City of Chandler Annual Budget 2021-22 "Moving Forward Together'' � �CHANDLER \-I a r I z o n a •.,... Community of Innovation The theme of this year's budget is "Moving Forward Together." We issue the Fiscal Year (FY) 2021-22 budget with the acknowledgement that we're moving forward from a time when COVID-19 created many health, social, and economic hardships. Chandler businesses and residents demonstrated great strength, resiliency, and innovation as our community capitalized on remarkable investment and progress. This budget depicts the continuation of capital projects and operating expenses that were deferred a year ago due to the uncertain economic impacts of the pandemic. It also contains planned spending of one-time federal grants and bond sales funding important investments in our community. The FY 2021-22 budget upholds quality services to our community at some of the lowest rates in the Valley, as well as preserves infrastructure and enhances amenities through a continued emphasis on maintenance and investment. Decades of thoughtful planning and wise financial decisions have ensured Chandler residents and businesses experience a safe community, excellent services, and an exceptional quality of life. As we look toward this coming year and beyond, a clear vision and focus, strong reserves, prudent spending, and sound financial management policies illuminate our path moving forward together. "Moving Forward Together" City Council Back row from left Councilmember Matt Orlando, Vice Mayor Mark Stewart, Councilmember OD Harris, Councilmember Terry Roe Front row from left Councilmember Rene Lopez, Mayor Kevin Hartke, Councilmember Christine Ellis City Manager Joshua H. Wright Assistant City Manager Debra Stapleton Management Services Director Dawn Lang Budget Staff Matt Dunbar, Budget Manager Julie Buelt, Senior Financial Analyst Janet Northrup, Senior Budget and Research Analyst Helen Parker, Senior Budget and Research Analyst Cat Dixon, Budget and Research Analyst Enrique Sandoval, Budget and Research Analyst Libby Stressman, Budget Management Assistant Table of Contents City of Chandler 2021-22 Adopted Budget Page Reader’s Guide .................................................................................................................................................................................12 Frequently Asked Questions Regarding the Chandler Budget .............................................................................................13 1. Executive Summary Fiscal Year 2021-22 City Manager Budget Message ..............................................................................................................16 General Fund 5-Year Ongoing Operating Forecast................................................................................................................19 General Fund Balance 5-Year One-Time Forecast .................................................................................................................21 Utility Enterprise Funds 5-Year Forecasts ...............................................................................................................................22 Capital Improvement Program Summary...............................................................................................................................23 Secondary Assessed Value History and Limited Property Value Projections ..................................................................... 24 2. Community and Organizational Profile City of Chandler Mission, Brand, Vision, Focus Areas, and Values ......................................................................................27 Fiscal Year 2020-21 Government Finance Officers Association Award ...............................................................................28 Governance ................................................................................................................................................................................29 Biographies of City Officials ......................................................................................................................................................30 List of City Officials, Department Heads, and Directors ........................................................................................................38 Organizational Chart .................................................................................................................................................................39 City of Chandler and Neighboring Communities Map ..........................................................................................................40 City Map ......................................................................................................................................................................................41 City of Chandler Logo ................................................................................................................................................................42 Demographics, Economics, and Service Statistics .................................................................................................................42 3. Budget Policies, Process, and Decisions Strategic Goals, Organizational Priorities, and Priority Based Budgeting ...........................................................................58 Focus Areas.................................................................................................................................................................................59 Financial Policies ........................................................................................................................................................................60 Calendar Highlights of the Budget and CIP Process ..............................................................................................................80 Fiscal Year 2021-22 Budget Process Flowchart ......................................................................................................................81 Fiscal Year 2021-22 Budget Process Detail .............................................................................................................................82 Major Budget/Financial Issues .................................................................................................................................................84 Budget Recommendations .......................................................................................................................................................90 Fiscal Year 2021-22 Summary of Budgetary Additions – General Fund ..............................................................................91 Fiscal Year 2021-22 Summary of Budgetary Additions – Other Funds ................................................................................94 Fiscal Year 2021-22 Budgetary Additions Detail – General Fund .........................................................................................95 Fiscal Year 2021-22 Budgetary Additions Detail – Other Funds .........................................................................................102 Decision Packages Not Funded in Fiscal Year 2021-22 .......................................................................................................104 4. Financial and Personnel Overviews Adopted Budget Summaries ..................................................................................................................................................107 Where the Money Comes From .............................................................................................................................................108 Where the Money Goes...........................................................................................................................................................109 Where the Money Goes – by Function ..................................................................................................................................110 Departmental Comparison Summary ...................................................................................................................................111 Cost Center Comparison .........................................................................................................................................................112 Fund Definitions and Structure ..............................................................................................................................................115 Fund Structure Summary........................................................................................................................................................118 General Fund Revenue Summaries .......................................................................................................................................119 5 City of Chandler Table of Contents 2021-22 Adopted Budget Page General Fund Expenditure Summaries .................................................................................................................................120 General Fund Expenditure – by Function .............................................................................................................................121 Special Revenue Funds Revenues and Expenditures ..........................................................................................................122 Enterprise Operational Funds Revenues and Expenses .....................................................................................................123 Major Fund Summaries ...........................................................................................................................................................124 Summary of Revenues, Expenditures, and Changes in Fund Balance ..............................................................................128 Fund Balance Analysis .............................................................................................................................................................130 Personnel Summary by Department and Cost Center........................................................................................................132 Personnel Distribution by Department .................................................................................................................................135 Fiscal Year 2021-22 Positions Additions – All Funds ............................................................................................................136 Personnel Costs by Fund ........................................................................................................................................................137 5. Resources Resources Summary ................................................................................................................................................................140 Categorical Comparisons ................................................................................................................................................140 Appropriated Fund Balances ..........................................................................................................................................141 Bond Sales .........................................................................................................................................................................142 Grants ................................................................................................................................................................................143 Summary of Revenues .....................................................................................................................................................144 Significant Revenues................................................................................................................................................................145 Local Taxes and Licenses.................................................................................................................................................145 Franchise Fees ...........................................................................................................................................................145 Transaction Privilege (Sales) and Use Tax ..............................................................................................................146 Other Licenses...........................................................................................................................................................148 State/County Shared Revenues ......................................................................................................................................149 State Shared Sales Tax .............................................................................................................................................149 Vehicle License Tax ..................................................................................................................................................150 Highway User Tax .....................................................................................................................................................151 Regional Transportation (Sales) Tax .......................................................................................................................152 Urban Revenue Sharing ...........................................................................................................................................153 Lottery Entitlement ...................................................................................................................................................154 Charges for Services.........................................................................................................................................................155 Engineering Fees .......................................................................................................................................................155 Building Division Fees...............................................................................................................................................156 Planning Fees ............................................................................................................................................................157 Public Safety Miscellaneous.....................................................................................................................................158 Library Revenues ......................................................................................................................................................159 Parks and Recreation Fees.......................................................................................................................................160 Miscellaneous Receipts....................................................................................................................................................161 Other Receipts...........................................................................................................................................................161 Interest on Investments ...........................................................................................................................................162 Leases .........................................................................................................................................................................163 Court Fines.................................................................................................................................................................164 Enterprise Revenues ........................................................................................................................................................165 Water Sales ................................................................................................................................................................165 Wastewater Service ..................................................................................................................................................166 Reclaimed Water Fees ..............................................................................................................................................167 6 City of Chandler Table of Contents 2021-22 Adopted Budget Page Solid Waste Service ...................................................................................................................................................168 Other Utility Charges ................................................................................................................................................169 System Development Fees ..............................................................................................................................................170 Water System Development Fees ...........................................................................................................................170 Wastewater System Development Fees .................................................................................................................171 General Government Impact Fees ..........................................................................................................................172 Interfund Charges ............................................................................................................................................................173 Interfund Charges .....................................................................................................................................................173 Interfund Transfers...................................................................................................................................................174 Property Tax Summary ....................................................................................................................................................176 6. General Government General Government Organizational Chart..........................................................................................................................179 General Government Overview .............................................................................................................................................180 Mayor and Council (1020) .......................................................................................................................................................182 Communications and Public Affairs Overview .....................................................................................................................184 Communications and Public Affairs (1070) ...................................................................................................................186 Video Production (1071) ..................................................................................................................................................188 Print, Mail, and Graphics (1210)......................................................................................................................................191 City Clerk (1030) .......................................................................................................................................................................193 City Magistrate (1050)..............................................................................................................................................................197 Law Overview ...........................................................................................................................................................................200 Law (1300) .........................................................................................................................................................................202 Liability Litigation (1310) ..................................................................................................................................................205 Liability Litigation Claims (1311) .....................................................................................................................................207 City Manager (1040) .................................................................................................................................................................208 Airport (4100) ...........................................................................................................................................................................210 Airport Capital (4110) .......................................................................................................................................................214 Buildings and Facilities (3200) ................................................................................................................................................215 Buildings and Facilities Capital (3210) ............................................................................................................................219 Economic Development Overview .........................................................................................................................................220 Economic Development (1520) .......................................................................................................................................222 Economic Development Capital (1550) ..........................................................................................................................226 Tourism (1580) ..................................................................................................................................................................227 Innovations (1590) ............................................................................................................................................................229 Fleet Services (1270) ................................................................................................................................................................231 Fleet Motor Pool (1271) ...................................................................................................................................................234 Human Resources (1250) ........................................................................................................................................................235 Transportation Policy (3340)...................................................................................................................................................240 7. Community Services Community Services Department Organizational Chart.....................................................................................................246 Community Services Overview ...............................................................................................................................................247 Community Services Administration (4300) .........................................................................................................................249 Library (4310)............................................................................................................................................................................251 Aquatics (4520) .........................................................................................................................................................................255 Park Development and Operations (4530) ...........................................................................................................................258 7 City of Chandler Table of Contents 2021-22 Adopted Budget Page Recreation (4550) .....................................................................................................................................................................262 Sports and Fitness Facilities (4551) ........................................................................................................................................265 Nature and Recreation Facilities (4555) ................................................................................................................................267 Parks Capital (4580) .................................................................................................................................................................270 8. Cultural Development Cultural Development Department Organizational Chart ..................................................................................................273 Cultural Development Overview ............................................................................................................................................274 Cultural Development Administration (1090).......................................................................................................................276 Center for the Arts (1100) .......................................................................................................................................................278 Downtown Redevelopment (1540) ........................................................................................................................................281 Cultural Development Capital (4320) ....................................................................................................................................283 Special Events (4559) ...............................................................................................................................................................284 Museum (4560) ........................................................................................................................................................................286 9. Development Services Development Services Organizational Chart ........................................................................................................................290 Development Services Overview............................................................................................................................................291 Development Services Administration (1500) ......................................................................................................................293 Planning (1510).........................................................................................................................................................................295 Building Safety (1530) ..............................................................................................................................................................300 Transportation Engineering (1535) ........................................................................................................................................303 Engineering (3020) ...................................................................................................................................................................305 10. Information Technology Information Technology Department Organizational Chart ..............................................................................................309 Information Technology Overview ........................................................................................................................................310 Information Technology Service Delivery Management & Administration (1199)...........................................................312 Information Technology Applications Support (1200).........................................................................................................314 Information Technology Infrastructure & Client Support (1280) .......................................................................................317 Information Technology Projects Capital (1285) ..................................................................................................................320 Information Technology Projects Operating (1286) ............................................................................................................321 Information Technology Citywide Infrastructure Support Capital (1287) .........................................................................323 11. Management Services Management Services Department Organizational Chart ..................................................................................................326 Management Services Overview ............................................................................................................................................327 Management Services Administration (1180) ......................................................................................................................330 Budget (1195) ...........................................................................................................................................................................333 Purchasing (1220) ....................................................................................................................................................................336 Central Supply (1225) ..............................................................................................................................................................338 Accounting (1230) ....................................................................................................................................................................341 Tax and License (1240) ............................................................................................................................................................344 Utility Services (1245) ..............................................................................................................................................................346 Environmental Management (1265) ......................................................................................................................................348 Environmental Management Liabilities (1266) .....................................................................................................................351 Non-Departmental (1290) .......................................................................................................................................................352 8 City of Chandler Table of Contents 2021-22 Adopted Budget Page Non-Departmental Contingencies/Reserves (1290) ............................................................................................................356 Non-Departmental Capital (1291) ..........................................................................................................................................358 Equipment Replacement (402) ...............................................................................................................................................359 Technology Replacement (403) ..............................................................................................................................................360 Vehicle Replacement (404)......................................................................................................................................................361 12. Neighborhood Resources Neighborhood Resources Department Organizational Chart ............................................................................................363 Neighborhood Resources Overview ......................................................................................................................................364 Neighborhood Resources Administration (1060) ................................................................................................................366 Neighborhood Preservation (1061) .......................................................................................................................................368 Community Resources (1062) ................................................................................................................................................372 Housing and Redevelopment (4650) .....................................................................................................................................375 Community Development (4700) ...........................................................................................................................................379 13. Public Safety - Fire Department Fire Department Organizational Chart..................................................................................................................................384 Fire Overview ............................................................................................................................................................................385 Fire Administration (2210) ......................................................................................................................................................387 Health and Medical Services (2220) .......................................................................................................................................390 Fire Operations (2230) .............................................................................................................................................................394 Prevention and Preparedness (2240) ....................................................................................................................................398 Fire Capital (2250) ....................................................................................................................................................................402 Fire Support Services (2260) ...................................................................................................................................................403 14. Public Safety - Police Department Police Department Organizational Chart ..............................................................................................................................407 Police Overview ........................................................................................................................................................................408 Police Administration (2010)...................................................................................................................................................410 Professional Standards (2015) ...............................................................................................................................................412 Property and Evidence (2020) ................................................................................................................................................414 Forensic Services (2021) ..........................................................................................................................................................416 Field Operations (2030) ...........................................................................................................................................................418 Criminal Investigations (2040) ................................................................................................................................................421 Planning and Research (2050) ................................................................................................................................................424 Communications (2060) ..........................................................................................................................................................426 Police Technology (2065) ........................................................................................................................................................428 Records (2070)..........................................................................................................................................................................430 Detention Services (2071) .......................................................................................................................................................432 Operational Support (2080) ....................................................................................................................................................434 Police Capital (2100) ................................................................................................................................................................439 15. Public Works & Utilities Public Works & Utilities Department Organizational Chart ................................................................................................442 Public Works & Utilities Overview ..........................................................................................................................................443 Public Works Administration (3010) ......................................................................................................................................446 Capital Projects (3025) .............................................................................................................................................................448 9 City of Chandler Table of Contents 2021-22 Adopted Budget Page Street (3300) .............................................................................................................................................................................452 Streets Capital (3310) ..............................................................................................................................................................456 Traffic Engineering (3300) .......................................................................................................................................................457 Street Sweeping (3350)............................................................................................................................................................461 Utilities Administration (3050) ................................................................................................................................................463 Solid Waste Services (3700) ....................................................................................................................................................465 Solid Waste Capital (3710) ......................................................................................................................................................468 Recycling Solid Waste Collection Center (3720) ...................................................................................................................469 Water Distribution (3800)........................................................................................................................................................471 Water Capital (3820) ................................................................................................................................................................473 Water Treatment Plant (3830) ................................................................................................................................................474 Environmental Resources (3840) ...........................................................................................................................................477 Water Quality (3850) ................................................................................................................................................................481 Water Systems Maintenance (3860) ......................................................................................................................................483 Santan Vista Water Treatment Plant (3870)..........................................................................................................................486 Meter Services (3880) ..............................................................................................................................................................488 Wastewater Collection (3900) .................................................................................................................................................490 Wastewater Capital (3910) ......................................................................................................................................................492 Ocotillo Brine Reduction Facility (3930).................................................................................................................................493 Lone Butte Wastewater Treatment (3940)............................................................................................................................495 Wastewater Quality (3950)......................................................................................................................................................497 Airport Water Reclamation Facility (3960).............................................................................................................................499 Ocotillo Water Reclamation Facility (3970) ...........................................................................................................................502 16. Capital Budget Capital Budget ..........................................................................................................................................................................507 2022-2031 Capital Program ....................................................................................................................................................507 Fiscal Year 2021-22 Capital Budget ........................................................................................................................................509 Major Capital Program Revenues ..........................................................................................................................................510 Major Capital Program by Function and Cost Center ..........................................................................................................511 Impact of Capital Improvement Program on FY 2021-22 Operating Budget ...................................................................512 Capital Improvement Project Summaries for FY 2021-22...................................................................................................513 Capital Program Detail for Fiscal Year 2021-22 ....................................................................................................................524 General Government/Non-Departmental Capital (1291) ............................................................................................524 Buildings and Facilities Capital (3210) ............................................................................................................................524 Economic Development Capital (1550) ..........................................................................................................................524 Transportation Policy Capital (3060) ..............................................................................................................................525 Airport Capital (4110) .......................................................................................................................................................525 Community Services - Parks & Recreation Capital (4580) ...........................................................................................525 Cultural Development Capital (4320) .............................................................................................................................526 Cultural Development/Non-Departmental Capital (1291)...........................................................................................526 Development Services Capital (1560).............................................................................................................................526 Information Technology Oversight Projects Capital (1285).........................................................................................527 Information Technology Capital (1287) .........................................................................................................................527 Neighborhood Resources Capital (4651) .......................................................................................................................527 Fire Department Capital (2250) ......................................................................................................................................528 Police Department Capital (2100)...................................................................................................................................528 10 City of Chandler Table of Contents 2021-22 Adopted Budget Page Public Works & Utilities – Streets Capital (3310) ...........................................................................................................529 Public Works & Utilities – Solid Waste Capital (3710) ...................................................................................................530 Public Works & Utilities – Wastewater Capital (3910) ..................................................................................................530 Public Works & Utilities – Water Capital (3820).............................................................................................................530 Capital Replacement Budget by Department .......................................................................................................................531 17. Bonded Debt Bonded Debt Obligations........................................................................................................................................................534 Voter Authorization Summary................................................................................................................................................535 Debt Service Funds ..................................................................................................................................................................536 Debt Service (7500) ..................................................................................................................................................................537 General Obligation Bond Capacity Available ........................................................................................................................538 Summary of Outstanding Bonds by Type .............................................................................................................................539 Schedule of Total Outstanding Debt .....................................................................................................................................540 Annual Bond Obligation for All Existing Bonds and Obligations ........................................................................................541 Combined General Obligation Bonds – 6% Capacity Portion Outstanding ......................................................................542 Combined General Obligation Bonds – 20% Capacity Portion Outstanding ....................................................................543 Combined General Obligation Bonds – Enterprise (20%) Supported ................................................................................544 Combined General Obligation Bonds – Ad Valorem Supported ........................................................................................545 Excise Tax Revenue Obligations .............................................................................................................................................546 Improvement District Bonds ..................................................................................................................................................547 18. Schedules and Terms Schedules and Terms ..............................................................................................................................................................549 Resolution No. 5477 Adopting FY 2021-22 Budget ..............................................................................................................550 Budget Schedules (Auditor General Summaries).................................................................................................................553 Schedule 1 – Total Expenditures and Budget by Fund ........................................................................................................564 Schedule 2 – FY 2021-22 Summary of Department Budget by Fund.................................................................................566 City of Chandler Salary Plan Effective 7/1/21 .......................................................................................................................568 Expenditure Categories ...........................................................................................................................................................580 Glossary of Terms ....................................................................................................................................................................581 Acronyms...........................................................................................................................................................................588 Acknowledgements .................................................................................................................................................................593 11 City of Chandler Table of Contents 2021-22 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, City Officials Biographies, Organizational Chart, City Maps, and Demographics, Economics, 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 FY 2021-22 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 2020-21 Budget and the FY 2021-22 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 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 2037. Schedules and Terms – Included in this section are the following: The Resolution adopting the FY 2021-22 Budget, the state-required Auditor General Summary Schedules, Financial Schedules by Fund, the Salary Plan Effective July 1, 2021, Expenditure Categories, a Glossary of Terms, and a list of acronyms used in this document. 12 Table of Contents City of Chandler Table of Contents 2021-22 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 section ... Page... How is the City organized? Community and Organizational Profile p 39 What is the population of the City? Community and Organizational Profile p 43 Who are the largest private sector employers in Chandler? Community and Organizational Profile p 47 What is the budget development process? Budget Policies, Process, and Decisions pp 80-83 Budget Policies, Process, and Decisions What are the major issues in the budget? pp 84-85 What are the City’s major expenditures? Financial and Personnel Overviews How many staff does the City employ? Financial and Personnel Overviews pp 132-135 What are the City’s major revenue sources? Resources pp 140-177 Financial and Personnel Overviews pp 109-110 What portion of the annual budget is allocated to Capital Improvements? Capital Budget What Major Capital Programs are scheduled for FY 2021-22? Capital Budget pp 109-114 pp 508-509 pp 513-530 Other information about the budget, budget process, and what is happening in the City can be found at the following links: chandleraz.gov/budget - Budget Brief - Detailed Capital Improvement Program Facebook | Twitter | Instagram | YouTube 13 Table of Contents City of Chandler Table of Contents 2021-22 Adopted Budget 14 Table of Contents D Executive Summary • City Manager's Message • 5-year General Fund Forecast • Overview of the Annual Budget and Budget Forecast "Moving Forward Together" Chandler's commitment to innovation, thoughtful planning, and wise investment enables our businesses and residents to receive quality services at some of the lowest tax and utility rates in the Valley. Table of Contents City of Chandler Executive Summary 2021-22 Adopted Budget Fiscal Year 2021-22 City Manager Budget Message Honorable Mayor, City Council, and Citizens of Chandler: I am pleased to present to you the Fiscal Year (FY) 2021-22 Adopted Budget and 2022-2031 Capital Improvement Program (CIP) for the City of Chandler. This budget is the result of department directors and their respective teams’ review and prioritization of services and projects based on Council’s Strategic Policy Goals, guidance from the Council Budget Kickoff in December 2020, and subsequent budget workshops. As the impacts of the COVID-19 pandemic incorporated into the current year’s budget were fortunately not realized, the Adopted Budget has been adjusted to allow funding of the needed programs that impact our residents daily, but continues to ensure they are delivered in an efficient and responsible way. Citizen engagement has been important throughout the budget process, starting with the annual Citizen Budget Survey that reflected high overall scores on “Quality of Life,” “City Government Performance,” and “Great Return on My Tax Dollars,” as well as the Budget Input Time (BIT) social media event which was held from March 7, 2021, through March 13, 2021. This Adopted Budget continues to reflect Chandler’s commitment to hear our citizens by providing the highest quality services in the most cost-effective manner while maintaining the City’s long-term financial sustainability. The total Adopted Budget (operating and capital) is $1.06 billion for FY 2021-22, which represents a 13.6% increase from the FY 2020-21 budget. It is important to remember that the Adopted Budget for FY 2020-21 included significant reductions to minimize any potential impacts from the COVID-19 outbreak, and therefore the comparison is being made to a reduced budget when looking year over year. Further, the Adopted Budget includes an additional $36 million of contingency appropriation to allow for spending of the American Rescue Plan Act (ARPA) funding, which is anticipated to be received and expended throughout the year. The Adopted Budget also contains an increase in other anticipated grant funding as it is expected that additional federal dollars may be received from both ARPA and other programs. Total General Fund, which includes budgeted operating, capital, debt service, and contingency and reserves, represents 38%, or $402 million, of the City’s total budget. This figure represents a 1.3% increase over the prior year, primarily due to the elimination of last year’s reductions due to COVID-19. Additional funding is also committed toward the pay-down of the City’s Public Safety Personnel Retirement System (PSPRS) unfunded liability. Details on the components of the total and General Fund budgets are shown in the Financial and Personnel Overview section. Chandler – “Moving Forward Together” This year’s budget motto, “Moving Forward Together”, reflects our past and current leaders’ direction for our community as we move forward out of the pandemic and continue the focus of making Chandler the Community of Innovation and the City of choice for our residents and businesses. Council’s Strategic Policy Goals continue to build on this direction while maintaining fiscal sustainability and continuing to provide great value to our citizens through forward thinking and conservative planning. This direction has resulted in AAA bond ratings from all three rating agencies, strong economic development, quality public safety, and well-built infrastructure. The FY 2021-22 Adopted Budget was prepared following this direction and continues to reflect the exceptional services provided to the citizens of Chandler even through challenging times. Challenging Times and Opportunities Formulating the fiscal plan for each year comes with numerous challenges and opportunities. The City took a cautious approach at the start of the COVID-19 pandemic by including combined reductions for FY 2019-20 and FY 2020-21 of $30.5 million in budget projections. Although there have been segments of our local economy negatively impacted by the pandemic, the funds received through AZCares and other federal programs have allowed some relief. Meanwhile, certain sectors of the economy and the City’s related revenues continued growing at a steady pace with strong consumer confidence. Even though anticipated revenue impacts did not come to fruition, expenditure reductions, spending restrictions, and position holds remained in place throughout 2020. This year also included diligent monitoring of legislative bills that could impact our ongoing revenues, as well as focused review of expenditure impacts that are causing, or potentially could cause, higher costs if not contained. These threats include PSPRS rates and its unfunded liability, workers’ compensation self-insurance claims, fleet sustainability, aging infrastructure, solid waste and recycling costs, and addressing various capital needs under a higher construction cost environment. The discussion at the state level regarding potential tax cuts could still impact our state shared revenues; 16 Table of Contents City of Chandler Executive Summary 2021-22 Adopted Budget however, the announcement of a $20 billion expansion from our community partner, Intel, will certainly create additional economic activity and have a positive, sustainable impact. Due to the tradition of conservative budgeting, delineating between one-time and ongoing revenues, maintaining healthy reserves, and adhering to strong financial policies, this FY 2021-22 Adopted Budget includes numerous recommendations that address the majority of these concerns, and City staff continues efforts to uphold efficient practices and encourage innovation. Additionally, services and capital projects continue to support Council’s Strategic Policy Goals, which include: Being the Most Connected City, Being a Leader in Trust and Transparency, Maintaining Fiscal Sustainability, Attracting a Range of Private Sector Businesses, Fostering a Contemporary Culture that Embraces Unity, and Being Safe and Beautiful, as shown on pages 58-59 of the Budget Policies, Process, and Decisions section. Operating Budget When setting Chandler’s long-term operating forecast, creating a structurally balanced budget is imperative. This means ensuring ongoing operating expenditures are supported by ongoing revenues, which is shown in our General Fund 5-Year Ongoing Forecast (pages 19-20). Following are Operating Highlights included in the FY 2021-22 Adopted Budget:        Slightly reduces the City Property Tax rate: $1.1126 per $100 of assessed value decreased from $1.1201, minimizing the impact of the 6.8% increase in Limited Assessed Values, of which 3.7% is new property (page 24). No increase to the City Transaction Privilege Tax rates. Planned, measured increases to Water, Wastewater, Reclaimed Water, and Solid Waste rates, ensuring appropriate funding for operational needs, including capital improvements, while still focusing on maintaining Chandler’s low rates compared to other Valley cities (page 22). Maintains service levels: department decision packages add ongoing ($5.1 million) and one-time ($7 million) funding, for a total of $12.1 million, of which $9.1 million is General Fund (net revenue offsets and reallocations), and $3 million is Other Funds as shown on pages 91-104 of the Budget Policies, Process, and Decisions section. • Adds 9.0 positions overall in the General Fund, Police Department: one Police School Resource Officer (SRO) to support a high school for Chandler Unified School District (CUSD) (off-set by CUSD funding), and one non-sworn Mental Health Coordinator; 4 Firefighter positions (3 offset by new ambulance contract funding); a Mental Health Liaison for Courts; a Homeless Navigator in Neighborhood Resources; and a Fiber Systems Specialist in Development Services. Adds funding for employee compensation: association commitments and market/merits for General employees. Plans for debt reduction by allocating an additional $22 million in one-time funding to PSPRS, with the goal of funding future retirement commitments of sworn City personnel and reducing the annual employer contribution sooner. Maintains reserves: continues the one-time 15% appropriated General Fund Contingency ($38.8 million), and a designated one-time Budget Stabilization Reserve ($10 million), as well as other important reserves. Chandler’s continued adherence to solid financial management practices, as shown in the City Financial Policies in the Budget Policies, Process, and Decisions section (pages 60-79), has kept the City fiscally strong, and this budget continues that practice. Capital Planning and Debt Management As we look to Chandler’s future 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. The total capital budget for FY 2021-22 is $369 million, which is $23.2 million (6.7%) more than the prior year. The amount of the Adopted 2022-2031 CIP is $1.27 billion, which is $103.5 million (8.9%) more than the prior 10-year plan (page 23). This CIP continues Mayor and Council priorities of maintaining existing infrastructure, finishing planned construction of parks and southeast arterial streets, limiting new projects that add operations and maintenance, and addressing public needs. The plan also puts a higher emphasis on maintaining aging utilities, streets, parks, facilities, and technology infrastructure, as well as adding new projects such as Cooper Road Extension, Tumbleweed Expansion/Multi-Generational Facility, and a Police Forensic Facility, to name a few. A variety of funding sources support the Adopted capital plan, with the sale of new bonds making up 58.6% of the 10-year total; therefore, debt management is a critical part of this capital plan. This approach requires minimizing changes to the secondary tax rate, which generates the amount levied for principal and interest payments on General Obligation (GO) bonds, while still addressing capital needs. As we get closer to build-out and growth-related projects are completed, System Development (Impact) Fee collections can begin to repay loans made to fund past growth projects. These loan repayments can supplement the secondary tax levy, minimizing the tax rate changes needed to fund new bonds and expanding capacity for capital projects (see the CIP book for details on projects and related funding). 17 Table of Contents City of Chandler Executive Summary 2021-22 Adopted Budget Ensuring Fiscal Strength and Low-Cost Services As with previous budgets, measures have been taken to ensure 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, creating efficiencies, providing essential public services, and maintaining infrastructure to continue to make Chandler attractive for residents and businesses. 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 Division staff, and all the employees of the City who have been innovative and contributed to this unique and challenging budget process. A very special thanks to the Management Services Director, Budget Manager, and the Budget Division staff who spent long hours providing analysis and compiling this detailed budget document. Respectfully, Joshua H. Wright City Manager 18 Table of Contents City of Chandler Executive Summary 2021-22 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 2020 for revenues and expenditures and preliminary projections for FY 2020-21 year-end 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 2020-21 revenues and expenditures. This has resulted in a revised year-end projection that forms the basis for the FY 2021-22 Adopted Budget and forecast. The ongoing forecast was updated to reflect, for the majority of revenue streams, a return to pre-COVID-19 revenues, as revenue trends have remained above adopted FY 2020-21 amounts. The expenditure assumptions anticipate increases in Arizona State Retirement System (ASRS) costs, health care, and 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 FY21-22 Ongoing Change FY22-23 Ongoing Change FY23-24 Ongoing Change FY24-25 Ongoing Change FY25-26 Ongoing Change Local Sales Tax +7.3% +3.3% +3.0% +3.0% +2.0% Primary Property Tax +3.6% +3.0% +3.0% +2.0% +2.0% State Shared Sales Tax +4.1% +2.0% +2.0% +2.0% +2.0% Urban Revenue Sharing +0.0% +0.0% +0.0% +1.0% +1.0% Vehicle License Tax +2.2% +2.0% +2.0% +2.0% +2.0% EXPENDITURE ASSUMPTIONS FY21-22 Ongoing Change FY22-23 Ongoing Change FY23-24 Ongoing Change FY24-25 Ongoing Change FY25-26 Ongoing Change Vacancy Savings Rate 1.75% 1.50% 1.50% 1.50% 1.50% Employee Compensation See note* 0% 0% 0% 0% +1.5% +4.5% +6.0% +6.0% +6.0% As of 1/1/22 As of 1/1/23 As of 1/1/24 As of 1/1/25 As of 1/1/26 AZ State Retirement System Costs +2.8% +2.7% +2.7% +2.7% +2.7% Public Safety Retirement System (PSPRS) Costs -2.1% +0.0% +0.0% +0.0% +0.0% Operating Position / O&M Adds $3,159,817 $1,200,000 $2,000,000 $2,000,000 $2,000,000 Capital Project O&M Adds $693,419 $660,300 $360,800 $1,133,500 $336,100 Increased Contribution to Fleet Fund $250,000 $100,000 $100,000 $100,000 $0 Increased Contribution to Risk Fund $250,000 $250,000 $250,000 $0 $0 Increased Contribution to W/C Fund $0 $100,000 $200,000 $200,000 $200,000 Health Care Premium Costs * See the Major Budget/Issues, Employee Compensation section found in Budget Policies, Process and Decisions tab. 19 Table of Contents City of Chandler Executive Summary 2021-22 Adopted Budget This forecast reflects annual revenue estimates based on FY 2020-21 year-end 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 General Fund balance that has accumulated from prior years, which is reflected on the next page. COVID-19 Revenue Impacts The City took a cautious approach at the start of the COVID-19 pandemic by including combined budget reductions for FY 2019-20 and FY 2020-21 of $30.5 million, with the majority of these in General Fund. Although there have been segments of our local economy negatively impacted by the pandemic, the funds received through AZCares and other Federal programs have allowed for some relief. Meanwhile certain sectors of the economy and the City’s related revenues continued growing at a steady pace with strong consumer confidence. Even though anticipated revenue impacts did not come to fruition, expenditure reductions, spending restrictions, and position holds remained in place throughout 2020. FY 2021-22 proposes most revenue levels based on pre-pandemic trends. 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 84% of total estimated revenues for FY 2021-22, with 16% treated as one-time revenues. Each revenue is reviewed for trends, development spikes, new economic additions, and economic events with temporary impacts to determine ongoing levels each year that are available to support ongoing expenditures. Budget Stabilization Reserve The FY 2021-22 Adopted Budget continues the Budget Stabilization Reserve at the amount of $10 million. This reserve provides the opportunity to balance the budget 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 fluctuations which cause operating revenues to decrease more than anticipated. 20 Table of Contents City of Chandler Executive Summary 2021-22 Adopted Budget General Fund Balance 5-Year One-Time Forecast The graph below shows the actual General Fund balance at the end of FY 2019-20 ($212 million), estimated ending fund balance for the current year FY 2020-21 ($190 million), and projected General Fund balance from FY 2021-22 to FY 2025-26. The decline from FY 2020-21 to FY 2021-22 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 slows the actual 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 2021-22 capital and operating highlights include: • • • • Capital funding for various facilities, streets, parks, and downtown capital maintenance projects ($6.7 million), as well as equipment replacements ($619,000). Capital funding for Public Safety ($4.3 million), information technology and fiber upgrades ($3.2 million), and Design on Tumbleweed Expansion/Multi-Generational Facility ($1 million). Operating funding ($27.5 million, includes $22 million additional payment) for Public Safety Personnel Retirement System (PSPRS), applied towards the unfunded liability to support future retirement commitments of sworn City personnel. Operating funding ($6.2 million) for one-time department decision packages, which includes $1 million in public safety needs, $1.3 million for park and infrastructure maintenance, $1.0 million for technology and innovation, and $1.0 million for special events and programs like the cable access channel and small business development, and funding for other operating needs. By the end of FY 2025-26, the fund balance is projected to be $94 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 $86.3 million for FY 2021-22. The projected fund balance stays above that minimum. 21 Table of Contents City of Chandler Executive Summary 2021-22 Adopted Budget Utility Enterprise Funds 5-Year Forecasts The City of Chandler maintains four Utility Enterprise Funds including Water, Wastewater, Reclaimed Water, and Solid Waste. These funds are self-supporting, deriving their revenue sources from rates/fees charged for the service they provide; sale of water, wastewater service, sale of reclaimed water, and solid waste service. Rates/fees are charged to City residents, as well as Maricopa County residents located within City limits (who pay higher Outside City rates). Each funds rates/fees are expended within their Enterprise Fund for related expenditures. Utility rate consultant studies are performed at a minimum every four years, and internal rate analyses is completed every year for Water, Wastewater, Reclaimed Water, and Solid Waste funds based on ten-year projections. Reviews ensure fees are adequate to fund operations, capital, debt service, bond covenants, and reserves. Periodic reviews of the rate design and cost of service between customer classes is completed. A cost of service study will be completed in 2021 for all Utility Enterprise Funds. The charts below show the estimated fund balance by Fiscal Year for the Utility Enterprise funds as well as how Chandler stands with utility rates in comparison with other valley cities. Water Wastewater $70 Millions Millions $60 $50 $40 $30 $20 Reclaimed $60 $3.0 $50 $2.5 $40 $2.0 $30 $20 $10 $10 $0 FY 21-22 FY 22-23 FY 23-24 FY 24-25 FY25-26 $15 $1.5 $1.0 FY 21-22 FY 22-23 FY 23-24 FY 24-25 FY25-26 $10 $5 $0.5 $0 Solid Waste $20 Millions $80 Millions $90 $0.0 $0 FY 21-22 FY 22-23 FY 23-24 FY 24-25 FY25-26 FY 21-22 FY 22-23 FY 23-24 FY 24-25 FY25-26 Water Rate Plan Wastewater Rate Plan Reclaimed Water Rate Plan Solid Waste Rate Plan FY 2021-22 +2% FY 2023-24 +2.5% FY 2021-22 +8% FY 2021-22 +8% FY 2023-24 +7% FY 2025-26 +7% FY 2021-22 +6% FY 2023-24 +5% FY 2025-26 +5% FY 2025-26 +4.0% FY 2023-24 +8% FY 2025-26 +6%  Maintains 20% Operating  Maintains 20% Operating Reserve  Focus on maintaining aging Reserve  Focus on maintaining aging infrastructure: facilities, wells, infrastructure: facilities, water mains, and filters wastewater mains  Intel estimate incorporated  Maintains 20% Operating Reserve  Rates support operating only, water planning, and conservation  Intel estimate incorporated  Advanced treatment planned in later years 22  Maintains 15% Operating Reserve  Addresses increased hauling contract and nationwide recycling impact  Recycling Solid Waste Coll. Center (RSWCC) under review Table of Contents City of Chandler Executive Summary 2021-22 Adopted Budget Capital Improvement Program (CIP) Summary The tables below show a three-year history of the City’s CIP for comparable 10-year periods. Full details of the 10-year plan are provided in a separate section dedicated to the CIP. The below CIP Sources and Uses table show adopted amounts for 2020-2029 and 2021-2030 and the adopted amounts for 2022-2031. The 10-year CIP totals $1.27 billion and reflects a $103.5 million increase (8.9%) from 2021-2030 to 2022-2031 with a continued emphasis on maintaining existing infrastructure and living within capital financing constraints for any new construction. This CIP makes maximum use of improved General Obligation (GO) bond capacity, available Impact Fees, one-time Fund Balance, Grants, and Enterprise Fund revenues (Water, Wastewater, Solid Waste, and Airport). These sources will be used to fund projects such as community and regional park improvements, major improvements to key arterial and other streets, numerous technology enhancements, new facilities, and as mentioned previously, an increased investment in maintaining aging infrastructure in all areas especially buildings and facilities, city-wide fiber, streets, parks, and water and wastewater systems and facilities. CIP Sources and Uses of Funds (10 Year Totals) Funding Sources Current Revenues $ Grants Impact Fees/System Development Fees Bonds Paid by Secondary Levy Bonds Paid by Enterprise Funds Total Funding Sources Department/Uses General Government Community Services Cultural Development Development Services Information Technology Neighborhood Resources Public Safety - Fire Public Safety - Police Public Works & Utilities: Streets/Traffic Solid Waste Wastewater Water Airport Total Uses $ $ 2020-2029 Adopted CIP 364,169,675 $ 74,620,880 104,652,762 57,721,323 189,233,757 251,309,428 69,683,114 221,122,383 381,436,132 937,055,063 $ 1,164,226,378 $ $ 2022-2031 Adopted CIP 377,485,073 93,547,395 % Change from 2021-2030 -3% -11% 54,485,000 384,677,809 -22% 74% 357,692,243 -6% 1,267,887,520 9% 2020-2029 2021-2030 2022-2031 % Change Adopted CIP 18,390,000 84,192,620 20,547,000 N/A 10,330,151 N/A 15,644,665 3,653,000 Adopted CIP 38,566,066 78,799,188 18,749,815 645,000 10,926,311 N/A 24,936,000 29,890,000 Adopted CIP 90,807,200 150,570,100 19,519,620 17,443,800 7,725,225 2,900,000 29,757,000 73,607,500 from 2021-2030 135% 91% 4% 2604% -29% New 19% 146% 302,943,000 2,275,000 260,746,000 274,569,300 35,023,775 -10% -6% -3% -13% -7% 1,267,887,520 9% $ 284,110,716 2,500,000 247,649,768 219,853,142 30,184,000 $ 2021-2030 Adopted CIP 387,331,987 937,055,062 $ 336,153,500 2,416,000 268,787,998 316,717,500 37,639,000 $ 23 1,164,226,378 $ Table of Contents City of Chandler Executive Summary 2021-22 Adopted Budget Secondary Assessed Value/Limited Property Value (LPV) History and LPV Projections The graphs below depict the 10-year history for secondary assessed values and LPV in the City of Chandler, and a 4 year projection of LPV, which is used for both primary and secondary property tax levies. The top graph reflects the changes in dollars (billions) and the bottom graph shows the percentage change from the prior year. The graphs show reduced assessed values from the great recession in FY 2011-12 and then decreased two more 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 valuation which required LPV to be used for both primary and secondary tax levies with a 5% cap on assessed value increases for existing properties. As a result, the FY 2015-16 secondary assessed values remained unchanged from FY 2014-15 ($2.38 billion). The LPV’s have increased every year since, and valuations have again increased to $3.46 billion (+6.8%), due to new property (+3.7%) and appreciation (+3.1%). The projected LPV’s from FY 2022-23 to FY 2025-26 are shown in grey and reflect modest increases of 4.0% per year. Primary Property Tax revenues are those used for general government operations. The total maximum allowable levy for primary taxes is restricted to a 2% annual increase, plus allowances for annexations, new construction, and population changes. The FY 2021-22 primary property tax rate is reduced from the FY 2020-21 rate of $0.2501 per $100 of LPV to $0.2426 per $100 of LPV. This will generate a levy totaling $8,403,200 (+3.59% from the prior year) based on the LPVs in FY 2021-22. Secondary Property Tax revenues are restricted for general bonded debt obligations (GOs) and voter approved budget overrides. The FY 2021-22 secondary property tax rate is unchanged from the FY 2020-21 rate of $0.87 per $100 of LPV. This will generate a levy totaling $30,135,000 (+6.79%) based on the LPV’s for FY 2021-22. Combined Property Tax Rate is $1.1126 per $100 of assessed value decreased from $1.1201, minimizing the impact of the 6.8% increase in Limited Assessed Values of which 3.7% is new property. 24 Table of Contents City of Chandler Executive Summary 2021-22 Adopted Budget 25 Table of Contents l} Community and Organizational Profile • Mission Statement • City Council • Organizational Chart • Chandler Maps • Community Profile and Demographics "Moving Forward Together" Chandler is a safe, diverse, equitable, and inclusive community that connects people, chooses innovation, and inspires excellence. Table of Contents City of Chandler Community and Organization Profile On cl 2021-22 Adopted Budget Our Mission We are committed to serve Chandler’s citizens through teamwork, understanding and dedication in a professional and responsive manner. Our Brand A safe, diverse, equitable and inclusive community that connects people, chooses innovation and inspires excellence. Our Vision We are a world-class City that provides an exceptional quality of life. Our Focus Areas The City Council has outlined five focus areas to concentrate efforts and provide their vision for what to work towards. Economic Vitality Innovation and Technology Mobility Neighborhoods Quality of Life Our Values Excellence is the responsibility of everyone at the City of Chandler. We lead by our core values in constant pursuit of excellence: Commitment Integrity Communication Personal Responsibility Diversity Respect Innovation Teamwork 27 Table of Contents City of Chandler Community and Organization Profile 2021-22 Adopted Budget For the 33rd 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, 2020. 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. 28 Table of Contents City of Chandler Community and Organization Profile 2021-22 Adopted Budget Governance The City of Chandler is governed by the Council–Manager form of government. 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. Councilmembers are elected at-large. There are no districts for Chandler City Council. Chandler Voters August 4, 2020 Primary Election – Candidate November 3, 2020 General Election – Franchise Registered Voters 155,563 168,598 Votes Cast 55,615 142,350 Percent Voting 35.75% 84.43% Source: City Clerk 29 Table of Contents City of Chandler Community and Organization Profile 2021-22 Adopted Budget City Officials Kevin Hartke, Mayor Current Term: January 2019 – January 2023 Mayor Kevin Hartke began his term in January 2019. He previously served nine years on the City Council, first as an interim Councilmember in 2008, and then was elected to consecutive terms and served from January 2011 to January 2019. Kevin served as Vice Mayor twice, in 2015 and 2017. Kevin and his wife, Lynne, have been married for 38 years and have lived in Chandler since 1985. He served as Lead Pastor at Trinity Christian Fellowship in Chandler where he worked from 1985-2018. He has a bachelor’s degree in Biochemistry from University of Missouri-Columbia, and a master’s degree in Theology with Fuller Theological Seminary. He served as the statewide director of For Our City for nine years, which is a collaborative effort of government, business, nonprofit, and faith leaders gathered to find solutions for needs in a community. Kevin is involved extensively in the State, Phoenix metropolitan region, and Chandler. As Mayor, he serves on: • Arizona League of Cities and Towns • Maricopa Association of Governments (MAG) • Greater Phoenix Economic Council • Chair of the Regional Public Transportation Authority • Board member of Valley Metro light rail • MAG Regional Transportation Committee • • Chair of the Continuum of Care Regional Committee to End Homelessness for MAG Governor’s Commission on Faith and Communities and Congressional Committee on Faith and Neighborhoods His past service in Chandler and beyond included the following: • Chandler City Councilmember • Commissioner on the Planning and Zoning Commission • Chairman of Human Relations Commission • Chairman of the 2010 Complete Count Committee and member of a previous Charter Revision Committee • Ex-officio member of Chandler Airport Commission • For Our City - Chandler Director • Executive Board of the Chandler Coalition On Youth Substance Abuse • YMCA soccer coach • Community volunteer activist and organizer of citywide volunteer efforts and Arrowhead Meadows Traditional Neighborhood Organizer In Chandler, Kevin also volunteers with: • American Cancer Society • Ex-officio Board member with the Chandler Chamber of Commerce • Literacy advocate, reading weekly to students at Galveston Elementary since 2007 • Ex-officio Board member with Chandler's Sister Cities His past regional service included the following: • Board member of the MAG Economic Development Committee • Board member with Desert Cancer Foundation of Arizona 30 Table of Contents City of Chandler Community and Organization Profile 2021-22 Adopted Budget Mark Stewart, Vice Mayor Current Term: January 2021 – January 2024 Councilmember Mark Stewart has been a resident of Chandler since 2001 and began his first term on the City Council in January 2017. Mark and his family moved from the Midwest 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. The Stewart’s cannot imagine calling somewhere else home. Mark spent more than 20 years with Fortune 50 organizations and now owns a marketing and brand company, Concept2Completion. As a serial entrepreneur, Mark is involved with two additional startup companies as a founding partner. He is passionate about helping the startup community with strategy and branding. Mark’s vision for the entrepreneurial development community created an initiative to offer start-up events poised to help founders of young companies to raise capital and quickly scale their companies. Mark has a strong entrepreneurial background and believes in empowering businesses and providing opportunities for new businesses to locate to Chandler. Mark has a Bachelor of Science degree from Missouri State University. Within the community, he volunteers and supports local nonprofits and maintains an active faith. Mark serves on: • Maricopa Association of Governments Human Services and Community Initiatives Committee • Arizona League of Cities and Towns Budget, Finance and Economic Development Committee • METRO Rail Board of Directors • East Valley Partnership Board of Directors • Ex-officio member of Chandler Airport Commission • Chair for the 2020 Census Complete Count Committee He represents Chandler on: • Community Services, Economic Development, and Neighborhood Resources; and Communications and Public Affairs, Information Technology, and Management Services Subcommittees 31 Table of Contents City of Chandler Community and Organization Profile 2021-22 Adopted Budget Christine Ellis, Councilmember Current Term: January 2021 – January 2024 Councilmember Christine Ellis was born and raised in Haiti and moved to the United States in 1986. She has resided in Chandler since 1987. She has been married to her husband, Benjamin, for 32 years and has two children, Sean and Taliah. Christine has a Bachelor of Science in Nursing from Grand Canyon University and has worked as an RN for many large hospitals and care facilities while holding many high-level positions such as Director of Nursing in the Metro Phoenix area. She has also taught medical assistant and certified nursing classes in Arizona’s community colleges. From 1998 to 2015, she founded and operated Cedar Sanctuary LLC, realizing that families needed an alternative to caring for their loved ones. In addition to caring for the elderly, she has been a part of the foundation of The Bridge/FCS Ministry for more than 17 years, which helps feed the local homeless population and provides to their spiritual needs, partnering with other ministries in Arizona. Christine also volunteers with: • Co-founded Oppression Healing Ministry • Advisory Board Member of HACSED (Haitian American Center for Social Economic Development) • Committee Member - For Our City • Chair of Pollack Haitian Hope Center • Board Member of Midwest International Food Bank AZ Her past service in Chandler and beyond includes: • Citizen Bond Exploratory Public Works Subcommittee in 2020 • Member, Governor-Appointed Board, Infection Control, State of Arizona, Assisted Living Rep • Chandler SDA Church Building Committee Board • Co-Founder of the non-profit The Bridge for Community Services • Co-Chair HID (Haiti Infrastructure and Development) • Co-Founder, Village D’Esperance Orphanage in Haiti • Co-Founder, Haitian Disaster Relief, Board President • Co-Chair, Haitian American Center for Social Economic Development - HACSED 32 Table of Contents City of Chandler Community and Organization Profile 2021-22 Adopted Budget OD Harris, Councilmember Current Term: January 2021 – January 2024 Councilmember OD Harris began his first term in January. He is a proud U.S. Army Veteran and ready to serve the City of Chandler. OD is a successful entrepreneur, a best-selling author, and philanthropist. In 2014, OD established the National Ready Set Go Foundation (RSG) based in Chandler, Arizona. RSG helps underserved community member start their own businesses. Through those efforts, they have been able to serve 1,000’s of people in various communities throughout the United States. OD has an undergraduate and master’s degree in Accounting. As a Councilmember, he serves on local, regional, and national committees and boards. He is a proud husband to his wife Elizabeth, and they have four children. OD serves on local and regional committees, including: • Community Services, Economic Development, Neighborhood Resources and Cultural Development Subcommittee • Public Safety Subcommittee • City of Chandler Airport Commission (Ex-officio) His past service in Chandler and beyond included the following: • Board Member – National Black MBA • Advisory Board Member-Clean Home Project • 100 Black Men of America • Black Philanthropy Initiative under the Arizona Community Foundation • NAACP Chairman of Economic and Entrepreneur Development of Maricopa County 33 Table of Contents City of Chandler Community and Organization Profile 2021-22 Adopted Budget René Lopez, Councilmember Current Term: January 2019 – January 2023 Vice Mayor René Lopez has lived and worked in Chandler since 2007. He began his first term on the Chandler City Council in January 2015. He is a third generation Arizona native, born and raised in the East Valley, and graduated from the University of Arizona with a bachelor’s degree in Nuclear Engineering, with a concentration in Direct Energy Conversion. René also is a third generation U.S. Navy veteran. 