................................................................ ix Frequently Asked Questions Regarding the Chandler Budget ........................................................................... x 1. Executive Summary Fiscal Year 2017-18 City Manager Budget Message .......................................................................................... 1 General Fund 5-Year Ongoing Operating Forecast ............................................................................................. 5 General Fund Balance 5-Year One-Time Forecast ............................................................................................. 7 Capital Improvement Program Summary............................................................................................................. 8 Secondary Assessed Value History and Limited Property Value Projections ..................................................... 9 2. Community and Organizational Profile City of Chandler Logo ........................................................................................................................................ 11 City of Chandler and Neighboring Communities Map ........................................................................................ 12 Fiscal Year 2016-17 Government Finance Officers Association Award ............................................................ 13 City of Chandler Mission Statement, Vision and Values .................................................................................... 14 Biographies of City Officials ............................................................................................................................... 15 List of City Officials, Department Heads, and Directors ..................................................................................... 20 Organizational Chart .......................................................................................................................................... 21 City Map ............................................................................................................................................................. 22 Chandler Community Profile .............................................................................................................................. 23 Demographics .................................................................................................................................................... 26 Economics .......................................................................................................................................................... 27 Service Statistics ................................................................................................................................................ 28 3. Budget Policies, Process, and Decisions Strategic Goals and Organizational Priorities .................................................................................................... 31 Priority Based Budgeting Goals and Desired Results ....................................................................................... 32 Financial Policies ............................................................................................................................................... 32 Highlights of the Fiscal Year 2017-18 Budget/2018-2027 CIP Calendar .......................................................... 50 Fiscal Year 2017-18 Budget Process Flowchart ................................................................................................ 51 Fiscal Year 20117-18 Budget Process Detail .................................................................................................... 52 Major Budget/Financial Issues ........................................................................................................................... 54 Fiscal Year 2017-18 Budgetary Additions .......................................................................................................... 60 Fiscal Year 2017-18 Summary of Additions – General Fund ............................................................................ 61 Fiscal Year 2017-18 Summary of Additions – Other Funds .............................................................................. 64 Fiscal Year 2017-18 Budgetary Additions – General Fund ............................................................................... 65 Fiscal Year 2017-18 Budgetary Additions – Other Funds ................................................................................. 73 Decision Packages Not Funded in Fiscal Year 2017-18 ................................................................................... 75 4. Financial and Personnel Overviews Adopted Budget Summaries .............................................................................................................................. 77 Where the Money Comes From ......................................................................................................................... 78 Where the Money Goes ..................................................................................................................................... 79 i City of Chandler 2017-18 Adopted Budget Table of Contents (continued) Page Where the Money Goes – by Function .............................................................................................................. 80 Departmental Budget Comparison Summary .................................................................................................... 81 Cost Center Budget Comparison ....................................................................................................................... 82 Fund Definitions and Structure........................................................................................................................... 86 Fund Structure Summary ................................................................................................................................... 89 General Fund Revenues .................................................................................................................................... 90 General Fund Expenditures ............................................................................................................................... 91 General Fund Expenditures – by Function ........................................................................................................ 92 Special Revenue Funds Revenues and Expenditures ...................................................................................... 93 Enterprise Operational Funds Revenues and Expenses ................................................................................... 94 Major Fund Summaries ...................................................................................................................................... 95 Summary of Revenues, Expenditures, and Changes in Fund Balance ........................................................... 100 Fund Balance Analysis ..................................................................................................................................... 102 Personnel Summary by Department and Cost Center .................................................................................... 104 Personnel Distribution by Department ............................................................................................................. 107 New Positions for Fiscal Year 2017-18 ............................................................................................................ 108 Personnel Costs by Fund ................................................................................................................................. 109 Employee per Population Charts ..................................................................................................................... 110 5. Resources Summary of Resources: Categorical Comparisons .......................................................................................................................... 111 Appropriated Fund Balances ..................................................................................................................... 112 Sale of Bonds ............................................................................................................................................ 113 Grants ........................................................................................................................................................ 114 Summary of Revenues .............................................................................................................................. 115 Significant Revenues: Local Taxes and Licenses: Franchise Fees ................................................................................................................................... 116 Transaction Privilege (Sales) and Use Tax......................................................................................... 117 Other Licenses .................................................................................................................................... 119 State/County Shared Revenues: State Shared Sales Tax ...................................................................................................................... 120 Vehicle License Tax ........................................................................................................................... 121 Highway Users Tax ............................................................................................................................. 122 Regional Transportation (Sales) Tax .................................................................................................. 123 Urban Revenue Sharing...................................................................................................................... 124 Lottery Entitlement .............................................................................................................................. 125 Charges for Services: Engineering Fees ................................................................................................................................ 126 Building Division Fees ......................................................................................................................... 127 Planning Fees ..................................................................................................................................... 128 ii City of Chandler 2017-18 Adopted Budget Table of Contents (continued) Page Public Safety Miscellaneous ............................................................................................................... 129 Library Revenues ................................................................................................................................ 130 Parks and Recreation Fees ................................................................................................................ 131 Miscellaneous Receipts: Other Receipts .................................................................................................................................... 132 Interest on Investments ....................................................................................................................... 133 Leases ................................................................................................................................................. 134 Court Fines .......................................................................................................................................... 135 Enterprise Revenues: Water Sales ......................................................................................................................................... 136 Wastewater Service ............................................................................................................................ 137 Reclaimed Water Fees........................................................................................................................ 138 Solid Waste Service ............................................................................................................................ 139 Other Utility Charges ........................................................................................................................... 140 System Development Fees: Water System Development Fees ...................................................................................................... 141 Wastewater System Development Fees ............................................................................................. 142 General Government Impact Fees ...................................................................................................... 143 Interfund Charges: Interfund Charges ............................................................................................................................... 144 Interfund Transfers .............................................................................................................................. 145 Property Tax Summary.............................................................................................................................. 146 New or Modified Fees in Citywide Fee Schedule ...................................................................................... 148 6. General Government General Government Organizational Chart ..................................................................................................... 149 General Government Overview ....................................................................................................................... 150 Mayor and Council (1020) ................................................................................................................................ 152 Communications and Public Affairs (1070) ...................................................................................................... 154 Video Production (1071) ............................................................................................................................ 158 Print, Mail, and Graphics (1210) ................................................................................................................ 161 City Clerk (1030) .............................................................................................................................................. 163 City Magistrate (1050) ...................................................................................................................................... 166 Law (1300) ....................................................................................................................................................... 168 Liability Litigation (1310) ............................................................................................................................ 174 Liability Litigation Claims (1311) ................................................................................................................ 176 City Manager (1040) ........................................................................................................................................ 177 Airport (4100) ............................................................................................................................................. 179 Airport Capital (4110) ................................................................................................................................ 183 Buildings and Facilities (3200) ................................................................................................................... 184 Buildings and Facilities Capital (3210) ...................................................................................................... 186 Administration (1090) ....................................................................................................................................... 187 iii City of Chandler 2017-18 Adopted Budget Table of Contents (continued) Page Center for the Arts (1100) .......................................................................................................................... 189 Library (4310) ............................................................................................................................................ 191 Cultural Affairs Capital (4320) ................................................................................................................... 193 Museum (4560).......................................................................................................................................... 194 Downtown Redevelopment (1540) ................................................................................................................... 195 Economic Development (1520) ........................................................................................................................ 198 Economic Development Capital (1550) ..................................................................................................... 203 Tourism (1580) .......................................................................................................................................... 204 Innovations (1590) ..................................................................................................................................... 206 Fleet Services (1270) ....................................................................................................................................... 208 Human Resources (1250) ................................................................................................................................ 210 Workers’ Compensation Liabilities (1251) ................................................................................................. 212 Information Technology Service Delivery Management & Administration (1199) ........................................... 213 Information Technology Applications Support (1200) ............................................................................... 216 Information Technology Infrastructure & Client Support (1280) ................................................................ 218 Information Technology Oversight Committee (ITOC) Capital (1285) ...................................................... 220 Information Technology Oversight Committee (ITOC) Operating (1286).................................................. 221 Information Technology Citywide Infrastructure Support Capital (1287)................................................... 222 Neighborhood Resources (1060) ..................................................................................................................... 223 Code Enforcement (1061) ......................................................................................................................... 227 Housing and Redevelopment (4650) ......................................................................................................... 230 Community Development (4700) ............................................................................................................... 233 Planning (1510) ................................................................................................................................................ 237 7. Administrative Services Administrative Services Department Organizational Chart.............................................................................. 241 Administrative Services Overview .................................................................................................................... 242 Human Resources (1250) ................................................................................................................................ 244 Workers’ Compensation Liabilities (1251) ................................................................................................. 248 Fleet Services (1270) ....................................................................................................................................... 249 Buildings and Facilities (3200) ......................................................................................................................... 252 Buildings and Facilities Capital (3210) ...................................................................................................... 255 Information Technology Service Delivery Management & Administration (1199) ........................................... 256 Information Technology Applications Support (1200) ............................................................................... 260 Information Technology Infrastructure & Client Support (1280) ................................................................ 262 Information Technology Oversight Committee (ITOC) Capital (1285) ...................................................... 265 Information Technology Oversight Committee (ITOC) Operating (1286).................................................. 266 Information Technology Citywide Infrastructure Support Capital (1287)................................................... 268 8. Community Services Community Services Department Organizational Chart .................................................................................. 269 iv City of Chandler 2017-18 Adopted Budget Table of Contents (continued) Page Community Services Overview ........................................................................................................................ 270 Administration (1090) ....................................................................................................................................... 273 Center for the Arts (1100) ................................................................................................................................ 276 Administration (4300) ....................................................................................................................................... 279 Library (4310) ................................................................................................................................................... 281 Cultural Affairs Capital (4320) .......................................................................................................................... 285 Aquatics (4520) ................................................................................................................................................ 286 Park Development and Operations (4530) ...................................................................................................... 288 Recreation (4550) ............................................................................................................................................ 291 Sports and Fitness Facilities (4551) ................................................................................................................. 293 Nature and Recreation Facilities (4555) .......................................................................................................... 295 Museum (4560) ................................................................................................................................................ 297 Parks Capital (4580) ........................................................................................................................................ 299 Neighborhood Resources (1060) ..................................................................................................................... 300 Code Enforcement (1061) ......................................................................................................................... 302 Housing and Redevelopment (4650) ......................................................................................................... 303 Community Development (4700) ............................................................................................................... 305 9. Fire, Health & Medical Department Fire, Health & Medical Department Organizational Chart................................................................................ 307 Fire, Health & Medical Overview ...................................................................................................................... 308 Fire Administration (2210) ................................................................................................................................ 310 Health and Medical Services (2220) ................................................................................................................ 314 Operations (2230) ............................................................................................................................................ 318 Prevention and Preparedness (2240) .............................................................................................................. 321 Fire Capital (2250) ........................................................................................................................................... 326 Support Services (2260) .................................................................................................................................. 327 Fleet Services (1270) ....................................................................................................................................... 329 10. Management Services Management Services Department Organizational Chart ............................................................................... 331 Management Services Overview ..................................................................................................................... 332 Administration (1180) ....................................................................................................................................... 335 Budget (1195) .................................................................................................................................................. 338 Purchasing (1220) ............................................................................................................................................ 341 Central Supply (1225) ...................................................................................................................................... 343 Accounting (1230) ............................................................................................................................................ 346 Tax and License (1240) ................................................................................................................................... 349 Utility Services (1245) ...................................................................................................................................... 351 Environmental Management (1265) ................................................................................................................. 353 Environmental Management Liabilities (1266) ................................................................................................. 356 v City of Chandler 2017-18 Adopted Budget Table of Contents (continued) Page Non-Departmental (1290) ................................................................................................................................ 357 Non-Departmental Contingencies/Reserves (1290) ........................................................................................ 359 Non-Departmental Capital (1291) .................................................................................................................... 360 Non-Departmental Capital Contingencies/Reserves (1291) ............................................................................ 361 Capital Replacement Equipment (Fund 402) ................................................................................................... 362 Capital Replacement Technology (Fund 403) ................................................................................................. 363 Capital Replacement Vehicles (Fund 404) ...................................................................................................... 364 11. Municipal Utilities Municipal Utilities Department Organizational Chart ....................................................................................... 365 Municipal Utilities Overview ............................................................................................................................. 366 Municipal Utilities Administration (3050) .......................................................................................................... 368 Solid Waste Services (3700) ............................................................................................................................ 370 Solid Waste Capital (3710) .............................................................................................................................. 374 Water Distribution (3800) ................................................................................................................................. 375 Water Capital (3820) ........................................................................................................................................ 377 Water Treatment Plant (3830).......................................................................................................................... 378 Environmental Resources (3840) .................................................................................................................... 381 Water Quality (3850) ........................................................................................................................................ 385 Water Systems Maintenance (3860) ................................................................................................................ 387 San Tan Vista Water Treatment Plant (3870) .................................................................................................. 390 Meter Services (3880) ...................................................................................................................................... 392 Wastewater Collection (3900) .......................................................................................................................... 394 Wastewater Capital (3910)............................................................................................................................... 396 Ocotillo Brine Reduction Facility (3930) ........................................................................................................... 397 Lone Butte Wastewater Treatment (3940) ....................................................................................................... 399 Wastewater Quality (3950)............................................................................................................................... 401 Airport Water Reclamation Facility (3960) ....................................................................................................... 403 Ocotillo Water Reclamation Facility (3970) ...................................................................................................... 406 12. Police Department Police Department Organizational Chart ......................................................................................................... 409 Police Overview ............................................................................................................................................... 410 Police Administration (2010) ............................................................................................................................ 412 Professional Standards (2015)......................................................................................................................... 415 Property and Evidence (2020) ......................................................................................................................... 417 Forensic Services (2021) ................................................................................................................................. 419 Field Operations (2030) ................................................................................................................................... 421 Criminal Investigations (2040).......................................................................................................................... 425 Planning and Research (2050) ........................................................................................................................ 427 Communications (2060) ................................................................................................................................... 429 Police Technology (2065) ................................................................................................................................ 431 vi City of Chandler 2017-18 Adopted Budget Table of Contents (continued) Page Records (2070) ................................................................................................................................................ 433 Detention Services (2071)................................................................................................................................ 435 Police Community Resources and Training (2080) ......................................................................................... 437 Police Capital (2100) ........................................................................................................................................ 441 13. Transportation & Development Transportation & Development Department Organizational Chart .................................................................. 443 Transportation & Development Overview ........................................................................................................ 444 Transportation & Development Administration (3010) ..................................................................................... 446 Development Services (1530) .......................................................................................................................... 448 Engineering (3020) ........................................................................................................................................... 450 Capital Projects (3025) ..................................................................................................................................... 452 Streets (3300) .................................................................................................................................................. 457 Streets Capital (3310) ...................................................................................................................................... 461 Traffic Engineering (3330)................................................................................................................................ 462 Transit Services (3340) .................................................................................................................................... 466 Street Sweeping (3350) ................................................................................................................................... 469 14. Capital Budget Capital Budget .................................................................................................................................................. 471 2018-2027 Capital Program ............................................................................................................................. 471 Fiscal Year (FY) 2017-18 Capital Budget ........................................................................................................ 473 Major Capital Program Revenues .................................................................................................................... 474 Major Capital Program by Function and Cost Center ...................................................................................... 475 Impact of Capital Improvement Program on FY 2017-18 Operating Budget ................................................... 476 Capital Improvement Project Summaries for FY 2017-18 ............................................................................... 477 Capital Program Detail for Fiscal Year (FY) 2017-18 ...................................................................................... 490 Information Technology Oversight Committee (ITOC) Capital (1285) ...................................................... 490 Non-Departmental Capital (1291).............................................................................................................. 490 Administrative Services – Information Technology Capital (1287) ............................................................ 491 Administrative Services – Buildings and Facilities Capital (3210) ............................................................. 491 Economic Development Capital (1550) ..................................................................................................... 492 Police Department Capital (2100) ............................................................................................................. 492 Fire, Health & Medical Department Capital (2250) .................................................................................... 492 Transportation & Development – Streets Capital (3310)........................................................................... 493 Municipal Utilities – Solid Waste Capital (3710) ........................................................................................ 494 Municipal Utilities – Water Capital (3820) ................................................................................................. 494 Municipal Utilities – Wastewater Capital (3910) ........................................................................................ 494 Airport Capital (4110) ................................................................................................................................ 495 Community Services – Cultural Affairs Capital (4320) .............................................................................. 495 Community Services – Parks & Recreation Capital (4580) ....................................................................... 495 Capital Replacement Budget by Department................................................................................................... 496 vii City of Chandler 2017-18 Adopted Budget Table of Contents (continued) Page 15. Bonded Debt Bonded Debt Obligations ................................................................................................................................. 497 Voter Authorization Summary .......................................................................................................................... 498 Debt Service Funds .......................................................................................................................................... 499 Debt Service (7500) ......................................................................................................................................... 500 General Obligation Bond Capacity Available ................................................................................................... 501 Summary of Outstanding Bonds by Type ........................................................................................................ 502 Schedule of Total Outstanding Debt ................................................................................................................ 503 Annual Bond Obligation for All Existing Bonds and Obligations ...................................................................... 504 Combined General Obligation Bonds – 6% Capacity Portion Outstanding ..................................................... 505 Combined General Obligation Bonds – 20% Capacity Portion Outstanding ................................................... 506 Combined General Obligation Bonds – Enterprise Supported ........................................................................ 507 Combined General Obligation Bonds – Ad Valorem Supported ...................................................................... 508 Water and Sewer Revenue Bonds ................................................................................................................... 509 Street and Highway User Revenue Fund (HURF) Bonds................................................................................ 510 Excise Tax Revenue Obligations ..................................................................................................................... 511 Improvement District Bonds ............................................................................................................................. 512 16. Schedules and Terms Schedules and Terms ...................................................................................................................................... 513 Resolution No. 5058 Adopting FY 2017-18 Budget ......................................................................................... 514 Budget Schedules (Auditor General Summaries) ............................................................................................ 517 Schedule 1 – Total Expenditures and Budget by Fund ................................................................................... 528 Schedule 2 – FY 2017-18 Summary of Department Budget by Fund ............................................................. 530 City of Chandler Salary Plan Effective 7/1/17 .................................................................................................. 532 Expenditure Categories .................................................................................................................................... 542 Glossary of Terms ............................................................................................................................................ 543 Acronyms ................................................................................................................................................... 550 Acknowledgements .......................................................................................................................................... 554 viii City of Chandler 2017-18 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) 2017-18 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 2016-17 Budget and the FY 2017-18 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 2017-18 Budget, the State-required Auditor General Summary Schedules, Financial Schedules by Fund, the Salary Plan Effective July 1, 2017, Expenditure Categories, a Glossary of Terms, and a list of acronyms used in this document. ix City of Chandler 2017-18 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 21 Who are the largest private sector employers in Chandler? Community Profile p 23 What is the population of the City? Demographics p 26 What is the budget development process? Budget Process pp 50-53 What are the major issues in the budget? Major Budget/Financial Issues pp 54-58 What are the City’s major expenditures? Financial and Personnel Overviews (Where the Money Goes) pp 79-85 How many staff does the City employ? Personnel Summaries pp 104-107 What are the City’s major revenue sources? Resources Section pp 111-147 What new fees were approved for Fiscal Year (FY) 2017-18? Resources Section p 148 What portion of the annual budget is allocated to Capital Improvements? Where the Money Goes Capital Budget pp 79-80 pp 471-473 What Major Capital Programs are scheduled for FY 2017-18? Capital Improvement Project Summaries for FY 2017-18 pp 477-495 x EXECUTIVE SUMMARY City Manager’s Message 5-year General Fund Forecast Overview of the Annual Budget and Budget Forecast Chandler’s Fiscal Year Budget is a prudent roadmap to a sustainable and vigorous future for the Chandler community. It truly embodies this year’s budget theme of “Healthy and Fiscally Fit.” EXECUTIVE SUMMARY 1 City of Chandler 2017-18 Adopted Budget Fiscal Year 2017-18 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) 2017-18 Adopted Budget and 20182027 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 continues to support 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 sixth 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 longterm financial sustainability. The total budget (operating and capital) is $934.5 million for FY 2017-18, which represents a 3.8 percent decrease from the FY 2016-17 budget. The total operating budget is increasing 7.1 percent, and the total capital budget is decreasing by 16.3 percent for planned spending of new and carryforward projects. Total General Fund, which includes budgeted operating, capital, debt service, and contingency and reserves, represents 38.5 percent or $360.2 million of the City’s total budget, and increased by 5.4 percent primarily due to expanded Public Safety operating costs. Additional details on the components of the total and General Fund budget are shown in the Financial and Personnel Overviews section. Chandler is “Healthy and Fiscally Fit” This year’s budget motto, “Healthy and Fiscally Fit” is in keeping with our employee wellness program and the many initiatives organized by City departments such as “Mayor’s Day of Play”, “Mayor’s Family Bike Ride” and a near endless supply of sports, recreation, and aquatic opportunities which have earned Chandler national recognition for its leisure programs. Not only are we doing everything we can to make Chandler “physically fit”, we also continue our efforts to keep Chandler “fiscally fit.” 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. 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. 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. Budget Stabilization As of January 1, 2017, the Arizona Department of Revenue (ADOR) began administering Transaction Privilege Tax (TPT) “Sales Tax” collections and licensing for Chandler based on State law. The Tax and License and Information Technology teams have spent many months preparing for the change to minimize impacts to Chandler taxpayers. Efforts will continue during FY 2017-18 to assist the State to support accurate data, reporting, taxpayer services, and revenue stability. However, as a precaution against any unexpected problems with the flow of revenues from the transition of TPT Administration from the City to ADOR, and any other possible State legislative actions that could reduce City revenues, the $15 million Budget Stabilization Reserve has been continued in the FY 2017-18 Budget as a designated reserve. Budgeting to Meet City Council Strategic Goals As described in the Budget Policies, Process, and Decisions section, the City Council has established several strategic goals for the City: Being the Most Connected City; Being a Leader in Transparency; Maintaining Fiscal Sustainability; Attracting a Range of Private Sector Businesses; Fostering a Contemporary Culture to Capitalize on Diversity in the Community; and Being Safe and Beautiful. This Adopted Budget embodies the goal of “Maintaining Fiscal Sustainability”, and, many of the strategic goals are directly linked to items in the adopted budget. For example, to continue to be the “Most Connected City” and a “Leader in Transparency,” we must upgrade our information technology infrastructure and modernize our website. 1 City of Chandler 2017-18 Adopted Budget You will see an increased number of projects in the CIP to support technology, as well as additions to the operating budget to implement numerous upgrades to achieve these goals. “Attracting a Range of Private Sector Businesses” continues with the addition of funding for Downtown Redevelopment and Economic Development programs to meet the immediate needs and new opportunities that may arise. Ensuring Chandler “Fosters a Contemporary Culture to Capitalize on Diversity in the Community” is reflected through the funding for citywide entertainment and diversity events, as well as Center for the Arts programs. Lastly, as a “Safe and Beautiful City,” the Adopted budget adds a total of 16 sworn public safety positions (12 firefighters and 4 police officers) and the CIP includes the construction of a new Fire Station in Fiscal Year (FY) 2017-18 and the second phase of the Joint Public Safety Training Center in FY 2018-19. To maintain the beauty of our facilities, parks, and right-of-ways, numerous capital and operating programs have been incorporated to ensure high standards are maintained in this area. 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 and 4) 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 2017-18 Adopted Budget:       Reduction of the City Property Tax rate: $1.14 per $100 of assessed value, decreased from $1.16, minimizing the impact of the 4.76% 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 ($3 million) and onetime funding ($7.4 million) for a total of $10.4 million to General Fund and $6 million to all Other Funds. • This includes adding 23.75 positions in General Fund including 12 to staff the planned construction of a new Southeast Fire Station and 8 positions (4 sworn and 4 unsworn) in the Police Department. In “Other Funds”, 9 new positions were approved relating to the full (24/7) operation of the expanded Ocotillo Water Reclamation Facility. Adds funding for employee compensation: a combination of merit, cost of living, and union commitments. Allocates $9.7 million in one-time funding for Public Safety Personnel Retirement System (PSPRS) increases towards the goal of fully funding future retirement commitments of sworn City personnel. Maintains a 15% appropriated 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 previously, the total capital budget for FY 2017-18 is decreasing by 16.3 percent ($73.5 million) for new and continuing projects compared to the prior year, and the amount for the adopted 2018-2027 CIP is slightly less than the prior plan. 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 2018-2027 CIP continues the Council priorities of maintaining existing infrastructure and finishing planned construction of neighborhood parks and southeast arterial streets (See the CIP book for details). 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 2017-18 is “shaping up” to be a “Healthy and Fiscally Fit” Chandler! 2 City of Chandler 2017-18 Adopted Budget 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 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 3 City of Chandler 2017-18 Adopted Budget 4 City of Chandler 2017-18 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 2016 for revenues and expenditures and preliminary projections for Fiscal Year (FY) ending 2016-17, State Shared Revenues, Local Sales Tax, Property Tax, and other key revenues. Through February and March, updated information was received from the State of Arizona, the League of Arizona Cities and Towns, and internal City departments of anticipated FY 201617 revenues and expenditures. This has resulted in a revised projection that forms the basis for the FY 2017-18 Adopted Budget and forecast. The forecast assumes modest ongoing revenue and expenditure growth of 1.8% to 3.5% 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 for the ongoing portion of anticipated revenues and expenditures. MAJOR REVENUE ASSUMPTIONS FY17-18 Ongoing Change FY18-19 Ongoing Change FY19-20 Ongoing Change FY20-21 Ongoing Change FY21-22 Ongoing Change Local Sales Tax +3.5% +3.5% +2% +2% +2% Primary Property Tax +4.0% +4.0% +4% +4% +4% State Shared Sales Tax +3.4% +3.2% +2% +2% +2% Urban Revenue Sharing +3.4% +3.2% +2% +2% +2% Vehicle License Tax +3.4% +3.2% +2% +2% +2% EXPENDITURE ASSUMPTIONS FY17-18 Ongoing Change FY18-19 Ongoing Change FY19-20 Ongoing Change FY20-21 Ongoing Change FY21-22 Ongoing Change 0% 0% Vacancy Savings Rate 1.5% Employee Compensation Health Care Premium Costs AZ State Retirement System No change See note* 0% 0% +0% +8% +8% +8% +8% As of 1/1/18 As of 1/1/19 As of 1/1/20 As of 1/1/21 As of 1/1/22 +0.5% +0.5% +0.5% +0.5% +0.02% Public Safety Retirement System (PSPRS) +3.4% New Personnel / O&M Adds $1,354,248 $1,200,000 $1,200,000 $1,200,000 $1,200,000 Capital Project O&M Adds $1,441,446 $2,129,799 $1,027,426 $652,090 $638,981 Planned Transit Improvements $0 $1,000,000 $0 $0 $0 FY 2017-18 Ongoing Employer Contribution Amount Paid Annually with Future Rate Increases to be Paid from One-Time Funds *See the Budget Policies, Process, and Decisions section for Employee Compensation details on page 56. 5 City of Chandler 2017-18 Adopted Budget General Fund 5-Year Ongoing Operating Forecast (con’t) 2021-22 Ongoing Amount % Change in OnGoing 2020-21 Ongoing Amount % Change in Ongoing 2019-20 Ongoing Amount % Change in Ongoing 2018-19 Ongoing Amount % Change in Ongoing 2017-18 Ongoing Amount % Change in Ongoing On-Going % of budget Descriptions 2017-18 Adopted Ongoing & One-Time % Change over 16-17 Revised This forecast reflects future revenue estimates based on Fiscal Year (FY) ending 2016-17 revised revenue. 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 2018-19 through FY 2021-22 and General Fund balance that has accumulated from prior years, which is reflected 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 867,000 3,746,100 253,400 4,352,600 433,400 3,493,700 2.7% 889,800 3,821,000 255,900 4,418,800 442,300 3,564,700 2.6% 2.0% 37,300 1,121,600 140,200 3,204,900 1,852,200 2.2% 2.1% 5.5% 5.0% 38,100 1,183,200 143,100 3,268,700 1,944,900 4.0% 8,150,000 4.1% 8,480,000 4.0% 2.2% 7,573,000 0.0% 7,573,000 0.0% 208,983,400 2.1% 213,182,400 2.0% 217,514,700 2.0% 162,175,900 (2,433,000) 44,788,200 1,000,000 2,792,100 1.1% 164,074,900 (2,461,000) 45,988,200 1,000,000 3,414,800 1.2% 166,107,900 (2,492,000) 47,188,200 1,000,000 4,023,000 1.2% 2.0% 5.0% 7,520,000 4.1% 7,830,000 7,409,000 2.2% 7,573,000 3.5% 204,712,900 3.2% 158,292,900 (2,374,000) 42,388,150 - 3.9% 160,400,900 (2,406,000) 43,588,200 1,000,000 1,792,600 1.3% 198,307,050 3.5% 204,375,700 3.1% -81.5% Property Tax Primary Property Taxes Indirect Cost Allocation & Transfers In 2.2% 1.8% 96.3% -3.3% 69.6% 52.4% 35,700 1,098,900 134,700 3,081,000 1,680,000 98.6% -2.5% 3.4% 3.4% 86.1% 3.4% 804,300 3,530,000 245,100 4,141,000 407,800 3,290,000 58.5% 59.0% 7.2% 2.0% 62.8% 88.8% 0.0% 3.9% 99.3% 1.2% 95.1% 3.1% 46.7% 14.4% 60.4% -0.6% 17.2% 45.4% 35,000 1,079,750 132,000 3,021,500 1,600,000 7,323,000 -1.6% 7,223,000 7,248,600 -8.1% 7,248,600 100.0% 2.5% Total Revenues 230,109,350 0.8% 198,307,050 86% Expenditures & Other Uses Ongoing Personnel Services Less Vacancy Savings (1.5%) Ongoing Base Budget Planned Transit Improvements CIP Operations & Maintenance One-Time Operating Expenditures 158,292,900 (2,374,000) 42,388,150 31,802,300 Total Expenditures 230,109,350 0.8% 2.0% 2.0% 1.0% 75,000 1,788,550 260,600 3,137,700 2,300,000 822,000 3,600,500 248,400 4,216,100 416,100 3,356,200 87.1% 85.6% 0 23,230,000 9,810,000 30,910,000 36,500 1,110,200 137,400 3,142,300 1,764,000 5.4% -3.2% 3.2% 3.1% 21,200,000 8,940,000 28,200,000 Cumulative Ongoing Surplus/(Deficit) 2.0% 2.7% 1,374,300 5,980,000 390,000 4,662,500 410,800 3,460,300 21,880,000 9,230,000 29,110,000 3.8% 0.9% 17.7% -65.8% 22,770,000 9,610,000 30,300,000 844,400 3,672,600 250,900 4,283,700 424,700 3,424,300 3.6% 3.0% 2.0% 5.8% 86.0% 100.0% 0.6% 0.9% 2.0% 24,351,740 10,444,300 32,736,960 3,307,900 107,116,400 450,000 97.3% -4.0% 1.3% 3,395,300 113,695,900 450,000 22,320,000 9,420,000 29,700,000 3,243,000 103,516,000 450,000 -0.1% 0.9% 2.0% 0.0% 0.9% 0.0% 0.3% 0.2% 2.5% 3,365,600 111,461,400 450,000 3,336,500 109,262,900 450,000 3,334,000 120,381,000 450,000 50.7% 3.1% 1.9% 0 337,200 3.5% 0.0% 3.2% 2.0% 1.3% 1.8% 2.0% 2.0% 1.8% 2.0% 2.8% 208,323,200 660,200 2.0% 0.0% 2.0% 2.0% 2.0% 1.0% 1.6% 2.1% 2.0% 2.0% 2.0% 5.0% 2.8% 55.8% 1.9% 212,016,900 1,165,500 2.0% 2.0% 2.0% 1.0% 1.6% 2.0% 2.0% 1.0% 2.0% 2.0% 2.7% 22.3% 1.8% 215,827,100 2.0% 0.0% 2.1% 2.0% 1.0% 1.5% 2.1% 2.0% 2.1% 2.0% 5.0% 2.6% 17.8% 1.8% 1,687,600 Ongoing vs. One-Time The City projects current General Fund revenues and determines what portion can be sustained as ongoing revenues to support ongoing operating expenditures. Ongoing current revenues are not expected to exceed 86% of total estimated revenues for FY 2017-18. The 14% portion of one-time revenues is 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 2017-18 Adopted Budget keeps the Budget Stabilization Reserve at the amount of $15 million, which is the same amount as the prior 3 years. The amount is set at this level as a precautionary measure should there be unexpected problems with the flow of revenues from the transition of Transaction Privilege Tax (TPT) administration that transitioned from the City to the Arizona Department of Revenue (ADOR) January 1, 2017, and any other possible State legislative actions that could reduce City revenues. 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. 6 City of Chandler 2017-18 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) 2015-16 ($163 million) and projected ending General Fund balance for FY 2016-17 through FY 2021-22. The decline from FY 2016-17 to FY 2017-18 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 2017-18 capital and operating highlights include: • • • • Capital funding for various streets and parks capital maintenance projects of $4 million. Capital funding for facility improvements ($1.65 million), large vehicles and equipment ($1.04 million), public infrastructure improvements and equipment ($11.5 million), and technology upgrades ($2.5 million). Operating funding of $9.7 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 $6.6 million for one-time Department decision packages, which includes $1 million for street maintenance and $2.4 million for public safety purposes. By the end of FY 2021-22, the fund balance is projected to be $83 million, which is allocated to various reserves. The City’s Reserve Policy, adopted in January 2016, sets a minimum fund balance to be maintained of at least four months of budgeted General Fund operating revenues, which equates to $76.7 million for FY 2017-18. The projected fund balance stays above the minimum. 7 City of Chandler 2017-18 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) 2016-2025, FY 2017-2026, and FY 2018-2027, with the percentage change between the new 10-year plan to the prior year. The 10-year CIP reflects a $47.6 million decrease (-5%) from 2017-2026 to 2018-2027 with a 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 Fund Balance, Grants, and Enterprise Funds (Water, Wastewater, Solid Waste, and Airport). These sources will be used to fund neighborhood and community parks, a fire station, a museum, parking garages, major improvements to key arterial streets, the second phase of the public safety training center, and continued construction and expansion of various water and wastewater systems and facilities. Changes in departmental program totals reflect the projects noted above as well as organizational changes. In prior years, the General Government category included Buildings and Facilities and Information Technology projects. These are now part of the new Administrative Services Department with the residual General Government category limited to Economic Development and Downtown Redevelopment capital projects. In addition, the former Cultural Affairs Department (previously part of General Government) has been moved to the Community Services Department. These changes cause significant variances in the comparisons shown below, but the overall impact is a 5% reduction in the 10-year CIP compared to the previous year. CIP Sources and Uses of Funds (10 Year Totals) Adopted Adopted Adopted Adopted 2016-2025 CIP $ 133,039,202 48,562,698 127,927,182 2017-2026 CIP $ 139,707,348 78,693,579 132,997,238 2018-2027 CIP $ 188,658,154 53,214,160 164,664,249 % Change from 2017-2026 35% -32% 24% 199,922,712 618,943,282 169,283,077 530,991,684 141,374,507 456,153,158 -16% -14% Total Sources $ 1,128,395,076 $ 1,051,672,926 $ 1,004,064,228 -5% Adopted Adopted Adopted Adopted Uses General Government Administrative Services Community Services Police Fire, Health & Medical Water Wastewater Solid Waste Streets/Traffic Airport 2016-2025 CIP $ 40,273,499 NA 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 NA 33,415,900 19,337,713 16,851,000 203,634,059 399,447,000 1,010,000 282,252,431 31,578,185 2018-2027 CIP $ 21,390,000 23,587,770 60,077,460 17,047,000 20,159,300 154,317,000 400,381,768 2,020,000 282,102,430 22,981,500 % Change from 2017-2026 -67% NA 80% -12% 20% -24% 0% 100% 0% -27% Total Uses $ 1,128,395,076 $ 1,051,672,926 $ 1,004,064,228 -5% Sources Current Revenues Grants Impact Fees/System Development Fees Bonds Paid by Secondary Levy Bonds Paid by Enterprise 8 City of Chandler 2017-18 Adopted Budget Secondary Assessed Value History and Limited Property Value Projections The graphs below depict 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 levies. 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 converted to a new system of limited property valuation which created 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 (+7.3%) which includes valuation increases plus new growth and the FY 2017-18 valuations increased to $2.68 billion (+4.76%). The projected limited property values from FY 2018-19 to FY 2021-22 are shown in green and reflect 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 changes. The FY 2017-18 primary property tax rate is reduced from the FY 2016-17 rate of $0.29 per $100 of assessed valuation to $0.27 per $100 of assessed valuation. This will generate a levy totaling $7,223,796 (-2.46% from the prior year) based on the limited assessed values in FY 2017-18. Secondary Property Tax revenues are restricted for general bonded debt obligations and voter approved budget overrides. The FY 2017-18 secondary property tax rate is unchanged from the FY 2016-17 rate of $0.87 per $100 of assessed valuation. This will generate a levy totaling $23,276,676 (+4.75%) based on the limited assessed value for FY 2017-18. 9 City of Chandler 2017-18 Adopted Budget 10 COMMUNITY AND ORGANIZATIONAL PROFILE 2 Mission Statement City Council Organizational Chart Chandler Maps Community Profile and Demographics COMMUNITY AND ORGANIZATIONAL PROFILE Chandler is a special place that continues to be the community of choice for families and business alike. The City’s impressive profile contained herein outlines the healthy lifestyle of outstanding residents doing amazing things. 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. 11 City of Chandler 2017-18 Adopted Budget Community and Organizational Profile Chandler, Arizona and Neighboring Communities Map 12 City of Chandler 2017-18 Adopted Budget Community and Organizational Profile For the 29th 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, 2016. 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. 13 City of Chandler 2017-18 Adopted Budget Community and Organizational Profile Mission Statement We are committed to serve Chandler's citizens through teamwork, understanding, and dedication in a professional and responsive manner Vision & Values Our vision is to make Chandler a world-class city by delivering outstanding public services, creating a unique community, and ensuring an exceptional quality of life. Our values define how we treat each other and our customers. They guide us in creating a sound and supportive work culture and work systems at all levels of the organization. Excellence is the responsibility of everyone at the City of Chandler. We lead by our core values in constant pursuit of excellence: Commitment Communication Diversity Innovation Integrity Personal Responsibility Respect Teamwork In Chandler, VALUES make the difference. 14 City of Chandler 2017-18 Adopted Budget Community and Organizational Profile City Officials All elected officials serve four year terms and are limited to two consecutive terms in office. Councilmembers are elected at-large. There are no districts for the Chandler City Council. 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 President of the League of Arizona Cities and Towns Executive Committee, Maricopa Association of Governments (MAG) Regional Council, Greater Phoenix Economic Council Board of Directors (GPEC), Arizona Commerce Authority (ACA) ex officio Board member, 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 ChandlerGilbert 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 (2008-2011); ICAN Site Advisory Committee; Chairman of the Chandler Citizen's Oversight Committee, General Plan Update (2007-2008); Chairman of the Chandler Mayor's Blue Ribbon Panel on Boards & Commissions Appointments (2005); Chandler Public Safety Personnel Retirement System Board (1994-2002); and Chandler Volunteer Fireman Pension Board (1994-2002). During his tenure in the State Senate he served on a number of committees as a member of the National Conference of State Legislatures: Economic Development, Trade and Cultural Affairs (2003-2004); Labor and Economic Development (2005-2006); Transportation (2007-2008); and Redistricting and Elections (2009-2010). As a member of the America Legislative Exchange Council he served on: Civil Justice Task Force (2003-2004); and Tax and Fiscal Policy Task Force (2005-2010). On the Regional and National level he has served on: Greater Phoenix Economic Council Board of Directors (2002); Greater Phoenix Economic Council Executive Committee (2002); MAG Secretary/Treasurer (2000-2002); MAG Executive Committee (1997-2002); Arizona League of Cities and Towns Executive Committee (2000-2002); National League of Cities Transportation Infrastructure & Services Policy Committee (1986-2002); Greater Phoenix Black Chamber of Commerce Advisory Council (1999-2002); Williams Air Force Base Redevelopment Partnership (1994 - 2002); Regional Public Transportation Authority (Past Chairman) (1994-2002); and Arizona Municipal Water Users Association (Past Chairman) (1994-2002). Mayor Tibshraeny is a small businessman and 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. Mayor Tibshraeny’s term expires January 2019. 15 City of Chandler 2017-18 Adopted Budget Community and Organizational Profile City Officials K e v i n H a r t k e, V i c e M a y o r Vice Mayor Kevin Hartke has lived in Chandler since 1985. Although he began his tenure on City Council in January of 2011, he also served for a year as an interim Councilmember in 2008. He continues to serve as Lead Pastor at Trinity Christian Fellowship in Chandler where he has worked since 1985. Kevin has a bachelor’s degree in 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 co-chair of the Continuum of Care Regional Committee to End Homelessness for the Maricopa Association of Governments (MAG). Kevin serves as a board member on three other regional boards as well: MAG’s Economic Development Committee, the Valley’s Regional Public Transportation Authority (RPTA) and the Valley Metro Light Rail. Kevin is also the statewide director of a nonprofit organization, For Our City. For Our City is a collaborative effort of government, business, nonprofit and faith leaders gathered to find solutions for needs in a community. In Chandler, Kevin volunteers with several organizations. He serves on the board of the Desert Cancer Foundation of Arizona (DCFA), helps with American Cancer Society, serves as a member of the Public Policy Committee with the Chandler Chamber of Commerce and with the Downtown Chandler Community Partnership (DCCP). He is a literacy advocate that reads weekly to 6th graders at Galveston Elementary School with BookPALS. Kevin has volunteered at Galveston for the past 11 years. In the City of Chandler, his past service had included being a commissioner on the Planning and Zoning Commission, chairman of Human Relations Commission, chairman of the 2010 Complete Count Committee, member of a previous Charter Revision Committee and an ex officio member of Chandler Airport Commission. He is currently active with Chandler's two Sister Cities, Tullamore, Ireland; and Tainan, Taiwan. 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. Regionally, Kevin’s past service has included a Governor’s commission on Faith and Communities and a Congressional Committee on Faith and Neighborhoods. Kevin has been married to Lynne for more than 35 years. They have four children: Nathan, Aleah, Katelyn and Zachary and three grandchildren, Micah, Madelynn and Benjamin. Vice Mayor Hartke’s term expires January 2019. 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 associate broker at Revelation Real Estate in Chandler. 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 also was the ex officio member of the Chandler Airport Commission. She currently serves on the Maricopa Association of Governments, Transportation Policy Committee and is on the Chandler Chamber Board of Directors, Public Policy Committee. She also is on the Board of Directors of the Pregnancy Care Center of Chandler to help women in crisis. She has a lifetime of volunteer service and leadership positions through children’s clubs, the Kyrene School Curriculum Task Force, Parent Teacher Organization, Christian Services Association, women’s sports, homeless counseling, youth mentoring, fundraising and music teams. She has also assisted in elderly care, orphanage support, the Care 7 Crisis Response Team, Hope for Mexico and has served as a Trustee in her local church. Councilmember Ellen has a son and daughter-in-law, State Representative J.D. Mesnard and Holly Mesnard, and daughter and son-in-law, Juel and Aaron Perry, and one grandchild, Liana. Councilmember Ellen’s term expires January 2021. 16 City of Chandler 2017-18 Adopted Budget Community and Organizational Profile City Officials S a m H u a n g, C o u n c i l m e m b e r Councilmember Sam Huang was born and raised in Taiwan. He and his family have lived in Chandler since 2007. Sam began his first term on City Council in January 2017. While in Taiwan, Sam received his teaching certificate from Taiwan Norma University and became a school teacher. He was also active in local politics and entrepreneurship. He and his wife moved to the United States in 1993 and became United States citizens in 2006. Sam continued his doctoral studies, while supporting his wife’s educational aspirations in dentistry and raising their children. Sam is passionate about education and earned his Ph.D. in the field of Comparative Education at the State University of New York-Buffalo. He has experience teaching in Chinese schools and the Buffalo Public Schools District. Since moving to Arizona, Sam developed an interest in real estate on a part-time basis, and later served as the principal at Career Success High School in Mesa. Councilmember Huang is an ex officio member of the Downtown Chandler Community Partnership. Sam is also involved with the Chandler Kiwanis and Lions clubs, and the Asian American Association. Prior to taking office, he served on Chandler’s Museum Advisory Board. Sam has been married for 23 years and has two sons. Councilmember Huang’s term expires January 2021. 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 10 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 15 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 20 years. They have two children: Brianna and Andrew. Councilmember Lopez’s term expires January 2019. 17 City of Chandler 2017-18 Adopted Budget Community and Organizational Profile City Officials T e r r y R o e, C o u n c i l m e m b e r Councilmember Terry Roe became a resident of the Southeast Valley 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. Councilmember Roe’s term expires January 2019. M a r k S t e w a r t, C o u n c i l m e m b e r Councilmember Mark Stewart has been a resident of Chandler since 2001. He began his first term on the City Council in January 2017. Mark and his family moved from the midwest in early 2001, expecting to stay for a couple of years before returning home. They fell in love with the community, the people, and the vision of what Chandler would become. Now the Stewart’s can’t imagine calling somewhere else home. Councilmember Stewart spent more than 20 years with Fortune 50 organizations and now owns his own business, Concept 2 Completion. He is passionate about helping inventors and small businesses with start-up strategies and branding in the consumer goods industry. Mark has a strong entrepreneurial background and believes in empowering small businesses and providing opportunities for new businesses to locate to Chandler. Within the community, he volunteers as a youth sports coach, supports local non-profits and maintains an active faith. Mark serves on the Maricopa Association of Governments Human Services Coordinating Committee and the Metro Rail Board of Directors. Mark has a Bachelor’s of Science degree in Communications from Missouri State University. Mark and Allison have been married for 19 years and have two children that attend high school in the Chandler Unified School District. Councilmember Stewart’s term expires January 2021. 18 City of Chandler 2017-18 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 oversees 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 twotime 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 APWA, 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. 19 City of Chandler 2017-18 Adopted Budget Community and Organizational Profile Mayor Department Heads and Directors* Jay Tibshraeny Debra Stapleton Administrative Services Director Councilmembers Kelly Schwab City Attorney Kevin Hartke Vice Mayor Dana Delong City Clerk Nora Ellen R. Michael Traynor City Magistrate Sam Huang Matt Burdick Communications and Public Affairs Director René Lopez Terry Roe Brenda Brown Community Services Director Mark Stewart Micah Miranda Director, Economic Development Division Tom Dwiggins Fire Chief Management Staff Steven Philbrick Chief Information Technology Officer Marsha Reed City Manager Dawn Lang Management Services Director Nachie Marquez Assistant City Manager John Knudson Municipal Utilities Director Joshua H. Wright Assistant City Manager Leah Powell Director, Neighborhood Resources Division Sean Duggan Chief of Police Vacant Transportation & Development Director st *Effective as of July 1 2017 20 City of Chandler 2017-18 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 5 FTE 32 FTE 41 FTE Administrative Services Airport 135 FTE 6 FTE Communications/ Public Affairs Community Services 15 FTE 195.675 FTE Downtown Redevelpment Economic Development 2 FTE 6 FTE Fire, Health & Medical Management Services 234 FTE 73 FTE Municipal Utilities Neighborhood Resources 206 FTE 48.5 FTE Planning Police 15 FTE 501 FTE Transportation & Development 159.5 FTE 21 City of Chandler 2017-18 Adopted Budget Community and Organizational Profile 22 City of Chandler 2017-18 Adopted Budget Community and Organizational Profile Chandler Community Profile The City of Chandler is located in the southeastern portion of the Phoenix metropolitan area. Chandler offers excellent quality of life amenities, superior schools, a rapidly expanding healthcare system, and a reputation as a global leader in technology. As of April 2017, the Chandler unemployment rate is estimated at 3.4%, which is 1.1% lower than the state average. There are many 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 driven by strong demand and low vacancy rates. Retail space exceeds seventeen million square feet and the vacancy rate is currently under eight percent, a five-year low. 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 Governance Name Employees Intel Corporation 11,000 Wells Fargo 5,100 Bank of America 3,800 Chandler Regional Hospital 2,100 PayPal 2,000 NXP Semiconductors 1,700 Microchip Technology 1,625 Verizon Wireless 1,550 Orbital ATK 1,200 Bashas’ Distribution Center / Corp HQ 1,100 Education Management Corp. (EDMC) 1,100 Avnet 1,000 General Motors IT Innovation Center 830 CVS Health 700 Toyota Financial Services 700 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 The City of Chandler is regarded as one of the most stable destinations for private sector capital investment in the United States. This is evidenced by the fact that Chandler has, for years, been among a select group of municipalities to maintain the highest possible rating from each of the three major national bond rating agencies. 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 been completed recently, with more on the horizon. 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, Union Pacific Railroad provides rail service that serves Chandler businesses. Recreational Activities Chandler has multiple recreation centers, a senior center, six aquatic centers, 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 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. 23 City of Chandler 2017-18 Adopted Budget Community and Organizational Profile Habitat, and an outdoor skills area. Located within Tumbleweed Park, Playtopia is a playground (2.5 acres) based on Chandler’s heritage and is an ideal place for endless imaginative play. Tumbleweed Park also boasts a 62,000 square foot recreation center that offers a dynamic environment for fitness, recreational, and social activities including racquetball courts, a game room, art and ceramic studios, and multiple lounges. Veterans Oasis Park covers 113 acres of both lush wetland and arid habitat, offering over 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. facility, early literacy interactive spaces, and meeting rooms. With a collection of over 400,000 items, cardholders can find popular and current titles or explore topics of personal interest in a variety of formats including print, audiobook, CD music, DVDs, eBooks, 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. Chandler is located close to many professional and college sporting teams and events: Area Sports Phoenix Suns NBA Basketball Phoenix Mercury WNBA Basketball Phoenix Rising Football Club 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 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. 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. Chandler’s Senior Center is the place for friends to gather for games, crafts, music, a hot lunch or just a chat. The Senior Center also sponsors local sightseeing trips and excursions. The 1,508-seat Chandler Center for the Arts demonstrates the community’s passion for the arts. The 2017-18 program includes: Jonny Lang, Gaelic Storm, Charles Phoenix Disney Retro Slide Show, Get the Led Out, The Family Stone, B-The Underwater Bubble Show, Straighten Up and Fly Right featuring Ramsey Lewis and John Pizzarelli, The Price is Right Live, The Texas Tenors, Moscow The Chandler Public Libraries are community gathering spots where patrons 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, patrons have access to 275 public computers, a robust wireless network at each 24 City of Chandler 2017-18 Adopted Budget Community and Organizational Profile Festival Ballet Sleeping Beauty, Black Violin, Always th Patsy Cline, Celtic Nights, Classic Albums Live 50 Anniversary of the Beatles Sgt. Peppers’ Lonely Hearts Club Band, Musical Thrones-A Parody, Cesar Millan Live!, Lee Rocker, Clint Black, Pacifico Dance Company, 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. and strong demographics continue to attract sought after, high-end stores, around the corner shops, and unique to market restaurants. 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 Panera Bread, 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 Public Safety Day March Classic Car & Hot Rod Show March Ostrich Festival Run & Parade March Chandler Jazz Festival April Family Easter Celebration April Earth Day Celebration April 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, The Perch Pub & Brewery, Crust, San Tan Brewing Co., Paletas Betty, The Ostrich, Serrano’s Mexican Restaurant, Modern Margarita, La Stalla, Eastwind Sushi, Original Chop Shop, Wimpy’s Paradise, Murphy’s Law, Bourbon Jack’s, VB Lounge, and DC Steakhouse. Shops include Sibley’s, Saba’s, and Cutting Edge Quilts. 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 shopping and dining scene reflects the variety and excitement of the residents themselves. The worldwide presence of key employers contributes to 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 and dining. Available space, quality development, accessible freeway systems, 25 City of Chandler 2017-18 Adopted Budget Community and Organizational Profile Demographics Incorporated Area – Square Miles 2017 2016 2015 2014 2013 2012 65.070 65.049 64.980 64.900 64.840 64.710 2011 2010 2009 2008 2007 2006 Racial Composition (%) Two or more Races One Race White Asian Hawaiian & Pacific Islander African American Native American Other (3) Hispanic/Latino Ethnicity (of any race) 64.600 64.400 64.400 64.370 64.200 63.460 Climate Average minimum temperature Average maximum temperature Average annual temperature Average annual precipitation (inches) 57.4°F 86.5°F 71.9°F 9.23 (3) 4.3 95.7 70.2 9.7 0.2 5.3 1.6 8.7 23.0 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, 2017 Source: www.intellicast.com Highest Education Attainment (%) th Gender (%) Male Female Less than 9 Grade th th 9 -12 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, 2017 Population (1) 2017 (2) 2016 2015 (Official Mid-Decade U.S. Census) 2014 2013 (revised) 2012 2011 2010 (Official U.S. Census) revised 253,098 250,626 244,687 244,439 242,215 239,538 238,977 236,326 Source: ESRI Business Analyst, 2017 Household Income 2016 (%) 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) (1) Estimate of 247,477 is Official U.S. Census Bureau Population Used for State Shared Revenue Distribution. (2) Estimate of 260,828 is Official U.S. Census Bureau Population Used for State Shared Revenue Distribution. Age Composition (%) 0-14 years 15-24 years 25-64 years 65 plus years 4.1 4.4 14.4 2.4 24.5 9.6 24.9 15.7 6.5 14.5 11.2 17.3 15.2 20.9 14.4 $91,162 $75,633 3.3 Source: ESRI Business Analyst, 2017 21.8 13.2 55.2 9.8 Voters (November 8, 2016 General Election) Registered Voters Votes Cast Percent Voting Source: ESRI Business Analyst, 2017 Source: City Clerk 26 140,554 109,284 78% City of Chandler 2017-18 Adopted Budget Community and Organizational Profile Economics 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 Fiscal Year Average Unemployment Rate (%) (3) 2016-17 2015-16 2014-15 2013-14 2012-13 2011-12 2010-11 2009-10 2008-09 2007-08 2006-07 2005-06 18.2 25.7 12.1 14.7 15.9 0.2 2.6 2.7 4.1 3.8 Source: ESRI Business Analyst, 2017 Taxes (3) 3.8 4.1 4.8 5.3 5.6 6.6 7.4 7.7 5.7 2.8 2.5 3.0 Average of July 2016 – April 2017 of the fiscal year Source: Arizona Labor & Statistics Local Retail Transaction Privilege (TPT) Sales Tax Rate 1.5% Building Permits – All Types (1) Property Tax (2017-18) Primary Tax Rate Secondary Tax Rate Combined $0.2700/$100 $0.8700/$100 $1.1400/$100 2016-17 (4) 2015-16 2014-15 2013-14 2012-13 2011-12 2010-11 2009-10 (revised) 2008-09 (revised) 2007-08 (revised) 2006-07 2005-06 (1) Property Tax (2016-17) Primary Tax Rate Secondary Tax Rate Combined (1) $0.2900/$100 $0.8700/$100 $1.1600/$100 Property Tax calculated per $100 of assessed limited valuation as determined by the Maricopa County Assessor. Source: Management Services Department (4) Property Tax Assessed Valuation Net Full Cash (2) Value Limited Property Value (2) 2016 $3,167,080,795 2017 $3,307,214,933 $2,553,971,787 $2,675,480,112 Source: Maricopa County Assessor 27 Value $1,508,425,628 800,000,000 675,000,000 775,222,849 875,000,000 892,000,000 658,977,221 375,169,625 376,745,879 669,812,746 1,223,872,804 1,049,885,000 Several services that may have three permits have been combined and are provided with one permit, reducing total number of permits. Source: Planning Division Net Full Cash Value is used for bonded indebtedness and not used in the calculation of property tax. Issued 4,635 4,000 6,200 3,892 3,750 5,000 4,294 3,809 2,090 5,792 6,474 7,909 City of Chandler 2017-18 Adopted Budget Community and Organizational Profile Service Statistics* Police Protection Employees (full time) Sworn Civilian (1) Crime Index Crime Rate (per 1,000 (1) population) (1) Traffic Accidents (1) Traffic Citations Total Calls for Police (1) Service, est. Avg. Response Time(1) Priority 1 Calls (all) (1) Residential Solid Waste 2015-16 489 324 165 5,930 23.8 2016-17 493 324 169 6,734 26.9 4,516 25,401 140,591 4,941 15,976 149,643 6:15 6:07 Customers Serviced Total Landfill Tonnage: Residential Commercial/City Total Recycling Tonnage: Residential Curbside/ Neighborhood Drop-off Other Recycling 2016-17 74,500 81,440 81,023 417 22,305 18,346 18,600 975 2,781 975 2,730 Wastewater Figures reported on a calendar year basis. Stations Employees (full-time) Sworn Civilian Fire Calls Emergency Calls Other Calls Fire Inspections Fire Investigations 2015-16 10 234 202 32 430 16,796 5,984 4,960 24 2016-17 10 (2) 222 202 (2) 20 422 17,580 6,788 4,690 25 Potable Connections Miles of Potable Water (3) Lines Miles of Reclaimed (3) Water Lines Operating Wells Daily Pumping Wells Capacity (MGD) Production Treatment (4) Capacity (MGD) Streets & Traffic Engineering Street Lane Miles Street Lights Signalized Intersections 2016-17 2,087 27,800 218 2015-16 401 209,965 42 42 2015-16 83,089 1,195.74 2016-17 84,670 1,284 88.76 94 28 66.3 31 74.4 72 72 (3) 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. (4) Chandler Surface Water Treatment Plant (WTP) & San Tan Vista WTP combined. Aviation Based Aircraft Air Traffic Operations 2016-17 78,972 930 28.3 Water Fleet Division (12 FTEs) moved out of the Fire, Health & Medical Department in Fiscal Year 2016-17. 2015-16 2,054 27,800 218 2015-16 78,144 917.36 28.5 Connections Miles of Sanitary Sewers Average Daily Treatment Million Gallons per Day (MGD) Treatment Capacity (MGD) Fire Protection (2) 2015-16 73,162 81,653 81,122 531 22,102 2016-17 428 221,212 * Unless otherwise noted, Fiscal Year 2016-17 figures presented are projected through June 30, 2017. Source: City Departments 28 City of Chandler 2017-18 Adopted Budget Community and Organizational Profile Service Statistics* Library Library Material (1) Annual Circulation Library Visits (2) Registered Borrowers (1) (2) Center for the Arts 2015-16 369,804 2,101,421 1,042,806 65,132 2016-17 390,000 2,200,000 1,000,000 60,000 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. Public Education System 2015-16 9,000 54 2,100 2016-17 9,072 54 2,200 (3) (4) 13 (5) 13 2016-17 1,048 358,000 13,500 3 2 (3) 2015-16 38 8 8 1 (4) Elementary Junior High (5) High School Community College Vision Gallery Gallery Visits No. of KidzArt Workshops Participation in KidzArt Workshops No. of Special Events and Exhibits 2015-16 1,001 350,350 13,000 3 2 2016-17 38 8 8 1 Arizona State University, The University of Arizona, and other universities offer classes located in Chandler. Includes two K-8 schools. Includes Casteel High School, which services grades 7-12. Recreation Municipal Parks Developed Parks Developed Acres Undeveloped Acres Swimming Pools Lighted Fields 2015-16 65 1,242.19 301.70 6 43 2016-17 65 1,242.19 301.70 6 43 2015-16 13,083 106 22 6,179 18,458 2016-17 15,445 110 24 6,254 18,500 No. of Family Special Events No. of Rec. Classes Offered Volunteer Hours Meals Served at Sr. Center 2015-16 8 7,016 43,959 18,116 2016-17 8 6,869 44,500 17,985 Museum No. of Museum Visits No. of Programs Provided No. of Exhibits Volunteer Hours Chandlerpedia Sessions Source: City Departments * Unless otherwise noted, Fiscal Year 2016-17 figures presented are projected through June 30, 2017 29 City of Chandler 2017-18 Adopted Budget Community and Organizational Profile 30 BUDGET POLICIES, PROCESS, AND DECISIONS 3 Strategic Goals and Organizational Priorities Budget Policies Budget Process Recommendations BUDGET POLICIES, PROCESS, AND DECISIONS Chandler’s sound fiscal house has been built upon a basis of fiscally fit policies that have been in place for several decades. This plan continues that tradition of commitment, prudence, and attention to resident’s tax dollars. City of Chandler 2017-18 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. Minor revisions were approved in April 2017. Following are the updated goals and action plan items. Chandler is 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. • Increase community connectivity through enhancing multimodal 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 • Maximize the City’s diverse portfolio of revenue sources. • Continue adherence to and improve upon fiscal policies. • Maintain strong bond rating 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 premier location for new investment. • Coordinate and facilitate the revitalization of Downtown Chandler. Fostering a Contemporary Culture to Capitalize on Diversity in the Community • Promote Chandler as an inclusive community that values its rich diversity, history, and culture. • Support diversity through City employment practices. • Invest in employees, support systems, and innovation strategies that ensure Chandler remains a leader in the delivery of high quality services. 31 City of Chandler 2017-18 Adopted Budget Budget Policies, Process and Decisions Being Safe and Beautiful • Promote a multifaceted approach to address the needs of neighborhoods from the physical, safety, and community perspectives. • Construct and maintain sustainable public infrastructure. • 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 2017-18 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 32 City of Chandler 2017-18 Adopted Budget Budget Policies, Process and Decisions 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 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. 33 City of Chandler 2017-18 Adopted Budget Budget Policies, Process and Decisions 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. 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 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. 34 City of Chandler 2017-18 Adopted Budget Budget Policies, Process and Decisions 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. 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. 35 City of Chandler 2017-18 Adopted Budget Budget Policies, Process and Decisions 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, Reclaimed Water 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. 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 all 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 36 City of Chandler 2017-18 Adopted Budget Budget Policies, Process and Decisions 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. 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 37 City of Chandler 2017-18 Adopted Budget Budget Policies, Process and Decisions 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 onetime 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. 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. 38 City of Chandler 2017-18 Adopted Budget Budget Policies, Process and Decisions 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). Self-Insurance Funds - Insured Liability Fund (Risk) reserve will be maintained at a level, together with purchased umbrella insurance policies, that will adequately indemnify the City’s property and liability risk. A qualified actuarial firm shall be retained on an annual basis in order to recommend an appropriate reserve level. Health Benefits Trust and Workers Compensation and Employee Liability Trust 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. The contributions to Self-Insurance Funds (i.e., Insured and Uninsured Liability Funds, Workers Compensation and Employee Liability 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. 39 City of Chandler 2017-18 Adopted Budget Budget Policies, Process and Decisions 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. 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. 40 City of Chandler 2017-18 Adopted Budget Budget Policies, Process and Decisions 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). 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 41 City of Chandler 2017-18 Adopted Budget Budget Policies, Process and Decisions 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. 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. 42 City of Chandler 2017-18 Adopted Budget Budget Policies, Process and Decisions 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. 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). 43 City of Chandler 2017-18 Adopted Budget Budget Policies, Process and Decisions 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 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 44 City of Chandler 2017-18 Adopted Budget Budget Policies, Process and Decisions 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. 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. 45 City of Chandler 2017-18 Adopted Budget Budget Policies, Process and Decisions 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. 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 46 City of Chandler 2017-18 Adopted Budget Budget Policies, Process and Decisions c. d. e. f. Proof of state registration Completed broker/dealer questionnaire (not applicable to Certificate of Deposit counterparties) Certification of having read and understood and agreeing to comply with the City’s Investment Policy. 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. 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). 47 City of Chandler 2017-18 Adopted Budget Budget Policies, Process and Decisions 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. 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. 48 City of Chandler 2017-18 Adopted Budget Budget Policies, Process and Decisions 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. 49 City of Chandler 2017-18 Adopted Budget Budget Policies, Process and Decisions Highlights of the Fiscal Year (FY) 2017-18 Budget and 2018-2027 Capital Improvement Program (CIP) Calendar Citizen Budget Survey November 1, 2016 – December 31, 2016 CIP Coordination Team Meetings December 21, 2016 – January 26, 2017 Department Decision Packages and Fee Change Requests – Reviewed, Deliberated, and Prioritized December 2, 2016 – February 28, 2017 Council Workshop #1 – Preliminary 5-Year General Fund Forecast and CIP February 6, 2017 Community Budget Meeting – “Budget Connect” – Web Meeting February 23, 2017 CIP Coordination Team Recommendations to City Manager March 13, 2017 Council Workshop #2 – Updated 5-Year General Fund Forecast and CIP March 20, 2017 Departments Submit Proposed Budgets with Recommended Decision Packages March 20, 2017 Distribute Proposed Budget and CIP Booklets to Council, City Manager’s Office and Departments April 13, 2017 All Day Budget and CIP Briefing with Council April 28, 2017 Council Amendments due to Budget Office May 8, 2017 Budget Amendments Introduced at City Council (Special Meeting) May 11, 2017 Tentative Budget Adoption May 25, 2017 Public Hearings: 2017-18 Budget and Property Tax Levy; 2018-2027 CIP June 8, 2017 Final Budget and CIP Adoption June 8, 2017 Property Tax Levy Adoption (must be a period of at least 14 days between Final Adoption & Tax Levy Adoption) June 22, 2017 50 City of Chandler 2017-18 Adopted Budget Budget Polices, Process and Decisions Fiscal Year (FY) 2017-18 Budget Process Flowchart Budget September 2016 October CIP Establish Preliminary Budget Assumptions for Short and Long Term Revenues, Base Budgets, and Capital Funding Prepare/Evaluate Decision Packages Capital Improvement Program (CIP) Projects Prepared by Departments November December Decision Package Submitted to Budget Citizen Budget Survey (mid-November through December) CIP Projects Submitted to Budget January 2017 Meetings and Preparation of Preliminary 5-Year General Fund Forecast February CIP Coordination Team Meetings and Recommendation to City Manager Council Budget Workshop #1 (During Council Retreat) "Budget Connect" Interactive Public Budget Meeting Updated 5-Year General Fund Ongoing Forecast Council Budget Workshop #2 March 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 Admendments Adoption of Tentative Budget and CIP Public Hearing - Final Budget, CIP, and Tax Levy June Adoption of Final Budget and CIP Adoption of Property Tax Levy Shaded areas represent opportunities for public input in the budget process. 51 City of Chandler 2017-18 Adopted Budget Budget Polices, Process and Decisions Fiscal Year (FY) 2017-18 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 2017-18 Annual Budget and 2018-2027 CIP. The calendar provided in this section 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. 1. Establish Preliminary Budget Assumptions – The 2017-18 budget process began in September 2016 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 2017-18 over FY 2016-17 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 through 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: General Demographics, Satisfaction with City Government, City Success in meeting Strategic Goals, and five focus areas (Transportation, Public Safety, Leisure/Culture/Education, City Utilities, and General Services). 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 2017-18 Budget and the 2018-2027 CIP. 52 City of Chandler 2017-18 Adopted Budget Budget Polices, Process and Decisions 6. Council Budget Workshops – In preparation of the Fiscal Year (FY) 2017-18 Budget and the 2018-2027 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 over the internet. 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 midway 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 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 2017-18 Budget and 2018-2027 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. 53 City of Chandler 2017-18 Adopted Budget Budget Polices, Process and Decisions Major Budget/Financial Issues The City of Chandler has experienced slow but steady growth in revenue collections since the recession due to local consumer confidence and a steady stream of new development activity. This growth, coupled with our long history of adhering to policies promoting financial sustainability, has allowed the City to fund existing service levels as well as enhance or expand services. Although general economic conditions have improved, the City is operating in a more constrained financial environment than in pre-recession years, continuing to look for efficiencies to manage expenditure growth. 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 in a cost-effective manner to our citizens now and in the future. 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. Also, the City Council has established several strategic goals for the City: Being the Most Connected City; Being a Leader in Transparency; Maintaining Fiscal Sustainability; Attracting a Range of Private Sector Businesses; Fostering a Contemporary Culture to Capitalize on Diversity in the Community; and Being Safe and Beautiful. They provide a future vision for the budget process as plans and financial commitments are identified and weighed against these strategic goals. As of January 1, 2017, the Arizona Department of Revenue (ADOR) began administering Transaction Privilege Tax (TPT) “Sales Tax” collections and licensing for Chandler based on State law. The Tax and License and Information Technology teams have spent many months preparing for the change to minimize impacts to Chandler taxpayers. Efforts will continue during Fiscal Year (FY) 2017-18 to assist the State to support accurate data, reporting, taxpayer services, and revenue stability. However, as a precaution against any unexpected problems with the flow of revenues from the transition of TPT Administration from the City to ADOR, and any other possible State legislative actions that could reduce City revenues, the $15 million Budget Stabilization Reserve has been continued in the FY 2017-18 Budget as a designated reserve. Additionally, retirement expenses continue to be a priority. Chandler’s Public Safety Personnel Retirement System (PSPRS) has experienced numerous legislative and administrative changes to ensure a sustainable pension plan. Chandler reviewed the changes and Council has approved a plan to reduce Chandler’s unfunded liability. The FY 2017-18 Adopted Budget allocates $9.7 million in one-time funding to PSPRS towards the goal of fully funding future retirement commitments for sworn City personnel, which is an increase of $4.0 million from FY 2016-17. 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: A Cost of Service Study (COS) was conducted during 2016. Financial analysis identified the need for revenue increases for all three utilities to meet the rising costs of operations, large capital projects that are necessary to support growth requirements, and replacement of aging infrastructure. Rate increases were approved by Council for implementation on October 1, 2017. Increases vary by customer category as determined by the COS. Solid Waste: Due to the increases to the waste collection contracts, a rate increase of 6% was approved for October 2017. Capital projects for Solid Waste are minimal, so the emphasis is on monitoring contracts for probable future Consumer Price Index (CPI) and Fuel Index increases. Airport: The Airport enterprise fund supports the day-to-day operations of the Airport, debt service, and grantmatch funding for capital projects. 