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 and his family decided to move back home to be closer to family. René has an extensive career in project management, with more than 18 years of experience working in: • Telecommunications • Energy • Information technology He previously served: • Two years as a member on the City’s Parks and Recreation Board • Chair of the Chandler Education Coalition • Member of the Chandler Chamber Education and Workforce Coalition • Executive Board Member of Read on Chandler He currently represents Chandler on: • Arizona Municipal Water Users Association • Ex-officio member of the Chandler Airport Commission • Member of the Arizona Department of Revenue Municipal Tax Code Commission • Communications and Public Affairs, Information Technology, and Management Services; and Airport, Development Services, and Public Works and Utilities subcommittees He currently serves as: • Chairman of the Board of CeCe’s Hope Center, a nonprofit helping women rescued from sextrafficking 34 Table of Contents City of Chandler Community and Organization Profile 2021-22 Adopted Budget Matt Orlando, Councilmember Current Term: January 2019 – January 2023 Councilmember Matt Orlando has been a resident of Chandler since 1983 and began his fifth term on the City Council in January 2019. He also served as a City Councilmember from 1990-1998 and 2004-2013. In November 2016, he retired from Honeywell. His final role was Director of Technical Sales and was responsible for business development, sales, and marketing of more than $500M worth of satellite, space, and missile technology communications products for the military and other government agencies. He led a worldwide sales and business team of 26 people and directed successful business ventures in both the U.S. and international markets. Matt retired as a Colonel in the U.S. Air Force after serving 30 years on active duty and in the Arizona Air National Guard. His last assignment was serving as the Chief of Staff for the Arizona Air Staff Headquarters. He is married to Pat and they have three children and two grandchildren. A native of Newark, NJ, he graduated from Rutgers University with a BA in Political Science and received an MBA from Golden Gate University, San Francisco, CA. Matt serves as: • Arizona State Representative to the National League of Cities’ Financial, Administration and Intergovernmental Relations (FAIR) Committee He currently serves on: • City of Chandler’s Community Services, Economic Development and Neighborhood Resources; and Public Safety subcommittees He was previously a member of: • The National League of Cities’ Transportation, Infrastructure and Services Policy and Advocacy Committee • Arizona State Representative to the National League of Cities’ FAIR Committee (during his 1st term) • MAG Human Services Coordinating Committee chair • The MAG Regional Aviation Systems Plan Policy Committee He is a past president of: • Board of Directors of the Chandler YMCA • Chandler Optimist Club He is an active in the following: • American Legion member • Chandler Youth Baseball and YMCA youth programs coach • Junior Achievement teacher to elementary age school children • Vice President of the Chandler Girls Softball League • Umpire for both youth and adult softball 35 Table of Contents City of Chandler Community and Organization Profile 2021-22 Adopted Budget Terry Roe, Councilmember Current Term: January 2019 – January 2023 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 1987, Terry completed the Phoenix Regional Police Academy and began a 20-year career with the Mesa Police Department. While serving as a police sergeant, he worked in the DARE unit, on robbery detail, and with the Center Against Family Violence in the auto theft and burglary unit. Terry attended Mesa Community College and studied business administration and management at the University of Phoenix. Terry has an extended history of volunteer and leadership service in the community: • Appointed by Governor Jane Hull in 1999 on the Arizona Parent’s Commission on Drug Education and Prevention, serving two terms • Served as a Scout Leader • Two-term board member on the Mesa Police Benevolent Fund He currently serves as: • Chandler Kiwanis Club Board member • Salvation Army Chandler Corps Advisory Board member • Phoenix Silent Witness Program Board member • Chandler Coalition for Youth Substance Abuse Executive Board member • MAG Economic Development Committee member • Member of City of Chandler’s Airport, Development Services, and Public Works and Utilities; and Public Safety subcommittees 36 Table of Contents City of Chandler Community and Organization Profile 2021-22 Adopted Budget Joshua H. Wright, City Manager Joshua H. Wright was named City Manager in July 2021 and prior to the City Manager role was appointed Chandler’s Acting City Manager in March 2021 to oversee the day-to-day operations of the City. He joined Chandler in 2017 as Assistant City Manager to provide administrative oversight of City departments and divisions. Prior to coming to the City of Chandler, Joshua served as the Town Manager of Wickenburg, Arizona, from 2011 to 2017, and prior to Wickenburg, he worked at the Town of Marana, Arizona, from 2006 to 2011 in a variety of roles, including Assistant to the Town Manager and Director of Strategic Initiatives. Joshua holds a master’s degree in public administration and a bachelor’s degree in psychology and religious studies from the University of Arizona. Joshua is a past president of: • Arizona City/County Management Association He earned the following awards in his career: • Associate’s Award for Excellence in Leadership in 2010, from the Arizona City/County Management Association • Economic Developer of the Year in 2011, from the Arizona Association for Economic Development 37 Table of Contents City of Chandler Community and Organization Profile 2021-22 Adopted Budget Mayor Department Heads and Directors Kevin Hartke Kelly Schwab City Attorney Councilmembers Mark Stewart Vice Mayor Dana DeLong City Clerk Christine Ellis Alicia M. Skupin City Magistrate OD Harris Matt Burdick Communications and Public Affairs Director René Lopez Andy Bass Community Services Director Matt Orlando Kim Moyers Cultural Development Director Terry Roe Derek Horn Development Services Director Micah Miranda Economic Development Director Tom Dwiggins Fire Chief Sandip Dholakia Chief Information Officer Dawn Lang Management Services Director Management Staff Joshua H. Wright City Manager Leah Powell Neighborhood Resources Director Debra Stapleton Assistant City Manager John Knudson Public Works & Utilities Director Sean Duggan Chief of Police 38 Table of Contents City of Chandler Community and Organization Profile 2021-22 Adopted Budget City of Chandler Organizational Chart With Full Time Equivalency (FTE) Citizens of Chandler Mayor/Councilmembers 4.5 FTE Advisory Boards/ City Clerk City Manager Law City Magistrate Commissions 6 FTE 7 FTE 32 FTE 42 FTE Buildings & Airport Facilities 7 FTE 44 FTE Communications/ Community Public Affairs Services 15 FTE 173.625 FTE Cultural Development Development Services 26 FTE 83 FTE Economic Development/ Fire Tourism 238 FTE 7.5 FTE Human Fleet Services Resources 12 FTE 23 FTE Information Management Technology Services 58 FTE 71.625 FTE Neighborhood Police Resources 507 FTE 51 FTE Public Works Transporation & Utilities Policy 291.5 FTE 3 FTE 39 Table of Contents City of Chandler Community and Organization Profile 2021-22 Adopted Budget Chandler, Arizona and Neighboring Communities Map 40 Table of Contents City of Chandler Community and Organization Profile 2021-22 Adopted Budget 41 Table of Contents City of Chandler Community and Organization Profile 2021-22 Adopted Budget The City of Chandler is located in the southeastern portion of the Phoenix metropolitan area. Chandler offers excellent quality of life amenities, superior schools, a rapidly expanding healthcare system, and a reputation as a global leader in technology. Chandler was established in 1912, incorporated on February 17, 1920, and named after Dr. Alexander John Chandler, the first veterinary surgeon for the Territory of Arizona. The charter, which currently governs the City, was adopted on May 25, 1964. Initially nourished by a strong agricultural economy, Chandler is now the fourth largest city in Arizona. Chandler’s logo is a distinct representation of the municipal government of the City and distinguishes us from other private and public entities. It consists of three elements: logomark, logotype, and tagline. It is the combination of these three elements which makes up the City of Chandler’s master logo. Logomark: The visual approximation of the letter “C” representing the sky over a silhouette of the Santan Mountains and framing a cityscape silhouette to acknowledge the City’s high-tech industrial base, which stands above jagged horizontal crop lines reminiscent of the City’s agricultural heritage. Logotype: The text beside the logomark which contains the words “Chandler Arizona.” Tagline: The secondary text below the logotype which contains the words “Community of Innovation.” Incorporated Area Source: Development Services 42 Table of Contents City of Chandler Community and Organization Profile 2021-22 Adopted Budget Population *Official U.S. Census Bureau Population Number Development Services provides City estimates as of July 1st annually. U.S. Census Bureau Population estimates are used for State Shared Revenue Distribution. All City Estimates were revised based on a process change and the release of the 2015 mid-Decade U.S. Census. Estimates for 2016-2019 will be updated in the future upon release of 2020 Official U.S. Census. Source: Development Services Age/Gender Distribution Source: ESRI Business Analyst, 2021 43 Table of Contents City of Chandler Community and Organization Profile 2021-22 Adopted Budget Racial Composition Chandler (%) Two or more Races 4.5 One Race 95.5 White 67.6 Asian 11.1 Hawaiian & Pacific Islander 0.2 African American 5.9 Native American 1.7 Other 9.0 Hispanic/Latino Ethnicity (of any race) 23.9 People who identify their origin as Spanish, Hispanic, or Latino may be of any race. Thus, the percent Hispanic should not be added to percentages for racial categories. Source: ESRI Business Analyst, 2021 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. 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. The opening of the new Loop 202 South Mountain Freeway, in late 2019, has improved travel times to/from the western part of the metropolitan area by providing an alternative to taking Interstate 10 through downtown Phoenix. In addition, Union Pacific Railroad provides rail service that serves Chandler businesses. 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. Aviation 2019-20 Based Aircraft Air Traffic Operations 2020-21 443 443 233,213 217,631 FY 2020-21 figures presented are projected through June 30, 2021, unless otherwise noted. Source: Chandler Municipal Airport 44 Table of Contents City of Chandler Community and Organization Profile 2021-22 Adopted Budget Chandler’s commercial real estate market has benefited from strong business growth in recent years. Vacancy rates have been well below Phoenix metropolitan area averages, spurring construction projects to meet the demand for additional space. Over the past year, nearly half a million square feet of office/industrial space was delivered, including One Chandler Corporate Center (Phase II) and AZ 202 Commerce Park. Additional projects are under construction and scheduled for completion later in 2021, including Allred Park Place (Buildings 7 and 8), The Lotus Project (Phase II), South Valley Business Park, and Chandler Medical Plaza. The following chart reflects number of permits issued over the years and their total value. The development described above is reflected in the increased permit values over the last three years. Building Permits – All Types FY 2020-21 figures presented are projected through June 30, 2021, unless otherwise noted. Source: Development Services 45 Table of Contents City of Chandler Community and Organization Profile 2021-22 Adopted Budget Housing Market The City of Chandler offers residents a wide range of quality and affordable housing, such as single-family 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. More than 700 new single-family units and more than 600 multi-family housing units were completed over the past year. The availability of high-quality housing at an affordable price sets Chandler apart from other communities around the country, earning rankings of 8th best city to buy a family home (SmartAsset) and 25th best place to rent (WalletHub). Property Tax Rates Adopted Tax Rate (2021-22) Primary Tax Rate $0.2426 Secondary Tax Rate $0.8700 Combined $1.1126 Prior Year Tax Rate (2020-21) Primary Tax Rate $0.2501 Secondary Tax Rate $0.8700 Combined $1.1201 Property Tax calculated per $100 of assessed limited valuation as determined by the Maricopa County Assessor. Source: Management Services Department Property Tax Assessed Valuation 2020 2021 % Change Net Full Cash Value $4,308,417,196 $4,682,558,944 8.7% Limited Property Value $3,243,434,243 $3,463,794,661 6.8% Net Full Cash Value represents market value and is informational only. Limited Property Value is used in the calculation of property tax. FY 2020-21 figures presented are projected through June 30, 2021, unless otherwise noted. Source: Maricopa County Assessor Employment Chandler is recognized as one of the best places in the United States to find a job, ranking 13th in a 2021 nationwide survey by personal finance website WalletHub. This ranking is in large part due to Chandler’s continued high employment growth, which has been aided by major business attraction and expansion projects. However, efforts to retain leading employers in Chandler have been equally important. Through the third quarter of FY 2020-21, the City supported business attraction/retention projects that are anticipated to provide up to 1,500 jobs in Chandler within the next three years. Businesses announcing projects that will create/retain jobs include Intel, Honeywell, VIAVI, Comtech, NXP, VB Cosmetics, 99 Ranch Market, Airstream, Mechanical Keyboards, Local Motors, Rinchem, and State Forty Eight. 46 Table of Contents City of Chandler Community and Organization Profile 2021-22 Adopted Budget Largest Private Sector Employers Name Industry Employees Intel Corporation Semiconductor Manufacturing 12,000 Wells Fargo Financial Services 5,500 Bank of America Financial Services 3,800 Chandler Regional Hospital Healthcare 2,500 Northrop Grumman Aerospace 2,150 PayPal Financial Services 1,700 NXP Semiconductors Semiconductor Manufacturing 1,700 Microchip Technology Semiconductor Manufacturing 1,500 Verizon Wireless Telecommunications 1,400 Avnet Electronics Distribution 1,100 Bashas’ Distribution Center / Corp HQ Retail/Grocery 1,100 Liberty Mutual Insurance Financial Services 1,000 General Motors IT Innovation Center Automotive/Technology 890 GM Financial Financial Services 820 CVS Health Retail/Healthcare 700 Occupational Composition Source: ESRI Business Analyst, 2021 47 Table of Contents City of Chandler Community and Organization Profile 2021-22 Adopted Budget Household Income Source: ESRI Business Analyst, 2021 Fiscal Year Average Unemployment Rates COVID-19’s impact, starting in April 2020, caused the average rate to significantly increase. * Average of July 2020 – February 2021 of the fiscal year (not seasonally adjusted). Source: Arizona Labor & Statistics, Arizona Commerce Authority 48 Table of Contents City of Chandler Community and Organization Profile 2021-22 Adopted Budget Libraries 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 can enjoy more than 300 public computers, a robust wireless network at each facility, early literacy interactive spaces, and meeting rooms. With a collection of over 300,000 items, cardholders can find popular and current titles or explore topics of personal interest in a variety of formats including print, audiobook, 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 instructional classes that encourage the exploration of experiences with technology; and job/career counseling and English tutoring for adults. The library also offers many online classes for adults ranging from health and wellness to computer programming and GED test preparation. The Downton Branch is home to a makerspace, The Makery, where users can access DIY audio, video, and photography equipment, 3D printers and more. Much of this programming is made possible because of the over 700 active Friends of the Library adult and teen volunteers that are an integral part of library operations. 2019-20 Library Material Annual Circulation(1) 2020-21 313,087 280,000 1,489,257 1,200,000 Library Visits(2) 698,269 235,255 Registered Borrowers(3) 74,145 62,338 (1) (2) (3) Annual Circulation includes all materials either checked out or downloaded. Reflects reduction resulting from COVID-19 facility closures. Reflects active users for the past two years. Previously registered borrowers included those who had not used their card in years but were still in the database. Recreation Aquatics Chandler has six aquatic facilities that feature a variety of amenities. Aquatics provides year-round swimming programs that include swim lessons, lap swim, public swim hours, swim teams, and aqua fit classes. Desert Oasis Aquatic Center offers a water slide, zero depth entry pool with a kiddie slide, and an eight-lane competition pool. Arrowhead Pool offers a 50-meter competition pool, diving area, and zero depth entry family play pool. Folley Pool is 25-yard L-shaped pool with diving area, kiddie slide, climbing wall, and a water playground. Hamilton Aquatic Center offers a zero-depth play pool, water vortex, an interactive water feature with a 725-gallon tumble bucket, a current river, two water slides, an eight-lane competition pool, and a diving area. Mesquite Groves Aquatic Center provides a family play with zero depth entry, an interactive water feature with a 725-gallon tumble bucket, two water slides, a lazy river, a water vortex, an eight lane competition pool, and a diving well. Nozomi Aquatic Center offers a zero-depth entry pool, interactive water feature, diving pool, water slide, and a 25-meter competition pool. Swimming Pools 2019-20 2020-21 6 6 FY 2020-21 figures presented are projected through June 30, 2021, unless otherwise noted. Source: Community Services 49 Table of Contents City of Chandler Community and Organization Profile 2021-22 Adopted Budget Parks Chandler’s 67 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 canine companions. The City’s skate park, located at Snedigar Sportsplex, is a favorite for many local inline skaters and skateboarders. Chandler’s Desert Breeze Park has a water play area for children, a lake for fishing, a Hummingbird Habitat, and an outdoor skills area. Located within Tumbleweed Park, Playtopia is a 2.5acre playground 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 4.5 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. 2019-20 Developed Parks Acres Developed Undeveloped Acres Lighted Fields 2020-21 67 67 1,520.04 1,520.04 1,281.07 1,300.67 238.97 219.37 44 50 Recreational Centers Chandler has multiple recreation facilities that provide year-round programs including adult sports leagues, camps, enrichment classes, outdoor discovery, therapeutic, and fitness and wellness programs. Tumbleweed Recreation Center is a 62,000 square foot facility that offers an award-winning fitness floor, indoor track, multi-use gymnasium, and various other amenities that support programs and services provided to the public. The Community Center, located in Downtown Chandler, offers a welcoming space to provide additional programs and services to the community. Also located in Downtown Chandler, the 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. Located in the Ocotillo region of Chandler, Snedigar Recreation Center is a 10,000 square foot facility which focuses on providing youth programs as well as youth sports camps and adult sports leagues. The Chandler Tennis Center, located in Tumbleweed Park, is a place where you can gather for a friendly match, learn how to play, or compete against an old rival. The Environmental Education Center, located in Veterans Oasis Park, is a multi-use facility that serves as an informational hub for the park with displays and educational kiosks highlighting wildlife and nature generally found in the Sonoran Desert. The facility also provides a variety of educational programs, youth camps, concerts, and more. 2019-20 2020-21 Number of Recreation Classes Offered(1) 1,884 Volunteer Hours(1) 17,878 2,336 Meals Served at Senior Center 19,064 5,800(1) (1) 1,368 Projected numbers are down due to COVID restrictions. FY 2020-21 figures presented are projected through June 30, 2021, unless otherwise noted. Source: Community Services 50 Table of Contents City of Chandler Community and Organization Profile 2021-22 Adopted Budget Cultural Experiences Museum The Chandler Museum is the community’s principal resource to explore its history and culture. The museum offers rotating exhibits, family programs, and a research archive. Located just south of the Chandler Fashion Center, the museum campus features a 10,000 square foot building for exhibits and programs, outdoor spaces for special events, and the historic McCullough Price House. 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. 2019-20 Number of Museum Visits 2020-21 23,470 5,431(1) 179 242 Number of Programs Provided Number of Exhibits 30 32 Volunteer Hours 6,754 1,350(1) Chandlerpedia Sessions 12,965 16,489 4 4 Exhibition Areas (1) Reflects reduction resulting from COVID-19 facility closures. Vision Gallery The Vision Gallery is a nonprofit art gallery offering rotational exhibitions of artworks of local and regional artists. It is located in the heart of downtown within the City Hall Complex. The Vision Gallery offers Vision Kids, 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. 2019-20 2020-21 Number of Gallery Visits(1) 4,462 3,079 Number of Vision Kids Workshops 38(1) 60 Participation in Vision Kids Workshops(1) 1,340 952 Number of Special Events and Exhibits 22(1) 33 1 1 Exhibition Areas (1) Reflects reduction resulting from COVID-19 facility closures. FY 2020-21 figures presented are projected through June 30, 2021, unless otherwise noted. Source: Cultural Development 51 Table of Contents City of Chandler Community and Organization Profile 2021-22 Adopted Budget Center for the Arts The Chandler Center for the Arts (CCA) features four distinct spaces, a 250-seat recital hall, 346 seat Hal Bogle theatre, a 2,000 square foot Gallery, and a 1,508 seat mainstage. In addition to presenting national touring artists and serving the school district, the CCA serves as an engaging performance and event site to more than 80 local arts and community groups. The CCA is a vibrant community facility providing students and artists alike with practical performance experience in a theatre setting. In 2021, the Center will continue to serve Chandler’s diverse and growing community. Featured artists include Clint Black, Boney James, Ledisi, Mostly Kosher, Les Ballets Trockadero de Monte Carlo, Buddy Guy, and La Santa Cecilia. 2019-20 Number of Events and Exhibits 2020-21 486 300(1) Attendance(1) 146,700 20,650 Volunteer Hours 10,824(2) 2,460(1) Theatres 3 3 Exhibition Areas 1 1 (1) Reflects reduction resulting from COVID-19 facility closures. (2) Reflects increase due to 30th Anniversary Season. FY 2020-21 figures presented are projected through June 30, 2021, unless otherwise noted. Source: Cultural Development Downtown Chandler 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. In addition to our more well-known restaurants such as Charm Thai, Bourbon Jacks, DC Steakhouse, Sasha’s Kitchen & Cocktails, Serrano’s, The Brickyard, and San Tan Brewing Co., new establishments continue to open such as The Pedal Haus, La Ristra, The Stillery, Jinya Ramen, ShareTea, Kaleidoscope Juice, and a Hilton Garden Inn Hotel. Favorite shops include Saba’s, Gemsetter & Company, and Blue Planet, while Flo Yoga and Cycle and Burst of Butterflies diversify our offerings. Downtown Chandler is also home to one of the Valley’s most exciting live music scenes, with music for every taste heard nightly. Dozens of special events are held downtown each year, providing plenty to do for residents and visitors. A true walkable entertainment destination, there is something for everyone in Downtown Chandler. Additionally, recently constructed high-end housing options bring additional residents who are looking for a lively place to call home. The combination of restaurants, entertainment options, housing, and employers has made Downtown Chandler a place where people can truly live, work, and play. 52 Table of Contents City of Chandler Community and Organization Profile 2021-22 Adopted Budget Annual Events Every year Chandler plays host to a variety of events held throughout the City. Events are produced by City departments, nonprofit organizations, and businesses to display a wide array of interests, activities, and talents for the community to experience. Events range from holiday celebrations, cultural festivals, running races, musical festivals, and more. The size of events varies from 200 to 30,000 and draw attendees across the Valley and nation helping make our community a great place to be entertained! The City produces seven signature events, which include the Chandler Jazz Festival, Family Easter Celebration, CinePark, July 4th Fireworks Spectacular, Halloween Spooktacular, Woofstock, and the Tumbleweed Tree Lighting and Parade of Lights. Additional noteworthy events produced by a third party include Oktoberfest, She Power Half Marathon & 5K, Ostrich Festival, and the Great BBQ & Beer Festival. Events Celebration of Unity/Multi-Cultural Festival January Chandler Science Spectacular February Public Safety Day March Ostrich Festival March Chandler Jazz Festival April Family Easter Celebration April Earth Day Celebration April CinePark May July 4th Fireworks Spectacular July Hispanic Heritage Month September Halloween Spooktacular October Woofstock November Chandler Chuck Wagon Cook-off November Tumbleweed Tree Lighting and Parade of Lights December 53 Table of Contents City of Chandler Community and Organization Profile 2021-22 Adopted Budget Shopping, Dining, and Leisure 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. From urban mixed-use concepts and intimate boutique settings, to Chandler Fashion Center and large power centers, Chandler offers excellent opportunities for retail and dining. Available space, quality development, accessible freeway systems, 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, 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 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, Golf Galaxy, 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, Ginger Monkey, and Keegan’s Grill. Sales Tax Transaction Privilege Tax (TPT) Rates 2019-20 2020-21 Retail/Hotel/Real Property Rental 1.5% 1.5% Restaurants/Bars 1.8% 1.8% Utilities and Telecommunications 2.75% 2.75% Transient Lodging 2.9% 2.9% Source: Management Services With over 330 sunny days a year and an average temperature of 86 degrees, Chandler is an ideal place to get outdoors. Climate Average Minimum Temperature 57.4°F Average Maximum Temperature 86.5°F Average Annual Temperature 71.9°F Average Annual Precipitation in Inches 9.27 Source: www.intellicast.com 54 Table of Contents City of Chandler Community and Organization Profile 2021-22 Adopted Budget Chandler is a golfer’s paradise boasting seven golf courses totaling 153 holes and averaging 5,725 yards each. The golf enthusiast will enjoy playing at Bear Creek Golf Complex, Crowne Plaza San Marcos Golf Resort, Ocotillo Golf Club, Springfield Golf Resort, Sunbird Golf Club, Lone Tree Golf Club, and Ironwood Golf Club. Chandler is also located close to many professional and college sporting teams and events: Area Sports Arizona Cardinals NFL Football Phoenix Raceway Arizona Coyotes NHL Hockey Phoenix Mercury WNBA Basketball Arizona Diamondbacks MLB Baseball Phoenix Rising Football Club Arizona Rattlers Indoor Football Phoenix Suns NBA Basketball Arizona State University Sports Turf Paradise Horse Racing Cactus League Spring Training Baseball Waste Management Phoenix Open Fiesta Bowl Education Facilities The Chandler Unified School District and other districts supporting Chandler residents provide primary and secondary education through thirty-seven elementary schools, two kindergarten through eighth, seven 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. Community College offers professional, Chandler-Gilbert occupational, and continuing education programs. The University of Arizona satellite site located at the Chandler Community Center offers a number of undergraduate and graduate programs. Highest Education Attainment Source: ESRI Business Analyst, 2021 55 Table of Contents City of Chandler Community and Organization Profile 2021-22 Adopted Budget Other Services at a Glance FY 2020-21 figures presented are projected through June 30, 2021, unless otherwise noted. 56 Table of Contents � Budget Policies, Process, and Decisions • Strategic Goals and Organizational Priorities • Budget Policies • Budget Process • Recommendations "Moving Forward Together" A clear vision, strong reserves, prudent spending, and sound financial management policies have enabled Chandler to deliver a balanced budget and maintain AAA bond ratings from all three rating agencies. Table of Contents Budget Policies, Process, and Decisions p City of Chandler 2021-22 Adopted Budget Strategic Goals, Organizational Priorities, and Priority Based Budgeting The City of Chandler’s continued goal is to provide the highest quality services to the community in the most costeffective manner. The City Council sets goals to continuously improve Chandler and to make fiscally responsible decisions that make the City a regional leader with a strong plan for the future. This process is designed to address the needs and desires of the community, and includes their input received through surveys, commissions, neighborhood meetings, and contacts with individuals throughout the year. In February 2015, the City Council established six Strategic Policy Goals identified below. Minor revisions were approved in April 2017 and February 2019. Focus areas around infill and redevelopment, innovation and technology, mobility, neighborhoods, and quality of life were added in June 2019. Council approved an updated framework to include a more prominent commitment to diversity, equity and inclusivity through an update to Chandler’s Brand Statement; broadened the focus area on infill and redevelopment and renamed it, “economic vitality,” to ensure as our community continues to grow, so do our tools and practices; a more distinct focus on higher education, workforce development and entrepreneurship programs to feed a talent pipeline for employers and create opportunities for residents in May 2021. These Goals and Focus Areas are then tied to our Priority Based Budget (PBB) goals and objectives to allow program costs to be associated with the strategic goals they support. The City’s PBB efforts led to the creation of the PBB “Desired Results,” which link the broad range of department programs and services provided to the citizens of Chandler to the City Council Strategic Goals as identified below. Each of these PBB results is supported by a variety of programs and services across multiple departments which provide a tool for budget decision making. These links are indicated in each of the department’s cost center pages. The six strategic policy goals are designed to ensure Chandler is a great place to visit, work, play, and live by… Being the most connected City – PBB result: Connected and Mobile Community • 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 trust and transparency – PBB result: Good Governance • 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 – PBB result: Good Governance • 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 – PBB result: Sustainable Economic Health • 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 that embraces unity – PBB result: Contemporary Culture/Unified • 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. Being safe and beautiful – PBB results: Safe Community; Attractive Community • 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. 58 Table of Contents Budget Policies, Process, and Decisions City of Chandler 2021-22 Adopted Budget Focus Areas The City of Chandler has outlined five focus areas to concentrate efforts to make progress toward their vision. Economic vitality includes the use of creative policies and marketing efforts to ensure Chandler remains a world-class community for residents, visitors, and businesses. These approaches will maintain the viability of employment corridors and plan for the use of remaining unbuilt properties. Chandler offers a supportive environment for global industry leaders, exciting startups, and entrepreneurs through every stage of business development. Our business climate, talented workforce and lifestyle make Chandler a destination of choice. PBB – Sustainable Economic Health; Contemporary Culture/Unified Chandler’s high-tech industries and talented workforce drive the local economy and create future opportunities. The City recognizes the importance of providing solid infrastructure and streamlined government services to support the implementation of current and future technologies. Pursuit of sustainable and smart city initiatives advance our efforts to meet the unique needs of the community. PBB – Good Governance; Connected and Mobile Community; Sustainable Economic Health Mobility — the ability to go places — has been essential to Chandler’s success. Served by three major highways, a well-planned arterial street network, public transit and a growing airport, the foundation has been laid for Chandler to expand its multi-modal transportation offerings and further integrate new technologies to efficiently get people where they want to go. Mobility includes bicycling, autonomous vehicles, new transit modes, business aviation, traffic technologies and safety enhancements. PBB – Connected and Mobile Community, Safe Community; Attractive Community; Good Governance Chandler boasts a mixture of modern homeowner associations, mature traditional neighborhoods, apartments, condominiums, and other housing types. To sustain an exceptional quality of life for Chandler residents and keep Chandler safe, clean, and beautiful, the preservation and enhancement of neighborhoods is paramount. Just as Chandler’s housing options are varied, so are the approaches to ensure that all neighborhoods remain safe and vibrant. Partnerships with stakeholders including engaged residents, developers and community agencies provide opportunities to achieve this goal while maintaining each neighborhood’s distinct character. PBB – Contemporary Culture/Unified; Safe Community; Attractive Community Chandler’s commitment to high standards has spanned generations of City leadership and resulted in the safe and beautiful community residents and businesses enjoy today. Public safety is essential to our community’s quality of life. First responders protect, serve, and respond to the needs of the community. Maintaining an unparalleled quality of life includes a renewed focus on arts, culture, and recreation. High quality development and amenities shape the character of our neighborhoods and business centers. PBB – Contemporary Culture/Unified; Safe Community; Attractive Community 59 Table of Contents Budget Policies, Process, and Decisions City of Chandler 2021-22 Adopted Budget 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. The City is in full compliance with nine (9) financial policies: Operating Management; Capital Management; Reserve; Debt Management; Long-Range Financial Planning; Grant Management; Investment; Accounting, Auditing, and Financial Reporting; and Pension Funding. The policies are reviewed annually, with updates approved by City Council. Listed below are the financial policies that provide the vision, of “Moving Forward Together” for the FY 2021-22 Budget and continue to keep the City fiscally strong. 1. Operating Management Policy (Most recent update adopted on January 14, 2016, in Resolution No. 4902) The purpose of the Operating Management Policy is to provide guidance and clarification on how the budget will be structured and developed, define the budget control system, how to amend the budget, and specific revenue and expenditure principles to ensure ongoing financial sustainability and operating practices. Key Budget Features Scope and Length of Budget Period: The budget shall be based on a fiscal year beginning July 1 through June 30, and revenue and expenditures for all funds shall be adopted annually (excluding funds maintained for financial reporting purposes only). Level of Control: The budget process shall be decentralized, allowing all departments to provide updated revenue and expenditure amounts entered directly into an online budget system. Budgetary control shall be at the departmental level and managed separately between the Personnel budget (5100 series of accounts) and the Operating budget (52008900 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, are maintained in accordance with Generally Accepted Accounting Principles (GAAP). For comparison purposes, the City’s Comprehensive Annual Financial Report 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, (e.g., 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). 60 Table of Contents Budget Policies, Process, and Decisions d. e. f. City of Chandler 2021-22 Adopted Budget Principal payments on long-term debt are recorded as expenses (cash basis) as opposed to a reduction of a liability (GAAP basis). Proceeds from the sale of bonds and utility system development fee revenues are recognized as revenue when received (cash basis) as opposed to a reduction of a liability and an increase in contributed capital (GAAP basis). No depreciation is budgeted (on a cash basis for any fund) as opposed to depreciation expense recorded in financial statements (GAAP basis). The budgets for Proprietary fund types such as the City's Enterprise (water, wastewater, reclaimed water, reverse osmosis, solid waste, and airport), Internal Service, Fiduciary, and Permanent Trust funds are budgeted and reported on a full accrual basis of accounting. Under the full accrual basis, expenses are recorded at the time liabilities are incurred, and revenues are recognized when they are obligated to the City (for example, water user fees are recognized as revenue when bills are produced, not when the cash is received). All operating and capital expenditures (except depreciation) are identified in the budgeting process because of the need for appropriation authority. Cost Allocation: Costs incurred in the General Fund to support the operations of the Enterprise funds (water, wastewater, reclaimed water, reverse osmosis, solid waste and airport) will be recovered through an indirect cost allocation. The indirect cost allocation plan will be reviewed annually and costing adjustments made after approval of the City Manager or Designee. Long-Term Financial Forecasts: Forecasts will be prepared annually covering a ten year period and considered during budget development. Performance Measurement: Each department will establish goals and objectives and create and track performance measurements to assure the goals and objectives are achieved in an efficient and effective manner. Performance measures may be eliminated if approved by the Department Director. 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 (e.g., 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. 61 Table of Contents Budget Policies, Process, and Decisions City of Chandler 2021-22 Adopted Budget Budget Control System Modified Expenditure Control Budgeting (MECB): MECB will be utilized in order to encourage cost effectiveness while providing quality services to Chandler citizens. MECB assumes existing service levels will be maintained and new or enhanced programs require an ongoing source of funding before initiation. The use of MECB supports the following basic philosophies: a. Department management is expected to manage wisely and to look for effective and efficient ways to deliver quality services to our citizens while meeting the goals of Council; and b. Department management can find ways to do things more efficiently if given the freedom to innovate and control their own resources. Base Budget Method: The base budget method will be utilized for ongoing Operations and Maintenance (O&M) appropriation. Departments shall be allocated the prior year's base budget to support all ongoing operations, but may request supplemental funding through a decision package. Requests approved in the Adopted Budget shall be incorporated into department’s base budgets. Departments develop their own expenditure line item budgets; however, exceptions exist for certain citywide expenditure line items and can only be spent for the specified purpose (department fleet, equipment and technology replacement transfers out, and fuel). Under the MECB philosophy, departments may request to carryforward savings achieved in their Base Budget operating accounts to the next year, with justification, through a request to the City Manager. Funds available for carryforward will exclude the above noted exceptions. The City will use an Encumbrance Accounting System whereby budgeted funds are committed and no longer available for spending when a purchase order is approved in the financial system. Encumbered funds will be carried forward to the next budget year if not spent by year end. Personnel Services Budgeting: All personnel costs are funded outside of the base budgets, and any personnel savings accumulated remain in their original fund. The Budget Division develops all personnel services budgets based on full funding of all approved positions. If revenues are available during the budget process, positions may be added to maintain or enhance service levels after City Manager review and City Council approval. 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, Information Technology telecommunications appropriation, undetermined grants, and grant matching funds. 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 28, 2018, 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 2022. 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. 62 Table of Contents Budget Policies, Process, and Decisions City of Chandler 2021-22 Adopted Budget 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 provided by the budget stabilization reserve as described in the Reserve Policy. Fund balances are non-recurring revenue, and will be appropriately used for one-time expenditures or budgeted as contingency fund appropriations. Revenues: The City strives to ensure diversification and stabilization of its revenue base. Revenue projections will be based on historical trends by developing base lines for ongoing types of revenues versus one-time. Projections used to balance revenues to expenditures will be prepared for a five to ten-year period and updated annually to ensure financial sustainability. A revenue manual will be maintained to document important characteristics and historical background of each revenue source. Conservative but realistic revenue projections will be prepared to assess the limits of budget appropriation using trend analysis and current data to minimize estimating too high, which could result in mid-fiscal year budget cuts. User fees and charges will be periodically analyzed and updated to ensure that all direct and indirect costs are recovered for services benefiting individuals/groups (unless an economic disadvantage is caused) versus a larger public benefit. Utility rate consultant studies will be performed at a minimum every four years, and internal rate analyses will be completed every year for Water, Wastewater, 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 midrange. Employee benefits expenditures (e.g., pensions, health, workers’ 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. 63 Table of Contents Budget Policies, Process, and Decisions City of Chandler 2021-22 Adopted Budget 2. Capital Management Policy (Most recent update adopted on January 14, 2016, in Resolution No. 4902) 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 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: CIP projects will include a detailed project description, full cost estimates (e.g., design, construction, right-of-way, land, equipment, etc.), anticipated funding sources, recommended time schedules for each improvement, reference to planning document(s) that identify the need for the investment when applicable, and the estimated operating income or cost of maintaining the facilities to be constructed (e.g., 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 (e.g., 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 (Most recent update adopted on May 28, 2020, in Resolution No. 5375) 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. 64 Table of Contents Budget Policies, Process, and Decisions City of Chandler 2021-22 Adopted Budget 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 GAAP, but includes the same constraints on spending. Governmental Accounting Standards Board (GASB) Statement No. 54 defines five reserve classifications of fund balance based on the level of restrictions placed on the specific purposes for which amounts can be spent: nonspendable fund balance, restricted fund balance, committed fund balance, assigned fund balance, and unassigned fund balance. The last three classifications are termed Unrestricted Fund Balance since the constraint on spending is imposed by the government itself, therefore subject to this reserve policy. Additionally, contingencies and reserves can be appropriated and unappropriated, depending if the City would like the reserve to be available for spending in the current budget year or not. General Fund Reserve Policy The General Fund is the main operating fund that pays for general services provided by the City, such as public safety, parks, and library services. The General Fund accounts for all general revenues of the City and for expenditures related to the rendering of the City’s general services. The General Fund is considered to have a high level of risk to operations due to its dependence on revenue streams that are susceptible to economic downturns and revenue reduction impacts from outside agency actions. In addition, the General Fund is the main funding source when responding to unexpected events or emergencies. Consideration of potential risk and other drivers influence the targeted minimum level of total Unrestricted Fund Balance that should be maintained. The 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. 65 Table of Contents Budget Policies, Process, and Decisions City of Chandler 2021-22 Adopted Budget 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: self-supporting 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 (e.g., Water, Wastewater, Solid Waste, and Airport), Highway User Revenue Fund (HURF), Self Insurance Funds, and Replacement Funds (e.g., Vehicle and Technology). Targeted reserves will be maintained as described below. A portion of the reserve will be appropriated annually for each applicable fund to provide for unanticipated revenue shortfalls and/or unexpected expense increases in the current year. Reserves should only be utilized after all other budget sources have been examined for available funds. Should the minimum target level for any of the funds identified fall below its target, a plan will be formulated to restore within the next year, but not to exceed a three year period. Water Operating Enterprise Fund accounts for specific services funded directly by fees and charges to City Water customers. The fund is intended to be self-supporting and will maintain a minimum target reserve of 20% of operating revenues. Other Water reserves may be created when deemed appropriate (e.g., 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 20% of operating revenues. Other Wastewater reserves may be created when deemed appropriate (e.g., fuel, utilities, lump sum). Reclaimed Water Operating Enterprise Fund accounts for specific services funded directly by fees and charges to City Reclaimed Water customers. The fund is intended to be self-supporting and will maintain a minimum target reserve of 20% of operating revenues. Other Reclaimed Water reserves may be created when deemed appropriate (e.g., 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 15% of operating revenues. Other Solid Waste reserves may be created when deemed appropriate (e.g., 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 City 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 (e.g., 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 (e.g., 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 66 Table of Contents Budget Policies, Process, and Decisions City of Chandler 2021-22 Adopted Budget 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 (FAC) 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 (Most recent update adopted on January 14, 2016, in Resolution No. 4902) The purpose of the Debt Management Policy is to provide guidelines for the issuance of bonds and other forms of indebtedness to finance necessary land acquisitions, capital construction, equipment, and other items for the City, as well as guidelines for monitoring outstanding debt. This policy will assist the City in determining appropriate uses of debt financing, establish certain debt management goals, and assist the City in maintaining, and if possible, improving its current credit ratings, while assuming a prudent level of financial risk and preserving the City's flexibility to finance future capital programs and requirements. Scope This policy shall govern, except as otherwise covered by federal and state regulations, City Charter, and City Code, the issuance and management of all debt and lease financings funded in the capital markets. While adherence to this policy is desired, changes in the capital markets as well as unforeseen circumstances may from time to time produce situations that are not covered by the policy and may require modifications or exceptions to achieve City goals. The City's Debt Management Policy shall be reviewed annually. Debt Issuance Process Assessing Financing Needs for Capital Programs: The determination of how much indebtedness the City can afford begins by assessing the sufficiency of future revenues to fund the 10-year 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 (e.g., 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 67 Table of Contents Budget Policies, Process, and Decisions City of Chandler 2021-22 Adopted Budget 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 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 LPV and for all other programs the amount of outstanding GO debt is limited to 6% of the City's LPV. Other factors, such as providing capacity for future programs will also be taken into consideration. Target Limitations on the Issuance of Revenue/Excise Tax Secured Debt Obligations: The City shall seek to finance the capital needs of its revenue producing enterprise activities through the issuance of revenue secured or excise tax secured debt obligations. Prior to issuing revenue-secured debt obligations, financial plans will be updated and reviewed to determine required rates and charges needed to support the planned financing, and the impact on rate payers and other affected parties. The amount of revenue-secured debt obligations issued by the City will be limited by the feasibility of the overall financing. Revenue-secured debt levels shall be limited by coverage and parity covenants and potential credit rating impacts. Target Limitation on Lease-Purchase Financing: The City may enter into short-term lease-purchase obligations to finance the acquisition of capital equipment with estimated useful lives of less than seven years. Repayment of these leasepurchase 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 (e.g., Municipal Property Corporation (MPC), Excise Tax Revenue Obligations (ETROs)) may be used when dedicated revenue sources (e.g., 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. 68 Table of Contents Budget Policies, Process, and Decisions City of Chandler 2021-22 Adopted Budget Maturity: The final maturity of a bond sale shall be equal to or less than the remaining useful life of the assets being financed, and the average life of the financing shall not exceed 120% of the average useful life of the assets being financed. Investment of Bond Proceeds: The City shall comply with all applicable federal, state, and indenture restrictions, if any, regarding the use and investment of bond proceeds. This includes compliance with any restrictions on the types of investment securities allowed, restrictions on the allowable yield of invested funds, as well as restrictions on the time period over which some bond proceeds may be invested. The Management Services Director, or his/her designee, will direct the investment of bond proceeds in accordance with the permitted investments for each particular bond issue. Investments such as guaranteed investment contracts may be considered when their use is in the best interest of the City and will be selected on a competitive basis. Refunding Bonds: Refunding bonds are issued to retire all or a portion of an outstanding bond issue. Most typically this is done to refinance at a lower interest rate to reduce debt service. Alternatively, some refundings are executed for reasons other than to achieve cost savings, such as to restructure the repayment schedule of the debt, to change the type of debt instruments being used, or to retire an indenture in order to remove undesirable covenants. A present value analysis must be prepared that identifies the economic effects of any potential refunding. For refunding transactions solely undertaken to achieve cost savings, the target savings amount shall be measured using the present value savings as percentage of par method. The target present value savings from any particular refunding candidate shall generally be at least 3% of the refunded par amount net of all transaction expenses and in excess of $1,000,000. The Management Services Director shall have discretion in making the final determination to include individual refunding candidates that are slightly below the target in order to optimize the City's financial objectives. Arbitrage Rebate: The City shall comply with all arbitrage rebate requirements as established by the Internal Revenue Service (IRS) and establish a system of record keeping and reporting to meet the arbitrage rebate compliance requirements of the federal tax code. This effort shall include tracking project expenditures financed with bond proceeds, tracking investment earnings on bond proceeds, calculating rebate payments in compliance with tax law, and remitting any rebatable earnings to the federal government in a timely manner in order to preserve the tax exempt status of the City’s outstanding tax-exempt debt issues. Arbitrage service providers may be used to assist the City with complying with arbitrage regulations. Issuance & Post-Issuance Compliance Procedures: Adopted procedures for tax-exempt bonds shall be followed. Staff will work closely with the City’s Bond Counsel, Financial Advisor, and Arbitrage Compliance Specialist to ensure tax exempt bonds remain in compliance with federal tax requirements from the time they are issued until they are no longer outstanding. Continuing Disclosure Undertaking (CDU): The City will comply with the requirements of Rule 15c2-12 of the Securities and Exchange Commission (SEC), when applicable. The Management Services Director, or his/her designee, will be responsible for filing the annual requirements and any Material Event Notices with Electronic Municipal Market Access (EMMA) as required by each outstanding CDU Certification. Declaration of Official Intent: In order to ensure debt can be issued to reimburse the City for project expenses prior to issuing debt, a Declaration of Official Intent (under Treasury Regulation Section 1.150-2) must be completed annually and filed with the City Clerk. The Declaration shall list all projects for the upcoming fiscal year. This will allow the City to reimburse certain capital expenses with the proceeds from tax-exempt reimbursement bonds, should such bonds be sold in the upcoming fiscal year. 5. Long-Range Financial Planning Policy (Most recent update adopted on January 14, 2016, in Resolution No. 4902) 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. 69 Table of Contents Budget Policies, Process, and Decisions City of Chandler 2021-22 Adopted Budget 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 long-term financial implications of current spending patterns. If future issues are identified through long-term financial planning, possible solutions should be identified and discussed, with the ultimate goal of structurally balanced plans (ongoing revenues support ongoing expenditures) that supports fiscal sustainability for many years into the future. 6. Grant Management Policy (Most recent update adopted on January 14, 2016, in Resolution No. 4902) 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 (e.g., 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 (e.g., 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 is 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 70 Table of Contents Budget Policies, Process, and Decisions City of Chandler 2021-22 Adopted Budget 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 (e.g., trained staff resources, financial and/or program reporting, subcontractor monitoring of activities and/or performance, pass-thru monitoring, audit compliance by grantor and/or by external auditors, record retention, and any additional requirements detailed in the Grant award documentation such as federal circulars related to federal grants). 7. Investment Policy (Most recent update adopted on January 14, 2016, in Resolution No. 4902) 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 (A.R.S) 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. 71 Table of Contents Budget Policies, Process, and Decisions City of Chandler 2021-22 Adopted Budget Delegation of Authority and Responsibilities: Responsibility for the operation of the investment program is hereby delegated to the Management Services Director who shall act in accordance with established procedures and internal controls for the operation of the investment program consistent with this Investment Policy. All participants in the investment process shall seek to act responsibly as custodians of the public trust. No officer or designee may engage in an investment transaction except as provided under the terms of this policy and supporting procedures. The City may engage the services of an external investment manager to assist in the management of the City’s investment portfolio in a manner consistent with the City’s objectives. Such external managers may be granted discretion to purchase and sell investment securities in accordance with this Investment Policy. Such managers must be registered under the Investment Advisers Act of 1940. Permitted Investment Instruments The City shall invest and reinvest City monies as provided in statute and City Code in any of the following items. Obligations issued or guaranteed by the full faith and credit of the United States of America. Obligations issued or guaranteed by the United States or any of the senior debt of its agencies, sponsored agencies, corporations, sponsored corporations, or instrumentalities. Bonds or other evidences of indebtedness of this state or any of the counties or incorporated cities, towns or duly organized school districts which carry as a minimum AA rating or its equivalent by an nationally recognized statistical ratings organization (NRSRO). Commercial paper of prime quality that is rated within the top two ratings by a NRSRO. All commercial paper must be issued by a corporation organized and doing business in the United States. The portfolio is limited to a maximum 30% allocation in the commercial paper sector. Bonds, notes or evidences of indebtedness of any county, municipal district, municipal utility or special taxing district of any state that are payable from revenues, earnings or a special tax specifically pledged for the payment of the principal and interest on the obligations, and for the payment of which a lawful sinking fund or reserve fund has been established and is being maintained, but only if no default in payment on principal or interest on the obligations to be purchased has occurred within five years of the date of the investment, or, if such obligations were issued less than five years before the date of investment, no default in payment of principal or interest has occurred on the obligations to be purchased nor any other obligations of the issuer within five years of the investment. Bonds, notes or evidences of indebtedness issued by any county improvement district or municipal improvement district of any state to finance local improvements authorized by law, if the principal and interest of the obligations are payable from assessments on real property within the improvement district. An investment shall not be made if: a. The face value of all such obligations, and similar obligations outstanding, exceeds 50% 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. 72 Table of Contents Budget Policies, Process, and Decisions City of Chandler 2021-22 Adopted Budget 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 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 SEC Rule 15C3-1 (uniform net capital rule). All broker/dealers who desire to become qualified for investment transactions must supply the following (as appropriate): a. Audited financial statements demonstrating compliance with state and federal capital adequacy guidelines b. Proof of FINRA certification c. Proof of state registration d. Completed broker/dealer questionnaire (not applicable to Certificate of Deposit counterparties) e. Certification of having read and understood and agreeing to comply with the City’s Investment Policy. f. Evidence of adequate insurance coverage. 73 Table of Contents Budget Policies, Process, and Decisions City of Chandler 2021-22 Adopted Budget 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). 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. 74 Table of Contents Budget Policies, Process, and Decisions City of Chandler 2021-22 Adopted Budget 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. 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. 75 Table of Contents Budget Policies, Process, and Decisions City of Chandler 2021-22 Adopted Budget 8. Accounting, Auditing, and Financial Reporting Policy (Most recent update adopted on January 14, 2016, in Resolution No. 4902) 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 GAAP, standards of the GASB, and the 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. An electronic copy of the Comprehensive Annual Financial Report 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 Comprehensive Annual Financial Report, 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. 9. Pension Funding Policy (Most recent update adopted on April 19, 2021, in Resolution No. 5466) The intent of this policy is to clearly communicate the Council’s pension funding objectives, its commitment to our employees and the sound financial management of the City; and to comply with new statutory requirements of Laws 2018, Chapter 112, including reviewing and adopting this policy annually. The Government Finance Officers Association (GFOA) recommends the adoption of a pension funding policy that address three core elements: • Actuarial Cost Method – The technique used to allocate the total present value of future benefits over an employee’s working career (normal cost/service cost). • Asset Smoothing Method – The technique used to recognize gains or losses in pension assets over some period of time so as to reduce the effects of market volatility and stabilize contributions. 76 Table of Contents Budget Policies, Process, and Decisions • City of Chandler 2021-22 Adopted Budget Amortization Policy – The length of time and the structure selected for increasing or decreasing contributions to systematically eliminate any unfunded actuarial accrued liability or surplus. In addition to the three core elements identified by the GFOA, this policy also addresses the Council’s position on: • Pension Funding Goal • Funding Pension Cost Several terms are used throughout this policy: Unfunded Actuarial Accrued Liability (UAAL) – The difference between trust assets and the estimated future cost of pensions earned by employees. The UAAL reflects the difference between actual results (interest earnings, member mortality, disability rates, etc.) and the assumptions used in previous actuarial valuations. Annual Required Contribution (ARC) – The annual amount required to pay into the pension funds, as determined through annual actuarial valuations. It is comprised of two primary components: normal pension cost (the estimated cost of pension benefits earned by employees in the current year) and amortization of UAAL (the cost needed to cover the unfunded portion of pensions earned by employees in previous years). The UAAL is collected over a period of time referred to as the amortization period. The ARC is a percentage of the current payroll. Funded Ratio – The ratio of fund assets to actuarial accrued liability. The higher the ratio, the better funded the pension, with 100% representing fully funded. Intergenerational Equity – Ensures that no generation is burdened by substantially more or less pension costs than past or future generations. The City of Chandler police and fire employees who are regularly assigned hazardous duty participate in the Public Safety Personnel Retirement System (PSPRS). All other eligible employees are covered by the Arizona State Retirement System (ASRS). Public Safety Personnel Retirement System (PSPRS) PSPRS is administered as an agent multiple-employer pension plan. An agent multiple-employer plan has two main functions: 1) to comingle assets of all plans under its administration, thus achieving economy of scale for more cost efficient investments and investing those assets for the benefit of all members under its administration, and 2) to serve as the statewide uniform administrator for the distribution of benefits. Under an agent multiple-employer plan, each agency participating in the plan has an individual trust fund reflecting that agencies’ assets and liabilities. Under this plan, all contributions are deposited to and distributions are made from that trust fund’s assets, each trust fund has its own funded ratio and contribution rate, and each trust fund has a unique annual actuarial valuation. The City of Chandler Totals had two trust funds, one for police employees and one for fire employees. The three core elements outlined by the GFOA guidance are addressed by the statewide PSPRS board and discussed in section G of the annual individual actuarial valuations, which can be found on the PSPRS website. http://www.psprs.com/investments--financials/annual-reports 77 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2021-22 Adopted Budget Council formally accepts the assets, liabilities, and current funding ratio of the City of Chandler PSPRS trust funds for Tier 1 and Tier 2 members from the June 30, 2020 actuarial valuation, which are detailed below. Unfunded Actuarial Trust Fund Chandler Police Assets $ Chandler Fire City of Chandler Totals 192,743,535 $ 123,776,647 $ Accrued Liability Accrued Liability 307,211,347 $ 180,448,891 316,520,182 $ 487,660,238 $ Funded Ratio 114,467,812 62.7% 56,672,244 68.6% 171,140,056 64.9% PSPRS Funding Goal Pensions that are less than fully funded place the cost of service provided in earlier periods (amortization of UAAL) on the current taxpayers. Fully funded pension plans are the best way to achieve taxpayer and member intergenerational equity. Most funds in PSPRS are significantly underfunded and fall well short of the goal of intergenerational equity. The Council’s PSPRS funding ratio goal is to achieve 100% (fully funded) by June 30, 2036, and reduce the annual employer contribution. Council established this goal for the following reasons: • • • The PSPRS trust funds represent only the City of Chandler liability. The fluctuating cost of an UAAL causes strain on the City of Chandler budget, affecting our ability to maintain, enhance, or add new services in the future. A fully funded pension is the best way to achieve taxpayer and member intergenerational equity. Council has taken the following actions to achieve this goal: • • • • The City chose the 20-year amortization period instead of the 30-year one-time option, did not defer the Fields case (paid the full employer contribution rate increase in one year versus spreading over 3 years), and did not take advantage of PSPRS’s credit service model option related to the Parker case to apply toward future retirement payments when refunding excess employee contributions. The City pays the full estimated employer contribution at the beginning of the fiscal year versus paying the actual amount through bi-weekly payrolls, allowing PSPRS to invest at a higher rate thereby increasing the amount of interest applied towards the City’s UAAL. The City maintains the ARC payment from operating revenues – Council is committed to maintaining the full ARC payment (normal cost and UAAL amortization) from operating funds. The estimated combined ARC for FY 2020-21 was $19.9 million and FY 2021-22 is approximately $19.6 million and will be able to be paid from operating funds without diminishing City of Chandler Totals services. The City will commit additional payments above the ARC to achieve reduced ARC payments in the future. This projected additional payment to lower long term costs may be adjusted annually based on the updated UAAL, economic environment, and available General Fund one-time funds. o Additional payments to date total $52.5 million and include - $2.5 million in FY 2016-17, $5 million in FY 2017-18, $5 million in FY 2018-19, $25 in FY 2019-20, and $15 million in FY 2020-21. o The additional payment planned in FY 2021-22 is $22 million. The prior year’s budget compared to actual expenditures and updated UAAL will be reviewed annually and the excess payment will be adjusted accordingly. Based on these actions, the Council’s current plan is to achieve its goal of 100% funding by June 30, 2036, make additional payments early to save ongoing costs in future years, all while meeting the timeline set forth by the PSPRS June 30, 2020 actuarial valuation. Funding PSPRS Pension Cost It is the Council’s policy that funding of the ARC from operating revenues will be a priority during the annual budget process before other service enhancements are considered. 78 Table of Contents Budget Policies, Process, and Decisions City of Chandler 2021-22 Adopted Budget Arizona State Retirement System (ASRS) ASRS is administered as a cost-sharing multiple-employer pension plan. This means that all agencies statewide are part of the same trust which is administered by a single administrator. In this type of pension, the funded ratio and contribution rates are the same for all participating entities. The City of Chandler’s proportionate share comprises approximately 0.72% of the total system. The three core elements outlined by the GFOA guidance are addressed by the statewide ASRS board and discussed in appendix III of the annual actuarial valuation, which can be found on the ASRS website. https://www.azasrs.gov/content/annual-reports ASRS Funding Goal Since the ASRS trust fund is comprised of all participating agencies, there is no ability for the City of Chandler to address or influence its individual funded ratio. Funding ASRS Pension Cost It is the Council’s policy that funding of the ARC from operating revenues will be a priority during the annual budget process before other service enhancements are considered. 79 Table of Contents Budget Policies, Process, and Decisions City of Chandler 2021-22 Adopted Budget Calendar Highlights of the Budget and CIP Process Citizen Budget Survey October 5, 2020 – November 15, 2020 Department Decision Packages and Fee Change Requests – Reviewed, Deliberated, and Prioritized November 20, 2020 – March 9, 2021 Council Budget Kickoff – 5-Year CIP Discussion December 10, 2020 CIP Coordination Team Meeting January 28, 2021 CIP Coordination Team Recommendations to City Manager January 29, 2021 Council Workshop #1 – Preliminary 5-Year Ongoing General Fund Forecast, PSPRS, and CIP February 11, 2021 Budget Input Time (BIT): Moving Forward Together March 6, 2021 – March 13, 2021 Departments Submit Proposed Budgets with Recommended Decision Packages March 16, 2021 Council Workshop #2 – 5-Year One-time General Fund Forecast and CIP March 25, 2021 Distribute Proposed Budget and CIP Booklets to Council, City Manager’s Office and departments April 9, 2021 All-day Budget Briefing April 23, 2021 Council Amendments due to Budget Office May 10, 2021 Budget Amendments Introduced at City Council (Special Meeting) May 13, 2021 Tentative Budget Adoption May 27, 2021 Public Hearings: 2021-22 Budget and Property Tax Levy; 2022-2031 CIP Final Budget and CIP Adoption June 10, 2021 Property Tax Levy Adoption (must be a period of at least 14 days between Final Adoption & Tax Levy Adoption) June 24, 2021 80 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2021-22 Adopted Budget FY 2021-22 Budget Process Flowchart Dates September 2020 October November December January 2021 Budget CIP Establish Preliminary Budget Assumptions for Short and Long-term Revenues, Base Budgets, and Capital Funding Prepare/Evaluate Decision Citizen Budget Packages Survey Decision Packages (October through Capital Improvement Program (CIP) Projects Prepared by Departments November) Submitted to Budget CIP Projects Budget Council Kickoff Submitted to Budget Meetings and Preparation of Preliminary CIP Coordination Team Meetings and 5-Year General Fund Forecast Recommendation to City Manager February Council Budget Workshop #1 Budget Input Time (BIT): Moving Forward Together March Update 5-Year General Fund Ongoing Update CIP O&M Estimates for General Fund Forecast Ongoing Forecast Council Budget Workshop #2 Base Budget Allocation Distributed/ Finalize Proposed CIP Based on Proposed Budget Entered Council Guidance Proposed Budget Books and CIP Books Prepared April May City Council Budget/CIP Briefing Council Amendments 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. 81 Table of Contents Budget Policies, Process, and Decisions City of Chandler 2021-22 Adopted Budget FY 2021-22 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 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 first 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 2021-22 Annual Budget and 2022-2031 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 2021-22 budget process began in September 2020 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 2021-22 over FY 2020-21 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 fiveyear CIP be developed each year; however, the City prepares a ten-year CIP, which allows 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 CIP project requests, performing a detailed analysis to ensure accuracy regarding project descriptions, funding sources, and O&M costs in preparation for CIP Coordination Team meetings in December through March. The CIP Coordination Team is comprised of Department Directors and key staff members from all departments. 3. The Decision Package Process (New Funding Requests) – After months of preparation, departments submitted recommendations for new program funding, O&M costs associated with the capital projects in the CIP, or other operating and maintenance budget needs in December. 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 October through November, 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 six focus areas (Transportation/Mobility/Technology, Communication/Citizen Engagement, Financial Stewardship/Cost of Service, Arts/Culture/Recreation, and Public Safety/Parks/Neighborhoods/Infrastructure). 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 2021-22 Budget and the 2022-2031 CIP. 6. Council Budget Kickoff and Council Budget Workshops – In preparation of the FY 2021-22 Budget and the 2022-2031 Capital CIP, a Council Budget Kickoff and two Council Budget Workshops were held in February, and March. The Kickoff reviewed the Citizen Survey results, items that may have significant budgetary impacts, and 82 Table of Contents Budget Policies, Process, and Decisions City of Chandler 2021-22 Adopted Budget Council priorities. The Workshops updated them on revenue and expenditure forecast projections, property valuation changes, preliminary capital improvement plans, and funding. Council provided guidance on issues such as property tax rate changes, approval of the ongoing and one-time General Fund forecast, and the CIP to name a few. 7. Budget Input Time (BIT): Moving Forward Together – In March, citizens participated in a virtual public budget discussion called BIT. 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 both attend in person and ask questions 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 staff prepared reports showing prior year actuals, current year budget, year-end estimated expenditures, and the Proposed Budget at the cost center and department levels. Narrative descriptions of significant budget and staffing changes are provided to assist Councilmembers 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 and Budget Highlights were published to identify major issues and recommendations as well as budget policies. A Resources booklet was additionally 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, public 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. 12. Council Amendments – In mid-May, proposed amendments were solicited from Councilmembers 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 to allow for public comment on the Budget, CIP, and Proposed Tax Levy. 15. Final Budget and CIP Adoption – Following the public hearing, the FY 2021-22 Budget and 2022-2031 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 as required by state law. 83 Table of Contents Budget Policies, Process, and Decisions City of Chandler 2021-22 Adopted Budget Major Budget/Financial Issues Council has established several strategic goals including: Being the Most Connected City; Being a Leader in Trust and Transparency; Maintaining Fiscal Sustainability; Attracting a Range of Private Sector Businesses; Fostering a Contemporary Culture that Embraces Unity; and Being Safe and Beautiful. These provide guidance in moving the budget process forward as plans and financial commitments are identified and weighed against these strategic goals. The City of Chandler had experienced slow but steady growth in revenue collections since the recession in FY 2009-10 due to increasing local consumer confidence and a steady stream of new development activity until the COVID-19 impacts started affecting revenues in March 2020. The impacts of the economic fallout from the virus were not as problematic as initially anticipated, as revenues in FY 2020-21 have come in above budget. However, certain segments of revenue were impacted such as sales taxes from the restaurant, hotel/motel, and amusement classifications, as well as program revenues from Community Services classes and events and other areas. While sound financial planning and adherence to our financial policies allowed us to weather the reductions we did see due to the COVID-19 impacts, the FY 2021-22 budget was restored to a more typical budget amount which allows for continued flexibility to fund existing service levels as well as have enough appropriation to move forward as the economy continues to show improvement. The budget process continues 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. This timeline plays a role in future budget considerations, particularly in the capital programs, debt service planning, and State-shared revenues. As we get closer to build-out and growth-related projects are completed, system development or impact fee collections can begin to repay internal loans made to fund past growth projects. These loan repayments will supplement the secondary tax levy, minimizing tax rate changes needed to fund new bonds and expanding capacity for capital projects. The capital portion of the budget continues Council priorities of maintaining existing infrastructure, finishing planned construction of parks and streets, limiting new projects that add operations and maintenance, and addressing public needs. The plan also puts a higher emphasis on maintaining aging streets, parks, utilities, facilities, and technology infrastructure. The FY 2021-22 Adopted Budget continues the Budget Stabilization Reserve at the amount of $10 million. 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. Additionally, unfunded retirement expenses continue to be a funding priority. Chandler’s Public Safety Personnel Retirement System (PSPRS) has experienced numerous legislative and administrative changes to work towards a sustainable pension plan. Council has approved a plan to eliminate Chandler’s unfunded liability by June 2036, including making early lump sum payments to allow for reduced annual required contribution payments in the out years of the pay-down plan. The FY 2021-22 Adopted Budget allocates increased one-time funding of $22 million to PSPRS towards the goal of paying down the unfunded liability for our sworn City personnel. An updated Pension Funding Policy has also been approved for FY 2021-22, and per State law, is updated annually. Water, Wastewater, and Reclaimed Water Rate changes were last implemented in October 2017 for these three utilities in an effort to align the differences between the customer classes (e.g., single family, multi-family, commercial, landscape, etc.) as a result of the Cost of Service Study to support rising operation and maintenance costs, debt service, and large capital projects for growth requirements as well as aging infrastructure. There are anticipated rate increases for water, wastewater, and reclaimed water for FY 2021-22 incorporating the results of a new Cost of Service Study which will be completed in the beginning of FY 2021-22. It is important to note, in our water and wastewater utilities, that there has been a shift from planning new or expanded infrastructure to maintaining existing infrastructure. This is due to the FY 2018-19 re-rating of our wastewater plants. The Arizona Department of Environmental Quality (ADEQ) approved Chandler’s analysis regarding capacity at each facility, therefore extending the time needed for additional plant capacity due to growth. This has allowed facility expansions to be replaced with infrastructure maintenance funding to ensure the City of Chandler can provide quality 84 Table of Contents Budget Policies, Process, and Decisions City of Chandler 2021-22 Adopted Budget utility services for years to come. Several facility studies have also recently been completed which have identified additional maintenance needs throughout the utility area, many of which are included in the CIP. Solid Waste Rate changes were last implemented in January 2020 due to increases to the waste collection contracts. 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 Operating Fund supports the day-to-day operations of the Airport, debt service, and grant-match 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. Employee Compensation There are three designated employee organizations under the City’s Meet and Confer Ordinance: Chandler Law Enforcement Association (CLEA, includes all sworn personnel below the rank of Sergeant), Chandler Lieutenants and Sergeants Association (CLASA, includes only Police Sergeants), and the International Association of Firefighters (IAFF Local 493, includes Fire Captains, Fire Engineers, and Firefighters). Other employees include: clerical, administrative, technical, labor and trades; confidential and professional staff; supervisors; mid-level managers; directors (including the Police Chief and Fire Chief); Fire Battalion Chiefs; Assistant Fire Chiefs; Police Lieutenants; Police Commanders; Assistant Police Chiefs; City Councilmembers; and contract employees, which include City Magistrates, Presiding City Magistrate, City Attorney, City Clerk, and City Manager. The following paragraphs include FY 2021-22 compensation detail by employee group and retirement rates by plan. CLEA: Under the provisions of a contract effective July 1, 2020, through June 30, 2022, the City and CLEA agreed upon a maximum 5% merit increase for eligible members for FY 2021-22, but cannot exceed 5% for combined merit and longevity pay. CLEA members will receive a market adjustment for FY 2021-22, if necessary, to maintain the City’s fourth place ranking as compared with other large Valley cities. For FY 2021-22 only, if the August 2021 survey indicates that the classification is no longer at the midpoint between the 3rd and 5th ranking cities, wages will be adjusted to move the classification back to the midpoint. Any officer receiving shift differential pay will receive an increase of $0.10 per hour effective FY 2021-22. Due to current recruitment challenges, a hiring incentive has been added for certain civilian and sworn classifications within the Police Department to bolster its national recruitment of police officers, detention officers, and dispatchers. This hiring incentive is a proactive measure to attract qualified candidates to fill vacancies due to upcoming retirements as well as for additional headcount. The hiring incentive will be $5,000 for current (lateral) sworn officers and $3,500 for police recruits, with half payable on the hire date and the other half paid upon successful completion of a probationary period. CLASA: Under the provisions of a contract effective July 1, 2020, through June 30, 2022, the City and CLASA agreed upon a maximum 5% merit increase for eligible members for FY 2021-22, but cannot exceed 5% for combined merit and longevity pay. CLASA members will receive a market adjustment for FY 2021-22, if necessary, to maintain the City’s fourth place ranking as compared with other large Valley cities. For FY 2021-22 only, if the August 2021 survey indicates that the classification is no longer at the midpoint between the 3rd and 5th ranking cities, wages will be adjusted to move the classification back to the midpoint. Any sergeant receiving shift differential pay will receive an increase of $0.10 per hour effective FY 2021-22. IAFF: Under the provisions of a contract effective July 1, 2020 through June 30, 2022, the City and IAFF agreed upon a maximum 5% merit increase for eligible members for FY 2021-22, but cannot exceed 5% for combined merit and longevity pay. In FY 2021-22, no market survey will be conducted, and all members will instead receive a market adjustment of 0.75% on July 1, 2021. OTHERS: For FY 2021-22, general employees will receive a 1.5% salary adjustment effective July 1, 2021, and a maximum 3.25% merit increase for eligible employees. Any general employee receiving shift differential pay will receive an increase of $0.10 per hour effective FY 2021-22. 85 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2021-22 Adopted Budget As noted on the prior page under the CLEA section, a hiring incentive has been added to certain civilian Police Department positions as a proactive measure to attract qualified candidates to fill vacancies due to employee turnover. The hiring incentive will be $2,000 for detention officers and dispatchers, with half payable on the hire date and the other half paid upon successful completion of a probationary period. Effective July 4, 2021, the FLSA status for Police Lieutenants changed from exempt to non-exempt, which also caused a shift in holiday equalization pay to mirror Police Sergeants. Depending on the individual work assignment, Police Lieutenants are now eligible to receive overtime pay, specialty pay, and shift differential pay. For FY 2021-22, eligible Police Lieutenants will receive a maximum 5% merit increase, but cannot exceed 5% for combined merit and longevity pay. For FY 2021-22, Police Commanders and Police Assistant Chiefs received adjustments to bring them to 4th position from a January market survey, and eligible Police Commanders will receive a maximum 5% merit increase. For FY 2021-22, Assistant Fire Chiefs and Fire Battalion Chiefs are eligible for a maximum 5% merit increase and will receive a market adjustment of 0.75% on July 1, 2021. In accordance with Ordinance No. 4911 adopted March 26, 2020, City Councilmembers will no longer receive the salary adjustment provided for non-represented employee groups. No change in compensation is planned for FY 2021-22. The City Attorney, City Clerk, and City Magistrates will not receive automatic salary adjustments for FY 2021-22 but may receive adjustments during their annual contract negotiations. The City Manager and Presiding City Magistrate positions were vacant, with Council approving new contracts covering wages and benefits when the positions were filled. FY 2021-22 Retirement Rates +/- from Tier prior Employer Contribution +/- from Employee Contribution year prior year Arizona State Retirement System (ASRS) N/A Alternative Rate 12.41% (12.22% + 0.19% Long-term Disability) +0.19% 10.22% +0.01% 12.41% (12.22% + 0.19% Long-term Disability) +0.19% N/A Public Safety Personnel Retirement System (PSPRS) - Police Tier 1 49.12% (13.78% + 35.34% Unfunded Liabilities) +0.0% 7.65% +0.0% Tier 2 49.12% (13.78% + 35.34% Unfunded Liabilities) +0.0% 11.65% +0.0% 45.46% (10.12% + 35.34% Unfunded Liabilities) +1.24% 10.12% +0.0% 45.22% (9.88% + 35.34% Unfunded Liabilities) +0.71% 9.88% -0.53% 35.34% +1.24% N/A Tier 3 - Defined Benefit Tier 3 - Defined Contribution Alternative Rate Public Safety Personnel Retirement System (PSPRS) - Fire Tier 1 41.67% (15.71% + 25.96% Unfunded Liabilities) -2.17% 7.65% +0.0% Tier 2 41.67% (15.71% + 25.96% Unfunded Liabilities) -2.17% 11.65% +0.0% 39.78% (13.82% + 25.96% Unfunded Liabilities) -1.47% 13.76% +0.0% 35.90% (9.94% + 25.96% Unfunded Liabilities) -2.00% 10.41% +0.0% Alternative Rate 26.02% -1.47% N/A EORP 61.43% (23.5% + 37.93% Unfunded Liabilities) EODCRS - Defined 61.555% (6% + 0.125% Long-term Disability Contribution + 55.43% Unfunded Liabilities ) Alternative Rate 41.59% Tier 3 - Defined Benefit Tier 3 - Defined Contribution Elected Officials Retirement Plans +0.0% +0.0% +1.87% 13.00% 8.125% (8% + 0.125% Long-term Disability) +0.0% +0.0% N/A 86 Table of Contents Budget Policies, Process, and Decisions City of Chandler 2021-22 Adopted Budget Property Tax The City's combined property tax rate for FY 2021-22 is $1.1126 per $100 assessed valuation, reduced from $1.1201 the previous year (a $0.007 rate reduction). The combined property tax rate includes a primary tax rate of $0.2426 used for general operations and a secondary tax rate of $0.8700 used for payment of general obligation bonded debt. The FY 2021-22 property tax rates for Chandler and select local cities are shown on the chart below. According to the Truth in Taxation Law, 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 2021-22 is $3,463,794,661, which reflects a 6.8% increase compared to FY 2020-21. Chandler’s primary property taxes are part of the General Fund revenues and are used for general operations. The FY 2021-22 primary tax rate was reduced from $0.2501 to $0.2426 per $100 of assessed valuation, thus offsetting any tax increase or requirement to publish an increase per the Truth in Taxation Law. 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 2021-22 secondary property tax rate remains the same as FY 2020-21 at $0.87 per $100 of assessed valuation. The combined property tax rate of $1.1126 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. 87 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2021-22 Adopted Budget General Fund Contingency The FY 2021-22 Adopted Budget incorporates a 15% General Fund Contingency Reserve of $38.8 million (representing 15% of FY 2021-22 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. Additionally, the Budget Stabilization Reserve continues at the amount of $10 million. 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. Additionally, other reserves have been appropriated for onetime expenditures or placed in either “designated reserves” or “restricted reserves” for legal obligations or future pay-asyou-go projects. Also, for FY 2021-22 $36 million in contingency was added to allow for spending of additional grant dollars received from the Federal Government in connection to the COVID-19 pandemic. In March 2021, the American Rescue Plan Act (ARPA) was passed and signed by the President directing additional federal grant funding to be available to local governments to cover costs associated with responding to the public health emergency, and allocated $36 million to Chandler. This additional grant allocation will be used as directed by Council following the compliance guidance we received from the Treasury Department, and the appropriation was added to the Contingency Reserve. All usage of Contingency appropriation requires Council approval. The City’s Reserve Policy is positively received by all three major rating agencies (Moody’s, Standard and Poor’s, and Fitch), contributing to 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. Budget Reallocations 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. Each year department budgets are reviewed to determine opportunities for reductions and reallocations prior to recommending new money funding. Departments are continually refining internal budgets to put financial resources in the most appropriate areas. The table below reflects existing budget reallocations in the General Fund to fund identified needs. Existing Budget Reallocations Department From Building & Facilities General Fund Reallocation Reallocations Amount Reduction in Utilities $ Total Reallocations $ Department To 14,500 Building & Facilities Reallocated For Support & Maintenance for City applications and software 14,500 88 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2021-22 Adopted Budget Budget Amendments In addition to the 15% contingency, one-time and ongoing reserves are typically set-aside to provide Council with the ability to fund additional programs or projects during the budget amendment process. For FY 2021-22, the one-time funds set aside totaled $325,000 and available ongoing funds were $75,000. Council allocated all $400,000 of the total available. This section also details the approved changes from the Proposed Budget to the Adopted Budget, and while the total appropriation did not change, the appropriation was shifted following Council direction in the following manner: Department Council Amendments $ Ongoing 75,000 $ One-time 325,000 $ Total 400,000 Communication and Public Affairs Field Camera - 20,000 20,000 Communication and Public Affairs Studio Camera - 30,000 30,000 Community Services Senior Center Garden Bed - 5,000 5,000 Community Services Pickleball Court at Desert Breeze Park - 80,000 80,000 Community Services Playground & Park Shade Structures at Gazelle Meadows and Arrowhead Meadows Parks - 55,000 55,000 Community Services Read On Chandler Programming - 10,000 10,000 Community Services Trees - New and Replacement of Storm Damaged - 30,000 30,000 Cultural Development Dr. AJ Chandler Park Northeast Quadrant Cleanup - 25,000 25,000 Cultural Development Quarterly Speaker Events - 20,500 20,500 Economic Development Start-Up Weekend Event - 5,000 5,000 Economic Development Event Planning and Research - 25,000 25,000 Fire Natural Gas Meters - 5,500 5,500 Management Services Blockchain and Crypto Currency Study for Payment of Utilities and Fines - 5,000 5,000 Neighborhood Resources Back to School Program - 10,000 10,000 Neighborhood Resources Marketing and Special Events Consultant - 25,000 25,000 Mayor and Council Regional Organization Coordination and Participation 14,000 - 14,000 Neighborhood Resources Increased Spending for Diversity Office Events 25,000 - 25,000 Police Leadership Training Program for Police Officers 10,000 - 10,000 Total Council Contingency Used Remaining Council Contingency Balance(1) (1) $ 49,000 $ 351,000 $ 400,000 $ 26,000 $ (26,000) $ - Council opted to use $26,000 ongoing contingency balance towards the funding of one-time amendments. 89 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2021-22 Adopted Budget Budget Recommendations The FY 2021-22 Adopted Budget includes requests for essential ongoing or one-time funding to either maintain service levels, cover costs for new programs, or add funding to operating budgets as a result of new capital infrastructure (completed or to be completed in FY 2021-22) through decision packages. The recommendations look very different than anticipated from when the process started. The following pages contain the FY 2021-22 Summary of Budgetary Additions for the General Fund and Other Funds, followed by a brief explanation of each (table starts on next page). Decision Package Comparative Summary Requested* Approved* Difference* General Fund Personnel Ongoing $ 2,859,155 $ 1,264,548 $ (1,594,607) Other Ongoing 3,407,722 2,539,688 Personnel One-Time 1,061,011 1,039,887 (21,124) Other One-Time 6,609,392 5,139,846 (1,469,546) Total $ 13,937,280 $ 9,000 $ (868,034) 9,983,969 $ 9,000 $ (3,953,311) Enterprise Funds Personnel Ongoing $ Other Ongoing 1,455,474 Personnel One-Time Other One-Time Total $ 1,455,474 - - - - 356,000 356,000 - 1,820,474 $ - $ 1,820,474 $ - $ - Self Insurance Funds Personnel Ongoing $ Other Ongoing 200,000 200,000 - Personnel One-Time - - - Other One-Time - - - Total $ 200,000 $ - $ 200,000 $ - $ - Police Forfeiture Fund Personnel Ongoing $ Other Ongoing - Personnel One-Time Other One-Time Total $ - - - - - 750,000 750,000 - 750,000 $ - $ 750,000 $ - $ - Capital Project Funds Personnel Ongoing $ Other Ongoing - Personnel One-Time Other One-Time Total $ - - - - - 140,000 140,000 - 140,000 $ - $ 140,000 $ - $ - Special Revenue Funds Personnel Ongoing $ Other Ongoing - Personnel One-Time Other One-Time Total $ - - - - - 100,000 100,000 - 100,000 $ 2,868,155 $ 100,000 $ - 1,273,548 $ (1,594,607) Overall Total Personnel Ongoing $ Other Ongoing 5,063,196 4,195,162 Personnel One-Time 1,061,011 1,039,887 (21,124) Other One-Time 7,955,392 6,485,846 (1,469,546) Total $ 16,947,754 $ 12,994,443 (868,034) $ (3,953,311) *Does not include revenue offsets. 90 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2021-22 Adopted Budget FY 2021-22 Summary of Budgetary Additions – General Fund Buildings and Facilities Custodial Services EnergyCap Upgrades (100% ongoing dept. realloctation) Building Electrical Panel Preventative Maintenance Facility Maintenance Increase Buildings and Facilities Total Total Other One-Time Personnel One-Time FTE Other Ongoing Addition Personnel Ongoing Requested Amounts $ - $ - 168,600 $ 14,500 65,000 - - $ 102,982 - $ 90,000 50,000 168,600 104,500 65,000 152,982 0.000 $ - $ 248,100 $ 102,982 $ 140,000 $ 491,082 $ - $ - - $ - - $ 60,095 200,000 $ 79,000 - - - - 65,000 30,000 151,000 24,700 15,000 200,000 79,000 60,095 65,000 30,000 151,000 24,700 15,000 - $ - $ 60,095 $ 564,700 $ 624,795 CAPA Cable Access Channels (100% revenue offset) Digital Content Management Admin Services Clerk - Temporary Mail Inserter Bond Election Public Information Council Chambers and Video Production Upgrades CityScope Newsletter Translation Services CAPA Total 0.000 $ $ - $ - $ 5,000 $ 475,835 $ 480,835 City Clerk Total 0.000 $ - $ - $ 5,000 $ 475,835 $ 480,835 1.000 $ 69,625 $ 1,337 $ - $ 5,636 $ - 7,600 - - 76,598 7,600 - 25,000 - - 25,000 - - 71,886 - 71,886 - - - 120,000 120,000 1.000 $ 69,625 $ 33,937 $ 71,886 $ 125,636 $ 301,084 $ - $ 41,952 - 88,348 $ 35,728 7,000 125,760 212,000 180,000 212,033 120,000 145,000 13,800 19,932 12,460 - $ - - $ 80,000 88,348 35,728 7,000 125,760 212,000 180,000 212,033 120,000 145,000 13,800 61,884 92,460 Tractor & Attachments - Parks - 7,899 - 50,496 Folley Park Maintenance Contract - Parks Aquatics Technician Contract Maintenance - - 18,250 - 152,436 80,000 29,750 73,449 58,395 152,436 80,000 18,250 $ 466,131 $ City Clerk 2021 Election City Magistrate Enhanced Mental Health Court Westlaw Online Subscription Cost Sharing East Valley Regional Veterans Courts (Court Enhancement Fund - 100% revenue offset) Court Security and Safety Required Technology Improvements (Court Enhancement Fund - 100% revenue offset) City Magistrate Total Community Services Lantana Ranch Park Site* Homestead North Park Site* Veteran's Memorial Park Phase II* Contract Landscape Maintenance - Parks Irrigation Maintenance Contract - Parks Sports Fields Maintenance Contract - Parks Non-Park Contract Maintenance - Parks Maintenance Contract - Parks Electrical Maintenance Contract - Parks Backflow Prevention Assembly Contract - Parks Sports Fields Maintenance - Parks Brush Truck - Parks Recreation Program Expansion Year 3 (100% revenue offset) Mower - Parks Community Services Total 0.000 $ 41,952 $ 1,179,960 $ 48,000 73,449 1,706,293 *CIP related 91 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2021-22 Adopted Budget Total Other One-Time One-Time Personnel Other Ongoing FTE Ongoing Addition Personnel Requested Amounts Cultural Development Tumbleweed Tree Lighting and Parade of Lights $ - $ - $ - $ 25,000 $ 25,000 Chandler Jazz Festival/CinePark - - - 48,000 48,000 Ostrich Festival - - 216,300 7,500 223,800 Tumbleweed Ranch - - - 65,000 65,000 Chandler Symphony Orchestra - - - 40,000 40,000 Cultural Development Total 0.000 $ - $ - $ 1.000 $ 113,381 $ 14,526 $ 216,300 $ 185,500 $ 401,800 - $ 138,856 $ 266,763 Development Services Citywide Fiber Upgrades* Arc GIS Service Enhancement - - - 23,100 23,100 Plan Review and Inspection Contract Services - - - 100,000 100,000 Historic Preservation Program - Development Services Total 1.000 - - 25,000 $ 113,381 $ 14,526 $ - $ $ - $ 1,326 $ 92,847 $ 25,000 286,956 $ 4,059 $ 414,863 Economic Development Marketing Coordinator Temporary Services Entrepreneurial & Small Business Development Services 98,232 - - - 250,000 250,000 Uptown Chandler Brand Implementation - - - 29,500 29,500 Science Spectacular Event - Sponsorship (100% revenue offset) - - - 9,500 9,500 Business Investment Software Subscription - - - 18,000 18,000 0.000 $ - $ 1,326 $ 92,847 $ 311,059 $ 405,232 Firefighter Positions - Ambulance (100% revenue offset) 3.000 $ 270,144 $ - $ - $ - $ 270,144 Firefighter Position - Rover 1.000 Economic Development Total Fire Emergency Dispatch Fee Increase Fire Operations Overtime Base Adjustment EMS Training Manikin 90,048 - - - 90,048 - 138,854 - - 138,854 170,000 - - - 170,000 - - - 27,495 27,495 Fire Total 4.000 $ 530,192 $ 138,854 $ - $ 27,495 $ 696,541 $ - $ - $ - $ 100,000 $ 100,000 Human Resources Total 0.000 $ - $ - $ - $ 100,000 $ 100,000 $ - $ 335,879 $ - $ - $ 335,879 Human Resources Classification and Compensation Study Information Technology Information Technology Project Program* Support and Maintenance - 101,864 - - 101,864 User Productivity Improvements* - 39,831 - 141,148 180,979 Video Conference Rooms - 33,250 - 55,160 88,410 Wi-Fi Access Points* - 58,726 - - 58,726 145,235 IT Help Desk Phone Support Positions 145,235 - - - RiskMaster Upgrade and Maintenance - - - 10,000 10,000 Oracle Contractor - - - 250,000 250,000 Information Technology Total 0.000 $ 145,235 $ 569,550 $ - $ 456,308 $ 1,171,093 $ - $ - $ - $ 30,000 $ 30,000 0.000 $ - $ - $ - $ 30,000 $ 30,000 1.000 $ 81,684 $ 7,870 $ - $ - $ Management Services Purchase of Propane Fueled Fork Lift ($22,500 indirect cost allocation) Management Services Total Neighborhood Resources Community Navigator Supervisor Commercial Code Inspector 10,957 Neighborhood Grants - 30,000 Diversity and Inclusion Event/Program Funding - - Neighborhood Beautification - - - 60,000 60,000 Diversity and Inclusion Consulting Funding - - - 50,000 50,000 Enhanced Mental Health Court Navigator Neighborhood Resources Total *CIP related 1.000 $ 169,142 - 89,554 87,458 $ 48,827 39,980 138,395 - - 30,000 - 25,000 25,000 $ - 95,000 $ 269,980 95,000 $ 487,949 92 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2021-22 Adopted Budget Total Other One-Time One-Time Personnel Other Ongoing FTE Ongoing Addition Personnel Requested Amounts Non-Departmental Commuter Insurance $ - $ 9,400 $ - $ - $ 9,400 Zencity - 31,000 - Citywide Subscription Services - 6,472 - - 6,472 Citywide Banking Fees - - - 34,000 34,000 U.S. Conference of Mayors - - - 12,500 12,500 Partnership for Economic Innovation (Connective) - - - 25,000 25,000 Non-Departmental Total 0.000 $ - $ 1.000 $ 91,876 $ - 46,872 $ - $ 3,480 $ - $ 31,000 71,500 $ 1,786 $ 118,372 Police Police Mental Health and Wellness Coordinator Mobile Data Computers and Mobile Radios - 28,452 - Business System Support Analyst Police Recruit Technology Equipment - 2,510 - 44,950 103,145 Crime and Intelligence Analyst Extension 97,142 92,580 121,032 129,754 3,796 136,060 - 117,180 162,130 10,081 - 14,694 127,920 - - 79,620 - 79,620 Temporary Background Investigator - - 147,100 - 147,100 Technology Training & Development - - 95,553 - 95,553 Investigative Equipment - - - 158,910 158,910 Victim Services Specialist Funding (100% revenue offset) - - 20,500 - 20,500 HB2455 Weapons Proceeds (100% revenue offset) - - - 75,000 75,000 $ 1,220,967 School Resource Police Officer ($103,145 revenue offset) Police Total 1.000 2.000 $ 195,021 $ 89,473 $ 472,527 $ 463,946 $ - $ 35,750 $ - $ - Public Works & Utilities Operations and Maintenance for completed CIP Projects $ 35,750 Landscape Maintenance & Utilities - 11,633 - - Utility Increase - Traffic Operations - 70,880 - - 70,880 Street Maintenance Program - - - 1,000,000 1,000,000 Radio Upgrade for Streets & Traffic - - - 64,800 64,800 On Call Temporary Services - - - 50,000 50,000 $ 1,233,063 Public Works & Utilities Total 0.000 $ - $ 118,263 $ - $ 1,114,800 $ - $ 50,000 $ - $ 50,000 - $ 50,000 $ - $ 50,000 $ 1,039,887 $ 5,139,846 11,633 Transportation Policy Fixed Route Bus & First-Mile Last-Mile Transportation Policy Total 0.000 $ GRAND TOTAL GENERAL FUNDS 9.000 $ 1,264,548 $ 2,539,688 Budget Reductions $ - $ (14,500) $ - $ Revenue Offsets $ (373,289) $ (25,000) $ (38,750) $ $ 891,259 TOTAL GENERAL FUND REFLECTING OFFSETS 9.000 $ 2,500,188 $ 1,001,137 $ $ 100,000 $ 100,000 $ 9,983,969 $ (14,500) (456,750) $ (893,789) 4,683,096 $ 9,075,680 *CIP related 93 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2021-22 Adopted Budget FY 2021-22 Summary of Budgetary Additions – Other Funds Total Other One-Time Personnel One-Time FTE Addition Other Ongoing Personnel Ongoing Requested Amounts Airport Airport Public Liability Insurance Increase Airport Heavy - Duty Tractor Airport Landscaping & Monument Sign Airport Market Intelligence Software Airport Terminal Parking Lot Lighting Airport Drywell Maintenance & Repair Airport Security Assessment Airport Operating Fund Total $ - $ - 0.000 $ - $ 13,000 $ 2,300 4,500 8,000 - - $ - - $ 105,000 - 125,000 11,000 15,000 100,000 27,800 - $ $ 356,000 $ 13,000 107,300 129,500 8,000 11,000 15,000 100,000 383,800 Information Technology $ - $ 768 $ - $ - 0.000 $ $ - $ - $ 768 $ 8,060 $ - $ - $ - $ - Water Operating Fund Total 0.000 $ $ - $ - $ 8,060 $ 5,757 $ - $ - $ - $ - 8,060 Wastewater Operating Fund Total 0.000 $ $ - $ - $ 5,757 $ 1,535 $ - $ - $ - $ - 5,757 Reclaimed Water Operating Fund Total 0.000 $ $ - $ - $ 1,535 $ 3,454 $ - $ - $ - $ - 1,535 Solid Waste Operating Fund Total 0.000 $ - $ 3,454 - - $ 3,454 - $ 200,000 $ - $ - $ 200,000 - 200,000 - - $ 200,000 Wi-Fi Access Points* Airport Operating Fund Total Wi-Fi Access Points* Wi-Fi Access Points* Wi-Fi Access Points* Wi-Fi Access Points* $ $ 768 768 8,060 5,757 1,535 3,454 Law $ Insurance Premiums Increase Insured Liability (Risk) Fund Total 0.000 $ $ $ $ Non-Departmental $ Comprehensive Impact Fee Study SDF/Impact Capital Funds Total 0.000 $ - $ - $ - $ 140,000 $ 140,000 - - - 140,000 $ 140,000 $ $ $ Police $ Planned Forfeiture Fund Use Police Forfeiture Fund Total 0.000 $ - $ - $ - $ 750,000 $ 750,000 - - - 750,000 $ 750,000 855,000 $ $ $ Public Works & Utilities Solid Waste Collection & Recycling Contracts Solid Waste Alley Containers Solid Waste Operating Fund Total 0.000 $ - $ - $ 855,000 $ 55,400 910,400 $ - $ - $ - $ - $ 55,400 910,400 $ 9,000 $ 497,700 $ - $ - $ 506,700 0.000 $ 9,000 $ 497,700 - - $ 506,700 $ - $ 100,000 $ 100,000 $ Public Works & Utilities Chemical & Utilities Increase Wastewater Industrial Process Treatment Fund Total $ $ Transportation Policy Fixed Route Bus & First-Mile Last-Mile - $ - $ Local Transportation Assistance (LTAF) Fund Total 0.000 $ - $ - $ - $ 100,000 $ 100,000 GRAND TOTAL OTHER FUNDS 0.000 $ 9,000 $ 1,655,474 $ - $ 1,346,000 $ 3,010,474 GRAND TOTAL ALL FUNDS 9.000 $ 4,195,162 $ 1,039,887 $ 6,485,846 $ 12,994,443 ALL Budget Reductions ALL Revenue Offsets $ $ TOTAL ALL FUNDS REFLECTING OFFSETS 9.000 $ 1,273,548 $ - $ (373,289) $ 900,259 $ (14,500) $ (25,000) $ 4,155,662 - $ (38,750) $ $ 1,001,137 $ - $ (456,750) $ 6,029,096 (14,500) (893,789) $ 12,086,154 *CIP related 94 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2021-22 Adopted Budget FY 2021-22 Budgetary Additions Detail – 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 one-time 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 appropriation added to departments for FY 2021-22 with a description. Ongoing Cost One-time Cost Buildings and Facilities Ongoing funding for contractual custodial services. $ 168,600 Ongoing and one-time funding for EnergyCap software upgrades and maintenance. 14,500 Ongoing funding for contractual services to implement an electrical panel preventative maintenance program in City buildings. 65,000 One-time funding for increased carpet cleaning in City buildings as well as temporary custodial and maintenance services. $ 90,000 152,982 CAPA 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 for service agreements with providers to manage digital content for the City’s website social media accounts and communication platforms. 79,000 One-time funding for temporary services of an Administrative Services Clerk to fulfill operational responsibilities in the Print, Mail and Graphics Division. 60,095 One-time funding for a replacement mail inserter used for utility bills, tax and license statements, and a myriad of public notices sent by City departments to residents and businesses. 65,000 One-time funding to cover costs for public information and community engagement activities associated with the bond election. 30,000 One-time funding to replace the Council Chambers audience displays and enhance the City’s video production and broadcasting capabilities. 151,000 One-time funding to cover increased costs for printing the monthly CityScope newsletter and six-month event calendar distributed to utility customers. 24,700 One-time funding for translation of documents, forms, and communication materials into Spanish and other languages. 15,000 City Clerk One-time funding for costs associated with the bond election to be held in November 2021. This includes election delivery payments to Maricopa County Elections Department, publicity pamphlet printing, mailing, and translation costs. 480,835 95 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2021-22 Adopted Budget Ongoing Cost One-time Cost City Magistrate Ongoing and one-time funding to expand the Mental Health Court Program to serve persons experiencing homelessness who have been charged with multiple misdemeanor crimes, often as a result of their homelessness and associated conditions. $ 70,962 Ongoing funding for the online subscription to Westlaw which provides Court staff the ability to do legal research and keep up to date on case law and statutes. 7,600 One-time funding to cover cost share of the East Valley Regional Veteran’s Treatment Court. Funded through Court Enhancement Funds restricted for similar Court related purposes. 25,000 $ 5,636 One-time funding for a temporary Lead Security position to lead and assess current and expected security needs. 71,886 One-time funding for a temporary position to aid with programming needs and assist in updating the case management system (CJIS). Funded through Court Enhancement Funds restricted for similar Court related purposes. 120,000 Community Services Ongoing funding for operations and maintenance for Lantana Ranch Park. 88,348 Ongoing funding for operations and maintenance for Homestead North Park. 35,728 Ongoing funding for operations and maintenance for Veteran’s Memorial phase two, the stars and stripe level. 7,000 Ongoing funding for contracted landscape maintenance services at Snedigar Sportsplex. 125,760 Ongoing funding for two contract irrigation technicians to provide irrigation maintenance and repair at non-park sites. 212,000 Ongoing funding for additional maintenance at four Tumbleweed sports fields and four Chuparosa sports fields which were converted from practice fields to game fields, requiring a higher level of maintenance. 180,000 Ongoing funding for contracted landscape maintenance services at various non-park sites. 212,033 Ongoing funding for three contract maintenance technicians to provide graffiti removal services and also maintain and repair playgrounds, irrigation systems, plumbing, park furniture, fencing, and doors/gates at City parks. 120,000 Ongoing funding for an electrical maintenance contract to maintain lighting in 65 parks to cover trails, sport fields, courts, ramadas, area and security lighting, and provide electrical troubleshooting on main service entry sections, sub-panels, and circuits. 145,000 Ongoing funding for contractual services to test and repair backflow prevention assemblies. 13,800 Ongoing funding for temporary services and associated operating supplies to properly maintain the athletic fields at Snedigar Sportsplex. 61,884 Ongoing and one-time funding for a brush truck and associated maintenance costs to be used by the Snedigar Recreation Center and ballfield crews. 12,460 80,000 96 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2021-22 Adopted Budget Ongoing Cost One-time Cost Community Services Ongoing and one-time funding for a new tractor and attachments (front loader, pallet forks, and box scarifier), along with associated maintenance costs. $ 7,899 $ 50,496 One-time funding for contract labor to improve Folley Park landscaped areas and sports fields. 152,436 One-time funding to assist with annual service and maintenance of aquatic centers and fountains, including cleaning strainer and skimmer baskets, balancing water chemistry, calcium removal, painting, wrought iron fence repairs, and valve maintenance 80,000 One-time funding to continue a pilot program to expand and diversify active adult programming, including temporary services to provide aquatic and therapeutic programs as well as ADA accommodations for those requesting additional assistance to participate in recreation programs. Costs will be offset by customer registration fees. 48,000 One-time funding for a replacement mower to enhance the turf maintenance at Tumbleweed Park. 73,449 Cultural Development One-time funding for enhancements to the Tumbleweed Tree Lighting and Parade of Lights special event. 25,000 One-time funding for the Jazz Festival and CinePark special events, which will allow these events to continue to grow and expand the City’s signature events. 48,000 One-time funding related to a second weekend of the 2022 Ostrich Festival. 223,800 One-time funding for Tumbleweed Ranch maintenance as well as a master plan to assess enhanced utilization of Tumbleweed Ranch. 65,000 One-time funding for the Chandler Symphony Orchestra to partially fund its quality artistic services. The 80+ professional musicians in the orchestra volunteer their time and this funding provides them with assistance covering operational expenses. 40,000 Development Services Ongoing and one-time funding for the citywide capital fiber optic program to deploy, operate, integrate, and maintain the network more efficiently. 127,907 138,856 One-time funding for the ArcGIS desktop software enhancement product ArcGIS Pro. 23,100 One-time funding for contractual services specializing in Civil, Building, Site Development, and Utility Plan Review, as well as Inspection Services. 100,000 One-time funding to create and support the Historic Preservation Program, where a historic property or site can obtain historic designation from Council and be listed on the historic property register. 25,000 97 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2021-22 Adopted Budget Ongoing Cost One-time Cost Economic Development Ongoing and one-time funding for a temporary Marketing Coordinator position to execute assigned marketing activities, conduct research to increase hotel/motel tax and retail tax collection by providing high-level customer service to stakeholders, and support the Tourism Program Manager. $ 1,326 $ 96,906 One-time funding for entrepreneurial and small business development related services for the City’s Incubator program. The goal of the Incubator program is to build a citywide business incubation and entrepreneurial development program providing young companies with tools and resources to scale their companies, increasing jobs, wealth, and economic diversity while providing economic sustainability for the City. 250,000 One-time funding to develop the Uptown Chandler branding initiative for the northernmost employment corridor. 29,500 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 supported 100% through sponsorships. 9,500 One-time funding to purchase an annual license for an AI-powered business intelligence platform that would serve as both as business attraction and retention tool. 18,000 Fire Ongoing funding for three Firefighter positions that will support the operations of the ambulance program. 270,144 Ongoing funding for one firefighter rover. 90,048 Ongoing funding for an increase in the City of Phoenix Fire Department emergency dispatch services agreement. 138,854 Ongoing funding to increase fire operations overtime. 170,000 One-time funding to purchase a single high-fidelity medical training manikin. 27,495 Human Resources One-time professional services funding to complete a citywide classification and compensation study, as well as a pay-equity review. 100,000 Information Technology Ongoing funding to support prioritized projects in the Information Technology Project Program. 335,879 Ongoing funding for support and maintenance for software applications. 101,864 Ongoing and one-time funding of software subscriptions, licenses, and equipment required to migrate to a Microsoft email/integration platform. 39,831 141,148 Ongoing and one-time funding to purchase or replace 35 microtowers in video conference rooms in City buildings. 33,250 55,160 Ongoing funding for replacement of Wi-Fi access points with equipment that will provide faster speed and enhanced security at various City buildings. 58,726 98 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2021-22 Adopted Budget Ongoing Cost One-time Cost Information Technology Ongoing funding for two temporary IT Help Desk Phone Support positions to provide a single point of phone support for IT, process customer self-service requests, prioritize field service calls, and resolve on-site technical support issues. $ 145,235 $ One-time funding for professional services to upgrade the RiskMaster software product. 10,000 One-time funding for contracted services to assist with Oracle projects and system maintenance. 250,000 Management Services One-time funding to replace the propane engine forklift at the Central Supply Warehouse. 30,000 Neighborhood Resources Ongoing funding for a Community Navigator Supervisor to assist with the homeless navigation services provided in aide to unsheltered homeless residents. 89,554 Ongoing and one-time funding for a Commercial Code Inspector position to meet the needs of addressing nuisance and blight of commercial properties. 98,415 Ongoing funding to enhance the current annual Neighborhood Grant Program. 30,000 39,980 One-time funding for diversity and inclusion events. 25,000 One-time funding to beautify neighborhoods through a variety of services including outreach, community events, removal of debris, dumpsters, shopping car removal, and various other programs. 60,000 One-time funding to hire a consultant that specializes in diversity and inclusion to gather information and provide guidance and increased funding for cultural education and events. 50,000 One-time funding for a temporary Navigator position to establish a pilot program to expand the Mental Health Court program. 95,000 Non-Departmental Ongoing funding for increased costs related to the commuter insurance benefit which will maintain and enhance the existing benefit. 9,400 Ongoing funding for a social media tool to aggregate a variety of data sources to allow management to see what the local sentiment is on specific topics. 31,000 Ongoing funding for recruitment and purchasing related membership subscriptions that benefit departments citywide. 6,472 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 bank 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. 34,000 99 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2021-22 Adopted Budget Ongoing Cost One-time Cost Non-Departmental One-time funding for the annual membership fee to participate in the US Conference of Mayors and the development of national urban policy. $ $ One-time funding for membership to “The Connective,” which is a regional consortium to identify Smart City initiatives on a regional level. 12,500 25,000 Police Ongoing and one-time funding for a full-time Police Mental Health and Wellness Coordinator to assist employee’s utilization of resources. 95,356 1,786 Ongoing and one-time funding for six mobile radios and six mobile data computers and ongoing airtime, licensing, and replacement. 28,452 92,580 Ongoing and one-time funding for a temporary Business Systems Support Analyst contract. This position will support the department databases and related infrastructure and is needed to maintain technology support service levels. 2,510 133,550 Ongoing and one-time funding for 31 semi-rugged laptops to be used for Police recruits. 44,950 117,180 Ongoing and one-time funding for a full-time Police Officer and associated costs to work in the capacity of School Resource Officer. Ongoing personnel costs will be fully offset. 113,226 14,694 One-time funding to extend the temporary Crime Analyst contract. This position directly supports the crime analysis unit. Extending this contract allows for Police to continue to maintain current service levels and build the relationships needed to support the department’s crime suppression goals. 79,620 One-time funding for two temporary Civilian Background Investigators to augment current staff and help reduce processing time to help support staffing needs. 147,100 One-time funding for a full-time temporary Police Technology Training and Development Coordinator. 95,553 One-time funding to update the current investigative technology equipment inventory to achieve a reasonable level of adaptability in response to investigative needs. 158,910 One-time funding to maintain one Victim Services Specialist position for the duration of the three-year contract. This position is grant funded and supports the Department of Public Safety Victim of Crime Act. 20,500 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 (HB) 2455. 75,000 Public Works & Utilities Ongoing funding for completed Capital Improvement Street Projects. There are approximately 5.5 acres of new area for which the City now has the responsibility for landscape maintenance and utility costs. 35,750 Ongoing funding for landscape maintenance and utility costs for new areas of responsibility. 11,633 100 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2021-22 Adopted Budget Ongoing Cost One-time Cost Public Works & Utilities Ongoing funding for a Salt River Project utility increase that would be effective November 1, 2021. $ 70,880 One-time funding for additional street maintenance for residential and arterial streets as our street inventory continues to grow. $ 1,000,000 One-time funding for radio replacements for Streets and Traffic. 64,800 One-time funding for On Call Temporary Services to contract services for the Capital Improvement and Traffic Engineering Divisions to accommodate peak demands to maintain current service level in lieu of hiring additional staff. 50,000 Transportation Policy Ongoing and one-time funding for increased fixed route bus service provider cost, First-Mile Last-Mile Pilot Program which provides discounts on Lyft trips to and from bus stops for south Chandler residents, and to make infrastructure improvements to establish parking areas at bus stops for shared mobility devices. 50,000 50,000 101 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2021-22 Adopted Budget FY 2021-22 Budgetary Additions Detail – Other Funds The Adopted Budget contains the following additions to Other Funds: Ongoing Cost One-time Cost Airport Airport Operating Fund Ongoing funding for an increase in premiums in liability insurance coverage. $ 13,000 $ Ongoing and one-time funding for a replacement heavy duty diesel-powered tractor for infield mowing, minor grading and earthwork, loading, and other critical maintenance tasks. 2,300 105,000 Ongoing and one-time funding for general clean up and renovation and a monument sign at the southeast corner of Curtiss Way and Aviation Drive to highlight the airport and provide directional guidance. 4,500 125,000 Ongoing funding for the annual market intelligence software subscription which allows staff to enhance both real-time and historical air-traffic market trends to attract new business. 8,000 One-time funding for LED lighting replacements for the main parking lot that consists of 13 pole-mounted lights. 11,000 One-time funding for the maintenance and repair of nine drywells to remain in compliance with city and state codes. 15,000 One-time funding to engage a qualified firm to perform an airport security assessment. 100,000 Information Technology Airport Operating Fund Ongoing funding for the replacement of Wi-Fi access points with up-to-date equipment that will provide better speeds and security at various City buildings. 768 Water Operating Fund Ongoing funding for the replacement of Wi-Fi access points with up-to-date equipment that will provide better speeds and security at various City buildings. 8,060 Wastewater Operating Fund Ongoing funding for the replacement of Wi-Fi access points with up-to-date equipment that will provide better speeds and security at various City buildings. 5,757 Reclaimed Water Operating Fund Ongoing funding for the replacement of Wi-Fi access points with up-to-date equipment that will provide better speeds and security at various City buildings. 1,535 102 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2021-22 Adopted Budget Ongoing Cost One-time Cost Information Technology Solid Waste Operating Fund Ongoing funding for the replacement of Wi-Fi access points with up-to-date equipment that will provide better speeds and security at various City buildings. $ 3,454 $ Law Insured Liability (Risk) Fund Ongoing funding for insurance premiums increases. 200,000 Non-Departmental System Development Fee/Impact Capital Funds One-time funding for a comprehensive impact fee study. Arizona Revised Statues requires an update to our Land Use Assumptions (LUA) and Infrastructure Improvement Plans (IIP) every five years in order to continue collecting impact/system development fees. 140,000 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, K-9 service dogs, and property and evidence tracking software. 750,000 Public Works & Utilities Solid Waste Operating Fund Ongoing funding for the Solid Waste Collection, Disposal, and Recycling Processing contracts to ensure sufficient funds are available to cover the increased costs associated with the contract. 855,000 Ongoing funding to ensure sufficient funds are available to cover the cost of replacement alley containers and parts. 55,400 Wastewater Industrial Process Treatment Fund Ongoing funding to ensure sufficient funds are available to maintain operations at the Ocotillo Brine Reduction Facility. 506,700 Transportation Policy Local Transportation Assistance Fund One-time funding for increased fixed route bus service provider cost, FirstMile Last-Mile Pilot Program which provides discounts on Lyft trips to and from bus stops for south Chandler residents, and to make infrastructure improvements to establish parking areas at bus stops for shared mobility devices. Additional ongoing and one-time funding of $100,000 total is reflected in the General Fund. 100,000 103 Table of Contents City of Chandler Budget Policies, Process, and Decisions 2021-22 Adopted Budget Decision Packages Not Funded in FY 2021-22 The table below shows all of the decision packages that were not funded for FY 2021-22. Total Other One-Time One-Time Personnel Other Ongoing FTE Ongoing Addition Personnel Dept/Division General Fund: Buildings and Facilities Facilities Maintenance Technicians 3.000 Facilities Maintenance Superintendent 1.000 Buildings and Facilities Total 4.000 $ 267,486 $ 127,353 $ 394,839 10,324 $ 9,174 $ 19,498 - $ $ - 35,726 $ 35,926 $ 71,652 313,536 172,453 $ 485,989 Community Services Recreation Facility 250,000 Community Services Total 0.000 $ 250,000 20,000 $ 20,000 $ - $ 270,000 - $ 270,000 - $ 36,700 - $ 36,700 $ 139,425 Fire Pre-Incident Planning Tool Fire Total 0.000 $ - 36,700 $ 36,700 $ - $ Information Technology Information Security Engineer 133,257 2,452 - 3,716 Fund 403 Computer Upgrades 1.000 - 453,876 - - Oracle Optimization Study - - - 300,000 Information Technology Total 1.000 $ 133,257 $ 2.000 $ 161,976 $ 456,328 $ 58,825 $ - $ - $ 300,000 303,716 $ 131,178 $ 893,301 Police Police Investigative Specialist Program Motorola Command Central Aware Platform Police Total General Fund Total: 69,000 - 315,790 351,979 384,790 2.000 $ 161,976 $ 127,825 $ - $ 446,968 $ 7.000 $ 940,072 $ 660,351 $ - $ 822,336 $ 2,422,759 736,769 104 Table of Contents Budget Policies, Process, and Decisions City of Chandler 2021-22 Adopted Budget 105 Table of Contents B Financial and Personnel Overviews • Adopted Budget Summaries • Department Budget Summaries • Fund Summaries • Personnel Summaries "Moving Forward Together" - .· � __,,_; �· ::··.i The City of Chandler is a high quality service organization with a lean workforce to serve businesses, residents, and other customers in the community. Table of Contents City of Chandler Financial & Personnel Overview 2021-22 Adopted Budget Budget Summary Council adopted the FY 2021-22 budget of $1,058,074,338 on June 10, 2021. 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 the use of fund balances, bond sales, grants, and revenues. Spending appropriations are detailed for departmental operations and capital, contingencies and reserves, debt service in various funds, and equipment, technology, and vehicle replacement. 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 Fund Balances 2019-20 2020-21 2021-22 % Change Actual Adopted Adopted Adopted to Revenues Budget Budget Adopted $ - $ 407,086,010 $ 397,897,397 (2.3%) Sale of Bonds 48,081,391 - 60,460,000 N/A Grants 28,815,101 48,602,802 89,004,174 83.1% Revenues Total Resources 530,291,887 $ 607,188,379 $ 475,648,117 510,712,767 7.4% 931,336,929 $ 1,058,074,338 13.6% (214,575,475) (282,846,251) Encumbrance or Carryforward from Prior Years Net Adjusted Budget $ 607,188,379 $ 716,761,454 $ 775,228,087 8.2% Appropriations 2019-20 2020-21 2021-22 % Change Actual Adopted Adopted Adopted to Budget Adopted Budget Expenditures General Government $ 40,158,883 $ 51,792,286 $ 58,983,687 13.9% Community Services 33,241,011 52,264,026 52,730,519 0.9% Cultural Development 4,318,507 5,574,839 6,012,138 7.8% 44.6% Development Services 7,905,210 9,850,022 14,240,159 Information Technology 12,374,348 20,332,002 21,760,431 7.0% Management Services 8,285,162 9,315,326 9,451,143 1.5% Neighborhood Resources 12,827,931 19,514,526 23,599,913 20.9% Non-Departmental 58,573,489 61,990,710 74,978,110 21.0% Public Safety - Fire 41,806,437 45,205,677 46,762,299 3.4% Public Safety - Police 82,430,785 84,957,575 88,321,063 4.0% Public Works & Utilities 159,629,112 371,500,519 384,016,060 3.4% Operations & Capital Sub-Total 461,550,876 732,297,508 780,855,522 6.6% Fund Contingencies & Reserves(1) - 132,263,210 198,378,473 50.0% Debt Service 62,587,995 59,719,660 73,753,925 23.5% Capital/Tech/Vehicle Replacement 6,921,069 7,056,551 5,086,418 (27.9%) 931,336,929 $ 1,058,074,338 13.6% Total $ 531,059,940 $ 531,059,940 $ - Encumbrance or Carryforward from Prior Years Net Adjusted Budget (1) - (214,575,475) $ 716,761,454 (282,846,251) $ 775,228,087 8.2% 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 City Council approval. 107 Table of Contents City of Chandler Financial & Personnel Overview 2021-22 Adopted Budget Where the Money Comes From Resources available for appropriation by 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 FY 2021-22. The table reflects the change in the adopted resource appropriation percentage from FY 2020-21 to FY 2021-22. As required by A.R.S., the property tax levy at an estimated $38,538,200 was adopted on June 24, 2021. The levy includes a Primary Tax Rate of $0.2426 and a Secondary Tax Rate of $0.87, for a total tax rate of $1.1126 per $100 of assessed valuation. Local Taxes & License Fees 2021-22 % Change 2021-22 Adopted Adopted to % of Total Budget Budget Adopted Adopted 152,196,600 19.1% 14.4% State Shared Taxes 87,970,000 92,637,009 5.3% 8.8% Utility Charges 134,520,539 139,110,697 3.4% 13.1% System Dev & Impact Fees 20,013,200 22,106,400 10.5% 2.1% Other Services/Charges & Receipts 68,805,497 65,898,861 (4.2%) 6.2% 36,529,729 38,763,200 6.1% 3.7% - 60,460,000 N/A 5.7% Grants 48,602,802 89,004,174 83.1% 8.4% Fund Balances Forward 407,086,010 397,897,397 (2.3%) 37.6% 1,058,074,338 13.6% 100.0% Property Taxes $ 2020-21 Adopted (1) Bond Proceeds Total (1) $ 127,809,152 931,336,929 $ $ 2020-21 Property Tax adopted amount of $36,529,729 includes Prior Year Property Tax (Primary and Secondary) of $200,000. FY 2021-22 Property Tax adopted amount of $38,763,200 includes Prior Year Property Tax (Primary and Secondary) of $225,000. 108 Table of Contents City of Chandler Financial & Personnel Overview 2021-22 Adopted Budget Where the Money Goes The chart below reflects the percentage of total expenditure appropriation of $1,058,074,338 by department for FY 2021-22. The table reflects the change in the adopted expenditure appropriation percentage from FY 2020-21 to FY 2021-22. General Government $ 2020-21 2021-22 % Change 2021-22 Adopted Adopted Adopted to % of Total Budget Budget Adopted Adopted 39,887,317 42,149,247 5.7% 4.0% Community Services 26,956,640 $ 27,813,898 3.2% 2.6% Cultural Development 4,199,590 4,475,641 6.6% 0.4% Development Services 9,850,022 10,186,867 3.4% 1.0% Information Technology 11,792,184 12,631,421 7.1% 1.2% 0.9% Management Services 9,315,326 9,451,143 1.5% Neighborhood Resources 19,514,526 20,699,913 6.1% 2.0% Non-Departmental 53,278,567 66,285,028 24.4% 6.3% Public Safety - Fire 38,895,433 38,237,224 (1.7%) 3.6% Public Safety - Police 78,794,164 80,115,790 1.7% 7.6% Public Works & Utilities 94,208,524 99,837,275 6.0% 9.4% Debt Service 59,719,660 73,753,925 23.5% 7.0% Equip/Tech/Vehicle Replacement 7,056,551 5,086,418 (27.9%) 0.5% Major Capital 345,605,215 368,972,075 6.8% 34.9% Contingency & Reserves(1) 132,263,210 198,378,473 50.0% 18.7% 1,058,074,338 13.6% 100.0% Total $ 931,336,929 $ 236,681,378 $ By Category Personnel & Benefits $ Operating & Maintenance 225,753,815 (4.6%) 21.3% 264,969,975 22.2% 25.0% Subtotal Operating 453,468,504 490,723,790 8.2% 46.4% Major Capital 345,605,215 368,972,075 6.8% 34.9% Contingency & Reserves 132,263,210 198,378,473 50.0% 18.7% 1,058,074,338 13.6% 100.0% Total (1) 216,787,126 $ 931,336,929 $ 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. 109 Table of Contents City of Chandler Financial & Personnel Overview 2021-22 Adopted Budget Where the Money Goes – by Function The adopted budget, divided between operating and capital appropriations, is shown below. Operating Budget by Function (All Funds) General Government $ 2020-21 2021-22 % Change Adopted Adopted Adopted to Budget Budget Adopted 39,887,317 $ 42,149,247 5.7% 27,813,898 3.2% Community Services 26,956,640 Cultural Development 4,199,590 4,475,641 6.6% Development Services 9,850,022 10,186,867 3.4% Information Technology 11,792,184 12,631,421 7.1% Management Services 9,315,326 9,451,143 1.5% Neighborhood Resources 19,514,526 20,699,913 6.1% Non-Departmental 53,278,567 66,285,028 24.4% Public Safety - Fire 38,895,433 38,237,224 (1.7%) Public Safety - Police 78,794,164 80,115,790 1.7% Public Works & Utilities 94,208,524 99,837,275 6.0% $ 386,692,293 $ 411,883,447 6.5% 7,056,551 5,086,418 (27.9%) Total Department Operating Equip/Tech/Vehicle Replacement Debt Service 59,719,660 73,753,925 23.5% Contingency & Reserves 132,263,210 198,378,473 50.0% $ 585,731,714 $ 689,102,263 17.6% Total Operating Capital Budget by Function (All Funds) General Government $ 2020-21 2021-22 % Change Adopted Adopted Adopted to Budget Budget Adopted 8,905,500 8,151,700 (8.5%) Community Services 12,793,095 5,367,000 (58.0%) Cultural Development 1,055,195 525,000 (50.2%) Development Services $ - 2,031,600 N/A Information Technology 2,328,000 1,980,725 (14.9%) Neighborhood Resources - 2,900,000 N/A Non-Departmental - 237,000 N/A Public Safety - Fire 800,000 7,685,000 860.6% Public Safety - Police 1,773,000 3,515,000 98.3% Public Works & Utilities 123,272,400 80,867,800 (34.4%) Total Major Capital $ 150,927,190 $ 113,260,825 (25.0%) Capital Carryforward 194,428,025 255,461,250 31.4% 250,000 250,000 0.0% Total Capital $ 345,605,215 $ 368,972,075 6.8% Grand Total - Operating & Capital $ 931,336,929 $ 1,058,074,338 13.6% Contingency & Reserves 110 Table of Contents City of Chandler Financial & Personnel Overview 2021-22 Adopted Budget Departmental Comparison Summary The following tables provide summary and detail information on the change between the adopted budget for FY 2020-21 and the adopted budget for FY 2021-22. For operating cost centers, explanations of significant highlights for the FY 2021-22 budgets are provided in detail within the 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 CIP document. Mayor and Council 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted $ 985,512 $ 1,021,237 $ 1,024,460 $ 2,615,430 2,953,868 994,250 $ 2,579,700 1,041,711 2.0% 2,888,741 10.4% 29.3% Communications and Public Affairs 2,423,773 City Clerk 1,076,113 926,189 950,107 910,580 1,197,666 City Manager 1,171,784 1,426,082 1,447,512 1,367,914 1,491,322 4.6% Organizational Support 23,855,574 31,382,969 43,126,927 28,931,241 37,385,042 19.1% City Magistrate 4,444,495 4,684,074 4,674,991 4,360,791 4,996,699 6.7% Law 6,201,633 9,736,305 10,024,688 9,618,631 9,982,506 2.5% Community Services 33,241,011 52,264,026 50,835,632 29,543,377 52,730,519 0.9% Cultural Development 4,318,507 5,574,839 5,535,589 4,005,983 6,012,138 7.8% 44.6% Development Services 7,905,210 9,850,022 10,232,806 9,322,091 14,240,159 Information Technology 12,374,348 20,332,002 29,173,358 21,045,430 21,760,431 7.0% Management Services 8,285,162 9,315,326 9,489,808 8,446,174 9,451,143 1.5% Neighborhood Resources 12,827,931 19,514,526 33,302,487 24,416,363 23,599,913 20.9% Non-Departmental 58,573,489 61,990,710 63,543,482 46,446,212 74,978,110 21.0% Public Safety - Fire 41,806,437 45,205,677 45,181,486 44,241,170 46,762,299 3.4% Public Safety - Police 82,430,785 84,957,575 88,886,746 80,683,514 88,321,063 4.0% Public Works & Utilities 159,629,112 371,500,519 379,754,596 142,496,122 384,016,060 3.4% 461,550,876 $ 732,297,508 $ 780,138,543 $ 459,409,543 $ 780,855,522 6.6% - $ - $ Subtotal $ Fund Contingency - Operating* $ 132,263,210 $ 82,938,566 $ 198,378,473 50.0% 62,587,995 59,719,660 59,719,660 59,719,660 73,753,925 23.5% Equipment Replacement - 288,000 575,390 - 291,283 1.1% Technology Replacement 4,862,624 5,339,271 5,434,979 5,434,979 2,380,735 (55.4%) 1,705,873 2,414,400 68.9% 526,270,055 $ 1,058,074,338 13.6% Debt Service Vehicle Replacement Grand Total $ 2,058,445 1,429,280 2,529,791 531,059,940 $ 931,336,929 $ 931,336,929 $ * 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. 111 Table of Contents City of Chandler Financial & Personnel Overview 2021-22 Adopted Budget Cost Center Comparison Mayor and Council 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted $ 985,512 $ 1,021,237 $ 1,024,460 $ 994,250 $ 1,041,711 $ 1,192,378 $ 1,239,675 $ 1,235,994 $ 1,223,170 $ 1,307,146 5.4% 595,327 601,302 902,344 658,705 748,014 24.4% 2.0% Communications and Public Affairs Administration Video Production Print, Mail, and Graphics Total Communications and Public Affairs $ 636,068 774,453 815,530 697,825 833,581 7.6% 2,423,773 $ 2,615,430 $ 2,953,868 $ 2,579,700 $ 2,888,741 10.4% 29.3% General Government City Clerk $ 1,076,113 $ 926,189 $ 950,107 $ 910,580 $ 1,197,666 City Magistrate $ 4,444,495 $ 4,684,074 $ 4,674,991 $ 4,360,791 $ 4,996,699 6.7% Law $ 3,790,449 $ 3,884,306 $ 3,933,966 $ 3,906,550 $ 3,915,729 0.8% 11.5% Liability Litigation 1,600,618 1,863,427 1,917,158 1,845,465 2,078,205 810,566 3,988,572 4,173,564 3,866,616 3,988,572 0.0% Total Law $ 6,201,633 $ 9,736,305 $ 10,024,688 $ 9,618,631 $ 9,982,506 2.5% $ 1,171,784 $ 1,426,082 $ 1,447,512 $ 1,367,914 $ 1,491,322 4.6% 1,104,206 $ 1,401,274 $ 1,200,618 $ 1,599,897 44.9% 7,684,808 8,393,791 464,441 6,384,850 (16.9%) Liability Litigation Claims City Manager Administration Organizational Support Airport $ Airport Capital 897,348 $ 2,339,469 Buildings and Facilities 7,346,778 7,808,007 8,160,880 7,965,729 8,238,066 5.5% Buildings and Facilities Capital 1,664,924 3,163,953 2,524,469 394,890 6,124,579 93.6% Economic Development 1,054,234 1,098,386 11,191,789 11,071,151 1,157,103 5.3% - 1,056,208 1,056,208 - 1,056,208 0.0% Tourism 549,304 260,509 499,098 498,805 361,388 38.7% Innovations 250,000 285,930 369,264 333,334 285,930 0.0% Fleet Services 1,149,290 1,210,821 1,222,014 1,214,717 1,228,536 1.5% Economic Development Capital Fleet Motor Pool 58,528 65,568 65,568 53,962 65,568 0.0% Human Resources 3,146,710 3,602,651 4,047,352 3,269,900 3,630,876 0.8% Transportation Policy 5,398,988 4,041,922 4,195,220 2,463,694 3,983,238 (1.5%) - - - - 3,268,803 N/A Transportation Policy Capital(1) Total Organizational Support $ 23,855,574 $ 31,382,969 $ 43,126,927 $ 28,931,241 $ 37,385,042 19.1% Total General Government $ 40,158,883 $ 51,792,286 $ 64,202,553 $ 48,763,107 $ 58,983,687 13.9% Community Services Community Services Administration $ Library 645,057 $ 6,211,646 690,786 $ 6,738,955 699,535 $ 7,225,986 616,604 $ 6,419,758 1,138,075 64.8% 6,564,556 (2.6%) (2.9%) Aquatics 3,685,449 4,127,252 4,215,482 4,140,357 4,007,173 Parks Development and Operations 9,142,805 9,587,626 10,388,207 10,191,972 10,518,124 9.7% Recreation 1,600,537 2,013,735 2,183,946 1,823,589 1,606,939 (20.2%) Sports & Fitness Facilities 2,038,977 2,249,706 2,440,393 2,442,465 2,381,612 5.9% Nature & Recreation Facilities 1,350,641 1,548,580 1,472,395 1,248,565 1,597,419 3.2% Parks Capital Total Community Services $ 8,565,899 25,307,386 22,209,688 2,660,067 24,916,621 (1.5%) 33,241,011 $ 52,264,026 $ 50,835,632 $ 29,543,377 $ 52,730,519 0.9% Cultural Development Cultural Development Administration $ Center for the Arts 317,096 $ 2,470,800 318,069 $ 313,055 $ 2,524,097 1,949,050 343,786 8.4% 2,631,076 6.5% Downtown Redevelopment 347,290 283,628 294,855 291,361 286,505 1.0% Cultural Development Capital 854,603 1,375,249 1,173,424 231,638 1,536,497 11.7% Special Events 316,309 416,319 437,850 425,086 421,708 1.3% Museum 629,160 711,747 787,294 795,793 792,566 11.4% 4,318,507 $ 5,574,839 $ 5,535,589 $ 4,005,983 $ 6,012,138 7.8% Total Cultural Development $ (1) 308,036 $ 1,863,109 Effective July 1, 2021, the former Engineering Capital cost center transferred from Public Works and Utilities Department to the City Manager Department and was renamed Transportation Policy Capital. 112 Table of Contents City of Chandler Financial & Personnel Overview 2021-22 Adopted Budget 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Development Services 1,284,623 $ 1,677,396 $ 1,726,186 $ 1,624,831 $ 1,784,188 6.4% Planning Administration $ 2,326,573 2,580,855 2,849,765 2,557,888 2,664,075 3.2% Building Safety 2,960,749 2,504,552 2,520,807 2,208,802 2,443,328 (2.4%) - 1,138,775 1,145,524 1,055,590 1,138,310 (0.0%) Transportation Engineering Development Services Capital Engineering Total Development Services $ - - - - 4,053,292 N/A 1,333,265 1,948,444 1,990,524 1,874,980 2,156,966 10.7% 7,905,210 $ 9,850,022 $ 10,232,806 $ 9,322,091 $ 14,240,159 44.6% Information Technology 2,255,002 $ 2,759,834 $ 3,006,056 $ 2,798,397 $ 2,612,962 (5.3%) IT Applications & Support IT Service Delivery Mgmt & Admin $ 4,597,359 5,361,082 6,233,142 5,758,894 5,871,895 9.5% IT Infrastructure & Client Support 3,269,971 3,480,187 11,630,561 11,461,673 3,734,004 7.3% 868,357 3,844,967 3,608,219 378,512 4,495,932 16.9% IT Projects Capital IT Projects Operations IT Citywide Infrastructure Support Capital Total Information Technology $ - 191,081 191,081 101,000 412,560 115.9% 1,383,659 4,694,851 4,504,299 546,954 4,633,078 (1.3%) 12,374,348 $ 20,332,002 $ 29,173,358 $ 21,045,430 $ 21,760,431 7.0% 2.3% Management Services Administration 588,336 $ 606,127 $ 608,339 $ 581,345 $ 620,202 Budget $ 741,427 770,535 770,126 781,999 775,026 0.6% Purchasing 725,474 736,078 738,313 720,575 732,711 (0.5%) Central Supply Accounting 423,209 407,163 411,122 346,179 440,300 8.1% 1,727,110 1,780,865 1,799,554 1,731,609 1,815,852 2.0% Tax and License 2,209,625 2,408,819 2,424,192 2,075,192 2,438,693 1.2% Utility Services 1,363,932 1,457,739 1,521,597 1,411,050 1,482,408 1.7% Environmental Management 387,834 674,800 686,368 548,185 672,751 (0.3%) Environmental Management Liabilities 118,215 473,200 530,197 250,040 473,200 0.0% 8,285,162 $ 9,315,326 $ 9,489,808 $ 8,446,174 $ 9,451,143 1.5% Total Management Services $ Neighborhood Resources Neighborhood Resources $ Neighborhood Preservation 338,723 $ 1,285,823 Community Resources Housing and Redevelopment Housing and Redevelopment Capital Community Development Total Neighborhood Resources $ 280,649 $ 1,572,307 448,590 $ 1,731,015 452,234 $ 1,430,589 288,890 2.9% 1,829,801 16.4% - 303,424 310,322 175,289 376,696 24.1% 8,354,792 13,334,522 13,457,620 10,153,927 13,845,639 3.8% - - - - 2,900,000 N/A 2,848,592 4,023,624 17,354,940 12,204,324 4,358,887 8.3% 12,827,931 $ 19,514,526 $ 33,302,487 $ 24,416,363 $ 23,599,913 20.9% 53,003,400 $ 53,278,567 $ 54,381,120 $ 45,893,868 $ 66,285,028 24.4% 5,570,090 8,712,143 9,162,362 552,344 8,693,082 (0.2%) 58,573,489 $ 61,990,710 $ 63,543,482 $ 46,446,212 $ 74,978,110 21.0% Non-Departmental Non-Departmental Operating $ Non-Departmental Capital Total Non-Departmental $ Public Safety - Fire 4,031,361 $ 4,177,864 $ 4,351,107 $ 4,382,935 $ 3,578,402 (14.3%) Health & Medical Services Administration $ 2,011,918 1,969,380 2,145,019 2,250,878 1,910,434 (3.0%) Operations 28,964,778 30,329,952 31,873,513 31,868,000 30,334,167 0.0% Prevention and Preparedness 1,473,086 1,430,746 1,742,945 1,539,798 1,440,624 0.7% Fire Capital 4,405,136 6,310,244 3,973,352 3,133,277 8,525,075 35.1% 920,157 987,491 1,095,550 1,066,282 973,597 (1.4%) 41,806,437 $ 45,205,677 $ 45,181,486 $ 44,241,170 $ 46,762,299 3.4% Support Services Total Public Safety - Fire $ 113 Table of Contents City of Chandler Financial & Personnel Overview 2021-22 Adopted Budget 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Public Safety - Police 2,708,883 $ 3,004,565 $ 3,283,485 $ 2,812,778 $ 2,969,953 Professional Standards Administration 1,284,967 1,228,608 1,249,005 1,318,012 1,419,584 15.5% Property and Evidence 501,785 478,380 480,576 374,104 461,983 (3.4%) $ (1.2%) Forensic Services 2,425,171 2,487,527 2,544,498 2,372,973 2,494,075 0.3% Field Operations 32,277,919 32,187,697 33,527,963 32,494,761 32,794,640 1.9% Criminal Investigations 13,879,130 13,794,166 14,607,417 14,269,208 13,956,463 1.2% Planning and Research 993,814 1,086,469 1,126,018 986,450 1,157,343 6.5% Communications 4,756,898 5,341,547 5,694,142 5,521,255 5,498,905 2.9% Police Technology 2,375,787 2,632,325 2,724,399 2,254,550 2,631,384 (0.0%) Records 1,784,878 1,875,221 1,918,024 1,787,110 1,907,553 1.7% Detention Services 2,041,232 2,614,890 2,629,195 2,666,518 2,639,813 1.0% Operational Support 12,286,327 12,062,769 13,164,212 12,578,256 12,184,094 1.0% Police Capital 5,113,993 6,163,411 5,937,812 1,247,539 8,205,273 33.1% 82,430,785 $ 84,957,575 $ 88,886,746 $ 80,683,514 $ 88,321,063 4.0% Total Public Safety - Police $ Public Works & Utilities Public Works Administration $ 434,336 $ Capital Projects 1,200,799 Streets 10,678,729 Streets Capital 40,147,962 400,947 $ 1,518,378 410,925 $ 374,303 $ 410,414 2.4% 1,513,001 (0.4%) 1,533,638 1,496,162 9,603,121 11,956,932 11,104,928 10,128,782 5.5% 139,735,844 139,687,748 36,748,478 113,433,600 (18.8%) Traffic Engineering 6,553,374 5,615,185 5,743,017 5,548,548 5,729,503 2.0% Street Sweeping 1,064,481 1,041,551 1,078,796 1,033,637 1,055,520 1.3% 1.4% Utilities Administration 755,913 798,561 800,375 759,226 809,823 Solid Waste Services 13,308,276 13,440,936 13,461,707 13,712,047 14,439,947 7.4% Solid Waste Capital 105,480 894,564 884,986 642,025 637,961 (28.7%) Recycling Solid Waste Collection Center 1,481,030 1,671,415 1,679,024 1,495,728 1,624,829 (2.8%) Water Distribution 4,771,422 5,326,767 5,556,538 5,033,218 5,303,129 (0.4%) 30.3% Water Capital 22,563,387 60,415,566 58,721,465 3,720,795 78,704,470 Water Treatment Plant 5,476,197 5,547,799 6,529,991 6,058,768 5,993,310 8.0% Environmental Resources 7,161,568 7,277,443 7,743,316 7,932,467 8,588,021 18.0% (0.7%) Water Quality 1,616,773 1,793,373 1,847,423 1,704,392 1,780,233 Water Systems Maintenance 6,937,082 6,598,761 6,887,288 6,681,388 6,611,002 0.2% San Tan Vista Water Treatment Plant 1,566,061 2,082,519 3,105,207 2,253,600 2,082,519 0.0% 804,839 1,018,158 1,172,605 1,138,075 1,043,672 2.5% Wastewater Collection Meter Services 2,298,487 2,904,614 3,121,402 2,937,219 2,898,403 (0.2%) Wastewater Capital 8,466,506 76,246,021 77,528,328 6,954,656 91,402,754 19.9% Ocotillo Brine Reduction Facility 7,550,406 9,605,306 11,528,295 8,128,244 10,120,870 5.4% Lone Butte Wastewater Treatment 640,741 1,402,209 1,422,155 1,013,522 1,413,053 0.8% Wastewater Quality Airport Water Reclamation Facility Ocotillo Water Reclamation Facility 489,393 635,462 688,270 487,059 732,944 15.3% 7,597,487 8,774,721 9,207,119 8,330,023 9,760,712 11.2% 5,958,383 7,151,298 7,458,046 7,207,614 7,797,588 9.0% Total Public Works & Utilities $ 159,629,112 $ 371,500,519 $ 379,754,596 $ 142,496,122 $ 384,016,060 3.4% Subtotal $ 461,550,876 $ 732,297,508 $ 780,138,543 $ 459,409,543 $ 780,855,522 6.6% - $ - $ Fund Contingency - Operating $ 132,263,210 $ 82,938,566 $ 198,378,473 50.0% 62,587,995 59,719,660 59,719,660 59,719,660 73,753,925 23.5% Equipment Replacement - 288,000 575,390 - 291,283 1.1% Technology Replacement 4,862,624 5,339,271 5,434,979 5,434,979 2,380,735 (55.4%) 1,705,873 2,414,400 68.9% 526,270,055 $ 1,058,074,338 13.6% Debt Service Vehicle Replacement Grand Total $ 2,058,445 1,429,280 2,529,791 531,059,940 $ 931,336,929 $ 931,336,929 $ 114 Table of Contents City of Chandler Financial & Personnel Overview 2021-22 Adopted Budget Fund Definitions and Structure 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 budget excludes the Special Assessment Funds and various funds used for the Consolidated Annual Financial Report (e.g., General Fixed Assets). The accounts for the City are organized based on 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 – 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 – 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 – 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 rightof-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. 115 Table of Contents City of Chandler Financial & Personnel Overview 2021-22 Adopted Budget Expendable Trust Funds – 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. Capital Project Funds – 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 – Used to account for the City’s organizations and activities which are similar to those often found in the private sector. Enterprise Funds – 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 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 selfsufficient 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 residents, businesses, and Maricopa County residents located within 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 homeowner associations and Maricopa County residents located within 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 residents, businesses, and Maricopa County residents located within 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 Corporation. 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 Corporation expense reimbursement. Solid Waste Fund – Used to account for the provision of solid waste services to residents. 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. 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 – 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 – 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. 116 Table of Contents City of Chandler Financial & Personnel Overview 2021-22 Adopted Budget 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. 117 Table of Contents City of Chandler Financial & Personnel Overview 2021-22 Adopted Budget Fund Structure Summary FY 2021-22 Total Budget $1,058,074,338 Governmental Funds Proprietary Funds Internal General Special Capital Operating Revenue Project Enterprise Funds Funds Funds Funds Funds $347,164,601 $122,232,320 $268,172,613 $277,625,994 $42,878,810 Police General Gov't Capital Water Compensation Self Insurance Service Workers' General $306,685,101 Forfeiture Projects Operations $772,000 $55,002,615 $70,893,811 Trust $4,654,684 General Obligation Debt Service $40,479,500 Highway User Revenue $23,862,840 Local Transportation Assistance $2,241,395 Operating Capital Replacement $7,778,395 Grants Operations $44,646,239 $166,678,133 Municipal Arts $701,000 $17,985,594 Community Development Block Grant $2,283,325 Expendable $1,765,578 Wastewater Grants Development Operations Capital $74,819,420 Housing & Urban Reclaimed Water General Obligation Bonds $46,127,481 Self-Insured Liability (Risk) Self Insurance $6,875,477 Uninsured Liability Self Insurance $1,745,371 WW Industrial Process Short Term Treatment Disability Self Operations Insurance $14,929,939 $607,852 Solid Waste Dental Self Operations Insurance $19,171,803 $2,619,000 Enterprise Airport Bonds Operations $64,848,935 $4,186,730 Medical Self Insurance Trust $26,376,426 General Gov't Trust Funds Impact Fees $267,746 $35,630,392 System Development Fees $13,437,559 118 Table of Contents City of Chandler Financial & Personnel Overview 2021-22 Adopted Budget General Fund Revenue Summaries 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 FY 2020-21 and FY 2021-22. 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. Local Sales Tax & Licenses $ 2020-21 2020-21 2021-22 2021-22 % Change Adopted % of Total Adopted % of Total Adopted to Budget Adopted Budget Adopted Adopted 127,791,752 32.2% $ 152,179,200 37.8% 19.1% Property Tax(1) 36,529,729 9.2% 38,763,200 9.6% 6.1% State Shared Taxes 70,770,000 17.8% 74,390,000 18.5% 5.1% Other Revenues 25,937,214 6.5% 23,989,067 6.0% (7.5%) Fund Balance less Transfer In/Out 136,108,244 34.3% 112,845,749 28.1% (17.1%) 397,136,939 100% $ 402,167,216 100% 1.3% Total General Fund(2) $ (1) FY 2020-21 Property Tax adopted amount of $36,529,729 includes Prior Year Property Tax (Primary and Secondary) of $200,000. FY 2021-22 Property Tax adopted amount of $38,763,200 includes Prior Year Property Tax (Primary and Secondary) of $225,000. (2) FY 2020-21 includes General Funds of $316,992,227, GO Debt Service Funds of $28,970,415, and General Government Capital Project Funds of $51,174,297; FY 2021-221 includes General Funds of $306,685,101, GO Debt Service Funds of $40,479,500, and General Government Capital Project Funds of $55,002,615. 119 Table of Contents City of Chandler Financial & Personnel Overview 2021-22 Adopted Budget General Fund Expenditure Summaries The General Fund expenditure categories are presented in the charts and table below. The charts provide information on each category as a percent of the total General Fund expenditures for FY 2019-20 and FY 2020-21. 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. General Government $ 2020-21 2020-21 2021-22 2021-22 % Change Adopted % of Total Adopted % of Total Adopted to Budget Adopted Budget Adopted Adopted 34,306,283 8.6% $ 40,637,139 10.1% Community Services 32,171,090 8.1% 33,019,022 8.2% 18.5% 2.6% Cultural Development 4,618,835 1.2% 5,116,816 1.3% 10.8% 18.5% Development Services 9,113,629 2.3% 10,800,453 2.7% Information Technology 18,984,487 4.8% 20,315,040 5.1% 7.0% Management Services 8,075,928 2.0% 8,211,540 2.0% 1.7% Neighborhood Resources 3,556,968 0.9% 4,036,275 1.0% 13.5% Non-Departmental 32,302,710 8.1% 42,095,710 10.5% 30.3% Public Safety - Fire 39,763,770 10.0% 40,065,299 10.0% 0.8% Public Safety - Police 84,105,520 21.2% 86,445,764 21.5% 2.8% Public Works & Utilities 27,946,198 7.0% 23,518,358 5.8% (15.8%) Debt Service 27,135,385 6.8% 40,144,916 10.0% 47.9% Contingency & Reserves(1) 75,056,136 18.9% 47,760,884 11.9% (36.4%) 100% 1.3% Total General Fund(2) $ 397,136,939 100% $ 402,167,216 Personnel & Benefits $ 194,208,774 48.9% $ 205,237,914 51.0% 5.7% Operating & Maintenance 76,947,732 19.4% 94,415,803 23.5% 22.7% Major Capital 50,924,297 12.8% 54,752,615 13.6% 7.5% 75,056,136 18.9% 47,760,884 11.9% (36.4%) 397,136,939 100.0% $ 402,167,216 100.0% 1.3% (1) Contingency & Reserves Total General Fund (2) $ (1) 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. (2) FY 2020-21 includes General Funds of $316,992,227, GO Debt Service Funds of $28,970,415, and General Government Capital Project Funds of $51,174,297; FY 2021-22 includes General Funds of $306,685,101, GO Debt Service Funds of $40,479,500, and General Government Capital Project Funds of $55,002,615. 120 Table of Contents City of Chandler Financial & Personnel Overview 2021-22 Adopted Budget General Fund Expenditure – by Function The adopted General Fund budget, divided between operating and capital, is shown below. The FY 2021-22 budget reflects a 0.3% increase in the General Fund Operating budget due to increases in non-departmental and debt services offset by the reduction of the prior fiscal year one-time contingency and reserves funding related to the AZCARES grant. The FY 2021-22 General Fund Capital budget reflects an 7.5% increase primarily due to the additional appropriated capital carryforward when compared to FY 2020-21. The combined operating and capital General Fund change from the prior fiscal year increased by 1.3%. Operating Budget 2020-21 2021-22 % Change Adopted Adopted Adopted to Budget Adopted Budget General Government $ 30,105,328 $ 31,747,141 5.5% Community Services 26,794,778 27,604,362 3.0% Cultural Development 3,634,295 3,779,431 4.0% Development Sevices 9,113,629 9,465,361 3.9% Information Technology 11,792,184 12,631,421 7.1% Management Services 8,075,928 8,211,540 1.7% Neighborhood Resources 3,556,968 4,036,275 13.5% Non-Depatmental 23,840,567 33,652,628 41.2% (1.7%) Public Safety - Fire 38,895,433 38,237,224 Public Safety - Police 77,989,907 79,309,326 1.7% Public Works & Utilities 10,222,104 10,834,092 6.0% $ 244,021,121 $ 259,508,801 6.3% 27,135,385 40,144,916 47.9% 74,806,136 47,510,884 (36.5%) $ 345,962,642 $ 347,164,601 0.3% Total Department Operating Debt Service Contingency & Reserves Total Operating Capital Budget 2020-21 2021-22 % Change Adopted Adopted Adopted to Budget Adopted Budget General Government $ 2,188,294 $ 4,498,990 105.6% Community Services 3,173,434 1,467,000 (53.8%) Cultural Development 784,477 525,000 (33.1%) Development Sevices - 1,213,400 N/A (11.7%) Information Technology 2,132,250 1,882,849 Non-Depatmental - 237,000 N/A Public Safety - Fire 800,000 988,000 23.5% Public Safety - Police 1,773,000 2,477,000 39.7% Public Works & Utilities 3,889,188 2,568,520 (34.0%) 15,857,759 7.6% 38,894,856 7.5% Total Major Capital $ Capital Carryforward 14,740,643 Contingency & Reserves 250,000 Total Major Capital Budget $ Grand Total(1) $ 397,136,939 (1) $ 36,183,654 51,174,297 250,000 0.0% 55,002,615 7.5% $ 402,167,216 1.3% $ FY 2020-21 includes General Funds of $316,992,227, GO Debt Service Funds of $28,970,415, and General Government Capital Project Funds of $51,174,297; FY 2021-22 includes General Funds of $306,685,101, GO Debt Service Funds of $40,479,500, and General Government Capital Project Funds of $55,002,615. 121 Table of Contents City of Chandler Financial & Personnel Overview 2021-22 Adopted Budget Special Revenue Funds Revenues and Expenditures Special Revenue Funds can only be used for specific purposes as dictated by A.R.S. Detail on the Special Revenue Fund revenue and expenditure categories are presented in the tables below, with Other Revenues consisting of Museum Trust Fund, Parks and Recreation Trust Fund, and Library Trust Fund revenues. Revenues 2020-21 2021-22 % Change Adopted Adopted Adopted to Budget Adopted Budget Police Forfeiture $ 750,000 Regional Transportation Sales Tax Highway User Revenue Local Transportation Assistance Operating Grants HOME Program Grant $ 750,000 0.0% - 200,000 N/A 16,500,000 17,373,409 5.3% 700,000 673,600 (3.8%) 5,000,000 57,650,000 1053.0% 880,000 910,000 3.4% 1,925,950 2,065,950 7.3% PHA Family Sites Grant 770,000 800,000 3.9% PHA Elderly & Scattered Grant 396,000 396,000 0.0% PHA Management Grant 452,000 452,000 0.0% PHA Family Self Sufficiency Grant 165,000 165,000 0.0% PHA Section 8 Vouchers Grant 5,550,000 6,120,000 10.3% PHA Capital Program Grant 850,000 950,000 11.8% Proceeds Reinvestment Grant 130,000 150,000 15.4% PHA Grant Contingency 3,000,000 3,000,000 0.0% Other Revenues 2,511,100 2,734,500 8.9% Fund Balance less Transfers In/Out 8,613,143 27,841,861 223.2% 48,193,193 $ 122,232,320 153.6% Community Development Block Grant Total Special Revenue Funds $ Expenditures General Government $ 2020-21 2021-22 % Change Adopted Adopted Adopted to Budget Budget Adopted 1,256,822 $ 2,064,697 64.3% Community Services 161,862 209,536 29.5% Cultural Development 52,910 46,210 (12.7%) Development Sevices 736,393 721,506 (2.0%) 15,957,558 19,563,638 22.6% Non-Departmental 136,900 217,800 59.1% Police 804,257 806,464 0.3% 18,218,574 21,550,432 18.3% Neighborhood Resources Public Works & Utilities Contingency & Reserves Total Special Revenue Funds $ Personnel & Benefits $ 10,867,917 77,052,037 609.0% 48,193,193 $ 122,232,320 153.6% 7,145,880 $ (0.5%) 7,107,445 Operating & Maintenance 19,917,900 20,717,659 4.0% Contingency & Reserves 10,867,917 77,052,037 609.0% Capital - Major Total Special Revenue Funds $ 122 10,261,496 17,355,179 69.1% 48,193,193 $ 122,232,320 153.6% Table of Contents City of Chandler Financial & Personnel Overview 2021-22 Adopted Budget Enterprise Operational Funds Revenues and Expenditures Enterprise Funds are a type of fund in which the services provided are financed and operated similarly to a private business, where the costs of providing goods or services is financed through user fees and is self-sustaining in most cases. Revenues Water Services $ 2020-21 2021-22 % Change Adopted Adopted Adopted to Budget Budget Adopted 51,658,500 $ 55,239,947 6.9% Reclaimed Water Services 1,769,200 1,800,000 1.7% Wastewater Services 45,283,250 47,585,525 5.1% WW Industrial Process Treatment 17,338,631 15,402,564 (11.2%) Solid Waste Services 16,705,178 17,407,538 4.2% Airport Services 980,000 855,000 (12.8%) Other Revenues 5,342,180 4,368,528 (18.2%) Fund Balance less Transfers In/Out 63,058,146 134,966,892 114.0% $ 202,135,085 $ 277,625,994 37.3% Total Enterprise Operational Funds Expenses Water $ 2020-21 2021-22 % Change Adopted Adopted Adopted to Budget Budget Adopted 67,453,129 $ 70,893,811 5.1% Reclaimed Water 1,959,503 1,765,578 (9.9%) Wastewater 95,601,192 166,678,133 74.3% WW Industrial Process Treatment 16,866,006 14,929,939 (11.5%) Solid Waste 17,535,827 19,171,803 9.3% Airport 2,719,428 4,186,730 54.0% Total Enterprise Operational Funds $ 202,135,085 $ 277,625,994 37.3% Personnel & Benefits $ $ Operating & Maintenance 21,015,817 90,076,006 21,739,518 3.4% 96,182,143 6.8% 290.9% Contingency & Reserves 16,680,528 65,204,625 Capital - Major 74,362,734 94,499,708 27.1% $ 202,135,085 $ 277,625,994 37.3% Total Enterprise Operational Funds 123 Table of Contents City of Chandler Financial & Personnel Overview 2021-22 Adopted Budget Major Fund Summaries The following tables provide summarized revenue and expenditure totals for the major funds. General Fund (101) FY 2021-22 FY 2021-22 Revenue Budget Category Property Tax $ Franchise Fee Transaction Privilege Tax 8,453,200 City Clerk 2,980,000 City Magistrate 4,996,699 City Mgr & Organizational Support 17,706,595 148,278,200 Other Licenses Expenditure Budget Dept/Cost Center 921,000 $ 1,197,666 CAPA 2,888,741 State Shared Revenues 74,390,000 Community Services 27,604,362 Charges for Services 16,448,817 Cultural Development 3,779,431 Miscellaneous Receipts 3,961,450 Development Services 9,465,361 Court Fines 3,409,300 Information Technology 12,631,421 Fund Balance Subtotal Resources $ Net Transfers In/Out(1) 104,183,629 Law 3,915,729 363,025,596 Mayor & Council 1,041,711 (56,340,495) Management Services 8,211,540 Neighborhood Resources 4,036,275 Non-Departmental(2) 80,828,928 Public Safety - Fire 38,237,224 Public Safety - Police 79,309,326 Public Works & Utilities Total Resources $ 306,685,101 Total Expenditures 10,834,092 $ 306,685,101 General Fund Debt Service Fund (310) FY 2021-22 Category FY 2021-22 Revenue Budget Property Tax $ Miscellaneous Receipts Net Transfers In/Out(1) Total Resources 30,310,000 169,500 Subtotal Resources $ Expenditure Budget Dept/Cost Center Debt Services $ Non-Departmental(2) 40,144,916 334,584 30,479,500 10,000,000 $ 40,479,500 Total Expenditures $ 40,479,500 General Government Capital Projects Fund (401) FY 2021-22 Miscellaneous Receipts $ - City Mgr & Organizational Support - Community Services $ $ Expenditure Budget Dept/Cost Center Subtotal Resources $ Net Transfers In/Out(1) Total Resources FY 2021-22 Revenue Budget Category 55,002,615 55,002,615 $ 8,889,998 5,414,660 Cultural Development 1,337,385 Development Services 1,335,092 Information Technology 7,683,619 Non-Departmental(2) 8,693,082 Public Safety - Fire 1,828,075 Public Safety - Police 7,136,438 Public Works & Utilities 12,684,266 Total Expenditures $ 55,002,615 (1) 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. (2) Includes Contingency & Reserves. 124 Table of Contents City of Chandler Financial & Personnel Overview 2021-22 Adopted Budget Highway User Revenue Fund (HURF) (215) FY 2021-22 FY 2021-22 Revenue Budget Category Highway User Tax $ Interest Income Fund Balance Subtotal Resources $ Net Transfers In/Out(1) Total Resources Expenditure Budget Dept/Cost Center 17,373,409 Development Services 415,000 Non-Departmental(2) 1,713,400 6,201,710 Public Works & Utilities 21,427,934 $ 721,506 23,990,119 (127,279) $ 23,862,840 Total Expenditures $ 23,862,840 Local Transportation Assistance Fund (LTAF) (216) FY 2021-22 FY 2021-22 Revenue Budget Category Lottery Entitlement $ Expenditure Budget Dept/Cost Center 673,600 City Mgr & Organizational Support Bus Shelter/Service 153,600 Non-Departmental(2) 54,200 Interest Income 60,000 Public Works & Utilities 122,498 Fund Balance $ 2,064,697 1,356,128 Subtotal Resources $ 2,243,328 Net Transfers In/Out(1) Total Resources (1,933) $ 2,241,395 Total Expenditures $ 2,241,395 Grant Funds (217 thru 240) FY 2021-22 Revenue Budget Category Operating Grants $ 57,650,000 FY 2021-22 Expenditure Budget Dept/Cost Center Neighborhood Resources $ 19,563,638 910,000 Non-Departmental(2) 75,468,237 Community Dev Block Grant 2,065,950 Public Safety - Police 56,464 Public Housing Authority (PHA) 3,288,000 Housing Authority Section 8 6,265,000 Home Program Capital Fund Program 950,000 Proceeds Reinvestment Projects 175,000 PHA Grant Contingency 3,000,000 Interest 289,000 Fund Balance 20,210,389 Subtotal Resources $ Net Transfers In/Out(1) Total Resources 94,803,339 285,000 $ 95,088,339 Total Expenditures $ 95,088,339 Capital Grant Fund (417) FY 2021-22 Revenue Budget Category Grants $ Fund Balance Total Resources (1) (2) $ FY 2021-22 Expenditure Budget Dept/Cost Center 14,700,224 City Mgr & Organizational Support 29,946,015 Community Services 1,804,685 Cultural Development 196,356 44,646,239 $ 4,592,835 Development Services 715,737 Public Works & Utilities 37,336,626 Total Expenditures $ 44,646,239 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. 125 Table of Contents City of Chandler Financial & Personnel Overview 2021-22 Adopted Budget Water Operating (605) FY 2021-22 Revenue Budget Category Water Sales $ 54,384,247 Expense Budget Dept/Cost Center City Mgr & Organizational Support $ 14,000 Meter Installation Fees 393,000 Debt Services Connect Fees 380,700 Information Technology Other Charges 345,784 Non-Departmental(2) 11,688,600 13,100 Public Works & Utilities 43,843,428 Miscellaneous Receipts Interest 14,663,089 684,694 1,054,000 Fund Balance 14,093,542 Subtotal Resources $ Net Transfers In/Out(1) Total Resources 70,664,373 229,438 $ 70,893,811 Total Expenses $ 70,893,811 Reclaimed Water Operating (612) FY 2021-22 Revenue Budget Category Reclaimed Water Sales $ Non-Departmental(2) 21,000 Public Works & Utilities Interest Fund Balance Expense Budget Dept/Cost Center 1,800,000 $ 229,400 1,536,178 29,240 Subtotal Resources $ 1,850,240 Net Transfers In/Out(1) Total Resources (84,662) $ 1,765,578 Total Expenses $ 1,765,578 Wastewater Operating (615) FY 2021-22 Revenue Budget Category Sewer Sales $ 47,585,525 Dept/Cost Center Debt Services Expense Budget $ 18,945,920 Service Charges 194,931 Information Technology Other Charges 775,000 Non-Departmental(2) 50,529,200 9,351 Public Works & Utilities 96,679,098 Miscellaneous Receipts Interest 1,408,000 Fund Balance 112,146,590 Subtotal Resources $ Net Transfers In/Out(1) Total Resources (1) (2) 523,915 162,119,397 4,558,736 $ 166,678,133 Total Expenses $ 166,678,133 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. 126 Table of Contents City of Chandler Financial & Personnel Overview 2021-22 Adopted Budget Wastewater Industrial Process Treatment (616) FY 2021-22 Revenue Budget Category Dept/Cost Center $ 15,402,564 Non-Departmental(2) Subtotal Resources $ 15,402,564 Public Works & Utilities Industrial Surcharge Fees Net Transfers In/Out(1) Total Resources Expense Budget $ 2,005,600 12,924,339 (472,625) $ 14,929,939 Total Expenses $ 14,929,939 Solid Waste Operating (625) FY 2021-22 Revenue Budget Category Refuse Charges $ 17,190,238 Dept/Cost Center Information Technology Expense Budget $ 225,266 117,300 Non-Departmental(2) 2,243,800 Other Revenues 424,462 Public Works & Utilities 16,702,737 Interest 272,000 Dumping Fees Fund Balance 2,259,555 Subtotal Resources $ Net Transfers In/Out(1) Total Resources 20,263,555 (1,091,752) $ 19,171,803 Total Expenses $ 19,171,803 Airport Operating (635) FY 2021-22 Revenue Budget Category Tie Down Fees $ Dept/Cost Center Expense Budget 512,500 City Mgr & Organizational Support Sale of Gas/Oil 60,000 Information Technology 11,516 Airport Leases 290,500 Non-Departmental(2) 220,725 Other Revenues Net Transfers In/Out(1) (1) (2) 3,954,489 24,900 Subtotal Resources $ Total Resources $ 887,900 3,298,830 $ 4,186,730 Total Expenses $ 4,186,730 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. 127 Table of Contents City of Chandler Financial & Personnel Overview 2021-22 Adopted Budget 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) General Funds (1) Special Revenue Funds Internal Service Funds 2019-20 2020-21 2021-22 2019-20 2020-21 2021-22 2019-20 2020-21 2021-22 Actual Actual* Adopted Actual Actual* Adopted Actual Actual* Adopted Budgeted Fund Balance $ 104,184 $ 27,886 $ 9,150 Designated Reserve $ 92,663 $ 45,453 $ 38,049 $ 196,847 $ 73,339 $ 47,199 Estimated Beginning Fund Balance $ 193,644 $ 215,983 $ 33,806 $ 44,749 $ 44,693 $ 49,800 Revenues: Property Taxes 34,270 36,625 38,763 - - - - - - Local Taxes/Licenses 144,874 149,096 152,179 - - - - - - State-Shared Taxes 70,770 76,250 74,390 1,827 4,918 874 - - - Charges for Service 19,016 14,863 16,449 - - - - - - Enterprise Sales - - - - - - - - - System Development Fees - - - - - - - - - Bond Revenue - - - - - - - - - Miscellaneous 37,298 6,604 7,540 3,612 2,180 1,674 30,463 30,343 30,773 Intergovernmental - - - 28,521 43,814 91,677 - - - Expendable Trust Fund - - - 129 141 166 - - - (14,745) (37,029) (46,340) (907) 30,144 (44) 3,528 2,709 2,956 Total Revenues $ 291,482 $ 246,408 $ 242,981 $ 33,181 $ Total Available Resources $ $ $ $ 66,987 Interfund Transfers In/Out 485,126 462,391 347,165 81,196 $ 94,346 $ 33,991 $ 33,052 $ 33,729 $ 125,945 $ 122,232 $ 78,684 $ 82,852 $ 42,879 Expenditures: City Manager 17,200 16,123 17,707 1,513 10,724 2,065 1,414 1,392 1,579 City Clerk 1,076 911 1,198 - - - - - - City Magistrate 4,444 4,343 4,997 - 18 - - - - Communication & Public Affairs 2,424 2,580 2,889 - - - - - - Community Services 24,478 26,715 27,604 198 168 210 - - - Cultural Development 3,448 3,703 3,779 6 44 46 - - - Development Services 7,905 8,666 9,465 - 656 722 - - - Information Technology 10,122 12,420 12,631 - 7,700 - - - - Law 3,778 3,894 3,916 12 12 - 2,411 5,712 6,067 Management Services 7,692 7,557 8,212 - - - 593 890 1,240 986 994 1,042 - - - - - - Neighborhood Resources 3,318 3,603 4,036 9,510 20,814 19,564 - - - Non-Departmental 27,898 16,984 81,164 - 500 77,270 24,466 27,660 33,994 Public Safety - Fire 37,336 40,733 38,237 65 375 - - - - Public Safety - Police 76,116 77,791 79,309 3,064 1,645 806 - - - Public Works & Utilities 12,159 11,393 10,834 7,871 9,950 21,550 - - - Debt Service 28,764 27,135 40,145 - - - - - - Total Expenditures $ 269,143 $ 265,544 $ 347,165 $ 22,238 $ 52,606 $ 122,232 $ 28,884 $ 35,653 $ 42,879 Estimated Ending Fund Balance $ $ $ $ 44,749 $ 73,339 $ $ 49,800 $ 47,199 $ 38,049 Mayor & Council 215,983 196,847 % Change Actual to Estimated 92,663 -53% 45,453 -38% -19% *2020-21 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. 128 Table of Contents City of Chandler Financial & Personnel Overview 2021-22 Adopted Budget Summary of Revenues, Expenditures, and Changes in Fund Balance Summary (In Thousands) Capital Project Funds Enterprise Funds Grand Total 2019-20 2020-21 2021-22 2019-20 2020-21 2021-22 2019-20 2020-21 2021-22 Actual Actual* Adopted Actual Actual* Adopted Actual Actual* Adopted Budgeted Fund Balance $ 128,149 $ 128,529 $ 397,897 Designated Reserve $ 53,093 $ 90,185 $ 319,443 $ 181,242 $ 218,714 $ 717,341 Estimated Beginning Fund Balance $ 172,390 $ 188,370 $ 178,204 $ 199,971 $ 622,737 $ 698,873 Revenues: Property Taxes - - - - - - 34,270 36,625 38,763 Local Taxes/Licenses - - - 16 15 17 144,890 149,111 152,197 State-Shared Taxes - - - - - - 72,597 81,168 75,264 Charges for Service - - - 2,508 2,155 2,388 21,523 17,017 18,837 Enterprise Sales - - - 131,317 134,286 137,450 131,317 134,286 137,450 22,106 System Development Fees 21,329 20,756 22,106 - - - 21,329 20,756 Bond Revenue 48,081 - 60,460 - - - 48,081 - 60,460 Miscellaneous 10,017 8,555 5,767 5,851 3,265 2,803 87,240 50,947 48,556 Intergovernmental 17,291 10,850 14,700 - - - 45,812 54,664 106,378 - - - - - - 129 141 166 19,627 11,744 36,991 (7,495) (7,544) 6,438 7 23 Expendable Trust Fund Interfund Transfers In/Out $ 116,346 $ 51,905 $ 140,024 $ 132,196 $ 132,176 $ 149,097 $ Total Available Resources $ $ 240,275 $ $ $ $ $ 1,229,933 $ 1,243,611 $ 1,058,074 288,736 268,173 310,400 332,147 277,626 607,195 $ 544,738 - Total Revenues $ 660,177 Expenditures: 3,669 778 13,726 1,256 1,282 3,968 25,050 30,299 City Clerk - - - - - - 1,076 911 1,198 City Magistrate - - - - - - 4,444 4,361 4,997 City Manager 39,045 - - - - - - 2,424 2,580 2,889 Community Services 8,715 2,660 25,165 - - - 33,390 29,543 52,979 Cultural Development 865 259 2,186 - - - 4,319 4,006 6,012 Development Services 0 - 4,255 - - - 7,906 9,322 14,442 Information Technology Communication & Public Affairs 2,208 925 7,712 44 - 1,445 12,374 21,045 21,788 Law - - - - - - 6,202 9,619 9,983 Management Services - - 59 - - - 8,285 8,446 9,510 Mayor & Council - - - - - - 986 994 1,042 15 - - - - - 12,843 24,416 23,600 275,737 Neighborhood Resources Non-Departmental 10,433 5,987 16,393 639 750 66,917 63,436 51,881 Public Safety - Fire 4,492 3,133 8,525 - - - 41,894 44,241 46,762 Public Safety - Police 4,695 2,953 9,874 - - - 83,874 82,389 89,990 Public Works & Utilities 65,275 42,337 180,277 74,666 78,817 171,686 159,970 142,496 384,348 - - - 33,824 32,584 33,609 62,588 59,720 73,754 Debt Service Total Expenditures $ 100,367 $ 59,033 $ 268,173 $ 110,429 $ 113,433 $ 277,626 $ 531,060 $ 526,270 $ 1,058,074 Estimated Ending Fund Balance $ $ 181,242 $ $ $ $ $ 698,873 $ 717,341 $ 188,370 % Change Actual to Estimated 53,093 -71% 199,971 218,714 90,185 -59% 319,443 -55% *2020-21 Actual reflects estimated year-end (unaudited). 129 Table of Contents City of Chandler Financial & Personnel Overview 2021-22 Adopted Budget 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 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; the 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 FY 2021-22 Budget anticipates the use of $104.2 million of fund balance to supplement revenue collections to fund estimated expenditures, which results in a 53% decrease in fund balance. These funds are being applied toward one-time expenditures, including one-time funding to PSPRS towards the goal of paying down the unfunded liability, and transfers to the General Government Capital Projects Fund to fund projects without borrowing. The projected decrease includes an appropriated $38.8 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 completely spent. A revised ending fund balance, assuming the contingency is not spent, would be an approximate 33% decrease for a fund balance of $130 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, HURF, LTAF, Grants, including 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 an $27.8 million (38%) decrease in fund balance for FY 2021-22. Approximately $7.5 million is due to use of accumulated fund balance to support two state-shared revenues, HURF and LTAF capital projects and about $16.9 million in drawdown is related to various grant program carryforwards. Internal Service Fund Balance – Self-insurance funds are established to account for any activity that provides goods or services to other funds or to departments. 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 ShortTerm Disability Fund. Annual actuarial analyses provide recommended fund balance levels based on claim activity. The Internal Service funds category is expected to decrease by approximately $9.1 million (19%) in FY 2021-22. 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 2021-22 shows that almost $128.1 million is needed to supplement the revenue collected to fund one-time Capital Project expenditures for projects in process or new capital projects. The Capital Project fund balance includes a combination of the sources listed above for projects carried forward from prior years. Much of this decrease in fund balance is due to the use of bond proceeds from prior year bond sales and system development/impact fees collected in 130 Table of Contents City of Chandler Financial & Personnel Overview 2021-22 Adopted Budget 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 71% 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 are financed and operated in a manner similar to private business. Enterprise fund balance includes the Water, Reclaimed Water, Wastewater, Wastewater Industrial Treatment, Solid Waste, and Airport funds. The Enterprise Adopted Budget for FY 2021-22 shows that approximately $128.5 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 59% decrease in fund balance over FY 2020-21. The $69.2 million decrease in Enterprise fund balance is attributed to 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. 131 Table of Contents City of Chandler Financial & Personnel Overview 2021-22 Adopted Budget Personnel Summary by Department and Cost Center This table provides information on the number of FTE staff over four budget periods and changes to the authorized number of positions by cost center for FY 2021-22. 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 FTE 2018-19 Revised 2019-20 Revised 2020-21 Adopted 2020-21 Revised New Requests/ Reductions Transfers as of 7/1/2021 2021-22 Adopted 4.000 4.500 4.500 4.500 0.000 0.000 4.500 8.000 2.000 5.000 15.000 8.000 2.000 5.000 15.000 8.000 2.000 5.000 15.000 8.000 3.000 4.000 15.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 8.000 3.000 4.000 15.000 City Clerk 6.000 6.000 6.000 6.000 0.000 0.000 6.000 City Manager Administration 5.000 5.000 7.000 7.000 0.000 0.000 7.000 6.000 45.000 6.000 1.000 12.000 23.000 3.000 96.000 6.000 44.000 6.500 1.000 12.000 23.000 3.000 95.500 6.000 44.000 6.500 1.000 12.000 23.000 3.000 95.500 7.000 44.000 6.500 1.000 12.000 23.000 3.000 96.500 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 7.000 44.000 6.500 1.000 12.000 23.000 3.000 96.500 City Magistrate 41.000 41.000 41.000 41.000 1.000 0.000 42.000 Law Law Liability Litigation 28.000 4.000 28.000 4.000 28.000 4.000 0.000 0.000 0.000 0.000 28.000 4.000 32.000 32.000 28.000 4.000 32.000 32.000 0.000 0.000 32.000 199.000 199.000 201.000 202.000 1.000 0.000 203.000 5.000 63.800 16.750 53.000 11.375 14.375 13.250 177.550 4.000 63.800 16.750 53.000 9.375 14.375 13.250 174.550 5.000 63.800 16.750 53.000 9.375 14.375 12.250 174.550 5.000 62.750 15.500 54.000 8.750 15.375 12.250 173.625 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 2.750 (1.000) 0.000 0.000 (1.750) 0.000 0.000 0.000 7.750 61.750 15.500 54.000 7.000 15.375 12.250 173.625 0.000 15.000 2.000 0.000 4.000 21.000 2.000 17.000 1.000 2.000 4.000 26.000 2.000 17.000 1.000 2.000 4.000 26.000 2.000 17.000 1.000 2.000 4.000 26.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 2.000 17.000 1.000 2.000 4.000 26.000 General Government Mayor and Council Communications and Public Affairs Communications and Public Affairs Video Production Print, Mail & Graphics Organizational Development Airport Buildings & Facilities Economic Development Tourism Fleet Services Human Resources Transportation Policy Subtotal - General Government Community Services Administration Library Aquatics Park Development and Operations Recreation Sports and Fitness Facilities Nature and Recreation Facilities Cultural Development Administration Center for the Arts Downtown Redevelopment Special Events Museum 132 Table of Contents City of Chandler Financial & Personnel Overview Development Services Administration Planning Building Safety Transportation Engineering Engineering Fire Administration Health and Medical Services Fire Operations Prevention and Preparedness Fire Support Services Information Technology IT Service Delivery Mgmt & Admin. IT Applications Support IT Infrastructure & Client Support Management Services Administration Budget Purchasing Central Supply Accounting Tax and License Utility Services Environmental Management Neighborhood Resources Neighborhood Resources Neighborhood Preservation Community Resources Housing and Redevelopment Community Development Police Administration Professional Standards Property and Evidence Forensic Services Field Operations Criminal Investigations Planning and Research Communications Technology Records Detention Services Operational Support 2021-22 Adopted Budget 2018-19 Revised 2019-20 Revised 2020-21 Adopted 2020-21 Revised New Requests/ Reductions Transfers as of 7/1/2021 2021-22 Adopted 10.000 23.000 29.000 0.000 11.000 73.000 11.000 23.000 29.000 0.000 11.000 74.000 15.000 23.000 20.000 8.000 16.000 82.000 15.000 23.000 20.000 8.000 16.000 82.000 0.000 0.000 0.000 0.000 1.000 1.000 0.000 0.000 0.000 0.000 0.000 0.000 15.000 23.000 20.000 8.000 17.000 83.000 9.000 10.000 202.000 9.000 4.000 234.000 9.000 10.000 202.000 9.000 4.000 234.000 9.000 10.000 202.000 9.000 4.000 234.000 9.000 10.000 202.000 9.000 4.000 234.000 0.000 0.000 4.000 0.000 0.000 4.000 0.000 0.000 0.000 0.000 0.000 0.000 9.000 10.000 206.000 9.000 4.000 238.000 13.000 23.000 21.000 57.000 14.000 25.000 19.000 58.000 14.000 25.000 19.000 58.000 13.000 26.000 19.000 58.