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. 54 City of Chandler 2017-18 Adopted Budget Budget Polices, Process and Decisions Employee Compensation There are four represented employee groups under the City’s Meet and Confer Ordinance: Association of Chandler Employees (ACE, representing clerical staff), Chandler Law Enforcement Association (CLEA, representing Police Officers), Chandler Lieutenants and Sergeants Association (CLASA, representing Police Sergeants), and the International Association of Firefighters (IAFF Local 493, representing Fire Captains, Fire Engineers, and Firefighters). Unrepresented employees include: confidential and professional staff, supervisors, mid-level managers, and directors (including the Police Chief and Fire Chief); Fire Battalion Chiefs and Assistant Fire Chiefs; Police Lieutenants, Police Commanders, and Assistant Police Chiefs; City Councilmembers; and contract employees, which include City Magistrates, Presiding City Magistrate, City Attorney, City Clerk, and City Manager. ACE: Under the provisions of a new contract effective July 1, 2017 through June 30, 2019, the City and ACE agreed to a 0.75% salary adjustment beginning July 1, 2017, and a maximum 3.5% merit increase for eligible employees during the year, as well as an increase in vacation payout option from 25 to 30 hours. For Fiscal Year (FY) 2018-19, all ACE employees will receive a 0.75% salary adjustment effective July 1, 2018 and a maximum 3.5% merit increase for eligible members. CLEA and CLASA: Under the provisions of existing contracts effective July 1, 2016 through June 30, 2018, the City, CLEA, and CLASA and agreed a maximum 5.0% merit increase for eligible members in FY 2016-17 and FY 2017-18. CLEA and CLASA members received a market adjustment for FY 2016-17 and will receive a market adjustment for FY 2017-18, if necessary, to maintain the City’s fourth place ranking as compared with other large Valley cities. Additional FY 2017-18 provisions include: CLEA and CLASA longevity pay to remain at 2.5% of the employee’s base rate but change from two pensionable payments to one non-pensionable payment; CLEA increase in compensatory leave accrual limit from 90 to 100 hours; and CLEA increase in vacation payout option from 35 to 50 hours. IAFF: Under the provisions of an existing 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. Members received a market adjustment for FY 2016-17 and will receive a market adjustment for FY 2017-18, if necessary, to maintain the City’s fourth place ranking as compared with other large Valley cities. Additional FY 2017-18 provisions include: an increase in holiday pay from 10.5 to 11.2 hours for 56-hour employees (increase is from 7.5 to 7.98 hours for 40-hour employees); increase in the vacation payout option from 42 to 56 hours for 56-hour employees (increase is from 30 to 40 hours for 40-hour employees); increased vacation accrual for those employees with more than ten years of service; increases to deferred compensation matches from 2.0% with a minimum contribution of $10 to a range of 1.0% to 3.0% depending on how much the employee contributes, and a change in longevity pay from two pensionable payments to one non-pensionable payment. Service Employees International Union, Local 48 (SEIU): The contract with this organization expired June 30, 2017, and SEIU no longer has a presence in Arizona. City Council passed Resolution No. 5072 to authorize the City Manager to award a 0.75% salary adjustment effective July 1, 2017, a maximum 3.5% merit increase for eligible members, and maintain all other wages, compensation, benefits, work hours and working conditions consistent with the provisions of the expired contract. For FY 2017-18, general employees will receive a 0.75% salary adjustment effective July 1, 2017, a maximum merit increase of 3.5% for eligible employees, and an increase to the vacation payout option from 25 to 30 hours. Confidentials, professionals, supervisors, and mid-level managers will receive an increase in deferred compensation match from 0.5% to 1.0% with a minimum employee contribution of $10. Directors will receive an increase in deferred compensation match from 1.0% with a minimum employee contribution of $10 to a range of 1.0% to 4.0% depending on how much the employee contributes. For FY 2017-18, Fire Battalion Chiefs will receive merit increases and supervisory incentive pay (changes from two pensionable payments to one non-pensionable payment) 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 the vacation payout option from 42 to 56 hours for 56-hour employees (increase is from 30 to 40 hours for 40-hour employees), and Assistant Fire Chiefs will receive an increase to the 55 City of Chandler 2017-18 Adopted Budget Budget Polices, Process and Decisions vacation payout option from 30 to 40 hours. Fire Battalion Chiefs will receive increased vacation accrual for those employees with more than ten years of service, and an increase in holiday pay from 10.68 to 11.2 hours (increase is from 7.63 to 7.98 hours for 40-hour employees). Fire Battalion Chiefs and Assistant Fire Chiefs will receive increases to deferred compensation matches from 2.0% with a minimum employee contribution of $10 to a range of 1.0% to 3.0% depending on how much the employee contributes. For Fiscal Year (FY) 2017-18, Police Lieutenants will receive merit increases and supervisory incentive pay (changes from two pensionable payments to one non-pensionable payment) for those eligible, the total of which is not to exceed 5.0%. Police Commanders and Assistant Police Chiefs are eligible for a merit increase up to 5.0%, and Assistant Police Chiefs will receive a 0.75% salary adjustment effective July 1, 2017. City Councilmembers will receive a 0.75% salary adjustment effective July 1, 2017. The City Magistrates will receive a 0.75% salary adjustment effective July 1, 2017. The City Attorney, City Clerk, City Manager, and Presiding City Magistrate will not receive automatic salary adjustments for FY 2017-18, but may receive adjustments during their annual contact negotiations. Temporary Employees will receive a 0.75% salary adjustment for FY 2017-18. Retirement plan rates for FY 2017-18 for all employee groups are shown below: o Arizona State Retirement System (ASRS)  Employer – 11.34% + 0.16% Long Term Disability = 11.5% total (increase of 0.02% from prior year)  Employee – 11.34% + 0.16% Long Term Disability = 11.5% total (increase of 0.02% from prior year)  Alternate Contribution Rate – 9.49% (increase of 0.02% from prior year) o Public Safety Personnel Retirement System (PSPRS) – Fire  Employer – 37.09% (increase of 9.82% from prior year)  Employee – 7.65% (decrease of 4.0% from prior year)  Alternate Contribution Rate – 21.67% (increase of 6.06% from prior year) o Public Safety Personnel Retirement System (PSPRS) – Police  Employer – 42.22% (increase of 10.04% from prior year)  Employee – 7.65% (decrease of 4.0% from prior year)  Alternate Contribution Rate – 26.75% (increase of 6.50% 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) 56 City of Chandler 2017-18 Adopted Budget Budget Polices, Process and Decisions Property Tax The City's combined property tax rate for Fiscal Year (FY) 2017-18 is $1.14 per $100 assessed valuation, reduced from $1.16 the previous year. The combined property tax rate includes a primary tax rate of $0.27 used for general operations and a secondary tax rate of $0.87 used for payment of general obligation bonded debt. The FY 2017-18 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 2017-18 is $2,675,480,112, which reflects a 4.8% increase compared to FY 2016-17. Chandler’s primary property taxes are part of the General Fund revenues and are used for general operations. The FY 2017-18 primary tax rate was reduced from $0.29 to $0.27 per $100 of assessed valuation, thus offsetting any tax increase and the Truth in Taxation requirements. 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 2017-18 secondary property tax rate remains the same as FY 2016-17 at $0.87 per $100 of assessed valuation. The property tax rate of $1.14 per $100 of assessed value is reflected in the Adopted Budget and results in a partial offset to the property taxes paid by the median value homeowner due to property value increases. 57 City of Chandler 2017-18 Adopted Budget Budget Polices, Process and Decisions General Fund Contingency The Fiscal Year (FY) 2017-18 Adopted Budget incorporates a 15% General Fund Contingency Reserve of $34.516 million (represents 15% of FY 2017-18 operating revenues). In accordance with the General Fund Contingency Reserve Policy, this appropriated, budgetary amount is set-aside for emergency situations, unexpected one time opportunities, and appropriation transfers to allow spending in other funds. Having a contingency reserve protects our fiscal health by assuring sufficient funds are available to meet financial challenges in the future. As of January 1, 2017, the Arizona Department of Revenue (ADOR) began administering Transaction Privilege Tax (TPT) “Sales Tax” collections and licensing for Chandler based on State law. However, as a precaution against any unexpected problems with the flow of revenues from the transition of TPT Administration from the City to ADOR, and any other possible State legislative actions that could reduce City revenues, the $15 million Budget Stabilization Reserve has been continued in the FY 2017-18 Budget as a designated reserve (unappropriated). Additionally, other reserves have been appropriated for one-time expenditures or placed in either “designated reserves” or “restricted reserves” for legal obligations or future pay-as-you-go projects. The City’s Reserve Policy is positively received by all three major rating agencies (Moody’s, Standard and Poor’s, and Fitch), contributing to the City of Chandler’s AAA general obligation bond rating, 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. 58 City of Chandler 2017-18 Adopted Budget Budget Polices, Process and Decisions Budget Amendments 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 2017-18, the one-time funds set aside totaled $325,000 and available ongoing funds were $75,000. Council allocated $269,000 of the $400,000 total available. The application of those funds for FY 2017-18 are detailed in the table below. The $131,000 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. Department Council Amendments $ Ongoing 75,000 One-time $ 325,000 $ Total 400,000 Community Services Installation of a marquee/information sign at Snedigar Sportsplex. - 80,000 80,000 Community Services Addition of two shade ramadas at Shawnee Park. - 62,000 62,000 Community Services Snedigar ballfield lighting - adding lights to small turf areas adjacent to soccer fields 1 and 2. - 30,000 30,000 Community Services Chandler Symphony Orchestra 25th Anniversary Events. - 20,000 20,000 Community Services Purchase of a full-sized pool table to replace a smaller one at the Senior Center. - 5,000 5,000 Community Services Two spectator shade structures at Pima Park. - 30,000 30,000 Community Services Playground equipment at Gazelle Meadows Park - 15,000 15,000 - 8,500 8,500 - 5,000 5,000 Community Services Communications and Public Affairs Matching Grant to KaBoom for park development at Gazelle Meadows Park Fund an intern to archive much of CAPA's historical video footage currently on tape to HD. Police Department Leadership training program for police officers. - 10,000 10,000 Police Department Leadership training program for police officers. 2,500 - 2,500 Police Department Funding assistance for the annual domestic violence awareness breakfast. 1,000 - 1,000 Total Council Contingency Used $ 3,500 $ 265,500 $ 269,000 Remaining Council Contingency Balance $ 71,500 $ 59,500 $ 131,000 59 City of Chandler 2017-18 Adopted Budget Budget Polices, Process and Decisions Fiscal Year (FY) 2017-18 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, Departments are continually refining internal budgets to put financial resources in the most appropriate areas. The FY 2017-18 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 2017-18). The following pages contain the FY 2017-18 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 $12,788,351 requested by departments from General Fund and $10,436,003 was approved in the Adopted Budget. Decision Package Comparative Summary Requested* Difference* Approved* General Fund Personnel Ongoing Other Ongoing Personnel One-Time Other One-Time Total Enterprise Funds Personnel Ongoing Other Ongoing Personnel One-Time Other One-Time Total Self Insurance Funds Personnel Ongoing Other Ongoing Personnel One-Time Other One-Time Total Police Forfeiture Funds Personnel Ongoing Other Ongoing Personnel One-Time Other One-Time Total $ $ $ $ $ $ $ $ 3,534,090 1,062,704 1,309,083 6,882,474 12,788,351 756,749 2,723,659 223,000 3,703,408 73,100 12,975 313,585 399,660 1,165,000 1,165,000 $ $ $ $ $ $ $ $ Impact/System Development Fee Funds Personnel Ongoing $ Other Ongoing Personnel One-Time Other One-Time Total $ 150,000 150,000 $ Special Revenue Funds Personnel Ongoing Other Ongoing Personnel One-Time Other One-Time Total 85,801 16,070 5,380 107,251 $ $ $ $ $ 2,147,142 891,255 979,950 6,417,656 10,436,003 667,095 2,720,904 197,800 3,585,799 73,100 12,975 313,585 399,660 1,165,000 1,165,000 $ $ $ $ $ $ $ $ 150,000 150,000 $ 85,801 16,070 5,380 107,251 $ $ $ (1,386,948) (171,449) (329,133) (464,818) (2,352,348) (89,654) (2,755) (25,200) (117,609) - - - - Overall Total Personnel Ongoing Other Ongoing Personnel One-Time Other One-Time Total *Does not include revenue offsets. $ $ 4,449,740 3,815,408 1,309,083 8,739,439 18,313,670 60 $ $ 2,973,138 3,641,204 979,950 8,249,421 15,843,713 $ $ (1,476,602) (174,204) (329,133) (490,018) (2,469,957) City of Chandler 2017-18 Adopted Budget Budget Polices, Process and Decisions Fiscal Year (FY) 2017-18 Summary of Additions – General Fund Administrative Services Information Technology Oversight Committee Programs* Support and Maintenance Fleet Technology Upgrade User Productivity Improvements* Citywide Technology Infrastructure* Citywide Online Web Meeting Services Social Media Recruitment - NeoGov/Facebook IT Help Desk Phone Support Position Energy Management Contract Park Electrical Maintenance Contract Records Retention Storage Administrative Services Total $ - $ 120,952 - 1.00 47,000 $ 44,418 2,350 4,310 16,000 30,000 2,112 - - $ 56,618 - 1.00 $ 120,952 $ 146,190 $ 56,618 $ Total Other One-Time Personnel One-Time FTE Other Ongoing Addition Personnel Ongoing Dept/ Division ADDS - $ 47,000 7,310 4,222 85,000 60,000 150,000 44,418 9,660 129,484 16,000 30,000 2,112 56,618 85,000 60,000 150,000 306,532 $ 630,292 CAPA $ - $ - 13,500 $ - - $ - - $ 200,000 150,000 50,000 150,000 13,500 200,000 150,000 50,000 150,000 0.00 $ - $ 13,500 $ - $ 550,000 $ 563,500 $ - $ 67,759 - 39,940 $ 92,100 - - $ - - $ 80,000 80,000 18,800 39,940 67,759 92,100 80,000 80,000 18,800 Print Production Equipment Cable Access Channels (100% revenue offset) City Website Rebuild Video Production Services Council Chambers Video Upgrade CAPA Total Community Services Layton Lakes Park Site* Food and Beverage Coordinator (100% revenue offset) Park Operations Utility Increase Park Maintenance Technician - Contract Aquatic Contract Maintenance Offsite Storage for the Chandler Museum Collection Stage Lighting LED Conversion Package 0.75 ($234,000 revenue offset) School Field Trips and Programs for Chandler Museum Shared Camera Security System Audio Visual System Replacement for the Community Center & Environmental Education Center Marley Dance Floor Replacement ($5,000 revenue offset) Maintenance Package for Turntable System ($18,300 revenue offset) Chandler Historical Society Luncheon 2018 Chandler Jazz Festival/CinePark Chandler Symphony Orchestra Junior Tennis Tournament (100% revenue offset) Community Services Total Downtown Redevelopment Downtown Parking Garages* 0.75 $ $ Downtown Redevelopment Total *CIP related 0.00 $ 61 - - - 468,520 468,520 - - 5,844 - 5,844 - - - 25,000 25,000 - - - 45,000 45,000 - - - 10,000 10,000 - - - 36,600 36,600 - - 600 4,500 48,000 45,000 5,400 4,500 48,000 45,000 6,000 67,759 $ 132,040 $ 6,444 $ 866,820 $ 1,073,063 - $ 47,500 $ - $ - $ 47,500 - $ 47,500 $ - $ - $ 47,500 City of Chandler 2017-18 Adopted Budget Budget Polices, Process and Decisions Fiscal Year (FY) 2017-18 Summary of Additions – General Fund (continued) Economic Development CoStar Suite - Upgraded Functionality Entrepreneurial & Small Business Development Services Tourism Funding Science Saturday Event - Sponsorship $ Economic Development Total Fire, Health & Medical Public Safety Training Facility* Southeast Fire Station* Medical Supply Increase ($71,000 revenue offset) Overtime Adjustment Low Acuity Vehicle (fund from Ambulance Reserve) Fire Academy - Attrition Paramedic Education Program - Attrition Replacement Extrication Equipment Car Seat Program Grant Matching Funds Fire, Health & Medical Total - $ - (100% revenue offset) 0.00 3,600 $ - $ Total Other One-Time - - $ 3,600 - 250,000 250,000 - - - 63,500 63,500 - - - 7,500 7,500 $ - $ 3,600 $ - $ 321,000 $ 324,600 $ 684,771 53,000 - $ 48,333 54,563 71,000 8,900 - $ 443,229 17,876 271,377 20,000 - $ 601,494 104,000 78,000 79,124 15,623 36,000 120,000 $ 48,333 1,784,057 175,000 53,000 86,900 97,000 287,000 36,000 20,000 120,000 12.00 12.00 Personnel One-Time FTE Other Ongoing Addition Personnel Ongoing Dept/ Division ADDS $ 737,771 $ 182,796 $ 752,482 $ 1,034,241 $ 2,707,290 $ 75,910 $ 55 $ - $ 280 $ 76,245 $ 75,910 $ 55 $ - $ 280 $ 76,245 $ - $ 24,000 $ - $ 5,000 $ 29,000 $ - $ 24,000 $ - $ 5,000 $ 29,000 $ - $ - $ - $ 6,000 $ 6,000 Law Legal Secretary - Redaction Specialist 1.00 Law Total Management Services Utility Lockbox Fees ($24,000 revenue offset) 1.00 Management Services Total Neighborhood Resources VITA - Volunteer Income Tax Asssistance Program For Our City - Operation Back to School/FOC Breakfast (100% revenue offset) Celebration of Unity/MLK Events 0.00 (100% revenue offset) Indian Art Market (100% revenue offset) Neighborhood Resources Total Non-Departmental On-Line Payment Portal Citywide Banking Fees 0.00 Non-Departmental Total Planning City Planner Conversion from Contract 0.00 Planning Total 1.00 1.00 - - - 50,000 50,000 - - - 50,000 50,000 - - - 10,000 10,000 $ - $ - $ - $ 116,000 $ 116,000 $ - $ 4,500 - $ - $ 55,000 $ 4,500 55,000 $ - $ 4,500 $ - $ 55,000 $ 59,500 $ 106,696 $ 2,050 $ - $ - $ 108,746 $ 106,696 $ 2,050 $ - $ - $ 108,746 $ $ 2,560 116,307 71,853 $ - $ 181,690 $ 2,560 116,307 664,549 Police 911 Center Console Workstations* Public Safety Training Facility* Patrol Officers Detention Officer Staffing ($218,000 budget reduction in Prisoner Care Services) Civilianize Admin Sergeants/Reclass to Lieutenants Kronos TeleStaff Upgrade Special Event Overtime *CIP related 4.00 411,006 2.00 158,434 29,205 - 22,418 210,057 2.00 218,614 50,000 25,680 12,960 - - 72,145 20,430 - 316,439 33,390 50,000 62 City of Chandler 2017-18 Adopted Budget Budget Polices, Process and Decisions Fiscal Year (FY) 2017-18 Summary of Additions – General Fund (continued) Police (continued) Increase Department Overtime - Related to CompTime Limit Payout Taser Replacement Business System Support Analyst Extension Hiring Test Program Drug Analysis-Gas Chromatograph/Mass Spectrometer HB2455 Weapons Proceeds (100% revenue offset) Police Total 8.00 Transportation and Development Landscape Maintenance & Utilities Monitors & Tablets Hardware Software Transit Maintenance and Operations Crack Seal Kettle Trailer/PM-10 Vacuum/ Compressor* On Call Temporary Services Street Maintenance Program Capital Projects Support Analyst - Temporary Dial a Ride Speed Reader Boards & Variable Message Boards (100% revenue offset) Transportation and Development Total GRAND TOTAL GENERAL FUNDS Budget Reductions Revenue Offsets TOTAL GENERAL FUND REFLECTING OFFSETS *CIP related 0.00 $ Total Other One-Time 200,000 - - - 200,000 - - 98,767 - 100,000 25,500 100,000 98,767 25,500 - - - 140,000 140,000 - - - 75,000 75,000 $ 1,038,054 $ 258,565 $ 98,767 $ $ ($24,703 budget reduction in Utilities) Personnel One-Time FTE Other Ongoing Addition Personnel Ongoing Dept/ Division ADDS 637,183 $ 2,032,569 - $ 40,794 $ - $ - 20,765 - - 940,000 20,765 940,000 - 14,900 - - 14,900 - - 65,639 - 245,600 1,000,000 200,000 245,600 1,000,000 65,639 200,000 - - - 140,000 140,000 - $ - $ 40,794 76,459 $ 65,639 $ 2,525,600 $ 2,667,698 23.75 $ 2,147,142 $ 891,255 $ 979,950 $ 6,417,656 $ 10,436,003 $ - $ (242,703) $ - $ - $ (242,703) $ (67,759) $ (95,000) $ (600) $ (795,200) $ (958,559) 23.75 $ 2,079,383 $ 553,552 $ 979,350 $ 5,622,456 $ 9,234,741 63 City of Chandler 2017-18 Adopted Budget Budget Polices, Process and Decisions Fiscal Year (FY) 2017-18 Summary of Additions – Other Funds Administrative Services FTE Reallocation to Workers' Compensation Fund ($57,400 budget reduction in Medical Trust) Workers' Compensation Claims Management System ($50,000 budget reduction in Other $ 57,400 $ - - $ 12,975 - $ - Total Other One-Time Personnel One-Time FTE Other Ongoing Addition Personnel Ongoing Dept/ Division ADDS - $ 113,585 57,400 126,560 Professional Services) Workers' Compensation Fund Total 0.00 $ 57,400 $ 12,975 $ - $ 113,585 $ 183,960 $ 15,700 $ - $ - $ - $ 15,700 $ 15,700 $ - $ - $ - $ 15,700 $ - $ - $ - $ 200,000 $ 200,000 $ - $ - $ - $ 200,000 $ 200,000 $ - 4,210 $ - $ - $ 4,210 $ - 4,210 $ - $ - $ 4,210 $ 667,095 - $ 2,505,358 81,000 125,000 2,668 $ - $ 49,000 24,400 $ 3,221,453 81,000 125,000 27,068 $ 667,095 $ 2,714,026 $ - $ 73,400 $ 3,454,521 $ - $ 2,668 $ - $ 24,400 $ 27,068 $ - $ 2,668 $ - $ 24,400 $ 27,068 $ - $ - $ - $ 100,000 $ 100,000 $ - $ - $ - $ 100,000 $ 100,000 $ 85,801 $ 16,070 $ - $ 5,380 $ 107,251 $ 85,801 $ 16,070 $ - $ 5,380 $ 107,251 $ - $ - $ - $ 150,000 $ 150,000 $ - $ - $ - $ 150,000 $ 150,000 $ - $ - $ - $ 1,165,000 0.00 $ - $ - $ - $ 1,165,000 $ 1,165,000 10.00 $ 825,996 $ (73,100) $ (85,801) $ 667,095 $ 2,749,949 $ $ (16,070) $ 2,733,879 $ $ $ $ - $ 1,831,765 $ (50,000) $ (5,380) $ 1,776,385 $ 5,407,710 $ (123,100) $ (107,251) $ 5,177,359 $ 2,973,138 $ (73,100) $ (153,560) $ 2,746,478 $ 3,641,204 $ (242,703) $ (111,070) $ 3,287,431 $ 979,950 $ $ (600) $ 979,350 $ 8,249,421 $ (50,000) $ (800,580) $ 7,398,841 $ 15,843,713 $ (365,803) $ (1,065,810) $ 14,412,100 FTE Reallocation to Short-Term Disability Fund ($15,700 budget reduction in Medical Trust) Short-Term Disability Fund Total 0.00 Management Services Environmental Consultant for Facility Audit Services Uninsured Liability Fund Total 0.00 Municipal Utilities Vehicle Replacement Program - Upfitting for Crane Water Operating Fund Total Ocotillo Water Reclamation Facility Wastewater Collections O&M Increase Sewer Main Cleaning Contract New Vehicle - Sr. Industrial Waste Inspector Wastewater Operating Fund Total 0.00 9.00 9.00 New Vehicle - Utilities Systems Maintenance Coordinator Wastewater Industrial Process Treatment Fund Total 0.00 Paseo Vista Recreation Area Contract Maintenance Solid Waste Fund Total Neighborhood Resources Code Inspector Position - Grant Funded (100% revenue offset) Community Development Block Grant Fund Total 0.00 1.00 1.00 Non-Departmental Update System Development/Impact Fee Plan Multiple Impact Fee Funds Total 0.00 Police Department Planned Forfeiture Fund Projects Police Forfeiture Fund Total GRAND TOTAL OTHER FUNDS Budget Reductions Revenue Offsets TOTAL OTHER FUND REFLECTING OFFSETS GRAND TOTAL ALL FUNDS ALL Budget Reductions ALL Revenue Offsets TOTAL ALL FUNDS REFLECTING OFFSETS *CIP related 10.00 33.75 33.75 64 $ $ 1,165,000 City of Chandler 2017-18 Adopted Budget Budget Polices, Process and Decisions Fiscal Year (FY) 2017-18 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. Costs shown in this section do not reflect any offsets for increased revenue or base budget offsets; however the offsets are noted in the description. This section presents total budget appropriations added to Departments for FY 2017-18. Ongoing Cost One-time Cost Administrative Services Ongoing funding for support of prioritized projects by Information Technology Oversight Committee, consisting of a Learning Management System replacement and an Event Management System. $ 47,000 $ Ongoing funding for increased support/maintenance costs for multiple software applications including Accela, AdminStudio, Autodesk Infrastructure Design, KBACE KBX, Lucity, Metropolis, NEC Redundant SV8500, NetMotion, Oracle, Progress, SQL, PublicStuff.com, Selectron, and Vertex. 44,418 One-time funding for the purchase of 2 laptops and 6 keyboards for the Fleet Technicians. Ongoing funding for contributions to the Technology Replacement Fund for the listed equipment as well as a second monitor for the Fleet Superintendent. 2,350 7,310 Ongoing and one-time funding for an IT Programmer/Analyst position and associated costs to assist in the operational support of the Electronic Document Management System (EDMS). 125,262 4,222 Ongoing funding for an additional consolidation server to continue to meet City needs. The City has 320 production virtual servers and is expected to grow to 400 virtual servers within the next fiscal year. 16,000 Ongoing funding to expand licensing for Citywide Online Web Meeting Services from 25 current license subscriptions to citywide use. This request is offset by existing funding available to cover half of the increase in cost. 30,000 Ongoing 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. 2,112 One-time funding for a temporary position dedicated to IT Helpdesk phone support. This assistance has greatly improved service response times. 56,618 One-time funding for a contractual position to manage the Energy Management System. This contractor will manage the air conditioning and lighting for 20 City buildings by monitoring the analytics provided by the sensors to optimize energy use. 85,000 One-time funding for a contractual position to provide labor and equipment to assist with maintaining the Park Division electrical systems. One employee is responsible for electrical support to 64 developed parks. Adding a contractual position will significantly improve support and enhance the preventative maintenance program. 60,000 65 City of Chandler 2017-18 Adopted Budget Budget Polices, Process and Decisions Fiscal Year (FY) 2017-18 Budgetary Additions to General Fund (continued) Ongoing Cost One-time Cost Administrative Services (continued) One-time funding to purchase additional storage for records retention related to data for litigation hold and public records retention schedules. $ $ 150,000 CAPA Ongoing funding to increase the contributions to the Equipment Replacement Fund for printing equipment. This increase will create a lifecycle of 6 years for future replacement of the City’s color and black and white print production equipment. 13,500 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 build and deploy the new City website. This will also fund the first year of hosting and support and maintenance of the new 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 to contract for professional video production and freelance services to obtain video footage and produce video packages to be featured on the City’s website, cable access channel, and social media accounts. Improving the quality of the City’s inventory of video and multimedia content will further the ability to showcase Chandler and communicate with residents, businesses, and visitors. 50,000 One-time funding to update technology and provide High Definition Multimedia Interface (HDMI) capability in the Council Chambers. The wiring, cabling, receivers and software will be updated to HDMI. 150,000 Community Services Ongoing funding for park maintenance and utility costs for Layton Lakes Park. Construction is anticipated to be completed in late summer or early fall of 2017. 39,940 Ongoing funding for a part-time Food and Beverage Coordinator that will oversee the operations of concession and alcohol sales for the Chandler Center for the Arts. 100% of this cost is funded by the Chandler Cultural Foundation. 67,759 Ongoing funding for utility cost increases for the Parks Division based on a recent Cost of Service (COS) utility analysis conducted by the Municipal Utilities and Management Services Departments. 92,100 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. 66 80,000 City of Chandler 2017-18 Adopted Budget Budget Polices, Process and Decisions Fiscal Year (FY) 2017-18 Budgetary Additions to General Fund (continued) Ongoing Cost One-time Cost Community Services (continued) 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 offsite storage space for the Chandler Museum Collection which includes rent, utilities, trash, sewer, water, security system equipment, installation, and monitoring. The new museum is anticipated to open in the fall of FY 2018-19. 18,800 One-time funding to convert the stage lighting fixtures in all three Center for the Arts theatres to LED technology. This conversion will reduce power consumption and impact heat abatement. Half of this cost will be funded by the Chandler Unified School District. 468,520 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 purchase a shared security system for the Community Center and Senior Center. This will include a network video recorder, the software and licensing, 15 cameras and installation. 25,000 One-time funding to purchase audio and visual presentation systems for the Community Center’s multi-purpose rooms and the Environmental Education Center’s Painted Desert and Jackrabbit Rooms. Items that will be replaced or installed include receivers, speaker systems, projectors, and costs associated with the installation. 45,000 One-time funding for the replacement of the Marley Dance floor. Half of this cost will be funded by the Chandler Unified School District. 10,000 One-time funding for maintenance of the Center for the Arts divisible hydraulic turntable. The turntable system controls the turning of the seating pods. The system is 27 years old and maintenance has not been performed in more than 17 years. Half of this cost will be funded by the Chandler Unified School District. 36,600 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 Jazz Festival and CinePark event. The funding will allow these events to continue to grow and enhance the City’s signature events to align with City Council vision. 48,000 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. 67 45,000 City of Chandler 2017-18 Adopted Budget Budget Polices, Process and Decisions Fiscal Year (FY) 2017-18 Budgetary Additions to General Fund (continued) Ongoing Cost One-time Cost Community Services (continued) 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. $ $ 6,000 Downtown Redevelopment Ongoing funding for contracted street sweeping and services for the new Downtown Parking garage. 47,500 Economic Development Ongoing funding to upgrade to CoStar Suite. Currently the Economic Development staff is using the standard platform; however the upgrade will provide new functionality and features so staff can better prioritize future retention and expansion visits from companies that may be at risk of relocating to other cities. 3,600 One-time funding for entrepreneurial and small business development Although the related services for the City’s Incubator program. Innovations facility closed, the goal is to continue 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 ongoing funding, provides eligibility to receive grant funding up to $400,000 to provide community marketing. 63,500 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. 7,500 Fire, Health & Medical Ongoing funding for operation and maintenance costs associated with the operation of the first phase of the Public Safety Training Facility. This facility will be shared with Police. 48,333 Ongoing and one-time funding for three Fire Captain, three Fire Engineer, and six Firefighter positions and associated operations and maintenance costs for the Southeast Fire Station. The station is anticipated to open in April 2018. Staff will be hired in January 2018 to allow for a three month academy. 739,334 68 1,044,723 City of Chandler 2017-18 Adopted Budget Budget Polices, Process and Decisions Fiscal Year (FY) 2017-18 Budgetary Additions to General Fund (continued) Ongoing Cost One-time Cost Fire, Health & Medical (continued) Ongoing and one-time funding to increase the quantity of Emergency Medical Services (EMS) supplies kept on hand for restocking ambulances. The ongoing cost is anticipated to be 100% offset by revenue from the ambulance service contract. $ 71,000 Ongoing funding to increase Fire, Health & Medical’s overtime budget to correspond with wage increases and ensure adequate funding to support critical functions. 53,000 Ongoing and one-time funding to purchase a one-ton Low Acuity Vehicle. One-time costs include vehicle, tax, upfitting, Mobile Computer Terminal (MCT), and mobile radio. Ongoing costs include MCT service, maintenance, fuel, tires, and vehicle maintenance. 8,900 $ 104,000 78,000 One-time funding for a 12-week fire academy for five firefighters. This will enable staff to incorporate hiring for attrition-related vacancies into the academy needed for the new Southeast Fire Station. This includes overtime, protective gear, initial uniforms, disposable supplies, textbooks, and medical exams for five recruits. 97,000 One-time funding for a 9-month paramedic education program for nine This request will allow the firefighters beginning in July 2017. department to incorporate training for paramedics related to attrition into the required training related to the new Southeast Fire Station. 287,000 One-time funding to purchase replacement extrication equipment on Ladder 288. The existing extrication equipment does not meet current standards. The new equipment will provide state of the art performance, reduce maintenance, save compartment space, and provide safer and simpler operation capabilities. 36,000 One-time funding of overtime for the car seat clinic program, although grants will continue to be pursued. This program will provide up to 42 clinics per year. 20,000 One-time funding for potential grant matching fund requirements. This funding is used if needed to match funding for grants awarded to the Fire, Health & Medical Department. 120,000 Law Ongoing and one-time funding for a full-time Legal Secretary Redaction Specialist position and associated costs. 75,965 280 24,000 5,000 Management Services Ongoing and one-time funding for increased utility lockbox and e-lockbox fees associated with utility billing. 69 City of Chandler 2017-18 Adopted Budget Budget Polices, Process and Decisions Fiscal Year (FY) 2017-18 Budgetary Additions to General Fund (continued) Ongoing Cost One-time Cost Neighborhood Resources 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 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. 10,000 Non Departmental Ongoing funding for online payment portal costs. These costs are billed rd by a 3 party payment processor (InvoiceCloud) and are associated with the Portal for Electronic Payment Processing Integrations (PEPPI) project. 4,500 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 Planning Ongoing funding for one City Planner position and related operations and maintenance costs, which was previously being funded on a one-time basis. 108,746 Police Ongoing funding for operating costs of a 911 Center console workstation, the last of four consoles being added to allow for centralization of all ancillary responsibilities in Dispatch and allow for the absorption of future technology monitoring requirements. 2,560 Ongoing funding for operation and maintenance costs associated with the operation of the first phase of the Public Safety Training Facility. This facility will be shared with Fire, Health & Medical. 116,307 70 City of Chandler 2017-18 Adopted Budget Budget Polices, Process and Decisions Fiscal Year (FY) 2017-18 Budgetary Additions to General Fund (continued) Ongoing Cost One-time Cost Police (continued) Ongoing and one-time funding for four Police Officer positions and associated costs, including two patrol vehicles. This request is made to meet patrol staffing requirements. $ 482,859 $ 181,690 Ongoing and one-time funding for two Detention Officer positions and associated costs for the Gilbert-Chandler Joint Holding Facility. These positions will provide an appropriate level of staffing to ensure continued service without burdening the existing staff with extended work hours. The ongoing costs are partially offset by a reduction to the prisoner care budget. 187,639 22,418 Ongoing and one-time funding to add two Police Administrative Specialists and to reclassify two Police Sergeants positions to Police Lieutenants to provide 24-hour Watch Commander coverage. 244,294 72,145 Ongoing and one-time funding to upgrade the Telestaff application, used for scheduling and accounting of patrol personnel, as well as automated deployment of overtime and extra duty assignments. The newest version provides enhancements that are currently not available such as full remote access and web-based functionality. 12,960 20,430 Ongoing funding for overtime related to various City sponsored special th events including the Ostrich Festival, 4 of July, and the Tumbleweed Tree Lighting. 50,000 Ongoing funding to increase Police Officer overtime that is no longer supported by salary savings. 200,000 One-time funding to replace existing Taser equipment with new models. Current Tasers where purchased in November 2011 and are now out of warranty. This is the first phase of replacing all Tasers over the next four years. Additional replacement purchases will be made during FY 2017-18 through the Police Forfeiture fund. 100,000 One-time funding to extend the Business System Support Analyst contract. This position directly supports the crime analysis unit and department projects. Extending this contract allows for Police to continue designing and implementing internally developed applications to meet specific departmental needs. 98,767 One-time funding to purchase a hiring test and grading program for a three year period. This applicant test is a vital part of Chandler Police Department’s selection process. 25,500 One-time funding to purchase a Drug Analysis-Gas Chromatograph Mass Spectrometer (GC-MS). The current unit used by the Forensic Analysis Unit is outdated and in need of replacement. 140,000 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. 75,000 71 City of Chandler 2017-18 Adopted Budget Budget Polices, Process and Decisions Fiscal Year (FY) 2017-18 Budgetary Additions to General Fund (continued) Ongoing Cost One-time Cost Transportation & Development (continued) Ongoing funding for one new acre of responsibility for landscape maintenance and utilities (including increased utility costs). This request is partially offset by existing departmental funds. $ 40,794 Ongoing funding for the contribution to the Technology Replacement Fund for future replacement costs for nine larger monitors, five tablets, and 17 ePlanCheck software licenses. 20,765 Ongoing funding for operations and maintenance related to the purchase of a Crack Seal Kettle Trailer/PM-10 Vacuum/Compressor. This includes maintenance on kettle heating system pumps, heating elements, a truck mounted compressor, vacuum systems, hydraulic systems, and replacements of tires, oil, and filters. 14,900 $ One-time funding for increases to the Valley Metro contract of $790,000 for a new bus route on Ray Road, $125,000 to enhancement the bus service on Arizona Avenue (route 112) beginning in October 2017, and $25,000 for other increases on the existing fixed route bus service. 940,000 One-time funding for contractual Civil Plan Review, Building Plan Review, and Building and Civil Inspection services to accommodate demand peaks to maintain current service level instead of adding staff. 245,600 One-time funding to accelerate and complete street maintenance for local and arterial streets. This additional funding will provide for placement of 166,160 pounds of crack seal material, 1,640,000 linear feet of crack seal service, 63 lane miles of tire rubber modified surface seal (TRMSS), 16 lane miles of arterial slurry seal, and 7 lane miles of residential slurry seal. 1,000,000 One-time funding for a temporary Capital Projects Support Analyst to maintain the expected level of service in the Capital Projects Division. 65,639 One-time funding for the increased demand of Dial-a-Ride services to provide travel without the requirement of transfers for Americans with Disabilities Act (ADA) certified Chandler senior or disabled residents. 200,000 One-time funding to purchase 16 speed reader boards, 2 portable combination radar trailers/variable message signs, and 2 dynamic message signs to be dedicated to construction projects and special events in the downtown area. 140,000 72 City of Chandler 2017-18 Adopted Budget Budget Policies, Process and Decisions Fiscal Year (FY) 2017-18 Budgetary Additions to Other Funds The Adopted Budget contains the following additions to Other Funds: Ongoing Cost One-time Cost Administrative Services Workers’ Compensation Self-Insurance Trust Fund Ongoing funding to reallocate personnel costs from the Medical SelfInsurance Fund due to changes in the job responsibilities of the employees providing personnel support to these funds. Ongoing and one-time funding to activate the workers’ compensation module of the existing Riskmaster software to enhance productivity. This funding includes the development of feeds from CorVel (a third party administrator the City uses to process workers’ compensation claims) and Oracle, project management, and end user training. $ 57,400 12,975 $ 113,585 Short-term Disability Self-Insurance Fund Ongoing funding to reallocate personnel costs from the Medical SelfInsurance Fund due to changes in the job responsibilities of the employees providing personnel support to these funds. 15,700 Management Services Insured Liability Self-Insurance Fund One-time funding for an Environmental Consultant to audit City facilities These regulations for compliance with environmental regulations. include air, wastewater, groundwater, drinking water, hazardous waste, solid waste, and emergency preparedness. 200,000 Municipal Utilities Water Operating Fund Ongoing funding for future replacement costs for the upfitting of a crane to the Vehicle Replacement Fund. 4,210 Wastewater Operating Fund Ongoing and one-time funding for 9 positions (5 full-time Wastewater Treatment Plant Operators I, 2 full-time Wastewater Treatment Plant Operators II, 1 full-time Wastewater Facilities Superintendent, 1 full-time Utilities Electrician positions), and associated costs for the Ocotillo Water Reclamation Facility expansion. 3,172,453 Ongoing funding to increase operations and maintenance due to the continued increase amount of wastewater at the Kyrene Lift Station. 81,000 Ongoing funding for an annual contract for more extensive sewer main cleaning. 125,000 Ongoing and one-time funding to purchase a half-ton pick-up including upfitting and the contributions to the Vehicle Replacement Fund for the Wastewater Quality Division. 2,668 73 49,000 24,400 City of Chandler 2017-18 Adopted Budget Budget Polices, Process and Decisions Fiscal Year (FY) 2017-18 Budgetary Additions to Other Funds (continued) Ongoing Cost One-time Cost Municipal Utilities (continued) Wastewater Industrial Process Treatment Fund Ongoing and one-time funding to purchase a half-ton pick-up including upfitting and the contributions to the Vehicle Replacement Fund for the Ocotillo Brine Reduction Facility. $ 2,668 $ 24,400 Solid Waste Operating Fund One-time funding for the Paseo Vista Recreation area to utilize contractual maintenance to maintain approximately 30-acres along the perimeter of the site. This area encompasses the side slopes as well as areas that various landfill monitoring equipment are located. 100,000 Neighborhood Resources Community Development Block Grant Fund Ongoing and one-time funding for a full-time Code Inspector position and associated costs. This position is necessary to support the City’s Blight Elimination Program, which is systematic proactive inspection program of homes located in the 41 Community Development Block Grant eligible areas. 101,871 5,380 Non-Departmental One-time funding to update the System Development/Impact Fee Plan (Land Use Assumptions and Infrastructure Improvement Plans). These documents serve as the source documents for updating Impact and System Development Fees for the City. This funding will be split between the nine active Impact/System Development Funds ($15,000), with a smaller share ($5,000) charged to the three Impact Fees that do not have any future Impact Fee projects. 150,000 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, body worn cameras, Police Electronic Data Management System, and Taser replacements. 74 1,165,000 City of Chandler 2017-18 Adopted Budget Budget Polices, Process and Decisions Decision Packages Not Funded in Fiscal Year (FY) 2017-18 The table below shows all of the decision packages that were not funded for FY 2017-18. This is combined with the net amount of the decision packages that were approved for FY 2017-18 but were approved for an amount different from the original request to provide a combined total of unfunded requests. Total Other One-time FTE Personnel One-Time Request Other Ongoing Department Personnel Ongoing General Fund: Administrative Services Building Information Technology's Workforce Total: 0.00 $ - $ - $ 243,190 $ - $ 243,190 $ - $ - $ 243,190 $ - $ 243,190 Fire, Health & Medical Building Sustainability Study $ - $ - $ - $ 58,000 $ 58,000 Total: 0.00 $ - $ - $ - $ 58,000 $ 58,000 Police Investigative Analyst - FUSION Center Police Investigative Specialist - Sex Crimes Police Investigative Specialists - Two Part-Time Positions Reclassification of Computer Support Assistant Police Radio Communications Analyst ($74,500 budget 1.00 1.00 1.00 $ 89,628 $ 77,288 97,430 41,173 2,985 $ 2,985 3,800 - - $ - 109,722 5,590 - 14,330 129,642 - 65,147 9,220 - 205,270 8,120 270,417 17,340 Police Department reduction in Other Equipment R and M) 1.00 Additional Patrol Vehicles Police Officer Cell Phone Implementation Total: 4.00 $ 415,241 $ 89,727 $ 6,496 $ 99,109 6,496 86,769 101,230 41,173 - $ 240,712 $ 745,680 Transportation & Development Engineer - New Position 1.00 $ 123,514 $ 4,260 $ - $ 7,207 $ 134,981 Total: 1.00 $ 123,514 $ 4,260 $ - $ 7,207 $ 134,981 General Fund Total: 5.00 $ 538,755 $ 93,987 $ 243,190 $ 305,919 $ 1,181,851 General Fund Total: 5.00 10.00 848,193 77,462 85,943 158,899 1,170,497 $ 1,386,948 $ 171,449 $ 329,133 $ 464,818 $ 2,352,348 New Position - Sr. Utilities Mechanic 1.00 $ 89,654 $ 2,755 $ - $ 25,200 $ 117,609 Total: Other Funds Total: 1.00 $ 89,654 $ 2,755 $ - $ 25,200 $ 117,609 $ 89,654 $ 2,755 $ - $ 25,200 $ 117,609 General Fund Net Reductions to Requested Amounts: * Other Funds: Municipal Utilities Other Funds Net Reductions to Requested Amounts: * Other Fund Total: 1.00 Combined Total: 11.00 $ 1,476,602 $ 174,204 $ 329,133 $ 490,018 $ 2,469,957 *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 decision packages. 75 City of Chandler 2017-18 Adopted Budget Budget Polices, Process and Decisions 76 FINANCIAL AND PERSONNEL OVERVIEWS 4 Adopted Budget Summaries Department Budget Summaries Fund Summaries Personnel Summaries FINANCIAL AND PERSONNEL OVERVIEWS Chandler’s employees are some of the most professional and compassionate in government today. It is a team dedicated and conditioned to high performance -- one more reason why our community continues to thrive. City of Chandler 2017-18 Adopted Budget Financial & Personnel Overview Adopted Budget Summaries The Chandler City Council adopted the Fiscal Year (FY) 2017-18 budget of $934,545,997 on June 8, 2017. 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 $469,243,510 and the use of $314,660,785 of fund balance from various funds. Spending appropriation includes $717,641,212 for departmental operations and capital, $147,926,231 for contingencies and reserves, $62,143,209 for debt service in various funds, and equipment, technology, and vehicle replacement purchases of $6,835,345. 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 2015-16 Actual Revenues Fund Balances $ Sale of Bonds 2016-17 Adopted Budget - $ 483,501,895 70,000,000 Grants Revenues $ Total Resources - 314,660,785 (34.9%) 126,226,000 N/A 23,058,178 35,683,322 24,415,702 (31.6%) 452,065,390 469,243,510 3.8% 934,545,997 (3.8%) 553,539,649 $ $ $ % Change Adopted to Adopted 460,481,470 Encumbrance or Carryforward from Prior Years Net Adjusted Budget 2017-18 Adopted Budget 553,539,649 971,250,607 $ (273,672,954) (324,944,085) $ 646,306,522 $ 660,873,043 2.3% Appropriations 2015-16 Actual Expenditures General Government $ 2016-17 Adopted Budget 123,800,939 $ 187,823,511 2017-18 Adopted Budget $ 180,019,394 % Change Adopted to Adopted (4.2%) Public Safety 110,325,385 134,440,299 138,877,323 3.3% Municipal Utilities (1) 116,186,975 360,677,425 254,364,047 (29.5%) 54,220,416 111,836,515 144,380,448 29.1% - 108,159,878 147,926,231 36.8% 66,163,463 59,454,061 62,143,209 4.5% 6,835,345 (22.8%) 934,545,997 (3.8%) Transportation & Development Fund Contingencies & Reserves (2) Debt Service Capital/Tech/Vehicle Replacement Total 6,098,093 $ Encumbrance or Carryforward from Prior Years Net Adjusted Budget (1) (2) 476,795,271 8,858,918 $ $ 476,795,271 971,250,607 $ (324,944,085) $ 646,306,522 (273,672,954) $ 660,873,043 2.3% 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) 2016-17 includes budget of $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. 77 City of Chandler 2017-18 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 as shown on the chart and table below. The chart below reflects the percentage of total resource appropriation by category for Fiscal Year (FY) 2017-18. The table reflects the change in the adopted resource appropriation percentage from FY 2016-17 to FY 2017-18. As required by Arizona State statute, the property tax levy at an estimated $30,499,600 was adopted on June 22, 2017. The levy includes a Primary Tax Rate of $0.27 and a Secondary Tax Rate of $0.87, for a total tax rate of $1.14 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 (3) Fund Balances Forward Total (1) (2) (3) $ 2016-17 Adopted Budget 110,025,800 77,977,071 120,442,360 47,010,700 66,633,439 29,976,020 35,683,322 483,501,895 971,250,607 $ $ 2017-18 Adopted Budget 122,552,800 85,533,000 124,548,188 38,002,800 67,857,122 30,749,600 126,226,000 24,415,702 314,660,785 % Change Adopted to Adopted 11.4% 9.7% 3.4% (19.2%) 1.8% 2.6% N/A (31.6%) (34.9%) 934,545,997 (3.8%) 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. Amount reported includes reimbursement of $2,534,358 (Wastewater Fund) in Fiscal Year (FY) 2016-17. FY 2016-17 Property Tax adopted amount of $29,976,020 includes Prior Year Property Tax (Primary and Secondary) of $350,000. FY 2017-18 Property Tax adopted amount of $30,749,600 includes Prior Year Property Tax (Primary and Secondary) of $250,000 Effective July 1, 2017, the Adopted Budget for general operating Grants (Fund 217 only) will be in the Non-departmental cost center, rather than in department budgets. Expenditures will continue to occur within the Department and the budget will be adjusted accordingly. The exception to this is position specific funding. This change is intended to improve the management of grants by keeping the grant budgets out of cost center budgets until the notification of grant award is officially received by the City. 78 City of Chandler 2017-18 Adopted Budget Financial & Personnel Overview Where the Money Goes The chart below reflects the percentage of total expenditure appropriation of $934,545,997 by department for Fiscal Year (FY) 2017-18. The table reflects the change in the adopted expenditure appropriation percentage from FY 2016-17 to FY 2017-18. (3) (4) (5) % Change Adopted to Adopted (26.9%) N/A (25.2%) 2.2% 5.6% 5.2% 2.7% 3.7% 4.5% (22.8%) (19.3%) 36.8% $ Total $ 971,250,607 $ 934,545,997 (3.8%) $ 191,281,633 225,572,542 416,854,175 446,236,554 108,159,878 $ 202,457,300 224,164,206 426,621,506 359,998,260 147,926,231 5.8% (0.6%) 2.3% (19.3%) 36.8% $ 971,250,607 $ 934,545,997 (3.8%) Total (2) 2017-18 Adopted Budget 41,894,144 23,918,827 27,992,400 37,093,677 48,121,520 75,578,193 73,199,775 29,844,416 62,143,209 6,835,345 359,998,260 147,926,231 General Government (1)(2)(3) Administrative Services (1) Community Services (2) Fire, Health & Medical(3) Management Services Municipal Utilities Police Transportation & Development Debt Service Equip/Tech/Vehicle Replacement Major Capital(4) Contingency & Reserves (5) By Category Personnel & Benefits Operating & Maintenance Subtotal Operating Major Capital Contingency & Reserves (1) 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 $ Effective July 1, 2017, all Buildings and Facilities, Human Resources, Workers Compensation Liabilities, Fleet Services, Information Technology, and ITOC cost centers are transferred from the City Manager Department to the newly created Administrative Services Department. Effective July 2016, the Community Services Department is re-established with the transfer of the Cultural Affairs Divisions from City Manager and the transfer of the Neighborhood Resources Divisions to the City Manager Department. During FY 2016-17 Fleet Services transferred from Fire, Health & Medical Services to City Manager Department and effective July 1, 2017 Fleet Services is transferred to the new Administrative Services Department. In this presentation, the Major Capital does not include $4,589,170 of reserves appropriated for cost center 1291, Non-departmental Capital, as it is included in the Contingency & Reserves category for FY 2016-17 and $14,537,874 for FY 2017-18. 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. 79 City of Chandler 2017-18 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 $357,642,952, debt service expense is $62,143,209, and equipment, technology, and vehicle replacement purchases are $6,835,345. Contingencies and reserves tied to operating costs are $129,838,357 for an operating total of $556,459,863. Capital budgets include $114,807,080 in new appropriation for department capital projects, $259,729,054 in capital carryforward, and $3,550,000 in capital contingencies and reserves for a total of $378,086,134. Operating Budget by Function (All Funds) 2016-17 Adopted Budget General Government $ 0.4% 107,594,412 110,293,452 2.5% Municipal Utilities 71,833,055 75,578,193 5.2% Transportation & Development 28,788,967 29,844,416 3.7% 357,642,952 2.3% 8,858,918 6,835,345 (22.8%) 59,454,061 62,143,209 4.5% 102,020,708 129,838,357 27.3% 556,459,863 7.0% Total Department Operating $ Equip/Tech/Vehicle Replacement Debt Service Contingency & Reserves Total Operating $ 349,567,696 519,901,383 $ % Change Adopted to Adopted 141,926,891 Public Safety 141,351,262 2017-18 Adopted Budget $ $ Capital Budget by Function (All Funds) 2016-17 Adopted Budget General Government $ 25,669,621 2017-18 Adopted Budget $ % Change Adopted to Adopted 15,690,650 (38.9%) Public Safety 16,751,013 8,318,300 (50.3%) Municipal Utilities 61,427,059 30,477,000 (50.4%) Transportation & Development 35,480,846 60,321,130 70.0% 114,807,080 (17.6%) 310,470,685 259,729,054 (16.3%) 1,550,000 3,550,000 129.0% Total Major Capital $ Capital Carryforward Contingency & Reserves 139,328,539 $ Total Capital $ 451,349,224 $ 378,086,134 (16.2%) Grand Total - Operating & Capital $ 971,250,607 $ 934,545,997 (3.8%) 80 City of Chandler 2017-18 Adopted Budget Financial & Personnel Overview Departmental Budget Comparison Summary The following tables provide summary and detail information on the change between the adopted budget for Fiscal Year (FY) 2016-17 and the adopted budget for FY 2017-18. For operating cost centers, explanations of significant highlights for the FY 2017-18 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. 2015-16 Actual Expenditures Mayor and Council Communications and Public Affairs City Clerk City Manager Organizational Support City Magistrate Law Administrative Services (1) Community Services Fire, Health & Medical Management Services Non-Departmental Municipal Utilities Police Transportation & Development $ Subtotal $ Fund Contingency - Operating* Fund Contingency - Capital* Debt Service Equipment Replacement Technology Replacement Vehicle Replacement $ Grand Total $ (1) 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget % Change Adopted to Adopted 838,109 $ 2,235,251 575,545 1,019,090 39,344,492 4,125,403 5,698,882 35,169,010 36,207,963 7,538,942 27,256,215 116,186,975 74,117,422 54,220,416 404,533,715 $ 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 84,219,979 111,836,515 794,777,750 $ 897,526 $ 2,817,324 900,418 1,086,863 71,085,977 4,552,305 9,666,899 39,541,781 48,667,961 8,817,677 52,977,892 321,418,862 84,770,911 100,086,284 747,288,680 $ 900,628 $ 2,804,144 867,507 874,046 47,927,287 4,226,637 6,893,835 30,286,813 38,030,605 7,590,101 28,425,290 161,177,418 72,653,622 40,802,502 443,460,435 $ 909,003 2,669,650 655,805 1,078,984 31,455,315 4,389,746 9,644,456 33,688,296 46,154,619 53,159,915 8,750,981 40,622,539 254,364,047 85,717,408 144,380,448 717,641,212 3.5% 5.8% (20.7%) (11.4%) (47.6%) (1.3%) 0.6% N/A (5.1%) 5.9% 3.6% (20.7%) (29.5%) 1.8% 29.1% (9.7%) - $ 66,163,463 215,132 2,866,358 3,016,604 476,795,271 $ 102,020,708 $ 6,139,170 59,454,061 892,250 2,492,043 5,474,625 971,250,607 $ 153,793,130 $ 1,412,930 59,454,061 1,031,068 2,675,247 5,595,491 971,250,607 $ - $ 61,026,170 172,942 2,675,246 1,787,503 509,122,296 $ 129,838,357 18,087,874 62,143,209 1,203,000 2,261,395 3,370,950 934,545,997 27.3% 194.6% 4.5% 34.8% (9.3%) (38.4%) (3.8%) Effective July 1, 2017, all Buildings and Facilities, Human Resources, Workers Compensation Liabilities, Fleet Services, Information Technology, and ITOC cost centers are transferred from City Manager Department to the newly created Administrative Services Department. * 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. 81 City of Chandler 2017-18 Adopted Budget Financial & Personnel Overview Cost Center Budget Comparison 2015-16 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 Airport Capital Buildings and Facilities (2) Buildings and Facilities Capital Cultural Affairs Administration(3) Center for the Arts Library Cultural Affairs Capital Museum Downtown Redevelopment (4) Economic Development Downtown Redevelopment (4) Economic Development Capital Tourism Innovations (1) Human Resources (2) Workers Compensation Liability Fleet Services (2)(5) IT Service Delivery Mgmt & Admin(2) IT Applications & Support IT Infrastructure & Client Support ITOC Capital ITOC Operations IT Citywide Capital Neighborhood Resources (6) Code Enforcement Housing and Redevelopment Community Development Planning Total Organizational Support City Magistrate Law Liability Litigation Liability Litigation Claims Total Law $ $ $ $ $ $ $ $ $ $ Total General Government $ (1) (2) (3) (4) (5) (6) 2016-17 Adopted Budget 838,109 $ 884,757 560,048 790,446 2,235,251 575,545 1,019,090 1,540,798 957,608 1,223,229 7,050,403 2,077,207 448,690 1,501,230 5,864,778 103,338 430,296 841,144 395,209 182,242 475,158 3,043,103 1,801,919 1,802,366 3,490,841 2,827,375 1,120,128 73,783 444,378 1,649,270 39,344,492 4,125,403 3,499,559 1,494,228 705,095 5,698,882 $ $ $ $ $ $ $ $ $ 53,836,773 $ 2016-17 Adjusted Budget 878,151 $ 1,158,244 475,866 889,382 2,523,492 826,714 1,217,750 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 60,037,544 4,447,081 3,634,983 1,980,580 3,969,715 9,585,278 $ $ $ $ $ $ $ $ $ 79,516,010 $ 2016-17 Estimated Expenditures 897,526 $ 1,230,749 642,267 944,308 2,817,324 900,418 1,086,863 1,074,932 8,194,095 7,512,926 3,972,834 931,997 437,151 2,567,208 681,297 1,669,449 3,743,137 2,479,500 1,177,585 1,941,606 4,394,113 3,268,095 2,486,272 152,356 2,209,159 569,218 1,520,864 13,296,488 5,091,844 1,713,851 71,085,977 4,552,305 3,690,305 1,990,681 3,985,913 9,666,899 $ $ $ $ $ $ $ $ $ 91,007,312 $ 2017-18 Adopted Budget 900,628 $ % Change Adopted to Adopted 909,003 3.5% 1,309,846 487,628 872,176 2,669,650 655,805 1,078,984 13.1% 2.5% (1.9%) 5.8% (20.7%) (11.4%) $ 1,073,327 6,341,607 423,598 832,815 2,567,208 241,894 285,930 483,508 1,187,798 12,388,605 3,873,326 1,755,699 31,455,315 4,389,746 3,706,860 1,949,024 3,988,572 9,644,456 N/A 1.4% (28.3%) (100.0%) (100.0%) (100.0%) (100.0%) (100.0%) (100.0%) (100.0%) N/A (8.2%) (100.0%) 0.0% (63.1%) (82.2%) (100.0%) (100.0%) N/A (100.0%) (100.0%) (100.0%) (100.0%) (100.0%) (100.0%) N/A N/A N/A N/A 3.6% (47.6%) (1.3%) 2.0% (1.6%) 0.5% 0.6% 64,494,084 $ 50,802,959 (36.1%) 1,231,199 643,153 929,792 2,804,144 867,507 874,046 1,076,544 553,028 7,484,783 1,837,874 916,974 430,614 509,997 1,610,123 3,336,002 2,000,000 1,169,625 1,822,060 4,352,164 3,096,314 213,765 14,675 943,362 455,101 1,489,359 8,484,422 4,449,405 1,681,096 47,927,287 4,226,637 3,644,782 1,528,066 1,720,987 6,893,835 $ $ $ $ $ $ $ $ Effective July 1, 2015, Innovations was established as a new cost center and separated from the Economic Development cost center, effective July 1, 2016, Innovations transferred to Economic Development from City Manager Department. Effective July 1, 2017, all Buildings and Facilities, Human Resources, Workers Compensation Liabilities, Fleet Services, and Information Technology cost centers are transferred from City Manager Department to the newly created Administrative Services Department. Effective July 2016, the Cultural Affairs Divisions transferred to the re-established Community Services Department. Effective July 1, 2017, the Downtown Redevelopment cost center transfers from the Economic Development Division to City Manager Department. During Fiscal Year (FY) 2016-17 Fleet Services transferred from Fire, Health & Medical Services to City Manager Department. Effective July 2016, the Community & Neighborhood Services Department is dismantled and the Neighborhood Resources Divisions are transferred to City Manager Department. 82 City of Chandler 2017-18 Adopted Budget Financial & Personnel Overview Cost Center Budget Comparison (continued) 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget % Change Adopted to Adopted Administrative Services(1) Human Resources $ Workers Compensation Liability Fleet Services Buildings and Facilities Buildings and Facilities Capital IT Service Delivery Mgmt & Admin IT Applications & Support IT Infrastructure & Client Support ITOC Capital ITOC Operations IT Citywide Capital Total Administrative Services $ - $ - $ - $ - $ - $ - $ - $ - $ 3,450,869 2,479,500 1,182,062 7,409,470 3,776,515 2,039,353 4,079,285 3,078,607 2,697,797 199,681 3,295,157 33,688,296 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Community Services(2) Cultural Affairs Administration $ Community Services Administration Center for the Arts Library Cultural Affairs Capital Aquatics Parks Development and Operations Recreation Sports & Fitness Facilities Nature & Recreation Facilities Museum Parks Capital Neighborhood Resources Code Enforcement Housing and Redevelopment Community Development Total Community Services $ - $ 3,582,805 8,187,741 1,296,963 2,215,423 1,597,268 5,323,604 818,972 1,021,389 7,959,291 3,165,556 35,169,010 $ - $ 4,081,765 8,314,033 1,362,770 2,533,440 1,740,835 11,174,301 678,869 1,219,237 12,941,727 4,575,021 48,621,998 $ 399,808 $ 315,424 1,619,329 6,988,053 1,083,727 4,193,159 8,704,813 1,440,920 2,659,921 1,815,895 476,678 9,844,054 39,541,781 $ 332,549 $ 266,927 1,652,617 6,530,054 98,709 4,035,666 8,600,897 1,505,660 2,653,013 1,763,152 466,532 2,381,037 30,286,813 $ 885,438 2,211,052 6,592,333 7,160,018 4,091,571 8,252,804 1,214,000 2,463,341 1,818,185 463,676 11,002,201 46,154,619 N/A N/A N/A N/A N/A 0.2% (0.7%) (10.9%) (2.8%) 4.4% N/A (1.5%) (100.0%) (100.0%) (100.0%) (100.0%) (5.1%) Fire, Health & Medical Administration $ Health & Medical Services Operations Prevention and Preparedness Fire Capital Support Services Fleet Services (3) Total Fire, Health & Medical $ 3,830,159 $ 1,657,951 24,737,323 2,016,260 1,842,486 1,009,671 1,114,113 36,207,963 $ 4,014,125 $ 1,737,979 24,608,742 3,854,972 13,930,023 948,970 1,125,509 50,220,320 $ 4,125,896 $ 1,821,002 25,630,512 3,891,844 12,094,049 1,104,658 48,667,961 $ 3,880,918 $ 1,828,694 25,854,000 1,955,743 3,371,111 1,140,139 38,030,605 $ 4,499,130 2,378,809 27,874,508 1,339,285 16,066,238 1,001,945 53,159,915 12.1% 36.9% 13.3% (65.3%) 15.3% 5.6% (100.0%) 5.9% (1) (2) (3) Effective July 1, 2017, all Buildings and Facilities, Human Resources, Workers Compensation Liabilities, Fleet Services, Information Technology, and ITOC cost centers are transferred from the City Manager Department to the newly created Administrative Services Department. 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. Effective July 2016, the Community Services Department is re-established with the transfer of the Cultural Affairs Divisions from the City Manager and the transfer of the Neighborhood Resources Divisions to the City Manager Department. During FY 2016-17 Fleet Services transferred from Fire, Health & Medical Services to the City Manager Department and effective July 1, 2017 Fleet Services is transferred to the new Administrative Services Department. 83 City of Chandler 2017-18 Adopted Budget Financial & Personnel Overview Cost Center Budget Comparison (continued) 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget % Change Adopted to Adopted 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 $ 575,654 $ 706,490 664,095 371,282 1,579,356 1,845,825 1,395,911 397,822 2,507 25,806,524 1,449,691 34,795,157 $ 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 $ 651,702 $ 732,810 698,393 385,920 1,699,237 2,178,823 1,395,284 449,408 626,100 34,612,139 18,365,753 61,795,569 $ 644,445 $ 741,066 697,883 387,095 1,551,391 1,925,640 1,270,384 317,197 55,000 26,270,635 2,154,655 36,015,391 $ 596,264 747,152 693,556 379,708 1,675,890 2,103,429 1,430,082 651,700 473,200 39,370,539 1,252,000 49,373,520 2.7% 5.2% 1.0% 0.3% 0.6% (1.0%) 3.5% 46.4% 0.0% 6.0% (91.1%) (17.3%) 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 $ 1,002,126 $ 12,428,663 190,421 4,767,158 12,814,167 3,904,204 5,917,973 1,561,246 5,510,801 981,084 1,070,672 2,105,271 45,980,481 5,402,700 938,770 477,161 7,954,665 3,179,410 116,186,975 $ 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 $ 995,677 $ 13,626,132 748,856 5,676,464 96,868,612 6,475,063 8,582,191 1,622,940 7,130,394 1,320,569 1,092,506 2,517,648 146,191,954 10,637,831 1,460,132 1,015,375 10,585,049 4,871,469 321,418,862 $ 899,700 $ 13,283,720 319,960 5,395,548 40,477,775 5,659,859 7,206,178 1,428,402 6,876,069 1,300,000 979,286 2,385,780 54,181,813 6,494,616 1,002,942 868,476 8,656,479 3,760,815 161,177,418 $ 936,825 13,372,154 778,896 5,192,106 76,756,098 5,805,236 7,804,025 1,707,592 6,545,757 1,282,519 1,078,812 2,494,609 101,250,860 9,587,078 1,408,436 733,249 9,690,609 7,939,186 254,364,047 (10.8%) 0.1% (12.1%) 0.9% (27.0%) 1.9% (2.3%) 0.7% 3.1% 0.0% 2.6% 9.5% (44.6%) (0.5%) (0.0%) 17.7% (1.5%) 79.0% (29.5%) (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) 2016-17 includes budget of $2,534,358 (Wastewater Fund). 84 City of Chandler 2017-18 Adopted Budget Financial & Personnel Overview Cost Center Budget Comparison (continued) 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget % Change Adopted to Adopted 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 $ 4,017,239 $ 1,049,135 393,686 2,248,899 34,161,527 14,326,489 1,070,821 4,769,555 1,590,645 1,708,799 2,390,908 4,769,344 1,620,376 74,117,422 $ 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 $ 3,868,943 $ 1,092,487 426,720 2,878,127 32,834,684 14,199,200 1,143,299 5,201,601 1,915,453 1,802,599 2,701,806 4,495,558 12,210,434 84,770,911 $ 3,321,688 $ 1,104,843 422,625 2,434,917 33,770,721 14,140,536 1,152,740 5,185,405 1,780,161 1,801,790 2,575,650 4,294,745 667,801 72,653,622 $ 3,228,786 1,116,963 430,671 2,485,181 35,311,803 14,085,502 1,013,899 5,146,707 1,976,260 1,779,032 2,571,574 4,053,397 12,517,633 85,717,408 (16.0%) 3.9% 1.4% (11.8%) 9.6% 0.8% (9.7%) 0.2% 4.6% (0.8%) (1.4%) (7.8%) (3.1%) 1.8% Transportation & Development Administration $ Development Services Engineering Capital Project Management Streets Streets Capital Traffic Engineering Transit Services Street Sweeping Total Transportation & Development $ 1,190,733 $ 3,404,903 2,109,772 1,621,563 10,181,829 26,622,822 6,472,866 1,135,678 1,480,250 54,220,416 $ 1,284,933 $ 3,527,855 2,190,895 2,041,136 10,089,009 83,047,548 6,696,969 1,655,651 1,302,519 111,836,515 $ 1,354,310 $ 3,562,620 2,214,663 2,064,553 12,677,645 68,081,797 6,773,539 1,974,053 1,383,104 100,086,284 $ 1,208,629 $ 3,572,505 2,155,867 1,874,230 12,284,691 10,054,565 6,637,878 1,707,979 1,306,158 40,802,502 $ 1,411,743 3,485,748 2,194,295 2,030,737 10,074,919 114,536,032 6,857,040 2,764,017 1,025,917 144,380,448 9.9% (1.2%) 0.2% (0.5%) (0.1%) 37.9% 2.4% 66.9% (21.2%) 29.1% Subtotal $ 404,533,715 $ 794,777,750 $ 747,288,680 $ 443,460,435 $ 717,641,212 (9.7%) $ - $ 66,163,463 215,132 2,866,358 3,016,604 102,020,708 6,139,170 59,454,061 892,250 2,492,043 5,474,625 153,793,130 1,412,930 59,454,061 1,031,068 2,675,247 5,595,491 129,838,357 18,087,874 62,143,209 1,203,000 2,261,395 3,370,950 27.3% 194.6% 4.5% 34.8% (9.3%) (38.4%) Grand Total $ 476,795,271 $ 971,250,607 $ 971,250,607 $ 934,545,997 (3.8%) Fund Contingency - Operating Fund Contingency - Capital Debt Service Equipment Replacement Technology Replacement Vehicle Replacement 85 61,026,170 172,942 2,675,246 1,787,503 509,122,296 $ City of Chandler 2017-18 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. 86 City of Chandler 2017-18 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 Fund – 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 Water Fund – Used to account for the provision of reclaimed water 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 Fund – 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. 87 City of Chandler 2017-18 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. 88 City of Chandler 2017-18 Adopted Budget Financial & Personnel Overview Fund Structure Summary FY 2017-18 Total Budget $934,545,997 Governmental Funds Proprietary Funds General Operating Funds $288,136,712 Special Revenue Funds $50,062,268 Capital Project Funds $401,952,359 Enterprise Funds $154,722,465 General $261,704,224 Police Forfeiture $2,490,002 General Gov't Capital Projects $72,020,655 General Obligation Debt Service $26,432,488 Highway User Revenue $19,998,943 Fiduciary Funds Internal Service Funds $39,593,173 Special Assessment Funds $79,020 Water Operations $54,719,190 Workers Compensation Self Insurance Trust $4,068,704 Special Assessments $79,020 Capital Replacement $14,713,537 Reclaimed Water Operations $1,828,570 Self-Insured Liability Self Insurance $6,496,223 Local Transportation Assistance $4,049,891 Capital Grants $30,060,827 Wastewater Operations $65,254,267 Uninsured Liability Self Insurance $1,799,954 Operating Grants $5,000,000 Municipal Arts $208,700 WW Industrial Process Treatment Operations $11,110,629 Short Term Disability Self Insurance $551,942 Housing & Urban Development $13,830,686 General Obligation Bonds $62,385,870 Solid Waste Operations $15,970,252 Dental Self Insurance $2,410,000 Community Development Block Grant $1,982,936 Enterprise Bonds $55,689,209 Airport Operations $1,839,557 Medical Self Insurance Trust $24,266,350 Highway User Debt Service $2,383,988 General Gov't Impact Fees $47,768,384 Expendable Trust Funds $325,822 System Development Fees $119,092,984 In-House Capital $12,193 89 City of Chandler 2017-18 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) 2016-17 and FY 2017-18. 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. 2016-17 Adopted Budget (1) (2) 2017-18 Adopted Budget % Change Adopted to Adopted Local Sales Tax & Licenses Property Tax (1) State Shared Taxes Other Revenues Fund Balance less Transfer In/Out $ 110,015,000 29,976,020 62,907,000 23,940,157 114,722,511 $ 122,542,000 30,749,600 67,533,000 26,302,750 113,030,017 11.4% 2.6% 7.4% 9.9% (1.5%) Total General Fund(2) $ 341,560,688 $ 360,157,367 5.4% FY 2016-17 Property Tax adopted amount of $29,976,020 includes Prior Year Property Tax (Primary and Secondary) of $350,000. FY 2017-18 Property Tax adopted amount of $30,749,600 includes Prior Year Property Tax (Primary and Secondary) of $250,000. 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; FY 2017-18 includes General Funds of $261,904,224, GO Debt Service Funds of $26,432,488, and General Government Capital Project Funds of $72,020,655. 90 City of Chandler 2017-18 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) 2016-17 and FY 2017-18. 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. 2016-17 Adopted Budget (1) (2) 2017-18 Adopted Budget % Change Adopted to Adopted General Government Public Safety Transportation & Development Debt Service Contingency & Reserves (1) $ 117,903,993 105,941,163 51,306,862 21,740,608 44,668,062 $ 109,956,273 113,793,342 52,139,890 25,432,488 58,835,374 (6.7%) 7.4% 1.6% 17.0% 31.7% Total General Fund(2) $ 341,560,688 $ 360,157,367 5.4% Personnel & Benefits Operating & Maintenance Major Capital Contingency & Reserves (1) $ 160,758,972 67,733,841 68,399,813 44,668,062 $ 172,232,053 71,720,059 57,369,881 58,835,374 7.1% 5.9% (16.1%) 31.7% Total General Fund(2) $ 341,560,688 $ 360,157,367 5.4% 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 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; FY 2017-18 includes General Funds of $261,704,224, GO Debt Service Funds of $26,432,488, and General Government Capital Project Funds of $72,020,655. 91 City of Chandler 2017-18 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) 2017-18 budget reflects a 6.6% increase in the General Fund Operating budget, primarily due to a significant increase in Public Safety. The FY 2017-18 General Fund Capital budget reflects a 1.2% increase, primarily due to combination of the decrease in new funding for the downtown parking garage project as compared to FY 2016-17 and a higher level of capital carryforward. The combined operating and capital General Fund change over the prior fiscal year is 5.4%. Operating Budget by Function 2016-17 Adopted Budget General Government $ Public Safety Transportation & Development Total Department Operating $ 86,683,826 2017-18 Adopted Budget 89,376,618 3.1% 101,280,001 109,062,128 7.7% 18,788,378 20,080,878 6.9% 218,519,624 5.7% 206,752,205 $ % Change Adopted to Adopted $ Debt Service 21,740,608 25,432,488 17.0% Contingency & Reserves 38,528,892 40,747,500 5.8% 284,699,612 6.6% Total Operating $ 267,021,705 $ Capital Budget by Function 2016-17 Adopted Budget General Government $ Public Safety Transportation & Development Total Major Capital $ Capital Carryforward Contingency & Reserves Total Major Capital Budget Grand Total (1) (1) 19,477,460 2017-18 Adopted Budget 8,665,650 (55.5%) 2,497,012 1,953,300 (21.8%) 14,139,028 10,679,530 (24.5%) 21,298,480 (41.0%) 36,875,483 50,609,275 37.2% 1,550,000 3,550,000 129.0% 36,113,500 $ % Change Adopted to Adopted $ $ 74,538,983 $ 75,457,755 1.2% $ 341,560,688 $ 360,157,367 5.4% 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. FY 2017-18 includes General Funds of $261,704,224, GO Debt Service Funds of $25,432,488, and General Government Capital Project Funds of $72,020,655. 92 City of Chandler 2017-18 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 Investment Partnerships Program Grant (HOME), 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 $ 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 51,518,069 $ $ 2017-18 Adopted Budget 1,165,000 1,300,000 16,000,000 700,000 4,974,000 615,853 1,379,886 1,228,463 888,049 409,256 121,732 5,546,947 740,000 95,737 3,000,000 875,888 11,021,457 % Change Adopted to Adopted (49.7%) 244.6% 14.3% 1.0% (4.9%) (40.3%) (31.1%) (13.5%) (15.5%) (18.3%) (14.8%) 2.4% (12.9%) 248.1% 0.0% 23.7% (13.6%) 50,062,268 (2.8%) 2017-18 Adopted Budget 15,007,120 148,077 2,450,326 17,810,347 12,262,410 2,383,988 50,062,268 % Change Adopted to Adopted (12.3%) (100.0%) (14.2%) (68.6%) 6.1% 78.6% (10.8%) (2.8%) 7,043,927 21,490,120 12,262,410 9,265,811 50,062,268 (17.6%) (22.1%) 78.6% 8.7% (2.8%) 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 $ $ $ $ 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 8,549,081 27,577,831 6,864,000 8,527,157 51,518,069 93 $ $ $ $ City of Chandler 2017-18 Adopted Budget Financial & Personnel Overview Enterprise Operational Funds Revenues and Expenses Enterprise Operational Funds include the Water Operating Fund, Reclaimed Water Operating Fund, Wastewater Operating Fund, Wastewater Industrial Process Treatment, Solid Waste Operating Fund, and Airport Operating Fund. 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 selfsustaining 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 2016-17 Adopted Budget Water Services $ 2.5% 1,700,000 1,900,700 11.8% Wastewater Services 40,500,000 43,200,000 6.7% WW Industrial Process Treatment 12,488,672 11,565,926 (7.4%) Solid Waste Services 14,603,586 15,300,763 4.8% 1,051,195 879,200 (16.4%) 6,037,774 4,590,003 (24.0%) 52,539,238 27,585,873 (47.5%) 154,722,465 (12.8%) Airport Services Other Revenues (1) Fund Balance less Transfers In/Out Total Enterprise Operational Funds $ 177,420,465 $ % Change Adopted to Adopted 49,700,000 Reclaimed Water Services 48,500,000 2017-18 Adopted Budget $ Expenses 2016-17 Adopted Budget Water $ (12.1%) 1,700,000 1,828,570 7.6% Wastewater 83,328,005 69,254,267 (16.9%) WW Industrial Process Treatment 12,062,418 11,110,629 (7.9%) Solid Waste 16,010,309 15,970,252 (0.3%) 2,069,592 1,839,557 (11.1%) (1) Airport Total Enterprise Operational Funds $ 177,420,465 $ 154,722,465 (12.8%) Personnel & Benefits $ 19,192,096 $ 20,236,281 5.4% Operating & Maintenance 87,401,746 91,475,054 4.7% Contingency & Reserves 27,875,598 28,568,810 2.5% 14,442,320 (66.4%) 154,722,465 (12.8%) Capital - Major Total Enterprise Operational Funds (1) $ % Change Adopted to Adopted 54,719,190 Reclaimed Water 62,250,141 2017-18 Adopted Budget 42,951,025 $ 177,420,465 $ 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 2016-17 includes $2,534,358 in the Wastewater Fund. 94 City of Chandler 2017-18 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 2017-18 Category Revenue Budget Property Tax $ 7,323,000 Franchise Fee 3,334,000 Transaction Privilege Tax 117,796,000 Other Licenses 1,412,000 State Shared Revenues 67,533,000 Charges for Services 16,271,400 Miscellaneous Receipts 6,053,650 Court Fines 3,137,700 Fund Balance 106,837,924 Subtotal Resources $ 329,698,674 Dept/Cost Center Administrative Services City Clerk City Magistrate City Mgr & Organizational Support CAPA Community Services Fire, Health & Medical Law Mayor & Council Management Services Non-Departmental(2) Police Transportation & Development Total Expenditures FY 2017-18 Expenditure Budget $ 19,958,287 655,805 4,389,746 7,887,729 2,669,650 27,467,108 37,093,677 3,688,960 909,003 7,469,113 57,465,817 71,968,451 20,080,878 $ 261,704,224 Net Transfers In/Out (1) Total Resources $ Category Property Tax Miscellaneous Receipts Fund Balance FY 2017-18 Revenue Budget $ 23,426,600 390,000 2,615,888 Dept/Cost Center Debt Services Non-Departmental(2) FY 2017-18 Expenditure Budget $ 25,432,488 1,000,000 Total Resources $ Total Expenditures $ (67,994,450) 261,704,224 General Fund Debt Service Fund (310) 26,432,488 26,432,488 General Government Capital Projects Fund (401) FY 2017-18 Category Revenue Budget Miscellaneous Receipts $ 450,000 Subtotal Resources $ 450,000 Net Transfers In/Out (1) $ 71,570,655 Total Resources $ 72,020,655 Dept/Cost Center Administrative Services City Mgr & Organizational Support Community Services Fire, Health & Medical Non-Departmental(2) Police Transportation & Development FY 2017-18 Expenditure Budget $ 9,437,944 2,567,208 7,322,503 1,946,581 15,902,774 2,784,633 32,059,012 Total Expenditures $ Highway User Revenue Fund (HURF) (215) FY 2017-18 Dept/Cost Center Category Revenue Budget Highway User Tax $ 16,000,000 Streets Interest Income 228,000 Streets Capital Fund Balance 6,179,029 Traffic Engineering Non-Departmental(2) Subtotal Resources $ 22,407,029 (1) Net Transfers In/Out (2,408,086) Total Resources $ 19,998,943 Total Expenditures (1) (2) 72,020,655 FY 2017-18 Expenditure Budget $ 4,533,635 6,942,348 4,330,673 4,192,287 $ 19,998,943 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. 95 City of Chandler 2017-18 Adopted Budget Financial & Personnel Overview Major Fund Summaries (continued) Category Net Transfers In/Out (1) Total Resources Highway User Revenue FY 2017-18 Revenue Budget 2,383,988 $ 2,383,988 Debt Service Fund (320) Dept/Cost Center Debt Services Total Expenditures Local Transportation Assistance Fund (LTAF) (216) FY 2017-18 Dept/Cost Center Revenue Budget Category Lottery Entitlements $ 700,000 Streets Capital Bus Shelter/Service 161,760 Transit Services Non-Departmental(2) Interest Income 55,000 Fund Balance 3,134,656 Subtotal Resources $ 4,051,416 Net Transfers In/Out (1) (1,525) Total Resources $ 4,049,891 Total Expenditures Grant Funds (217 thru 240) FY 2017-18 Dept/Cost Center Revenue Budget Category Operating Grants $ 4,974,000 City Mgr & Organizational Support Home Program 615,853 Law Non-Departmental(2) Community Dev Block Grant 1,379,886 Public Housing Authority (PHA) 2,713,500 Police Housing Authority Section 8 5,566,947 Capital Fund Program 740,000 Proceeds Reinvestment Projects 116,737 PHA Grant Contingency 3,000,000 Interest 99,000 Fund Balance 1,322,699 Subtotal Resources $ 20,528,622 Net Transfers In/Out (1) 285,000 Total Resources $ 20,813,622 Total Expenditures Category Grants Fund Balance Total Resources (1) (2) Capital Grant Fund (417) FY 2017-18 Dept/Cost Center Revenue Budget $ 5,308,779 Administrative Services 24,752,048 City Mgr & Organizational Support Community Services Transportation & Development $ 30,060,827 Total Expenditures FY 2017-18 Expenditure Budget 2,383,988 $ 2,383,988 FY 2017-18 Expenditure Budget $ 1,104,461 899,230 2,046,200 $ 4,049,891 FY 2017-18 Expenditure Budget $ 14,664,428 17,900 6,064,970 66,324 $ 20,813,622 FY 2017-18 Expenditure Budget $ 322,500 5,304,061 1,333,034 23,101,232 $ 30,060,827 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. 96 City of Chandler 2017-18 Adopted Budget Financial & Personnel Overview Major Fund Summaries (continued) Water Operating (605) FY 2017-18 Category Dept/Cost Center Revenue Budget Water Sales $ 49,700,000 Administration Meter Installation Fees 610,000 Water Distribution Connect Fees 350,000 Water Capital Other Charges 260,000 Water Treatment Plant Miscellaneous Receipts 8,500 Environmental Resources Interest 722,000 Water Quality Fund Balance 6,521,492 Water Production Facility Subtotal Resources $ 58,171,992 San Tan Vista Water Facility Meter Services Net Transfers In/Out (1) (3,452,802) ITOC Capital Non-Departmental(2) Debt Services Total Resources $ 54,719,190 Total Expenses FY 2017-18 Expense Budget $ 716,338 5,192,106 451,800 5,805,236 7,804,025 1,619,595 6,545,757 1,282,519 1,078,812 6,405 8,788,900 15,427,697 $ 54,719,190 Reclaimed Water FY 2017-18 Revenue Budget Category Reclaimed Water Sales $ 1,900,700 Interest 8,000 Subtotal Resources $ 1,908,700 Net Transfers In/Out (1) (80,130) Total Resources $ 1,828,570 FY 2017-18 Expense Budget $ 87,997 50,063 1,217,440 473,070 $ 1,828,570 Operating (612) Dept/Cost Center Water Quality Wastewater Quality Airport WW Reclamation Plant Non-Departmental(2) Total Expenditures Wastewater Operating (615) FY 2017-18 Dept/Cost Center Revenue Budget Category Sewer Sales $ 43,200,000 Administration Service Charges 202,880 Wastewater Collection Other Charges 800,000 Wastewater Capital Miscellaneous Receipts 7,000 Wastewater Treatment Interest 884,000 Wastewater Quality Fund Balance 26,599,295 Airport WW Reclamation Plant Subtotal Resources $ 71,693,175 Ocotillo WW Reclamation Plant ITOC Capital Net Transfers In/Out (1) (2,438,908) Non-Departmental(2) Debt Services Total Resources $ 69,254,267 Total Expenses FY 2017-18 Expense Budget $ 220,487 2,494,609 11,997,192 1,408,436 683,186 8,473,169 7,939,186 620 17,165,159 18,872,223 $ 69,254,267 Wastewater Industrial Process Treatment (616) FY 2017-18 Dept/Cost Center Revenue Budget Category Industrial Surcharge Fees $ 11,565,926 Wastewater Capital Subtotal Resources $ 11,565,926 Ocotillo Brine Reduction Facility Net Transfers In/Out (1) (455,297) Non-Departmental(2) Total Resources $ 11,110,629 Total Expenses FY 2017-18 Expense Budget $ 500,000 9,587,078 1,023,551 $ 11,110,629 (1) (2) 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. 97 City of Chandler 2017-18 Adopted Budget Financial & Personnel Overview Major Fund Summaries (continued) Solid Waste Operating (625) FY 2017-18 Category Dept/Cost Center Revenue Budget Refuse Charges $ 14,566,100 Solid Waste Services Dumping Fees 128,400 Solid Waste Capital Admin Charges 42,504 ITOC Capital Non-Departmental(2) Other Revenues 1,049,782 Interest 229,000 Fund Balance 985,025 Subtotal Resources $ 17,000,811 (1) (1,030,559) Net Transfers In/Out Total Resources $ 15,970,252 Total Expenses Airport Operating (635) FY 2017-18 Category Dept/Cost Center Revenue Budget Tie Down Fees $ 474,600 Airport Services Sale of Gas/Oil 160,800 Airport Capital Non-Departmental(2) Airport Leases 250,100 Other Revenues 16,300 Debt Services Subtotal Resources $ 901,800 Net Transfers In/Out (1) 937,757 Total Resources $ 1,839,557 Total Expenses (1) (2) FY 2017-18 Expense Budget $ 13,372,154 778,896 2,000 1,817,202 $ 15,970,252 FY 2017-18 Expense Budget $ 1,073,327 705,407 34,010 26,813 $ 1,839,557 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. 98 City of Chandler 2017-18 Adopted Budget Financial & Personnel Overview This page intentionally left blank. 99 City of Chandler 2017-18 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 2015-16 Actual Budgeted Fund Balance Designated Reserve Estimated Beginning Fund Balance $181,411 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 Total Available Resources Expenditures: Administrative Services City Manager City Clerk City Magistrate Com. & Public Affairs Com. & Neighborhood Services Community Services Fire, Health & Medical Law Management Services Mayor & Council Municipal Utilities Non-Departmental Police Transportation & Development Debt Service 2016-17 Actual* 2017-18 Adopted 2015-16 Actual 2016-17 2017-18 Actual* Adopted Internal Service Funds 2015-16 Actual 2016-17 2017-18 Actual* Adopted Capital Project Funds 2015-16 Actual 2016-17 Actual* 2017-18 Adopted $109,454 $ 80,408 $ 12,065 $ 15,362 $ 8,142 $ 35,135 $189,862 $ 21,693 $ 21,988 $ 27,428 $ 39,900 $ 42,801 $ 43,277 $178,212 29,238 28,592 30,750 114,409 122,207 122,542 60,712 65,571 67,533 17,852 16,576 16,271 8,564 8,732 9,581 (14,360) 4,712 (67,994) $ 216,416 $ 246,390 $ 178,683 6,812 2,284 27,524 129 (5,857) $ 30,892 $ 2,000 1,718 35,107 216 (1,044) 37,997 28,457 27,596 30,470 982 982 981 $ 29,439 $ 28,578 $ 31,451 41,684 35,609 38,003 70,000 126,226 5,313 5,465 6,956 10,837 10,195 5,309 26,371 1,413 74,577 $ 154,206 $ 52,682 $ 251,071 $397,827 $425,260 $288,137 $ 52,585 $ 55,259 $ 50,062 $ 69,338 $ 71,379 $ 39,593 $332,417 $286,398 $401,952 30,868 576 4,125 2,235 19,933 34,007 3,482 6,996 838 5,712 70,093 18,384 21,707 29,112 868 4,197 2,804 27,203 34,508 3,627 7,108 901 5,292 70,179 19,990 29,609 19,958 7,888 656 4,390 2,670 27,467 37,094 3,689 7,469 909 58,466 71,968 20,081 25,432 5,064 5,774 2,059 54,200 3,387 2,258 23,440 2,518 3,607 132 2,656 3,466 81,728 3,950 1,379 10,278 - 9,830 8,442 18,674 16,401 30 166,002 62,140 13,408 107,026 - $178,870 521 9,912 358 18 10 2,819 13,213 3,746 1,071 2,704 29,505 92 (100) 33,272 $ 11,677 30 553 151 18 1,835 10,895 2,671 14,664 325 18 12,410 2,450 17,810 2,384 2,864 2,199 478 20,996 - 3,388 3,249 414 21,051 - 3,961 5,938 1,213 28,482 - $150,882 $ 28,320 $233,716 $179,202 Total Expenditures $ 218,956 $ 235,398 $ 288,137 $ 30,598 $ 27,832 $ 50,062 $ 26,537 $ 28,101 $ 39,593 $ 98,701 $ 107,196 $ 401,952 Estimated Ending Fund Balance $178,870 $ 21,988 $ 27,428 $ 15,362 $ 42,801 $ 43,277 $ 35,135 $233,716 -44% -19% $189,862 % Change Actual to Estimated $ 80,408 -58% $179,202 $ 28,320 -84% *16-17 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. 100 City of Chandler 2017-18 Adopted Budget Financial & Personnel Overview Summary of Revenues, Expenditures, and Changes in Fund Balance (continued) Summary (In Thousands) Enterprise Funds 2015-16 Actual 2016-17 Actual* Permanent/Special Funds 2017-18 Adopted 2015-16 Actual 2016-17 Actual* Grand Total 2017-18 Adopted 2015-16 Actual 2016-17 Actual* 2017-18 Adopted Budgeted Fund Balance $ 34,106 $ 12 $ 314,661 Designated Reserve Estimated Beginning Fund Balance $ 71,232 $ 4,476 $ 234,934 $ 86,073 $ 106,704 $ 105,337 4,529 $ 4,488 $ 511,847 $ 588,608 $ 549,595 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 67 67 29,238 114,419 67,524 20,644 114,827 41,684 70,000 56,713 38,362 129 16 $ 553,557 28,592 122,218 66,641 18,586 110,606 35,609 48,056 39,700 92 7 $ 470,109 30,750 122,553 69,533 18,889 122,605 38,003 126,226 50,696 40,416 216 $ 619,885 Total Available Resources Expenditures: Administrative Services City Manager City Clerk City Magistrate Com. & Public Affairs Com. & Neighborhood Services Community Services Fire, Health & Medical Law Management Services Mayor & Council Municipal Utilities Non-Departmental Police Transportation & Development Debt Service $ 4,559 $ 10 11 11 2,792 2,010 2,617 114,827 110,606 122,605 12,060 3,514 1,904 (7,120) (6,979) (6,520) $ 122,569 $ 109,161 $ 120,617 $ 36 36 $ 46 (19) 27 $ $ 208,642 $ 215,865 $ 154,722 $ 4,594 $ 4,556 $ 79 $1,065,404 $1,058,717 $ 934,546 65 - 68 - 69 10 - 40,481 576 4,125 2,235 35,620 36,425 5,699 7,539 838 116,764 32,942 75,170 55,038 66,163 48,987 868 4,227 2,936 30,413 38,126 6,894 7,590 901 161,499 31,101 73,393 41,163 61,026 33,758 32,773 656 4,390 2,670 46,466 53,494 9,644 8,780 909 255,308 190,810 87,826 144,918 62,143 $ 79 $ 476,795 $ 509,122 $ 934,546 4,488 $ 4,476 $ 588,608 $ 549,595 $ 234,934 1,164 62,554 27 38,193 1,203 79,771 808 28,745 9 1,779 89,306 29,302 34,327 Total Expenditures $ 101,938 $ 110,527 $ 154,722 $ 65 Estimated Ending Fund Balance $ 106,704 $ 105,337 $ 71,232 $ 4,529 $ % Change Actual to Estimated -32% *16-17 Actual reflects estimated year-end (unaudited). 101 $ 68 0% -57% City of Chandler 2017-18 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) 2017-18 Budget anticipates the use of $109 million of fund balance to supplement revenue collections to fund estimated expenditures, which results in a 58% 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 $34.5 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 an approximate 39% decrease or a fund balance of $114.9 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 million (44%) decrease in fund balance for FY 2017-18. About $9.3 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 $8.1 million (19%) in FY 2017-18. 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 2017-18 shows that almost $150.8 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 102 City of Chandler 2017-18 Adopted Budget Financial & Personnel Overview sales and system development/impact fees collected in prior years. Capital projects are typically not completed in one year, resulting in a significant amount of appropriation that is reappropriated in the next budget year, therefore the budgeted 84% 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 2017-18 shows that approximately $34.1 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 32% decrease in fund balance over FY 2016-17. The $32.1 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 funds 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 2017-18. The anticipated change in fund balance is less than 1%. 103 City of Chandler 2017-18 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) 2017-18. 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 respective department sections of this document. Number of Personnel Full Time Equivalent 2014-15 Revised 2015-16 Revised 2016-17 Adopted 2016-17 Revised New Requests/ Reductions Transfers as of 7/1/2017 2017-18 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 7.000 2.000 6.000 15.000 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 5.000 0.000 0.000 5.000 6.000 42.000 0.000 11.500 6.100 0.000 2.000 6.000 0.000 22.750 20.000 14.000 18.000 20.000 0.000 0.000 5.150 0.000 1.000 174.500 6.000 43.000 13.000 0.000 0.000 4.000 2.000 6.000 0.000 0.000 23.000 13.000 20.000 20.000 60.300 3.750 0.000 14.000 1.000 229.050 6.000 43.000 13.000 0.000 0.000 4.000 2.000 6.000 0.000 0.000 23.000 13.000 20.000 22.000 61.800 3.750 0.000 14.000 1.000 232.550 6.000 44.000 0.000 12.500 7.500 0.000 2.000 5.000 12.000 23.500 23.000 13.000 21.000 21.000 0.000 0.000 4.000 14.000 1.000 209.500 0.000 0.000 0.000 0.000 1.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 1.000 0.000 2.000 City Magistrate 41.000 41.000 41.000 41.000 0.000 0.000 41.000 Law Law Liability Litigation 28.000 4.000 27.000 4.000 27.000 4.000 27.000 4.000 1.000 0.000 0.000 0.000 28.000 4.000 Communications and Public Affairs Communications and Public Affairs Video Production Print, Mail & Graphics Organizational Support Airport (1) Buildings & Facilities (2) Center for the Arts (3) Code Enforcement Community Development(3) (2) Cultural Affairs Administration Downtown Redevelopment Economic Development (1) Fleet Services (3) Housing and Redevelopment (1) Human Resources (1) IT Service Delivery Mgmt & Admin. (1) IT Applications Support IT Infrastructure & Client Support(1) (2) Library (2) Museum (3) Neighborhood Resources (4) Planning Tourism Subtotal - General Government 32.000 31.000 31.000 31.000 1.000 277.500 332.050 335.550 311.500 3.000 0.000 (44.000) 0.000 0.000 0.000 0.000 0.000 0.000 (12.000) 0.000 (23.000) (13.000) (21.000) (21.000) 0.000 0.000 0.000 0.000 0.000 (134.000) 0.000 (134.000) 6.000 0.000 0.000 12.500 8.500 0.000 2.000 5.000 0.000 23.500 0.000 0.000 0.000 0.000 0.000 0.000 4.000 15.000 1.000 77.500 32.000 180.500 (1) Effective July 1, 2017, the Buildings & Facilities, Fleet Services, Human Resources, IT Service Delivery Management & Administration, IT Applications Support, and IT Infrastructure & Client Support cost centers are combined to create the Administrative Services Department. (2) Effective July 1, 2015, the Center for the Arts, Library, and Museum cost centers are moved from the Community Services Department and combined with the newly established Cultural Affairs Administration cost center to create the Cultural Affairs Division. During Fiscal Year (FY) 2016-17, these same cost centers are returned to the Community Services Department. (3) 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 Community & Neighborhood Services Department. During FY 2016-17, these same cost centers are returned as the Neighborhood Resources Division to Organizational Support, as part of the City Manager Department. (4) Effective July 1, 2015, the Planning Division is transferred from the Transportation & Development Department to Organizational Support, as part of the City Manager Department. 104 City of Chandler 2017-18 Adopted Budget Financial & Personnel Overview Number of Personnel Full Time Equivalent (continued) 2014-15 Revised Administrative Services (1) Human Resources Fleet Services Buildings & Facilities IT Service Delivery Mgmt & Admin. IT Applications Support IT Infrastructure & Client Support 2015-16 Revised 2016-17 Adopted 2016-17 Revised New Requests/ Reductions 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 1.000 0.000 1.000 3.000 0.000 0.000 0.000 13.000 62.550 15.750 53.000 8.375 17.125 13.875 4.750 0.000 0.000 191.425 0.000 6.800 12.500 0.000 0.000 0.000 15.750 54.000 8.375 17.125 13.875 0.000 23.500 5.700 157.625 0.000 5.000 12.500 0.000 0.000 0.000 16.750 54.000 8.375 17.375 13.875 0.000 23.500 7.500 158.875 2.000 0.000 0.000 3.000 13.000 62.800 16.750 54.000 8.375 17.375 13.875 3.750 0.000 0.000 194.925 0.000 0.000 0.000 0.000 0.750 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.750 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 9.000 10.000 190.000 9.000 4.000 0.000 222.000 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 4.000 6.000 6.900 5.100 17.000 20.500 10.500 3.000 73.000 Transfers as of 7/1/2017 2017-18 Adopted 23.000 12.000 44.000 14.000 21.000 20.000 134.000 23.000 12.000 44.000 14.000 22.000 20.000 135.000 (2) Community Services (3) Administration Neighborhood Resources Code Enforcement (2) Cultural Affairs Administration (3) Center for the Arts Library(3) Aquatics Park Development and Operations Recreation Sports and Fitness Facilities Nature and Recreation Facilities Museum (3) Housing and Redevelopment Community Development Fire, Health & Medical Administration Health and Medical Services Operations Prevention and Preparedness Support Services Fleet Services (1) Management Services Administration Budget Purchasing Central Supply Accounting Tax and License Utility Services Environmental Management 4.000 0.000 0.000 (3.000) 0.000 1.000 0.000 (2.000) 0.000 0.000 0.000 0.000 0.000 0.000 0.000 6.000 0.000 0.000 0.000 13.750 63.800 16.750 52.000 8.375 17.375 13.875 3.750 0.000 0.000 195.675 0.000 0.000 12.000 0.000 0.000 0.000 12.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 9.000 10.000 202.000 9.000 4.000 0.000 234.000 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 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 (1) Effective July 1, 2017, the Buildings & Facilities, Fleet Services, Human Resources, IT Service Delivery Management & Administration, IT Applications Support, and IT Infrastructure & Client Support cost centers are combined to create the Administrative Services Department. (2) Beginning July 1, 2015, cost centers from the Neighborhood Resources Division are combined with multiple cost centers from Community Services to create the Community & Neighborhood Services Department. During Fiscal Year 2016-17, the Neighborhood Resources Division returned to the City Manager's Department, and this department reverts back to the Community Services Department. (3) Effective July 1, 2015, the Center for the Arts, Library, and Museum cost centers are moved from the Community Services Department and combined with the newly established Cultural Affairs Administration cost center to create the Cultural Affairs Division. During Fiscal Year (FY) 2016-17, these same cost centers are returned to the Community Services Department and the Adminstration cost center was reestablished. 105 City of Chandler 2017-18 Adopted Budget Financial & Personnel Overview Number of Personnel Full Time Equivalent (continued) 2014-15 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) 2015-16 Revised 2016-17 Adopted 2016-17 Revised New Requests/ Reductions Transfers as of 7/1/2017 2017-18 Adopted 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 16.000 197.000 7.000 22.000 28.000 13.500 8.000 12.000 21.500 11.000 10.000 17.000 1.000 5.000 25.000 16.000 197.000 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 9.000 9.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 (1.000) 1.000 0.000 7.000 22.000 28.000 13.500 8.000 12.000 21.500 11.000 10.000 17.000 1.000 5.000 24.000 26.000 206.000 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 21.000 222.000 94.000 9.000 46.000 11.000 24.000 11.000 32.000 493.000 10.000 8.000 5.000 21.000 225.000 94.000 9.000 46.000 11.000 24.000 11.000 29.000 493.000 0.000 0.000 0.000 0.000 6.000 0.000 0.000 0.000 0.000 0.000 2.000 0.000 8.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 10.000 8.000 5.000 21.000 231.000 94.000 9.000 46.000 11.000 24.000 13.000 29.000 501.000 10.000 15.000 33.000 15.000 19.000 40.500 25.000 2.000 9.000 168.500 9.000 0.000 32.000 19.000 20.000 40.500 25.000 2.000 9.000 156.500 9.000 0.000 32.000 19.000 20.000 43.500 25.000 2.000 9.000 159.500 9.000 0.000 32.000 19.000 20.000 43.500 25.000 2.000 9.000 159.500 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 9.000 0.000 32.000 19.000 20.000 43.500 25.000 2.000 9.000 159.500 1,620.925 1,635.175 1,650.925 1,650.925 33.750 - 1,684.675 244,439 244,687 250,626 250,626 252,882 6.6 6.7 6.6 6.6 6.7 Effective July 1, 2015, the Planning Division is transferred from the Transportation & Development Department to Organizational Support, as part of the City Manager Department. * Population figures are based on updated annual estimates from the Planning Division. 