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 13.000 26.000 19.000 58.000 4.000 6.000 6.900 5.100 17.000 17.500 10.500 3.000 70.000 4.000 6.000 6.900 5.100 17.000 17.500 11.125 3.000 70.625 4.000 6.000 6.900 5.100 17.000 16.500 11.125 5.000 71.625 4.000 6.000 6.900 5.100 17.000 16.500 11.125 5.000 71.625 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 16.500 11.125 5.000 71.625 2.000 14.500 0.000 23.500 9.000 49.000 2.000 15.208 0.000 23.792 9.000 50.000 2.000 15.208 2.000 23.500 7.292 50.000 2.000 15.208 2.000 23.500 7.292 50.000 0.000 0.000 0.000 0.000 1.000 1.000 0.000 1.000 0.000 (1.000) 0.000 0.000 2.000 16.208 2.000 22.500 8.292 51.000 10.000 8.000 5.000 21.000 195.000 86.000 9.000 46.000 12.000 24.000 13.000 74.000 503.000 10.000 8.000 5.000 21.000 194.000 87.000 9.000 46.000 12.000 24.000 13.000 74.000 503.000 10.000 8.000 5.000 21.000 195.000 87.000 9.000 46.000 12.000 24.000 13.000 75.000 505.000 10.000 8.000 5.000 21.000 196.000 87.000 10.000 46.000 10.000 24.000 13.000 75.000 505.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 2.000 2.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 10.000 8.000 5.000 21.000 196.000 87.000 10.000 46.000 10.000 24.000 13.000 77.000 507.000 133 Table of Contents City of Chandler Financial & Personnel Overview 2021-22 Adopted Budget 2018-19 Revised 2019-20 Revised 2020-21 Adopted 2020-21 Revised New Requests/ Reductions Transfers as of 7/1/2021 2021-22 Adopted 2.500 16.000 43.500 26.000 9.000 5.500 22.200 0.000 28.000 14.500 7.800 12.000 20.500 10.500 10.000 17.000 1.000 5.000 27.000 24.500 302.500 3.500 17.000 42.500 25.000 9.000 5.500 12.800 9.400 28.000 14.500 7.800 12.000 20.500 10.500 10.000 17.000 1.000 5.000 27.000 24.500 302.500 2.500 18.000 40.500 17.000 9.000 5.500 12.800 9.400 28.000 14.500 7.800 12.000 20.500 10.500 10.000 17.000 1.000 5.000 27.000 23.500 291.500 2.500 18.000 40.500 17.000 9.000 5.500 12.800 9.400 28.000 14.500 7.800 12.000 20.500 10.500 10.000 17.000 1.000 5.000 27.000 23.500 291.500 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 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 2.500 18.000 40.500 17.000 9.000 5.500 12.800 9.400 28.000 14.500 7.800 12.000 20.500 10.500 10.000 17.000 1.000 5.000 27.000 23.500 291.500 CITY TOTAL 1,686.050 1,691.675 1,693.675 1,693.750 9.000 - 1,702.750 Population * 257,853 261,173 264,700 265,200 268,313 6.5 6.5 6.4 6.4 6.3 Public Works & Utilities Public Works Administration Capital Projects Streets Traffic Engineering Street Sweeping Utilities Administration Solid Waste Services Recycling Solid Waste Collection Center 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 Employees Per 1,000 Population * Population figures are based on updated annual estimates from the Planning Division. 134 Table of Contents City of Chandler Financial & Personnel Overview 2021-22 Adopted Budget Personnel Distribution by Department The table and chart below reflect the percentage of personnel by department and the number of FTE staff by department for FY 2021-22. Department 2021-22 FTE General Government 203.000 Community Services 173.625 Cultural Development 26.000 Development Services 83.000 Fire 238.000 Information Technology 58.000 Management Services 71.625 Neighborhood Resources 51.000 Police 507.000 Public Works & Utilities 291.500 Total 135 1,702.750 Table of Contents City of Chandler Financial & Personnel Overview 2021-22 Adopted Budget FY 2021-22 Position Additions – All Funds City Magistrate Department Magistrate (1050) 1.000 1.000 Court Clerk I Total City Magistrate Department Development Services Department Engineering (3020) 1.000 1.000 Outside Plant Fiber System Specialist Total Development Services Department Fire Department Fire Operations (2230) 1.000 Firefighter Fire Operations (2230) Fire Operations (2230) 1.000 1.000 Firefighter Firefighter Fire Operations (2230) 1.000 Firefighter 4.000 Total Fire Department Neighborhood Resources Department Community Development (4700) 1.000 1.000 Community Navigator Supervisor Total Neighborhood Resources Department Police Department Operational Support (2080) Operational Support (2080) 1.000 1.000 Police Mental Health and Wellness Coordinator Police Officer 2.000 Total Police Department 9.000 Grand Total - Additions 136 Table of Contents City of Chandler Financial & Personnel Overview 2021-22 Adopted Budget Personnel Costs by Fund Personnel costs account for a significant portion of the total City operating budget, and include wages, benefit costs, and temporary employment costs. The table below breaks down the personnel costs by the various funding sources used to support City programs. Fund Description 2019-20 Actual Expenditures General Fund $ 2020-21 Adopted Budget 193,746,307 Ongoing* - 194,208,774 169,137,099 One-time* - 25,071,675 Special Revenue Funds Ongoing* $ One-time* Grants Funds (1) 4,036,936 - $ $ $ Ongoing* One-time* 2,750,237 4,330,724 4,330,724 $ 2020-21 Adjusted Budget 2020-21 Estimated Expenditures 2021-22 Adopted Budget 194,378,275 170,223,054 $ 186,118,704 164,307,329 $ 205,237,914 173,718,027 5.6% 2.1% 24,155,221 21,811,375 31,519,887 30.5% 4,424,589 4,414,589 2.1% 1.8% 10,000 N/A 2,676,610 -40.9% 2,676,610 - -39.9% N/A $ 4,334,773 4,334,773 $ - 2,808,887 $ $ 4,527,740 2,732,937 75,950 3,862,018 3,862,018 $ $ 4,451,790 75,950 4,022,442 $ 3,946,492 75,950 % Chg Adj to Adopted Internal Service Funds Ongoing* One-time* $ 2,811,454 - $ 3,383,344 3,034,744 348,600 $ 3,471,988 3,123,388 348,600 $ 3,532,201 3,307,151 225,050 $ 3,331,736 3,014,036 317,700 -4.0% -3.5% N/A Enterprise Funds $ 19,631,072 $ 21,015,817 $ 21,020,424 $ 19,266,153 $ 21,739,518 3.4% Ongoing* - 21,015,817 21,020,424 19,266,153 21,674,518 3.1% One-time* - - - - 65,000 N/A 6,246 -0.4% Trust and Agency Funds * $ - $ 6,269 $ 6,269 $ 6,269 $ Total Ongoing $ Total One-time $ 222,976,006 - $ $ 200,257,590 25,496,225 $ $ 203,159,698 24,579,771 $ 194,695,412 $ 22,112,375 $ 205,504,026 $ 31,912,587 1.2% 29.8% Grand Total $ 222,976,006 $ 225,753,815 $ 227,739,469 $ 216,807,787 $ 237,416,613 4.2% Ongoing and One-time detail not available for FY 2019-20 Actual Expenditures. (1) Grant personnel funds are not considered one-time for this presentation. 137 Table of Contents City of Chandler Financial & Personnel Overview 2021-22 Adopted Budget 138 Table of Contents 0 Resources • Fiscal Year Comparative Summaries of Revenue Sources • Major Revenue Sources with Analysis/ Historical Trends "Moving Forward Together" ----�✓ - -- __.,......,_ . .. City revenues support a variety of services, infrastructure, and community programs. The FY 2021-22 budget includes allocations of American Rescue Plan Act grants and planned bond sales. Table of Contents City of Chandler Resources 2021-22 Adopted Budget 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 FY 2020-21 Adopted Budget to the FY 2021-22 Adopted Budget. Subsequent pages in this section give a more detailed description of revenues, offering summaries of the revenue types, analyses of past revenue collections, and assumptions used in developing the FY 2021-22 adopted revenue projections. It is important to note that the FY 2020-21 adopted budget had significant reductions to revenues in most categories to address the anticipated effects of the COVID-19 pandemic. Resources Categorical Comparison Appropriated Fund Balances $ 2019-20 2020-21 2021-22 % Change Actual Adopted Adopted Adopted to Revenues Budget Budget Adopted - $ 407,086,010 $ 397,897,397 (2.3%) Bond Sales 48,081,391 - 60,460,000 N/A Grants 28,815,101 48,602,802 89,004,174 83.1% Revenues 530,291,887 475,648,117 510,712,767 7.4% 1,058,074,338 13.6% Total Resources $ 607,188,379 $ 931,336,929 $ Encumbrance or Carryforward from Prior Years Net Adjusted Budget $ 607,188,379 (214,575,475) $ 716,761,454 (282,846,251) $ 775,228,087 8.2% 140 Table of Contents City of Chandler Resources 2021-22 Adopted Budget 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. Bond proceeds are dedicated to capital projects that span multiple years. Fund balance appropriated (available to spend) for the fiscal year is as follows: General $ 2020-21 2021-22 % Change Adopted Adopted Adopted to Budget Budget Adopted 134,891,664 $ 104,183,629 (22.8%) Enterprise 69,257,451 128,528,927 85.6% Special Revenue 35,003,125 57,736,242 64.9% System Development Fees 51,855,323 43,911,451 (15.3%) Capital/Technology Replacement 8,437,732 326,184 (96.1%) 100,721,638 53,389,013 (47.0%) 6,396,523 9,149,905 43.0% 522,554 672,046 28.6% 397,897,397 (2.3%) Bonds Self-Insurance Other Total $ 407,086,010 $ 141 Table of Contents City of Chandler Resources 2021-22 Adopted Budget Bond Sales Bond sales are used to finance various public infrastructure capital 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, always balancing the impact on the secondary property taxes. 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. Streets 2020-21 2021-22 % Change Adopted Adopted Adopted to Budget Budget Adopted $ - $ 22,900,000 N/A Stormwater/Sewer - 580,000 N/A Parks - 4,700,000 N/A Police - 660,000 N/A Fire - 6,320,000 N/A Water - 20,450,000 N/A Reclaimed Water - 3,500,000 N/A Wastewater - 1,350,000 N/A 60,460,000 N/A Total $ - $ As of July 1, 2020, available voter authorization is as follows. Also reflected is new authorization anticipated from a 2021 Bond Election, as well as an estimated bond sale in FY 2021-22: Anticipated New Type of Voter Available Authorization: Fall Total Anticipated Bond Approved Debt Authorization 2021 Bond Election Authorization Sales in FY 2021-22 Parks/Recreation $ 48,525,000 $ 72,985,000 $ 121,510,000 $ 4,700,000 Library 5,245,000 - $ 5,245,000 - Public Buildings 9,960,000 33,570,000 $ 43,530,000 - Streets 75,471,000 85,780,000 $ 161,251,000 22,900,000 Stormwater 4,019,000 - $ 4,019,000 580,000 Public Safety - Fire 231,000 25,160,000 $ 25,391,000 6,320,000 Public Safety - Police 1,300,000 55,190,000 $ 56,490,000 660,000 Airport 494,000 - $ 494,000 - Landfill 4,935,000 - $ 4,935,000 - Total $ 150,180,000 $ 272,685,000 $ 422,865,000 $ 35,160,000 $ 20,450,000 Other Debt* Water Wastewater 4,850,000 Total: $ 25,300,000 * Other Debt includes Excise Tax Revenue Obligation or 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 adopted 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. 142 Table of Contents City of Chandler Resources 2021-22 Adopted Budget 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. Increases reflect anticipated grant funding opportunities tied to federal relief related to the COVID-19 pandemic through the American Rescue Plan Act (ARPA). Grants Categorical Comparison Community Services $ 2019-20 2020-21 2021-22 % Change Actual Adopted Adopted Adopted to Revenue Budget Budget Adopted 230,890 $ Cultural Development - $ - N/A - - - N/A - - 15,650,000 N/A Housing & Community Development 10,282,525 15,658,950 16,653,950 6.4% Public Safety 1,127,269 - - N/A 373,435 - - N/A - 5,000,000 42,000,000 740.0% (3) Neighborhood Resources (1) Other Grants Non-Departmental (2) (3) Operating Grants Subtotal $ Community Services $ 12,014,119 - $ 20,658,950 $ 74,303,950 259.7% $ 1,400,000 $ 1,400,000 N/A Cultural Development 118,762 270,718 - N/A Public Works & Utilities 14,196,561 20,747,812 11,653,287 (43.8%) Other Grants(1) 2,976,170 5,525,322 1,646,937 (70.2%) Capital Grants Subtotal $ 17,291,493 $ 27,943,852 $ 14,700,224 (47.4%) Total Grants $ 29,305,612 $ 48,602,802 $ 89,004,174 83.1% Carryforward from Prior Years $ - $ 26,604,467 $ 29,946,014 12.6% Total Grant Appropriation $ 29,305,612 $ 75,207,269 118,950,188 58.2% $ (1) Other Grants includes Airport, City Manager, City Magistrate, Communications and Public Affairs, Economic Development, Law, and Public Works & Utilities, when applicable. (2) The Adopted Budget for Operating Grants (Fund 217 only) is reflected in the Non-departmental cost center. Expenditures occur within the Department and the budget is adjusted accordingly, once notification of the grant award is received by the City. The exception to this is position specific funding, which is reflected in the Department(s) when appropriate. (3) 2021-22 Adopted Budget includes additional federal grant funding in Neighborhood Resources and $36 million in anticipated American Rescue Plan Act (ARPA) grant in Non-Departmental. 143 Table of Contents City of Chandler Resources 2021-22 Adopted Budget Summary of Revenues Revenues were projected for the FY 2021-22 budget by taking multiple factors into consideration including direct source information, economic conditions, past trends, anticipated future trends, and FY 2020-21 estimated revenues. Anticipated revenues in FY 2020-21 were affected by closures of facilities and limited capacities due to the COVID-19 pandemic. 2018-19 Actual Revenue 2019-20 Actual Revenue 2020-21 Adopted Revenue 2020-21 Estimated Revenue 2021-22 Adopted Revenue Local Taxes and Licenses Franchise Fees Transaction Privilege License Tax Other Licenses $ 143,406,606 3,556,211 138,754,245 1,096,150 $ 144,889,549 3,432,995 140,724,705 731,848 $ 127,809,152 3,375,000 123,488,152 946,000 $ 149,110,900 3,342,100 145,033,200 735,600 $ 152,196,600 2,980,000 148,295,600 921,000 19.1% (11.7%) 20.1% (2.6%) 29.8% 0.6% 29.0% 0.2% State/County Shared Revenue State Shared Sales Tax Vehicle License Tax Highway User Tax Regional Transportation Sales Tax Urban Revenue Sharing Lottery Entitlement 85,998,197 25,525,595 10,937,104 17,301,902 866,267 30,693,731 673,598 89,593,689 26,597,361 10,917,423 16,996,911 1,153,237 33,255,159 673,598 87,970,000 23,410,000 10,360,000 16,500,000 37,000,000 700,000 98,788,335 27,600,000 11,650,000 17,620,100 4,109,135 37,000,000 809,100 92,637,009 28,790,000 12,100,000 17,373,409 200,000 33,500,000 673,600 5.3% 23.0% 16.8% 5.3% 100.0% (9.5%) (3.8%) 18.1% 5.6% 2.4% 3.4% 0.0% 6.6% 0.1% Charges for Services Engineering Fees Building Division Fees Planning Fees Public Safety Miscellaneous Library Revenues Parks and Recreation Fees 19,234,300 1,437,260 8,505,096 320,406 5,039,735 387,592 3,544,211 21,265,767 1,664,306 9,263,257 330,068 6,940,640 407,909 2,659,586 18,569,704 1,436,200 7,220,000 310,500 5,863,006 400,998 3,339,000 15,612,600 1,417,100 6,560,000 275,500 5,498,700 282,900 1,578,400 17,198,817 1,369,100 6,540,000 265,500 6,154,717 336,200 2,533,300 (7.4%) (4.7%) (9.4%) (14.5%) 5.0% (16.2%) (24.1%) 3.4% 0.3% 1.3% 0.1% 1.2% 0.1% 0.5% Miscellaneous Receipts 23,953,593 58,105,056 21,691,410 23,413,107 20,089,355 (7.4%) 3.9% Sale of Fixed Assets(1) Other Receipts(2) Interest on Investments Leases Court Fines 1,359,251 6,976,041 11,124,813 878,950 3,614,536 559,855 35,493,146 17,977,155 975,570 3,099,331 425,000 7,077,700 9,870,000 845,800 3,472,910 308,252 9,408,655 10,472,000 863,900 2,360,300 790,000 5,945,655 9,045,300 899,100 3,409,300 85.9% (16.0%) (8.4%) 6.3% (1.8%) 0.2% 1.2% 1.8% 0.2% 0.7% 124,789,525 51,322,726 133,119,876 53,523,300 134,520,539 50,816,700 135,740,047 55,042,000 139,110,697 54,384,247 3.4% 7.0% 27.2% 10.6% 53,383,104 1,744,503 15,761,852 2,357,064 220,276 58,822,171 1,728,366 16,356,850 2,507,547 181,641 62,621,881 1,769,200 16,705,178 2,330,880 276,700 59,760,696 1,750,000 16,912,697 2,154,654 120,000 62,988,089 1,800,000 17,407,538 2,388,323 142,500 0.6% 1.7% 4.2% 2.5% (48.5%) 12.3% 0.4% 3.4% 0.5% 0.0% System Development Fees Water Wastewater General Government Impact Fees 22,990,224 6,524,799 7,441,748 9,023,677 21,329,496 5,410,398 7,188,125 8,730,973 20,013,200 6,081,500 6,866,900 7,064,800 20,756,200 5,815,300 7,998,600 6,942,300 22,106,400 6,180,300 8,515,900 7,410,200 10.5% 1.6% 24.0% 4.9% 4.3% 1.2% 1.7% 1.5% Interfund Charges 28,036,028 27,718,801 28,544,383 27,625,483 28,610,689 0.2% 5.6% Property Tax 32,391,873 34,269,654 36,529,729 36,624,729 38,763,200 6.1% 7.6% Total Revenue $ 480,800,346 $ 530,291,887 $ 475,648,117 $ 507,671,401 $ 510,712,767 7.4% 100.0% Enterprise Revenue Water Sales Wastewater Service(3) Reclaimed Water Fees Solid Waste Service Other Utility Charges Airport Fuel Sales % Change Adopted to Adopted % of Total (1) Sales of land owned are included in 2018-19 Actual Revenue for sale of the City's downtown property in the amount of $847,000. 2019-20 Actual Revenue includes receipt of $27 million in federal CARES Act funds. (3) This category includes revenue from Intel Corporation's reimbursement for operation of the Ocotillo Brine Reduction Facility. Amounts reported include reimbursements of $5,476,263 in FY 2018-19 Actual Revenue, $8,025,876 in FY 2019-20 Actual Revenue, $17,338,631 in FY 2020-21 Adopted Revenue, $3,025,555 in FY 2020-21 Estimated Revenue, and $15,402,564 in FY 2021-22 Adopted Revenue. (2) 144 Table of Contents City of Chandler Resources 2021-22 Adopted Budget 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 2% of gross receipts from the sale of electric energy at retail for residential and commercial purposes. Air Products pays 2% of gross annual sales of nitrogen gas. Southwest Gas Corporation pays 2% of gross receipts from the sale of gas at retail for residential, industrial, and commercial purposes. Cox Communications, CenturyLink, and Western Broadband pay 5% 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. FY 2017-18 reflects higher collections from all agreements. The FY 2020-21 year-end estimate is an eight month actual and four month projection reflecting anticipated collections under the agreements. Projection: The FY 2021-22 adopted budget is based upon specific industry projections and reduced receipt of franchise payments from cable television providers. Fiscal Year 2017-18 2018-19 Amount $ % Inc/(Dec) 3,560,770 8.7 3,556,211 (0.1) 2019-20 3,432,995 (3.5) 2020-21 (Estimate) 3,342,100 (2.6) 2021-22 (Adopted) 2,980,000 (10.8) 145 Table of Contents City of Chandler Resources 2021-22 Adopted Budget Source: Transaction Privilege (Sales) and Use Tax Summary: The Transaction Privilege (Sales) and Use Tax (TPT) is obtained from a tax on the sale of goods, specified business activities and services, and on the purchase price of goods subject to the use tax. It is primarily calculated on gross receipts from taxable activities, but there are some allowed deductions, exemptions, and/or exclusions. This is the largest ongoing revenue source for the City’s General Fund. Economic activity has a direct effect on collections, and therefore this revenue source is monitored very closely during times of economic volatility. The majority of this revenue is received in the General Fund and may be expended for any municipal public purpose, with the exception of the Airport Operating Fund receiving a small portion of Aviation Gas and Jet Fuel TPT that may be expended only for the operation of the Airport Enterprise. The City analyzes TPT data collected by the state on Chandler’s behalf, continues to educate, and assist taxpayers, and performs audits and collection activities on past due balances to ensure compliance. Analysis: The data below reflects recent years of actual revenue with the percent of increase or decrease. For FY 2017-18 and FY 2018-19, we saw significant growth in this category which slowed during FY 2019-20. The FY 2020-21 year-end estimate is an eight month actual and four month projection reflecting continued strong spending despite the COVID-19 pandemic. Projection: The FY 2021-22 adopted budget reflects an increase from projected 2020-21 collections as spending continues to show strong economic impact even with the pandemic curtailing certain spending categories. Tax classifications which were, and will continue to be, impacted by the pandemic include Restaurant/Bar, Hotel/Motel, and Amusements. Fiscal Year Amount % Inc/(Dec) 2017-18 $ 126,496,537 5.7 2018-19 138,754,245 9.7 2019-20 140,724,705 1.4 2020-21 (Estimate) 145,033,200 3.1 2021-22 (Adopted) 148,295,600 2.2 146 Table of Contents City of Chandler Resources 2021-22 Adopted Budget 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 FY 2020-21 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 and jet fuel sales and recorded as revenue to the Airport Operating Fund. The grand total incorporates other General Fund revenues associated with Transaction Privilege (Sales) and Use Taxes that are reported within other revenue categories (Other Licenses and Other Receipts). Category Contracting(1) General Retail(2) (3) % chg Est 2020-21 to 2021-22 2017-18 Actual 2018-19 Actual 2019-20 Actual 2020-21 Adopted 2020-21 Estimated 2021-22 Adopted $ 12,388,978 $ 16,437,927 $ 13,667,589 $ 12,000,000 $ 13,670,000 $ 13,620,000 (0.4%) 56,591,792 59,676,816 64,154,359 56,000,000 69,000,000 66,800,000 (3.2%) 13,769 17,347 15,560 17,400 15,000 17,400 16.0% Restaurant/Bar 11,872,941 12,737,208 12,065,697 9,000,000 11,500,000 13,000,000 13.0% General Retail - To Airport Utilities 13,824,331 14,386,603 14,175,575 16,000,000 15,000,000 16,000,000 6.7% Telecommunications 2,395,673 2,184,382 2,351,801 2,400,000 2,100,000 2,100,000 0.0% Rentals - Real 15,134,275 16,647,603 18,088,282 15,000,000 18,000,000 19,000,000 5.6% Rentals - Personal 3,676,196 4,047,001 4,303,935 3,500,000 4,000,000 4,500,000 12.5% Hotel/Motel 3,712,085 4,059,956 3,647,202 2,287,552 3,000,000 4,500,000 50.0% 182,820 261,209 128,021 100,000 180,000 180,000 0.0% Amusements 1,083,161 1,278,259 1,048,280 900,000 750,000 1,000,000 33.3% Use Tax 4,394,129 5,416,208 5,433,275 4,500,000 6,300,000 6,000,000 (4.8%) 18,553 8,012 5,802 20,000 10,000 20,000 100.0% Publishing/Other Privilege Tax Interest Excise Tax Refunds 10,974 10,974 8,230 8,200 8,200 8,200 0.0% Audit Assessments 939,448 1,333,152 1,215,915 1,500,000 1,100,000 1,250,000 13.6% Privilege License Penalties 257,412 251,589 415,223 255,000 400,000 300,000 (25.0%) Subtotal $ 126,496,537 $ 138,754,245 $ 140,724,744 $ 123,488,152 $ 145,033,200 $ 148,295,600 2.2% License Fees(4) 1,112,616 162,901 97,435 100,000 100,000 100,000 0.0% Grand Total $ 127,609,153 $ 138,917,146 $ 140,822,179 $ 123,588,152 $ 145,133,200 $ 148,395,600 2.2% (1) Contracting includes sales tax collections on all construction activity. (2) General Retail includes, but is not limited to, Automotive Sales, General Merchandise, Grocery Stores, Drug, and Liquor Stores. (3) Revenue generated from taxes on Airport Gas sales. (4) Also associated with Transaction Privilege (Sales) and Use Tax, but License Fees are reported in the Other Licenses portion of the Resources section. 147 Table of Contents City of Chandler Resources 2021-22 Adopted Budget Source: Other Licenses Summary: Revenue from Other Licenses is comprised of the nine categories of licenses detailed below, accompanied by the FY 2021-22 adopted budget for each category: • Alcoholic Beverage Licenses $370,000 • Professional & Occupation Licenses $7,000 • Business Registrations 320,000 • Amusement Licenses 4,500 • Alarm Permits 101,000 • Peddlers and Vendors Licenses 3,500 • License Fees 100,000 • Cable License Applications 3,000 • Second Hand and Junk Licenses 12,000 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 higher revenues for FY 2017-18 are due to significantly higher privilege license fee collections due to the transition to state TPT administration, but returned to a normal level of activity for FY 2018-19. FY 2019-20 reflects decreases in almost all categories, with the most significant decline in Alcoholic Beverage Licenses. The FY 2020-21 year-end estimate is an eight month actual and four month projection based on historical trends, and reflects lower business registrations from the first full year of revenue for this category. Projection: The FY 2021-22 adopted budget reflects a return to a normal level of activity of Alcoholic Beverage Licenses. Fiscal Year Amount % Inc/(Dec) 1,604,152 46.5 2018-19 1,096,150 (31.7) 2019-20 731,848 (33.2) 2020-21 (Estimate) 735,600 0.5 2021-22 (Adopted) 921,000 25.2 2017-18 $ 148 Table of Contents City of Chandler Resources 2021-22 Adopted Budget 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 on a monthly basis based on population. Beginning in FY 2016-17, the impact of the Mid-Decade Census figures and new legislation regarding population used for distribution of state shared revenues is in effect. Each year the population changes, requiring the population to be estimated until the final number is provided to cities and towns in May. 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 FY 2020-21 year-end estimate is an eight month actual and four month projection reflecting continual strong spending leading up to the final quarter, despite the COVID-19 pandemic. Projection: The FY 2021-22 adopted budget is based on historical analysis and information from both the League of Arizona Cities and Towns and the ADOR, but the population used for the allocation is still an estimate until the final numbers are known in May. Fiscal Year Amount % Inc/(Dec) 2017-18 $ 23,821,248 0.2 2018-19 25,525,595 7.2 2019-20 26,597,361 4.2 2020-21 (Estimate) 27,600,000 3.8 2021-22 (Adopted) 28,790,000 4.3 149 Table of Contents City of Chandler Resources 2021-22 Adopted Budget 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. Beginning in FY 2016-17, the impact of the Mid-Decade Census figures and new legislation regarding population used for distribution of state shared revenues is in effect. Each year the population changes, requiring the population to be estimated until the final number is provided to cities and towns in May. 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 2020-21 year-end estimate is an eight month actual and four month projection reflecting a strong economy leading up to the final quarter. Projection: The FY 2021-22 adopted budget is based on information from both the League of Arizona Cities and Towns and the Arizona Department of Revenue, but the population used for the allocation is still an estimate until the final numbers are known in May. Fiscal Year Amount % Inc/(Dec) 2017-18 $ 10,249,582 0.0 2018-19 10,937,104 6.7 2019-20 10,917,423 (0.2) 2020-21 (Estimate) 11,650,000 6.7 2021-22 (Adopted) 12,100,000 3.9 150 Table of Contents City of Chandler Resources 2021-22 Adopted Budget 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. Beginning in FY 2016-17, the impact of the Mid-Decade Census figures and new legislation regarding population used for distribution of state shared revenues is in effect. Each year the population changes, requiring the population to be estimated until the final number is provided to cities and towns in May. 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 may 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. FY 2018-19 includes a one-time distribution of State General Fund dollars to HURF distributions, which resulted in receipt of an additional $599,122. The FY 2020-21 year-end estimate is an eight month actual and four month projection based on historical trends. Projection: The FY 2021-22 adopted budget is based on projections provided by both the League of Arizona Cities and Towns and Arizona Department of Revenue, but the population used for the allocation is still an estimate until the final numbers are known in May. It reflects a continued slight decrease as additional travel is still curtailed in the adopted year as pandemic restrictions will not yet be fully lifted. Fiscal Year Amount % Inc/(Dec) 2017-18 $ 16,135,949 (3.3) 2018-19 17,301,902 7.2 2019-20 16,996,911 (1.8) 2020-21 (Estimate) 17,620,100 3.7 2021-22 (Adopted) 17,373,409 (1.4) 151 Table of Contents City of Chandler Resources 2021-22 Adopted Budget Source: Regional Transportation (Sales) Tax Summary: On November 2, 2004, Maricopa County voters approved Proposition 400, which extends the one-half 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 for 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. FY 2017-18, FY 2018-19, and FY 2019-20 represent actual reimbursements. The FY 2020-21 year-end estimate is an eight month actual and four month projection based on the published ALCP schedule. Projection: The FY 2021-22 adopted budget has a minor amount of planned construction of arterial street and intersection projects scheduled for reimbursement in the ALCP. Advanced reimbursements are possible. Fiscal Year 2017-18 Amount % Inc/(Dec) 940,203 220.1 866,267 (7.9) $ 2018-19 2019-20 1,153,237 33.1 2020-21 (Estimate) 4,109,135 256.3 2021-22 (Adopted) 200,000 (95.1) 152 Table of Contents City of Chandler Resources 2021-22 Adopted Budget 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. Beginning in FY 2016-17, the impact of the Mid-Decade Census figures and new legislation regarding population used for distribution of state shared revenues is in effect. Each year the population changes, requiring the population to be estimated until the final number is provided to cities and towns in May. 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 2020-21 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 2018. Projection: The FY 2021-22 adopted budget is based on information from both the League of Arizona Cities and Towns and the ADOR. The projection is based on a known income tax amount the state collected for tax year 2019, but the population used for the allocation is still an estimate until the final numbers are known. This revenue source may be impacted by the COVID-19 pandemic; however, those impacts will not be realized until FY 2022-23. Fiscal Year Amount % Inc/(Dec) 2017-18 $ 30,652,381 (3.9) 2018-19 30,693,731 0.1 2019-20 33,255,159 8.3 2020-21 (Estimate) 37,000,000 11.3 2021-22 (Adopted) 33,500,000 (9.5) 153 Table of Contents City of Chandler Resources 2021-22 Adopted Budget Source: Lottery Entitlement Summary: Distribution of state lottery monies to the City began in January 1982 through the LTAF, but monthly distributions were discontinued by the state during 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 one-time Arizona Lottery Fund 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 2020-21 year-end estimate is an eight month actual and four month projection based on historical trends. Projection: The FY 2021-22 adopted budget is based on projections provided by the Regional Public Transportation Authority. Fiscal Year Amount % Inc/(Dec) 713,172 2.9 2018-19 673,598 (5.5) 2019-20 673,598 - 2020-21 (Estimate) 809,100 20.1 2021-22 (Adopted) 673,600 (16.7) 2017-18 $ 154 Table of Contents City of Chandler Resources 2021-22 Adopted Budget Charges for Services Source: Engineering Fees Summary: Engineering Fees are derived from plan review fees, off-site inspection fees, microfilming fees, pavement 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. 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 2017-18 reflects increased collections of microfilming fees, pavement fees, and encroachment permits, as well as one-time revenue recognition of amounts held on deposit for street cleaning. FY 2018-19 reflects normalized levels of encroachment permits, pavement fees, and civil engineering plan reviews. The FY 2020-21 year-end estimate is an eight month actual and four month projection reflecting a continued normal level of revenue collection. Projection: The FY 2021-22 adopted budget reflects an overall continued normal level of revenue collection. Fiscal Year 2017-18 2018-19 Amount $ % Inc/(Dec) 2,502,835 35.5 1,437,260 (42.6) 2019-20 1,664,306 15.8 2020-21 (Estimate) 1,417,100 (14.9) 2021-22 (Adopted) 1,369,100 (3.4) 155 Table of Contents City of Chandler Resources 2021-22 Adopted Budget 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, plan check fees, and sign 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. FY 2017-18 reflects reduced collections for all fees except sign fees. The FY 2018-19 increases occurred for all fees except sign fees. The FY 2020-21 year-end estimate is an eight month actual and four month projection based on anticipated building permit revenue tied to development activity, which was anticipated to slow due to the pandemic environment, however, building permit numbers continued to climb even though permit values decreased. Projection: The FY 2021-22 adopted budget reflects slightly lower anticipated permit values while maintaining current levels of building permits issued and building plan review fees. Fiscal Year 2017-18 $ Amount % Inc/(Dec) 6,802,508 (14.1) 2018-19 8,505,096 25.0 2019-20 9,263,257 8.9 2020-21 (Estimate) 6,560,000 (29.2) 2021-22 (Adopted) 6,540,000 (0.3) 156 Table of Contents City of Chandler Resources 2021-22 Adopted Budget 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. FY 2018-19 reflects lower levels of collections for all fees, and fees have flattened out since. The FY 2020-21 year-end estimate is an eight month actual and four month projection based on anticipated development projects. Projection: The FY 2021-22 adopted budget reflects a steady level of revenue from development projects with a slight reduction in zoning fees. Fiscal Year Amount % Inc/(Dec) 390,392 2.7 2018-19 320,406 (17.9) 2019-20 330,068 3.0 2020-21 (Estimate) 275,500 (16.5) 2021-22 (Adopted) 265,500 (3.6) 2017-18 $ 157 Table of Contents City of Chandler Resources 2021-22 Adopted Budget 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, 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 (SROs) for Chandler, Kyrene, and Mesa public schools located within City limits (in FY 2017-18, funding from Chandler Unified School District (CUSD) was reduced by one SRO). Also included in this category are fire contractual services, hazardous materials permit fees, 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. FY 2017-18 reflects a loss of funding for one SRO in CUSD. FY 2018-19 also reflects a reduced level of asset forfeiture revenue reimbursement. FY 2019-20 reflects a significant amount of asset forfeiture revenue reimbursement. The FY 2020-21 yearend estimate is an eight month actual and four month projection based on historical trends and reflects funding for one additional SRO in CUSD. Projection: The FY 2021-22 adopted budget anticipates lower levels of asset forfeiture revenue reimbursement, and increased revenue to fund one additional SRO in CUSD. Fiscal Year 2017-18 2018-19 Amount $ % Inc/(Dec) 5,442,247 (5.3) 5,039,735 (7.4) 2019-20 6,940,640 37.7 2020-21 (Estimate) 5,498,700 (20.8) 2021-22 (Adopted) 6,154,717 11.9 158 Table of Contents City of Chandler Resources 2021-22 Adopted Budget 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; replacement charges for lost materials; room reservation fees; copier fees; 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 the 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. The FY 2020-21 year-end estimate is an eight month actual and four month projection based on historical trends, this category saw impacts due to the COVID-19 pandemic due to facility closures which impacted room reservations, copier fees, and overdue fines. Projection: The FY 2021-22 adopted budget reflects a reduced level of revenue collections from all areas due to an anticipated slow recovery from COVID-19 impacts. Fiscal Year Amount % Inc/(Dec) 394,326 (2.8) 2018-19 387,592 (1.7) 2019-20 407,909 5.2 2020-21 (Estimate) 282,900 (30.6) 2021-22 (Adopted) 336,200 18.8 2017-18 $ 159 Table of Contents City of Chandler Resources 2021-22 Adopted Budget 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. FY 2018-19 revenues declined mainly due to lower amounts received from ball field rentals. FY 2019-20 revenues decreased due to facility closures at the end of the fiscal year due to the COVID-19 pandemic. The FY 2020-21 year-end estimate is an eight month actual and four month projection based on historical trends, and reflects decreased revenues from the impacts of the COVID-19 pandemic due to facility closures and reduced programming capacity as a result of social distancing measures. Projection: The FY 2021-22 adopted budget reflects an anticipated slow recovery from COVID-19 impacts. Fiscal Year 2017-18 $ Amount % Inc/(Dec) 3,860,046 3.5 2018-19 3,544,211 (8.2) 2019-20 2,659,586 (25.0) 2020-21 (Estimate) 1,578,400 (40.7) 2021-22 (Adopted) 2,533,300 60.5 160 Table of Contents City of Chandler Resources 2021-22 Adopted Budget Miscellaneous Receipts Source: Other Receipts Summary: This revenue consists of 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 IGA with the CUSD 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 Employer Liability Self Insurance Fund) are restricted in use. Analysis: The data below reflects recent years of actual revenue with the percent of increase or decrease. FY 2017-18 includes several large reimbursements for prior year expenses as well as for renovations at the Center for the Arts, which are one-time in nature and thus the FY 2018-19 collections are lower since these receipts did not recur. FY 2019-20 revenues reflect the receipt of $27 million in federal CARES Act funds. The FY 2020-21 year-end estimate is an eight month actual and four month projection based on historical trends, and reflects continued closure of Center for the Arts due to the pandemic. Projection: The FY 2021-22 adopted budget reflects an anticipated slow recovery from COVID-19 impacts. Fiscal Year 2017-18 Amount $ % Inc/(Dec) 8,181,972 (1.2) 2018-19 6,976,041 (14.7) 2019-20 35,493,146 408.8 2020-21 (Estimate) 9,408,655 (73.5) 2021-22 (Adopted) 5,945,655 (36.8) 161 Table of Contents City of Chandler Resources 2021-22 Adopted Budget 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, asset-backed securities, corporates, and certain public offerings. 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 from interest earned on investing their idle funds in funds other than the General Fund 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, as shown by the FY 2018-19 and FY 2019-20 earnings. The FY 2020-21 year-end estimate is an eight month actual and four month projection based on current rates of return after experiencing continued low Federal Funds rates, along with the amount of idle funds invested starting to decline as spending is ramped up. Projection: The FY 2021-22 adopted budget is based on market rate projections reflecting the lower Federal Funds rate used in conjunction with the estimated amount of idle funds invested. Fiscal Year Amount % Inc/(Dec) 6,914,689 20.3 2018-19 11,124,813 60.9 2019-20 17,977,155 61.6 2020-21 (Estimate) 10,472,000 (41.7) 2021-22 (Adopted) 9,045,300 (13.6) 2017-18 $ 162 Table of Contents City of Chandler Resources 2021-22 Adopted Budget Source: Leases Summary: This revenue is comprised of leases at the Chandler Municipal Airport and other miscellaneous properties, as well as various wireless communication leases. The following listing of the leases is accompanied by the FY 2021-22 adopted budget for each category: • Airport T-Hangars, Tie-Downs, T-Shades and Other Charges $528,000 • Airport Leases 200,000 • Wireless Communication Leases 144,000 • Miscellaneous Property Leases 27,100 The revenue related to airport lease activity may only be expended on operations of the Airport Enterprise. Lease revenues collected in the General Fund may be expended for any municipal public purpose. Analysis: The data below reflects recent years of actual revenue with the percent of increase or decrease. FY 2017-18 reflects a reduction in property leases, as property was sold earlier than anticipated resulting in discontinuation of the revenue stream. FY 2019-20 shows an increase due to billing for a new lease agreement. The FY 2020-21 year-end estimate is an eight month actual and four month projection based on existing leases. Projection: The FY 2021-22 adopted budget reflects slightly higher revenues from a continuation of existing leases. Fiscal Year 2017-18 Amount % Inc/(Dec) 880,215 (38.6) 2018-19 $ 878,950 (0.1) 2019-20 975,570 11.0 2020-21 (Estimate) 863,900 (11.4) 2021-22 (Adopted) 899,100 4.1 163 Table of Contents City of Chandler Resources 2021-22 Adopted Budget 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 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. 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 2017-18 reflects higher photo red light program revenues, while FY 2018-19 and FY 2019-20 reflect lower photo red light program revenues. The FY 2020-21 year-end estimate is an eight month actual and four month projection with reduced levels of traffic and court fines due to COVID-19 impacts. Projection: The FY 2021-22 adopted budget assumes an increase in traffic and court fines, as impacts from the COVID-19 pandemic should be reduced. Fiscal Year Amount % Inc/(Dec) 3,856,594 36.8 2018-19 3,614,536 (6.3) 2019-20 3,099,331 (14.3) 2020-21 (Estimate) 2,360,300 (23.8) 2021-22 (Adopted) 3,409,300 44.4 2017-18 $ 164 Table of Contents City of Chandler Resources 2021-22 Adopted Budget 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. 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. FY 2017-18 reflects a 2.5% revenue increase effective October 1, 2017 to support debt service related to new and expanded water facilities. The FY 2020-21 year-end estimate is an eight month actual and four month projection based on historical trends. Projection: The FY 2021-22 adopted budget reflects revenue collections from lower consumption which is masking an anticipated mid-year increase of 2%. Fiscal Year Amount % Inc/(Dec) 2017-18 $ 52,790,952 1.6 2018-19 51,322,726 (2.8) 2019-20 53,523,300 4.3 2020-21 (Estimate) 55,042,000 2.8 2021-22 (Adopted) 54,384,247 (1.2) 165 Table of Contents City of Chandler Resources 2021-22 Adopted Budget 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 City 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 2017-18 reflects an 8% revenue increase effective October 1, 2017 to support debt service related to new and expanded wastewater facilities. The FY 2020-21 estimate is an eight month actual and four month projection based on historical trends. Projection: The FY 2021-22 adopted budget reflects revenue collections from lower consumption with the addition of a new wastewater treatment plant at Intel Corporation but higher revenue offsets from the OBRF portion which is masking an anticipated mid-year increase of 8%. Fiscal Year WW Portion % Inc/(Dec) OBRF Portion % Inc/(Dec) Total Amount % Inc/(Dec) 2017-18 $ 47,053,383 4.9 6,543,227 12.1 $ 53,596,610 5.7 2018-19 47,906,841 1.8 5,476,263 (16.3) 53,383,104 (0.4) 2019-20 50,796,296 6.0 8,025,876 46.6 58,822,171 10.2 $ 2020-21 (Estimate) 51,767,400 1.9 7,993,296 (0.4) 59,760,696 1.6 2021-22 (Adopted) 47,585,525 (8.1) 15,402,564 92.7 62,988,089 5.4 166 Table of Contents City of Chandler Resources 2021-22 Adopted Budget 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. FY 2017-18 reflects a 15% revenue increase effective beginning October 1, 2017. The FY 2020-21 estimate is an eight month actual and four month projection based on historical trends. Projection: The FY 2021-22 adopted budget reflects revenue collections from slightly higher consumption with an anticipated mid-year 8% rate increase. Fiscal Year 2017-18 $ Amount % Inc/(Dec) 1,690,923 (10.0) 2018-19 1,744,503 3.2 2019-20 1,728,366 (0.9) 2020-21 (Estimate) 1,750,000 1.3 2021-22 (Adopted) 1,800,000 2.9 167 Table of Contents City of Chandler Resources 2021-22 Adopted Budget 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. FY 2017-18 reflects a 6% rate increase effective beginning October 1, 2017 to support increased operating costs. FY 2019-20 reflects a 6% rate increase which was effective January 1, 2020 to support increased hauling contract and recycling operating costs. The FY 2020-21 year-end estimate is an eight month actual and four month projection. Projection: The FY 2021-22 adopted budget reflects higher hauling contract and recycling costs related to the global demand reduction for recycled materials, and an anticipated mid-year 6% rate increase. Fiscal Year Amount % Inc/(Dec) 2017-18 $ 15,963,690 4.4 2018-19 15,761,852 (1.3) 2019-20 16,356,850 3.8 2020-21 (Estimate) 16,912,697 3.4 2021-22 (Adopted) 17,407,538 2.9 168 Table of Contents City of Chandler Resources 2021-22 Adopted Budget 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. 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. FY 2018-19 reflects lower wastewater service charges, while FY 2019-20 shows higher revenues from increased construction. The FY 2020-21 estimate is an eight month actual and four month projection based on historical trends and includes the temporary discontinuation of utility late fees during the COVID-19 pandemic. Projection: The FY 2021-22 adopted budget reflects a steady amount of revenue collections with a resumption in assessing utility late fees. Fiscal Year 2017-18 $ Amount % Inc/(Dec) 2,615,605 0.4 2018-19 2,357,064 (9.9) 2019-20 2,507,547 6.4 2020-21 (Estimate) 2,154,654 (14.1) 2021-22 (Adopted) 2,388,323 10.8 169 Table of Contents City of Chandler Resources 2021-22 Adopted Budget 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. These fees are reviewed and revised periodically based on current and future water capital expenditures and growth projections, along with A.R.S. 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. This revenue stream is paid only on new development or higher density redevelopment, so this revenue stream will continue to decline as the City moves toward residential and commercial build-out. Under a new fee structure adopted in FY 2019-20, water system development fees decreased by 40%. The FY 2020-21 year-end estimate is an eight month actual and four month projection reflecting current development activity. Projection: The FY 2021-22 adopted budget reflects current market conditions. Fiscal Year 2017-18 $ Amount % Inc/(Dec) 9,083,655 (15.9) 2018-19 6,524,799 (28.2) 2019-20 5,410,398 (17.1) 2020-21 (Estimate) 5,815,300 7.5 2021-22 (Adopted) 6,180,300 6.3 170 Table of Contents City of Chandler Resources 2021-22 Adopted Budget 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. These fees are reviewed and revised periodically based on current and future wastewater capital expenditures and growth projections, along with A.R.S. 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. This revenue stream is paid only on new development or higher density redevelopment, so this revenue stream will continue to decline as the City moves toward residential and commercial build-out. Under a new fee structure adopted in FY 2019-20, wastewater system development fees decreased by 31%. The FY 2020-21 year-end estimate is an eight month actual and four month projection reflecting current development activity. Projection: The FY 2021-22 adopted budget reflects current market conditions. Fiscal Year Amount % Inc/(Dec) 2017-18 $ 10,468,487 (17.3) 2018-19 7,441,748 (28.9) 2019-20 7,188,125 (3.4) 2020-21 (Estimate) 7,998,600 11.3 2021-22 (Adopted) 8,515,900 6.5 171 Table of Contents City of Chandler Resources 2021-22 Adopted Budget Source: General Government Impact Fees Summary: Starting in 1996, the City passed ordinances to charge impact fees to developers to fund growth-related capital infrastructure in all categories noted below. A listing of the various impact fees is accompanied by the FY 2021-22 adopted budget for each category: • Arterial Streets $4,440,700 • Police $224,000 • Parks 2,077,200 • Public Buildings 184,300 • Fire 384,000 • Library 100,000 These fees are reviewed and revised periodically based on current and future capacity-expanding capital expenditures, growth projections, and A.R.S. 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. This revenue stream is paid only on new development or higher density redevelopment, so this revenue stream will continue to decline as the City moves toward residential and commercial build-out. Under a new fee structure adopted in FY 2019-20, all impact fees categories decreased by various percentages. The FY 2020-21 year-end estimate is an eight month actual and four month projection reflecting current development activity. Projection: The FY 2021-22 adopted budget reflects current market conditions. Fiscal Year Amount % Inc/(Dec) 2017-18 $ 13,982,673 (4.8) 2018-19 9,023,677 (35.5) 2019-20 8,730,973 (3.2) 2020-21 (Estimate) 6,942,300 (20.5) 2021-22 (Adopted) 7,410,200 6.7 172 Table of Contents City of Chandler Resources 2021-22 Adopted Budget 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, replacement 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 2020-21 year-end estimate is an eight month actual and four month projection based on historical trends. Projection: The FY 2021-22 adopted budget reflects increased levels of contributions to the short-term disability, dental, and medical self-insurance funds due to higher claims. Fiscal Year Amount % Inc/(Dec) 2017-18 $ 27,554,339 2.2 2018-19 28,036,028 1.7 2019-20 27,718,801 (1.1) 2020-21 (Estimate) 27,625,483 (0.3) 2021-22 (Adopted) 28,610,689 3.6 173 Table of Contents City of Chandler Resources 2021-22 Adopted Budget 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, Reclaimed Water, 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 as the original revenues are already budgeted within each of the funds. Interfund transfers are increasing in FY 2021-22 due to anticipated loan repayment transfers from Impact Funds to the General Fund and General Obligation Debt Service Fund and System Development Funds to the Water and Wastewater Operating Funds. Listed below are all interfund transfers anticipated for FY 2021-22: Indirect Cost Allocation: Highway User Revenue Fund to General Fund $ Local Transportation Assistance Fund to General Fund Water Fund to General Fund 9,582 197 3,430,205 Reclaimed Water Fund to General Fund 82,361 Wastewater Fund to General Fund 2,472,696 Reverse Osmosis Fund to General Fund 458,895 Solid Waste Fund to General Fund 1,014,258 Airport Fund to General Fund 102,341 Insured Liability Self Insurance Fund to General Fund 315 Uninsured Liability Fund to General Fund 236 Water Fund to Workers’ Compensation Self Insurance Fund Reclaimed Water Fund to Workers’ Compensation Self Insurance Fund 27,104 766 Wastewater Fund to Workers’ Compensation Self Insurance Fund 18,089 Solid Waste Fund to Workers’ Compensation Self Insurance Fund 12,963 Water Fund to Uninsured Liability Self Insurance Fund 21,548 Wastewater Fund to Uninsured Liability Self Insurance Fund 21,548 Contributions to Other Funds: General Fund to the Public Housing Authority (PHA) Management Fund 135,000 General Fund to the PHA Section 8 Fund 150,000 General Fund to General Government Capital Projects Fund 55,002,615 General Fund to Airport Operating Fund (subsidy) 3,415,420 General Fund to Insured Liability Self Insurance Fund 2,190,000 General Fund to Uninsured Liability Self Insurance Fund 596,749 Highway User Revenue Fund to Uninsured Liability Self Insurance Fund 91,227 Transfers from various funds to Technology Replacement Fund 3,837,922 Reimbursement: Regional Transportation Sales Tax to Arterial Street Impact Fund 200,000 Repayments: Public Building Impact Fund to General Fund 250,000 Fire Impact Fund to General Fund 700,000 Arterial Street Impact Fund to General Obligation Debt Service Fund Park NW Impact Fund to General Obligation Debt Service Fund 8,250,000 500,000 174 Table of Contents City of Chandler Resources 2021-22 Adopted Budget Park NE Impact Fund to General Obligation Debt Service Fund 994,681 Library Impact Fund to General Obligation Debt Service Fund 255,319 Reclaimed Water System Development Fee Fund to Water Operating Fund 3,900,000 Wastewater System Development Fee Fund to Wastewater Operating Fund Total Interfund Transfers 7,200,000 $ 95,342,037 175 Table of Contents City of Chandler Resources 2021-22 Adopted Budget 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 maximum allowable levy for primary taxes is restricted to a 2% annual increase, plus allowances for annexations, new construction, and population increases. The FY 2021-22 primary property tax rate is adopted to be reduced from the FY 2020-21 rate of $0.2501 per $100 of assessed valuation to $0.2426 per $100 of assessed valuation. Secondary Taxes are restricted for general bonded debt obligations and voter approved budget overrides. The FY 2021-22 secondary property tax rate is adopted to remain the same as the FY 2020-21 rate of $0.87 per $100 of assessed valuation. This results in a total tax rate of $1.1126 per $100 of assessed value decreased from $1.1201, minimizing the impact of the 6.8% increase in Limited Assessed Values of which 3.7% is new property. 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. Assessed values started increasing in FY 2014-15 after the great recession and reached pre-recession values in FY 2017-18. The FY 2020-21 year-end estimate is an eight month actual and four month projection reflecting higher assessed values from new property added and appreciation, offset by a rate reduction in primary property tax. Projection: The projected tax collections for FY 2021-22 reflect property market values from calendar year 2019, 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 valuations increase. Fiscal Year Amount % Inc/(Dec) 2017-18 $ 30,967,677 3.7 2018-19 32,391,873 4.6 2019-20 34,269,654 5.8 2020-21 (Estimate) 36,624,729 6.9 2021-22 (Adopted) 38,763,200 5.8 176 Table of Contents City of Chandler Resources 2021-22 Adopted Budget Source: Property Tax 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 FY 2021-22 amounts: City Valuation Year Overall Rate - Including City, County, School District, and Special Assessment Districts City Rate Percent of Total Rate 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 $ 0.2900 0.8700 $ 1.1600 3.8% 20.9 9.8% 2017-18 P S $ 2,675,480,112 2,675,480,112 $ 7.45 4.17 $ 11.62 $ 0.2700 0.8700 $ 1.1400 3.6% 20.9 9.8% 2018-19 P S $ 2,783,830,922 2,783,830,922 $ 7.32 4.46 $ 11.78 $ 0.2686 0.8700 $ 1.1386 3.7% 19.5 9.7% 2019-20 P S $ 3,011,152,689 3,011,152,689 $ 7.11 4.44 $ 11.55 $ 0.2581 0.8700 $ 1.1281 3.6% 19.6 9.8% 2020-21 P S $ 3,243,434,243 3,243,434,243 $ 7.05 4.35 $ 11.40 $ 0.2501 0.8700 $ 1.1201 3.6% 20.0 9.8% Type 2021-22 City Valuation % Inc/(Dec) 2021-22 Adopted Rates 2020-21 Levy* 2021-22 Levy* % Inc/(Dec) Primary Secondary $ 3,463,794,661 3,463,794,661 6.8% 6.8% $0.2426 0.8700 $1.1126 $ 8,111,829 28,217,900 $36,329,729 $ 8,403,200 30,135,000 $38,538,200 3.6% 6.8% 6.1% *The totals include an additional $225,000 in prior year collections anticipated to be received. 177 Table of Contents Table of Contents City of Chandler General Government 2021-22 Adopted Budget Mayor and Council City Magistrate City Attorney City Manager City Clerk Law - Civil Administration Communications and Public Affairs Economic Development Law - Prosecutorial Mayor and Council Tourism Liability Litigation Video Production Innovations Liability Litigation Claims Print, Mail, and Graphics Airport Buildings and Facilities Transportation Policy Human Resources Fleet Services Fleet Motor Pool 179 Table of Contents City of Chandler General Government 2021-22 Adopted Budget General Government Overview The FY 2019-20 Actual, FY 2020-21 Adopted, FY 2020-21 Estimated Expenditures, and FY 2021-22 Adopted Budget may show significant differences due to impacts from the COVID-19 pandemic. Therefore, when comparing between budget years, consider that the FY 2020-21 budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize potential impacts from revenue shortfalls, whereas the FY 2021-22 Adopted Budget anticipates services returning to some normalcy during the year. Refer to the Executive Summary for additional details on the effects caused by the COVID-19 pandemic. 2019-20 Actual Expenditures Expenditures by Cost Center Mayor and Council Communications and Public Affairs Video Production Print, Mail, and Graphics City Clerk City Magistrate Law Liability Litigation Liability Litigation Claims City Manager Airport Airport Capital Buildings and Facilities Buildings and Facilities Capital Economic Development Economic Development Capital Tourism Innovations Fleet Services Fleet Motor Pool Human Resources Transportation Policy Transportation Policy Capital(1) Expenditures by Category Personnel & Benefits Total Personnel (2) Ongoing One-time(2) Operating & Maintenance Capital - Major $ 985,512 1,192,378 595,327 636,068 1,076,113 4,444,495 3,790,449 1,600,618 810,566 1,171,784 897,348 2,339,469 7,346,778 1,664,924 1,054,234 549,304 250,000 1,149,290 58,528 3,146,710 5,398,988 $ 2020-21 Adopted Budget 2020-21 Estimated Expenditures 1,021,237 1,239,675 601,302 774,453 926,189 4,684,074 3,884,306 1,863,427 3,988,572 1,426,082 1,104,206 7,684,808 7,808,007 3,163,953 1,098,386 1,056,208 260,509 285,930 1,210,821 65,568 3,602,651 4,041,922 $ 994,250 1,223,170 658,705 697,825 910,580 4,360,791 3,906,550 1,845,465 3,866,616 1,367,914 1,200,618 464,441 7,965,729 394,890 11,071,151 498,805 333,334 1,214,717 53,962 3,269,900 2,463,694 2021-22 Adopted Budget $ % Change Adopted to Adopted 1,041,711 1,307,146 748,014 833,581 1,197,666 4,996,699 3,915,729 2,078,205 3,988,572 1,491,322 1,599,897 6,384,850 8,238,066 6,124,579 1,157,103 1,056,208 361,388 285,930 1,228,536 65,568 3,630,876 3,983,238 2.00% 5.44% 24.40% 7.63% 29.31% 6.67% 0.81% 11.53% 0.00% 4.57% 44.89% -16.92% 5.51% 93.57% 5.35% 0.00% 38.72% 0.00% 1.46% 0.00% 0.78% -1.45% - - - 3,268,803 N/A Total $ 40,158,883 $ 51,792,286 $ 48,763,107 $ 58,983,687 13.89% $ 21,252,818 $ 22,023,453 $ 21,336,598 $ 22,750,695 1,603,035 21,882,398 21,195,543 22,417,885 2.45% 14,901,672 4,004,393 Total $ 40,158,883 141,055 17,863,864 11,904,969 $ 51,792,286 141,055 26,567,178 859,331 $ 48,763,107 332,810 19,398,552 16,834,440 $ 58,983,687 135.94% 8.59% 41.41% 13.89% (1) New cost center established July 1, 2021. (2) Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. 180 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Staffing by Cost Center Mayor and Council Communications and Public Affairs Video Production Print, Mail, and Graphics City Clerk City Magistrate Law Liability Litigation City Manager Airport Buildings and Facilities Economic Development Tourism Fleet Services Human Resources Transportation Policy Total 2019-20 Revised 4.500 8.000 2.000 5.000 6.000 41.000 28.000 4.000 5.000 6.000 44.000 6.500 1.000 12.000 23.000 3.000 199.000 2020-21 Adopted 4.500 8.000 2.000 5.000 6.000 41.000 28.000 4.000 7.000 6.000 44.000 6.500 1.000 12.000 23.000 3.000 201.000 2020-21 Revised 4.500 8.000 3.000 4.000 6.000 41.000 28.000 4.000 7.000 7.000 44.000 6.500 1.000 12.000 23.000 3.000 202.000 2021-22 Adopted 4.500 8.000 3.000 4.000 6.000 42.000 28.000 4.000 7.000 7.000 44.000 6.500 1.000 12.000 23.000 3.000 203.000 % Change Adopted to Adopted 0.00% 0.00% 50.00% -20.00% 0.00% 2.44% 0.00% 0.00% 0.00% 16.67% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 1.00% 181 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Mayor and Council - 1020 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. City Council has four appointed positions that report to them: City Clerk, City Magistrate, City Manager, and City Attorney. 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 City 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 City Attorney 182 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Mayor and Council - 1020 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Expenditures Budget Adjusted Estimated Adopted Adopted to Budget Expenditures Budget Adopted Personnel Services Total Personnel 941,481 $ 954,704 $ 957,927 $ 933,000 $ 975,220 2.15% Ongoing* 941,481 954,704 957,927 933,000 975,220 2.15% One-time* - - - - - N/A Professional/Contract 8,318 5,000 5,000 5,000 7,500 50.00% Operating Supplies 11,918 13,370 13,370 12,487 14,641 9.51% $ Repairs/Maintenance 1,787 2,500 2,500 2,000 2,500 0.00% Communications/Transportation 13,202 9,550 29,050 26,650 36,650 283.77% Other Charges/Services 6,432 34,200 14,700 13,200 3,245 -90.51% 18 - - - - N/A Office Furniture/Equipment Capital Replacement 2,357 1,913 1,913 1,913 1,955 2.20% Total Cost Center - 1020 $ 985,512 $ 1,021,237 $ 1,024,460 $ 994,250 $ 1,041,711 2.00% General Fund $ 985,512 $ 1,021,237 $ 1,024,460 $ 994,250 $ 1,041,711 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions Position Title 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Administrative Assistant 0 0 0.5 0.5 0.5 0.5 Community Engagement Specialist 0 1 1 1 1 1 Executive Management Assistant 3 2 2 2 2 2 Mayor and City Council Assistant 1 0 0 0 0 0 Mayor and Council Communications Manager 0 1 1 1 1 1 Total 4 4 4.5 4.5 4.5 4.5 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 reflects the elimination of FY 2020-21 one-time funding for Community and Policy Committees. As part of the FY 2021-22 amendment process, ongoing funding of $14,000 for regional organization coordination and participation was transferred from the Council Contingency. 183 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Communications and Public Affairs Department Overview Expenditures by Cost Center $ 1,192,378 Communications and Public Affairs 595,327 Video Production 636,068 Print, Mail, and Graphics Total $ 2,423,773 Expenditures by Category Personnel & Benefits Total Personnel $ (1) 1,239,675 601,302 774,453 $ 2,615,430 $ 1,223,170 658,705 697,825 $ 2,579,700 $ $ $ $ $ 1,643,897 1,658,725 1,307,146 748,014 833,581 $ 2,888,741 % Change Adopted to Adopted 5.44% 24.40% 7.63% 10.45% 1,669,674 1,560,620 1,575,448 1,609,579 3.14% 757,896 Total $ 2,423,773 83,277 971,533 $ 2,615,430 83,277 920,975 $ 2,579,700 60,095 1,219,067 $ 2,888,741 -27.84% 25.48% 10.45% 2019-20 Revised 8.000 2.000 5.000 15.000 2020-21 Adopted 8.000 2.000 5.000 15.000 2020-21 Revised 8.000 3.000 4.000 15.000 2021-22 Adopted 8.000 3.000 4.000 15.000 % Change Adopted to Adopted 0.00% 50.00% -20.00% 0.00% Staffing by Cost Center Communications and Public Affairs Video Production Print, Mail, and Graphics Total (1) 1,665,876 2021-22 Adopted Budget 2020-21 Estimated Expenditures - Ongoing One-time(1) Operating & Maintenance 2020-21 Adopted Budget 2019-20 Actual Expenditures Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. 184 Table of Contents City of Chandler General Government 2021-22 Adopted Budget 2020-21 Accomplishments  Mayor Kevin Hartke delivered a virtual State of the City address with remarks and videos during the event highlighting Chandler’s perseverance, strength, and progress during the global pandemic.  Updated the City Council’s Strategic Framework in print and digital formats as well as created a campaign to promote the City Council vision, updated brand statement, and focus areas.  Continued the strong tradition of community outreach on behalf of the Mayor and Council by coordinating City Council initiatives, social media campaigns, videos, columns, outreach presentations, and responses to inquiries.  Published the 2020 Annual Report and provided graphic design for the annual Budget Book to highlight progress and accomplishments of the past year. Assisted the Management Services Department in promoting the annual budget survey and produced a video series to collect public comments during the budget development process.  Promoted public participation in the 2020 Census by working with the City’s Complete Count Committee to educate residents about the importance of completing the census. Produced communication materials in a variety of platforms and languages that explained the significance of the census to Chandler residents.  Provided communication support throughout the City’s response to COVID-19. This included producing videos and virtual events, broadcasting meetings, and creating digital content on the City’s websites and social media platforms. CAPA created graphics, signs, and printed materials to support the City’s response, monitored and responded to constituent and employee inquiries, and created special sections on the City’s websites to address COVID-19.  Issued more than 250 news releases, news articles, and blogs, and wrote Chandler Insider articles distributed monthly to 30,000 households. Published the CityScope newsletter distributed monthly to 85,000 utility customers.  Managed content on the City’s website and social media platforms, including social media campaigns to communicate City services, programs, and events. Activated new features on the website that enabled visitors to better search for park amenities and events. Promoted monthly public awareness campaigns for Black History Month and Women’s History Month through news articles, blogs, videos, and social media content.  Created the bond election section of the website to support the review of community needs by the Citizen Bond Exploratory Committee. Supported community input through virtual meetings and online forums for master plan projects to guide investments into City parks and recreational facilities and the Chandler Municipal Airport.  Produced virtual events and programs for the Tumbleweed Tree Lighting, Veteran’s Day Path of Honor, concerts for the Chandler Center for the Arts, and numerous recreation programs and classes that provided alternative means for residents to take part in events and programs offered by the City.  Published the weekly employee newsletter, Quicklook, managed content on Chanweb, the City’s internal website, and provided communication support for City Manager messages and Team Talks presentations.  The Video Production Division supported public meetings, coordinated studio and field shoots, produced virtual programs, and completed nearly 500 video productions shared through cable television, website, and social media platforms. The team also broadcast events, concerts, and meetings through live streams on Facebook and YouTube.  The Print, Mail, and Graphics Division completed more than 2,100 print production and graphic design requests. The division also processed nearly 850,000 pieces of outgoing mail, taking measures to qualify for the greatest discounts possible and saving the City thousands in postage costs.  Managed the City Hall Information Desk to fulfill customer service inquiries via phone and in-person, including staffing the COVID-19 hotline. Fostered a safe, friendly service environment to direct customer to services, attend meetings, route deliveries, and assist with security and public safety response. 185 Table of Contents City of Chandler General Government FY 2021-22 Adopted Budget Communications and Public Affairs - 1070 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 public information campaigns, production and design of newsletters, publications, press releases, presentations, videos, websites, social media, and government cable television, streaming media, and virtual programming. The department also coordinates citizens' requests for service, public meetings, and other citywide public affairs projects. In addition, it provides public relations, media relations, and content development support and counsel to the Mayor, City Council, and City departments. 2021-22 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 platforms. Measures 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 165 146 150 150 150 Council columns/journal articles(1) 41 N/A N/A N/A N/A Columns, news articles, and blogs(2) N/A 124 110 100 100 Newsletters 63 63 64 64 63 Public record requests 10 27 25 20 20 Public awareness/marketing campaigns 14 18 20 20 18 8,398 6,782 8,500 7,000 7,000 255,037 332,442 240,589 311,634 335,000 430,110 242,224 312,396 250,000 325,000 7 10 12 12 10 Public meeting logistics/facilitation (2) 2019-20 Actual News releases (English and Spanish) Citizens’ requests for services entered into computerized tracking system - Lucity Web-related measures Average unique page views per month Average total page views per month (1) 2018-19 Actual Effective FY 2019-20 measure discontinued. New measure effective FY 2019-20. * 2020-21 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. 186 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Communications and Public Affairs - 1070 Budget Summary Description 2020-21 2021-22 % Change Adjusted Estimated Adopted Adopted to Budget Expenditures Budget Adopted 2019-20 2020-21 2020-21 Actual Adopted Expenditures Budget Personnel Services Total Personnel $ 942,214 $ 928,563 $ 941,266 $ 943,070 $ 953,580 2.69% 2.69% Ongoing* - 928,563 941,266 943,070 953,580 One-time* - - - - - N/A Professional/Contract 198,845 225,000 232,495 227,000 267,112 18.72% Operating Supplies 36,238 42,647 38,647 37,300 66,254 55.35% Repairs/Maintenance 1,919 1,400 1,400 1,000 1,500 7.14% Communications/Transportation 8,555 5,500 5,500 2,300 4,900 -10.91% Other Charges/Services 3,662 16,565 15,686 12,500 13,800 -16.69% Machinery/Equipment - 20,000 1,000 - - -100.00% Office Furniture/Equipment 886 - - - - N/A Capital Replacement 60 - - - - N/A 5.44% Total Cost Center - 1070 $ 1,192,378 $ 1,239,675 $ 1,235,994 $ 1,223,170 $ 1,307,146 General Fund $ 1,192,378 $ 1,239,675 $ 1,235,994 $ 1,223,170 $ 1,307,146 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Administrative Assistant 0 0 0 1 1 1 Communications and Public Affairs Director 1 1 1 1 1 1 Communications Manager 0 0 0 0 1 1 Digital Content Creator 0 1 1 1 1 1 Digital Content Strategist 1 1 1 1 1 1 Management Assistant 1 1 1 0 0 0 Public Information Officer 3 3 3 3 2 2 Security Officer 1 1 1 1 1 1 Total 7 8 8 8 8 8 Position Title Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 reflects one-time funding provided for translation services, providing bond election public communications, additional printing costs related to the CityScope newsletter, and digital content management services. During FY 2020-21, one Public Information Officer position was reclassified to Communications Manager. 187 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Video Production - 1071 Video Production is responsible for producing digital media content for the City’s social media platforms, websites, and the cable Government Access Channel. This includes producing live broadcasts of City Council, Planning and Zoning meetings, and Facebook and YouTube live events virtual programs as well as digital media posts for social media platforms. Other digital media productions include digital news updates, internal messaging, internal training, as well as special request programs that highlight events, operations, and information about City related activities. 2021-22 Performance Measurements Goal:(1) Provide digital media content for the City’s government access cable channel, social media platforms, and websites. Supports Priority Based Budgeting Goal(s): Good Governance Objective:(1) ♦ Produce digital media content for all City departments to be aired on the City’s government access cable channel, social media platforms, and websites. Measures 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Original hours(2) Televise live presentations of City Council Meetings, Study Sessions, and Planning and Zoning Meetings(2) 150 N/A N/A N/A N/A 50 N/A N/A N/A N/A External Communication(3) N/A N/A 210 285(4) 230 Internal Communication(3) N/A N/A 40 60(4) 40 Goal:(1) Produce live digital media content to be aired on the City’s government access cable channel, social media platforms and websites. Supports Priority Based Budgeting Goal(s): Objective:(1) ♦ Produce live digital media content for all City departments. Measures 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Council Meetings, Planning and Zoning Meetings(1) 58 58 58 79(4) 75 Provide production support for special video requests(2) 62 N/A N/A N/A N/A Special events and communications(3) N/A N/A 65 75(4) 65 (1) Effective FY 2019-20 goal, objective, and measure has been modified. Effective FY 2019-20 measure has been discontinued. (3) New measures effective FY 2019-20. (4) The number of external and internal communications, live meetings, and special events and communications increased this year due to COVID-19. (2) * 2020-21 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. 188 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Video Production - 1071 Goal:(1) Provide production support for one-time video requests to be shown on City’s Channel 11. Supports Priority Based Budgeting Goal(s): Good Governance Objective:(1) ♦ Provide production support to City departments, commissions, and other approved requesting organizations. Measures(1) Provide video support for forums that provide specific information Produce Public Service Announcements that inform Chandler residents of events, services, and/or programs (1) 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 15 N/A N/A N/A N/A 50 N/A N/A N/A N/A Effective FY 2019-20 the goal, objective, and measures have been discontinued. * 2020-21 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. 189 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Video Production - 1071 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Expenditures Budget Adjusted Estimated Adopted Adopted to Budget Expenditures Budget Adopted Personnel Services Total Personnel $ 336,466 $ 317,821 $ 318,830 $ 319,155 $ 323,473 1.78% Ongoing* - 234,544 235,553 235,878 323,473 37.92% One-time* - 83,277 83,277 83,277 - -100.00% Professional/Contract 130,668 210,000 450,102 230,000 160,000 -23.81% Operating Supplies 99,369 5,500 5,500 3,500 4,500 -18.18% Repairs/Maintenance Communications/Transportation - 1,381 1,381 1,000 1,441 4.34% 1,310 2,150 2,150 1,100 2,150 0.00% Other Charges/Services 749 2,200 2,200 1,700 3,200 45.45% Machinery/Equipment 24,514 60,000 119,931 100,000 251,000 318.33% Capital Replacement 2,250 2,250 2,250 2,250 2,250 0.00% Total Cost Center - 1071 $ 595,327 $ 601,302 $ 902,344 $ 658,705 $ 748,014 24.40% General Fund $ 595,327 $ 601,302 $ 902,344 $ 658,705 $ 748,014 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Digital Media Journalist 0 0 0 0 1 1 Video Production Coordinator 1 1 1 1 1 1 Video Productions Specialist 1 1 1 1 1 1 Total 2 2 2 2 3 3 Position Title Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2020-21 reflects increased spending due to one-time savings carryforward from FY 2019-20 related to government and educational access programs. FY 2021-22 reflects one-time funding provided for replacement of Council Chambers audience displays and enhancing the City’s video production and broadcasting capabilities. FY 2021-22 also reflects the reduction of FY 2020-21 one-time funding provided for a temporary Digital Media Journalist and for updating the Council Chambers audio visual system amplifiers. FY 2021-22 one-time funding is provided for cable access channels at the same amount as in FY 2020-21; this funding has a 100% revenue offset from Cox Communications and CenturyLink. As part of the FY 2021-22 amendment process, one-time funding of $20,000 for a field camera and $30,000 for a studio camera was transferred from the Council Contingency. During FY 2020-21, one Digital Media Journalist position was reclassified from an Administrative Services Clerk and transferred from cost center 1210, Print, Mail, and Graphics. 190 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Print, Mail, and Graphics - 1210 Print, Mail, and Graphics is responsible for central duplicating, offset press, and bindery of those materials. Print, Mail, and Graphics also processes all incoming and outgoing mail for City departments, as well as producing graphic design projects. 2021-22 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 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Printing completed on requested date 100% 100% 99% 100% 100% Printing requests processed 2,524 2,011 2,394 1,644 1,971 5,004,712 5,479,730 5,476,437 4,264,896 4,788,442 790 650 783 540 635 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 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Mailing processes completed within 24 hours 100% 100% 99% 100% 100% Utility bill and sales tax item volume to be mailed 869,443 851,887 826,718 845,900 851,029 * 2020-21 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. 191 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Print, Mail and Graphics - 1210 Budget Summary Description 2020-21 2021-22 % Change Adjusted Estimated Adopted Adopted to Budget Expenditures Budget Adopted 2019-20 2020-21 2020-21 Actual Adopted Expenditures Budget Personnel Services Total Personnel $ 387,197 $ 397,513 $ 397,614 $ 396,500 $ 392,621 -1.23% -16.35% Ongoing* - 397,513 397,614 396,500 332,526 One-time* - - - - 60,095 N/A Professional/Contract 154 - - 15,000 5,792 N/A Operating Supplies 12,349 117,584 125,458 14,500 113,238 -3.70% 77.93% Repairs/Maintenance 24,481 13,500 24,020 24,000 24,020 Communications/Transportation 179,049 161,735 161,735 161,085 161,735 0.00% 5,373 38,835 42,417 5,380 30,000 -22.75% 41 750 750 600 750 0.00% Rents/Utilities Other Charges/Services Machinery/Equipment - - 19,000 19,200 5,000 N/A Office Furniture/Equipment - 17,111 17,111 34,135 73,000 326.63% Capital Replacement 27,425 27,425 0.00% Total Cost Center - 1210 $ 636,068 $ 774,453 27,425 $ 815,530 27,425 $ 697,825 27,425 $ 833,581 7.63% General Fund $ 636,068 $ 774,453 $ 815,530 $ 697,825 $ 833,581 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Administrative Services Clerk 2 2 2 2 1 1 Graphic Design and Printing Coordinator 1 0 0 0 0 0 Lead Administrative Services Clerk 1 1 1 1 1 1 Offset Press Operator 1 1 1 1 1 1 Print, Mail, and Graphics Supervisor 0 1 1 1 1 1 Publication Services Supervisor 1 0 0 0 0 0 Total 6 5 5 5 4 4 Position Title Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 reflects the addition of one-time funding for the purchase of a mail inserter. FY 2021-22 reflects the addition of one-time funding for a temporary Administrative Services Clerk. During FY 2020-21, one Administrative Services Clerk position was reclassified to Digital Media Journalist and transferred to cost center 1071, Video Production. 192 Table of Contents City of Chandler General Government 2021-22 Adopted Budget City Clerk - 1030 The 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. 2020-21 Accomplishments  Implementation of an Electronic Agenda Management Program (eAgenda).  Installation of an Electronic Posting Board (ePosting).  Development of an Electronic Signature Pilot Program (eSignature).  Conducted the 2020 Candidate Election and the Southwest Gas Franchise Special Election.  Implemented an online appointment system for the Passport Acceptance Program. 2021-22 Performance Measurements Goal: Attend all official meetings of the 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 of all meetings of the City Council, 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 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Council meetings coordinated 102 105 91 106 101 Meeting notices posted 789 542 686 518 633 City Council actions and agenda items prepared 666 755 785 570 719 * 2020-21 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. 193 Table of Contents City of Chandler General Government 2021-22 Adopted Budget City Clerk - 1030 Goal: To monitor and maintain all City Council and/or administrative approved contracts, agreements, leases, 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, and leases. ♦ 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. 2018-19 Actual Measure Contractual documents processed 2019-20 Actual 838 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 864 652 730 566 Goal: Conduct City elections in the most efficient and effective manner possible. Supports Priority Based Budgeting Goal(s): Good Governance Objectives: ♦ 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 2019-20 Actual 2020-21 Year End Estimate* 2020-21 Projected 2021-22 Projected Aug Nov Mar Aug Nov Aug Nov Nov 1 0 1 1 1 1 1 1 Registered voters 148,404 149,000 157,048 163,000 165,000 155,563 168,598 175,000 Total ballots processed(1) 44,099 0 37,324 48,900 49,500 55,615 142,350 37,324 Voter turnout percentage(1) 29.72% 0 23.77% 30.00% 30.00% 35.75% 84.43% 21.33% Municipal elections(1) (1) 2018-19 Actual Municipal elections take place in the fall of even years unless there is a special election. * 2020-21 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. 194 Table of Contents City of Chandler General Government 2021-22 Adopted Budget City Clerk - 1030 Goal: Serve as a Passport Acceptance Facility and provide for notary public services for the community. Supports Priority Based Budgeting Goal(s): Good Governance Objectives: ♦ Provide for the acceptance of passport applications. ♦ Provide notary public service. Measures Passport applications accepted(1) 2018-19 Actual 11,978 Notary Public services provided (1) 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 7,898 11,000 1,500 4,000 800 585(1) 814 782 2019-20 Actual 931 Decreases beginning in FY 2019-20 reflect projected effects of COVID-19. * 2020-21 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. 195 Table of Contents City of Chandler General Government 2021-22 Adopted Budget City Clerk - 1030 Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Total Cost Center - 1030 General Fund 2019-20 Actual Expenditures $ $ $ 661,554 $ 661,554 6,901 377,864 3,275 19,139 7,380 1,076,113 $ 1,076,113 $ 2020-21 Adopted Budget 2020-21 Adjusted Budget 651,638 $ 646,638 5,000 22,531 216,875 2,500 23,645 9,000 926,189 $ 926,189 $ 2020-21 Estimated Expenditures 659,604 $ 654,604 5,000 31,110 216,875 2,500 31,018 9,000 950,107 $ 950,107 $ 2021-22 Adopted Budget 637,800 $ 632,800 5,000 21,009 215,149 2,403 25,330 8,889 910,580 $ 910,580 $ 659,760 654,760 5,000 19,571 481,335 2,500 25,500 9,000 1,197,666 1,197,666 % Change Adopted to Adopted 1.25% 1.26% 0.00% -13.14% 121.94% 0.00% 7.85% 0.00% 29.31% * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Assistant City Clerk 0 1 1 1 1 1 City Clerk 1 1 1 1 1 1 City Clerk Management Assistant 2 1 1 1 1 1 City Clerk Records Specialist 0 2 2 2 2 2 City Records Management Coordinator 0 1 1 1 1 1 Customer Service Representative 2 0 0 0 0 0 Senior Administrative Assistant 1 0 0 0 0 0 Total 6 6 6 6 6 6 Position Title Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 reflects the addition of one-time funding for the 2021 Bond Election and the elimination of one-time funding received in FY 2020-21 for the 2020 Election. 196 Table of Contents City of Chandler General Government 2021-22 Adopted Budget City Magistrate - 1050 The Chandler Municipal Court is the judicial branch of Chandler city government and is also a part of the Arizona Judicial System. The Chandler Municipal Court's mission is to provide fair and timely resolution of all cases while protecting constitutional and statutory rights and liberties; provide a safe, fair, and impartial forum for resolving disputes; enhance the safety of our community; facilitate victim and community restitution; and ensure the public's trust and confidence in the judicial branch. 2020-21 Accomplishments  Completed the court security assessment.  Implemented Cisco WebEx for court hearings.  Enhanced call center messaging for customers.  Integration of QR codes for a seamless customer experience.  Enhanced interactive website. 2021-22 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. ♦ Achieve an adjudication rate of 90% of cases filed within 100 days. ♦ Provide prompt and efficient customer service to all citizens.(1) ♦ Promptly and fairly process all criminal and traffic violations.(2) Measures 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Number of appeals filed 29 30 30 19(3) 32 Number of appeals overturned 1 2 2 2 2 42,483 59,093 41,000 55,400 58,000 91% 88% 92% 76% 85% Number of calls received 52,600 45,905 45,000 59,000 54,000 Average wait time 28 sec 27 sec 26 sec 28 sec 27 sec Number of filings Percentage of cases adjudicated within 100 days(4) (1) Effective FY 2020-21 the objective has been modified. New objective effective FY 2020-21. (3) Due to COVID-19, the Court was handling approximately 25% of all cases that could be appealed in FY 2020-21. This estimate includes only two case types. (4) Due to COVID-19, all cases were reset and therefore unable to meet the 90% adjudication percentage starting in FY 2019-20. (2) * 2020-21 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. 197 Table of Contents City of Chandler General Government 2021-22 Adopted Budget City Magistrate - 1050 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted $ Personnel Services Total Personnel 4,152,532 $ 4,125,025 $ 3,812,000 $ 4,326,593 4.19% Ongoing* 3,906,693 $ - 4,152,532 4,125,025 3,812,000 4,254,707 2.46% One-time* - - - - 71,886 N/A Professional/Contract 423,095 411,230 411,470 420,000 559,100 35.96% Operating Supplies 64,039 43,900 47,566 47,401 51,936 18.31% Repairs/Maintenance 9,271 9,300 9,300 16,000 15,070 62.04% Communications/Transportation 3,206 21,260 21,260 11,500 15,550 -26.86% Insurance/Taxes 500 500 500 500 500 0.00% Rents/Utilities 286 400 400 400 400 0.00% 18,131 21,650 30,713 26,663 27,550 27.25% Other Charges/Services Building/Improvements 88 - - - - N/A Machinery/Equipment 19,185 - - - - N/A - -100.00% Total Cost Center - 1050 Office Furniture/Equipment $ 4,444,495 $ 4,684,074 $ 4,674,991 $ 4,360,791 $ 4,996,699 6.67% General Fund $ 4,444,495 $ 4,684,074 $ 4,658,298 $ 4,342,812 Grant Fund** Grand Total 23,302 $ 4,444,495 $ 28,757 $ 4,996,699 16,693 17,979 4,674,991 $ 4,360,791 $ 4,996,699 4,684,074 $ 26,327 - * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. **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 be reflected as Grant Funds. 198 Table of Contents City of Chandler General Government 2021-22 Adopted Budget City Magistrate - 1050 Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Business Systems Support Analyst 1 1 1 1 1 1 City Magistrate 3 3 3 3 3 3 Position Title Court Administrator 1 1 1 1 1 1 Court Clerk I 15 15 15 15 14 15 Court Clerk II 6 6 6 6 6 6 Court Clerk III 1 2 2 2 3 3 Court Commissioner 1 1 1 1 1 1 Court Interpreter 1 1 1 1 1 1 Court Security Officer 4 3 3 3 3 3 Court Services Supervisor 3 3 3 3 3 3 Deputy Court Administrator 1 1 1 1 1 1 Presiding City Magistrate 1 1 1 1 1 1 Probation Monitoring Officer 2 2 2 2 2 2 Senior Management Analyst 1 1 1 1 1 1 Total 41 41 41 41 41 42 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 reflects one-time and ongoing funding for expansion of the Enhanced Mental Health Court program in collaboration with the Neighborhood Resources Department. Additional ongoing funding is inclusive of the Westlaw Online subscription service. FY 2021-22 also reflects one-time and ongoing funding for technology improvements, court security and safety enhancements and the cost sharing East Valley Regional Veterans Court to be funded with Court Enhancement Funds. During FY 2020-21, one Court Clerk I position was reclassified to Court Clerk III. Effective July 1, 2021, one Court Clerk I position is added along with associated one-time and ongoing increases in operations and maintenance funding to provide administrative and judicial support duties related to the operation of the Enhanced Mental Health Court. 199 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Law Department Overview 2019-20 Actual Expenditures Expenditures by Cost Center Law Liability Litigation Liability Litigation Claims $ 3,790,449 1,600,618 810,566 Total $ 6,201,633 Expenditures by Category Personnel & Benefits Total Personnel $ (1) 2021-22 Adopted Budget 3,884,306 1,863,427 3,988,572 $ 9,736,305 $ 3,906,550 1,845,465 3,866,616 $ 9,618,631 $ $ $ $ 4,193,316 4,259,300 3,915,729 2,078,205 3,988,572 $ 9,982,506 % Change Adopted to Adopted 0.81% 11.53% 0.00% 2.53% 4,240,677 4,193,316 4,259,300 4,240,677 1.13% 2,046,586 Total $ 6,201,633 5,542,989 $ 9,736,305 5,359,331 $ 9,618,631 5,741,829 $ 9,982,506 N/A 3.59% 2.53% 2019-20 Revised 28.000 4.000 32.000 2020-21 Adopted 28.000 4.000 32.000 2020-21 Revised 28.000 4.000 32.000 2021-22 Adopted 28.000 4.000 32.000 % Change Adopted to Adopted 0.00% 0.00% 0.00% Staffing by Cost Center Law Liability Litigation Total (1) $ 2020-21 Estimated Expenditures - Ongoing One-time(1) Operating & Maintenance 4,155,047 2020-21 Adopted Budget Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. 200 Table of Contents City of Chandler General Government 2021-22 Adopted Budget 2020-21 Accomplishments  Initiated, prepared documentation, and monitored the implementation of three infrastructure improvement projects in support of Intel Corporation capital improvements under a complex provision of State law. Continued and increased proactive communications and training with 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 contracts and related agreements for economic development and redevelopment projects.  Prepared complex legal documentation for several downtown redevelopment projects, including advising City departments on the creation of a street dining policy for accompanying businesses to build patios in City parking spots for extending dining during the COVID-19 pandemic.  Under extremely rushed timelines, drafted and negotiated a development agreement with Viavi Solutions, Inc. to move their corporate headquarters to Chandler in exchange for City's support of Viavi's foreign trade zone application. Drafted and negotiated an intergovernmental agreement with City of Phoenix related to the foreign trade zone. Drafted development agreement and purchase documents for the sale of City-owned retail space in downtown Chandler, creating assurances for the City that the property would be used for live comedy entertainment uses consistent with the developer's proposal. Advised on legal consequences of voter-approved recreational marijuana sales and drafted code amendments to regulate and limit sales and public consumption where permitted by law.  Provided ongoing day-to-day legal advice to Human Resources regarding federally-mandated COVID-19 leaves of absence (emergency paid sick leave and expanded family and medical leave); evolving CDC and OSHA guidance regarding workplace safety measures during the pandemic; and employer-sponsored COVID-19 vaccination programs and COVID-19-related changes to benefits programs, including providing advice and assistance in the development of citywide volunteer protocols and procedures, including a new administrative regulation.  Reviewed agreements between Chandler and other agencies or private entities and assisted with preparing related documents for City Council action, reviewed and responded to public records requests, and provided annual legislative updates to all affected departments.  Negotiated and drafted the contract for ambulance services, resulting in lease income back to the City, as well as assisted with the development of ADA Transition Plan.  Participated in and provided legal support for interdepartmental meetings regarding solutions for homelessness in Chandler.  The in-house Litigation and Risk Management Unit resolved multiple claims against Chandler through settlement, arbitration, or litigation defense, including three dismissals and one judgment in favor of the City, and reviewed insurance requirements and indemnification provisions in numerous contracts.  