106 City of Chandler 2017-18 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) 2017-18. Department 2017-18 FTE Administrative Services Community Services Fire, Health & Medical General Government Management Services Municipal Utilities Police Transportation & Development Total 107 135.000 195.675 234.000 180.500 73.000 206.000 501.000 159.500 1,684.675 City of Chandler 2017-18 Adopted Budget Financial & Personnel Overview New Positions for Fiscal Year 2017-18 (All Funds) Administrative Services Department IT Infrastructure & Client Support (1280) 1.000 1.000 IT Programmer/Analyst Total Administrative Services Department Community Services Department Center for the Arts (1100) 0.750 Food and Beverage Coordinator 0.750 Total Community Services Department Fire, Health and Medical Department Fire Operations (2230) Fire Operations (2230) Fire Operations (2230) 3.000 3.000 6.000 12.000 Fire Captain Fire Engineer Firefighter Total Fire, Health and Medical Department General Government Community Development (4700) 1.000 Code Inspector Planning (1510) 1.000 2.000 City Planner Total Organizational Support Law Department Law (1300) 1.000 1.000 Legal Secretary Total Law Department Municipal Utilities Department Ocotillo Water Reclamation Facility (3970) Ocotillo Water Reclamation Facility (3970) Ocotillo Water Reclamation Facility (3970) Ocotillo Water Reclamation Facility (3970) 1.000 1.000 5.000 2.000 9.000 Utilities Electrician Wastewater Facilities Superintendent Wastewater Treatment Plant Operator I Wastewater Treatment Plant Operator II Total Municipal Utilities Department Police Department Field Operations (2030) Field Operations (2030) Detention Services (2071) 4.000 2.000 2.000 8.000 33.750 108 Police Officer Police Administrative Specialist Detention Officer - CDL Total Police Department Grand Total - Additions City of Chandler 2017-18 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* 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget % Chg Adj to Adopted $ 153,188,337 $ - Special Revenue Funds $ Ongoing* One-time* 4,325,645 $ - 4,446,110 $ 4,446,110 - 4,452,942 $ 4,452,942 - 4,316,690 $ 4,316,690 - 4,491,453 4,491,453 - 0.9% 0.9% N/A Grant Funds(2)(3) Ongoing* One-time* $ 2,790,020 $ - 4,096,909 $ 4,096,909 - 4,283,918 $ 4,283,918 - 763,317 $ 763,317 - 2,546,311 2,546,311 - -40.6% -40.6% N/A Internal Service Funds Ongoing* One-time* $ 2,940,359 $ - 2,781,484 $ 2,479,609 301,875 2,934,378 $ 2,482,503 451,875 3,059,244 $ 2,637,494 421,750 2,950,039 2,574,786 375,253 0.5% 3.7% -17.0% Enterprise Funds Ongoing* One-time* $ 17,593,617 $ - 19,192,096 $ 18,995,701 196,396 19,224,194 $ 19,027,799 196,396 17,890,547 $ 17,890,547 - 20,236,281 20,088,985 147,296 5.3% 5.6% -25.0% Trust and Agency Funds $ 3,270 $ 6,062 $ 6,062 $ 5,837 $ 6,163 1.7% Total Ongoing $ Total One-time $ Grand Total $ 180,841,249 $ - $ 180,841,249 $ 182,303,672 $ 183,460,265 $ 178,820,871 $ 188,000,581 8,977,962 $ 8,454,962 $ 6,488,441 $ 14,461,719 191,281,633 $ 191,915,226 $ 185,309,312 $ 202,462,300 2.5% 71.0% 5.5% * 160,758,972 $ 161,013,732 $ 159,273,677 $ 172,232,053 152,279,281 153,207,041 153,206,986 158,292,883 8,479,691 7,806,691 6,066,691 13,939,170 7.0% 3.3% 78.6% Ongoing and One-time detail not available for Fiscal Year (FY) 2015-16 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. (3) Effective July 1, 2017, the Adopted Budget for operating Grant funding will be in cost center 1290, Non-departmental. Actual Expenditures, Adjusted Budget, and Estimated Expenditures will continue to reflect Grant funds. 109 City of Chandler 2017-18 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 6.7 employees per 1,000 for Fiscal Year (FY) 2017-18. Chandler maintains one of the lowest employee ratios compared to other Valley cities and towns as shown on the chart below. 110 RESOURCES Fiscal Year Comparative Summaries of Chandler’s Revenue Sources Major Revenue Sources with Analysis and Historical Trends Building our stamina and endurance through the years to maximize resources has allowed us to develop a winning combination of a diversified employment base and dynamic business environment. Mixed with some of the lowest costs for municipal services in the Valley, we continue to move in a very positive direction. RESOURCES 5 City of Chandler 2017-18 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) 2016-17 Adopted Budget to the FY 2017-18 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 2017-18 revenue projections. RESOURCES CATEGORICAL COMPARISONS 2015-16 Actual Revenues Fund Balances $ 2017-18 Adopted Budget 2016-17 Adopted Budget - $ 483,501,895 $ 314,660,785 % Change Adopted to Adopted (34.9%) Sale of Bonds 70,000,000 - 126,226,000 N/A Grants 23,058,178 35,683,322 24,415,702 (31.6%) 460,481,470 452,065,390 469,243,510 3.8% 934,545,997 (3.8%) Revenues Total Resources $ Encumbrance or Carryforward from Prior Years Net Adjusted Budget 553,539,649 $ $ 553,539,649 971,250,607 $ (324,944,085) $ 111 646,306,522 (273,672,954) $ 660,873,043 2.3% City of Chandler 2017-18 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: 2016-17 Adopted Budget General $ 111,655,410 2017-18 Adopted Budget $ % Change Adopted to Adopted 109,453,812 (2.0%) Enterprise 58,814,233 34,105,812 (42.0%) Special Revenue 25,770,322 36,713,434 42.5% 167,697,097 113,314,568 (32.4%) 7,312,213 8,200,070 12.1% 103,274,701 4,446,979 (95.7%) 8,882,612 8,142,303 (8.3%) 95,307 283,807 197.8% 314,660,785 (34.9%) System Development Fees Capital/Technology Replacement Bonds Self-Insurance Other Total $ 483,501,895 112 $ City of Chandler 2017-18 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, with the available authorization summarized in the second table. The revenue source used for the interest payments and repayment of the bond principal is determined by the type of bond sold. The City’s current plan is to sell bonds to fund capital projects every other year, when needed. In addition to new debt issuances, the City evaluates refunding and redemption opportunities on a continuous basis. Refunding issues do not require voter approval but are approved by the City Council. 2017-18 Adopted Budget 2016-17 Adopted Budget Streets $ - $ % Change Adopted to Adopted 30,000,000 N/A Stormwater/Sewer - 40,000 N/A Parks - 2,675,000 N/A Museum - 6,600,000 N/A Police - 11,040,000 N/A Fire, Health & Medical - 10,371,000 N/A Water - 35,500,000 N/A Wastewater - 30,000,000 N/A 126,226,000 N/A Total $ Type of Voter Approved Debt Parks and Recreation Museum Library Public Buildings Streets Stormwater Public Safety - Fire Public Safety - Police Airport Landfill Total: Other Debt* Water Wastewater Total: - $ $ Available 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 Available N/A N/A N/A $ Bond Sales Anticipated in FY 2017-18 $ 2,675,000 6,600,000 30,000,000 40,000 10,371,000 11,040,000 $ 60,726,000 $ $ Sales Anticipated in FY 2017-18 35,500,000 30,000,000 65,500,000 * Other Debt includes Excise Tax Revenue Obligation debt that does not require voter approval, and may be authorized by Council as described in the City's Debt Management policy incorporated into the Budget Policies, Process and Decisions section of the Budget document. When used to fund Water or Wastewater capital projects, the debt service is backed by General Fund excise tax revenues, but paid by dedicated Water and Wastewater user fees. 113 City of Chandler 2017-18 Adopted Budget Resources Grants This funding source includes federal, state, and local grants for both operating and capital purposes. Grants provide the City with opportunities to enhance or provide services to the citizens of Chandler. Although the City does not receive every grant applied for, appropriation must be sufficient to ensure that the budget authorization capacity exists to allow for expenditure of any awards received during the fiscal year. Grant appropriation will not be expended unless prior authorization of the grant award is received from the granting agency. Grants Categorical Comparison 2015-16 Actual Revenue Community Services $ 2016-17 Adopted Budget 82,534 $ 2017-18 Adopted Budget 120,092 $ % Change Adopted to Adopted - N/A Housing & Community Development 9,768,947 15,564,643 14,132,923 (9.2%) Public Safety 1,427,565 4,199,148 66,324 (98.4%) 523,013 1,275,451 17,900 (98.6%) - - 4,889,776 N/A 19,106,923 (9.7%) Other Grants (1) Non-Departmental (2) Operating Grants Subtotal $ 11,802,059 $ Community Services $ 28,805 $ Transportation & Development Other Grants (1) 21,159,334 $ - $ - N/A 10,214,258 11,871,507 4,708,779 (60.3%) 1,013,056 2,652,481 600,000 (77.4%) Capital Grants Subtotal $ 11,256,119 $ 14,523,988 $ 5,308,779 (63.4%) Total Grants $ 23,058,178 $ 35,683,322 $ 24,415,702 (31.6%) Carryforward from Prior Years $ $ 14,682,474 $ 24,752,048 68.6% Total Grant Appropriation $ 23,058,178 $ 50,365,796 $ 49,167,750 (2.4%) - (1) Other Grants includes Airport, City Manager, City Magistrate, Communications and Public Affairs, Economic Development, Law, and Municipal Utilities, when applicable. (2) Effective July 1, 2017, the Adopted Budget for general operating Grants (Fund 217 only) will be in the Non-departmental cost center, rather than in department budgets. Expenditures will continue to occur within the Department and the budget will be adjusted accordingly. The exception to this is position specific funding. This change is intended to improve the management of grants by keeping the grant budgets out of cost center budgets until the notification of grant award is officially received by the City. 114 City of Chandler 2017-18 Adopted Budget Resources Summary of Revenues Revenues were projected for the Fiscal Year (FY) 2017-18 budget by taking multiple factors into consideration including direct source information, economic conditions, past trends, anticipated future trends, and FY 2016-17 estimated revenues. 2014-15 Actual Revenue Local Taxes and License Franchise Fees Transaction Privilege License Tax Other Licenses 2015-16 Actual Revenue 2016-17 Adopted Revenue 2016-17 Revised Revenue 2017-18 Adopted Revenue % Change Adopted to Adopted $ 110,731,998 $ 114,419,049 $ 110,025,800 $ 122,218,200 $ 122,552,800 3,289,168 3,333,938 3,275,000 3,334,000 3,334,000 105,890,913 109,553,439 105,346,800 117,801,800 117,806,800 1,551,918 1,531,673 1,404,000 1,082,400 1,412,000 % of Total 11.4% 1.8% 11.8% 0.6% 26.1% 0.7% 25.1% 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 84,684,888 21,597,535 9,030,329 14,633,470 82,828,054 22,471,132 9,787,691 15,303,635 77,977,071 23,407,000 9,500,000 14,000,000 82,676,675 23,500,000 10,140,100 16,035,200 85,533,000 24,351,740 10,444,300 16,000,000 9.7% 4.0% 9.9% 14.3% 18.2% 5.2% 2.2% 3.4% 10,106,891 28,608,724 707,939 6,100,475 28,453,619 711,502 377,250 30,000,000 692,821 359,075 31,930,800 711,500 1,300,000 32,736,960 700,000 244.6% 9.1% 1.0% 0.3% 7.0% 0.1% Charges for Services Engineering Fees Building Division Fees Planning Fees Public Safety Miscellaneous Library Revenues Parks and Recreation Fees 17,423,493 1,886,770 5,441,749 409,615 6,273,457 432,529 2,979,373 19,567,814 1,539,549 6,877,969 390,185 6,849,055 414,698 3,496,358 17,720,357 1,510,000 5,130,000 417,200 7,031,300 406,000 3,225,857 18,891,200 1,303,800 6,179,100 390,200 7,171,500 405,400 3,441,200 17,436,400 1,374,300 5,980,000 390,000 5,821,000 410,800 3,460,300 (1.6%) (9.0%) 16.6% (6.5%) (17.2%) 1.2% 7.3% 3.7% 0.3% 1.3% 0.1% 1.2% 0.1% 0.7% Miscellaneous Receipts Sale of Fixed Assets (2) 22,115,078 28,332,573 20,701,483 19,864,480 20,921,342 1.1% 4.5% 280,171 9,120,821 680,000 676,660 350,000 (48.5%) 0.1% Other Receipts (3) Interest on Investments Leases Court Fines 13,828,525 3,321,096 1,342,697 3,342,588 10,670,517 4,147,880 1,571,699 2,821,657 10,547,938 4,947,900 1,284,745 3,240,900 9,650,766 5,537,500 1,321,554 2,678,000 8,035,342 8,595,900 802,400 3,137,700 (23.8%) 73.7% (37.5%) (3.2%) 1.7% 1.8% 0.2% 0.7% 116,147,252 47,193,618 45,355,456 116,934,767 49,043,607 50,303,851 120,442,360 48,500,000 52,988,672 111,923,489 47,080,000 45,810,113 124,548,188 49,700,000 54,765,926 3.4% 2.5% 3.4% 26.5% 10.6% 11.7% 13,879,263 14,526,750 1,700,000 14,648,990 1,800,000 15,010,813 1,900,700 15,347,234 11.8% 4.8% 0.4% 3.3% Enterprise Revenue Water Sales Wastewater Service(4) Reclaimed Water Fees (5) Solid Waste Service Solid Waste Container Fees (6) 71,706 - - - - N/A 0.0% 9,297,466 349,743 2,791,892 268,668 2,243,148 361,550 2,009,563 213,000 2,617,128 217,200 16.7% (39.9%) 0.6% 0.0% System Development Fees Water Wastewater General Government Impact Fees 27,494,860 7,861,625 9,047,613 10,585,622 41,684,197 11,677,322 13,789,872 16,217,003 47,010,700 11,936,100 14,028,900 21,045,700 35,609,149 10,945,049 12,440,700 12,223,400 38,002,800 11,342,300 13,316,500 13,344,000 (19.2%) (5.0%) (5.1%) (36.6%) 8.1% 2.4% 2.8% 2.8% Interfund Charges 26,844,868 27,477,409 28,211,599 26,661,019 29,499,380 4.6% 6.3% Property Tax 28,744,684 29,237,607 29,976,020 28,592,000 30,749,600 2.6% 6.6% $ 434,187,121 $ 460,481,470 $ 452,065,390 $ 446,436,212 $ 469,243,510 3.8% 100.0% Other Utility Charges (7) Airport Fuel Sales Total Revenue (1) The Regional Transportation Sales Tax reported under the State/County Shared Revenue category varies from year to year based upon the Maricopa Association of Governments Arterial Life Cycle Program. (2) The FY 2015-16 Actual amount 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 $7,211,405 in FY 2014-15 Actual Revenue, $2,750,107 in FY 2015-16 Actual Revenue, $2,534,358 in FY 2016-17 Adopted Revenue (including carryforward appropriation), $2,293,339 in FY 2016-17 Revised Revenue, and no appropriation in FY 2017-18 Adopted Revenue. (4) This category includes revenue from Intel Corporation's reimbursement for operation of the Ocotillo Brine Reduction Facility. Amounts reported include reimbursements of $5,177,206 in FY 2014-15 Actual Revenue, $5,854,857 in FY 2015-16 Actual Revenue, $12,488,672 in FY 2016-17 Adopted Revenue $6,940,113 in FY 2016-17 Revised Revenue, and $11,565,926 in FY 2017-18 Adopted Revenue. (5) A new Reclaimed Water Fund is created in FY 2016-17, with Reclaimed Water Fees reported effective with 2016-17 Adopted Revenue. (6) Effective FY 2015-16, this revenue will be reported as part of Other Utility Charges. (7) The FY 2014-15 Actual amount includes $8 million in water purchase revenue received from Intel Corporation. 115 City of Chandler 2017-18 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 Franchise fees paid to the City have remained stable. The FY 2016-17 year-end estimate is an eight month actual and four month projection, which reflects anticipated collections under the agreements. Projection: The FY 2017-18 adopted budget is based upon specific industry projections and normal receipt of franchise payments, unchanged from the FY 2016-17 year-end estimate. Fiscal Year Amount % Inc/(Dec) 2013-14 $ 3,134,488 7.1 2014-15 3,289,168 4.9 2015-16 3,333,938 1.4 2016-17 (Year-End Estimate) 3,334,000 1.4 2017-18 (Adopted) 3,334,000 - 116 City of Chandler 2017-18 Adopted Budget Resources Source: Transaction Privilege (Sales) and Use Tax Summary: The Transaction Privilege (Sales) Tax (TPT) and Use Tax is obtained from a 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. The Airport Operating Fund receives a portion of Aviation Gas TPT, and may be expended only for the operation of the airport enterprise. The City of Chandler administered the TPT and Licensing program (self-collected) up until it transitioned to the Arizona Department of Revenue (ADOR) beginning January 1, 2017. Analysis: The data below reflects recent years of actual revenue with the percent of increase or decrease. The FY 2016-17 year-end estimate is an eight month actual and four month projection reflecting a strong economy, with increases in almost all reporting categories as noted on the next page, led by retail, contracting, hotel/motel, and restaurant/bar. Projection: Although there could be an impact to total collections as administration of TPT and Licensing transitions to ADOR, the FY 2017-18 adopted budget is very conservative. Consumers are anticipated to maintain a stable spending trend consistent with the rest of the economy. Fiscal Year Amount % Inc/(Dec) 2013-14 $101,339,395 2.1 2014-15 105,890,913 4.5 2015-16 109,553,439 3.5 2016-17 (Year-End Estimate) 117,801,800 7.5 2017-18 (Adopted) 117,806,800 0.0 117 City of Chandler 2017-18 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 2016-17 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 gas 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). Category Contracting(1) 2014-15 Actual 2013-14 Actual 2015-16 Actual 2016-17 Adopted 2016-17 Revised 2017-18 Adopted % chg Rev 2016-17 to 2017-18 9,500,000 0.0% 47,384,617 49,729,135 51,180,771 49,200,000 55,000,000 55,000,000 0.0% 70,065 10,865 10,391 10,800 10,800 10,800 0.0% 9,542,714 10,188,718 10,752,479 9,900,000 11,700,000 11,700,000 0.0% 12,421,526 13,194,526 13,786,741 15,000,000 15,500,000 15,504,000 0.0% 3,533,636 3,435,949 3,234,369 3,500,000 3,100,000 3,100,000 0.0% 11,058,203 11,967,509 13,217,561 11,800,000 13,550,000 13,550,000 0.0% Rentals - Personal 2,949,421 3,261,716 3,125,459 3,000,000 3,500,000 3,500,000 0.0% Hotel/Motel 2,472,754 2,892,470 2,957,685 2,500,000 3,500,000 3,500,000 0.0% 258,547 260,712 248,433 250,000 180,000 176,000 (2.2%) 0.0% $ General Retail(2) General Retail - To Airport(3) Restaurant/Bar Utilities Telecommunications Rentals - Real Publishing/Other Amusements Use Tax Privilege Tax Interest License Fees (4) Audit Assessments (4) Privilege License Penalties (4) Grand Total $ 8,870,092 $ 8,855,057 $ 8,500,000 $ 9,500,000 $ 728,110 895,730 1,019,939 750,000 900,000 900,000 1,090,428 1,145,534 1,127,257 900,000 1,320,000 1,320,000 0.0% 37,768 26,996 26,416 25,000 30,000 35,000 16.7% 0.0% 10,961 10,961 10,879 11,000 11,000 11,000 $ 101,339,395 $ 105,890,913 $ 109,553,437 $ 105,346,800 $ 117,801,800 $ 117,806,800 $ $ $ $ $ $ Excise Tax Refunds Subtotal 9,780,645 1,024,394 962,637 936,711 830,000 500,000 0.0% 830,000 66.0% 1,306,392 1,503,731 1,498,640 1,000,000 1,500,000 1,500,000 0.0% 291,647 321,675 283,363 225,000 250,000 255,000 2.0% $ 103,961,828 $ 108,678,956 $ 112,272,151 $ 107,401,800 $ 120,051,800 $ 120,391,800 0.3% (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 Gas sales. The 2013-14 Actual amount includes revenues from six prior years to adjust for taxes to b e posted directly to the Airport Operating Fund. All other values reflect anticipated revenues for a single year. (4) Also associated with Transaction Privilege (Sales) and Use Tax, b ut License Fees are reported in the Other Licenses portion of the Resources section, and Audit Assessments and License Penalties are reported in the Other Receipts portion of the Resources section. 118 City of Chandler 2017-18 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) 2017-18 adopted budget for each category: • • • • • License Fees Alcoholic Beverage Licenses Wireless Communication Leases Alarm Permits Amusement Licenses • • • • • $830,000 300,000 132,000 107,000 15,000 Peddlers and Vendors Licenses Second Hand and Junk Licenses Professional & Occupation Licenses Mobile Food Unit License Cable License Applications $8,000 8,000 5,000 4,000 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. The FY 2016-17 year-end estimate is an eight month actual and four month projection based on historical trends, and reflects decreased privilege license fees due to the transition of Transaction Privilege Tax and Licensing administration from the City to the Arizona Department of Revenue (ADOR). ADOR only requires licenses from taxable entities, although the City previously licensed all business (i.e., retail and professional services). Projection: The FY 2017-18 adopted budget reflects revenue from the potential City implementation of a Business Registration, which would be cost neutral for businesses. Also a slight increase in wireless communication leases is anticipated. Fiscal Year Amount % Inc/(Dec) 2013-14 $ 1,648,998 3.3 2014-15 1,551,918 (5.9) 2015-16 1,531,673 (1.3) 2016-17 (Year-End Estimate) 1,082,400 (29.3) 2017-18 (Adopted) 1,412,000 30.5 119 City of Chandler 2017-18 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 in the years following the economic downturn. The Fiscal Year (FY) 2016-17 year-end estimate is an eight month actual and four month projection based on historical trends. Projection: The FY 2017-18 adopted budget is based on historical analysis and information from both the League of Arizona Cities and Towns and the Arizona Department of Revenue. This estimate reflects 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 four years which is reflected in the steady growth in revenues for State Shared Sales Tax and the anticipated FY 2017-18 increase. Fiscal Year Amount % Inc/(Dec) 2013-14 $ 20,604,292 6.6 2014-15 21,597,535 4.8 2015-16 22,471,132 4.0 2016-17 (Year-End Estimate) 23,500,000 4.6 2017-18 (Adopted) 24,351,740 3.6 120 City of Chandler 2017-18 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) 2013-14 reflect the recovery from the economic downturn. The FY 2016-17 yearend estimate is an eight month actual and four month projection based on historical trends. Projection: The FY 2017-18 adopted budget is based on information from both the League of Arizona Cities and Towns and the Arizona Department of Revenue. This estimate reflects the impact of updated census estimates and new legislation regarding population used for distribution of state shared revenues. The State of Arizona has shown positive growth in the last four years which is reflected in the steady growth in revenues for Vehicle License Tax and the anticipated FY 2017-18 increase. Fiscal Year Amount % Inc/(Dec) 2013-14 $ 8,440,066 6.8 2014-15 9,030,329 7.0 2015-16 9,787,691 8.4 2016-17 (Year-End Estimate) 10,140,100 3.6 2017-18 (Adopted) 10,444,300 3.0 121 City of Chandler 2017-18 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. The Fiscal Year (FY) 2016-17 year-end estimate is an eight month actual and four month projection based on historical trends. FY 2016-17 also includes a one-time distribution of State General Fund dollars to HURF distributions, which resulted in receipt of an additional $635,000. Projection: The FY 2017-18 adopted budget is based on projections provided by both the League of Arizona Cities and Towns and Arizona Department of Revenue. This estimate reflects the impact of updated census estimates and new legislation regarding population used for distribution of state shared revenues. The legislature has not attempted to further divert additional HURF monies to other state agencies in this legislative session and left distribution formulas the same as the previous year. Fiscal Year Amount % Inc/(Dec) 2013-14 $ 13,352,622 3.3 2014-15 14,633,470 9.6 2015-16 15,303,635 4.6 2016-17 (Year-End Estimate) 16,035,200 4.8 2017-18 (Adopted) 16,000,000 (0.2) 122 City of Chandler 2017-18 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 data below reflects recent years of actual revenue with the percent of increase or decrease. 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) 2016-17 year-end estimate is an eight month actual and four month projection based on the published ALCP schedule. Projection: The FY 2017-18 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 2017-18. Advanced reimbursements are possible, which could add to the amount estimated. Fiscal Year Amount % Inc/(Dec) 2013-14 $ 3,243,937 2014-15 10,106,891 211.6 2015-16 6,100,475 (39.6) 2016-17 (Year-End Estimate) 2017-18 (Adopted) 359,075 1,300,000 123 (48.5) (94.1) 262.0 City of Chandler 2017-18 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 FY 2016-17 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 2014 as well as the impact of the Mid-Decade Census. Projection: The FY 2017-18 adopted budget is based on information from both the League of Arizona Cities and Towns and the Arizona Department of Revenue. This estimate reflects the impact of updated census estimates and new legislation regarding population used for distribution of state shared revenues. The State of Arizona has generated positive growth since the economic downturn, which is reflected in the steady growth in revenues for Urban Revenue Sharing and the anticipated FY 2017-18 increase. Fiscal Year Amount % Inc/(Dec) 2013-14 $ 26,379,401 9.4 2014-15 28,608,724 8.5 2015-16 28,453,619 (0.5) 2016-17 (Year-End Estimate) 31,930,800 12.2 2017-18 (Adopted) 32,736,960 2.5 124 City of Chandler 2017-18 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. The FY 2016-17 year-end estimate is an eight month actual and four month projection based on historical trends. Projection: The FY 2017-18 adopted budget is based on projections provided by the Regional Public Transportation Authority. Fiscal Year 2013-14 $ Amount % Inc/(Dec) 696,693 0.3 2014-15 707,939 1.6 2015-16 711,502 0.5 2016-17 (Year-End Estimate) 711,500 (0.0) 2017-18 (Adopted) 700,000 (1.6) 125 City of Chandler 2017-18 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) 2015-16 reductions were experienced in all Engineering Fee categories. The FY 2016-17 yearend estimate is an eight month actual and four month projection reflecting decreases in all fee categories. Projection: The FY 2017-18 adopted budget reflects a slight increase in civil engineering plan review. Fiscal Year Amount % Inc/(Dec) 2013-14 $ 1,861,969 24.6 2014-15 1,886,770 1.3 2015-16 1,539,549 (18.4) 2016-17 (Year-End Estimate) 1,303,800 (15.3) 2017-18 (Adopted) 1,374,300 5.4 126 City of Chandler 2017-18 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) 2014-15 reflects decreases in building permits and building plan review fees, but FY 2015-16 reflects a significant increase in building permits. The FY 2016-17 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 2017-18 adopted budget reflects slightly lower levels of building permits and building plan review fees. Fiscal Year Amount % Inc/(Dec) 2013-14 $ 5,881,832 7.9 2014-15 5,441,749 (7.5) 2015-16 6,877,969 26.4 2016-17 (Year-End Estimate) 6,179,100 (10.2) 2017-18 (Adopted) 5,980,000 (3.2) 127 City of Chandler 2017-18 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. Fiscal Year (FY) 2014-15 reflects decreased amounts of zoning and subdivision fees. FY 2015-16 reflects decreased site development plan review fees. The FY 2016-17 year-end estimate is an eight month actual and four month projection based on anticipated development projects. Projection: The FY 2017-18 adopted budget reflects a steady level of revenue from development projects. Fiscal Year Amount % Inc/(Dec) 449,711 16.5 2014-15 409,615 (8.9) 2015-16 390,185 (4.7) 2013-14 $ 2016-17 (Year-End Estimate) 390,200 0.0 2017-18 (Adopted) 390,000 (0.1) 128 City of Chandler 2017-18 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 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. Fiscal Year (FY) 2014-15 reflects the return of Mesa school resource officer revenue, as well as increased extraduty services. FY 2015-16 reflects a higher level of asset forfeiture revenue reimbursement. The FY 2016-17 year-end estimate is an eight month actual and four month projection based on historical trends. Projection: The FY 2017-18 adopted budget anticipates lower levels of asset forfeiture revenue reimbursement and ambulance service revenue. Fiscal Year Amount % Inc/(Dec) 2013-14 $ 5,680,675 2014-15 6,273,457 10.4 2015-16 6,849,055 9.2 2016-17 (Year-End Estimate) 7,171,500 4.7 2017-18 (Adopted) 5,821,000 (18.8) 129 (12.9) City of Chandler 2017-18 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; 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 (CUSD) 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. 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 2016-17 year-end estimate is an eight month actual and four month projection based on historical trends. Projection: The FY 2017-18 adopted budget reflects a slight increase in the amounts anticipated under the IGA with CUSD. Fiscal Year 2013-14 Amount $ % Inc/(Dec) 481,209 (5.9) 2014-15 432,529 (10.1) 2015-16 414,698 (4.1) 2016-17 (Year-End Estimate) 405,400 (2.2) 2017-18 (Adopted) 410,800 1.3 130 City of Chandler 2017-18 Adopted Budget Resources Source: Parks and Recreation Fees Summary: Parks and Recreation Fees are comprised of swimming pool fees, concession sales, fitness passes, facility rentals, recreational program classes, adult sports leagues, pavilion rentals, ball field lights, and operation of the Bear Creek Golf Course, the Tumbleweed Recreation Center, and the Tumbleweed Tennis Center. This revenue may be expended for any municipal public purpose. Analysis: The data below reflects recent years of actual revenue with the percent of increase or decrease. The Fiscal Year (FY) 2014-15 decrease reflects reduced recreation revenues, as well as a timing difference in Bear Creek Golf Course receipts. FY 2015-16 reflects higher revenues from ball field rentals and revenues generated by Community Center programs. The FY 2016-17 year-end estimate is an eight month actual and four month projection based on historical trends. Projection: The FY 2017-18 adopted budget anticipates slightly higher revenues from both Tumbleweed Recreation Center and Chandler Tennis Center. Fiscal Year Amount % Inc/(Dec) 2013-14 $ 3,331,968 (1.6) 2014-15 2,979,373 (10.6) 2015-16 3,496,358 17.4 2016-17 (Year-End Estimate) 3,441,200 (1.6) 2017-18 (Adopted) 3,460,300 0.6 131 City of Chandler 2017-18 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) 2013-14 through FY 2016-17 reflect reimbursements received from Intel Corporation for utility infrastructure expansions. The FY 2016-17 year-end estimate is an eight month actual and four month projection based on historical trends and includes the remaining reimbursement from Intel Corporation for utility infrastructure expansions. Projection: The FY 2017-18 adopted budget reflects a return to a normal level of activity for Other Receipts. Fiscal Year Amount % Inc/(Dec) 2013-14 $ 62,987,183 (15.8) 2014-15 13,828,525 (78.0) 2015-16 10,670,517 (22.8) 2016-17 (Year-End Estimate) 9,650,766 (9.6) 2017-18 (Adopted) 8,035,342 (16.7) 132 City of Chandler 2017-18 Adopted Budget Resources Source: Interest on Investments Summary: Interest on investments is earned based on continuous investments of idle funds. Investments are restricted based on the City’s Investment Policy, and include high grade, low risk items such as federal treasury or agency securities, repurchase agreements, corporates, 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) 2013-14 experienced a decline since the prior year included 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, which also had a positive effect on FY 2015-16 revenues. The FY 2016-17 yearend estimate is an eight month actual and four month projection based on current rates of return along with the amount of idle funds invested. Projection: The FY 2017-18 adopted budget is based on higher market rate projections from our investment advisors used in conjunction with the estimated amount of idle funds invested, as well as earnings on bond proceeds from the anticipated FY 2017-18 bond sales, which are invested and drawn down based on a spending schedule. Fiscal Year Amount % Inc/(Dec) 2013-14 $ 2,144,102 2014-15 3,321,096 54.9 2015-16 4,147,880 24.9 2016-17 (Year-End Estimate) 5,537,500 33.5 2017-18 (Adopted) 8,595,900 55.2 133 (56.3) City of Chandler 2017-18 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) 2017-18 adopted budget for each category: • Airport T-Hangars, Tie-Downs, T-Shades and Other Charges • Airport Leases • Miscellaneous Property Leases $486,400 187,400 128,600 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) 2013-14 and FY 2015-16 increases are mainly the result of lease revenue from the Innovations facility. The FY 2016-17 year-end estimate is an eight month actual and four month projection based upon historical trends and includes a final partial year of lease payments from the Innovations facility from the City’s transition from the physical building to a City program, and cancellation of the Arizona Public Service (APS) rental of space in the City Hall Utility Service area. Projection: The FY 2017-18 adopted budget reflects the end of lease revenue from the Innovations facility. Fiscal Year Amount % Inc/(Dec) 2013-14 $ 1,306,888 14.6 2014-15 1,342,697 2.7 2015-16 1,571,699 17.1 2016-17 (Year-End Estimate) 1,321,554 (15.9) 802,400 (39.3) 2017-18 (Adopted) 134 City of Chandler 2017-18 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 which is transferred to the State Treasurer, a $20 probation surcharge which is transferred to the County Treasurer, and a $15 assessment on all court fines (increased from $13 during Fiscal Year (FY) 2014-15) split between the City and County Treasurer depending on the citing agency. 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. FY 2015-16 reflects lower levels of court enhancement fees and photo red light fees due to a change in the photo red light vendor. The FY 2016-17 year-end estimate is an eight month actual and four month projection based on historical trends and the continued impacts of the photo red light program. Projection: The FY 2017-18 adopted budget assumes a return to a new normal level of photo red light revenue. Fiscal Year Amount % Inc/(Dec) 2013-14 $ 3,407,467 2014-15 3,342,588 (1.9) 2015-16 2,821,657 (15.6) 2016-17 (Year-End Estimate) 2,678,000 (5.1) 2017-18 (Adopted) 3,137,700 17.2 135 2.5 City of Chandler 2017-18 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 Water Enterprise, which includes related operations, capital, debt service, and reserves. 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 related water system 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) 2016-17 year-end estimate is an eight month actual and four month projection based on historical trends. Projection: The FY 2017-18 adopted budget reflects a 2.5% anticipated revenue increase effective through the rates beginning October 1, 2017 to support debt service related to new and expanded water facilities. Fiscal Year Amount % Inc/(Dec) 2013-14 $ 48,490,198 2014-15 47,193,618 (2.7) 2015-16 49,043,607 3.9 2016-17 (Year-End Estimate) 47,080,000 (4.0) 2017-18 (Adopted) 49,700,000 5.6 136 2.7 City of Chandler 2017-18 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, unless a wastewater meter is used to measure flow. This revenue may be expended only for the Wastewater Enterprise (WW), which includes related operations, capital, debt service, and reserves. This presentation also includes Intel Corporation’s reimbursement to the City for operation of the Ocotillo Brine Reduction Facility (OBRF), which is restricted for use by the OBRF. OBRF information is shown separately in the table below so that the WW Portion reflects “normal” wastewater operations. 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 related wastewater system costs. FY 2015-16 reflects an October 2015 rate increase of 9% for wastewater and 18% for reclaimed water. The FY 2016-17 estimate is an eight month actual and four month projection based on historical trends and the transfer of reclaimed water revenues to the newly created Reclaimed Water Fund. Projection: The FY 2017-18 adopted budget reflects a 8% anticipated revenue increase effective through the rates beginning October 1, 2017 to support debt service related to new and expanded wastewater facilities, as well as their expanded ongoing operating costs, including chemicals and electricity. Additionally, Intel Corporation expanded the OBRF, resulting in increased levels of reimbursement revenue if the expansion materializes. Total Amount Fiscal Year WW Portion % Inc/(Dec) OBRF Portion % Inc/(Dec) 2013-14 $ 37,011,817 5.6 $ 2,833,106 46.6 $ 39,844,923 7.7 2014-15 40,178,250 8.6 5,177,206 82.7 45,355,456 13.8 2015-16 44,448,994 10.6 5,854,857 13.1 50,303,851 10.9 2016-17 (Year-End Estimate) 38,870,000 (12.6) 6,940,113 18.5 45,810,113 (8.9) 2017-18 (Adopted) 43,200,000 11.1 11,565,926 66.7 54,765,926 19.5 137 % Inc/(Dec) City of Chandler 2017-18 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: The data below reflects recent years of actual revenue with the percent of increase or decrease. Effective Fiscal Year (FY) 2016-17, reclaimed water revenue has been moved to a newly created Reclaimed Water Enterprise Fund to support the cost of producing reclaimed water. Prior to FY 2016-17, this revenue was consolidated with Wastewater Service revenue. Projection: The FY 2017-18 adopted budget reflects a 15% anticipated revenue increase effective through the rates beginning October 1, 2017 to support expanded operating costs. Fiscal Year 2013-14 Amount $ 2014-15 2015-16 % Inc/(Dec) - 0.0 - 0.0 - 0.0 2016-17 (Year-End Estimate) 1,800,000 0.0 2017-18 (Adopted) 1,900,700 138 5.6 City of Chandler 2017-18 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 Solid Waste Enterprise, which includes related operations, capital, and required reserves. 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) 2015-16 reflects an October 2015 rate increase of 6% (rates had remained unchanged prior to that since FY 2005-06). The FY 2016-17 year-end estimate is an eight month actual and four month projection and includes the full impact of the October 2015 rate increase. Projection: The FY 2017-18 adopted budget reflects a steady level of solid waste revenues and an anticipated 6% rate increase to be effective beginning October 1, 2017 to support increased operating costs. Fiscal Year Amount % Inc/(Dec) 2013-14 $ 13,916,489 1.5 2014-15 13,879,263 (0.3) 2015-16 14,526,750 4.7 2016-17 (Year-End Estimate) 15,010,813 3.3 2017-18 (Adopted) 15,347,234 2.2 139 City of Chandler 2017-18 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 increase of $8 million for reimbursement from Intel Corporation for water rights purchases, as well as a slight decrease from the suspension of utility late fees during the implementation period of the new utility billing system. FY 2015-16 reflects the reinstatement of utility late fees along with higher levels of water meter installations. The FY 2016-17 year-end estimate is an eight month actual and four month projection based on historical trends, with lower levels of water meter installations. Projection: The FY 2017-18 adopted budget reflects higher levels of water meter installations as the City continues to replace aging meters, as well as wastewater pretreatment program service charges. Fiscal Year Amount % Inc/(Dec) 2013-14 $ 1,802,618 1.5 2014-15 9,297,466 415.8 2015-16 2,791,892 (70.0) 2016-17 (Year-End Estimate) 2,009,563 (28.0) 2017-18 (Adopted) 2,617,128 30.2 140 City of Chandler 2017-18 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 the 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, along with Arizona Revised Statute requirements. 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 enterprise system capital projects. Analysis: The data below reflects recent years of actual revenue with the percent of increase or decrease. FY 2013-14 reflects increased development activity, including a large corporate expansion project. FY 2014-15 reflects the above mentioned rate increase along with fee payments from several large multi-family developments. FY 2015-16 reflects increased development activity as the economy continues to strengthen. The FY 2016-17 year-end estimate is an eight month actual and four month projection reflecting current development activity. Projection: The FY 2017-18 adopted budget reflects current market conditions under the existing fee structure. Fiscal Year Amount % Inc/(Dec) 2013-14 $ 5,566,915 10.0 2014-15 7,861,625 41.2 2015-16 11,677,322 48.5 2016-17 (Year-End Estimate) 10,945,049 (6.3) 2017-18 (Adopted) 11,342,300 3.6 141 City of Chandler 2017-18 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 the 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, along with Arizona Revised Statute requirements. Per unit fees are based on meter size. This revenue may only be expended for growth-related wastewater enterprise system and reclaimed water enterprise system capital projects. Analysis: The data below reflects recent years of actual revenue with the percent of increase or decrease. FY 2014-15 reflects the rate changes noted above along with fee payments from several large multi-family developments. FY 2015-16 reflects increased development activity. The FY 2016-17 year-end estimate is an eight month actual and four month projection reflecting current development activity. Projection: The FY 2017-18 adopted budget reflects current market conditions under the existing fee structure. Fiscal Year Amount % Inc/(Dec) 2013-14 $ 6,717,713 2014-15 9,047,613 34.7 2015-16 13,789,872 52.4 2016-17 (Year-End Estimate) 12,440,700 (9.8) 2017-18 (Adopted) 13,316,500 7.0 142 (0.1) City of Chandler 2017-18 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 2017-18 adopted budget for each category: • Arterial Streets • Parks • Fire • Police • Public Buildings • Library $4,972,700 6,208,000 1,055,800 $712,500 271,500 123,500 These fees are reviewed and revised periodically based on current and future capacity-expanding capital expenditures, growth projections, and Arizona Revised Statute requirements. Residential fees are charged per dwelling unit, while non-residential 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. FY 2014-15 reflects the above noted rate changes, which were fee reductions in many categories. FY 2015-16 reflects increased development activity. The FY 2016-17 year-end estimate is an eight month actual and four month projection reflecting current development activity. Projection: The FY 2017-18 adopted budget reflects current market conditions under the existing fee structure. Fiscal Year Amount % Inc/(Dec) 2013-14 $ 11,846,275 2014-15 10,585,622 (10.6) 2015-16 16,217,003 53.2 2016-17 (Year-End Estimate) 12,223,400 (24.6) 2017-18 (Adopted) 13,344,000 9.2 143 52.2 City of Chandler 2017-18 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 2013-14 increase reflects increased premiums paid to the Health Care Benefit Trust. The FY 2016-17 yearend estimate is an eight month actual and four month projection based on historical trends. Projection: The FY 2017-18 adopted budget reflects increased benefit premiums based on higher employee counts, as well as increased levels of contributions to the short-term disability self-insurance fund. Fiscal Year Amount % Inc/(Dec) 2013-14 $ 26,194,407 8.1 2014-15 26,844,868 2.5 2015-16 27,477,409 2.4 2016-17 (Year-End Estimate) 26,661,019 (3.0) 2017-18 (Adopted) 29,499,380 10.6 144 City of Chandler 2017-18 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 increasing in Fiscal Year (FY) 2017-18 due to loan transfers from the Water and Wastewater Bond Funds to System Development Funds to finance the Water and Wastewater capital projects. Listed below are all interfund transfers anticipated in FY 2017-18: Indirect Cost Allocation: Water Fund to General Fund Reclaimed 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 Reclaimed 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 $ 3,291,900 79,500 2,364,100 446,100 967,000 100,000 22,636 630 15,117 10,826 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 Transfers from various funds to Technology Replacement Fund 135,000 150,000 70,370,655 500,000 450,000 1,043,137 2,383,988 2,903,087 Reimbursements: Regional Transportation Sales Tax Fund to Arterial Street Impact Fund 1,303,000 Loans and Loan Repayments: Water Bond Fund to Water System Development Fund (loan) 8,500,000 Wastewater Bond Fund to Wastewater System Development Fund (loan) 5,000,000 Arterial Street Impact Fund to General Government Capital Projects Fund (loan repayment) 500,000 Public Building Impact Fund to General Government Capital Projects Fund (loan repayment) 200,000 Police Impact Fund to General Government Capital Projects Fund (loan repayment) 500,000 Total Interfund Transfers $101,236,676 145 City of Chandler 2017-18 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 Fiscal Year (FY) 2017-18 primary property tax rate is reduced from the FY 2016-17 rate of $0.29 per $100 of assessed valuation to $0.27 per $100 of assessed valuation. Secondary Taxes are restricted for general bonded debt obligations and voter approved budget overrides. The FY 2017-18 secondary property tax rate is the same rate as the FY 2016-17 rate of $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 2013-14 decrease reflects the last year of declining assessed values after the great recession. Assessed values then started increasing in subsequent years. The FY 2016-17 year-end estimate is an eight month actual and four month projection reflecting higher assessed values offset by a rate reduction for primary property tax. Projection: The projected tax collections for FY 2017-18 reflect property market values from calendar year 2015, which are then adjusted using the limited property value formula. Higher property values, coupled with lower tax rates, result in a minimal increase in levy 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 as assessed values increase. Fiscal Year Amount % Inc/(Dec) 2013-14 $ 28,731,032 2014-15 28,744,684 0.0 2015-16 29,237,607 1.7 2016-17 (Year-End Estimate) 28,592,000 (2.2) 2017-18 (Adopted) 30,749,600 7.5 146 (3.6) City of Chandler 2017-18 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 2017-18 rates and levy: City Valuation Year Overall Rate - Including City, County, School District, and Special Assessment Districts City Rate Percent of Total Rate 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 $ 7.59 4.28 $ 11.87 $ 0.2992 0.8800 $ 1.1792 3.9% 20.6 9.9% 2016-17 P S $ 2,553,971,787 2,553,971,787 $ 7.62 4.17 $ 11.79 $ 0.29 0.87 $ 1.16 3.8% 20.9 9.8% Type 2017-18 City Valuation % Inc/(Dec) 2017-18 Adopted Rates 2016-17 Levy 2017-18 Levy* % Inc/(Dec) Primary Secondary $2,675,480,112 2,675,480,112 4.76% 4.76% $0.27 0.87 $1.14 $ 7,406,518 22,219,555 $29,626,073 $ 7,223,796 23,276,676 $30,500,472 (2.46%) 4.75% 2.96% * Reflects maximum levy, but rounded for budgeted revenue estimates to $7,223,000 primary and $23,276,600 secondary, for a total of $30,499,600. 147 City of Chandler 2017-18 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 February 2, 2017 for 60 days, and 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 April 13, 2017, an agenda action item allowed for Council discussion and public comment prior to Council approving the following changes that are effective July 1, 2017. Name of Department/Fee Current Fee Fee Effective 7/1/17 Fire, Health and Medical Healthcare Facility/Daycare/Institutional Permit for Home Care Facility $85/permit Healthcare Facility/Daycare/Institutional Permit for Commercial Facility $170/permit Eliminate fee due to Arizona Department of Health no longer requiring fire inspections in these facilities. Future inspections at these facilities now fall under existing business fire inspection regulations. Management Services Administrative Fee for Series 18D Liquor License (Liquor Distilleries) $200 Application Fee $200 Issuance Fee $1,000 Annual Fee Administrative Fee for Series 19D Liquor License (Liquor Tasting Rooms – Spirits) $200 Application Fee $200 Issuance Fee $300 Annual Fee New Fees due to State of Arizona adding new types of liquor licenses Administrative Fee for Series 19W Liquor License (Liquor Tasting Rooms – Wine) $200 Application Fee $200 Issuance Fee $300 Annual Fee Administrative Fee for Series 20 Liquor License (Farm Winery Producer) $200 Application Fee $200 Issuance Fee $300 Annual Fee Administrative Fee for Series 21 Liquor License (Wine Producer Custom Crush) $200 Application Fee $200 Issuance Fee $300 Annual Fee 148 GENERAL GOVERNMENT 6 Activities and Functions Accomplishments Goals, Objectives, and Performance Measurements Budget Summary Position Summary GENERAL GOVERNMENT Chandler City Hall continues as the hub of strategic municipal planning and policy development. The vision and goals exercised by past and current elected leadership continue to put a progressive stamp on this community that is the envy of the Valley. City of Chandler 2017-18 Adopted Budget General Government Mayor and Council City Magistrate City Manager City Attorney Administration City Clerk Civil Communications & Public Affairs Economic Development Prosecutorial Mayor & Council Administration Innovations Liability Litigation Video Production Tourism Liability Litigation Claims Print, Mail, and Graphics Neighborhood Resources Airport Code Enforcement Planning Community Development Downtown Redevelopment Housing & Redevelopment 149 City of Chandler 2017-18 Adopted Budget General Government The table below depicts the financial breakdown by division for the Fiscal Year 2017-18 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 2015-16 Actual Expenditures Expenditures by Cost Center Mayor and Council Communications and Public Affairs City Clerk City Magistrate Law City Manager $ Airport 909,003 2,669,650 655,805 4,389,746 9,644,456 1,078,984 3.51% 5.79% -20.67% -1.29% 0.62% -11.40% 957,608 1,058,218 1,076,544 1,073,327 1.43% 1,223,229 8,848,127 553,028 6,341,607 7,484,783 - 4,224,564 1,837,874 - -100.00% 8,348,332 10,645,181 - - -100.00% - - - 423,598 N/A Economic Development 1,893,753 6,151,895 3,467,708 3,927,847 Innovations (4) 1,540,798 - - - -36.15% N/A - - 1,169,625 - N/A 3,043,103 3,409,489 3,336,002 - -100.00% 1,801,919 2,479,500 2,000,000 - (1)(6) 9,758,871 14,272,412 10,442,340 - -100.00% -100.00% Neighborhood Resources (7) - - 14,878,287 17,933,237 N/A 1,755,699 1,649,270 1,694,415 1,681,096 Total $ 53,836,773 $ 79,516,010 $ 64,494,084 $ 50,802,959 3.62% -36.11% (2) (3) Downtown Redevelopment (3)(4) Fleet Services (1)(5) Human Resources (1) Workers Compensation Liabilities (1) Information Technology Planning Expenditures by Category Personnel & Benefits Total Personnel Ongoing(8) (8) One-time Operating & Maintenance Capital - Major (5) 900,628 $ 2,804,144 867,507 4,226,637 6,893,835 874,046 7,253,743 Cultural Affairs (4) 878,151 $ 2,523,492 826,714 4,447,081 9,585,278 1,217,750 7,050,403 Buildings and Facilities Capital(1) (3) % Change Adopted to Adopted 2,077,207 Buildings and Facilities (1) (2) 2017-18 Adopted Budget -28.33% -100.00% Airport Capital (1) 838,109 $ 2,235,251 575,545 4,125,403 5,698,882 1,019,090 2016-17 Estimated Expenditures 2016-17 Adopted Budget $ 33,407,654 $ 35,036,337 $ 29,408,772 $ 19,514,509 15,278,597 5,150,521 Total $ 53,836,773 $ 29,282,496 19,509,509 34,899,217 5,000 137,120 126,276 22,379,635 22,258,725 31,537,283 3,548,029 8,908,815 22,220,948 79,516,010 $ 64,494,084 $ 50,802,959 -44.10% -96.35% 0.54% -59.91% -36.11% Effective July 1, 2017, Buildings and Facilities, Buildings and Facilities Capital, Human Resources, Workers' Compensation Liab ilities, Fleet Services, and Information Technology are transferred from the City Manager Department to the newly created Administrative Services Department . Effective July 2016, the Cultural Affairs Division is transferred to the re-estab lished Community Services Department. Effective July 1, 2017, the Downtown Redevelopment cost center is transferred from the Economic Development Division to the City Manager Department. 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. During Fiscal Year (FY) 2016-17, Fleet Services transfers from the Fire, Health & Medical Department to the City Manager Department. (6) Information Technology summary totals include Information Technology Oversight Committee (ITOC) operating and capital cost centers. (7) Effective July 2016, the Community & Neighb orhood Services Department is dismantled and the Neighb orhood Resources Division is transferred to the City Manager Department. For presentation purposes, the prior year history is reflected in this summary. (8) Ongoing and One-time Personnel Services detail not availab le for FY 2015-16 Actual Expenditures. 150 City of Chandler 2017-18 Adopted Budget General Government General Government Overview (continued) % Change 2017-18 Adopted to Adopted Adopted 4.000 0.00% 15.000 0.00% 6.000 0.00% 41.000 0.00% 32.000 3.23% 5.000 -16.67% 2015-16 Revised 4.000 15.000 6.000 41.000 31.000 6.000 2016-17 Adopted 4.000 15.000 6.000 41.000 31.000 6.000 2016-17 Revised 4.000 15.000 6.000 41.000 31.000 5.000 6.000 6.000 6.000 6.000 0.00% 43.000 43.000 44.000 0.000 -100.00% 81.050 82.550 0.000 0.000 -100.00% Downtown Redevelopment 0.000 0.000 0.000 2.000 N/A Economic Development(3) 9.000 9.000 8.000 6.000 -33.33% Fleet Services (1) 0.000 0.000 12.000 0.000 N/A 23.000 23.000 23.000 0.000 -100.00% 53.000 55.000 55.000 0.000 -100.00% 0.000 0.000 47.500 48.500 N/A 14.000 332.050 14.000 335.550 14.000 311.500 15.000 180.500 7.14% -46.21% Staffing by Cost Center Mayor and Council Communications and Public Affairs City Clerk City Magistrate Law City Manager Airport Buildings and Facilities Cultural Affairs (1) (2) (3) Human Resources (1) Information Technology(1) Neighborhood Resources (4) Planning Total (1) Effective July 1, 2017, Buildings and Facilities, Human Resources, Fleet Services, and Information Technolgy are transferred to the newly created Administrative Services Department from the City Manager Department. (2) Effective July 2016, the Cultural Affairs Division is transferred to the re-estab lished Community Services Department. (3) Effective July 1, 2017, the Downtown Redevelopment cost center is transferred from the Economic Development Division to the City Manager Department. (4) Effective July 1, 2016, the Community & Neighb orhood Services Department is dismantled and the Neighb orhood Resources Division is transferred to the City Manager Department. 151 City of Chandler 2017-18 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 Magistrate City Manager 152 City Attorney City of Chandler 2017-18 Adopted Budget General Government    Mayor and Council - 1020    Budget Summary 2015-16 Actual Expenditures Description Personnel Services Total Personnel $ Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Office Furniture/Equipment Capital Replacement Total Cost Center - 1020 $ General Fund $ 2016-17 Adjusted Budget 2016-17 Adopted Budget 794,618 $ 3,691 17,738 1,124 3,875 500 14,649 1,913 838,109 $ 838,109 $ 823,238 $ 823,238 5,116 10,926 2,521 4,799 24,278 5,360 1,913 878,151 $ 878,151 $ 2016-17 Estimated Expenditures 837,613 $ 837,613 5,116 10,926 2,521 9,799 24,278 5,360 1,913 897,526 $ 897,526 $ 2017-18 Adopted Budget 842,000 $ 842,000 5,000 13,305 1,700 8,400 22,950 5,360 1,913 900,628 $ 900,628 $ % Change Adopted to Adopted 853,952 853,952 5,000 9,750 1,800 7,850 23,378 5,360 1,913 909,003 909,003 3.73% 3.73% N/A -2.27% -10.76% -28.60% 63.58% N/A -3.71% 0.00% 0.00% 3.51% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Authorized Positions Position Title Executive Management Assistant Management Assistant Mayor and City Council Assistant Total 2013-14 Revised 0 3 1 4 2014-15 Revised 3 0 1 4 2015-16 Revised 3 0 1 4 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2017-18. 153 2016-17 Adopted 3 0 1 4 2016-17 Revised 3 0 1 4 2017-18 Adopted 3 0 1 4 City of Chandler 2017-18 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 2017-18 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 2015-16 Actual Expenditures Expenditures by Cost Center Communications and Public Affairs Video Production Print, Mail, and Graphics $ 2016-17 Estimated Expenditures 2017-18 Adopted Budget Total $ 884,757 $ 560,048 790,446 2,235,251 $ 1,158,244 $ 475,866 889,382 2,523,492 $ 1,231,199 $ 643,153 929,792 2,804,144 $ 1,309,846 487,628 872,176 2,669,650 $ 1,578,011 $ 1,527,721 $ 1,571,400 $ 1,557,221 Total $ 657,240 2,235,251 $ 1,527,721 995,771 2,523,492 $ 1,571,400 1,232,744 2,804,144 $ 1,552,221 5,000 1,112,429 2,669,650 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) 2016-17 Adopted Budget 2015-16 Revised 7.000 2.000 6.000 15.000 2016-17 Adopted 7.000 2.000 6.000 15.000 2016-17 Revised 7.000 2.000 6.000 15.000 Ongoing and One-time Personnel Services detail not availab le for 2015-16 Actual Expenditures. 154 % Change Adopted to Adopted 13.09% 2.47% -1.93% 5.79% 1.60% N/A 11.72% 5.79% % Change 2017-18 Adopted to Adopted Adopted 7.000 0.00% 2.000 0.00% 6.000 0.00% 15.000 0.00% City of Chandler 2017-18 Adopted Budget General Government 2016-17 Communications and Public Affairs Accomplishments  Mayor Jay Tibshraeny delivered the State of the City address to a standing room only crowd as he touted the places, people, portfolio, and progress in the past year. The event’s opening video featured the Mayor in a self-driving car and showcased the research and development of autonomous vehicle technology in Chandler.  The State of the City opening video earned a Silver Telly Award, a premier national award honoring the work of the most respected advertising agencies, production companies, television stations, cable operators, and corporate video departments in the world.  Produced the City’s 2016 Online Annual Report to highlight advancements that make Chandler a world-class City that delivers outstanding public services and an exceptional quality of life.  Continued the strong tradition of community outreach on behalf of the Mayor and Council by assisting with numerous events, including the Mayor's Listening Tour, Health Connect Expo, Neighborhood Excellence Awards, Safety and Veteran’s Expo, 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 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.  Coordinated “Budget Connect” – Chandler’s online community Budget Meeting to discuss the City’s Annual Budget and Capital Improvement Program. Assisted the Management Services Department to develop and promote the Budget Survey, achieving four times the number of responses from the previous year.  Created the Social Media Hub on the City’s website to showcase and cross promote social media content from 40 different social media accounts on multiple platforms. Worked with the Information Technology Division to update the design of the City’s website homepage and launched the redesign the City’s website.  Issued more than 300 news releases and completed a communication survey of Chandler residents and business to gather opinions about the communication channels, topics, and methods to seek City information.  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 with the Economic Development Division to launch the Uptown Chandler branding initiative, and with the Downtown Redevelopment Division to promote development projects and the Find Your Spot parking campaign.  The Video Production Division supported public meetings, coordinated studio and field shoots, and produced original programs, including the Chandler Inside and Out, Chandler In Focus, Come Out and Play. It also updated the City’s You Tube channel to feature shows and videos about services, news, and events.  Several videos received national awards this year, earning a Silver Telly and Bronze Telly from the Telly Awards, two Communicator Awards of Distinction from the Academy of Interactive & Visual Arts, and a Silver Circle Award from the City and County Communication and Marketing Association.  The Print, Mail, and Graphics Division completed more than 2,500 print requests and fulfilled more than 750 graphic design requests for digital and printed materials. The Division also processed more than 1.1 million pieces of outgoing mail, taking measures to qualify for the greatest discounts possible and saving the City thousands in postage costs.  Print production equipment was updated to enhance the capabilities and efficiencies to fulfill print and graphic requests for City departments. Published the monthly CityScope newsletter and six-month event calendar that are distributed with municipal utility bills. 155 City of Chandler 2017-18 Adopted Budget General Government    Communications and Public Affairs – 1070    2017-18 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) 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 293 237 300 250 250 Council columns/journal articles 46 51 50 55 50 Newsletters 64 64 63 63 63 Public record requests 18 16 15 15 15 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 10 17 10 15 12 8,411 9,947 9,000 9,500 9,500 10,187 309,846 12,063,671 16,523 501,134 17,155,285 13,000 445,000 13,000,000 18,000 510,000 18,000,000 20,000 515,000 19,000,000 10 14 10 15 12 Public meeting logistics/facilitation * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 156 City of Chandler 2017-18 Adopted Budget General Government    Communications and Public Affairs – 1070    Budget Summary 2015-16 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 - 1070 $ General Fund $ 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget % Change Adopted to Adopted 853,018 856,200 $ 851,792 $ 833,490 $ 776,100 $ 853,018 856,200 851,792 833,490 385,912 308,249 308,261 254,058 56,370 53,114 51,110 52,864 52,864 42,858 4,664 4,600 4,664 4,664 1,375 5,128 4,000 5,128 5,128 3,266 7,000 6,000 7,000 7,000 4,758 1,010 1,040 1,040 1,040 30 884,757 $ 1,158,244 $ 1,230,749 $ 1,231,199 $ 1,309,846 884,757 $ 1,158,244 $ 1,230,749 $ 1,231,199 $ 1,309,846 2.34% 2.34% N/A 51.90% 0.47% 0.00% 0.00% 0.00% -2.88% N/A 13.09% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Authorized Positions Position Title Communications/Public Affairs Director Information Specialist Management Assistant Public Information Officer Security Officer Senior Executive Assistant Total 2013-14 Revised 1 1 0 3 0 1 6 2014-15 Revised 1 1 1 3 0 0 6 2015-16 Revised 1 1 1 3 1 0 7 2016-17 Adopted 1 1 1 3 1 0 7 2016-17 Revised 1 1 1 3 1 0 7 Significant Budget and Staffing Changes Fiscal Year 2017-18 reflects the addition of one-time contract services funding for City website rebuild. 157 2017-18 Adopted 1 1 1 3 1 0 7 City of Chandler 2017-18 Adopted Budget General Government V ideo Production is responsible for the programming of the City’s Government Access Channel. This includes producing live cablecasts of City Council and Planning and Zoning meetings. Productions also include original programming of monthly shows, as well as special request programs that highlight events, operations, and information about City-related activities. Video Production provides internal audio/video support for City functions that require specific technical assistance. Video Production 1071 Division: Cost Center: 2017-18 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 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 137 137 140 140 145 50 50 50 50 50 2016-17 Projected 2016-17 Year End Estimate * 2017-18 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 2014-15 Actual 2015-16 Actual 54 54 55 60 55 50 54 55 60 55 * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 158 City of Chandler 2017-18 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 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 10 10 10 15 10 10 10 15 20 20 * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 159 City of Chandler 2017-18 Adopted Budget General Government    Video Production – 1071    Budget Summary 2015-16 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 2016-17 Adopted Budget 321,342 $ 111,012 5,303 120 1,608 1,736 116,677 2,250 560,048 $ 560,048 $ 2016-17 Adjusted Budget 201,879 $ 201,879 200,910 11,544 5,666 1,617 2,000 50,000 2,250 475,866 $ 475,866 $ 2016-17 Estimated Expenditures 218,130 $ 218,130 274,172 11,544 5,666 1,617 2,000 126,888 2,250 642,267 $ 642,267 $ 2017-18 Adopted Budget 218,200 $ 218,200 274,172 31,581 5,800 1,650 2,500 107,000 2,250 643,153 $ 643,153 $ % Change Adopted to Adopted 213,557 208,557 5,000 201,243 11,544 5,300 1,650 2,000 50,000 2,334 487,628 487,628 5.78% 3.31% N/A 0.17% 0.00% -6.46% 2.04% 0.00% 0.00% 3.73% 2.47% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Authorized Positions Position Title Video Production Coordinator Video Productions Specialist Total 2013-14 Revised 1 1 2 2014-15 Revised 1 1 2 2015-16 Revised 1 1 2 2016-17 Adopted 1 1 2 2016-17 Revised 1 1 2 2017-18 Adopted 1 1 2 Significant Budget and Staffing Changes Fiscal Year (FY) 2016-17 reflects increased spending due to one-time savings carryforward from FY 2015-16 related to government and educational access programs. FY 2017-18 includes one-time funding of contract services to supplement video production and photography capabilities, which was also allocated in FY 2016-17 with one-time funding. One-time funding is also reflected for a Council chambers video upgrade. As part of the FY 2017-18 amendment process, one-time funding of $5,000 was transferred from the Council Contingency for an intern to archive Communication and Public Affairs historical video from tape to high definition. 160 City of Chandler 2017-18 Adopted Budget General Government P rint, Mail, and Graphics is responsible for central duplicating, offset press, and bindery of that material. Print, Mail, and Graphics also processes all of the incoming and outgoing mail for City departments as well as all graphic design projects. Print, Mail, and Graphics 1210 Division: Cost Center: 2017-18 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 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected Printing completed on requested date 100% 100% 98% 100% 98% Printing requests processed 2,541 2,681 2,500 2,543 2,500 5,262,173 5,560,465 5,250,000 5,203,954 5,250,000 680 720 700 750 700 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 (1) 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected Mailing processes completed within 24 hours 100% 100% 100% 100% 98% Utility bill and sales tax item volume to be mailed 1,159,878 1,226,178 1,200,000 1,137,538 960,000(1) Fiscal Year (FY) 2017-18 decrease due to the transition of Transaction Privilege Tax administration to the Arizona Department of Revenue. * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 161 City of Chandler 2017-18 Adopted Budget General Government    Print, Mail, and Graphics – 1210    Budget Summary 2015-16 Actual Expenditures Description Personnel Services Total Personnel $ Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Rents/Utilities Other Charges/Services Machinery/Equipment Office Furniture/Equipment Capital Replacement Total Cost Center - 1210 $ General Fund $ 2016-17 Adjusted Budget 2016-17 Adopted Budget 480,569 $ 2,033 6,660 5,808 278,092 2,239 279 842 13,925 790,446 $ 790,446 $ 492,352 $ 492,352 80,783 13,485 259,087 750 29,000 13,925 889,382 $ 889,382 $ 2016-17 Estimated Expenditures 495,994 $ 495,994 107,441 13,485 259,087 24,626 750 29,000 13,925 944,308 $ 944,308 $ 2017-18 Adopted Budget 497,000 $ 497,000 93,042 13,000 258,650 24,625 550 29,000 13,925 929,792 $ 929,792 $ % Change Adopted to Adopted 490,646 490,646 80,783 13,485 259,087 750 27,425 872,176 872,176 -0.35% -0.35% N/A N/A 0.00% 0.00% 0.00% N/A 0.00% N/A -100.00% 96.95% -1.93% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Authorized Positions Position Title Administrative Services Clerk Graphic Design & Printing Coordinator Lead Administrative Services Clerk Offset Press Operator Publication Services Supervisor Total 2013-14 Revised 2 1 1 1 1 6 2014-15 Revised 2 1 1 1 1 6 2015-16 Revised 2 1 1 1 1 6 2016-17 Adopted 2 1 1 1 1 6 2016-17 Revised 2 1 1 1 1 6 2017-18 Adopted 2 1 1 1 1 6 Significant Budget and Staffing Changes Fiscal Year (FY) 2017-18 reflects additional funds for ongoing equipment replacement and a reduction of onetime funding from FY 2016-17 for purchase of print finishing equipment. 162 City of Chandler 2017-18 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. 2016-17 City Clerk Accomplishments  Conducted August 2016 Primary Election and November 2016 General Election for City Council races.  Managed the fourth busiest early voting site in Maricopa County for the 2016 Primary/General Elections.  Recorded highest year-to-date for passport acceptance.  Selected consultant for development of a standardized citywide records management training program.  Improved process for submittal of Public Record Requests online.  Conducted Open Meeting Law training for staff and board and commission members. 2017-18 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 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 87 85 90 90 90 Meeting notices posted 544 565 550 570 550 City Council actions and agenda items prepared 867 844 850 830 850 * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 163 City of Chandler 2017-18 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 Measure Contractual documents processed 2015-16 Actual 991 2016-17 Year End Estimate * 2016-17 Projected 844 900 2017-18 Projected 800 850 Goal: Conduct City elections in the most efficient and effective manner possible. Supports Priority Based Budgeting Goal(s): Good Governance Objective: ♦ Promote voter participation and provide voter assistance in local, state, and federal elections. ♦ Serve as filing officer for local candidates seeking election and for political committees participating in local elections. Measures Aug Municipal elections Registered voters Total ballots processed Voter turnout percentage (1) 2015-16 Actual August special 2014-15 Actual Nov 2016-17 Year End Estimate * 2016-17 Projected Aug Aug(1) Nov 2017-18 Projected Nov(1) 1 1 1 1 1 1 1 0 131,874 128,552 131,874 129,000 130,000 133,327 140,554 143,000 29,481 55,204 22,240 32,250 104,000 33,227 109,284 0 22% 43% 18% 25% 80% 25% 78% 0 Reflects actual figures from the August 2016 and November 2016 elections. 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 2014-15 Actual 2015-16 Actual 13,930 423 15,354 383 * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 164 2016-17 Projected 15,500 500 2016-17 Year End Estimate * 16,000 400 2017-18 Projected 16,500 400 City of Chandler 2017-18 Adopted Budget General Government    City Clerk – 1030    Budget Summary 2015-16 Actual Expenditures Description Personnel Services Total Personnel $ Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Total Cost Center - 1030 $ General Fund $ 2016-17 Adopted Budget 513,291 $ 17,100 3,574 1,868 31,944 7,769 575,545 $ 575,545 $ 2016-17 Adjusted Budget 544,072 $ 544,072 30,000 203,167 2,500 38,475 8,500 826,714 $ 826,714 $ 2016-17 Estimated Expenditures 603,603 $ 603,603 39,092 203,167 2,500 43,556 8,500 900,418 $ 900,418 $ 2017-18 Adopted Budget 599,268 $ 599,268 39,092 180,172 2,500 40,475 6,000 867,507 $ 867,507 $ % Change Adopted to Adopted 574,663 574,663 30,317 5,200 2,500 34,625 8,500 655,805 655,805 5.62% 5.62% N/A 1.06% -97.44% 0.00% -10.01% 0.00% -20.67% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Authorized Positions Position Title City Clerk City Clerk Management Assistant Customer Service Representative Executive Assistant Senior Administrative Assistant Total 2013-14 Revised 1 2 2 1 0 6 2014-15 Revised 1 2 2 0 1 6 2015-16 Revised 1 2 2 0 1 6 2016-17 Adopted 1 2 2 0 1 6 2016-17 Revised 1 2 2 0 1 6 2017-18 Adopted 1 2 2 0 1 6 Significant Budget and Staffing Changes Fiscal Year (FY) 2017-18 reflects a decrease due to the elimination of one-time funding approved in FY 2016-17 for the 2016 elections. 165 City of Chandler 2017-18 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. 2016-17 City Magistrate Accomplishments  Implemented pay by phone and on-line payment processing.  Replaced security screening equipment.  Coordinated with City IT to successfully install data security firewall equipment.  Implemented automated acceptance and processing of photo enforcement citations.  Collaborated with other east valley municipal courts to establish a Regional Veteran’s Court. 2017-18 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 2014-15 Actual 25 0 37,253 2015-16 Actual 22 2 30,715 2016-17 Projected 30 2 40,000 2016-17 Year End Estimate * 24 1 32,000 2017-18 Projected 30 2 35,000 89% 54,268 30 sec 95% 52,731 29 sec 90% 52,000 30 sec 90% 50,000 30 sec 90% 50,000 30 sec * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 166 City of Chandler 2017-18 Adopted Budget General Government    City Magistrate – 1050    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Rents/Utilities Other Charges/Services Contingencies/Reserves Machinery/Equipment Office Furniture/Equipment Capital Replacement Total Cost Center - 1050 General Fund Grant Fund** Grand Total 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget $ 3,671,264 $ 4,014,360 $ 4,014,360 304,600 298,108 39,850 39,635 13,480 10,740 22,834 17,621 400 287 20,875 14,086 1,007 29,675 73,662 $ 4,125,403 $ 4,447,081 $ $ 4,125,403 $ 4,417,406 $ 29,675 $ 4,125,403 $ 4,447,081 $ 2016-17 Estimated Expenditures 2017-18 Adopted Budget 4,041,691 $ 3,793,788 $ 3,793,788 4,041,691 304,600 304,600 46,709 44,004 11,050 13,621 18,000 22,834 400 400 20,875 20,875 1,007 30,858 92,706 357 10,567 4,552,305 $ 4,226,637 $ 4,522,630 $ 4,196,962 $ 29,675 29,675 4,552,305 $ 4,226,637 $ 3,987,180 3,987,180 306,200 38,850 13,480 21,984 400 21,585 67 4,389,746 4,389,746 4,389,746 % Change Adopted to Adopted -0.68% -0.68% N/A 0.53% -2.51% 0.00% -3.72% 0.00% 3.40% -93.35% -100.00% N/A N/A -1.29% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. ** Effective July 1, 2017, the Adopted Budget for operating Grant funding will be in cost center 1290, Non-departmental. The Adjusted Budget, Actual Expenditures, and Estimated Expenditures will continue to reflect Grant funds. Authorized Positions Position Title Business Systems Support Analyst City Magistrate Court Administrator Court Clerk I Court Clerk II Court Clerk III 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 2013-14 Revised 0 3 1 15 6 1 1 4 3 1 1 0 1 2 1 0 1 41 2014-15 Revised 1 3 1 15 6 1 1 4 3 1 1 1 1 2 0 0 0 41 2015-16 Revised 1 3 1 15 6 1 1 4 3 1 1 0 1 2 0 1 0 41 2016-17 Adopted 1 3 1 15 6 1 1 4 3 1 1 0 1 2 0 1 0 41 2016-17 Revised 1 3 1 15 6 1 1 4 3 1 1 0 1 2 0 1 0 41 2017-18 Adopted 1 3 1 15 6 1 1 4 3 1 1 0 1 2 0 1 0 41 Significant Budget and Staffing Changes Effective July 1, 2017, the Adopted Budget for operating Grant funding will be in cost center 1290, Nondepartmental, rather than in cost center budgets. Expenditures will continue to occur within the Department and the budget will be adjusted accordingly. This change is intended to improve the management of grants by keeping the grant budgets out of cost center budgets until the notification of grant award is officially received by the City. 167 City of Chandler 2017-18 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 2017-18 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 2015-16 Actual Expenditures Expenditures by Cost Center $ 2016-17 Estimated Expenditures 2017-18 Adopted Budget Total $ 3,499,559 $ 1,494,228 705,095 5,698,882 $ 3,634,983 $ 1,980,580 3,969,715 9,585,278 $ 3,644,782 $ 1,528,066 1,720,987 6,893,835 $ 3,706,860 1,949,024 3,988,572 9,644,456 $ 3,846,472 $ 3,918,549 $ 3,959,900 $ 4,035,542 Total $ 1,852,410 5,698,882 $ 3,918,549 5,666,729 9,585,278 $ 3,959,900 2,933,935 6,893,835 $ 4,035,542 5,608,914 9,644,456 Law Liability Litigation Liability Litigation Claims Expenditures by Category Personnel & Benefits Total Personnel Ongoing(1) (1) One-time Operating & Maintenance Staffing by Cost Center Law Liability Litigation Total (1) 2016-17 Adopted Budget 2015-16 Revised 27.000 4.000 31.000 2016-17 Adopted 27.000 4.000 31.000 2016-17 Revised 27.000 4.000 31.000 Ongoing and One-time Personnel Services detail not availab le for 2015-16 Actual Expenditures. 168 % Change Adopted to Adopted 1.98% -1.59% 0.48% 0.62% 2.99% N/A -1.02% 0.62% % Change 2017-18 Adopted to Adopted Adopted 28.000 3.70% 4.000 0.00% 32.000 3.23% City of Chandler 2017-18 Adopted Budget General Government 2016-17 Law Department Accomplishments  Provided legal support advice and drafting of complex agreements for water purchase for City’s future water demands, including ongoing legal support to ensure the smooth delivery of the water that was purchased by the City.  Continued integration of in-house Litigation Unit and Risk Management function so that potential liability is handled holistically from the filing of an incident report to the final conclusion through denial, settlement, or litigation.  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 of contracts and related agreements for development, economic development, and redevelopment projects.  Prepared complex legal documentation for several downtown redevelopment projects, including Overstreet (Sites 1, 2, & 3).  Provided proactive legal advice at the beginning of City projects to actively identify legal issues, address those issues early, 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 and CIP project 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.  Prosecuted over 4,000 criminal cases and joined the East Valley Regional Veteran’s Court to assist veterans accused of crimes.  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.  Provided multiple hours of advanced officer training, supervisor liability training, and general liability training for the Police Department. 169 City of Chandler 2017-18 Adopted Budget General Government    Law – 1300    2017-18 Performance Measurements Goals: Represent and advise the Mayor and Council and all City Departments in all legal matters relating to City of Chandler at all levels. Hire, supervise and administer outside counsel services. Provide legal advice to minimize liability exposure of the City. Provide legal support for Council and all City departments in achieving goals of these entities. 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. ♦ Provide twenty-four seven availability to the Police Department. ♦ Provide an annual minimum of twenty hours of class time and scenario training by the Law Department to all police officers and provide other written newsletters and other updates about the law. ♦ Prepare and/or review all ordinances and resolutions. ♦ Assist in negotiating and drafting transactional documents for all City departments including but not limited to all city contracts and real estate acquisitions. ♦ Provide legal 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. ♦ Review and advise as to proposed state or federal legislation or court action that may impact city operations. ♦ Represent and advise City Boards and Commissions to the extent possible given potential conflict of interest. 170 City of Chandler 2017-18 Adopted Budget General Government    Law – 1300    Measures Legal opinions – verbal(1) Legal opinions – written(1) Documents/pleadings reviewed/revised(1) Documents/pleadings prepared(1) Meetings attended in advisory capacity(1) Number of pending water issues(1) Number of hours of class training for police officers(1) Number of hours of open meeting and public record retention training for City boards and commissions(1) Request for legal services(2) Fulfill request for legal services within 14 days(2) Provide prompt answers to verbal legal requests(2) Provide legal training as needed(2) (1) (2) 2014-15 Actual 11,566 1,206 5,983 2,332 4,862 25 2015-16 Actual 11,850 1,143 5,800 2,425 5,000 25 2016-17 Projected 12,000 1,100 5,885 2,500 5,000 10 2016-17 Year End Estimate * 11,650 1,075 5,749 2,500 4,975 26 2017-18 Projected N/A N/A N/A N/A N/A N/A 25 25 25 25 N/A 10 N/A 11 N/A 10 N/A 10 N/A N/A 900 N/A N/A N/A N/A 100% N/A N/A N/A N/A N/A N/A N/A N/A 100% 100% Measure discontinued effective Fiscal Year (FY) 2017-18. New measure effective FY 2017-18. * 2016-17 Year End 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 2017-18 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. 2017-18 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 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 2014-15 Actual 9,512 973 1,010 2,254 3,031 8,631 2,915 2015-16 Actual 10.371 1,080 1,094 2,490 3,663 9,556 3,103 * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 172 2016-17 Projected 10,958 1,142 1,186 2,616 3,984 10,507 3,513 2016-17 Year End Estimate * 10,308 1,164 1,326 2,336 3,420 10,380 2,892 2017-18 Projected 11,339 1,280 1,459 2,570 3,762 11,418 3,181 City of Chandler 2017-18 Adopted Budget General Government    Law – 1300    Budget Summary 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget Description Personnel Services $ 3,397,677 $ 3,460,926 $ 3,416,248 $ 3,492,900 $ 3,563,878 Total Personnel 3,563,878 3,492,900 3,416,248 3,460,926 Ongoing* One-time* 50,500 35,000 50,500 50,500 Professional/Contract 26,638 57,164 52,622 58,169 58,169 Operating Supplies 38,618 7,276 6,900 6,946 6,946 5,612 Repairs/Maintenance 7,311 5,700 7,311 7,311 3,659 Communications/Transportation 20,731 21,200 20,731 20,731 Other Charges/Services 15,771 19,400 19,400 19,400 Building/Improvements 11,000 11,000 11,000 11,584 Office Furniture/Equipment 60 Capital Replacement $ 3,499,559 $ 3,634,983 $ 3,590,305 $ 3,644,782 $ 3,706,860 Total Cost Center - 1300 $ 3,466,666 $ 3,599,983 $ 3,555,305 $ 3,611,882 $ 3,673,960 General Fund 15,000 15,000 15,000 15,000 General Fund-Domestic Violence 15,000 17,900 17,900 20,000 20,000 17,893 Grant Fund $ 3,499,559 $ 3,634,983 $ 3,590,305 $ 3,644,782 $ 3,706,860 Grand Total % Change Adopted to Adopted 2.97% 2.97% N/A 0.00% -1.73% 4.75% 0.00% 0.00% -100.00% -100.00% N/A 1.98% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Authorized Positions Position Title Assistant City Attorney 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 Victim Advocate Victim Services Specialist Total 2013-14 Revised 7 5 1 1 1 1 1 4 5 1 0 1 28 2014-15 Revised 7 5 1 1 1 1 1 4 5 1 0 1 28 2015-16 Revised 7 5 0 1 1 1 1 4 5 1 0 1 27 2016-17 Adopted 7 5 0 1 1 1 1 4 5 1 0 1 27 2016-17 Revised 7 5 0 1 1 1 1 4 5 1 1 0 27 2017-18 Adopted 7 5 0 1 1 1 1 4 6 1 1 0 28 Significant Budget and Staffing Changes During Fiscal Year (FY) 2016-17, one Victim Services Specialist position was renamed Victim Advocate. FY 2017-18 reflects the addition of one Legal Secretary position with associated one-time and ongoing increases in operations and maintenance funding. FY 2017-18 also reflects a decrease due to the elimination of one-time funding approved in FY 2016-17 for an office reconfiguration. 173 City of Chandler 2017-18 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, which includes the 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: 2017-18 Performance Measurements Goal: Provide for and manage legal representation of the City effectively and efficiently in lawsuits filed against the City. Supports Priority Based Budgeting Goal(s): Good Governance Objectives: ♦ Provide quality legal representation of the City and City Officers and employees in all civil claims and lawsuits filed on behalf of, or against, the City. ♦ Resolve litigation through effective defense and/or settlement where appropriate. 2016-17 2014-15 2015-16 2016-17 Year End 2017-18 Measures Actual Actual Projected Estimate * Projected Total risk lawsuits handled on annual basis 15 8 10 8 13 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 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 24-hours Claims filed <$5,000 Cost of risk (1) Liability and property subrogation (1) 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 230 215 207 217 211 100% 100% 100% 100% 100% 201 178 180 186 180 1% 1% 1% 1% 1% 100 108 107 105 114 “Cost of risk” equals = Claims Paid Expenses + Risk Mgmt. Administration + Insurance Premiums divided by City of Chandler Total Operating Budget. * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 174 City of Chandler 2017-18 Adopted Budget General Government    Liability Litigation – 1310    Budget Summary 2015-16 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 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget $ 448,795 $ 457,623 $ 467,724 $ 467,000 $ 471,664 457,623 467,724 467,000 471,664 56,512 75,000 75,000 34,000 40,000 14,112 70,640 70,640 63,015 70,460 1,087 350 350 1,100 1,500 1,944 6,890 6,890 2,346 6,900 969,692 1,336,500 1,336,500 957,855 1,353,500 2,085 7,077 7,077 2,750 5,000 15,500 15,500 11,000 11,000 $ 1,494,228 $ 1,980,580 $ 1,990,681 $ 1,528,066 $ 1,949,024 $ 1,494,228 $ 1,980,580 $ 1,990,681 $ 1,528,066 $ 1,949,024 % Change Adopted to Adopted 3.07% 3.07% N/A -46.67% -0.25% 328.57% 0.15% 1.27% -29.35% -100.00% -100.00% -1.59% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Authorized Positions Position Title Assistant City Attorney Legal Secretary Paralegal Risk Management Services Specialist Risk Services Coordinator Total 2013-14 Revised 1 0 1 1 1 4 2014-15 Revised 1 1 1 0 1 4 2015-16 Revised 1 1 1 0 1 4 2016-17 Adopted 1 1 1 0 1 4 2016-17 Revised 1 1 1 0 1 4 2017-18 Adopted 1 1 1 0 1 4 Significant Budget and Staffing Changes Fiscal Year (FY) 2017-18 reflects a decrease due to the reallocation of funding to cost center 1311, Liability Litigation Claims, and the elimination of one-time funding from an office reconfiguration allocated in FY 2016-17. 175 City of Chandler 2017-18 Adopted Budget General Government Division: Cost Center: Liability Litigation Claims 1311 Budget Summary 2015-16 2016-17 2016-17 2016-17 2017-18 Actual Adopted Estimated Adopted Adjusted Expenditures Budget Expenditures Budget Description Budget 540,000 439,272 $ 417,472 $ 439,272 $ $ 125,632 $ Professional/Contract 10,515 200,000 311,092 311,092 7,984 Operating Supplies 218,000 300,000 285,160 268,962 Repairs/Maintenance 343,061 2,798,572 1,000,000 2,805,717 Insurance/Taxes 133,231 2,805,717 150,000 75,000 144,672 144,672 Street Improvements 95,186 Total Cost Center - 1311 $ 705,095 $ 3,969,715 $ 3,985,913 $ 1,720,987 $ 3,988,572 Insured Liability Self Insurance Fund $ 705,095 $ 3,969,715 $ 3,985,913 $ 1,720,987 $ 3,988,572 % Change Adopted to Adopted 22.93% -35.71% 11.54% -0.25% 3.68% 0.48% Significant Budget Changes The nature of self-insurance is unpredictable in that it requires estimating for unusual expenses that may vary significantly from year to year. Fiscal Year 2017-18 reflects the reallocation of funding from cost center 1310, Liability Litigation. 176 City of Chandler 2017-18 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 2016-17 City Manager Accomplishments  Conducted a New City Councilmember Orientation for incoming Councilmembers providing an overview of City processes and operations.  Facilitated the 2017 City Council Retreat and updated the 2017 City Council Strategic Policy Goals and Action Plan.  Successfully hired a new Assistant City Manager, Community Services Director, and Neighborhood Resources Director.  Implemented a reorganization and consolidation of divisions to form the Administrative Services Department and hired an Administrative Services Director.  Positively maintained Chandler’s regional influence in monitoring state and federal legislation affecting City operations.  Implemented a Citywide Annual Report.  Held an Executive Management Team Retreat.  Initiated an internal strategic planning effort for future build out. 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. 177 City of Chandler 2017-18 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 Office Furniture/Equipment Total Cost Center - 1040 General Fund 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures $ 990,548 $ 1,163,955 $ 1,003,068 $ 1,163,955 1,003,068 2,427 4,500 24,500 8,712 10,500 10,500 1,215 2,270 2,270 5,631 17,193 17,193 10,558 16,000 26,000 3,332 3,332 $ 1,019,090 $ 1,217,750 $ 1,086,863 $ $ 1,019,090 $ 1,217,750 $ 1,086,863 $ 2017-18 Adopted Budget 823,000 $ 1,025,105 823,000 1,025,105 4,500 4,500 10,800 11,000 2,270 2,000 16,650 12,279 15,800 21,000 3,000 1,026 100 874,046 $ 1,078,984 874,046 $ 1,078,984 % Change Adopted to Adopted -11.93% -11.93% N/A 0.00% 4.76% -11.89% -28.58% 31.25% -9.96% N/A -11.40% * Ongoing and One-time Personnel Services detail not available for 2015-16 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 2013-14 Revised 2 1 1 1 0 1 6 2014-15 Revised 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 2016-17 Revised 2 0 1 0 1 1 5 2017-18 Adopted 2 0 1 0 1 1 5 Significant Budget and Staffing Changes During Fiscal Year 2016-17, the Assistant to City Manager position was reclassified to Library Manager and transferred to cost center 4310, Library, in the Community Services Department. 178 City of Chandler 2017-18 Adopted Budget General Government A irport is responsible for the daily management of airport operations. This includes the coordination of airport construction projects, negotiating airport leases, interfacing with the Federal Aviation Administration, and working with fixed base operators on airport concerns. Airport 4100 Division: Cost Center: 2016-17 Airport Accomplishments  Airport total operations were 220,934 (take-offs and landings) in Calendar Year (CY) 2016, representing a 1% increase over CY 2015. In CY 2016, the Airport was the 13th busiest general aviation airport in the United States (US) and the 45th busiest US airport overall.  Sold 48,407 gallons of aviation fuel in Fiscal Year (FY) 2016-17, which is a 10% increase over FY 2015-16.  Completed the Airport Layout Plan Update.  Completed the Airfield Signage/Precision Approach Path Indicator (PAPI) upgrade project to replace aging runway and taxiway guidance signs and the PAPI light system.  Completed heating, ventilation, and air conditioning system upgrades to the Air Traffic Control Tower.  Started construction for the Airport Runway and Taxiway Safety Area drainage projects, which will enhance stormwater runoff on the airfield.  Received $1.8 million in commitments for Arizona Department of Transportation grant funding for airport projects.  Started upgrades to the Airport’s aviation fuel dispensing system.  Updated the Airport Commission bylaws.  Updated Terminal interior signage, making the facility more welcoming for visitors.  Received Engineering Excellence Award from the Arizona Chapter of the American Council of Engineering Companies for the Airport Runway Safety Area Drainage Improvements project. 179 City of Chandler 2017-18 Adopted Budget General Government    Airport – 4100    2017-18 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 (1) development opportunities within the immediate airport area. Measures City fueling services, gallons(2) Fixed base operator fueling service, gallons Cost per air traffic operation (noncapital costs) Percent of enterprise operating fund expenses to total airport operating expenses (excluding capital) Number of airport safety inspections conducted Number of qualified prospects (prospective development and business) (1) (2) 2014-15 Actual 2015-16 Actual 2016-17 Year End Estimate * 2016-17 Projected 2017-18 Projected 56,855 44,055 56,390 46,131 52,031 543,330 564,223 573,921 580,443 589,634 $4.73 $4.59 $5.54 $4.73 $4.53 97% 87% 90% 87% 90% 354 354 354 354 354 6 5 6 N/A(1) N/A(1) Objective and measure discontinued effective Fiscal Year 2016-17. Fuel sales are tied to competition from other suppliers. The volume can vary from year to year due to market conditions. * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 180 City of Chandler 2017-18 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 Dollar value of grant requests Projects completed with shared funding (1) 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected $818,061 $1,024,403 $2,842,500 $1,842,300 $600,000(1) 4 1 4 1 1 2014-15 Actual Fiscal Year (FY) 2017-18 Projected is lower than usual because there are no new construction projects in the FY 2017-18 capital program. 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 2014-15 Actual 116/ 100% 113/ 97% 12/ 100% 150/ 54% 2015-16 Actual 116/ 100% 116/ 100% 12/ 100% 142/ 52% * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 181 2016-17 Projected 116/ 100% 116/ 100% 12/ 100% 170/ 65% 2016-17 Year End Estimate * 116/ 100% 116/ 100% 12/ 100% 152/ 58% 2017-18 Projected 116/ 100% 116/ 100% 12/ 100% 160/ 62% City of Chandler 2017-18 Adopted Budget General Government    Airport – 4100    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Capital Replacement Total Cost Center - 4100 Airport Operating Fund 2015-16 Actual Expenditures $ $ $ 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget 555,887 $ 560,486 $ 569,388 $ 571,000 $ 575,595 560,486 569,388 571,000 575,595 54,410 16,780 17,235 17,235 16,780 180,196 290,374 290,374 290,374 290,374 46,136 47,474 54,831 54,831 47,474 4,441 5,875 5,875 5,875 5,875 16,660 29,785 29,785 29,785 29,785 82,239 84,858 84,858 84,858 84,858 7,144 12,093 12,093 12,093 12,093 10,493 10,493 10,493 10,493 10,493 957,608 $ 1,058,218 $ 1,074,932 $ 1,076,544 $ 1,073,327 957,608 $ 1,058,218 $ 1,074,932 $ 1,076,544 $ 1,073,327 % Change Adopted to Adopted 2.70% 2.70% N/A 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 1.43% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Authorized Positions 2013-14 Position Title Revised Airport Administrator 0 Airport Operations & Maintenance Supervisor 1 Airport Operations & Maintenance Technician 2 Airport Operations & Maintenance Technician - CDL 0 Executive Assistant 1 Management Analyst 0 Management Assistant 1 Senior Administrative Assistant 0 Senior Economic Development Specialist 1 Total 6 2014-15 Revised 1 1 2 0 0 1 0 1 0 6 2015-16 Revised 1 1 2 0 0 1 0 1 0 6 2016-17 Adopted 1 1 2 0 0 1 0 1 0 6 2016-17 Revised 1 1 0 2 0 1 0 1 0 6 2017-18 Adopted 1 1 0 2 0 1 0 1 0 6 Significant Budget and Staffing Changes During Fiscal Year (FY) 2016-17, two Airport Operations & Maintenance Technician positions were renamed Airport Operations & Maintenance Technician - CDL. For FY 2017-18, a General Fund subsidy of $1,043,137 is built into the budget to cover a potential shortfall between revenues and expenses in FY 2017-18, including grant match requirements for capital projects and several priority maintenance projects paid with operating funds; $705,407 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. 182 City of Chandler 2017-18 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 Repairs/Maintenance 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 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 32,028 $ - $ - $ 173,001 482,382 479 213 1,491 370,500 372,226 4,892,442 103,508 148,500 180,529 29,071 361,499 361,499 1,056,438 2,902,185 6,797,459 $ 1,223,229 $ 8,848,127 $ 8,194,095 $ $ 1,026,027 $ 6,654,194 $ 6,106,098 $ 332,424 332,139 929,500 929,500 197,202 932,009 826,358 $ 1,223,229 $ 8,848,127 $ 8,194,095 $ $ 2017-18 Adopted Budget 6,744 $ 6,744 4,778 521,500 2,415 19,447 78,500 5,741,607 47,434 5,161 467,049 553,028 $ 6,341,607 446,783 $ 5,304,061 332,139 106,245 705,407 553,028 $ 6,341,607 % Change Adopted to Adopted N/A N/A N/A 201.44% N/A N/A N/A -78.81% 17.36% -100.00% -100.00% -100.00% -28.33% * Ongoing and One-time Personnel Services detail not available for 2015-16 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) 2017-18 incorporates the carryforward of unexpended program funding from FY 2016-17. Detail on the capital program is available in the 2018-2027 Capital Improvement Program. 183 City of Chandler 2017-18 Adopted Budget General Government B uildings and Facilities is responsible for maintaining 51 City-owned buildings and providing various maintenance duties at 19 additional City facilities. This includes providing custodial care and performing preventive maintenance. Division: Cost Center: Buildings and Facilities 3200 2017-18 Performance Measurements Effective July 1, 2017, the Buildings and Facilities Division moved from the City Manager Department to the Administrative Services Department. All Performance Measurements have been moved to the Administrative Services section of the budget book. Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Building/Improvements Machinery/Equipment Wastewater System Improvements Capital Replacement Total Cost Center - 3200 General Fund 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures $ 3,140,417 $ 3,069,957 $ 3,139,789 $ 3,171,000 $ 3,069,957 3,139,789 3,171,000 43,468 181,871 171,581 131,481 935,221 917,527 1,020,823 1,008,334 863,160 680,807 776,104 766,104 16,574 15,178 16,226 19,926 3,484 2,000 2,000 3,000 1,981,234 2,244,686 2,244,686 2,244,686 4,505 12,250 12,250 6,000 122 785 312 71,000 71,000 75,000 50 61,857 58,467 58,467 58,467 $ 7,050,403 $ 7,253,743 $ 7,512,926 $ 7,484,783 $ $ 7,050,403 $ 7,253,743 $ 7,512,926 $ 7,484,783 $ * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. 184 2017-18 Adopted Budget % Change Adopted to Adopted - -100.00% -100.00% N/A -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% N/A -100.00% N/A -100.00% -100.00% City of Chandler 2017-18 Adopted Budget General Government    Buildings and Facilities – 3200    Authorized Positions Position Title Building Access & Administrative Coordinator Business Systems Support Specialist Contract Compliance Inspector 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 2013-14 Revised 0 0 0 1 20 2 1 1 8 1 2 4 2 42 2014-15 Revised 1 0 0 1 20 2 1 1 8 0 2 4 2 42 2015-16 Revised 0 1 0 1 21 2 1 1 8 0 2 4 2 43 2016-17 Adopted 0 1 0 1 21 2 1 1 8 0 2 4 2 43 2016-17 Revised 0 1 1 1 21 2 1 1 6 1 3 4 2 44 2017-18 Adopted 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Significant Budget and Staffing Changes During Fiscal Year (FY) 2016-17, one Lead Facilities Operations Technician position was renamed Contract Compliance Inspector, one Facility Maintenance Technician position was reclassified to Lead Facilities Operations Technician, one Facility Maintenance Technician position was reclassified to HVAC Technician, and one Facility Support Specialist position was transferred from cost center 1520, Economic Development, in the Economic Development Division. Effective July 1, 2017, the Buildings and Facilities cost center is moved from the City Manager Department to the Administrative Services Department. 185 City of Chandler 2017-18 Adopted Budget General Government Division: Cost Center: Buildings and Facilities Capital 3210 Capital Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Contingencies/Reserves Building/Improvements Office Furniture/Equipment Street Improvements Park Improvements Total Cost Center - 3210 General Gov't Capital Projects Fund Grant Capital Fund Grand Total 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget $ 2016-17 Estimated Expenditures 22,766 $ - $ - $ 9,981 $ 9,981 93,716 65,000 153,302 43,781 1,930 12,862 15,393 320 11,159 77 4,992 18,499 771 2,252,064 1,854,879 1,907,500 3,799,432 1,471,445 5,100 6,364 64,846 19,780 276,519 $ 2,077,207 $ 4,224,564 $ 3,972,834 $ 1,837,874 $ $ 2,077,207 $ 3,902,064 $ 3,650,334 $ 1,837,874 $ 322,500 322,500 $ 2,077,207 $ 4,224,564 $ 3,972,834 $ 1,837,874 $ 2017-18 Adopted Budget % Change Adopted to Adopted - N/A N/A N/A -100.00% N/A N/A N/A N/A -100.00% -100.00% N/A N/A N/A -100.00% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Significant Budget Changes Effective July 1, 2017, the Buildings and Facilities Capital cost center is moved from the City Manager Department to the Administrative Services Department. 186 City of Chandler 2017-18 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 Cultural Affairs Overview 2015-16 Actual Expenditures Expenditures by Cost Center Administration(1) Center for the Arts (1) Library(1) Cultural Affairs Capital(1) Museum (1) $ Total $ Expenditures by Category Personnel & Benefits Total Personnel Ongoing(2) $ (2) One-time Operating & Maintenance Capital - Major Total $ Staffing by Cost Center Administration Center for the Arts Library Museum Total 2016-17 Adopted Budget 2016-17 Estimated Expenditures 448,690 $ 524,789 $ 1,501,230 1,549,738 5,864,778 6,660,078 103,338 1,445,139 430,296 465,437 8,348,332 $ 10,645,181 $ - 6,713,380 $ - 7,218,184 $ 7,207,340 - 10,844 1,531,614 1,981,858 103,338 1,445,139 8,348,332 $ 10,645,181 $ - 2015-16 Revised 4.000 13.000 60.300 3.750 81.050 2016-17 Adopted 4.000 13.000 61.800 3.750 82.550 2016-17 Revised 0.000 0.000 0.000 0.000 0.000 2017-18 Adopted Budget $ $ $ $ % Change Adopted to Adopted - -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% - -100.00% - -100.00% -100.00% -100.00% -100.00% % Change 2017-18 Adopted to Adopted Adopted 0.000 -100.00% 0.000 -100.00% 0.000 -100.00% 0.000 -100.00% 0.000 -100.00% (1) Effective July 1, 2016, the Cultural Affairs Division has b een disb anded and the Center for the Arts, Lib rary, Cultural Affairs Capital, and Museum cost centers have b een transferred to the re-estab lished Community Services Department. The Cultural Affairs Administration cost center has b een merged with the re-estab lished Community Services Administration cost center within the Community Services Department. (2) Ongoing and One-time Personnel Services detail not availab le for 2015-16 Actual Expenditures. 187 City of Chandler 2017-18 Adopted Budget General Government    Cultural Affairs Administration – 1090    2017-18 Performance Measurements Effective July 1, 2016, the Administration Division moved from the City Manager Department to the Community Services Department. All Performance Measurements have been moved to the Community Services section of the budget book. Budget Summary 2016-17 Adopted Budget 2015-16 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 $ 444,691 $ 1,650 386 1,963 448,690 $ 448,690 $ 2016-17 Adjusted Budget 480,240 $ 480,240 40,205 366 3,035 943 524,789 $ 524,789 $ 2016-17 Estimated Expenditures - $ - $ - $ % Change Adopted to Adopted 2017-18 Adopted Budget - $ - $ - $ - -100.00% -100.00% N/A -100.00% -100.00% -100.00% -100.00% -100.00% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Authorized Positions Position Title Cultural Affairs Coordinator Cultural Affairs Director Information Specialist Senior Management Analyst Total 2013-14 Revised 0 0 0 0 0 2014-15 Revised 0 0 0 0 0 2015-16 Revised 1 1 1 1 4 2016-17 Adopted 1 1 1 1 4 2016-17 Revised 0 0 0 0 0 2017-18 Adopted 0 0 0 0 0 Significant Budget Changes Effective July 1, 2016, the Cultural Affairs Administration cost center is moved from the City Manager Department to the Community Services Department. 188 City of Chandler 2017-18 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 2017-18 Performance Measurements Effective July 1, 2016, the Center for the Arts Division moved from the City Manager Department to the Community Services Department. All Performance Measurements have been moved to the Community Services section of the budget book. Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Office Furniture/Equipment Capital Replacement Total Cost Center - 1100 General Fund Municipal Arts Fund Grand Total 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget $ 1,168,967 $ 1,187,020 $ 1,187,020 192,329 188,621 67,418 54,830 35,510 58,071 11,699 11,018 4,549 1,245 2,245 6,575 10,183 10,689 35,500 2,250 2,250 $ 1,501,230 $ 1,549,738 $ $ 1,451,887 $ 1,499,738 $ 49,343 50,000 $ 1,501,230 $ 1,549,738 $ 2016-17 Estimated Expenditures - $ - $ - $ - $ * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. 189 - $ - $ - $ - $ 2017-18 Adopted Budget % Change Adopted to Adopted - -100.00% -100.00% N/A -100.00% -100.00% -100.00% -100.00% N/A -100.00% -100.00% -100.00% -100.00% -100.00% City of Chandler 2017-18 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 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 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 2016-17 Revised 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2017-18 Adopted 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Significant Budget Changes Effective July 1, 2016, the Center for the Arts cost center is moved from the City Manager Department to the Community Services Department. 190 City of Chandler 2017-18 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. Division: Cost Center: Library 4310 2017-18 Performance Measurements Effective July 1, 2016, the Library Division moved from the City Manager Department to the Community Services Department. All Performance Measurements have been moved to the Community Services section of the budget book. Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingencies/Reserves Machinery/Equipment Office Furniture/Equipment Total Cost Center - 4310 General Fund Grant Fund Library Trust Fund Grand Total 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget $ 4,734,741 $ 5,182,941 $ 5,182,941 145,511 240,930 802,609 1,052,510 37,241 36,063 49,563 45,353 500 58,922 58,954 19,439 12,310 2,500 10,886 25,555 5,365 2,962 $ 5,864,778 $ 6,660,078 $ $ 5,703,208 $ 6,242,578 $ 153,527 337,500 8,043 80,000 $ 5,864,778 $ 6,660,078 $ 2016-17 Estimated Expenditures - $ - $ - $ - $ * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. 191 - $ - $ - $ - $ 2017-18 Adopted Budget % Change Adopted to Adopted - -100.00% -100.00% N/A -100.00% -100.00% -100.00% -100.00% N/A -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% City of Chandler 2017-18 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) Marketing Coordinator (0.5 FTE position) Senior Business Systems Support Specialist Total 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 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 0 1 62.55 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 0 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 0 1 61.8 2016-17 Revised 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2017-18 Adopted 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Significant Budget Changes Effective July 1, 2016, the Library cost center is moved from the City Manager Department to the Community Services Department. 192 City of Chandler 2017-18 Adopted Budget General Government Division: Cost Center: Cultural Affairs Capital 4320 Effective July 1, 2016, the Cultural Affairs Capital cost center moved from the City Manager Department to the Community Services Department. Capital Budget Summary 2015-16 Actual Expenditures Description Personnel Services Total Personnel $ Ongoing* One-time* Professional/Contract Operating Supplies Communications/Transportation Other Charges/Services Project Support Recharge** Contingencies/Reserves Building/Improvements Office Furniture/Equipment Total Cost Center - 4320 $ General Govt Capital Projects Fund $ Capital Grant Fund Museum Bond Fund Library Trust Fund $ Grand Total 2016-17 Adopted Budget 2016-17 Adjusted Budget - $ 4,699 $ 380,200 65 14 151 20,800 473,449 570,690 94,452 3,956 103,338 $ 1,445,139 $ 663,590 $ 52,084 $ 53,276 4,778 728,273 46,476 103,338 $ 1,445,139 $ 2016-17 Estimated Expenditures - $ - $ - $ - $ - $ - $ - $ - $ 2017-18 Adopted Budget % Change Adopted to Adopted - N/A N/A N/A -100.00% N/A N/A N/A -100.00% -100.00% -100.00% N/A -100.00% * Ongoing and One-time Personnel Services detail not available for 2015-16 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 Effective July 1, 2016, the Cultural Affairs Capital cost center is moved from the City Manager Department to the Community Services Department. 193 City of Chandler 2017-18 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. 2017-18 Performance Measurements Effective July 1, 2016, the Museum Division moved from the City Manager Department to the Community Services Department. All Performance Measurements have been moved to the Community Services section of the budget book. Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Rents/Utilities Other Charges/Services Contingencies/Reserves Office Furniture/Equipment Total Cost Center - 4560 General Fund Grant Fund Museum Trust Fund Grand Total 2015-16 Actual Expenditures $ $ $ $ 364,980 13,071 41,446 325 4,510 41 5,923 430,296 419,502 2,250 8,544 430,296 2016-17 Adopted Budget $ $ $ $ 2016-17 Adjusted Budget 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 $ 2016-17 Estimated Expenditures - $ - $ - $ - $ 2017-18 Adopted Budget - $ - $ - $ - $ % Change Adopted to Adopted - -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Authorized Positions 2013-14 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 2014-15 Revised 0.75 1 2 1 4.75 2015-16 Revised 0.75 1 2 0 3.75 2016-17 Adopted 0.75 1 2 0 3.75 2016-17 Revised 0 0 0 0 0 2017-18 Adopted 0 0 0 0 0 Significant Budget Changes Effective July 1, 2016, the Museum cost center is moved from the City Manager Department to the Community Services Department. 194 City of Chandler 2017-18 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 Downtown Redevelopment Accomplishments  Completed Development Agreement with LGE Design Build to develop 77,000 square feet of mixed-use project, including Arizona’s first Flix Brewhouse Cinema.  Assisted in locating several businesses into Downtown Chandler, including: Modern Margarita, La Bocca, VB Lounge, Faithlife, PURO & West Alley BBQ, The Mission Belle, and Vaya Salon.  Issued Request for Proposal (RFP) for the former ICAN building, sold the building, and assisted in the development of Quarthaus and Civic Market.  Implemented a marketing strategy for the “Find Your Spot” parking campaign, including social media videos, print material, signage, message boards, and engaging downtown businesses to assist in efforts to educate visitors on free parking available in Downtown Chandler.  Assisted in several infrastructure projects in Downtown Chandler, working with local businesses to minimize the impact during constructions.  Assisted in several multi-family developments in and adjacent-to Downtown Chandler.  Currently completing the Dr. AJ Chandler Park Master Plan Design with community input. 2017-18 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 2014-15 Actual 1 195 2015-16 Actual 1 2016-17 Projected 2016-17 Year End Estimate * 4 4 2017-18 Projected 6 City of Chandler 2017-18 Adopted Budget General Government    Downtown Redevelopment – 1540    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. 2016-17 2014-15 2015-16 2016-17 Year End 2017-18 Measures Actual Actual Projected Estimate * Projected Number of new businesses located in downtown with City assistance Estimated square footage of new and rehabilitated space in downtown with City assistance Number of new residential units constructed in downtown 3 7 3 8 4 17,000 17,000 50,000 40,000 75,000 0 1 0 2 0 * 2016-17 Year End 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 2017-18 Adopted Budget General Government    Downtown Redevelopment – 1540    Budget Summary 2015-16 Actual Expenditures 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 $ 2016-17 Adopted Budget 213,080 $ 749 2,307 26,611 3,549 10,117 138,796 395,209 $ 395,209 $ 2016-17 Adjusted Budget 220,403 $ 220,403 4,500 2,358 35,550 5,650 8,500 137,804 414,765 $ 414,765 $ 2016-17 Estimated Expenditures 225,979 $ 225,979 8,933 2,358 47,927 5,650 8,500 137,804 437,151 $ 437,151 $ 2017-18 Adopted Budget 226,000 $ 226,000 6,757 1,973 42,800 4,955 9,200 138,929 430,614 $ 430,614 $ % Change Adopted to Adopted 229,236 229,236 6,000 3,150 37,583 5,575 4,000 138,054 423,598 423,598 4.01% 4.01% N/A 33.33% 33.59% 5.72% -1.33% -52.94% 0.18% 2.13% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Authorized Positions Position Title Downtown Redevelopment Manager Executive Assistant Management Assistant Senior Administrative Assistant Total 2013-14 Revised 1 1 0 0 2 2014-15 Revised 1 0 0 1 2 2015-16 Revised 1 0 1 0 2 2016-17 Adopted 1 0 1 0 2 2016-17 Revised 1 0 1 0 2 2017-18 Adopted 1 0 1 0 2 Significant Budget and Staffing Changes Effective July 1, 2017, the Downtown Redevelopment cost center is transferred from the Economic Development Division to the City Manager Department. 197 City of Chandler 2017-18 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 2015-16 Actual Expenditures Expenditures by Cost Center Economic Development Downtown Redevelopment(1) Economic Development Capital Tourism Innovations (2) 2016-17 Adopted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget Total $ 841,144 $ 395,209 182,242 475,158 1,893,753 $ 907,480 $ 414,765 2,567,208 655,512 1,606,930 6,151,895 $ 916,974 $ 430,614 509,997 1,610,123 3,467,708 $ 832,815 2,567,208 241,894 285,930 3,927,847 $ 967,429 $ 986,772 $ 1,009,261 $ 722,974 Total $ 744,082 182,242 1,893,753 $ 986,772 2,597,915 2,567,208 6,151,895 $ 1,009,261 2,458,447 3,467,708 $ 722,974 637,665 2,567,208 3,927,847 $ Expenditures by Category Personnel & Benefits Total Personnel Ongoing(3) (3) One-time Operating & Maintenance Capital - Major Staffing by Cost Center Economic Development Downtown Redevelopment(1) Tourism Total 2015-16 Revised 6.000 2.000 1.000 9.000 2016-17 Adopted 6.000 2.000 1.000 9.000 2016-17 Revised 5.000 2.000 1.000 8.000 % Change Adopted to Adopted -8.23% -100.00% 0.00% -63.10% -82.21% -36.15% -26.73% N/A -75.45% 0.00% -36.15% % Change 2017-18 Adopted to Adopted Adopted 5.000 -16.67% 0.000 -100.00% 1.000 0.00% 6.000 -33.33% (1) Effective July 1, 2017, Downtown Redevelopment is transferred from the Economic Development Division to the City Manager Department. (2) Effective July 1, 2016, Innovations is moved from the City Manager Department to the Economic Development Division. (3) Ongoing and One-time Personnel Services detail not availab le for 2015-16 Actual Expenditures. 198 City of Chandler 2017-18 Adopted Budget General Government 2016-17 Economic Development Accomplishments  Through the 3rd quarter, combined business attraction/retention efforts have resulted in projects that have helped create more than 800 jobs with a potential for over 1,200 jobs within three years.  Key Economic Development-assisted locate projects include Rogers Corporation (190 jobs), Orbital ATK (500), and Enterprise Rental Car (150). Staff has also been helping Intel Corporation move forward with plans to complete Fab 42, which will create 3,000 jobs.  Assisted with nearly 600,000 square feet of completed office and industrial development, including Rockefeller Chandler Corporate Center IV, Rockefeller Chandler Crossroads Building 1, MS Chandler Airpark, and The HUB.  The Business Location Team, led by Economic Development and Development Services staff, conducted 14 onsite meetings with businesses to help evaluate prospective locations and navigate the property rd development and permitting processes through the 3 quarter.  Successful re-launch of the Innovations business incubation program, including a new partnership with Arizona State University’s Office (ASU) of Entrepreneurship + Innovation and program transition to the ASU Chandler Innovation Center space.  Growth of the Innovations client base from 10 to 23 through the 3rd quarter with clients receiving an array of programming and services via the City’s incubator management agreement with NACET.  Innovations incubator clients have received $1.86 million in funding capital.  Partnered with Arizona@Work Maricopa County to conduct a career fair that included 28 organizations and was attended by 240 job seekers.  Supported the redevelopment and reuse of vacant retail spaces, including Alamo Drafthouse Cinema and Blue 32 Sports Grill at Chandler Crossings, and REI at Chandler Pavilions.  Promoted local export growth by hosting the City’s first ExporTech workshop (which included four Chandlerbased small businesses) and participating in the Export-Import Bank’s Regional Export Promotion Program.  Redesigned and updated the Chandler community profile publication and other marketing materials.  Launched the Uptown Chandler employment corridor branding initiative to promote the area for business attraction and expansion opportunities, and support efforts to stimulate development and investment.  Supported the University of Arizona in renewing their lease at the Chandler Community Center and introducing new programs that enhance higher education offerings in Chandler.  Participated in over 40 direct meetings with Chandler businesses and over 25 meetings/presentations with the rd City’s strategic brokerage and development partners through the 3 quarter.  Actively solicited group meetings and events to benefit the Chandler tourism community, with year-over-year increases in prospects and services for meetings and events as well as definite bookings.  Issued a request for proposal to bring on a strategic planning consultant to develop a long-term Tourism Strategic Plan for the Tourism marketing program.  Produced and distributed three destination marketing videos promoting uniquely Chandler businesses, benefits of doing business in Chandler, and places for dining, shopping, sightseeing, and things to do.  Recruited a new event, the SHE Power Half Marathon & 5K, to Chandler which had 1,500 female runners in its Arizona debut including 83 non-Arizonan participants from more than 25 states. 199 City of Chandler 2017-18 Adopted Budget General Government    Economic Development – 1520    2017-18 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. 2016-17 2014-15 2015-16 2016-17 Year End 2017-18 Measures Actual Actual Projected Estimate * Projected 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) 767 3,730(1) 1,000(2) 1,000(2) 1,000 360,512 621,959(1) 450,000 335,000(2) 425,000 $38,531,000 $101,586,500(1) $25,000,000 $52,000,000(2) $25,000,000 Includes the expansion of NXP Semiconductors and new locations for CVS Health, DaVita Rx, Republic Services and Dignity Health East Valley Rehabilitation Hospital. Includes the expansion/corporate headquarters relocation of Rogers Corporation, expansion of AeroSpec and Orbital ATK, and new locations for Waymo, Amazon, and Mainstreet Transitional Care * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 200 City of Chandler 2017-18 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. 2016-17 2014-15 2015-16 2016-17 Year End 2017-18 Measures Actual Actual Projected Estimate * Projected Number of new retail businesses located with City assistance 10 10 10 10 10 Estimated square footage of new retail space located with City assistance 233,199 345,789 70,000 20,000 50,000 (1) Total retail square feet 16,670,568 16,946,011 16,964,000 17,180,000 17,200,000 Retail occupancy rate 90% 92% 90% 92% 92% (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. 2016-17 2014-15 2015-16 2016-17 Year End 2017-18 Measures Actual Actual Projected Estimate * Projected Estimated annual sales tax revenue generated by new retail businesses located with City assistance $1,273,197 $1,711,656(2) $1,360,000 $99,000(2) $247,500(2) (2) Based on estimated square footage of new retail space located with City assistance and an industry benchmark of $330 in retail sales per square foot of space. * 2016-17 Year End 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 2017-18 Adopted Budget General Government    Economic Development – 1520    Budget Summary 2015-16 Actual Expenditures Description Personnel Services Total Personnel $ Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Capital Replacement Total Cost Center - 1520 $ General Fund $ 2016-17 Adjusted Budget 2016-17 Adopted Budget 638,242 $ 127,593 43,120 1,571 14,136 484 749 12,324 2,925 841,144 $ 841,144 $ 649,112 $ 649,112 177,396 34,106 2,750 27,691 13,500 2,925 907,480 $ 907,480 $ 2016-17 Estimated Expenditures 663,894 $ 663,894 176,496 44,741 2,750 27,691 13,500 2,925 931,997 $ 931,997 $ 2017-18 Adopted Budget 663,261 $ 663,261 165,801 39,531 2,750 26,710 15,756 3,165 916,974 $ 916,974 $ % Change Adopted to Adopted 604,419 604,419 137,700 42,178 2,750 26,843 16,000 2,925 832,815 832,815 -6.89% -6.89% N/A -22.38% 23.67% 0.00% -3.06% N/A N/A 18.52% 0.00% -8.23% * Ongoing and One-time Personnel Services detail not available for 2015-16 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 2013-14 Revised 1 0 1 1 0 1 2 6 2014-15 Revised 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 2016-17 Revised 1 1 2 1 0 0 0 5 2017-18 Adopted 1 1 2 1 0 0 0 5 Significant Budget and Staffing Changes During Fiscal Year (FY) 2016-17, one Facility Support Specialist position was transferred to cost center 3200, Buildings & Facilities, in the City Manager Department. FY 2017-18 reflects a one-time allocation for the Science Saturday Event, which was also approved for one-time funding in FY 2016-17. The Science Saturday Event funding is offset by sponsorship revenues. An ongoing increase for commercial real estate software upgraded functionality is also included. FY 2017-18 reflects a decrease due to the elimination of one-time funding approved in the FY 2016-17 Adopted Budget for economic development marketing initiatives and export assistance program services. 202 City of Chandler 2017-18 Adopted Budget General Government Division: Cost Center: Economic Development Capital 1550 Capital Budget Summary 2015-16 2016-17 2016-17 2017-18 2016-17 Adopted Adjusted Actual Estimated Adopted Expenditures Budget Budget Budget Description Expenditures - $ Other Charges/Services $ 182,242 $ - $ 2,567,208 $ 2,567,208 2,567,208 Contingencies/Reserves - $ 2,567,208 $ 182,242 $ 2,567,208 $ 2,567,208 $ Total Cost Center - 1550 - $ 2,567,208 General Gov't Capital Projects Fund $ 182,242 $ 2,567,208 $ 2,567,208 $ % Change Adopted to Adopted N/A 0.00% 0.00% Significant Budget Changes Significant budget variances for capital cost centers are primarily attributed to specific project completions related to the prior fiscal year and new projects for the new fiscal year. Fiscal Year (FY) 2017-18 reflects the carryforward of unexpended program funding from FY 2016-17. Additional detail on the capital program is available in the 2018-2027 Capital Improvement Program. 203 City of Chandler 2017-18 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. 2017-18 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. 2016-17 2014-15 2015-16 2016-17 Year End 2017-18 Measures Actual Actual Projected Estimate * Projected Hotel/motel tax revenue collected $2,907,485 $2,913,877 $2,500,000 $3,500,000 $3,250,000 Revenue per available room (Rev/PAR) citywide(1) $69.93 $71.95 $59.00 $68.00 $68.00 Occupancy rate citywide(1) 63.6% 66.3% 60.0% 62% 60% Visitor guide requests(2) Number of website visits (tethered & mobile) 16,826 12,365 11,000 10,000 8,000 234,314 261,759 255,000 255,000 265,000 5 61 40 60 70 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. * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 204 City of Chandler 2017-18 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 2015-16 Actual Expenditures $ $ $ $ 116,108 226,240 13,189 110,278 9,344 475,158 173,192 301,966 475,158 2016-17 Adjusted Budget 2016-17 Adopted Budget $ $ $ $ 117,257 117,257 426,260 12,195 98,000 1,800 655,512 240,512 415,000 655,512 $ $ $ $ 2016-17 Estimated Expenditures $ 119,019 119,019 425,707 19,018 115,753 1,800 681,297 266,297 415,000 681,297 $ $ $ 120,000 120,000 254,301 19,346 114,550 1,800 509,997 203,143 306,854 509,997 2017-18 Adopted Budget $ $ $ $ % Change Adopted to Adopted 118,555 118,555 76,260 12,195 33,084 1,800 241,894 241,894 241,894 1.11% 1.11% N/A -82.11% 0.00% -66.24% 0.00% -63.10% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. ** Effective July 1, 2017, the Adopted Budget for operating Grant funding will be in cost center 1290, Non-departmental. The Adjusted Budget, Actual Expenditures, and Estimated Expenditures will continue to reflect Grant funds. Authorized Positions Position Title Tourism Development Coordinator Total 2013-14 Revised 1 1 2014-15 Revised 1 1 2015-16 Revised 1 1 2016-17 Adopted 1 1 2016-17 Revised 1 1 2017-18 Adopted 1 1 Significant Budget Changes Effective July 1, 2017, the Adopted Budget for operating Grant funding will be in cost center 1290, Nondepartmental, rather than in cost center budgets. Expenditures will continue to occur within the Department and the budget will be adjusted accordingly. This change is intended to improve the management of grants by keeping the grant budgets out of cost center budgets until the notification of grant award is officially received by the City. 205 City of Chandler 2017-18 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 2017-18 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) 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected Total number of clients supported N/A 10 15 25 25 Total number of client jobs created Client engagement - Total number of events - Total number of attendees N/A 15 30 25 35 N/A N/A 13 119 25 400 25 400 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. * 2016-17 Year End 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 2017-18 Adopted Budget General Government    Innovations – 1590    Budget Summary 2015-16 2016-17 2016-17 2016-17 2017-18 Actual Adopted Adjusted Estimated Adopted Description Expenditures Budget Budget Expenditures Budget Professional/Contract $ 240,310 $ 352,313 $ 414,814 $ 401,143 $ 250,000 Operating Supplies 4,889 11,500 11,500 4,354 Repairs/Maintenance 45,600 45,600 23,881 35,930 Communications/Transportation 1,000 1,000 1,375 Rents/Utilities 1,295,599 1,196,517 1,196,535 1,179,370 Total Cost Center - 1590 $ 1,540,798 $ 1,606,930 $ 1,669,449 $ 1,610,123 $ 285,930 General Fund $ 1,540,798 $ 1,606,930 $ 1,669,449 $ 1,610,123 $ 285,930 % Change Adopted to Adopted -29.04% -100.00% -21.21% -100.00% -100.00% -82.21% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Significant Budget Changes Fiscal Year (FY) 2017-18 reflects one-time allocation for entrepreneurial and small business development, which was also allocated in FY 2016-17 with one-time funding. FY 2017-18 reflects an overall decrease in operations and maintenance funding due to the termination of the lease agreement with CCMVWP San Tan Tech, LLC. 207 City of Chandler 2017-18 Adopted Budget General Government 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. 2017-18 Performance Measurements During Fiscal Year 2016-17, the Fleet Services Division moved from the Fire, Health and Medical Department to the City Manager Department. Effective July 1, 2017, Fleet Services becomes a part of the newly created Administrative Services Department. Performance measurements may be found in the Administrative Services Department section of the budget book. Budget Summary 2015-16 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 - 1270 $ General Fund $ - $ - $ - $ 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures - $ 1,038,023 $ 1,034,000 $ 1,038,023 1,034,000 2,300 2,300 53,814 51,868 1,700 1,700 4,360 5,860 1,808 2,317 31,696 27,696 43,884 43,884 - $ 1,177,585 $ 1,169,625 $ - $ 1,177,585 $ 1,169,625 $ * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. 208 2017-18 Adopted Budget % Change Adopted to Adopted - N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A City of Chandler 2017-18 Adopted Budget General Government    Fleet Services – 1270    Authorized Positions Position Title Administrative Specialist Fleet Equipment Service Writer Fleet Inventory Specialist Fleet Services Supervisor Lead Fleet Technician Lead Fleet Technician - CDL Senior Administrative Assistant Senior Fleet Technician Senior Fleet Technician - CDL Service Equipment Worker Total 2013-14 Revised 0 0 0 0 0 0 0 0 0 0 0 2014-15 Revised 0 0 0 0 0 0 0 0 0 0 0 2015-16 Revised 0 0 0 0 0 0 0 0 0 0 0 2016-17 Adopted 0 0 0 0 0 0 0 0 0 0 0 2016-17 Revised 0 1 1 1 0 2 1 0 5 1 12 2017-18 Adopted 0 0 0 0 0 0 0 0 0 0 0 Significant Budget and Staffing Changes During Fiscal Year 2016-17, Fleet Services was moved to City Manager Department from the Fire, Health and Medical Department. Effective July 1, 2017, the Fleet Services cost center is moved from the City Manager Department to the Administrative Services Department. Additional budget and staffing information may be found in the Administrative Services section of the budget book. 209 City of Chandler 2017-18 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 2017-18 Performance Measurements Effective July 1, 2017, the Human Resources Division moved from the City Manager Department to the Administrative Services Department. All Performance Measurements have been moved to the Administrative Services section of the budget book. Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Machinery/Equipment Office Furniture/Equipment Capital Replacement Total Cost Center - 1250 General Fund Workers Comp Self Ins Fund Medical Self Insurance Fund Grand Total 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures $ 2,401,001 $ 2,521,449 $ 2,579,188 $ 2,549,022 $ 2,521,449 2,579,188 2,549,022 120,189 218,115 355,932 175,218 63,109 67,455 66,944 52,680 3,044 4,500 4,500 4,250 10,297 8,250 8,250 7,802 277,014 407,000 472,000 345,675 108,864 100,300 174,103 118,175 59,587 82,000 81,800 81,800 420 420 400 980 $ 3,043,103 $ 3,409,489 $ 3,743,137 $ 3,336,002 $ $ 1,981,286 $ 1,946,880 $ 1,989,493 $ 1,948,281 $ 728,736 949,892 1,041,517 827,163 333,081 512,717 712,127 560,558 $ 3,043,103 $ 3,409,489 $ 3,743,137 $ 3,336,002 $ * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. 210 2017-18 Adopted Budget % Change Adopted to Adopted - -100.00% -100.00% N/A -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% N/A -100.00% City of Chandler 2017-18 Adopted Budget General Government    Human Resources – 1250    Authorized Positions Position Title Administrative Services Director Benefits & Labor Relations Administrator Benefit Programs Manager Director, Human Resources Division Employee Services & HRMS Analyst Employee Services & HRMS Manager Human Resources Analyst Human Resources Assistant Human Resources Management Assistant Human Resources Manager Human Resources Specialist I Human Resources Specialist II Management Assistant Medical Leave Coordinator Organizational Development Coordinator Safety Analyst Safety Coordinator Senior Human Resources Analyst Training & Development Coordinator Wellness Coordinator Workers Compensation Coordinator Total 2013-14 Revised 0 0 1 1 1 1 2 5 1 2 0 0 0 0 0 0 1 3 1 0 1 20 2014-15 Revised 0 1 1 1 1 1 2 0 1 1 2 2 1 0 1 0 1 3 0 0 1 20 2015-16 Revised 0 1 1 1 1 1 2 0 1 1 3 2 1 0 1 1 1 3 0 1 1 23 2016-17 Adopted 0 1 1 1 1 1 2 0 1 1 3 2 1 0 1 1 1 3 0 1 1 23 2016-17 Revised 1 1 1 0 1 1 2 0 0 1 3 2 1 1 1 1 1 3 0 1 1 23 2017-18 Adopted 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Significant Budget and Staffing Changes During Fiscal Year 2016-17 one Director, Human Resources Division position was reclassified to Administrative Services Director and one Human Resources Management Assistant position was reclassified to Medical Leave Coordinator. Effective July 1, 2017, the Human Resources cost center is moved from City Manager Department to the newly created Administrative Services Department. 211 City of Chandler 2017-18 Adopted Budget General Government Division: Cost Center: Workers’ Compensation Liabilities 1251 Budget Summary 2015-16 2016-17 2016-17 2016-17 2017-18 Actual Adopted Adjusted Estimated Adopted Description Expenditures Budget Budget Expenditures Budget Insurance/Taxes $ 1,801,919 $ 2,479,500 $ 2,479,500 $ 2,000,000 $ Total Cost Center - 1251 $ 1,801,919 $ 2,479,500 $ 2,479,500 $ 2,000,000 $ Workers' Comp Self Insurance Fund $ 1,801,919 $ 2,479,500 $ 2,479,500 $ 2,000,000 $ - % Change Adopted to Adopted -100.00% -100.00% Significant Budget Changes Effective July 1, 2017, the Workers’ Compensation Liabilities cost center is moved from City Manager Department to the newly created Administrative Services Department. Additional budget detail may be found in the Administrative Services section of the budget book. 212 City of Chandler 2017-18 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, citywide technology security practices, and oversight of citywide technology replacement funds and technology related project funding. Information Technology Overview(1) 2015-16 Actual Expenditures Expenditures by Cost Center IT Service Delivery Mgmt & Admin $ IT Applications Support IT Infrastructure & Client Support ITOC Operations ITOC Capital IT Citywide Infrastructure Support Capital Total $ Expenditures by Category Personnel & Benefits Total Personnel Ongoing(2) $ One-time(2) Operating & Maintenance Capital - Major Total $ Staffing by Cost Center IT Service Delivery Mgmt & Admin IT Applications Support IT Infrastructure & Client Support Total 2016-17 Adopted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget % Change Adopted to Adopted 1,802,366 $ 1,844,478 $ 1,822,060 $ 3,490,841 3,946,198 4,352,164 3,193,145 3,096,314 2,827,375 152,681 14,675 73,783 1,120,128 2,804,748 213,765 2,331,162 943,362 444,378 9,758,871 $ 14,272,412 $ 10,442,340 $ - 6,972,202 $ - 7,029,046 6,922,927 49,275 49,275 1,564,331 2,058,181 2,313,011 1,564,506 5,135,910 1,157,127 9,758,871 $ 14,272,412 $ 10,442,340 $ - 6,630,034 $ 2015-16 Revised 13.000 20.000 20.000 53.000 7,078,321 $ 2016-17 Adopted 13.000 20.000 22.000 55.000 2016-17 Revised 13.000 21.000 21.000 55.000 -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% % Change 2017-18 Adopted to Adopted Adopted 0.000 -100.00% 0.000 -100.00% 0.000 -100.00% 0.000 -100.00% (1) Effective July 1, 2017, all Information Technology cost centers are transferred from the City Manager Department to the newly created Administrative Services Department. (2) Ongoing and One-time Personnel Services detail not availab le for 2015-16 Actual Expenditures. 213 City of Chandler 2017-18 Adopted Budget General Government    Information Technology Service Delivery Management & Administration – 1199    2017-18 Performance Measurements Effective July 1, 2017, the Information Technology Service Delivery Management & Administration cost center moved from the City Manager Department to the Administrative Services Department. All Performance Measurements have been moved to the Administrative Services section of the budget book. Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Machinery/Equipment Office Furniture/Equipment Total Cost Center - 1199 General Fund 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures $ 1,672,633 $ 1,651,768 $ 1,680,553 $ 1,593,000 $ 1,651,768 1,680,553 1,593,000 2,719 50,212 77,409 48,856 56,453 19,160 19,160 23,375 38,226 71,468 112,614 97,162 14,966 22,200 22,200 23,460 17,369 29,670 29,670 26,112 9,950 145 $ 1,802,366 $ 1,844,478 $ 1,941,606 $ 1,822,060 $ $ 1,802,366 $ 1,844,478 $ 1,941,606 $ 1,822,060 $ * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. 214 2017-18 Adopted Budget % Change Adopted to Adopted - -100.00% -100.00% N/A -100.00% -100.00% -100.00% -100.00% -100.00% N/A N/A -100.00% City of Chandler 2017-18 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 GIS Coordinator IT GIS Database Analyst IT Principal Service Delivery Analyst IT Project Manager IT Senior Project Manager IT Senior Service Delivery Analyst IT Service Delivery Coordinator IT Services Manager IT Training Coordinator Management Assistant Office Assistant Operations System Analyst Senior Administrative Assistant Senior Management Analyst Senior Management Assistant Systems Analyst Total 2013-14 Revised 0 1 1 1 1 1 1 1 0 1 1 0 0 1 1 0 0 1 0 0 1 1 14 2014-15 Revised 1 0 1 0 0 0 0 0 2 0 0 5 1 1 1 0 1 0 0 1 0 0 14 2015-16 Revised 0 0 1 0 0 0 0 0 2 0 0 4 1 1 1 0 1 0 1 1 0 0 13 2016-17 Adopted 0 0 1 0 0 0 0 0 2 0 0 4 1 1 1 0 1 0 1 1 0 0 13 2016-17 Revised 0 0 1 0 0 0 0 0 2 0 0 4 1 1 1 1 1 0 0 1 0 0 13 2017-18 Adopted 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Significant Budget and Staffing Changes During Fiscal Year 2016-17, one Senior Administrative Assistant position was reclassified to Management Assistant. Effective July 1, 2017, the IT Service Delivery Management & Administration cost center is moved from the City Manager Department to the newly created Administrative Services Department. 215 City of Chandler 2017-18 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, which includes off-the shelf, customized, and City-developed applications and databases necessary to meet City operations and reporting requirements. 2017-18 Performance Measurements Effective July 1, 2017, the Information Technology Applications Support cost center moved from the City Manager Department to the Administrative Services Department. All Performance Measurements have been moved to the Administrative Services section of the budget book. 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 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures $ 2,518,838 $ 2,708,192 $ 2,856,192 $ 2,789,000 $ 2,708,192 2,856,192 2,789,000 197,000 341,797 351,199 8,055 2,964 5,077 5,332 919,804 1,002,577 1,071,226 1,085,357 11,183 11,000 11,000 10,400 26,982 19,965 19,965 19,965 1,479 84,356 85,841 4,500 4,500 4,500 5,070 $ 3,490,841 $ 3,946,198 $ 4,394,113 $ 4,352,164 $ $ 3,490,841 $ 3,946,198 $ 4,394,113 $ 4,352,164 $ * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. 216 2017-18 Adopted Budget % Change Adopted to Adopted - -100.00% -100.00% N/A -100.00% -100.00% -100.00% -100.00% -100.00% N/A -100.00% -100.00% City of Chandler 2017-18 Adopted Budget General Government    Information Technology Applications Support – 1200  Authorized Positions Position Title IT Application Support Specialist IT Applications Manager IT Applications Specialist IT Applications Support Manager IT Database Administrator IT Database Analyst IT Messaging Analyst IT Messaging Application Developer IT Messaging Integration 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 Senior Systems Analyst Systems Analyst Total 2013-14 Revised 1 0 1 1 0 1 0 1 0 0 1 0 0 0 1 0 5 6 18 2014-15 Revised 0 1 0 0 1 1 0 1 0 2 0 2 3 1 0 6 0 0 18 2015-16 Revised 0 1 0 0 1 1 0 0 2 2 0 1 4 1 0 7 0 0 20 2016-17 Adopted 0 1 0 0 1 1 0 0 2 2 0 1 4 1 0 7 0 0 20 2016-17 Revised 0 1 0 0 1 1 1 0 2 2 0 1 4 1 0 7 0 0 21 2017-18 Adopted 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Significant Budget and Staffing Changes During Fiscal Year 2016-17, one IT Messaging Analyst position was transferred from cost center 1280, IT Infrastructure and Client Support. Effective July 1, 2017, the IT Applications Support cost center is moved from the City Manager Department to the newly created Administrative Services Department. 217 City of Chandler 2017-18 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, 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. Division: IT Infrastructure & Client Support 1280 2017-18 Performance Measurements Effective July 1, 2017, the IT Infrastructure & Client Support cost center moved from the City Manager Department to the Administrative Services Department. All Performance Measurements have been moved to the Administrative Services section of the budget book. Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Rents/Utilities Other Charges/Services Machinery/Equipment Capital Replacement Total Cost Center - 1280 General Fund 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures $ 2,438,563 $ 2,718,361 $ 2,766,733 $ 2,590,202 $ 2,717,458 2,540,927 2,669,086 49,275 49,275 49,275 19,400 20,808 20,808 49,734 44,969 28,806 46,457 46,457 183,032 144,114 149,335 153,906 146,653 58,715 125,037 144,986 12,512 73,200 73,200 35,880 73,200 63,650 63,650 17,206 63,650 2,926 2,926 2,926 2,926 $ 2,827,375 $ 3,193,145 $ 3,268,095 $ 3,096,314 $ $ 2,827,375 $ 3,193,145 $ 3,268,095 $ 3,096,314 $ * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. 218 2017-18 Adopted Budget % Change Adopted to Adopted - -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% N/A -100.00% -100.00% -100.00% -100.00% City of Chandler 2017-18 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 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 Web Developer IT Webmaster Total 2013-14 Revised 1 2 3 1 1 2 0 2 1 1 1 0 1 0 1 0 2 0 1 20 2014-15 Revised 0 0 0 1 1 1 1 2 1 1 0 2 1 2 1 3 2 0 1 20 2015-16 Revised 0 0 0 1 1 1 1 2 1 1 0 2 1 2 1 3 2 0 1 20 2016-17 Adopted 0 0 0 1 1 1 1 2 1 1 0 2 1 2 1 4 2 1 1 22 2016-17 Revised 0 0 0 1 0 1 1 2 1 1 0 2 1 2 1 4 2 1 1 21 2017-18 Adopted 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Significant Budget and Staffing Changes During Fiscal Year 2016-17, one IT Messaging Analyst position was transferred to cost center 1200, IT Applications Support. Effective July 1, 2017, the IT Infrastructure and Client Support cost center is moved from the City Manager Department to the newly created Administrative Services Department. 219 City of Chandler 2017-18 Adopted Budget General Government Division: Cost Center: Information Technology Oversight Committee (ITOC) Capital 1285 Capital Budget Summary 2015-16 Actual Description Expenditures Professional/Contract $ 551,229 Operating Supplies 73,237 Repairs/Maintenance 1,200 Communications/Transportation 7,941 Other Charges/Services 8,300 Contingencies/Reserves Machinery/Equipment 478,220 Total Cost Center - 1285 $ 1,120,128 General Gov't Capital Projects Fund $ 1,111,128 Water Operating Fund Wastewater Operating Fund 9,000 Solid Waste Operating Fund Grand Total $ 1,120,128 2016-17 2016-17 2016-17 Adopted Adjusted Estimated Budget Budget Expenditures $ 339,700 $ 1,344,220 $ 212,479 4,763 10,424 1,261 30,000 25 2,184,048 314,288 281,000 782,577 $ 2,804,748 $ 2,486,272 $ 213,765 $ 2,775,486 $ 2,457,010 $ 193,528 21,644 21,644 15,239 620 620 6,998 6,998 4,998 $ 2,804,748 $ 2,486,272 $ 213,765 2017-18 Adopted Budget $ $ $ $ - % Change Adopted to Adopted -100.00% N/A N/A N/A N/A -100.00% -100.00% -100.00% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Significant Budget Changes Effective July 1, 2017, the ITOC Capital cost center is moved from the City Manager Department to the newly created Administrative Services Department. 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) 2017-18 incorporates the carryforward of unexpended program funding from FY 2016-17. Detail on the capital program is available in the 2018-2027 Capital Improvement Program. 220 City of Chandler 2017-18 Adopted Budget General Government Division: Cost Center: Information Technology Oversight Committee Operations (ITOC) 1286 T he Information Technology Oversight Committee (ITOC) Operating Division plans, develops, monitors, and documents Information Technology (IT) Projects. 2017-18 Performance Measurements Effective July 1, 2017, the Information Technology Oversight Committee Operations (ITOC) cost center moved from the City Manager Department to the Administrative Services Department. All Performance Measurements have been moved to the Administrative Services section of the budget book. Budget Summary Description Operating Supplies Repairs/Maintenance Total Cost Center - 1286 General Fund 2015-16 2016-17 2016-17 2016-17 2017-18 Actual Adopted Adjusted Estimated Adopted Expenditures Budget Budget Expenditures Budget $ 429 $ - $ - $ - $ 73,354 152,681 152,356 14,675 $ 73,783 $ 152,681 $ 152,356 $ 14,675 $ $ 73,783 $ 152,681 $ 152,356 $ 14,675 $ - % Change Adopted to Adopted N/A -100.00% -100.00% Significant Budget Changes Effective July 1, 2017, the ITOC Operations cost center is moved from the City Manager Department to the newly created Administrative Services Department. 221 City of Chandler 2017-18 Adopted Budget General Government Division: Cost Center: Information Technology Citywide Infrastructure Support Capital 1287 Capital Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Other Charges/Services Contingencies/Reserves Machinery/Equipment Office Furniture/Equipment Capital Replacement Total Cost Center - 1287 General Gov't Capital Projects Fund 2015-16 Actual Expenditures $ $ $ 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 7,665 $ - $ - $ 115,114 172,000 458,305 314 80,547 268,000 597 268,000 1,131,816 814,706 270,687 174,000 480,255 50,000 478,000 107,346 107,346 444,378 $ 2,331,162 $ 2,209,159 $ 444,378 $ 2,331,162 $ 2,209,159 $ 810 $ 810 157,759 80,547 188,710 408,190 107,346 943,362 $ 943,362 $ 2017-18 Adopted Budget % Change Adopted to Adopted - N/A N/A N/A -100.00% N/A N/A -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Significant Budget Changes Effective July 1, 2017, the Information Technology Citywide Infrastructure Support Capital cost center is moved from the City Manager Department to the newly created Administrative Services Department. 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) 2017-18 incorporates the carryforward of unexpended program funding from FY 2016-17. Detail on the capital program is available in the 2018-2027 Capital Improvement Program. 222 City of Chandler 2017-18 Adopted Budget General Government Neighborhood Resources’ mission is to strengthen and enrich the community by providing high quality services and resources through educational programs, neighborhood revitalization, resident empowerment, partnerships, and assisting those in need. The Neighborhood Resources Division provides administrative oversight for Code Enforcement, Community Development, Neighborhood Programs, Diversity Programs, and Housing & Redevelopment, enabling a coordinated effort between the five areas for programs and services that help maintain a healthy and strong community. In addition to administrative oversight, Neighborhood Resources administers programs and services that enhance and sustain neighborhoods throughout the City of Chandler. Division: Cost Center: Neighborhood Resources 1060 Effective July 1, 2016, Neighborhood Resources has been returned to the General Government section from the Community Services (formerly Community & Neighborhood Services) section. For presentation purposes, the prior year history is reflected in this summary, but not in the General Government overview. Neighborhood Resources Overview 2015-16 Actual Expenditures Expenditures by Cost Center Neighborhood Resources Code Enforcement Housing and Redevelopment Community Development Expenditures by Category Personnel & Benefits Total Personnel Ongoing(1) One-time(1) Operating & Maintenance 2016-17 Estimated Expenditures 2017-18 Adopted Budget 483,508 455,101 $ 818,972 $ 678,869 $ 1,187,798 1,489,359 1,021,389 1,219,237 12,388,605 7,959,291 12,941,727 8,484,422 3,873,326 4,449,405 3,165,556 4,575,021 Total $ 12,965,207 $ 19,414,854 $ 14,878,287 $ 17,933,237 $ $ 3,781,927 $ 4,348,045 $ 1,909,931 $ Total 2015-16 Revised 6.800 12.500 23.500 5.700 48.500 2016-17 Adopted 5.000 12.500 23.500 7.500 48.500 2016-17 Revised 4.000 12.500 23.500 7.500 47.500 Ongoing and One-time Personnel Services detail not availab le for 2015-16 Actual Expenditures. 223 % Change Adopted to Adopted -28.78% -2.58% -4.27% -15.34% -7.63% 4,284,618 4,284,618 1,909,931 4,348,045 15,066,809 12,968,356 13,648,619 9,183,280 Total $ 12,965,207 $ 19,414,854 $ 14,878,287 $ 17,933,237 Staffing by Cost Center Neighborhood Resources Code Enforcement Housing and Redevelopment Community Development (1) 2016-17 Adopted Budget -1.46% N/A -9.41% -7.63% % Change Adopted to 2017-18 Adopted Adopted 4.000 -20.00% 12.500 0.00% 23.500 0.00% 8.500 13.33% 48.500 0.00% City of Chandler 2017-18 Adopted Budget General Government 2016-17 Neighborhood Resources Accomplishments  Facilitated two Mayor’s Listening Tour meetings and the Mayor’s Homeowner’s Association (HOA) Summit, and conducted two HOA Academies.  Increased participation in the Mayor’s Neighborhood Awards by partnering with the Chandler Police Crime Prevention Unit and increasing the focus on neighborhoods that have participated in the annual G.A.I.N. (Getting Arizona Involved in Neighborhoods) event.  Acquired a new fully equipped tool trailer to provide volunteers the tools needed to perform community service projects with residents living in neighborhoods that are on the brink of decline.  Community Development provided funding for twenty-five (25) emergency home repairs in partnership with Habitat for Humanity.  Community Development completed five (5) home rehabilitations resulting in the repair or replacement of electrical, plumbing, roofing, heating and cooling, and other major systems.  Administered $1.1 million in General Fund and $1.2 million in Community Development Block Grants funding to provide services through partnerships with 65 social service programs.  Organized the 4th Annual Operation Back to School event in which over 50 organizations came together to provide 3,000 low to moderate income students with backpacks/supplies, uniforms, shoes, socks, underwear, and free haircuts for a total value of up to $75 per student.  Continued support of diverse organizations and activities to include 23 diversity events, 14 school partnerships, and over 1,400 student participants with a total attendance of more than 14,000.  The Code Enforcement staff have proactively initiated 54% of its overall caseload and completed over 12,687 inspections.  The Code Enforcement Graffiti Abatement Technician has removed 72,112 square feet of graffiti from over 1,100 sites throughout the city.  Evaluated and streamlined several workflow processes have been resulting in a significant improvement in staff efficiency and effectiveness.  Administered the Family Self-Sufficiency (FSS) program for sixty (60) Section 8 families and sixty (60) public housing families.  Provided case management and counseling services for thirty-five (35) formally homeless individuals living in transitional housing.  Facilitated homework assistance, arts and crafts, field trips, and recreation opportunities for four hundred forty-eight (448) youth residing in Public Housing.  Initiated the City of Chandler Public Housing Book Rich Environment Initiative in partnership with the City of Chandler’s Public Housing Authority and Chandler Public Library.  Conducted landlord outreach training for local real estate professionals to educate landlords regarding the benefits of the Section 8 program and created a quarterly newsletter for landlords interested in the program. 224 City of Chandler 2017-18 Adopted Budget General Government    Neighborhood Resources – 1060    2017-18 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 2014-15 Actual 7 308 2015-16 Actual 15 313 2016-17 Projected 15 320 2016-17 Year End Estimate * 12 320 2017-18 Projected 15 320 1,475 1,578 1,495 1,590 1,600 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) (2) 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 702(1) 535 695 475 500 18 12 17 10 11 11 N/A (2) 10 N/A (2) N/A (2) The Traditional Neighborhood Academy had a peak in attendance during Fiscal Year (FY) 2014-15. The Traditional Neighborhood Academy provided a location to develop action plans. The program will be replaced with a new program in FY 2017-18 * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 225 City of Chandler 2017-18 Adopted Budget General Government    Neighborhood Resources – 1060    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Rents/Utilities Other Charges/Services Machinery/Equipment Total Cost Center - 1060 General Fund 2015-16 Actual Expenditures $ $ $ 756,037 $ 38,447 9,416 4,977 8,334 1,759 818,972 $ 818,972 $ 2016-17 Adopted Budget 2016-17 Adjusted Budget 572,587 $ 572,587 17,202 6,959 53,250 6,500 500 2,921 18,950 678,869 $ 678,869 $ 2016-17 Estimated Expenditures 417,309 $ 417,309 70,356 5,359 52,200 4,144 500 400 18,950 569,218 $ 569,218 $ 2017-18 Adopted Budget 387,547 $ 387,547 22,178 7,084 16,023 4,400 244 400 17,225 455,101 $ 455,101 $ 454,103 454,103 16,802 5,500 2,150 3,953 600 400 483,508 483,508 % Change Adopted to Adopted -20.69% -20.69% N/A -2.33% -20.97% -95.96% -39.18% 20.00% -86.31% -100.00% -28.78% * Ongoing and One-time Personnel Services detail not available for 2015-16 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 Neighborhood Resources Director Senior Management Analyst Total 2013-14 Revised 0 1 0.8 0.45 0.9 0 1 1 0 0 0 5.15 2014-15 Revised 0 1 0.8 0.45 0.9 1 0 1 0 0 0 5.15 2015-16 Revised 1 1 0.8 0 0 2 0 0 1 0 1 6.8 2016-17 Adopted 1 0 0 0 0 2 0 0 1 0 1 5 2016-17 Revised 0 0 0 0 0 2 0 0 1 1 0 4 2017-18 Adopted 0 0 0 0 0 2 0 0 1 1 0 4 Significant Budget and Staffing Changes During Fiscal Year 2016-17, cost center 1060, Neighborhood Resources, as well as all other Neighborhood Resources related cost centers, was moved to the City Manager Department from the former Community & Neighborhood Services Department. As a part of this shift, the Community & Neighborhood Resources Director position was reclassified to Community Services Director, and it, along with the Senior Management Analyst position, was transferred to cost center 4300, Community Services Administration. 226 City of Chandler 2017-18 Adopted Budget General Government T he Code Enforcement Unit provides public information, enforcement, and incentives for residents to comply with City zoning and nuisance code requirements. This unit also engages in specialized activities such as graffiti removal/abatement, education, and other activities as needed. Division: Cost Center: Code Enforcement 1061 2017-18 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 inspections in regard to violations of the City's zoning, sign, and neighborhood maintenance codes. ♦ Proactively initiate at least 50% of all cases. ♦ Conduct an initial inspection on code enforcement complaints within two days of receipt 95% of the time. ♦ Abate graffiti instances both proactively and reactively. Measures Total number of cases (1)(2) From complaint received, number of days to graffiti abatement (1) From complaint receipt, number of days to first inspection (1) Percentage of proactively initiated cases Total number of inspections completed(3) Percentage of initial inspections conducted within 2 days of receipt(3) Total number of graffiti sites abated(3) Total square footage of graffiti removed(3) (1) (2) (3) 2014-15 Actual 6,135 2015-16 Actual 4,343 2016-17 Projected 9,000 2016-17 Year End Estimate * 5,500 2017-18 Projected N/A 1 1 1 1 N/A 3 9 2 3 N/A 50% 38% 51% 62% 65% N/A N/A N/A N/A 13,000 N/A N/A N/A N/A N/A N/A N/A N/A 95% 900 N/A N/A N/A N/A 85,000 Measure discontinued effective Fiscal Year (FY) 2017-18. Total number of cases decreased as a result of redefining how cases are categorized. New measure effective FY 2017-18. * 2016-17 Year End 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 2017-18 Adopted Budget General Government    Code Enforcement – 1061    Goal: The Code Enforcement Unit will work in partnership with Mayor and Council, the Neighborhood Advisory Committee, other City departments, citizens, various citizens groups, and local businesses to promote existing and new Code Enforcement Unit programs and services. Supports Priority Based Budget Goal(s): Healthy and Attractive Community; Good Governance Objective: ♦ Participate with Neighborhood Programs in Neighborhood Action Planning Process for at least four 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. 2016-17 2014-15 2015-16 2016-17 Year End 2017-18 Measures Actual Actual Projected Estimate * Projected Number of neighborhood action planning processes in tandem with neighborhood programs 15(1) 7 8 8 5 Number of code enforcement overview/updates provided to other City departments 2 2 2 2 2 (1) Fiscal Year 2014-15 reflects a peak demand in meetings, and sufficient staff was available to attend. * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 228 City of Chandler 2017-18 Adopted Budget General Government    Code Enforcement – 1061    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Machinery/Equipment Office Furniture/Equipment Capital Replacement Total Cost Center - 1061 General Fund 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget $ 876,222 $ 1,076,965 $ 1,088,224 $ 1,083,878 $ 1,044,956 1,076,965 1,088,224 1,083,878 1,044,956 36,963 26,001 219,034 190,500 25,000 41,099 55,595 58,787 51,707 55,620 2,585 3,300 3,300 3,600 2,300 24,290 18,600 20,305 25,594 21,940 238 1,500 1,500 1,500 5,115 2,010 2,010 5,377 3,266 140 500 92,938 92,437 50 21 50 50 34,716 34,716 34,716 34,716 34,716 $ 1,021,389 $ 1,219,237 $ 1,520,864 $ 1,489,359 $ 1,187,798 $ 1,021,389 $ 1,219,237 $ 1,520,864 $ 1,489,359 $ 1,187,798 % Change Adopted to Adopted -2.97% -2.97% N/A -3.85% 0.04% -30.30% 17.96% -100.00% 62.49% -100.00% -100.00% 0.00% -2.58% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Authorized Positions Position Title Administrative Assistant Administrative Specialist Code Inspector Commercial Code Inspector Graffiti Abatement Technician Neighborhood Preservation Manager Neighborhood Preservation Supervisor Senior Code Inspector Total 2013-14 Revised 0 1 5 0 1 1 0 2.5 10.5 2014-15 Revised 1 0 6 0 1 1 0 2.5 11.5 2015-16 Revised 1 0 6 1 1 1 0 2.5 12.5 2016-17 Adopted 1 0 6 1 1 1 0 2.5 12.5 2016-17 Revised 1 0 6 1 1 1 2 0.5 12.5 2017-18 Adopted 1 0 6 1 1 1 2 0.5 12.5 Significant Budget and Staffing Changes During Fiscal Year 2016-17, cost center 1061, Code Enforcement, as well as all other Neighborhood Resources related cost centers, was moved to the City Manager Department from the former Community & Neighborhood Services Department, and two Senior Code Inspector positions were reclassified to Neighborhood Preservation Supervisor. 229 City of Chandler 2017-18 Adopted Budget General Government Housing and Redevelopment Division provides, facilitates, develops, and manages affordable housing products and supportive services to eligible persons with limited incomes through a variety of federal, state, local, and private resources. Division: Cost Center: Housing and Redevelopment 4650 2017-18 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. 2016-17 2014-15 2015-16 2016-17 Year End 2017-18 Measures Actual Actual Projected Estimate * Projected Annual lease rate of all public housing units 99% 99% 98% 99% 98% Maintain utilization rate of 96% or better for section 8 housing units 99% 100% 98% 98% 98% 100% 100% 100% 100% 100% Percentage of emergency work orders completed within 24 hours * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 230 City of Chandler 2017-18 Adopted Budget General Government    Housing and Redevelopment – 4650    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingencies/Reserves Land/Improvements Building/Improvements Machinery/Equipment Total Cost Center - 4650 General Fund PHA Family Site Fund Scattered Site Fund PHA Management Fund PHA Family Self Sufficiency Fund Section 8 Voucher Fund Capital Program Grant Fund Reinvestment Project Fund Public Housing Contingency Fund Grand Total 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget $ 1,738,919 $ 1,970,894 $ 1,997,570 $ 185,506 $ 1,976,337 1,970,894 1,997,570 185,506 1,976,337 323,698 626,192 614,105 751,543 439,757 76,313 122,950 122,650 119,650 131,678 115,176 264,250 244,250 221,746 253,000 7,871 16,868 16,868 17,368 18,883 25,257 38,000 38,000 38,000 37,500 135,969 157,000 157,000 158,000 157,700 4,915,590 5,267,850 5,267,850 5,267,850 5,168,750 3,570,000 3,829,416 3,816,680 816,680 100,000 49,753 616,307 989,515 872,079 500,000 570,744 36,000 35,000 32,000 32,000 $ 7,959,291 $ 12,941,727 $ 13,296,488 $ 8,484,422 $ 12,388,605 $ 85,189 $ 85,285 $ 87,172 $ 87,180 $ 77,943 995,105 1,489,803 1,528,108 1,011,812 1,383,260 616,438 1,093,403 1,162,023 882,723 978,459 579,607 638,930 649,079 65,656 650,862 147,670 147,912 142,872 5,391,329 4,919,353 5,585,934 5,590,158 5,304,773 939,619 939,619 704,240 547,283 850,000 55,500 192,659 192,659 54,600 216,315 3,000,000 3,000,000 3,000,000 $ 7,959,291 $ 12,941,727 $ 13,296,488 $ 8,484,422 $ 12,388,605 * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. 231 % Change Adopted to Adopted 0.28% 0.28% N/A -29.77% 7.10% -4.26% 11.95% -1.32% 0.45% -1.88% -6.77% N/A -18.87% 9.38% -4.27% City of Chandler 2017-18 Adopted Budget General Government    Housing and Redevelopment – 4650    Authorized Positions Position Title Accounting Specialist Customer Service Representative Family Self-Sufficiency Specialist Housing Administration Supervisor Housing and Redevelopment Manager Housing Assistant Housing Financial Supervisor 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 2013-14 Revised 1 1.55 1 1 1 0 0 1 5 1 1 4 1 1 1.5 0.7 21.75 2014-15 Revised 1 1.55 2 1 1 0 0 1 5 1 1 4 1 1 1.5 0.7 22.75 2015-16 Revised 1 2 2 1 1 0 0 1 5 1 1 4 1 1 1.5 1 23.5 2016-17 Adopted 1 2 2 1 1 0 0 1 5 1 1 4 1 1 1.5 1 23.5 2016-17 Revised 1 1 2 1 1 1 1 1 5 1 1 4 1 1 1.5 0 23.5 2017-18 Adopted 1 1 2 1 1 1 1 1 5 1 1 4 1 1 1.5 0 23.5 Significant Budget and Staffing Changes During Fiscal Year (FY) 2016-17, cost center 4650, Housing and Redevelopment, as well as all other Neighborhood Resources related cost centers, was moved to the City Manager Department from the former Community & Neighborhood Services Department, one Customer Service Representative was reclassified to Housing Assistant and one Senior Accountant position was reclassified to Housing Financial Supervisor. 232 City of Chandler 2017-18 Adopted Budget General Government Division: Cost Center: Community Development 4700 Community Development is committed to improving the human service needs of Chandler residents through the coordination of housing and neighborhood revitalization programs and by supporting local social service programs. The division utilizes various Housing and Urban Development Department funds to serve Chandler's low and moderate income citizens. In addition, through the guidance of the Housing and Human Services Commission, the division is responsible for administering City of Chandler General Funds in the form of the Youth Enhancement and Acts of Kindness Programs, as well as the Social Service Fund. The unit’s goal is to improve quality of life for Chandler residents through funding or through the provision of programs that provide improved housing conditions, enhanced economic development opportunities, and a variety of social programs to address human service needs. 2017-18 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 and HOME 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. 2016-17 2014-15 2015-16 2016-17 Year End 2017-18 Measures Actual Actual Projected Estimate * Projected Number of social service programs provided through human services funding and partnerships 57 59 57 58 58 Number of rehabilitated housing units 94 55 79 45 55 5 8 6 4 8 1 1 2 1 1 1 2 1 0 2 20 18 16 6 6 888 1,607 500 1,327 1,344 53 59 49 56 56 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 * 2016-17 Year End 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 2017-18 Adopted Budget General Government    Community Development – 4700    Goal: To facilitate neighborhood enhancement, community activities, and provide for social service needs among residents by creating partnerships and identifying resources through collaboration with the “For Our City” initiative and various corporate, social, non-profit, and faith-based groups within the City of Chandler. Support Priority Based Budgeting Goal(s): Healthy and Attractive Community; Sustainable Economic Health Objective: ♦ To encourage and acknowledge the resources brought to Chandler residents in need by supporting volunteerism. ♦ To coordinate service needs of the City of Chandler and non-profit organizations with the service resources of faith-based communities, employers, business groups, and others in the Chandler area. 2016-17 2014-15 2015-16 2016-17 Year End 2017-18 Measures Actual Actual Projected Estimate * Projected Number of neighborhood programs and staff led volunteer projects 5 5 5 5 5 Number of participants involved in the volunteer projects 494 425 400 375 400 Number of partnerships with corporate, social, non-profit, and faith-based groups 101 102 106 106 110 Number of initiatives completed through these partnerships 8 8 8 8 8 Goal: To promote mutual respect and inclusion in Chandler by working towards the elimination of prejudice and discrimination. Support Priority Based Budgeting Goal(s): Leisure, Culture, and Education Objective: ♦ Collaborate with community groups to promote amicable relations and educate the public on aspects of diversity. ♦ Conduct outreach and support diversity programs in schools. Measures Diversity events held in the City Community group partners Students reached through diversity programs School partners (1) 2014-15 Actual 27 25 2015-16 Actual 22 27 2016-17 Projected 24 28 2016-17 Year End Estimate * 22 27 2017-18 Projected 22 28 9,826(1) 14 2,641 18 3,000 18 2,000 15 2,600 18 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. * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 234 City of Chandler 2017-18 Adopted Budget General Government    Community Development – 4700    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Land/Improvements Building/Improvements Office Furniture/Equipment Total Cost Center - 4700 General Fund Grant Fund** HOME Program Fund CDBG Fund Grand Total 2015-16 Actual Expenditures 2016-17 Adopted Budget $ 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget 410,749 $ 727,599 $ 740,357 $ 253,000 $ 809,222 727,599 740,357 253,000 809,222 1,930,398 2,969,107 3,276,941 3,104,164 2,025,922 19,212 16,500 16,500 26,572 13,900 2,000 2,260 2,260 2,260 2,260 3,237 5,140 5,140 8,917 9,840 791,168 635,683 790,683 825,060 812,182 40,531 10,000 218,732 218,732 200,000 218,732 8,792 700 700 $ 3,165,556 $ 4,575,021 $ 5,091,844 $ 4,449,405 $ 3,873,326 $ 1,262,306 $ 1,529,820 $ 1,639,432 $ 1,476,329 $ 1,519,560 10,000 3,136 10,000 837,288 1,032,377 1,251,722 1,215,071 591,912 2,002,824 2,190,690 1,758,005 1,062,825 1,761,854 $ 3,165,556 $ 4,575,021 $ 5,091,844 $ 4,449,405 $ 3,873,326 % Change Adopted to Adopted 11.22% 11.22% N/A -31.77% -15.76% 0.00% 91.44% 27.77% N/A -8.56% N/A -15.34% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. ** Effective July 1, 2017, the Adopted Budget for operating Grant funding (Fund 217 only) will be in cost center 1290, Non-departmental. The Adjusted Budget, Actual Expenditures, and Estimated Expenditures will continue to reflect Grant funds. 235 City of Chandler 2017-18 Adopted Budget General Government    Community Development – 4700    Authorized Positions Position Title CDBG Program Supervisor Code Inspector 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 2013-14 Revised 1 0 1 1 0 0.2 1 0.1 1 0 0.3 0.5 6.1 2014-15 Revised 1 0 1 0 0 0.2 1 0.1 1 1 0.3 0.5 6.1 2015-16 Revised 1 0 1 0 0 0.2 1 0 1 1 0 0.5 5.7 2016-17 Adopted 1 0 1 0 1 1 1 0 1 1 0 0.5 7.5 2016-17 Revised 1 0 1 0 1 1 1 0 1 1 0 0.5 7.5 2017-18 Adopted 1 1 1 0 1 1 1 0 1 1 0 0.5 8.5 Significant Budget and Staffing Changes During Fiscal Year (FY) 2016-17 cost center 4700, Community Development, as well as all other Neighborhood Resources related cost centers, was moved to the City Manager Department from the former Community & Neighborhood Services Department. FY 2017-18 reflects the addition of one Code Inspector position with associated ongoing increases in operations and maintenance funding, and one-time funding for the Volunteer Income Tax Assistance Program (VITA), For Our City, Celebration of Unity, and Indian Art Market events. The For Our City, Celebration of Unity, and Indian Art Market events have a 100% revenue offset. 236 City of Chandler 2017-18 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 2016-17 Planning Accomplishments  Completed the 2016 General Plan Update. The 16 month process included over 50 public meetings along with a social media campaign and website presence for community involvement. Chandler voters ratified the General Plan with an over 85 percent vote of support.  Completed the Sign Code update to comply with the Supreme Court ruling requiring that sign regulations be content neutral.  Successfully upgraded the Public Hearing website for easier and timely citizen access. The revisions created a geographically based map identifier for all development hearings together with the actively updated schedule and links to staff contact information and documents.  Reorganized the Division’s staff reporting and assignments to provide knowledge transfers and promote greater efficiencies, allowing the completion of additional development cases in a shorter time period.  Case Management 2015 to 2016 comparison: Rezoning -28%, Zoning verification +40%, Use Permits + 75%. These statistics are evidence of the change to a maturing community that uses different implementation tools to assure continued responsive growth. 2017-18 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 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 80% 79% 80% 80% 80% 102 115 130 112 115 * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 237 City of Chandler 2017-18 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 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 1,720 1,698 1,800 1,450(1) 1,800 Percentage of plan reviews completed within 20-day turnaround time 98% 98% 96% 97% 97% Percentage of field inspections completed within 24 hours 98% 98% 98% 98% 98% Total number of plan reviews (1) Decrease due to reduction in Home Business clearances and more reliance on faster over the counter reviews. 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 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 5 3 3 6 5 1 1 1 1 0 * 2016-17 Year End 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 2017-18 Adopted Budget General Government    Planning – 1510    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Capital Replacement Total Cost Center - 1510 General Fund 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget $ 1,605,303 $ 1,609,273 $ 1,628,709 $ 1,637,000 $ 1,668,423 1,668,423 1,559,999 1,532,272 1,551,708 77,001 77,001 77,001 4,500 5,855 3,559 5,855 5,855 47,167 15,600 15,861 47,117 47,117 9,140 5,100 9,140 9,140 4,646 6,716 10,234 10,150 7,261 10,150 7,342 10,042 8,042 7,802 8,042 4,838 4,838 4,838 4,838 4,838 $ 1,649,270 $ 1,694,415 $ 1,713,851 $ 1,681,096 $ 1,755,699 $ 1,649,270 $ 1,694,415 $ 1,713,851 $ 1,681,096 $ 1,755,699 % Change Adopted to Adopted 3.68% 8.89% -100.00% 0.00% 0.11% 0.00% 0.83% 24.87% 0.00% 3.62% * Ongoing and One-time Personnel Services detail not available for 2015-16 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 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 Revised 1 0 1 1 1 1 2 2 1 1 1 2 14 2016-17 Adopted 1 0 1 1 1 1 2 2 1 1 1 2 14 2016-17 Revised 1 0 1 1 1 1 2 2 1 1 1 2 14 2017-18 Adopted 2 0 1 1 1 1 2 2 1 1 1 2 15 Significant Budget and Staffing Changes Fiscal Year 2017-18 reflects the addition of one City Planner position, which was previously being funded on a one-time basis, as well as related increases in operations and maintenance. 239 City of Chandler 2017-18 Adopted Budget General Government 240 ADMINISTRATIVE SERVICES 7 Activities and Functions Accomplishments Goals, Objectives, and Performance Measurements Budget Summary Position Summary ADMINISTRATIVE SERVICES Ensuring wellness of being across the organization is the role of Administrative Services. By managing critical personnel and asset functions, they keep your municipal government running smoothly and unstressed. City of Chandler 2017-18 Adopted Budget Administrative Services City Manager Administrative Services Building and Facilities Information Technology Service Delivery Management & Administration Human Resources Information Technology Applications Support Fleet Services Information Technology Infrastructure & Client Support Information Technology Oversight Committee Operations 241 City of Chandler 2017-18 Adopted Budget Administrative Services The table below depicts the breakdown by division for the Fiscal Year 2017-18 Administrative Services Department Budget. Subsequent pages provide cost center descriptions, goals and objectives, performance measurements, budget summaries, authorized positions, and highlights of significant changes. Administrative Services Overview 2015-16 Actual Expenditures Expenditures by Cost Center Human Resources (1) $ Workers' Compensation Liabilities (1) Fleet Services (1) Buildings and Facilities (1) Buildings and Facilities Capital(1) IT Service Delivery Mgmt & Admin(1) IT Applications Support(1) IT Infrastructure and Client Support(1) ITOC Capital(1) ITOC Operations (1) IT Citywide Infrastructure Support Capital(1) Total $ Expenditures by Category Personnel & Benefits Total Personnel Ongoing One-time Operating & Maintenance Capital - Major $ Total $ Staffing by Cost Center Human Resources Fleet Services Buildings and Facilities IT Service Delivery Mgmt & Admin IT Applications Support IT Infrastructure and Client Support Total (1) - - 2016-17 Adopted Budget $ $ $ $ 2015-16 Revised 0.000 0.000 0.000 0.000 0.000 0.000 0.000 2016-17 Estimated Expenditures - - 2016-17 Adopted 0.000 0.000 0.000 0.000 0.000 0.000 0.000 $ $ $ $ 2017-18 Adopted Budget % Change Adopted to Adopted - 3,450,869 2,479,500 1,182,062 7,409,470 3,776,515 2,039,353 4,200,237 2,957,655 2,697,797 199,681 3,295,157 $ 33,688,296 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A - $ 14,026,636 13,970,018 56,618 9,892,191 9,769,469 $ 33,688,296 N/A N/A N/A N/A N/A 2016-17 Revised 0.000 0.000 0.000 0.000 0.000 0.000 0.000 $ % Change 2017-18 Adopted to Adopted Adopted 23.000 N/A 12.000 N/A 44.000 N/A 14.000 N/A 22.000 N/A 20.000 N/A 135.000 N/A Effective July 1, 2017, Buildings and Facilities, Buildings and Facilities Capital, Fleet Services, Human Resources, IT Applications Support, IT Citywide Infrastructure Support Capital, IT Infrastructure and Client Support, IT Service Delivery Management & Administration, ITOC Capital, ITOC Operations, and Workers Compensation Liab ilities are transferred from the City Manager Department to the newly created Administrative Services Department . 242 City of Chandler 2017-18 Adopted Budget Administrative Services 2016-17 Administrative Services Accomplishments  Developed a sustainable Citywide Technology Strategic Plan and Roadmap.  Implemented online building plan submittal and review in conjunction with the Transportation and Development Department and the Planning Division.  Completed a fiber optic project to improve connectivity at remote City facilities.  Developed an interim technology solution to assist the Tax and License Division in the transition of transaction privilege tax collections to the Arizona Department of Revenue.  Developed a draft strategic plan for the City’s Wellness Programs based on a review of the City’s medical claims data, program evaluation, and input from City employees.  Designed and delivered a new professional development course for employees in lead positions.  Facilitated two mentoring sessions resulting in 81 pairings with a total of 162 mentors and protégés who participated in these programs to enhance their professional development.  Completed extensive building renovations for the Police Hamilton facility and Forensics/Housing building.  Implemented a pilot program to engage employees who return to work in a light duty status while recovering from an on-the-job injury. The program provides a catalog of computer-based training and cross utilization of assignments in other departments for them to participate in during their recovery period.  Designed and delivered the eight-hour HazWOpER (Hazardous Waste Operations Emergency Response) Refresher course in-house, training over 140 employees at a cost savings to the City.  Completed executive level recruitments vacated by retirements for City Clerk, Community Services Director, City Attorney, Assistant City Manager, and Neighborhood Resources Director.  Worked with the Payroll Division to develop and implement the new tier structures required for the Public Safety Personnel Retirement System.  Created the role of a Medical Leave Coordinator, who provides employees with a central point of contact regarding family, medical, and disability leaves that resulted in a more streamlined process and enhanced customer service.  Implemented the new minimum wage and leave laws as required by Arizona Proposition 206.  Began on-site wellness coordinator consultations and healthy solutions classes, reaching employees in 23 City facilities.  Achieved the Gold Level Healthy Worksite designation from Maricopa County's public health initiative.  Customized the Neighborhood Programs tool trailer in-house with tool racks, decals, shelving, and tie downs that resulted in better utility of the trailer while remaining under budget.  Put into service 73 new vehicles; including a new Graffiti truck.  Redesigned the Fleet Services customer reception area to enhance customer service.  Completed bathroom renovations at Fire Station #3.  Completed access control additions to the Chandler Center for the Arts and Chandler Boys and Girls Club. 243 City of Chandler 2017-18 Adopted Budget Administrative Services 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 2017-18 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. 2016-17 2014-15 2015-16 2016-17 Year End 2017-18 Measures Actual Actual Projected Estimate * Projected Personnel Action Requests (PAR) processed 4,200 4,388 4,212 4,665 4,734 Number of classification/job studies conducted 34 56 40 60 60 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 203 211 220 220 220 Participants who rated training programs as satisfactory or higher 98% 98% 98% 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 54 67 60 78 90 Number of technology process improvements implemented to maximize the use of staff resources(1) N/A 7 7 7 7 (1) New measure effective Fiscal Year 2015-16. * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 244 City of Chandler 2017-18 Adopted Budget Administrative Services    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. 2016-17 2014-15 2015-16 2016-17 Year End 2017-18 Measures Actual Actual Projected Estimate * Projected Number of employment applications processed (1) (2) (3) 14,339(1) 13,898 14,500 16,000(2) 16,500(3) Includes Tri-City Firefighter recruitment and Police recruitment. The 2016-17 Year End Estimate increased compared to the 2016-17 Projected due to an increased level of retirements. The 2017-18 Projected amount is higher than normal due to the number of new positions added in the Fiscal Year 2017-18 budget, as well as an anticipated Tri-City Firefighter 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(4) Lost personnel hours (4) OSHA recordable injuries (4) 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 721 583 550 458 450 5,768 4,664 4,400 3,664 3,500 112 95 90 102 100 Statistics based on calendar year due to measurement period and OSHA reporting requirements. * 2016-17 Year End 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 2017-18 Adopted Budget Administrative Services    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 Capital Replacement Total Cost Center - 1250 General Fund Workers' Comp Self Ins Fund Short-term Disability Self Ins Fund Medical Self Insurance Fund Grand Total 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget $ 2,401,001 $ 2,521,449 $ 2,579,188 $ 2,549,022 $ 2,552,138 2,521,449 2,579,188 2,549,022 2,552,138 120,189 218,115 355,932 175,218 152,000 63,109 67,455 66,944 52,680 60,366 3,044 4,500 4,500 4,250 4,500 10,297 8,250 8,250 7,802 8,750 277,014 407,000 472,000 345,675 422,000 108,864 100,300 174,103 118,175 100,255 59,587 82,000 81,800 81,800 150,560 420 420 400 300 980 $ 3,043,103 $ 3,409,489 $ 3,743,137 $ 3,336,002 $ 3,450,869 $ 1,981,286 $ 1,946,880 $ 1,989,493 $ 1,948,281 $ 1,969,829 728,736 949,892 1,041,517 827,163 1,021,384 16,476 333,081 512,717 712,127 560,558 443,180 $ 3,043,103 $ 3,409,489 $ 3,743,137 $ 3,336,002 $ 3,450,869 * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. 246 % Change Adopted to Adopted 1.22% 1.22% N/A -30.31% -10.51% 0.00% 6.06% 3.69% -0.04% 83.61% -28.57% N/A 1.21% City of Chandler 2017-18 Adopted Budget Administrative Services    Human Resources – 1250    Authorized Positions Position Title Administrative Services Director Benefit Programs Manager Benefits & Labor Relations Administrator Director, Human Resources Division Employee Services & HRMS Analyst Employee Services & HRMS Manager Human Resources Analyst Human Resources Assistant Human Resources Management Assistant Human Resources Manager Human Resources Specialist I Human Resources Specialist II Management Assistant Medical Leave Coordinator Organizational Development Coordinator Safety Analyst Safety Coordinator Senior Human Resources Analyst Training & Development Coordinator Wellness Coordinator Workers Compensation Coordinator Total 2013-14 Revised 0 1 0 1 1 1 2 5 1 2 0 0 0 0 0 0 1 3 1 0 1 20 2014-15 Revised 0 1 1 1 1 1 2 0 1 1 2 2 1 0 1 0 1 3 0 0 1 20 2015-16 Revised 0 1 1 1 1 1 2 0 1 1 3 2 1 0 1 1 1 3 0 1 1 23 2016-17 Adopted 0 1 1 1 1 1 2 0 1 1 3 2 1 0 1 1 1 3 0 1 1 23 2016-17 Revised 1 1 1 0 1 1 2 0 0 1 3 2 1 1 1 1 1 3 0 1 1 23 2017-18 Adopted 1 1 1 0 1 1 2 0 0 1 3 2 1 1 1 1 1 3 0 1 1 23 Significant Budget and Staffing Changes During Fiscal Year (FY) 2016-17 one Director, Human Resources Division position was reclassified to Administrative Services Director and one Human Resources Management Assistant position was reclassified to Medical Leave Coordinator. Effective July 1, 2017, the Human Resources cost center is moved from City Manager Department to the newly created Administrative Services Department. For presentation purposes, the prior year history is reflected in this summary, but not in the Administrative Services Department overview. FY 2017-18 reflects an ongoing funding increase for social media recruitment in the General Fund. The Workers’ Compensation, Short-Term Disability, and Medical Self Insurance Funds reflect a reallocation of personnel expenses based on updated job duties, with the net effect being a shift from the Medical Self Insurance Fund to the Workers’ Compensation and Short-Term Disability Self Insurance Funds. The Workers’ Compensation Self Insurance Fund also reflects an ongoing funding increase to activate the workers’ compensation module in the City’s existing Riskmaster software, with the purchase partially offset with one-time funds. 247 City of Chandler 2017-18 Adopted Budget Administrative Services Division: Cost Center: Workers’ Compensation Liabilities 1251 Budget Summary 2015-16 2016-17 2016-17 2016-17 2017-18 Actual Adopted Adjusted Estimated Adopted Description Expenditures Budget Budget Expenditures Budget Insurance/Taxes $ 1,801,919 $ 2,479,500 $ 2,479,500 $ 2,000,000 $ 2,479,500 Total Cost Center - 1251 $ 1,801,919 $ 2,479,500 $ 2,479,500 $ 2,000,000 $ 2,479,500 Workers' Comp Self Insurance Fund $ 1,801,919 $ 2,479,500 $ 2,479,500 $ 2,000,000 $ 2,479,500 % Change Adopted to Adopted 0.00% 0.00% Significant Budget Changes Effective July 1, 2017, the Workers’ Compensation Liabilities cost center is moved from City Manager Department to the newly created Administrative Services Department. For presentation purposes, the prior year history is reflected in this summary, but not in the Administrative Services Department overview. 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 Fiscal Year 2017-18 Adopted Budget reflects the same level of claim expenses and a slight increase in contributions based on the use of 2017 workers’ compensation rates. 248 City of Chandler 2017-18 Adopted Budget Administrative Services F leet 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. Fleet Services 1270 Division: Cost Center: 2017-18 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 Accidents attributed to equipment failure 2014-15 Actual 2015-16 Actual 0 2017-18 Projected 0 0 0 (1) (2) (1) 101 72 Preventive maintenance compliance rate 98% 97% (2) 2016-17 Year End Estimate * 0 Review City-owned vehicles at set criteria (1) 2016-17 Projected 174 97% 63 98% 2016-17 and 2017-18 Projected amounts reflect the number of vehicles planned for review by the Fleet Advisory Committee (FAC). 2016-17 Year-End Estimate reflects the number of vehicles to be purchased after review by the FAC. * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated”. th Note: All measurements are through June 30 , the last day of the fiscal year. 249 163 97% City of Chandler 2017-18 Adopted Budget Administrative Services    Fleet Services – 1270    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 Fleet work order repair hours Factory warranty claims submitted(2) (1) (2) 2014-15 Actual 80% 15% 5% 0% 12,526 15 2015-16 Actual 30% 60% 10% 0% 9,510(1) 250(2) 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 30% 60% 10% 0% 12,000 30 30% 60% 10% 0% 10,500(1) 250(2) 30% 60% 10% 0% 11,000(1) 250(2) Decline in work order repair hours due to the replacement of older vehicles with newer vehicles, which are under factory warranty. Updated measure from “Factory warranty” to “Factory warranty claims submitted” in Fiscal Year 2017-18 to add more clarity. The measure remains the same. The increase in factory warranty claims submitted is due to the new fleet of vehicles, with more repairs covered under factory warranty instead of work orders. * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated”. th Note: All measurements are through June 30 , the last day of the fiscal year. 250 City of Chandler 2017-18 Adopted Budget Administrative Services    Fleet Services – 1270    Budget Summary 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget Description Personnel Services Total Personnel $ 989,452 $ 1,010,864 $ 1,038,023 $ 1,034,000 $ 1,036,886 1,034,000 1,036,886 1,038,023 Ongoing* 1,010,864 One-time* 2,300 2,300 2,300 Professional/Contract 53,814 51,868 53,614 40,761 21,730 Operating Supplies 1,700 1,700 1,700 Repairs/Maintenance 2,864 5,860 4,360 Communications/Transportation Other Charges/Services 1,808 2,317 1,808 27,696 39,006 31,696 Machinery/Equipment 59,048 30,000 43,884 43,884 43,884 43,884 Capital Replacement 43,884 $ 1,114,113 $ 1,125,509 $ 1,177,585 $ 1,169,625 $ 1,182,062 Total Cost Center - 1270 General Fund $ 1,114,113 $ 1,125,509 $ 1,177,585 $ 1,169,625 $ 1,182,062 % Change Adopted to Adopted 2.57% 2.57% N/A N/A 31.53% N/A N/A N/A 30.02% 0.00% 5.02% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Authorized Positions Position Title Administrative Specialist Fleet Equipment Service Writer Fleet Inventory Specialist Fleet Services Supervisor Lead Fleet Technician Lead Fleet Technician - CDL Senior Administrative Assistant Senior Fleet Technician Senior Fleet Technician - CDL Service Equipment Worker Total 2013-14 Revised 1 1 1 1 1 0 0 5 0 1 11 2014-15 Revised 0 1 1 1 0 0 1 7 0 1 12 2015-16 Revised 0 1 1 1 0 0 1 7 0 1 12 2016-17 Adopted 0 1 1 1 0 0 1 7 0 1 12 2016-17 Revised 0 1 1 1 0 2 1 0 5 1 12 2017-18 Adopted 0 1 1 1 0 2 1 0 5 1 12 Significant Budget and Staffing Changes During Fiscal Year (FY) 2016-17, two Senior Fleet Technician positions were reclassified to Lead Fleet Technician - CDL and five Senior Fleet Technician positions were renamed Senior Fleet Technician - CDL. During FY 2016-17, Fleet Services was moved to City Manager Department from the Fire, Health and Medical Department. Effective July 1, 2017, the Fleet Services cost center is moved from the City Manager Department to the Administrative Services Department. For presentation purposes, the prior year history is reflected in this summary, but not in the Administrative Services Department overview. FY 2017-18 reflects a one-time funding increase to upgrade computer hardware in order to increase efficiency. 251 City of Chandler 2017-18 Adopted Budget Administrative Services Division: Cost Center: Buildings and Facilities 3200 Buildings and Facilities is responsible for maintaining 51 City-owned buildings and providing various maintenance duties at 19 additional City facilities. This includes providing custodial care and performing preventive maintenance. 2017-18 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 2014-15 Actual 2015-16 Actual $1.81 $1.96 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected $1.87 $2.01 $2.12 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 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected $3.11 $3.07 $3.20 $3.48 $3.55 44% 45% 45% 45% 45% * 2016-17 Year End 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 2017-18 Adopted Budget Administrative Services    Buildings and Facilities – 3200    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Building/Improvements Machinery/Equipment Wastewater System Improvements Capital Replacement Total Cost Center - 3200 General Fund 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget $ 3,140,417 $ 3,069,957 $ 3,139,789 $ 3,171,000 $ 3,164,220 3,140,417 3,069,957 3,139,789 3,171,000 3,164,220 43,468 181,871 171,581 131,481 161,840 935,221 917,527 1,020,823 1,008,334 934,527 863,160 680,807 776,104 766,104 764,727 16,574 15,178 16,226 19,926 18,088 3,484 2,000 2,000 3,000 3,000 1,981,234 2,244,686 2,244,686 2,244,686 2,293,601 4,505 12,250 12,250 6,000 11,000 122 785 312 71,000 71,000 75,000 50 61,857 58,467 58,467 58,467 58,467 $ 7,050,403 $ 7,253,743 $ 7,512,926 $ 7,484,783 $ 7,409,470 $ 7,050,403 $ 7,253,743 $ 7,512,926 $ 7,484,783 $ 7,409,470 * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. 253 % Change Adopted to Adopted 3.07% 3.07% N/A -11.01% 1.85% 12.33% 19.17% 50.00% 2.18% -10.20% N/A -100.00% N/A 0.00% 2.15% City of Chandler 2017-18 Adopted Budget Administrative Services    Buildings and Facilities – 3200    Authorized Positions Position Title Building Access & Administrative Coordinator Business Systems Support Specialist Contract Compliance Inspector 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 2013-14 Revised 0 0 0 1 20 2 1 1 8 1 2 4 2 42 2014-15 Revised 1 0 0 1 20 2 1 1 8 0 2 4 2 42 2015-16 Revised 0 1 0 1 21 2 1 1 8 0 2 4 2 43 2016-17 Adopted 0 1 0 1 21 2 1 1 8 0 2 4 2 43 2016-17 Revised 0 1 1 1 21 2 1 1 6 1 3 4 2 44 2017-18 Adopted 0 1 1 1 21 2 1 1 6 1 3 4 2 44 Significant Budget and Staffing Changes During Fiscal Year (FY) 2016-17, one Lead Facilities Operations Technician position was renamed Contract Compliance Inspector, one Facility Maintenance Technician position was reclassified to Lead Facilities Operations Technician, one Facility Maintenance Technician position was reclassified to HVAC Technician, and one Facility Support Specialist position was transferred from cost center 1520, Economic Development, in the Economic Development Division. Effective July 1, 2017, the Buildings and Facilities cost center is moved from the City Manager Department to the Administrative Services Department. For presentation purposes, the prior year history is reflected in this summary, but not in the Administrative Services Department overview. FY 2017-18 reflects one-time funding increases for an Energy Management Programmer and Park Electrician to supplement existing staff levels and develop a baseline activity level for preventive maintenance requirements (one-time funding was also approved for these purposes in FY 2016-17). FY 2017-18 also reflects ongoing funding increases for maintenance of the Site 3 Parking Garage and the Public Safety Training Facility, as well as utilities for the Public Safety Training Facility and the Southeast Fire Station. The FY 2017-18 increases are offset by the decrease of FY 2016-17 one-time funding for work tablets and an articulating lift. 254 City of Chandler 2017-18 Adopted Budget Administrative Services Division: Cost Center: Buildings and Facilities Capital 3210 Capital Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Contingencies/Reserves Building/Improvements Office Furniture/Equipment Street Improvements Park Improvements Total Cost Center - 3210 General Gov't Capital Projects Fund Grant Capital Fund Grand Total 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget $ 2016-17 Estimated Expenditures 2017-18 Adopted Budget 22,766 $ - $ - $ 9,981 $ 9,981 93,716 65,000 153,302 43,781 34,000 1,930 12,862 15,393 320 11,159 77 4,992 18,499 771 2,252,064 2,122,515 1,854,879 1,907,500 1,471,445 1,620,000 3,799,432 5,100 6,364 64,846 19,780 276,519 $ 2,077,207 $ 4,224,564 $ 3,972,834 $ 1,837,874 $ 3,776,515 $ 2,077,207 $ 3,902,064 $ 3,650,334 $ 1,837,874 $ 3,454,015 322,500 322,500 322,500 $ 2,077,207 $ 4,224,564 $ 3,972,834 $ 1,837,874 $ 3,776,515 % Change Adopted to Adopted N/A N/A N/A -47.69% N/A N/A N/A N/A -5.75% -15.07% N/A N/A N/A -10.61% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Significant Budget Changes Effective July 1, 2017, the Buildings and Facilities Capital cost center is moved from the City Manager Department to the Administrative Services Department. For presentation purposes, the prior year history is reflected in this summary, but not in the Administrative Services Department overview. 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) 2017-18 incorporates the carryforward of unexpended program funding from FY 2016-17. Detail on the capital program is available in the 2018-2027 Capital Improvement Program. 255 City of Chandler 2017-18 Adopted Budget Administrative Services 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, citywide technology security practices, and oversight of citywide technology replacement funds and technology related project funding. Information Technology Overview 2015-16 Actual Expenditures Expenditures by Cost Center IT Service Delivery Mgmt & Admin(1) $ IT Applications Support(1) IT Infrastructure & Client Support(1) ITOC Capital(1) ITOC Operations (1) IT Citywide Infrastructure Support Capital(1) Total $ Expenditures by Category Personnel & Benefits Total Personnel Ongoing One-time Operating & Maintenance Capital - Major $ Total $ Staffing by Cost Center IT Service Delivery Mgmt & Admin IT Applications Support IT Infrastructure & Client Support Total (1) 2016-17 Adopted Budget - $ - $ $ $ 2015-16 Revised 0.000 0.000 0.000 0.000 2016-17 Estimated Expenditures - $ - $ 2016-17 Adopted 0.000 0.000 0.000 0.000 $ $ 2017-18 Adopted Budget - $ - $ 2016-17 Revised 0.000 0.000 0.000 0.000 % Change Adopted to Adopted 2,039,353 4,200,237 2,957,655 2,697,797 199,681 3,295,157 $ 15,389,880 7,473,392 7,216,774 56,618 1,923,534 5,992,954 $ 15,389,880 N/A N/A N/A N/A N/A % Change 2017-18 Adopted to Adopted Adopted 14.000 N/A 22.000 N/A 20.000 N/A 56.000 N/A Effective July 1, 2017, all Information Technology cost centers are transferred from the City Manager Department to the newly created Administrative Services Department . 256 N/A N/A N/A N/A N/A N/A N/A City of Chandler 2017-18 Adopted Budget Administrative Services    Information Technology Service Delivery Management & Administration – 1199    2017-18 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 division activities. ♦ Facilitate communication within the division, 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. (1) ♦ Provide oversight and management of cyber security functions. 2016-17 2014-15 2015-16 2016-17 Year End 2017-18 Measures Actual Actual Projected Estimate * Projected Percentage of IT projects utilizing the City standard project management system 87% 89% 90% 90% 92% 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 80% 82% 85% 85% 85% Percentage of projects in alignment with IT Project Management Methodology 95% 95% 95% 95% 95% Number of training opportunities 373 388 415 445 430 Percentage of maintenance/support agreements completed before expiration date 92% 93% 95% 95% 95% Number of quarterly security assessments performed on City systems to identify risks(2) 3 5 4 6 6 Percentage of storage environment availability maintained, or updated(2) 99% 99% 99% 99% 99% (1) (2) New objective beginning Fiscal Year (FY) 2017-18. Performance measure moved from cost center 1280, Information Technology Infrastructure & Client Support, effective FY 2017-18. * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 257 City of Chandler 2017-18 Adopted Budget Administrative Services    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 Machinery/Equipment Capital Replacement Total Cost Center - 1199 General Fund 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget $ 1,672,633 $ 1,651,768 $ 1,680,553 $ 1,593,000 $ 1,833,433 1,833,433 1,593,000 1,680,553 1,651,768 23,557 48,856 77,409 50,212 2,719 26,292 19,160 23,375 19,160 56,453 61,226 97,162 112,614 71,468 38,226 23,550 23,460 22,200 22,200 14,966 40,740 26,112 29,670 29,670 17,369 30,000 9,950 555 145 $ 1,802,366 $ 1,844,478 $ 1,941,606 $ 1,822,060 $ 2,039,353 $ 1,802,366 $ 1,844,478 $ 1,941,606 $ 1,822,060 $ 2,039,353 * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. 258 % Change Adopted to Adopted 11.00% 11.00% N/A -53.08% 37.22% -14.33% 6.08% 37.31% N/A N/A 10.57% City of Chandler 2017-18 Adopted Budget Administrative Services    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 GIS Coordinator IT GIS Database Analyst IT Principal Service Delivery Analyst IT Project Manager IT Security Administrator IT Senior Project Manager IT Senior Service Delivery Analyst IT Service Delivery Coordinator IT Services Manager IT Training Coordinator Management Assistant Office Assistant Operations System Analyst Senior Administrative Assistant Senior Management Analyst Senior Management Assistant Systems Analyst Total 2013-14 Revised 0 1 1 1 1 1 1 1 0 1 0 1 0 0 1 1 0 0 1 0 0 1 1 14 2014-15 Revised 1 0 1 0 0 0 0 0 2 0 0 0 5 1 1 1 0 1 0 0 1 0 0 14 2015-16 Revised 0 0 1 0 0 0 0 0 2 0 0 0 4 1 1 1 0 1 0 1 1 0 0 13 2016-17 Adopted 0 0 1 0 0 0 0 0 2 0 0 0 4 1 1 1 0 1 0 1 1 0 0 13 2016-17 Revised 0 0 1 0 0 0 0 0 2 0 0 0 4 1 1 1 1 1 0 0 1 0 0 13 2017-18 Adopted 0 0 1 0 0 0 0 0 2 0 1 0 4 1 1 1 1 1 0 0 1 0 0 14 Significant Budget and Staffing Changes During Fiscal Year (FY) 2016-17, one Senior Administrative Assistant position was reclassified to Management Assistant. Effective July 1, 2017, one IT Security Administrator position is transferred from cost center 1280, IT Infrastructure and Client Support, and the IT Service Delivery Management & Administration cost center is moved from the City Manager Department to the Administrative Services Department. For presentation purposes, the prior year history is reflected in this summary, but not in the Administrative Services Department overview. FY 2017-18 reflects ongoing funding increases for software support and maintenance and additional licenses for online meeting services. 259 City of Chandler 2017-18 Adopted Budget Administrative Services 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, which includes off-the shelf, customized, and City-developed applications and databases necessary to meet City operations and reporting requirements. 2017-18 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) 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 98.5% 99% 99% 99% 99% 90% 90% 90% 90% 90% 91% 91% 92% 92% 92% 80% 91% 91% 92% 92% 99% 99% 99% 99% 99% The Information Technology Oversight Committee did not accept new projects for Fiscal Year (FY) 2015-16, so this maintenance effort should return to normal in FY 2015-16. * 2016-17 Year End 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 2017-18 Adopted Budget Administrative Services    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 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget $ 2,518,838 $ 2,708,192 $ 2,856,192 $ 2,789,000 $ 3,004,267 3,004,267 2,789,000 2,856,192 2,708,192 56,000 351,199 341,797 197,000 8,173 5,077 5,332 2,964 8,055 1,056,409 1,085,357 1,071,226 1,002,577 919,804 25,150 10,400 11,000 11,000 11,183 42,532 19,965 19,965 19,965 26,982 3,206 85,841 84,356 1,479 5,070 4,500 4,500 4,500 4,500 $ 3,490,841 $ 3,946,198 $ 4,394,113 $ 4,352,164 $ 4,200,237 $ 3,490,841 $ 3,946,198 $ 4,394,113 $ 4,352,164 $ 4,200,237 % Change Adopted to Adopted 10.93% 10.93% N/A -71.57% 175.74% 5.37% 128.64% 113.03% N/A 0.00% 6.44% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Authorized Positions Position Title IT Application Support Specialist IT Applications Manager IT Applications Specialist IT Applications Support Manager IT Database Administrator IT Database Analyst IT Messaging Analyst IT Messaging Application Developer IT Messaging Integration 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 Senior Systems Analyst Systems Analyst Total 2013-14 Revised 1 0 1 1 0 1 0 1 0 0 1 0 0 0 1 0 5 6 18 2014-15 Revised 0 1 0 0 1 1 0 1 0 2 0 2 3 1 0 6 0 0 18 2015-16 Revised 0 1 0 0 1 1 0 0 2 2 0 1 4 1 0 7 0 0 20 2016-17 Adopted 0 1 0 0 1 1 0 0 2 2 0 1 4 1 0 7 0 0 20 2016-17 Revised 0 1 0 0 1 1 1 0 2 2 0 1 4 1 0 7 0 0 21 2017-18 Adopted 0 1 0 0 1 1 1 0 2 2 0 1 5 1 0 7 0 0 22 Significant Budget and Staffing Changes During Fiscal Year (FY) 2016-17, one IT Messaging Analyst position was transferred from cost center 1280, IT Infrastructure and Client Support. Effective July 1, 2017, the IT Applications Support cost center is moved from the City Manager Department to the newly created Administrative Services Department. For presentation purposes, the prior year history is reflected in this summary, but not in the Administrative Services Department overview. FY 2017-18 reflects the addition of one IT Programmer/Analyst position with associated one-time and ongoing increases in operations and maintenance funding. 261 City of Chandler 2017-18 Adopted Budget Administrative Services 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, 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. Division: IT Infrastructure & Client Support 1280 2017-18 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. 2016-17 2014-15 2015-16 2016-17 Year End Measures Actual Actual Projected Estimate * Number of quarterly security assessments performed on City systems to identify risks 3 5 4 6 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 Percentage of network availability maintained Percentage of server environment availability maintained Percentage of storage environment availability maintained, or updated. 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 (1) (2) (3) 2017-18 Projected N/A(1) 3,750 4,100 4,000 3,700 4,000 80% 80% 80% 80% 80% 75%(2) 80% 85% 85% 85% 96% 98% 98% 98% N/A(3) 99% 99% 99% 99% 99% 98% 98% 98% 98% 98% 99% 99% 99% 99% N/A(1) 2 3 3 4 6 80% 80% 80% 80% 80% 75% 85% 85% 80% 80% Measure moved to cost center 1199, Information Technology Service Delivery Management & Administration, effective Fiscal Year (FY) 2017-18. The decrease in FY 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. This measure is discontinued effective FY 2017-18. * 2016-17 Year End 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 2017-18 Adopted Budget Administrative Services    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 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget $ 2,438,563 $ 2,718,361 $ 2,766,733 $ 2,590,202 $ 2,435,692 2,669,086 2,717,458 2,540,927 2,379,074 49,275 49,275 49,275 56,618 49,734 19,400 20,808 20,808 15,000 28,806 46,457 46,457 44,969 40,772 183,032 144,114 149,335 153,906 147,499 58,715 125,037 144,986 146,653 92,116 12,512 35,880 73,200 73,200 73,200 20,000 17,206 63,650 63,650 63,650 203,650 2,926 2,926 2,926 2,926 2,926 $ 2,827,375 $ 3,193,145 $ 3,268,095 $ 3,096,314 $ 2,957,655 $ 2,827,375 $ 3,193,145 $ 3,268,095 $ 3,096,314 $ 2,957,655 * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. 263 % Change Adopted to Adopted -10.40% -10.87% 14.90% -22.68% -12.24% 2.35% -26.33% N/A -72.68% 219.95% 0.00% -7.37% City of Chandler 2017-18 Adopted Budget Administrative Services    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 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 Web Developer IT Webmaster Total 2013-14 Revised 1 2 3 1 1 2 0 2 1 1 1 0 1 0 1 0 2 0 1 20 2014-15 Revised 0 0 0 1 1 1 1 2 1 1 0 2 1 2 1 3 2 0 1 20 2015-16 Revised 0 0 0 1 1 1 1 2 1 1 0 2 1 2 1 3 2 0 1 20 2016-17 Adopted 0 0 0 1 1 1 1 2 1 1 0 2 1 2 1 4 2 1 1 22 2016-17 Revised 0 0 0 1 0 1 1 2 1 1 0 2 1 2 1 4 2 1 1 21 2017-18 Adopted 0 0 0 1 0 1 1 2 0 1 0 2 1 2 1 4 2 1 1 20 Significant Budget and Staffing Changes During Fiscal Year (FY) 2016-17, one IT Messaging Analyst position was transferred to cost center 1200, IT Applications Support. Effective July 1, 2017, one IT Security Administrator position is transferred to cost center 1199, IT Service Delivery Management & Administration, and cost center 1280, IT Infrastructure and Client Support, is moved from the City Manager Department to the newly created Administrative Services Department. For presentation purposes, the prior year history is reflected in this summary, but not in the Administrative Services Department overview. FY 2017-18 reflects a one-time addition to Personnel for temporary IT Help Desk support. FY 2017-18 also reflects one-time funding increases to purchase storage capacity for records retention purposes. 264 City of Chandler 2017-18 Adopted Budget Administrative Services Division: Cost Center: Information Technology Oversight Committee (ITOC) Capital 1285 Capital Budget Summary 2015-16 Actual Description Expenditures Professional/Contract $ 551,229 Operating Supplies 73,237 Repairs/Maintenance 1,200 Communications/Transportation 7,941 Other Charges/Services 8,300 Contingencies/Reserves Machinery/Equipment 478,220 Total Cost Center - 1285 $ 1,120,128 General Gov't Capital Projects Fund $ 1,111,128 Water Operating Fund Wastewater Operating Fund 9,000 Solid Waste Operating Fund Grand Total $ 1,120,128 2016-17 2016-17 2016-17 Adopted Adjusted Estimated Budget Budget Expenditures $ 339,700 $ 1,344,220 $ 212,479 4,763 10,424 1,261 30,000 25 2,184,048 314,288 281,000 782,577 $ 2,804,748 $ 2,486,272 $ 213,765 $ 2,775,486 $ 2,457,010 $ 193,528 21,644 21,644 15,239 620 620 6,998 6,998 4,998 $ 2,804,748 $ 2,486,272 $ 213,765 2017-18 Adopted Budget $ 200,000 2,257,507 240,290 $ 2,697,797 $ 2,688,772 6,405 620 2,000 $ 2,697,797 % Change Adopted to Adopted -41.12% N/A N/A N/A N/A 3.36% -14.49% -3.81% Significant Budget Changes Effective July 1, 2017, the ITOC Capital cost center is moved from the City Manager Department to the Administrative Services Department. For presentation purposes, the prior year history is reflected in this summary, but not in the Administrative Services Department overview. 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) 2017-18 incorporates the carryforward of unexpended program funding from FY 2016-17. Detail on the capital program is available in the 2018-2027 Capital Improvement Program. 265 City of Chandler 2017-18 Adopted Budget Administrative Services Division: Cost Center: Information Technology Oversight Committee Operations (ITOC) 1286 T he Information Technology Oversight Committee (ITOC) Operating Division plans, develops, monitors, and documents Information Technology (IT) Projects. 