Pursued and recovered approximately $51,000 for the City in connection with a loan that went into foreclosure. Additionally, recovered approximately $278,243 for damages to City property, and resolved four litigation cases through settlement and dismissal.  Prosecuted approximately 7,500 criminal cases in the Chandler Municipal Court, which included attending 5,200 pretrial conferences and handling over 370 trial settings to include jury and non-jury trials.  Continued prosecutors’ support for Mental Health Court and East Valley Regional Veteran’s Court.  Continued providing legal representation for the Police Department in forfeiture cases and interpleader actions and provided multiple hours of advanced police officer training, including supervisor liability training and general liability training for the entire Police Department. 201 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Law (Civil) - 1300 The 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 Law Department 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. 2021-22 Performance Measurements Goals: Represent and advise the City Council, City Manager, and all City Departments in all legal matters relating to the City at all levels. Hire, supervise, and administer outside counsel services. Provide legal advice to minimize liability exposure of the City. Provide legal support for City Council, City Manager, and all City departments in achieving goals of these entities. Supports Priority Based Budgeting Goal(s): Good Governance; Sustainable Economic Health Objectives: ♦ Reduce civil liability exposure to the City with proactive risk management programming. ♦ Provide 24 hours, seven days a week availability for legal consultation and advice to the Police Department. ♦ Provide an annual minimum of 20 hours of class time and scenario training to all police officers and provide written legal updates. ♦ 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 conducting training on Open Meeting Law, conflict of interest, and public record requirements. ♦ Provide advice and assist in compliance with Open Meeting Law 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 Public Works & Utilities Department to resolve these issues. ♦ Conduct litigation regarding various areas, e.g., third party liability, bankruptcy, housing, contract disputes, tax issues, forfeitures, interpleader actions, water rights, and collection of money owed by people who damage City property. ♦ Continue to file all Racketeer Influenced and Corrupt Organizations Act (RICO) forfeiture actions with the Maricopa County 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 on all legal matters and retain independent legal counsel where there is a conflict of interest. ♦ Provide legal advice and assist the City Clerk’s Office in implementing the citywide Records Management Program. 2020-21 2018-19 2019-20 2020-21 Year End 2021-22 Measures Actual Actual Projected Estimate* Projected Request for legal services 1,061 1,013 1,100 1,200 1,200 Fulfill request for legal services within 14 days 97% 87%(1) 97% 95% 95% Provide prompt answers to verbal legal requests 100% 100% 100% 100% 100% Provide legal training as needed 100% 100% 100% 100% 100% (1) The decrease reflects the impact of COVID-19. * 2020-21 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. 202 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Law (Prosecutorial) - 1300 The 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. 2021-22 Performance Measurements Goals:(1) Perform all duties necessary for the successful prosecution of criminal misdemeanor cases in City Court and Superior Court and provide the Police Department with case specific legal counsel and training. Pursue evidence based prosecution of domestic violence cases on a consistent basis. Provide quality customer service to all victims of crime including providing applicable accommodations, as necessary. 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 draft all motions filed in misdemeanor criminal cases. ♦ Perform legal research and draft 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 the Police Department 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 (1) (2) 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Pre-trial conferences 10,402 7,214(2) 10,804 6,502(2) 7,152(2) Trials/jury trials 1,043 611(2) 884 376(2) 413(2) DUI cases 1,825 1,668 1,756 2,132 2,345 Domestic violence charges 2,716 2,591 2,627 2,476 2,724 Prosecutor review/charging decisions 4,011 3,981 4,224 4,108 4,518 Victims’ rights notifications 9,805 9,451 10,890 10,074 11,081 Prosecutor’s Office contacts with victims 3,331 2,797 3,168 3,314 3,645 Effective FY 2021-22 the goal has been modified. The decrease reflects the impact of COVID-19. * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 203 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Law - 1300 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted $ Personnel Services Total Personnel 3,746,726 $ 3,796,386 $ 3,808,300 $ 3,778,149 0.84% Ongoing* 3,708,740 $ - 3,746,726 3,796,386 3,808,300 3,778,149 0.84% One-time* - - - - - N/A Professional/Contract 5,090 50,500 50,500 10,500 50,500 0.00% 0.00% Operating Supplies 49,742 47,074 47,074 55,750 47,074 Repairs/Maintenance 6,099 7,276 7,276 7,000 7,276 0.00% Communications/Transportation 1,426 11,999 11,999 5,000 11,999 0.00% 20,731 0.00% Total Cost Center - 1300 Other Charges/Services $ 3,790,449 19,352 $ 3,884,306 $ 3,933,966 $ 3,906,550 $ 3,915,729 0.81% General Fund $ 3,778,133 $ 3,869,306 $ 3,906,666 $ 3,894,250 $ 3,900,729 General Fund-Domestic Violence 20,731 16 Grant Fund 15,000 12,300 Grand Total $ 3,790,449 20,731 15,000 $ 3,884,306 20,000 - 12,300 $ 3,933,966 15,000 12,300 $ 3,906,550 $ 3,915,729 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. ** The Adopted Budget for operating grant funding will be in cost center 1290, Non-Departmental. The Adjusted Budget, Actual Expenditures, and Estimated Expenditures are reflected as Grant Funds. Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Assistant City Attorney 6 6 6 6 6 6 Assistant City Prosecutor II 5 5 5 5 5 5 City Attorney 1 1 1 1 1 1 City Prosecutor 1 1 1 1 1 1 Law Office Supervisor 1 1 1 1 1 1 Lead Legal Secretary 1 1 1 1 1 1 Legal Clerk 4 4 4 4 4 4 Legal Secretary 6 6 6 6 6 6 Senior Assistant City Attorney 1 1 1 1 1 1 Senior Assistant City Prosecutor 1 1 1 1 1 1 Victim Advocate 1 1 1 1 1 1 Total 28 28 28 28 28 28 Position Title Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. There are no significant budget and staffing changes for FY 2021-22. 204 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Liability Litigation - 1310 The Liability Litigation Division of the Law Department is responsible for operation of a comprehensive risk management program including defending the City in risk management cases. 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. 2021-22 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, 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. 2020-21 2018-19 2019-20 2020-21 Year End 2021-22 Measures Actual Actual Projected Estimate* Projected Total risk lawsuits handled on annual basis 8 8 10 6 10 Goal: Provide a comprehensive program whereby the exposure to the accidental loss of personnel, property, or financial resources is reduced to the lowest possible level consistent with the economic viability of the City. Supports Priority Based Budgeting Goal(s): Good Governance Objectives: ♦ Monitor and resolve all liability and property claims against the City. ♦ Establish contact within 24 hours 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 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 232 165 227 166 207 100% 100% 100% 100% 100% Claims filed <$5,000 216 113 145 74 131 Cost of risk(1) 1% 1% 1% 1% 1% Liability and property subrogation 254 227 209 224 239 Percent of filings responded to within 24 hours (1) 2018-19 Actual “Cost of risk” = (Claims Paid Expenses + Risk Management Administration + Insurance Premiums) divided by City of Chandler Total Operating Budget. * 2020-21 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. 205 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Liability Litigation - 1310 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Expenditures Budget Adjusted Estimated Adopted Adopted to Budget Expenditures Budget Adopted Personnel Services Total Personnel 446,590 $ 449,764 $ 451,000 $ 462,528 3.57% Ongoing* $ - 446,590 449,764 451,000 462,528 3.57% One-time* - - - - - N/A 33,624 44,000 44,000 44,000 44,000 0.00% -18.26% Professional/Contract 446,308 $ Operating Supplies 74,078 33,732 77,640 16,980 27,572 Repairs/Maintenance 26,934 2,000 2,000 2,000 2,000 0.00% Communications/Transportation 3,092 9,600 9,600 4,625 13,150 36.98% Insurance/Taxes 987,407 1,321,500 1,321,500 1,321,500 1,521,500 15.13% Other Charges/Services 3,062 6,005 6,005 4,200 7,455 24.15% Building/Improvements 26,112 - 6,649 - - N/A - - - 1,160 - N/A 11.53% Capital Replacement Total Cost Center - 1310 $ 1,600,618 $ 1,863,427 $ 1,917,158 $ 1,845,465 $ 2,078,205 Insured Liability Self Insurance Fund $ 1,600,618 $ 1,863,427 $ 1,917,158 $ 1,845,465 $ 2,078,205 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions Position Title 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Assistant City Attorney 1 1 1 1 1 1 Legal Secretary 1 1 0 0 0 0 Paralegal 1 1 1 1 1 1 Risk Management Specialist 0 0 1 1 1 1 Risk Services Coordinator 1 1 1 1 1 1 Total 4 4 4 4 4 4 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. This cost center reflects the ongoing operational costs of maintaining a comprehensive risk management program within the City and is part of the Insured Liability Self Insurance Fund. An independent actuarial analysis is performed every year that helps the City determine the appropriate fund reserve based on ultimate loss and claim history. The Insured Liability Self Insurance Fund is supported by the General Fund. FY 2021-22 reflects the addition of ongoing funding for anticipated increases in insurance premiums. 206 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Liability Litigation Claims - 1311 Budget Summary Description Professional/Contract 2019-20 2020-21 2020-21 Actual Adopted Expenditures Budget $ 2020-21 2021-22 % Change Adjusted Estimated Adopted Adopted to Budget Expenditures Budget Adopted 47,452 $ 338,300 $ 338,300 $ 319,000 $ 338,300 Operating Supplies 63,357 199,950 274,814 92,500 199,950 0.00% Repairs/Maintenance 366,261 516,100 625,904 326,100 666,100 29.06% Communications/Transportation Insurance/Taxes 0.00% 1,816 - 324 2,500 8,000 N/A 254,171 2,785,222 2,785,222 2,785,222 2,610,222 -6.28% Machinery/Equipment - - - 263,294 - N/A Street Improvements 77,509 149,000 149,000 78,000 166,000 11.41% 0.00% Total Cost Center - 1311 $ 810,566 $ 3,988,572 $ 4,173,564 $ 3,866,616 $ 3,988,572 Insured Liability Self Insurance Fund $ 810,566 $ 3,988,572 $ 4,173,564 $ 3,866,616 $ 3,988,572 Significant Budget Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. The nature of self-insurance is unpredictable in that it requires estimating for unusual expenses that may vary significantly from year to year. This cost center reflects the costs of claims paid through its comprehensive risk management program within the City and is part of the Insured Liability Self Insurance Fund. An independent actuarial analysis is performed every year that helps the City determine the appropriate fund reserve based on ultimate loss and claim history. The fund is supported by the General Fund and requires an increase to the fund reserve level to support the higher claim trends. To support this trend, FY 2021-22 includes an additional General Fund one-time transfer of $1 million to the Insured Liability Self Insurance Fund. 207 Table of Contents City of Chandler General Government 2021-22 Adopted Budget City Manager - 1040 The 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 City Council direction and meet the needs of the community in a cost-effective manner. 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 management and employees. ♦ Promote teamwork among employees in order to deliver quality services that add value to the community in a sound fiscal manner. ♦ Communicate to employees through various publications and forums. 2020-21 Accomplishments  Oversaw update to the Council Strategic Framework.  Actively monitored federal, state, and local legislation for impacts on City revenue and/or services.  Designed and executed CIVIC, a five-month citywide public engagement program connecting residents with their government.  Developed and successfully implemented a short-term rental ordinance and corresponding stakeholder education plan.  Negotiated a new 25-year franchise agreement with Southwest Gas.  Formed the 49-member Citizen Bond Exploratory Committee, made up of Chandler residents, to provide recommendations to City Council of bond authorization to support important public capital infrastructure based on prioritization of needs.  In partnership with City Clerk implemented the City’s electronic agenda management software, streamlining the manual process to a more efficient, expedient automated procedure. 208 Table of Contents City of Chandler General Government 2021-22 Adopted Budget City Manager - 1040 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services 1,377,159 $ 1,391,589 $ 1,312,000 $ 1,443,121 4.79% Ongoing* - 1,377,159 1,391,589 1,312,000 1,443,121 4.79% One-time* - - - - - N/A Professional/Contract 22,373 2,000 9,000 25,000 2,000 0.00% 0.00% Total Personnel $ 1,109,707 $ Operating Supplies 13,915 11,056 11,056 7,700 11,056 Repairs/Maintenance 2,182 2,000 2,000 2,500 2,000 0.00% Communications/Transportation 10,734 11,700 11,700 1,980 10,978 -6.17% Other Charges/Services 12,507 20,000 20,000 17,000 20,000 0.00% Contingencies/Reserves - 2,167 2,167 - 2,167 0.00% Machinery/Equipment 368 - - 500 - N/A Office Furniture/Equipment - - - 32 - N/A Capital Replacement - - - 1,202 - N/A 4.57% Total Cost Center - 1040 $ 1,171,784 $ 1,426,082 $ 1,447,512 $ 1,367,914 $ 1,491,322 General Fund $ 1,171,784 $ 1,426,082 $ 1,447,512 $ 1,367,914 $ 1,491,322 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Assistant City Manager 2 2 2 2 2 2 Assistant to the City Manager 0 0 0 1 1 1 City Manager 1 1 1 1 1 1 Executive Management Assistant 1 1 1 1 1 1 Government Relations Coordinator 0 0 0 1 1 1 Governmental Relations and Policy Manager 0 1 1 1 1 1 Intergovernmental Affairs Coordinator 1 0 0 0 0 0 Total 5 5 5 7 7 7 Position Title Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. There are no significant budget and staffing changes for FY 2021-22. 209 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Airport - 4100 The Airport is responsible for the daily management of airport operations. This includes coordinating airport construction projects, negotiating airport leases, interfacing with the Federal Aviation Administration (FAA), and working on airport concerns. 2020-21 Accomplishments  Airport total operations were 214,627 (take-offs and landings) in calendar year (CY) 2020. In CY 2020, the Airport was the 12th busiest general aviation airport in the U.S. and the 32nd busiest U.S. airport overall.  Completed the Taxiway C Pavement Rehabilitation Project.  Received approximately $1.33 million in commitments in FAA and ADOT grant funding for airport projects.  Applied crack seal and pavement overlay to Runway 4R-22L and crack sealed both the ramp and hangar pavements.  Finalized the Airport Master Plan Update and supported the Bond Exploratory Airport Subcommittee.  Completed demolition of the office on Ryan Road. 2021-22 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; Connected and Mobile Community Objectives: ♦ Strive to operate a safe, well-maintained airport environment. ♦ Encourage an environment of growth for existing organizations at the Airport. Measures 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected City fueling services, gallons(1) 27,495 22,806(2) 36,625 30,000 35,000 Fixed Base Operator (FBO) fueling service, gallons 707,067 686,883(2) 541,747 685,000 700,000 Cost per air traffic operation (noncapital costs) $4.75 $3.91(3) $4.75 $4.25 $4.50 Number of airport safety inspections conducted 354 354 354 354 354 (1) Fuel sales are tied to competition from other suppliers. The volume can vary from year to year due to market conditions. Beginning FY 2019-20 decrease reflects projected effects of COVID-19. (3) The decrease reflects spending reductions and an unfilled vacancy at City Manager’s direction during the pandemic. (2) * 2020-21 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. 210 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Airport - 4100 Goal: Continuously seek available funding sources to help maintain and develop the Airport. Supports Priority Based Budgeting Goal(s): Sustainable Economic Health; Connected and Mobile Community; Contemporary Culture/Unified Objective: ♦ Seek maximum opportunities for federal and state grant participation projects. Measures Dollar value of grant requests 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected $3,391,360 $1,098,600 $2,000,000 $207,000(1) $2,000,000 1 1 2 2 1 Projects completed with shared funding (1) The decrease reflects majority of revenue sources funding FAA Airport Capital Improvement Project greatly compromised by the pandemic and severe depletion of public spending on airline travel. Goal: To efficiently operate and maintain the City-owned aircraft storage facilities. Supports Priority Based Budgeting Goal(s): Sustainable Economic Health; Attractive Community; Safe Community 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 (2) 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected City T-hangars/ percent serviced 116/ 100% 116/ 100% 116/ 100% 116/ 100% 116/ 100% City T-hangars/ occupancy rate 116/ 100% 116/ 100% 116/ 100% 116/ 100% 116/ 100% City T-shades/ occupancy rate 12/ 100% 12/ 100% 12/ 100% 12/ 100% 12/ 100% Tie-down (based)/ occupancy rate 188/ 83% 171/ 91%(2) 200/ 90% 188/ 100% 188/ 100% FY 2019-20 tie-down occupancy rate increase reflects a reduction in total number of tie-downs available from 268 spaces to 230 to meet current federal airport design standards. Of the 230 available, 188 are designated for month-to-month leasing. The remaining 42 spaces are assigned for airport businesses’ transient traffic. * 2020-21 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. 211 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Airport - 4100 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel 544,046 $ 548,761 $ 540,011 $ 701,809 29.00% Ongoing* $ 513,403 $ - 544,046 548,761 540,011 701,809 29.00% One-time* - - - - - N/A Professional/Contract 59,551 48,808 76,046 75,546 148,808 204.88% Operating Supplies 142,280 289,160 309,910 123,279 285,530 -1.26% Repairs/Maintenance 61,024 47,162 246,527 246,527 206,220 337.26% Communications/Transportation 3,903 2,255 2,255 1,480 2,255 0.00% Insurance/Taxes 14,251 21,500 21,500 21,500 34,500 60.47% Rents/Utilities 67,240 84,858 84,858 84,858 84,858 0.00% Other Charges/Services Building/Improvements Machinery/Equipment 10,804 299 5,043 8,700 40,000 8,700 85,000 4,700 85,000 8,700 105,000 0.00% N/A 162.50% Office Furniture/Equipment Street Improvements 294 1,539 - - - 4,500 N/A N/A 17,717 0.00% Total Cost Center - 4100 Capital Replacement $ 897,348 17,717 $ 1,104,206 17,717 $ 1,401,274 17,717 $ 1,200,618 17,717 $ 1,599,897 44.89% Airport Operating Fund $ 897,348 $ 1,104,206 $ 1,401,274 $ 1,200,618 $ 1,599,897 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. 212 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Airport - 4100 Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Position Title Airport Administrator 1 Airport Business Coordinator 0 Airport Manager 0 Airport Operations and Maintenance Supervisor 1 Airport Operations and Maintenance Technician - CDL 2 Airport Planning Administrator 0 Management Analyst 1 Senior Administrative Assistant 1 Total 6 Revised 1 0 0 1 2 0 1 1 6 Revised 1 1 0 1 2 0 0 1 6 Adopted 1 1 0 1 2 0 0 1 6 Revised 0 1 1 1 2 1 0 1 7 Adopted 0 1 1 1 2 1 0 1 7 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 reflects the addition of one-time funding for terminal parking lot lighting, drywell maintenance and repair, security assessment, the acquisition of a heavy-duty tractor, airport landscaping and monument sign, and ongoing funding for tractor and landscape maintenance. Additional ongoing funding is provided for insurance premiums and market intelligence software. FY 2021-22 also reflects the elimination of FY 2020-21 one-time funding for conference room technology upgrades and the acquisition of a heavy-duty mower. For FY 2021-22, a General Fund subsidy of $3,421,115 is built into the budget to cover a potential shortfall between revenues and expenses in FY 2021-22, including grant match requirements for capital projects and several priority maintenance projects paid with operating funds; $2,354,592 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. During FY 2020-21, one Airport Administrator position was renamed Airport Planning Administrator, and one Assistant Library Manager position was reclassified to Airport Manager and transferred from cost center 4310, Library, in the Community Services Department. 213 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Airport Capital - 4110 Capital Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services - $ - $ 23,160 $ - N/A Ongoing* Total Personnel $ - - - 23,160 - N/A One-time* - - - - - N/A 12,670 762,000 977,608 - 358,500 -52.95% Other Charges/Services Project Support Recharge** - 372,000 - 521,342 - 36,706 - 358,000 - -3.76% N/A Contingencies/Reserves - 986,808 - - 3,441,350 248.74% Building/Improvements Street Improvements - 150,000 - 150,000 - - 1,958,500 268,500 1205.67% N/A Professional/Contract Airport Improvements 30,033 $ - -100.00% Total Cost Center - 4110 $ 2,339,469 2,296,766 $ 7,684,808 $ 8,393,791 $ 464,441 $ 6,384,850 -16.92% Grant Capital Fund $ 1,981,273 $ 6,153,362 $ 7,111,691 $ 382,648 $ 4,030,258 $ 2,339,469 $ 464,441 Airport Operating Fund Grand Total 5,414,000 358,196 6,744,841 1,531,446 $ 7,684,808 404,575 1,282,100 $ 8,393,791 81,793 2,354,592 $ 6,384,850 * Ongoing and One-time Personnel Services detail not available for 2019-20 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 When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. 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. FY 2021-22 incorporates the carryforward of unexpended program funding from FY 2020-21. Additional detail is available in the 2022-2031 Capital Improvement Program. 214 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Buildings and Facilities - 3200 The Buildings and Facilities Division is responsible for maintaining 51 City-owned buildings and providing various maintenance duties at 22 additional City facilities. This includes providing custodial care and performing preventive maintenance. 2020-21 Accomplishments  Installed surveillance camera systems in Oregon Street and Overstreet Garages.  Renovated Fire Station #8 kitchen.  Developed facilities bond request for consideration by Citizen Bond Subcommittee for anticipated bond election.  Managed vendor bimonthly disinfection of all City facilities.  Managed disinfection of areas with confirmed positive or suspected positive COVID-19 cases.  Completed HVAC projects at Fire Stations #3, #8, and #9, Tumbleweed Tennis Center, IT building, and Hamilton facility.  Completed the Phase II Building Condition Assessment, which will be used to forecast capital expenditures anticipated over the next ten years.  Repaired and/or resealed asphalt at Snedigar Recreation Center, Tumbleweed Recreation Center, and Tumbleweed Tennis Center.  Installed new entrance gates at Fire Station #10.  Completed exterior paint at Chandler Heights Police substation.  Replaced entrance sectional bay doors at Fire Station #3.  Upgraded Downtown Library youth area lighting.  Installed grid mounted ceiling fans in the bunk areas at Fire Stations #3 and #5.  Installed automatic shades at the Chandler Museum.  Replaced the vanity tops in the restrooms at the Boys and Girls Club. 215 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Buildings and Facilities - 3200 2021-22 Performance Measurements Goal: Provide the general public and employees with a clean and safe environment through the use of effective and efficient cleaning and maintenance practices. Supports Priority Based Budgeting Goal: Good Governance Objectives: ♦ Provide emergency service for mechanical, sanitary, and environmental problems. ♦ Maintain cost effective maintenance and custodial practices through proactive management. Measures Custodial expenditures per square foot(1) (1) 2018-19 Actual $2.19 2019-20 Actual $2.19 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected $2.25 $2.79 2.79 Increases reflect anticipated outsourcing of custodial function. 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 at an optimum state of repair through use of an effective preventive maintenance program. Measures (2) 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Building repair costs per square foot(2) $3.59 $3.61 $3.71 $3.99 $3.99 Percentage of preventive work orders over all work orders 45% 45% 45% 45% 45% Increases reflect anticipated increased cost of repairs due to factors including building age, scope of repairs, and increased level of maintenance. * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 216 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Buildings and Facilities - 3200 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted $ Personnel Services Total Personnel 3,383,309 $ 3,424,419 $ 3,234,268 $ 3,483,696 Ongoing* 3,422,378 $ - 3,330,531 3,371,641 3,181,490 3,380,714 2.97% 1.51% One-time* - 52,778 52,778 52,778 102,982 95.12% Professional/Contract 59,318 67,814 72,309 60,959 392,300 478.49% Operating Supplies 921,334 1,063,956 1,208,113 1,112,787 1,029,018 -3.28% Repairs/Maintenance 966,129 1,044,285 1,206,396 1,306,572 1,092,285 4.60% 8,596 15,020 15,020 15,020 15,020 0.00% Communications/Transportation Insurance/Taxes Rents/Utilities 8,500 3,000 4,000 4,000 3,000 0.00% 1,894,625 2,160,301 2,160,301 2,160,301 2,145,801 -0.67% Other Charges/Services 4,859 11,855 11,855 11,926 11,855 0.00% Building/Improvements 946 - - 1,130 - N/A Machinery/Equipment Office Furniture/Equipment Street Improvements Park Improvements 685 27 888 27 - - 105 15 - N/A N/A N/A N/A Wastewater System Improvements Capital Replacement - - - 137 - N/A 58,467 58,467 58,467 58,509 65,091 11.33% 5.51% Total Cost Center - 3200 $ 7,346,778 $ 7,808,007 $ 8,160,880 $ 7,965,729 $ 8,238,066 General Fund $ 7,346,778 $ 7,808,007 $ 8,160,880 $ 7,965,729 $ 8,238,066 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. 217 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Buildings and Facilities - 3200 Authorized Positions Position Title Business Systems Support Specialist Business Systems Support Technician Custodial Supervisor Custodian Electrician Energy Management Controls Specialist Facilities and Fleet Manager Facilities Maintenance Manager Facilities Maintenance Superintendent Facility Maintenance Technician HVAC Technician Lead Custodian Lead Facilities Operations Technician Maintenance Planner/Scheduler Management Assistant Total 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised 1 0 2 21 2 1 0 1 1 6 3 3 2 0 1 44 Revised 1 0 2 22 2 1 0 1 1 6 3 3 2 0 1 45 Revised 1 1 2 21 2 1 1 0 1 6 3 3 1 0 1 44 Adopted 1 1 2 21 2 1 1 0 1 6 3 3 1 0 1 44 Revised 1 1 2 19 2 1 1 0 1 8 3 3 0 1 1 44 Adopted 1 1 2 19 2 1 1 0 1 8 3 3 0 1 1 44 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 reflects one-time operations and maintenance funding for custodial services and implementation of utility software upgrades, as well as ongoing funding increases for custodial contractual services, building electrical panel preventative maintenance, and utility software maintenance. A reallocation from Rents/Utilities funded the ongoing utility software maintenance. During FY 2020-21, two Custodian positions were reclassified to Facility Maintenance Technician, and one Lead Facilities Operations Technician was reclassified to Maintenance Planner/Scheduler. 218 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Buildings and Facilities Capital - 3210 Capital Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel - $ - $ 5,204 $ - N/A Ongoing* $ - - - - - N/A One-time* - - - - - N/A Professional/Contract 133,890 120,000 123,110 6,600 - -100.00% Operating Supplies 2,600 - - - - N/A Other Charges/Services 7,000 10,584 10,584 10,683 11,385 7.57% Contingencies/Reserves - 956,453 - - 2,129,579 122.65% Building/Improvements 1,484,173 1,478,417 1,696,506 371,673 1,533,615 3.73% 19,180 598,499 694,269 730 2,450,000 309.36% 93.57% Office Furniture/Equipment Total Cost Center - 3210 18,082 $ $ 1,664,924 $ 3,163,953 $ 2,524,469 $ 394,890 $ 6,124,579 General Gov't Capital Projects Fund $ 1,664,924 $ 3,144,747 $ 2,505,263 $ 389,684 $ 6,110,579 Library Bond Fund - 500 500 500 Museum Bond Fund - 4,706 4,706 4,706 - Water Operating Fund - 14,000 14,000 - 14,000 Grand Total $ 1,664,924 $ 3,163,953 $ 2,524,469 $ 394,890 - $ 6,124,579 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Significant Budget Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. 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. FY 2021-22 incorporates the carryforward of unexpended program funding from FY 2020-21. Additional detail is available in the 2022-2031 Capital Improvement Program. 219 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Economic Development Department Overview 2019-20 Actual Expenditures Expenditures by Cost Center Economic Development Economic Development Capital Tourism Innovations $ 1,054,234 549,304 250,000 Total $ 1,853,538 Expenditures by Category Personnel & Benefits Total Personnel $ (1) Ongoing One-time(1) Operating & Maintenance Capital - Major 2020-21 Estimated Expenditures 1,098,386 1,056,208 260,509 285,930 $ 2,701,033 $ 11,071,151 498,805 333,334 $ 11,903,290 $ $ $ $ $ 926,407 926,407 937,000 937,000 2021-22 Adopted Budget 1,157,103 1,056,208 361,388 285,930 $ 2,860,629 % Change Adopted to Adopted 5.35% 0.00% 38.72% 0.00% 5.91% 1,044,444 951,597 2.72% 993,364 Total $ 1,853,538 718,418 1,056,208 $ 2,701,033 10,966,290 $ 11,903,290 92,847 759,977 1,056,208 $ 2,860,629 N/A 5.78% 0.00% 5.91% 2019-20 Revised 6.500 1.000 7.500 2020-21 Adopted 6.500 1.000 7.500 2020-21 Revised 6.500 1.000 7.500 2021-22 Adopted 6.500 1.000 7.500 % Change Adopted to Adopted 0.00% 0.00% 0.00% Staffing by Cost Center Economic Development Tourism Total (1) 860,174 - 2020-21 Adopted Budget Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. 220 Table of Contents City of Chandler General Government 2021-22 Adopted Budget 2020-21 Accomplishments  Through the third quarter, combined business attraction/retention efforts have supported projects that are anticipated to provide 984 jobs in Chandler within the next year and up to 1,543 jobs within three years.  Key Economic Development-assisted business locate projects include Comtech, Honeywell, Local Motors, VIAVI, Airstream, 99 Ranch Market, and Mechanical Keyboards.  Key Economic Development-assisted business retention and expansion projects include Intel Corporation, NXP Semiconductors, Rinchem, State Forty Eight, and VB Cosmetics.  Participated in more than 37 market assessment calls/visits with Chandler businesses to better understand their opportunities for growth.  Executed the “I Choose Chandler” marketing campaign, which encouraged residents to patronize Chandler businesses through digital ads, newspaper ads, radio spots, billboards, and social media giveaways.  Managed the City’s Business Hiring and Retention Program, which disbursed $9.5 million in relief funds to more than 830 Chandler businesses in support of their efforts to keep workers on payroll during COVID-19.  Managed the City’s Personal Protective Equipment (PPE) Kit Program, working with the Chandler Chamber of Commerce to distribute 1,875 free PPE kits to Chandler businesses to help keep their employees and patrons safe during COVID-19.  Managed the City’s PPE Grant Program, funded by the Chandler Industrial Development Authority, which helped more than 265 businesses operate safely by reimbursing more than $122,000 in PPE purchases.  Coordinated with partners to host the Chandler Virtual Job Fair, which matched local job seekers with participating employers.  Maintained a business resources webpage to inform Chandler businesses about local, state, and federal programs available to businesses impacted by COVID-19.  Kicked off a branding initiative for the West Chandler employment corridor, installing nine branded “West Chandler” signs near major intersections throughout the area.  Chandler Innovations hosted the third annual Startup Connection event, a two-day event focused on providing businesses with education on how to pivot their business model and recover post COVID-19.  Enhanced opportunities for higher education in the community by supporting the University of Arizona in launching a Professional MBA program and Master of Legal Studies program at its Chandler location.  Maintained Economic Development-specific social media platforms (Twitter and LinkedIn) with a year-over-year audience of 2,500+ followers and reaching an estimated 540,000+ online users.  Published a small business guide and a community profile to provide entrepreneurs and business decision-makers with information on resources and opportunities in Chandler.  Produced a destination video to promote travel to Chandler that ties in the Visit Chandler brand, encouraging business travelers to extend their stay and spend more time in Chandler.  Updated the Visit Chandler digital event and meeting guide for distribution, designed to educate and encourage meeting and event professionals to place their programs in Chandler. 221 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Economic Development - 1520 The Economic Development Division facilitates activities that enhance the quality of life for Chandler residents and maintains economic development strategies focused on recruitment of new businesses, and retention and expansion of the City's employment and tax base. 2021-22 Performance Measurements Goal: Promote and aggressively pursue industrial and office development within the City. 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. 2020-21 2018-19 2019-20 2020-21 Year End 2021-22 Measures Actual Actual Projected Estimate* Projected Estimated number of office/industrial jobs created and retained through business recruitment and expansion 5,491(1) 5,656(2) 2,593(3) 840(4) 1,998(3) Estimated office/industrial square feet absorbed/added with City assistance 1,177,000(1) 1,508,800(2) 717,902(3) 411,000(4) 516,133(3) Estimated office/industrial capital investment created with City assistance $166,730,000(1) $171,025,000(2) $64,164,667(3) $233,125,000(4) $95,146,667(3) (1) Includes the expansion of Optima Tax Relief and Rogers Corporation; and new locations for Allstate, Voya Financial, Zovio, Cascade Financial Services, Fresenius Medical Care, Advanced Circuits, Z Modular, and Crayola Experience. (2) Includes the corporate headquarters relocation of Insight Enterprises; expansion of ArmorWorks and Morsch Machine; and new locations for MTD Southwest, H.E.R.O.S., Advanced Materials Technologies, Ferguson Enterprises, Toyota Financial, and Clarivate Analytics. (3) FY 2020-21 Projected and FY 2021-22 Projected represents 50% of the prior three-year average and reflects the anticipated impacts of COVID-19. (4) Includes the expansion of NXP Semiconductors, Rinchem, and VB Cosmetics; and new locations for Honeywell, Comtech, and Local Motors. * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 222 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Economic Development - 1520 Goal:(1) Promote and pursue unique retail development within the City. Supports Priority Based Budgeting Goal(s): Sustainable Economic Health Objective:(1) ♦ Expand Chandler's regional retail market share through attracting and maintaining a balanced mix of retail and service facilities. 2020-21 2018-19 2019-20 2020-21 Year End 2021-22 Measures(1) Actual Actual Projected Estimate* Projected Number of new retail businesses located with City assistance Estimated square footage of new retail space located with City assistance (1) 6 2 N/A N/A N/A 109,140 14,100 N/A N/A N/A Total retail square feet 16,832,434 16,860,870 N/A N/A N/A Retail occupancy rate 93% 92% N/A N/A N/A Effective FY 2020-21 goal, objective, and measures discontinued. Goal:(1) Expand the sales tax base in order to provide City services to the public. Supports Priority Based Budgeting Goal(s): Sustainable Economic Health Objective:(1) ♦ Increase annual sales tax revenues by encouraging unique and dynamic retail businesses to locate and expand in the City. 2020-21 2018-19 2019-20 2020-21 Year End 2021-22 Measures(1) Actual Actual Projected Estimate* Projected Estimated annual sales tax revenue generated by new retail businesses located with City assistance(2) $540,243 $69,795 N/A N/A N/A (2) Based on estimated square footage of new retail space located with City assistance, an industry benchmark of $330 in retail sales per square foot of space, and the City’s tax rate of 1.5%. * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 223 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Economic Development - 1520 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ 727,044 $ 791,299 $ 801,300 $ 800,000 $ 812,516 2.68% 2.68% Ongoing* - 791,299 801,300 800,000 812,516 One-time* - - - - - N/A Professional/Contract 232,657 184,554 9,767,956 9,431,501 221,604 20.08% Operating Supplies 59,789 58,733 558,733 817,300 59,183 0.77% Repairs/Maintenance 2,197 2,750 2,750 2,750 2,750 0.00% Communications/Transportation 11,245 28,975 28,975 1,675 28,975 0.00% Other Charges/Services 18,376 29,150 29,150 15,000 29,150 0.00% Capital Replacement 2,925 2,925 2,925 2,925 0.00% Total Cost Center - 1520 $ 1,054,234 2,925 $ 1,098,386 $ 11,191,789 $ 11,071,151 $ 1,157,103 5.35% General Fund $ 1,054,234 $ 1,098,386 $ $ $ 1,157,103 Grant Fund** Grand Total $ 1,054,234 $ - 1,191,789 10,000,000 1,071,151 10,000,000 1,098,386 $ 11,191,789 $ 11,071,151 $ 1,157,103 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. **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 be reflected as Grant Funds. 224 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Economic Development - 1520 Authorized Positions Position Title Administrative Assistant Director, Economic Development Division Economic Development Director Economic Development Innovation Manager Economic Development Manager Economic Development Project Manager Economic Development Research Assistant Economic Development Specialist Total 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised 0 1 0 1 0 1 1 2 6 Revised 0 0 1 1 0 1 1 2 6 Revised 0.5 0 1 0 1 1 1 2 6.5 Adopted 0.5 0 1 0 1 1 1 2 6.5 Revised 0.5 0 1 0 1 1 1 2 6.5 Adopted 0.5 0 1 0 1 1 1 2 6.5 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2020-21 reflects increased spending due to one-time AZCares Act grant funding for the Business Hiring/Retention and Business PPE programs. FY 2021-22 reflects one-time funding for the Science Spectacular Event, which was also approved for one-time funding in FY 2020-21. The Science Spectacular Event funding is offset by sponsorship revenues. FY 2021-22 also includes the addition of one-time funding for Uptown Chandler Brand Implementation, business investment software, and funding offsets due to the elimination of one-time funding approved in FY 2020-21 for West Chandler Brand Implementation and digital marketing for business attraction. As part of the FY 2021-22 amendment process, one-time funding of $5,000 for a Start-Up Weekend and $25,000 for event planning and research was transferred from the Council Contingency. 225 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Economic Development Capital - 1550 Capital Budget Summary Description Other Charges/Services 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted $ Contingencies/Reserves Total Cost Center - 1550 - $ - - $ 1,056,208 1,056,208 $ - - $ - - N/A 1,056,208 0.00% 0.00% $ - $ 1,056,208 $ 1,056,208 $ - $ 1,056,208 General Gov't Capital Projects Fund $ - $ 1,056,208 $ 1,056,208 $ - $ 1,056,208 Significant Budget Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. 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. FY 2021-22 reflects the carryforward of unexpended program funding from FY 2020-21. Additional detail is available in the 2022-2031 Capital Improvement Program. 226 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Tourism - 1580 Economic Development’s Tourism Division enhances and extends the marketing efforts of the Chandler tourism community by marketing the community as a travel destination. The retention and expansion of the Chandler hospitality industry improves the quality of life for residents by creating jobs and revenue for City functions. 2021-22 Performance Measurements Goal: Promote the City as a preferred destination for leisure visitors, business travelers, and meetings to increase the economic benefit realized by the community and Chandler businesses. Supports Priority Based Budgeting Goal(s): Sustainable Economic Health Objectives: ♦ Create and market tourism websites to drive unique visits and provide information about Chandler. ♦ Develop and manage the “I Choose Chandler” marketing campaign. ♦ Initiate and coordinate marketing opportunities for the Chandler tourism community. ♦ Proactively solicit group meetings and events to benefit the Chandler tourism community. 2020-21 2018-19 2019-20 2020-21 Year End Measures Actual Actual Projected Estimate* Hotel/motel tax revenue collected 2021-22 Projected $4,059,956 $3,647,202 $2,760,000(1) $2,000,000(1) $2,000,000(2) Revenue per available room (Rev/PAR) citywide(3) $72.85 $62.90 $43.80(1) $44.00(1) $70.50(2) Occupancy rate citywide(3) 66.1% 59.2% 40.0%(1) 52.0%(1) 63.0%(2) Visitor guide requests(4) 18,864 3,396 2,700(1) 2,400(1) 4,500(2) Number of website visits (tethered and mobile) 258,809 266,559 165,000(1) 255,000 295,000 103 45(1) 38(1) 55(2) Event prospects and services(5) 79 (1) These measures are anticipated to be significantly lower than in previous years due to the impacts of COVID-19. FY 2021-22 Projected reflects the ongoing impacts of COVID-19. (3) These measures are reported on a monthly basis by STR, Inc. and tabulated for fiscal year performance. Tabulation is converted from calendar year to fiscal year. (4) Visitor Guide requests are received through various ad placements, website requests, and marketing campaigns. (5) Event prospects and services include, but are not limited to, meetings involving guest rooms, sports tournaments, and special events with the intent of driving room nights to Chandler hotels. (2) * 2020-21 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. 227 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Tourism - 1580 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel 135,108 $ 137,293 $ 137,000 $ 231,928 71.66% Ongoing* $ - 135,108 137,293 137,000 139,081 2.94% One-time* - - - - 92,847 N/A 376,801 43,000 271,904 301,165 43,000 0.00% 22.06% Professional/Contract 133,130 $ Operating Supplies 11,946 18,401 18,401 9,500 22,460 Communications/Transportation 21,315 50,000 57,500 38,640 50,000 0.00% Other Charges/Services 6,113 14,000 14,000 12,500 14,000 0.00% 38.72% Total Cost Center - 1580 $ 549,304 $ 260,509 $ 499,098 $ 498,805 $ 361,388 General Fund $ 228,214 $ 260,509 $ 262,694 $ 262,401 $ 361,388 $ 361,388 Grant Fund** 321,090 Grand Total $ 549,304 $ 260,509 236,404 $ 499,098 236,404 $ 498,805 - * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. ** The Adopted Budget for operating grant funding will be in cost center 1290, Non-Departmental. The Adjusted Budget, Actual Expenditures, and Estimated Expenditures are reflected as Grant Funds. Authorized Positions Position Title 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Tourism Development Coordinator 1 0 0 0 0 0 Tourism Program Manager 0 1 1 1 1 1 Total 1 1 1 1 1 1 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2020-21 reflects increased one-time spending related to the award of the Maricopa County Proposition 302 Tourism Grant, which was removed in FY 2021-22. FY 2021-22 reflects the addition of one-time funding approved for a temporary Marketing Coordinator. 228 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Innovations - 1590 Innovations is a citywide business incubation and entrepreneurial development program. Established to support entrepreneurs, startups, and business owners, it offers access to cohorted business development tracks, educational programming, and mentoring. 2021-22 Performance Measurements Goal: 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: ♦ 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 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Total number of clients supported 59 51 35 50 35 Total number of client jobs created Client engagement Total number of events Total number of attendees 32 26 10 25 15 130 1,061 133 1,276 100 1,500 130 1,375 135 1,500 * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 229 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Innovations - 1590 Budget Summary Description Professional/Contract 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted $ Repairs/Maintenance 250,000 $ - 250,000 $ 333,334 $ 35,930 35,930 333,334 $ - 250,000 0.00% 35,930 0.00% 0.00% Total Cost Center - 1590 $ 250,000 $ 285,930 $ 369,264 $ 333,334 $ 285,930 General Fund $ 250,000 $ 285,930 $ 369,264 $ 333,334 $ 285,930 Significant Budget Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 reflects one-time allocation for entrepreneurial and small business development, which was also allocated in FY 2020-21 with one-time funding. 230 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Fleet Services - 1270 The Fleet Services Division 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. 2020-21 Accomplishments  Identified and replaced 22 vehicles through the Vehicle Replacement Program.  Configuration and implementation phase of the Fleet Management Software which will improve shop operations, streamline customer service, and provide accurate reporting.  Zero accidents in FY 2020-21 attributed to equipment failure. 2021-22 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 Objectives: ♦ 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 Cityowned vehicles at set replacement criteria. Measures (1) (2) 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Accidents attributed to equipment failure 0 0 0 0 0 Review City-owned vehicles at set criteria 85 33(2) 28(1)(2) 22(2) 72 Preventive maintenance compliance rate 97% 97% 97% 95% 97% After evaluation of certain vehicles based on years, miles and maintenance history we were able to defer vehicle replacements. Due to COVID-19 effecting the overall City Budget, the 2019-20 Actual vehicles purchased was greatly diminished and the 2020-21 Projected vehicles were limited to Public Safety vehicles only. * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 231 Table of Contents City of Chandler General Government 2021-22 Adopted Budget 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 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Service Rating Results: Excellent 60% 60% 63% 65% 60% Above average 40% 35% 32% 30% 35% Average 0% 5% 5% 5% 5% Poor 0% 0% 0% 0% 0% 11,150 11,175 11,250 11,125 11,160 310 300 320 300 300 Fleet work order repair hours Factory warranty claims submitted * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 232 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Fleet Services - 1270 Budget Summary Description Personnel Services Total Personnel Ongoing* One-time* Professional/Contract Operating Supplies Repairs/Maintenance Communications/Transportation Other Charges/Services Machinery/Equipment Office Furniture/Equipment Capital Replacement Total Cost Center - 1270 General Fund 2019-20 Actual Expenditures $ $ $ 1,102,425 $ 3,944 14,864 95 480 3,857 20,808 478 2,339 1,149,290 $ 1,149,290 $ 2020-21 Adopted Budget 2020-21 Adjusted Budget 1,139,712 $ 1,139,712 1,357 29,288 800 2,125 4,600 30,600 2,339 1,210,821 $ 1,210,821 $ 2020-21 Estimated Expenditures 1,149,434 $ 1,149,434 1,357 30,759 800 2,125 4,600 30,600 2,339 1,222,014 $ 1,222,014 $ 2021-22 Adopted Budget 1,156,500 $ 1,156,500 1,000 20,203 350 1,025 2,700 30,600 2,339 1,214,717 $ 1,214,717 $ 1,157,427 1,157,427 850 29,320 800 3,000 4,800 30,000 2,339 1,228,536 1,228,536 % Change Adopted to Adopted 1.55% 1.55% N/A -37.36% 0.11% 0.00% 41.18% 4.35% -1.96% N/A 0.00% 1.46% * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions Position Title Fleet Equipment Service Writer Fleet Inventory Specialist Fleet Services Superintendent Lead Fleet Technician - CDL Senior Administrative Assistant Senior Fleet Technician - CDL Service Equipment Worker Total 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised 1 1 1 2 1 5 1 12 Revised 1 1 1 2 1 5 1 12 Revised 1 1 1 2 1 5 1 12 Adopted 1 1 1 2 1 5 1 12 Revised 1 1 1 2 1 5 1 12 Adopted 1 1 1 2 1 5 1 12 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. There are no significant budget and staffing changes for FY 2021-22. 233 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Fleet Motor Pool - 1271 Fleet Motor Pool provides vehicles for City employees to use for official City business. 2021-22 Performance Measurements Goal: Provide shared use vehicles to departments in order to reduce the expenditure of capital monies. Supports Priority Based Budgeting Goal(s): Good Governance Objective: ♦ Provide transportation for administrative and other staff to conduct City business. 2018-19 Actual Measures 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Gallons of fuel consumed 4,123 4,103 4,500 2,250(1) 3,750 Percentage of computerized reservations completed 89% 88% 90% 85% 88% 21 18 18 16 16 Number of vehicles (1) 2019-20 Actual The utilization was down due to COVID-19. * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. Budget Summary Description Operating Supplies 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted $ Capital Replacement 16,983 $ 24,023 $ 24,023 $ 12,417 $ 24,023 0.00% 41,545 41,545 41,545 41,545 41,545 0.00% 0.00% Total Cost Center - 1271 $ 58,528 $ 65,568 $ 65,568 $ 53,962 $ 65,568 General Fund $ 58,528 $ 65,568 $ 65,568 $ 53,962 $ 65,568 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Significant Budget Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. There are no significant budget and staffing changes for FY 2021-22. 234 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Human Resources - 1250 The Human Resources’ Division 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, medical, dental, and short-term disability funds, as well as the safety program. 2020-21 Accomplishments  Developed and released a Total Compensation Statement in Oracle HR Employee Self-Service.  Implemented electronic processes to streamline recruiting and hiring.  Created and hosted a Virtual Benefits Fair.  Selected three vendors and facilitated over 400 COVID-19 tests for City employees with work-related exposures.  Tracked over 1,000 COVID-19 test results, facilitated contact tracing, and coordinated facility cleaning for work-related exposures.  Provided procedures and protocols for COVID-19 testing, positive COVID-19 test results, and cleaning to employees, managers, directors, and the media.  Facilitated Families First Coronavirus Response Act (FFCRA), short-term disability, and workers’ compensation leaves for approximately 400 employees.  Provided safety and wellness presentations and facilitated distribution of PPE supplies citywide in partnership with the Central Supply Division.  Partnered with the Fire and Police Departments to provide COVID-19 vaccinations to over 720 employees by coordinating information, scheduling, and leave.  Partnered with the Management Services Department to host CIVIC participants and provide an overview of the Merit System Board, Health Care Benefits Trust Board, Workers’ Compensation and Employer Liability Trust Board, Public Safety Personnel Retirement Board (Fire), Public Safety Personnel Retirement Board (Police), and City careers and employment.  Established a virtual career booth for middle school and high school students to highlight teen careers and youth professional development programs offered by the City, including Leaders in Training, Mayor’s Youth Commission, Teen Town Hall, Center for the Arts Youth Arts Council, Police Cadets, and Fire Cadets. 235 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Human Resources - 1250 2021-22 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. 2020-21 2018-19 2019-20 2020-21 Year End 2021-22 Measures Actual Actual Projected Estimate* Projected Personnel Action Requests (PAR) processed Number of classification/job studies conducted Conduct annual salary survey on a minimum of 30% of active City positions with benchmark cities Number of training classes conducted for employees related to compliance, policies, federal laws, or employee development Participants who rated training programs as satisfactory or higher Conduct annual survey to compare Chandler’s benefit packages with benchmark cities Number of workshops, assessments, and programs offered to employees in areas of wellness, benefits education, retirement, and financial planning 4,819 5,606 4,800 1,723 5,000 62 79 50 55 60 Compliant Compliant Compliant Compliant Compliant 280 297 345(1) 297 300 97% 97% 97% 97% 97% Compliant Compliant Compliant Compliant Compliant 190 164 145(2) 73(2) 98(2) 5 2 2 2 4 Number of technology process improvements implemented to maximize use of staff resources (1) (2) Projected increase due to a division reorganization focusing more resources to this area, as well as higher amounts of safety training. Amounts represent in-person programming; additional programming is offered through online tools which are not included in these totals. Due to the pandemic, many classes were presented through vendor online sources. * 2020-21 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. 236 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Human Resources - 1250 Goal: To attract qualified employees to fill vacancies in the City through programs and policies that embody 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. 2020-21 2018-19 2019-20 2020-21 Year End 2021-22 Measures Actual Actual Projected Estimate* Projected Number of employment applications processed 20,206 18,018 25,000(1) 13,000(2) 20,000 (1) The projected volume of applications is expected to remain at a higher level due to attrition and a larger number of applicants for recruitments due to a move to recruit through the online NeoGov portal. (2) Recruiting was temporarily suspended for approximately eight months during the COVID-19 pandemic, in addition, fewer applications have been submitted once recruitments have resumed. 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(3) (3) (4) 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 641 1,174(4) 625 750 687 Lost personnel hours(3) 5,128 9,293(4) 5,000 6,000 5,500 OSHA recordable injuries 111 101 110 102 105 Statistics based on calendar year due to measurement period and OSHA reporting requirements. Increases due to work-related COVID-19 exposures requiring employees to quarantine for 10 days, as well as several employees out for a significant period of time due to COVID-19 complications. * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 237 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Human Resources - 1250 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services 2,700,272 $ 2,723,353 $ 2,490,000 $ 2,665,497 -1.29% Ongoing* - 2,700,272 2,723,353 2,490,000 2,665,497 -1.29% One-time* - - - - - N/A Professional/Contract 115,676 237,000 513,214 122,000 317,000 33.76% Total Personnel $ 2,446,070 $ Operating Supplies 48,071 105,425 114,425 106,020 68,425 -35.10% Repairs/Maintenance 5,274 4,500 4,500 4,250 4,500 0.00% Communications/Transportation 5,724 9,800 9,800 4,000 9,800 0.00% Insurance/Taxes 415,747 411,130 411,130 411,130 431,130 4.86% Other Charges/Services 61,747 112,525 238,931 117,200 112,525 0.00% Machinery/Equipment 47,779 21,399 31,399 15,000 21,399 0.00% Office Furniture/Equipment 593 600 600 300 600 0.00% Capital Replacement 30 - - - - N/A 0.78% Total Cost Center - 1250 $ 3,146,710 $ 3,602,651 $ 4,047,352 $ 3,269,900 $ 3,630,876 General Fund $ 1,733,202 $ 2,033,689 $ 2,109,857 $ 1,878,350 $ 2,052,266 1,032,472 Workers' Comp Self Ins Fund 917,225 1,026,885 1,166,642 887,330 Short-term Disability Self Ins Fund 40,984 41,544 41,659 42,000 42,152 Medical Self Insurance Fund 455,299 500,533 729,194 462,220 503,986 Grand Total $ 3,146,710 $ 3,602,651 $ 4,047,352 $ 3,269,900 $ 3,630,876 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. 238 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Human Resources - 1250 Authorized Positions Position Title Administrative Services Director Benefits Analyst Benefits Program Manager Benefits and Labor Relations Administrator Business Systems Support Analyst Employee Services and HRMS Analyst Employee Services and HRMS Manager Human Resources Analyst Human Resources Director Human Resources Manager Human Resources Recruiter Human Resources Specialist I Human Resources Specialist II Management Assistant Medical Leave Coordinator Organizational Development Coordinator Organizational Development Specialist Safety Coordinator Senior Human Resources Analyst Wellness Coordinator Total 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised 1 0 1 1 0 1 1 2 0 1 0 3 2 1 2 1 0 2 3 1 Revised 0 0 1 1 0 1 0 1 1 2 1 3 1 1 2 1 0 2 4 1 Revised 0 1 1 0 2 0 0 2 1 2 0 3 0 1 2 1 1 2 3 1 Adopted 0 1 1 0 2 0 0 2 1 2 0 3 0 1 2 1 1 2 3 1 Revised 0 1 1 0 2 0 0 2 1 2 0 3 0 1 2 1 1 2 3 1 Adopted 0 1 1 0 2 0 0 2 1 2 0 3 0 1 2 1 1 2 3 1 23 23 23 23 23 23 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 reflects one-time funding for a classification and compensation study offset by the transfer of ongoing funding to the Non-Departmental cost center in the Management Services Department for citywide employee service and recognition awards. 239 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Transportation Policy - 3340 The Transportation Policy Division is responsible for implementing the Transportation Master Plan, formulating policies, design standards, and plans for the City's mass transit services, bicycling, and pedestrian facilities. Transportation Policy coordinates and manages all transit service contracts and plans, oversees construction of transit and bicycle facilities, ensures compliance with the Maricopa County Trip Reduction Ordinance, and coordinates implementation of the City’s ADA Transition Plan. 2020-21 Accomplishments  Launched First-Mile, Last-Mile Program (partnership with Lyft), and provided 1,600 trips through seven months.  Completed ADA Transition Plan 2020 Update.  Completed the Western Canal/UPRR Crossing project.  McClintock/Kyrene Bike Lanes project.  On pace to provide 537,000 bus trips, 22,000 Paratransit trips, and 12,000 RideChoice trips.  Completed the Arizona Avenue Alternatives Analysis.  Awarded $6.6 million in federal funds for use on four transportation projects (Alley Paving, Chandler Heights Road Widening, Frye Road Protected Bike Lanes, and Hunt Highway Separated Bike Lanes Study).  Secured $3 million in regional funds for use on the Alma School Road widening project.  Held a virtual Family Bike Ride in April 2021 and set a record with over 800 participants.  Finalized design and began construction on the Chandler Boulevard Bike Lanes project.  Transportation Policy staff has represented Chandler’s interests in the development of the Regional Transportation Plan Update, which will serve as the basis for Maricopa County’s Proposition 400 Extension.  Led the Public Works and Utilities Subcommittee of the Citizen’s Bond Exploratory Committee with the Public Works and Utilities Department.  Won two Valley Metro Clean Air Awards: Best Travel Reduction Program and Best Travel Reduction Coordinator.  Completed the Frye Road Protected Bike Lanes Design Assistance Study.  Restructured the division to ensure alignment with the City Strategic Plan. 240 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Transportation Policy - 3340 2021-22 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): Connected and Mobile Community; Safe Community; Contemporary Culture/Unified; Attractive Community Objectives: ♦ Provide transit service in partnership with the Regional Public Transit Authority (RPTA) Valley Metro. ♦ 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 Paratransit (previously known as Dial-a-Ride) and RideChoice service in partnership with Valley Metro RPTA and other Valley cities. Measures 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected City funded bus service miles(1) 273,226 273,258 274,901 278,999 280,620 City funded passenger boardings(1) 197,548 147,612 161,519 60,833 73,000 City funded cost per boardings(1) $7.94 $11.38 $9.96 $17.66(2) $20.41(2) PTF funded bus service miles(1)(3) 999,917 1,010,364 998,047 1,008,907 1,008,907 PTF service passenger boardings 810,475 661,273 634,365 476,293 523,922 PTF cost per boarding(1) Average passenger boardings per mile (all service)(1) $6.91 $8.73 $9.05 $8.35 $10.27 0.81 0.63 0.63 0.42 0.46 Paratransit total trips(1) 49,954 39,685 44,826 22,482 33,723 Paratransit cost per trip(1) $45.05 $47.30 $44.36 $36.15(4) $43.86 RideChoice total trips(1)(5) N/A 12,289 13,232 11,517 14,972 RideChoice cost per trip(1)(5) N/A $13.04 $16.50 $15.82(4) $17.65 (1) 2019-20 Actual, 2020-21 Projected, 2020-21 Year End Estimate, and 2021-22 Projected measures are impacted by COVID-19, resulting in less express bus service, lower ridership, fewer Paratransit and RideChoice trips, and higher cost per boarding. (2) City funded cost per trip increased more than PTF funded service due to more express service being funded by the City. Express ridership has fallen more than other bus service during the COVID-19 pandemic. (3) Beginning FY 2019-20, night trips were added on Route 104 resulting in additional service miles. (4) Paratransit and RideChoice cost per trip decreases are a result of federal COVID-19 relief funding. (5) New measures effective FY 2019-20. * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 241 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Transportation Policy - 3340 Goal: Increase bicycle lane miles within the City. Supports Priority Based Budgeting Goal(s): Connected and Mobile Community; Safe Community; Contemporary Culture/Unified; Attractive Community Objective: ♦ Implement programs and improvements recommended in the City’s Bicycle Plan. Measure Bike lane total miles (as estimated through use of aerial maps) (1) 2018-19 Actual 2019-20 Actual 346 349 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 354 356(1) 358 The increase in bike lane miles reflects the addition of bike lanes on McClintock Drive and Kyrene Road. 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): Good Governance Objective: ♦ Reduce the percentage of work-related SOV trips by City employees. (2) Measure 2018-19 Actual SOV commuting percentage 87% 2019-20 Actual 86% 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 87% 81%(2) 84% The decrease in SOV trips is a result of employees teleworking due to COVID-19. * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 242 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Transportation Policy - 3340 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel 356,461 $ 362,889 $ 365,994 $ 382,777 7.38% Ongoing* $ 468,009 $ - 356,461 362,889 365,994 382,777 7.38% One-time* - - - - - N/A 4,836,884 3,408,311 3,553,290 1,964,412 3,323,311 -2.49% Operating Supplies 4,469 8,216 8,216 7,372 8,156 -0.73% Repairs/Maintenance 5,888 10,871 10,871 11,217 10,931 0.55% Communications/Transportation 1,167 1,759 1,759 472 1,759 0.00% Insurance/Taxes 2,215 3,800 3,800 3,800 3,800 0.00% Rents/Utilities 16,087 22,046 22,046 22,046 22,046 0.00% Other Charges/Services 56,526 79,907 81,798 81,798 79,907 0.00% Contingencies/Reserves - 143,968 143,968 - 143,968 0.00% 7,743 6,583 6,583 6,583 6,583 0.00% -1.45% Professional/Contract Capital Replacement Total Cost Center - 3340 $ 5,398,988 $ 4,041,922 $ 4,195,220 $ 2,463,694 $ 3,983,238 General Fund $ 4,207,521 $ 2,785,100 $ 2,903,173 $ 1,975,606 $ 2,826,416 $ 2,463,694 1,191,467 Local Transportation Assistance Fund Grand Total $ 5,398,988 4,041,922 $ 4,195,220 1,156,822 488,088 1,292,047 1,256,822 $ $ 3,983,238 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions Position Title Government Relations Coordinator Management Assistant Senior Transportation Planner Transit Services Coordinator Transportation Planning Coordinator Transportation Planning Supervisor Transportation Policy Manager Total 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised 0 0 0 2 0 0 1 3 Revised 0 0 1 1 0 0 1 3 Revised 1 0 0 1 0 1 0 3 Adopted 0 1 0 1 0 1 0 3 Revised 0 0 0 0 2 1 0 3 Adopted 0 0 0 0 2 1 0 3 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 reflects ongoing and one-time funding increases for existing fixed route bus and first-mile last-mile program. FY 2021-22 reflects the reduction of one-time funding for Paratransit and RideChoice programs. During FY 2020-21, one Management Assistant position was reclassified to Transportation Planning Coordinator, and one Transit Services Coordinator position was renamed Transportation Planning Coordinator. 243 Table of Contents City of Chandler General Government 2021-22 Adopted Budget Transportation Policy Capital - 3060 Capital Budget Summary Description Professional/Contract 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Budget Adopted Expenditures Budget Budget Expenditures - $ - $ - $ - $ 509,779 N/A Other Charges/Services - - - - 31,421 N/A Contingencies/Reserves - - - - 2,055,603 N/A Building/Improvements - - - - 672,000 N/A N/A Total Cost Center - 3060 $ $ - $ - $ - $ - $ 3,268,803 Local Transportation Assistance Fund $ - $ - $ - $ - $ 907,875 General Gov't Capital Projects Fund - - - - Street GO Bond Fund - - - - 75,140 Grant Capital Fund - - - - 562,577 Grand Total $ - $ - $ - $ - 1,723,211 $ 3,268,803 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Significant Budget Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. 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. FY 2021-22 reflects the carryforward of unexpended program funding from FY 2020-21. Additional detail is available in the 2022-2031 Capital Improvement Program. Effective July 1, 2021, cost center 3060, Transportation Policy Capital, is established by transferring several projects from cost center 3310, Streets Capital, in the Public Works & Utilities Department. Historical spending on these projects will remain in cost center 3310. 244 Table of Contents zj Community Services • Activities and Functions • Accomplishments • Goals, Objectives, and Performance Measurements • Budget Summary • Position Summary "Moving Forward Together" , The many activities and facilities available through libraries, parks and aquatics, and recreation centers are fundamental to the Chandler lifestyle. Table of Contents City of Chandler Community Services 2021-22 Adopted Budget Assistant City Manager Community Services Administration Library Aquatics Park Development & Operations Recreation Sports & Fitness Facilities Nature & Recreation Facilities 246 Table of Contents City of Chandler Community Services 2021-22 Adopted Budget Community Services Overview The FY 2019-20 Actuals, FY 2020-21 Adopted, FY 2020-21 Estimated Expenditures, and FY 2021-22 Adopted Budget may show significant differences due to impacts from the COVID-19 pandemic. Therefore, when comparing between budget years, consider that the FY 2020-21 budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize potential impacts from revenue shortfalls, but the FY 2021-22 Adopted Budget anticipates services returning to some normalcy during the year. Refer to the Executive Summary for additional details on the effects caused by the COVID-19 pandemic. 2019-20 Actual Expenditures Expenditures by Cost Center Community Services Administration $ 645,057 Library 6,211,646 Aquatics 3,685,449 Park Development and Operations 9,142,805 Recreation 1,600,537 Sports and Fitness Facilities 2,038,977 Nature and Recreation Facilities 1,350,641 Parks Capital 8,565,899 Total $ 33,241,011 2021-22 Adopted Budget % Change Adopted to Adopted 690,786 6,738,955 4,127,252 9,587,626 2,013,735 2,249,706 1,548,580 25,307,386 $ 52,264,026 $ 616,604 6,419,758 4,140,357 10,191,972 1,823,589 2,442,465 1,248,565 2,660,067 $ 29,543,377 $ 1,138,075 6,564,556 4,007,173 10,518,124 1,606,939 2,381,612 1,597,419 24,916,621 $ 52,730,519 64.75% -2.59% -2.91% 9.71% -20.20% 5.86% 3.15% -1.54% 0.89% $ 16,326,630 - $ 17,621,929 17,556,559 $ 16,643,708 16,605,838 $ 17,541,118 17,495,368 -0.35% - 65,370 37,870 45,750 -30.01% 8,348,483 8,565,899 Total $ 33,241,011 9,334,711 25,307,386 $ 52,264,026 10,239,602 2,660,067 $ 29,543,377 10,272,780 24,916,621 $ 52,730,519 2019-20 Revised 4.000 63.800 16.750 53.000 9.375 14.375 13.250 174.550 2020-21 Adopted 5.000 63.800 16.750 53.000 9.375 14.375 12.250 174.550 2020-21 Revised 5.000 62.750 15.500 54.000 8.750 15.375 12.250 173.625 2021-22 Adopted 7.750 61.750 15.500 54.000 7.000 15.375 12.250 173.625 10.05% -1.54% 0.89% % Change Adopted to Adopted 55.00% -3.21% -7.46% 1.89% -25.33% 6.96% 0.00% -0.53% (1) Ongoing (1) Staffing by Cost Center Community Services Administration Library Aquatics Park Development and Operations Recreation Sports and Fitness Facilities Nature and Recreation Facilities Total (1) 2020-21 Estimated Expenditures $ Expenditures by Category Personnel & Benefits Total Personnel One-time Operating & Maintenance Capital - Major 2020-21 Adopted Budget Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. 247 Table of Contents City of Chandler Community Services 2021-22 Adopted Budget 2020-21 Accomplishments  Successfully provided service throughout the COVID-19 pandemic.  The Library created and distributed nearly 18,000 Grab 'n Go kits.  The Library circulated more than 1,000 Bag 'o Books, with 20 items per bag.  The Library hosted nearly 500 virtual engagements with patrons via live interactive programs, recorded programs, and outreach.  Completed the Library and Parks Master Strategic Plans.  Aquatics completed slide refurbishment and painting at Arrowhead, Mesquite Groves, and Nozomi pools.  Completed Hamilton Aquatic Center bathroom renovations directly related to citizen concerns from budget survey.  Aquatics implemented an online public swim reservation system to provide priority access to Chandler residents.  Aquatics provided online videos for bathtub swimming skills and dryland swim skills that can be practiced at home.  Parks Operations formalized inspections of parks restrooms, landscaping, mowing, and playgrounds.  Completed renovation of Vida Park (formerly East Mini Park).  Parks Operations installed landscape rock on the Basha Road canal right-of-way on the Lennar Homes and Snedigar Park canal sections, and planted 77 trees at Amberwood, Dr. A.J. Chandler, and Pequeno Parks.  Initiated Phase 1 construction of Lantana Ranch Park and Phase 2 construction of the Veteran's Memorial at Veterans Oasis Park.  Recreation hosted a S’more Holiday Event at Chandler Fashion Mall.  Six Sonoran Sunset Series concerts were held at the Environmental Education Center, with over 700 participants in attendance, providing safe social opportunities for the community during the pandemic.  Both the Senior Variety Show and the Youth and Teen Talent Show went virtual. The Senior Variety show had over 1,000 views, and the Youth and Teen Talent Show had over 14,000 views.  Recreation provided virtual classes for the first time, with a total of 586 people participating in 122 virtual classes including kids drawing, yoga, cooking, and watercolors.  The Tennis Center was home to four United States Tennis Association (USTA) National Junior events. 248 Table of Contents City of Chandler Community Services 2021-22 Adopted Budget Community Services Administration - 4300 Community Services Administration provides leadership and service coordination to operational divisions and information to the public on various developmental, recreational, and educational programs and activities offered through libraries, parks, recreation, and aquatics. The division also assists the City Manager's Office to implement City Council policies and achieve City Council goals. 2021-22 Performance Measurements Goal: Provide effective administration and coordination for diverse services and programs established to enhance the quality of life for citizens. Supports Priority Based Budgeting Goal(s): Contemporary Culture/Unified; Attractive Community; Good Governance 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(1) 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Cost of service provision per resident(2) $107.09 $98.41 $101.94 $96.96 $96.22 Number of full-time equivalency (FTE) staff per 1,000 population 0.74 FTE 0.65 FTE 0.65 FTE 0.65 FTE 0.65 FTE Programs/activities provided(3) 10,542 6,436(4) 7,818(4) 4,603(4) 7,646(5) Programs/activities participants(3) 714,943 340,298(4) 455,078(4) 287,235(4) 390,400(5) Number of volunteers 4,475 2,633(4) 3,262(4) 137(4) 550(5) Number of volunteer hours 73,087 31,982(4) 42,600(4) 5,336(4) 19,000(5) (1) Effective FY 2019-20, amounts do not reflect activities performed by cost center 1100, Center for the Arts, and cost center 4560, Museum, since these cost centers are part of the Cultural Development Department. (2) “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. (3) Does not include Tumbleweed Recreation Center Day Passes, Chandler Youth Sports Association, Drop-Ins (Recreation), Private Pool Rentals, and Chandler Unified School District usage (Aquatics). (4) Amounts reduced to reflect COVID-19 restrictions and facility closures. (5) Projections based on the easing of COVID-19 restrictions. * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 249 Table of Contents City of Chandler Community Services 2021-22 Adopted Budget Community Services Administration - 4300 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services 679,388 $ 688,137 $ 613,000 $ 1,028,524 51.39% Ongoing* Total Personnel $ 616,992 $ - 679,388 688,137 613,000 1,028,524 51.39% One-time* - - - - - N/A Professional/Contract - 480 480 45 7,905 1546.88% Operating Supplies 1,749 730 730 505 46,081 6212.47% Repairs/Maintenance 1,522 1,200 1,200 1,400 15,576 1198.00% Communications/Transportation 2,667 4,500 4,500 - 28,506 533.47% Other Charges/Services 22,126 4,488 4,488 1,550 11,483 155.86% - - - 104 - N/A 64.75% Capital Replacement Total Cost Center - 4300 $ 645,057 $ 690,786 $ 699,535 $ 616,604 $ 1,138,075 General Fund $ 645,057 $ 690,786 $ 699,535 $ 616,604 $ 1,138,075 (1) Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions Position Title 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Community Services Director 1 1 1 1 1 1 Community Services Planning Manager 1 1 1 1 1 1 Graphic Designer (0.5 FTE position) 0 0 0 0 0 0.5 Graphic Designer (0.75 FTE position) 0 0 0 0 0 0.75 Marketing and Communications Coordinator 0 0 0 0 0 1 Marketing Coordinator (0.5 FTE position) 0 0 0 0 0 0.5 Park Planning Project Manager 0 0 0 0 1 1 Park Planning Superintendent 1 1 1 1 0 0 Senior Administrative Assistant 0 0 0 1 1 1 Senior Management Analyst 2 2 1 1 1 1 Total 5 5 4 5 5 7.75 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. During FY 2020-21, one Park Planning Superintendent position was renamed Park Planning Project Manager. Effective July 1, 2021, one 0.5 FTE Graphic Designer position and one 0.5 FTE Marketing Coordinator position transfer from cost center 4310, Library, and one 0.75 FTE Graphic Designer position and a Marketing and Communications Coordinator position transfer from cost center 4550, Recreation, along with associated operations and maintenance funding. 250 Table of Contents City of Chandler Community Services 2021-22 Adopted Budget Library - 4310 The Library Division 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. In addition, staff provides administrative support to the Library Advisory Board and the Friends of the Chandler Public Library. 2021-22 Performance Measurements Goal: Assist citizens in obtaining information to meet their diverse personal, educational, and professional needs. Supports Priority Based Budgeting Goal(s): Contemporary Culture/Unified; Sustainable Economic Health; Connected and Mobile 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 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Number of Library cardholders 141,549 135,258 157,000 74,000(1) 72,500(1) Number of items in collections 313,087 313,087 320,000 305,000(2) 307,500(2) 2,314,886 1,489,257 1,950,000 1,200,000 1,224,000 Reference transactions 200,409 101,630(3) 172,000 9,408(3)(4) 86,000(3)(4) Computer sessions 198,240 169,325(3) 163,000 11,395 hours(5) 120,000 hours(5) Wireless sessions(6) 4,322,122 2,246,388(3) 2,835,800 827,229 1,800,000 Website access(7) 4,977,914 4,179,129 4,119,026 4,085,760 4,500,000 Materials circulated (1) Amounts reflect active users for the past two years. Prior amounts are all registered borrowers in the database regardless of whether they used their card. Metered access of digital materials from major publishers requires licenses to expire after either a certain number of circulations or a period of time. Protocols in place during the COVID-19 pandemic will reduce the number of items the Library is able to order, receive, and catalog. (3) Reflects reductions resulting from COVID-19 facility closures. (4) Reference transactions trending downward due to electronic library card users accessing reference databases online as well as online “Ask a Librarian” and call center services. (5) Due to COVID-19 restrictions, the Library is unable to collect this statistic in the usual manner. In order to follow COVID-19 protocols, the Library limits the amount of time a customer uses the computer and automatically logs them off. Therefore, it is not possible to know when a session begins or ends, only the number of hours the computer is in use during the day. (6) Wireless sessions may originate either inside or outside library buildings. (7) Amounts represent the number of times the Library website is accessed. (2) * 2020-21 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. 251 Table of Contents City of Chandler Community Services 2021-22 Adopted Budget Library - 4310 Goal: Serve as learning, educational, and cultural center for the community. Supports Priority Based Budgeting Goal(s): Contemporary Culture/Unified 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 (1) (2) 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 926,839 698,179(1) 949,000 228,395(1) 460,000(2) Number of programs and classes 5,461 3,425(1) 5,500 1,890(1) 4,230(2) Program and class attendance 134,650 70,753(1) 130,000 29,654(1) 50,400(2) Reflects reductions resulting from COVID-19 facility closures and capacity reductions. 2021-22 Projected reflects anticipated effects of social distancing requirements resulting from the COVID-19 pandemic. * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 252 Table of Contents City of Chandler Community Services 2021-22 Adopted Budget Library - 4310 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ Ongoing* 5,273,153 $ - One-time* 5,649,025 $ 5,718,175 $ 5,222,500 $ 5,474,329 -3.09% 5,649,025 5,718,175 5,222,500 5,474,329 -3.09% - - - - - N/A Professional/Contract 121,567 180,763 194,084 187,228 182,695 1.07% Operating Supplies 647,889 740,473 1,134,691 816,850 742,230 0.24% Repairs/Maintenance 39,280 42,950 42,999 33,000 42,000 -2.21% Communications/Transportation 18,460 14,753 15,922 22,200 15,595 5.71% Insurance/Taxes 500 - - - - N/A Rents/Utilities 62,170 68,110 73,917 71,310 70,310 3.23% -13.74% Other Charges/Services 44,542 39,919 43,236 62,708 34,435 Machinery/Equipment 1,123 - - 1,000 - N/A Capital Replacement 2,962 2,962 2,962 2,962 2,962 0.00% -2.59% Total Cost Center - 4310 $ 6,211,646 $ 6,738,955 $ 7,225,986 $ 6,419,758 $ 6,564,556 General Fund $ 6,091,757 $ 6,659,152 $ 6,900,129 $ 6,325,800 $ 6,484,556 Grant Fund** 90,968 - 246,054 79,258 - Library Trust Fund 28,920 79,803 79,803 14,700 80,000 6,211,646 $ 6,738,955 $ 7,225,986 $ 6,419,758 $ 6,564,556 Grand Total (1) $ Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. ** The Adopted Budget for operating grant funding is in cost center 1290, Non-Departmental. The Adjusted Budget, Actual Expenditures, and Estimated Expenditures are reflected as Grant Fund. 253 Table of Contents City of Chandler Community Services 2021-22 Adopted Budget Library - 4310 Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Administrative Librarian 5 5 5 5 5 5 Assistant Library Manager 2 2 2 2 1 1 Business Systems Support Technician 1 1 1 1 2 2 Community Outreach Coordinator (0.75 FTE position) 0.5 0.75 0.75 0.75 0 0 Community Outreach Coordinator (1.0 FTE position) 0 0 0 0 1 1 Cultural Affairs Coordinator 1 1 1 1 1 1 Graphic Designer (0.5 FTE position) 0.5 0.5 0.5 0.5 0.5 0 Librarian (0.5 FTE positions) 1 1 1 1 1 1 Librarian (0.75 FTE position) 0 0.75 0.75 0.75 0.75 0.75 Librarian (1.0 FTE positions) 13 13 13 13 12 12 Position Title Library Access Services Coordinator 2 2 2 2 2 2 Library Aide (0.5 FTE positions) 4.5 4.5 4.5 4.5 4 4 Library Aide (0.8 FTE position) 0.8 0 0 0 0 0 Library Aide (1.0 FTE positions) 12 11 11 11 11 11 Library Assistant (0.5 FTE positions) 3 3 3 3 3 3 Library Assistant (0.8 FTE position) 0 0.8 0.8 0.8 0 0 Library Assistant (1.0 FTE positions) 13 13 13 13 14 14 Library Associate 1 1 1 1 1 1 Library Manager 1 1 1 1 1 1 Management Assistant 1 1 1 1 1 1 Marketing Coordinator (0.5 FTE position) 0.5 0.5 0.5 0.5 0.5 0 Senior Business Systems Support Specialist 1 1 1 1 1 1 Total 63.8 63.8 63.8 63.8 62.75 61.75 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. During FY 2020-21, one Assistant Library Manager position was reclassified to Airport Manager and transferred to cost center 4100, Airport, in the City Manager Department, one Community Outreach Coordinator position was increased from 0.75 FTE to 1.0 FTE, one Librarian position was renamed Business Systems Support Technician, one Library Aide 0.5 FTE position was eliminated, and one Library Assistant position was increased from 0.8 FTE to 1.0 FTE. As a part of the FY 2021-22 amendment process, one-time funding of $10,000 for Read On Chandler Programing was transferred from the Council Contingency. Effective July 1, 2021, one 0.5 FTE Graphic Designer position and one 0.5 FTE Marketing Coordinator position transfer to cost center 4300, Administration. 254 Table of Contents City of Chandler Community Services 2021-22 Adopted Budget Aquatics - 4520 The Aquatics Division operates and maintains six aquatic centers and five fountains. Four of the six aquatic centers operate with intergovernmental agreements with three separate school districts. Aquatics offers year-round swimming programs (lessons, lap swim, aquatic fitness, and extended public swim operational hours) at various pool sites and is responsible for maintenance and improvements to the aquatic centers. 2021-22 Performance Measurements Goal: Offer swimming classes, water safety education, and recreational opportunities. Provide inviting spaces for citizens to cool off during the summer heat. Supports Priority Based Budgeting Goal(s): Contemporary Culture/Unified; Attractive Community; Safe Community Objectives: ♦ Maintain an overall enrollment success rate of 85% for the Learn to Swim lesson program. ♦ Provide water safety education through swim lessons, swim teams, 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. Diving, U.S.A Water Polo, and high school swimming and diving teams. Measures Overall enrollment success rate of swimming classes 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 85% 80% 85% 80% 85% Annual swimming lesson attendance 8,358 6,679(1) 7,500(1) 7,000(1) 7,500(2) Annual recreational swim attendance 274,901 157,816(1) 217,250(1) 210,000(1) 240,000(2) 98% 94% 98% 95% 95% Overall customer satisfaction(3) (1) Reductions due to COVID-19 facility closures and/or capacity restrictions. FY 2021-22 Projections are based on the easing of COVID facility capacity restrictions. (3) Customer satisfaction surveys are distributed at the close of each lesson session and all other swim programs. (2) * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 255 Table of Contents City of Chandler Community Services 2021-22 Adopted Budget Aquatics - 4520 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ Ongoing* 2,546,948 $ - One-time* 2,965,837 $ 2,982,251 $ 2,912,275 $ 2,841,686 -4.19% 2,955,437 2,971,851 2,901,875 2,833,286 -4.13% - 10,400 10,400 10,400 8,400 -19.23% Professional/Contract 131,403 121,393 134,698 131,500 120,358 -0.85% Operating Supplies 572,418 430,883 473,885 517,260 432,347 0.34% Repairs/Maintenance 149,753 189,706 200,100 219,124 189,776 0.04% 5,552 10,210 10,210 - 7,336 -28.15% Communications/Transportation Insurance/Taxes 1,626 1,750 1,750 1,000 1,750 0.00% Rents/Utilities 246,146 383,425 383,425 333,661 383,425 0.00% Other Charges/Services 15,799 12,779 17,894 13,900 13,894 8.73% Machinery/Equipment 3,282 - - 312 - N/A Office Furniture/Equipment 1,253 - - - - N/A Park Improvements - - - 56 - N/A Capital Replacement 11,269 11,269 11,269 11,269 16,601 47.32% -2.91% Total Cost Center - 4520 $ 3,685,449 $ 4,127,252 $ 4,215,482 $ 4,140,357 $ 4,007,173 General Fund $ 3,684,227 $ 4,117,193 $ 4,205,423 $ 4,134,253 $ 4,000,637 $ 3,685,449 $ 4,127,252 $ 4,215,482 $ 4,140,357 $ 4,007,173 Parks & Recreation Trust Fund Grand Total (1) 1,223 10,059 10,059 6,104 6,536 Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. 256 Table of Contents City of Chandler Community Services 2021-22 Adopted Budget Aquatics - 4520 Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Administrative Assistant (0.75 FTE position) 0.75 0.75 0.75 0.75 0 0 Administrative Assistant (1.0 FTE position) 0 0 0 0 1 1 Aquatics Maintenance Helper 1 1 1 1 1 1 Aquatics Maintenance Supervisor 1 1 1 1 1 1 Aquatics Maintenance Technician 3 3 3 3 3 3 Aquatics Superintendent 1 1 1 1 1 1 Customer Service Representative 1 1 1 1 0 0 Lifeguard II (0.75 FTE positions) 3 3 3 3 1.5 1.5 Pool Manager 0 0 1 1 3 3 Recreation Coordinator I 1 1 1 1 1 1 Recreation Coordinator II 4 4 4 4 3 3 Recreation Leader III-Pool Manager 1 1 0 0 0 0 16.75 16.75 16.75 16.75 15.5 15.5 Position Title Total Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 reflects one-time funding for an Aquatics Maintenance Technician contract, which has been received as onetime funding since FY 2016-17 and a reduction of one-time funding received compared to FY 2020-21 for recreational swim and water based fitness classes which has a full revenue offset. During FY 2020-21, one 0.75 FTE Lifeguard II position was reclassified to 1.0 FTE Pool Manager, one 0.75 FTE Lifeguard II position was reclassified to 1.0 FTE Groundskeeper and transferred to cost center 4530, Park Development and Operations, one Recreation Coordinator II position was reclassified to Pool Manager, one Administrative Assistant position was increased from 0.75 FTE to 1.0 FTE, and one Customer Service Representative position was transferred to cost center 4551, Sports and Fitness Facilities. 257 Table of Contents City of Chandler Community Services 2021-22 Adopted Budget Park Development and Operations - 4530 The Park Development and Operations Division is responsible for parkland acquisition, planning, design, development, and the maintenance of developed parkland at individual park sites, as well as playground inspections, reporting, repairs, upgrades, documentation retention, and the maintenance of 58 individual playground sites. Park playgrounds are inspected every two weeks with a minimum of two inspections per month by park staff. The division also oversees annual playground safety inspections and is responsible for administration of contracts for park mowing, restroom cleaning, landscaping, and Desert Breeze and Veterans Oasis lake maintenance. 2021-22 Performance Measurements Goal: Develop parks to meet the recreational and open space needs of citizens. Supports Priority Based Budgeting Goal(s): Attractive Community; Connected and Mobile Community; Contemporary Culture/Unified; Safe Community; Sustainable Economic Health Objectives: ♦ Design, develop, and/or renovate park facilities. ♦ Work with citizens on the design and development/renovation of parks. Measures Number of parks developed and/or renovated 2018-19 Actual 2019-20 Actual 16 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 19 11 15 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 18 Goal: Maintain public parks, facilities, and grounds at the highest standards. Supports Priority Based Budgeting Goal(s): Attractive Community; Safe Community Objectives: ♦ Apply fertilizer and pre-emergent to all parks at a minimum of two applications per year. Measures (1) (2) 2018-19 Actual 2019-20 Actual Number of fertilization applications per year 194 198(1) 200 198 204(2) Number of pre-emergent applications per year 314 318(1) 322 318 326(2) 2019-20 Actual amounts reflect completion of Homestead South and Meadowbrook Parks. 2021-22 Projected amounts reflects anticipated completion of Homestead North and Lantana Ranch Parks. * 2020-21 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. 258 Table of Contents City of Chandler Community Services 2021-22 Adopted Budget Park Development and Operations - 4530 Goal:(1) Inspect park playground equipment and playground areas for appropriate safety and play conditions which aid in protecting the public and promote pleasurable and healthy playground visits. Supports Priority Based Budgeting Goal(s): Safe Community; Attractive Community Objectives:(1) ♦ Utilize park staff to perform monthly inspections at all playground facilities, identify safety concerns, correct hazards, and reveal necessary playground upgrades needed to meet current safety or ADA standards. ♦ Maintain an accident free playground experience for the public and their recreational well-being. Measures(1) 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Number of monthly park playgrounds inspections completed 923 1,363 696 696 1,392 Percentage of monthly inspections completed 69% 98% 50% 50% 100% 0 0 0 0 0 Number of reported park playground accidents and/or injuries (1) 2018-19 Actual New goal, objectives, and measure established effective FY 2021-22, but historical data is available and has been provided. * 2020-21 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. 259 Table of Contents City of Chandler Community Services 2021-22 Adopted Budget Park Development and Operations - 4530 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ Ongoing* 4,177,498 $ - One-time* 4,195,291 $ 4,226,491 $ 4,044,201 $ 4,236,125 0.97% 4,165,171 4,196,371 4,041,581 4,208,625 1.04% - 30,120 30,120 2,620 27,500 -8.70% Professional/Contract 843,316 1,166,382 1,440,675 1,439,675 2,111,751 81.05% Operating Supplies 743,825 827,299 1,099,937 1,059,239 752,534 -9.04% Repairs/Maintenance 1,083,114 971,123 1,148,937 1,152,826 971,070 -0.01% Communications/Transportation 13,709 18,671 18,730 18,730 18,911 1.29% Insurance/Taxes 3,500 4,000 4,000 5,615 4,000 0.00% 1,752,158 1,968,058 1,989,369 1,989,369 1,988,382 1.03% 24,918 16,600 16,600 16,600 16,600 0.00% Rents/Utilities Other Charges/Services Building/Improvements 153 - - - - N/A Machinery/Equipment 374,164 34,473 46,535 47,912 114,421 231.91% Office Furniture/Equipment 2,903 264,440 275,644 294,516 166,840 -36.91% Park Improvements 2,259 - - 2,000 - N/A Capital Replacement 121,289 121,289 121,289 121,289 137,490 13.36% 9.71% Total Cost Center - 4530 $ 9,142,805 $ 9,587,626 $ 10,388,207 $ 10,191,972 $ 10,518,124 General Fund $ 9,117,749 $ 9,567,626 $ 10,368,207 $ 10,185,917 $ 10,498,124 $ 9,142,805 $ 9,587,626 $ 10,388,207 $ 10,191,972 $ 10,518,124 Parks & Recreation Trust Fund Grand Total (1) 25,057 20,000 20,000 6,055 20,000 Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. 260 Table of Contents City of Chandler Community Services 2021-22 Adopted Budget Park Development and Operations - 4530 Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Administrative Assistant 1 1 1 1 1 1 Contract Compliance Inspector 1 0 0 0 0 0 Groundskeeper 28 28 28 28 29 29 Lead Gardener 8 8 8 8 8 8 Park Maintenance Technician - CDL 6 6 6 6 7 7 Park Spray Technician 2 2 2 2 1 1 Parks Contract Compliance Inspector 0 1 1 1 1 1 Parks Maintenance Program Administrator 1 1 1 1 1 1 Parks Maintenance Superintendent 1 1 1 1 1 1 Parks Maintenance Supervisor 3 3 3 3 3 3 Parks Maintenance Supervisor - CDL 1 1 1 1 1 1 Parks Operations and Maintenance Manager 1 1 1 1 1 1 Total 53 53 53 53 54 54 Position Title Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 includes ongoing funding for Snedigar, and Downtown Chandler contracted landscape and sport field maintenance, irrigation contracted maintenance, Chuparosa and Tumbleweed sports field contracted maintenance, backflow prevention assembly contracted maintenance, as well as operations and maintenance costs for Lantana Ranch, Homestead North, and Veterans Oasis Parks. FY 2020-21 also reflects one-time funding for a tractor, mower, and brush truck, as well as one-time funding for the 2022 Ostrich Festival, which has been received since FY 2020-21. Additionally, FY 2021-22 reflects ongoing funding for Parks Maintenance Technicians and Parks Electrical Maintenance contracts which have been received as one-time since FY 2018-19, and one-time funding for Folley Park contract maintenance which has been received since FY 2019-20. During FY 2020-21, one 1.0 FTE Groundskeeper position was reclassified from a 0.75 FTE Lifeguard II and transferred from cost center 4520, Aquatics, and one Park Spray Technician position was reclassified to Park Maintenance Technician - CDL. As part of the FY 2021-22 amendment process, one-time funding of $30,000 for new and replacement of storm damaged trees was transferred from the Council Contingency. 261 Table of Contents City of Chandler Community Services 2021-22 Adopted Budget Recreation - 4550 The Recreation Division provides year-round programs which include coordinating adult sports leagues and tournaments, youth sport camps, 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, Chandler Tennis Center, Tumbleweed Recreation Center, and Environmental Education Center. In addition, staff provides administrative support to the Parks and Recreation Board. 2021-22 Performance Measurements Goal: Enhance the quality of life for all citizens through diverse, innovative, and affordable recreation opportunities. Supports Priority Based Budgeting Goal(s): Contemporary Culture/Unified; 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. Measures User satisfaction rate(1) Volunteer hours(2) Scholarships awarded Donations/sponsorships(2) Recreation programs participation 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 98% 99% 98% 98% 98% 35,384 17,878(3) 25,600(3) 2,336(3) 7,000(4) 36 33 50 15(3) 30(4) $25,100 N/A N/A N/A N/A 366,167 269,545(3) 325,078(3) 257,581(3) 340,000(4) (1) User satisfaction rate is calculated annually based on user surveys, which cover all recreational programs and facilities. Effective FY 2019-20, special events programming and the related measures are transferred to the newly created cost center 4559, Special Events, in the Cultural Development Department. (3) Reductions due to COVID-19 facility closures and/or capacity restrictions. (4) Projections are based on the easing of COVID facility capacity restrictions. (2) *2020-21 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. 262 Table of Contents City of Chandler Community Services 2021-22 Adopted Budget Recreation - 4550 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ Ongoing* 964,287 $ - One-time* 1,101,437 $ 1,111,018 $ 982,000 $ 807,758 -26.66% 1,101,437 1,111,018 982,000 807,758 -26.66% - - - - - N/A Professional/Contract 279,129 589,251 754,535 466,835 563,736 -4.33% Operating Supplies 81,240 73,390 68,390 122,077 27,079 -63.10% Repairs/Maintenance 2,464 16,335 16,335 17,335 850 -94.80% Communications/Transportation 52,478 34,412 34,412 30,832 10,406 -69.76% Insurance/Taxes - 500 500 500 500 0.00% Rents/Utilities - - 346 5,100 - N/A Other Charges/Services 23,624 174,942 174,942 175,442 173,142 -1.03% Office Furniture/Equipment 173,847 - - - - N/A Capital Replacement 23,468 23,468 23,468 23,468 23,468 0.00% -20.20% Total Cost Center - 4550 $ 1,600,537 $ 2,013,735 $ 2,183,946 $ 1,823,589 $ 1,606,939 General Fund $ 1,600,537 $ 2,008,735 $ 2,178,946 $ 1,821,589 $ 1,601,939 $ 1,600,537 $ 1,606,939 Parks & Recreation Trust Fund Grand Total (1) - 5,000 5,000 2,000 2,013,735 $ 2,183,946 $ 1,823,589 $ 5,000 Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. 263 Table of Contents City of Chandler Community Services 2021-22 Adopted Budget Recreation - 4550 Authorized Positions Position Title 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Business Systems Support Specialist 0 0 0 1 1 1 Graphic Designer (0.75 FTE position) 0.75 0.75 0.75 0.75 0.75 0 Marketing and Communications Coordinator 1 1 1 1 1 0 0.625 0.625 0.625 0.625 0 0 Recreation Coordinator I 1 3 2 2 2 2 Recreation Coordinator II 1 1 1 1 1 1 Recreation Manager 1 1 1 1 1 1 Recreation Superintendent 2 2 2 2 2 2 Senior Administrative Assistant 1 1 1 0 0 0 Special Events Coordinator 1 1 0 0 0 0 9.375 11.375 9.375 9.375 8.75 7 Marketing Assistant (0.625 FTE position) Total Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 reflects a reduction in one-time funding for adult programming which has been received as one-time funding since FY 2019-20 and has a full revenue offset. During FY 2020-21, one Marketing Assistant position was eliminated. Effective July 1, 2021, one 0.75 FTE Graphic Designer position and one Marketing and Communications Coordinator position transfer to cost center 4300, Administration, along with associated operations and maintenance funding. 264 Table of Contents City of Chandler Community Services 2021-22 Adopted Budget Sports and Fitness Facilities - 4551 The Sports and Fitness Facilities Division provides year-round programs that coordinate 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 and older). Programs and activities are offered at the Snedigar Sportsplex, Snedigar Recreation Center, Tumbleweed Recreation Center (TRC), Tumbleweed Park, and the Chandler Tennis Center. 2021-22 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): Contemporary Culture/Unified; 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 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, educational, and emotional growth and 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. 2020-21 2018-19 2019-20 2020-21 Year End 2021-22 Measures Actual Actual Projected Estimate* Projected Number of TRC passes sold 40,766 29,817(1) 34,000(1) 10,000(1) 20,000(2) TRC annual visitors 315,378 219,008(1) 256,000(1) 89,452(1) 107,243(2) 4.15 3.44 4.25 3.75 4.25 TRC participation 15,053 10,293(1) 12,800(1) 4,000(1) 8,000(2) Chandler Tennis Center participation 23,309 22,746(3) 18,760(3) 24,000(3) 24,000 Adult Sports participation 6,120 3,665(1) 4,800(1) 3,840(1) 6,000 Snedigar Recreation Center participation 2,933 2,060(1) 2,384(1) 1,627(1) 2,020 Chandler Youth Sports Association participation 9,648 807(1) 7,680(1) 8,500(1) 9,000 TRC “Tell Us What You Think” customer rating (1) Reflects COVID-19 customer refunds, program cancellations, facility closures, and operations at 25% capacity during the pandemic. FY 2021-22 Projections are based on the easing of COVID facility capacity restrictions. (3) Reflects COVID-19 program cancellations and facility closures during the pandemic. Chandler Tennis Center participation was very strong during the pandemic since tennis is an outdoor, low-risk activity. (2) *2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 265 Table of Contents City of Chandler Community Services 2021-22 Adopted Budget Sports and Fitness Facilities - 4551 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ Ongoing* 1,601,902 $ - One-time* 1,734,021 $ 1,861,767 $ 1,868,839 $ 1,841,443 6.19% 1,734,021 1,861,767 1,868,839 1,841,443 6.19% - - - - - N/A Professional/Contract 239,012 337,608 372,166 366,345 342,796 1.54% Operating Supplies 103,990 107,108 122,219 125,733 120,231 12.25% Repairs/Maintenance 47,328 28,356 29,628 27,956 27,956 -1.41% 388 669 669 669 180 -73.09% Communications/Transportation Insurance/Taxes 420 1,500 2,000 2,000 1,500 0.00% Other Charges/Services 23,069 40,444 51,944 50,923 47,506 17.46% Office Furniture/Equipment 22,711 - - - - N/A Park Improvements 96 - - - - N/A Capital Replacement 60 - - - - N/A 5.86% Total Cost Center - 4551 $ 2,038,977 $ 2,249,706 $ 2,440,393 $ 2,442,465 $ 2,381,612 General Fund $ 2,038,977 $ 2,242,706 $ 2,428,393 $ 2,435,465 $ 2,374,612 Grant Fund - - 5,000 - - Parks & Recreation Trust Fund - 7,000 7,000 7,000 7,000 2,249,706 $ 2,440,393 $ 2,442,465 $ Grand Total (1) $ 2,038,977 $ 2,381,612 Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Customer Service Representative (0.5 FTE position) 0.5 0.5 0.5 0.5 0.5 0.5 Customer Service Representative (0.625 FTE position) 0.625 0.625 0.625 0.625 0.625 0.625 Customer Service Representative (0.75 FTE positions) 2.25 2.25 2.25 2.25 2.25 2.25 Customer Service Representative (1.0 FTE positions) 3 3 2 2 3 3 Customer Service Supervisor 1 1 1 1 1 1 Recreation Coordinator I 6 5 5 5 5 5 Recreation Coordinator II 3 2 2 2 2 2 Recreation Leader III 0 0 1 1 1 1 16.375 14.375 14.375 14.375 15.375 15.375 Position Title Total Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. During FY 2020-21, one Customer Service Representative position was transferred from cost center 4520, Aquatics. 266 Table of Contents City of Chandler Community Services 2021-22 Adopted Budget Nature and Recreation Facilities - 4555 The Nature and Recreation Facilities Division includes the Environmental Education Center (EEC) at Veteran’s Oasis Park (VOP), and programs and services offered at the Community and Senior Centers. These three sites provide classes, activities, 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. Programs are offered at the three facilities, at various City parks, and at a variety of outside sites through agreements and partnerships. In addition, staff provides administrative support to the Mayor's Committee for the Aging and the Mayor's Committee for People with Disabilities. 2021-22 Performance Measurements Goal: To provide a broad range of recreational and environmental educationally based programs, events, and activities to people of all ages and ability levels to enrich the lives of residents. Supports Priority Based Budgeting Goal(s): Contemporary Culture/Unified; Attractive Community Objectives: ♦ Through marketing, customer feedback, and innovation, offer appropriate classes and programs at the EEC that teach Environmental Education by allowing individuals to explore environmental issues, engage in problem solving, and take action to improve the environment.(1) ♦ Utilize the unique amenities found throughout the EEC and VOP to offer participants the location and learning opportunities, complemented by friendly, knowledgeable staff, to draw an increasing number of visitors to the center.(1) ♦ Provide a range of activities for all ages and abilities 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, educational, and social activities for active adults at the Senior Center including the provision of an onsite daily meal - that will enhance their social, emotional, and recreational needs.(1) ♦ 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. 2020-21 2018-19 2019-20 2020-21 Year End 2021-22 Measures Actual Actual Projected Estimate* Projected Overall number of visitors to the EEC 71,645 57,676 63,190(2) 63,190(2) 69,509 EEC program participation 6,466 1,832 5,385(2) 2,732(2) 3,862(3) Community Center program participation 7,139 2,249 6,400(2) 6,400(2) 6,400(3) Senior Center program participation 44,115 1,842 35,691(2) 3,969(2) 26,642(3) Senior Center congregate meals served 14,229 19,064 11,000(2) 5,774(2) 11,000(3) Special populations (therapeutics) participation 3,476 1,696 3,108(2) 1,013(2) 1,368(3) (1) Objective revised effective FY 2021-22. Reflects COVID-19 customer refunds, program cancellations, facility closures, and operations at 25% capacity during the pandemic. (3) FY 2021-22 Projections are based on the easing of COVID facility capacity restrictions. (2) * 2020-21 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. 267 Table of Contents City of Chandler Community Services 2021-22 Adopted Budget Nature and Recreation Facilities - 4555 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ Ongoing* 1,145,849 $ - One-time* 1,296,930 $ 1,205,173 $ 1,272,080 1,180,323 1,000,893 $ 1,311,253 1.10% 976,043 1,301,403 2.31% -60.36% - 24,850 24,850 24,850 9,850 Professional/Contract 69,792 85,734 96,016 81,547 87,094 1.59% Operating Supplies 97,643 109,188 115,798 112,294 130,972 19.95% Repairs/Maintenance - 1,080 1,080 1,330 600 -44.44% 946 5,740 5,075 5,211 10,275 79.01% - 1,500 1,500 500 1,500 0.00% Rents/Utilities 5,442 5,000 4,500 7,000 3,500 -30.00% 20.60% Communications/Transportation Insurance/Taxes Other Charges/Services 25,314 42,598 42,443 39,480 51,375 Building/Improvements 4,662 - - - - N/A Machinery/Equipment 870 810 810 200 850 4.94% Office Furniture/Equipment 110 - - 110 - N/A Park Improvements 15 - - - - N/A 3.15% Total Cost Center - 4555 $ 1,350,641 $ 1,548,580 $ 1,472,395 $ 1,248,565 $ 1,597,419 General Fund $ 1,299,294 $ 1,508,580 $ 1,402,395 $ 1,195,315 $ 1,506,419 Grant Fund** 17,650 - 30,000 25,000 - Parks & Recreation Trust Fund 33,697 40,000 40,000 28,250 91,000 1,350,641 $ 1,548,580 $ 1,472,395 $ 1,248,565 $ 1,597,419 Grand Total $ (1) Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. ** The Adopted Budget for operating grant funding is in cost center 1290, Non-Departmental. The Adjusted Budget, Actual Expenditures, and Estimated Expenditures are reflected as Grant Fund. 268 Table of Contents City of Chandler Community Services 2021-22 Adopted Budget Nature and Recreation Facilities - 4555 Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Administrative Assistant 1 0 0 0 0 0 Business Systems Support Specialist 0 1 1 0 0 0 Customer Service Representative (0.625 FTE position) 0.625 0.625 0.625 0.625 0 0 Customer Service Representative (0.75 FTE position) 0.75 0 0 0 0 0 Customer Service Representative (0.875 FTE position) 0 0.875 0.875 0.875 0.875 0.875 Customer Service Representative (1.0 FTE positions) 2 2 2 2 1 1 Recreation Coordinator I 6 5 5 5 5 5 Recreation Coordinator II 3 3 3 3 3 3 Recreation Leader II (0.5 FTE position) 0.5 0 0 0 0 0 Recreation Leader II (0.75 FTE position) 0 0.75 0.75 0.75 0.75 0.75 Recreation Leader III (0.625 FTE position) 0 0 0 0 0.625 0.625 Position Title Recreation Leader III (1.0 FTE position) Total 0 0 0 0 1 1 13.875 13.25 13.25 12.25 12.25 12.25 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. As part of the FY 2021-22 amendment process, one-time funding of $5,000 for a senior center garden bed was transferred from the Council Contingency. During FY 2020-21, two Customer Service Representative positions (0.625 FTE and 1.0 FTE) were renamed to Recreation Leader III. 269 Table of Contents City of Chandler Community Services 2021-22 Adopted Budget Parks Capital - 4580 Capital Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel 75,595 $ - 37,306 $ - N/A Ongoing* $ - - - 37,306 - N/A One-time* - - - - - N/A Professional/Contract 314,692 2,297,300 2,541,577 113,964 1,000,000 -56.47% Operating Supplies 5,502 - - 188 - N/A Repairs/Maintenance 2,878 - - - - N/A Communications/Transportation 1,184 - - - - N/A 213,414 46,872 46,872 55,294 21,564 -53.99% 4,597 60,599 64,599 - 22,000 -63.70% - 12,514,291 - - 19,549,621 56.22% Land/Improvements 2,052 - 15,850 422 - N/A Building/Improvements 818,926 7,974,894 8,230,085 167,591 2,156,436 -72.96% Machinery/Equipment 9,215 - - - - N/A Other Charges/Services Project Support Recharge** Contingencies/Reserves Office Furniture/Equipment Parks Improvements Transfer to General Fund $ 340,322 496,400 771,219 187,035 32,000 -93.55% 6,777,522 1,917,030 10,419,486 2,098,267 2,135,000 11.37% - - 120,000 - - N/A 2,660,067 $ 24,916,621 -1.54% Total Cost Center - 4580 $ 8,565,899 $ 25,307,386 $ 22,209,688 General Gov't Capital Projects Fund $ 2,786,200 Capital Grant Fund Park Bond Fund $ 5,376,312 $ $ 4,537,825 $ 590,165 80,622 1,996,738 1,266,116 111,431 $ 5,414,660 1,804,685 5,499,435 11,377,098 9,278,261 1,897,642 11,280,619 Neighborhood Park Impact Fee Fund 72,723 - - - - Park Impact Fee Fund 25,564 2,185,155 3,220,239 37,390 2,130,289 Parks SE Impact Fee Fund 88,854 4,372,083 3,907,247 23,439 4,286,368 Library Bonds 12,500 - - - - Grand Total (1) $ 8,565,899 $ 25,307,386 $ 22,209,688 $ 2,660,067 $ 24,916,621 Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. ** Project Support Recharge reflects staff time spent in direct support of a specific capital project. This staff time is recharged to the project and the appropriate capital cost center. Significant Budget Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. 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. FY 2021-22 reflects the carryforward of uncompleted project funding from FY 2020-21. Additional detail is available in the 2022-2031 Capital Improvement Program. As part of the FY 2021-22 amendment process, one-time funding of $135,000 was transferred from the Council Contingency to various projects including $80,000 for a pickleball court at Desert Breeze Park and $55,000 for shade structures at Gazelle Meadows and Arrowhead Meadows parks. 270 Table of Contents City of Chandler Community Services 2021-22 Adopted Budget 271 Table of Contents Table of Contents City of Chandler Cultural Development 2021-22 Adopted Budget Assistant City Manager Cultural Development Administration Center for the Arts Downtown Redevelopment Museum Special Events 273 Table of Contents City of Chandler Cultural Development 2021-22 Adopted Budget Cultural Development Department Overview The FY 2019-20 Actual, FY 2020-21 Adopted, FY 2020-21 Estimated Expenditures, and FY 2021-22 Adopted Budget may show significant differences due to impacts from the COVID-19 pandemic. Therefore, when comparing between budget years, consider that the FY 2020-21 budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize potential impacts from revenue shortfalls, but the FY 2021-22 Adopted Budget anticipates services returning to some normalcy during the year. Refer to the Executive Summary for additional details on the effects caused by the COVID-19 pandemic. 2019-20 Actual Expenditures Expenditures by Cost Center Cultural Development Administration $ 308,036 Center for the Arts 1,863,109 Downtown Redevelopement 347,290 Cultural Development Capital 854,603 Special Events 316,309 Museum 629,160 Total $ 4,318,507 Expenditures by Category Personnel & Benefits Total Personnel $ (1) Ongoing $ 2021-22 Adopted Budget 317,096 2,470,800 283,628 1,375,249 416,319 711,747 $ 5,574,839 $ 313,055 1,949,050 291,361 231,638 425,086 795,793 $ 4,005,983 $ $ $ $ 2,632,898 2,632,898 2,717,210 2,717,210 % Change Adopted to Adopted 343,786 2,631,076 286,505 1,536,497 421,708 792,566 $ 6,012,138 8.42% 6.49% 1.01% 11.73% 1.29% 11.36% 7.84% 2,727,208 2,727,208 3.58% - - - N/A 894,187 854,603 Total $ 4,318,507 1,566,692 1,375,249 $ 5,574,839 1,057,135 231,638 $ 4,005,983 1,748,433 1,536,497 $ 6,012,138 2019-20 Revised 2.000 17.000 1.000 2.000 4.000 26.000 2020-21 Adopted 2.000 17.000 1.000 2.000 4.000 26.000 2020-21 Revised 2.000 17.000 1.000 2.000 4.000 26.000 2021-22 Adopted 2.000 17.000 1.000 2.000 4.000 26.000 11.60% 11.73% 7.84% % Change Adopted to Adopted 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Staffing by Cost Center Cultural Development Administration Center for the Arts Downtown Redevelopement Special Events Museum Total (1) 2020-21 Estimated Expenditures - (1) One-time Operating & Maintenance Capital - Major 2,569,717 - 2020-21 Adopted Budget Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. 274 Table of Contents City of Chandler Cultural Development 2021-22 Adopted Budget 2020-21 Accomplishments  The Vision Gallery hosted 60 free events that included opening receptions, Vision Kids classes, and special events with more than 4,000 attendees. The Vision Gallery was recognized as one of the ten best art galleries in metro Phoenix.  The Chandler Arts Commission supported public art projects including vibrant utility boxes and the Chandler Center for the Arts (CCA) Donor Wall. The Public Safety Training Center project “Our Nature” was recognized by the American Institute of Architects Arizona Chapter with the Architectural Component Award.  The CCA moved into a digital environment with the CCA Anywhere series by presenting a diverse program of free performances, reaching 24,338 households.  The CCA continued its commitment to diverse and inclusive programming with a focused reach to Black, Spanish/Hispanic/Latino, and family audiences.  The Connecting Kids program moved activities online and delivered field trips, Vision Kids offered visual arts classes, and the Youth Arts Council offered free programming opportunities.  The CCA Under the Stars series presented 16 sold out concerts on the Terrace of the CCA and at the Chandler Museum.  Developed pandemic programs to assist businesses in Downtown Chandler including On the Street, Dine in the Park, 30-minute parking, and premise expansions.  Facilitated development and redevelopment projects, including the Shops on Frye, Pie Snob, Jinya Raman, The Alexander, and 250 and 260 South Oregon Street.  Collaborated with the Downtown Chandler Community Partnership to keep downtown businesses aware of local, state, and federal executive orders affecting their business, recovery, and grant opportunities, and promotional initiatives to help businesses survive during the pandemic.  Opened “Bigger Than Boxing: Zora Folley and the 1967 Heavyweight Title,” the Museum’s second signature exhibition following “Gaman: Enduring Japanese-American Internment at Gila River.” This exhibit was completely researched, written, designed, built, and installed by staff.  In response to the pandemic, the Museum created and sold Museum-in-a-Box programs, a series of take-home museum programs developed for three different age groups.  Opened a museum store that offers exhibit, history, and culture related items to purchase as souvenirs or gifts.  ChandlerpediA, the online collection of the Museum’s photos, objects, documents, and history was updated with new software that allows better search capabilities and mobile device-friendly displays.  Revamped the Family Easter Celebration, Tumbleweed Tree Lighting: A Re-Imagined Tradition, and Spooktacular Halloween due to the pandemic.  Approximately 16,830 guests attended the four City signature events and 24,665 guests attended nine third party produced events on City property. 275 Table of Contents City of Chandler Cultural Development 2021-22 Adopted Budget Cultural Development Administration - 1090 Cultural Development Administration enriches the Chandler community through the provision of cultural and educational services and programming at the CCA, Vision Gallery, Chandler Museum, and Tumbleweed Ranch, and promotes downtown revitalization and special events throughout the City. Division staff provides administrative support for several stakeholder groups including the Chandler Cultural Foundation, the Chandler Arts Commission, the Chandler Museum Foundation, the Chandler Historical Society, the Pardners of Tumbleweed Ranch, the Downtown Chandler Community Partnership, and the Chandler Sports Hall of Fame. 2021-22 Performance Measurements Goal:(1) Enhance the quality of life in Chandler by providing customer centric educational and cultural activities. Supports Priority Based Budgeting Goal(s): Attractive Community; Contemporary Culture/Unified; Sustainable Economic Health Objectives:(1) ♦ 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 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Public programs provided(1) N/A 725(2) 1,022(2) 576(2) 894 Attendance at public programs(1) N/A 156,212(2) 111,411(2) 24,918(2) 123,490(3) Volunteer hours contributed(1) N/A 16,139(2) 17,150(2) 3,930(2) 8,000 Number of special events and exhibits(4) N/A 581(2) 788(2) 426(2) 743 3 18 6 8 8 Public art projects installed(5) (1) Effective FY 2019-20, cost center 1090, Cultural Development Administration, was reestablished and renamed from Cultural Affairs Administration, and the goal, objectives, and performance measures reinstated. (2) Reductions reflect the COVID-19 impact. (3) Anticipate less than normal in-person participation even though the number of programs to be provided will increase. (4) New measure effective FY 2019-20, which includes City produced special events and exhibits from the Vision Gallery, CCA, Chandler Museum, and the Special Events divisions. (5) New measure effective FY 2020-21, with historical amounts added where available. * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 276 Table of Contents City of Chandler Cultural Development 2021-22 Adopted Budget Cultural Development Administration - 1090 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ Ongoing* 301,287 $ - 310,791 $ 311,754 $ 312,000 $ 316,981 1.99% 310,791 311,754 312,000 316,981 1.99% One-time* - - - - - N/A Professional/Contract - - - - 20,500 N/A Operating Supplies 1,920 375 375 405 525 40.00% Repairs/Maintenance 194 850 850 300 700 -17.65% Communications/Transportation 1,766 2,500 2,500 - 2,500 0.00% Other Charges/Services 1,710 2,580 2,580 350 2,580 0.00% Capital Replacement 1,160 - - - - N/A Total Cost Center - 1090 $ 308,036 $ 317,096 $ 318,059 $ 313,055 $ 343,786 8.42% General Fund $ 308,036 $ 317,096 $ 318,059 $ 313,055 $ 343,786 (1) Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Cultural Development Director 0 0 1 1 1 1 Senior Management Analyst 0 0 1 1 1 1 Total 0 0 2 2 2 2 Position Title Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. As part of the FY 2021-22 amendment process, $20,500 of one-time funding for quarterly speaker events was transferred from the Council Contingency. 277 Table of Contents City of Chandler Cultural Development 2021-22 Adopted Budget Center for the Arts - 1100 The CCA is responsible for the administration, curation, and production of performing and visual arts events at the CCA and Vision Gallery. The CCA coordinates with traveling productions, performing arts organizations, community groups, and the Chandler Unified School District during their time of use at the CCA. Two appointed commissions serve as the approving entity for financial expenditures for programs: The Chandler Cultural Foundation (CCF) oversees the CCA and Vision Gallery programs and fundraising, and the Chandler Arts Commission oversees the Public Art Fund. The CCA’s staff provides expertise in the development of a diverse selection of cultural programs and public art collection. 2021-22 Performance Measurements Goal: Provide diverse quality cultural events and public art programs for all segments of the population to enjoy. Supports Priority Based Budgeting Goal(s): Contemporary Culture/Unified; Attractive Community; Sustainable Economic Health Objectives: ♦ Continue development of marketing strategies to ensure 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 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 837 546(1)(2) 842(2)(3) 389(2) 704 208,330 152,502(2) 104,711(2) 24,207(2) 119,690 Average rate of participation for CCA and Vision Gallery hosted programs 88% 81%(2) 50%(2)(4) 80%(2) 80% Social media following(5) N/A 37,960 42,100 40,400 43,100 1,171,486 800,000(2) 530,000(2) 1,231,000 Annual attendance Website page views(5) N/A (1) A reduction in school activities was seen in FY 2019-20. Reductions reflect the COVID-19 impact. (3) Increase projected due to added engagements and free programs to be offered in an effort to retain existing patrons and attract prospective attendees. (4) Decreased participation expected due to it being an election year where sales trend downward as well as new engagement/free programs taking time to develop and initially have a lower rate of participation. (5) New measure effective FY 2020-21, with historical amounts added where available. (2) * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 278 Table of Contents City of Chandler Cultural Development 2021-22 Adopted Budget Center for the Arts - 1100 Goal: To ensure additional resources necessary for maintaining the CCA continue to be available. Supports Priority Based Budgeting Goal(s): Sustainable Economic Health Objectives: ♦ Continue fundraising program for the CCF. ♦ Continue to recruit and retain volunteer support. ♦ Obtain trade and cash sponsorships in order to support programming efforts. 2018-19 Actual Measures 2020-21 Year End Estimate* 2021-22 Projected $39,839 $96,048 $60,000 $179,500(1) $40,000 Total cash and trade sponsorships $291,756 $364,923 $200,000(2) $387,940 $250,000 206 179(2) 265 156(2) 185 10,808 8,980(2) 9,900 2,460(2) 5,700 Number of volunteer hours contributed (2) 2020-21 Projected New donations to CCF funds Number of volunteers (1) 2019-20 Actual Includes new funding received from various foundations to support the CCA during the COVID-19 pandemic. Reductions reflect the COVID-19 impact. * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ Ongoing* 1,520,128 $ - One-time* Professional/Contract 1,598,380 $ 1,620,196 $ 1,620,000 $ 1,625,061 1.67% 1,598,380 1,620,196 1,620,000 1,625,061 1.67% - - - - - N/A 213,417 744,475 760,208 169,200 852,600 14.52% Operating Supplies 68,646 48,971 50,840 33,900 56,997 16.39% Repairs/Maintenance 29,185 36,900 49,949 56,100 44,292 20.03% Communications/Transportation 8,842 15,024 15,024 3,300 16,947 12.80% Insurance/Taxes 135 4,300 4,300 4,300 6,000 39.53% Rents/Utilities 1,105 1,300 1,300 1,500 1,440 10.77% Other Charges/Services 19,402 19,200 20,030 10,500 25,489 32.76% Building/Improvements - - - 48,000 - N/A 2,250 2,250 2,250 2,250 2,250 0.00% 6.49% Capital Replacement Total Cost Center - 1100 $ 1,863,109 $ 2,470,800 $ 2,524,097 $ 1,949,050 $ 2,631,076 General Fund $ 1,852,825 $ 1,958,415 $ 2,011,712 $ 1,922,050 $ 1,981,076 10,284 512,385 512,385 27,000 650,000 $ 1,863,109 $ 2,470,800 $ 2,524,097 $ 1,949,050 $ 2,631,076 Municipal Arts Fund Grand Total (1) Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. 279 Table of Contents City of Chandler Cultural Development 2021-22 Adopted Budget Center for the Arts - 1100 Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Arts and Culture Manager 0 1 1 1 1 1 Arts Center Financial Specialist 1 0 0 0 0 0 Arts Center Manager 1 0 0 0 0 0 Assistant Arts Center Manager 1 1 1 1 1 1 Box Office Associate 1 1 1 1 1 1 Box Office Supervisor 1 1 1 1 1 1 Exhibits Curator 0 0 1 1 1 1 Food and Beverage Coordinator 0.75 1 1 1 1 1 Front of House Coordinator 1 1 0 0 0 0 Management Analyst 0 1 1 1 1 1 Management Assistant 0 1 1 1 1 1 Marketing and Communications Coordinator 1 1 1 1 1 1 Marketing Coordinator 1 1 1 1 1 1 Patron Services Coordinator 0 0 1 1 1 1 Production Coordinator 2 2 2 2 2 2 Rental and Program Coordinator 0 0 1 1 1 1 Senior Administrative Assistant 1 0 0 0 0 0 Senior Production Coordinator 1 1 1 1 1 1 Visual Arts Assistant 1 1 1 1 1 1 Visual Arts Coordinator 1 1 1 1 1 1 14.75 15 17 17 17 17 Position Title Total Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 reflects the continuation of one-time funding for the Chandler Symphony Orchestra, as well as increased funding for the Municipal Arts Fund. 280 Table of Contents City of Chandler Cultural Development 2021-22 Adopted Budget Downtown Redevelopment - 1540 The Downtown Redevelopment Division promotes the revitalization of the City’s Downtown and creation of an urban core that makes a positive impact for Chandler. This includes the recruitment and retention of downtown businesses, placemaking, and maintenance. 2021-22 Performance Measurements Goal: Coordinate and facilitate revitalization of the central core of the City. Supports Priority Based Budgeting Goal(s): 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 2018-19 Actual 2019-20 Actual 5 5 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 8 9 3 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): Sustainable Economic Health Objective: ♦ Market Downtown to new retail, service, office, and other uses in order to enhance the image of the City’s Downtown District. 2020-21 2018-19 2019-20 2020-21 Year End 2021-22 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 9 12 8 10 8 103,195 135,592(1) 510,824(2) 225,815(3) 575,335(4) 0 0 1 0 2(5) (1) Square footage includes the New Square office, hotel, and retail shops. Square footage includes Site 2, The Alexander (office), The Jonathan (office), and DC Heights (multi-family complex) – all over 50,000 square feet. (3) Square footage includes The Alexander (office), The Jonathan (office) – both over 100,000 square feet. (4) Square footage includes Sites 2 and 7, DC Heights (200,000 square feet), and Nevada and Commonwealth (225,000 square feet). (5) Two developments totaling 365 units – DC Heights (157 units) and Nevada and Commonwealth (208 units). Nevada and Commonwealth is downtown adjacent and though immediately outside the boundaries of Downtown Chandler, is considered a downtown project. (2) * 2020-21 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. 281 Table of Contents City of Chandler Cultural Development 2021-22 Adopted Budget Downtown Redevelopment - 1540 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ 97,035 $ Ongoing* - One-time* 97,671 $ 97,773 $ 98,000 $ 100,548 2.95% 97,671 97,773 98,000 100,548 2.95% - - - - - N/A Professional/Contract 33,368 15,000 15,000 15,100 15,000 0.00% Operating Supplies 15,661 5,700 5,700 1,850 3,500 -38.60% Repairs/Maintenance 7,353 23,758 25,594 25,250 23,758 0.00% Communications/Transportation 2,503 1,915 1,915 - 1,915 0.00% Insurance/Taxes 500 - - - - N/A Rents/Utilities 14,116 3,480 3,480 6,019 3,480 0.00% Other Charges/Services 174,730 136,104 145,393 145,142 138,304 1.62% Street Improvements 1,043 - - - - N/A Capital Replacement 980 - - - - N/A 1.01% Total Cost Center - 1540 $ 347,290 $ 283,628 $ 294,855 $ 291,361 $ 286,505 General Fund $ 347,290 $ 283,628 $ 294,855 $ 291,361 $ 286,505 (1) Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Cultural Development Director 0 1 0 0 0 0 Downtown Redevelopment Manager 1 0 0 0 0 0 Downtown Redevelopment Specialist 0 1 1 1 1 1 Management Assistant 1 0 0 0 0 0 Total 2 2 1 1 1 1 Position Title Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. There are no significant budget and staffing changes for FY 2020-21. 282 Table of Contents City of Chandler Cultural Development 2021-22 Adopted Budget Cultural Development Capital - 4320 Capital Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ 1,594 $ - $ - $ 12,441 $ - N/A Ongoing* - - - 12,441 - N/A One-time* - - - - - N/A Professional/Contract 13,708 57,500 57,708 8,917 - -100.00% Operating Supplies 237,699 - - - - N/A Repairs/Maintenance - - - 1,293 25,000 N/A Rents/Utilities - - - 8,435 - N/A 2,000 539,695 539,695 97 500,000 -7.36% Contingencies/Reserves - 320,054 - - 1,011,497 216.04% Building/Improvements 599,601 458,000 563,606 200,455 - -100.00% Other Charges/Services Machinery/Equipment Total Cost Center - 4320 $ 854,603 $ 1,375,249 12,415 $ 1,173,424 $ - N/A $ 1,536,497 11.73% 231,638 General Gov't Capital Projects Fund $ 543,567 $ 984,540 $ 804,444 $ 145,995 $ 1,312,385 Capital Grant Fund 163,362 286,684 280,166 83,810 196,356 Art Center Bond Fund 92,411 9,800 4,589 1,833 2,756 Museum Bond Fund Grand Total (1) 55,263 $ 854,603 94,225 $ 1,375,249 84,225 $ 1,173,424 $ 231,638 $ 1,511,497 Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Significant Budget Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. 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. FY 2021-22 reflects the carryforward of unexpended program funding from FY 2020-21. Additional detail is available in the 2022-2031 Capital Improvement Program. As part of the FY 2021-22 amendment process, $25,000 of one-time funding for Dr. A.J. Chandler Park northeast quadrant cleanup of was transferred from the Council Contingency. 283 Table of Contents City of Chandler Cultural Development 2021-22 Adopted Budget Special Events - 4559 The Special Events Division is responsible for coordinating and overseeing popular signature events that include the Chandler Jazz Festival, Family Easter Celebration, CinePark, Fourth of July Celebration, Halloween Spooktacular, Woofstock, and the Tumbleweed Christmas Tree Lighting and Parade of Lights. In addition, the division leads a committee of City personnel that oversee the special event application permitting, review, and approval process to host and produce events in City-owned public spaces. 2021-22 Performance Measurements Goal: Enhance the quality of life for all citizens by offering family-friendly entertainment and signature events. Supports Priority Based Budgeting Goal(s): Contemporary Culture/Unified Objectives: ♦ Be attuned to the community and encourage citizen participation in citywide signature events. ♦ Solicit donations and sponsorships in order to enhance special events. ♦ To help citizens and producers work through the special event permitting process. Measures Volunteer hours Donations/sponsorships (1) 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 446 405(1) 450 120(1) 300(1) $29,628 $14,150(1) $10,000 $0(1) $6,000(1) Reductions reflect the COVID-19 impact. * 2020-21 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. 284 Table of Contents City of Chandler Cultural Development 2021-22 Adopted Budget Special Events - 4559 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel 200,752 $ 203,328 $ 205,000 $ 206,141 2.68% Ongoing* $ - 200,752 203,328 205,000 206,141 2.68% One-time* - - - - - N/A Professional/Contract 44,260 55,995 59,895 50,895 52,995 -5.36% Operating Supplies 9,053 24,288 24,288 42,188 27,288 12.35% Repairs/Maintenance 317 700 700 700 700 0.00% 3,840 11,269 11,269 11,269 11,269 0.00% Communications/Transportation 196,906 $ Rents/Utilities 25,828 41,820 55,375 31,839 41,820 0.00% Other Charges/Services 36,075 81,495 82,995 83,195 81,495 0.00% Capital Replacement - N/A Total Cost Center - 4559 $ 316,309 $ 30 416,319 $ 437,850 $ 425,086 $ 421,708 1.29% General Fund $ 311,644 $ 394,819 $ 416,350 $ 396,086 $ 400,208 4,665 21,500 21,500 29,000 21,500 316,309 $ 416,319 $ 437,850 $ 425,086 $ 421,708 Parks & Recreation Trust Fund Grand Total (1) $ - - - Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions Position Title Special Events Coordinator I Special Events Coordinator II Total 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised 0 0 0 Revised 0 0 0 Revised 1 1 2 Adopted 1 1 2 Revised 1 1 2 Adopted 1 1 2 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 reflects the continuation of one-time funding for the Jazz Festival, CinePark, and Tumbleweed Christmas Tree Lighting and Parade of Lights special events. One-time funding was requested for the 2022 Ostrich Festival and is reflected in the departments receiving the funding: cost center 4530, Park Development and Operations, in the Community Services Department, cost center 2230, Fire Operations, in the Fire Department, and cost center 2030, Field Operations, in the Police Department. 285 Table of Contents City of Chandler Cultural Development 2021-22 Adopted Budget Museum - 4560 The Museum Division is responsible for operating the Chandler Museum and the preservation and interpretation of Chandler’s history and culture. 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. 2021-22 Performance Measurements Goal: To enhance citizens’ quality of life and increase 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): Contemporary Culture/Unified 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, McCulloughPrice House, and Tumbleweed Ranch programs conducted 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 2,035 1,063(1) 2,100 30(1) 250(1) 104 179 180 187 190 Number of new museum exhibits, both physical and online 27 30 30 32 32 Volunteer hours contributed to history projects 6,343 6,754 6,800 1,350(1) 2,000(2) 14,578(3) 23,470 26,500 4,644(1) 15,000 Number of museum visits (1) Reductions reflect the COVID-19 impact. Senior in-person volunteer service is expected to slowly increase. (3) Due to construction of the new museum, the facility was closed to the public for five months during FY 2018-19. (2) *2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 286 Table of Contents City of Chandler Cultural Development 2021-22 Adopted Budget Museum - 4560 Goal: Serve as the primary preservation agency for Chandler history and cultural heritage, and preserve urban and rural historic resources, both physically and digitally. Supports Priority Based Budgeting Goal(s): Contemporary Culture/Unified 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 (1) 2018-19 Actual 5,000(1) 2019-20 Actual 13,254 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 18,600 18,745 18,000 During the time the museum was closed in FY 2018-19, staff was evaluating new software to enhance and streamline the digitizing process, resulting in a reduction of uploaded items. Additionally, staff was dedicated to moving into the new museum and setting up exhibits. *2020-21 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. 287 Table of Contents City of Chandler Cultural Development 2021-22 Adopted Budget Museum - 4560 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ 454,361 $ 425,304 $ 460,389 $ 482,210 $ 478,477 12.50% Ongoing* - 425,304 460,389 482,210 478,477 12.50% One-time* - - - - - N/A Professional/Contract 70,024 126,400 141,355 141,943 128,939 2.01% Operating Supplies 76,524 117,499 143,006 136,546 126,175 7.38% Repairs/Maintenance 6,702 7,282 7,282 7,282 32,100 340.81% Communications/Transportation 1,401 9,762 9,762 7,312 7,875 -19.33% - - - - 500 N/A 19,796 25,500 25,500 19,905 18,500 -27.45% 351 - - 595 - N/A 11.36% Insurance/Taxes Other Charges/Services Office Furniture/Equipment Total Cost Center - 4560 $ 629,160 $ 711,747 $ 787,294 $ 795,793 $ 792,566 General Fund $ 628,002 $ 680,337 $ 755,884 $ 780,793 $ 767,856 1,159 31,410 31,410 15,000 24,710 $ 629,160 $ 711,747 $ 787,294 $ 795,793 $ 792,566 Museum Trust Fund Grand Total (1) Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions Position Title Customer Service Representative (0.75 FTE position) Customer Service Representative (1.0 FTE position) Museum Administrator Museum Curator Museum Collections Coordinator Museum Education Coordinator Rental and Program Coordinator Total 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised 0.75 0 1 2 0 0 0 3.75 Revised 0 1 1 2 0 0 0 4 Revised 0 1 1 0 1 1 0 4 Adopted 0 1 1 0 1 1 0 4 Revised 0 0 1 0 1 1 1 4 Adopted 0 0 1 0 1 1 1 4 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 reflects one-time maintenance funding for Tumbleweed Ranch and the development of a master plan for Tumbleweed Ranch. During FY 2020-21, one Customer Service Representative position was reclassified to Rental and Program Coordinator. 288 Table of Contents Table of Contents City of Chandler Development Services 2021-22 Adopted Budget Assistant City Manager Development Services Administration Building Safety Engineering Planning Transportation Engineering 290 Table of Contents City of Chandler Development Services 2021-22 Adopted Budget Development Services Department Overview The FY 2019-20 Actual, FY 2020-21 Adopted, FY 2020-21 Estimated Expenditures, and FY 2021-22 Adopted Budget may show significant differences due to impacts from the COVID-19 pandemic. Therefore, when comparing between budget years, consider that the FY 2020-21 budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize potential impacts from revenue shortfalls, but the FY 2021-22 Adopted Budget anticipates services returning to some normalcy during the year. Refer to the Executive Summary for additional details on the effects caused by the COVID-19 pandemic. 2019-20 Actual Expenditures Expenditures by Cost Center 1,284,623 2,326,573 2,960,749 1,333,265 Total $ 7,905,210 Development Services Administration Planning Building Safety Transportation Engineering(1) Development Services Capital Engineering Expenditures by Category Personnel & Benefits Total Personnel $ $ 7,642,004 2020-21 Adopted Budget $ 2020-21 Estimated Expenditures 2021-22 Adopted Budget 1,677,396 2,580,855 2,504,552 1,138,775 1,948,444 $ 9,850,022 $ 1,624,831 2,557,888 2,208,802 1,055,590 1,874,980 $ 9,322,091 $ $ $ $ 9,215,028 8,661,500 1,784,188 2,664,075 2,443,328 1,138,310 4,053,292 2,156,966 $ 14,240,159 % Change Adopted to Adopted 6.37% 3.22% -2.44% -0.04% N/A 10.70% 44.57% 9,366,903 (2) - 9,215,028 8,661,500 9,366,903 1.65% (2) 263,206 Total $ 7,905,210 634,994 $ 9,850,022 660,591 $ 9,322,091 819,964 4,053,292 $ 14,240,159 N/A 29.13% N/A 44.57% 2021-22 Adopted 15.000 23.000 20.000 8.000 17.000 83.000 % Change Adopted to Adopted 0.00% 0.00% 0.00% 0.00% 6.25% 1.22% Ongoing One-time Operating & Maintenance Capital - Major Staffing by Cost Center Development Services Administration Planning Building Safety Transportation Engineering(1) Engineering Total 2019-20 Revised 11.000 23.000 29.000 0.000 11.000 74.000 2020-21 Adopted 15.000 23.000 20.000 8.000 16.000 82.000 (1) New cost center established July 1, 2020. (2) Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. 2020-21 Revised 15.000 23.000 20.000 8.000 16.000 82.000 291 Table of Contents City of Chandler Development Services 2021-22 Adopted Budget 2020-21 Accomplishments  Established the Historic Preservation Commission and the adoption of Historic Preservation Ordinance No. 4936 by City Council. Currently two neighborhoods are actively working on designation.  Issued 4,220 building permits for over $1.13 billion in construction in calendar year 2020 and conducted 23,740 building inspections which is an increase of 72% over the previous year.  City Council adopted ordinance changes relating to the 2019 joint meeting of the City Council and Planning and Zoning Commission.  Co-led and collaborated with Information Technology on multi-year Fiber Master Assessment and Master Plan study that developed plans to maintain and improve the City’s fiber system.  Implemented Pilot Adaptive Signal Technology on Chandler Boulevard between Ellis Street and Chandler Village Drive to improve signal timing and adaptability.  Installed video detection cameras at 40 intersections that can see bicyclists and assist them with additional time to cross intersections.  Reviewed 177 applications through a formal administrative design review process and processed 32 applications requiring public hearings.  Issued 4,031 construction permits with a construction value of $720,419,625 and completed 21,975 building inspections and 3,792 plan reviews.  Reviewed 1,217 utility encroachment permits and completed 3,825 utility inspections.  Reviewed 201 civil permits totaling 2,742 plan sheets; reviewed 141 civil encroachment permits; completed 1,658 civil inspections; and completed civil plan reviews at an average of 2.19 per project. 292 Table of Contents City of Chandler Development Services 2021-22 Adopted Budget Development Service Administration - 1500 Development Services Administration is responsible for providing management direction and support to the operational areas that comprise the department. The department provides planning, zoning, Geographic Information Systems (GIS), construction permitting, inspections, and utility regulation services to the City and community. 2021-22 Performance Measurements Goal: Provide excellent customer service by responding to customer inquiries and requests through emails, Lucity requests, and public meetings. Supports Priority Based Budgeting Goal(s): Safe Community; Attractive Community; Sustainable Economic Health Objective: ♦ Respond to customer inquiries and requests in a courteous, professional, and timely manner. Measures Number of citizen requests/ Percentage responded to within 5 days Number of public meetings with citizens/neighborhoods/businesses 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 220/ 86% 204/ 85% 200/ 89% 230/ 85% 200/ 90% 64 80 75 75 63 Goal: Maintain public safety, quality of life standards, and preservation of private and City-owned facilities through plan review and inspections. Supports Priority Based Budgeting Goal(s): Safe Community; Attractive Community; Connected and Mobile Community; Sustainable Economic Health Objective: ♦ Review utility/encroachment plans and conduct inspections for compliance and regulatory requirements and standards. Measures (1) 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Number of utility/encroachment plan reviews 1,453(1) 1,248 1,400 1,400 1,400 Number of utility/encroachment permits issued 1,426(1) 1,178 1,200 1,200 1,200 Number of inspections conducted 3,800(1) 5,808 4,500 5,200 5,200 2018-19 Actual numbers have been revised to reflect refined reporting system through Accela. * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 293 Table of Contents City of Chandler Development Services 2021-22 Adopted Budget Development Service Administration - 1500 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ 1,170,651 $ Ongoing* - One-time* Professional/Contract 1,455,206 $ 1,465,240 $ 1,466,000 $ 1,466,992 0.81% 1,455,206 1,465,240 1,466,000 1,466,992 0.81% - - - - - N/A 19,522 142,064 181,487 101,000 225,217 58.53% Operating Supplies 49,829 19,316 18,649 10,050 38,916 101.47% Repairs/Maintenance 10,559 10,775 10,775 1,500 10,775 0.00% Communications/Transportation 3,357 3,149 3,149 2,200 2,480 -21.24% - 500 500 500 500 0.00% Other Charges/Services 8,644 24,505 24,505 21,700 24,655 0.61% Capital Replacement 22,060 21,881 21,881 21,881 14,653 -33.03% 6.37% Insurance/Taxes Total Cost Center - 1500 $ 1,284,623 $ 1,677,396 $ 1,726,186 $ 1,624,831 $ 1,784,188 General Fund $ 1,284,623 $ 1,677,396 $ 1,726,186 $ 1,624,831 $ 1,784,188 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Construction Permit Representative 0 0 0 7 7 7 Customer Service and Permitting Manager 0 0 1 1 1 1 Customer Service Representative 0 0 0 1 1 1 Customer Service Supervisor 0 0 0 1 1 1 Development Project Administrator 4 3 3 2 2 2 Development Project Coordinator 1 1 2 0 0 0 Development Services Director 1 1 1 1 1 1 Development Services Manager 0 1 0 0 0 0 Management Analyst 1 1 1 1 1 1 Management Assistant 0 1 1 1 1 1 Public Works Inspector 2 2 2 0 0 0 Position Title Senior Administrative Assistant 1 0 0 0 0 0 Total 10 10 11 15 15 15 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 reflects one-time funding for the Historic Preservation Program and one-time funding for plan review and inspection contract services, which has been funded as one-time since FY 2018-19. 294 Table of Contents City of Chandler Development Services 2021-22 Adopted Budget Planning - 1510 The Planning Division 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. Planning is also responsible for maintaining engineering records on all City infrastructure and assuring that they are accurately presented using the City’s GIS. 2021-22 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 & Zoning 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; 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 Number of public hearing cases submitted (rezoning, preliminary development plan, use permit, entertainment use permit, architectural review committee, annexations)(1) Number of cases submitted for administrative review (administrative design review, zoning clearances, zoning verification)(1) (1) (2) 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected N/A 64 60 60 50 N/A 249 250 430(2) 500(2) New measure effective FY 2019-20. The 2020-21 Year End Estimate increase is due to two main factors: 1) as the City continues to approach build-out, the number of new developments requiring rezoning will decrease and the number of proposed modifications to existing development will increase. 2) given this is the 2nd year that Planning has tracked administrative reviews, the number has increased after fully trained staff became more familiar with how and when to apply the administrative design review process. * 2020-21 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. 295 Table of Contents City of Chandler Development Services 2021-22 Adopted Budget 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): Safe Community; 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 City Council. Measures Total number of plan reviews/ Percentage completed within 20-day turnaround time Total number of field inspections/ Percentage completed within one business day 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 1,784/ 98% 1,673/ 97% 1,725/ 98% 1,700/ 98% 1,650/ 98% 772/ 98% 721/ 98% 790/ 98% 740/ 98% 740/ 98% Goal: Provide professional recommendations regarding future growth and development, technical information, and demographics to City Council and citizen advisory task forces. Supports Priority Based Budgeting Goal(s): Safe Community; 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 City Council policy directives. Measures Number of specific area plans, plan amendments, and General Plan elements/updates adopted by City Council Number of code amendments and/or development policies adopted by City Council 2018-19 Actual 2019-20 Actual 2020-21 Year End Estimate* 2020-21 Projected 2021-22 Projected 6 7 6 8 6 1 1 2 1 1 * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 296 Table of Contents City of Chandler Development Services 2021-22 Adopted Budget Planning - 1510 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): Connected and Mobile Community; Attractive Community; Sustainable Economic Health Objective: ♦ Assure compliance with City standards and code requirements while responding to City and citizen requests. Measures Number of requests for maps/presentation materials/ Percentage provided by mapping services staff Number of requests for data/information/ Percentage provided by mapping services staff within 14 days or less 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 674/ 100% 940/ 100% 700/ 100% 700/ 100% 700/ 100% 7,150/ 100% 7,050/ 100% 7,000/ 100% 7,000/ 100% 7,000/ 100% * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 297 Table of Contents City of Chandler Development Services 2021-22 Adopted Budget Planning - 1510 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel 2,486,313 $ 2,516,578 $ 2,281,500 $ 2,537,368 2.05% Ongoing* $ 2,290,033 $ - 2,486,313 2,516,578 2,281,500 2,537,368 2.05% One-time* - - - - - N/A Professional/Contract 364 - 250,000 250,000 - N/A Operating Supplies 16,407 48,063 38,245 10,300 37,105 -22.80% Repairs/Maintenance 4,758 14,140 12,818 3,000 11,496 -18.70% Communications/Transportation 5,921 14,948 14,733 4,400 14,515 -2.90% 500 150 150 150 150 0.00% Other Charges/Services 3,751 12,403 12,403 3,700 58,603 372.49% Capital Replacement 4,838 4,838 4,838 4,838 4,838 0.00% 3.22% Insurance/Taxes Total Cost Center - 1510 $ 2,326,573 $ 2,580,855 $ 2,849,765 $ 2,557,888 $ 2,664,075 General Fund $ 2,326,573 $ 2,580,855 $ 2,849,765 $ 2,557,888 $ 2,664,075 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. 298 Table of Contents City of Chandler Development Services 2021-22 Adopted Budget Planning - 1510 Authorized Positions Position Title 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Associate Planner 0 0 0 0 1 1 City Planner 2 2 2 2 2 2 Engineering Records Specialist 1 1 1 1 0 0 Engineering Technician 1 1 1 1 1 1 GIS Analyst 0 0 3 3 3 3 GIS Manager 1 1 1 1 1 1 GIS Technician I 1 1 1 1 2 2 GIS Technician II 5 5 1 1 1 1 Planning Administrator 1 1 1 1 1 1 Planning Analyst 0 0 1 1 1 1 Planning Manager 1 1 1 1 1 1 Planning Technician 0 1 1 1 0 0 Principal Planner 1 1 1 1 1 1 Senior Administrative Assistant 2 1 1 1 1 1 Senior Planner 2 2 2 2 2 2 Senior Site Development Inspector 1 1 1 1 0 0 Site Development Coordinator 1 1 1 1 1 1 Site Development Inspector 1 1 1 1 2 2 Site Development Plans Examiner 2 2 2 2 2 2 Total 23 23 23 23 23 23 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 reflects one-time funding for training for the Arch GIS Service Enhancement. During FY 2020-21, one Engineering Records Specialist was reclassified to GIS Technician I, one Planning Technician position was reclassified to Associate Planner, and one Senior Site Development Inspector was renamed Site Development Inspector. 299 Table of Contents City of Chandler Development Services 2021-22 Adopted Budget Building Safety - 1530 The Building Safety Division reviews and issues permits for development projects, provides building and structural plan review, and building inspection for new building construction. 2021-22 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; 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. 2020-21 2018-19 2019-20 2020-21 Year End 2021-22 Measures Actual Actual Projected Estimate* Projected 4,086/ Number of permits issued/ 3,817/ 4,000/ 4,300/ 4,330/ Value of permits issued Percentage of building plans reviewed within 10 business days Percentage of building plans approved within one business day Percentage of inspections conducted on day requested $897,136,641 $1,133,688,754 $650,000,000 $750,000,000 $790,442,782 99% 99% 99% 99% 99% 69% 65% 70% 60% 60% 100% 100% 100% 100% 100% * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 300 Table of Contents City of Chandler Development Services 2021-22 Adopted Budget Building Safety - 1530 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ 2,872,620 $ 2,379,709 $ 2,395,870 $ 2,128,500 $ 2,324,945 -2.30% -2.30% Ongoing* - 2,379,709 2,395,870 2,128,500 2,324,945 One-time* - - - - - N/A Professional/Contract 1,002 - - - - N/A Operating Supplies 30,070 67,954 66,557 31,300 66,557 -2.06% -13.09% Repairs/Maintenance 2,797 5,575 5,575 3,000 4,845 Communications/Transportation 14,845 7,850 7,850 8,350 7,850 0.00% - 2,000 2,000 500 2,000 0.00% 9,744 11,462 12,953 7,150 7,129 -37.80% Insurance/Taxes Other Charges/Services Office Furniture/Equipment Capital Replacement (332) - - - - N/A 30,002 30,002 30,002 30,002 30,002 0.00% -2.44% Total Cost Center - 1530 $ 2,960,749 $ 2,504,552 $ 2,520,807 $ 2,208,802 $ 2,443,328 General Fund $ 2,960,749 $ 2,504,552 $ 2,520,807 $ 2,208,802 $ 2,443,328 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Adopted Revised Revised Revised Adopted Revised Building Inspections Manager 0 0 1 1 1 1 Building Inspector 11 11 11 11 11 11 Building Official 1 1 1 1 1 1 Chief Building Inspector 1 1 0 0 0 0 Construction Permit Representative 7 7 7 0 0 0 Customer Service Representative 1 1 1 0 0 0 Customer Service Supervisor 1 1 1 0 0 0 Plan Review Manager 1 1 1 1 1 1 Plans Examiner 1 0 0 0 0 0 Senior Building Inspector 2 2 2 2 2 2 Senior Plans Examiner 2 3 3 3 3 3 Position Title Structural Engineer 1 1 1 1 1 1 Total 29 29 29 20 20 20 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. There are no significant budget and staffing changes for FY 2021-22. 301 Table of Contents City of Chandler Development Services 2021-22 Adopted Budget Transportation Engineering - 1535 The Transportation Engineering Division is responsible for studying, planning, designing, and inspecting the City traffic control system, which is comprised of traffic signals, pavement markings, and roadway signs on public streets. This division is also responsible for planning and designing the City streetlight system, operating the traffic signal and intelligent transportation systems, and reviewing and permitting temporary traffic control (barricading) on City streets. 2021-22 Performance Measurements(1) Goal:(1) 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): Safe Community; Connected and Mobile Community Objective:(1) ♦ Complete requests for traffic engineering studies within four weeks. Measure(1) Number of requests requiring traffic studies/ Average time of completion in weeks 2018-19 Actual 85/ 3 2019-20 Actual 64(2)/ 3 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 75/ 3 45(2)/ 2 65(2)/ 3 (1) As of July 1, 2020, a portion of cost center 3330, Traffic Engineering, in the Public Works & Utilities Department, was transferred to establish cost center 1535, Transportation Engineering. The goal, objective, and measure were transferred. (2) Fewer traffic studies were conducted, or are anticipated to be conducted, due to the impacts of COVID-19 on traffic volumes and travel patterns. * 2020-21 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. 302 Table of Contents City of Chandler Development Services 2021-22 Adopted Budget Transportation Engineering - 1535 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ Ongoing* - $ 995,936 $ 1,003,041 $ 936,500 $ 996,539 0.06% - 995,936 1,003,041 936,500 996,539 0.06% One-time* - - - - - N/A Professional/Contract - 63,000 63,000 60,000 63,000 0.00% Operating Supplies - 34,184 33,828 24,840 33,116 -3.12% Repairs/Maintenance - 1,597 1,597 1,300 1,597 0.00% Communications/Transportation - 2,593 2,593 1,100 2,593 0.00% Insurance/Taxes - 1,500 1,500 500 1,500 0.00% Rents/Utilities - 5,800 5,800 - 5,800 0.00% Other Charges/Services - 7,165 7,165 6,600 7,165 0.00% Machinery/Equipment - 16,250 16,250 14,000 16,250 0.00% Capital Replacement - 10,750 10,750 10,750 10,750 0.00% $ 1,138,310 -0.04% 399,980 $ 416,804 Total Cost Center - 1535 $ - General Fund $ - $ $ - - Highway User Revenue Fund Grand Fund $ 1,138,775 $ 402,382 $ 736,393 $ 1,138,775 1,145,524 $ 1,055,590 402,880 $ 655,610 742,644 $ 1,145,524 $ 721,506 1,055,590 $ 1,138,310 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted City Transportation Engineer 0 0 0 1 1 1 Senior Engineer 0 0 0 2 2 2 Signal Systems Analyst 0 0 0 2 2 2 Traffic Engineering Analyst 0 0 0 1 1 1 Traffic Engineering Specialist 0 0 0 2 2 2 Total 0 0 0 8 8 8 Position Title Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 reflects one-time funding for machinery and equipment rental for the Ostrich Festival. This funding was also provided in FY 2020-21. 303 Table of Contents City of Chandler Development Services 2021-22 Adopted Budget Development Services Capital - 1560 Capital Budget Summary Description Professional/Contract 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Budget Adopted Expenditures $ Budget Budget Expenditures - $ - $ - $ - $ 1,981,600 N/A Contingencies/Reserves - - - - 2,021,692 N/A Street Improvements - - - - 50,000 N/A N/A Total Cost Center - 1560 $ - $ - $ - $ - $ 4,053,292 General Gov't Capital Projects Fund $ - $ - $ - $ - $ 1,335,095 Street GO Bond Fund - - - - 2,002,463 Grants Capital Fund - - - - - $ - $ - $ - Grand Total $ 715,737 $ 4,053,295 Significant Budget Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. 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. FY 2021-22 reflects the carryforward of uncompleted project funding from FY 2020-21. Additional detail is available in the 2022-2031 Capital Improvement Program. Effective July 1, 2021 cost center 1560, Development Services Capital, is established by transferring several projects from cost center 3310, Streets Capital, in the Public Works & Utilities Department. Historical spending on these projects will remain in cost center 3310. 304 Table of Contents City of Chandler Development Services 2021-22 Adopted Budget Engineering - 3020 The Engineering Division is responsible for assuring compliance with City development standards for public and private development through the civil plan review and inspection process. Engineering reviews civil plans and issues encroachment permits for development projects. 2021-22 Performance Measurements Goal: To promote public safety, sustainability, and maintainability of the City’s infrastructure through the development plan review process. Supports Priority Based Budgeting Goal(s): Safe Community; Attractive Community Objective: ♦ Review civil plans for compliance with all applicable subdivision codes and other regulatory requirements and standards. Measures 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Average number of reviews per project 3.06 3.03 2.50 1.90 1.90 Number of drawing sheets reviewed 1,680 1,613 1,200 1,925 1,925 Percentage of plan review projects completed within 20 business days or less 100% 100% 100% 100% 100% * 2020-21 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. 305 Table of Contents City of Chandler Development Services 2021-22 Adopted Budget Engineering - 3020 Budget Summary Description 2020-21 2021-22 2021-22 2021-22 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ Ongoing* 1,308,700 $ - One-time* Operating Supplies Repairs/Maintenance 1,897,864 $ 1,940,611 $ 1,849,000 $ 2,041,059 7.55% 1,897,864 1,940,611 1,849,000 2,041,059 7.55% - - - - - N/A 15,962 28,248 27,581 16,300 42,304 49.76% 948 5,050 5,050 1,500 6,550 29.70% 2,377 5,466 5,466 2,250 6,316 15.55% - 550 550 500 550 0.00% Other Charges/Services 948 6,936 6,936 1,100 13,136 89.39% Machinery/Equipment - - - - 31,900 N/A 4,330 4,330 4,330 4,330 15,151 249.91% 10.70% Communications/Transportation Insurance/Taxes Capital Replacement Total Cost Center - 3020 $ 1,333,265 $ 1,948,444 $ 1,990,524 $ 1,874,980 $ 2,156,966 General Fund $ 1,333,265 $ 1,948,444 $ 1,990,524 $ 1,874,980 $ 2,156,966 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Development Engineering Manager 1 1 1 1 1 1 Development Project Administrator 0 0 0 1 1 1 Development Project Coordinator 0 0 0 2 2 2 Lead Civil Engineering Inspector 0 0 1 1 1 1 Outside Plant Fiber System Specialist 0 0 0 0 0 1 Plan Review Manager 1 1 1 1 1 1 Principal Plans Examiner 1 1 1 1 1 1 Public Works Inspector 4 4 3 5 5 5 Senior Plans Examiner 4 4 4 4 4 4 Total 11 11 11 16 16 17 Position Title Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. Effective July 1, 2021, one Outside Plant Fiber System Specialist position is added along with associated one-time and ongoing increases in operations and maintenance funding. 306 Table of Contents City of Chandler Development Services 2021-22 Adopted Budget 307 Table of Contents Table of Contents City of Chandler Information Technology 2021-22 Adopted Budget Assistant City Manager Information Technology Information Technology Service Delivery Management & Administration Information Technology Infrastructure & Client Support Information Technology Applications Support Information Technology Projects Operations 309 Table of Contents City of Chandler Information Technology 2021-22 Adopted Budget Information Technology Department Overview The FY 2019-20 Actual, FY 2020-21 Adopted, FY 2020-21 Estimated Expenditures, and FY 2021-22 Adopted Budget may show significant differences due to impacts from the COVID-19 pandemic. Therefore, when comparing between budget years, consider that the FY 2020-21 budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize potential impacts from revenue shortfalls, but the FY 2021-22 Adopted Budget anticipates services returning to some normalcy during the year. Refer to the Executive Summary for additional details on the effects caused by the COVID-19 pandemic. 2019-20 Actual Expenditures Expenditures by Cost Center IT Service Delivery Management & Admin $ IT Applications Support IT Infrastructure & Client Support IT Projects Capital(1) 2,255,002 4,597,359 3,269,971 2020-21 Adopted Budget 2020-21 Estimated Expenditures 2,759,834 5,361,082 3,480,187 $ $ 2,798,397 5,758,894 11,461,673 2021-22 Adopted Budget $ 2,612,962 5,871,895 3,734,004 % Change Adopted to Adopted -5.32% 9.53% 7.29% 868,357 3,844,967 378,512 4,495,932 16.93% IT Projects Operations(1) IT Citywide Infrastructure Support Capital 1,383,659 Total $ 12,374,348 191,081 4,694,851 $ 20,332,002 101,000 546,954 $ 21,045,430 412,560 4,633,078 $ 21,760,431 115.91% -1.32% 7.03% Expenditures by Category Personnel & Benefits Total Personnel $ $ $ Ongoing(2) (2) One-time Operating & Maintenance Capital - Major $ 7,343,121 8,128,231 7,319,434 8,132,385 2,779,211 2,252,016 Total $ 12,374,348 7,983,613 144,618 3,663,953 8,539,818 $ 20,332,002 7,174,786 144,648 12,800,530 925,466 $ 21,045,430 8,132,385 4,499,036 9,129,010 $ 21,760,431 1.86% -100.00% 22.79% 6.90% 7.03% 2019-20 Revised 14.000 25.000 19.000 58.000 2020-21 Adopted 14.000 25.000 19.000 58.000 2020-21 Revised 13.000 26.000 19.000 58.000 2021-22 Adopted 13.000 26.000 19.000 58.000 % Change Adopted to Adopted -7.14% 4.00% 0.00% 0.00% Staffing by Cost Center IT Service Delivery Management & Admin IT Applications Support IT Infrastructure & Client Support Total (1) The IT Projects Capital division was formerly named ITOC and the IT Projects Operations was formerly named ITOC Operations. (2) Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. 310 Table of Contents City of Chandler Information Technology 2021-22 Adopted Budget 2020-21 Accomplishments  In response to the COVID-19 pandemic: expanded the Waitwhile online appointment capability for several City departments to reduce the number of people in City facilities and streamline/reduce the time it takes for citizens to visit City facilities, implemented digital activities for the City’s Recreation Division, upgraded virtual capabilities in over 30 City conference rooms, partnered with the Human Resources Division to establish the City’s Teleworking Program, further enhanced employee’s ability to effectively and securely work remotely through the implementation of robust infrastructure and security solutions, deployed and enhanced the WebEx solution for virtual meetings, and provided geographic representation of various City functions that enabled departments to effectively manage social distancing issues.  Partnered with City departments to pave the path for the City’s digital transformation with the implementation of an Electronic Agenda (City Clerk) along with an Electronic Document Management System Utility for the City Clerk to separate and import agenda documents, Electronic Signature (Purchasing Division), Case Management System (Neighborhood Resources), and the SAMS Water and Wastewater solution (Public Works & Utilities)  Successfully delivered Microsoft O365 enabling City employees to access email and calendar from any device within or outside of the City’s network.  Partnered with City departments to champion transparency by implementing online performance dashboards, online public records requests, Smart City parking, data aggregation using artificial intelligence, and a data analytics solution.  Partnered with City departments to champion mobility by deploying over 1,400 laptops to employees, implementing an online zoning and permit application solution, Accela mobile application for Field Inspectors, and an online mobile application for Buildings and Facilities.  Implemented a web portal that allows businesses to register, renew, and manage accounts related to its Business Registration and Specialty Licenses making it easier for individuals to set up a business in Chandler without having to visit City offices or mail documentation in most cases.  Completed the Network Core Refresh in multiple City facilities, multiple upgrades to the City’s server environment, significant upgrades to the Virtual Private Network (VPN) infrastructure and several Information Security solutions, and enhanced citywide data storage and protection to improve the City’s ability to protect data and system assets.  Partnered with multiple City departments and a consulting firm to complete the City’s Fiber Assessment and deliver recommendations to City Management and the Information Technology Bond Subcommittee.  Implemented a converged infrastructure automation and orchestration solution to automate tasks and workflows across various systems, teams, and environments that manage system issues, system generated activities, and overall infrastructure and security. This solution improved efficiency and accelerated processes to boost service levels resulting in savings of time and money as well as error reduction, and accelerated the speed of operations including hybrid cloud services, database management, server provisioning, change management, and disaster recovery.  Successfully completed over 200 citywide and department application and converged infrastructure system patches/upgrades/updates including expanding mobility solutions for field workers, collaboration features in City conference rooms, improvements to SCADA connectivity, and Wi-Fi capabilities.  Successfully processed over 7,000 customer support requests in addition to implementing on-site technical support for all Council Meetings, Executive Sessions, GIS Day, and various other events in City Hall and Council Chambers to ensure successful events.  Successfully completed all desktop and laptop patch management and system updates on a timely basis.  Improved ranking from 9th place to 5th place in the National Digital Cities Survey for population category 250,000499,000. 311 Table of Contents City of Chandler Information Technology 2021-22 Adopted Budget Information Technology Service Delivery Management & Administration - 1199 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 responsible for project management, business analysis, and project training and adoption. This area also provides the overall financial management and administrative oversight for the entire Department, citywide technology security practices, and oversight of citywide technology replacement funds and technology related project funding. 2021-22 Performance Measurements Goal: Provide effective administration, financial oversight, and coordination for 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 to improve operations. ♦ Provide administrative support, leadership, project management, and coordination of department activities. ♦ Facilitate communication within the department, the City Manager's Office, and City Council to enable the accomplishment of goals and objectives. ♦ Provide citywide training opportunities for citywide applications.(1) ♦ 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. ♦ Provide oversight and management of cybersecurity functions. 2020-21 2018-19 2019-20 2020-21 Year End 2021-22 Measures Actual Actual Projected Estimate* Projected Percentage of IT projects utilizing the standard project management system 90% 90% 93% 93% 90% 4 4 4 4 4 Percentage of projects and targets completed on time and within budget 90% 90% 90% 90% 90% Percentage of projects in alignment with IT project management methodology 95% 95% 95% 95% 95% Number of training opportunities(1) 331 367 423(2) 420 N/A Percentage of maintenance/support agreements completed before expiration date 95% 95% 96% 93% 95% Number of quarterly security assessments performed on systems to identify risks 5 4 5 4 4 Number of security policies developed and implemented 0 3 7 10 7 Number of times spending plans realigned to IT priorities and resources (1) (2) Objective and measure discontinued effective FY 2021-22 since training has been outsourced. Training anticipated to increase in FY 2020-21 for the Microsoft Office 365 implementation. * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 312 Table of Contents City of Chandler Information Technology 2021-22 Adopted Budget Information Technology Service Delivery Management & Administration - 1199 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted $ Personnel Services Total Personnel 2,056,983 $ 2,067,254 $ 1,873,000 $ 1,949,676 -5.22% Ongoing* - 2,056,983 2,067,254 1,873,000 1,949,676 -5.22% One-time* - - - - - N/A 75,229 90,969 262,683 239,307 57,086 -37.25% Professional/Contract 1,857,251 $ Operating Supplies 21,193 21,292 21,292 21,292 21,192 -0.47% Repairs/Maintenance 44,827 98,229 119,802 127,772 106,647 8.57% Communications/Transportation 248,558 238,711 239,021 239,021 238,711 0.00% 6,683 - 51,650 202,000 51,650 244,354 37,650 257,729 37,650 202,000 -27.11% 0.00% Other Charges/Services Machinery/Equipment Capital Replacement - N/A Total Cost Center - 1199 $ 2,255,002 1,262 $ 2,759,834 $ 3,006,056 $ 2,798,397 2,626 $ 2,612,962 -5.32% General Fund $ 2,255,002 $ 2,759,834 $ 3,006,056 $ 2,798,397 $ 2,612,962 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Chief Information Officer 1 1 1 1 1 1 IT Chief Information Security Officer 0 0 1 1 1 1 IT Financial Services Analyst 1 1 1 1 1 1 IT Principal Service Delivery Analyst 2 2 2 2 2 2 IT Security Administrator 1 1 1 1 1 1 IT Senior Service Delivery Analyst 4 4 4 4 4 4 IT Service Delivery Analyst 1 1 1 1 1 1 IT Services Manager 1 1 1 1 1 1 IT Training Coordinator 1 1 1 1 0 0 Management Assistant 1 1 1 1 1 1 Position Title Office Assistant 1 0 0 0 0 0 Total 14 13 14 14 13 13 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 reflects an ongoing funding increase for software support and maintenance and the elimination of one-time funding received in FY 2020-21 for security remediation. During FY 2020-21, one IT Training Coordinator position was reclassified to IT Messaging Analyst and transferred to cost center 1200, IT Applications Support. 313 Table of Contents City of Chandler Information Technology 2021-22 Adopted Budget Information Technology Applications Support - 1200 The Information Technology Applications Support Division is responsible for maintaining, implementing, and supporting applications and databases, which includes off-the-shelf, customized, and City-developed applications and databases necessary to meet operations and reporting requirements. 2021-22 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 employees leverage existing data through enterprise systems. ♦ Implement enterprise data models and standards using industry best practices. ♦ Provide high availability of IT-supported enterprise applications. ♦ Provide training and support to meet requirements in accordance with IT Service Level Agreements. 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 99% 99% 99% 99% 99% 92% 92% 92% 92% N/A 90% 93% 91% 97% 95% 99% 98% 99% 99% 99% Percentage of database availability maintained for core applications 99% 99% 99% 99% 99% Percentage of pages, forms and surveys that are mobile responsive on Chandleraz.gov(2) N/A 88% N/A 91% 93% 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(1) Percentage of service requests completed within 90 days of starting work Percentage of citywide applications maintained at actively supported versions of vendor software (1) (2) Measure discontinued effective FY 2021-22. Measure added effective FY 2021-22, with historical percentages added where available. * 2020-21 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. 314 Table of Contents City of Chandler Information Technology 2021-22 Adopted Budget Information Technology Applications Support - 1200 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ Ongoing* 2,852,793 $ - One-time* Professional/Contract 3,569,257 $ 3,583,887 $ 3,089,000 $ 3,664,121 2.66% 3,569,257 3,583,887 3,089,000 3,664,121 2.66% - - - - - N/A 143,949 60,100 519,742 538,210 310,100 415.97% 130.27% Operating Supplies 13,513 6,327 6,327 6,183 14,569 Repairs/Maintenance 1,567,882 1,671,387 2,010,175 2,012,514 1,829,400 9.45% Communications/Transportation 6,969 23,240 23,240 23,240 12,500 -46.21% Other Charges/Services 6,497 25,965 29,965 29,965 36,705 41.36% Machinery/Equipment 907 306 55,306 55,000 - -100.00% Capital Replacement 4,500 0.00% Total Cost Center - 1200 $ 4,597,359 4,849 $ 5,361,082 4,500 $ 6,233,142 4,500 $ 5,758,894 4,782 $ 5,871,895 9.53% General Fund $ 4,597,359 $ 5,361,082 $ 6,233,142 $ 5,758,894 $ 5,871,895 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. 315 Table of Contents City of Chandler Information Technology 2021-22 Adopted Budget Information Technology Applications Support - 1200 Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted IT Applications Manager 1 1 1 1 1 1 IT Database Administrator 1 1 1 1 1 1 IT Database Analyst 1 1 1 1 1 1 IT Messaging Analyst 1 1 1 1 2 2 IT Messaging Integration Developer 2 2 2 2 2 2 IT Principal Programmer/Analyst 2 3 3 3 3 3 IT Programmer 1 1 0 0 0 0 IT Programmer/Analyst 5 4 5 5 5 5 IT Senior Database Administrator 1 1 1 1 1 1 IT Senior Programmer/Analyst 7 8 8 8 8 8 IT Web Developer 0 0 1 1 1 1 Position Title IT Webmaster 0 0 1 1 1 1 Total 22 23 25 25 26 26 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 reflects one-time funding for video conference rooms, RiskMaster software upgrade, and Oracle contractual services, as well as the elimination of one-time funding received in FY 2020-21 for an EDMS upgrade. FY 2021-22 also reflects an increase in ongoing funding for technology replacement contributions. During FY 2020-21, one IT Messaging Analyst position was reclassified from IT Training Coordinator and transferred from cost center 1199, IT Service Delivery Management and Administration. 316 Table of Contents City of Chandler Information Technology 2021-22 Adopted Budget Information Technology Infrastructure & Client Support - 1280 The Information Technology Infrastructure & Client Support Division is responsible for maintaining and supporting the City’s network, telephony, server, web, and storage operations. This division provides end user device support including device deployment and repair, computer application deployment and license management, and standard office application support. 2021-22 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 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 tests on systems. ♦ Provide system availability for citywide functions. ♦ Manage computer hardware and software assets. 2020-21 2018-19 2019-20 2020-21 Year End Measures Actual Actual Projected Estimate* 2021-22 Projected Total number of help desk requests completed 7,385 9,694(1) 7,500 10,600(1) 10,000(2) Percentage of satisfied customers on team projects/help desk requests 80% 80% 80% 80% 80% Percentage of security compliance standards met on servers 81% 81% 80% 81% 82% Percentage of network availability maintained 99% 98% 99% 97% 97% Percentage of server environment availability maintained 98% 98% 98% 98% 98% Percentage of telephone service requests completed within 5 business days of ticket opening or planned start date 81% 81% 82% 82% 82% Percentage of IT computer hardware and software inventory maintained 80% 85% 85% 95% 95% Percentage of storage environment availability maintained or updated 99% 99% 99% 99% 99% (1) 2019-20 Actual and 2021-21 Year End Estimate increases are due to more employees working remote during the COVID-19 pandemic and submitting tickets for VPN and WebEx issues. (2) Amount includes a projection for Microsoft O365 implementation tickets. * 2020-21 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. 317 Table of Contents City of Chandler Information Technology 2021-22 Adopted Budget Information Technology Infrastructure & Client Support - 1280 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ 2,633,078 $ 2,501,991 $ 2,517,088 $ 2,357,434 $ 2,518,588 0.66% Ongoing* - 2,357,373 2,372,470 2,212,786 2,518,588 6.84% One-time* - 144,618 144,618 144,648 - -100.00% Professional/Contract 82,130 20,000 70,925 3,501,179 20,000 0.00% Operating Supplies 15,610 33,264 7,733,378 1,748,764 36,980 11.17% Repairs/Maintenance 163,152 176,279 179,289 347,682 200,809 13.92% Communications/Transportation Insurance/Taxes 100,517 1,000 208,891 - 218,204 - 218,204 - 208,891 - 0.00% N/A Other Charges/Services 12,226 26,240 26,240 40,240 40,240 53.35% Machinery/Equipment 259,333 510,596 882,511 3,245,244 705,570 38.19% Capital Replacement 2,926 2,926 2,926 2,926 2,926 0.00% 7.29% Total Cost Center - 1280 $ 3,269,971 $ 3,480,187 $ 11,630,561 $ 11,461,673 $ 3,734,004 General Fund $ 3,269,971 $ 3,480,187 $ 3,734,004 $ 3,269,971 $ 3,480,187 $ 11,630,561 $ 11,461,673 $ 3,734,004 Grant Fund** Grand Total - - $ 3,930,561 7,700,000 $ 3,761,673 7,700,000 - * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. ** 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. 318 Table of Contents City of Chandler Information Technology 2021-22 Adopted Budget Information Technology Infrastructure & Client Support - 1280 Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted IT Infrastructure Manager 1 1 1 1 1 1 IT Network Analyst 1 1 2 2 2 2 IT Network Technician 1 1 0 0 0 0 IT Principal Systems Specialist 2 2 2 2 2 2 IT Security Analyst 1 1 1 1 1 1 IT Senior Network Analyst 2 2 2 2 2 2 IT Senior Systems Specialist 1 1 1 1 1 1 IT Service Desk Specialist 2 3 3 3 3 3 IT Service Desk Supervisor 1 1 1 1 1 1 IT Service Desk Technician 4 4 4 4 4 4 IT Systems Specialist 2 2 2 2 2 2 IT Web Developer 1 1 0 0 0 0 IT Webmaster 1 1 0 0 0 0 Total 20 21 19 19 19 19 Position Title Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 reflects one-time funding for computer hardware and software licensing costs, as well as ongoing funding increases for Microsoft O365 subscriptions, technology replacement contributions for Wi-Fi access points, and temporary Help Desk Support that has been received as one-time funding since FY 2015-16. 319 Table of Contents City of Chandler Information Technology 2021-22 Adopted Budget Information Technology Projects Capital - 1285 Capital Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ 68,175 $ - $ - $ 51,567 $ - N/A N/A Ongoing* - - - 51,567 - One-time* - - - - - N/A Professional/Contract 620,257 500,000 2,775,148 299,945 1,126,225 125.25% Operating Supplies 41,429 - - - - N/A Communications/Transportation 1,323 - 1,750 - - N/A Other Charges/Services 4,838 - 9,350 - - N/A Contingencies/Reserves - 3,344,967 311,029 - 3,369,707 0.74% Machinery/Equipment 132,335 - 510,942 27,000 - N/A 16.93% $ 868,357 $ 3,844,967 $ 3,608,219 $ 378,512 $ 4,495,932 General Gov't Capital Projects Fund $ 824,522 $ 2,693,202 $ 2,456,454 $ 378,512 $ 3,344,167 Water Operating Fund 25,000 563,790 563,790 - 563,790 Wastewater Operating Fund 17,335 414,525 414,525 - 414,525 Solid Waste Operating Fund 1,500 173,450 173,450 - Total Cost Center - 1285 Grand Total $ 868,357 $ 3,844,967 $ 3,608,219 $ 378,512 173,450 $ 4,495,932 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Significant Budget Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. 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. FY 2021-22 incorporates the carryforward of unexpended program funding from FY 2020-21. Additional detail is available in the 2022-2031 Capital Improvement Program. 320 Table of Contents City of Chandler Information Technology 2021-22 Adopted Budget Information Technology Projects Operations - 1286 The Information Technology Projects Operations Division plans, develops, monitors, and documents IT projects. 2021-22 Performance Measurements Goal: 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 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, while 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 (1) 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 90% 90% 90% 90% 90% Percentage of quarterly targets met for projects 85% 85% 85% 85% 85% Percentage of projects adhering to IT project management methodology 93% 93% 95% 95% 95% Percentage of IT projects prioritized and reviewed on a quarterly basis(1) 95% 95% 95% 95% N/A Measure discontinued effective FY 2021-22. * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 321 Table of Contents City of Chandler Information Technology 2021-22 Adopted Budget Information Technology Projects Operations - 1286 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Budget Budget Expenditures Budget Adopted Expenditures Repairs/Maintenance $ - $ 191,081 $ 191,081 $ 101,000 $ 412,560 115.91% Total Cost Center - 1286 $ - $ 191,081 $ 191,081 $ 101,000 $ 412,560 115.91% General Fund $ - $ 191,081 $ 191,081 $ 101,000 $ 412,560 Significant Budget Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 reflects ongoing funding for ActiveNet Connect, Virtual Programs Platform, Weather Alert System, Electronic Plan Review, Budget Software Replacement, eSignature, and Compensation Management System. Additionally, FY 2021-22 is offset by the transfer of ongoing maintenance funding to cost center 1200, IT Applications Support, for the Fleet Management System and to cost center 1061, Neighborhood Preservation, in the Neighborhood Resources Department for Code Enforcement Case Management. 322 Table of Contents City of Chandler Information Technology 2021-22 Adopted Budget Information Technology Citywide Infrastructure Support Capital - 1287 Capital Budget Summary Description Professional/Contract 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted $ 881,527 $ - $ 1,663,981 $ 511,681 $ Repairs/Maintenance 33,977 - - - Communications/Transportation 463,000 N/A - N/A 3,469 - 10,988 800 - N/A Contingencies/Reserves - 2,866,851 - - 3,778,578 31.80% Machinery/Equipment 464,687 58,000 825,042 34,473 - -100.00% - 1,770,000 2,004,288 - 391,500 -77.88% -1.32% Office Furniture/Equipment Total Cost Center - 1287 $ 1,383,659 $ 4,694,851 $ 4,504,299 $ 546,954 $ 4,633,078 General Gov't Capital Projects Fund $ 1,383,659 $ 4,499,101 $ 4,308,549 $ 546,954 $ 4,339,452 Water Operating Fund - 80,603 80,603 - 120,904 Wastewater Operating Fund - 72,927 72,927 - 109,390 Solid Waste Operating Fund - 34,544 34,544 - 51,816 Airport Operating Fund Grand Total $ 1,383,659 7,676 $ 4,694,851 7,676 $ 4,504,299 $ 546,954 11,516 $ 4,633,078 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Significant Budget Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. 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. FY 2021-22 incorporates the carryforward of unexpended program funding from FY 2020-21. Additional detail is available in the 2022-2031 Capital Improvement Program. 