2017-18 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 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 85% 85% 87% 87% 90% 80% 82% 85% 85% 85% 92% 93% 95% 95% 95% 95% 95% 95% 95% 95% * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 266 City of Chandler 2017-18 Adopted Budget Administrative Services    ITOC Operations – 1286    Budget Summary Description Operating Supplies Repairs/Maintenance Total Cost Center - 1286 General Fund 2015-16 2016-17 2016-17 2016-17 2017-18 Actual Adopted Adjusted Estimated Adopted Expenditures Budget Budget Expenditures Budget $ 429 $ - $ - $ - $ 73,354 152,681 152,356 14,675 199,681 $ 73,783 $ 152,681 $ 152,356 $ 14,675 $ 199,681 $ 73,783 $ 152,681 $ 152,356 $ 14,675 $ 199,681 % Change Adopted to Adopted N/A 30.78% 30.78% Significant Budget Changes Effective July 1, 2017, the ITOC Operations cost center is moved from the City Manager Department to the Administrative Services Department. For presentation purposes, the prior year history is reflected in this summary, but not in the Administrative Services Department overview. Fiscal Year 2017-18 reflects ongoing increases in funding for the Learning Management System Replacement and Event Management System ITOC projects. 267 City of Chandler 2017-18 Adopted Budget Administrative Services Division: Cost Center: Information Technology Citywide Infrastructure Support Capital 1287 Capital Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Other Charges/Services Contingencies/Reserves Machinery/Equipment Office Furniture/Equipment Capital Replacement Total Cost Center - 1287 General Gov't Capital Projects Fund 2015-16 Actual Expenditures $ $ $ 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 7,665 $ - $ - $ 115,114 172,000 458,305 314 80,547 597 268,000 268,000 1,131,816 270,687 174,000 814,706 50,000 478,000 480,255 107,346 107,346 444,378 $ 2,331,162 $ 2,209,159 $ 444,378 $ 2,331,162 $ 2,209,159 $ 2017-18 Adopted Budget 810 $ 810 157,759 702,760 80,547 188,710 206,000 1,265,797 408,190 497,600 452,000 107,346 171,000 943,362 $ 3,295,157 943,362 $ 3,295,157 % Change Adopted to Adopted N/A N/A N/A 308.58% N/A N/A -23.13% 11.84% 185.98% -5.44% 59.30% 41.35% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Significant Budget Changes Effective July 1, 2017, the Information Technology Citywide Infrastructure Support Capital cost center is moved from the City Manager Department to the Administrative Services Department. For presentation purposes, the prior year history is reflected in this summary, but not in the Administrative Services Department overview. 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) 2017-18 incorporates the carryforward of unexpended program funding from FY 2016-17. Detail on the capital program is available in the 2018-2027 Capital Improvement Program. 268 COMMUNITY SERVICES 8 Activities and Functions Accomplishments Goals, Objectives, and Performance Measurements Budget Summary Position Summary COMMUNITY SERVICES Culture and recreation are the heart of this community, and we continue to place a strong emphasis on their sustainability and success. The Community Services team plays a vital role in building families through cultural, recreational, and educational opportunities. City of Chandler 2017-18 Adopted Budget Community Services Assistant City Manager Community Services Administration Park Development & Operations Recreation Library Sports & Fitness Facilities Museum Nature & Recreation Facilities Center for the Arts Aquatics 269 City of Chandler 2017-18 Adopted Budget Community Services The table below depicts the breakdown by division for the Fiscal Year 2017-18 Community Services Department Budget. Subsequent pages provide cost center descriptions, goals and objectives, performance measurements, budget summaries, authorized positions, and highlights of significant changes. Community Services Overview Expenditures by Cost Center 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget Cultural Affairs Administration(1) $ - $ - $ 332,549 $ Center for the Arts 1,652,617 2,211,052 Administration 266,927 885,438 Library 6,530,054 6,592,333 Cultural Affairs Capital 98,709 7,160,018 Aquatics 3,582,805 4,081,765 4,035,666 4,091,571 Park Development & Operations 8,187,741 8,314,033 8,600,897 8,252,804 Recreation 1,296,963 1,362,770 1,505,660 1,214,000 Sports & Fitness Facilities 2,215,423 2,533,440 2,653,013 2,463,341 Nature & Recreation Facilities 1,597,268 1,740,835 1,763,152 1,818,185 Museum 466,532 463,676 Parks Capital 5,323,604 11,174,301 2,381,037 11,002,201 Neighborhood Resources (1) 818,972 678,869 Code Enforcement(1) 1,021,389 1,219,237 Housing & Redevelopment(1) 7,959,291 12,941,727 (1) Community Development 3,165,556 4,575,021 Total $ 35,169,010 $ 48,621,998 $ 30,286,813 $ 46,154,619 Expenditures by Category Personnel & Benefits Total Personnel Ongoing(2) One-time(2) Operating & Maintenance Capital - Major % Change Adopted to Adopted N/A N/A N/A N/A N/A 0.24% -0.74% -10.92% -2.77% 4.44% N/A -1.54% -100.00% -100.00% -100.00% -100.00% -5.07% $ 17,197,160 $ 18,074,831 $ 18,268,991 $ 18,634,014 444,691 18,058,886 18,253,046 18,627,570 3.15% 15,945 15,945 6,444 12,544,908 17,927,727 9,538,076 9,358,386 5,426,941 12,619,440 2,479,746 18,162,219 Total $ 35,169,010 $ 48,621,998 $ 30,286,813 $ 46,154,619 -59.59% -47.80% 43.92% -5.07% 270 City of Chandler 2017-18 Adopted Budget Community Services Community Services Overview (continued) Staffing by Cost Center Cultural Affairs Administration(1) Center for the Arts Administration Library Aquatics Park Development & Operations Recreation Sports & Fitness Facilities Nature & Recreation Facilities Museum Neighborhood Resources (1) Code Enforcement(1) Housing & Redevelopment(1) Community Development(1) Total (1) (2) 2015-16 Revised 0.000 0.000 0.000 0.000 15.750 54.000 8.375 17.125 13.875 0.000 6.800 12.500 23.500 5.700 157.625 2016-17 Adopted 0.000 0.000 0.000 0.000 16.750 54.000 8.375 17.375 13.875 0.000 5.000 12.500 23.500 7.500 158.875 2016-17 Revised 3.000 13.000 2.000 62.800 16.750 54.000 8.375 17.375 13.875 3.750 0.000 0.000 0.000 0.000 194.925 % Change 2017-18 Adopted to Adopted Adopted 0.000 N/A 13.750 N/A 6.000 N/A 63.800 N/A 16.750 0.00% 52.000 -3.70% 8.375 0.00% 17.375 0.00% 13.875 0.00% 3.750 N/A 0.000 -100.00% 0.000 -100.00% -100.00% 0.000 0.000 -100.00% 195.675 23.16% Effective July 1, 2016, Community Services Department was re-established, with the addition of Cultural Affairs division being transferred from and Neighborhood Resources divisions being transferred to General Government. Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. 271 City of Chandler 2017-18 Adopted Budget Community Services 2016-17 Community Services Accomplishments  Chandler Center for the Arts, Mesquite Groves Aquatic Center, and Tumbleweed Recreation Center received the East Valley Tribune’s 2016 Best of Awards.  Completed the renovation of Harris Park, Desert Breeze Park spray pad, and the irrigation pump station at Snedigar Sportsplex.  Moving the needle on early childhood literacy, Chandler Public Library engaged in partnerships with Read On Chandler and the U.S. Department of Housing and Urban Development to provide resources and books to families with young children. The library also started its Ready, Set, Kindergarten! Program, aimed at fourand five-year-old children, with funding from the Acts of Kindness grant.  Installed spectator shades at Tumbleweed Tennis Center; Espee and Nozomi Parks; chilled drinking fountains at Chuparosa, Folley and Espee Parks; junior basketball goals at Chuparosa Park; and granite at Nozomi Park.  The America in Times of Conflict series, organized by Chandler Public Library in partnership with Chandler Museum, Chandler Senior Center and Chandler Center for the Arts, reached nearly 600 individuals in the community, specifically veterans and seniors, with the programming at the library, which included talks, panel discussions, movies and performances over a five-month period. The series was made possible by a grant from the Institute of Museum and Library Services.  Mesquite Groves Aquatics staff was awarded the International 2016 Lifeguard Challenge Winner.  Volunteers, including Board and Committee members, contributed more than 13,500 hours of service to Chandler Center for the Arts and Vision Gallery, a value of $301,841.  Chandler Museum reached more than 3,200 individuals with its exhibits, receptions and talks on Gila River Japanese Internment Camp, including the dedication of the interpretation panels at Nozomi Park, and two exhibits – Art of Survival: Enduring the Turmoil of Tule Lake and Un-American: Japanese Internment in our Backyard.  Awarded a contract to conduct a senior services needs assessment to determine the community’s wants and needs as it relates to services and programs for residents age 55 and over.  Chandler Center for the Arts was awarded a grant for $106,000 from Virginia G. Piper Charitable Trust for market research and the planning and implementation of a comprehensive marketing plan.  The Chandler Fun Run was awarded the Arizona Parks and Recreation Association 2016 Outstanding Adaptive Program Award.  Began development of a program assessment and plan to more closely align Recreation Division goals and objectives to City Council goals and objectives to provide the best quality of life for Chandler residents.  Chandler Museum’s new museum project design process was completed with architecture firm Weddle Gilmore, in preparation for construction in Fiscal Year 2017-18.  Aquatics completed the installation of shade structures at all six aquatics centers and artificial turf at Folley Pool.  Chandler Cultural Foundation presented national touring attractions, serving more than 21,000 people with multiple sold-out performances. Art Garfunkel, Clay Aiken, Drumline Live, WAR and Recycled Percussion are just a few of the performers who took the stage. 272 City of Chandler 2017-18 Adopted Budget Community Services 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. As noted below, the division was disbanded during the year. Subsequent pages provide cost center descriptions, goals and objectives, performance measures, budget summaries, authorized positions, and highlights of significant changes. Cultural Affairs Overview 2015-16 Actual Expenditures Expenditures by Cost Center Administration(1) Center for the Arts (1) Library(1) Cultural Affairs Capital(1) Museum (1) $ Total $ Expenditures by Category Personnel & Benefits Total Personnel Ongoing(2) $ One-time(2) Operating & Maintenance Capital - Major Total $ Staffing by Cost Center Administration Center for the Arts Library Museum Total 2016-17 Adopted Budget 2016-17 Estimated Expenditures 524,789 $ 448,690 $ 1,549,738 1,501,230 6,660,078 5,864,778 1,445,139 103,338 465,437 430,296 8,348,332 $ 10,645,181 $ - $ 7,218,184 $ 7,207,340 - $ 10,844 1,981,858 1,531,614 1,445,139 103,338 8,348,332 $ 10,645,181 $ - 6,713,380 $ - 2015-16 Revised 4.000 13.000 60.300 3.750 81.050 (1) 2016-17 Adopted 4.000 13.000 61.800 3.750 82.550 2016-17 Revised 0.000 0.000 0.000 0.000 0.000 % Change Adopted to Adopted 2017-18 Adopted Budget $ $ - -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% - -100.00% - -100.00% -100.00% -100.00% -100.00% % Change 2017-18 Adopted to Adopted Adopted 0.000 -100.00% 0.000 -100.00% 0.000 -100.00% -100.00% 0.000 0.000 -100.00% Effective July 1, 2016, the Cultural Affairs Division has b een disb anded and the Center for the Arts, Lib rary, Cultural Affairs Capital, and Museum cost centers have b een transferred to the re-estab lished Community Services Department. The Cultural Affairs Administration cost center has b een merged with the re-estab lished Community Services Administration cost center within the Community Services Department. (2) Ongoing and One-time Personnel Services detail not availab le for 2015-16 Actual Expenditures. 273 City of Chandler 2017-18 Adopted Budget Community Services    Cultural Affairs Administration – 1090    2017-18 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: ♦ 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 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected Public programs provided N/A 6,357 5,645 6,192 N/A(1) Attendance at public programs N/A 506,408 469,850 509,974 N/A(1) Volunteer hours contributed N/A 37,878 40,000 37,254 N/A(1) (1) Cultural Affairs Administration, cost center 1090, was combined with Community Services in Fiscal Year (FY) 2016-17. Beginning in FY 2017-18, all Goals, Objectives, and Measures will be reported under cost center 4300. * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 274 City of Chandler 2017-18 Adopted Budget Community Services    Cultural Affairs Administration – 1090    Budget Summary 2016-17 Adopted Budget 2015-16 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 $ 444,691 $ 444,691 1,650 386 1,963 448,690 $ 448,690 $ 2016-17 Adjusted Budget 480,240 $ 480,240 40,205 366 3,035 943 524,789 $ 524,789 $ 2016-17 Estimated Expenditures 355,259 $ 355,259 40,205 366 3,035 943 399,808 $ 399,808 $ % Change Adopted to Adopted 2017-18 Adopted Budget 288,000 $ 288,000 40,205 366 2,350 1,628 332,549 $ 332,549 $ - -100.00% -100.00% N/A -100.00% -100.00% -100.00% -100.00% -100.00% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Authorized Positions Position Title Cultural Affairs Coordinator Cultural Affairs Director Information Specialist Senior Management Analyst Total 2013-14 Revised 0 0 0 0 0 2014-15 Revised 0 0 0 0 0 2015-16 Revised 1 1 1 1 4 2016-17 Adopted 1 1 1 1 4 2016-17 Revised 1 0 1 1 3 2017-18 Adopted 0 0 0 0 0 Significant Budget and Staffing Changes During Fiscal Year (FY) 2016-17, one Cultural Affairs Director position was renamed Neighborhood Resources Director and transferred to cost center 1060, Neighborhood Resources. As of July 1, 2016, the Cultural Affairs Administration cost center moved from City Manager Department to the Community Services Department. For presentation purposes, the prior year history is reflected in this summary, but not in the Community Services Department overview. Effective July 1, 2017, cost center 1090, Cultural Affairs Administration, is disbanded and the remaining positions are transferred to the Community Services Department. One Information Specialist position and one Senior Management Analyst position are transferred to cost center 4300, Community Services Administration, and one Cultural Affairs Coordinator position is transferred to cost center 4310, Library. 275 City of Chandler 2017-18 Adopted Budget Community Services 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, the Vision Gallery, 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 2017-18 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 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 996 1,113 1,005 1,048 1,050 348,600 359,442 351,750 358,000 358,000 74% 83% 74% 80% 78% 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 2014-15 Actual $68,170 12,508 $236,580 2015-16 Actual $10,520 13,020 $254,351 * 2016-17 Year End 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 2016-17 Projected $60,000 13,000 $236,000 2016-17 Year End Estimate * $15,000 13,000 $200,000 2017-18 Projected $75,000 13,250 $275,000 City of Chandler 2017-18 Adopted Budget Community Services    Center for the Arts – 1100    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Office Furniture/Equipment Capital Replacement Total Cost Center - 1100 General Fund Municipal Arts Fund Grand Total 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget $ 1,168,967 $ 1,187,020 $ 1,187,020 192,329 188,621 67,418 54,830 35,510 58,071 11,699 11,018 4,549 1,245 2,245 6,575 10,183 10,689 35,500 2,250 2,250 $ 1,501,230 $ 1,549,738 $ $ 1,451,887 $ 1,499,738 $ 49,343 50,000 $ 1,501,230 $ 1,549,738 $ 2016-17 Estimated Expenditures 1,197,140 $ 1,230,428 $ 1,197,140 1,230,428 247,965 247,965 54,830 54,330 54,198 55,258 11,018 12,270 4,000 4,000 2,245 2,245 10,183 9,583 35,500 34,288 2,250 2,250 1,619,329 $ 1,652,617 $ 1,568,829 $ 1,602,117 $ 50,500 50,500 1,619,329 $ 1,652,617 $ * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. 277 2017-18 Adopted Budget 1,222,494 1,222,494 334,121 58,680 81,974 13,018 4,000 2,245 13,750 478,520 2,250 2,211,052 2,010,552 200,500 2,211,052 % Change Adopted to Adopted 2.99% 2.99% N/A 77.14% 7.02% 41.16% 18.15% N/A 0.00% 35.03% 1247.94% 0.00% 42.67% City of Chandler 2017-18 Adopted Budget Community Services    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 Food and Beverage Coordinator (0.75 FTE position) Front of the House Coordinator Marketing Assistant Marketing Coordinator Production Coordinator Senior Administrative Assistant Senior Production Coordinator Visual Arts Assistant Visual Arts Coordinator Total 2013-14 Revised 1 1 1 0 1 1 1 0 0 1 1 0 2 0 1 1 1 13 2014-15 Revised 0 1 1 1 1 1 1 1 0 1 0 0 2 0 1 1 1 13 2015-16 Revised 0 1 1 1 1 1 1 0 0 1 0 0 2 1 1 1 1 13 2016-17 Adopted 0 1 1 1 1 1 1 0 0 1 0 0 2 1 1 1 1 13 2016-17 Revised 0 1 1 0 1 1 1 0 0 1 0 1 2 1 1 1 1 13 2017-18 Adopted 0 1 1 0 1 1 1 0 0.75 1 0 1 2 1 1 1 1 13.75 Significant Budget and Staffing Changes During Fiscal Year (FY) 2016-17, one Arts Center Marketing Coordinator position was renamed Marketing Coordinator. As of July 1, 2016, the Center for the Arts cost center moved from City Manager Department to the Community Services Department. For presentation purposes, the prior year history is reflected in this summary, but not in the Community Services Department overview. Effective July 1, 2017, one part-time (0.75 FTE) Food and Beverage Coordinator position has been added, which will be fully reimbursed by the Chandler Cultural Foundation. FY 2017-18 reflects one-time funding for stage lighting LED conversion, Marley dance floor replacement, and turntable system maintenance. The Chandler Unified School District will share in the costs of the one-time funded items. 278 City of Chandler 2017-18 Adopted Budget Community Services Community Services Administration provides leadership and service coordination to operational divisions and information to the public on various developmental, cultural, recreational and educational programs and activities offered through libraries, visual arts, special events, parks, recreation, aquatics and the museum. It also assists the City Manager's office to implement Council policies and achieve 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, Parks and Recreation Board, Chandler Cultural Foundation, Library Advisory Board, Chandler Arts Commission, Chandler Historical Society, Friends of the Chandler Public Library, Partners of Tumbleweed Ranch and Sports Hall of Fame. Administration 4300 Division: Cost Center: 2017-18 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 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected Cost of service provision per resident(1) $101.53 N/A(2) N/A(2) $101.50(2) $101.50(2) Number of full-time equivalency (FTE) staff per 1,000 population 0.77 FTE N/A(2) N/A(2) 0.77 FTE(2) 0.77 FTE(2) Programs/activities provided(4) N/A N/A N/A N/A 15,147 Programs/activities participants(4)(5) N/A N/A N/A N/A 936,869 Number of volunteers(4) N/A N/A N/A N/A 3,859 Number of volunteer hours(4) N/A N/A N/A N/A 89,500 (1) “ (2) (4) (5) 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. Community Services merged with Cultural Affairs during Fiscal Year (FY) 2016-17. As a result, this performance measure has been reinstated. New measurement effective FY 2017-18. Does not include Tumbleweed Recreation Center Day Passes, Drop-Ins (Recreation), Private Pool Rentals and Chandler Unified School District usage (Aquatics). * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 279 City of Chandler 2017-18 Adopted Budget Community Services    Administration – 4300    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Total Cost Center - 4300(1) General Fund 2015-16 Actual Expenditures 2016-17 Adopted Budget - $ - $ - $ $ $ $ 2016-17 Adjusted Budget - $ - $ - $ 2016-17 Estimated Expenditures 302,412 $ 302,412 400 1,600 1,050 2,356 7,606 315,424 $ 315,424 $ 259,000 $ 259,000 50 482 1,200 210 5,985 266,927 $ 266,927 $ 2017-18 Adopted Budget % Change Adopted to Adopted 807,962 807,962 66,445 1,466 1,050 5,880 2,635 885,438 885,438 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 2015-16 Actual Expenditures. (1) Cost Center has been re-established effective July 1, 2016. Authorized Positions Position Title Community Services Director Community Services Planning Manager Cultural Affairs Director Information Specialist Management Assistant Park Planning Superintendent Senior Executive Assistant Senior Management Analyst Senior Management Assistant Total 2013-14 Revised 1 0 0 0 0 0 1 0 1 3 2014-15 Revised 0 0 1 0 1 0 0 1 0 3 2015-16 Revised 0 0 0 0 0 0 0 0 0 0 2016-17 Adopted 0 0 0 0 0 0 0 0 0 0 2016-17 Revised 1 0 0 0 0 0 0 1 0 2 2017-18 Adopted 1 1 0 1 0 1 0 2 0 6 Significant Budget and Staffing Changes During Fiscal Year (FY) 2016-17, the Community & Neighborhood Resources Director position was renamed Community Services Director and transferred from cost center 1060, Neighborhood Resources, and a Senior Management Analyst position were transferred from cost center 1060, Neighborhood Resources. As of July 1, 2017, one Information Specialist position and one Senior Management Analyst position are transferred from cost center 1090, Cultural Affairs Administration, in the City Manager Department, one Community Services Planning Manager position and one Park Planning Superintendent position are transferred from cost center 4530, Park Development and Operations. FY 2017-18 reflects one-time funding for the Chandler Symphony Orchestra. During the FY 2017-18 amendment process, $20,000 in one-time funding was transferred from the Council th Contingency for the Chandler Symphony Orchestra 25 Anniversary Events. 280 City of Chandler 2017-18 Adopted Budget Community Services Chandler Public Library strives to assist all citizens in obtaining information to meet their diverse personal, educational, and professional needs. The Library is responsible for the selection and circulation of materials in a variety of mediums. The Library serves as a learning, educational, and cultural center for the community, and promotes the development of appreciation for reading and learning. Library 4310 Division: Cost Center: 2017-18 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 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected Number of Library cardholders 333,559 258,572 250,000 200,000(1) 175,000 Number of items in collections 381,516 (2) 369,804 410,000 390,000 420,000 Materials circulated 2,163,076 2,101,421 2,100,000 2,200,000 2,400,000 197,172 261,037 300,000 277,400 300,000 4,190,900 4,826,191 5,000,000 7,000,000 10,000,000 5,576,673 5,375,874 5,500,000 5,000,000 6,000,000 Reference transactions Computer sessions (including wireless) Website access (1) (2) (3) (3) Number of cardholders reduced due to a purge of inactive users. Fiscal Year (FY) 2014-15 number corrected as children’s print materials was counted twice. Represents the number of times the Library website is accessed, which is increasing as more sources are available online. * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 281 City of Chandler 2017-18 Adopted Budget Community Services    Library – 4310    Goal: Serve as learning, educational, and cultural center for the community. Supports Priority Based Budgeting Goal(s): Leisure, Culture, and Education; 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 2015-16 Actual 1,181,412 1,042,805 1,200,000 1,000,000 1,200,000 4,307 5,116 4,500 5,000 5,000 98,396 145,149 116,000 150,000 150,000 * 2016-17 Year End 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 2016-17 Projected 2016-17 Year End Estimate * 2014-15 Actual 2017-18 Projected City of Chandler 2017-18 Adopted Budget Community Services    Library – 4310    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingencies/Reserves Machinery/Equipment Capital Replacement Total Cost Center - 4310 General Fund Grant Fund** Library Trust Fund Grand Total 2015-16 Actual Expenditures 2016-17 Adjusted Budget 2016-17 Adopted Budget $ 4,734,741 $ 5,182,941 $ 5,182,941 145,511 240,930 802,609 1,052,510 37,241 36,063 49,563 45,353 500 58,922 58,954 19,439 12,310 2,500 10,886 25,555 5,365 2,962 $ 5,864,778 $ 6,660,078 $ $ 5,703,208 $ 6,242,578 $ 153,527 337,500 8,043 80,000 $ 5,864,778 $ 6,660,078 $ 2016-17 Estimated Expenditures 5,388,784 $ 5,121,264 $ 5,388,784 5,121,264 265,262 231,432 1,136,821 876,440 36,063 96,063 56,678 66,014 63,618 63,768 12,310 24,902 25,555 47,209 2,962 2,962 6,988,053 $ 6,530,054 $ 6,566,452 $ 6,298,932 $ 341,601 203,522 80,000 27,600 6,988,053 $ 6,530,054 $ 2017-18 Adopted Budget 5,478,167 5,478,167 182,258 777,880 28,000 48,324 59,979 14,763 2,962 6,592,333 6,512,333 80,000 6,592,333 % Change Adopted to Adopted 5.70% 5.70% N/A -24.35% -26.09% -22.36% 6.55% N/A 1.74% 19.93% -100.00% -100.00% 0.00% -1.02% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. ** Effective July 1, 2017, the Adopted Budget for operating Grant funding will be in cost center 1290, Non-departmental. The Adjusted Budget, Actual Expenditures, and Estimated Expenditures will continue to reflect Grant funds. 283 City of Chandler 2017-18 Adopted Budget Community Services    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) Cultural Affairs Coordinator 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) Marketing Coordinator (0.5 FTE position) Senior Business Systems Support Specialist Total 2013-14 Revised 5 1 2 0 0.5 0 1 0 1 2 1 13 2 5.5 0.8 11 1.5 0.75 12 1 1 0 0.5 0 0 62.55 2014-15 Revised 5 0 2 1 0.5 0 0 0 1 0 1 13 2 5.5 0.8 12 1.5 0.75 12 1 1 1 0.5 0 1 62.55 2015-16 Revised 5 0 2 1 0.5 0 0 0.5 0 0 1 13 2 5.5 0.8 11 1.5 0 13 1 0 1 0.5 0 1 60.3 2016-17 Adopted 5 0 2 1 0.5 0 0 0.5 0 0 1 13 2 5.5 0.8 11 3 0 13 1 0 1 0.5 0 1 61.8 2016-17 Revised 5 0 2 1 0.5 0 0 0.5 0 0 1 13 2 4.5 0.8 12 3 0 13 1 1 1 0 0.5 1 62.8 2017-18 Adopted 5 0 2 1 0.5 1 0 0.5 0 0 1 13 2 4.5 0.8 12 3 0 13 1 1 1 0 0.5 1 63.8 Significant Budget and Staffing Changes During Fiscal Year (FY) 2016-17, the Assistant to City Manager position was reclassified to Library Manager and transferred from the City Manager Department, cost center 1040, City Manager, two 0.5 FTE Library Aide positions were converted to a 1.0 FTE Library Aide, and a part-time Marketing Assistant position was reclassified to a part-time Marketing Coordinator. As of July 1, 2016, the Library cost center moved from City Manager Department to the Community Services Department. For presentation purposes, the prior year history is reflected in this summary, but not in the Community Services Department overview. Effective July 1, 2017, cost center 4310, Library, is transferred to Community Services from the now disbanded Cultural Affairs Division. As a part of this reorganization, one Cultural Affairs Coordinator position is transferred from the former cost center 1090, Cultural Affairs Administration. Effective July 1, 2017, the Adopted Budget for operating Grant funding (Fund 217 only) will be in cost center 1290, Non-departmental, rather than in cost center budgets. Expenditures will continue to occur within the Department and the budget will be adjusted accordingly. This change is intended to improve the management of grants by keeping the grant budgets out of cost center budgets until the notification of grant award is officially received by the City. 284 City of Chandler 2017-18 Adopted Budget Community Services Division: Cost Center: Cultural Affairs Capital 4320 Capital Budget Summary 2015-16 Actual Expenditures Description Personnel Services $ Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Communications/Transportation Other Charges/Services Project Support Recharge** Contingencies/Reserves Building/Improvements Office Furniture/Equipment Total Cost Center - 4320 $ General Govt Capital Projects Fund $ Capital Grant Fund Museum Bond Fund Library Trust Fund Grand Total $ 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures - $ - $ 4,699 $ 706,821 380,200 65 14 151 20,800 20,800 473,449 570,690 355,848 94,452 258 3,956 103,338 $ 1,445,139 $ 1,083,727 $ 302,830 $ 663,590 $ 52,084 $ 53,276 53,276 4,778 728,273 727,621 46,476 103,338 $ 1,445,139 $ 1,083,727 $ 2017-18 Adopted Budget 1,763 $ 1,763 81,394 21 223 60,000 985,018 6,115,000 7,108 8,200 98,709 $ 7,160,018 15,666 $ 462,164 53,276 6,644,578 83,043 98,709 $ 7,160,018 % Change Adopted to Adopted N/A N/A N/A -100.00% N/A N/A N/A 188.46% 108.05% 971.51% N/A 395.46% * Ongoing and One-time Personnel Services detail not available for 2015-16 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 As of July 1, 2016, the Cultural Affairs Capital cost center moved from City Manager Department to the Community Services Department. For presentation purposes, the prior year history is reflected in this summary, but not in the Community Services Department overview 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) 2017-18 reflects the carryforward of unexpended program funding from FY 2016-17. Additional detail on the capital program is available in the 2018-2027 Capital Improvement Program. 285 City of Chandler 2017-18 Adopted Budget Community Services A quatics Division operates and maintains six aquatic centers and five fountains. Four of the six aquatic centers operate with Intergovernmental Agreements with three separate school districts. The Aquatics Division offers year-round swimming programs (lessons, lap swim, and extended public swim operational hours) at various pool sites. This division is also responsible for improvements to the aquatic centers. Aquatics 4520 Division: Cost Center: 2017-18 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 of swimming classes 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 90% 89% 89% 89% 89% Annual swimming lesson attendance 9,414 9,654 9,400 9,500 9,500 Annual recreational swim attendance 287,830 276,464 282,000 275,500 271,500 98% 98% 98% 98% 98% Overall customer satisfaction(1) (1) Customer satisfaction surveys are distributed at the close of each lesson session and all other swim programs. * 2016-17 Year End 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 2017-18 Adopted Budget Community Services    Aquatics – 4520    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Machinery/Equipment Capital Replacement Total Cost Center - 4520 General Fund Parks & Recreation Trust Fund Grand Total 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget % Change Adopted to Adopted $ 2,564,993 $ 2,786,855 $ 2,835,461 $ 2,766,019 $ 2,802,447 2,786,855 2,835,461 2,766,019 2,802,447 40,041 136,101 146,093 129,157 133,601 340,910 397,334 444,379 452,018 394,048 192,255 189,778 193,680 205,529 189,778 14,781 26,125 26,125 18,918 26,125 700 1,750 1,750 1,750 1,750 263,821 383,425 383,425 303,272 383,425 147,728 139,128 140,977 139,234 139,128 6,308 10,000 10,000 8,500 10,000 11,269 11,269 11,269 11,269 11,269 $ 3,582,805 $ 4,081,765 $ 4,193,159 $ 4,035,666 $ 4,091,571 $ 3,579,494 $ 4,073,389 $ 4,184,783 $ 4,030,284 $ 4,085,639 3,311 8,376 8,376 5,382 5,932 $ 3,582,805 $ 4,081,765 $ 4,193,159 $ 4,035,666 $ 4,091,571 0.56% 0.56% N/A -1.84% -0.83% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.24% * Ongoing and One-time Personnel Services detail not available for 2015-16 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 Lifeguard II (0.75 FTE positions) Recreation Coordinator I Recreation Coordinator II Recreation Leader III-Pool Manager Total 2013-14 Revised 0 0.75 1 1 3 1 1 3 0 4 1 15.75 2014-15 Revised 0.75 0 1 1 3 1 1 3 0 4 1 15.75 2015-16 Revised 0.75 0 1 1 3 1 1 3 0 4 1 15.75 2016-17 Adopted 0.75 0 1 1 3 1 1 3 1 4 1 16.75 2016-17 Revised 0.75 0 1 1 3 1 1 3 1 4 1 16.75 Significant Budget and Staffing Changes Fiscal Year 2017-18 reflects one-time funding for an Aquatic Maintenance Technician contract. 287 2017-18 Adopted 0.75 0 1 1 3 1 1 3 1 4 1 16.75 City of Chandler 2017-18 Adopted Budget Community 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: 2017-18 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 2014-15 Actual 2015-16 Actual 19 13 2016-17 Projected 2016-17 Year End Estimate * 15 20 2017-18 Projected 18 Goal: Maintain public parks, facilities, and grounds at the highest standards. Supports Priority Based Budgeting Goal(s): Healthy and Attractive Community; Safe Community; Leisure, Culture, and Education Objectives: ♦ Apply fertilizer and pre-emergent to all parks at a minimum of two applications per year. Measures 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected Number of fertilization applications per year 189 192 195 192 198 Number of pre-emergent applications per year 238 310 314 310 318(1) (1) Effective Fiscal Year 2017-18, the number of pre-emergent applications is anticipated to increase as a result of the development of Layton Lakes and Homestead North Parks. * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 288 City of Chandler 2017-18 Adopted Budget Community Services    Park Development and Operations – 4530    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Machinery/Equipment Office Furniture/Equipment Street Improvements Capital Replacement Total Cost Center - 4530 General Fund Parks & Recreation Trust Fund Grand Total 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget $ 4,091,199 $ 4,093,990 $ 4,175,380 $ 4,071,462 $ 3,901,139 4,093,990 4,175,380 4,071,462 3,901,139 151,331 217,919 275,602 275,602 227,339 737,741 833,604 891,178 891,178 819,926 1,013,019 1,111,902 1,280,730 1,271,755 1,150,688 10,670 19,412 19,412 19,412 19,748 4,639 4,000 4,000 4,000 4,000 1,862,865 1,871,908 1,885,325 1,885,325 1,968,666 26,368 16,600 16,600 25,577 16,600 173,105 28,800 40,688 40,086 28,800 333 573 602 115,898 115,898 115,898 115,898 115,898 $ 8,187,741 $ 8,314,033 $ 8,704,813 $ 8,600,897 $ 8,252,804 $ 8,179,763 $ 8,291,033 $ 8,681,813 $ 8,577,897 $ 8,229,804 7,978 23,000 23,000 23,000 23,000 $ 8,187,741 $ 8,314,033 $ 8,704,813 $ 8,600,897 $ 8,252,804 * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. 289 % Change Adopted to Adopted -4.71% -4.71% N/A 4.32% -1.64% 3.49% 1.73% 0.00% 5.17% 0.00% 0.00% N/A N/A 0.00% -0.74% City of Chandler 2017-18 Adopted Budget Community Services    Park Development and Operations – 4530    Authorized Positions Position Title Administrative Assistant Administrative Specialist Community Services Planning Manager Contract Compliance Inspector Groundskeeper Lead Gardener Maintenance Planner/Scheduler Park Development & Operations Manager Park Maintenance Technician Park Maintenance Technician - CDL Park Planning Superintendent Park Spray Technician Parks Maintenance Manager Parks Maintenance Superintendent Parks Maintenance Supervisor Parks Maintenance Supervisor - CDL Recreation Coordinator II Senior Administrative Assistant Total 2013-14 Revised 0 1 0 1 28 8 1 1 6 0 1 1 0 1 3 0 1 0 53 2014-15 Revised 0 0 0 1 28 8 1 1 6 0 1 1 0 1 3 0 1 1 53 2015-16 Revised 1 0 0 1 28 8 1 1 6 0 1 2 0 1 4 0 0 0 54 2016-17 Adopted 1 0 0 1 28 8 1 1 6 0 1 2 0 1 4 0 0 0 54 2016-17 Revised 1 0 1 1 28 8 0 0 0 6 1 2 1 1 3 1 0 0 54 2017-18 Adopted 1 0 0 1 28 8 0 0 0 6 0 2 1 1 3 1 0 0 52 Significant Budget and Staffing Changes During Fiscal Year (FY) 2016-17, one Maintenance Planner/Scheduler position was renamed Parks Maintenance Supervisor, six Park Maintenance Technician positions were renamed Park Maintenance Technician - CDL, one Parks Maintenance Supervisor position was renamed Parks Maintenance Supervisor - CDL, one Park Development & Operations Manager position was renamed Community Services Planning Manager, and one Parks Maintenance Supervisor was reclassified to Parks Maintenance Manager. As of July 1, 2017, one Community Services Planning Manager position and one Park Planning Superintendent position are transferred to cost center 4300, Community Services Administration. FY 2017-18 includes one-time funding for a Parks Maintenance Technician contract, along with ongoing funding for landscape maintenance for the Layton Lakes Park, and for the utility increases for water and reclaimed water. During the FY 2017-18 amendment process, $8,500 in one-time funding was transferred from the Council Contingency for a matching grant to KaBoom for park development at Gazelle Meadows Park. 290 City of Chandler 2017-18 Adopted Budget Community Services R ecreation provides a year-round program that includes coordinating adult sports leagues and tournaments, youth sport camps, special events, instructional classes, 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. Recreation 4550 Division: Cost Center: 2017-18 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 to provide scholarship assistance. Measures User satisfaction rate(1) 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 98% 99% 98% 98% 98% 43,658 43,959 46,000 44,500 45,000 166 68 185 74 71 Donations/sponsorships $54,463 $81,306 $60,275 $57,919 $89,500 Recreation programs participation 161,696 102,950 170,645 109,141 113,123 Volunteer hours Scholarships awarded (1) User satisfaction rate is calculated annually based on user surveys. The surveys cover all recreational programs and facilities. *2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 291 City of Chandler 2017-18 Adopted Budget Community Services    Recreation – 4550    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Machinery/Equipment Office Furniture/Equipment Capital Replacement Total Cost Center - 4550 General Fund Parks & Recreation Trust Fund Grand Total 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget % Change Adopted to Adopted $ 843,322 $ 860,182 $ 887,597 $ 953,587 $ 855,198 860,182 887,597 953,587 855,198 79,526 104,179 129,021 136,315 73,775 94,371 96,187 121,972 112,674 80,897 1,131 2,385 2,385 2,385 1,900 33,416 57,094 57,094 56,722 54,531 500 500 500 500 33,931 27,320 27,320 27,320 27,320 56,897 96,455 96,455 96,571 96,411 130,571 68,000 68,108 68,108 330 27,000 27,000 27,000 23,468 23,468 23,468 24,478 23,468 $ 1,296,963 $ 1,362,770 $ 1,440,920 $ 1,505,660 $ 1,214,000 $ 1,285,086 $ 1,336,570 $ 1,414,720 $ 1,480,710 $ 1,186,454 11,877 26,200 26,200 24,950 27,546 $ 1,296,963 $ 1,362,770 $ 1,440,920 $ 1,505,660 $ 1,214,000 -0.58% -0.58% N/A -29.18% -15.90% -20.34% -4.49% 0.00% 0.00% -0.05% -100.00% -100.00% 0.00% -10.92% * Ongoing and One-time Personnel Services detail not available for 2015-16 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 Manager Recreation Superintendent Senior Administrative Assistant Special Events Coordinator Total 2013-14 Revised 1 0.625 1 0.625 1 1 2 0 1 8.25 2014-15 Revised 0 0.75 1 0.625 1 1 2 1 1 8.375 2015-16 Revised 0 0.75 1 0.625 1 1 2 1 1 8.375 2016-17 Adopted 0 0.75 1 0.625 1 1 2 1 1 8.375 Significant Budget and Staffing Changes Fiscal Year 2017-18 reflects one-time funding for Jazz Festival and Cine Park events. 292 2016-17 Revised 0 0.75 1 0.625 1 1 2 1 1 8.375 2017-18 Adopted 0 0.75 1 0.625 1 1 2 1 1 8.375 City of Chandler 2017-18 Adopted Budget Community Services T umbleweed Recreation Center, Chandler Tennis Center, and Snedigar Sportsplex facilities provide year-round programs that include coordinating youth and adult sports 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. Division: Cost Center: Sports and Fitness Facilities 4551 2017-18 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. 2016-17 2014-15 2015-16 2016-17 Year End 2017-18 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 61,576 52,884 64,050 54,100 55,500 343,039 348,534 345,900 355,000 358,000 4.52 4.65 4.50 4.61 4.50 13,656 18,304 5,834 18,694 16,528 6,215 14,050 19,950 6,800 19,000 19,950 6,000 19,400 20,500 6,000 4,952 4,964 4,900 4,800 4,900 8,254 8,173 9,200 9,200 9,200 *2016-17 Year End 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 2017-18 Adopted Budget Community Services    Sports and Fitness Facilities – 4551    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Office Furniture/Equipment Total Cost Center - 4551 General Fund Parks & Recreation Trust Fund Grand Total 2015-16 Actual Expenditures 2016-17 Adopted Budget $ 1,629,264 $ 1,801,563 $ 1,800,963 600 405,468 384,284 116,095 118,059 19,188 171,920 7,674 8,215 168 1,500 33,591 47,899 3,975 $ 2,215,423 $ 2,533,440 $ $ 2,214,585 $ 2,527,440 $ 838 6,000 $ 2,215,423 $ 2,533,440 $ 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 1,841,182 $ 1,834,774 $ 1,840,582 1,834,174 600 600 461,507 407,080 126,559 140,086 33,120 97,993 8,215 7,663 1,500 1,500 47,918 46,248 139,920 117,669 2,659,921 $ 2,653,013 $ 2,653,921 $ 2,647,513 $ 6,000 5,500 2,659,921 $ 2,653,013 $ 2017-18 Adopted Budget % Change Adopted to Adopted 1,866,713 1,866,113 600 386,142 121,040 33,298 8,110 1,500 46,538 2,463,341 2,452,241 11,100 2,463,341 3.62% 3.62% 0.00% 0.48% 2.53% -80.63% -1.28% 0.00% -2.84% N/A -2.77% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Authorized Positions 2013-14 Position Title Revised Customer Service Representative (0.5 FTE position) 0.5 Customer Service Representative (0.625 FTE position) 0.625 Customer Service Representative (0.75 FTE positions) 3 Customer Service Representative (1.0 FTE positions) 2 Customer Service Supervisor 1 Recreation Coordinator I 7 Recreation Coordinator II 3 Total 17.125 2014-15 Revised 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 2016-17 Revised 0.5 0.625 2.25 3 1 6 4 17.375 2017-18 Adopted 0.5 0.625 2.25 3 1 6 4 17.375 Significant Budget and Staffing Changes Fiscal Year 2017-18 reflects one-time funding for hosting the United States Tennis Association (USTA) Level 6 Junior Tennis Tournament. The City will receive 100% reimbursement from USTA. 294 City of Chandler 2017-18 Adopted Budget Community Services Nature and Recreation Facilities includes the Environmental Education Center (EEC) at Veterans Oasis Park and the programs and services offered by the Cost Center: Community Center and Senior Center facilities. These three sites provide classes, activities, special events, programs, camps, excursions, and sports activities to the general population, and also offer the same types of programs and services to specific populations such as seniors, teenagers, and people with disabilities as well as specific groups such as schools and scouting organizations. Programs are offered at the three facilities, at various City parks, and at a variety of outside sites through agreements and partnerships. Division: Nature and Recreation Facilities 4555 2017-18 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 and 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. 2016-17 2014-15 2015-16 2016-17 Year End 2017-18 Measures Actual Actual Projected Estimate * Projected Overall number of visitors to the EEC 58,973 64,933 65,723 77,760 81,648 EEC program participation 4,641 6,632 8,520 7,286 7,649 Community Center program participation 4,217 4,382 5,174 4,391 5,174 Senior Center program participation 47,843 48,862 48,000 48,800 48,000 Senior Center congregate meals served Special populations (therapeutics) participation 17,094 18,116 17,000 17,985 18,000 3,600 3,250 3,200 3,598 3,600 * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 295 City of Chandler 2017-18 Adopted Budget Community Services    Nature and Recreation Facilities - 4555    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingencies/Reserves Machinery/Equipment Park Improvements Total Cost Center - 4555 General Fund Grant Fund** Parks & Recreation Trust Fund Grand Total 2015-16 Actual Expenditures 2016-17 Adopted Budget $ 1,286,694 $ 1,314,057 $ 1,309,556 4,501 127,106 133,096 122,526 174,206 610 2,480 20,611 22,755 500 3,500 5,993 5,750 31,925 57,491 27,500 810 $ 1,597,268 $ 1,740,835 $ $ 1,486,203 $ 1,506,798 $ 57,965 154,602 53,100 79,435 $ 1,597,268 $ 1,740,835 $ 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 1,373,811 $ 1,325,818 $ 1,369,310 1,321,317 4,501 4,501 181,354 174,478 174,448 176,286 1,080 1,080 20,756 21,180 3,000 3,000 5,750 6,345 55,696 54,155 810 1,815,895 $ 1,763,152 $ 1,580,868 $ 1,525,525 $ 149,592 152,192 85,435 85,435 1,815,895 $ 1,763,152 $ 2017-18 Adopted Budget % Change Adopted to Adopted 1,331,880 1,331,880 203,699 184,376 1,080 23,355 3,500 9,750 55,545 5,000 1,818,185 1,676,300 141,885 1,818,185 1.36% 1.70% -100.00% 53.05% 5.84% -56.45% 2.64% 0.00% 69.57% -3.38% -100.00% N/A N/A 4.44% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. ** Effective July 1, 2017, the Adopted Budget for operating Grant funding will be in cost center 1290, Non-departmental. The Adjusted Budget, Actual Expenditures, and Estimated Expenditures will continue to reflect Grant funds. Authorized Positions 2013-14 Position Title Revised Administrative Assistant 0 Administrative Specialist 1 Customer Service Representative (0.625 FTE position) 0.625 Customer Service Representative (0.75 FTE position) 0.75 Customer Service Representative (1.0 FTE positions) 2 Recreation Coordinator I 6 Recreation Coordinator II 3 Recreation Leader II (0.5 FTE position) 0.5 Total 13.875 2014-15 Revised 1 0 0.625 0.75 2 6 3 0.5 13.875 2015-16 Revised 1 0 0.625 0.75 2 6 3 0.5 13.875 2016-17 Adopted 1 0 0.625 0.75 2 6 3 0.5 13.875 2016-17 Revised 1 0 0.625 0.75 2 6 3 0.5 13.875 2017-18 Adopted 1 0 0.625 0.75 2 6 3 0.5 13.875 Significant Budget and Staffing Changes Fiscal Year 2017-18 reflects one-time funding for shared camera security system and audio visual system replacement for the Community and Environmental Education Centers. During the FY 2017-18 amendment process, $5,000 in one-time funding was transferred from the Council Contingency for purchase of a full-size pool table to replace a smaller one at the Senior Center. 296 City of Chandler 2017-18 Adopted Budget Community Services Museum 4560 Division: Cost Center: Museum division is responsible for operating the City of Chandler Museum and the preservation and interpretation of Chandler’s history and culture. 2017-18 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 Number of Museum visits 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 1,747 1,817 2,100 1,974 2,000 95 106 140 110 120 19 22 24 24 26 6,147 6,179 6,200 6,254 6,300 10,445 13,083 15,445 15,445 15,000 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 2014-15 Actual 2015-16 Actual 14,679 15,743 *2016-17 Year End 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 2016-17 Projected 17,000 2016-17 Year End Estimate * 18,195 2017-18 Projected 18,000 City of Chandler 2017-18 Adopted Budget Community Services    Museum – 4560    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 Office Furniture/Equipment Total Cost Center - 4560 General Fund Grant Fund** Museum Trust Fund Grand Total 2015-16 Actual Expenditures $ $ $ $ 364,980 13,071 41,446 325 4,510 41 5,923 430,296 419,502 2,250 8,544 430,296 2016-17 Adjusted Budget 2016-17 Adopted Budget $ $ $ $ 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 $ $ $ $ 2016-17 Estimated Expenditures 379,224 $ 368,380 10,844 32,875 27,373 505 5,711 12,700 9,700 2,250 6,340 476,678 $ 439,112 $ 9,380 28,186 476,678 $ 381,000 370,156 10,844 13,679 37,014 4,138 4,601 12,700 6,272 7,128 466,532 440,888 25,644 466,532 2017-18 Adopted Budget $ $ $ $ 368,014 362,170 5,844 16,500 38,926 2,225 4,211 18,200 15,600 463,676 428,347 35,329 463,676 % Change Adopted to Adopted 0.01% 1.41% -46.11% 34.75% 5.57% 340.59% -26.27% 43.31% 13.87% -100.00% -100.00% -0.38% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. ** Effective July 1, 2017, the Adopted Budget for operating Grant funding will be in cost center 1290, Non-departmental. The Adjusted Budget, Actual Expenditures, and Estimated Expenditures will continue to reflect Grant funds. Authorized Positions Position Title Customer Service Representative (0.75 FTE position) Museum Administrator Museum Curator Public History Coordinator Total 2013-14 0.75 1 2 1 4.75 2014-15 0.75 1 2 1 4.75 2015-16 0.75 1 2 0 3.75 2016-17 0.75 1 2 0 3.75 2016-17 0.75 1 2 0 3.75 2017-18 0.75 1 2 0 3.75 Significant Budget and Staffing Changes As of July 1, 2016, the Museum cost center is moved from City Manager Department to the Community Services Department. For presentation purposes, the prior year history is reflected in this summary, but not in the Community Services Department overview Effective July 1, 2017, the Adopted Budget for operating Grant funding (Fund 217 only) will be in cost center 1290, Non-departmental, rather than in cost center budgets. Expenditures will continue to occur within the Department and the budget will be adjusted accordingly. This change is intended to improve the management of grants by keeping the grant budgets out of cost center budgets until the notification of grant award is officially received by the City. Fiscal Year 2017-18 includes one-time funding for offsite storage for the Chandler Museum collection and the 2018 Chandler Historical Society Luncheon. 298 City of Chandler 2017-18 Adopted Budget Community Services Division: Cost Center: Parks Capital 4580 Capital Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Communications/Transportation Other Charges/Services Project Support Recharge** Contingencies/Reserves Land/Improvements Building/Improvements Office Furniture/Equipment Street Improvements Parks Improvements Transfer to General Fund Total Cost Center - 4580 General Gov't Capital Projects Fund Capital Grant Fund Park Bond Fund Neighborhood Park Impact Fee Fund Park Impact Fee Fund Grand Total 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget % Change Adopted to Adopted $ 63,609 $ - $ - $ 35,876 $ 35,876 95,006 151,500 216,491 11,006 1,227 554 1,001 843 76,299 101 33,500 37,500 41,572 21,000 7,301,601 7,462,201 134,541 1,773,663 75,541 213,889 247,500 247,500 767,756 81,884 60,000 60,882 57,808 98,000 310,000 4,656,149 3,380,200 7,078,018 1,389,980 3,421,000 120,000 $ 5,323,604 $ 11,174,301 $ 9,844,054 $ 2,381,037 $ 11,002,201 $ 2,466,128 $ 5,903,657 $ 5,459,322 $ 1,713,933 $ 6,860,339 615,990 1,708,576 1,281,060 1,302 1,279,758 812,567 1,749,129 1,617,597 632,158 1,410,063 3,087 3,476 379 379 1,425,833 1,809,463 1,485,696 33,265 1,452,041 $ 5,323,604 $ 11,174,301 $ 9,844,054 $ 2,381,037 $ 11,002,201 N/A N/A N/A -100.00% N/A N/A N/A -37.31% 2.20% N/A -100.00% 63.33% N/A 1.21% N/A -1.54% * Ongoing and One-time Personnel Services detail not available for 2015-16 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) 2017-18 reflects the carryforward of uncompleted project funding from FY 2016-17. Detail on the capital program is available in the 2018-2027 Capital Improvement Program. 299 City of Chandler 2017-18 Adopted Budget Community Services Division: Cost Center: Neighborhood Resources 1060 Neighborhood Resources’ mission is to strengthen and enrich the community by providing high quality services and resources through educational programs, neighborhood revitalization, resident empowerment, partnerships, and assisting those in need. Neighborhood Resources includes the Community & Neighborhood Services Director, who provides oversight for Code Enforcement, Aquatics, Park Development & Operations, Recreation, Sport & Fitness Facilities, Nature & Recreation Facilities, Parks Capital, Housing & Redevelopment, and Community Development, enabling a coordinated effort that helps maintain a healthy and strong community. Neighborhood Resources administers programs and services that enhance and sustain neighborhoods throughout the City of Chandler. 2017-18 Performance Measurements Effective July 1, 2016, the Neighborhood Resources Division moved to the City Manager Department. Performance Measurements have been moved to the General Government section of the budget book. All Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Rents/Utilities Other Charges/Services Machinery/Equipment Total Cost Center - 1060 General Fund 2015-16 Actual Expenditures $ $ $ 756,037 $ 38,447 9,416 4,977 8,334 1,759 818,972 $ 818,972 $ 2016-17 Adopted Budget 2016-17 Adjusted Budget 572,587 $ 572,587 17,202 6,959 53,250 6,500 500 2,921 18,950 678,869 $ 678,869 $ * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. 300 2016-17 Estimated Expenditures - $ - $ - $ - $ - $ - $ 2017-18 Adopted Budget % Change Adopted to Adopted - -100.00% -100.00% N/A -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% City of Chandler 2017-18 Adopted Budget Community Services    Neighborhood Resources – 1060    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 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 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 2016-17 Revised 0 0 0 0 0 0 0 0 0 0 0 2017-18 Adopted 0 0 0 0 0 0 0 0 0 0 0 Significant Budget and Staffing Changes During Fiscal Year 2016-17 cost center 1060, Neighborhood Resources, and all other Neighborhood Resources related cost centers were moved to the City Manager Department from the former Community & Neighborhood Services Department. 301 City of Chandler 2017-18 Adopted Budget Community Services T he Code Enforcement Unit provides public information, enforcement, and incentives for residents to comply with City zoning and nuisance code requirements. This unit also engages in specialized activities such as graffiti removal/abatement, education, and other activities as needed. Division: Cost Center: Code Enforcement 1061 2017-18 Performance Measurements Effective July 1, 2016, the Code Enforcement Division moved to the City Manager Department. All Performance Measurements have been moved to the General Government section of the budget book. Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Machinery/Equipment Office Furniture/Equipment Capital Replacement Total Cost Center - 1061 General Fund 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget $ 876,222 $ 1,076,965 $ 1,076,965 26,001 36,963 41,099 55,595 3,300 2,585 24,290 18,600 1,500 238 5,115 2,010 140 500 21 50 34,716 34,716 $ 1,021,389 $ 1,219,237 $ $ 1,021,389 $ 1,219,237 $ 2016-17 Estimated Expenditures - $ - $ - $ 2017-18 Adopted Budget - $ - $ - $ % Change Adopted to Adopted - -100.00% -100.00% N/A -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% * Ongoing and One-time Personnel Services detail not available for 2015-16 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 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 Revised 1 0 6 1 1 1 2.5 12.5 2016-17 Adopted 1 0 6 1 1 1 2.5 12.5 2016-17 Revised 0 0 0 0 0 0 0 0 2017-18 Adopted 0 0 0 0 0 0 0 0 Significant Budget and Staffing Changes During Fiscal Year 2016-17, the Code Enforcement cost center was moved from the Community & Neighborhood Services Department to the City Manager Department. 302 City of Chandler 2017-18 Adopted Budget Community Services H ousing 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 2017-18 Performance Measurements Effective July 1, 2016, the Community Development Division moved to the City Manager Department. Performance Measurements have been moved to the General Government section of the budget book. All 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 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget $ 1,738,919 $ 1,970,894 $ 1,970,894 323,698 626,192 76,313 122,950 115,176 264,250 7,871 16,868 25,257 38,000 135,969 157,000 4,915,590 5,267,850 3,829,416 49,753 616,307 570,744 32,000 $ 7,959,291 $ 12,941,727 $ $ 85,189 $ 85,285 $ 995,105 1,489,803 616,438 1,093,403 579,607 638,930 142,872 4,919,353 5,585,934 547,283 850,000 216,315 55,500 3,000,000 $ 7,959,291 $ 12,941,727 $ * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. 303 2016-17 Estimated Expenditures - $ - $ - $ - $ - $ - $ - $ - $ 2017-18 Adopted Budget % Change Adopted to Adopted - -100.00% -100.00% N/A -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% N/A -100.00% -100.00% -100.00% City of Chandler 2017-18 Adopted Budget Community Services    Housing and Redevelopment – 4650    Authorized Positions Position Title Accounting Specialist Customer Service Representative Family Self-Sufficiency Specialist Housing & Redevelopment Manager Housing Administration Supervisor 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 2013-14 Revised 1 1.55 1 1 1 1 5 1 1 4 1 1 1.5 0.7 21.75 2014-15 Revised 1 1.55 2 1 1 1 5 1 1 4 1 1 1.5 0.7 22.75 2015-16 Revised 1 2 2 1 1 1 5 1 1 4 1 1 1.5 1 23.5 2016-17 Adopted 1 2 2 1 1 1 5 1 1 4 1 1 1.5 1 23.5 2016-17 Revised 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2017-18 Adopted 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Significant Budget and Staffing Changes During Fiscal Year 2016-17 cost center 4650, Housing and Redevelopment, and all other Neighborhood Resources related cost centers, were moved to the City Manager Department from the former Community & Neighborhood Services Department. 304 City of Chandler 2017-18 Adopted Budget Community 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. 2017-18 Performance Measurements Effective July 1, 2016, the Community Development Division moved to the City Manager Department. Performance Measurements have been moved to the General Government section of the budget book. All Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Building/Improvements Office Furniture/Equipment Total Cost Center - 4700 General Fund Grant Fund** HOME Program Fund CDBG Fund Grand Total 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 727,599 $ 410,749 $ 727,599 1,930,398 2,969,107 19,212 16,500 2,000 2,260 3,237 5,140 635,683 791,168 218,732 8,792 $ 3,165,556 $ 4,575,021 $ $ 1,262,306 $ 1,529,820 $ 3,136 10,000 1,032,377 837,288 2,002,824 1,062,825 $ 3,165,556 $ 4,575,021 $ $ * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. 305 2016-17 Estimated Expenditures - $ - $ - $ - $ - $ - $ - $ - $ 2017-18 Adopted Budget % Change Adopted to Adopted - -100.00% -100.00% N/A -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% N/A -100.00% City of Chandler 2017-18 Adopted Budget Community Services    Community Development – 4700    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 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 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 2016-17 Revised 0 0 0 0 0 0 0 0 0 0 0 0 2017-18 Adopted 0 0 0 0 0 0 0 0 0 0 0 0 Significant Budget and Staffing Changes During FY 2016-17 cost center 4700, Community Development, and all other Neighborhood Resources related cost centers, were moved to the City Manager Department from the former Community & Neighborhood Services Department. 306 FIRE, HEALTH & MEDICAL Activities and Functions Accomplishments Goals, Objectives, and Performance Measurements Budget Summary Position Summary A community committed to health is a strong community and Chandler Fire, Health and Medical continues to evolve as a leading department, providing the best service where and when it is needed most. FIRE, HEALTH & MEDICAL 9 City of Chandler 2017-18 Adopted Budget Fire, Health & Medical Department Assistant City Manager Fire, Health & Medical Fire Administration Health and Medical Services Fire Support Services Fire Operations Prevention and Preparedness 307 City of Chandler 2017-18 Adopted Budget Fire, Health & Medical Department The table below depicts the breakdown by division for the Fiscal Year 2017-18 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 2015-16 Actual Expenditures Expenditures by Cost Center 2016-17 Adopted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget Fire Administration $ 3,830,159 $ 4,014,125 $ 3,880,918 $ 4,499,130 2,378,809 1,828,694 Health and Medical Services 1,657,951 1,737,979 27,874,508 25,854,000 24,608,742 Fire Operations 24,737,323 1,339,285 1,955,743 3,854,972 Prevention and Preparedness 2,016,260 16,066,238 3,371,111 Fire Capital 1,842,486 13,930,023 1,001,945 1,140,139 948,970 Fire Support Services 1,009,671 Total w/o Fleet Services $ 35,093,850 $ 49,094,811 $ 38,030,605 $ 53,159,915 Fleet Services (1) Expenditures by Category Personnel & Benefits Total Personnel Ongoing(2) One-time(2) Operating & Maintenance Capital - Major 1,125,509 1,114,113 Total $ 36,207,963 $ 50,220,320 $ 38,030,605 $ 53,159,915 % Change Adopted to Adopted 12.08% 36.87% 13.27% -65.26% 15.34% 5.58% 8.28% -100.00% 5.85% $ 30,482,634 $ 30,486,595 $ 30,663,030 $ 32,521,028 29,817,382 29,690,630 29,514,195 972,400 2,703,646 972,400 4,572,649 5,803,702 3,996,464 3,882,844 16,066,238 1,842,486 13,930,023 3,371,111 Total $ 36,207,963 $ 50,220,320 $ 38,030,605 $ 53,159,915 Staffing by Cost Center Fire Administration Health and Medical Services Fire Operations Prevention and Preparedness Fire Support Services Fleet Services (1) Total 2015-16 Revised 6.000 10.000 189.000 13.000 4.000 12.000 234.000 2016-17 Adopted 6.000 10.000 189.000 13.000 4.000 12.000 234.000 2016-17 Revised 9.000 10.000 190.000 9.000 4.000 0.000 222.000 (1) The Fleet Services Division was transferred to the City Manager Department during Fiscal Year 2016-17. (2) Ongoing and One-time Personnel Services detail not availab le for 2015-16 Actual Expenditures. 308 1.03% 178.04% -21.21% 15.34% 5.85% % Change 2017-18 Adopted to Adopted Adopted 9.000 50.00% 10.000 0.00% 6.88% 202.000 9.000 -30.77% 4.000 0.00% 0.000 -100.00% 234.000 0.00% City of Chandler 2017-18 Adopted Budget Fire, Health & Medical Department 2016-17 Fire, Health & Medical Department Accomplishments  Responded to 24,790 incidents (fire, medical, hazardous materials, technical rescue, crisis response and community health), resulting in 39,569 unit responses. Achieved an emergency response time of 5:17 for 90% of all emergency responses within the City.  Recipient of the American Heart Association Mission: Lifeline Gold Plus 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.  Negotiated a 5-year agreement with American Medical Response for ambulance transport services.  Extended the 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 an estimated 10,937 hours, equivalent to five full time employees, to the Fire, Health & Medical Department during Fiscal Year (FY) 2016-17, providing on-scene crisis support, smoke alarm installations, community preparedness classes, water safety walks, the Holiday Toy Drive, and many other community outreach activities.  Completed construction of a new Class-A burn tower which will improve safety by allowing firefighters to train in realistic fire conditions using ordinary combustibles.  Institutionalized a Low Acuity Response Model through a labor management process.  Promoted water safety by conducting a door-to-door campaign to distribute drowning prevention information to 11,094 City of Chandler homes. Conducted door-to-door smoke alarm walks in two mobile home parks and installed 376 smoke alarms.  Promoted child passenger safety by holding 39 car seat clinics. 871 car seats were inspected/installed. 88 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 second annual Public Safety Fair in early March 2017. The fair featured fire and police apparatus displays and live rappelling, vehicle extrication, K-9 Unit, Bike Team, and Special Assignments Unit (SAU) Team demonstrations.  Completed 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 July 2017.  Department completed the design of Fire Station 11, the final master planned station. scheduled to begin in July 2017. 309 Construction is City of Chandler 2017-18 Adopted Budget Fire, Health & Medical Department F ire 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. Fire Administration 2210 Division: Cost Center: 2017-18 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) 2016-17, the comparable average for Fire service cost per capita is: $166.39 and the comparable average for Fire service cost per call is $1,483.78. Measures Fire service cost per capita Fire service cost per call 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected $124.86 $127.71 $129.14 $129.11 $131.53 $1,397.86 $1,329.51 $1,360.93 $1,305.35 $1,291.39 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 2016-17, 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 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected Firefighters per 1,000 population 0.825 0.810 0.789 0.806 0.845 Civilian personnel per 1,000 population 0.082 0.080 0.078 0.079 0.079 * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 310 City of Chandler 2017-18 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. 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected $1,327,306 $557,472(1) $1,250,000 $429,635(1) $510,000(1) $443,716 $171,586 $310,000 $278,501 $229,000 Measures Dollar value of grants applications Dollar value of grants awarded(2) (1) (2) The reduction in dollar value is due to the discontinuance of routinely submitting certain grant applications for awards consistently not received. 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 (3) 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 17 17 16 17 17 12,415 11,871 12,500 10,552(3) 12,143 114 121 115 130 115 The Fiscal Year (FY) 2016-17 Year End Estimate reduction is due to a change in the Community Emergency Response Team (CERT) model, while previous CERT members acquiesce to the new volunteer program. Volunteer hours are anticipated to return to normal following this change. * 2016-17 Year End 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 2017-18 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 2015-16 Actual Expenditures 2016-17 Adjusted Budget 2016-17 Adopted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget $ 1,121,382 $ 1,156,973 $ 1,170,465 $ 1,053,000 $ 1,061,764 1,061,764 1,170,465 1,053,000 1,156,973 1,493,541 1,516,804 1,392,516 1,520,106 1,254,437 618,998 405,076 391,512 473,327 415,579 20,114 19,500 18,700 23,441 19,500 104,252 113,476 111,351 105,842 114,051 3,000 5,000 5,000 5,000 3,000 103,476 40,995 33,016 35,000 63,660 120,000 122,111 129,850 214,669 29,949 9,466 748,706 745,656 745,656 745,656 745,656 $ 3,830,159 $ 4,014,125 $ 4,125,896 $ 3,880,918 $ 4,499,130 $ 3,830,159 $ 3,704,275 $ 3,823,785 $ 3,880,918 $ 4,499,130 302,111 309,850 $ 3,830,159 $ 4,014,125 $ 4,125,896 $ 3,880,918 $ 4,499,130 % Change Adopted to Adopted -8.23% -8.23% N/A 7.25% 48.95% 0.00% -0.50% 0.00% 195.65% -7.59% N/A N/A 0.41% 12.08% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. ** Effective July 1, 2017, the Adopted Budget for operating Grant funding will be in cost center 1290, Non-departmental. The Adjusted Budget, Actual Expenditures, and Estimated Expenditures will continue to reflect Grant funds. 312 City of Chandler 2017-18 Adopted Budget Fire, Health & Medical Department    Fire Administration – 2210    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 Senior Administrative Assistant Senior Management Analyst Total 2013-14 Revised 0 1 1 0 1 1 0 1 1 0 0 6 2014-15 Revised 1 0 1 1 1 1 1 0 0 0 0 6 2015-16 Revised 1 0 1 1 1 1 1 0 0 0 0 6 2016-17 Adopted 1 0 1 1 1 1 1 0 0 0 0 6 2016-17 Revised 2 0 1 1 0 1 1 1 0 1 1 9 2017-18 Adopted 2 0 1 1 0 1 1 1 0 1 1 9 Significant Budget and Staffing Changes During Fiscal Year (FY) 2016-17, one Fire Battalion Chief position was transferred to cost center 2230, Fire Operations, one Senior Administrative Assistant position was transferred from cost center 2220, Fire Emergency Services, and one Administrative Assistant position and one Senior Management Analyst position were transferred from cost center 2240, Fire Prevention. One Customer Service Representative was reclassified to Management Assistant and transferred from cost center 2240, Fire Prevention. Effective July 1, 2017, the Adopted Budget for operating Grant funding will be in cost center 1290, Nondepartmental, rather than in cost center budgets. Expenditures will continue to occur within the Department and the budget will be adjusted accordingly. This change is intended to improve the management of grants by keeping the grant budgets out of cost center budgets until the notification of grant award is officially received by the City. FY 2017-18 reflects the addition of one-time and ongoing operations and maintenance funding for the purchase and maintenance of a low acuity vehicle, used to respond to less critical calls, as well as funding to support the Southeast Fire Station, scheduled for completion in 2018. Ongoing funding for operations and maintenance related to Phase 1 of the Public Safety Training Facility is included, as well as one-time funding for supplies and overtime needed to conduct a Fire Academy for new recruits. Additional one-time funding is also included as a contingency for potential grant matching requirements. 313 City of Chandler 2017-18 Adopted Budget Fire, Health & Medical Department H ealth and Medical Services Division provides the firefighting and emergency medical training necessary to ensure that all Chandler firefighters have the essential knowledge and skills Cost Center: needed to provide professional and high quality services to the citizens we serve in as safe a manner as possible. The Division provides logistical support for emergency medical services through the procurement and maintenance of Emergency Medical Services (EMS) supplies and equipment, and oversees the Self Contained Breathing Apparatus (SCBA) program for the Department. The SCBA program includes maintenance, inspections, and training as specified in applicable regulations. Division: Health and Medical Services 2220 2017-18 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 2014-15 Actual 132 2015-16 Actual 133 2016-17 Projected 137 2016-17 Year End Estimate * 138 2017-18 Projected 151 61 69 61 61 62 34 hours 32 hours 34 hours 30 hours 30 hours 30 hours 28 hours 30 hours 26 hours 26 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 patient charts are electronically reviewed to ensure critical data points are completed. Patient charts related to heart attacks, EMS studies, refusals, and treat and refer receive additional review by Health and Medical Services Division staff to ensure proper patient care and Advanced Life Support (ALS) procedures are being followed. Measures Patient charts that receive a Quality Assurance review by Health and Medical staff (1) 2014-15 Actual 3,600 2015-16 Actual 6,974(1) 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 5,000 3,600 4,000 During Fiscal Year 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. * 2016-17 Year End 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 2017-18 Adopted Budget Fire, Health & Medical Department    Health and Medical Services – 2220    Goal: To provide the training required to meet National Fire Protection Association (NFPA) standards, state statutes, federal mandates, Insurance Services Office, and local requirements. Supports Priority Based Budgeting Goal(s): Safe Community Objective: ♦ To ensure that all firefighters are provided with 46 hours of required training per calendar year under the supervision of the training division staff in a controlled environment or under the supervision of their supervisor. Measures Number of training hours per firefighter Number of firefighters trained Total number of training hours (1) 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 49 49 49 55.5 55.5 196 198 198 198 213(1) 9,604 9,702 9,702 10,989 11,655(1) The increased number of firefighters trained reflects the addition of 12 personnel hired to staff Fire Station 11 (Southeast Fire Station) and three additional pre-hire personnel that are temporarily in unbudgeted positions. Goal: To increase firefighter safety. Supports Priority Based Budgeting Goal(s): Safe Community Objectives: ♦ To provide Flashover Survival Training to all new firefighters. ♦ To provide live fire training to 100% of Chandler response personnel annually. Measures Flashover Survival Training Number trained(2) 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 10 18 198 N/A N/A 196 18 198 198 211 100% 10%(3) 100% 100% 100% Live Fire Training Number of Firefighters trained % Firefighters trained (2) (3) Measure discontinued effective Fiscal Year 2016-17 due to the completion of the new live-fire burn building which will replace Flashover Survival Training as a standard training evolution. The reduction in number of firefighters trained was due to construction at the training facility. * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 315 City of Chandler 2017-18 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 (1) 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 100% 100% 100% 100% 100% 201 of 201 205 of 205(1) 201 of 201 205 of 205(1) 211 of 211(1) 100% 100% 100% 100% 100% Figures include pre-hire personnel as well as personnel who were tested prior to retirement. * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 316 City of Chandler 2017-18 Adopted Budget Fire, Health & Medical Department    Health and Medical Services – 2220    Budget Summary 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget Description Personnel Services Total Personnel $ 1,330,971 $ 1,336,137 $ 1,355,454 $ 1,369,109 $ 1,810,169 Ongoing* 1,336,137 1,355,454 1,369,109 1,538,792 One-time* 271,377 Professional/Contract 25,674 25,022 25,022 27,732 25,022 Operating Supplies 52,368 53,500 100,500 99,750 304,108 Repairs/Maintenance 29,280 35,320 49,026 46,326 79,040 Communications/Transportation 11,359 29,000 29,000 24,277 29,000 Other Charges/Services 86,599 67,000 70,000 69,500 121,470 Machinery/Equipment 121,700 192,000 192,000 192,000 10,000 Total Cost Center - 2220 $ 1,657,951 $ 1,737,979 $ 1,821,002 $ 1,828,694 $ 2,378,809 General Fund $ 1,657,951 $ 1,737,979 $ 1,821,002 $ 1,828,694 $ 2,378,809 % Change Adopted to Adopted 35.48% 15.17% N/A 0.00% 468.43% 123.78% 0.00% 81.30% -94.79% 36.87% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Authorized Positions Position Title Administrative Specialist Assistant Fire Chief EMS Specialist Facility Maintenance Technician Fire Battalion Chief Fire Captain Fire Support Services Technician Senior Administrative Assistant Total 2013-14 Revised 1 0 1 1 2 4 1 0 10 2014-15 Revised 0 0 1 1 2 4 1 1 10 2015-16 Revised 0 0 1 1 2 4 1 1 10 2016-17 Adopted 0 0 1 1 2 4 1 1 10 2016-17 Revised 0 1 1 1 2 4 1 0 10 2017-18 Adopted 0 1 1 1 2 4 1 0 10 Significant Budget and Staffing Changes During Fiscal Year (FY) 2016-17, one Senior Administrative Assistant position was transferred to cost center 2210, Fire Administration, and one Assistant Fire Chief position was transferred from cost center 2240, Fire Prevention. FY 2017-18 reflects the addition of one-time and ongoing operations and maintenance funding for medical supplies, anticipated to be partially offset by revenue generated from ambulance contract services, as well as to support the Southeast Fire Station, scheduled for completion in 2018. One-time funding for supplies related to a Fire Academy for new recruits, and for supplies and overtime related to the Paramedic Academy required as a result of attrition, is also included. The Machinery/Equipment category reflects a significant decrease due to the elimination of one-time funding for a medical equipment inventory control system, which was purchased during FY 2016-17. 317 City of Chandler 2017-18 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. Operations 2230 Division: Cost Center: 2017-18 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. 2016-17 2014-15 2015-16 2016-17 Year End 2017-18 Measures Actual Actual Projected Estimate * Projected Emergency incidents 22,785 23,966 24,292 24,790 25,782 Unit responses 34,191 36,569 37,334 38,054 39,576 Medical emergencies 73.4% 72.8% 73.0% 70.9% 72.0% Fire/Other emergencies 26.6% 27.2% 27.0% 29.1% 28.0% 5:36 5:21 5:22 5:17 5:17 Response time to reach 90% of emergency calls 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) 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 1.7 1.7 1.6 1.7 1.7 70.00% 55.56% 70.00% 60.00% 70.00% Figures represent all fires reported to the National Fire Incident Reporting System. * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 318 City of Chandler 2017-18 Adopted Budget Fire, Health & Medical Department    Fire Operations – 2230    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(1) (1) 2014-15 Actual 2015-16 Actual 33 31 2016-17 Projected 35 2016-17 Year End Estimate * 2017-18 Projected 37 Firefighter injury totals are based on the Occupational Safety and Health Administration (OSHA) 300 Reportable Injury Report. * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 319 30 City of Chandler 2017-18 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 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget % Change Adopted to Adopted $ 24,737,323 $ 24,608,742 $ 25,630,512 $ 25,854,000 $ 27,874,508 23,656,342 24,678,112 24,901,600 25,462,239 952,400 952,400 952,400 2,412,269 $ 24,737,323 $ 24,608,742 $ 25,630,512 $ 25,854,000 $ 27,874,508 $ 24,737,323 $ 24,608,742 $ 25,630,512 $ 25,854,000 $ 27,874,508 13.27% 7.63% 153.28% 13.27% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Authorized Positions Position Title Assistant Fire Chief Fire Battalion Chief Fire Captain Fire Engineer Firefighter Total 2013-14 Revised 1 6 44 42 96 189 2014-15 Revised 1 6 44 42 96 189 2015-16 Revised 1 6 44 42 96 189 2016-17 Adopted 1 6 44 42 96 189 2016-17 Revised 1 7 44 42 96 190 2017-18 Adopted 1 7 47 45 102 202 Significant Budget and Staffing Changes During Fiscal Year (FY) 2016-17, one Fire Battalion Chief position was transferred from cost center 2210, Fire Administration. FY 2017-18 reflects the January 1, 2018 addition of six Firefighters, three Fire Engineers, three Fire Captains, and overtime funding to support the new Southeast Fire Station, as well as an ongoing adjustment to overtime required as a result of overall wage increases. One-time funding is included for overtime to conduct a Fire Academy for new recruits as well as a Paramedic Academy required as a result of attrition. Also included is onetime funding for an additional payment to the Public Safety Personnel Retirement System (PSPRS) towards the goal of fully funding future retirement commitments of sworn City personnel. 320 City of Chandler 2017-18 Adopted Budget Fire, Health & Medical Department P revention and Preparedness works to implement strategies that maximize the public’s well-being by preventing emergencies from occurring to the greatest extent possible, by ensuring the Department’s effectiveness when responding to those emergencies that could not be prevented, and by providing community programs benefiting the safety and wellbeing of the members of the community. Prevention and Preparedness 2240 Division: Cost Center: 2017-18 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 2014-15 Actual City emergency operations drills/training 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 10 10 10 12 14 4 4 4 12(1) 12(1) Review of City emergency plans (1) 2015-16 Actual Increase due to review of citywide Continuity of Operations Plans. Goal: To provide preparedness and awareness training to employees and citizens. Supports Priority Based Budgeting Goal(s): Safe Community Objectives: ♦ Offer a Community Emergency Response Team (CERT) basic curriculum course two times annually. ♦ Deliver preparedness and awareness training classes, demonstrations, and presentations to the community. Measures CERT basic training classes Preparedness and awareness training (2) 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 2 2 2 3 3 12 12 12 6(2) 12 Temporary reduction due to the redevelopment of the CERT program and integration into a comprehensive volunteer program. * 2016-17 Year End 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 2017-18 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 (DHS) requirement of 40 hours of participation per month in the Terrorism Liaison Officer (TLO) program. 2014-15 Actual Measures (1) 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected TVA average monthly development hours 20 20 20 10(1) 20 TLO average monthly participation hours 315 266 291 303 310 Software required for TVA completion was eliminated by DHS; new software is scheduled for availability by mid-2017. 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. 2014-15 Actual Measures Total occupancies inspected Hazardous materials inspections Total number of violations (2) (2) 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 4,692 4,687 4,960 4,690 4,690 90 101 100 100 100 1,215 646 1,015 N/A N/A Structural fire rate per 1,000 inspectable occupancies 1.6 1.1 1.8 0.8 0.8 Fire investigations 27 23 30 26 25 Measure does not accurately measure fire prevention performance and will no longer be reported. * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 322 City of Chandler 2017-18 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 Child car seat installations 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 1,063 898 1,000 919 900 Learning in Firesafe Environments (L.I.F.E) program hours(1) 507 467 436 464 487 Homes served by smoke alarm program(2) 248 332 260 404(3) 404 Public safety demonstrations 457 434 500 448 446 (1) (2) (3) Updated measure from “Urban survival elementary school education programs” to reflect the title of the current educational program. Updated measure from “Homes served by Seniors Helping Seniors smoke alarm program” to reflect the more comprehensive nature of the current program. Increase anticipated as a result of the redevelopment of the volunteer program which will help offer more diverse opportunities to all volunteers. * 2016-17 Year End 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 2017-18 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 Other Charges/Services Contingencies/Reserves Machinery/Equipment Office Furniture/Equipment Total Cost Center - 2240 General Fund Grant Fund** Grand Total 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget $ 1,661,609 $ 1,914,264 $ 2,037,406 $ 1,781,199 $ 1,261,990 1,241,990 1,761,199 2,017,406 1,894,264 20,000 20,000 20,000 20,000 14,100 14,300 19,502 14,100 15,938 24,750 27,575 41,013 25,750 77,734 18,495 61,800 387,362 290,495 61,819 13,950 26,459 24,689 13,950 20,032 6,000 14,410 16,799 6,000 16,677 765,413 790,413 5,000 15,666 59,762 25,000 583,994 800,000 102,690 $ 2,016,260 $ 3,854,972 $ 3,891,844 $ 1,955,743 $ 1,339,285 $ 1,657,911 $ 1,718,559 $ 1,747,692 $ 1,804,308 $ 1,339,285 151,435 2,136,413 2,144,152 358,349 $ 2,016,260 $ 3,854,972 $ 3,891,844 $ 1,955,743 $ 1,339,285 % Change Adopted to Adopted -34.07% -34.43% 0.00% 0.00% -3.88% -93.63% 0.00% 0.00% -100.00% N/A -100.00% -65.26% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. ** Effective July 1, 2017, the Adopted Budget for operating Grant funding will be in cost center 1290, Non-departmental. The Adjusted Budget, Actual Expenditures, and Estimated Expenditures will continue to reflect Grant funds. 324 City of Chandler 2017-18 Adopted Budget Fire, Health & Medical Department 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 Crisis Intervention Specialist Senior Management Analyst Total 2013-14 Revised 0 1 1 1 2 1 2 0 2 1 1 1 0 0 0 0 13 2014-15 Revised 1 0 1 1 2 1 2 1 1 0 0 1 1 1 0 0 13 2015-16 Revised 1 0 1 1 2 1 2 1 1 0 0 1 1 0 0 1 13 2016-17 Adopted 1 0 1 1 2 1 2 1 1 0 0 1 1 0 0 1 13 2016-17 Revised 0 0 0 1 0 0 2 1 1 0 0 1 1 0 2 0 9 2017-18 Adopted 0 0 0 1 0 0 2 1 1 0 0 1 1 0 2 0 9 Significant Budget and Staffing Changes During Fiscal Year (FY) 2016-17, two Crisis Intervention Specialist positions were reclassified to Senior Crisis Intervention Specialist, one Assistant Fire Chief position was transferred to cost center 2220, Health and Medical Services, and one Administrative Assistant and one Senior Management Analyst were transferred to cost center 2210, Fire Administration. One Customer Service Representative position was reclassified to Management Assistant and transferred to cost center 2210, Fire Administration. Effective July 1, 2017, the Adopted Budget for operating Grant funding will be in cost center 1290, Nondepartmental, rather than in cost center budgets. Expenditures will continue to occur within the Department and the budget will be adjusted accordingly. This change is intended to improve the management of grants by keeping the grant budgets out of cost center budgets until the notification of grant award is officially received by the City. FY 2017-18 reflects a one-time increase to overtime for car seat clinics. 325 City of Chandler 2017-18 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 Communications/Transportation Other Charges/Services Project Support Recharge** Contingencies/Reserves Land/Improvements Building/Improvements Machinery/Equipment Office Furniture/Equipment Total Cost Center - 2250 General Gov't Capital Projects Fund Fleet Replacement Fund Public Safety Bond Fund - Fire Fire Impact Fee Fund Grand Total 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget % Change Adopted to Adopted $ 19,405 $ - $ - $ 6,989 $ 6,989 301,181 1,079,147 1,581,951 405,609 271,531 898 99 5 24,965 151,000 305,174 41,435 128,674 50,153 77,472 600 7,961,723 8,722,938 113,737 1,444,277 2,502,000 4,922,615 1,303,583 3,259,685 51,760 1,100,000 3,259,287 1,563,041 1,780,000 1,086,000 1,833,813 49,750 1,903,410 $ 1,842,486 $ 13,930,023 $ 12,094,049 $ 3,371,111 $ 16,066,238 $ 687,401 $ 2,280,454 $ 1,680,975 $ 712,694 $ 1,946,581 3,213,041 3,213,041 1,563,041 3,430,000 1,007,188 7,788,167 6,790,032 1,092,733 6,352,299 147,897 648,361 410,001 2,643 4,337,358 $ 1,842,486 $ 13,930,023 $ 12,094,049 $ 3,371,111 $ 16,066,238 N/A N/A N/A -74.84% N/A N/A -14.79% -100.00% 9.56% N/A 30.28% 61.82% 75.27% 15.34% * Ongoing and One-time Personnel Services detail not available for 2015-16 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) 2017-18. FY 2017-18 reflects the carryforward of uncompleted project funding from FY 2016-17. Additional detail on the capital program is available in the 2018-2027 Capital Improvement Program. 326 City of Chandler 2017-18 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. 2017-18 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 2014-15 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 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 100% 100% 100% 100% 100% 87% 100% 95% 100% 100% 100% 90% 100% 90% 90% 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 2014-15 Actual 2015-16 Actual 100% 99% * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 327 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 100% 99% 99% City of Chandler 2017-18 Adopted Budget Fire, Health & Medical Department    Fire Support Services – 2260    Budget Summary 2015-16 Actual Expenditures Description Personnel Services Total Personnel $ 641,897 $ Ongoing* One-time* Operating Supplies 357,707 Repairs/Maintenance 646 Communications/Transportation 2,901 Insurance/Taxes 500 Other Charges/Services 6,020 Machinery/Equipment Total Cost Center - 2260 $ 1,009,671 $ General Fund $ 1,009,671 $ 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget % Change Adopted to Adopted 459,615 $ 466,471 $ 605,722 $ 512,597 459,615 466,471 605,722 512,597 468,155 621,987 518,492 438,650 6,000 2,000 3,005 10,498 500 4,700 4,200 2,920 4,200 10,000 10,000 10,000 36,000 948,970 $ 1,104,658 $ 1,140,139 $ 1,001,945 948,970 $ 1,104,658 $ 1,140,139 $ 1,001,945 11.53% 11.53% N/A -6.30% 74.97% -100.00% N/A -10.64% 260.00% 5.58% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Authorized Positions Position Title Fire Battalion Chief Fire Mechanic Fire Mechanic - CDL Senior Fire Mechanic Senior Fire Mechanic - CDL Total 2013-14 Revised 1 2 0 1 0 4 2014-15 Revised 1 2 0 1 0 4 2015-16 Revised 1 2 0 1 0 4 2016-17 Adopted 1 2 0 1 0 4 2016-17 Revised 1 0 2 0 1 4 2017-18 Adopted 1 0 2 0 1 4 Significant Budget and Staffing Changes During FY 2016-17, two Fire Mechanic positions were renamed Fire Mechanic - CDL and one Senior Fire Mechanic position was renamed Senior Fire Mechanic - CDL. Fiscal Year 2017-18 reflects the addition of one-time funding for replacement extrication equipment. 328 City of Chandler 2017-18 Adopted Budget Fire, Health & Medical Department F leet 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. Fleet Services 1270 Division: Cost Center: 2017-18 Performance Measurements During Fiscal Year (FY) 2016-17, the Fleet Services Division moved to the City Manager Department. Effective July 1, 2017, Fleet Services becomes a part of the new Administrative Services Department. Performance measurements may be found in the Administrative Services Department section of the budget book. Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Operating Supplies Machinery/Equipment Capital Replacement Total Cost Center - 1270 General Fund 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget $ 989,452 $ 1,010,864 $ 1,010,864 21,730 40,761 59,048 30,000 43,884 43,884 $ 1,114,113 $ 1,125,509 $ $ 1,114,113 $ 1,125,509 $ 2016-17 Estimated Expenditures - $ - $ - $ - 2017-18 Adopted Budget $ $ % Change Adopted to Adopted - -100.00% -100.00% N/A -100.00% -100.00% -100.00% -100.00% * Ongoing and One-time Personnel Services detail not available for 2015-16 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 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 Revised 0 1 1 1 0 1 7 1 12 2016-17 Adopted 0 1 1 1 0 1 7 1 12 2016-17 Revised 0 0 0 0 0 0 0 0 0 2017-18 Adopted 0 0 0 0 0 0 0 0 0 Significant Budget and Staffing Changes During FY 2016-17, Fleet Services was transferred to the City Manager Department. Effective July 1, 2017, the Fleet Services cost center is moved from the City Manager Department to the newly created Administrative Services Department. 329 City of Chandler 2017-18 Adopted Budget Fire, Health & Medical Department 330 MANAGEMENT SERVICES 10 Activities and Functions Accomplishments Goals, Objectives, and Performance Measurements Budget Summary Position Summary MANAGEMENT SERVICES A steady diet of rock-solid financial policies has led to a financially stable Chandler. Years of conservative fiscal policy have earned Chandler AAA Bond ratings from all three national rating agencies. City of Chandler 2017-18 Adopted Budget Management Services City Manager Management Services Administration Budget Tax and License Accounting Utility Services Purchasing Environmental Management Central Supply 331 City of Chandler 2017-18 Adopted Budget Management Services The table below depicts the breakdown by division for the Fiscal Year (FY) 2017-18 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 2015-16 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. $ 2016-17 Estimated Expenditures 580,696 $ 710,269 686,912 378,507 1,666,478 2,124,883 1,382,043 445,208 473,200 8,448,196 $ 644,445 $ 741,066 697,883 387,095 1,551,391 1,925,640 1,270,384 317,197 55,000 7,590,101 $ 2017-18 Adopted Budget % Change Adopted to Adopted 596,264 747,152 693,556 379,708 1,675,890 2,103,429 1,430,082 651,700 473,200 8,750,981 2.68% 5.19% 0.97% 0.32% 0.56% -1.01% 3.48% 46.38% 0.00% 3.58% Non-Departmental(1) $ 25,806,524 $ 139,154,515 $ 26,270,635 $ 169,208,896 Non-Departmental Capital(1) 1,449,691 20,242,670 2,154,655 19,339,874 Total Non-Department $ 27,256,215 $ 159,397,185 $ 28,425,290 $ 188,548,770 21.60% -4.46% 18.29% Total Management Svcs. with Non-Dept. $ 34,795,157 $ 167,845,381 $ 36,015,391 $ 197,299,751 17.55% Expenditures by Category Personnel & Benefits Total Personnel Ongoing(2) 575,654 $ 706,490 664,095 371,282 1,579,356 1,845,825 1,395,911 397,822 2,507 7,538,942 $ 2016-17 Adopted Budget $ 6,476,343 $ 6,847,216 $ 6,332,201 $ 6,981,106 One-time(2) Operating & Maintenance Total Management Svcs w/o Non-Dept. $ 1,062,599 7,538,942 $ 6,847,216 1,600,980 8,448,196 $ 6,332,201 1,257,900 7,590,101 $ 6,908,673 72,433 1,769,875 8,750,981 1,322,418 $ 9,427,022 $ 3,524,650 $ 11,965,726 Expenditures by Category Personnel & Benefits Total Personnel Ongoing(2) $ 0.90% N/A 10.55% 3.58% 4,325,147 3,524,650 3,400,983 One-time(2) 5,101,875 8,564,743 Operating & Maintenance 24,484,106 21,567,615 22,745,985 9,316,939 Contingencies & Reserves 108,159,878 147,926,231 Capital - Major 1,449,691 20,242,670 2,154,655 19,339,874 Total Non-Department $ 27,256,215 $ 159,397,185 $ 28,425,290 $ 188,548,770 -21.37% 67.87% -56.80% 36.77% -4.46% 18.29% Total Management Svcs. with Non-Dept. $ 34,795,157 $ 167,845,381 $ 36,015,391 $ 197,299,751 17.55% (1) Non-Departmental includes contingencies & reserves of $108,159,878 in FY 2016-17 Adopted and $147,926,231 in FY 2017-18. (2) Ongoing and One-time Personnel Services detail not availab le for FY 2015-16 Actual. 332 City of Chandler 2017-18 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 2015-16 Revised 4.000 6.000 6.900 5.100 17.000 20.500 10.500 3.000 73.000 333 2016-17 Adopted 4.000 6.000 6.900 5.100 17.000 20.500 10.500 3.000 73.000 2016-17 Revised 4.000 6.000 6.900 5.100 17.000 20.500 10.500 3.000 73.000 % Change 2017-18 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 2017-18 Adopted Budget Management Services 2016-17 Management Services Accomplishments  Awarded 34th consecutive Certificate of Achievement for Excellence in Financial Reporting and 29th consecutive Distinguished Budget Presentation Award from the Government Finance Officers’ Association.  Maintained AAA General Obligation Bond (GO) credit ratings with stable outlooks from all three rating agencies.  Paid off 2007 outstanding GO refunding bonds from 2007 to realize savings and made an $8M reduction in the City’s GO Debt Service Fund as the initial step in meeting restrictions imposed by House Bill (HB) 2011 in the 2017 Legislative Session.  Successfully completed the first biennial audit of system development fees as required by state statute.  Implemented Government Accounting Standards Board (GASB) Pronouncement #72, Fair Value Measurement and Application, requiring additional investment information in the City Financial Report.  Finalized the Utility Rate Analysis and Cost of Service Study to determine future rate realignment between customer classes.  Transitioned Transaction Privilege (Sales) and Use Tax administration (Licensing and Collections) to the Arizona Department of Revenue (ADOR) to Centralize Reporting as required by HB 2111 beginning January 1, 2017.  Continued the Rental Tax Recovery Program that brought over 200 unlicensed properties into compliance and collected an additional $225,000 in tax revenue during Fiscal Year 2016-17.  Brought more than 206 unlicensed businesses into compliance with the City Tax Code through the use of tax data in the field, enhanced by geographical information system (GIS) mapping.  Partnered with the ADOR to provide Taxpayer Education Classes to more than 500 customers.  Awarded 13th consecutive Achievement of Excellence in Procurement Award from the National Procurement Institute and 12th consecutive Excellence in Achievement Agency Certification Award from the National Institute of Governmental Purchasing.  Completed population of new purchasing card (P-Card) database in the City’s Electronic Data Management System (EDMS), fully transitioning from paper to electronic records.  Launched pilot program for City Amazon Business account to allow for enhanced auditing, reporting, and trending of purchases by departments to support program compliance.  Implemented an inactive inventory reduction program to minimize obsolete and surplus inventory, maximizing inventory turnover.  Created and published three new online inventory catalogs featuring photos and product descriptions.  Conducted 15 environmental audits of City facilities resulting in corrective measures to enhance compliance with environmental regulations; completed asbestos assessments of 60 City owned facilities to determine that no new asbestos containing materials were introduced; and completed review and comment on 55 environmental site assessments prior to property acquisitions to ensure no environmental liability existed.  Responded to 14 hazardous materials incidents and successfully took corrective action as required.  Implementing improvements to the Utility Billing and Payment system which will include enhanced functionality to expand customers’ ability to make donations to the City's A-OK program, add automation to communicate to customers with excessive water use, increase integration with other City owned software systems, and enhance features for internal staff. 334 City of Chandler 2017-18 Adopted Budget Management Services A dministration serves the Management Services Department and provides finance and debt management, financial systems management, and support services to other City departments. In addition to maintaining the financial integrity of the City with comprehensive financial administration, this division also provides for the development, coordination, and review of all activities in the department including: Budget, Purchasing, Central Supply, Accounting, Tax and License, Utility Services, and Environmental Management. Division: Cost Center: Administration 1180 2017-18 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. 2016-17 2014-15 2015-16 2016-17 Year End 2017-18 Measures Actual Actual Projected Estimate * Projected Bond rating for general obligation bonds: Aaa Aaa Aaa Aaa Aaa Moody's Investor Service AAA AAA AAA AAA AAA Standard & Poor's Fitch Ratings AAA AAA AAA AAA AAA * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 335 City of Chandler 2017-18 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, Budget, and Tax and License systems. Supports Priority Based Budgeting Goal(s): Good Governance Objectives: ♦ Provide 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. 2016-17 2014-15 2015-16 2016-17 Year End 2017-18 Measures Actual Actual Projected Estimate * Projected Maintain all citywide financial applications at actively supported versions of vendor software 100% 100% 100% 100% 100% Ensure nightly and monthly Tax and License system jobs complete successfully(1) N/A 98%(2) 98%(2) 100%(3) 100%(3) Resolve all issues related to iExpense purchasing card processing prior to billing cycle(1) (4) N/A 100% 100% 100% 100% Ensure nightly Oracle interface transactions are processed successfully(1) N/A 99% 100% 99.9% 99.9% Resolve all issues related to timecard processing prior to processing in Oracle Payroll(1) N/A 100% 100% 100% 100% (1) (2) (3) (4) New measure beginning Fiscal Year (FY) 2015-16. Implemented Tax and License system fixes, which corrected monthly return issues causing 2% fluctuation. State began administration of Tax and License on January 1, 2017, reducing majority of returns, and E-tax (online payment system) decommissioned since tax payers now pay the State directly. Specialty Licenses still maintained. Measure revised beginning FY 2017-18. * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 336 City of Chandler 2017-18 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 2015-16 Actual Expenditures $ $ $ 560,035 $ 4,960 881 1,324 6,028 2,426 575,654 $ 575,654 $ 2016-17 Adopted Budget 2016-17 Adjusted Budget 567,197 $ 567,197 300 2,350 1,200 5,474 4,175 580,696 $ 580,696 $ 2016-17 Estimated Expenditures 580,163 $ 580,163 58,340 2,350 1,200 5,474 4,175 651,702 $ 651,702 $ 2017-18 Adopted Budget 579,000 $ 579,000 55,250 1,420 1,200 3,600 3,975 644,445 $ 644,445 $ 582,765 582,765 100 2,500 1,200 5,049 4,650 596,264 596,264 % Change Adopted to Adopted 2.74% 2.74% N/A -66.67% 6.38% 0.00% -7.76% 11.38% 2.68% * Ongoing and One-time Personnel Services detail not available for 2015-16 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 2013-14 Revised 0 0 1 0 1 1 1 4 2014-15 Revised 1 1 0 1 1 0 0 4 2015-16 Revised 1 1 0 1 1 0 0 4 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2017-18. 337 2016-17 Adopted 1 1 0 1 1 0 0 4 2016-17 Revised 1 1 0 1 1 0 0 4 2017-18 Adopted 1 1 0 1 1 0 0 4 City of Chandler 2017-18 Adopted Budget Management Services T he Budget Division ensures effective and efficient allocation of City resources to enable the City Council, City Manager, and City departments to provide quality services to our citizens. The division prepares, monitors, researches alternatives, and presents the City’s Annual Budget and Capital Improvement Program (CIP). The Budget Division is also responsible for development of long-range financial forecasts, regular financial reports, and providing assistance for citywide grant activities. Budget 1195 Division: Cost Center: 2017-18 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 (GFOA) 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 GFOA Distinguished Budget Presentation Award Obtain budget user survey results of satisfactory to excellent on budget process 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 100% 100% 100% 100% 100% 06/12/14 06/11/15 06/09/16 06/09/16 06/08/17 27 28 29 29 30 97% 97% 100% 97% 100% * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 338 City of Chandler 2017-18 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) 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 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. * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 339 City of Chandler 2017-18 Adopted Budget Management Services    Budget – 1195    Budget Summary 2015-16 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 2016-17 Adopted Budget 696,792 $ 5,279 910 1,231 2,279 706,490 $ 706,490 $ 698,040 $ 698,040 5,950 1,400 699 4,180 710,269 $ 710,269 $ 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 720,581 $ 720,581 5,950 1,400 699 4,180 732,810 $ 732,810 $ 2017-18 Adopted Budget 730,000 $ 730,000 5,650 1,400 671 3,345 741,066 $ 741,066 $ % Change Adopted to Adopted 734,923 734,923 6,160 1,400 699 3,970 747,152 747,152 5.28% 5.28% N/A 3.53% 0.00% 0.00% -5.02% 5.19% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual. Authorized Positions Position Title Budget Management Assistant Budget Manager Financial Analyst Senior Budget and Research Analyst Senior Financial Analyst Total 2013-14 Revised 1 1 1 2 1 6 2014-15 Revised 1 1 1 2 1 6 2015-16 Revised 1 1 0 3 1 6 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2017-18. 340 2016-17 Adopted 1 1 0 3 1 6 2016-17 Revised 1 1 0 3 1 6 2017-18 Adopted 1 1 0 3 1 6 City of Chandler 2017-18 Adopted Budget Management Services P urchasing 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. Purchasing 1220 Division: Cost Center: 2017-18 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 and 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. (1) ♦ Continually strive to improve Purchasing processes. 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 Identify and implement at least one process improvement annually(1) 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 88% 95% 95% 95% 95% Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes 26,750 28,356 28,500 28,500 29,000 475 487 475 465 450 $195,000 $244,349(2) $200,000 $200,000 $200,000 N/A 1(3) 1 2(3) 1 (1) New objective and measure beginning Fiscal Year (FY) 2015-16, and modified in FY 2016-17. Actual rebate exceeds estimate due to several large one-time purchases, including City-wide computer replacement program. (3) FY 2015-16 Improvement: Completion of full conversion to online auction format for all City surplus property, vehicles, and Police property and evidence; FY 2016-17 Improvement 1: Creation of EDMS database for Purchasing Card Program records and transition of paper program records to electronic records in a searchable database; FY 2016-17 Improvement 2: Creation of City Amazon Business account for tracking and analysis of P-Card spend through Amazon and launch of Amazon Business pilot program. (2) * 2016-17 Year End 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 2017-18 Adopted Budget Management Services    Purchasing – 1220    Budget Summary 2015-16 Actual Expenditures Description Personnel Services Total Personnel $ Ongoing* One-time* Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Total Cost Center - 1220 $ General Fund $ 2016-17 Adopted Budget 654,486 $ 790 934 4,262 3,624 664,095 $ 664,095 $ 674,929 $ 674,929 1,050 1,000 4,791 5,142 686,912 $ 686,912 $ 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 686,410 $ 686,410 1,050 1,000 4,791 5,142 698,393 $ 698,393 $ 2017-18 Adopted Budget 686,000 $ 686,000 1,175 1,000 4,600 5,108 697,883 $ 697,883 $ % Change Adopted to Adopted 681,573 681,573 1,050 1,000 4,699 5,234 693,556 693,556 0.98% 0.98% N/A 0.00% 0.00% -1.92% 1.79% 0.97% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Authorized Positions Position Title Administrative Assistant Administrative Specialist Information Support Specialist II Procurement Officer Purchasing & Material Manager Purchasing Specialist Senior Procurement Officer Total 2013-14 Revised 0 1 1 4 1 0 0 7 2014-15 Revised 1 0 0 3 0.9 1 1 6.9 2015-16 Revised 1 0 0 3 0.9 1 1 6.9 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2017-18. 342 2016-17 Adopted 1 0 0 3 0.9 1 1 6.9 2016-17 Revised 1 0 0 3 0.9 1 1 6.9 2017-18 Adopted 1 0 0 3 0.9 1 1 6.9 City of Chandler 2017-18 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: 2017-18 Performance Measurements Goal: Operate a sound inventory program to minimize operating costs 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:(1) ♦ Ensure inventory turnover ratio reflects adequate levels to reduce cost and meet supply needs. ♦ Ensure accurate tracking of inventory through efficient processes. 2016-17 2014-15 2015-16 2016-17 Year End Measures Actual Actual Projected Estimate * 2017-18 Projected Total dollar amount of inventory $1,088,000 $955,569 $900,000 $850,000 $800,000 (2) $1,679,107 $1,930,635 $1,900,000 $1,900,000 $2,000,000 1.54(4) 2.0 2.1 2.2 2.4 99% 99% 99% 99% 99% 800 870 1,000 826 850 Dollar value of material issued Maintain an inventory turnover ratio of 2.5 or greater(1)(3) Maintain an inventory accuracy rate of 98% or greater(1) Number of deliveries made (1) (2) (3) (4) Revised objectives and measures beginning Fiscal Year 2017-18. 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, but actively working to increase ratio. * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 343 City of Chandler 2017-18 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. (1) ♦ Provide a high level of service through timely pick-up of departmental surplus property. 2016-17 2014-15 2015-16 2016-17 Year End Measures Actual Actual Projected Estimate * Surplus property and scrap material revenue $94,487 $85,404 $100,000 $85,000 Surplus vehicle revenue Surplus property picked up within four working days (1) (2) $177,232 $90,000 (2) $200,000 $200,000 $200,000 98% 98% 99% 99% $475,961 96% 2017-18 Projected Revised objective beginning Fiscal Year (FY) 2017-18. FY 2015-16 actual exceeds estimate due to larger than usual number of vehicles replaced based on age and related costs to maintain. Goal:(3) Manage record retention policy efficiently, by providing pick-up and delivery service for departmental records, as well as managing records destruction with departments. Supports Priority Based Budgeting Goal(s): Good Governance Objectives:(3) ♦ Provide a high level of service through timely pick-up of records from departments. ♦ Notify departments, according to the State record retention schedules, when records have reached the destruction date. 2016-17 2014-15 2015-16 2016-17 Year End 2017-18 Measures Actual Actual Projected Estimate * Projected Notify departments of destruction date 30 days prior 95% 95% 95% 95% 95% Records picked-up within four working days 98% 99% 99% 99% 99% (3) Revised goal and objectives beginning FY 2017-18. * 2016-17 Year End 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 2017-18 Adopted Budget Management Services    Central Supply – 1225    Budget Summary 2015-16 Actual Expenditures Description Personnel Services Total Personnel $ Ongoing* One-time* Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Capital Replacement Total Cost Center - 1225 $ General Fund $ 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 358,685 $ 363,811 $ 369,379 $ 363,811 369,379 5,196 6,937 8,782 1,446 1,350 1,350 525 700 700 120 400 400 5,309 5,309 5,309 371,282 $ 378,507 $ 385,920 $ 371,282 $ 378,507 $ 385,920 $ 2017-18 Adopted Budget 371,350 $ 371,350 8,137 1,414 510 375 5,309 387,095 $ 387,095 $ % Change Adopted to Adopted 365,072 365,072 7,077 1,450 400 400 5,309 379,708 379,708 0.35% 0.35% N/A 2.02% 7.41% -42.86% 0.00% 0.00% 0.32% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Authorized Positions Position Title Administrative Assistant Administrative Support II Lead Supply Specialist Purchasing & Material Manager Supply Supervisor Supply Worker Total 2013-14 Revised 0 1 1 0 1 2 5 2014-15 Revised 1 0 1 0.1 1 2 5.1 2015-16 Revised 1 0 1 0.1 1 2 5.1 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2017-18. 345 2016-17 Adopted 1 0 1 0.1 1 2 5.1 2016-17 Revised 1 0 1 0.1 1 2 5.1 2017-18 Adopted 1 0 1 0.1 1 2 5.1 City of Chandler 2017-18 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. 2017-18 Performance Measurements Goal: Provide reliable, timely, accurate accounting services across all City Departments in all financial functions.(1) Supports Priority Based Budgeting Goal(s): Good Governance; Sustainable Economic Health Objective: ♦ Process City payroll, accounts payable vendor payments, accounts receivable invoices and statements, and special assessment billings accurately and in a timely manner.(1) ♦ Ensure a high level of customer service to City Department personnel and accurate Oracle entry, providing education when corrections are necessary.(2) Measures 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected Accounts payable payments issued 15,252 16,208 15,500 14,500 14,500 Payroll payments processed 48,900 53,578 51,150 50,800 50,800 (1) (2) Modified goal and objective beginning Fiscal Year (FY) 2017-18. New objective beginning FY 2017-18. 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. ♦ Ensure the annual financial statement audit and release of the CAFR is completed in a timely manner.(3) Measures Consecutive years for GFOA Certificate of Achievement for Excellence in Financial Reporting award Complete audit by second week in December(3) Complete release of financial report by third week in December(3) (3) 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 34 35 36 36 37 12/14/15 12/19/16 12/11/17 12/15/17 12/14/18 12/17/15 12/20/16 12/15/17 12/19/17 12/18/18 Objective and measures revised beginning FY 2017-18. * 2016-17 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. 346 City of Chandler 2017-18 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 2014-15 Actual In Compliance 2015-16 Actual In Compliance * 2016-17 Year End 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 2016-17 Projected In Compliance 2016-17 Year End Estimate * In Compliance 2017-18 Projected In Compliance City of Chandler 2017-18 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 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget % Change Adopted to Adopted $ 1,460,765 $ 1,526,442 $ 1,552,391 $ 1,406,390 $ 1,549,404 1,526,442 1,552,391 1,406,390 1,549,404 96,208 111,728 118,903 117,033 98,178 12,043 11,715 11,519 11,375 11,715 1,233 1,480 1,480 1,480 1,480 5,905 4,414 4,270 4,414 4,414 3,202 10,699 10,674 10,699 10,699 $ 1,579,356 $ 1,666,478 $ 1,699,237 $ 1,551,391 $ 1,675,890 $ 1,437,049 $ 1,511,863 $ 1,543,443 $ 1,441,846 $ 1,518,922 64,807 67,683 67,683 67,990 68,781 32,695 37,837 38,353 19,855 37,425 44,805 49,095 49,758 21,700 50,762 $ 1,579,356 $ 1,666,478 $ 1,699,237 $ 1,551,391 $ 1,675,890 1.50% 1.50% N/A -12.13% 0.00% 0.00% 0.00% 0.00% 0.56% * Ongoing and One-time Personnel Services detail not available for 2015-16 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 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 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 2016-17 Revised 1 4 1 0 1 1 1 4 3 0 1 17 2017-18 Adopted 1 4 1 0 1 1 1 4 3 0 1 17 Significant Budget and Staffing Changes During Fiscal Year (FY) 2016-17, one Accounting Specialist position was reclassified to Senior Accounting Specialist, and one Senior Financial Reporting Analyst position was reclassified to Senior Accountant. FY 2017-18 also reflects a decrease due to the elimination of one-time funding approved in FY 2016-17 for arbitrage compliance consulting. 348 City of Chandler 2017-18 Adopted Budget Management Services T he Tax and License Division administers the collection of transaction privilege (sales) and use taxes and issues tax and special regulatory licenses. Licensing provides general information to the public, processes tax returns and payments, and processes all tax and special regulatory license applications. License Compliance ensures businesses operating in the City are properly licensed. Revenue Collection recovers delinquent tax revenues owed to the City. Tax Audit provides taxpayer education, tax code guidance and interpretation, and conducts audits of taxpayer records to enhance voluntary compliance. Tax and License 1240 Division: Cost Center: 2017-18 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 license applications in accordance with code requirements and established performance standards.(1) ♦ Maintain a high level of customer satisfaction through the continuous enhancement of business processes and technology. ♦ Verify taxpayer data as reported to Arizona Department of Revenue (ADOR) through analytic processes.(1) ♦ 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(3) 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) (4) 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 90% 95% 95% 100% N/A(2) 100% 100% 100% 100% 100% 5 5 5 5 5 5% 5% 5% 3%(2) N/A(2) 24 24 24 N/A(2) N/A(2) 1.17% 1.08% 1.0% 1.0% 1.0% 26%(4) 24.1%(4) 20% 18%(2) N/A(2) 100% 100% 90% 90% 100% 2014-15 Actual Revised objectives beginning Fiscal Year (FY) 2017-18. Measure is affected in the current year, and will no longer be utilized in the future, as the ADOR began tax administration January 1, 2017. E-tax decommissioned February 3, 2017. Modified measure due to House Bill 2111 which requires all audits to be issued by ADOR. Chandler was pre-empted from performing audits without State approval effective January 1, 2015. Measure fell short of goal due to increasing number of total accounts and Collection staff shortages. * 2016-17 Year End 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 transitioned January 1, 2017. 349 City of Chandler 2017-18 Adopted Budget Management Services    Tax and License – 1240    Budget Summary 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget Description Personnel Services Total Personnel $ 1,609,729 $ 1,862,462 $ 1,886,514 $ 1,638,331 $ 1,887,191 Ongoing* 1,862,462 1,886,514 1,638,331 1,814,758 One-time* 72,433 Professional/Contract 3,857 4,700 14,700 14,700 4,700 Operating Supplies 44,065 43,990 57,878 54,840 38,250 Repairs/Maintenance 170,313 188,003 188,003 187,643 143,310 Communications/Transportation 7,830 10,616 10,616 9,400 12,866 Other Charges/Services 10,030 15,112 21,112 20,726 17,112 Total Cost Center - 1240 $ 1,845,825 $ 2,124,883 $ 2,178,823 $ 1,925,640 $ 2,103,429 General Fund $ 1,845,825 $ 2,124,883 $ 2,178,823 $ 1,925,640 $ 2,103,429 % Change Adopted to Adopted 1.33% -2.56% N/A 0.00% -13.05% -23.77% 21.19% 13.23% -1.01% * Ongoing and One-time Personnel Services detail not available for 2015-16 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 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 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 2016-17 Revised 1 0 0 1 1 1 1 0.5 1 2 0 4 0 6 1 1 20.5 2017-18 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) 2017-18 reflects the conversion of one vacant Tax & License Representative position from ongoing to one-time funding. FY 2017-18 also reflects a decrease due to the elimination of one-time funding approved in FY 2016-17 for Tax Mantra support and computer hardware. 350 City of Chandler 2017-18 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. 2017-18 Performance Measurements Goal: To 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%(2) Reduce 90-day aging dollar amount by 20%(2)(3) 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 99.9% 100% 100% 100% 100% 40%(1) 0.5% 100% 0.5% Base Year Base Year 100% 0.5% 100% 0.5% 100% 0.5% 5% 5% 7% 10% 10% 15% N/A N/A (1) 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, causing a lower performance measure. (2) New measure beginning FY 2015-16. New system implemented July 2014, with FY 2015-16 as the base year. (3) Automated collection process implemented in CIS end of FY 2015-16, with 90-day aging dollar amount expected to reduce significantly by FY 2017-18 as collection efforts increase. * 2016-17 Year End 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 2017-18 Adopted Budget Management Services    Utility Services – 1245    Budget Summary 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget Description Personnel Services Total Personnel $ 789,014 $ 794,134 $ 805,520 $ 673,130 $ 813,653 Ongoing* 794,134 805,520 673,130 813,653 One-time* Professional/Contract 393 4,000 5,855 6,359 7,000 Operating Supplies 76,492 70,470 70,470 84,301 70,470 Repairs/Maintenance 123,235 164,000 164,000 123,632 162,871 Communications/Transportation 322,777 310,199 310,199 311,596 311,288 Other Charges/Services 83,999 39,240 39,240 71,366 64,800 Total Cost Center - 1245 $ 1,395,911 $ 1,382,043 $1,395,284 $ 1,270,384 $ 1,430,082 General Fund $ 1,395,911 $ 1,382,043 $1,395,284 $ 1,270,384 $ 1,430,082 % Change Adopted to Adopted 2.46% 2.46% N/A 75.00% 0.00% -0.69% 0.35% 65.14% 3.48% * Ongoing and One-time Personnel Services detail not available for 2015-16 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 Manager Total 2013-14 Revised 0 0 1 1 0.5 1 0.5 6 1 11 2014-15 Revised 0 0.5 1 1 0.5 1 0 6 1 11 2015-16 Revised 1 0 1 1 0.5 1 0 5 1 10.5 2016-17 Adopted 1 0 1 1 0.5 1 0 5 1 10.5 Significant Budget and Staffing Changes Fiscal Year 2017-18 reflects addition of one-time and ongoing funding for utility lockbox fees. 352 2016-17 Revised 1 0 1 1 0.5 1 0 5 1 10.5 2017-18 Adopted 1 0 1 1 0.5 1 0 5 1 10.5 City of Chandler 2017-18 Adopted Budget Management Services E nvironmental Management provides environmental regulatory compliance oversight of City operations and facilities, and also performs environmental clean-up services when environmental releases or spills have occurred on City property. This division assures that the City performs environmental due diligence on all property acquisitions and dedication of real property to the City. This division also maintains the central environmental compliance files for the City. Division: Cost Center: Environmental Management 1265 2017-18 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. 2016-17 2014-15 2015-16 2016-17 Year End 2017-18 Measures Actual Actual Projected Estimate * Projected Environmental facility evaluations\audits performed 24 16(1) 20 15(1) 20 (1) Division had one FTE position unfilled in 2016 and 2017, which reduced Staff time available to conduct audits. 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 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected Percent of investigations reviewed within five working days of receipt 97% 98% 98% 98% 98% Total number of sites assessed 46(2) 35(2) 40 50 40 (2) 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. * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 353 City of Chandler 2017-18 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) 2014-15 Actual 46 2015-16 Actual 44(1) 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 50 60 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. * 2016-17 Year End 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 2017-18 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 Contingencies/Reserves Total Cost Center - 1265 Uninsured Liability Fund 2015-16 2016-17 Actual Adopted Expenditures Budget $ $ $ 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 346,836 $ 360,201 $ 364,401 $ 360,201 364,401 40,622 54,400 54,400 3,721 19,975 19,975 453 1,290 1,290 4,629 5,142 5,142 1,560 4,200 4,200 397,822 $ 445,208 $ 449,408 $ 397,822 $ 445,208 $ 449,408 $ 2017-18 Adopted Budget 248,000 $ 248,000 45,000 13,575 2,280 4,142 4,200 317,197 $ 317,197 $ % Change Adopted to Adopted 366,525 366,525 250,000 18,100 2,595 4,875 4,200 5,405 651,700 651,700 1.76% 1.76% N/A 359.56% -9.39% 101.16% -5.19% 0.00% N/A 46.38% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Authorized Positions Position Title Administrative Assistant Administrative Specialist Environmental Program Coordinator Environmental Program Manager Environmental Program Specialist Total 2013-14 Revised 0 0.5 1 1 1 3.5 2014-15 Revised 0.5 0 1 1 1 3.5 2015-16 Revised 0 0 1 1 1 3 2016-17 Adopted 0 0 1 1 1 3 Significant Budget and Staffing Changes Fiscal Year 2017-18 reflects additional one-time funding for environmental audit services. 355 2016-17 Revised 0 0 1 1 1 3 2017-18 Adopted 0 0 1 1 1 3 City of Chandler 2017-18 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 2015-16 2016-17 2016-17 2016-17 2017-18 Actual Adopted Adjusted Estimated Adopted Expenditures Budget Budget Expenditures Budget $ 2,475 $ 377,600 $ 530,500 $ 50,000 $ 377,600 31 95,600 95,600 5,000 95,600 $ 2,507 $ 473,200 $ 626,100 $ 55,000 $ 473,200 $ 2,507 $ 473,200 $ 626,100 $ 55,000 $ 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 2017-18. 356 City of Chandler 2017-18 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 2015-16 Actual Expenditures $ $ 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget 1,322,418 $ 9,427,022 $ 6,160,660 $ 3,524,650 $ 11,965,726 4,325,147 6,160,660 3,524,650 3,400,983 5,101,875 8,564,743 4,694,395 3,505,573 3,901,530 2,459,750 3,772,436 339,278 333,000 343,283 9,655 333,000 1,240 310 82 18,253,616 21,805,000 21,655,000 18,600,000 21,440,000 200,000 200,000 200,000 1,195,494 1,863,212 2,351,356 1,676,580 1,659,377 102,020,708 153,793,130 129,838,357 25,806,524 $139,154,515 $188,405,269 $ 26,270,635 $ 169,208,896 % Change Adopted to Adopted 26.93% -21.37% 67.87% 7.61% 0.00% N/A N/A -1.67% 0.00% -10.94% 27.27% 21.60% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. 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) 2016-17 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 ($34.5 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 reflect appropriation from FY 2016-17 anticipated to be unspent at year end. This carryforward appropriation is for operating cost centers within all funds. Once FY 2016-17 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 pages 359. Fund detail comprising the appropriation for the FY 2017-18 Budget is shown on the next page. 357 City of Chandler 2017-18 Adopted Budget Management Services    Non-Departmental – 1290    Description 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 Fund Public Housing Authority Elderly and Scattered Site Fund Public Housing Authority Management Fund Public Housing Authority Family Self Sufficiency Fund Housing Authority Section 8 Voucher Fund Capital Fund Program Grant Fund Proceeds Reinvestment Projects Fund General Obligation Debt Service Fund General Government Capital Projects Fund Capital Replacement Fund - Contingency Technology Replacement Fund - Contingency Vehicle Replacement Fund - Contingency Street Bond Fund Storm Sewer GO Bond Fund Arterial Street Impact Fund Grant Fund - Capital Park Bond Fund Community Park Impact Fees Fund Neighborhood Park Impact Fees Fund Municipal Arts Fund Park System Development Fund Parks NW System Development Fund Parks NE System Development Fund Parks SE System Development Fund Library Bond Fund Library Impact Fund Art Center Bond Fund Museum Bond Fund Public Building Impact Fees Fund Public Facility Bond Fund Police Bond Fund Police Impact Fund Fire Bond Fund Fire Impact Fund Special Assessment Fund Water Bond Fund Water System Development Fund Water Resource System Development Fees Fund Water Operating Fund Reclaimed Water System Development Fund Wastewaster Bond Fund Reclaimed Water Fund Wastewater System Development Fund Wastewater Operating Fund Wastewater Industrial Process Treatment Facilty Fund Solid Waste Operating Fund Airport Bond Fund Airport Operating Fund Workers Compensation Self-Insurance Trust Fund Insured Liability Self-Insurance Fund Uninsured Liability Self-Insurance Fund Short Term Disability Self-Insurance Fund Dental Self-Insurance Fund Medical Self-Insurance Trust Fund Museum Trust Fund Park & Recreation Trust Fund Library Trust Fund In-house Capital Fund Grand Total 2015-16 Actual Expenditures $ $ 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget 4,782,785 $ 49,292,003 $ 41,241,499 $ 4,411,885 $ 54,028,717 210,000 258,690 106,000 3,888,867 5,713,343 4,192,287 2,010,200 1,924,871 2,046,200 202,261 49,753 4,915,776 6,276 2 297,199 135,094 233 221,082 85,242 41,765 62,600 50,532 15,149 8,875 4,798 3,869 5,000 335,618 150,000 40,410 121,117 261,000 70,836 69,137 894,892 894,892 1,000,000 10,462,131 150,000 45,000 150,000 868,000 601,815 739,692 565,000 493,514 3,558,500 9,000,000 2,104,607 2,725,958 200,000 217,037 60,000 2,072,445 4,375,904 2,018,000 2,508,574 1,000,000 1,019,958 1,284,937 940,200 940,200 1,000 1,000 4,097 8,200 2,002,500 2,326,267 2,015,000 870,700 870,700 705,800 1,893,100 2,015,000 1,893,100 3,623,400 3,623,400 4,715,000 10,000 10,000 10,000 135,400 135,400 135,500 10,000 10,000 1,000 10,000 10,652 49,000 100,000 100,000 75,500 10,000 10,000 10,000 463,165 2,680,000 100,000 602,500 602,500 227,500 100,000 1,098,135 4,096,701 1,002,500 1,240,860 1,015,000 10,239 2,000,000 6,638,930 6,347,088 2,002,500 4,940,396 15,000 2,500 605,979 5,465,046 375,000 8,788,900 4,259 7,437,246 1,002,500 1,373,191 1,015,000 1,000,000 9,505,748 1,000,000 473,070 240,198 240,198 1,015,000 1,002,500 13,941,903 6,689 17,136,408 29,605,390 273,000 17,165,159 1,925,523 924,587 1,023,551 (570) 1,834,460 1,601,030 160,000 1,817,202 285 17,000 52,802 141,739 34,010 960,059 867,918 530,395 550,101 523,802 558,627 507,100 675,054 664,200 218,950 510,000 510,000 215,000 535,466 1,991,380 2,305,000 2,305,000 1,705,000 2,410,000 18,786,031 22,924,204 22,724,131 19,130,750 23,772,408 6 24 1,000 9,580 12,193 25,806,524 $ 139,154,515 $ 188,405,269 $ 26,270,635 $ 169,208,896 358 City of Chandler 2017-18 Adopted Budget Management Services Division: Function: Cost Center: Non-Departmental Contingencies/Reserves 1290 Budget Summary 2016-17 2017-18 Adopted Adopted Budget Budget $ 31,623,000 $ 34,516,500 6,000,000 5,100,000 11,000 131,000 894,892 1,000,000 5,000,000 5,051,137 5,237,573 1,864,000 1,972,700 21,640,198 21,757,310 500,000 1,000,000 5,735,400 5,811,500 17,223,745 14,818,300 6,544,607 24,538,726 2,959,866 4,108,686 441,000 329,000 1,150,000 3,735,225 433,000 730,700 $ 102,020,708 $ 129,838,357 Description General Fund 15% Contingency General Fund Encumbrance Reserve General Fund Council Reserve Debt Service Fund Contingency Special Revenue Funds Contingencies Special Revenue Funds Grant Reserve 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 9.15% -15.00% 1090.91% 11.75% 1.02% N/A 5.83% 0.54% 100.00% 1.33% -13.97% 274.95% 38.81% -25.40% 224.80% 68.75% 27.27% 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 $34.5 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. 359 City of Chandler 2017-18 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 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 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures $ 2017-18 Adopted Budget 1,061 $ - $ - $ 3,977 $ 3,977 4,816 75,000 186,832 185,773 3,497 3,697 2,000 2,000 2,000 14,060 12,900 25,800 928,991 1,026,500 2,794,909 793,659 6,139,170 1,412,930 18,087,874 4,980 258,595 13,000,000 14,811,485 1,141,749 1,250,000 557,627 233,691 $ 1,449,691 $20,242,670 $19,778,683 $ 2,154,655 $19,339,874 $ 928,991 $ 3,852,909 $ 3,852,909 $ 879,655 $ 3,437,100 520,700 16,389,761 15,925,774 1,275,000 15,902,774 $ 1,449,691 $20,242,670 $19,778,683 $ 2,154,655 $19,339,874 % Change Adopted to Adopted N/A N/A N/A -100.00% N/A 0.00% N/A -100.00% 194.63% N/A -90.38% N/A N/A -4.46% * Ongoing and One-time Personnel Services detail not available for 2015-16 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 2018-2027 Capital Improvement Program. 360 City of Chandler 2017-18 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 $ $ $ $ 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 $ $ $ $ 2017-18 Adopted Budget 450,000 3,100,000 187,773 14,350,101 18,087,874 3,437,100 14,650,774 18,087,874 % Change Adopted to Adopted 0.00% 181.82% -54.58% 243.65% 194.63% 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. 361 City of Chandler 2017-18 Adopted Budget Management Services 402 Equipment Replacement Fund: Function: Budget Summary Description 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget Machinery/Equipment Office Furniture/Equipment $ 215,132 $ - 892,250 $ - Total $ 215,132 $ 892,250 General Government - Airport $ - $ CAPA - Print, Mail & Graphics Community & Neighborhood Services - 926,068 $ 105,000 $ 1,031,068 $ 20,000 $ - 2016-17 Estimated Expenditures % Change Adopted to Adopted 69,067 $ 1,203,000 103,875 - 34.83% N/A 172,942 34.83% 20,000 $ 105,000 2017-18 Adopted Budget $ 1,203,000 - $ - 103,875 - - 35,250 - - Community Services 32,675 - 35,250 35,250 - Public Safety - Police 182,457 837,000 870,818 33,817 1,203,000 215,132 $ 892,250 $ 1,031,068 $ 172,942 $ 1,203,000 Equipment Replacement Fund $ Significant Budget Changes The Equipment Replacement Fund allows for the ongoing replacement of citywide operating equipment. 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 (FY) 2016-17 reflected the purchase of print, mail, and graphics copier equipment, police communication equipment, and park maintenance carts. FY 2017-18 reflects funding for the replacement of police communication equipment. 362 City of Chandler 2017-18 Adopted Budget Management Services Fund: Function: 403 Technology Replacement Budget Summary Description Operating Supplies 2015-16 2016-17 2016-17 2016-17 2017-18 Actual Adopted Adjusted Estimated Adopted Expenditures Budget Budget Expenditures Budget $ - $ - $ 985 $ 985 $ - % Change Adopted to Adopted N/A Repairs/Maintenance 575,674 422,100 554,859 560,677 454,000 7.56% Machinery/Equipment 2,290,684 2,069,943 2,119,403 2,113,584 1,807,395 -12.68% -9.26% Total $ 2,866,358 $ 2,492,043 $ 2,675,247 $ 2,675,246 $ 2,261,395 Technology Replacement Fund $ 2,866,358 $ 2,492,043 $ 2,675,247 $ 2,675,246 $ 2,261,395 Significant Budget Changes The Technology Replacement Fund allows for the ongoing replacement of citywide technology equipment. Under the existing Technology Replacement Policy, personal computers are used for at least seven 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) 2016-17, the City worked on several major technology replacement projects. This included regularly scheduled replacements of laptop computers, core citywide services servers, Police Department dispatch computers, Police Department records data storage and the Uninterruptable Power Supply unit in the Datacenter. FY 2017-18 replacement plans include various citywide servers and network firewalls, Library servers and data storage, Police Department network equipment, City Hall Datacenter Uninterruptible Power Supply unit, City Hall multi-function copiers, and public access computers for Tumbleweed Recreation Center. 363 City of Chandler 2017-18 Adopted Budget Management Services 404 Vehicle Replacement Fund: Function: Budget Summary Description 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget % Change Adopted to Adopted Machinery/Equipment $ 3,016,604 $ 5,474,625 $ 5,595,491 $ 1,787,503 $ 3,370,950 -38.43% Total $ 3,016,604 $ 5,474,625 $ 5,595,491 $ 1,787,503 $ 3,370,950 -38.43% Gen Gov't - CAPA $ Gen Gov't - Airport - $ 27,000 $ 28,440 $ 28,439 $ - - 48,000 48,000 - Gen Gov't - Building & Facilities 46,289 227,800 227,800 158,405 - Gen Gov't - Economic Development 27,249 - - - - Gen Gov't - Information Technology 21,880 - - - - - - 202,039 26,906 171,000 21,880 20,000 20,000 - 20,000 - - - - 69,800 57,506 - 58,675 - 58,675 Gen Gov't - Code Enforcement Gen Gov't - Planning Admin Services - Building & Facilities Community Services - Aquatics Community Services - Parks 48,000 268,692 - 299,125 90,688 204,975 Community Services - Recreation 63,107 - 47,375 - 47,375 Com & Nbhd Services - Code Enforcement 28,842 199,500 - - - Com & Nbhd Services - Aquatics - 58,675 - - - Com & Nbhd Services - Parks - 299,125 - - - Com & Nbhd Services - Recreation - 47,375 - - - Management Services - Central Supply - 29,500 29,500 - 29,500 Municipal Utilities - Solid Waste 53,188 212,600 212,600 - 212,600 Municipal Utilities - Water 404,201 691,700 691,700 258,081 427,700 Municipal Utilities - Wastewater 119,303 361,250 367,013 63,064 303,750 Fire, Health & Medical 216,668 387,000 433,124 95,375 334,500 Police 870,413 2,010,600 2,010,600 705,895 906,000 T&D - Development Services 42,620 161,500 161,500 85,245 54,400 T&D - Engineering 26,852 - - - - T&D - Capital Projects 76,697 27,200 27,200 - 27,200 T&D - Streets 516,641 552,050 552,050 160,822 401,400 T&D - Traffic Engineering 154,574 113,750 178,750 114,583 54,075 $3,016,603.82 $ 5,474,625 $ 5,595,491 $ 1,787,503 $ 3,370,950 Vehicle Replacement Fund Significant Budget Changes The Vehicle Replacement Fund allows for the ongoing replacement of citywide operating fleet vehicles 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, the Fleet Services Division 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. 364 MUNICIPAL UTILITIES 11 Activities and Functions Accomplishments Goals, Objectives, and Performance Measurements Budget Summary Position Summary MUNICIPAL UTILITIES No sedentary lifestyle for us. As we continue to grow, so too does the need for expanded infrastructure to deliver safe water while maintaining sewer and reclaimed water systems. Chandler is undertaking some significant projects to ensure your needs are met. City of Chandler 2017-18 Adopted Budget Municipal Utilities Assistant City Manager Municipal Utilities Administration Solid Waste Services Water/Wastewater Operations Environmental Resources Water Distribution Water Systems Maintenance Wastewater Collection Wastewater Quality Water Treatment Plant SanTan Vista Water Treatment Plant Ocotillo Brine Reduction Facility Airport Water Reclamation Facilty Water Quality Meter Services Lone Butte Wastewater Treatment Ocotillo Water Reclamation Facility 365 City of Chandler 2017-18 Adopted Budget Municipal Utilities The table below depicts the breakdown by division for the Fiscal Year 2017-18 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 2015-16 Actual Expenditures Expenditures by Cost Center Municipal Utilities Administration $ 1,002,126 Solid Waste Services 12,428,663 Solid Waste Capital 190,421 Water Distribution 4,767,158 Water Capital 12,814,167 Water Treatment Plant 3,904,204 Environmental Resources 5,917,973 Water Quality 1,561,246 5,510,801 Water Systems Maintenance San Tan Vista Water Treatment Plant 981,084 Meter Services 1,070,672 2,105,271 Wastewater Collection Wastewater Capital 45,980,481 Ocotillo Brine Reduction Facility 5,402,700 938,770 Lone Butte Wastewater Treatment Wastewater Quality 477,161 Airport Water Reclamation Facility 7,954,665 Ocotillo Water Reclamation Facility 3,179,410 Total $ 116,186,975 Expenditures by Category Personnel & Benefits Total Personnel Ongoing(1) One-time(1) Operating & Maintenance Capital - Major 2016-17 Estimated Expenditures 2017-18 Adopted Budget 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 $ 899,700 13,283,720 319,960 5,395,548 40,477,775 5,659,859 7,206,178 1,428,402 6,876,069 1,300,000 979,286 2,385,780 54,181,813 6,494,616 1,002,942 868,476 8,656,479 3,760,815 $ 161,177,418 936,825 13,372,154 778,896 5,192,106 76,756,098 5,805,236 7,804,025 1,707,592 6,545,757 1,282,519 1,078,812 2,494,609 101,250,860 9,587,078 1,408,436 733,249 9,690,609 7,939,186 $ 254,364,047 -10.81% 0.15% -12.13% 0.88% -26.99% 1.91% -2.28% 0.75% 3.12% 0.00% 2.64% 9.49% -44.62% -0.52% -0.03% 17.75% -1.53% 78.97% -29.48% $ 16,868,929 - $ 18,297,571 18,101,175 $ 17,244,307 17,047,911 $ 19,374,604 19,227,308 6.22% 40,332,976 58,985,070 Total $ 116,186,975 196,396 53,535,484 288,844,370 $ 360,677,425 196,396 48,953,563 94,979,548 $ 161,177,418 147,296 56,203,589 178,785,854 $ 254,364,047 -25.00% 4.98% -38.10% -29.48% 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 2016-17 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 16.000 197.000 2016-17 Revised 7.000 22.000 28.000 13.500 8.000 12.000 21.500 11.000 10.000 17.000 1.000 5.000 25.000 16.000 197.000 Ongoing and One-time Personnel Services detail not availab le for 2015-16 Actual Expenditures. 366 $ % Change Adopted to Adopted $ 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) 2016-17 Adopted Budget % Change 2017-18 Adopted to Adopted Adopted 7.000 -12.50% 22.000 0.00% 28.000 0.00% 13.500 3.85% 8.000 -11.11% 12.000 0.00% 21.500 7.50% 11.000 0.00% 10.000 0.00% 17.000 0.00% 1.000 0.00% 5.000 25.00% 24.000 -7.69% 26.000 62.50% 206.000 4.57% City of Chandler 2017-18 Adopted Budget Municipal Utilities 2016-17 Municipal Utilities Accomplishments  The Household Hazardous Waste (HHW) Collection Facility serviced 3,300 residents who dropped off approximately 155,061 pounds of HHW. Solid Waste Services reused or recycled approximately 110,262 pounds of HHW, achieving a diversion rate of approximately 71 percent.  Diverted approximately 1,300 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 $2,000.  Successfully implemented a collection schedule change for trash and recycling collection, affecting approximately 30,000 households citywide with negligible impact to customer service expectations.  Partnered with Chandler Fashion Center to host the 2nd annual "Trashion Fashion Show". Twenty-four contestants ranged in ages 10 to 18, designing and wearing garments made of recyclable or reusable materials. Staff worked with the contestants for a period of three months prior to the event, providing guidance in designing garments made of at least 75 percent recyclable or reusable materials.  Delivered over 20.7 billion gallons of drinking water from wells and water treatment plants to more than 83,000 service connections.  Secured additional water supplies to encourage new development and to ensure all of the existing residents and businesses demands are met now and into the future.  Water conservation presentations were provided to 7,268 Chandler school children and 703 adults.  Saved 63,575,000 gallons of water through the Water Conservation Rebate, Residential Audit, High Water Use Notification and Landscape Consultation Programs.  Construction underway for the shared San Tan Vista Water Treatment Plant expansion with Town of Gilbert. This expansion continues the partnership in a 48 million gallon per day (MGD) water treatment facility. Chandler will add another 12 MGD in water production capacity, for a total Chandler capacity of 24 MGD.  Successfully completed maintenance on 13,100 hydrants throughout the City.  The Airport and Ocotillo Water Reclamation Facilities recharged nearly 2.1 billion gallons of reclaimed water for future recovery or to use as potable water credits.  Treated and reclaimed 10.3 billion gallons of wastewater at the Airport, Lone Butte, and Ocotillo Water Reclamation Facilities; 8.2 billion gallons of which were reused for irrigation.  Delivered over 690 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 Arizona Water Association Wastewater Systems Project of the Year Award for the Manganaro Lift Station.  Construction underway for the Ocotillo Water Reclamation Facility expansion. This expansion is required to accommodate normal expected growth as the City approaches maximum system capacity and increases the capacity from 10 to 15 MGD.  Completed construction on four new Aquifer Storage and Recovery (ASR) Wells located in south Chandler near the Ocotillo Water Reclamation Facility. The City now has a total of 10 ASR wells at this location. The wells are used to recharge water into the aquifer during times of low irrigation demand and to pump water from the aquifer during times of high irrigation demand. 367 City of Chandler 2017-18 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. 2017-18 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 2014-15 Actual Number of Customer Service Requests (all Municipal Utilities cost centers) Number of public meetings with citizens/neighborhoods 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 429 359 430 350 360 7 5 6 6 6 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 2014-15 Actual Represent City at agency and civic group meetings (1) 2015-16 Actual 61 66 Measure no longer being used effective Fiscal Year 2016-17. * 2016-17 Year End 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 2016-17 Projected N/A(1) 2016-17 Year End Estimate * N/A(1) 2017-18 Projected N/A(1) City of Chandler 2017-18 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 2015-16 Actual Expenditures 2016-17 Adopted Budget $ 2016-17 Adjusted Budget 836,422 $ 928,751 $ 928,751 132,773 35,410 10,631 42,081 1,303 2,000 10,919 14,053 7,204 25,201 2,875 2,875 $ 1,002,126 $ 1,050,371 $ $ 640,456 $ 715,104 $ 361,671 335,267 $ 1,002,126 $ 1,050,371 $ 2017-18 Adopted Budget 2016-17 Estimated Expenditures 852,135 852,135 57,332 42,081 2,000 14,053 25,201 2,875 995,677 735,297 260,380 995,677 $ $ $ $ 817,500 817,500 41,200 18,220 770 7,135 12,000 2,875 899,700 648,595 251,105 899,700 $ $ $ $ 815,433 815,433 35,410 42,081 2,000 13,825 25,200 2,876 936,825 716,338 220,487 936,825 % Change Adopted to Adopted -12.20% -12.20% N/A 0.00% 0.00% 0.00% -1.62% 0.00% 0.03% -10.81% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Authorized Positions Position Title Business Systems Support Analyst IT Programmer/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 2013-14 Revised 0 0 0 1 1 0 1 1 0 1 1 0 6 2014-15 Revised 1 0 1 1 1 1 0 0 1 1 1 0 8 2015-16 Revised 1 0 1 1 1 1 0 0 1 1 0 1 8 2016-17 Adopted 1 0 1 1 1 1 0 0 1 1 0 1 8 2016-17 Revised 0 1 1 1 1 1 0 0 1 1 0 0 7 2017-18 Adopted 0 1 1 1 1 1 0 0 1 1 0 0 7 Significant Budget and Staffing Changes During Fiscal Year 2016-17, one Utility Program Coordinator position was transferred to cost center 3830, Water Treatment Plant, and one Business Systems Support Analyst position was renamed IT Programmer/Analyst. 369 City of Chandler 2017-18 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. 2017-18 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 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected Waste tonnage 84,316 81,987 81,000 80,069 80,000 Recycling tonnage 22,345 22,229 22,200 22,305 22,300 27% 27% 27% 28% 28% 48,447 65,194(1) 43,000 75,150 75,000 44/ 3,600 46/ 3,800 45/ 4,000 45/ 4,000 45/ 4,000 95% 96% 96% 96% 97% Waste diversion percentage Field inspections Education presentations/attendees Customer satisfaction(2) (1) (2) Increase due to a full staff that conducts field inspections. Customer Satisfaction measurement is based on average customer service ratings from annual on-line and mailed surveys. * 2016-17 Year End 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 2017-18 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 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 97% 97% 96% 96% 97% Pass Pass Pass Pass Pass Ongoing survey for customer satisfaction with self-haul use of the RSWCC, including household hazardous waste drop-off. * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 371 City of Chandler 2017-18 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 Capital Replacement Total Cost Center - 3700 Grant Fund** Solid Waste Operating Fund Grand Total 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget $ 1,591,531 $ 1,832,987 $ 1,863,947 $ 1,726,471 $ 1,823,330 1,823,330 1,726,471 1,863,947 1,832,987 10,345,401 10,565,937 10,566,080 10,345,401 10,130,742 521,076 501,128 597,880 591,250 376,644 410,128 311,438 325,526 310,128 184,880 57,404 57,001 57,884 57,884 38,844 750 500 750 750 59,010 53,000 59,010 59,010 32,298 29,711 23,865 29,711 29,711 29,380 81,000 81,000 81,000 44,344 44,344 44,380 44,344 44,344 $ 12,428,663 $ 13,352,465 $ 13,626,132 $ 13,283,720 $ 13,372,154 - $ 70,000 $ 70,000 $ $ 9,762 $ 13,283,720 13,372,154 13,556,132 13,282,465 12,418,901 $ 12,428,663 $ 13,352,465 $ 13,626,132 $ 13,283,720 $ 13,372,154 % Change Adopted to Adopted -0.53% -0.53% N/A 0.00% -11.87% 32.24% -0.83% 0.00% 0.00% 0.00% 0.00% 0.00% 0.15% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. ** Effective July 1, 2017, the Adopted Budget for operating Grant funding will be in cost center 1290, Non-departmental. The Adjusted Budget, Actual Expenditures, and Estimated Expenditures will continue to reflect Grant funds. 372 City of Chandler 2017-18 Adopted Budget Municipal Utilities    Solid Waste Services – 3700    Authorized Positions Position Title Customer Service Representative Customer Service Supervisor Executive Assistant Recycling Coordinator Senior Administrative Assistant Senior Solid Waste Environmental Specialist Senior Solid Waste Field Specialist Solid Waste Environmental Specialist Solid Waste Environmental Specialist - CDL Solid Waste Environmental Technician Solid Waste Field Specialist II Solid Waste Field Specialist III Solid Waste Field Supervisor Solid Waste Manager Solid Waste/Recycling Supervisor Solid Waste Representative Total 2013-14 Revised 4 1 1 1 0 0 1 0 0 2 3 6 1 1 1 0 22 2014-15 Revised 0 1 0 1 1 2 0 10 0 0 0 0 2 1 0 4 22 2015-16 Revised 0 1 0 1 1 2 0 10 0 0 0 0 2 1 0 4 22 2016-17 Adopted 0 1 0 1 1 2 0 10 0 0 0 0 2 1 0 4 22 2016-17 Revised 0 1 0 1 1 2 0 8 2 0 0 0 2 1 0 4 22 2017-18 Adopted 0 1 0 1 1 2 0 8 2 0 0 0 2 1 0 4 22 Significant Budget and Staffing Changes During Fiscal Year (FY) 2016-17 two Solid Waste Environmental Specialist positions were reclassified to Solid Waste Environmental Specialist - CDL. Effective July 1, 2017, the Adopted Budget for operating Grant funding will be in cost center 1290, Nondepartmental, rather than in cost center budgets. Expenditures will continue to occur within the Department and the budget will be adjusted accordingly. This change is intended to improve the management of grants by keeping the grant budgets out of cost center budgets until the notification of grant award is officially received by the City. FY 2017-18 reflects one-time funding for contract maintenance for the Paseo Vista Recreation Area. 373 City of Chandler 2017-18 Adopted Budget Municipal Utilities Division: Cost Center: Solid Waste Capital 3710 Capital Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Operating Supplies Other Charges/Services Contingencies/Reserves Land/Improvements Building/Improvements Total Cost Center - 3710 Solid Waste Operating Fund 2015-16 Actual Expenditures $ $ $ 1,878 $ 110 26,721 161,713 190,421 $ 190,421 $ 2016-17 Adopted Budget - $ 886,386 886,386 $ 886,386 $ 2016-17 Adjusted Budget 2016-17 Estimated Expenditures - $ 5,740 743,116 748,856 $ 748,856 $ 307 $ 307 115 97 319,441 319,960 $ 319,960 $ 2017-18 Adopted Budget 10,000 428,896 340,000 778,896 778,896 % Change Adopted to Adopted N/A N/A N/A N/A N/A -51.61% N/A N/A -12.13% * Ongoing and One-time Personnel Services detail not available for 2015-16 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) 2017-18 reflects the carryforward of uncompleted project funding from FY 2016-17. Detail on the capital program is available in the 2018-2027 Capital Improvement Program. 374 City of Chandler 2017-18 Adopted Budget Municipal Utilities W ater Distribution maintains more than 1,194 miles of water mains, 122 miles of reclaimed water mains, 12,933 fire hydrants, 34,415 water valves, and 1,727 reclaimed water valves. This cost center responds to blue stake requests for the location and marking of water mains and sanitary sewer lines within the City limits and ensures fire hydrants, valves, and water meters are properly installed and maintained. Division: Cost Center: Water Distribution 3800 2017-18 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. (1) ♦ Final inspection of new meter and box installation adjusted by developer . Measures Fire hydrant preventative maintenance (inspection and repair) Number of water meter installations Number of water meter replacements Number of valves maintained (3) (4) Number of blue stakes performed Number of hydrant meter installations and relocations completed within 48 hours of request Number of meter/box final inspections (1) (2) (3) (4) (1) 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 12,620 13,090 13,150 13,200 13,350 896 (2) 950 950 900 3,000 2,969 3,500 2,750 2,500 22,500 23,292 25,750 24,000 24,000 20,588 26,501 21,600 22,000 22,500 432 211 450 300 300 N/A N/A N/A N/A 1,000 1,321 New objective and measure beginning in Fiscal Year 2017-18 for meter final inspection 5/8 to 2” without backflow. Increase in the number of installations due to 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. * 2016-17 Year End 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 2017-18 Adopted Budget Municipal Utilities    Water Distribution – 3800    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Machinery/Equipment Water System Improvements Capital Replacement Total Cost Center - 3800 Water Operating Fund 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget $ 2,369,147 $ 2,406,982 $ 2,455,467 $ 2,322,000 $ 2,453,083 2,455,467 2,322,000 2,453,083 2,406,982 416,962 419,462 481,171 412,530 419,462 1,827,429 1,827,429 2,142,309 2,056,600 1,433,853 55,186 57,186 57,251 54,470 34,757 27,280 28,744 25,933 27,214 24,752 5,250 5,250 5,250 5,250 4,393 24,400 24,400 24,400 18,343 24,400 82,962 79,962 102,244 105,890 49,267 14,000 8,500 14,603 30,871 14,500 213,578 213,578 294,324 295,184 310,777 73,512 73,512 76,007 73,512 73,512 $ 4,767,158 $ 5,147,013 $ 5,676,464 $ 5,395,548 $ 5,192,106 $ 4,767,158 $ 5,147,013 $ 5,676,464 $ 5,395,548 $ 5,192,106 % Change Adopted to Adopted 1.92% 1.92% N/A 0.00% 0.00% -3.50% 16.13% 0.00% 0.00% 3.75% -41.38% 0.00% 0.00% 0.88% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Authorized Positions Position Title Administrative Specialist GIS Technician I GIS Technician II Lead Utility Systems Technician Lead Utility Systems Technician - CDL Senior Administrative Assistant Utility Field Supervisor Utility Location Coordinator Utility Systems Technician I Utility Systems Technician I - CDL Utility Systems Technician II Utility Systems Technician II - CDL Utility Systems Technician III Utility Systems Technician III - CDL Water Distribution Superintendent Total 2013-14 Revised 2 1 1 5 0 0 2 2 0 0 12 0 2 0 1 28 2014-15 Revised 0 1 1 5 0 1 3 2 1 0 12 0 1 0 1 28 2015-16 Revised 0 1 1 5 0 1 3 2 0 0 13 0 1 0 1 28 2016-17 Adopted 0 1 1 5 0 1 3 2 0 0 13 0 1 0 1 28 2016-17 Revised 0 1 1 0 5 1 3 2 0 1 0 12 0 1 1 28 2017-18 Adopted 0 1 1 0 5 1 3 2 0 1 0 12 0 1 1 28 Significant Budget and Staffing Changes During Fiscal Year 2016-17, five Lead Utility Systems Technician positions were renamed Lead Utility Systems Technician - CDL, one Utility Systems Technician II position was renamed Utility Systems Technician I - CDL, twelve Utility Systems Technician II positions were renamed Utility Systems Technician II - CDL, and one Utility Systems Technician III position was renamed Utility Systems Technician III - CDL.. 376 City of Chandler 2017-18 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 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 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget $ 2016-17 Estimated Expenditures 2017-18 Adopted Budget 115,928 $ - $ - $ 60,360 $ 60,360 2,156,209 43,095,059 70,173,078 30,291,334 5,530,000 109,667 119,100 30,660 75 330 45,116 1,857 60,000 60,000 50,000 55,819,504 56,404,098 1,698,269 1,700,000 2,987,714 1,135,695 14,772,000 7,896,225 4,452,000 19,945,766 7,443,797 792,679 3,582,954 1,513,742 $ 12,814,167 $105,126,563 $ 96,868,612 $ 40,477,775 $ 76,756,098 $ 9,685,345 $ 33,133,254 $ 28,618,924 $ 19,511,712 $ 20,960,912 2,260,447 59,532,122 56,594,226 11,376,007 53,605,180 748,052 3,855,427 3,251,948 1,513,742 1,738,206 120,324 8,605,760 8,403,514 8,076,314 451,800 $ 12,814,167 $ 105,126,563 $ 96,868,612 $ 40,477,775 $ 76,756,098 % Change Adopted to Adopted N/A N/A N/A -87.17% N/A N/A N/A -16.67% 1.05% 768.94% -100.00% N/A -26.99% * Ongoing and One-time Personnel Services detail not available for 2015-16 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) 2017-18 reflects the carryforward of uncompleted project funding from FY 2016-17. Detail on the capital program is available in the 2018-2027 Capital Improvement Program. 377 City of Chandler 2017-18 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 2017-18 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 2014-15 Actual 2015-16 Actual 2016-17 Projected In In In Compliance Compliance Compliance 2016-17 Year End Estimate * 2017-18 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) 2014-15 Actual 2015-16 Actual 11,253 11,831 * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 378 2016-17 Projected 12,500 2016-17 Year End Estimate * 12,327 2017-18 Projected 12,500 City of Chandler 2017-18 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 2014-15 Actual $219 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected $190 $225 $200 $200 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) 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 99.19% 99.73% 95.00% 99.00% 99.00% 0.81% 0.27%(2) 5.00% 1.00% 1.00% 2014-15 Actual Measures reflect the percentage of the total samples taken annually. Fiscal Year (FY) 2015-16 Actual is lower than FY 2014-15 Actual 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. *2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 379 City of Chandler 2017-18 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 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget $ 1,118,429 $ 1,158,223 $ 1,265,974 $ 1,238,000 $ 1,297,050 1,158,223 1,265,974 1,238,000 1,297,050 275,731 125,193 254,682 254,182 125,193 758,824 1,705,871 2,215,615 2,205,478 1,676,415 153,098 180,056 211,458 192,432 180,056 9,864 16,215 16,215 10,630 14,829 1,000 1,000 1,000 1,542,157 2,012,533 2,012,533 1,700,000 2,012,533 35,080 50,014 50,014 48,115 50,588 436,550 436,550 436,550 11,022 11,022 11,022 11,022 11,022 $ 3,904,204 $ 5,696,677 $ 6,475,063 $ 5,659,859 $ 5,805,236 $ 3,904,204 $ 5,696,677 $ 6,475,063 $ 5,659,859 $ 5,805,236 % Change Adopted to Adopted 11.99% 11.99% N/A 0.00% -1.73% 0.00% -8.55% 0.00% 0.00% 1.15% 0.00% 0.00% 1.91% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Authorized Positions Position Title Executive Assistant Senior Administrative Assistant Utility Operations Manager Utility Program Coordinator Water Plant Operator I Water Plant Operator II Water Systems Operations Superintendent Total 2013-14 Revised 1 0 0 0 5 5 1 12 2014-15 Revised 0 1 0 0 5 6 1 13 2015-16 Revised 0 1 0 0 5 6 1 13 2016-17 Adopted 0 1 0 0 5 6 1 13 2016-17 Revised 0 1 0.5 1 5 5 1 13.5 2017-18 Adopted 0 1 0.5 1 5 5 1 13.5 Significant Budget and Staffing Changes During Fiscal Year 2016-17, .5 FTE was transferred as a Utilities Engineer Manager and reclassified to the Utilities Operations Manager position from cost center 3840, Environmental Resources, a Water Plant Operator II position was transferred to cost center 3860, Water Systems Maintenance, and reclassified to Utility Maintenance Manager, and a Utility Program Coordinator position was transferred from cost center 3050, Municipal Utilities Administration. 380 City of Chandler 2017-18 Adopted Budget Municipal Utilities E nvironmental Resources is responsible for protecting Chandler’s existing water supplies, estimating Chandler’s future water demands, negotiating, acquiring, and managing Chandler’s water resources, and promoting water conservation through public programs, elementary school education programs, rebates, demonstration projects, and workshops. This cost center is also responsible for following the status of new federal and state laws, rules, and regulations pertaining to the Clean Water and Safe Drinking Water Acts, and reviewing and tracking all Municipal Utilities Department plans and projects. Division: Cost Center: Environmental Resources 3840 2017-18 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 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 26 26 26 26 26 Maintain surface water rights and contracts(1) 90,785 AF 90,785 AF 90,785 AF 90,785 AF 90,785 AF Secure long-term storage credits as measured in acre-feet (AF)(2) 10,521 AF 9,675 AF 8,000 AF(3) 9,350 AF 9,300 AF (1) (2) (3) Supply under normal conditions. One acre-foot of water will meet the needs of six Chandler residents for one year. Accumulation of long term storage credits is dependent on available water supplies. *2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 381 City of Chandler 2017-18 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 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 21 21 22 22 20 475 437 500 600 500 83 71 75 75 75 11,320 9,389 10,000 10,000 10,000 Number of residential water conservation packets distributed 625 860 500 800 800 Number of rebates issued 164 197 150 150 150 Number of residential water audits 363 227 300 300 300 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 * 2016-17 Year End 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 2017-18 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 2014-15 Actual 2015-16 Actual 3 * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 383 3 2016-17 Projected 2016-17 Year End Estimate * 4 4 2017-18 Projected 3 City of Chandler 2017-18 Adopted Budget Municipal Utilities    Environmental Resources – 3840    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Capital Replacement Total Cost Center - 3840 Grant Fund** Water Operating Fund Grand Total 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget $ 1,053,323 $ 1,137,958 $ 1,156,003 $ 915,000 $ 985,249 1,137,958 1,156,003 915,000 985,249 4,679,841 6,529,503 7,106,011 6,006,025 6,510,303 20,919 81,013 81,013 38,356 51,013 25,475 29,030 30,834 29,698 29,030 5,019 17,942 17,942 13,295 18,842 295 6,917 11,520 11,520 11,520 11,520 117,270 169,954 169,954 183,370 189,154 8,914 8,914 8,914 8,914 8,914 $ 5,917,973 $ 7,985,834 $ 8,582,191 $ 7,206,178 $ 7,804,025 $ - $ 30,000 $ 30,000 $ - $ 5,917,973 7,955,834 8,552,191 7,206,178 7,804,025 $ 5,917,973 $ 7,985,834 $ 8,582,191 $ 7,206,178 $ 7,804,025 % Change Adopted to Adopted -13.42% -13.42% N/A -0.29% -37.03% 0.00% 5.02% N/A 0.00% 11.30% 0.00% -2.28% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. ** Effective July 1, 2017, the Proposed Budget for operating Grant funding will be in cost center 1290, Non-departmental. The Adjusted Budget, Actual Expenditures, and Estimated Expenditures will continue to reflect Grant funds. Authorized Positions Position Title Construction Project Manager Engineer Engineering Project Manager Utilities Engineering Manager Utility Analyst Utility Regulatory Affairs Manager Water Conservation Coordinator Water Conservation Specialist Water Regulatory Affairs Manager Water Resource Manager Total 2013-14 Revised 1 0 1 1 1 0 1 1 1 1 8 2014-15 Revised 1 1 1 1 1 0 1 1 1 1 9 2015-16 Revised 1 1 1 1 1 0 1 1 1 1 9 2016-17 Adopted 1 1 1 1 1 0 1 1 1 1 9 2016-17 Revised 1 1 1 0 1 1 1 1 0 1 8 2017-18 Adopted 1 1 1 0 1 1 1 1 0 1 8 Significant Budget and Staffing Changes During Fiscal Year 2016-17, .5 FTE of the Utilities Engineering Manager position was moved to both cost centers 3830, Water Treatment Plant and 3860, Water Systems Maintenance, and reclassified to Utility Operations Manager, and the Water Regulatory Affairs Manager position was renamed Utility Regulatory Affairs Manager. Effective July 1, 2017, the Adopted Budget for operating Grant funding will be in cost center 1290, Nondepartmental, rather than in cost center budgets. Expenditures will continue to occur within the Department and the budget will be adjusted accordingly. This change is intended to improve the management of grants by keeping the grant budgets out of cost center budgets until the notification of grant award is officially received by the City. 384 City of Chandler 2017-18 Adopted Budget Municipal Utilities W ater Quality is responsible for ensuring that the City water supply meets compliance standards set by the federal and state government. This is accomplished through a program of sampling, laboratory testing, reporting, and record keeping. This area also manages the backflow prevention and flushing programs in order to prevent contamination of the City’s potable water supply and assure a palatable taste for the customer. Water Quality 3850 Division: Cost Center: 2017-18 Performance Measurements Goal: Ensure water quality and regulatory compliance with federal, state, county, and local regulations through sample collection, laboratory testing, and backflow prevention. Supports Priority Based Budgeting Goal(s): Safe Community Objectives: ♦ Conduct sampling and analysis of bacteriological activity in the City’s drinking water. ♦ Assure customer satisfaction by responding to water quality complaints in a timely and courteous manner. ♦ Conduct a proactive backflow prevention testing program. ♦ Perform sampling of new mains to eliminate contamination of existing mains. Measures Collect and conduct 150 bacteriological tests per month throughout the City’s distribution system Water quality complaints responded to within 24 hours Ensure annual testing requirements are met for all documented backflow assemblies Perform sampling on all new water mains 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 2014-15 Actual * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 385 City of Chandler 2017-18 Adopted Budget Municipal Utilities    Water Quality – 3850    Budget Summary 2015-16 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 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget 1,231,530 $ 1,230,731 $ 1,148,003 $ 1,079,200 $ 1,260,069 1,260,069 1,079,200 1,148,003 1,230,731 160,317 120,100 194,027 183,291 88,253 191,832 144,240 186,832 186,832 167,233 6,000 8,000 6,000 6,000 3,850 43,983 36,450 42,687 42,687 29,847 500 500 500 19,400 23,879 23,879 23,879 19,520 21,012 21,012 21,012 21,012 21,012 1,561,246 $ 1,694,932 $ 1,622,940 $ 1,428,402 $ 1,707,592 1,561,246 $ 1,608,239 $ 1,536,247 $ 1,340,428 $ 1,619,595 87,974 87,997 86,693 86,693 1,561,246 $ 1,694,932 $ 1,622,940 $ 1,428,402 $ 1,707,592 % Change Adopted to Adopted 2.38% 2.38% N/A -12.53% 2.68% 0.00% 3.04% 0.00% 0.00% 0.00% 0.75% * Ongoing and One-time Personnel Services detail not available for 2015-16 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 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 Revised 3 1 0 0 2 1 1 1 3 12 2016-17 Adopted 3 1 0 0 2 1 1 1 3 12 2016-17 Revised 4 1 0 0 1 1 1 1 3 12 2017-18 Adopted 4 1 0 0 1 1 1 1 3 12 Significant Budget and Staffing Changes During Fiscal Year 2016-17, one Water Operations Compliance Specialist position was transferred to cost center 3950, Wastewater Quality, and reclassified to Senior Industrial Waste Inspector, and one Chemist position was transferred from cost center 3970, Ocotillo Water Reclamation Facility. 386 City of Chandler 2017-18 Adopted Budget Municipal Utilities W ater Systems Maintenance is responsible for providing Chandler residences, businesses, and industries with a sufficient and continuous supply of potable water. This is accomplished through the pumping of wells and boosting of water from storage reservoirs. The facilities consist of 34 wells and 21 booster stations with reservoirs, which are controlled by a state-of-the-art supervisory and data acquisition system. Water Systems Maintenance 3860 Division: Cost Center: 2017-18 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 2014-15 Actual 2015-16 Actual 2016-17 Projected In Compliance In Compliance In Compliance 2016-17 Year End Estimate * 2017-18 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) 2014-15 Actual 2015-16 Actual 4,405 2016-17 Projected 4,590 4,500 2016-17 Year End Estimate * 2017-18 Projected 4,700 4,700 2016-17 Year End Estimate * 2017-18 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 2014-15 Actual 2015-16 Actual $383 $392 * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 387 2016-17 Projected $400 City of Chandler 2017-18 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 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 388 City of Chandler 2017-18 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 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget $ 1,786,689 $ 1,880,759 $ 1,934,119 $ 1,920,000 $ 2,099,325 1,880,759 1,934,119 1,920,000 2,099,325 2,020 15,461 15,966 14,896 15,461 753,265 826,823 887,424 840,988 845,813 868,493 1,253,338 1,825,240 1,661,750 1,209,405 4,533 23,274 23,274 11,604 23,286 500 2,500 2,500 1,500 2,500 1,615,464 1,651,940 1,651,940 1,641,940 1,651,940 54,580 31,977 54,580 54,580 47,030 408,228 696,764 600,650 600,650 696,764 42,797 39,632 38,587 38,587 39,597 $ 5,510,801 $ 6,347,912 $ 7,130,394 $ 6,876,069 $ 6,545,757 $ 5,510,801 $ 6,347,912 $ 7,130,394 $ 6,876,069 $ 6,545,757 % Change Adopted to Adopted 11.62% 11.62% N/A 0.00% 2.30% -3.51% 0.05% 0.00% 0.00% 0.00% 0.00% 10.91% 3.12% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Authorized Positions Position Title Instrumentation Technician IT Application Support Specialist Landscape Compliance Coordinator Senior Utilities Mechanic Senior Utilities Mechanic - CDL Senior Utilities Predictive Maintenance Technician Utilities Electrician Utilities Maintenance Worker Utilities Predictive Maintenance Technician Utilities Systems Maintenance Coordinator Utilities Systems Maintenance Superintendent Utility Maintenance Manager Utility Maintenance Supervisor Utility Operations Manager Total 2013-14 Revised 4 1 0 9 0 0 4 2 0 1 1 0 0 0 22 2014-15 Revised 4 0 0 8 0 0 3 2 1 1 1 0 0 0 20 2015-16 Revised 4 0 0 8 0 0 3 2 1 1 1 0 0 0 20 2016-17 Adopted 4 0 0 8 0 0 3 2 1 1 1 0 0 0 20 2016-17 Revised 4 0 1 6 1 1 3 2 0 0 0 1 2 0.5 21.5 2017-18 Adopted 4 0 1 6 1 1 3 2 0 0 0 1 2 0.5 21.5 Significant Budget and Staffing Changes During Fiscal Year 2016-17, .5 FTE of the Utility Engineering Manager position was transferred from cost center 3840, Environmental Resources and reclassified to Utility Operations Manager, one Senior Utilities Mechanic position was reclassified to Senior Utilities Mechanic - CDL, one Water Plant Operator II position was transferred from cost center 3830, Water Treatment Plant, and reclassified to Utility Maintenance Manager, one Senior Utilities Mechanic position was renamed Landscape Compliance Coordinator, one Utilities Systems Maintenance Coordinator position was reclassified to Utility Maintenance Supervisor, one Utilities Systems Maintenance Superintendent position was reclassified to Utility Maintenance Supervisor, and one Utilities Predictive Maintenance Technician position was renamed Senior Utilities Predictive Maintenance Technician. 389 City of Chandler 2017-18 Adopted Budget Municipal Utilities S an Tan Vista Water Treatment Plant is a joint effort between the City of Chandler and Town of Gilbert. The plant provides Chandler and Gilbert residences, Cost Center: businesses, and industries with a sufficient and continuous supply of potable water. The Town of Gilbert will operate the plant under a long-term contract. San Tan Vista Water Treatment Plant 3870 Division: 2017-18 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 2014-15 Actual 2015-16 Actual 2016-17 Projected In In In Compliance Compliance Compliance 2016-17 Year End Estimate * 2017-18 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) (2) 2014-15 Actual 2015-16 Actual N/A 2016-17 Projected 4,200 4,100 2016-17 Year End Estimate * 3,100(2) 2017-18 Projected 3,500 New measure beginning in Fiscal Year 2015-16. San Tan Vista is under construction and will be offline for approximately four months. 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 2014-15 Actual 2015-16 Actual $95 $86 * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 390 2016-17 Projected $99 2016-17 Year End Estimate * $90 2017-18 Projected $99 City of Chandler 2017-18 Adopted Budget Municipal Utilities    San Tan Vista Water Treatment Plant – 3870    Budget Summary Description Professional/Contract Total Cost Center - 3870 Water Operating Fund 2015-16 2016-17 2016-17 2016-17 2017-18 Actual Adopted Adjusted Estimated Adopted Expenditures Budget Budget Expenditures Budget $ 981,084 $ 1,282,519 $ 1,320,569 $ 1,300,000 $ 1,282,519 $ 981,084 $ 1,282,519 $ 1,320,569 $ 1,300,000 $ 1,282,519 $ 981,084 $ 1,282,519 $ 1,320,569 $ 1,300,000 $ 1,282,519 Significant Budget Changes There are no significant budget changes for Fiscal Year 2017-18. 391 % Change Adopted to Adopted 0.00% 0.00% City of Chandler 2017-18 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 2017-18 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 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 980,382 980,424 988,000 981,000 982,000 95% 97% 97% 97% 97% 98.7% 99.5% 99.5% 99.5% 99.5% 23,732 22,593 24,000 25,000 25,000 2,400 1,994 2,000 2,250 2,400 * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 392 City of Chandler 2017-18 Adopted Budget Municipal Utilities    Meter Services – 3880    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingencies/Reserves Capital Replacement Total Cost Center - 3880 Water Operating Fund 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures $ 721,409 $ 745,397 $ 756,177 $ 745,397 756,177 847 100,000 24,274 308,359 142,042 248,354 19,124 26,710 26,766 4,682 7,350 7,350 2,000 2,000 175 2,000 2,000 9,510 9,510 16,075 16,075 16,075 $ 1,070,672 $ 1,051,084 $ 1,092,506 $ $ 1,070,672 $ 1,051,084 $ 1,092,506 $ 2017-18 Adopted Budget 704,500 $ 773,041 704,500 773,041 20,000 20,000 210,250 222,542 20,911 26,710 6,550 6,434 500 2,000 1,000 2,000 9,510 16,075 16,075 979,286 $ 1,078,812 979,286 $ 1,078,812 % Change Adopted to Adopted 3.71% 3.71% N/A -80.00% 56.67% 0.00% -12.46% N/A 0.00% 0.00% 0.00% 0.00% 2.64% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Authorized Positions Position Title Senior Utility Billing Representative Utility Meter Technician Utility Meter Technician II Utility Meter Technician Supervisor Utility Systems Technician II Total 2013-14 Revised 1 7 2 1 0 11 2014-15 Revised 1 7 1 1 1 11 2015-16 Revised 1 7 1 1 1 11 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2017-18. 393 2016-17 Adopted 1 7 1 1 1 11 2016-17 Revised 1 7 1 1 1 11 2017-18 Adopted 1 7 1 1 1 11 City of Chandler 2017-18 Adopted Budget Municipal Utilities Division: Cost Center: Wastewater Collection 3900 W astewater Collection is responsible for maintaining all system appurtenances such as pipes, manholes, and pumping stations. 2017-18 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 928 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. 2014-15 Actual Measures 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected Number of odor complaints received Number of blockages originating in City sewer mains 23 15 65(1) 50 50 10 13 20(1) 15 15 (2) 99 110 100 100 100 57 62 70(3) 65 65 144 154.7 175(4) 100 125 Number of roach complaints received Number of sewer service repairs that are the City’s responsibility Number of sewer line miles cleaned annually (1) (2) (3) (4) 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. 2016-17 Wastewater Collection foresees an increase in sewer service repairs due to aging infrastructure. Wastewater Collection’s expectation to increase sewer miles cleaned was not realized due to vacancy. * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 394 City of Chandler 2017-18 Adopted Budget Municipal Utilities    Wastewater Collection – 3900    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingencies/Reserves Capital Replacement Total Cost Center - 3900 Wastewater Operating Fund 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget $ 888,684 $ 881,567 $ 898,789 $ 892,000 $ 891,636 881,567 898,789 892,000 891,636 772,465 787,560 968,566 952,000 930,560 254,855 303,872 339,463 313,800 307,872 26,226 38,278 42,697 39,000 38,278 7,359 18,092 18,092 11,030 18,176 1,500 1,500 1,500 1,500 100,026 169,505 169,505 110,000 228,505 18,597 31,024 31,978 29,392 31,024 10,000 10,000 10,000 37,058 37,058 37,058 37,058 37,058 $ 2,105,271 $ 2,278,456 $ 2,517,648 $ 2,385,780 $ 2,494,609 $ 2,105,271 $ 2,278,456 $ 2,517,648 $ 2,385,780 $ 2,494,609 % Change Adopted to Adopted 1.14% 1.14% N/A 18.16% 1.32% 0.00% 0.46% 0.00% 34.81% 0.00% 0.00% 0.00% 9.49% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Authorized Positions Position Title Administrative Specialist GIS Technician II Lead Utility Systems Technician Lead Utility Systems Technician - CDL Senior Administrative Assistant Utility Systems Technician II Utility Systems Technician II - CDL Utility Systems Technician III Utility Systems Technician III - CDL Wastewater Collections Superintendent Total 2013-14 Revised 1 1 1 0 0 4 0 2 0 1 10 2014-15 Revised 0 1 1 0 1 4 0 2 0 1 10 2015-16 Revised 0 1 1 0 1 4 0 2 0 1 10 2016-17 Adopted 0 1 1 0 1 4 0 2 0 1 10 2016-17 Revised 0 1 0 1 1 0 4 0 2 1 10 2017-18 Adopted 0 1 0 1 1 0 4 0 2 1 10 Significant Budget and Staffing Changes During Fiscal Year (FY) 2016-17, one Lead Utility Systems Technician position was renamed Lead Utility Systems Technician – CDL, four Utility System Technician II positions were renamed Utility System Technician II - CDL, and two Utility System Technician III positions were renamed Utility System Technician III - CDL. FY 2017-18 reflects ongoing funding for a sewer main cleaning contract; in addition to ongoing funding for increases in operations and maintenance costs for Wastewater Collections. 395 City of Chandler 2017-18 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 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 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget $ 49,040 $ - $ 171,753 1,010,000 3,998,179 882 80 61,761 500,000 1,743,431 60,000 154,827 170,711,421 382,185 27,815 152,868 146,411 45,161,912 10,550,000 140,121,831 $ 45,980,481 $182,831,421 $146,192,494 $ 382,185 $ 27,815 $ 27,815 1,520,378 9,375,220 9,004,529 19,343,801 33,474,714 24,968,966 19,683,091 107,456,064 94,516,661 5,051,027 31,997,608 17,173,983 500,000 500,000 $ 45,980,481 $ 182,831,421 $ 146,191,954 2016-17 Estimated Expenditures 2017-18 Adopted Budget $ 14,504 $ 14,504 146,739 1,150,000 321 23 16,615 55,000 91,475,860 6,410,000 119,530 53,884,081 2,160,000 $ 54,181,813 $101,250,860 $ - $ 377,114 10,982,415 4,839,896 27,049,070 43,788,012 50,722,183 5,176,791 11,997,192 500,000 $ 54,181,813 $ 101,250,860 % Change Adopted to Adopted N/A N/A N/A 13.86% N/A N/A -100.00% -8.33% -46.41% N/A N/A N/A -79.53% -44.62% * Ongoing and One-time Personnel Services detail not available for 2015-16 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) 2017-18 reflects the carryforward of uncompleted project funding from FY 2016-17. Detail on the capital program is available in the 2018-2027 Capital Improvement Program. 396 City of Chandler 2017-18 Adopted Budget Municipal Utilities T he 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: 2017-18 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) 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 3,488 4,910 5,110(1) 4,910(2) 4,910 473 546(3) 694(1) 609(2) 609 90% 92% 92% 95%(4) 95% Increase is expected due to Intel Corporation adding cooling tower blow-down to the influent stream. Decrease due to Intel Corporation deciding not to bring cooling tower blow-down to the influent stream. Increase is expected to recover over 90 percent of the 1.5 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. * 2016-17 Year End 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 2017-18 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 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget $ 1,477,784 $ 1,691,551 $ 1,725,002 $ 1,490,000 $ 1,622,594 1,691,551 1,725,002 1,490,000 1,622,594 1,154,809 756,031 1,719,606 1,400,300 801,031 1,687,040 3,263,595 2,971,264 2,374,130 3,204,210 119,669 223,305 219,546 218,800 219,546 6,595 5,968 5,968 5,700 5,968 250 250 250 250 936,111 965,000 965,000 965,000 965,000 14,159 24,025 24,025 23,050 24,025 2,689,784 2,989,784 2,700,000 8,892 8,892 33,292 8,892 11,162 8,494 8,494 8,494 6,534 $ 5,402,700 $ 9,636,895 $ 10,637,831 $ 6,494,616 $ 9,587,078 $ 5,402,700 $ 9,636,895 $ 10,637,831 $ 6,494,616 $ 9,587,078 % Change Adopted to Adopted -4.08% -4.08% N/A 5.95% -1.82% -1.68% 0.00% 0.00% 0.00% 0.00% 0.38% 274.40% 31.41% -0.52% * Ongoing and One-time Personnel Services detail not available for 2015-16 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 Utility Maintenance Supervisor Total 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 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 2016-17 Revised 0 2 0 1 9 0 1 2 1 1 17 2017-18 Adopted 0 2 0 1 9 0 1 2 1 1 17 Significant Budget and Staffing Changes During Fiscal Year (FY) 2016-17, one Plant Operations Supervisor position was reclassified to Utility Maintenance Supervisor. FY 2017-18 includes one-time funding for a new vehicle along with ongoing funding for its replacement for the Utility Maintenance Supervisor. 398 City of Chandler 2017-18 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. 2017-18 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 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected Treatment cost per 1 MG $790 $803 $850 $820 $860 Percent compliance with GRIC lease agreement 97% 94% 98% 90%(1) 95% Reuse of wastewater (MGD) 2.93 3.20 3.20 2.90 2.90 (1) Decrease due to algae blooms reducing total suspended solids (TSS) removal. * 2016-17 Year End 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 2017-18 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 2015-16 Actual Expenditures $ $ $ 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget 148,096 148,453 $ 149,688 $ 140,000 $ 126,378 $ 149,688 140,000 148,096 148,453 100,100 108,020 122,324 104,120 92,173 606,605 312,750 609,605 625,273 287,330 30,200 27,000 30,200 43,577 25,770 2,500 3,070 2,470 3,070 3,070 500 500 500 469,923 390,000 467,068 387,308 467,068 4,185 5,085 5,085 3,300 2,459 10,400 10,400 10,400 28,000 28,000 25,000 28,000 12,590 2,292 2,292 2,292 2,292 2,292 938,770 $ 1,408,793 $ 1,460,132 $ 1,002,942 $ 1,408,436 938,770 $ 1,408,793 $ 1,460,132 $ 1,002,942 $ 1,408,436 % Change Adopted to Adopted -0.24% -0.24% N/A 3.75% -0.49% 0.00% 0.00% 0.00% 0.00% -17.70% 0.00% 0.00% 0.00% -0.03% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Authorized Positions Position Title Wastewater Treatment Plant Operator III Total 2013-14 Revised 1 1 2014-15 Revised 1 1 2015-16 Revised 1 1 Significant Budget and Staffing Changes There are no significant budget and staffing changes for Fiscal Year 2017-18. 400 2016-17 Adopted 1 1 2016-17 Revised 1 1 2017-18 Adopted 1 1 City of Chandler 2017-18 Adopted Budget Municipal Utilities W astewater Quality is charged with managing and administering the Industrial Wastewater Pretreatment Program. This program regulates and issues permits to industrial users who discharge pollutants into the wastewater collection system. Wastewater Quality 3950 Division: Cost Center: 2017-18 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 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected Review industrial and City sampling reports to ensure compliance (1) 166 127 120 118 115 Conduct compliance sampling for aquifer protection and reuse permits 160 172 140 148 152 1,177 1,041 1,000 1,100 1,040 29 35 34 33 35 Number of grease traps and sand and oil interceptors inspected Number of significant industrial user inspections conducted to determine compliance with applicable requirements (1) Sampling reports reviewed may vary dependent on the number of sampling events conducted. * 2016-17 Year End 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 2017-18 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 Machinery/Equipment Capital Replacement Total Cost Center - 3950 Reclaimed Water Operating Fund Wastewater Operating Fund Grand Total 2015-16 Actual Expenditures $ $ $ $ 344,133 93,562 25,583 641 500 4,280 8,462 477,161 477,161 477,161 2016-17 Adopted Budget $ $ $ $ 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 355,987 $ 467,667 $ 355,987 467,667 94,863 326,731 72,495 121,599 4,357 4,357 500 500 8,680 8,680 79,000 79,000 6,841 6,841 622,723 $ 1,015,375 $ 49,694 $ 49,694 $ 573,029 965,681 622,723 $ 1,015,375 $ 472,636 472,636 311,000 71,545 2,804 3,650 6,841 868,476 50,103 818,373 868,476 2017-18 Adopted Budget $ $ $ $ 439,685 439,685 94,863 72,495 4,117 500 8,680 79,000 24,400 9,509 733,249 50,063 683,186 733,249 % Change Adopted to Adopted 23.51% 23.51% N/A 0.00% 0.00% -5.51% 0.00% 0.00% 0.00% N/A 39.00% 17.75% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Authorized Positions Position Title Industrial Waste Inspector Pretreatment Supervisor Senior Industrial Waste Inspector Total 2013-14 Revised 1 1 2 4 2014-15 Revised 1 1 2 4 2015-16 Revised 1 1 2 4 2016-17 Adopted 1 1 2 4 2016-17 Revised 1 1 3 5 2017-18 Adopted 1 1 3 5 Significant Budget and Staffing Changes During Fiscal Year (FY) 2016-17, one Water Operations Compliance Specialist position was transferred from cost center 3850, Water Quality, and reclassified to Senior Industrial Waste Inspector. FY 2017-18 includes one-time funding for a new vehicle along with ongoing replacement funding for the Sr. Industrial Waste Inspector position. 402 City of Chandler 2017-18 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. 2017-18 Performance Measurements Goal: Efficiently treat municipal wastewater to State of Arizona permit water quality standards for reuse and recharge purposes. Supports Priority Based Budgeting Goal(s): Safe Community; Sustainable Economic Health Objectives: ♦ Maintain efficient treatment cost per million gallons (MG). ♦ Maintain water quality compliance for Aquifer Protection Permits and Reuse Permits issued by the Arizona Department of Environmental Quality. ♦ Continue to reuse and recharge reclaimed water. ♦ Conserve potable water by supplying reclaimed water for irrigation. Measures Treatment cost per 1 MG Percent compliance with permits Reuse of wastewater (MGD) Recharge of reclaimed water (MGD) (1) 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected $990 $1,034 $1,100 $1,000 $1,050 99.7% 100% 100% 100% 100% 12.87 12.95 13.50 14.10 12.00(1) 4.13 5.04 5.00 4.20 4.00 Decrease due to anticipated reduction of wastewater flows into reclamation facility. * 2016-17 Year End 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 City of Chandler 2017-18 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 Street Improvements Capital Replacement Total Cost Center - 3960 Reclaimed Water Operating Fun Wastewater Operating Fund Grand Total 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget $ 2,376,578 $ 2,505,482 $ 2,543,340 $ 2,367,000 $ 2,386,691 2,505,482 2,543,340 2,367,000 2,386,691 1,191,791 1,518,211 1,602,831 1,399,300 1,492,974 1,655,376 1,761,753 1,841,963 1,646,550 1,876,973 152,062 146,600 187,742 140,700 146,600 19,537 24,726 24,726 22,900 25,290 1,000 1,000 500 1,000 3,263,815 2,952,200 3,108,949 2,393,996 3,263,815 65,822 73,327 65,827 65,827 71,741 500,000 500,000 1,000,000 32,899 50,000 63,120 25,000 25,000 13 28,805 29,965 28,805 28,805 29,095 $ 7,954,665 $ 9,841,219 $ 10,585,049 $ 8,656,479 $ 9,690,609 $ - $ 1,323,415 $ 1,323,415 $ 1,278,068 $ 1,217,440 7,378,411 8,473,169 9,261,634 7,954,665 8,517,804 $ 7,954,665 $ 9,841,219 $ 10,585,049 $ 8,656,479 $ 9,690,609 * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. 404 % Change Adopted to Adopted -4.74% -4.74% N/A -1.66% 6.54% 0.00% 2.28% 0.00% -4.74% 11.39% 0.00% 100.00% N/A 0.00% -1.53% City of Chandler 2017-18 Adopted Budget Municipal Utilities    Airport Water Reclamation Facility – 3960    Authorized Positions Position Title Administrative Specialist Business Systems Support Analyst Instrumentation Technician Senior Administrative Assistant Senior Utilities Mechanic Senior Utilities Mechanic - CDL Utilities Electrician Utilities Mechanic Utilities Predictive Maintenace Technician Utilities Systems Analyst Utilities Systems Maintenance Coordinator Utilities Systems Maintenance Superintendent Utility Maintenance Supervisor Utility Operations Manager Utility Program Coordinator Wastewater Facilities Manager Wastewater Facilities Superintendent Wastewater Maintenance Superintendent Wastewater Treatment Plant Operator I Wastewater Treatment Plant Operator II Total 2013-14 Revised 1 0 3 0 4 0 2 1 0 1 1 1 0 1 0 0 1 0 2 6 24 2014-15 Revised 0 1 4 1 5 0 3 1 0 0 1 1 0 1 0 0 1 0 2 5 26 2015-16 Revised 0 1 4 1 5 0 3 1 0 0 1 0 0 1 0 1 0 1 2 5 26 2016-17 Adopted 0 1 4 1 5 0 3 1 0 0 1 0 0 1 0 1 0 1 2 5 26 2016-17 Revised 0 1 4 1 3 1 2 1 1 0 0 0 1 1 1 1 0 0 2 5 25 2017-18 Adopted 0 1 3 1 3 1 2 1 1 0 0 0 1 1 1 1 0 0 2 5 24 Significant Budget and Staffing Changes During Fiscal Year 2016-17, one Utilities Electrician position was reclassified to Utility Program Coordinator, one Senior Utilities Mechanic position was reclassified to Senior Utilities Mechanic - CDL, one Wastewater Maintenance Superintendent position was renamed Utility Maintenance Supervisor, one Utilities Systems Maintenance Coordinator position was reclassified to Utility Maintenance Supervisor and transferred to cost center 3970, Ocotillo Water Reclamation Facility, and one Senior Utilities Mechanic position was renamed Utilities Predictive Maintenance Technician. As of July 1, 2017, one Instrumentation Technician position is transferred to cost center 3970, Ocotillo Water Reclamation Facility. 405 City of Chandler 2017-18 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. 2017-18 Performance Measurements Goal: To maintain treatment cost compliance with Arizona Department of Environmental Quality regulations and to maintain wastewater reuse and recharge. Supports Priority Based Budgeting Goal(s): Safe Community; Sustainable Economic Health Objectives: ♦ Maintain efficient treatment cost per million gallons (MG). ♦ Maintain water quality compliance for Aquifer Protection Permits and Reuse Permits issued by Arizona Department Environmental Quality. ♦ Continue to reuse and recharge reclaimed water. Measures Treatment cost per 1 MG Percent compliance with permits 2014-15 Actual 2015-16 Actual 2016-17 Projected 2017-18 Projected $1,577 $1,285 $1,500 $1,400 $1,475 100% 100% 100% 100% 100% (1) 8.50 0.90 1.35 Reuse of wastewater (MGD) 6.17 5.78 8.50 Recharge of reclaimed water (MGD) 1.58 1.00 1.25 (1) 2016-17 Year End Estimate * Construction activities at the facility temporarily reduced treatment capacity. * 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. 406 5.95 City of Chandler 2017-18 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 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures $ 2017-18 Adopted Budget 946,894 $ 1,392,743 $ 1,413,449 $ 1,160,000 $ 2,379,322 1,196,347 1,217,053 963,604 2,232,026 196,396 196,396 196,396 147,296 450,553 445,780 540,136 550,200 1,437,914 985,094 1,009,588 1,327,138 1,209,650 1,729,769 94,857 76,350 78,985 78,150 76,350 2,202 15,390 15,450 5,400 15,162 1,000 1,000 1,000 1,000 565,618 916,500 916,500 700,500 1,666,500 20,143 31,500 31,500 30,500 31,500 500,000 500,000 500,000 91,739 25,000 25,000 74,000 22,311 22,311 22,311 25,415 27,669 $ 3,179,410 $ 4,436,162 $ 4,871,469 $ 3,760,815 $ 7,939,186 $ 3,179,410 $ 4,436,162 $ 4,871,469 $ 3,760,815 $ 7,939,186 * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. 407 % Change Adopted to Adopted 70.84% 86.57% -25.00% 222.56% 71.33% 0.00% -1.48% 0.00% 81.83% 0.00% 0.00% 196.00% 24.02% 78.97% City of Chandler 2017-18 Adopted Budget Municipal Utilities    Ocotillo Water Reclamation Facility – 3970    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 Utility Maintenance Supervisor Wastewater Facilities Superintendent Wastewater Treatment Plant Operator I Wastewater Treatment Plant Operator II Total 2013-14 Revised 0 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 0 1 3 12 2015-16 Revised 0 1 0 1 1 1 0 1 2 0 1 1 3 12 2016-17 Adopted 1 1 1 1 1 1 0 1 2 0 1 2 4 16 2016-17 Revised 1 0 1 1 1 1 0 1 2 1 1 2 4 16 2017-18 Adopted 1 0 2 1 1 2 0 1 2 1 2 7 6 26 Significant Budget and Staffing Changes During Fiscal Year (FY) 2016-17, one Utilities Systems Maintenance Coordinator position was reclassified to Utility Maintenance Supervisor and transferred from cost center 3960, Airport Wastewater Reclamation Plant, and one Chemist position was transferred to cost center 3850, Water Quality. As of July 1, 2017, one Instrumentation Technician position is transferred from cost center 3960, Airport Water Reclamation Plant. FY 2017-18 reflects the addition of one Wastewater Facilities Superintendent, one Utilities Electrician, five Wastewater Treatment Plant Operator I, and two Wastewater Treatment Plant Operator II positions. FY 2017-18 reflects one-time funding for a new vehicle, along with ongoing funding for operations and maintenance of the Ocotillo Water Reclamation Facility Expansion. 408 POLICE 12 Activities and Functions Accomplishments Goals, Objectives, and Performance Measurements Budget Summary Position Summary POLICE Through prevention and performance, Chandler continues to experience some of its lowest crime rates in decades, due in part to the professionalism of the Chandler Police Department and its relentless endeavor to keep Chandler a safe community. City of Chandler 2017-18 Adopted Budget Police Department 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 409 City of Chandler 2017-18 Adopted Budget Police Department The table below depicts the breakdown by division for the 2017-18 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 2015-16 Actual Expenditures Expenditures by Cost Center Police Administration $ 4,017,239 $ Professional Standards 1,049,135 Property and Evidence 393,686 Forensic Services 2,248,899 Field Operations 34,161,527 Criminal Investigations 14,326,489 Planning and Research 1,070,821 Communications 4,769,555 Police Technology 1,590,645 Records 1,708,799 Detention Services 2,390,908 Community Resources and Training 4,769,344 Police Capital 1,620,376 Total $ 74,117,422 $ One-time Operating & Maintenance Capital - Major % Change Adopted to Adopted $ 62,724,753 $ 60,057,231 $ 62,764,210 $ 63,437,794 57,820,361 60,527,340 60,597,894 4.80% 2,236,870 2,236,870 2,839,900 9,772,293 11,246,884 9,221,611 9,761,981 1,620,376 12,915,864 667,801 12,517,633 Total $ 74,117,422 $ 84,219,979 $ 72,653,622 $ 85,717,408 26.96% -13.20% -3.08% 1.78% 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 3,843,284 $ 3,321,688 $ 1,074,663 1,104,843 424,884 422,625 2,816,308 2,434,917 32,226,467 33,770,721 13,977,042 14,140,536 1,122,894 1,152,740 5,134,131 5,185,405 1,888,573 1,780,161 1,793,814 1,801,790 2,607,567 2,575,650 4,394,488 4,294,745 12,915,864 667,801 84,219,979 $ 72,653,622 $ 2017-18 Adopted Budget -15.99% 3.94% 1.36% -11.76% 9.57% 0.78% -9.71% 0.24% 4.64% -0.82% -1.38% -7.76% -3.08% 1.78% 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) 2016-17 Estimated Expenditures 3,228,786 1,116,963 430,671 2,485,181 35,311,803 14,085,502 1,013,899 5,146,707 1,976,260 1,779,032 2,571,574 4,053,397 12,517,633 85,717,408 Expenditures by Category Personnel & Benefits Total Personnel Ongoing(1) (1) 2016-17 Adopted Budget 2016-17 Adopted 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 2016-17 Revised 10.000 8.000 5.000 21.000 225.000 94.000 9.000 46.000 11.000 24.000 11.000 29.000 493.000 Ongoing and One-time Personnel Services detail not availab le for 2015-16 Actual Expenditures. 410 % Change 2017-18 Adopted to Adopted Adopted 10.000 0.00% 8.000 0.00% 5.000 0.00% 21.000 0.00% 231.000 4.05% 94.000 0.00% 9.000 0.00% 46.000 0.00% 11.000 0.00% 24.000 0.00% 13.000 18.18% 29.000 -9.38% 501.000 1.62% City of Chandler 2017-18 Adopted Budget Police Department 2016-17 Police Department Accomplishments  Crime in Chandler continues to be historically low. The crime rate in Chandler remains under 27 Part I crimes per 1,000 population, matching crime rates in 2013, one of the lowest rates Chandler had experienced in over 30 years.  In 2016, full deployment of the body worn camera systems was completed, every first responder now equipped with a body worn camera.  Designs for the Public Safety Training Facility and Family Advocacy Center have been completed. Construction for both projects will begin next year.  As of March 2017, the Human Trafficking Unit made in excess of 70 felony arrests. In all, the unit has in excess of 170 arrests. The unit also organized and hosted the inaugural Human Trafficking Symposium, held in Chandler, which was geared towards educating Chandler residents.  The Communications Division continues to experience increases in the use of additional technologies to manage calls for service. Non-emergency text messaging contacts are currently trending at an increase of 93%, and the Automated Secure Alarm Protocol (ASAP) to Public Safety Answering Point (PSAP) alarm company interface contacts are trending at an increase of 52%.  In 2016, the ChandlerPD.com public web site was enhanced with an “Online Reporting” module. Utilizing this feature, citizens can enter information and obtain a police report over the internet for certain crimes, further enhancing customer service.  The Police Technology Unit placed the Versaterm eCitation electronic ticket writing system into production. Tickets are now captured and electronically transferred to the City of Chandler Court System automatically.  During 2016, the Criminal Apprehension Unit leveraged various technological resources to identify, locate, and arrest serious and violent criminals within the Chandler community. The improved technology aided them in making a total of 268 arrests from a combination of felony crimes and outstanding warrants.  3 The Crime Prevention Unit developed and implemented the C Program, replacing the Crime Free MultiHousing Program, which provides Commitment, Communication, and Community resources to management teams and tenants of multi-family housing properties and mobile home parks.  The Crime Prevention Unit developed and implemented the Guardian Academy, which provides education and access to resources for parents, teachers, counselors, caregivers and daycare providers. Classes promote and reinforce healthy relationships and communication within families.  Crime suppression initiatives for fraud and forgery led to a partnership with the Maricopa County Attorney’s Office Asset Recovery Bureau, which has allowed Chandler PD to utilize their Electronic Recovery and Access to Data (ERAD) program at no cost to our agency. Through the course of applying this technology it has shown to be exceedingly valuable for several investigations.  nd In September 2016, the 2 annual Community Mental Health Event, “A Focus on Understanding & Hope” was held. More than sixty vendors were featured and over 600 people were in attendance.  The Special Weapons and Tactics Unit partnered with the Training Unit to conduct Active Shooter and Downed Officer/Citizen Rescue tactics training. Officers across the department responded well and benefitted from this training, giving them better equipment and tactics to help keep Chandler's citizens safe.  In March 2017, the Crime Prevention Unit launched the Dog Walker Watch Program, which is designed to educate residents how to better observe, identify and report suspicious persons, vehicle and activities as they routinely walk their pets, thereby allowing them to become extra sets of eyes and ears for our community. 411 City of Chandler 2017-18 Adopted Budget Police Department Police Administration 2010 Division: Cost Center: P olice Administration provides leadership and resources for the accomplishment of the Department's mission of public safety for the citizens of Chandler. 2017-18 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 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected Priority 1 average response time (min:sec) 6:21 6:09 5:00 6:07 5:00 Priority 2 average response time (min:sec) 17:18 16:53 15:00 16:38 15:00 Priority 3 average response time (min:sec) 49:08 45:16 30:00 42:58 30:00 Part 1 Violent Crimes per 1,000 population 1.8 2.2 2.0 2.2 2.0 Part 1 Property Crimes per 1,000 population 21.4 23.7 32.0 24.6 32.0 Number of sustained external citizen complaints per 10,000 population 0.40 0.20 0.45 0.24 0.30 * 2016-17 Year End 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 City of Chandler 2017-18 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 Rents/Utilities Other Charges/Services Building/Improvements Machinery/Equipment Office Furniture/Equipment Total Cost Center - 2010 General Fund Police Forfeiture Fund Grant Fund** Grand Total 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget $ 2,184,947 $ 1,596,297 $ 1,619,090 $ 1,872,600 $ 1,669,439 1,584,297 1,607,090 1,860,600 1,669,439 12,000 12,000 12,000 55,817 109,709 109,709 47,000 115,959 297,525 1,137,714 901,545 703,970 528,449 254,153 294,523 294,893 227,000 242,683 71,594 44,016 60,931 59,000 41,931 500 500 500 3,500 28,240 145,525 154,275 40,578 144,825 376,050 100,000 102,000 86,540 739,641 380,000 591,000 270,000 470,000 5,773 35,000 35,000 15,000 15,000 $ 4,017,239 $ 3,843,284 $ 3,868,943 $ 3,321,688 $ 3,228,786 $ 2,557,165 $ 1,975,784 $ 1,999,443 $ 2,247,048 $ 2,063,786 1,309,275 1,315,000 1,317,000 781,640 1,165,000 150,799 552,500 552,500 293,000 $ 4,017,239 $ 3,843,284 $ 3,868,943 $ 3,321,688 $ 3,228,786 % Change Adopted to Adopted 4.58% 5.37% -100.00% 5.70% -53.55% -17.60% -4.74% 0.00% N/A -0.48% -100.00% 23.68% -57.14% -15.99% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. ** Effective July 1, 2017, the Adopted Budget for operating Grant funding will be in cost center 1290, Non-departmental. The Adjusted Budget, Actual Expenditures, and Estimated Expenditures will continue to reflect Grant funds. 413 City of Chandler 2017-18 Adopted Budget Police Department    Police Administration – 2010    Authorized Positions Position Title Assistant Police Chief Executive Assistant Management Assistant Police Advisor Assistant Police Chief Police Officer Police Sergeant Senior Administrative Assistant Senior Executive Assistant Senior Legal Secretary Video Productions Specialist Total 2013-14 Revised 2 1 0 0 1 1 1 0 1 1 2 10 2014-15 Revised 2 0 1 1 1 1 1 1 0 0 2 10 2015-16 Revised 2 0 1 1 1 1 1 1 0 0 2 10 2016-17 Adopted 2 0 1 1 1 1 1 1 0 0 2 10 2016-17 Revised 2 0 1 1 1 1 1 1 0 0 2 10 2017-18 Adopted 2 0 1 1 1 1 1 1 0 0 2 10 Significant Budget and Staffing Changes Effective July 1, 2017, the Adopted Budget for operating Grant funding will be in cost center 1290, Nondepartmental, rather than in cost center budgets. Expenditures will continue to occur within the Department and the budget will be adjusted accordingly. This change is intended to improve the management of grants by keeping the grant budgets out of cost center budgets until the notification of grant award is officially received by the City. Fiscal Year 2017-18 includes 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 funds on various operational expenses, such as the completion of the Police Electronic Data Management System (EDMS), implementation of remaining body worn cameras, and Taser replacements. 414 City of Chandler 2017-18 Adopted Budget Police Department T he Professional Standards Section is responsible for maintaining 460 Commission on Accreditation for Law Enforcement Agencies (CALEA) standards; recruitment, selection and hiring of Police Department personnel; and the coordination of Internal Affairs investigations. Professional Standards 2015 Division: Cost Center: 2017-18 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. ♦ 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 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 24 21 22 26 26 9 20 10 10 15 129 94 100 100 100 * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 415 City of Chandler 2017-18 Adopted Budget Police Department    Professional Standards – 2015    Budget Summary 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget Description Personnel Services Total Personnel $ 1,017,054 $ 1,030,419 $ 1,048,243 $ 1,054,900 $ 1,049,319 Ongoing* 1,030,419 1,048,243 1,054,900 1,049,319 One-time* Professional/Contract 14,908 12,540 12,540 12,540 37,440 Operating Supplies 3,013 4,365 4,365 10,064 2,865 Repairs/Maintenance 3,130 3,850 3,850 3,400 3,850 Communications/Transportation 1,254 7,347 7,347 7,347 7,347 Other Charges/Services 9,777 16,142 16,142 16,592 16,142 Total Cost Center - 2015 $ 1,049,135 $ 1,074,663 $ 1,092,487 $ 1,104,843 $ 1,116,963 General Fund $ 1,049,135 $ 1,074,663 $ 1,092,487 $ 1,104,843 $ 1,116,963 % Change Adopted to Adopted 1.83% 1.83% N/A 198.56% -34.36% 0.00% 0.00% 0.00% 3.94% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Authorized Positions Position Title Police Accreditation & Compliance Coordinator Police Administrative Specialist Police Lieutenant Police Officer Police Research Assistant Police Sergeant Total 2013-14 Revised 0 1 1 3 1 2 8 2014-15 Revised 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 2016-17 Revised 1 1 1 3 0 2 8 2017-18 Adopted 1 1 1 3 0 2 8 Significant Budget and Staffing Changes Fiscal Year 2017-18 reflects the addition of one-time funding to secure a three-year contract for a professionally validated testing program for new hires. 416 City of Chandler 2017-18 Adopted Budget Police Department T he Property and Evidence Unit receives records, safeguards and properly disposes of more than 60,000 items of property and/or evidence turned in by police officers. Disposition includes returning found items to citizens who have been properly identified as the owner. Property and Evidence 2020 Division: Cost Center: 2017-18 Performance Measurements Goal: Intake, process, store and safeguard items of evidence, found property and items held for safekeeping. Ensure 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 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 100% 100% 98% 100% 98% 2 2 2 2 2 12 12 12 12 12 0.2% 0.2% 3.0% 0.3% 3.0% * 2016-17 Year End 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 2017-18 Adopted Budget Police Department    Property and Evidence – 2020    Budget Summary 2015-16 Actual Expenditures Description Personnel Services Total Personnel $ Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Total Cost Center - 2020 $ General Fund $ 2016-17 Adopted Budget 371,994 $ 4,988 11,555 4,011 310 628 200 393,686 $ 393,686 $ 2016-17 Adjusted Budget 395,322 $ 395,322 10,500 13,897 3,075 1,200 890 424,884 $ 424,884 $ 2016-17 Estimated Expenditures 397,158 $ 397,158 10,500 13,897 3,075 1,200 890 426,720 $ 426,720 $ 2017-18 Adopted Budget 396,500 $ 396,500 8,100 13,875 2,900 550 700 422,625 $ 422,625 $ % Change Adopted to Adopted 401,109 401,109 10,500 13,897 3,075 1,200 890 430,671 430,671 1.46% 1.46% N/A 0.00% 0.00% 0.00% 0.00% N/A 0.00% 1.36% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Authorized Positions Position Title Police Administrative Specialist Police Records Specialist Property and Evidence Supervisor Property and Evidence Technician Total 2013-14 Revised 0 1 1 3 5 2014-15 Revised 1 0 1 3 5 2015-16 Revised 1 0 1 3 5 Significant Budget and Staffing Changes There are no significant changes for Fiscal Year 2017-18. 418 2016-17 Adopted 1 0 1 3 5 2016-17 Revised 1 0 1 3 5 2017-18 Adopted 1 0 1 3 5 City of Chandler 2017-18 Adopted Budget Police Department T he Forensic Services Section provides support to police officers by collecting, processing, and analyzing crime scene evidence. In-house responsibilities include latent print comparisons, analysis of blood for alcohol, and the analysis of controlled substances. Division: Cost Center: Forensic Services 2021 2017-18 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. ♦ Analyze all latent fingerprints submitted and enter Automated Fingerprint Identification System (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. (1) ♦ Complete all crime scene analysis reports within 14 days in 95% of all cases. 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 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(1) (1) (2) 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 77% 92% 95% 100% 95% 99% 100% 95% 100% 95% 41% 97% 95%(2) 98% 95% 100% 100% 95% 100% 95% N/A N/A 95% 95% 95% New Objective and Measure effective Fiscal Year 2016-17. Performance projections assume full staffing and completion of training. * 2016-17 Year End 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 City of Chandler 2017-18 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 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget % Change Adopted to Adopted $ 1,948,394 $ 2,040,866 $ 2,066,877 $ 2,059,200 $ 2,071,739 2,059,200 2,071,739 2,066,877 2,040,866 12,300 31,800 17,850 12,300 40,255 214,445 77,259 576,959 563,959 63,625 167,771 98,925 169,771 198,093 129,304 6,620 7,620 6,620 7,620 6,847 750 9,492 10,987 9,792 11,292 13,457 10,000 10,500 46,266 1,936 1,940 140,000 $ 2,248,899 $ 2,816,308 $ 2,878,127 $ 2,434,917 $ 2,485,181 $ 2,237,632 $ 2,431,308 $ 2,493,127 $ 2,422,417 $ 2,485,181 12,500 385,000 385,000 11,266 $ 2,248,899 $ 2,816,308 $ 2,878,127 $ 2,434,917 $ 2,485,181 1.51% 1.51% N/A 0.00% -86.61% -1.18% 0.00% N/A -3.06% N/A N/A -11.76% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. ** Effective July 1, 2017, the Adopted Budget for operating Grant funding will be in cost center 1290, Non-departmental. The Adjusted Budget, Actual Expenditures, and Estimated Expenditures will continue to reflect Grant funds. 