323 Table of Contents City of Chandler Information Technology 2021-22 Adopted Budget 324 Table of Contents Table of Contents City of Chandler Management Services 2021-22 Adopted Budget City Manager Management Services Administration Budget Tax and License Accounting Utility Services Purchasing Environmental Management Central Supply Environmental Management Liabilities 326 Table of Contents City of Chandler Management Services 2021-22 Adopted Budget Management Services Department Overview The FY 2019-20 Actual, FY 2020-21 Adopted, FY 2020-21 Estimated Expenditures, and FY 2021-22 Adopted Budget may show significant differences due to impacts from the COVID-19 pandemic. Therefore, when comparing between budget years, consider that the FY 2020-21 budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize potential impacts from revenue shortfalls, but the FY 2021-22 Adopted Budget anticipates services returning to some normalcy during the year. Refer to the Executive Summary for additional details on the effects caused by the COVID-19 pandemic. 2019-20 2020-21 2020-21 2021-22 % Change Adopted to Actual Adopted Estimated Adopted Expenditures by Cost Center Expenditures Budget Expenditures Budget Adopted Management Services Administration $ 588,336 Budget 741,427 Purchasing 725,474 Central Supply 423,209 Accounting 1,727,110 Tax and License 2,209,625 Utility Services 1,363,932 Environmental Management 387,834 Environmental Management Liabilities 118,215 Total Management Svcs w/o Non-Dept. $ 8,285,162 $ 581,345 781,999 720,575 346,179 1,731,609 2,075,192 1,411,050 548,185 250,040 $ 8,446,174 $ 620,202 775,026 732,711 440,300 1,815,852 2,438,693 1,482,408 672,751 473,200 9,451,143 2.32% 0.58% -0.46% 8.14% 1.96% 1.24% 1.69% -0.30% 0.00% 1.46% Non-Departmental $ 53,003,400 Non-Departmental Capital 5,570,090 Non-Dept. without Contingency 58,573,489 Non-Departmental Contingency Non-Dept. Contingency $ 53,278,567 8,712,143 61,990,710 132,263,210 132,263,210 $ 45,893,868 552,344 46,446,212 - $ 66,285,028 8,693,082 74,978,110 198,378,473 198,378,473 24.41% -0.22% Total Non-Department $ 58,573,489 $ 194,253,920 $ 46,446,212 $ 273,356,583 40.72% Total Management Svcs. with Non-Dept. $ 66,858,652 $ 203,569,246 $ 54,892,386 $ 282,807,726 38.92% Expenditures by Category Personnel & Benefits Total Personnel $ 7,143,732 $ 6,634,916 $ (1) Ongoing $ 6,590,822 $ 606,127 770,535 736,078 407,163 1,780,865 2,408,819 1,457,739 674,800 473,200 9,315,326 $ $ 49.99% 7,245,511 - 7,143,732 6,634,916 7,245,511 1.42% One-time(1) Operating & Maintenance 1,694,340 Total Management Svcs w/o Non-Dept. $ 8,285,162 $ 2,171,594 9,315,326 1,811,258 $ 8,446,174 $ 2,205,632 9,451,143 N/A 1.57% 1.46% Expenditures by Category Personnel & Benefits Total Personnel $ 21,245,100 $ 15,864,775 $ 30,884,200 (1) $ 26,432,570 26,432,570 2,702,500 489,725 5,511,500 103.94% One-time(1) Operating & Maintenance 26,570,830 Contingencies & Reserves Capital - Major 5,570,090 Total Non-Department $ 58,573,489 18,542,600 32,033,467 132,263,210 8,712,143 $ 194,253,920 15,375,050 30,029,093 552,344 $ 46,446,212 25,372,700 35,400,828 198,378,473 8,693,082 $ 273,356,583 36.83% 10.51% 49.99% -0.22% 40.72% Total Management Svcs. with Non-Dept. $ 66,858,652 $ 203,569,246 $ 54,892,386 $ 282,807,726 38.92% Ongoing (1) Ongoing and One-time Personnel Services detail not available for FY 2019-20 Actual. 327 Table of Contents City of Chandler Management Services Staffing by Cost Center Management Services Administration Budget Purchasing Central Supply Accounting Tax and License Utility Services Environmental Management Total 2021-22 Adopted Budget 2019-20 Revised 4.000 6.000 6.900 5.100 17.000 17.500 11.125 3.000 70.625 2020-21 Adopted 4.000 6.000 6.900 5.100 17.000 16.500 11.125 5.000 71.625 2020-21 Revised 4.000 6.000 6.900 5.100 17.000 16.500 11.125 5.000 71.625 % Change Adopted to 2021-22 Adopted Adopted 4.000 0.00% 6.000 0.00% 6.900 0.00% 5.100 0.00% 17.000 0.00% 16.500 0.00% 11.125 0.00% 5.000 0.00% 71.625 0.00% 328 Table of Contents City of Chandler Management Services 2021-22 Adopted Budget 2020-21 Accomplishments  Awarded 38th consecutive Certificate of Achievement for Excellence in Financial Reporting and 33rd consecutive Distinguished Budget Presentation Award from the GFOA.  Maintained AAA General Obligation (GO) Bond credit ratings with stable outlooks from all three rating agencies making Chandler one of a select few in the U.S. with this distinction.  Advised the Citizen Bond Exploratory Committee and coordinated the efforts of the Finance Subcommittee towards a final recommendation of needed bond authorization that does not increase the property tax rate.  Implemented citywide tracking/reporting of COVID-19 costs to aid in PPE ordering, completion of federal/state emergency reimbursement applications, and tracking COVID-19 related leave time.  Partnered with Economic Development to create internal processes then validate requirements for weekly distributions of Industrial Development Authority (IDA) PPE grants and Business Hiring and Retention grants.  Implemented Citywide Fee Schedule update for various departments.  Implemented a new online Business Portal for City registrations and licensing in partnership with IT.  Implemented City resolution to allow extended outside seating for liquor establishments in accordance with the Governor’s executive order relaxing regulations during the Pandemic.  Implemented required registration as a result of the new Short-Term Rental registration code communicating requirements with businesses, and began technical requirements with IT to enhance the existing licensing system.  Successfully continued the use of the vacation rental software solution to identify vacation rentals, educate owners, and track properties located in Chandler that are subject to TPT.  More than 350 unregistered businesses were brought into compliance with the Business Registration code to make Chandler’s business list more complete, enhance information sharing, and allow for TPT license validation.  Awarded 17th consecutive Achievement of Excellence in Procurement Award from the National Procurement Institute.  Continued the use of WebEx technology for Purchasing’s public meetings, making meetings accessible during COVID-19.  Launched pilot program to implement electronic signature solution in Purchasing with future availability citywide.  Oversaw the disposal of City surplus property, police property and evidence, and capital assets through the online auction program resulting in approximately $350,000 in revenue. Donated over $33,025 of City surplus property to Chandler schools and non-profits, and other public agencies.  Assisted with “I Choose Chandler” PPE Kit Program, by receiving, storing, and delivering items in coordination with Economic Development and Chandler Chamber of Commerce.  Conducted 60 environmental audits of City facilities resulting in corrective measures to enhance compliance with environmental regulations, completed over 50 asbestos assessments of City-owned facilities to determine that no new asbestos containing materials were introduced, and completed review and comment on 40 environmental site assessments prior to property acquisitions to ensure no environmental liability existed.  Implemented a Utility Services phone queue call back system to reduce the amount of time customers wait on hold. Customers can save their place in the queue and receive a call back.  Implemented a Utility Services customer notification system to send automated notifications via phone/text/email.  Reinstated utility shut-offs, utilizing partnerships with Chandler Cares Team and AZCEND to financially assist those impacted by COVID-19, and implemented a new delinquent account collection policy. 329 Table of Contents City of Chandler Management Services 2021-22 Adopted Budget Management Services Administration - 1180 Administration serves the Management Services Department and provides finance and debt management, financial systems management, and support services to other City departments. In addition to maintaining the financial integrity of the City with comprehensive financial administration, this division also provides for the development, coordination, and review of all activities in the department including: Budget, Purchasing, Central Supply, Accounting, Tax and License, Utility Services, and Environmental Management. 2021-22 Performance Measurements Goal: Ensure long-term financial stability for the City. Supports Priority Based Budgeting Goal(s): Good Governance 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. 2020-21 2018-19 2019-20 2020-21 Year End 2021-22 Measure Actual Actual Projected Estimate* Projected Bond rating for GO bonds: Moody's Investors Service Aaa Aaa Aaa Aaa Aaa Standard & Poor’s Global Ratings AAA AAA AAA AAA AAA Fitch Ratings, Inc. AAA AAA AAA AAA AAA * 2020-21 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. 330 Table of Contents City of Chandler Management Services 2021-22 Adopted Budget Management Services Administration - 1180 Goal: Provide technical/functional system analyst support to users of the City’s finance and human resource enterprise-wide Oracle, Budget, and timekeeping 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 IT 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. 2020-21 2018-19 2019-20 2020-21 Year End 2021-22 Measures Actual Actual Projected Estimate* Projected Maintain all citywide financial applications at actively supported versions of vendor software 100% 100% 100% 100% 100% Resolve all issues related to Oracle iExpense purchasing card processing prior to billing cycle 100% 100% 100% 100% 100% Ensure nightly Oracle interface transactions are processed successfully Resolve all issues related to timecard processing prior to processing in Oracle Payroll 99.9% 99.9% 99.9% 99.9% 99.9% 100% 100% 100% 100% 100% * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 331 Table of Contents City of Chandler Management Services 2021-22 Adopted Budget Management Services Administration - 1180 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ Ongoing* 585,396 $ - 591,058 $ 591,884 $ 576,000 $ 607,633 2.80% 591,058 591,884 576,000 607,633 2.80% One-time* - - - - - N/A Professional/Contract - - 2,148 1,000 - N/A Operating Supplies 1,413 2,880 2,880 1,975 2,880 0.00% Repairs/Maintenance (241) 1,650 3,388 1,250 1,650 0.00% Communications/Transportation Other Charges/Services 198 4,739 4,739 - 4,739 0.00% 1,571 5,800 3,300 1,120 3,300 -43.10% 2.32% Total Cost Center - 1180 $ 588,336 $ 606,127 $ 608,339 $ 581,345 $ 620,202 General Fund $ 588,336 $ 606,127 $ 608,339 $ 581,345 $ 620,202 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual. Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Business Systems Support Analyst 1 1 1 1 1 1 Business Systems Support Supervisor 1 1 1 1 1 1 Management Assistant 1 1 1 1 1 1 Management Services Director 1 1 1 1 1 1 Total 4 4 4 4 4 4 Position Title Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 reflects the reversal of the FY 2020-21 reallocation of ongoing funding from Management Services cost center 1240, Tax and License, for education and training. 332 Table of Contents City of Chandler Management Services 2021-22 Adopted Budget Budget - 1195 The Budget Division ensures effective and efficient allocation of City resources to enable the City Council, City Manager, and City departments to provide quality services to our citizens. The division prepares, monitors, researches alternatives, and presents the City’s Annual Budget and CIP. The division is also responsible for development of long-range financial forecasts, regular financial reports, and providing assistance for citywide grant activities. 2021-22 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 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 the 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 10-year CIP and Budget prior to June 15th of the prior fiscal year 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* Compliant Compliant Compliant Compliant Compliant 2021-22 Projected 6/14/18 6/13/19 6/11/20 6/11/20 6/10/21 Consecutive years for GFOA Distinguished Budget Presentation Award 31 32 33 33 34 Obtain budget user survey results of satisfactory to excellent on budget process 100% 100% 100% 100% 100% * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 333 Table of Contents City of Chandler Management Services 2021-22 Adopted Budget 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 state 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) 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Compliant Compliant Compliant Compliant Compliant Compliant Compliant Compliant Compliant Compliant 10 10 10 11(2) 10 2(3) 3 3 3 3 (1) Reports for the months of June and July and for the fourth quarter of the fiscal year typically require an extended period of time for completion due to the personnel resources needed and additional processes to complete activities related to the end of fiscal year close. (2) The FY 2020-21 required additional financial analysis to Mayor & Council to ensure COVID-19 financial impacts were monitored and communicated. (3) The FY 2018-19 second quarter report was combined with the third quarter due to vacancies, and the FY 2019-20 first quarter report was combined with the second quarter due to turnover, reformatting the report to new brand standards, and incorporating reorganization changes. * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 334 Table of Contents City of Chandler Management Services 2021-22 Adopted Budget Budget - 1195 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ 729,618 $ 752,923 $ 758,264 $ 771,000 $ 763,164 1.36% 1.36% Ongoing* - 752,923 758,264 771,000 763,164 One-time* - - - - - N/A Operating Supplies 5,949 7,800 6,800 6,673 6,650 -14.74% Repairs/Maintenance 2,297 1,176 1,176 1,350 1,350 14.80% 892 906 906 536 1,512 66.89% Communications/Transportation Other Charges/Services 2,671 7,730 2,980 2,440 2,350 -69.60% Total Cost Center - 1195 $ 741,427 $ 770,535 $ 770,126 $ 781,999 $ 775,026 0.58% General Fund $ 741,427 $ 770,535 $ 770,126 $ 781,999 $ 775,026 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual. Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Budget Management Assistant 1 1 1 1 1 1 Budget Manager 1 1 1 1 1 1 Senior Budget and Research Analyst 3 3 3 3 3 3 Senior Financial Analyst 1 1 1 1 1 1 Total 6 6 6 6 6 6 Position Title Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 reflects the reversal of the FY 2020-21 reallocation of ongoing funding from Management Services cost center 1240, Tax and License, for budget process solution and education and training. 335 Table of Contents City of Chandler Management Services 2021-22 Adopted Budget Purchasing - 1220 The Purchasing Division 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. 2021-22 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): Good Governance Objectives: ♦ Obtain survey results of 95% excellent/good in annual survey to departments. ♦ Demonstrate use of best practices through receipt of awards from professional associations. ♦ Maximize purchasing card rebate. ♦ Continually strive to improve processes. Measures Customer survey results of excellent/good Consecutive years for Achievement of Excellence in Procurement (AEP) award from the National Procurement Institute Consecutive years for Excellence in Achievement award from the National Institute of Governmental Purchasing (NIGP)(1) Consecutive years for Outstanding Agency Accreditation Achievement Award (OA4) from NIGP(2) Purchasing card transactions E-payables transactions(3) Purchasing card rebate Identify and implement at least one process improvement annually(4) 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 93% 89% 95% 95% 95% 15 16 17 18 19 14 N/A N/A N/A N/A N/A N/A 2 N/A N/A 28,631 27,620 28,000 26,000 26,000 70 N/A N/A N/A N/A $157,645 $156,962 $180,000 $155,000 $155,000 1 1 1 1 1 (1) This award measures only one achievement. Pursuit of this award will be discontinued in favor of pursuit of the OA4. The OA4 program has been discontinued. (3) The E-payables program was discontinued effective December 31, 2018. (4) FY 2018-19 Improvement: Creation and launch of Purchasing Customer Roundtable Program. FY 2019-20 Improvement: Implementation of WebEx hosting of PreProposal and Pre-Bid Conference pilot program to allow remote attendance by offerors and bidders. FY 2020-21 improvement will be implementation of an eSignature solution for purchasing documents with eventual citywide roll out. (2) * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 336 Table of Contents City of Chandler Management Services 2021-22 Adopted Budget Purchasing - 1220 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel 724,941 $ 727,176 $ 713,000 $ 721,574 -0.46% Ongoing* $ 718,315 $ - 724,941 727,176 713,000 721,574 -0.46% One-time* - - - - - N/A Professional/Contract 119 - - - - N/A Operating Supplies 657 1,050 1,050 2,065 1,050 0.00% Repairs/Maintenance 1,279 1,100 1,100 1,100 1,100 0.00% Communications/Transportation 2,214 3,987 3,987 300 2,800 -29.77% Other Charges/Services 2,891 5,000 5,000 4,110 6,187 23.74% -0.46% Total Cost Center - 1220 $ 725,474 $ 736,078 $ 738,313 $ 720,575 $ 732,711 General Fund $ 725,474 $ 736,078 $ 738,313 $ 720,575 $ 732,711 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual. Authorized Positions Position Title Administrative Assistant 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted 1 1 1 1 1 1 Procurement Officer 3 3 3 3 4 4 Purchasing and Material Manager 0.9 0.9 0.9 0.9 0.9 0.9 Purchasing Specialist 1 1 1 1 1 1 Senior Procurement Officer 1 1 1 1 0 0 Total 6.9 6.9 6.9 6.9 6.9 6.9 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. During FY 2020-21, one Senior Procurement Officer position was reclassified to Procurement Officer. 337 Table of Contents City of Chandler Management Services 2021-22 Adopted Budget Central Supply - 1225 The Central Supply Division is responsible for maintaining and managing an inventory of maintenance, operational, and repair 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. 2021-22 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: ♦ Ensure inventory turnover ratio reflects adequate levels to reduce cost and meet supply needs. ♦ Ensure accurate tracking of inventory through efficient processes. 2020-21 2018-19 2019-20 2020-21 Year End Measures Actual Actual Projected Estimate* 2021-22 Projected Total dollar amount of inventory(1) $738,343 $747,456 $720,000 $846,180(1) $725,000 Dollar value of material issued(1) $1,737,631 $1,678,615 $1,800,000 $1,808,105 $1,810,000 Maintain an inventory turnover ratio of 2.50 or greater(2) 2.35 2.25 2.50 2.14 2.50 Maintain an inventory accuracy rate of 98% or greater 99% 99% 99% 99% 99% Number of deliveries made(3) 924 N/A N/A N/A N/A Percentage of orders fulfilled from internal requisitions(4) N/A 24% 25% 26% 25% (1) Supports inventory accuracy and turnover ratios, and measures efficiency. FY 2020-21 required additional PPE inventory for COVID-19 mitigation. Inventory turnover ratio equals dollar value of material issued divided by total dollar amount of inventory. (3) Effective FY 2019-20, measure discontinued. (4) New measure for FY 2019-20 will encourage increased use of automated requisition process resulting in increased accuracy of inventory, accounting, and reduction of manual and paper processes. (2) * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 338 Table of Contents City of Chandler Management Services 2021-22 Adopted Budget Central Supply - 1225 Goal: Manage the City’s asset recovery program, ensuring departmental surplus property is picked up in a timely manner and an optimal return is received from the redistribution and sale of surplus, obsolete, and scrap material and supplies. Supports Priority Based Budgeting Goal(s): Good Governance Objectives: ♦ Maximize revenue received from the sale of surplus, obsolete, and scrap material. ♦ Provide a high level of service through timely pick-up of departmental surplus property. Measures 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Surplus property revenue(1) $78,803 $94,076 $85,000 $90,000 $95,000 Surplus vehicle revenue $350,387 $448,907 $250,000 $200,000 $250,000 Surplus property picked up within four working days(2) 99% N/A N/A N/A N/A Percentage of surplus property and vehicle auctions ending in sales(3) N/A 99% 99% 99% 99% (1) Surplus property revenue excludes sales from Racketeer Influenced and Corrupt Organization (RICO) forfeiture. Effective FY 2019-20 measure discontinued. (3) New measure for FY 2019-20 reflects effectiveness of auction program, quality of listings, and buyer confidence. (2) Goal: 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: ♦ 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. 2020-21 2018-19 2019-20 2020-21 Year End 2021-22 Measures Actual Actual Projected Estimate* Projected Notify departments of destruction date 30 days prior 99% 99% 99% 99% 99% Records picked-up within four working days 99% 99% 99% 99% 99% * 2020-21 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. 339 Table of Contents City of Chandler Management Services 2021-22 Adopted Budget Central Supply - 1225 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel 391,509 $ 395,397 $ 333,100 $ 394,406 0.74% Ongoing* $ - 391,509 395,397 333,100 394,406 0.74% One-time* - - - - - N/A Professional/Contract 119 - - - - N/A Operating Supplies 5,753 6,805 6,805 5,820 6,805 0.00% Repairs/Maintenance 18,855 2,940 3,011 1,500 2,940 0.00% - 200 200 50 440 120.00% Other Charges/Services 576 400 400 400 400 0.00% Machinery/Equipment - - - - 30,000 N/A Communications/Transportation Capital Replacement 392,596 $ 5,309 5,309 5,309 5,309 5,309 0.00% Total Cost Center - 1225 $ 423,209 $ 407,163 $ 411,122 $ 346,179 $ 440,300 8.14% General Fund $ 423,209 $ 407,163 $ 411,122 $ 346,179 $ 440,300 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual. Authorized Positions Position Title 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Adopted Revised Revised Revised Adopted Revised Lead Supply Specialist 1 1 1 1 1 1 Purchasing and Material Manager 0.1 0.1 0.1 0.1 0.1 0.1 Senior Administrative Assistant 1 1 1 1 1 1 Supply Supervisor 1 1 1 1 1 1 Supply Worker 2 2 2 2 2 2 Total 5.1 5.1 5.1 5.1 5.1 5.1 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 reflects the addition of one-time funding for the replacement of a propane fueled forklift. 340 Table of Contents City of Chandler Management Services 2021-22 Adopted Budget Accounting - 1230 The Accounting Division 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, capital assets, cash management, investments, debt management, grant accounting, and compliance with accounting policies and procedures. 2021-22 Performance Measurements Goal: Provide reliable, timely, accurate accounting services across all City departments in all financial functions. Supports Priority Based Budgeting Goal(s): Good Governance Objectives: ♦ Process payroll, accounts payable vendor payments, accounts receivable invoices and statements, and special assessment billings accurately and in a timely manner. ♦ Ensure a high level of customer service to City department personnel and accurate Oracle entry, providing education when corrections are necessary. Measures 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Accounts payable payments issued 16,542 15,375 15,800 15,665 16,000 Payroll payments processed 51,527 50,439 51,150 50,660 51,150 Goal: Coordinate the annual financial statement audit and prepare the Comprehensive Annual Financial Report. Supports Priority Based Budgeting Goal(s): Good Governance Objectives: ♦ Continue to qualify for the GFOA Certificate of Achievement for Excellence in Financial Reporting award. ♦ Ensure the annual financial statement audit and release of the Comprehensive Annual Financial Report is completed timely. Measures Consecutive years for GFOA Certificate of Achievement for Excellence in Financial Reporting award Complete audit by second week in December Complete release of financial report by third week in December (1) 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 38 39 40 40 41 12/5/19 11/24/20 12/10/21 12/10/21 12/9/22 12/23/19(1) 12/3/20 12/17/21 12/17/21 12/16/22 The financial report was delayed three days due to the inclusion of continuing disclosure schedules. * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 341 Table of Contents City of Chandler Management Services 2021-22 Adopted Budget Accounting - 1230 Goal: Maintain adequate internal controls and adhere to 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 GASB. Measures Compliance with federal and state mandates 2018-19 Actual 2019-20 Actual Compliant Compliant 2020-21 Projected Compliant 2020-21 Year End Estimate* Compliant 2021-22 Projected Compliant * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 342 Table of Contents City of Chandler Management Services 2021-22 Adopted Budget Accounting - 1230 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services 1,612,930 $ 1,630,616 $ 1,581,280 $ 1,647,917 2.17% Ongoing* - 1,612,930 1,630,616 1,581,280 1,647,917 2.17% One-time* - - - - - N/A Professional/Contract 94,226 101,490 101,490 95,190 100,955 -0.53% Operating Supplies 41,016 47,150 47,150 43,523 47,150 0.00% Repairs/Maintenance 3,081 2,700 2,700 2,700 3,530 30.74% Communications/Transportation 1,263 6,136 6,136 - 5,601 -8.72% 500 - - - - N/A 8,954 10,459 11,462 8,916 10,699 2.29% 1.96% Total Personnel $ Insurance/Taxes Other Charges/Services 1,578,070 $ Total Cost Center - 1230 $ 1,727,110 $ 1,780,865 $ 1,799,554 $ 1,731,609 $ 1,815,852 General Fund $ 1,639,701 $ 1,689,467 $ 1,707,587 $ 1,640,209 $ 1,722,200 Workers' Comp Self Ins Trust 37,605 39,654 39,927 39,400 Medical Self Insurance Trust 49,804 51,744 52,040 52,000 Grand Total $ 1,727,110 $ 1,780,865 $ 1,799,554 $ 1,731,609 40,612 53,040 $ 1,815,852 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual. Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Accounting Manager 1 1 1 1 1 1 Accounting Specialist 4 3 3 3 3 3 Accounting Supervisor 2 2 2 2 2 2 Financial Services Analyst 1 1 1 1 1 1 Management Assistant 1 1 1 1 1 1 Payroll Coordinator 1 1 1 1 1 1 Senior Accountant 3 3 3 3 3 3 Senior Accounting Specialist 3 4 4 4 4 4 Senior Payroll Coordinator 1 1 1 1 1 1 Total 17 17 17 17 17 17 Position Title Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. There are no significant budget and staffing changes for FY 2021-22. 343 Table of Contents City of Chandler Management Services 2021-22 Adopted Budget Tax and License - 1240 The Tax and License Division oversees and analyzes the collection and licensing of transaction privilege (sales) and use taxes by the Arizona Department of Revenue (ADOR) and issues business registration and special regulatory licenses. Licensing provides general information and taxpayer education to the public and processes all business registration and special regulatory license applications. License Compliance ensures businesses operating in the City are properly registered and 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. 2021-22 Performance Measurements Goal: To administer the City’s Code to ensure voluntary compliance with the transaction privilege (sales) tax, business registration, and special regulatory licensing requirements through fair, consistent, and equitable treatment of all businesses and citizens. Supports Priority Based Budgeting Goal(s): Good Governance Objectives: ♦ Process registration and license applications in accordance with code requirements and established performance standards. ♦ Maintain a high level of customer satisfaction through the continuous enhancement of business processes and technology. ♦ Verify taxpayer data, as reported to the ADOR, through analytic processes. ♦ Promote voluntary compliance through taxpayer education, compliance audits, and timely collections. Measures Percentage of business registration and regulatory license applications processed timely per code requirements Implement at least five business process or technology improvements Audited Taxpayer Customer Service Survey: Obtain customer satisfaction level above average on at least 90% of surveys Canvass 50% of the City per year to ensure compliance with business registration, regulatory and tax licenses Analyze 10% of active businesses to verify compliance with reporting and payment requirements Audits completed within time limits as prescribed by the Taxpayer Bill of Rights, Arizona Revised Statutes, and ADOR requirements(4) 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 100% 100% 100% 100% 100% 5 5 >5(1) >5(1) 5 100% 100% 100% 100% 100% 45%(2) 50% 50% 10%(3) 50% 10% 10% 10% 10% 10% N/A N/A 100% 100% 100% 2018-19 Actual (1) A new online Business Registration portal has been developed as of October 2020. The process to correct issues with the state for City tax licenses took additional time, reducing the amount of businesses that could be canvassed. With the process changes made in FY 2019-20, meeting the goal can be achieved in future fiscal years. (3) Due to COVID-19 business to business City canvassing was temporarily postponed for safety measures. (4) New measure beginning FY 2020-21. (2) * 2020-21 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. 344 Table of Contents City of Chandler Management Services 2021-22 Adopted Budget Tax and License - 1240 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ 1,484,740 $ 1,656,394 $ 1,664,897 $ 1,367,762 $ 1,679,398 1.39% 1,664,897 1,367,762 1,679,398 1.39% - - N/A Ongoing* - 1,656,394 One-time* - - Professional/Contract - 6,950 6,950 - 6,950 0.00% Operating Supplies 11,940 25,383 33,633 5,950 25,383 0.00% Repairs/Maintenance 4,764 3,000 3,000 2,000 3,000 0.00% Communications/Transportation 18,994 8,000 8,000 10,500 16,250 103.13% Other Charges/Services 689,187 709,092 707,712 688,980 707,712 -0.19% 1.24% Total Cost Center - 1240 $ 2,209,625 $ 2,408,819 $ 2,424,192 $ 2,075,192 $ 2,438,693 General Fund $ 2,209,625 $ 2,408,819 $ 2,424,192 $ 2,075,192 $ 2,438,693 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual. Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Administrative Assistant 1 1 1 0 0 0 Customer Service Supervisor 1 1 1 1 1 1 Financial Analyst 1 1 1 1 1 1 Lead Tax Auditor 1 1 1 1 1 1 Position Title License Inspector 1 1 1 1 1 1 Revenue and Tax Manager 0.5 0.5 0.5 0.5 0.5 0.5 Revenue Collections Supervisor 1 1 1 1 1 1 Revenue Collector 2 2 2 2 2 2 Senior Tax Auditor 4 4 4 4 4 4 Tax and License Representative 3 3 3 3 3 3 Tax and License Specialist 1 1 1 1 1 1 Tax Audit Supervisor 1 1 1 1 1 1 Total 17.5 17.5 17.5 16.5 16.5 16.5 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 reflects the reallocation of ongoing funding for collection software to cost center 1245, Utility Services plus the reversal of the FY 2020-21 reallocation of ongoing funding for education and training to cost center 1180, Management Services Administration, and to cost center 1195, Budget, for education and training and budget process solution software. 345 Table of Contents City of Chandler Management Services 2021-22 Adopted Budget Utility Services - 1245 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 strives to provide the highest quality of customer service possible. 2021-22 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/businesses requiring utility services. ♦ Facilitate on-time payments and collect delinquent receivables to minimize write-offs. 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% Write-off <0.5% of total revenue Increase volume of electronic transactions by 5% 0.38% 0.5% 0.5% 0.5% 0.5% 11% 11% 10% 10% 10% Reduce 90-day aging dollar amount by 20%(1) 15% -13% 11% 0% 15% Measures Activate utility accounts on date specified by customer 100% of the time Issue 100% of utility bills within four days of meter reading (1) 2018-19 Actual Due to COVID-19 on March 16, 2020, the City stopped disconnecting for non-payment and stopped charging late fees increasing the 90-day aging percentage. Beginning October 2020 limited collection activity began with normal collection activity resuming May 2021 thereby reducing the percentage in FY 2020-21, and returning to normal percentages by FY 2021-22. * 2020-21 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 Table of Contents City of Chandler Management Services 2021-22 Adopted Budget Utility Services - 1245 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel 851,163 $ 863,280 $ 822,574 $ 870,654 2.29% Ongoing* $ 755,041 $ - 851,163 863,280 822,574 870,654 2.29% One-time* - - - - - N/A Professional/Contract 5,031 8,000 37,358 500 7,700 -3.75% Operating Supplies 79,572 79,264 79,264 73,000 76,000 -4.12% Repairs/Maintenance 132,340 131,450 131,450 126,876 129,420 -1.54% Communications/Transportation 321,444 312,342 312,342 314,150 321,734 3.01% Other Charges/Services 70,506 75,520 77,903 72,748 76,900 1.83% Building/Improvements - - 20,000 - - N/A Capital Replacement - - - 1,202 - N/A 1.69% Total Cost Center - 1245 $ 1,363,932 $ 1,457,739 $ 1,521,597 $ 1,411,050 $ 1,482,408 General Fund $ 1,363,932 $ 1,457,739 $ 1,521,597 $ 1,411,050 $ 1,482,408 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual. Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Billing and Compliance Specialist 1 1 0 0 0 0 Customer Service Supervisor 1 1 1 1 1 1 Lead Billling and Customer Relations Specialist 0 0 2 2 2 2 Lead Utility Billing Representative 1 1 0 0 0 0 Revenue and Tax Manager 0.5 0.5 0.5 0.5 0.5 0.5 Senior Utility Billing Representative 1 1 1 1 1 1 Utility Billing Representative 5 5 5.625 5.625 5.625 5.625 Utility Services Manager 1 1 1 1 1 1 Total 10.5 10.5 11.125 11.125 11.125 11.125 Position Title Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 reflects the reallocation of ongoing funding for collection software from cost center 1240, Tax and Licensing. As part of the FY 2021-22 amendment process, one-time funding of $5,000 for crypto currency acceptance research was transferred from Council Contingency. 347 Table of Contents City of Chandler Management Services 2021-22 Adopted Budget Environmental Management - 1265 The Environmental Management Division provides environmental regulatory compliance oversight of City operations and facilities and 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 maintains the central environmental compliance files for the City. 2021-22 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 Objectives: ♦ Monitor and resolve environmental non-compliance issues of City operation. ♦ Evaluate likely cases of non-compliance, develop corrective action plans, and educate personnel. 2020-21 2018-19 2019-20 2020-21 Year End Measure Actual Actual Projected Estimate* Environmental facility evaluations/audits performed (1) 68(1) 56 55 55 2021-22 Projected 55 Environmental Facility Audit Project includes 27 facilities in addition to regularly scheduled 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 Objective: ♦ To review environmental due diligence investigations and other environmental investigations in evaluating property acquisitions and redevelopment parcels in a timely manner. Measures Percent of investigations reviewed within five working days of receipt Total number of sites assessed(3) (2) (3) 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 98% N/A 98%(2) N/A N/A 25 28 25 20 20 Measure discontinued in FY 2020-21. As the City reaches build-out the number of reports generated and reviewed will continue to decrease. These reports are generated by other departments that are not part of the Environmental Management daily operations. * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 348 Table of Contents City of Chandler Management Services 2021-22 Adopted Budget 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 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. Measure Asbestos assessments performed 2018-19 Actual 60 2019-20 Actual 54 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 50 50 50 * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 349 Table of Contents City of Chandler Management Services 2021-22 Adopted Budget Environmental Management - 1265 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ 346,994 $ Ongoing* - One-time* 562,814 $ 563,572 $ 470,200 $ 560,765 -0.36% 562,814 563,572 470,200 560,765 -0.36% - - - - - N/A Professional/Contract 30,113 53,401 64,211 35,000 27,801 -47.94% Operating Supplies 3,252 28,739 28,739 17,650 31,595 9.94% Repairs/Maintenance 1,172 4,150 4,150 2,900 1,050 -74.70% Communications/Transportation 324 2,396 2,396 750 2,640 10.18% Insurance/Taxes 500 - - - - N/A 5,480 16,245 16,245 14,500 16,245 0.00% Other Charges/Services Machinery/Equipment - - - 130 25,600 N/A Capital Replacement - 7,055 7,055 7,055 7,055 0.00% -0.30% Total Cost Center - 1265 $ 387,834 $ 674,800 $ 686,368 $ 548,185 $ 672,751 Uninsured Liability Fund $ 387,834 $ 674,800 $ 686,368 $ 548,185 $ 672,751 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual. Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Environmental Program Coordinator 1 0 0 0 0 0 Environmental Program Manager 1 1 1 1 1 1 Environmental Program Specialist 1 1 1 1 1 1 Environmental Program Technician 0 1 1 1 1 1 Storm Water Program Specialist 0 0 0 1 1 1 Storm Water Programs Coordinator 0 0 0 1 1 1 Total 3 3 3 5 5 5 Position Title Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. There are no significant budget and staffing changes for FY 2021-22. 350 Table of Contents City of Chandler Management Services 2021-22 Adopted Budget Environmental Management Liabilities - 1266 Budget Summary 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Description Personnel Services Total Personnel Ongoing* One-time* Expenditures Budget Budget Expenditures Budget Adopted Professional/Contract 107,611 377,600 434,597 243,000 377,600 0.00% 9,240 1,310 95,600 - 95,600 - 7,040 - 95,600 - 0.00% N/A 0.00% $ Operating Supplies Wastewater Improvements 53 $ - - $ - - $ - - $ - - Total Cost Center - 1266 $ 118,215 $ 473,200 $ 530,197 $ 250,040 $ 473,200 Uninsured Liability Fund $ 118,215 $ 473,200 $ 530,197 $ 250,040 $ 473,200 N/A N/A N/A 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 FY 2021-22. 351 Table of Contents City of Chandler Management Services 2021-22 Adopted Budget Non-Departmental - 1290 Budget Summary Description Personnel Services Total Personnel 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted $ 21,245,100 $ 18,542,588 $ 26,432,570 $ 15,864,775 $ 30,884,200 45.37% 103.94% Ongoing* 26,432,570 2,702,500 916,442 489,725 5,511,500 One-time* - 18,542,600 17,626,146 15,375,050 25,372,700 36.83% 2,831,487 3,847,188 4,427,322 3,220,657 4,444,188 15.52% Professional/Contract Operating Supplies Insurance/Taxes Rents/Utilities 9,742 349,359 1,099,359 494,465 417,359 19.46% 21,993,414 25,040,000 27,314,208 24,860,139 27,040,000 7.99% - 200,000 200,000 - 200,000 0.00% Other Charges/Services 1,736,187 2,066,920 2,267,643 1,453,832 2,352,542 13.82% Contingencies/Reserves - 132,263,210 82,938,566 - 198,378,473 49.99% Building/Improvements - 50,000 50,000 - - -100.00% 480,000 - 946,739 97.24% $ 137,319,686 $ 45,893,868 $ 264,663,501 42.64% Capital Replacement Total Cost Center - 1290 - 480,000 $ 53,003,400 $ 185,541,777 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual. 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 are detailed earlier in this section and are comprised of: • Personnel Services: Includes ongoing compensation changes anticipated for employee groups, but not yet determined (e.g., merit, market adjustments, or other personnel cost changes negotiated by union groups). One-time funding is also included for a PSPRS additional payment towards the Unfunded Liability ($22 million), a reserve for Public Safety personnel costs related to early hires for upcoming known retirements, a reserve for compensated absences for overtime coverage of light duty and military absences, a reserve for anticipated class and compensation adjustments resulting from an upcoming study, and a reserve to cover the costs of mid-year reclasses when departments are unable to cover them. The majority of the FY 2021-22 ongoing Personnel Services budget is anticipated to be spent within other departments after transfers of this appropriation once final decisions regarding general employees are known and Public Safety Police market survey is completed. Since MOU were approved for two years, the Police and Fire merits and Fire market has already been included within the department’s budgets. • Operations and Maintenance Categories: Includes costs that are citywide in nature, including City memberships, professional services, citywide contracts, self-insurance fund contracts, insurance and claim budgets (e.g., 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 ($38.8 million), General Fund lump-sum reserve for future developer agreement payouts, grant match reserves, Council Contingency for City Council’s use during the budget amendment process or during the year for various initiatives (excluded for FY 2020-21), and encumbrance reserves which reflect appropriation from FY 2020-21 anticipated to be unspent at year end. This carryforward appropriation is for operating cost centers within all funds. Once FY 2020-21 closes, these encumbrance reserves are allocated to each department’s cost centers based on actual encumbrances outstanding. Fund detail comprising the appropriation for the FY 2021-22 Budget is shown on the next page. 352 Table of Contents City of Chandler Management Services 2021-22 Adopted Budget Non-Departmental - 1290 Description General Fund 2019-20 2020-21 2020-21 2020-21 2021-22 Actual Adopted Adjusted Estimated Adopted Expenditures Budget Budget Expenditures Budget $ 96,811,673 $ 45,066,164 $ 27,898,357 $ 16,983,679 $ 80,828,928 Police Forfeiture Fund - 29,000 29,000 - 22,000 Highway User Revenue Fund (HURF) - 4,006,700 3,057,803 - 1,713,400 Local Transportation Assistance Fund (LTAF) - 1,015,200 1,000,450 - 54,200 Grant Fund - Operating - 5,000,000 10,670,012 500,000 74,762,956 HOME Program Fund - 297,442 294,156 - 23,000 Community Development Block Grant Fund (CDBG) - 275,900 5,809 - 308,000 Public Housing Authority Family Sites Fund - 54,700 - - 68,655 Public Housing Authority Elderly and Scattered Site Fund - 87,500 39,831 - 68,300 Public Housing Authority Management Fund - 3,600 2,010 - 13,200 Public Housing Authority Family Self Sufficiency Fund - 3,100 12 - 5,500 Housing Authority Section 8 Voucher Fund - 12,000 4,762 - 190,934 Capital Fund Program Grant Fund - 110,678 106,830 - 25,692 Proceeds Reinvestment Projects Fund - 88,800 88,800 - 2,000 General Obligation Debt Service Fund - 1,835,030 1,835,030 - 334,584 General Government Capital Projects Fund - - 1,131,023 - - Capital Replacement Fund - Contingency - 100,000 100,000 - 105,777 Technology Replacement Fund - Contingency - 984,000 212,610 - 1,589,000 Vehicle Replacement Fund - Contingency - 2,644,000 3,737,498 - 997,200 Street Bond Fund - - 2,448,680 - - Storm Sewer GO Bond Fund - - 180 - 31,199 16,600 Arterial Street Impact Fees Fund - 2,501,500 3,978,532 - Park Bond Fund - - 307,683 - - Municipal Arts Fund - 23,000 23,000 - 51,000 Park System Development Fund - 500 17,976 - - Parks NW System Development Fund - 155,500 155,500 - 6,000 Parks NE System Development Fund - 409,000 409,000 - 6,000 Parks SE System Development Fund - 5,000,500 5,062,776 - 6,000 16,600 Library Impact Fund - 59,300 59,300 - Art Center Bond Fund - - 5,211 - - Museum Bond Fund - - 10,000 - 2,000 Public Building Impact Fees Fund - 41,500 41,500 - 16,600 Public Facility Bond Fund - 500 500 - 400 Police Bond Fund - 20,000 36,963 - - Police Impact Fees Fund - 1,500 1,500 - 231,000 Fire Bond Fund - 60,000 123,049 - - Fire Impact Fees Fund - 201,500 254,623 - 16,600 Water Bond Fund - 3,533,967 3,936,617 - - Water System Development Fund - 3,574,084 3,577,355 - 2,185,531 297,651 8,948,660 5,132,226 345,000 11,688,600 Reclaimed Water System Development Fund Water Operating Fund - 501,500 569,059 - 16,600 Wastewaster Bond Fund - 1,000,000 1,000,000 - - 3,109 432,300 444,460 - 229,400 Reclaimed Water Fund Wastewater System Development Fund Wastewater Operating Fund - 5,924,476 5,924,476 - 24,900 220,172 5,511,350 3,340,006 285,000 50,529,200 Wastewater Industrial Process Treatment Facilty Fund Solid Waste Operating Fund - 1,765,200 21,564 - 2,005,600 118,337 1,320,918 856,351 120,000 2,243,800 Airport Operating Fund - 76,100 38,500 - 220,725 1,922,501 3,571,602 4,179,096 2,200,000 3,581,600 Insured Liability Self Insurance Fund - 588,200 500,026 - 808,700 Uninsured Liability Self Insurance Fund - 578,800 510,235 - 599,420 146,244 540,100 540,000 260,000 565,700 Dental Self Insurance Fund 1,883,192 2,605,000 2,605,000 1,680,000 2,619,000 Medical Self Insurance Trust Fund Workers' Compensation Self Insurance Trust Fund Short Term Disability Self Insurance Fund 20,513,837 23,215,700 23,806,745 23,520,189 25,819,400 Museum Trust Fund - 4,000 4,000 - 4,000 Park & Recreation Trust Fund - 15,000 15,000 - - Library Trust Fund - 1,197 1,197 - 8,000 Grand Total $ 53,003,400 $ 185,541,777 $ 137,319,686 $ 45,893,868 $ 264,663,501 353 Table of Contents City of Chandler Management Services 2021-22 Adopted Budget Non-Departmental - 1290 Budget Detail Description 2020-21 2021-22 Adopted Adopted Budget Budget Personnel Services Employee Compensation $ One-time Personnel 2,402,500 $ 5,186,500 18,542,600 25,372,700 Self Insurance - Short Term Disability 200,000 225,000 Employee Retirement Health Savings Plan 100,000 100,000 21,245,100 30,884,200 SUBTOTAL Professional Services Self Insurance - Delta Dental Contract Services Self Insurance - Medical Contract Services Self Insurance - Short Term Disability Services Legal Services 115,000 119,000 2,200,000 2,805,000 40,000 40,000 - 50,000 County Animal Control Contract 222,000 222,000 Other Professional Services 211,188 261,188 Priority Base Budgeting Consultant and Software 20,000 7,000 - 140,000 Comprehensive Impact Fee Study Biennial Impact Fee Audit 14,000 - Franchise Fee Audit 50,000 - Smart City Pilot - Information Technology 75,000 - Technology Reserve 400,000 300,000 Photo Red Light and Speed Control Fees 500,000 500,000 3,847,188 4,444,188 One-time Fuel Reserve 333,000 333,000 Microcomputer Software 16,359 47,359 - 37,000 349,359 417,359 Workers' Comp Self Insurance Claims 3,000,000 3,000,000 Dental Self Insurance Claims 2,000,000 2,000,000 Medical Self Insurance Claims 20,000,000 22,000,000 Other Taxes 40,000 40,000 SUBTOTAL 25,040,000 27,040,000 SUBTOTAL Operating Supplies Employee Recognition SUBTOTAL Insurance and Taxes 354 Table of Contents City of Chandler Management Services 2021-22 Adopted Budget Non-Departmental - 1290 Budget Detail Description 2020-21 2021-22 Adopted Adopted Budget Budget Rents and Utilities One-time Utility Reserve $ SUBTOTAL 200,000 $ 200,000 200,000 200,000 Other Charges and Services One-time Citywide Banking Fees Education and Training - Fire Academy Reserve 30,000 34,000 - 335,000 Maricopa County Association of Governments - Dues 50,360 51,481 Membership and Subscription Fees - i.e. League of Cities, ICMA 158,560 199,911 Fee Waiver Adjustment 339,000 339,000 Peer Recognition 10,000 10,000 City to City Opportunities 5,000 5,000 Domestic Violence Commission Meeting 1,000 1,000 5,000 5,000 Veteran's Event Traffic Safety Enhancements 100,000 - Physical Inventory Adjustment 10,000 10,000 Strategic Economic Development Opportunities 531,000 535,150 Bad Debt Reserve - Gen., Water, Wastewater, Reclaimed, Solid Waste and Airport 827,000 827,000 2,066,920 2,352,542 SUBTOTAL Contingencies and Reserves Contingencies 105,765,760 103,693,472 Grant Operating - Reserve 5,100,000 66,050,000 Lump Sum Reserves/Developer Agreements 1,250,000 1,250,000 Encumbrance and Carryforward Reserves 20,147,450 27,385,001 - - 132,263,210 198,378,473 50,000 - 50,000 - 480,000 946,739 480,000 946,739 Mayor and Council Reserve SUBTOTAL Building Improvements Citywide Security Enhancements SUBTOTAL Capital Replacement Fleet Replacement SUBTOTAL TOTAL $ 185,541,777 $ 264,663,501 355 Table of Contents City of Chandler Management Services 2021-22 Adopted Budget Non-Departmental Contingencies/Reserves - 1290 Budget Summary Description General Fund 15% Contingency $ General Fund Contingency AZ Cares Act General Fund Grant Match Reserve 2020-21 2021-22 % Change Adopted Adopted Adopted to Budget Budget Adopted 38,826,300 11.46% 29,983,456 34,833,900 $ - -100.00% 100,000 100,000 0.00% General Fund Development Reserve 750,000 750,000 0.00% General Fund Encumbrance Reserve 5,700,000 5,801,700 1.78% General Fund Carryforward Reserve 1,603,750 1,698,300 5.90% General Fund Council Reserve - - N/A Debt Service Fund Contingency 1,835,030 334,584 -81.77% Special Revenue Funds Contingencies 4,349,920 701,581 -83.87% Special Revenue Funds Grant Reserve 5,000,000 65,950,000 1219.00% Special Revenue Funds Encumbrance Reserve 1,497,800 1,575,500 5.19% Special Revenue Funds Carryforward Reserve - 8,812,956 N/A 7,874,628 56,800,000 621.30% 500,000 500,000 0.00% Enterprise Funds Contingencies Enterprise Funds Lump Sum Enterprise Funds Encumbrance Reserve 8,305,900 7,904,625 -4.83% System Development Fees Funds Contingencies 18,356,860 2,391,631 -86.97% System Development Fees Funds Encumbrance Reserve - 10,800 N/A Bond Funds Contingencies 4,614,467 33,599 -99.27% Self Insurance Funds Contingencies 2,816,302 2,800,000 -0.58% 370,000 631,920 70.79% 1,101,197 1,805,777 63.98% 949,200 -64.45% 198,378,473 49.99% Self Insurance Funds Encumbrance Reserve Other Funds Contingencies Other Funds Encumbrance Reserve 2,670,000 Total Contingency/Reserves for Cost Center - 1290 $ 132,263,210 $ 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 one-time opportunities, and appropriation transfers to allow spending in other funds. Use of this reserve requires City Council approval except as delegated in the budget resolution. The amount appropriated in the budget is $38.8 million. This amount does not accumulate. The unspent portion goes back to the General Fund at fiscal year close and is recalculated and replenished annually based on the anticipated General Fund operating revenues, excluding transfers-in, for the next fiscal year. 356 Table of Contents City of Chandler Management Services 2021-22 Adopted Budget Special Revenue Funds Grant Reserve Significant additions were made to the Special Revenue Funds Grant Reserve to accommodate America Rescue Plan Act (ARPA) funding that was signed into law by the federal legislature to assist State and Local Governments with the impacts of COVID-19 on communities and residents. Grant Reserves were added to meet the appropriation needs for spending of these federal dollars for programs and services that meet funding requirements. All Fund Contingency/Reserves City Charter Section 5.08 requires that fund contingency and interdepartmental transfers of unencumbered appropriations be approved by the City Manager and City Council. 357 Table of Contents City of Chandler Management Services 2021-22 Adopted Budget Non-Departmental Capital - 1291 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Expenditures Budget Adjusted Estimated Adopted Adopted to Budget Expenditures Budget Adopted Personnel Services Total Personnel $ Ongoing* One-time* 34,605 $ - $ - $ 1,625 $ - N/A - - - 1,625 - N/A - - - - - N/A Professional/Contract Operating Supplies (273,623) 5,663 - 96,485 - 55,325 718 66,000 - N/A N/A Repairs/Maintenance Insurance/Taxes Rents/Utilities 1,920 91,296 389,309 - 254,348 33,037 740 378,168 - N/A N/A N/A Other Charges/Services 30,797 - - 9,400 - N/A -2.94% - 8,712,143 250,000 - 8,456,082 Land/Improvements Contingencies/Reserves 28,169 - - - - N/A Building/Improvements Machinery/Equipment 5,194,791 48,220 - 8,528,058 434 65,101 41,267 34,000 N/A N/A - - - - 137,000 N/A 18,942 - - - - N/A -0.22% Office Furniture/Equipment Street Improvements Total Cost Center - 1291 $ 5,570,090 $ 8,712,143 $ 9,162,362 $ 552,344 $ 8,693,082 Gen Gov't Capital Projects Fund $ 5,562,265 $ 8,712,143 $ 9,162,362 $ 552,344 $ 8,693,082 Grant Capital Fund Grand Total 7,825 $ 5,570,090 $ 8,712,143 $ 9,162,362 $ 552,344 $ 8,693,082 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual. 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, Non-Departmental, 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. Additional detail on the capital program is available in the 2022-2031 Capital Improvement Program. 358 Table of Contents City of Chandler Management Services 2021-22 Adopted Budget Equipment Replacement - 402 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Budget Budget Expenditures Budget Adopted Expenditures Machinery/Equipment $ - $ 288,000 $ 575,390 $ - $ 291,283 1.14% Total $ - $ 288,000 $ 575,390 $ - $ 291,283 1.14% Police $ - $ 288,000 $ 575,390 $ - $ 291,283 Equipment Replacement Fund $ - $ 288,000 $ 575,390 $ - $ 291,283 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. Currently, very little of the City’s equipment is budgeted in this fund for future replacement. A review of this fund is in process to expand its use to all departments. FY 2021-22 reflects funding for the replacement of police communication equipment. 359 Table of Contents City of Chandler Management Services 2021-22 Adopted Budget Technology Replacement - 403 Budget Summary Description Operating Supplies 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted $ Repairs/Maintenance - $ 969,305 Machinery/Equipment - $ 1,033,000 4,306,271 4,386,210 2,888,791 $ 185,495 N/A 1,310,677 942,000 -8.81% 1,253,240 -70.90% $ 4,862,624 $ 5,339,271 $ 5,434,979 $ 5,434,979 $ 2,380,735 -55.41% Technology Replacement Fund $ 4,862,624 $ 5,339,271 $ 5,434,979 $ 5,434,979 $ 2,380,735 Total 3,893,319 - $ 1,048,769 1,235,511 Significant Budget Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. 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 FY 2020-21, the City worked on several major technology replacement projects. This included regularly scheduled replacements of desktop and laptop computers; citywide data storage and server replacements; and citywide intermediate distribution frame replacements. FY 2021-22 replacement plans include regularly scheduled replacements of desktop and laptop computers, citywide data storage and server replacements, and network infrastructure within various City buildings. 360 Table of Contents City of Chandler Management Services 2021-22 Adopted Budget Vehicle Replacement - 404 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Adopted Expenditures Budget Budget Machinery/Equipment $ 2,058,445 $ 1,429,280 $ 2,529,791 $ 1,705,873 $ 2,414,400 68.92% Total $ 2,058,445 $ 1,429,280 $ 2,529,791 $ 1,705,873 $ 2,414,400 68.92% Gen Gov't - Buildings & Facilities $ 22,992 $ - $ - $ - $ 137,900 Gen Gov't - Transportation Policy - - - - Community Services - Aquatics 62,835 - - - 30,500 44,300 Community Services - Parks 86,104 - - - 177,000 Community Services - Recreation - - - - 27,300 Development Services - Planning - - - - 25,600 Development Services - Building Safety Development Services - Engineering Fire Information Technology Management Services - Central Supply - - - - 76,800 342 - - - 99,300 87,068 - - - - - - - - 28,000 58,800 - - - - 14,600 - - - - 1,443,551 1,244,800 2,345,311 1,705,873 1,377,400 Public Works & Utilities - Streets 57,135 - - - 45,600 Public Works & Utilities - Traffic Engineering 2,491 - - - - - - - - 33,600 Neighborhood Services Police Public Works & Utilities - Utilities Admin Public Works & Utilities - Solid Waste 34,551 - - - 32,500 Public Works & Utilities - Water 141,941 135,650 135,650 - 189,300 Public Works & Utilities - Wastewater Vehicle Replacement Fund 104,835 $ 2,058,445 48,830 $ 1,429,280 48,830 $ 2,529,791 $ 1,705,873 30,500 $ 2,414,400 Significant Budget Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. Deferring Fleet replacements during 2020 was one of the expenditure measures put in place to help minimize revenue shortfalls. During FY 2019-20, a review of the Vehicle Replacement Program was completed, and new policies developed. Vehicle counts are tracked by department and fund, and upon replacement, the value is updated with upfitting and a new ongoing contribution calculated. Contribution totals and adjustments are budgeted by cost center and included in base budget memos for more accurate tracking. The Vehicle Replacement Fund allows for the ongoing replacement of citywide operating fleet vehicles, except those specially determined as capital and replaced through the CIP. 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 FAC. Final replacement recommendations are made after extensive discussion and research between the divisions and the FAC. 361 Table of Contents Table of Contents City of Chandler Neighborhood Resources 2021-22 Adopted Budget Assistant City Manager Neighborhood Resouces Administration Neighborhood Preservation Community Development Housing and Redevelopment Community Resources 363 Table of Contents City of Chandler Neighborhood Resources 2021-22 Adopted Budget Neighborhood Resources Department Overview The FY 2019-20 Actual, FY 2020-21 Adopted, FY 2020-21 Estimated Expenditures, and FY 2021-22 Adopted Budget may show significant differences due to impacts from the COVID-19 pandemic. Therefore, when comparing between budget years, consider that the FY 2020-21 budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize potential impacts from revenue shortfalls, but the FY 2021-22 Adopted Budget anticipates services returning to some normalcy during the year. Refer to the Executive Summary for additional details on the effects caused by the COVID-19 pandemic. 2019-20 2020-21 2020-21 2021-22 % Change Actual Expenditures Expenditures by Cost Center Neighborhood Resources Administration $ 338,723 Neighborhood Preservation 1,285,823 Community Resources Housing and Redevelopment 8,354,792 Housing and Redevelopment Capital Community Development 2,848,592 Total $ 12,827,931 Adopted Budget $ 452,234 1,430,589 175,289 10,153,927 12,204,324 $ 24,416,363 $ $ 4,173,141 $ 4,808,497 $ 4,795,383 $ 4,863,592 - 4,732,547 4,719,433 4,863,592 2.77% 8,654,790 Total $ 12,827,931 75,950 14,706,029 $ 19,514,526 75,950 19,620,980 $ 24,416,363 15,836,321 2,900,000 $ 23,599,913 -100.00% 7.69% N/A 20.94% Staffing by Cost Center Neighborhood Resources Administration Neighborhood Preservation Community Resources Housing and Redevelopment Community Development Total 2019-20 Revised 2.000 15.208 0.000 23.792 9.000 50.000 2020-21 Adopted 2.000 15.208 2.000 23.500 7.292 50.000 2020-21 Revised 2.000 15.208 2.000 23.500 7.292 50.000 288,890 1,829,801 376,696 13,845,639 2,900,000 4,358,887 $ 23,599,913 Adopted to Adopted 280,649 1,572,307 303,424 13,334,522 4,023,624 $ 19,514,526 Ongoing(1) (1) Estimated Expenditures $ Expenditures by Category Personnel & Benefits Total Personnel One-time(1) Operating & Maintenance Capital - Major Adopted Budget 2.94% 16.38% 24.15% 3.83% N/A 8.33% 20.94% % Change Adopted to 2021-22 Adopted Adopted 2.000 0.00% 16.208 6.58% 2.000 0.00% 22.500 -4.26% 8.292 13.71% 51.000 2.00% Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. 364 Table of Contents City of Chandler Neighborhood Resources 2021-22 Adopted Budget 2020-21 Accomplishments  The Graffiti Elimination Team removed over 50,000 square feet of graffiti from over 1,100 sites throughout the City.  Processed 20% more Temporary Sales and Promotional Events (TSPE) and premises extension applications in response to COVID-19 capacity limitations placed on businesses. This effort provided vital support to businesses during the COVID-19 pandemic and helped make Chandler events safe and successful.  Fully implemented new code enforcement case management software and mobility hardware to increase staff efficiency and effectiveness.  Implemented the newly adopted Property Maintenance Ordinance that is more concise and transparent for residents.  Neighborhood Programs has awarded 20 neighborhood grants totaling over $34,000 for cleanup events, common wall, and landscaping improvements, and to humanely address the overpopulation of feral cats.  Neighborhood Programs received over $25,000 from local businesses to create and enhance community programs.  Implemented a new online platform to allow public and Housing Choice Voucher (HCV) residents to file required paperwork online through a secured Rent Cafe Resident portal.  Public Housing Youth Program delivered 4,300 lunches, and over 3,000 books to youth residents; conducted virtual after school and small group activities.  Developed a landlord incentive program to encourage landlords to accept HCV residents, the program includes a $400 sign-up bonus; eight new landlords are participating in the program.  Senior housing services at Kingston include the administration of COVID-19 vaccinations, over 3,000 food boxes, flu shots and 37 essential care packages.  Worked with the Chandler Human Relations Commission to produce a Diversity and Inclusion survey for residents, resulting in 665 total responses and reported recommendations to increase the City’s overall goals and objectives on Diversity and Inclusion measures.  Planned and executed the Veterans Path of Honor, which is an annual outdoor event to highlight over 20 Chandler Veterans. This added additional Chandler Veterans to the Chandler Museum database.  Facilitated the Annual Operation Back to School event (drive-thru style) at four Chandler schools during a pandemic. With over 60 partners and collections over $30,000 from community groups and businesses, provided backpacks and supplies for Chandler students.  Oversaw and facilitated the distribution of over $90,000 from Intel Corporation to Chandler nonprofits going above and beyond in services to help those in need due to COVID-19.  Implemented the Chandler CARES Team to assist Chandler residents facing crisis because of COVID-19 to connect them to emergency resources.  Allocated $799,500 AZCARES funds to non-profit organizations serving Chandler residents to assist with increased demand for services, the need for PPE and other activities necessary to operate in a COVID-19 environment, and needs related to lack of volunteers and inability to fundraise.  Applied for, received, and allocated over $13 million in Emergency Rental Assistance Program and Community Development Block Grant-Coronavirus (CDBG-CV) funds to assist Chandler residents impacted by COVID-19 with rent and utility payments.  Expanded services to Chandler residents living unsheltered by hiring two temporary Community Navigators and opening Operation Open Door, which provides non-congregate emergency shelter to persons particularly vulnerable to COVID-19. Operation Open Door has a 90% successful exit rate, with 80% exiting to permanent housing. 365 Table of Contents City of Chandler Neighborhood Resources 2021-22 Adopted Budget Neighborhood Resources Administration - 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. The Neighborhood Resources Administration Division provides administrative oversight for Code Enforcement, Community Development, Neighborhood Programs, Diversity Programs, and Housing and 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, the division administers programs and services that enhance and sustain neighborhoods throughout the City. 2021-22 Performance Measurements Goal: Ensure long-term effective governance of state, federal, and local funding for human service programs. Support Priority Based Budgeting Goal(s): Good Governance; Attractive Community; Sustainable Economic Health Objective: ♦ Effective regulatory management of funding through program compliance. In Compliance 2020-21 Projected In Compliance 2020-21 Year End Estimate* In Compliance 2021-22 Projected In Compliance In Compliance In Compliance In Compliance In Compliance Measures Compliance with HUD Public Housing regulations 2018-19 Actual 2019-20 Actual In Compliance Compliance with HUD Community Planning & Development regulations In Compliance Goal: Enhance the quality of life to residents through the efficient and effective delivery of neighborhood and human services. Support Priority Based Budgeting Goal(s): Attractive Community; Sustainable Economic Health Objective: ♦ Maximize service capacity by leveraging public and community resources. Measure Number of initiatives with community partners 2018-19 Actual 2019-20 Actual 621 579(1) 2020-21 Projected 599 2020-21 Year End Estimate* 593 2021-22 Projected 625 (1) Due to COVID-19, the reduction in the number of programs resulted in a reduction of partners. * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 366 Table of Contents City of Chandler Neighborhood Resources 2021-22 Adopted Budget Neighborhood Resources Administration - 1060 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services 272,698 $ 275,968 $ 282,937 $ 280,939 3.02% Ongoing* - 272,698 275,968 282,937 280,939 3.02% One-time* - - - - - N/A Professional/Contract 65,306 2,201 81,872 78,037 2,201 0.00% Operating Supplies 4,986 3,100 3,100 4,000 2,000 -35.48% Repairs/Maintenance 609 - - 1,000 1,000 N/A Communications/Transportation 81 1,650 1,650 189 1,550 -6.06% Insurance/Taxes 500 - - - - N/A Other Charges/Services 515 1,000 1,000 1,071 1,200 20.00% Total Personnel $ Building/Improvements 266,726 $ - N/A Total Cost Center - 1060 $ 338,723 $ 280,649 $ 448,590 85,000 $ 452,234 85,000 $ 288,890 2.94% General Fund $ 338,723 $ 280,649 $ 448,590 $ 452,234 $ 288,890 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions Position Title Management Assistant Neighborhood Programs Supervisor Neighborhood Resources Director Total 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised 2 1 1 4 Revised 1 0 1 2 Revised 1 0 1 2 Adopted 1 0 1 2 Revised 1 0 1 2 Adopted 1 0 1 2 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. There are no significant budget and staffing changes for FY 2021-22. 367 Table of Contents City of Chandler Neighborhood Resources 2021-22 Adopted Budget . Neighborhood Preservation - 1061 The Neighborhood Preservation Division consists of the Neighborhood Programs Unit and the Code Enforcement Unit. The Neighborhood Programs Unit builds community by assisting residents with the identification of resources and by providing training and educational activities to develop and empower neighborhood leaders. The Code Enforcement Unit provides programs and services, 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. 2021-22 Performance Measurements Goal: Build community by facilitating communication among neighbors. Support Priority Based Budgeting Goal(s): Attractive Community; Sustainable Economic Health Objective: ♦ Enlist resident leadership and encourage communication through neighborhood programs and services. 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Number of neighborhood grants funded 52(1) 42(1) 15 10 15 Number of registered neighborhood groups 335 324 330 330 330 1,227 1,243 1,200 1,245 1,250 Measures Number of neighborhood leaders representing registered neighborhood groups (1) Neighborhood Enhancement Grants increased due to the ability to use prior years funding for additional grant awards. Goal: Educate and empower residents through training and development. Support Priority Based Budgeting Goal(s): Attractive Community Objective: ♦ Provide training to residents on resources to enhance the quality of life within neighborhoods. Measures Number of residents attending neighborhood training opportunities and classes(2) 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 361 130 200 0(3) 100 Number of neighborhood training and classes offered(2) 10 4 10 11 15 Number of neighborhood mediation requests(4) 4 N/A N/A N/A N/A (2) Most classes were postponed or converted to a virtual format due to COVID-19. Unable to capture virtual attendance numbers. (4) Effective FY 2019-20 measure discontinued; meditation suspended indefinitely due to the closure of the private law school sponsoring the program. (3) * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 368 Table of Contents City of Chandler Neighborhood Resources 2021-22 Adopted Budget Neighborhood Preservation - 1061 Goal: Improve and preserve quality of life and protect public health, safety, and welfare. Supports Priority Based Budget Goal(s): Attractive Community; Safe Community; Good Governance Objectives: ♦ Partner with the community to promote compliance with City Code through collaboration, education, and enforcement. ♦ 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 Percentage of proactively initiated cases (1) (2) 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 35% 40% 50% 60% 50% Total number of inspections completed Percentage of initial inspections conducted within two days of receipt of a complaint 42,785 33,434(1) 50,000 35,000(1) 40,000 50%(2) 55%(2) 75% 85% 95% Total number of graffiti sites abated 1,021 1,046 1,000 1,000 1,000 Total square footage of graffiti removed 40,671 53,754 50,000 40,000 45,000 There was a moratorium on inspections for a period of time due to COVID-19. Lower percentages are a result of vacant staff positions. * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 369 Table of Contents City of Chandler Neighborhood Resources 2021-22 Adopted Budget Neighborhood Preservation - 1061 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted $ Personnel Services Total Personnel 1,373,134 $ 1,394,063 $ 1,098,878 $ 1,488,750 8.42% Ongoing* 1,070,784 $ - 1,373,134 1,394,063 1,098,878 1,488,750 8.42% One-time* - - - - - N/A Professional/Contract 87,794 72,125 209,398 201,972 128,041 77.53% Operating Supplies 51,461 55,337 55,843 58,833 63,484 14.72% Repairs/Maintenance 2,107 3,500 3,500 3,500 31,100 788.57% Communications/Transportation 26,610 25,800 25,800 24,300 37,000 43.41% - 500 - N/A Insurance/Taxes - Other Charges/Services 7,273 4,100 4,100 4,295 4,100 0.00% Machinery/Equipment Office Furniture/Equipment 1,359 123 - - - 32,100 - N/A N/A 45,226 18.05% Total Cost Center - 1061 Capital Replacement $ 1,285,823 38,311 $ 1,572,307 38,311 $ 1,731,015 38,311 $ 1,430,589 38,311 $ 1,829,801 16.38% General Fund $ 1,285,823 $ 1,572,307 $ 1,731,015 $ 1,430,589 $ 1,829,801 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. 370 Table of Contents City of Chandler Neighborhood Resources 2021-22 Adopted Budget Neighborhood Preservation - 1061 Authorized Positions Position Title Administrative Assistant Code Enforcement Supervisor Code Inspector Commercial Code Inspector Graffiti Abatement Technician Lead Code Inspector Neighborhood Enhancement Coordinator Neighborhood Preservation Supervisor Neighborhood Preservation Technician Neighborhood Programs Administrator Neighborhood Resources Management Assistant Neighborhood Services Manager Neighborhood Services Specialist Neighborhood Services Supervisor Senior Administrative Assistant Total 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised 1 0 6 1 1 0 0 2 0 0 0 1 1 0 0 13 Revised 1 0 5.5 1 1 0 0 2 0 1 1 1 1 0 0 14.5 Revised 1 1 4.5 1 1 1 2 0 0.708 1 0 1 0 1 0 15.208 Adopted 1 1 4.5 1 1 1 2 0 0.708 1 0 1 0 1 0 15.208 Revised 0 1 4.5 1 1 1 2 0 0.708 1 0 1 0 1 1 15.208 Adopted 0 1 4.5 2 1 1 2 0 0.708 1 0 1 0 1 1 16.208 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 includes related one-time and ongoing operations and maintenance funding for the Commercial Code Inspector position, along with one-time funding for neighborhood beautification efforts and ongoing funding for Neighborhood Grants. During FY 2020-21, one Administrative Assistant position was reclassified to Senior Administrative Assistant. Effective July 1, 2021, one Housing Maintenance Worker position transferred from cost center 4650, Housing and Redevelopment, and is reclassified to Commercial Code Inspector. 371 Table of Contents City of Chandler Neighborhood Resources 2021-22 Adopted Budget Community Resources - 1062 The Community Resources Division is committed to promoting diversity and collaborative community volunteer initiatives for Chandler residents through cultural awareness and For Our City – Chandler programs. The division’s goal is to implement innovative concepts that improve the quality of life for all residents and cultivate an inclusive culture through engagement of City departments, non-profits, business partners, faith agencies, cultural organizations, and community members. This division will also assist our business community with both their volunteer and diversity and inclusion outreach efforts. 2021-22 Performance Measurements Goal: To facilitate For Our City – Chandler program initiatives in support of neighborhood enhancement and community activities that provide for social service needs among underrepresented and underserved populations. Support Priority Based Budgeting Goal(s): Attractive Community; Sustainable Economic Health Objectives: ♦ Encourage volunteer efforts in support of residents in need. ♦ To coordinate service needs of the City and non-profit organizations with the service resources of faith-based communities, employers, business groups, and others in the Chandler area. 2020-21 2018-19 2019-20 2020-21 Year End 2021-22 Measures Actual Actual Projected Estimate* Projected Number of community programs and staff led volunteer projects 55 209(1) 40 80(2) 100(3) Number of participants involved in the volunteer projects 2,146 2,278 2,000 1,080 1,180 Number of partnerships with corporate, social, non-profit, and faith-based groups 149 160 160 181 200 Number of initiatives completed through these partnerships 13 9 10 7 9 (1) Increase is due to the October 2019 For Our City Day which had an increase in the number of homes improved. Due to COVID-19, the number of requests for volunteers from our Let’s Pull together program has decreased. The population served under the Let’s Pull Together program is typically our vulnerable population, such as elderly and veterans, who are hesitant for service due to COVID-19. In addition to the lower number of requests, Pancakes and Pavers event was cancelled for 2020. (3) With restriction slowly being lifted, we predict the number of projects will gradually increase. (2) * 2020-21 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. 372 Table of Contents City of Chandler Neighborhood Resources 2021-22 Adopted Budget Community Resources - 1062 Goal: To promote Chandler as an inclusive community that values its rich diversity, history, and culture. Support Priority Based Budgeting Goal(s): Contemporary Culture/Unified Objectives: ♦ Collaborate with community groups to promote inclusion and diversity. ♦ Conduct and support diversity education programs in schools. Measures 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Diversity events held in the City 45 30(1) 45 25(1) 35 Community group partners 43 46 45 36(1) 46 4,005 3,783(1) 4,000 4,343 4,000 16 19 16 16(1) 19 Students reached through diversity programs School partners (1) 2018-19 Actual Decreased public events due to COVID-19. * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 373 Table of Contents City of Chandler Neighborhood Resources 2021-22 Adopted Budget Community Resources - 1062 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel - $ 203,651 $ 206,849 $ 123,189 $ 201,923 -0.85% Ongoing* $ - 203,651 206,849 123,189 201,923 -0.85% One-time* - - - - - N/A Professional/Contract - 95,060 98,760 46,300 165,473 74.07% Operating Supplies - 4,713 4,713 5,300 8,300 76.11% Repairs/Maintenance 1,000 N/A Total Cost Center - 1062 $ - $ 303,424 $ 310,322 $ 175,289 500 $ 376,696 24.15% General Fund $ - $ 303,424 $ 310,322 $ 175,289 $ 376,696 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions Position Title Community Resources and Diversity Supervisor 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted 0 0 0 1 1 1 Management Assistant 0 0 0 1 1 1 Total 0 0 0 2 2 2 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 includes one-time funding for Diversity and Inclusion Events, and Consultant funding. As part of the FY 2021-22 amendment process, one-time funding of $10,000 for the Back to School Program, $25,000 for Marketing and Special Events Consultant, and ongoing funding of $25,000 for increased diversity events spending was transferred from the Council Contingency. 374 Table of Contents City of Chandler Neighborhood Resources 2021-22 Adopted Budget Housing and Redevelopment - 4650 The 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. 2021-22 Performance Measurements Goal: To provide affordable, decent, and safe housing for the City’s low- and moderate-income citizens. Supports Priority Based Budget Goal(s): Safe Community; 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 Housing Choice Voucher Program funding provides the most opportunity to assist eligible participants. ♦ As funding allows, provide supportive service programs that promote self-sufficiency and economic independence. 2020-21 2018-19 2019-20 2020-21 Year End 2021-22 Measures Actual Actual Projected Estimate* Projected Annual lease rate of all public housing units 99% 99% 98% 99% 99% Maintain utilization rate of 95% or better for Section 8 housing units(1) 96% 91%(2) 95% 93%(3) 95% Percentage of emergency work orders completed within 24 hours 100% 100% 100% 99% 100% (1) Effective FY 2020-21 the utilization rate measure changed from 96% to 95% due to the lack of affordable rental housing. 2019-20 Actual decrease is due to a lack of affordable housing. It is anticipated that because of COVID-19 there may be more landlords participating in the program moving forward. (3) 2020-21 Year End Estimate decreased due to lack of affordable housing. (2) * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 375 Table of Contents City of Chandler Neighborhood Resources 2021-22 Adopted Budget Housing and Redevelopment - 4650 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted $ Personnel Services Total Personnel 2,235,536 $ 2,249,251 $ 2,248,558 $ 2,169,792 -2.94% Ongoing* 1,919,984 $ - 2,235,536 2,249,251 2,248,558 2,169,792 -2.94% One-time* - - - - N/A Professional/Contract 338,794 839,900 990,168 983,003 1,174,400 39.83% Operating Supplies 114,679 144,346 144,346 145,311 134,786 -6.62% Repairs/Maintenance 218,347 285,000 285,000 288,000 281,000 -1.40% Communications/Transportation 21,499 21,900 22,036 21,986 24,460 11.69% Insurance/Taxes 29,388 41,500 41,500 41,500 42,000 1.20% Rents/Utilities 138,148 166,000 166,000 166,000 158,500 -4.52% Other Charges/Services 5,434,140 5,830,340 5,830,340 5,950,590 6,308,701 8.20% Contingencies/Reserves - 3,420,000 3,420,000 - 3,182,000 -6.96% Land/Improvements 77,405 - - - 100,000 N/A Building/Improvements 62,407 350,000 308,979 308,979 270,000 -22.86% 8,354,792 $ 13,334,522 $ 13,457,620 $ 10,153,927 $ 13,845,639 3.83% $ $ $ $ Total Cost Center - 4650 $ General Fund $ 116,814 100,636 102,257 98,564 104,326 PHA Family Site Fund 1,174,488 1,562,145 1,620,142 1,470,142 1,499,345 Scattered Site Fund 683,949 1,155,903 1,203,572 1,053,572 1,099,806 PHA Management Fund 590,011 663,304 664,894 664,894 672,257 PHA Family Self Sufficiency Fund 127,939 164,435 167,523 167,523 166,331 5,329,615 5,854,577 5,861,862 5,861,862 6,235,066 Capital Program Grant Fund 269,297 739,322 743,170 743,170 924,308 Reinvestment Project Fund 62,679 94,200 94,200 94,200 144,200 - 3,000,000 3,000,000 - 3,000,000 8,354,792 $ 13,334,522 $ 13,457,620 $ 10,153,927 $ 13,845,639 Section 8 Voucher Fund Public Housing Contingency Fund Grand Total $ * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. 376 Table of Contents City of Chandler Neighborhood Resources 2021-22 Adopted Budget 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 Management Assistant Neighborhood Preservation Technician Recreation Coordinator I Recreation Coordinator II Recreation Leader II (0.5 FTE positions) Recreation Leader II (1.0 FTE position) Total 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised 1 1 2 1 1 1 1 1 5 1 1 4 1 0 0 1 0 1.5 0 23.5 Revised 1 1 2 1 1 1 1 1 5 1 1 4 1 0 0 1 0 1 0.5 23.5 Revised 1 1 2 1 1 1 1 1 5 1 1 4 1 0 0.292 0 1 1 0.5 23.792 Adopted 1 1 2 1 1 1 1 1 5 1 1 4 1 0 0 0 1 1 0.5 23.5 Revised 1 1 2 1 1 1 1 1 5 1 1 4 0 1 0 0 1 1 0.5 23.5 Adopted 1 1 2 1 1 1 1 1 4 1 1 4 0 1 0 0 1 1 0.5 22.5 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. Effective July 1, 2021, one Housing Maintenance Worker position is transferred to cost center 1061, Neighborhood Preservation, and reclassified to Commercial Code Inspector. 377 Table of Contents City of Chandler Neighborhood Resources 2021-22 Adopted Budget Housing and Redevelopment Capital - 4651 Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Expenditures Budget Adjusted Estimated Adopted Adopted to Budget Expenditures Budget Adopted Land/Improvements $ - $ - $ - $ - $ 2,900,000 N/A Total Cost Center - 4651 $ - $ - $ - $ - $ 2,900,000 N/A Reinvestment Project $ - $ - $ - $ - $ 2,900,000 When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. Significant budget variances for capital cost centers are primarily attributed to specific project completions related to the prior fiscal year and new projects for FY 2021-22. FY 2021-22 reflects the carryforward of uncompleted project funding from FY 2020-21. Additional detail is available in the 2022-2031 Capital Improvement Program. 378 Table of Contents City of Chandler Neighborhood Resources 2021-22 Adopted Budget Sure Community Development - 4700 The Community Development Division is committed to improving human service needs through the coordination of housing and neighborhood revitalization programs supporting local social service. The division utilizes various Housing and Urban Development Department funds to serve low- and moderate-income citizens. In addition, through the guidance of the Housing and Human Services Commission, the division is responsible for administering Chandler General Funds in the form of the Youth Enhancement and Acts of Kindness Programs, as well as the Social Service Programs. The division’s goal is to improve quality of life for residents through funding or through the programs that provide improved housing conditions, enhanced economic development opportunities, and a variety of social programs to address human service needs. 2021-22 Performance Measurements Goal: Support and maintain strong relationships with non-profit, human services, and community-based organizations to enhance the quality of life for low- and moderate-income residents. Supports Priority Based Budget Goal(s): Attractive Community; Good Governance Objectives: ♦ Work with non-profit agencies to support the provision of human services to our residents through the City’s Human Services Funding Process. ♦ Utilize Community Development Block Grant (CDBG) and HOME funds to rehabilitate substandard housing and to provide for new permanent affordable housing properties. ♦ Provide support for capital improvement projects that revitalize neighborhoods and enhance the safety and quality of life. 2020-21 2018-19 2019-20 2020-21 Year End 2021-22 Measures Actual Actual Projected Estimate* Projected Number of social service programs provided through human services funding and partnerships 52 49 39 47 44 Number of rehabilitated housing units 24 10(1) 20 23 35(2) Units of new affordable housing 2 5(3) 2 2(4) 4 Number of capital projects targeting neighborhoods 1 1 2 1 2 Number of public facility capital projects 2 1 1 1 1 Number of homeless programs funded 13 11 13 11 13 5,936 5,914 4,500 3,435(5) 5,350 30 30 30 30 30 Number of homeless/near-homeless clients served Number of partnerships to serve the homeless (1) The Housing Rehabilitation Program was postponed due to COVID-19. Funding for this activity has been increased to assist households with low and moderate income to safely remain in their homes. (3) The number of new affordable units completed fluctuates based on the provider's ability to acquire housing in the current market with the funds allocated to them. Further, if expenditures are low in a given year, available funding is increased for a future year which can also influence the number of homes acquired. (4) New housing units were lower in 2020-21, due to the pandemic and the provider was focused on expending other HOME federal funding received from other municipalities in the Valley. (5) Shelter capacity and other congregate services were reduced to implement social distancing due to COVID-19. (2) * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 379 Table of Contents City of Chandler Neighborhood Resources 2021-22 Adopted Budget Community Development - 4700 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Expenditures Budget Adjusted Estimated Adopted Adopted to Budget Expenditures Budget Adopted Personnel Services Total Personnel $ Ongoing* 915,647 $ - One-time* 723,478 $ 760,904 $ 647,528 684,954 1,041,821 $ 722,188 -0.18% 965,871 722,188 11.53% -100.00% - 75,950 75,950 75,950 - Professional/Contract 1,086,508 2,383,269 15,472,482 9,687,991 2,665,768 11.85% Operating Supplies 29,202 38,567 38,567 39,247 49,050 27.18% Repairs/Maintenance Communications/Transportation Rents/Utilities Other Charges/Services Building/Improvements Machinery/Equipment 1,453 - - 1,350 8,000 N/A 7,103 808,679 13,350 863,960 201,090 880,897 401,719 880,196 20,900 2,000 888,460 56.55% N/A 2.84% - 1,000 1,000 150,000 2,000 2,521 N/A 152.10% 8.33% Total Cost Center - 4700 $ 2,848,592 $ 4,023,624 $ 17,354,940 $ 12,204,324 $ 4,358,887 General Fund $ 1,576,464 $ 1,299,952 $ $ $ 1,436,562 Grant Fund** HOME Program Fund CDBG Fund Grand Total 1,445,878 - - 12,880,332 7,728,956 - 391,362 582,558 585,844 585,844 947,000 880,766 $ 1,445,118 2,848,592 $ 2,141,114 2,443,646 2,443,646 4,023,624 $ 17,354,940 $ 12,204,324 1,975,325 $ 4,358,887 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. ** 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. 380 Table of Contents City of Chandler Neighborhood Resources 2021-22 Adopted Budget Community Development - 4700 Authorized Positions Position Title Code Inspector Community Development and Resources Supervisor Community Development Coordinator Community Development Program Supervisor Community Navigator Supervisor Community Resources and Diversity Supervisor Community Resources Manager Customer Service Representative Housing Rehabilitation Specialist Management Assistant Neighborhood Preservation Technician Recreation Leader II Total 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised 1 0 1 1 0 1 1 1 1 1 0 0 8 Revised 1.5 1 1 0 0 1 1 1 1 1 0 0.5 9 Revised 1.5 1 1 0 0 1 1 1 1 1 0 0.5 9 Adopted 1.5 1 1 0 0 0 1 1 1 0 0.292 0.5 7.292 Revised 1.5 1 1 0 0 0 1 1 1 0 0.292 0.5 7.292 Adopted 1.5 1 1 0 1 0 1 1 1 0 0.292 0.5 8.292 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 reflects one-time funding for contract services for Enhanced Mental Health Court Navigator pilot program which is in collaboration with City Magistrate Division. Effective July 1, 2021, one Community Navigator Supervisor position is added along with associated ongoing increases in operations and maintenance funding. 381 Table of Contents City of Chandler Neighborhood Resources 2021-22 Adopted Budget 382 Table of Contents Table of Contents City of Chandler Fire 2021-22 Adopted Budget City Manager Fire Fire Administration Health and Medical Services Fire Support Services Fire Operations Prevention and Preparedness 384 Table of Contents City of Chandler Fire 2021-22 Adopted Budget Fire Department Overview The FY 2019-20 Actual, FY 2020-21 Adopted, FY 2020-21 Estimated Expenditures, and FY 2021-22 Adopted Budget may show significant differences due to impacts from the COVID-19 pandemic. Therefore, when comparing between budget years, consider that the FY 2020-21 budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize potential impacts from revenue shortfalls, but the FY 2021-22 Adopted Budget anticipates services returning to some normalcy during the year. Refer to the Executive Summary for additional details on the effects caused by the COVID-19 pandemic. 2019-20 Actual Expenditures 2020-21 Adopted Budget 2020-21 Estimated Expenditures 2021-22 Adopted Budget $ 4,031,361 2,011,918 28,964,778 1,473,086 4,405,136 920,157 Total $ 41,806,437 $ 4,177,864 1,969,380 30,329,952 1,430,746 6,310,244 987,491 $ 45,205,677 $ 4,382,935 2,250,878 31,868,000 1,539,798 3,133,277 1,066,282 $ 44,241,170 $ 3,578,402 1,910,434 30,334,167 1,440,624 8,525,075 973,597 $ 46,762,299 Expenditures by Cost Center Fire Administration Health and Medical Services Fire Operations Prevention and Preparedness Fire Capital Fire Support Services Expenditures by Category Personnel & Benefits Total Personnel -14.35% -2.99% 0.01% 0.69% 35.10% -1.41% 3.44% $ 33,619,247 $ 35,031,305 $ 36,822,856 $ 35,084,215 (1) - 32,526,466 34,342,817 33,237,462 2.19% (1) 3,782,053 4,405,136 Total $ 41,806,437 2,504,839 3,864,128 6,310,244 $ 45,205,677 2,480,039 4,285,037 3,133,277 $ 44,241,170 1,846,753 3,153,009 8,525,075 $ 46,762,299 -26.27% -18.40% 35.10% 3.44% Ongoing One-time Operating & Maintenance Capital - Major Staffing by Cost Center Fire Administration Health and Medical Services Fire Operations Prevention and Preparedness Fire Support Services Total (1) % Change Adopted to Adopted 2019-20 Revised 9.000 10.000 202.000 9.000 4.000 234.000 2020-21 Adopted 9.000 10.000 202.000 9.000 4.000 234.000 2020-21 Revised 9.000 10.000 202.000 9.000 4.000 234.000 % Change 2021-22 Adopted to Adopted Adopted 9.000 0.00% 10.000 0.00% 206.000 1.98% 9.000 0.00% 4.000 0.00% 238.000 1.71% Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. 385 Table of Contents City of Chandler Fire 2021-22 Adopted Budget 2020-21 Accomplishments  Responded to over 1,700 incidents involving potential COVID-19 patients.  Vaccinated 720 Chandler employees and 68 Chandler seniors in the public housing program.  Negotiated a four-year agreement with three one-year renewals with Maricopa Ambulance.  Hosted a regional Fire Academy and Paramedic Program, with firefighters from Chandler, Scottsdale, Tolleson, and Arizona Fire and Medical Authority.  Received $167,468 in grants which supported operations, training, and public education.  Requested and accepted $92,000 in federal reimbursement through FEMA for COVID-19 treatment and protective measures.  Purchased and implemented electrostatic foggers for station and apparatus decontamination.  Identified significant capital needs through a strategic planning process and presented them to the Public Safety Bond Committee.  Implemented rigorous PPE purchasing and management guidelines to ensure continued protection for Chandler Firefighters during periods of severely restricted availability.  The Chandler City Council awarded the design contract for the rebuild of Fire Station #2. The new station will be larger in size, allowing more vehicles and firefighters to be stationed in north Chandler, resulting in faster response times to the City's busiest area.  Begun the process of becoming an accredited Paramedic Training Site, which allows individuals to earn college credit by attending the Chandler Paramedic Program.  