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 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 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 2016-17 Revised 2 0 10 0 2 1 3 1 1 0 1 0 21 2017-18 Adopted 2 0 10 0 2 1 3 1 1 0 1 0 21 Significant Budget and Staffing Changes Effective July 1, 2017, the Adopted Budget for operating Grant funding will be in cost center 1290, Nondepartmental, rather than in cost center budgets. Expenditures will continue to occur within the Department and the budget will be adjusted accordingly. This change is intended to improve the management of grants by keeping the grant budgets out of cost center budgets until the notification of grant award is officially received by the City. One-time funding is included to purchase a Drug Analysis-Gas Chromatograph Mass Spectrometer (GC-MS), which will replace the current, outdated equipment. The Operating Supplies category reflects a significant decrease due to the elimination of one-time funding for latent print case management software, which was purchased during Fiscal Year 2016-17. 420 City of Chandler 2017-18 Adopted Budget Police Department F ield Operations is responsible for patrolling and traffic control of the City’s roadways. Field Operations is comprised of traditional patrol officers, the motorcycle unit, the bicycle team, the K-9 team, 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: 2017-18 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 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 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected Number of directed traffic enforcement initiatives 217 166 241 180 241 Accidents per 1,000 population 18.0 19.1 14.0 18.0 14.0 1,685 1,141 1,500 1,350 1,500 114 346 240 350 350 72% 86% 80% 85% 80% Number of warrant arrests(1) Number of crime reduction plans developed to address public safety issues Percentage of proactive crime reduction briefings held (1) Data extracted from the records management system is limited to teams assigned to cost center 2030, Field Operations. * 2016-17 Year End 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 2017-18 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; 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 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected Number of citizen community meetings 72 142(1) 82 150(1) 150(1) Number of Citizen Satisfaction Surveys completed 65 24 83 50 80 Number of traffic safety and education special events conducted 57 166(1) 52 165(1) 165(1) (1) Actual number of citizen community meetings and special events increased during Fiscal Year 2015-16 and beyond due to the utilization of a different tracking method which includes all public meetings and special events. * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 422 City of Chandler 2017-18 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 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget $ 31,060,860 $ 28,975,308 $ 29,623,512 $ 31,142,900 $ 32,168,646 26,750,438 27,398,642 28,918,030 29,427,513 2,224,870 2,224,870 2,224,870 2,741,133 21,501 44,811 45,802 44,800 58,879 1,628,428 2,059,975 1,913,533 1,343,040 1,737,762 52,342 56,876 57,340 55,765 57,326 35,532 28,679 28,679 27,680 50,724 22,234 17,294 17,294 17,000 19,544 50,714 25,069 25,069 26,939 34,359 298,087 24,000 129,000 118,142 165,000 991,830 994,455 994,455 994,455 1,019,563 $ 34,161,527 $ 32,226,467 $ 32,834,684 $ 33,770,721 $ 35,311,803 $ 33,800,019 $ 31,636,967 $ 32,245,184 $ 33,512,321 $ 35,311,803 361,508 589,500 589,500 258,400 $ 34,161,527 $ 32,226,467 $ 32,834,684 $ 33,770,721 $ 35,311,803 % Change Adopted to Adopted 11.02% 10.01% 23.20% 31.39% -15.64% 0.79% 76.87% 13.01% 37.06% 587.50% 2.52% 9.57% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. ** Effective July 1, 2017, the Adopted Budget for operating Grant funding will be in cost center 1290, Non-departmental. The Adjusted Budget, Actual Expenditures, and Estimated Expenditures will continue to reflect Grant funds. 423 City of Chandler 2017-18 Adopted Budget Police Department    Field Operations – 2030    Authorized Positions Position Title Impound Hearing Specialist 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 2013-14 Revised 1 6 3 1 0 9 166 1 27 4 0 0 218 2014-15 Revised 1 5 3 1 4 9 166 1 26 0 1 1 218 2015-16 Revised 1 5 3 1 4 9 166 1 26 0 1 1 218 2016-17 Adopted 1 5 3 1 4 9 169 2 26 0 1 1 222 2016-17 Revised 1 5 3 1 4 10 172 2 25 0 1 1 225 2017-18 Adopted 1 7 3 1 4 12 176 2 23 0 1 1 231 Significant Budget and Staffing Changes During Fiscal Year (FY) 2016-17, three Police Officer positions were transferred from cost center 2080, Community Resources and Training, and one Police Sergeant position was reclassified to Police Lieutenant. Effective July 1, 2017, the Adopted Budget for operating Grant funding will be in cost center 1290, Nondepartmental, rather than in cost center budgets. Expenditures will continue to occur within the Department and the budget will be adjusted accordingly. This change is intended to improve the management of grants by keeping the grant budgets out of cost center budgets until the notification of grant award is officially received by the City. FY 2017-18 reflects the addition of four Police Officers and two Police Administrative Specialist positions, and the reclassification of two Police Sergeant positions to Police Lieutenant, as well as related operations and maintenance funding, which is added to meet adequate staffing requirements to ensure patrol coverage and accomplish the mission of the Police Department. One-time and ongoing funding is included for an upgrade to the Telestaff application, used for scheduling and accounting of patrol personnel. Additional ongoing funding is also added to overtime for various City sponsored special events and for overtime hours previously supported by salary savings. 424 City of Chandler 2017-18 Adopted Budget Police Department T he Criminal Investigations Bureau is responsible for thoroughly investigating serious crimes committed against persons, property, and/or the State of Arizona. In doing so, investigators utilize specialized investigative skills and techniques to aid in solving these crimes. In addition, the Bureau maintains informative databases and investigative files on criminal street gangs and sex offenders. Division: Cost Center: Criminal Investigations 2040 2017-18 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: (1) ♦ Maintain a clearance rate of at least 70% 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. ♦ Cleared or investigated 90% of all vice, drug, and organized crime tips and leads (VDOs) within 30 days.(2) Measures 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected Criminal Investigations clearance rate 78% 72% 80% 69% 70% Percentage of submitted cases requiring no further investigation 97% 95% 85% 97% 90% Number of special projects in response to crime trends 83 28 60 30 50 Number of gang awareness presentations 44 52 25 40 35 80% 100% 80% 100% 90% Percent of all VDO’s cleared or investigated within 30 days (1) (2) Objective changed from 80% to 70% effective Fiscal Year (FY) 2017-18. Objective changed from 80% to 90% effective FY 2017-18. * 2016-17 Year End 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 2017-18 Adopted Budget Police Department    Criminal Investigations – 2040    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Total Cost Center - 2040 General Fund Grant Fund** Grand Total 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget % Change Adopted to Adopted $ 13,855,507 $ 13,503,027 $ 13,720,411 $ 13,701,600 $ 13,727,021 13,503,027 13,720,411 13,701,600 13,727,021 600 18,213 18,213 16,700 17,213 124,479 119,185 126,533 72,437 37,185 13,251 7,525 11,025 11,025 11,225 210,105 199,046 212,562 209,759 195,312 1,550 1,000 1,000 3,500 2,000 120,996 129,046 109,456 125,515 95,546 $ 14,326,489 $ 13,977,042 $ 14,199,200 $ 14,140,536 $ 14,085,502 $ 13,938,788 $ 13,212,894 $ 13,435,052 $ 13,824,836 $ 14,019,178 387,701 764,148 764,148 315,700 66,324 $ 14,326,489 $ 13,977,042 $ 14,199,200 $ 14,140,536 $ 14,085,502 1.66% 1.66% N/A -5.49% -68.80% 49.17% -1.88% 100.00% -25.96% 0.78% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. ** Effective July 1, 2017, the Adopted Budget for operating Grant funding (with the exception of position specific funding) will be in cost center 1290, Non-departmental. The Adjusted Budget, Actual Expenditures, and Estimated Expenditures will continue to reflect Grant funds. 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 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 Revised 1 2 1 3 3 67 13 1 3 94 2016-17 Adopted 1 2 1 3 3 67 13 1 3 94 2016-17 Revised 1 2 1 3 3 67 13 1 3 94 2017-18 Adopted 1 2 1 3 3 67 13 1 3 94 Significant Budget and Staffing Changes Effective July 1, 2017, the Adopted Budget for operating Grant funding will be in cost center 1290, Nondepartmental, rather than in cost center budgets. Expenditures will continue to occur within the Department and the budget will be adjusted accordingly. The exception to this is position specific funding. This change is intended to improve the management of grants by keeping the grant budgets out of cost center budgets until the notification of grant award is officially received by the City. 426 City of Chandler 2017-18 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: 2017-18 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 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 158 118 110 115 110 48 36 35 34 35 Number of crime analysis products provided 647 836 725 800 725 Number of Uniform Crime Reports produced 15 13 12 12 12 Number of deployment and efficiency studies performed 51 54 50 47 50 Number of grants/IGAs/MOUs prepared * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 427 City of Chandler 2017-18 Adopted Budget Police Department    Planning and Research – 2050    Budget Summary 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget Description Personnel Services Total Personnel $ 969,141 $ 976,132 $ 986,420 $ 984,650 $ 945,362 Ongoing* 976,132 986,420 984,650 945,362 One-time* Professional/Contract 82,154 78,225 88,342 125,650 Operating Supplies 5,509 27,815 27,815 21,530 27,815 Repairs/Maintenance 796 25,412 25,412 12,800 25,412 Communications/Transportation 7,362 9,000 9,000 4,650 9,000 Other Charges/Services 5,860 6,310 6,310 3,460 6,310 Total Cost Center - 2050 $ 1,070,821 $ 1,122,894 $ 1,143,299 $ 1,152,740 $ 1,013,899 General Fund $ 1,070,821 $ 1,122,894 $ 1,143,299 $ 1,152,740 $ 1,013,899 % Change Adopted to Adopted -3.15% -3.15% N/A -100.00% 0.00% 0.00% 0.00% 0.00% -9.71% * Ongoing and One-time Personnel Services detail not available for 2015-16 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 Total 2013-14 Revised 1 0 1 2 2 4 1 11 2014-15 Revised 1 1 0 2 0 4 1 9 2015-16 Revised 1 1 0 2 0 4 1 9 2016-17 Adopted 1 1 0 2 0 4 1 9 2016-17 Revised 1 1 0 2 0 4 1 9 2017-18 Adopted 1 1 0 2 0 4 1 9 Significant Budget and Staffing Changes Fiscal Year (FY) 2017-18 reflects a decrease due to the elimination of one-time funding which extended the contract for an embedded Crime Analyst during FY 2016-17. 428 City of Chandler 2017-18 Adopted Budget Police Department T he Communications Section provides emergency and non-emergency police services to the public and supports other City departments in carrying out their public safety responsibilities by providing radio and computer aided dispatch. Division: Cost Center: Communications 2060 2017-18 Performance Measurements Goal: Provide services to the public and to support police units and other City departments in carrying out public safety responsibilities by receiving, processing, and dispatching requests for police services. Supports Priority Based Budgeting Goal(s): Safe Community; Effective Transportation; Healthy and Attractive Community; Sustainable Economic Health; Leisure, Culture and Recreation Objective: ♦ Process calls for services. (1) ♦ Answer a minimum of 95% of all 9-1-1 calls within 10 seconds. ♦ Answer a minimum of 98% of all 9-1-1 calls within 20 seconds.(2) ♦ 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 28 seconds or less on Priority 1 calls for service (entered to dispatched).(3) Measures Total call volume into the dispatch center 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 338,913 351,557 356,000 347,000 347,000 Percentage of 9-1-1 calls answered within 10 seconds 92% 91% 90% 96% 95% Percentage of 9-1-1 calls answered within 20 seconds 98% 99% 95% 99% 98% 84% 86% 85% 86% 85% 27 26 30 26 28 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) (2) (3) Objective changed from 90% to 95% effective Fiscal Year (FY) 2017-18. Objective changed from 95% to 98% effective FY 2017-18. Objective changed from 30 to 28 seconds effective FY 2017-18. * 2016-17 Year End 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 City of Chandler 2017-18 Adopted Budget Police Department    Communications – 2060    Budget Summary 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget Description Personnel Services $ 3,480,789 $ 3,798,203 $ 3,819,076 $ 3,838,900 $ 3,739,939 Total Personnel 3,739,939 3,838,900 3,819,076 3,798,203 Ongoing* One-time* 4,787 6,387 4,787 4,787 4,354 Professional/Contract 32,273 37,710 29,633 29,633 Operating Supplies 34,518 706,163 703,633 700,853 703,633 577,248 Repairs/Maintenance 11,380 11,380 11,380 11,380 9,690 Communications/Transportation 8,612 8,912 8,612 8,612 Other Charges/Services 7,831 395,823 343,623 393,000 343,623 420,676 Machinery/Equipment 247,730 234,260 234,260 234,260 Capital Replacement 234,450 $ 4,769,555 $ 5,134,131 $ 5,201,601 $ 5,185,405 $ 5,146,707 Total Cost Center - 2060 $ 4,769,555 $ 5,134,131 $ 5,201,601 $ 5,185,405 $ 5,146,707 General Fund % Change Adopted to Adopted -1.53% -1.53% N/A 0.00% 8.91% 0.36% 0.00% 0.00% 15.19% 5.75% 0.24% * Ongoing and One-time Personnel Services detail not available for 2015-16 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 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 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 2016-17 Revised 0 7 29 7 0 0 1 1 1 0 0 46 2017-18 Adopted 0 7 29 7 0 0 1 1 1 0 0 46 Significant Budget and Staffing Changes During Fiscal Year (FY) 2016-17, one Emergency Call Taker position was reclassified to Dispatcher. FY 2017-18 reflects an ongoing increase in operations and maintenance for one new 911 center console workstation. 430 City of Chandler 2017-18 Adopted Budget Police Department Division: Cost Center: P olice Technology provides seamless integration of technology services and strategies that support the Police Department with carrying out the mission of public safety for Police Technology 2065 the citizens of Chandler. 2017-18 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) Percentage of time critical applications are available Percentage of training and resources provided to employees within two weeks of request time Percentage of RMS support requests responded to within one business day (1) 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected N/A 99% 99% 99% 99% N/A 100% 90% 95% 90% N/A 97% 90% 95% 90% Cost Center 2065, Police Technology, was created during Fiscal Year (FY) 2014-15. As a result, all Goals, Objectives, and Measures are newly developed beginning FY 2015-16. * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 431 City of Chandler 2017-18 Adopted Budget Police Department    Police Technology – 2065    Budget Summary 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget Description Personnel Services Total Personnel $ 902,073 $ 1,143,424 $ 1,164,769 $ 1,101,700 $ 1,205,343 Ongoing* 1,143,424 1,164,769 1,101,700 1,106,576 One-time* 98,767 Operating Supplies 28,827 15,540 15,540 19,993 31,960 Repairs/Maintenance 515,290 556,755 556,755 521,000 557,727 Communications/Transportation 134,545 165,239 170,774 131,268 173,615 Other Charges/Services 6,566 7,615 7,615 6,200 7,615 Capital Replacement 3,345 Total Cost Center - 2060 $ 1,590,645 $ 1,888,573 $ 1,915,453 $ 1,780,161 $ 1,976,260 General Fund $ 1,590,645 $ 1,888,573 $ 1,915,453 $ 1,780,161 $ 1,976,260 % Change Adopted to Adopted 5.42% -3.22% N/A 105.66% 0.17% 5.07% 0.00% N/A 4.64% * Ongoing and One-time Personnel Services detail not available for 2015-16 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 2013-14 Revised 0 0 0 0 0 0 0 0 2014-15 Revised 3 1 1 1 1 1 1 9 2015-16 Revised 5 1 1 1 1 1 1 11 2016-17 Adopted 5 1 1 1 1 1 1 11 2016-17 Revised 5 1 1 1 1 1 1 11 2017-18 Adopted 5 1 1 1 1 1 1 11 Significant Budget and Staffing Changes Fiscal Year 2017-18 reflects increases to one-time and ongoing operations and maintenance funding to support the addition of four Police Officers in cost center 2030, Field Operations, and the addition of two Detention Officers in cost center 2071, Detention Services. One-time funding is also included for a Business System Support Analyst contract extension. 432 City of Chandler 2017-18 Adopted Budget Police Department T he Records Unit receives, copies, distributes, and files all offense reports generated by police officers. This area receives and fills requests for copies of records from individuals and agencies with a need for this type of information. Records 2070 Division: Cost Center: 2017-18 Performance Measurements Goal: Process and manage Police reports and related documents and timely respond to requests for these reports and other information. Ensure and validate the information in the Police records management system and other criminal justice systems is accurate. Supports Priority Based Budgeting Goal(s): Safe Community Objectives: ♦ Process requests for report copies within seven business days in 90% of all cases. ♦ Validate the accuracy of records in information systems within set 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 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 89% 90% 90% 91% 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: ♦ Process 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 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected Percentage of criminal histories completed by the end of the following shift 100% 100% 98% 100% 98% Percentage of recovery letters mailed to victim with 24 hours 100% 99% 98% 98% 98% * 2016-17 Year End 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 City of Chandler 2017-18 Adopted Budget Police Department    Records – 2070    Budget Summary 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget Description Personnel Services Total Personnel $ 1,674,543 $ 1,758,483 $ 1,767,268 $ 1,771,700 $ 1,743,701 Ongoing* 1,758,483 1,767,268 1,771,700 1,743,701 One-time* Operating Supplies 29,552 24,781 24,781 22,200 24,781 Repairs/Maintenance 2,924 6,750 6,750 5,740 6,750 Communications/Transportation 898 2,000 2,000 1,400 2,000 Other Charges/Services 882 1,800 1,800 750 1,800 Total Cost Center - 2070 $ 1,708,799 $ 1,793,814 $ 1,802,599 $ 1,801,790 $ 1,779,032 General Fund $ 1,708,799 $ 1,793,814 $ 1,802,599 $ 1,801,790 $ 1,779,032 % Change Adopted to Adopted -0.84% -0.84% N/A 0.00% 0.00% 0.00% 0.00% -0.82% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Authorized Positions Position Title Police Records Specialist Police Records Supervisor Police Support Services Manager Total 2013-14 Revised 19 4 1 24 2014-15 Revised 18 4 1 23 2015-16 Revised 19 4 1 24 Significant Budget and Staffing Changes There are no significant changes for Fiscal Year 2017-18. 434 2016-17 Adopted 19 4 1 24 2016-17 Revised 19 4 1 24 2017-18 Adopted 19 4 1 24 City of Chandler 2017-18 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. 2017-18 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 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% * 2016-17 Year End 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 City of Chandler 2017-18 Adopted Budget Police Department    Detention Services – 2071    Budget Summary 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget Description Personnel Services Total Personnel $ 983,581 $ 879,504 $ 907,038 $ 1,040,100 $ 1,049,511 Ongoing* 879,504 907,038 1,040,100 1,049,511 One-time* Professional/Contract 1,406,290 1,725,068 1,791,773 1,535,000 1,519,068 Operating Supplies 288 1,495 1,495 550 1,495 Communications/Transportation 1,000 1,000 1,000 Insurance/Taxes 750 Other Charges/Services 500 500 500 Total Cost Center - 2071 $ 2,390,908 $ 2,607,567 $ 2,701,806 $ 2,575,650 $ 2,571,574 General Fund $ 2,390,908 $ 2,607,567 $ 2,701,806 $ 2,575,650 $ 2,571,574 % Change Adopted to Adopted 19.33% 19.33% N/A -11.94% 0.00% 0.00% N/A 0.00% -1.38% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Authorized Positions Position Title Detention Officer Detention Officer - CDL Police Detention Supervisor Police Detention Supervisor - CDL Total 2013-14 Revised 9 0 1 0 10 2014-15 Revised 9 0 2 0 11 2015-16 Revised 9 0 2 0 11 2016-17 Adopted 9 0 2 0 11 2016-17 Revised 0 9 0 2 11 2017-18 Adopted 0 11 0 2 13 Significant Budget and Staffing Changes During Fiscal Year (FY) 2016-17, nine Detention Officer positions were reclassified to Detention Officer - CDL and two Police Detention Supervisor positions were renamed Police Detention Supervisor - CDL. FY 2017-18 reflects the addition of two Detention Officers and related operations and maintenance funding to meet staffing needs at the Gilbert-Chandler Joint Holding Facility, the total cost of which is offset by a reduction to Professional/Contract services for prisoner care services. 436 City of Chandler 2017-18 Adopted Budget Police Department P olice Community Resources and Training programs include the School Resource Officer Program, the Crime Prevention Unit that strives to maximize citizens’ crime Cost Center: prevention efforts through encouraging and assisting in the development and implementation of crime prevention programs, the Citizen and Youth Police Academies, Police Explorer Program, Volunteers in Policing, Park Rangers, and the Training Unit that coordinates and documents all training for officers and civilians within the department. Police Community Resources and Training 2080 Division: 2017-18 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; Leisure, Culture, and Education Objectives: ♦ Support the School Resource Officer (SRO) program in schools within the City of Chandler. ♦ Provide Law Related Education (LRE) instruction to students. Measures 2014-15 Actual Number of schools within the City of Chandler with a SRO Number of LRE hours taught 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 10 10 10 10 10 2,789 2,602 2,800 2,660 2,700 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 2014-15 Actual 2015-16 Actual 10 2016-17 Projected 9 * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 437 9 2016-17 Year End Estimate * 10 2017-18 Projected 11 City of Chandler 2017-18 Adopted Budget Police Department    Police Community Resources and Training – 2080    Goal: Coordinate departmental volunteer programs. Supports Priority Based Budgeting Goal(s): Safe 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 2014-15 Actual 2015-16 Actual 12,436 11,541 2016-17 Projected 12,500 2016-17 Year End Estimate * 11,000 2017-18 Projected 12,000 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 2014-15 Actual 2015-16 Actual 100% 100% 2016-17 Projected 100% 2016-17 Year End Estimate * 100% 2017-18 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; Leisure, Culture, and Education 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 neighborhood watch meetings, safety fairs, and other crime prevention presentations. Measures Number of crime prevention program contacts 2014-15 Actual 2015-16 Actual 387 379 * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 438 2016-17 Projected 360 2016-17 Year End Estimate * 360 2017-18 Projected 360 City of Chandler 2017-18 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. Supports Priority Based Budgeting Goal(s): Safe Community Objective: ♦ Maintain a Park Ranger Team average of 10,800 park visits per year.(1) ♦ Conduct a team average of 2,800 hours per year of foot patrol through the parks for enforcement purposes.(2) ♦ Conduct a team average of 600 hours per year of foot patrol through the Downtown Library for enforcement purposes.(3) Measures Number of park visits per year Number of park foot patrol hours per year Number of Downtown Library foot patrol hours per year(3) (1) (2) (3) 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 10,242 9,832 9,400 11,400 10,800 3,364 2,966 3,000 2,600 2,800 N/A N/A 600 680 600 Objective changed from 9,400 to 10,800 effective Fiscal Year (FY) 2017-18. Objective changed from 3,000 to 2,800 effective FY 2017-18. New Objective and Measure beginning FY 2016-17 to capture Downtown Library foot patrol hours. * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 439 City of Chandler 2017-18 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 Other Charges/Services Total Cost Center - 2080 General Fund Grant Fund** Grand Total 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget % Change Adopted to Adopted $ 4,275,871 $ 3,960,246 $ 3,999,941 $ 3,799,460 $ 3,666,665 3,960,246 3,999,941 3,799,460 3,666,665 449,334 404,588 440,176 439,175 345,438 6,700 9,722 36,549 32,700 9,902 18,783 10,090 10,090 13,000 10,090 18,654 9,842 8,802 10,410 21,302 $ 4,769,344 $ 4,394,488 $ 4,495,558 $ 4,294,745 $ 4,053,397 $ 4,585,660 $ 4,132,488 $ 4,233,558 $ 4,149,285 $ 4,053,397 183,684 262,000 262,000 145,460 $ 4,769,344 $ 4,394,488 $ 4,495,558 $ 4,294,745 $ 4,053,397 -7.41% -7.41% N/A -14.62% 1.85% 0.00% 116.44% -7.76% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. ** Effective July 1, 2017, the Adopted Budget for operating Grant funding will be in cost center 1290, Non-departmental. The Adjusted Budget, Actual Expenditures, and Estimated Expenditures will continue to reflect Grant funds. Authorized Positions Position Title Civilian Range Instructor Crime Prevention Specialist Park Ranger Police Administrative Specialist Police Investigative Specialist Police Lieutenant Police Officer Police Sergeant Police Training & Development Coordinator Police Volunteer Coordinator Total 2013-14 Revised 0 0 5 1 0 1 17 4 1 1 30 2014-15 Revised 0 1 5 0 0 1 19 4 1 1 32 2015-16 Revised 0 1 5 0 0 1 19 4 1 1 32 2016-17 Adopted 2 1 5 0 1 1 16 4 1 1 32 2016-17 Revised 2 1 5 0 1 1 13 4 1 1 29 2017-18 Adopted 2 1 5 0 1 1 13 4 1 1 29 Significant Budget and Staffing Changes During Fiscal Year (FY) 2016-17, three Police Officer positions were transferred to cost center 2030, Field Operations. FY 2017-18 reflects the addition of one-time funding for the replacement of existing Taser equipment no longer under warranty. During the FY 2017-18 amendment process, $10,000 in one-time funding and $2,500 in ongoing funding was transferred from Council Contingency for a leadership training program for Police Officers. 440 City of Chandler 2017-18 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 Office Furniture/Equipment Total Cost Center - 2100 Police Forfeiture Fund General Gov't Capital Projects Fund Public Safety Bonds - Police Grand Total 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget $ 2016-17 Estimated Expenditures 57,834 $ - $ - $ 1,009,653 821,000 1,375,518 406,000 362,354 63,000 56,227 2,133,151 69,762 6,763,000 7,525,431 483,126 2,729,713 2,890,904 $ 1,620,376 $ 12,915,864 $ 12,210,434 $ $ 415,207 $ 1,496,436 $ 1,247,723 $ 610,722 2,380,708 2,287,156 594,446 9,038,720 8,675,555 $ 1,620,376 $ 12,915,864 $ 12,210,434 $ 2017-18 Adopted Budget 56,139 $ 56,139 70,660 11,542,633 168,072 800,000 372,930 175,000 667,801 $ 12,517,633 28,721 $ 1,219,002 477,523 2,784,633 161,557 8,513,998 667,801 $ 12,517,633 % Change Adopted to Adopted N/A N/A N/A -100.00% -100.00% -100.00% 441.11% -88.17% -93.59% -3.08% * Ongoing and One-time Personnel Services detail not available for 2015-16 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) 2017-18. FY 2017-18 reflects the carryforward of uncompleted project funding from FY 2016-17. Additional detail on the capital program is available in the 2018-2027 Capital Improvement Program. 441 City of Chandler 2017-18 Adopted Budget Police Department 442 13 Activities and Functions Accomplishments Goals, Objectives, and Performance Measurements Budget Summary Position Summary Plenty of road work and heavy lifting keeps Chandler on the move. It’s no easy task, but one that we take very seriously. Through the meticulous efforts of Transportation and Development, Chandler continues to be a well-maintained and structurally sound community. TRANSPORTATION & DEVELOPMENT TRANSPORTATION & DEVELOPMENT City of Chandler 2017-18 Adopted Budget Transportation & Development Assistant City Manager Transportation & Development Administration Development Services Traffic Engineering Engineering Transit Services Capital Projects Street Sweeping Streets 443 City of Chandler 2017-18 Adopted Budget Transportation & Development The table below depicts the breakdown by division for the Fiscal Year 2017-18 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 2015-16 Actual Expenditures Expenditures by Cost Center 2016-17 Adopted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget $ 1,190,733 $ 1,284,933 $ 1,208,629 $ 1,411,743 Transportation and Dev Administration 3,485,748 3,572,505 3,527,855 3,404,903 Development Services 2,194,295 2,155,867 2,190,895 Engineering 2,109,772 2,030,737 1,874,230 2,041,136 Capital Projects 1,621,563 10,074,919 12,284,691 10,089,009 10,181,829 Streets 114,536,032 26,622,822 10,054,565 Streets Capital 83,047,548 6,857,040 6,637,878 6,472,866 6,696,969 Traffic Engineering 2,764,017 1,655,651 1,707,979 1,135,678 Transit Services 1,306,158 1,025,917 1,302,519 1,480,250 Street Sweeping Total $ 54,220,416 $111,836,515 $ 40,802,502 $144,380,448 Expenditures by Category Personnel & Benefits Total Personnel Ongoing(1) (1) One-time Operating & Maintenance Capital - Major 9.87% -1.19% 0.16% -0.51% -0.14% 37.92% 2.39% 66.94% -21.24% 29.10% $ 14,687,357 $ 15,924,969 $ 15,699,690 $ 16,006,883 15,859,769 65,200 12,863,998 12,910,237 83,047,548 26,622,822 Total $ 54,220,416 $111,836,515 $ Staffing by Cost Center Transportation and Dev Administration Development Services Engineering Capital Projects Streets Traffic Engineering Transit Services Street Sweeping Total (1) % Change Adopted to Adopted 2015-16 Revised 9.000 32.000 19.000 20.000 40.500 25.000 2.000 9.000 156.500 2016-17 Adopted 9.000 32.000 19.000 20.000 43.500 25.000 2.000 9.000 159.500 15,634,490 15,941,244 65,639 65,200 13,837,533 15,048,247 114,536,032 10,054,565 40,802,502 $144,380,448 2016-17 Revised 9.000 32.000 19.000 20.000 43.500 25.000 2.000 9.000 159.500 Ongoing and One-time Personnel Services detail not availab le for 2015-16 Actual Expenditures. 444 0.51% 0.67% 7.57% 37.92% 29.10% % Change 2017-18 Adopted to Adopted Adopted 9.000 0.00% 32.000 0.00% 0.00% 19.000 20.000 0.00% 43.500 0.00% 25.000 0.00% 2.000 0.00% 9.000 0.00% 159.500 0.00% City of Chandler 2017-18 Adopted Budget Transportation & Development 2016-17 Transportation & Development Accomplishments  Implemented an electronic plan submission and review program (EDR), and have received and reviewed over 120 electronic plan submittals since January 2017.  Received American Public Works Association (APWA) reaccreditation in 2016.  Completed federally funded Phase III of McQueen Road Improvements from Riggs Road to Chandler Heights Road.  Worked to increase transit availability by adding a new Ray Road bus route and participating in the transit corridor study with the City of Mesa and Valley Metro.  Provided approximately 61,000 trips to Chandler senior citizens and persons with disabilities through East Valley Dial-a-Ride and the Ride Choice Program.  Installed 35 new bus shelters.  Upgraded 731 sidewalk ramps and 107,623 square feet of driveways to meet current Americans with Disabilities Act (ADA) standards.  Conducted 21 traffic-calming studies and 12 traffic signal warrant studies at various locations.  Updated Geographical Information System (GIS) data layers for the City’s new internal GIS portal: Web Application for Mapping (WAM).  Processed 500 as-built requests and shared 35,000 as-built sheets with external customers requesting asbuilt information.  Assigned approximately 1,800 new addresses and added them to the existing City of Chandler addressing database.  Processed 8,496 permit applications and issued 2,832 on the same or next business day. Approximately 12,000 customers were served at the customer service counter.  Applied slurry seal to 130 lane miles of City streets.  Completed 68 lane miles of mill and inlay asphalt paving on City streets.  Upgraded 6,830 linear feet of walls and fences.  Awarded and began installing approximately 750 Light-Emitting Diode (LED) streetlights at signalized intersections in the City.  Building plan reviewers examined approximately 4,800 projects.  Averaged approximately 200 walk-in building plan reviews per month for small remodel and repair projects.  City sweepers swept 55,013 miles of City streets and disposed of 1,796 tons of sweeping debris.  Completed 3,420 street light outage and other repairs and 1,500 traffic sign and street name sign repairs and installations.  Completed 96 traffic signal timing changes in response to roadway incidents and construction detours.  City crews placed 2,565 square feet of asphalt and 50,099 square feet of concrete.  Reviewed 1,617 civil planning sheets and 100% of plans within target review timeframes. 445 City of Chandler 2017-18 Adopted Budget Transportation & Development Division: Cost Center: Transportation & Development Administration 3010 T ransportation & Development Administration is charged with providing management direction and support to the operational areas that comprise the Transportation & Development Department. 2017-18 Performance Measurements Goal: To provide efficient and effective services to the residents of Chandler through administration, general direction, and coordination of activities of the Transportation & Development Department. Supports Priority Based Budgeting Goal(s): Good Governance 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 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 3,924 3,816 4,200 3,400 3,600 95% 95% 95% 95% 95% 32 32 32 32 31 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 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 2014-15 Actual 116 2015-16 Actual 116 * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 446 2016-17 Projected 118 2016-17 Year End Estimate * 116 2017-18 Projected 116 City of Chandler 2017-18 Adopted Budget Transportation & Development    Transportation & Development Administration – 3010    Budget Summary 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget Description Personnel Services Total Personnel $ 1,099,805 $ 1,138,982 $ 1,087,103 $ 1,073,769 $ 1,120,300 Ongoing* 1,138,982 1,087,103 1,073,769 1,120,300 One-time* Professional/Contract 15,306 106,120 227,376 70,000 251,120 Operating Supplies 35,117 15,117 15,117 14,915 16,180 Repairs/Maintenance 3,590 3,590 3,000 3,590 Communications/Transportation 3,551 9,641 9,641 36,060 9,070 Other Charges/Services 10,606 8,913 8,913 8,315 8,913 Machinery/Equipment 23,778 Capital Replacement 2,570 2,570 2,570 2,570 2,570 Total Cost Center - 3010 $ 1,190,733 $ 1,284,933 $ 1,354,310 $ 1,208,629 $ 1,411,743 General Fund $ 1,190,733 $ 1,284,933 $ 1,354,310 $ 1,208,629 $ 1,411,743 % Change Adopted to Adopted -1.64% -1.64% N/A 136.64% 7.03% 0.00% -5.92% 0.00% N/A 0.00% 9.87% * Ongoing and One-time Personnel Services detail not available for 2015-16 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 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 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 2016-17 Revised 0 1 1 0 1 2 1 0 1 0 1 1 9 2017-18 Adopted 0 1 1 0 1 2 1 0 1 0 1 1 9 Significant Budget and Staffing Changes During Fiscal Year (FY) 2016-17, one Construction Project Coordinator position was reclassified to Public Works Inspector. FY 2017-18 reflects a one-time funding increase for on-call temporary services, as well as ongoing funding increases for computer monitors and software. 447 City of Chandler 2017-18 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. 2017-18 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; Sustainable Economic Health 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. 2016-17 2014-15 2015-16 2016-17 Year End 2017-18 Measures Actual Actual Projected Estimate * Projected Number of permits issued / 5,237/ 5,054/ 3,500/ 4,000/ 3,500/ Value of permits issued(1) N/A N/A $725,000,000 $1,300,0000,000 $1,000,000,000 Percentage of building plans reviewed within 10 business days(2) 90% 95% 60% 80% 80% Percentage of building plans approved within one business day(3) N/A N/A 25% 35% 40% Percentage of inspection requests conducted next business day 100% 100% 100% 100% 100% (1) (2) (3) The decrease in number of permits issued starting in Fiscal Year (FY) 2016-17 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. * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 448 City of Chandler 2017-18 Adopted Budget Transportation & Development    Development Services – 1530    Budget Summary 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget Description Personnel Services Total Personnel $ 3,269,522 $ 3,293,904 $ 3,319,378 $ 3,338,900 $ 3,277,105 Ongoing* 3,293,904 3,319,378 3,338,900 3,277,105 One-time* Professional/Contract 29,969 26,840 37,054 95,346 26,840 Operating Supplies 50,019 92,223 95,400 52,788 89,483 Repairs/Maintenance 1,149 18,367 14,267 3,000 14,267 Communications/Transportation 17,436 19,383 19,383 19,253 19,551 Insurance/Taxes 3,000 3,000 300 3,000 Other Charges/Services 8,892 24,500 24,500 11,604 25,500 Machinery/Equipment 19,636 19,636 21,312 Capital Replacement 27,915 30,002 30,002 30,002 30,002 Total Cost Center - 1530 $ 3,404,903 $ 3,527,855 $ 3,562,620 $ 3,572,505 $ 3,485,748 General Fund $ 3,404,903 $ 3,527,855 $ 3,562,620 $ 3,572,505 $ 3,485,748 % Change Adopted to Adopted -0.51% -0.51% N/A 0.00% -2.97% -22.32% 0.87% 0.00% 4.08% -100.00% 0.00% -1.19% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. 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 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 Revised 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 There are no significant budget and staffing changes for Fiscal Year 2017-18. 449 2016-17 Adopted 0 11 1 1 7 1 1 2 0 0 1 0 1 1 0 0 0 2 2 1 32 2016-17 Revised 0 11 1 1 7 1 1 2 0 0 1 0 1 1 0 0 0 2 2 1 32 2017-18 Adopted 0 11 1 1 7 1 1 2 0 0 1 0 1 1 0 0 0 2 2 1 32 City of Chandler 2017-18 Adopted Budget Transportation & Development E ngineering is responsible for assuring compliance with City standard details and specifications, code requirements for public and private development through the civil plan review process, civil engineering, and traffic design review. Civil engineering reviews civil plans and issues encroachment permits for development projects. Traffic design review analyzes specific development proposals for compliance with adopted standards and performs traffic impact analysis studies to evaluate a development’s impact on our transportation system. The division is also responsible for maintaining engineering records on all City infrastructure and assuring that it is accurately presented in the City’s Geographical Information System (GIS). Engineering 3020 Division: Cost Center: 2017-18 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): Effective Transportation; Healthy and Attractive Community; Sustainable Economic Health Objective: ♦ Assure compliance with City standards and code requirements while responding to City and citizen requests. 2014-15 Actual Measures Number of requests for maps/presentation materials / Percentage provided by Mapping Services Staff Number of requests for data/information / Percentage provided by Mapping Services Staff within 14 days or less 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 451/ 100% 476/ 100% 500/ 100% 500/ 100% 500/ 100% 7,663/ 100% 7,520/ 100% 7,300/ 100% 7,500/ 100% 7,500/ 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): Effective Transportation Objectives: ♦ Review civil plans for compliance with all applicable subdivision codes and other regulatory requirements and standards. Measures Average number of reviews per project 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 3.3 3.4 3.0 3.4 3.3 Number of drawing sheets reviewed 1,859(1) 1,306 1,600(1) 1,600(1) 1,300 Percentage of non-exempt plan review projects completed within the statutory overall time frame 100% 100% 100% 100% 100% (1) Amount reflects higher than anticipated private development projects. * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 450 City of Chandler 2017-18 Adopted Budget Transportation & Development    Engineering – 3020    Budget Summary 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget Description Personnel Services Total Personnel $ 2,074,617 $ 2,119,523 $ 2,149,058 $ 2,103,558 $ 2,141,350 Ongoing* 2,119,523 2,149,058 2,103,558 2,141,350 One-time* Professional/Contract 7,267 Operating Supplies 10,152 30,979 32,479 26,969 19,735 Repairs/Maintenance 814 8,700 8,700 4,100 8,700 Communications/Transportation 12,275 15,621 15,621 11,610 15,705 Insurance/Taxes 1,000 300 300 2,000 300 Other Charges/Services 5,136 4,175 4,175 3,300 4,175 Machinery/Equipment 1,239 Office Furniture/Equipment 209 Capital Replacement 4,330 4,330 4,330 4,330 4,330 Total Cost Center - 3020 $ 2,109,772 $ 2,190,895 $ 2,214,663 $ 2,155,867 $ 2,194,295 General Fund $ 2,109,772 $ 2,190,895 $ 2,214,663 $ 2,155,867 $ 2,194,295 % Change Adopted to Adopted 1.03% 1.03% N/A -100.00% -36.30% 0.00% 0.54% 0.00% 0.00% N/A N/A 0.00% 0.16% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Authorized Positions Position Title City Engineer Development Project Administrator Engineer Assistant Engineering Records Specialist Engineering Technician GIS Manager GIS Technician I GIS Technician II Plan Review Manager Principal Engineer Principal Plans Examiner Records Management Associate Senior Administrative Assistant Senior Plans Examiner Total 2013-14 Revised 1 0 0 0 1 0 1 4 0 1 0 1 0 0 9 2014-15 Revised 1 0 0 0 1 0 1 4 1 1 1 1 0 4 15 2015-16 Revised 1 1 1 0 1 1 1 4 1 1 1 1 1 4 19 2016-17 Adopted 1 1 1 0 1 1 1 4 1 1 1 1 1 4 19 2016-17 Revised 1 1 1 1 1 1 1 4 1 1 1 0 1 4 19 2017-18 Adopted 1 1 1 1 1 1 1 4 1 1 1 0 1 4 19 Significant Budget and Staffing Changes During Fiscal Year (FY) 2016-17, one Records Management Associate position was reclassified to Engineering Records Specialist. 451 City of Chandler 2017-18 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: 2017-18 Performance Measurements Goal:(1) Increase job-related training for Capital Projects employees. Supports Priority Based Budgeting Goal(s): Safe Community Objective:(1) ♦ 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(1) Percentage of Capital Projects training budget expended versus budgeted (1) (2) 2014-15 Actual 2015-16 Actual 89% 134%(2) 2016-17 Projected 90% 2016-17 Year End Estimate * 100% 2017-18 Projected N/A(1) Goal, objective, and measure discontinued as of Fiscal Year (FY) 2017-18. Additional SharePoint training above the amount budgeted was taken in FY 2015-16. Goal: Process invoices from consultants in a timely manner. Supports Priority Based Budgeting Goal(s): Effective Transportation; Healthy and Attractive Community; Sustainable Economic Health 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 2014-15 Actual 2015-16 Actual 85% 88% * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 452 2016-17 Projected 90% 2016-17 Year End Estimate * 90% 2017-18 Projected 90% City of Chandler 2017-18 Adopted Budget Transportation & Development    Capital Projects – 3025    Goal: Limit increases in construction costs of existing projects. Supports Priority Based Budgeting Goal(s): Effective Transportation; Healthy and Attractive Community; Sustainable Economic Health 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) 2014-15 Actual -19%(1) 2015-16 Actual -27%(1) 2016-17 Projected 5% 2016-17 Year End Estimate * -5%(1) 2017-18 Projected 5% Negative percentages due to projects with close-outs under the award amount due to value engineering resulting in reduced costs and scope reductions. Goal: To provide efficient and effective services to the residents of Chandler through administration, general direction, and coordination of Real Estate Services. Supports Priority Based Budgeting Goal(s): Effective Transportation 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. 2016-17 2014-15 2015-16 2016-17 Year End 2017-18 Measures Actual Actual Projected Estimate * Projected Number of requests for real estate services (including telephone, in-person and multiple parcel job requests) / 1,100/ 565/ 450/ 525/ 510/ Percentage responded to within 5 days(2) 95% 95% 96% 95% 95% (2) The decline in requests starting in Fiscal Year 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). * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 453 City of Chandler 2017-18 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): Effective Transportation Objective: ♦ Pursue and manage capital improvement project property and land rights acquisition for no or low cost to the City. 2016-17 2014-15 2015-16 2016-17 Year End 2017-18 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 $0(1) $0(1) $0(2) $170,121 $0(2) Value of capital improvement project right-of-way acquisitions (1) (2) (3) $1,176,187(3) $5,500,000 $2,250,161 $1,115,000 $2,800,000 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. In Fiscal Year (FY) 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. Goal:(4) Maintain public safety and quality of life standards through offsite inspections of class 8 (street excavation) encroachment permits for development and capital improvement projects. Supports Priority Based Budgeting Goal(s): Effective Transportation; Healthy and Attractive Community; Sustainable Economic Health Objective:(4) ♦ Perform offsite inspections of development and capital improvement projects and close completed permits in a timely and efficient manner. Measure(4) Number of hours performing development and capital improvement project (CIP) inspections / Value of class 8 encroachment permits Number of class 8 encroachment permits pulled for development projects / Number of class 8 encroachment permits closed for development projects Number of class 8 encroachment permits pulled for CIP projects / Number of class 8 encroachment permits closed for CIP projects (4) 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected N/A(4) N/A(4) 10,129/ $220,000 10,129/ $220,000 10,300/ $300,000 N/A(4) N/A(4) 165/ 30 165/ 30 180/ 60 N/A(4) N/A(4) 35/ 10 35/ 10 35/ 25 New goal, objective, and measures effective FY 2017-18; measurements not available prior to FY 2016-17. * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 454 City of Chandler 2017-18 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 2015-16 Actual Expenditures 2016-17 Adopted Budget $ 1,536,337 $ 2,280,448 2,215,248 65,200 1,700 132,650 28,784 52,786 2,086 2,212 14,178 14,750 1,350 12,488 11,369 (480,418) 25,989 25,989 $ 1,621,563 $ 2,041,136 $ 1,621,563 $ 2,041,136 $ 1,621,563 $ 2,041,136 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget $ 2,304,808 2,239,608 65,200 131,707 52,786 2,212 14,750 1,350 11,369 (480,418) 25,989 $ 2,064,553 $ 2,054,973 9,580 $ 2,064,553 $ 2,255,866 2,190,666 65,200 3,500 41,343 2,212 14,468 11,270 (480,418) 25,989 $ 1,874,230 $ 1,874,230 $ 1,874,230 $ 2,338,613 2,272,974 65,639 131,707 35,427 2,212 15,110 1,350 11,369 (531,040) 25,989 $ 2,030,737 $ 2,030,737 $ 2,030,737 % Change Adopted to Adopted 2.55% 2.61% 0.67% -0.71% -32.89% 0.00% 2.44% 0.00% 0.00% N/A 0.00% -0.51% * Ongoing and One-time Personnel Services detail not available for 2015-16 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. 455 City of Chandler 2017-18 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 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 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 2016-17 Revised 0 1 1 0 1 1 3 1 1 1 6 0 1 1 1 0 1 20 2017-18 Adopted 0 1 1 0 1 1 3 1 1 1 6 0 1 1 1 0 1 20 Significant Budget and Staffing Changes During Fiscal Year (FY) 2016-17, one Engineering Project Manager position was reclassified to Engineer. FY 2017-18 reflects a one-time funding increase for a temporary capital projects support analyst, as well as ongoing funding increases for computer monitors and software. 456 City of Chandler 2017-18 Adopted Budget Transportation & Development S treets provides for the care, repair, and maintenance of all City-owned streets (2,073 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. Streets 3300 Division: Cost Center: 2017-18 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 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 4 1 3 2 2 Number of sidewalk maintenance requests 100 84 110 82 86 Number of curb/gutter maintenance requests Number of street repairs / Pothole repair requests 26 80/ 181 24 72/ 86(1) 28 90/ 160 20 72/ 90(1) 21 70/ 90(1) (1) A pothole program was instituted in Fiscal Year 2015-16 for the proactive repair of potholes. Goal: Respond to citizen service requests for street, sidewalk, curb, and gutter repairs and maintenance in a timely manner. Supports Priority Based Budgeting Goal(s): Effective Transportation; Healthy and Attractive Community; Safe Community Objective: ♦ Complete maintenance work orders (wo’s) for streets, sidewalks, curbs, and gutters within: ♦ 2 days for potholes ♦ 15 days for Americans with ♦ 18 days for street repairs Disabilities Act (ADA) related ♦ 3 days for safety repairs ♦ 30 days for sidewalk, curb, and 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 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 2 2 2 2 2 3/ 5 14/ 2 3/ 3 12/ 2 3/ 5 12/ 2 3/ 3 11/ 2 3/ 3 11/ 2 * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 457 City of Chandler 2017-18 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. 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected 2,052 2,056 2,073 2,085 855/ 887/ 42% 43% Street Slurry Seal 890/ 43% 907/ 44% 892/ 43% 635 637 619 644 99/ 83/ 15% 13% Street Repaving(3) 61(2)/ 10% 62(2)/ 10% 87/ 14% 531 530 74/ 76/ 14% 14% Other Street Maintenance 529 70/ 13% 547 72/ 13% 549 74/ 14% 2014-15 2015-16 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 maintenance, fair condition Lane miles of street maintenance performed / Percentage of street maintenance performed 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) 2,033 647 2,175 3,300 3,700 3,700 4,000 3,243,319 (4) 3,000,000 3,000,000 3,000,000 52,800 47/ 223 8,351/ 584(6) 48,000 65/ 175 9,000/ 350 49,600 40/ 160 8,300/ 855 50,000 40/ 175 8,300/ 850(6) 46,960 47/ 229 5,491/ 1,031(5) 4,699,206 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. More roads were in need of crack seal (a pre-seal on extensive cracks) prior to applying slurry seals. 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; the FY 2017-18 projection reflects a normal level of activity under the new identification process. There will be fluctuations in maintenance based on inspection results. Rains, storms, and other factors can affect maintenance needs and vary year by year * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 458 City of Chandler 2017-18 Adopted Budget Transportation & Development    Streets – 3300    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Rents/Utilities Other Charges/Services Contingencies/Reserves Machinery/Equipment Street Improvements Capital Replacement Total Cost Center - 3300 General Fund Highway User Revenue Fund Grand Total 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget $ 3,225,523 $ 3,642,298 $ 3,712,432 $ 3,500,800 $ 3,621,791 3,642,298 3,712,432 3,500,800 3,621,791 1,389,093 1,549,337 1,887,800 1,881,846 1,552,278 682,277 753,030 1,206,322 1,208,198 752,301 54,242 89,259 116,067 116,567 78,259 6,561 12,288 12,288 7,625 13,440 25,425 16,500 22,304 22,304 16,500 662,496 767,210 785,706 785,706 805,063 95,168 101,599 164,759 152,090 101,599 156,457 156,457 156,457 157,214 38,968 38,968 35,013 9,268 3,745,280 2,820,265 4,432,744 4,432,744 2,820,265 138,550 141,798 141,798 141,798 147,698 $ 10,181,829 $ 10,089,009 $ 12,677,645 $ 12,284,691 $ 10,074,919 $ 6,236,457 $ 5,589,258 $ 7,230,057 $ 7,115,156 $ 5,541,284 3,945,373 4,499,751 5,447,588 5,169,535 4,533,635 $ 10,181,829 $ 10,089,009 $ 12,677,645 $ 12,284,691 $ 10,074,919 * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. 459 % Change Adopted to Adopted -0.56% -0.56% N/A 0.19% -0.10% -12.32% 9.38% 0.00% 4.93% 0.00% 0.00% -76.22% 0.00% 4.16% -0.14% City of Chandler 2017-18 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 Senior Streets Specialist - CDL Storm Water Maintenance Coordinator Storm Water Programs Coordinator Storm Water Program Specialist Street Maintenance Coordinator Street Maintenance Supervisor Street Maintenance Supervisor - CDL Street Maintenance Worker Street Maintenance Worker - CDL Street Superintendent Streets Crew Leader Streets Crew Leader - CDL Streets Project Manager Streets Specialist Streets Specialist - CDL Total 2013-14 Revised 0 0.5 2 1 0 2 1 0 0 0 1 10 0 1 1 0 1 3 0 5 0 1 5 0 0 6 0 40.5 2014-15 Revised 1 0 0 1 0 2 0 0.5 1 1 1 10 0 0 1 1 1 3 0 4 0 1 5 0 0 7 0 40.5 2015-16 Revised 1 0 0 0 1 2 0 0.5 1 1 0 10 0 0 1 1 1 3 0 3 0 1 5 0 1 8 0 40.5 2016-17 Adopted 1 0 0 0 1 2 0 0.5 1 1 0 12 0 0 1 1 2 3 0 3 0 1 5 0 1 8 0 43.5 2016-17 Revised 1 0 0 0 1 2 0 0.5 1 1 0 0 12 0 1 1 2 0 3 0 3 1 0 5 1 0 8 43.5 2017-18 Adopted 1 0 0 0 1 2 0 0.5 1 1 0 0 12 0 1 1 2 0 3 0 3 1 0 5 1 0 8 43.5 Significant Budget and Staffing Changes During Fiscal Year (FY) 2016-17, twelve Senior Streets Specialist positions were renamed Senior Streets Specialist - CDL, three Street Maintenance Supervisor positions were renamed Street Maintenance Supervisor CDL, three Street Maintenance Worker positions were renamed Street Maintenance Worker - CDL, five Streets Crew Leader positions were renamed Streets Crew Leader - CDL, and eight Streets Specialist positions were renamed Streets Specialist - CDL. FY 2017-18 reflects a one-time funding increase for the street maintenance program, as well as ongoing funding increases for new areas of responsibility for landscape maintenance and utilities (partially offset by a permanent transfer from cost center 3330, Traffic Engineering), and fuel, automotive supplies, and capital replacement for a new vehicle to tow a heated crack seal kettle trailer. FY 2017-18 reflects a small decrease in funding due to onetime funding received in FY 2016-17 for larger monitors and a new vehicle. 460 City of Chandler 2017-18 Adopted Budget Transportation & Development Division: Cost Center: Streets Capital 3310 Capital Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Communications/Transportation Other Charges/Services Project Support Recharge** Contingencies/Reserves Land/Improvements Building/Improvements Machinery/Equipment Office Furniture/Equipment Street Improvements Park Improvements Total Cost Center - 3310 Highway User Revenue Fund Local Transportation Assistance Fund General Gov't Capital Projects Fund Vehicle Replacement Fund HURF Revenue Bond Fund Street GO Bond Fund Storm/Sewer GO Bond Fund Arterial Street Impact Fee Fund Grant Capital Fund Grand Total 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget 209,650 $ 297,850 $ - $ - $ 209,650 1,352,150 484,284 1,995,965 4,710,047 214,743 6,932 4,076 68 1,323 103,673 89,330 895,120 104,185 349,702 4,643 537,901 76,096 280,097 445,676 54,214,902 47,566,702 3,008,462 2,855,000 4,101,077 7,940,474 14,481 679,143 138,000 725,750 595,492 1,068,857 57,202,659 29,862,082 9,514,856 45,644,813 24,997,295 1,468 47,740 $ 26,622,822 $ 83,047,548 $ 68,081,797 $ 10,054,565 $114,536,032 302,613 $ 6,942,348 $ 3,830,662 $ 5,648,684 $ 2,994,961 $ 1,104,461 1,226,770 45,763 169,548 1,382,037 32,059,012 10,504,671 32,518,484 24,837,249 3,413,856 336,583 717 175,321 10,440,582 9,819,231 1,453,746 21,667,261 3,925,785 606,033 144,629 348,336 331,299 25,266 13,862,079 11,558,620 866,204 29,055,685 1,739,541 5,796,083 18,846,629 17,313,667 3,947,117 23,101,232 $ 26,622,822 $ 83,047,548 $ 68,081,797 $ 10,054,565 $114,536,032 $ % Change Adopted to Adopted N/A N/A N/A -32.26% N/A N/A -74.46% 92.04% 13.98% 5.38% N/A 392.13% N/A 52.85% N/A 37.92% * Ongoing and One-time Personnel Services detail not available for 2015-16 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) 2017-18 incorporates the carryforward of unexpended program funding from FY 2016-17. Detail on the capital program is available in the 2018-2027 Capital Improvement Program. 461 City of Chandler 2017-18 Adopted Budget Transportation & Development T raffic Engineering is responsible for the planning, design, installation, operation, and maintenance of the traffic control system and lighting for City streets. The traffic control system is comprised of 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. Traffic Engineering 3330 Division: Cost Center: 2017-18 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 2014-15 Actual 2015-16 Actual 76/ 4 82/ 3 2016-17 Projected 2016-17 Year End Estimate * 85/ 3 85/ 3 85/ 3 2016-17 Year End Estimate * 2017-18 Projected 218/ 100% 219/ 100% 2017-18 Projected Goal: Provide proper inspection and maintenance of all traffic signals. Supports Priority Based Budgeting Goal(s): Effective Transportation; Safe Community Objective: ♦ Complete inspections and preventative maintenance of all traffic signals annually. Measures Total number of signalized intersections / Percentage of signals inspected and maintained 2014-15 Actual 217/ 100% 2015-16 Actual 218/ 100% * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 462 2016-17 Projected 218/ 100% City of Chandler 2017-18 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 Objectives: ♦ Install and/or maintain traffic signs. ♦ Repaint 100% of road markings annually. Measures 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected Number of signs installed or maintained to standards 1,500 1,289(1) 2,500 1,500(1) 1,700 Number of centerline-miles of striping inventory / Percentage repainted 275/ 50%(2) 275/ 75%(2) 275/ 75%(2) 275/ 90%(3) 275/ 100% (1) (2) (3) Staff shortages resulted in a reduced number of regular traffic sign replacements. Fell short of the objective of repainting 100% of all road markings annually due to a combination of staff shortages and equipment problems. New striping machine operational as of December 2016. Goal: To keep the streetlight system operating effectively and efficiently. Supports Priority Based Budgeting Goal(s): Effective Transportation; Safe Community Objective: ♦ Repair (or initiate underground repair) of streetlights within five working days. Measures Number of streetlight repairs / Percentage exceeding five work days 2014-15 Actual 2015-16 Actual 3,915/ 2% 3,282/ 2% * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 463 2016-17 Projected 4,500/ 2% 2016-17 Year End Estimate * 3,274/ 2% 2017-18 Projected 3,500/ 2% City of Chandler 2017-18 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 Office Furniture/Equipment Capital Replacement Total Cost Center - 3330 General Fund Highway User Revenue Fund Grand Total 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget $ 2,536,771 $ 2,478,110 $ 2,527,495 $ 2,423,291 $ 2,530,174 2,478,110 2,527,495 2,423,291 2,530,174 58,993 65,292 74,275 74,276 65,292 601,690 708,041 724,784 676,719 707,571 5,707 5,450 6,134 5,424 5,450 3,946 9,376 9,376 7,899 9,388 8,500 8,500 9,500 9,500 8,500 3,056,519 3,184,191 3,177,359 3,247,291 3,159,488 13,169 17,320 20,513 21,312 17,320 55,060 55,060 48,228 55,710 35,000 38,414 41,537 175,000 1,232 130,629 130,629 130,629 130,629 130,629 $ 6,472,866 $ 6,696,969 $ 6,773,539 $ 6,637,878 $ 6,857,040 $ 2,172,892 $ 2,395,361 $ 2,407,302 $ 2,197,379 $ 2,526,367 4,299,973 4,301,608 4,366,237 4,440,499 4,330,673 $ 6,472,866 $ 6,696,969 $ 6,773,539 $ 6,637,878 $ 6,857,040 * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. 464 % Change Adopted to Adopted 2.10% 2.10% N/A 0.00% -0.07% 0.00% 0.13% 0.00% -0.78% 0.00% -12.41% 400.00% N/A 0.00% 2.39% City of Chandler 2017-18 Adopted Budget Transportation & Development    Traffic Engineering – 3330    Authorized Positions Position Title Administrative Specialist City Transportation Engineer Engineer Lead Signals & Lighting Technician Lead Traffic Operations Technician - CDL 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 Operations Technician II - CDL Traffic Signal and Street Light Technician I Traffic Signal Technician II Transportation Studies Manager Total 2013-14 Revised 1 1 1 0 0 0 0 2 1 1 3 1 1 4 2 0 2 4 1 25 2014-15 Revised 0 1 1 0 0 1 0 2 1 1 3 1 1 4 2 0 2 4 1 25 2015-16 Revised 0 1 1 0 0 1 1 2 1 1 3 1 1 4 2 0 2 4 0 25 2016-17 Adopted 0 1 1 0 0 1 1 2 1 1 3 1 1 4 2 0 2 4 0 25 2016-17 Revised 0 1 1 1 1 1 1 2 1 1 3 1 1 4 0 1 2 3 0 25 2017-18 Adopted 0 1 1 1 1 1 1 2 1 1 3 1 1 4 0 1 2 3 0 25 Significant Budget and Staffing Changes During Fiscal Year (FY) 2016-17, two Traffic Operations Technician II positions were renamed Traffic Operations Technician II - CDL, one Traffic Signal Technician II - CDL position was reclassified to Lead Signals & Lighting Technician, and one Traffic Operations Technician II - CDL position was reclassified to Lead Traffic Operations Technician - CDL. FY 2017-18 reflects a one-time funding increase to purchase two portable dynamic message signs, two portable combination radar trailer/variable message signs, and sixteen speed reader boards, as well as a permanent transfer to cost center 3300, Streets, to offset increases for new areas of responsibility for landscape maintenance and utilities. 465 City of Chandler 2017-18 Adopted Budget Transportation & Development T ransit Services is responsible for formulating policies, design standards, and plans for the City's mass transit services, bicycling, and pedestrian facilities. Transit Services coordinates and manages all transit service contracts and plans, oversees construction of transit and bicycle facilities, and ensures compliance with the Maricopa County Trip Reduction Ordinance. Division: Cost Center: Transit Services 3340 2017-18 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; Safe Community 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 2014-15 Actual 2015-16 Actual 2016-17 Projected 2016-17 Year End Estimate * 2017-18 Projected City funded bus service miles 64,539 81,581(1) 84,000(2) 87,000(2) 210,770(3) City funded passenger boardings 67,766 77,761(1) 85,600(2) 73,700(4) 177,000(3) City funded cost per boarding $3.54 $4.18(5) $4.84(6) $5.09(4) $6.34(3) PTF funded bus service miles 931,765 943,724 922,000 957,350 976,750 (4) 820,460 (4) $6.25(3) PTF service passenger boardings PTF cost per boarding Average passenger boardings per mile (all service) 978,353 911,569 922,000 $3.71 (5) (6) $4.54 $5.56 0.96 1.02 0.84 0.84 455,452 557,742 (7) (7) N/A(8) DAR total trips 50,616 55,463 60,000(7) 56,676(7) 66,378(7) DAR PTF funded cost per trip $29.01 $28.53 $29.55 $32.95 $34.60 $21.88 (9) (9) $34.60(9) DAR revenue miles DAR City funded cost per trip (1) (2) (3) (4) (5) (6) (7) (8) (9) 1.05 $5.60 806,870 $11.70 555,000 $26.00 634,328 $31.65 Mileage and boarding increased based on a full year for Route 96 in Fiscal Year (FY) 2015-16; FY 2014-15 based on nine months. Mileage and boarding increase based on a full year for Route 542 in FY 2016-17. Ray Road will add weekday and weekend service in FY 2017-18, resulting in anticipated higher cost per boarding due to lower boardings on this new route in the beginning until it becomes an established route. Boardings began declining in FY 2016-17 throughout the region, resulting in a higher cost per mile. Higher costs due to Valley Metro mileage cost 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. Effective FY 2017-18 the City will no longer pay mileage; costs will be based per trip. 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. One-time funding has been received for FY 2017-18 to address this need. * 2016-17 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. 466 City of Chandler 2017-18 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; 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) 2014-15 Actual 2015-16 Actual 326 2016-17 Projected 330 336 2016-17 Year End Estimate * 2017-18 Projected 336 340 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 Objective: ♦ Reduce the percentage of work-related SOV trips by City employees. Measures Single Occupant Vehicle (SOV) commuting percentage 2014-15 Actual 82% 2015-16 Actual 83% * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 467 2016-17 Projected 83% 2016-17 Year End Estimate * 83% 2017-18 Projected 83% City of Chandler 2017-18 Adopted Budget Transportation & Development    Transit Services – 3340    Budget Summary 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget Description Personnel Services 232,548 231,000 $ 225,796 $ 214,266 $ $ 207,658 $ Total Personnel 232,548 231,000 225,796 214,266 Ongoing* One-time* 2,275,811 1,374,445 1,484,463 1,187,611 803,532 Professional/Contract 9,386 4,544 9,386 9,386 Operating Supplies 3,473 10,951 11,748 12,738 10,951 5,619 Repairs/Maintenance 1,699 1,120 1,615 1,615 Communications/Transportation 911 1,000 1,000 1,000 Insurance/Taxes 23,456 21,056 26,621 23,456 34,266 Rents/Utilities 58,615 57,483 61,883 56,815 73,636 Other Charges/Services 143,968 143,968 143,968 Contingencies/Reserves 6,583 6,583 6,583 6,583 6,583 Capital Replacement $ 1,135,678 $ 1,655,651 $ 1,974,053 $ 1,707,979 $ 2,764,017 Total Cost Center - 3340 771,042 $ 1,864,787 769,423 $ $ 706,421 $ General Fund 633,221 $ 899,230 936,937 1,204,630 949,230 Local Transportation Assistance Fund 502,457 $ 1,135,678 $ 1,655,651 $ 1,974,053 $ 1,707,979 $ 2,764,017 Grand Total % Change Adopted to Adopted 8.53% 8.53% N/A 91.63% 0.00% 0.00% 5.20% 0.00% 0.00% 3.17% 0.00% 0.00% 66.94% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Authorized Positions Position Title Executive Assistant Transit Services Coordinator Total 2013-14 Revised 1 2 3 2014-15 Revised 0 2 2 2015-16 Revised 0 2 2 2016-17 Adopted 0 2 2 2016-17 Revised 0 2 2 2017-18 Adopted 0 2 2 Significant Budget and Staffing Changes Fiscal Year 2017-18 reflects one-time funding increases for Dial-a-Ride service, expansion of transit operations on Ray Road, Arizona Avenue, and cost increases for other fixed route bus service. 468 City of Chandler 2017-18 Adopted Budget Transportation & Development S treet Sweeping is responsible for sweeping the 2,073 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: 2017-18 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) 2014-15 Actual 2015-16 Actual 59,664(1) 65,937 2016-17 Projected 63,500 2016-17 Year End Estimate * 2017-18 Projected 67,000 The City was down an average of three sweepers in Fiscal Year 2014-15 due to maintenance issues with the aging sweeper fleet. * 2016-17 Year End Estimate reflects “six months actual” and “six months estimated.” th Note: All measurements are through June 30 , the last day of the fiscal year. 469 65,500 City of Chandler 2017-18 Adopted Budget Transportation & Development    Street Sweeping – 3350    Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes Other Charges/Services Machinery/Equipment Total Cost Center - 3350 General Fund Grant Fund Grant Capital Fund Grand Total 2015-16 Actual Expenditures 2016-17 Adopted Budget 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget % Change Adopted to Adopted $ 737,124 $ 757,438 $ 770,226 $ 772,506 $ 745,002 757,438 770,226 772,506 745,002 584 3,940 3,940 3,800 3,940 182,375 172,435 175,710 203,631 172,435 1,145 1,145 880 1,145 84 1,000 66,078 103,311 167,833 100,500 103,311 494,089 264,250 264,250 223,841 $ 1,480,250 $ 1,302,519 $ 1,383,104 $ 1,306,158 $ 1,025,917 $ 1,014,775 $ 1,052,519 $ 1,133,104 $ 1,095,411 $ 1,025,917 465,475 250,000 250,000 210,747 $ 1,480,250 $ 1,302,519 $ 1,383,104 $ 1,306,158 $ 1,025,917 -1.64% -1.64% N/A 0.00% 0.00% 0.00% N/A N/A 0.00% -100.00% -21.24% * Ongoing and One-time Personnel Services detail not available for 2015-16 Actual Expenditures. Authorized Positions Position Title Senior Streets Specialist Senior Streets Specialist - CDL Street Maintenance Supervisor Street Maintenance Supervisor - CDL Total 2013-14 Revised 8 0 1 0 9 2014-15 Revised 8 0 1 0 9 2015-16 Revised 8 0 1 0 9 2016-17 Adopted 8 0 1 0 9 2016-17 Revised 0 8 0 1 9 2017-18 Adopted 0 8 0 1 9 Significant Budget and Staffing Changes During Fiscal Year (FY) 2016-17, eight Senior Streets Specialist positions were renamed Senior Streets Specialist - CDL and one Street Maintenance Supervisor position was renamed Street Maintenance Supervisor - CDL. The overall decrease to the FY 2017-18 adopted budget is due to one-time funding in FY 2016-17 for a grant funded street sweeper and the required General Fund match. Starting in FY 2017-18, sweeper purchases have been moved to the Capital Improvement Program. 470 CAPITAL BUDGET 14 Capital Appropriation Summaries Major Capital Projects Operating Capital Capital Replacement CAPITAL BUDGET Stretching our dollars and strengthening our community has continued to be a conditioning program that has rewarded us with the ability to build and maintain streets and other infrastructure, while providing new parks and other community amenities. City of Chandler 2017-18 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. It is necessary to plan for major capital improvements far in advance, in order to meet the future needs of the community. 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 2018-2027 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. It is the City’s 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. 2018-2027 Capital Program Shown below is a history of the total cost of the CIP for the full ten years. The CIP totals peaked in the 2016-2025 ten year plan as Community Services, Police, and Wastewater all experience additions of large projects. 471 City of Chandler 2017-18 Adopted Budget Capital Budget The City Council adopts the Capital Improvement Program (CIP) on the same date as the final adoption of the Annual Budget. Consequently, the 2018-2027 CIP review is integrated with the Fiscal Year 2017-18 Annual Budget process. Both were adopted by the City Council on June 8, 2017. The 10-year CIP is summarized below, with more detail available in the City’s 2018-2027 CIP document. Projected CIP Expenditure Summary 2017-18 2018-19 2019-20 2020-21 2021-22 General Government: Economic Development Downtown Redevelopment $ 750,000 502,000 $ 500,000 502,000 $ 500,000 5,002,000 $ 500,000 4,622,000 $ Total - General Government $ 1,252,000 $ 1,002,000 $ 5,502,000 $ 5,122,000 $ Airport: Airport Total - Airport $ $ 600,000 600,000 $ $ 2,003,000 2,003,000 $ $ 4,262,500 4,262,500 $ $ 1,440,000 1,440,000 $ $ 312,500 312,500 Administrative Services: Buildings and Facilities Information Technology and ITOC $ 1,654,000 2,469,650 $ 1,100,000 1,842,170 $ 1,150,000 826,880 $ 1,268,000 977,070 $ 2,580,000 620,000 Total - Administrative Services $ 4,123,650 $ 2,942,170 $ 1,976,880 $ 2,245,070 Cultural Affairs Parks & Recreation $ 6,175,000 3,540,000 $ 200,000 4,060,000 $ 250,000 2,700,000 $ Total - Community Services $ 9,715,000 $ 4,260,000 $ 2,950,000 Public Safety: Fire, Health & Medical Police $ 7,343,300 975,000 $ 4,376,000 7,710,000 $ Total - Public Safety $ 8,318,300 $ 12,086,000 $ $ 20,352,000 $ 9,775,000 350,000 500,000 502,000 5-Year Total 2022-2027 10-Year Total $ 2,750,000 11,130,000 $ 2,500,000 5,010,000 $ 5,250,000 16,140,000 1,002,000 $ 13,880,000 $ 7,510,000 $ 21,390,000 $ $ 8,618,000 $ 8,618,000 $ 14,363,500 $ 14,363,500 $ 22,981,500 22,981,500 $ 7,752,000 6,735,770 $ 5,250,000 $ 3,850,000 13,002,000 10,585,770 $ 3,200,000 $ 14,487,770 $ 9,100,000 $ 23,587,770 200,000 2,486,000 $ 200,000 2,159,000 7,025,000 14,945,000 $ $ 2,686,000 $ 2,359,000 $ 21,970,000 $ 1,710,000 1,750,000 $ 930,000 380,000 $ 2,070,000 $ 5,000,000 16,429,300 15,815,000 3,460,000 $ 1,310,000 $ 7,070,000 $ 32,244,300 12,855,000 $ 14,007,000 - 24,400,000 $ 5,875,000 100,000 31,415,000 134,000,000 - $ 8,970,000 $ 6,870,000 350,000 Community Services: Municipal Utilities: Water Wastewater Solid Waste $ 1,000,000 37,107,460 $ 8,025,000 52,052,460 38,107,460 $ 60,077,460 $ 3,730,000 $ 1,232,000 20,159,300 17,047,000 $ 4,962,000 $ 37,206,300 97,992,000 $ 170,527,000 800,000 56,325,000 229,854,768 1,220,000 $ 154,317,000 400,381,768 2,020,000 Total - Municipal Utilities $ 30,477,000 $ 26,862,000 $ 30,375,000 $ 165,415,000 $ 16,190,000 $ 269,319,000 $ 287,399,768 $ 556,718,768 Transportation & Development: Streets/Traffic $ 60,321,130 $ 26,139,800 $ 38,687,000 $ 16,185,000 $ 20,352,000 $ 161,684,930 $ 120,417,500 $ 282,102,430 Total - Transportation & Development $ 60,321,130 $ 26,139,800 $ 38,687,000 $ 16,185,000 $ 20,352,000 $ 161,684,930 $ 120,417,500 $ 282,102,430 Grand Total CIP $ 114,807,080 $ 75,294,970 $ 87,213,380 194,403,070 $ 50,485,500 $ 522,204,000 $ 481,860,228 $ 1,004,064,228 $ 2018-2027 CIP Resource Summary by Fiscal Year 2017-18 Current Revenues $ 28,381,900 $ 2018-19 22,406,872 $ 2019-20 2020-21 23,955,778 $ 24,035,386 $ 2021-22 18,432,959 5-Year Total $ 2022-2027 117,212,895 $ 71,445,259 10-Year Total $ 188,658,154 Capital Grants 13,453,163 2,726,218 12,414,199 1,626,684 6,817,541 37,037,805 16,176,355 53,214,160 Impact Fee Revenues/Fund Balance 25,017,955 14,085,164 12,492,800 66,115,000 3,891,000 121,601,919 43,062,330 164,664,249 Bond Proceeds Repaid by Secondary Tax Levy Other Debt Proceeds - Debt Repaid by Enterprise User Fees 20,682,062 14,468,216 8,875,603 6,826,000 8,514,000 59,365,881 82,008,626 141,374,507 27,272,000 21,608,500 29,475,000 95,800,000 12,830,000 186,985,500 269,167,658 456,153,158 75,294,970 $ 87,213,380 481,860,228 $ 1,004,064,228 Total - All Revenues $ 114,807,080 $ $ 194,403,070 $ 50,485,500 $ 522,204,000 $ Although capital improvement projects are scheduled throughout the ten-year plan, only those projects scheduled during the first year of the CIP are financed and adopted as part of the Annual Budget. The remainder of the ten-year plan is financially balanced with a reliable revenue source identified for every included project. 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 2018-2027 CIP 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 2018-2027 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. 472 City of Chandler 2017-18 Adopted Budget Capital Budget Capital Improvement Progam Impact on Operating Funds (Note: Amounts below are cumulative by year) FTE's 2017-18 General Government - Airport - Administrative Services $ 2018-19 47,500 $ - 9.0 2019-20 95,000 $ - 192,484 593,782 95,000 2020-21 $ 95,000 2021-22 $ 95,000 2022-2027 $ 475,000 1,980 3,549 5,174 37,660 1,123,430 1,585,213 2,111,354 12,745,763 Community Services 2.0 39,940 336,950 453,045 458,849 464,944 4,020,983 Fire, Health & Medical 12.0 1,832,390 1,681,196 1,821,243 1,891,578 1,965,430 11,070,831 - 118,867 209,707 351,534 351,534 351,534 1,757,670 Police Municipal Utilities: Water - Wastewater 1,200,000 1,200,000 1,200,000 1,200,000 6,000,000 10.0 3,221,453 - 3,586,746 3,659,957 3,710,053 3,787,653 19,824,075 - 14,900 77,280 149,170 234,020 234,020 1,536,110 Transportation & Development: Streets/Traffic Total O&M 33.00 $ New Position (FTE) costs $ 5,467,534 $ 7,780,661 $ 8,855,359 $ 9,529,796 $ 10,215,109 $ 57,468,092 1,472,818 $ 2,797,513 $ 3,188,443 $ 3,612,151 $ 4,250,795 $ 25,003,706 Ongoing costs 2,896,771 4,954,426 5,662,694 5,913,423 5,962,203 One-Time costs 1,097,945 28,722 4,222 4,222 2,111 Annual Increase $ 5,467,534 $ 7,780,661 $ 8,855,359 $ 9,529,796 $ 10,215,109 32,464,386 $ 57,468,092 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) 2017-18 Capital Budget While the City prepares a 10 year Capital Improvement Plan each year, only the first year is appropriated. The FY 2017-18 capital budget of $378,086,134 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 2017-18 Carryforward Appropriation Encumbered Unencumbered New Purchase Orders March 2017 Appropriation $ 86,331,299 $ 173,060,655 $ 114,807,080 85,000 252,100 3,550,000 $ 86,416,299 $ 173,312,755 $ 118,357,080 2017-18 Total Appropriation $ 374,199,034 3,887,100 $ 378,086,134 * 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 2017-18 capital program; A five year history of capital funding by functional area; The impact of the CIP on the operating budget for FY 2017-18; A narrative summary of projects approved and funded in FY 2017-18; Detailed project and funding appropriation for FY 2017-18 capital projects for each capital cost center; and Capital replacement funds detail. 473 City of Chandler 2017-18 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 2017-18. Current Revenue (1) General Government Economic Development Non-Departmental Airport System Development & Impact Fees Bonds(2) User Fees/ Other(3) Grants Total $ 2,567,208 $ 19,339,874 - - $ 332,139 - $ - - $ 5,304,061 - $ 705,407 2,567,208 19,339,874 6,341,607 $ 21,907,082 $ 332,139 $ - $ 5,304,061 $ 705,407 $ 28,248,689 $ 2,688,772 $ - $ - $ - $ 9,025 $ 2,697,797 3,295,157 - - - $ 3,454,015 9,437,944 $ - $ - $ 322,500 322,500 $ 9,025 $ 3,776,515 9,769,469 Community Services $ 7,322,503 $ 8,054,641 $ 1,452,041 $ 1,333,034 $ - $ 18,162,219 Fire, Health & Medical $ 1,946,581 $ 6,352,299 $ 4,337,358 $ - $ 3,430,000 $ 16,066,238 Police $ 4,003,635 $ 8,513,998 $ - $ - $ - $ 12,517,633 $ - $ - $ Subtotal General Government Administrative Services: IT Oversight Committee (ITOC) Information Technology Buildings & Facilities Subtotal Administrative Services - 3,295,157 Municipal Utilities: Solid Waste Water Wastewater - $ - 20,960,912 - $ 778,896 $ 778,896 55,343,386 - 451,800 $ 76,756,098 61,704,598 - 12,497,192 101,250,860 - $ 13,727,888 $ 178,785,854 - 27,049,070 $ - $ 48,009,982 $ Transportation & Development $ 40,105,821 $ 22,273,294 $ 29,055,685 $ 23,101,232 $ - $ 114,536,032 Total Major Capital $ 84,723,566 $ 93,536,353 $ 151,893,068 $ 30,060,827 $ 17,872,320 $ 378,086,134 Subtotal Municipal Utilities (1) (2) (3) 117,047,984 $ Includes revenues from General, General Government Capital Projects, Police Forfeiture, Regional Transportation Sales Tax, Highway User Revenue, and Local Transportation Assistance Funds. Includes bond proceeds available from prior years and new bond sales. Includes water, wastewater, and solid waste user fees; Wastewater Industrial Process Treatment Fund revenues; revenue from airport fuel sales, leases, and/or tie down fees; and Vehicle Replacement Fund revenues. 474 City of Chandler 2017-18 Adopted Budget Capital Budget Major Capital Budgets by Function and Cost Center Major capital appropriations are budgeted under 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 2017-18. The table reflects the budget and historical expenditures by capital cost center. 2013-14 Actual Department General Government Airport Capital Buildings & Facilities Capital(1) $ Cultural Affairs Capital(2) Economic Development Capital ITOC Capital(1) Information Technology Capital(1) Total General Government Administrative Services(1) Buildings & Facilities Capital ITOC Capital Information Technology Capital Total Administrative Services Community Services(2) Cultural Affairs Capital Parks Capital Total Community Services Municipal Utilities Solid Waste Capital Water Capital Wastewater Capital Total Municipal Utilities Public Safety Fire, Health & Medical Capital Police Capital Total Public Safety 868,722 $ $ $ $ $ $ 2016-17 Adjusted Budget 2015-16 Actual 2016-17 Estimated Expenses 2017-18 Adopted Budget 1,023,452 $ 1,223,229 $ 8,194,095 $ 1,650,655 1,991,732 2,077,207 3,972,834 1,837,874 - - 37,780 103,338 182,242 2,567,208 - 2,567,208 386,861 1,120,128 1,132,429 Community & Neighborhood Services Parks Capital(2) $ Total Community & Neighborhood Svcs $ Management Services Non Departmental Capital Total Management Services 2014-15 Actual 2,486,272 553,028 $ 6,341,607 213,765 - 470,084 4,121,890 $ 465,122 3,904,947 $ 444,378 5,150,521 $ 2,209,159 19,429,568 $ 943,362 3,548,029 $ 8,908,815 - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 3,776,515 2,697,797 3,295,157 9,769,469 - $ 4,298,945 4,298,945 $ 204,949 $ 4,982,659 5,187,608 $ - $ - $ 1,083,727 $ 9,844,054 10,927,781 $ 98,709 $ 2,381,037 2,479,746 $ 7,160,018 11,002,201 18,162,219 - $ $ - $ $ 5,323,604 $ 5,323,604 $ - $ $ - $ $ - $ $ 3,724,419 $ 3,724,419 $ 1,676,494 $ 1,676,494 $ 1,449,691 $ 1,449,691 $ 19,778,683 $ 19,778,683 $ 2,154,655 $ 2,154,655 $ 19,339,874 19,339,874 $ - $ 11,185,668 79,840,041 91,025,709 $ 188,839 $ 8,575,802 24,296,906 33,061,546 $ 190,421 $ 12,814,167 45,980,481 58,985,070 $ 748,856 $ 96,868,612 146,191,954 243,809,422 $ 319,960 $ 40,477,775 54,181,813 94,979,548 $ 778,896 76,756,098 101,250,860 178,785,854 6,357,405 $ 525,664 6,883,070 $ 1,842,486 $ 1,620,376 3,462,861 $ 12,094,049 $ 12,210,434 24,304,483 $ 3,371,111 $ 667,801 4,038,912 $ 16,066,238 12,517,633 28,583,871 $ $ $ 407,235 $ 521,872 929,107 $ Transportation & Development Streets Capital Total Transportation & Development $ $ 25,741,362 $ 25,741,362 $ 31,923,131 $ 31,923,131 $ 26,622,822 $ 26,622,822 $ 68,081,797 $ 68,081,797 $ 10,054,565 $ 10,054,565 $ 114,536,032 114,536,032 Grand Total $ 129,841,432 $ 82,636,796 $ 100,994,569 $ 386,331,734 $ 117,255,455 $ 378,086,134 (1) Effective July 1, 2017, the Buildings and Facilities Capital, ITOC Capital, and Information Technology Capital are transferred from the City Manager Department to the newly created Administrative Services Department. (2) Effective July 1, 2015, the Cultural Affairs Capital is removed from the former Community Services Department to create the new Cultural Affairs Division, under General Government. Effective July 2016, the Community Services Department is re-established with the transfer of the Cultural Affairs Division from City Manager, the transfer of Park Development & Operation, Aquatics, Recreation, Sports & Fitness Facities, Nature & Recreation Facilities, and Park Capital from Community & Neighborhood Services and the transfer of the Neighborhood Resources Division to the City Manager Department. 475 City of Chandler 2017-18 Adopted Budget Capital Budget Impact of Capital Improvement Program (CIP) on the Fiscal Year (FY) 2017-18 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 2017-18. 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 2017-18 operating budget. CIP Impact on Operating Funds* Personnel (FTE costs) General Fund Downtown Parking Garages IT Oversight Committee Projects User Productivity Improvements Citywide Technology Infrastructure Layton Lakes Park Site Southeast Fire Station Public Safety Training Facility 911 Center Console Workstations Public Safety Training Facility Crack Seal Kettle/PM-10 Vacuum /Compressor Supplies or Services Total $ 120,952 684,771 - $ 47,500 47,000 8,532 16,000 39,940 1,099,286 48,333 2,560 116,307 14,900 $ 47,500 47,000 129,484 16,000 39,940 1,784,057 48,333 2,560 116,307 14,900 $ 805,723 $ 1,440,358 $ 2,246,081 Ocotillo Water Reclamation Facility Expansion $ 667,095 $ 2,554,358 $ 3,221,453 Total - Wastewater Operating Fund $ 667,095 $ 2,554,358 $ 3,221,453 $ 1,472,818 $ 3,994,716 $ 5,467,534 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 that will begin operations in FY 2017-18. 476 City of Chandler 2017-18 Adopted Budget Capital Budget Capital Improvement Project Summaries for Fiscal Year (FY) 2017-18 Amounts shown reflect new fiscal year funding only, without carryforward appropriation. The project type reflects whether the project is an 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 2017-18 budget or incorporated into the City’s long range financial forecast, as appropriate. 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 2017-18 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 (6GG650) Description: Funding is allocated for planned construction of renovations and new features that were determined by the conceptual design that was completed in FY 2016-17. Project Type: One-time capital improvement Fiscal Year 2017-18 Funding: $750,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget, pending decisions on park amenities and landscaping. Airport Update Airport Master Plan (6AI725) Description: Funding is allocated to update the Airport Master Plan Project Type: One-time study Fiscal Year 2017-18 Funding: $600,000 Funding Sources: Airport Operating Fund Federal Aviation Administration Grant Arizona Department of Transportation Grant Impact on Operating Budget: This project has no direct impact on the operating budget. Administrative Services – Buildings & Facilities Existing City Building Renovations/Repairs (6BF628) Description: Funding is allocated for various upgrades and renovations to the City’s existing buildings. Project Type: Ongoing capital infrastructure maintenance and support FY 2017-18 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. 477 City of Chandler 2017-18 Adopted Budget Capital Budget Administrative Services – Buildings & Facilities (continued) Fire Station Bay Doors (Phase II) (6BF653) Description: Funding is allocated for the installation of bi-fold doors at Fire Stations #7 and #10. Project Type: One-time capital improvement Fiscal Year 2017-18 Funding: $260,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Facility & Parks Asphalt Maintenance (6BF658) Description: Funding is allocated for the ongoing maintenance and repair of 29 Building and Facility Division parking lots and 16 Parks Division parking lots. Project Type: Ongoing capital maintenance and repair Fiscal Year 2017-18 Funding: $150,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Facility Generator Replacement (6BF660) Description: Funding is allocated for the installation of facility generators at Fire Stations #3 and #5. Project Type: One-time capital improvement Fiscal Year 2017-18 Funding: $187,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Facility HVAC Replacements (6BF662) Description: Funding is allocated to replace the existing air conditioning units at Snedigar Recreation Center and the Sunset Library. Project Type: One-time capital improvement Fiscal Year 2017-18 Funding: $127,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Desert Breeze Train Station Renovations (6BF663) Description: Funding is allocated for renovations at the Station building and infrastructure. Project Type: One-time capital improvement Fiscal Year 2017-18 Funding: $180,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Administrative Services – Information Technology Oversight Committee Information Technology Oversight Committee (ITOC) Programs (6GG617) Description: Funding is allocated for the acquisition and development of computer software technology that is approved by ITOC. Project Type: Ongoing software acquisition and development costs Fiscal Year 2017-18 Funding: $440,290 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project results in additional ongoing operating costs of $47,000 per year for additional maintenance and training. 478 City of Chandler 2017-18 Adopted Budget Capital Budget Administrative Services – 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 2017-18 Funding: $916,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: Operations and maintenance expenses of $50,472 will start in Fiscal Year (FY) 2018-19. Enhanced Communication Speed for Remote Sites (6IT088) Description: Funding is allocated for the last year of a three year project to install fiber optics to improve connectivity speed to remote Fire Stations and Community Services locations. Project Type: One-time capital improvement Fiscal Year 2017-18 Funding: $200,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: Personnel and operations and maintenance expenses of $148,357 will start in FY 2018-19. User Productivity Improvements (6IT093) Description: Funding is allocated for the first stage of the process to shift City staff to Microsoft Exchange email and Office 365 suite of software. Project Type: One-time capital improvement Fiscal Year 2017-18 Funding: $519,360 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: Personnel and operations and maintenance expenses of $129,484 will start in FY 2017-18. Infrastructure Monitoring System (6IT095) Description: Funding is allocated to consolidate several monitoring systems currently used into a single system that will provide an end-to-end view of the City’s systems. Project Type: One-time capital acquisition Fiscal Year 2017-18 Funding: $250,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: Operations and maintenance expenses of $45,000 will start in FY 2018-19. City Hall Conference Room Technology Upgrades (6IT096) Description: Funding is allocated to upgrade ten City Hall Conference Rooms with newer technology such as high definition video including videoconferencing capability in four conference rooms. Project Type: One-time capital acquisition (first year of two year project) Fiscal Year 2017-18 Funding: $64,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Citywide Technology Infrastructure (6IT097) Description: Funding is allocated to add an additional consolidated server. Project Type: Ongoing capital infrastructure maintenance and support Fiscal Year 2017-18 Funding: $80,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: Operations and maintenance expenses of $16,000 will start in FY 2017-18. 479 City of Chandler 2017-18 Adopted Budget Capital Budget Community Services – Cultural Affairs Existing Cultural Affairs Facilities Improvements (6CA001) Description: Funding is allocated for annual improvement and repairs to facilities that are noninfrastructure based. Project Type: Ongoing capital maintenance and repair Fiscal Year 2017-18 Funding: $175,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Museum (6CA384) Description: Funding is allocated for the construction of the museum that will be adjacent to the McCullough-Price House, which will include additional exhibition space, additional classrooms, and collection storage space. Project Type: Capital construction Fiscal Year 2017-18 Funding: $6,000,000 Funding Source: Museum General Obligation Bonds Impact on Operating Budget: Operations and maintenance expenses of $246,061 will start in Fiscal Year (FY) 2018-19 and personnel expenses of $116,095 starting in FY 2019-20. Community Services – Parks & Recreation 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 2017-18 Funding: $425,000 Funding Source: Park General Obligation Bonds Impact on Operating Budget: This project will add $5,305 in operating expenses for maintenance and repair starting in FY 2018-19. 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 2017-18 Funding: $500,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget but doing renovations and major repairs now will save on future maintenance costs for aquatic facilities. Existing Neighborhood Park Improvements/Repairs (6PR049) Description: Funding is allocated for neighborhood park improvements include the upgrading or replacement of amenities such as irrigation, playgrounds, picnic pavilions, basketball or volleyball courts, and landscaping. Project Type: Ongoing capital maintenance and repair Fiscal Year 2017-18 Funding: $807,000 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. 480 City of Chandler 2017-18 Adopted Budget Capital Budget Community Services – Parks & Recreation (continued) Snedigar Sportsplex (6PR397) Description: Funding is allocated for parking lot and internal drive improvements within the complex. Project Type: One-time capital acquisition and improvements Fiscal Year 2017-18 Funding: $710,000 Funding Sources: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. 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: Ongoing capital maintenance and repair Fiscal Year 2017-18 Funding: $750,000 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 2017-18 Funding: $250,000 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 City buildings. Fitness Equipment (6PR634) Description: Funding is allocated for the replacement of exercise equipment in the recreation centers including treadmills, ellipticals, and circuit machines. Project Type: One-time capital acquisition (first year of a five year program) Fiscal Year 2017-18 Funding: $98,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Public Safety – Fire, Health & Medical Southeast Fire Station (6FI611) Description: Funding is allocated for the construction of the Southeast Fire Station. Project Type: New construction/capital acquisition Fiscal Year 2017-18 Funding: $3,930,000 Funding Source: Fire Impact Fees Impact on Operating Budget: Personnel and operations and maintenance expenses of $1,784,057 will start in Fiscal Year 2017-18. Fire Vehicles Greater than $100,000 each (6FI641) Description: Funding is allocated for the purchase of one replacement fire engine, one ladder truck, and unanticipated replacement costs as part of the Vehicle Replacement Program. Project Type: One-time capital acquisition Fiscal Year 2017-18 Funding: $1,780,000 Funding Source: Vehicle Replacement Fund Impact on Operating Budget: This project has no direct impact on the operating budget. 481 City of Chandler 2017-18 Adopted Budget Capital Budget Public Safety – Fire, Health & Medical (continued) Dual Band Radios (6FI643) Description: Project Type: Fiscal Year 2017-18 Funding: Funding Source: Impact on Operating Budget: Funding is allocated for the purchase of 79 dual-band radios. One-time capital acquisition $655,000 Public Safety – Fire General Obligation Bonds This project has no direct impact on the operating budget. Heart Monitor Replacements (6FI644) Description: Funding is allocated for the purchase of twenty-one 12-lead cardiac monitor/defibrillators. Project Type: One-time capital acquisition Fiscal Year 2017-18 Funding: $685,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. 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 2017-18 Funding: $293,300 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Public Safety – Police 911 Center Console Workstations (6PD609) Description: Funding is allocated to install the last of four 911 Center Console Workstations in the Police Communication Section. Project Type: One-time capital improvement Fiscal Year 2017-18 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 Fiscal Year 2017-18. Victim Services Area Remodel (6PD647) Description: Funding is allocated for the construction of the old Fire Administration space now used by the Victim Services Family Units. Project Type: One-time capital improvement Fiscal Year 2017-18 Funding: $800,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Municipal Utilities - Water Main & Valve 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 2017-18 Funding: $1,260,000 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. 482 City of Chandler 2017-18 Adopted Budget Capital Budget Municipal Utilities – Water (continued) Well Construction/Rehabilitation (6WA034) Description: Funding is allocated for the design and construction of additional groundwater wells. Project Type: One time capital construction Fiscal Year 2017-18 Funding: $3,390,000 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 2017-18 Funding: $1,922,000 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 2017-18 Funding: $6,010,000 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 2017-18 Funding: $2,770,000 Funding Source: Water Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. Water Purchases (6WA672) Description: Funding is allocated to purchase additional renewable surface water supplies to maintain the City’s assured water supply. Project Type: One-time capital acquisition Fiscal Year 2017-18 Funding: $5,000,000 Funding Source: Water System Development Fees Impact on Operating Budget: This project has no direct impact on the operating budget. Municipal Utilities - Wastewater Effluent Reuse – Storage & Recovery Wells (6WW189) Description: Funding is allocated for the expansion of the Ocotillo and the Tumbleweed Park Recharge Facilities. Project Type: Capital construction Fiscal Year 2017-18 Funding: $910,000 Funding Source: Wastewater Bonds Impact on Operating Budget: This project will add $236,754 in personnel and operation and maintenance expenses starting in Fiscal Year 2018-19. 483 City of Chandler 2017-18 Adopted Budget Capital Budget Municipal Utilities – Wastewater (continued) Effluent Reuse – Transmission Mains (6WW192) Description: Funding is allocated to construct additional transmission mains for the effluent reuse system. Project Type: Capital design and construction Fiscal Year 2017-18 Funding: $2,355,000 Funding Source: Reclaimed Water System Development Fees Impact on Operating Budget: This project has no direct impact on the operating budget. 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 2017-18 Funding: $335,000 Funding Source: Wastewater Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. Sewer Assessment and Rehabilitation (6WW266) Description: Funding is allocated to address the ongoing need to evaluate, prioritize, and repair sewer lines and manholes within Chandler’s collection system. Project Type: Ongoing capital maintenance and repair Fiscal Year 2017-18 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 2017-18 Funding: $2,205,000 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 2017-18 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 2017-18 Funding: $500,000 Funding Source: Wastewater Industrial Process Treatment Fund Impact on Operating Budget: This project has no direct impact on the operating budget. 484 City of Chandler 2017-18 Adopted Budget Capital Budget Municipal Utilities – Solid Waste Solid Waste Services Facility Improvements (6SW100) Description: Funding is allocated for various improvements and repairs at the solid waste facility. Project Type: Ongoing capital maintenance and repair Fiscal Year 2017-18 Funding: $250,000 Funding Source: Solid Waste Operating Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Paseo Vista Recreation Area Improvements (6SW497) Description: Funding is allocated for various improvements and maintenance and repair of the Paseo Vista recreation area. Project Type: Ongoing capital maintenance and repair Fiscal Year 2017-18 Funding: $100,000 Funding Source: Solid Waste Operating Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Transportation & Development – Streets/Traffic 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 2017-18 Funding: $500,000 Funding Source: General Government Capital Projects Fund 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, benches, trash cans, and solar lighting. Project Type: One-time capital construction and purchases Fiscal Year 2017-18 Funding: $646,800 Funding Sources: General Government Capital Projects Fund 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 2017-18 Funding: $610,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. McQueen Yard Streets Facilities (6ST214) Description: Funding is allocated for an update to the existing design plans of a double wash bay located at McQueen Yard. Project Type: Ongoing capital maintenance and repair Fiscal Year 2017-18 Funding: $49,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project will add $42,000 in operation and maintenance expenses starting in Fiscal Year 2020-21. 485 City of Chandler 2017-18 Adopted Budget Capital Budget Transportation & Development – Streets/Traffic (continued) Street Repaving (6ST248) Description: Funding is allocated for repaving of approximately 358 lane miles and American with Disabilities Act route upgrades. Specific streets are evaluated based on known construction projects in the area. Project Type: Ongoing capital maintenance and repair Fiscal Year 2017-18 Funding: $10,741,000 Funding Sources: General Government Capital Projects Fund Highway User Revenue Fund Streets General Obligation Bonds 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 2017-18 Funding: $50,000 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 2017-18 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. 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 FY 2017-18 Funding $700,000 Funding Source: General Government Capital Projects Fund Streets General Obligation Bonds Impact on Operating Budget: This project has no impact on the operating budget. Queen Creek Road (McQueen Rd to Gilbert Rd) (6ST548) Description: Funding is allocated for the design and construction phases. Project Type: New construction Fiscal Year 2017-18 Funding: $13,402,000 Funding Sources: Arterial Streets Impact Fees Capital Grants Streets General Obligation Bonds Impact on Operating Budget: This project will add $29,220 in operation and maintenance expenses starting in Fiscal Year 2018-19 once construction is completed. 486 City of Chandler 2017-18 Adopted Budget Capital Budget Transportation & Development – Streets/Traffic (continued) Chandler Heights Road (Arizona Ave to McQueen Rd) (6ST608) Description: Funding is allocated for the design and construction phases. Project Type: New construction Fiscal Year 2017-18 Funding: $8,676,000 Funding Sources: Arterial Streets Impact Fees Streets General Obligation Bonds Impact on Operating Budget: This project will add $16,210 in operation and maintenance expenses starting in Fiscal Year (FY) 2018-19 once construction is completed. Ocotillo Road (Cooper Rd to 148th St) (6ST641) Description: Funding is allocated for the land acquisition. Project Type: New construction Fiscal Year 2017-18 Funding: $790,000 Funding Sources: Arterial Streets Impact Fees Streets General Obligation Bonds Impact on Operating Budget: This project will add $42,850 in operation and maintenance expenses starting in FY 2020-21 once construction has been completed. Wall Repairs (6ST652) Description: Funding is allocated to install more durable and aesthetically pleasing walls as the City repairs and replaces 1,700 linear feet of City-owned walls. Project Type: Ongoing capital maintenance and repair Fiscal Year 2017-18 Funding: $710,000 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 right of way acquisition, utility relocation, and construction from Queen Creek Road to Riggs Road. Project Type: New construction Fiscal Year 2017-18 Funding: $4,954,000 Funding Sources: Arterial Streets Impact Fees Capital Grants Streets General Obligation Bonds Impact on Operating Budget: This project will add $51,890 in operation and maintenance expenses starting in FY 2019-20 once construction has been completed. Chandler Heights Road (McQueen Rd to Val Vista Dr) (6ST692) Description: Funding is allocated for land acquisition. Project Type: New construction Fiscal Year 2017-18 Funding: $2,100,000 Funding Sources: Arterial Streets Impact Fees Streets General Obligation Bonds Impact on Operating Budget: This project will add $57,800 in operation and maintenance expenses starting in FY 2023-24 once construction has been completed. Arizona Avenue (Frye Rd to Pecos Rd) (6ST701) Description: Funding is allocated for utility relocation and construction from Frye Road to Pecos Road. Project Type: New construction Fiscal Year 2017-18 Funding: $5,118,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project will add $16,950 in operation and maintenance expenses starting in FY 2018-19 once construction has been completed. 487 City of Chandler 2017-18 Adopted Budget Capital Budget Transportation & Development – Streets/Traffic (continued) Street Sweeper Replacements (6ST703) Description: Funding is allocated to purchase two street sweepers. Project Type: One-time capital acquisition Fiscal Year 2017-18 Funding: $520,000 Funding Source: Capital Grants General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Bus Purchases (6ST704) Description: Funding is allocated to purchase one bus for added bus services on McClintock Drive. Project Type: One-time capital acquisition Fiscal Year 2017-18 Funding: $89,330 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget Americans with Disabilities Act (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 2017-18 Funding: $500,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. Backhoe Replacement (6ST708) Description: Funding is allocated to purchase one backhoe. Project Type: One-time capital acquisition Fiscal Year 2017-18 Funding: $148,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project will add $10,000 in operating expenses starting in Fiscal Year (FY) 2019-20. Crack Seal Kettle Trailer/PM-10 Vacuum/Compressor (6ST709) Description: Funding is allocated to purchase a crack seal kettle, compressor/vacuum, and F-550 Flatbed truck. Project Type: One-time capital acquisition Fiscal Year 2017-18 Funding: $207,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project will add $14,900 in operating expenses starting in FY 2017-18. Bucket Truck Replacements (6ST715) Description: Funding is allocated to replace purchase two bucket trucks. Project Type: New capital acquisition Fiscal Year 2017-18 Funding: $276,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project has no direct impact on the operating budget. 488 City of Chandler 2017-18 Adopted Budget Capital Budget Transportation & Development – Streets/Traffic (continued) Bike Lane Extensions - Kyrene Road & McClintock Road (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 2017-18 Funding: $4,047,000 Funding Source: Streets General Obligation Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. City Gateways (6ST718) Description: Funding is allocated for the land acquisition, design, construction, and landscape for existing and new City entrance way signage. Project Type: New construction Fiscal Year 2017-18 Funding: $300,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project will add $50,000 in operating expenses starting in Fiscal Year (FY) 2026-27. Skid Steer Loader/Trailer (6ST720) Description: Funding is allocated to purchase skid-steer loader with a pavement breaker attachment and a trailer. Project Type: New capital acquisition Fiscal Year 2017-18 Funding: $137,000 Funding Source: General Government Capital Projects Fund Impact on Operating Budget: This project will add $10,000 in operating expenses starting in FY 2019-20. Thude Basin Channel (6ST730) Description: Funding is allocated to upgrade the existing dirt channel by utilizing shotcrete to reduce sediment amount going through pumping station. Project Type: New construction Fiscal Year 2017-18 Funding: $250,000 Funding Source: Stormwater General Obligation Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. 489 City of Chandler 2017-18 Adopted Budget Capital Budget Capital Program Detail for Fiscal Year (FY) 2017-18 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 2016-17 and for project funds that have not yet been expended or encumbered at the time of FY 2017-18 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 2016-17, the appropriation will be lowered in FY 2017-18. Information Technology Oversight Committee (ITOC) Capital - 1285 Proj # 6GG617 6IC001 6IC005 6IC046 6IC071 6IC083 6IC084 6IC086 6IC090 6IC092 6IC095 6IC098 6IC099 6IC100 000000 Program IT Oversight Committee Projects Utility Billing System Upgrade Electronic Document Review EDMS Upgrade Electronic Payment Processing Code Enforcement Oracle Reporting CIP Project Management Tool City Business License GIS As-Built Database Re-write Document Retention Learning Management Star/Class Event Management System ITOC Contingency 2017-18 Carryforward Appropriation New Encumbered Unencumbered Appropriation Purchase Orders March 2017 $ - $ - $ 440,290 9,025 128,566 128,389 9,375 90,879 38,050 39,602 19,679 16,167 18,086 78,950 98,137 84,554 416,240 80,000 70,000 400,000 5,760 151,760 60,000 314,288 - 2017-18 Total Appropriation $ 440,290 9,025 256,955 100,254 77,652 35,846 97,036 182,691 416,240 80,000 70,000 400,000 157,520 60,000 314,288 Total Capital Project Budgets $ 326,678 $ 1,930,829 $ 440,290 $ 2,697,797 General Gov't Capital Projects Fund Water Operating Fund Wastewater Operating Fund Solid Waste Operating Fund $ 317,653 6,405 620 2,000 $ 1,930,829 - $ 440,290 - $ 2,688,772 6,405 620 2,000 Total Capital Project Funding $ 326,678 $ 1,930,829 $ 440,290 $ 2,697,797 Fund 401 605 615 625 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 Downtown Parking Garages Dakota St. (Buffalo St - Commonwealth Ave) (Site 4 & 5) Carryforward Appropriation 2017-18 New Encumbered Unencumbered Appropriation Purchase Orders March 2017 $ - $ 7,605 $ 13,310 1,493,866 502,000 89,463 242,520 7,909 750,000 12,000,000 346,101 - 2017-18 Total Appropriation $ 7,605 2,009,176 331,983 7,909 750,000 12,000,000 346,101 Total CIP Capital Project Budgets $ 102,773 $ 14,098,001 $ 1,252,000 $ 15,452,774 Miscellaneous Strategic Opportunity Miscellaneous Downtown Opportunity Lump Sum Contingency $ 85,000 - $ 252,100 - $ 1,100,000 2,000,000 450,000 $ 1,437,100 2,000,000 450,000 Total Non-CIP Capital Projects $ 85,000 $ 252,100 $ 3,550,000 $ 3,887,100 Total Capital Project Budgets $ 187,773 $ 14,350,101 $ 4,802,000 $ 19,339,874 General Fund General Gov't Capital Projects Fund $ 85,000 102,773 $ 252,100 14,098,001 $ 3,100,000 1,702,000 $ 3,437,100 15,902,774 Total Capital Project Funding $ 187,773 $ 14,350,101 $ 4,802,000 $ 19,339,874 Fund 101 401 490 City of Chandler 2017-18 Adopted Budget Capital Budget Administrative Services - Information Technology Capital - 1287 Proj # 6IC050 6IC088 6IT057 6IT080 6IT082 6IT084 6IT088 6IT091 6IT093 6IT094 6IT095 6IT096 6IT097 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 IT On Demand Projects User Productivity Improvements Network Connectivity Security Infrastructure Monitoring System City Hall Conference Room Technology Upgrades Citywide Technology Infrastructure Carryforward Appropriation 2017-18 New Encumbered Unencumbered Appropriation Purchase Orders March 2017 $ - $ 1,942 $ 18,226 9,060 28,482 7,922 45,063 889,164 916,000 23,085 15,789 28,316 200,000 8,748 519,360 190,000 250,000 64,000 80,000 2017-18 Total Appropriation $ 1,942 18,226 37,542 7,922 1,850,227 23,085 244,105 8,748 519,360 190,000 250,000 64,000 80,000 Total Capital Project Budgets $ 69,912 $ 1,195,885 $ 2,029,360 $ 3,295,157 General Gov't Capital Projects Fund Total Capital Project Funding $ $ 69,912 69,912 $ $ 1,195,885 1,195,885 $ $ 2,029,360 2,029,360 $ $ 3,295,157 3,295,157 Fund 401 Administrative Services - Building and Facilities Capital - 3210 Proj # 6GG609 6GG628 6GG646 6GG649 6GG653 6GG655 6GG656 6GG657 6BF628 6BF653 6BF658 6BF660 6BF662 6BF663 Program Fire Station #1 Conversion Existing City Building Renovations/Repairs Fleet Bays Cooling System Improvements Police Facilities Building Repairs Fire Station Bay Doors (Phase I) Access Control to Various City Buildings Tumbleweed Rec Center Chiller Tower Replacement Center for the Arts Bathroom Renovations Existing City Building Renovations/Repairs Fire Station Bay Doors (Phase II) Facility and Parks Asphalt Maintenance Facility Generator Replacement Facility HVAC Replacements Desert Breeze Train Station Renovations 2017-18 Carryforward Appropriation New Encumbered Unencumbered Appropriation March 2017 Purchase Orders $ 49,315 $ 22,761 $ 211,456 295,020 1,655 20,641 35,539 29,909 20,883 337,611 5,168 22,662 447,250 29,340 593,305 750,000 260,000 150,000 187,000 127,000 180,000 2017-18 Total Appropriation $ 72,076 506,476 22,296 65,448 358,494 27,830 447,250 622,645 750,000 260,000 150,000 187,000 127,000 180,000 Total Capital Project Budgets $ 353,356 $ 1,769,159 $ 1,654,000 $ 3,776,515 General Gov't Capital Projects Fund Capital Grants Fund $ 353,356 - 1,446,659 322,500 $ 1,654,000 - $ 3,454,015 322,500 Total Capital Project Funding $ 353,356 $ 1,769,159 $ 1,654,000 $ 3,776,515 Fund 401 417 491 $ City of Chandler 2017-18 Adopted Budget Capital Budget Economic Development Capital - 1550 Infill Incentive Plan 2017-18 Carryforward Appropriation New Encumbered Unencumbered Appropriation Purchase Orders March 2017 $ - $ 2,567,208 $ - 2017-18 Total Appropriation $ 2,567,208 Total Capital Project Budgets $ - $ 2,567,208 $ - $ 2,567,208 General Gov't Capital Projects Fund Total Capital Project Funding $ $ - $ - $ 2,567,208 $ 2,567,208 $ - $ $ 2,567,208 2,567,208 Program Proj # 6GG620 Fund 401 Police Department Capital - 2100 Proj # 6PD606 6PD607 6PD609 6PD646 6PD647 Program Records Management System Radio System Narrow Band Conversion 911 Center Console Workstations Public Safety Training Facility Victim Services Area Remodel 2017-18 Carryforward Appropriation New Encumbered Unencumbered Appropriation Purchase Orders March 2017 $ 10,771 $ 383,572 $ 908,922 109,556 198,003 175,000 550,618 9,182,382 87,718 111,091 800,000 2017-18 Total Appropriation $ 394,343 908,922 482,559 9,733,000 998,809 Total Capital Project Budgets $ 758,663 Police Forfeiture Fund General Gov't Capital Projects Fund Public Safety Bond Fund $ Total Capital Project Funding $ $ 10,783,970 $ 975,000 $ 12,517,633 219,002 $ 208,045 331,616 1,000,000 $ 1,601,588 8,182,382 975,000 - $ 1,219,002 2,784,633 8,513,998 758,663 $ 10,783,970 $ 975,000 $ 12,517,633 Fund 202 401 460 Fire, Health & Medical Department Capital - 2250 Proj # 6FI611 6FI634 6FI636 6FI638 6FI641 6FI643 6FI644 6FI646 6FI647 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 Heart Monitor Replacements Public Safety Training Facility Personal Protective Clothing - Second Set Carryforward Appropriation 2017-18 New Encumbered Unencumbered Appropriation Purchase Orders March 2017 $ 365,145 $ 704,509 $ 3,930,000 385,402 1,888,180 46,246 18,113 1,650,000 1,780,000 655,000 685,000 165,692 3,400,996 2,263 96,392 293,300 2017-18 Total Appropriation $ 4,999,654 2,273,582 46,246 18,113 3,430,000 655,000 685,000 3,566,688 391,955 Total Capital Project Budgets $ 918,502 $ 7,804,436 $ 7,343,300 $ 16,066,238 General Gov't Capital Projects Fund Vehicle Replacement Fund Public Safety Bond Fund Fire Impact Fees Fund $ 257,531 295,826 365,145 $ 710,750 $ 1,650,000 5,401,473 42,213 978,300 1,780,000 655,000 3,930,000 $ 1,946,581 3,430,000 6,352,299 4,337,358 Total Capital Project Funding $ 918,502 $ 7,804,436 $ 7,343,300 $ 16,066,238 Fund 401 404 470 475 492 City of Chandler 2017-18 Adopted Budget Capital Budget Transportation & Development - Streets Capital - 3310 Proj # 6GG613 6ST011 6ST014 6ST015 6ST051 6ST214 6ST248 6ST291 6ST303 6ST316 6ST322 6ST478 6ST529 6ST548 6ST596 6ST607 6ST608 6ST641 6ST652 6ST675 6ST678 6ST683 6ST684 6ST685 6ST687 6ST688 6ST692 6ST694 6ST695 6ST697 6ST698 6ST699 6ST701 6ST702 6ST703 6ST704 6ST706 6ST707 6ST708 6ST709 6ST711 6ST713 6ST715 6ST716 6ST717 6ST718 6ST720 6ST730 Program South Arizona Ave Corridor Improvements Stormwater Management Master Plan Landscape Repairs Bus Pullouts and Bus Stops Streetlight Additions and Repairs McQueen Yard Streets Facilities Street Repaving Miscellaneous Storm Drain Improvements Street Construction-Various Improvements Alma School Road/Chandler Boulevard Intersection Traffic Signal Additions and Repairs McQueen Road (Queen Creek Rd to Riggs Rd) Old Price Road/Queen Creek Intersection Queen Creek Road (McQueen Rd to Lindsay Rd) 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 Dakota Street (Buffalo St to Commonwealth Ave) Dakota Street (Commonwealth Ave to Boston St) (Sites 4 &5) Bike Lane Safety Improvements Traffic Control Updates Flashing Yellow Arrow Installation Chandler Heights Road (McQueen Rd to Val Vista Dr) 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) Arizona Avenue (Frye Rd to Pecos Rd) Washington Street Right of Way Acquisition Street Sweeper Replacements Bus Purchases Striping Machine Truck Replacement Americans with Disabilities Act (ADA) Upgrades Backhoe Replacement Crack Seal Kettle Trailer/PM-10 Vacuum/Compressor California Street (Commonwealth Ave to Boston St) (Sites 4 & 5) SharePoint Project Management Tool Bucket Truck Replacements Chandler Boulevard Bike Lanes (1-10 to 54th St) Bike Lane Extensions - Kyrene Rd & McClintock Dr City Gateways Skid Steer Loader/Trailer Thude Basin Channel 2017-18 Carryforward Appropriation New Encumbered Unencumbered Appropriation March 2017 Purchase Orders $ - $ 124,296 $ 191,003 1,944 1,268,423 500,000 71,761 856,100 646,800 499,813 636,713 610,000 49,000 3,737,532 7,302,463 10,741,000 78,822 227,211 50,000 273,303 2,333,406 4,800,000 7,230,757 281,760 53,442 278,878 700,000 864,707 663,951 1,538 201,469 1,131,512 897,244 13,402,000 74,020 461,349 164,349 24,674 398,439 1,796,579 8,676,000 369,174 3,822,686 790,000 28,945 807,326 710,000 887,140 4,209,753 4,954,000 419,522 82,018 1,278,142 787,200 349,950 21,321 15,197 19,527 644,309 2,100,000 57,025 33,031 60,835 902,000 1,090,600 274,217 1,715,675 388,091 614,999 5,118,000 485,000 520,000 89,330 335,000 193,957 579,339 500,000 148,000 207,000 787,200 1,393 210,640 119,040 276,000 81,570 396,035 19,587 4,047,000 300,000 137,000 250,000 2017-18 Total Appropriation $ 124,296 191,003 1,770,367 1,574,661 1,746,526 49,000 21,780,995 356,033 7,406,709 7,512,517 1,032,320 1,528,658 203,007 15,430,756 535,369 189,023 10,871,018 4,981,860 1,546,271 10,050,893 419,522 1,360,160 787,200 371,271 15,197 663,836 2,100,000 57,025 93,866 902,000 1,090,600 1,989,892 6,121,090 485,000 520,000 89,330 335,000 1,273,296 148,000 207,000 787,200 212,033 395,040 81,570 4,462,622 300,000 137,000 250,000 Total Capital Project Budgets $ 18,250,460 $ 35,964,442 $ 60,321,130 $ 114,536,032 Highway User Revenue Fund Local Transporation Assistance Fund General Gov't Capital Projects Fund Street Bond Fund Storm Sewer Bond Fund Arterial Street Impact Fees Fund Capital Grants Fund $ 440,795 $ 71,761 5,016,576 3,355,114 78,822 1,591,217 7,696,175 2,251,553 $ 856,100 16,362,906 5,010,085 227,211 8,731,513 2,525,074 4,250,000 176,600 10,679,530 13,302,062 300,000 18,732,955 12,879,983 $ 6,942,348 1,104,461 32,059,012 21,667,261 606,033 29,055,685 23,101,232 Total Capital Project Funding $ 18,250,460 $ 35,964,442 $ 60,321,130 $ 114,536,032 Fund 215 216 401 411 412 415 417 493 City of Chandler 2017-18 Adopted Budget Capital Budget Municipal Utilities - Solid Waste Capital - 3710 2017-18 Carryforward Appropriation New Encumbered Unencumbered Appropriation Purchase Orders March 2017 $ 333,863 $ 19,435 $ 250,000 57,362 18,236 100,000 2017-18 Total Appropriation $ 603,298 175,598 Total Capital Project Budgets $ 391,225 $ 37,671 $ 350,000 $ 778,896 Solid Waste Operating Fund $ 391,225 $ 37,671 $ 350,000 $ 778,896 Total Capital Project Funding $ 391,225 $ 37,671 $ 350,000 $ 778,896 Program Proj # 6SW100 Solid Waste Service Facility Improvements 6SW497 Paseo Vista Recreation Area Improvements Fund 625 Municipal Utilities - Water Capital - 3820 2017-18 New Carryforward Appropriation Encumbered Unencumbered Proj # 6WA023 6WA029 6WA034 6WA110 6WA210 6WA230 6WA334 6WA640 6WA661 6WA672 Program Main Replacements Water Master Plan Update Well Construction/Rehabilitation Water System Upgrades with Street Projects Water Treatment Plant Improvements Water Production Facility Improvements Joint Water Treatment Plant Well Remediation - Arsenic Systems Ocotillo Water Reclamation Facility Expansion Water Purchases Purchase Orders $ 1,324,914 151,178 3,197,516 1,196,596 1,064,589 1,265,241 39,118,055 1,738,206 - Total Capital Project Budgets $ 49,056,295 $ 7,347,803 $ 20,352,000 $ 76,756,098 Water Bond Fund Water System Development Fees Fund Water Resource Sys. Dev. Fees Fund Water Operating Fund Total Capital Project Funding $ 5,985,836 $ 41,140,453 1,738,206 191,800 49,056,295 $ 3,013,076 $ 4,074,727 260,000 7,347,803 $ 11,962,000 8,390,000 20,352,000 $ 20,960,912 53,605,180 1,738,206 451,800 76,756,098 $ March 2017 1,356,799 4,095,632 429,218 1,206,154 260,000 - Appropriation $ 1,260,000 3,390,000 1,922,000 6,010,000 2,770,000 5,000,000 2017-18 Total $ Appropriation 3,941,713 151,178 10,683,148 3,547,814 8,280,743 4,035,241 39,118,055 260,000 1,738,206 5,000,000 Fund 601 603 604 605 $ $ Municipal Utilities - Wastewater Capital - 3910 Proj # 6WW012 6WW021 6WW022 6WW189 6WW192 6WW196 6WW266 6WW332 6WW621 6WW661 6WW671 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 Ocotillo Brine Reduction Facility Improvements SharePoint Project Management Tool 2017-18 Carryforward Appropriation New Encumbered Unencumbered Appropriation March 2017 Purchase Orders $ 424,517 $ - $ 302,356 37,220 262,804 1,327,251 9,081,496 910,000 102,001 599,532 2,355,000 201,432 2,113,484 335,000 680,885 6,134,427 1,960,000 576,005 1,670,604 2,205,000 2,291,265 4,908,962 1,510,000 7,814,143 52,457,476 350,000 500,000 140,000 - 2017-18 Total Appropriation $ 424,517 302,356 300,024 11,318,747 3,056,533 2,649,916 8,775,312 4,451,609 8,710,227 60,271,619 350,000 500,000 140,000 Total Capital Project Budgets $ Reclaimed Water System Dev Fees Fund Wastewater Bond Fund Wastewater System Development Fees Fund Wastewater Operating Fund(1) Wastewater Industrial Process Treatment Fund $ Total Capital Project Funding $ 13,757,075 $ 77,718,785 $ 9,775,000 $ 101,250,860 7,712,950 14,684,113 50,382,607 4,939,115 - $ 2,355,000 6,920,000 500,000 $ 10,982,415 27,049,070 50,722,183 11,997,192 500,000 77,718,785 $ 9,775,000 $ 101,250,860 Fund 610 611 614 615 616 (1) 914,465 5,444,957 339,576 7,058,077 - $ 13,757,075 $ Total Fiscal Year 2016-17 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. 494 City of Chandler 2017-18 Adopted Budget Capital Budget Airport Capital - 4110 Proj # 6AI369 6AI653 6AI662 6AI702 6AI712 6AI713 6AI714 6AI718 6AI721 6AI722 6AI723 6AI725 6AI726 Program Airport Guidance Sign Replacement North Airport Apron Phase II Airport Security Gates and Cameras Replace Tower Transceiver Radios Stormwater Management Areas 1 & 3 Stormwater Management Area 2 Stormwater Management Areas 4 & 7 Replace Fuel Tank APMS Pavement Improvements Taxiway Phase II Terminal Building Bathroom Renovations Terminal Building Interior Improvements Airport Master Plan Update Airport Tower HVAC Improvements Carryforward Appropriation 2017-18 New Encumbered Unencumbered Appropriation Purchase Orders March 2017 $ 37,782 $ 152,415 $ 1,138,500 137,099 37,309 416,183 13,199 1,068,841 37,790 1,873,412 303,999 363,206 22,685 12,686 16,927 600,000 109,574 - 2017-18 Total Appropriation $ 190,197 1,138,500 137,099 453,492 1,082,040 1,911,202 303,999 363,206 22,685 12,686 16,927 600,000 109,574 Total Capital Project Budgets $ 235,654 $ 5,505,953 $ 600,000 $ 6,341,607 Capital Grants Fund Airport Bond Airport Operating Fund $ 103,772 131,882 4,627,109 332,139 546,705 $ 573,180 26,820 $ 5,304,061 332,139 705,407 Total Capital Project Funding $ 235,654 $ 5,505,953 $ 600,000 $ 6,341,607 Fund 417 631 635 $ Community Services - Cultural Affairs Capital - 4320 Proj # 6CA001 6CA384 Program Existing Cultural Affairs Facilities Improvements Museum 2017-18 Carryforward Appropriation New Encumbered Unencumbered Appropriation Purchase Orders March 2017 $ 3,443 $ 336,997 $ 175,000 527,825 116,753 6,000,000 2017-18 Total Appropriation $ 515,440 6,644,578 Total Capital Project Budgets $ 531,268 $ 453,750 $ 6,175,000 $ 7,160,018 General Gov't Capital Projects Fund Capital Grants Fund General Obligation Bonds - Museum Fund Total Capital Project Funding $ 3,443 $ 527,825 531,268 $ 283,721 $ 53,276 116,753 453,750 $ 175,000 6,000,000 6,175,000 $ 462,164 53,276 6,644,578 7,160,018 Fund 401 417 435 $ $ Community Services - Parks & Recreation Capital - 4580 2017-18 Carryforward Appropriation Encumbered Proj # 6PR044 6PR047 6PR049 6PR397 6PR497 6PR530 6PR630 6PR631 6PR633 6PR634 6PR637 6PR640 6PR643 6ST303 Program 2017-18 New Unencumbered Appropriation March 2017 1,082 $ 425,000 141,507 500,000 1,162,810 807,000 906,641 710,000 702,137 750,000 308,783 250,000 1,285,170 2,192 98,000 32,886 1,335,391 4,164 - Total Appropriation $ 431,991 1,088,483 2,021,326 1,667,865 140,398 1,885,634 610,574 939 1,285,170 101,074 45,366 1,451,102 237,650 34,629 Tumbleweed Park Aquatic Facility Safety Renovations Existing Neighborhood Park Improvements/Repairs Snedigar Sportsplex Paseo Vista Recreational Area Improvements Existing Community Park Improvements/Repairs Existing Recreation Center Improvements/Repairs Centennial Park Site Veteran's Memorial Park Fitness Equipment Downtown Campus Improvements Layton Lakes Park Site Harris Park Improvements Street Construction - Various Improvements Purchase Orders $ 5,909 $ 446,976 51,516 51,224 140,398 433,497 51,791 939 882 12,480 115,711 233,486 34,629 Total Capital Project Budgets $ 1,579,438 $ 5,882,763 $ 3,540,000 $ 11,002,201 General Gov't Capital Projects Fund Capital Grants Fund Park Bond Fund Park Impact Fees Fund $ 1,340,543 $ 122,245 116,650 2,404,796 $ 1,279,758 862,818 1,335,391 3,115,000 425,000 - $ 6,860,339 1,279,758 1,410,063 1,452,041 Total Capital Project Funding $ 1,579,438 $ 5,882,763 3,540,000 $ 11,002,201 Fund 401 417 420 424 495 $ City of Chandler 2017-18 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. 2013-14 Actual Expenditures 2014-15 Actual Expenditures 2015-16 Actual Expenditures $ $ $ 2016-17 Adjusted Budget 2016-17 Estimated Expenditures 2017-18 Adopted Budget General Government: City Manager (1) Airport Buildings & Facilities (2) (1) Economic Development Information Technology(2) Neighborhood Programs (3) Planning Communications and Public Administration Total General Government - - - $ 68,000 $ - $ 48,000 119,949 22,823 46,289 227,800 158,405 29,035 - 27,249 - - - - - 21,880 - - - - 23,894 - 202,039 26,906 171,000 - - 21,880 20,000 - 20,000 19,452 - - 133,440 132,314 - $ 168,435 $ 46,717 $ 117,299 $ 651,279 $ 317,625 $ 239,000 $ - $ - $ - $ - $ - $ 69,800 $ - $ - $ - $ - $ - $ 69,800 $ - $ - $ 28,842 $ - $ - $ - Administrative Services Buildings & Facilities (2) Total Administrative Services Community & Neighborhood Services (3) Code Enforcement Division Aquatics - - 57,506 - - - Parks Development and Operations - - 301,367 - - - Recreation - - 63,107 - - Total Community & Neighborhood Svcs. Community Services $ - $ - $ - $ - $ 450,822 $ - $ - $ 58,675 $ - - $ - $ - (3) Aquatics $ Parks Development and Operations 20,362 Recreation Total Community Services 235,274 6,781 $ - - 27,143 $ - $ 334,375 - 235,274 $ - $ 125,938 47,375 - $ - $ - 440,425 $ 29,500 $ 58,675 204,975 47,375 125,938 $ - $ 311,025 Management Services Central Supply $ Non-Departmental Total Management Services 3,935,956 $ 3,392,260 3,935,956 $ - $ 2,866,358 3,392,260 $ 40,914 $ 2,675,247 2,866,358 $ 216,668 $ 2,675,246 2,704,747 $ 433,124 $ 29,500 2,261,395 2,675,246 $ 95,375 $ 2,290,895 Public Safety: Fire $ Police Total Public Safety 3,829,432 $ 1,799,844 3,829,432 $ 36,791 $ 1,052,870 1,840,758 $ 25,152 $ 2,881,418 739,712 1,269,538 $ 3,314,542 $ 53,188 $ 212,600 $ 334,500 2,109,000 835,087 $ 2,443,500 - $ 212,600 Municipal Utilities Solid Waste $ Water Divisions Wastewater Divisions Total Municipal Utilities 158,336 469,691 404,201 691,700 258,081 70,590 88,538 119,303 367,013 63,064 427,700 303,750 $ 265,716 $ 583,381 $ 576,693 $ 1,271,313 $ 321,145 $ 944,050 $ - $ - $ 42,620 $ 161,500 $ 85,245 $ 54,400 Transportation & Development Development Services Engineering Capital Projects Streets Traffic Engineering - - 26,852 - - - 21,853 - 76,697 27,200 - 27,200 71,461 214,364 516,641 552,050 160,822 401,400 184,140 48,527 154,574 178,750 114,583 54,075 Total Transportation & Development $ 277,454 $ 262,892 $ 817,384 $ 919,500 $ 360,650 $ 537,075 Grand Total $ 8,504,136 $ 6,361,282 $ 6,098,094 $ 9,301,806 $ 4,635,691 $ 6,835,345 (1) Effective July 1, 2015, Airport and Airport Capital cost centers were transferred from Economic Development to City Manager. (2) Effective July 1, 2017, all Buildings and Facilities and Information Technology cost centers are transferred from City Manager to the newly created Administrative Services Department. (3) Effective July 1, 2015, the Aquatics, Park Development & Operations, Recreation, Sports and Fitness Facilities, and the Nature and Recreation cost centers are transferred to the new Community & 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. Effective July 2016, the Cultural Affairs Division transferred to the re-estab lished Community Services Department and the Community & Neighb orhood Services Department is dismantled and the Neighb orhood Resources Division transferred to City Manager. 496 BONDED DEBT 15 City Debt Obligations Overview of Bond Types Bond Payment Schedules BONDED DEBT Balance, flexibility, and positive choices have ensured fiscal stability as we pay close attention to how we balance revenue and debt. Prudent planning and the management of our bond payment schedules over time will serve Chandler well for generations to come. City of Chandler 2017-18 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 63,855; the 1990 decade census was 89,862; the 2000 census population was 176,581; the 2010 census population was 236,326; and the most recent estimate by the Planning Division is 253,098. 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: Type of Debt Fitch Ratings General Obligation AAA* Excise Tax Revenue Obligations AAA* Water/Sewer Revenue Bonds AA+ Highway User Fund Revenue Bonds AA *Highest rating level from this agency. 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 2016-17, the City conducted a refunding of both Excise Tax Obligation and General Obligation Bonds and defeased $8.1 million of callable 2007 General Obligation Refunding bonds. The City anticipates an Excise Tax Revenue Obligation sale along with a General Obligation Bond sale in FY 2017-18. 497 City of Chandler 2017-18 Adopted Budget Bonded Debt Voter Authorization Summary Voter Authorized Bonds Parks and Recreation Center for the Arts Museum Library Public Building Streets General Obligation Storm Water Revenue/GOB Public Safety/Fire Public Safety/Police Airport Recycling & Solid Waste TOTAL 2015-16 Ending Authorization $ 58,250,000 500,000 12,730,000 5,245,000 9,960,000 125,926,000 4,204,000 10,371,000 12,730,000 494,000 4,935,000 $ 245,345,000 Non-Voter Authorized Bonds* Water Wastewater TOTAL N/A N/A N/A - 2016-17 Ending Authorization $ 58,250,000 500,000 12,730,000 5,245,000 9,960,000 125,926,000 4,204,000 10,371,000 12,730,000 494,000 4,935,000 $ 245,345,000 - N/A N/A N/A 2016-17 Bond Sales $ $ $ $ 2017-18 Anticipated Bond Sales $ 2,675,000 6,600,000 30,000,000 40,000 10,371,000 11,040,000 $ 60,726,000 $ $ 35,500,000 30,000,000 65,500,000 Remaining Authorization $ 55,575,000 500,000 6,130,000 5,245,000 9,960,000 95,926,000 4,164,000 1,690,000 494,000 4,935,000 $ 184,619,000 N/A N/A N/A * Non-voter approved debt as allowed by the City Debt Management Policy located in the Budget Policies, Process, and Decisions section. The Debt Service is paid by dedicated water and wastewater user fees. Debt Coverage Certain debt issues include debt covenants whereby the City is required to maintain sufficient operating revenue to meet debt service requirements. In other cases, the City has debt coverage goals or objectives noted in the City’s Debt Policy (located in the Budget Policies, Processes and Decisions section) which establish good operating practice for adequate debt coverage. Projected debt coverage at the end of Fiscal Year 2017-18 is as shown: Type of Debt Coverage Basis Coverage Required (Mandated or Goal) Water/Wastewater Utility Revenue Bonds Available Operating Revenue/Debt Service Available Operating Revenue/Debt Service Excise Tax Revenue/Debt Service Available Operating Revenue/Debt Service Water/Wastewater General Obligation Bonds Water/Wastewater Excise Tax Revenue Obligations 498 Projected end of 2017-18 Coverage Met? Mandated by debt covenants: 1.2x Goal: 1.5x - 2.0x 18.05x Yes 1.2x (Goal) 4.25x Yes Mandated by debt covenants: 3x Goal: 5.0 11.17x Yes 1.2x (Goal) 2.68 Yes City of Chandler 2017-18 Adopted Budget Bonded Debt Debt Service Funds General Obligation Debt Service Fund: The General Obligation Debt Service Fund is used to collect secondary property taxes and pay principal and interest on general obligation bonds. 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. As the result of House Bill (HB) 2011 passed by the 2017 legislature, the debt service fund balance cannot exceed 10% of annual debt service payments. As a result, the City has revised its debt plan to reach this goal by the end of FY 2018-19. 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 zero 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. 499 City of Chandler 2017-18 Adopted Budget Bonded Debt FUNCTION: Debt Service COST CENTER: 7500 The Fiscal Year 2017-18 budget provides $54,448,251 for principal and interest and $7,694,958 for anticipated new debt service costs 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. 500 City of Chandler 2017-18 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 the 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) 2017-18 is based on the 2017 Net Full Cash Property Valuation of $3,307,214,933 as shown below: 2017 Net Full Cash Property Valuation 20% 6% $ 3,307,214,933 $ 3,307,214,933 661,442,987 198,432,896 Legal Bond Limit Outstanding Bonded Debt Previously Issued Anticipated Bond Sales in FY 2017-18 Bonding Capacity Available $ 501 (261,754,100) (8,500,900) (54,126,000) (6,600,000) 345,562,887 $ 183,331,996 City of Chandler 2017-18 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 8,500,900 261,754,100 Total General Obligation Bonds $ 270,255,000 56.27% Water & Sewer Revenue Bonds 7,845,000 1.63% Highway User Revenue Bonds 4,270,000 4.95% 194,415,000 40.48% 3,460,000 $ 480,245,000 0.72% 100.00% Excise Tax Revenue Obligations Improvement District Bonds Total 502 City of Chandler 2017-18 Adopted Budget Bonded Debt Schedule of Total Outstanding Debt Revenue Bonds Highway User Revenue: Refunding Series 2010 Refunding Series 2014 Original Outstanding Issue 7/1/2017 2017-18 Principal Interest Payment $ 10,450,000 8,660,000 19,110,000 $ 1,095,000 535,000 3,175,000 1,685,000 4,270,000 $ 2,220,000 $ 36,988 571,988 127,000 1,812,000 163,988 $ 2,383,988 $ $ 11,079,850 $ 11,079,850 $ 5,491,500 $ 2,212,000 $ 5,491,500 $ 2,212,000 $ 219,660 $ 2,431,660 219,660 $ 2,431,660 $ $ 4,320,150 $ 4,320,150 $ Total HURF & Enterprise Revenue Bonds $ 34,510,000 $ General Obligation Bonds General & Enterprise Funds: Series 2009 Series 2011A Refunding Series 2011B Refunding Series 2014 Refunding Series 2016 $ 252,000,000 $ 11,880,000 $ 11,880,000 $ 371,250 $ 12,251,250 9,925,000 8,300,000 2,500,000 319,500 2,819,500 10,360,000 835,000 835,000 33,400 868,400 214,540,000 210,190,000 7,790,000 8,280,200 16,070,200 39,050,000 39,050,000 1,653,800 1,653,800 Total General Obligation Bonds $ 525,875,000 $ 270,255,000 $ 23,005,000 $ 10,658,150 $ 33,663,150 Water: Refunding Series 2014 Sewer: Refunding Series 2014 Excise Tax Revenue Obligations:* Series 2009 Series 2011 Series 2013 Series 2015 Refunding Series 2016 $ 2,353,500 $ 2,353,500 $ 948,000 $ 948,000 $ 94,140 $ 1,042,140 94,140 $ 1,042,140 12,115,000 $ 5,380,000 $ 477,788 $ 5,857,788 34,040,000 $ 2,795,000 $ 1,375,000 $ 101,488 $ 1,476,488 15,000,000 4,200,000 785,000 135,050 920,050 104,500,000 101,750,000 1,600,000 4,512,500 6,112,500 66,660,000 66,160,000 2,405,000 2,426,275 4,831,275 19,510,000 19,510,000 939,000 939,000 Total Excise Tax Revenue Obligations $ 239,710,000 $ 194,415,000 $ 6,165,000 $ 8,114,313 $ 14,279,313 Improvement District Bonds: Series 2008 - Spectrum ID $ 7,370,000 $ 3,460,000 $ 520,000 $ 128,000 $ 648,000 Total Improvement District Bonds $ 7,370,000 $ 3,460,000 $ 520,000 $ 128,000 $ 648,000 Total Bonded Debt & Obligations $ 807,465,000 $ 480,245,000 $ 35,070,000 $ 19,378,251 $ 54,448,251 * Non-voter approved deb t as allowed b y the City Deb t Management Policy located in the Budget Policies, Process, and Decisions section. The Deb t Service is paid b y dedicated water and wastewater user fees. 503 City of Chandler 2017-18 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, 2017. Annual Bond Obligation for All Existing Bonds and Obligations Maturity Date (1) July 1, 2018 Bonds Payable 35,070,000 $ Interest Payable $ 19,378,251 July 1, 2019 35,165,000 18,292,325 53,457,325 July 1, 2020 36,630,000 17,045,975 53,675,975 $ Fiscal Total 54,448,251 July 1, 2021 32,715,000 15,758,125 48,473,125 July 1, 2022 33,795,000 14,452,925 48,247,925 July 1, 2023 34,865,000 13,033,475 47,898,475 July 1, 2024 35,815,000 11,309,275 47,124,275 July 1, 2025 35,430,000 9,518,525 44,948,525 July 1, 2026 35,130,000 8,068,625 43,198,625 July 1, 2027 33,735,000 6,508,125 40,243,125 July 1, 2028 36,710,000 4,856,375 41,566,375 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 480,245,000 $ Principal 149,951,826 $ Interest 630,196,826 Fiscal Total This Year's Requirement 2018 $ 35,070,000 $ 19,378,251 $ 54,448,251 Maximum Requirement 2018 35,070,000 $ 19,378,251 $ 54,448,251 (1) $ Actual payments are made one day prior to maturity date. 504 City of Chandler 2017-18 Adopted Budget Bonded Debt Combined General Obligation Bonds 6% Capacity Portion Outstanding Maturity Date (1) July 1, 2018 Bonds Payable $ 1,959,900 Interest Payable $ 333,117 Fiscal Total $ 2,293,017 July 1, 2019 1,968,400 266,514 2,234,914 July 1, 2020 2,557,750 189,802 2,747,552 July 1, 2021 237,950 89,759 327,709 July 1, 2022 242,850 80,821 323,671 July 1, 2023 249,900 71,107 321,007 July 1, 2024 256,850 58,612 315,462 July 1, 2025 174,100 45,769 219,869 July 1, 2026 176,200 38,805 215,005 July 1, 2027 420,000 29,995 449,995 July 1, 2028 257,000 8,995 265,995 TOTAL $ Year 8,500,900 $ Principal 1,213,294 $ Interest 9,714,194 Fiscal Total This Year's Requirement 2018 $ 1,959,900 $ 333,117 $ 2,293,017 Maximum Requirement 2020 $ 2,557,750 $ 189,802 $ 2,747,552 (1) Actual payments are made one day prior to maturity date. 505 City of Chandler 2017-18 Adopted Budget Bonded Debt Combined General Obligation Bonds 20% Capacity Portion Outstanding Maturity Date (1) July 1, 2018 Bonds Payable $ 21,045,100 Interest Payable $ 10,325,033 July 1, 2019 20,771,600 9,782,637 30,554,237 July 1, 2020 23,417,250 9,152,149 32,569,399 $ Fiscal Total 31,370,133 July 1, 2021 23,557,050 8,439,941 31,996,991 July 1, 2022 24,042,150 7,555,030 31,597,180 July 1, 2023 24,740,100 6,593,344 31,333,444 July 1, 2024 25,428,150 5,356,339 30,784,489 July 1, 2025 24,610,900 4,084,931 28,695,831 July 1, 2026 25,003,800 3,174,245 28,178,045 July 1, 2027 23,695,000 2,075,255 25,770,255 July 1, 2028 25,443,000 890,505 26,333,505 67,429,407 $ 329,183,507 TOTAL $ Year 261,754,100 $ Principal Interest Fiscal Total This Year's Requirement 2018 $ 21,045,100 $ 10,325,033 $ 31,370,133 Maximum Requirement 2020 $ 23,417,250 $ 9,152,149 $ 32,569,399 (1) Actual payments are made one day prior to maturity date. 506 City of Chandler 2017-18 Adopted Budget Bonded Debt Combined General Obligation Bonds Enterprise Supported Maturity Date (1) July 1, 2018 Bonds Payable $ 9,780,000 Interest Payable $ 4,138,850 Fiscal Total $ 13,918,850 July 1, 2019 9,640,000 3,868,650 13,508,650 July 1, 2020 9,325,000 3,579,450 12,904,450 July 1, 2021 9,525,000 3,299,700 12,824,700 July 1, 2022 9,650,000 2,941,560 12,591,560 July 1, 2023 9,555,000 2,555,560 12,110,560 July 1, 2024 9,475,000 2,077,810 11,552,810 July 1, 2025 9,290,000 1,604,060 10,894,060 July 1, 2026 9,755,000 1,256,410 11,011,410 July 1, 2027 8,650,000 818,760 9,468,760 July 1, 2028 11,036,000 386,260 11,422,260 TOTAL $ 105,681,000 This Year's Requirement 2018 $ Maximum Requirement 2018 $ Year (1) $ 26,527,070 9,780,000 $ 4,138,850 $ 13,918,850 9,780,000 $ 4,138,850 $ 13,918,850 Principal Actual payments are made one day prior to maturity date. 507 $ Interest 132,208,070 Fiscal Total City of Chandler 2017-18 Adopted Budget Bonded Debt Combined General Obligation Bonds Ad Valorem Supported Maturity Date (1) July 1, 2018 Bonds Payable $ 13,199,000 Interest Payable $ 6,518,488 Fiscal Total $ 19,717,488 July 1, 2019 13,100,000 6,180,500 19,280,500 July 1, 2020 16,650,000 5,762,500 22,412,500 July 1, 2021 14,270,000 5,230,000 19,500,000 July 1, 2022 14,635,000 4,694,290 19,329,290 July 1, 2023 15,435,000 4,108,890 19,543,890 July 1, 2024 16,210,000 3,337,140 19,547,140 July 1, 2025 15,495,000 2,526,640 18,021,640 July 1, 2026 15,425,000 1,956,640 17,381,640 July 1, 2027 15,465,000 1,286,490 16,751,490 July 1, 2028 14,664,000 513,240 15,177,240 TOTAL This Year's Requirement Maximum Requirement (1) $ 164,548,000 Year 2018 $ 2020 $ Principal 13,199,000 16,650,000 Actual payments are made one day prior to maturity date. 508 $ 42,114,818 $ $ Interest 6,518,488 5,762,500 $ 206,662,818 Fiscal Total $ 19,717,488 $ 22,412,500 City of Chandler 2017-18 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. Combined Water and Sewer Revenue Bonds Outstanding Maturity Date (1) July 1, 2018 Bonds Payable $ 3,160,000 Interest Payable $ 313,800 Fiscal Total $ 3,473,800 July 1, 2019 2,345,000 187,400 2,532,400 July 1, 2020 2,340,000 93,600 2,433,600 TOTAL This Year's Requirement Maximum Requirement (1) $ Year 2018 2018 7,845,000 Principal $ 3,160,000 $ 3,160,000 Actual payments are made one day prior to maturity date. 509 $ 594,800 $ $ Interest 313,800 313,800 $ 8,439,800 Fiscal Total $ 3,473,800 $ 3,473,800 City of Chandler 2017-18 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, 2018 Bonds Payable $ 2,220,000 Interest Payable $ 163,988 Fiscal Total $ 2,383,988 2,050,000 79,200 2,129,200 July 1, 2019 TOTAL $ Year 4,270,000 $ Principal 243,188 Interest $ 4,513,188 Fiscal Total This Year's Requirement 2018 $ 2,220,000 $ 163,988 $ 2,383,988 Maximum Requirement 2018 $ 2,220,000 $ 163,988 $ 2,383,988 (1) Actual payments are made one day prior to maturity date. 510 City of Chandler 2017-18 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, in FY 2013-14 for $109,500,000, and in FY 2015-16 for $66,660,000. This debt service is paid by dedicated water and wastewater user fees. Excise Tax Revenue Obligations Outstanding Maturity Date (1) July 1, 2018 Bonds Payable $ 6,165,000 Interest Payable $ 8,114,313 Fiscal Total $ 14,279,313 July 1, 2019 7,485,000 7,869,875 15,354,875 July 1, 2020 7,750,000 7,525,925 15,275,925 July 1, 2021 8,335,000 7,166,925 15,501,925 July 1, 2022 8,900,000 6,779,475 15,679,475 July 1, 2023 9,240,000 6,356,325 15,596,325 July 1, 2024 10,130,000 5,894,325 16,024,325 July 1, 2025 10,645,000 5,387,825 16,032,825 July 1, 2026 9,950,000 4,855,575 14,805,575 July 1, 2027 9,620,000 4,402,875 14,022,875 July 1, 2028 11,010,000 3,956,875 14,966,875 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 194,415,000 $ Principal 80,040,138 $ Interest 274,455,138 Fiscal Total This Year's Requirement 2018 $ 6,165,000 $ 8,114,313 $ 14,279,313 Maximum Requirement 2029 $ 16,240,000 $ 3,467,575 $ 19,707,575 (1) Actual payments are made one day prior to maturity date. 511 City of Chandler 2017-18 Adopted Budget Bonded Debt Improvement District Bonds Improvement Districts are generally formed 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, 2018 Bonds Payable $ 520,000 Interest Payable $ 128,000 Fiscal Total $ 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 3,460,000 $ Principal 431,000 Interest $ 3,891,000 Fiscal Total This Year's Requirement 2018 $ 520,000 $ 128,000 $ 648,000 Maximum Requirement 2019 $ 545,000 $ 106,700 $ 651,700 (1) Actual payments are made one day prior to maturity date. 512 SCHEDULES AND TERMS 16 Resolution Adopting the 2017-18 Budget Auditor General Summary Schedules 2017-18 Salary Plan Expenditure Categories Glossary of Terms/List of Acronyms SCHEDULES AND TERMS Thank you for investing your time with this year’s Budget Book. Chandler’s Fiscal Year 2017-18 Budget is a practical plan for a sustainable future, and embodies Chandlers continued determination to be Healthy and Fiscally Fit. City of Chandler 2017-18 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) 2015-16, adjusted budget and estimated expenditures for FY 2016-17, and adopted budget for FY 2017-18. Schedule 2 – Summary of Department Total FY 2017-18 Budget by Fund: A summary, by fund, of each department’s FY 2017-18 Budget. Salary Schedule: The attached salary schedule serves as a handy reference for City staff and the public. The schedule reflects the revised salary plan, effective July 1, 2017, 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 and definitions used within the budget document. Acronyms: A list of acronyms used with the budget document. 513 City of Chandler 2017-18 Adopted Budget Schedules and Terms 514 City of Chandler 2017-18 Adopted Budget Schedules and Terms 515 City of Chandler 2017-18 Adopted Budget Schedules and Terms 516 City of Chandler 2017-18 Adopted Budget Schedules and Terms 517 City of Chandler 2017-18 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary of Tax Levy and Tax Rate Information Fiscal Year 2017-18 2016-17 FISCAL YEAR 1. 2. 3. 2017-18 FISCAL YEAR Maximum allowable primary property tax levy. A.R.S. §42-17051(A). $ 15,977,647 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). $ - $ 7,291,386 $ 16,874,253 $ 7,114,839 Property tax levy amounts A. Primary property taxes B. Secondary property taxes C. Total property tax levy amounts 4. 21,874,098 (1) $ 29,165,484 $ 7,291,590 38,000 7,329,590 $ 20,604,770 200,000 20,804,770 $ 28,134,360 22,928,081 $ 30,042,920 ,0 Property taxes collected* A. Primary property taxes (1) 2016-17 levy (2) Prior years’ levy (2) (3) Total primary property taxes B. Secondary property taxes (1) 2016-17 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 0.2900 0.8700 1.1600 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 $115,134 in 2016-17 and $108,161 in 2017-18 for primary property tax and under the Debt Service Funds in the amount of $345,402 in 2016-17 and $348,519 in 2017-18 for the secondary property tax. (2) Amount budgeted for Prior Year Primary & Secondary Levies for 2016-17 ($350,000) and 2017-18 ($250,000) 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 518 0.2700 0.8700 1.1400 City of Chandler 2017-18 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2017-18 ESTIMATED REVENUES 2016-17 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 Total Forfeiture Fund Proposition 400 Fund Regional Transportation Sales Tax Interest on Investments Total Proposition 400 Fund Highway User Revenue Fund HURF Taxes Other Receipts Interest on Investments 3,275,000 105,336,000 ACTUAL* REVENUES 2016-17 $ 3,334,000 117,791,000 ESTIMATED REVENUES 2017-18 $ 3,334,000 117,796,000 1,404,000 5,130,000 1,082,400 6,179,100 1,412,000 5,980,000 23,407,000 30,000,000 23,500,000 31,930,800 24,351,740 32,736,960 9,500,000 10,140,100 10,444,300 1,510,000 417,200 4,716,300 3,225,857 1,303,800 390,200 4,856,500 3,441,200 1,374,300 390,000 4,656,000 3,460,300 406,000 3,240,900 405,400 2,678,000 410,800 3,137,700 1,222,000 1,582,000 2,300,000 583,100 95,000 150,000 115,134 2,727,800 629,300 375,000 38,000 114,410 3,301,200 128,600 50,000 100,000 108,161 3,575,050 $ 196,461,291 $ 213,072,410 $ 215,745,911 $ 2,315,000 $ 2,315,000 $ 1,165,000 $ 2,315,000 $ 2,315,000 $ 1,165,000 $ 377,250 16,000 $ 359,075 - $ 1,300,000 3,000 $ 393,250 $ 359,075 $ 1,303,000 $ 14,000,000 143,000 $ 16,035,200 20,000 115,000 $ 16,000,000 228,000 Total Highway User Revenue Fund Local Transportation Assistance Fund HB2565 RPTA Grant Funds Bus Service Revenue Interest on Investments $ 14,143,000 $ 16,170,200 $ 16,228,000 $ 692,821 118,960 42,000 $ 711,500 147,000 39,000 $ 700,000 161,760 55,000 Total Local Transportation Assistance Fund $ 853,781 $ 897,500 $ 916,760 *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) 519 City of Chandler 2017-18 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2017-18 ESTIMATED ACTUAL* REVENUES REVENUES SOURCE OF REVENUES 2016-17 2016-17 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 Funds Museum Fund Parks Fund Library Fund Interest on Investments Total Expendable Trust Funds 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 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 INTERNAL SERVICE FUNDS Self-Insurance Interest on Investments Total Internal Service Funds SPECIAL ASSESSMENT FUND Interest on Investments Total Special Assessment Fund TOTAL ALL FUNDS $ $ $ 5,228,915 2,002,824 11,004,613 2,547,206 72,000 20,855,558 $ 22,000 99,110 80,000 3,000 204,110 $ 38,764,699 $ 200,000 345,402 216,000 761,402 $ $ $ 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 68,713,657 $ $ $ $ $ $ $ 33,371,956 $ 39,040,811 $ 200,000 343,230 166,000 709,230 $ 150,000 348,519 390,000 888,519 $ $ $ $ $ $ $ $ 4,974,000 1,379,886 10,570,525 2,182,512 99,000 19,205,923 34,128 102,000 80,000 6,000 222,128 $ $ $ 15,942 57,900 18,500 3,600 95,942 49,601,800 1,700,000 56,411,750 15,244,682 1,073,995 849,000 $ 124,881,227 28,603,952 343,000 28,946,952 1,622,276 1,758,005 7,710,875 2,379,083 64,000 13,534,239 ESTIMATED REVENUES 2017-18 $ 10,945,049 12,440,700 5,802,400 114,000 246,700 647,300 957,000 4,456,000 298,016 2,680,431 301,625 19,827 10,194,963 134,572 2,030,600 51,269,183 48,114,290 1,800,000 48,719,327 15,450,385 918,054 1,138,300 116,140,356 $ $ $ $ $ $ $ 11,342,300 13,316,500 6,208,000 123,500 271,500 712,500 1,055,800 4,972,700 324,986 2,729,394 300,000 450,000 5,308,779 50,000 3,101,900 50,267,859 50,928,500 1,900,700 55,775,806 15,786,786 901,800 1,843,000 127,136,592 $ 27,242,919 353,000 27,595,919 $ 29,966,600 503,000 30,469,600 54,000 54,000 $ $ 46,000 46,000 $ $ 67,000 67,000 $ 458,583,228 $ 442,205,054 $ 463,616,292 *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) 520 City of Chandler 2017-18 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Fund Type of Other Financing Sources/ and Interfund Transfers Fiscal Year 2017-18 INTERFUND FUND GENERAL FUND General Fund TRANSFERS 2017-18 2017-18 SOURCES (1) IN $ - $ - $ 7,248,600 $ 75,243,050 $ - $ - $ 7,248,600 $ 75,243,050 $ - $ - $ 285,000 $ 1,303,000 2,408,086 1,525 - $ - $ - $ 285,000 $ 3,712,611 $ - $ - $ 2,383,988 $ - $ - $ - $ 2,383,988 $ - $ 2,675,000 6,600,000 11,040,000 10,371,000 30,000,000 35,500,000 30,000,000 40,000 $ - $ 71,570,655 2,903,087 1,303,000 8,500,000 5,000,000 - $ 200,000 500,000 500,000 8,500,000 5,000,000 - $ 126,226,000 $ - $ 89,276,742 $ 14,700,000 $ - $ - $ 1,043,137 $ 3,452,802 80,130 2,438,908 455,297 1,030,559 105,380 $ - $ - $ 1,043,137 $ 7,563,076 $ - $ - $ 999,209 $ 17,939 Total Internal Service Funds $ - $ - $ 999,209 $ 17,939 TOTAL ALL FUNDS $ 126,226,000 $ - $ 101,236,676 $ 101,236,676 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 Parks Museum Bonds Public Building Public Safety - Police Public Safety - Fire Street Water Reclaimed Water Wastewater Storm Sewers Total Capital Projects Funds ENTERPRISE FUNDS Water Operating Reclaimed Water Operating Wastewater Operating WW Industrial Process Treatment Solid Waste Operating Airport Operating Total Enterprise Funds INTERNAL SERVICE FUNDS Self-Insurance Fund (1) OTHER FINANCING (1) (1) Sources are from bonds. SCHEDULE D 521 City of Chandler 2017-18 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Department of Expenditures/Expenses Within Each Fund Type FUND/DEPARTMENT GENERAL FUND Administrative Services City Clerk City Magistrate City Manager Communications and Public Affairs Community Services Community & Neighborhood Services Fire Law Management Services\Non-Dept. Mayor and Council 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 Magistrate City Manager Community Services Community & Neighborhood Services Fire Law Municipal Utilites Police Non-departmental Contingency\Reserves Community Development Block Grant City Manager Community & Neighborhood Services Management Services\Non-Dept. Contingency\Reserves Housing and Urban Development City Manager Community & Neighborhood Services Management Services\Non-Dept. Contingency\Reserves Expendable Trust Funds City Manager Community Services Community & Neighborhood Services Non-departmental Contingency\Reserves Total Special Revenue Funds Fiscal Year 2017-18 ADOPTED EXPENDITURE/ EXPENSE BUDGETED ADJUSTMENTS EXPENDITURES/ EXPENSES APPROVED 2016-17 2016-17 $ $ $ $ 826,714 4,417,406 33,113,953 2,523,492 21,249,451 33,844,034 3,614,983 20,059,676 878,151 67,435,967 18,788,378 40,460,409 247,212,614 $ 2,811,436 210,000 $ $ 73,704 105,224 (2,755,485) 293,832 27,805,730 (21,249,451) 283,615 55,322 (555,993) 19,375 1,254,362 1,938,074 (7,283,309) (15,000) (246,713) 48,690 ACTUAL EXPENDITURES/ EXPENSES 2016-17 $ $ $ 867,507 4,196,962 29,111,867 2,804,144 27,203,342 34,508,059 3,626,882 12,399,899 900,628 70,179,121 19,990,219 205,788,630 810,361 - BUDGETED EXPENDITURES/ EXPENSES 2017-18 $ $ $ 19,958,287 655,805 4,389,746 7,887,729 2,669,650 27,467,108 37,093,677 3,688,960 21,750,330 909,003 71,968,451 20,080,878 43,184,600 261,704,224 2,384,002 106,000 14,450,043 138,867 3,750,000 (1,641,257) (79,247) 1,903,723 9,912,647 - 15,806,656 116,287 4,076,000 2,331,267 200 2,010,000 100,133 (85,329) 982,700 - 2,003,691 200 2,046,000 29,675 761,880 157,592 2,446,263 20,000 100,000 2,553,148 3,261 199,000 (336,880) 500,573 (157,592) (152,508) 29,675 306,854 355,714 151,435 17,900 1,025,060 - 17,900 66,324 1,446 4,914,330 2,002,824 5,094 130,000 2,190,690 (2,002,824) (4,861) (130,000) 1,758,005 - 1,761,854 5,082 216,000 13,888,819 25,065 565,000 14,461,038 (13,888,819) (25,063) (453,754) 9,612,313 - 12,902,574 25,032 903,080 108,186 149,011 48,846,631 (108,186) 257,197 (149,011) - 197,511 25,160,175 324,792 30 1,000 47,678,280 $ $ $ *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) 522 City of Chandler 2017-18 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Department of Expenditures/Expenses Within Each Fund Type FUND/DEPARTMENT DEBT SERVICE FUNDS General Obligation Debt Svc Contingency\Reserves Highway User Debt Svc Total Debt Service Funds CAPITAL PROJECTS FUNDS Administrative Services City Manager Communications and Public Affairs Community Services Community & Neighborhood Services Fire Management Services\Non-dept. Municipal Utilities Police Transportation & Development Contingency\Reserves Debt Service Total Capital Projects Funds ENTERPRISE FUNDS Water Reclaimed Water Wastewater Solid Waste Administrative Services City Manager Management Services\Non-dept. Contingency\Reserves Debt Service Total Enterprise Funds INTERNAL SERVICE FUNDS Self Insurance Administrative Services City Manager Law Management Services\Non-Dept. Contingency\Reserves Total Internal Service Funds SPECIAL ASSESSMENT FUND Management Services\Non-Dept. Contingency\Reserves Total Special Assessment Fund TOTAL ALL FUNDS Fiscal Year 2017-18 EXPENDITURE/ ADOPTED EXPENSE BUDGETED ADJUSTMENTS EXPENDITURES/ APPROVED EXPENSES 2016-17 2016-17 ACTUAL EXPENDITURES/ EXPENSES 2016-17 BUDGETED EXPENDITURES/ EXPENSES 2017-18 $ 21,740,608 894,892 2,671,438 $ - $ 29,609,467 2,671,438 $ 25,432,488 1,000,000 2,383,988 $ 25,306,938 $ - $ 32,280,905 $ 28,816,476 $ 21,625,477 27,000 11,814,226 14,317,023 15,638,123 248,120,166 14,267,028 77,121,327 28,664,113 1,990,485 $ $ 3,606,858 132,314 2,656,184 3,466,486 3,950,246 81,727,628 1,378,792 10,277,586 - $ 9,830,244 8,442,408 18,673,744 16,400,738 3,705,088 166,002,016 13,407,631 107,026,298 58,464,192 - $ 433,584,968 $ $ 107,196,094 $ 401,952,359 $ 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 $ $ 37,482,277 1,416,145 27,268,833 13,603,680 1,203,026 808,000 28,745,265 110,527,226 $ 30,496,188 1,355,500 43,303,343 14,151,050 9,025 1,778,734 733,082 28,568,810 34,326,733 154,722,465 3,387,721 3,249,053 21,464,502 28,101,276 $ $ $ 3,942,109 5,950,295 25,518,038 3,400,866 38,811,308 $ $ $ 67,683 67,683 $ 971,250,607 $ $ $ (2,533,690) 106,440 11,418,706 (11,814,226) (1,789,850) 2,572,398 (29,865,784) (422,899) (12,082,181) 44,550,686 139,600 2,512,103 (12,035,256) 136,137 (88,937) 179,007 9,172,346 (124,600) $ 291,035 26,299 207,029 (524,363) - $ $ $ $ $ - $ - $ $ $ $ 67,990 67,990 $ 70,487 8,533 79,020 $ 509,122,296 $ 934,545,997 *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) 523 3,960,540 5,937,596 25,257,351 4,437,686 39,593,173 City of Chandler 2017-18 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Department of Expenditures/Expenses Fiscal Year 2017-18 DEPARTMENT/FUND Administrative Services General Fund Capital Fund - Gen Gov't Capital Proj Capital Fund - Equip/Tech/Fleet Capital Fund - Grants Enterprise Fund - Water Enterprise Fund - Wastewater Enterprise Fund - Solid Waste Internal Service Fund - Self Insurance Department Total City Clerk General Fund Department Total City Magistrate General Fund Special Revenue Fund - Grant 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 Communications and Public Affairs General Fund Capital Fund - Equip/Tech/Fleet Department Total Community Services General Fund Special Revenue Fund - Grants Special Revenue Fund - Trust Capital Fund - Gen Gov't Capital Proj Capital Fund - Equip/Tech/Fleet Capital Fund - Grants Capital Fund - Municipal Art Capital Fund - Bonds Capital Fund - Impact Funds Department Total ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2016-17 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2016-17 ACTUAL EXPENDITURES/ EXPENSES 2016-17* BUDGETED EXPENDITURES/ EXPENSES 2017-18 $ - $ - $ - $ 19,958,287 9,437,944 69,800 322,500 6,405 620 2,000 3,960,540 $ - $ - $ - $ 33,758,096 $ 826,714 $ 73,704 $ 867,507 $ 655,805 $ 826,714 $ 73,704 $ 867,507 $ 655,805 $ 4,417,406 29,675 $ 105,224 - $ 4,196,962 29,675 $ 4,389,746 - $ 4,447,081 $ 105,224 $ 4,226,637 $ 4,389,746 $ 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 $ (2,755,485) 16,314,848 (108,186) (1,355,799) 202,039 (601,372) (50,000) (728,558) (88,937) 291,035 $ 29,111,867 11,677,172 2,974,764 185,311 446,783 15,239 4,998 1,182,789 3,387,721 $ 7,887,729 14,664,428 2,567,208 239,000 5,304,061 332,139 1,778,734 - $ 61,571,094 $ 11,119,585 $ 48,986,644 $ 32,773,299 $ 2,523,492 27,000 $ 293,832 106,440 $ 2,804,144 132,314 $ 2,669,650 - $ 2,550,492 $ 400,272 $ 2,936,458 $ 2,669,650 $ - $ 27,805,730 500,573 257,197 5,762,152 440,425 1,334,336 50,500 2,345,218 1,486,075 $ 27,203,342 355,714 197,511 1,729,599 125,938 1,302 50,500 715,201 33,644 $ 27,467,108 324,792 7,322,503 311,025 1,333,034 200,500 8,054,641 1,452,041 $ - $ 39,982,206 $ 30,412,751 $ 46,465,644 SCHEDULE F (1 OF 3) 524 City of Chandler 2017-18 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Department of Expenditures/Expenses Fiscal Year 2017-18 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 Law General Fund Special Revenue Fund - Grants Internal Service Fund - Self Insurance Department Total ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2016-17 Mayor and Council General Fund Department Total ACTUAL EXPENDITURES/ EXPENSES 2016-17* $ - $ $ 283,615 (599,479) 46,124 (998,135) (238,360) $ 34,508,059 151,435 712,694 1,658,416 1,092,733 2,643 $ 37,093,677 1,946,581 3,764,500 6,352,299 4,337,358 50,607,320 $ (1,506,235) $ 38,125,980 $ 53,494,415 $ 3,614,983 20,000 5,950,295 $ 55,322 26,299 $ 3,626,882 17,900 3,249,053 $ 3,688,960 17,900 5,937,596 $ 9,585,278 $ 81,621 $ 6,893,835 $ 9,644,456 21,249,451 16,049,235 149,011 5,903,657 639,925 1,708,576 1,749,129 1,812,939 49,261,923 $ $ 33,844,034 2,446,263 2,280,454 3,600,041 7,788,167 648,361 $ $ $ $ - BUDGETED EXPENDITURES/ EXPENSES 2017-18 (21,249,451) (16,049,235) (149,011) (5,903,657) (639,925) (1,708,576) (1,749,129) (1,812,939) (49,261,923) $ Management Services\Non-Dept. - Includes Contingencies General Fund $ 60,520,085 210,000 Special Revenue Fund - Police Forfeiture Special Revenue Fund - HURF 3,888,867 Special Revenue Fund - LTAF 2,010,200 Special Revenue Fund - Grants 927,420 Special Revenue Fund - Trust Debt Service - General Obligation 894,892 Capital Fund - Gen Gov't Capital Proj 16,389,761 Capital Fund - Equip/Tech/Fleet 4,104,543 Capital Fund - Grants Capital Fund - Municipal Art Capital Fund - Bonds 6,544,607 Capital Fund - Impact/System Dev 17,253,745 9,580 Capital Fund - In-House Capital Enterprise Fund - Water 7,437,246 Enterprise Fund - Reclaimed Water 240,198 Enterprise Fund - Wastewater 19,061,931 Enterprise Fund - Solid Waste 1,834,460 Enterprise Fund - Airport 52,802 Internal Service Fund - Self Insurance 27,336,296 Internal Service Fund - Uninsured Liability 1,582,608 67,683 Special Assessment Fund Department Total EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2016-17 $ $ (7,839,302) 48,690 1,824,476 (85,329) (766,186) 9,998,144 (259,467) 2,508,574 15,165,261 19,720,152 (9,580) (1,972,200) 11,468,046 (233,430) 88,937 (317,334) - $ 12,399,899 1,275,000 2,675,246 375,000 273,000 160,000 21,092,305 372,197 67,990 $ 64,934,930 106,000 4,192,287 2,046,200 6,064,970 1,030 1,000,000 15,902,774 6,739,087 8,200 24,538,726 14,968,300 12,193 8,788,900 473,070 18,188,710 1,817,202 34,010 27,895,083 1,799,954 79,020 $ 170,366,924 $ 49,339,452 $ 38,690,637 $ 199,590,646 $ 878,151 $ 19,375 $ 900,628 $ 909,003 $ 878,151 $ 19,375 $ 900,628 $ 909,003 SCHEDULE F (2 OF 3) 525 City of Chandler 2017-18 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Summary by Department of Expenditures/Expenses Fiscal Year 2017-18 DEPARTMENT/FUND 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 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2016-17 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2016-17 ACTUAL EXPENDITURES/ EXPENSES 2016-17* BUDGETED EXPENDITURES/ EXPENSES 2017-18 $ 100,000 1,293,365 66,607,968 180,218,833 38,410,142 1,459,802 59,684,014 14,168,851 $ 5,763 (13,020,078) (16,851,469) 2,512,103 (12,035,256) 136,137 $ 321,145 24,351,608 57,054,875 37,482,277 1,416,145 27,268,833 13,603,680 $ 944,050 48,009,982 117,047,984 30,496,188 1,355,500 43,303,343 14,151,050 $ 361,942,975 $ (39,252,800) $ 161,498,563 $ 255,308,097 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 67,435,967 2,811,436 2,553,148 2,380,708 2,847,600 9,038,720 $ 1,254,362 (246,713) (93,552) 33,818 (363,165) $ 70,179,121 810,361 1,025,060 477,523 739,712 161,557 $ 71,968,451 2,384,002 66,324 2,784,633 2,109,000 8,513,998 $ 87,067,579 $ 584,750 $ 73,393,334 $ 87,826,408 $ 18,788,378 14,450,043 2,331,267 32,518,484 855,217 19,096,629 10,788,918 13,862,079 - $ 1,938,074 (1,641,257) 100,133 (7,681,235) 64,283 (1,532,962) (638,388) (2,303,459) 9,580 $ 19,990,219 9,912,647 982,700 3,413,856 360,650 4,157,864 1,479,012 866,204 - $ 20,080,878 15,806,656 2,003,691 32,059,012 537,075 23,101,232 22,273,294 29,055,685 - $ 112,691,015 $ (11,685,231) $ 41,163,152 $ 144,917,523 $ 21,740,608 2,671,438 1,990,485 16,381,109 16,643,858 26,563 $ - $ 29,609,467 2,671,438 14,255,008 14,463,694 26,563 $ 25,432,488 2,383,988 15,427,697 18,872,223 26,813 $ 59,454,061 $ - $ 61,026,170 $ 62,143,209 $ 971,250,607 $ - $ 509,122,296 $ 934,545,997 Department Total Department Total Transportation & Development General Fund Special Revenue Fund - HURF Special Revenue Fund - LTAF 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 Department Total TOTAL ALL DEPARTMENTS SCHEDULE F (3 OF 3) 526 City of Chandler 2017-18 Adopted Budget Schedules and Terms CITY OF CHANDLER, ARIZONA Full-Time Employees and Personnel Compensation Fiscal Year 2017-18 FUND GENERAL FUND Employee Salaries and Hourly Costs 2018 Full-Time Equivalent (FTE) 2018 Retirement Costs 2018 Other Benefit Costs 2018 Healthcare Costs 2018 Total Estimated Personnel Compensation 2018 1,372.560 $ 112,620,893 $ 30,834,320 $ 17,449,038 $ 11,327,802 = $ 172,232,053 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 1.325 0.100 5.730 7.150 3.950 5.400 2.000 3.500 79.155 $ 3,063,283 62,479 7,797 355,910 373,005 216,684 444,987 110,657 200,693 20,640 1,034 4,200 4,861,369 $ 366,785 7,466 970 42,096 43,729 25,013 53,514 12,868 23,200 821 41 167 576,670 $ 561,871 10,167 679 82,613 70,517 50,199 74,751 18,672 56,194 1,026 51 209 926,949 $ 499,514 = $ 5,558 665 35,664 41,724 23,325 41,660 9,584 18,914 1,870 81 380 678,939 = $ 4,491,453 85,670 10,111 516,283 528,975 315,221 614,912 151,781 299,001 24,357 1,207 4,956 7,043,927 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 4.750 4.000 3.000 0.160 3.900 15.810 $ $ $ 48,477 57,105 41,724 1,762 46,571 195,639 $ $ 42,581 43,523 33,860 1,539 40,605 162,108 $ $ 341,024 350,694 272,641 12,581 329,497 1,306,437 $ 29,558 = $ 28,969 23,354 201,060 403,184 686,125 = $ 461,640 480,291 371,579 216,942 819,857 2,350,309 SPECIAL ASSESSMENT FUNDS Special Assessments Total Special Assessment Funds 0.800 0.800 $ $ 41,689 41,689 $ $ 4,828 4,828 $ $ 6,371 6,371 $ $ 3,609 = $ 3,609 = $ 56,497 56,497 CAPITAL PROJECTS FUNDS In-House Capital Fund Total Capital Projects Funds 4.350 4.350 $ $ 391,819 391,819 $ $ 48,400 48,400 $ $ 63,741 63,741 $ $ 39,273 = $ 39,273 = $ 543,233 543,233 98.200 3.000 65.800 17.000 22.000 6.000 212.000 $ $ $ 1,246,412 45,701 801,288 212,817 282,120 44,739 2,633,077 $ $ 813,238 23,839 533,962 135,094 150,545 53,066 1,709,744 $ $ 6,755,007 203,251 4,484,671 1,165,966 1,257,917 428,834 14,295,646 $ 738,207 = $ 23,281 488,642 132,268 161,450 53,966 1,597,814 = $ 9,552,864 296,072 6,308,563 1,646,145 1,852,032 580,605 20,236,281 1,684.675 $ 133,517,853 $ 33,336,070 $ 21,274,815 $ 14,333,562 = $ 202,462,300 ENTERPRISE FUNDS Water Operating Reclaimed Water Operating Wastewater Operating WW Industrial Process Treatment Solid Waste Operating Airport Operating Total Enterprise Funds TOTAL ALL FUNDS $ $ SCHEDULE G (1 OF 1) 527 $ $ City of Chandler 2017-18 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 2015-16 Actual Expenditure FY 2016-17 Adjusted Budget FY 2016-17 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 $197,249,344 1,724,482 12,076,008 672,005 2,465,281 837,288 1,062,825 995,105 616,438 579,607 4,919,353 547,283 216,315 21,706,981 3,745,650 18,656,662 215,132 2,866,358 3,735,372 175,321 3,925,785 144,629 1,739,541 7,438,099 812,567 3,087 49,343 1,425,833 4,778 - $ 247,197,614 2,823,413 18,522,129 4,356,271 6,124,412 1,251,724 2,190,923 1,528,108 1,162,023 649,079 147,670 5,590,158 980,029 263,495 3,000,000 22,635,500 2,671,438 71,839,148 1,076,068 3,277,062 9,329,861 12,545,189 548,336 15,934,524 27,835,175 2,637,555 940,200 4,476 50,500 3,811,963 870,700 1,893,100 3,623,400 10,000 135,400 10,000 738,273 100,000 10,000 $ 205,788,630 810,361 9,912,647 982,700 1,886,638 1,215,071 1,758,005 1,011,812 882,723 65,656 5,304,773 939,619 192,659 29,609,467 2,671,438 10,583,436 172,942 2,675,246 3,350,544 1,453,746 25,266 866,204 4,605,949 632,158 379 50,500 33,265 83,043 - 528 FY 2017-18 Adopted Budget $ 261,704,224 2,490,002 19,998,943 4,049,891 5,000,000 889,111 1,982,936 1,425,025 1,028,991 659,737 151,781 5,726,947 825,357 123,737 3,000,000 26,432,488 2,383,988 72,020,655 1,353,000 3,001,087 10,359,450 30,667,261 666,033 31,073,685 30,060,827 2,695,000 1,000 208,700 3,467,041 705,800 2,015,000 4,715,000 10,000 135,500 1,000 6,693,578 75,500 10,000 City of Chandler 2017-18 Adopted Budget Schedules and Terms Schedule 1 Total Expenditures and Budget by Fund (Continued) 460 465 470 475 480 601 603 604 605 610 611 612 614 615 616 625 631 632 635 736 737 738 739 740 741 833 834 836 902 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 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 Museum Trust Parks & Recreation Trust Library Trust In-House Capital Grand Total FY 2015-16 FY 2016-17 Actual Adjusted Expenditure Budget $ 594,446 $ 9,138,720 602,500 1,007,188 7,888,167 147,897 1,650,861 64,807 67,683 9,685,345 35,257,854 2,486,568 61,696,304 748,052 3,857,927 44,676,011 62,790,044 2,287,043 10,989,546 19,343,801 34,474,714 1,700,000 21,208,058 109,675,541 38,051,595 82,760,795 5,402,700 12,062,418 12,608,752 15,913,016 332,424 929,500 1,199,122 2,069,592 2,563,350 4,427,288 2,199,323 6,500,396 400,328 1,582,608 218,950 510,000 1,991,380 2,305,000 19,163,918 23,486,016 8,544 28,186 77,104 149,011 54,518 80,000 9,580 $ 476,795,271 $ 529 FY 2016-17 Estimated Expenditure $ 161,557 1,092,733 2,643 67,990 19,511,712 11,376,007 1,513,742 52,127,524 377,114 4,839,896 1,416,145 43,788,012 35,510,911 6,494,616 13,768,678 1,209,352 2,847,018 3,249,053 372,197 215,000 1,705,000 19,713,008 25,644 144,267 27,600 - FY 2017-18 Adopted Budget $ 11,193,998 227,500 10,449,000 5,352,358 79,020 27,308,000 53,620,180 1,738,206 54,719,190 11,997,415 28,049,070 1,828,570 51,737,183 69,254,267 11,110,629 15,970,252 332,139 1,839,557 4,068,704 6,496,223 1,799,954 551,942 2,410,000 24,266,350 35,335 209,487 81,000 12,193 971,250,607 $ 509,122,296 $ 934,545,997 City of Chandler 2017-18 Adopted Budget Schedules and Terms Schedule 2 FY 2017-18 Summary of Department Budget by Fund Fund 101 202 215 216 217 218 219 224 227 230 232 233 234 236 240 310 320 401 402 403 404 411 412 415 417 420 422 423 424 425 426 427 430 431 433 435 440 441 460 465 470 475 480 601 603 604 605 610 611 612 614 615 616 625 631 635 736 737 738 739 740 741 831 834 836 902 Mayor & Council Description 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 Streets Gen'l Oblig. Bonds Storm Sewer GO Bonds Arterial Street Impact Fees Capital Grant Park Bonds Neighborhood Park System Dev Fees Municipal Arts Fund Park Impact Fees Park NW Impact Fees Park NE Impact Fees Park SE Impact Fees Library Bonds Library Impact Fees Art Center Bonds Museum Bonds Public Building Impact Fees Public Building Bonds Public Safety Bonds - Police Police Impact Fees Public Safety Bonds - Fire Fire Impact Fees Special Assessment Fund Water Bonds - Capital Projects Water System Dev Fees Water Resource Sys Dev Fees Water Operating Reclaimed Water SDF Wastewater Bonds - Capital Projects Reclaimed Water Operating Wastewater System Dev Fees Wastewater Operating WW Industrial Process Treatment Solid Waste Operating Airport Bonds Airport Operating Workers Comp. Self-Insurance Trust Unsured Liability Self-Insurance Uninsured Liability Self-Insurance Short Term Disability Self-Insurance Dental Self-Insurance Medical Self-Insurance Trust Museum Trust Parks & Recreation Trust Library Trust In-House Capital Grand Total $ 909,003 Administrative Services $ 19,958,287 City Clerk $ 655,805 City Manager $ 1,078,984 City Magistrate $ 4,389,746 Community Services $ 27,467,108 9,437,944 7,322,503 69,800 311,025 322,500 1,333,034 1,410,063 Community & Public Affairs $ 2,669,650 $ 2,669,650 200,500 1,452,041 6,644,578 6,405 620 2,000 3,500,884 16,476 443,180 35,329 209,463 80,000 $ 909,003 $ 33,758,096 $ 530 655,805 $ 1,078,984 $ 4,389,746 $ 46,465,644 City of Chandler 2017-18 Adopted Budget Schedules and Terms Schedule 2 FY 2017-18 Summary of Department Budget by Fund (Continued) Debt Service Fund 101 202 215 216 217 218 219 224 227 230 232 233 234 236 240 310 320 401 402 403 404 411 412 415 417 420 422 423 424 425 426 427 430 431 433 435 440 441 460 465 470 475 480 601 603 604 605 610 611 612 614 615 616 625 631 635 736 737 738 739 740 741 833 834 836 902 $ - Fire Law $ 37,093,677 $ 3,688,960 Management Services $ 7,469,113 Municipal Utilities $ NonOrganizational Departmental Support - 17,900 25,432,488 2,383,988 $ 57,465,817 106,000 4,192,287 2,046,200 4,915,776 297,199 221,082 41,765 50,532 8,875 3,869 335,618 121,117 69,137 $ 6,808,745 Police $ 71,968,451 2,384,002 $ 20,080,878 15,806,656 2,003,691 66,324 591,912 1,761,854 1,383,260 978,459 650,862 147,912 5,391,329 704,240 54,600 3,000,000 1,000,000 1,946,581 3,764,500 29,500 944,050 15,902,774 150,000 3,001,087 3,558,500 9,000,000 60,000 2,018,000 2,567,208 2,784,633 1,203,000 32,059,012 239,000 906,000 537,075 21,667,261 606,033 29,055,685 23,101,232 5,304,061 6,352,299 4,337,358 68,781 15,427,697 18,872,223 8,788,900 1,015,000 1,000,000 473,070 1,015,000 17,165,159 1,023,551 1,817,202 $ 255,308,097 34,010 530,395 558,627 675,054 535,466 2,410,000 23,772,408 6 24 1,000 12,193 $ 190,810,165 37,425 5,937,596 1,124,900 50,762 $ 53,494,415 $ 9,644,456 $ 8,780,481 1,284,937 1,000 8,200 2,015,000 705,800 2,015,000 4,715,000 10,000 135,500 1,000 49,000 75,500 10,000 2,680,000 227,500 4,096,701 1,015,000 10,239 6,347,088 15,000 20,960,912 53,605,180 1,738,206 30,496,188 10,982,415 27,049,070 1,355,500 50,722,183 33,216,265 10,087,078 14,151,050 26,813 $ 62,143,209 Transportation & Development 531 8,513,998 332,139 1,778,734 $ 31,694,315 $ 87,826,408 $ 144,917,523 Grand Total $ 261,704,224 2,490,002 19,998,943 4,049,891 5,000,000 889,111 1,982,936 1,425,025 1,028,991 659,737 151,781 5,726,947 825,357 123,737 3,000,000 26,432,488 2,383,988 72,020,655 1,353,000 3,001,087 10,359,450 30,667,261 666,033 31,073,685 30,060,827 2,695,000 1,000 208,700 3,467,041 705,800 2,015,000 4,715,000 10,000 135,500 1,000 6,693,578 75,500 10,000 11,193,998 227,500 10,449,000 5,352,358 79,020 27,308,000 53,620,180 1,738,206 54,719,190 11,997,415 28,049,070 1,828,570 51,737,183 69,254,267 11,110,629 15,970,252 332,139 1,839,557 4,068,704 6,496,223 1,799,954 551,942 2,410,000 24,266,350 35,335 209,487 81,000 12,193 $ 934,545,997 City of Chandler 2017-18 Adopted Budget Schedules and Terms City of Chandler Salary Plan Effective 7/1/17 Job Groups: A Administrative L Laborer PS Police Sergeant Job Group M A S S A A D M L S L S L S A M S M D M M M S M X C C C A A S C C M A M P P S A M S P 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 & MAINT TECH - CDL AIRPORT OPERATIONS & MAINTENANCE SUPV AQUATICS MAINTENANCE HELPER AQUATICS MAINTENANCE SUPERVISOR AQUATICS MAINTENANCE TECHNICIAN AQUATICS SUPERINTENDENT ARTS CENTER FINANCIAL SPECIALIST ARTS CENTER MANAGER 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 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 BUILDING OFFICIAL BUSINESS SYSTEMS SUPPORT ANALYST BUSINESS SYSTEMS SUPPORT SPECIALIST BUSINESS SYSTEMS SUPPORT SUPERVISOR BUSINESS SYSTEMS SUPPORT TECHNICIAN CAPITAL PROJECTS MANAGER CAPITAL PROJECTS SUPERVISOR CHEMIST 532 F P Fire Professional FB PL Fire Battalion Police Lieutenant Grade FLSA Status Annual Minimum Annual Maximum 29 A16 26 24 A12 A15 34 27 L19 22 L13 22 L20 26 A21 29 25 31 36 27 29 FAC 26 PAC 11 28 24 27 A18 A14 20 24 22 29 A23 30 26 23 27 A22 28 26 22 Ex Non-Ex Ex Ex Non-Ex Non-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 Non-Ex Ex Ex Ex Non-Ex Non-Ex Non-Ex Ex Ex Ex Non-Ex Ex Ex Ex Ex Non-Ex Ex Ex Ex $89,630 $38,064 $71,151 $61,570 $31,262 $36,213 $120,811 $76,843 $44,158 $53,768 $32,926 $53,768 $46,384 $71,151 $48,547 $89,630 $65,881 $104,544 $138,317 $76,843 $89,630 $105,419 $71,151 $160,358 $30,202 $82,991 $61,570 $76,843 $41,912 $34,445 $46,987 $61,570 $53,779 $89,630 $55,432 $96,801 $71,151 $57,543 $76,843 $51,272 $82,991 $71,151 $53,779 $125,482 $51,293 $99,611 $85,275 $42,245 $48,859 $177,804 $107,580 $59,613 $73,133 $44,470 $73,133 $62,566 $99,611 $65,478 $125,482 $92,232 $146,361 $203,568 $107,580 $125,482 $147,576 $99,611 $160,358 $40,851 $116,210 $85,275 $107,580 $56,576 $46,530 $63,398 $85,275 $73,138 $125,482 $77,542 $135,520 $99,611 $79,120 $107,580 $71,843 $116,210 $99,611 $73,138 City of Chandler 2017-18 Adopted Budget Schedules and Terms City of Chandler Salary Plan Effective 7/1/17 Job Group Classification Title Grade FLSA Status Annual Minimum Annual Maximum S D P M P M M A A A D A S P P M D M A A P A A A M A A A A A S S A S A A S P S L A S M A A P P M CHIEF BUILDING INSPECTOR CHIEF INFORMATION OFFICER 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 DEVELOPMENT PROGRAM SUPERVISOR COMMUNITY OUTREACH COORDINATOR COMMUNITY RESOURCE COORDINATOR COMMUNITY RESOURCES/DIVERSITY MANAGER COMMUNITY SERVICES DIRECTOR COMMUNITY SERVICES PLANNING MANAGER COMPUTER SUPPORT ASST CONSTRUCTION PERMIT REPRESENTATIVE 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 CRIME PREVENTION SPECIALIST CRIME SCENE SUPERVISOR CRIME SCENE TECHNICIAN I CRIME SCENE TECHNICIAN II CRISIS INTERVENTION COORD CULTURAL AFFAIRS COORD CUSTODIAL SUPERVISOR CUSTODIAN CUSTOMER SERVICE REPRESENTATIVE CUSTOMER SERVICE SUPERVISOR DEPUTY COURT ADMINISTRATOR DETENTION OFFICER - CDL DETENTION OFFICER TRAINEE - CDL DEVELOPMENT PROJECT ADMINISTRATOR DEVELOPMENT PROJECT COORDINATOR DEVELOPMENT SERVICES ENGINEER 26 33 22 31 24 31 28 A21 A20 A21 33 A21 25 22 23 28 34 29 A19 A16 26 A22 A21 A21 30 A16 A17 A19 A19 A14 23 25 A19 25 A18 A20 24 24 20 L10 A14 23 26 A18 A17 26 24 28 Ex Ex Ex Ex Ex Ex Ex Non-Ex Non-Ex Non-Ex Ex Non-Ex Ex Ex Ex Ex Ex Ex Non-Ex Non-Ex Ex Non-Ex Non-Ex Non-Ex Ex Non-Ex Non-Ex Non-Ex Non-Ex Non-Ex Ex Ex Non-Ex Ex Non-Ex Non-Ex Ex Ex Non-Ex Non-Ex Non-Ex Ex Ex Non-Ex Non-Ex Ex Ex Ex $71,151 $112,908 $53,779 $104,544 $61,570 $104,544 $82,991 $48,547 $46,259 $48,547 $112,908 $48,547 $65,881 $53,779 $57,543 $82,991 $120,811 $89,630 $43,992 $38,064 $71,151 $51,272 $48,547 $48,547 $96,801 $38,064 $39,915 $43,992 $43,992 $34,445 $57,543 $65,881 $43,992 $65,881 $41,912 $46,259 $61,570 $61,570 $46,987 $28,454 $34,445 $57,543 $71,151 $41,912 $39,915 $71,151 $61,570 $82,991 $99,611 $166,172 $73,138 $146,361 $85,275 $146,361 $116,210 $65,478 $62,379 $65,478 $166,172 $65,478 $92,232 $73,138 $79,120 $116,210 $177,804 $125,482 $59,446 $51,293 $99,611 $71,843 $65,478 $65,478 $135,520 $51,293 $53,851 $59,446 $59,446 $46,530 $79,120 $92,232 $59,446 $92,232 $56,576 $62,379 $85,275 $85,275 $63,398 $38,418 $46,530 $79,120 $99,611 $56,576 $53,851 $99,611 $85,275 $116,210 533 City of Chandler 2017-18 Adopted Budget Schedules and Terms City of Chandler Salary Plan Effective 7/1/17 Job Group D D S A M M P A L A C C A P P P A A P M P P M S A L A P P FB FB F F D F F M L A A F F A P S P A A Grade FLSA Status Annual Minimum Annual Maximum 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 RECORDS SPECIALIST ENGINEERING TECHNICIAN ENVIRONMENTAL PROGRAM COORDINATOR ENVIRONMENTAL PROGRAM MANAGER ENVIRONMENTAL PROGRAM SPECIALIST EXECUTIVE MANAGEMENT ASST FACILITIES MAINTENANCE MANAGER FACILITIES MAINTENANCE SUPERINTENDENT FACILITIES SUPPORT SPECIALIST FACILITY MAINTENANCE TECHNICIAN 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 - CDL FIRE PREVENTION SPECIALIST FIRE SUPPORT SERVICES TECHNICIAN FIREFIGHTER (40 Hours) FIREFIGHTER (56 Hours) FLEET EQUIPMENT SERVICE WRITER FLEET INVENTORY SPECIALIST FLEET SERVICES SUPERINTENDENT 33 33 23 A19 27 27 25 A21 L21 A17 24 27 A21 26 24 25 A19 A20 25 27 24 22 28 26 A19 L20 A20 24 26 FB FB FC FC 35 FE FE 28 L21 A23 A18 FF FF A17 21 26 Ex Ex Non-Ex Non-Ex Ex Ex Ex Non-Ex Non-Ex Non-Ex Ex Ex Non-Ex Ex Ex Ex Non-Ex Non-Ex Ex Ex Ex Ex Ex Ex Non-Ex Non-Ex Non-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 $112,908 $112,908 $57,554 $43,992 $76,843 $76,843 $65,881 $48,547 $48,693 $39,915 $61,570 $76,843 $48,547 $71,151 $61,570 $65,881 $43,992 $46,259 $65,881 $76,843 $61,570 $53,779 $82,991 $71,151 $43,992 $46,384 $46,259 $61,570 $71,151 $100,936 $100,936 $73,486 $73,486 $129,268 $68,910 $68,910 $82,991 $48,693 $55,432 $41,912 $46,925 $46,925 $39,915 $50,260 $71,151 $166,172 $166,172 $79,123 $59,446 $107,580 $107,580 $92,232 $65,478 $65,728 $53,851 $85,275 $107,580 $65,478 $99,611 $85,275 $92,232 $59,446 $62,379 $92,232 $107,580 $85,275 $73,138 $116,210 $99,611 $59,446 $62,566 $62,379 $85,275 $99,611 $116,711 $116,711 $83,138 $83,138 $190,251 $69,971 $69,971 $116,210 $65,728 $77,542 $56,576 $65,624 $65,624 $53,851 $66,845 $99,611 FLEET SERVICES SUPERVISOR FOOD & BEVERAGE COORDINATOR FORENSIC ASST 23 A20 A17 Non-Ex Non-Ex Non-Ex $57,554 $46,259 $39,915 $79,123 $62,379 $53,851 Classification Title 534 City of Chandler 2017-18 Adopted Budget Schedules and Terms City of Chandler Salary Plan Effective 7/1/17 Job Group Classification Title P FORENSIC SCIENTIST I P P S P M A A L P P L X S M A S S L P A A A 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 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 REDEVELOPMENT MANAGER HOUSING ASSISTANT HOUSING FINANCIAL SUPERVISOR HOUSING MAINTENANCE SUPERVISOR HOUSING MAINTENANCE WORKER HOUSING PROJECT COORDINATOR HOUSING QUALITY STANDARDS INSPECTOR HOUSING REHAB SPECIALIST HOUSING SPECIALIST HUMAN RESOURCES ANALYST 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 535 Grade FLSA Status Annual Minimum Annual Maximum 22 Ex $53,779 $73,138 24 26 27 21 27 A20 A23 L16 23 22 L12 14 25 29 A16 25 23 L16 23 A18 A21 A18 23 27 19 20 L21 A17 L20 24 A23 31 30 27 26 30 27 28 25 23 28 28 28 24 26 28 26 Ex Ex Ex Ex Ex Non-Ex Non-Ex Non-Ex Ex Ex Non-Ex Non-Ex Ex Ex Non-Ex Ex Ex Non-Ex Ex Non-Ex Non-Ex Non-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 $61,570 $71,151 $76,843 $50,260 $76,843 $46,259 $55,432 $38,189 $57,543 $53,779 $31,366 $35,027 $65,881 $89,630 $38,064 $65,881 $57,543 $38,189 $57,543 $41,912 $48,547 $41,912 $57,543 $76,843 $44,720 $46,987 $48,693 $39,915 $46,384 $61,570 $55,432 $104,544 $96,801 $76,843 $71,151 $96,801 $76,843 $82,991 $65,881 $57,543 $82,991 $82,991 $82,991 $61,570 $71,151 $82,991 $71,151 $85,275 $99,611 $107,580 $66,845 $107,580 $62,379 $77,542 $51,438 $79,120 $73,138 $42,370 $47,278 $92,232 $125,482 $51,293 $92,232 $79,120 $51,438 $79,120 $56,576 $65,478 $56,576 $79,120 $107,580 $60,403 $63,398 $65,728 $53,851 $62,566 $85,275 $77,542 $146,361 $135,520 $107,580 $99,611 $135,520 $107,580 $116,210 $92,232 $79,120 $116,210 $116,210 $116,210 $85,275 $99,611 $116,210 $99,611 City of Chandler 2017-18 Adopted Budget Schedules and Terms City of Chandler Salary Plan Effective 7/1/17 Job Group P S P S A M P P P P P P P P P S A P L A C A L L S L L L C L L A P L A L L L L C C P S A A A M A Classification Title 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 IT TRAINING COORDINATOR IT WEB DEVELOPER 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 - CDL LEAD GARDENER LEAD HOUSING MAINTENANCE WORKER LEAD LEGAL SECRETARY LEAD REVERSE OSMOSIS PLANT OPERATOR LEAD SIGNALS & LIGHTING TECHNICIAN LEAD SUPPLY SPECIALIST LEAD TAX AUDITOR LEAD TRAFFIC OPERATIONS TECHNICIAN - CDL LEAD UTILITY BILLING REPRESENTATIVE LEAD UTILITY METER TECHNICIAN LEAD UTILITY SYSTEMS TECHNICIAN - CDL LEAD WASTEWATER TREATMENT PLANT OPERATOR LEAD WATER PLANT OPERATOR LEGAL CLERK LEGAL SECRETARY LIBRARIAN LIBRARY ACCESS SERVICES COORDINATOR LIBRARY AIDE LIBRARY ASSOCIATE LIBRARY ASST LIBRARY MANAGER LICENSE INSPECTOR 536 Grade FLSA Status Annual Minimum Annual Maximum 26 25 25 28 A22 30 28 27 27 27 26 25 24 26 27 25 A21 24 L18 A24 22 A15 L14 L22 25 L22 L17 L17 21 L22 L22 A16 24 L20 A17 L18 L20 L22 L22 14 17 22 22 A13 A17 A15 30 A17 Ex Ex Ex Ex Non-Ex Ex Ex Ex Ex Ex Ex Ex Ex 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 Non-Ex Non-Ex Ex Non-Ex Non-Ex Non-Ex Non-Ex Non-Ex Non-Ex Non-Ex Non-Ex Ex Ex Non-Ex Non-Ex Non-Ex Ex Non-Ex $71,151 $65,881 $65,881 $82,991 $51,272 $96,801 $82,991 $76,843 $76,843 $76,843 $71,151 $65,881 $61,570 $71,151 $76,843 $65,881 $48,547 $61,570 $42,037 $59,800 $53,779 $36,213 $34,549 $51,418 $65,894 $51,418 $40,019 $40,019 $50,253 $51,418 $51,418 $38,064 $61,570 $46,384 $39,915 $42,037 $46,384 $51,418 $51,418 $35,027 $40,581 $53,779 $53,779 $32,822 $39,915 $36,213 $96,801 $39,915 $99,611 $92,232 $92,232 $116,210 $71,843 $135,520 $116,210 $107,580 $107,580 $107,580 $99,611 $92,232 $85,275 $99,611 $107,580 $92,232 $65,478 $85,275 $56,763 $83,803 $73,138 $48,859 $46,654 $72,093 $92,227 $72,093 $54,038 $54,038 $66,851 $72,093 $72,093 $51,293 $85,275 $62,566 $53,851 $56,763 $62,566 $72,093 $72,093 $47,278 $54,746 $73,138 $73,138 $44,325 $53,851 $48,859 $135,520 $53,851 City of Chandler 2017-18 Adopted Budget Schedules and Terms City of Chandler Salary Plan Effective 7/1/17 Job Group Classification Title Grade FLSA Status Annual Minimum Annual Maximum X X P C D P A P C C D M P M S S D P A LIFEGUARD II LIFEGUARD INSTRUCTOR TRAINER MANAGEMENT ANALYST MANAGEMENT ASST MANAGEMENT SERVICES DIRECTOR MARKETING & COMMUNICATIONS COORD MARKETING ASST MARKETING COORD MAYOR & CITY COUNCIL ASSISTANT MEDICAL LEAVE COORDINATOR MUNICIPAL UTILITIES DIRECTOR MUSEUM ADMINISTRATOR MUSEUM CURATOR NEIGHBORHOOD PRESERVATION MANAGER NEIGHBORHOOD PRESERVATION SUPERVISOR NEIGHBORHOOD PROGRAMS SUPERVISOR NEIGHBORHOOD RESOURCES DIRECTOR NEIGHBORHOOD RESOURCES MANAGEMENT ASST OFFICE ASST 8 14 22 19 34 24 A21 22 28 23 34 29 22 26 23 25 33 22 A12 Non-Ex Non-Ex Ex Non-Ex Ex Ex Non-Ex Ex Ex Ex Ex Ex Ex Ex Ex Ex Ex Ex Non-Ex $26,146 $35,027 $53,779 $44,720 $120,811 $61,570 $48,547 $53,779 $82,991 $57,543 $120,811 $89,630 $53,779 $71,151 $57,543 $65,881 $112,908 $53,779 $31,262 $35,298 $47,278 $73,138 $60,403 $177,804 $85,275 $65,478 $73,138 $116,210 $79,120 $177,804 $125,482 $73,138 $99,611 $79,120 $92,232 $166,172 $73,138 $42,245 L C C M L P A L M S S S A C M M M A S P A C D M M A S A M OFFSET PRESS OPERATOR ORGANIZATIONAL DEVELOPMENT COORDINATOR PARALEGAL PARK DEVELOPMENT & OPERATIONS MANAGER PARK MAINTENANCE TECHNICIAN - CDL PARK PLANNING SUPERINTENDENT PARK RANGER PARK SPRAY TECHNICIAN PARKS MAINTENANCE MANAGER 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 - CDL POLICE FLEET AIDE POLICE FORENSICS SERVICE SECTION MANAGER L13 24 21 29 L20 25 A16 L15 28 26 23 23 A17 19 27 31 29 A23 23 22 A16 19 35 PCM 28 A17 23 A15 28 Non-Ex Ex Non-Ex Ex Non-Ex Ex Non-Ex Non-Ex 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 $32,926 $61,570 $50,253 $89,630 $46,384 $65,881 $38,064 $36,338 $82,991 $71,151 $57,554 $57,554 $39,915 $44,720 $76,843 $104,544 $89,630 $55,432 $57,554 $53,779 $38,064 $44,720 $129,268 $129,538 $82,991 $39,915 $57,554 $36,213 $82,991 $44,470 $85,275 $66,851 $125,482 $62,566 $92,232 $51,293 $49,067 $116,210 $99,611 $79,123 $79,123 $53,851 $60,403 $107,580 $146,361 $125,482 $77,542 $79,123 $73,138 $51,293 $60,403 $190,251 $142,816 $116,210 $53,851 $79,123 $48,859 $116,210 537 City of Chandler 2017-18 Adopted Budget Schedules and Terms City of Chandler Salary Plan Effective 7/1/17 Job Group A A PL O O O O S P M P 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 S S S S S M S P M Grade FLSA Status Annual Minimum Annual Maximum 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 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 A21 A17 PL PO PO PO PC 23 24 28 24 A15 A16 22 PS 28 28 22 22 24 28 27 25 23 Non-Ex Non-Ex Ex Non-Ex Non-Ex Non-Ex Non-Ex Non-Ex Ex Ex Ex Non-Ex Non-Ex Non-Ex Non-Ex Ex Ex Ex Ex Ex Ex Ex Ex Ex $48,547 $39,915 $111,900 $53,414 $53,414 $53,414 $53,414 $57,554 $61,570 $82,991 $61,570 $36,213 $38,064 $53,768 $79,602 $82,991 $82,991 $53,779 $53,779 $61,570 $82,991 $76,843 $65,881 $57,543 $65,478 $53,851 $123,370 $75,837 $75,837 $75,837 $53,414 $79,123 $85,275 $116,210 $85,275 $48,859 $51,293 $73,133 $98,176 $116,210 $116,210 $73,138 $73,138 $85,275 $116,210 $107,580 $92,232 $79,120 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 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 23 A20 24 A17 22 A17 25 A23 25 28 A21 A19 26 A18 24 21 23 11 14 14 29 25 22 28 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 Ex Non-Ex Non-Ex Non-Ex Ex Ex Ex Ex $57,543 $46,259 $61,570 $39,915 $53,768 $39,915 $65,881 $55,432 $65,881 $82,991 $48,547 $43,992 $71,151 $41,912 $61,570 $50,253 $57,543 $30,202 $35,027 $35,027 $89,630 $65,881 $53,779 $82,991 $79,120 $62,379 $85,275 $53,851 $73,133 $53,851 $92,232 $77,542 $92,232 $116,210 $65,478 $59,446 $99,611 $56,576 $85,275 $66,851 $79,120 $40,851 $47,278 $47,278 $125,482 $92,232 $73,138 $116,210 Classification Title 538 City of Chandler 2017-18 Adopted Budget Schedules and Terms City of Chandler Salary Plan Effective 7/1/17 Job Group M S A S L L P P C A L P S S S A A L L S M A P S A C M M C S P P A P S S S L C L S C P P A P S S Classification Title REVENUE AND TAX MANAGER REVENUE COLLECTIONS SUPERVISOR REVENUE COLLECTOR REVERSE OSMOSIS FACILITY SUPERINTENDENT 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 ATTORNEY SR ASST CITY PROSECUTOR SR BUDGET & RESEARCH ANALYST SR BUILDING INSPECTOR SR BUSINESS SYSTEMS SUPPORT SPECIALIST SR CHEMIST SR CODE INSPECTOR SR CRISIS INTERVENTION SPECIALIST SR ENGINEER SR FINANCIAL ANALYST SR FIRE MECHANIC - CDL SR FLEET TECHNICIAN - CDL 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 539 Grade FLSA Status Annual Minimum Annual Maximum 29 24 A18 26 L19 L21 25 23 24 A16 L13 25 24 23 25 A21 A23 L17 L18 22 26 A15 23 25 A17 17 32 30 25 25 24 24 A22 22 27 26 23 L21 25 L21 24 21 25 24 A21 24 23 24 Ex Ex Non-Ex Ex 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 Ex Non-Ex 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 $89,630 $61,570 $41,912 $71,151 $44,158 $48,693 $65,881 $57,543 $61,570 $38,064 $32,926 $65,881 $61,568 $57,554 $65,881 $48,547 $55,432 $40,019 $42,037 $53,768 $71,151 $36,213 $57,543 $65,881 $39,915 $40,581 $112,908 $96,801 $65,881 $65,894 $61,570 $61,570 $51,272 $53,779 $76,843 $71,151 $57,554 $48,693 $65,881 $48,693 $61,570 $50,253 $65,881 $61,570 $48,547 $61,570 $57,543 $61,568 $125,482 $85,275 $56,576 $99,611 $59,613 $65,728 $92,232 $79,120 $85,275 $51,293 $44,470 $92,232 $85,280 $79,123 $92,232 $65,478 $77,542 $54,038 $56,763 $73,133 $99,611 $48,859 $79,120 $92,232 $53,851 $54,746 $163,717 $135,520 $92,232 $92,227 $85,275 $85,275 $71,843 $73,138 $107,580 $99,611 $79,123 $65,728 $92,232 $65,728 $85,275 $66,851 $92,232 $85,275 $65,478 $85,275 $79,120 $85,280 City of Chandler 2017-18 Adopted Budget Schedules and Terms City of Chandler Salary Plan Effective 7/1/17 Job Group A L L P L L L A A S L A 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 P A S L M S Classification Title SR SITE DEVELOPMENT INSPECTOR SR SOLID WASTE ENVIRONMENTAL SPECIALIST SR STREETS SPECIALIST - CDL SR TAX AUDITOR SR UTILITIES MECHANIC SR UTILITIES MECHANIC - CDL SR UTILITIES PREDICTIVE MAINTENANCE TECH SR UTILITY BILLING REPRESENTATIVE STORM WATER PROGRAM SPECIALIST STORM WATER PROGRAMS COORDINATOR STREET LIGHT TECHNICIAN II STREET MAINTENANCE COORDINATOR STREET MAINTENANCE SUPERVISOR - CDL STREET MAINTENANCE WORKER - CDL STREET SUPERINTENDENT STREETS CREW LEADER - CDL STREETS PROJECT MANAGER STREETS SPECIALIST - CDL 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 - CDL 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 SUPERINTENDENT UTILITY ANALYST UTILITY BILLING REPRESENTATIVE UTILITY FIELD SUPERVISOR UTILITY LOCATION COORDINATOR UTILITY MAINTENANCE MANAGER UTILITY MAINTENANCE SUPERVISOR 540 Grade FLSA Status Annual Minimum Annual Maximum A22 L21 L18 23 L21 L22 L22 A16 A21 24 L20 A21 23 L14 28 L20 25 L16 26 23 L14 A16 A20 26 22 24 23 A22 L16 L18 L18 L21 25 34 30 26 23 L22 L16 L19 L21 26 25 A15 23 L17 28 24 Non-Ex Non-Ex Non-Ex Ex Non-Ex Non-Ex Non-Ex Non-Ex Non-Ex 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 Ex Ex Non-Ex Non-Ex Non-Ex Ex Ex $51,272 $48,693 $42,037 $57,543 $48,693 $51,418 $51,418 $38,064 $48,547 $61,570 $46,384 $48,547 $57,554 $34,549 $82,991 $46,384 $65,881 $38,189 $71,151 $57,543 $34,549 $38,064 $46,259 $71,151 $53,779 $61,570 $57,543 $51,272 $38,189 $42,037 $42,037 $48,693 $65,881 $120,811 $96,801 $71,151 $57,543 $51,418 $38,189 $44,158 $48,693 $71,151 $65,881 $36,213 $57,554 $40,019 $82,991 $61,570 $71,843 $65,728 $56,763 $79,120 $65,728 $72,093 $72,093 $51,293 $65,478 $85,275 $62,566 $65,478 $79,123 $46,654 $116,210 $62,566 $92,232 $51,438 $99,611 $79,120 $46,654 $51,293 $62,379 $99,611 $73,138 $85,275 $79,120 $71,843 $51,438 $56,763 $56,763 $65,728 $92,232 $177,804 $135,520 $99,611 $79,120 $72,093 $51,438 $59,613 $65,728 $99,611 $92,232 $48,859 $79,123 $54,038 $116,210 $85,275 City of Chandler 2017-18 Adopted Budget Schedules and Terms City of Chandler Salary Plan Effective 7/1/17 Job Group Classification Title Grade FLSA Status Annual Minimum Annual Maximum A L L S M P M M L L L C P A S A A P S M S S L L S A P A S P L L S M UTILITY METER ACCOUNT SPECIALIST UTILITY METER TECHNICIAN UTILITY METER TECHNICIAN II UTILITY METER TECHNICIAN SUPERVISOR UTILITY OPERATIONS MANAGER UTILITY PROGRAM COORDINATOR UTILITY REGULATORY AFFAIRS MANAGER UTILITY SERVICES MANAGER UTILITY SYSTEMS TECHNICIAN I - CDL UTILITY SYSTEMS TECHNICIAN II - CDL UTILITY SYSTEMS TECHNICIAN III - CDL VICTIM ADVOCATE VICTIM SERVICES COORDINATOR VICTIM SERVICES SPECIALIST VIDEO PRODUCTION COORDINATOR VIDEO PRODUCTIONS SPECIALIST VISUAL ARTS ASSISTANT VISUAL ARTS COORDINATOR WASTEWATER COLLECTIONS SUPERINTENDENT WASTEWATER FACILITIES MANAGER WASTEWATER FACILITY SUPERINTENDENT WASTEWATER MAINTENANCE SUPERINTENDENT WASTEWATER TREATMENT PLANT OPERATOR I WASTEWATER TREATMENT PLANT OPERATOR II WASTEWATER TREATMENT PLANT OPERATOR III WATER AUDIT TECHNICIAN 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 A17 L14 L16 23 29 24 28 26 L16 L18 L19 21 23 A21 25 A23 A15 24 26 27 26 25 L19 L21 22 A17 24 A21 26 23 L19 L21 25 27 Non-Ex Non-Ex Non-Ex Ex Ex Ex Ex Ex Non-Ex Non-Ex Non-Ex Non-Ex Ex Non-Ex Ex Non-Ex Non-Ex Ex Ex Ex Ex Ex Non-Ex Non-Ex Non-Ex Non-Ex Ex Non-Ex Ex Ex Non-Ex Non-Ex Ex Ex $39,915 $34,549 $38,189 $57,543 $89,630 $61,570 $82,991 $71,151 $38,189 $42,037 $44,158 $50,253 $57,543 $48,547 $65,881 $55,432 $36,213 $61,570 $71,151 $76,843 $71,151 $65,881 $44,158 $48,693 $53,768 $39,915 $61,570 $48,547 $71,151 $57,543 $44,158 $48,693 $65,881 $76,843 $53,851 $46,654 $51,438 $79,120 $125,482 $85,275 $116,210 $99,611 $51,438 $56,763 $59,613 $66,851 $79,120 $65,478 $92,232 $77,542 $48,859 $85,275 $99,611 $107,580 $99,611 $92,232 $59,613 $65,728 $73,133 $53,851 $85,275 $65,478 $99,611 $79,120 $59,613 $65,728 $92,232 $107,580 S L M S C C X WATER QUALITY SUPERVISOR WATER QUALITY TECHNICIAN WATER RESOURCE MANAGER WATER SYSTEMS OPERATIONS SUPERINTENDENT WELLNESS COORDINATOR WORKERS COMPENSATION COORDINATOR WSI/LIFEGUARD INSTRUCTOR TRAINER 23 L21 30 26 24 24 15 Ex Non-Ex Ex Ex Ex Ex Non-Ex $57,543 $48,693 $96,801 $71,151 $61,570 $61,570 $36,816 $79,120 $65,728 $135,520 $99,611 $85,275 $85,275 $49,691 541 City of Chandler 2017-18 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 542 or other building additions or City of Chandler 2017-18 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 and revenues received by 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, representing probable future economic benefits that 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 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. 543 City of Chandler 2017-18 Adopted Budget Schedules and Terms 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. 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 requires 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 transfer 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. 544 City of Chandler 2017-18 Adopted Budget Schedules and Terms 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. Certificates of Participation – Funding mechanism, similar to bonds, utilized for the purchase of capital items. Consumer Price Index – A statistical description of price levels provided by the U. S. Department of Labor. The index is used as a measure of the increase in the cost of living (i.e., economic inflation). 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 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 which can include 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. 545 City of Chandler 2017-18 Adopted Budget Schedules and Terms Enterprise Fund – Governmental accounting fund in which the services provided are financed and operated similarly to those of a private business, where the costs of providing goods or services is financed through user fees. Executive Committee – Committee made up of the City Manager, Assistant City Managers, and Department Directors. 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. Municipalities can elect the Home Rule option, where voters approve an alternate 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. 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. 546 City of Chandler 2017-18 Adopted Budget Schedules and Terms 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 and/or bond funds to system development fee funds to complete projects that will be repaid to the operating and/or bond funds in future years. Interfund Transfers – Movement of monies between funds. Journal Entry – An entry into the Oracle financial system that transfers actual amounts from one account, cost center, or fund to another. Liability – An obligation of the entity to convey something of value in the future. They are probable future sacrifices of economic benefit that arise as a result of past transactions or events. 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, as noted in the Comprehensive Annual Financial Report, 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. Zero-based 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. 547 City of Chandler 2017-18 Adopted Budget Schedules and Terms One-Time Expenditure Override – Any city or town may exceed its state-imposed Expenditure Limitation by a one-time override. This override is effective for one year only, and has no effect on the city’s expenditure limitation base or any subsequent fiscal year expenditure limitation. 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 park. Community Parks provide more specialized and elaborate facilities than neighborhood parks, such as lighted sports fields, group picnic pavilions, restrooms, play areas, and fishing/boating. Regional Parks – Regional parks accommodate comprehensive recreational facility needs for the community. Amenities can include items such as a tennis complex, amphitheater, festival showgrounds, botanical gardens, and historical areas. Pay-As-You-Go Financing – A term used to describe a financial policy by which the capital program is financed from current revenues rather than through borrowing. Performance Measurements – 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, Federal Insurance Contributions Act (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 can be available for appropriation. 548 City of Chandler 2017-18 Adopted Budget Schedules and Terms 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 in the PowerPlan budging software. 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, Highway User Revenue, Local Transportation Assistance, 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. 549 City of Chandler 2017-18 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 APP APRA APS APWA ARS ASAP ASR ASRS AZ POST BAF CAFR CALEA CAPA CCA CCYSA CD CDARS CDBG CDL CDU CERT CIKR CIP CLASA CLEA CMAQ COP COS CPI CPL CUSD CY DAR DARE DCCP DCFA 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 Aquifer Protection Permit Arizona Parks and Recreation Association Arizona Public Service American Public Works Association Arizona Revised Statutes Automated Secure Alarm Protocol Aquifer Storage and Recovery 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 Certificates of Deposit Certificates of Deposit Account Registry Service Community Development Block Grant Commercial Driver Licenses Continuing Disclosure Undertaking 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 Cost of Service Consumer Price Index Chandler Public Library Chandler Unified School District Calendar Year Dial-a-Ride Drug Abuse Resistance Education Downtown Chandler Community Partnership Desert Cancer Foundation of Arizona 550 City of Chandler 2017-18 Adopted Budget Schedules and Terms Acronyms DHS DUI DVP EDMS EDR EEC EMMA EMS EMSD EODCRS EORP EPA EPCR ERAD ETRO EVP FAC FINRA FLSA FNMA FSS FTE FY GAAP G.A.I.N. GASB GC-MS GED GFOA GIS GMA GO GOB GPEC GRIC GSE HB HDMI HHW HOA HOME HRMS HUD HURF HVAC IAFF ICAN Department of Homeland Security Driving Under the Influence Delivery Versus Payment Electronic Data Management System Electronic Plan Submission and Review Program Environmental Education Center Electronic Municipal Market Access Emergency Medical Services Enhanced Municipal Services District Elected Officals Defined Contribution Retirement System Elected Officals Retirement Plan Environmental Protection Agency Electronic Patient Care Records Electronic Recovery and Access to Data Excise Tax Revenue Obligations East Valley Partnership Fleet Advisory Committee Financial Industry Regulatory Authority Fair Labor Standards Act Federal National Mortgage Association Family Self-Sufficiency Full Time Equivalent Fiscal Year Generally Accepted Accounting Principles Getting Arizona Involved in Neighborhoods Governmental Accounting Standards Board Gas Chromatograph Mass Spectrometer General Education Diploma Government Finance Officers Association Geographic Information System Groundwater Management Act General Obligation General Obligation Bond Greater Phoenix Economic Council Gila River Indian Community Government-Sponsored Enterprise House Bill High Definition Multimedia Interface 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 551 City of Chandler 2017-18 Adopted Budget Schedules and Terms Acronyms IGA IMR IRS IT ITOC LED LGIP LPV LRE LTAF MAG MECB MG MGD MOR MOU MPC MCT NFPA NRSRO NTU O&M OBRF OPEB OSHA PAR PBB PC PEPPI PD PHA PM PSAP PSPRS PTF QA RBO RICO RMS RFP RPTA RSWCC SAU SB SEC SEIU SCBA Intergovernmental Agreement Infrastructure Maintenance Reserve Internal Revenue Service Information Technology Information Technology Oversight Committee Light-Emitting Diode Local Government Investment Pool Limited Property Valuation Law-Related Education Local Transportation Assistance Fund Maricopa Association of Governments Modified Expenditure Control Budgeting Million Gallons Million Gallons per Day Maintenance, Operation, and Repair Memos of Understanding Municipal Property Corporation Mobile Computer Terminal National Fire Protection Association Nationally Recognized Statistical Ratings Organization Nephelometric Turbidity Unit Operations and Maintenance Ocotillo Brine Reduction Facility Other Post Employment Benefits Occupational Safety & Health Administration Personnel Action Request Priority Based Budgeting Personal Computer Portal for Electronic Payment Processing Integrations Police Department Public Housing Authority Particle Matter Public Safety Answering Point Public Safety Personnel Retirement System Public Transit Funds Quality Assurance Relationship by Objectives Racketeer Influenced Corrupt Organizations Records Management System Request for Proposal Regional Public Transit Authority Recycling-Solid Waste Collection Center Special Assignments Unit Senate Bill Securities and Exchange Commission Service Employees International Union Self-Contained Breathing Apparatus 552 City of Chandler 2017-18 Adopted Budget Schedules and Terms Acronyms SDF SOV SQL SRO SSAE SSD STEAM TLO TPT TRC TRMSS TVA USTA VDO VITA WO WTP System Development Fee Single-Occupancy Vehicle Structure Query Language School Resource Officer Statement on Standards for Attestation Engagements Support Services Division Science, Technology, Engineering, Art, and Math Terrorism Liaison Officer Transaction Privilege Tax Tumbleweed Recreation Center Tire Rubber Modified Surface Seal Threat Vulnerability Assessment United States Tennis Association Vice, Drugs and Organized Crime Volunteer Income Tax Assistance Work Orders Water Treatment Plant 553 City of Chandler 2017-18 Adopted Budget Schedules and Terms Acknowledgements We are extremely proud of the Fiscal Year 2017-18 Budget document and accompanying 2018-2027 Capital Improvement Program. 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 continued to provide 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. As the final budget before my retirement, I would also like to acknowledge Dawn Lang, Management Services Director, for her leadership, advice, and input during my seven years as Budget Manager. I feel extremely fortunate to have had such an energetic, upbeat, people-oriented leader with great insight into the local and national financial world. 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 Information Technology Debbie Dulanski-Garcia City Magistrate Carla Boatner Law Shannon Rankin City Manager Rommel Cordova Management Services Libby Stressman CAPA/Mayor & Council Sandra West Municipal Utilities Lexie Rosenfield Community Services Rynel Aldecoa Neighborhood Resources Niki Tapia Economic Development Michael Winer Police Cathie Gura Fire, Health & Medical Triana Dowrick Planning Lucy Vazquez Human Resources Julia House Transportation & Development Liz Denning Lastly, I want to acknowledge the members of the Budget Team who pull all the pieces together for the budget document. Janet Northrup, Julie Buelt, Courtney Friedline, Helen Parker, and Cat Dixon have a wealth of experience in the finance area and do an exceptional job dealing with all aspects of the budget process. Thank you for all your long hours, dedication, and for keeping a sense of humor and positive approach, even during the most stressful days. Your unique talents and drive for excellence have directly led to many great accomplishments. Greg Westrum Budget Manager and the Chandler Budget Team! 554 Phone (480) 782-2252 www.chandleraz.gov/budget Mailing Address Mail Stop 609 P.O. Box 4008 Chandler, Arizona 85244-4008 Budget Division Third Floor 175 S Arizona Avenue Chandler, Arizona 85225 Mayor Jay Tibshraeny & City Council