Deployed the Department’s first automatic chest compression device. This $17,000 piece of equipment was awarded through a Fire House Subs grant and is used to deliver optimal chest compressions, further enhancing patient survival following a cardiac arrest.  Received the American Heart Association (AHA) Mission: Lifeline Silver Award for excellence in treating timesensitive cardiac diseases such as heart attack or stroke.  Participated in the planning and design of the southeast COVID-19 Vaccination POD and provided medical standby staffing during the duration of its operation. 386 Table of Contents City of Chandler Fire 2021-22 Adopted Budget Fire Administration - 2210 Fire Administration provides leadership and support for the Health and Medical Services, Operations, Prevention and Preparedness, and Support Services Divisions of the Fire Department. It accomplishes this by overseeing the operating and capital improvement budgets, performing short and long range planning, pursuing grants, maintaining data, providing research, processing payroll, and dealing with various leadership and financial responsibilities. It supports the uniform/protective equipment programs and addresses all other needs and issues related to supplies and facilities. Fire Administration also manages the accreditation process and ensures the department maintains nationally accredited status. 2021-22 Performance Measurements Goal: To manage the operating budget in a fiscally sound manner. Supports Priority Based Budgeting Goal(s): Safe Community Objectives: ♦ 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 FY 2020-21, the comparable average for Fire service cost per capita is $203.79 and the comparable average for Fire service cost per call is $1,595.31. Measures 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Fire service cost per capita $140.91 $141.57 $138.62 $145.86 $143.70 Fire service cost per call $1,370.56 $1,412.75 $1,297.52 $1,498,05 $1,479.31 Goal: To provide fire and emergency medical services in an effective and efficient manner. Supports Priority Based Budgeting Goal(s): Safe Community Objectives: ♦ Maintain 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 2020-21, the comparable average for Firefighters per 1,000 population is 0.955 and the comparable average for civilian personnel per 1,000 population is 0.187. Measures 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Firefighters per 1,000 population 0.821 0.813 0.808 0.802 0.791 Civilian personnel per 1,000 population 0.077 0.076 0.077 0.075 0.074 * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 387 Table of Contents City of Chandler Fire 2021-22 Adopted Budget Fire Administration - 2210 Goal: To utilize grant funding opportunities. Supports Priority Based Budgeting Goal(s): Safe Community Objective: ♦ Research and apply for grant opportunities. Once received, monitor and complete all requirements in accordance with grant guidelines. (2) 2020-21 Year End Estimate* 2021-22 Projected $607,678(1) $440,412 $307,763 $239,682 $158,508 $294,641 $167,468 $186,561 2019-20 Actual Dollar value of grants applications $310,379 Dollar value of grants awarded(2) $207,244 Measures (1) 2020-21 Projected 2018-19 Actual The majority of the increase in the 2019-20 Actual is primarily for a 2019 Assistance to Firefighters grant application for automatic chest compression devices. Grant awards are not usually applied for and received in the same fiscal year. Goal: To utilize resources to provide efficient and cost effective services. Supports Priority Based Budgeting Goal(s): Safe Community Objectives: ♦ Maintain existing agreements with other governmental agencies and enter into agreements that support and enhance services. ♦ Utilize citizen volunteers. ♦ Maintain positive working relationships between labor and management. Measures Automatic/Mutual Aid or Intergovernmental Agreements executed Volunteer hours Labor/Management Relations By Objectives (RBO) committee meetings (3) 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 16 19 17 19 19 8,300 6,877 8,015 4,915 8,000 91 54(3) 90 42(3) 70 The reduction in committee meetings is directly related to the conclusion of several projects. * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 388 Table of Contents City of Chandler Fire 2021-22 Adopted Budget Fire Administration - 2210 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted $ 1,151,759 $ 1,163,024 $ 1,172,599 $ 1,176,223 2.12% 1,151,759 1,163,024 1,172,599 1,176,223 2.12% Personnel Services Total Personnel Ongoing* 1,106,874 $ - - - - - N/A Professional/Contract One-time* 1,521,439 1,555,173 1,601,272 1,608,921 1,732,642 11.41% Operating Supplies 348,748 504,892 617,583 652,712 393,350 -22.09% Repairs/Maintenance 32,153 23,560 23,560 31,225 26,000 10.36% Communications/Transportation 84,851 104,919 104,919 98,363 96,800 -7.74% Insurance/Taxes 1,500 5,000 5,500 3,515 5,000 0.00% Other Charges/Services 36,138 35,000 37,688 18,039 62,495 78.56% Machinery/Equipment 102,098 - - - - N/A Capital Replacement 797,561 797,561 797,561 797,561 85,892 -89.23% -14.35% Total Cost Center - 2210 $ 4,031,361 $ 4,177,864 $ 4,351,107 $ 4,382,935 $ 3,578,402 General Fund $ 4,031,482 $ 4,177,864 $ 4,351,107 $ 4,382,935 $ 3,578,402 $ 4,031,361 $ 4,177,864 $ 4,351,107 $ 4,382,935 $ 3,578,402 Grant Fund (122) Grand Total - - - - * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. ** The Adopted Budget for operating grant funding will be in cost center 1290, Non-Departmental. The Adjusted Budget, Actual Expenditures, and Estimated Expenditures are reflected as Grant Fund. Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Administrative Assistant 2 2 2 2 2 2 Assistant Fire Chief 1 1 1 1 1 1 Fire Budget and Research Analyst 1 1 1 1 1 1 Fire Chief 1 1 1 1 1 1 Fire Management Coordinator 0 1 1 1 1 1 Management Analyst 1 1 1 1 1 1 Management Assistant 1 1 1 1 1 1 Senior Administrative Assistant 1 1 1 1 1 1 Senior Management Analyst 1 0 0 0 0 0 Total 9 9 9 9 9 9 Position Title Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 reflects ongoing funding for an emergency dispatch fee increase and one-time funding for an EMS Training Manikin. FY 2021-22 reflects the elimination of FY 2020-21 one-time funding for the Paramedic Education Program and a Fire Academy. 389 Table of Contents City of Chandler Fire 2021-22 Adopted Budget Health and Medical Services - 2220 The Health and Medical Services Division provides the firefighting and emergency medical training necessary to ensure that all firefighters have the essential knowledge and skills needed to provide professional and high quality services to the citizens we serve in as safe a manner as possible. The division provides logistical support for emergency medical services through the procurement and maintenance of Emergency Medical Services (EMS) supplies and equipment, and oversees the Self Contained Breathing Apparatus (SCBA) program. The SCBA program includes maintenance, inspections, and training as specified in applicable regulations. 2021-22 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 medical personnel. Measures 2018-19 Actual Number of Firefighter Certified Paramedics(1) 131 Number of Firefighter Certified Emergency Medical Technicians(1) 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 (1) 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 135 122 131 124 67 80 67 88 88 39 hours 25 hours 28 hours 30 hours 28 hours 39.00 hours 25.00 hours 24.00 hours 27.25 hours 24.00 hours Amounts include all sworn ranks below Fire Chief. Goal: To ensure 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 division staff to ensure proper patient care and Advanced Life Support (ALS) procedures are being followed. Measures Patient charts that receive a QA review by division staff (2) 2018-19 Actual 2019-20 Actual 4,989(2) 7,858 2020-21 Projected 8,500 2020-21 Year End Estimate* 2021-22 Projected 8,000 8,000 Beginning in FY 2018-19, the QA process changed resulting in a higher number of chart reviews. * 2020-21 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. 390 Table of Contents City of Chandler Fire 2021-22 Adopted Budget 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 firefighter response personnel are provided with 46 hours of required training per calendar year under the supervision of the training staff in a controlled environment or under the supervision of their supervisor. Measures (1) 2018-19 Actual 2019-20 Actual 2020-21 Year End Estimate* 2020-21 Projected 2021-22 Projected Number of training hours per firefighter 117.2 111.0 105.0 88.0(1) 114.0 Number of firefighters trained(2) 210 208 210 208 209 Total number of training hours 24,605 23,139 22,054 18,303 23,870 Reduced firefighter training occurred in FY 2020-21 due to the ongoing COVID-19 pandemic. Goal: To increase firefighter safety. Supports Priority Based Budgeting Goal(s): Safe Community Objectives: ♦ To provide firefighters with hands-on scenario based training related to fire operations, led by training staff on a quarterly basis.(2) ♦ To provide live fire training to 100% of response personnel annually. Measures 2018-19 Actual 2019-20 Actual 2020-21 Year End Estimate* 2020-21 Projected 2021-22 Projected Quarterly Scenario Training Number of quarters with scenario based training 3 3 4 3(3) 4 210 210 210 210 210 100% 100% 100% 100% 100% Live Fire Training Number of firefighters trained(2) % firefighters trained (2) (3) Includes all firefighters below the rank of Assistant Fire Chief. Due to COVID-19 social distancing requirements, the 2020-21 Year End Estimate was reduced. * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 391 Table of Contents City of Chandler Fire 2021-22 Adopted Budget Health and Medical Services - 2220 Goal: Provide a 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(1) Perform required user training (1) 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 100% 100% 100% 100% 100% 212 of 212 210 of 210 210 of 210 210 of 210 210 of 210 100% 100% 100% 100% 100% Figures include pre-hire personnel as well as personnel who were tested prior to retirement. * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 392 Table of Contents City of Chandler Fire 2021-22 Adopted Budget Health and Medical Services - 2220 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted $ Personnel Services Total Personnel 1,697,412 $ 1,728,121 $ 1,858,000 $ 1,724,864 1.62% Ongoing* - 1,697,412 1,728,121 1,858,000 1,724,864 1.62% One-time* - - - - - N/A Operating Supplies 187,846 102,076 233,647 188,185 87,250 -14.52% Repairs/Maintenance 38,256 25,534 25,534 42,536 25,320 -0.84% Communications/Transportation 1,883 5,000 5,000 619 5,000 0.00% Other Charges/Services 70,771 129,358 142,717 125,634 53,000 -59.03% Machinery/Equipment 1,702,675 $ 15,000 50.00% Total Cost Center - 2220 $ 2,011,918 10,487 $ 1,969,380 10,000 $ 2,145,019 10,000 $ 2,250,878 35,904 $ 1,910,434 -2.99% General Fund $ 2,011,918 $ 1,969,380 $ 2,145,019 $ 2,250,878 $ 1,910,434 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Assistant Fire Chief 1 1 1 1 1 1 EMS Specialist 1 1 1 1 1 1 Facility Maintenance Technician 1 1 0 0 0 0 Fire Battalion Chief 2 2 2 2 2 2 Fire Captain 4 4 4 4 4 4 Fire Facilities Maintenance Technician 0 0 1 1 1 1 Position Title Fire Support Services Technician 1 1 1 1 1 1 Total 10 10 10 10 10 10 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. There are no significant budget and staffing changes for FY 2021-22. 393 Table of Contents City of Chandler Fire 2021-22 Adopted Budget Fire Operations - 2230 The Fire Operations Division provides effective and efficient service delivery for fire, emergency medical, hazardous material, and technical rescue responses within the community. The division ensures the long-term sustainment of all service delivery through the management of personnel, safety and wellness, and communications. 2021-22 Performance Measurements Goal: To arrive on the scene of all emergency calls in a timely manner. Supports Priority Based Budgeting Goal(s): Safe Community Objectives: ♦ To respond to 911 emergency calls of all types. ♦ Strive to obtain the City response time goal of five (5:00) minutes for 90% of all Fire Department emergency calls within the City of Chandler. 2020-21 2018-19 2019-20 2020-21 Year End 2021-22 Measures Actual Actual Projected Estimate* Projected (1) Emergency incidents(1) 26,812 26,371 28,293 25,964 26,293 Unit responses(1) 40,426 38,932 42,035 38,176 37,939 Medical emergencies 74% 74% 74% 73% 74% Fire/other emergencies 26% 26% 26% 27% 26% Response time to reach 90% of emergency calls (min:sec) 5:47 5:44 5:46 5:55 5:55 Due to COVID-19, less calls were received and has been reflected the number of emergency incidents and unit response for the 2019-20 Actual and 2020-21 Year End Estimate. Goal: To ensure the safety of citizens by reducing the occurrence of fires within the City and to reduce the fire loss of those fires that occur once the Fire Department has arrived on the scene of a structure fire incident. Supports Priority Based Budgeting Goal(s): Safe Community Objectives: ♦ 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 (2) 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Fires per 1,000 population(2) 2.0 2.0 1.8 2.1 2.0 Percentage of structure fires contained to room of origin 75% 77% 66% 69% 74% Figures represent all fires reported to the National Fire Incident Reporting System. * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 394 Table of Contents City of Chandler Fire 2021-22 Adopted Budget Fire Operations - 2230 Goal: Maintain a safe working environment for employees while they perform their duties. Supports Priority Based Budgeting Goal(s): Safe Community Objectives: ♦ 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 Fire Department. Measures Firefighter injuries(1) (1) 2018-19 Actual 2019-20 Actual 32 26 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 30 26 28 Firefighter injury totals are based on the Occupational Safety and Health Administration (OSHA) 300 Reportable Injury Report. * 2020-21 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. 395 Table of Contents City of Chandler Fire 2021-22 Adopted Budget Fire Operations - 2230 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted 31,873,513 $ Personnel Services Total Personnel $ 28,964,778 $ 30,329,952 $ 31,868,000 $ 30,334,167 0.01% Ongoing* - 27,825,113 29,368,674 29,387,961 28,487,414 2.38% One-time* - 2,504,839 2,504,839 2,480,039 1,846,753 -26.27% 0.01% Total Cost Center - 2230 $ 28,964,778 $ 30,329,952 $ 31,873,513 $ 31,868,000 $ 30,334,167 General Fund $ 28,964,778 $ 30,329,952 $ 31,536,506 $ 31,618,000 $ 30,334,167 $ 30,329,952 $ 31,873,513 $ 31,868,000 $ 30,334,167 Grant Fund** Grand Total - $ 28,964,778 - 250,000 337,007 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. ** The Adopted Budget for operating grant funding will be in cost center 1290, Non-Departmental. The Adjusted Budget, Actual Expenditures, and Estimated Expenditures are reflected as Grant Fund. 396 Table of Contents City of Chandler Fire 2021-22 Adopted Budget Fire Operations - 2230 Authorized Positions Position Title 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Assistant Fire Chief 1 1 1 1 1 1 Fire Battalion Chief 7 7 7 7 7 7 Fire Captain 47 47 47 47 47 47 Fire Engineer 45 45 45 45 45 45 Firefighter 102 102 102 102 102 106 Total 202 202 202 202 202 206 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 reflects ongoing funding for an overtime base adjustment and one-time funding for overtime for the Ostrich Festival. This one-time funding was also provided in FY 2020-21. FY 2021-22 reflects the elimination of FY 2020-21 one-time funding related to overtime to Paramedic Education Program and a Fire Academy. Effective July 1, 2021, four Firefighter positions are added along with associated one-time and ongoing increases in operations and maintenance funding. Public Safety Personnel Retirement System (PSPRS) The PSPRS employer contribution actual rate for Fire is 41.67%, but budgeted net a credit at 36.25% for tiers 1 and 2, and 34.36% for the tier 3 defined benefit plan of wages per sworn position. The total budgeted employer contribution for FY 2021-22 is $6.5 million, slightly lower than the prior year of $6.8 million. The rate includes a normal retirement portion (38% or $2.4 million) and a portion that is paid towards the unfunded liability (62% or $4.0 million). The PSPRS Fire unfunded liability is $56.7 million as of the June 30, 2020 actuarial report, $6.2 million lower than the prior year. The City has created a pay-down plan to accelerate reduction of the PSPRS unfunded liability over time. The plan includes an additional one-time payment of $22 million total for Police ($14.7 million) and Fire ($7.3 million), from the City’s General Fund in FY 2021-22 (shown in the Management Services book, Non-Departmental Cost Center) towards the goal of fully funding future retirement commitments of sworn personnel. This pay-down plan recognizes the fact that the unfunded amount will be greatly reduced over time, thereby reducing the unfunded liability portion of the annual rate paid per sworn position. This allows a portion of the PSPRS Fire employer contribution ($1.8 million) to be paid from one-time funds as reflected above in the Budget Summary. 397 Table of Contents City of Chandler Fire 2021-22 Adopted Budget Prevention and Preparedness - 2240 The Prevention and Preparedness Division 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 well-being of the members of the community. 2021-22 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 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 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected City emergency operations drills/training 12 10 10 5(1) 10 Review of City emergency plans 14 16 14 14 14 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 a minimum of two times annually. ♦ Deliver preparedness and awareness training classes, demonstrations, and presentations. Measures (1) 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected CERT basic training classes 3 2 3 0(1) 3 Preparedness and awareness training 13 4 10 0(1) 10 Due to COVID-19 social distancing requirements, the 2020-21 Year End Estimate was reduced. * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 398 Table of Contents City of Chandler Fire 2021-22 Adopted Budget 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. Measures TVA average monthly development hours(1) TLO average monthly participation hours (1) 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 10 10 10 N/A N/A 90 100 80 90 50 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Effective FY 2020-21 the TVA is no longer performed by Chandler Fire TLO staff. Goal: To minimize casualties and losses of property from fire and other hazards Supports Priority Based Budgeting Goal(s): Safe Community; Sustainable Economic Health Objectives: ♦ Provide various types of occupancy inspections for buildings and property. ♦ Provide on-call fire investigation services. Measures Total inspections performed(2)(3) (2) (3) 2018-19 Actual 2019-20 Actual 5,342 6,422 5,238 6,156 6,223 Hazardous materials inspections Structural fire rate per 1,000 commercial occupancies per the Fire Department database 89 90 89 90 90 4.0 3.5 3.9 3.2 3.5 Fire investigations 18 22 25 20 20 Measure includes low-hazard self-inspection occupancies. Effective FY 2020-21 the measure is revised from “Total occupancies inspected” to “Total inspections performed.” * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 399 Table of Contents City of Chandler Fire 2021-22 Adopted Budget 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 Objectives: ♦ 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 children and their parents on Chandler Channel 11 and online. ♦ To provide fire and life safety demonstrations for citizens groups upon request. Measures Child car seat installations(1) (1) 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 776 308 722 0 300 Learning in Firesafe Environments (L.I.F.E) program hours(1) 661.0 460.5 651.0 0 461.0 Homes served by smoke alarm program(1) 545 255 593 0 250 Public safety demonstrations(1) 662 208 650 0 210 The 2019-20 Actuals and 2020-21 Year End Estimates were greatly affected by the stoppage of community facing programs due to COVID-19. It is the department’s goal to resume these programs in a lower capacity beginning in FY 2021-22 as the pandemic subsides. * 2020-21 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. 400 Table of Contents City of Chandler Fire 2021-22 Adopted Budget Prevention and Preparedness - 2240 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted $ 1,363,101 $ 1,573,908 $ 1,458,325 $ 1,385,474 1.64% 1,363,101 1,573,908 1,458,325 1,385,474 1.64% Personnel Services Total Personnel 1,346,271 $ Ongoing* - One-time* Professional/Contract - - - - - N/A 10,914 12,000 26,266 14,267 - -100.00% Operating Supplies 42,338 24,750 58,035 23,478 24,750 0.00% Repairs/Maintenance 47,687 18,495 25,099 20,836 18,000 -2.68% Communications/Transportation 1,682 6,400 14,387 4,718 6,400 0.00% Other Charges/Services 24,194 6,000 45,250 18,174 6,000 0.00% 0.69% Total Cost Center - 2240 $ 1,473,086 $ 1,430,746 $ 1,742,945 $ 1,539,798 $ 1,440,624 General Fund $ 1,407,550 $ 1,430,746 $ 1,462,699 $ 1,414,797 $ 1,440,624 Grant Fund** 65,536 Grand Total $ 1,473,086 $ 1,430,746 280,246 $ 1,742,945 125,001 $ - 1,539,798 $ 1,440,624 Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Crisis Intervention Coordinator 1 1 1 1 1 1 Fire Accreditation and Data Coordinator 0 0 0 0 1 1 Fire Battalion Chief 2 2 2 2 2 2 Fire Marshal 1 1 1 1 1 1 Fire Prevention Specialist 1 1 1 1 1 1 Fire Prevention Supervisor 0 1 1 1 1 1 Lead Fire Prevention Specialist 1 0 0 0 0 0 Management Analyst 1 1 1 1 0 0 Senior Crisis Intervention Specialist 2 2 2 2 2 2 Total 9 9 9 9 9 9 Position Title Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. During FY 2020-21, one Management Analyst position was renamed Fire Accreditation and Data Coordinator. 401 Table of Contents City of Chandler Fire 2021-22 Adopted Budget Fire Capital - 2250 Capital Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel - $ - $ - $ 1,551 $ - N/A Ongoing* $ - - - 1,551 - N/A One-time* - - - - - N/A Professional/Contract 83,635 800,000 800,000 - 521,000 -34.88% Operating Supplies 39,933 - 31,944 - - N/A Repairs/Maintenance 1,692 - - - - N/A Other Charges/Services 22,836 - - - 887,000 N/A - - - - 73,000 N/A Contingencies/Reserves - 5,510,244 - - 840,075 -84.75% Building/Improvements 2,006,289 - 9,682 - 5,030,000 N/A Machinery/Equipment 2,198,704 - 3,131,726 3,131,726 600,000 N/A 52,047 - - - 574,000 N/A 35.10% Project Support Recharge** Office Furniture/Equipment Total Cost Center - 2250 $ General Gov't Capital Projects Fund $ 4,405,136 $ 45,950 $ 6,310,244 $ 868,337 $ 3,973,352 $ 841,626 $ 3,133,277 $ 8,525,075 1,551 $ 1,828,075 Fleet Replacement Fund 2,198,704 5,325,735 3,131,726 3,131,726 - Public Safety Bond Fund - Fire 2,160,482 63,049 - - 6,697,000 - 53,123 - - - Fire Impact Fee Fund Grand Total $ 4,405,136 $ 6,310,244 $ 3,973,352 $ 3,133,277 $ 8,525,075 * Ongoing and One-time Personnel Services detail not available for 2019-20 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 When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. 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. FY 2021-22 reflects the carryforward of uncompleted project funding from FY 2020-21. Additional detail is available in the 2022-2031 Capital Improvement Program. 402 Table of Contents City of Chandler Fire 2021-22 Adopted Budget Fire Support Services - 2260 The Fire Support Services Division (SSD) has two main management responsibilities: Mechanical Maintenance and Logistics. Mechanical Maintenance provides repairs, fuel, and preventive maintenance, and supervises outsourced repairs for emergency response vehicles and power equipment. The division also creates vehicle specifications, prepares new vehicles for service, and manages warranty issues. SSD Logistics supports the construction, maintenance, and equipment supply for all department vehicles and facilities through the coordination of several City divisions and contractors. 2021-22 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 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Ensure that a reserve unit is available for frontline vehicle replacement 100% 100% 100% 100% 100% On time completion of scheduled vehicle preventive maintenance 94% 97% 97% 97% 97% Create and implement scheduled power tool preventive maintenance 95% 95% 95% 95% 95% 2019-20 Actual 2020-21 Projected 2019-20 Year End Estimate* 2021-22 Projected 99% 99% 99% Goal: Support the logistic needs of department facilities and personnel. Supports Priority Based Budgeting Goal(s): Safe Community Objective: ♦ Provide delivery of fuel for bulk fuel tanks. Measure Maintain useable fuel supply in station bulk fuel tanks 2018-19 Actual 99% 99% * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 403 Table of Contents City of Chandler Fire 2021-22 Adopted Budget Fire Support Services - 2260 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ Ongoing* 498,649 $ - One-time* 489,081 $ 489,081 492,568 $ 465,932 492,568 $ 465,932 463,487 -5.23% 463,487 -5.23% - - - - - N/A Operating Supplies 401,721 492,210 596,782 600,350 503,910 2.38% Repairs/Maintenance 19,702 2,000 2,000 - 2,000 0.00% 4,200 0.00% Total Cost Center - 2260 Other Charges/Services $ 920,157 85 $ 987,491 4,200 $ 1,095,550 4,200 $ 1,066,282 $ 973,597 -1.41% General Fund $ 920,157 $ 987,491 $ 1,095,550 $ 1,066,282 $ 973,597 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Fire Battalion Chief 1 1 1 1 1 1 Fire Mechanic - CDL 2 2 2 2 2 2 Senior Fire Mechanic - CDL 1 1 1 1 1 1 Total 4 4 4 4 4 4 Position Title Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 reflects the elimination of one-time funding for safety supplies for the 2021 Ostrich Festival. As part of the FY 2021-22 amendment process, one-time funding of $5,500 for natural gas meters was transferred from Council Contingency. 404 Table of Contents City of Chandler Fire 2021-22 Adopted Budget 405 Table of Contents Table of Contents City of Chandler Police 2021-22 Adopted Budget City Manager Police Administration Professional Standards Communications Property and Evidence Police Technology Forensic Services Records Field Operations Detention Services Criminal Investigations Operational Support Planning and Research 407 Table of Contents City of Chandler Police 2021-22 Adopted Budget Police Department Overview The FY 2019-20 Actual, FY 2020-21 Adopted, FY 2020-21 Estimated Expenditures, and FY 2021-22 Adopted Budget may show significant differences due to impacts from the COVID-19 pandemic. Therefore, when comparing between budget years, consider that the FY 2020-21 budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize potential impacts from revenue shortfalls, but the FY 2021-22 Adopted Budget anticipates services returning to some normalcy during the year. Refer to the Executive Summary for additional details on the effects caused by the COVID-19 pandemic. 2019-20 2020-21 2020-21 2021-22 % Change Actual Adopted Estimated Adopted Adopted to Expenditures by Cost Center Expenditures Budget Expenditures Budget Adopted Police Administration $ 3,004,565 $ 2,969,953 -1.15% 1,284,967 501,785 2,425,171 32,277,919 13,879,130 993,814 4,756,898 2,375,787 1,784,878 2,041,232 12,286,327 5,113,993 1,228,608 478,380 2,487,527 32,187,697 13,794,166 1,086,469 5,341,547 2,632,325 1,875,221 2,614,890 12,062,769 6,163,411 1,318,012 374,104 2,372,973 32,494,761 14,269,208 986,450 5,521,255 2,254,550 1,787,110 2,666,518 12,578,256 1,247,539 1,419,584 461,983 2,494,075 32,794,640 13,956,463 1,157,343 5,498,905 2,631,384 1,907,553 2,639,813 12,184,094 8,205,273 15.54% -3.43% 0.26% 1.89% 1.18% 6.52% 2.95% -0.04% 1.72% 0.95% 1.01% 33.13% Total $ 82,430,785 $ 84,957,575 $ 80,683,514 $ 88,321,063 3.96% $ 69,032,842 $ 69,216,269 $ 68,990,650 $ 69,940,229 - 65,194,476 65,132,857 65,625,655 0.66% Professional Standards Property and Evidence Forensic Services Field Operations Criminal Investigations Planning and Research Communications Police Technology Records Detention Services Operational Support Police Capital Expenditures by Category Personnel & Benefits Total Personnel (1) Ongoing (1) $ 2,812,778 $ - 4,021,793 3,857,793 4,314,574 7.28% 8,283,950 5,113,993 9,577,895 6,163,411 10,445,325 1,247,539 10,175,561 8,205,273 6.24% 33.13% Total $ 82,430,785 $ 84,957,575 $ 80,683,514 $ 88,321,063 3.96% 2019-20 Revised 10.000 8.000 5.000 21.000 194.000 87.000 9.000 46.000 12.000 24.000 13.000 74.000 503.000 2020-21 Adopted 10.000 8.000 5.000 21.000 195.000 87.000 9.000 46.000 12.000 24.000 13.000 75.000 505.000 2020-21 Revised 10.000 8.000 5.000 21.000 196.000 87.000 10.000 46.000 10.000 24.000 13.000 75.000 505.000 One-time Operating & Maintenance Capital - Major 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 Operational Support Total (1) 2,708,883 % Change 2021-22 Adopted to Adopted Adopted 10.000 0.00% 8.000 0.00% 5.000 0.00% 21.000 0.00% 196.000 0.51% 87.000 0.00% 10.000 11.11% 46.000 0.00% 10.000 -16.67% 24.000 0.00% 13.000 0.00% 77.000 2.67% 507.000 0.40% Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. 408 Table of Contents City of Chandler Police 2021-22 Adopted Budget 2020-21 Accomplishments  Developing and maintaining community partnerships is the cornerstone of our system of policing in Chandler. With appreciation to those that worked alongside us this past year helping to safeguard our City, we helped drive down overall Part One crime again, making 2020 one of the safest years in Chandler’s history.  During the 2020 calendar year, volunteers donated 6,412 hours of service through the Chandler Police Department Volunteers in Policing program. The added value of hours contributed is $163,280.  In 2020, the Field Operations Division received nine hybrid patrol vehicles. The hybrid platform will offer significant improvements in fuel economy and reduce carbon dioxide emissions.  The Homeless Liaison Officer working out of the Desert Breeze Substation in association with the Homeless Liaison Program, which brought together a variety of city departments and community partners, continued with the mission of sharing information and resources regarding best practices in addressing homelessness in Chandler. The officer hosted training for each patrol team to educate officers about resources available to assist them with homeless outreach efforts.  Uniformed patrol officers have been equipped with body worn cameras since 2016. By November 2020, the program was expanded to all sworn personnel and policies were revised outlining mandatory usage.  In October 2020, we joined the Central Arizona Safe Trails Task Force created by the FBI and the Gila River Police Department. This multi-jurisdictional team is tasked with the investigation of violent crimes and gang activity with a Native American nexus on the Gila River Reservation and in the City of Chandler in an effort to reduce crime and improve the overall quality of life in both jurisdictions.  Thirteen new grants were awarded to the Police Department in 2020. When combined with all other active grants, the value exceeded $1.4 million. Planning & Research administered these grants as well as 50 Intergovernmental Agreements/Memorandum of Understandings totaling more than $1.3 million.  Successfully transitioned to the National Incident-Based Reporting System (NIBRS) for Uniform Crime Reporting. NIBRS collects data on a wider array of offenses with substantially more detail on these offenses creating a more comprehensive view of crime.  In 2020, the School Resource Officer Unit began the Thrive Resilience Program for teens. This training includes future scheduled classes in all three public school districts in the City of Chandler. This program is aimed at empowering students with resilience-based skills to enhance their positive mental health while aiding in successful social and emotional wellbeing of school communities.  The Firearms Training Unit contributed to and oversaw, the construction of a new, fully virtual shoot house and decision-making facility. This state-of-the-art facility was custom built and includes interactive simulations compatible with marking cartridges or laser enabled firearms. This facility is the first of its kind in Arizona and offers endless training scenarios.  Throughout 2020 and into 2021, the Training Unit has had a significant role in the defensive tactics training in the State of Arizona. Chandler’s subject matter experts were successful in rewriting the defensive tactics manual which was approved by AZPOST. This has resulted in an additional 32 hours of training added to Arizona law enforcement academies. 409 Table of Contents City of Chandler Police 2021-22 Adopted Budget Police Administration - 2010 Police Administration provides leadership and resources for the accomplishment of the department's mission of public safety for the citizens of Chandler. 2021-22 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 Objectives: ♦ Respond to emergency (Priority 1) calls for service in 5 minutes or less.(1) ♦ Respond to urgent (Priority 2) calls in 5 minutes or less.(1) ♦ Respond to non-emergency (Priority 3) calls in 30 minutes or less.(2) ♦ 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 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Emergency (Priority 1) average response time (min:sec)(1) 6:04 4:28(1) 5:00 4:31 5:00 Urgent (Priority 2) average response time (min:sec)(1) 16:23 6:00(1) 5:00(1) 6:10 5:00 Priority 3 average response time (min:sec)(2) 49:33 14:46(2) N/A N/A N/A Part 1 Violent Crimes per 1,000 population 2.4 2.1 2.0 2.0 2.0 Part 1 Property Crimes per 1,000 population 19.8 20.6 32.0 18.4 32.0 Number of sustained external citizen complaints per 10,000 population 0.19 0.34 0.30 0.19 0.19 (1) Effective September 1, 2019, changes in dispatching priorities, protocols and call types were made to categorize and respond to calls for service more efficiently. FY 2019-20 Actual reflect data from September 2019 thru June 2020. While the five-minute objective remains for both emergency and urgent calls, they are measured separately to provide an accurate representation consistent with the new strategy. Emergency is defined as any threat to life or danger of serious physical injury or major property damage or any felony or violent misdemeanor where the suspect has remained at the scene or may be apprehended in the immediate area. Urgent is defined as any incident currently in progress that may not represent a significant threat to life or property. (2) Effective FY 2019-20, the objective and measure has been discontinued and is no longer being used. * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 410 Table of Contents City of Chandler Police 2021-22 Adopted Budget Police Administration - 2010 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ Ongoing* 1,888,940 $ - One-time* 1,888,657 $ 1,907,628 $ 1,903,400 $ 1,853,845 -1.84% 1,888,657 1,907,628 1,903,400 1,853,845 -1.84% - - - - - N/A Professional/Contract 87,255 111,959 111,959 135,000 112,159 0.18% Operating Supplies 200,268 428,370 685,165 308,500 428,370 0.00% Repairs/Maintenance 76,266 268,323 269,078 199,078 268,323 0.00% Communications/Transportation 17,932 41,931 41,931 1,500 41,931 0.00% - 500 500 - 500 0.00% Other Charges/Services 86,041 144,825 147,224 59,300 144,825 0.00% Machinery/Equipment 352,182 105,000 105,000 195,000 105,000 0.00% - 15,000 15,000 11,000 15,000 0.00% -1.15% Insurance/Taxes Office Furniture/Equipment Total Cost Center - 2010 $ 2,708,883 $ 3,004,565 $ 3,283,485 $ 2,812,778 $ 2,969,953 General Fund $ 2,270,592 $ 2,254,565 $ 2,280,385 $ 2,266,278 $ 2,219,953 Police Forfeiture Fund 383,430 750,000 750,000 285,000 Grant Fund** 54,862 - 253,100 261,500 Grand Total $ 2,708,883 $ 3,004,565 $ 3,283,485 $ 750,000 - 2,812,778 $ 2,969,953 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. ** The Adopted Budget for operating grant funding is in cost center 1290, Non-Departmental. The Adjusted Budget, Actual Expenditures, and Estimated Expenditures are reflected as Grant Fund. Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Assistant Police Chief 2 2 2 2 2 2 Management Assistant 1 1 1 1 1 1 Police Advisor Assistant 1 1 1 1 1 1 Police Chief 1 1 1 1 1 1 Police Officer 1 1 1 1 1 1 Police Sergeant 1 1 1 1 1 1 Senior Administrative Assistant 1 1 1 1 1 1 Video Productions Specialist 2 2 2 2 2 2 Total 10 10 10 10 10 10 Position Title Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 includes one-time funding to enable spending of proceeds from weapons sales in accordance with HB 2455, and Police Forfeiture funds for various operational expenses. This funding was also provided in FY 2020-21 for the same purposes. 411 Table of Contents City of Chandler Police 2021-22 Adopted Budget Professional Standards - 2015 The Professional Standards Division is responsible for maintaining 175 Commission on Accreditation for Law Enforcement Agencies (CALEA) standards; recruitment, selection, and hiring of department personnel; and the coordination of Internal Affairs investigations. 2021-22 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 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 (1) 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Number of special inspections/audits 24 24 23 23 23 Number of recruitment events 22 11(1) 21 17 21 Average number of days for hiring process for sworn positions 95 77 95 90 95 Due to COVID-19 social distancing requirements, the 2019-20 Actual was reduced. * 2020-21 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. 412 Table of Contents City of Chandler Police 2021-22 Adopted Budget Professional Standards - 2015 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ Ongoing* 1,240,524 $ - One-time* 1,184,864 $ 1,197,851 $ 1,227,200 $ 1,375,740 16.11% 1,184,864 1,197,851 1,227,200 1,228,640 3.69% - - - - 147,100 N/A Professional/Contract 24,470 13,540 20,950 26,955 13,640 0.74% Operating Supplies 1,393 2,865 2,865 3,207 2,865 0.00% Repairs/Maintenance 210 3,850 3,850 3,850 3,850 0.00% Communications/Transportation 5,788 7,347 7,347 11,600 7,347 0.00% Other Charges/Services 12,582 16,142 16,142 45,200 16,142 0.00% 15.54% Total Cost Center - 2015 $ 1,284,967 $ 1,228,608 $ 1,249,005 $ 1,318,012 $ 1,419,584 General Fund $ 1,284,967 $ 1,228,608 $ 1,249,005 $ 1,318,012 $ 1,419,584 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions Position Title 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Police Accreditation and Compliance Coordinator 1 1 1 1 1 1 Police Administrative Specialist 1 1 1 1 1 1 Police Lieutenant 1 1 1 1 1 1 Police Officer 3 3 3 3 3 3 Police Sergeant 2 2 2 2 2 2 Total 8 8 8 8 8 8 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 reflects one-time funding for two temporary Background Investigators. 413 Table of Contents City of Chandler Police 2021-22 Adopted Budget Property and Evidence - 2020 The Property and Evidence Division receives, processes, stores, safeguards, and properly disposes items of property and/or evidence turned in by Police Officers. Disposition includes returning found items to individuals who have been properly identified as the owner. 2021-22 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 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 100% 100% 98% 100% 98% Number of bike giveaways conducted 2 2 2 2 2 Months of property destruction 12 12 12 12 12 0.1% 0.3% 3.0% 0.1% 3.0% Inventory error rate * 2020-21 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. 414 Table of Contents City of Chandler Police 2021-22 Adopted Budget Property and Evidence - 2020 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel 449,218 $ 450,907 $ 348,800 $ 432,821 -3.65% Ongoing* $ 473,388 $ - 449,218 450,907 348,800 432,821 -3.65% One-time* - - - - - N/A Professional/Contract 7,650 10,100 10,100 7,900 10,100 0.00% Operating Supplies 14,080 12,647 12,647 12,129 12,647 0.00% Repairs/Maintenance 5,688 4,325 4,832 4,200 4,325 0.00% Communications/Transportation 434 1,200 1,200 600 1,200 0.00% Other Charges/Services 545 890 890 475 890 0.00% -3.43% Total Cost Center - 2020 $ 501,785 $ 478,380 $ 480,576 $ 374,104 $ 461,983 General Fund $ 501,785 $ 478,380 $ 480,576 $ 374,104 $ 461,983 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions Position Title 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Police Administrative Specialist 1 1 1 1 1 1 Property and Evidence Supervisor 1 1 1 1 1 1 Property and Evidence Technician 3 3 3 3 3 3 Total 5 5 5 5 5 5 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. There are no significant budget and staffing changes for FY 2021-22. 415 Table of Contents City of Chandler Police 2021-22 Adopted Budget Forensic Services - 2021 The Forensic Services Section (FSS) provides support to the criminal justice community by collecting, processing, and analyzing evidence. The FSS provides processing of crime scenes, ten print analysis, latent print comparisons, latent print processing, analysis of blood for alcohol concentration, and analysis of seized drugs. 2021-22 Performance Measurements Goal: To serve the Police Department, the criminal justice community, and the public with exemplary service through timely, thorough, and accurate analysis. Results and interpretations will be accurate and communicated to our customers in our reports and through impartial and accurate testimony. This is accomplished by embodying the highest standards of integrity and professionalism. With customer service as a foundation, FSS is committed to maintaining and continually improving the services provided. Supports Priority Based Budgeting Goal(s): Safe 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. ♦ Complete all requests for photograph copies within 14 days in 95% of all cases. ♦ Complete all crime scene analysis reports within 14 days in 95% of all cases. Measures Percentage of requests for blood alcohol analysis completed within 30 days Percentage of requests for controlled substances analysis completed within 60 days (1) (2) 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 99% 80% 95% 65%(1) 80%(1) 99% 80% 95% 22%(2) 40%(2) Percentage of photograph copy requests completed within 14 days 100% 99% 95% 95% 95% Percentage of crime scene analysis report requests completed within 14 days 99% 98% 95% 99% 98% The 2020-21 Year End Estimate and the 2021-22 Projection decreased due to an increase in caseload submissions. The 2020-21 Year End Estimate and the 2021-22 Projected decreased due to an increase of analytical time for hazardous substances (i.e., Fentanyl) and complexity of caseload submissions. * 2020-21 Year End Estimate reflects “six months actual” and “six months estimated.” Note: All measurements are through June 30th, the last day of the fiscal year. 416 Table of Contents City of Chandler Police 2021-22 Adopted Budget Forensic Services - 2021 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ 2,196,238 $ Ongoing* - One-time* Professional/Contract 2,224,002 $ 2,244,716 $ 2,176,600 $ 2,230,550 0.29% 2,224,002 2,244,716 2,176,600 2,230,550 0.29% - - - - - N/A 16,661 9,329 9,329 3,700 9,329 0.00% Operating Supplies 52,316 77,259 79,650 60,328 77,259 0.00% Repairs/Maintenance 132,649 153,325 182,991 120,045 153,325 0.00% Communications/Transportation 891 6,620 10,820 - 6,620 0.00% Insurance/Taxes 992 - - - - N/A 25,425 16,992 16,992 12,300 16,992 0.00% 0.26% Other Charges/Services Total Cost Center - 2021 $ 2,425,171 $ 2,487,527 $ 2,544,498 $ 2,372,973 $ 2,494,075 General Fund $ 2,424,271 $ 2,487,527 $ 2,540,298 $ 2,369,400 $ 2,494,075 $ 2,425,171 $ 2,487,527 $ 2,544,498 $ 2,372,973 $ 2,494,075 Grant Fund** 900 Grand Total - 4,200 3,573 - * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. ** The Adopted Budget for operating grant funding is in cost center 1290, Non-Departmental. The Adjusted Budget, Actual Expenditures, and Estimated Expenditures are reflected as Grant Fund. Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Crime Scene Supervisor 2 1 1 1 1 1 Crime Scene Technician II 10 10 10 10 10 10 Forensic Assistant 2 1 1 1 1 1 Forensic Scientist II 1 0 0 0 0 0 Forensic Scientist III 4 5 5 5 5 5 Forensic Scientist Supervisor 1 1 1 1 1 1 Lead Crime Scene Technician 0 2 2 2 2 2 Position Title Police Forensics Service Section Manager 1 1 1 1 1 1 Total 21 21 21 21 21 21 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. There are no significant budget and staffing changes for FY 2021-22. 417 Table of Contents City of Chandler Police 2021-22 Adopted Budget Field Operations - 2030 The Field Operations Division is responsible for patrol and traffic control of the City’s roadways. The division is comprised of traditional patrol officers. The Community Oriented Policing (COP) program consists of 18 beats where officers and citizens work to identify and resolve problems. 2021-22 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; Sustainable Economic Health Objectives: ♦ Develop and communicate effective directed enforcement plans for each district on an ongoing basis to address public safety issues and achieve departmental strategic goals. ♦ Conduct outreach and engagement activities that promote community involvement and enhance the Community Oriented Policing program. Measures Number of directed enforcement plans developed to address public safety issues and achieve departmental strategic goals Number of community outreach and engagement activities (1) 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 207 254 300 400 400 335 662 360 150(1) 200(1) Due to COVID-19 social distancing requirements, the 2020-21 Year End Estimate and the 2021-22 Projected was reduced. * 2020-21 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. 418 Table of Contents City of Chandler Police 2021-22 Adopted Budget Field Operations - 2030 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted $ 28,935,210 $ 29,505,098 $ 28,915,200 $ 29,258,840 Personnel Services Total Personnel 29,159,267 $ 1.12% Ongoing* - 25,147,068 25,716,956 25,291,058 25,416,793 1.07% One-time* - 3,788,142 3,788,142 3,624,142 3,842,047 1.42% Professional/Contract 44,167 44,811 46,401 48,000 44,811 0.00% Operating Supplies 1,604,890 1,853,325 2,242,915 1,837,398 1,854,966 0.09% Repairs/Maintenance 36,883 48,146 49,632 45,113 61,106 26.92% -29.69% Communications/Transportation 28,082 43,649 46,602 24,296 30,689 Insurance/Taxes 20,275 24,794 24,794 25,000 24,794 0.00% Other Charges/Services 15,580 17,679 17,679 10,400 17,679 0.00% Machinery/Equipment 106,497 59,068 433,827 428,339 - -100.00% Capital Replacement 1,262,279 1,161,015 1,161,015 1,161,015 1,501,755 29.35% Total Cost Center - 2030 $ 32,277,919 $ 32,187,697 $ 33,527,963 $ 32,494,761 $ 32,794,640 1.89% General Fund $ 32,195,980 $ 32,187,697 $ 33,210,463 $ 32,263,401 $ 32,794,640 Grant Fund** Grand Total 81,939 - 317,500 231,360 - $ 32,277,919 $ 32,187,697 $ 33,527,963 $ 32,494,761 $ 32,794,640 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. ** The Adopted Budget for operating grant funding is in cost center 1290, Non-Departmental. The Adjusted Budget, Actual Expenditures, and Estimated Expenditures are reflected as Grant Fund. 419 Table of Contents City of Chandler Police 2021-22 Adopted Budget Field Operations - 2030 Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Police Administrative Specialist 7 7 7 7 6 6 Police Commander 3 2 2 3 3 3 Police Field Operations Support Manager 0 0 0 0 1 1 Police Fleet Aide 1 1 1 1 1 1 Police Investigative Specialist 4 1 0 0 1 1 Position Title Police Lieutenant 10 10 10 10 10 10 Police Officer 150 152 152 152 152 152 Police Operations Support Supervisor 2 2 2 2 2 2 Police Sergeant 18 18 18 18 18 18 Quartermaster 1 1 1 1 1 1 Senior Police Communications Technician 1 1 1 1 1 1 Total 197 195 194 195 196 196 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. During FY 2020-21, one Police Administrative Specialist position transferred to cost center 2080, Operational Support, one Police Field Operations Support Manager transferred from cost center 2050, Planning and Research, and one Police Investigative Specialist position transferred from cost center 2080, Operational Support. FY 2021-22 reflects one-time funding related to overtime for the Ostrich Festival. This one-time funding was also provided in FY 2020-21. Public Safety Personnel Retirement System (PSPRS) The PSPRS employer contribution rate for Police is 49.12% for tiers 1 and 2, 45.46% for the tier 3 defined benefit plan, and 45.22% for the tier 3 defined contribution plan of wages per sworn position. The total budgeted employer contribution for FY 2021-22 is $13.1 million, basically flat compared to the prior year of $13.1 million. The rate includes a normal retirement portion (28% or $3.7 million) and a portion that is paid towards the unfunded liability (72% or $9.4 million). The PSPRS Police unfunded liability is $114.5 million as of the June 30, 2020 actuarial report, $3.4 million lower than the prior year. The City has created a pay-down plan to accelerate reduction of the PSPRS unfunded liability over time. The plan includes additional one-time payment of $22 million total for Police ($14.7 million) and Fire ($7.3 million), from the City’s General Fund in FY 2021-22 (shown in the Management Services book, Non-Departmental Cost Center) towards the goal of fully funding future retirement commitments of sworn personnel. This pay-down plan recognizes the fact that the unfunded amount will be greatly reduced over time, thereby reducing the unfunded liability portion of the annual rate paid per sworn position. This allows a portion of the PSPRS Police employer contribution ($3.7 million) to be paid from one-time funds as reflected in the Budget Summary table on the previous page. 420 Table of Contents City of Chandler Police 2021-22 Adopted Budget Criminal Investigations - 2040 The Criminal Investigations Bureau is responsible for thoroughly investigating serious crimes committed against persons, property, and/or the State of Arizona. In doing so, investigators utilize specialized investigative skills and techniques to aid in solving these crimes. In addition, the Bureau maintains informative databases and investigative files on criminal street gangs and sex offenders. 2021-22 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 Objectives: ♦ Maintain a clearance rate of at least 70% for all cases assigned to the Criminal Investigations Bureau. ♦ 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 and current crime trends through education, enforcement, and suppression. ♦ Cleared or investigated 90% of all vice, drug, and organized crime tips and leads (VDOs) within 30 days. Measures 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Criminal Investigations clearance rate 80% 76% 70% 80% 70% Percentage of submitted cases requiring no further investigation 89% 85% 90% 90% 90% Number of special projects in response to crime trends 105 91 75 75 75 Number of gang and crime awareness presentations 48 18(1) 35 20(1) 20(1) 100% 100% 90% 100% 90% Percent of all VDO’s cleared or investigated within 30 days (1) 2018-19 Actual Due to COVID-19 social distancing requirements, the 2019-20 Actual, 2020-21 Year End Estimate and the 2021-22 Projected number of gang and crime awareness presentations was reduced. * 2020-21 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. 421 Table of Contents City of Chandler Police 2021-22 Adopted Budget Criminal Investigations - 2040 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted $ Personnel Services Total Personnel 13,506,629 $ 14,052,131 $ 13,925,700 $ 13,510,016 Ongoing* - 13,486,129 14,031,631 13,905,200 13,489,516 0.03% One-time* - 20,500 20,500 20,500 20,500 0.00% 15,574 1,225 1,225 500 1,225 0.00% Professional/Contract 13,397,358 $ 0.03% Operating Supplies 109,690 32,685 275,310 82,825 32,685 0.00% Repairs/Maintenance 134,899 100,753 119,209 147,663 137,293 36.27% Communications/Transportation 79,430 53,328 56,996 27,500 53,328 0.00% Insurance/Taxes 8,318 2,000 2,000 2,000 2,000 0.00% - - - 20 - N/A 77,917 97,546 100,546 83,000 97,546 0.00% 55,944 - - - Rents/Utilities Other Charges/Services Machinery/Equipment 122,370 N/A Total Cost Center - 2040 $ 13,879,130 $ 13,794,166 $ 14,607,417 $ 14,269,208 $ 13,956,463 1.18% General Fund $ 13,573,649 $ 13,704,409 $ 13,816,060 $ 13,903,708 $ 13,864,499 General Fund-Domestic Violence 34,500 35,500 35,500 35,500 35,500 Grant Fund** 270,981 54,257 755,857 330,000 56,464 Grand Total $ 13,879,130 $ 13,794,166 $ 14,607,417 $ 14,269,208 $ 13,956,463 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. ** The Adopted Budget for operating grant funding is in cost center 1290, Non-Departmental. The Adjusted Budget, Actual Expenditures, and Estimated Expenditures are reflected as Grant Fund. 422 Table of Contents City of Chandler Police 2021-22 Adopted Budget Criminal Investigations - 2040 Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Pawn Specialist 1 1 0 0 0 0 Police Administrative Specialist 2 2 2 2 2 2 Police Commander 1 1 1 1 1 1 Police Investigative Analyst 3 3 3 3 3 3 Police Investigative Specialist 0 0 2 2 2 2 Police Lieutenant 3 3 3 3 3 3 Police Officer 61 61 61 61 61 61 Police Sergeant 11 11 11 11 11 11 Victim Services Coordinator 1 1 1 1 1 1 Victim Services Specialist 3 3 3 3 3 3 Total 86 86 87 87 87 87 Position Title Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 includes one-time funding for investigative equipment and one-time funding to support a Victim Services Specialist position; this funding was also provided in FY 2020-21. Police anticipates the reduction of existing grant funds used to support this position and are utilizing Domestic Violence Filing Fees to cover the anticipated loss. 423 Table of Contents City of Chandler Police 2021-22 Adopted Budget Planning and Research - 2050 The Planning and Research Division 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. 2021-22 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; Sustainable Economic Health; Connected and Mobile Community Objectives: ♦ Perform ongoing budget monitoring analysis. ♦ Prepare and/or process grant applications, IGAs, MOUs, and similar contracts for the 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 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Number of budget monitoring reports performed 137 171 110 130 110 Number of grants/IGAs/MOUs prepared 35 35 35 32 35 Number of crime analysis products provided 854 979 725 860 725 Number of Uniform Crime Reports produced 12 12 12 12 12 Number of deployment and efficiency studies performed 44 66 50 50 50 * 2020-21 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. 424 Table of Contents City of Chandler Police 2021-22 Adopted Budget Planning and Research - 2050 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ 854,531 $ 1,025,307 $ 994,541 $ 892,800 $ 1,096,181 Ongoing* - 936,457 905,691 803,950 1,016,561 8.55% One-time* - 88,850 88,850 88,850 79,620 -10.39% 106,943 - 70,315 60,000 - N/A Professional/Contract 6.91% Operating Supplies 5,242 20,440 20,440 8,450 20,440 0.00% Repairs/Maintenance 11,041 25,412 25,412 20,000 25,412 0.00% Communications/Transportation 4,053 9,000 9,000 2,000 9,000 0.00% Other Charges/Services 12,004 6,310 6,310 3,200 6,310 0.00% 6.52% Total Cost Center - 2050 $ 993,814 $ 1,086,469 $ 1,126,018 $ 986,450 $ 1,157,343 General Fund $ 993,814 $ 1,086,469 $ 1,126,018 $ 986,450 $ 1,157,343 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Crime Analysis Supervisor 1 0 1 1 2 2 Management Analyst 1 1 1 1 0 0 Police Crime Analysis Data Technician 2 1 2 2 3 3 Police Crime and Intelligence Analyst 0 0 1 1 1 1 Police Investigative Specialist 0 2 0 0 0 0 Police Planning and Research Analyst 4 4 3 3 3 3 Police Planning and Research Manager 1 1 1 1 1 1 Total 9 9 9 9 10 10 Position Title Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. During FY 2020-21, one Management Analyst position was reclassified to Police Field Operations Support Manager and transferred to cost center 2030, Field Operations, and one Crime Analysis Supervisor position and one Police Crime Analysis Data Technician position transferred from cost center 2065, Police Technology. FY 2021-22 reflects one-time funding to extend the contract for a Crime and Intelligence Analyst. 425 Table of Contents City of Chandler Police 2021-22 Adopted Budget Communications - 2060 The Communications Section provides emergency and non-emergency police services to the public and supports other City departments in carrying out their public safety responsibilities by providing radio and computer aided dispatch. 2021-22 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; Connected and Mobile Community Objectives: ♦ Process calls for services. ♦ Answer a minimum of 90% of all 9-1-1 calls within 15 seconds.(1) ♦ Answer a minimum of 95% of all 9-1-1 calls within 20 seconds. ♦ Enter 85% of Priority 1 calls received through 9-1-1 into the system within one minute. This is Communications’ effort in meeting the department 5 minute response times. ♦ Maintain a median queue of 30 seconds or less on Priority 1 calls for service (entered to dispatched). Measures 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Total call volume into the dispatch center 343,483 383,448 355,000 353,000 355,000 Percentage of 9-1-1 calls answered within 15 seconds(1) 95% 96% 90% 98% 96% 99% 99% 95% 98% 98% 88% 85% 85% 85% 85% 24 30 30 27 27 Percentage of 9-1-1 calls answered within 20 seconds 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) 2018-19 Actual Effective FY 2020-21 objective and measure were modified from 10 to 15 seconds to reflect the national industry standards. Actual amounts reported do not change regardless of reverting back to the national industry standards. * 2020-21 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. 426 Table of Contents City of Chandler Police 2021-22 Adopted Budget Communications - 2060 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ 3,697,290 $ Ongoing* - One-time* 3,927,534 $ 3,974,534 $ 3,789,050 $ 3,991,351 1.62% 3,927,534 3,974,534 3,789,050 3,991,351 1.62% - - - - - N/A Professional/Contract 8,769 4,787 4,787 8,800 4,787 0.00% Operating Supplies 22,485 31,573 31,573 73,550 31,031 -1.72% Repairs/Maintenance 688,148 715,855 719,977 703,776 720,898 0.70% Communications/Transportation 17,012 11,380 11,380 - 11,380 0.00% Other Charges/Services 4,193 8,612 8,612 2,800 8,871 3.01% Machinery/Equipment 31,612 350,523 651,996 651,996 421,783 20.33% Capital Replacement 287,390 291,283 291,283 291,283 308,804 6.02% 2.95% Total Cost Center - 2060 $ 4,756,898 $ 5,341,547 $ 5,694,142 $ 5,521,255 $ 5,498,905 General Fund $ 4,756,898 $ 5,341,547 $ 5,694,142 $ 5,521,255 $ 5,498,905 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions Position Title 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Dispatch Supervisor 7 6 6 6 6 6 Dispatcher 29 29 29 29 29 29 Emergency Call Taker 7 7 7 7 7 7 Police Administrative Specialist 1 1 1 1 1 1 Police Communications Manager 1 1 1 1 1 1 Police Communications Operations Supervisor 0 1 1 1 1 1 Police Radio Communications Analyst 1 1 1 1 1 1 Total 46 46 46 46 46 46 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 reflects ongoing and one-time funding related to the purchase of Mobile Data Computers and Mobile Radios and amounts transferred to the Equipment Replacement Fund. FY 2021-22 reflects ongoing funding for amounts transferred to the Equipment Replacement Fund for radio equipment to support the new SRO position in cost center 2080, Operational Support. 427 Table of Contents City of Chandler Police 2021-22 Adopted Budget Police Technology - 2065 The Police Technology Division provides seamless integration of technology services and strategies that support the department with carrying out the mission of public safety for the citizens of Chandler. 2021-22 Performance Measurements Goal: Establish technology-based services and strategies which will support members of the 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 Objectives: ♦ Maintain 99% availability of critical applications. ♦ Provide training and resources to assist employees with use of critical applications within two weeks of request 90% of the time. ♦ Provide technical, hardware, and application support to Records Management System (RMS) users 90% of the time within one business day. Measures Percentage of time critical applications are available Percentage of training and resources provided to employees within two weeks of request time Percentage of RMS support requests responded to within one business day 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 99% 99% 99% 99% 99% 98% 99% 99% 99% 99% 97% 98% 90% 97% 98% * 2020-21 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. 428 Table of Contents City of Chandler Police 2021-22 Adopted Budget Police Technology - 2065 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ 1,467,829 $ - Ongoing* One-time* 1,549,968 $ 1,561,112 $ 1,224,600 $ 1,401,085 -9.61% 1,425,667 1,436,811 1,100,299 1,175,778 -17.53% 124,301 124,301 124,301 225,307 81.26% Operating Supplies 52,553 27,325 27,398 21,200 151,502 454.44% Repairs/Maintenance 574,268 603,967 604,650 601,500 612,712 1.45% Communications/Transportation 278,894 443,450 523,624 405,000 457,970 3.27% 2,243 7,615 7,615 2,250 8,115 6.57% -0.04% Other Charges/Services Total Cost Center - 2060 $ 2,375,787 $ 2,632,325 $ 2,724,399 $ 2,254,550 $ 2,631,384 General Fund $ 2,375,787 $ 2,632,325 $ 2,724,399 $ 2,254,550 $ 2,631,384 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Business Systems Support Analyst 4 4 4 4 4 4 Business Systems Support Specialist 1 1 1 1 1 1 Crime Analysis Supervisor 0 1 1 1 0 0 Police Administrative Specialist 1 1 0 0 0 0 Police Crime Analysis Data Technician 0 1 3 3 2 2 Police Investigative Specialist 0 1 0 0 0 0 Police Sergeant 1 1 1 1 1 1 Police Technology Manager 1 1 1 1 1 1 Senior Business Systems Support Specialist 1 1 1 1 1 1 Total 9 12 12 12 10 10 Position Title Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. During FY 2020-21, one Crime Analysis Supervisor position and one Police Crime Analysis Data Technician position transferred to cost center 2050, Planning and Research. FY 2021-22 reflects ongoing and one-time funding to purchase Police Recruit Technology and Mobile Data Computer and Radios; one-time funding for a temporary Technology Training and Development Coordinator; and one-time funding for a temporary Business Systems Support Analyst which has been funded as one-time since FY 2016-17. 429 Table of Contents City of Chandler Police 2021-22 Adopted Budget Records - 2070 The Records Unit manages and processes police reports and related records. This unit validates the accuracy of information entered into state and national law enforcement databases, enters and clears warrants, runs criminal histories, notifies owners of stolen vehicle recoveries, images documents to police reports, and responds timely to requests for police reports and for police video from body worn cameras. 2021-22 Performance Measurements Goal: Process and manage police reports and related documents and timely respond to requests for these reports and other information. Validate the accuracy of records entered into the Arizona Crime Information Center (ACIC) and the National Crime Information Center (NCIC). Supports Priority Based Budgeting Goal(s): Safe Community; Connected and Mobile Community Objectives: ♦ Process requests for report copies within 10 business days in 90% of all cases. ♦ Validate the accuracy of records entered in the ACIC and NCIC information systems within set time limits 100% of the time. Measures 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Percentage of report copy requests processed within 10 business days 97% 96% 90% 96% 90% Percentage of validations completed within allotted time limits 100% 100% 100% 100% 100% Goal: Provide information as requested in an accurate and timely manner to the public, media, private and public sector organizations, and members of the 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 Percentage of criminal histories completed by the end of the following shift Percentage of recovery letters mailed to victim with 24 hours 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 100% 100% 100% 100% 98% 100% 100% 98% 98% 98% * 2020-21 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. 430 Table of Contents City of Chandler Police 2021-22 Adopted Budget Records - 2070 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ Ongoing* 1,759,354 $ - One-time* 1,839,890 $ 1,882,693 $ 1,759,600 $ 1,872,222 1.76% 1,839,890 1,882,693 1,759,600 1,872,222 1.76% - - - - - N/A Operating Supplies 18,421 24,781 24,781 20,600 24,781 0.00% Repairs/Maintenance 5,681 6,750 6,750 6,210 6,750 0.00% Communications/Transportation 570 2,000 2,000 - 2,000 0.00% Other Charges/Services 853 1,800 1,800 700 1,800 0.00% 1.72% Total Cost Center - 2070 $ 1,784,878 $ 1,875,221 $ 1,918,024 $ 1,787,110 $ 1,907,553 General Fund $ 1,762,594 $ 1,875,221 $ 1,893,024 $ 1,771,910 $ 1,907,553 $ 1,784,878 $ 1,875,221 $ 1,918,024 $ 1,787,110 $ 1,907,553 Grant Fund** 22,284 Grand Total - 25,000 15,200 - * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. **The Adopted Budget for operating grant funding is in cost center 1290, Non-Departmental. The Adjusted Budget, Actual Expenditures, and Estimated Expenditures are reflected as Grant Fund. Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Police Records Specialist 19 19 19 19 19 19 Police Records Supervisor 4 4 4 4 4 4 Police Support Services Manager 1 1 1 1 1 1 Total 24 24 24 24 24 24 Position Title Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. There are no significant budget and staffing changes for FY 2021-22. 431 Table of Contents City of Chandler Police 2021-22 Adopted Budget Detention Services - 2071 The Detention Services Division, in conjunction with the Gilbert Police Department, operates a joint facility for the booking, processing, and holding of prisoners pending processing by various courts. The division assists with the booking and safe disposition of prisoners while providing customer service support to multiple stakeholders and ensures that all prisoners arrive on time for court appearances and are treated in accordance with policy. 2021-22 Performance Measurements Goal: Provide for the safe and timely management of prisoners held in the holding facility and subsequent processing in partnership with various courts. 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 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% * 2020-21 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. 432 Table of Contents City of Chandler Police 2021-22 Adopted Budget Detention Services - 2071 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Expenditures Budget Adjusted Estimated Adopted Adopted to Budget Expenditures Budget Adopted Personnel Services Total Personnel $ Ongoing* 1,264,195 $ - One-time* 1,102,827 $ 1,117,132 $ 1,153,400 $ 1,127,750 2.26% 1,102,827 1,117,132 1,153,400 1,127,750 2.26% - - - - - N/A Professional/Contract 772,087 1,509,068 1,509,068 1,509,068 1,509,068 0.00% Operating Supplies 1,133 1,495 1,495 3,600 1,495 0.00% Communications/Transportation 2,841 1,000 1,000 - 1,000 0.00% 975 500 500 450 500 0.00% 0.95% Other Charges/Services Total Cost Center - 2071 $ 2,041,232 $ 2,614,890 $ 2,629,195 $ 2,666,518 $ 2,639,813 General Fund $ 2,041,232 $ 2,614,890 $ 2,629,195 $ 2,666,518 $ 2,639,813 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions Position Title Detention Officer - CDL 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted 11 11 11 11 11 11 Police Detention Supervisor - CDL 2 2 2 2 2 2 Total 13 13 13 13 13 13 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. There are no significant budget and staffing changes for FY 2021-22. 433 Table of Contents City of Chandler Police 2021-22 Adopted Budget Operational Support - 2080 The Operational Support Division includes the Community Resources, Traffic, and Special Operations Sections. The Community Resources Section includes the School Resource Officer Program, the Crime Prevention Unit, and the Volunteers in Policing Program. Each section strives to maximize citizens’ engagement through encouraging and assisting in the development and implementation of crime prevention programs. Park Rangers create a safe and enjoyable environment for City parks. The Traffic Unit enhances motorist safety through directed enforcement initiatives. The Training Unit coordinates and documents all training for department personnel. 2021-22 Performance Measurements Goal: Enhance community-oriented policing through programs that work in partnership with the community and in the schools, such as the SRO Program, Police Academies, youth programs, and the Volunteers in Policing Program. Supports Priority Based Budgeting Goal(s): Safe Community; Sustainable Economic Health Objectives: ♦ Support the SRO program in schools within the City. ♦ Provide Law Related Education (LRE) instruction to students. ♦ Provide Police Academies and youth programs to the community. ♦ Coordinate departmental volunteer activity to enhance citizen interaction and service to our community. Measures 2018-19 Actual Number of schools within the City with an SRO Number of LRE hours taught (1) 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 10 10 10 10 11 2,356 2,088 2,000 2,000 2,456 13 9(1) 15 15 15 8,899 8,006 8,000 8,000 8,000 Number of academies and youth programs Number of volunteer hours donated 2019-20 Actual Due to COVID-19 social distancing requirements, academies and youth programs were reduced. Goal: Provide training and maintain personnel training records. 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 2018-19 Actual 2019-20 Actual 100% 100% 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 100% 100% 100% * 2020-21 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. 434 Table of Contents City of Chandler Police 2021-22 Adopted Budget Operational Support - 2080 Goal: Through the Crime Prevention Unit, increase the availability of crime prevention information to the community through specific crime prevention services. 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; Sustainable Economic Health Objectives: ♦ Encourage citizen participation and provide public safety information in annual open house and public meetings with members of the community to address and develop joint law enforcement/citizen solutions to neighborhood problems. ♦ Ascertain concerns and needs of community through citizen satisfaction surveys.(1) ♦ Promote traffic safety by conducting special public awareness events annually. ♦ Provide the community with at least 360 crime prevention contacts, including presentations such as Crime Prevention Through Environmental Design (CPTED) assessments, and participation in community events. Programs include neighborhood watch meetings, safety fairs, and other crime prevention presentations. Measures (1) (2) 2018-19 Actual 2019-20 Actual 2020-21 Year End Estimate* 2020-21 Projected 2021-22 Projected Number of citizen community meetings 92 66(2) 150 150 150 Number of citizen satisfaction surveys completed(1) 78 N/A N/A N/A N/A Number of traffic safety and education special events conducted 160 57(2) 170 170 180 Number of crime prevention program contacts 329 252 365 365 365 Effective 2019-20 objective and measure have been eliminated. Due to COVID-19 social distancing requirements, citizen participation and public events were reduced. Goal: To conduct professional and directed traffic enforcement throughout the City by enhancing traffic safety and reducing accidents. Supports Priority Based Budgeting Goal(s): Safe Community; Sustainable Economic Health Objectives: ♦ Reduce traffic accidents and enhance traffic safety. ♦ Maintain or reduce the accident rate at 14.0 per 1,000 population. Measures (3) (4) 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Number of directed traffic enforcement initiatives(3) 440 150(4) 455 302(4) 455 Accidents per 1,000 population 16.1 14.8 17.2 16.0 16.0 Focus is at high accident locations based on collision data. Reduced traffic enforcement initiatives due to COVID-19. * 2020-21 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. 435 Table of Contents City of Chandler Police 2021-22 Adopted Budget Operational Support - 2080 Goal: Create a safe and pleasant environment for park patrons through high visibility patrols within City parks. Supports Priority Based Budgeting Goal(s): Safe Community; Attractive Community; Sustainable Economic Health Objectives: ♦ Maintain a Park Ranger Team average of 10,800 park visits per year. ♦ Conduct a team average of 2,000 hours per year of foot patrol through the parks for enforcement purposes. Measures (1) 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Number of park visits per year 10,533 8,701(1) 10,800 10,800 10,800 Number of park foot patrol hours per year 1,965 1,820(1) 2,000 2,000 2,000 2019-20 Actual reflects a decrease due to an extended personnel vacancy. * 2020-21 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. 436 Table of Contents City of Chandler Police 2021-22 Adopted Budget Operational Support - 2080 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted $ Personnel Services Total Personnel 11,582,163 $ 12,320,518 $ 11,674,300 $ 11,789,828 1.79% Ongoing* - 11,582,163 12,320,518 11,674,300 11,789,828 1.79% One-time* - - - - - N/A Professional/Contract Operating Supplies 11,633,929 $ - - - 900 - N/A 517,442 400,307 762,645 811,206 301,887 -24.59% Repairs/Maintenance 24,698 23,238 23,238 16,150 23,318 0.34% Communications/Transportation 29,863 18,459 18,459 16,800 19,459 5.42% Insurance/Taxes 5,250 3,750 4,500 4,500 3,750 0.00% Other Charges/Services 56,874 34,852 34,852 54,400 45,852 31.56% Machinery/Equipment 18,271 - - - - N/A Total Cost Center - 2080 $ 12,286,327 $ 12,062,769 $ 13,164,212 $ 12,578,256 $ 12,184,094 1.01% General Fund $ 11,899,834 $ 12,062,769 $ 12,225,112 $ 12,059,756 $ 12,184,094 Grant Fund** Grand Total 386,493 - 939,100 518,500 - $ 12,286,327 $ 12,062,769 $ 13,164,212 $ 12,578,256 $ 12,184,094 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. ** The Adopted Budget for operating grant funding is in cost center 1290, Non-Departmental. The Adjusted Budget, Actual Expenditures, and Estimated Expenditures are reflected as Grant Fund. 437 Table of Contents City of Chandler Police 2021-22 Adopted Budget Operational Support - 2080 Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Civilian Range Instructor 2 2 2 2 2 2 Crime Prevention Specialist 1 1 1 1 1 1 Impound Hearing Specialist 1 1 1 1 1 1 Park Ranger 5 5 5 5 5 5 Police Administrative Specialist 0 0 0 0 1 1 Police Commander 0 1 1 1 1 1 Police Investigative Specialist 1 1 1 1 0 0 Police Lieutenant 3 3 3 3 3 3 Position Title Police Mental Health and Wellness Coordinator 0 0 0 0 0 1 Police Officer 48 47 47 48 48 49 Police Sergeant 11 11 11 11 11 11 Police Training and Development Coordinator 1 1 1 1 1 1 Police Volunteer Coordinator 1 1 1 1 1 1 Total 74 74 74 75 75 77 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. During FY 2020-21, one Police Administrative Specialist position transferred from cost center 2030, Field Operations, and one Police Investigative Specialist position transferred to cost center 2030, Field Operations. FY 2021-22 reflects ongoing and one-time funding for a School Resource Officer (SRO), which is offset through revenues from CUSD. FY 2021-22 reflects the elimination of one-time funding for taser replacements approved in FY 2020-21. Effective July 1, 2021, one Police Mental Health and Wellness Coordinator position and one Police Officer position (the SRO mentioned above) are added along with associated one-time and ongoing increases in operations and maintenance funding. As part of the FY 2021-22 amendment process, ongoing funding of $10,000 for leadership training was transferred from Council Contingency. 438 Table of Contents City of Chandler Police 2021-22 Adopted Budget Police Capital - 2100 Capital Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Expenditures Budget Adjusted Estimated Adopted Adopted to Budget Expenditures Budget Adopted Personnel Services Total Personnel - $ - $ 3,940 $ - N/A Ongoing* $ - - - 3,940 - N/A One-time* - - - - - N/A Professional/Contract 33,646 - 661,234 53,854 209,000 N/A Repairs/Maintenance 3,284 - - - - N/A Other Charges/Services 65,118 - - 377 116,000 N/A - - - - 15,000 N/A Contingencies/Reserves - 4,390,411 - - 4,690,273 6.83% Building/Improvements 4,998,456 - 3,248,078 324,368 889,000 N/A Machinery/Equipment - - - - 340,000 N/A Office Furniture/Equipment - 1,773,000 2,028,500 865,000 1,946,000 9.76% $ 8,205,273 33.13% - $ - Project Support Recharge** 13,490 $ Total Cost Center - 2100 $ 5,113,993 Police Forfeiture Fund $ 1,862,897 $ $ 6,163,411 $ 5,937,812 - $ $ - $ 1,247,539 General Gov't Capital Projects Fund 2,134,808 6,115,613 5,906,977 1,247,539 Public Safety Bonds - Police 1,116,288 47,798 30,835 - Grand Total $ 5,113,993 $ 6,163,411 $ 5,937,812 $ 1,247,539 7,136,438 1,068,835 $ 8,205,273 * Ongoing and One-time Personnel Services detail not available for 2019-20 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 When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. Significant budget variances for capital cost centers are primarily attributed to specific project completions related to the prior fiscal year and new projects for FY 2021-22. FY 2021-22 reflects the carryforward of uncompleted project funding from FY 2020-21. Additional detail is available in the 2022-2031 Capital Improvement Program. 439 Table of Contents City of Chandler Police 2021-22 Adopted Budget 440 Table of Contents Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Assistant City Manager Public Works & Utilities Utilities Administration Public Works Administration Solid Waste Services Environmental Resources Capital Projects Recycling Solid Waste Collection Center Wastewater Operations Streets Water Operations Wastewater Collection Traffic Engineering Water Distribution Wastewater Quality Street Sweeping Water Systems Maintenance Ocotillo Brine Reduction Facility Water Treatment Plant Airport Water Reclamation Facilty Santan Vista Water Treatment Plant Lone Butte Wastewater Treatment Water Quality Ocotillo Water Reclamation Facility Meter Services 442 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Public Works & Utilities Department Overview The FY 2019-20 Actual, FY 2020-21 Adopted, FY 2020-21 Estimated Expenditures, and FY 2021-22 Adopted Budget may show significant differences due to impacts from the COVID-19 pandemic. Therefore, when comparing between budget years, consider that the FY 2020-21 budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize potential impacts from revenue shortfalls, but the FY 2021-22 Adopted Budget anticipates services returning to some normalcy during the year. Refer to the Executive Summary for additional details on the effects caused by the COVID-19 pandemic. Expenditures by Cost Center Public Works Administration $ 434,336 Capital Projects 1,200,799 Streets 10,678,729 Streets Capital 40,147,962 Traffic Engineering 6,553,374 Street Sweeping 1,064,481 Utilities Administration 755,913 Solid Waste Services 13,308,276 Solid Waste Capital 105,480 Recycling Solid Waste Collection Center 1,481,030 Water Distribution 4,771,422 Water Capital 22,563,387 Water Treatment Plant 5,476,197 Environmental Resources 7,161,568 Water Quality 1,616,773 Water Systems Maintenance 6,937,082 San Tan Vista Water Treatment Plant 1,566,061 Meter Services 804,839 Wastewater Collection 2,298,487 Wastewater Capital 8,466,506 Ocotillo Brine Reduction Facility 7,550,406 Lone Butte Wastewater Treatment 640,741 Wastewater Quality 489,393 Airport Water Reclamation Facility 7,597,487 Ocotillo Water Reclamation Facility 5,958,383 Total $ 159,629,112 Expenditures by Category Personnel & Benefits Total Personnel $ 2020-21 Estimated Expenditures 2021-22 Adopted Budget 400,947 1,518,378 9,603,121 139,735,844 5,615,185 1,041,551 798,561 13,440,936 894,564 1,671,415 5,326,767 60,415,566 5,547,799 7,277,443 1,793,373 6,598,761 2,082,519 1,018,158 2,904,614 76,246,021 9,605,306 1,402,209 635,462 8,774,721 7,151,298 $ 371,500,519 $ 374,303 1,496,162 11,104,928 36,998,478 5,548,548 1,033,637 759,226 13,712,047 642,025 1,495,728 5,033,218 3,720,795 6,058,768 7,932,467 1,704,392 6,681,388 2,253,600 1,138,075 2,937,219 6,954,656 8,128,244 1,013,522 487,059 8,330,023 7,207,614 $ 142,746,122 $ 410,414 1,513,001 10,128,782 113,433,600 5,729,503 1,055,520 809,823 14,439,947 637,961 1,624,829 5,303,129 78,704,470 5,993,310 8,588,021 1,780,233 6,611,002 2,082,519 1,043,672 2,898,403 91,402,754 10,120,870 1,413,053 732,944 9,760,712 7,797,588 $ 384,016,060 % Change Adopted to Adopted 2.36% -0.35% 5.47% -18.82% 2.04% 1.34% 1.41% 7.43% -28.68% -2.79% -0.44% 30.27% 8.03% 18.01% -0.73% 0.19% 0.00% 2.51% -0.21% 19.88% 5.37% 0.77% 15.34% 11.24% 9.04% 3.37% $ 27,083,570 $ 28,687,373 $ 26,485,354 $ 28,880,557 Ongoing(1) - 28,687,373 26,485,354 28,880,557 0.67% (1) 84,948 61,262,208 71,283,335 Total $ 159,629,112 65,521,151 277,291,995 $ 371,500,519 67,944,814 48,315,954 $ 142,746,122 70,956,718 284,178,785 $ 384,016,060 N/A 8.30% 2.48% 3.37% One-time Operating & Maintenance Capital - Major (1) 2020-21 Adopted Budget 2019-20 Actual Expenditures Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. 443 Table of Contents City of Chandler Public Works & Utilities Staffing by Cost Center Public Works Administration Capital Projects Streets Traffic Engineering Street Sweeping Utilities Administration Solid Waste Services Recycling Solid Waste Collection Center 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 2021-22 Adopted Budget 2019-20 Revised 3.500 17.000 42.500 25.000 9.000 5.500 12.800 9.400 28.000 14.500 7.800 12.000 20.500 10.500 10.000 17.000 1.000 5.000 27.000 24.500 302.500 2020-21 Adopted 2.500 18.000 40.500 17.000 9.000 5.500 12.800 9.400 28.000 14.500 7.800 12.000 20.500 10.500 10.000 17.000 1.000 5.000 27.000 23.500 291.500 2020-21 Revised 2.500 18.000 40.500 17.000 9.000 5.500 12.800 9.400 28.000 14.500 7.800 12.000 20.500 10.500 10.000 17.000 1.000 5.000 27.000 23.500 291.500 % Change 2021-22 Adopted to Adopted Adopted 2.500 0.00% 18.000 0.00% 40.500 0.00% 17.000 0.00% 9.000 0.00% 5.500 0.00% 12.800 0.00% 9.400 0.00% 28.000 0.00% 14.500 0.00% 7.800 0.00% 12.000 0.00% 20.500 0.00% 10.500 0.00% 10.000 0.00% 17.000 0.00% 1.000 0.00% 5.000 0.00% 27.000 0.00% 23.500 0.00% 291.500 0.00% 444 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget 2020-21 Accomplishments  Received American Public Works Association (APWA) Re-Accreditation.  Completed roadway widening improvement projects on Old Price Road, Alma School Road, and Gilbert Road.  Capital Projects Division provided management oversight and administration for 113 contracts for 89 CIP projects valued at over $51M and closed out 97 completed CIP contracts valued at $32.2M.  Completed 4,580 street light outage and other repairs.  Completed inspections and preventative maintenance for 223 signalized intersections and installed video detection cameras at 20 signalized intersections.  Maintained, replaced, or installed 1,745 new and existing traffic signs, 710 LED streetlight heads on arterial streets, and fabricated and installed new street name signs in five Fire Management Areas updating approximately 1,275 signs and 60 advanced street name signs.  Maintained 275 centerline miles of roadway striping as well as 5,400 bike symbols and road markings.  Completed 297 miles of asphalt repaving, surface seal, and slurry rehabilitation treatments.  Completed ADA upgrades to 845 sidewalk/driveway locations and 980 corner ramps.  Inspected 3,600 storm drain structures, maintained 2,000 storm drain structures, and removed and replaced 15 scupper decks/catch basin decks.  Upgraded 4.5 miles of alleyways for PM-10 dust control measures with compacted asphalt millings and sealed with a fog seal.  Maintained 650 acres of non-landscape right-of ways and retention basins.  City sweepers swept 69,145 miles of City streets and disposed of 2,018 tons of sweeping debris.  Cleaned and brushed 217 miles of alleyways, hauled 1,742 tons of debris from the alleyways, and responded to over 200 calls for road spills, pothole patching, and miscellaneous requests.  Treated and delivered over 23 billion gallons of potable drinking water.  Treated and reclaimed 11.71 billion gallons of wastewater at the Airport, Lone Butte, and Ocotillo Water Reclamation Facilities, 10.3 billion gallons of which were reused by our customers for irrigation and cooling.  Received Arizona Recycling Coalition Recycler of the Year and Arizona Water Association Environmental Stewardship awards.  The Household Hazardous Waste (HHW) Collection Facility serviced nearly 2,600 residents who dropped off approximately 122,344 pounds of HHW. Approximately 101,359 pounds of HHW was reused and recycled, achieving a diversion rate of approximately 83%.  Water conservation presentations were provided to 5,361 Chandler school children and 313 adults.  Provided 1,008 residential water audit and high-water use checks and 64 landscape consultations for a total water savings of over 63 million gallons.  Processed 201 smart controller, 34 conversion, and 27 new home rebates for a total estimated water savings in excess of six million gallons. 445 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Public Works Administration - 3010 Public Works Administration is charged with providing management direction and support of planning, developing, designing, constructing, and maintenance of the Streets, Traffic Engineering, Street Sweeping, and Capital Projects Divisions, which is accomplished by working with City staff, elected officials, and the public. 2021-22 Performance Measurements Goal: To provide efficient and effective services to residents through administration, general direction, and coordination of activities of Public Works operations. 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. (1) (2) Measures 2018-19 Actual Number of citizen requests 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 44 25 45 30 30 Percentage of customer service requests responded to within 5 days 95% 28%(1) 95% 95% 95% Number of public meetings with citizens/neighborhoods/businesses 120 48(2) 130 135(2) 50(2) Management Assistant Position vacant until January 2020. Reduction in the number of public meetings is due to meetings attended by Transportation Policy division and the Transportation Policy division has been transferred to the City Manager Department. Goal: Supply factual information, data, and recommendations on Public Works issues to the City Manager to assist in implementation of City Code requirements and City Council policies. Supports Priority Based Budgeting Goal(s): Attractive Community; Connected and Mobile Community; Safe Community; Sustainable Economic Health Objective: ♦ Represent the City at various agency and civic group meetings (e.g., 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 2018-19 Actual 108 2019-20 Actual 110 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 120 120 125 * 2020-21 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. 446 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Public Works Administration - 3010 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel 337,929 $ 341,434 $ 346,000 $ 347,396 2.80% Ongoing* $ 362,076 $ - 337,929 341,434 346,000 347,396 2.80% One-time* - - - - - N/A Professional/Contract 44,215 51,587 58,060 19,500 51,587 0.00% Operating Supplies 19,114 4,056 4,056 1,708 4,056 0.00% Repairs/Maintenance 4,122 2,590 2,590 6,100 2,590 0.00% 435 2,111 2,111 607 2,111 0.00% 4,375 2,674 2,674 388 2,674 0.00% 2.36% Communications/Transportation Other Charges/Services Total Cost Center - 3010 $ 434,336 $ 400,947 $ 410,925 $ 374,303 $ 410,414 General Fund $ 434,336 $ 400,947 $ 410,925 $ 374,303 $ 410,414 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions Position Title 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Assistant to the City Manager 0 0 1 0 0 0 Management Assistant 1 1 1 1 1 1 Public Works and Utilities Director 0.5 0.5 0.5 0.5 0.5 0.5 Public Works Financial Services Supervisor 0 0 1 1 1 1 Senior Management Analyst 1 1 0 0 0 0 Total 2.5 2.5 3.5 2.5 2.5 2.5 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 includes one-time funding for on-call temporary services received since FY 2013-14. 447 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Capital Projects - 3025 The Capital Projects Division is responsible for managing 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. 2021-22 Performance Measurements Goal: Process invoices from consultants and contractors in a timely manner. Supports Priority Based Budgeting Goal(s): 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 staff 2019-20 Actual 2018-19 Actual 80% 85% 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 85% 85% 85% Goal: Limit increases in construction costs of existing projects. Supports Priority Based Budgeting Goal(s): 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) (1) 2018-19 Actual -1% 2019-20 Actual -5% 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 5% 3% 5% Negative percentages are due to projects with close-outs under the award amount due to value engineering resulting in reduced costs and scope reductions. * 2020-21 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. 448 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Capital Projects - 3025 Goal: To provide efficient and effective services to residents through administration, general direction, and coordination of real estate services. Supports Priority Based Budgeting Goal(s): Attractive Community; Connected and Mobile Community; Safe Community; Sustainable Economic Health 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. 2020-21 2018-19 2019-20 2020-21 Year End 2021-22 Measure Actual Actual Projected Estimate* Projected Number of requests for real estate services (including telephone, in-person 550/ 635(1)/ 490(2)/ 308(2)/ 300(2)/ and multiple parcel job requests)/ Percentage responded to within 5 days 95% 95% 95% 95% 95% (1) (2) 2019-20 Actual reflects an increase due to additional road projects. The decrease reflects the impact of COVID-19. Goal: Reduce the cost of property/land rights acquisition and maintenance for Chandler taxpayers. Supports Priority Based Budgeting Goal(s): Sustainable Economic Health Objective: ♦ Pursue and manage CIP property and land rights acquisition for no or low cost to the City. 2020-21 2018-19 2019-20 2020-21 Year End Measures Actual Actual Projected Estimate* 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 $135,800 $0(3) $0(3) $55,000 Value of CIP right-of-way acquisitions (3) (4) $1,411,901 $1,076,761 $1,790,000 $3,389,700(4) 2021-22 Projected $0(3) $2,050,000 No property dedications reported, therefore, no cost savings on purchasing right-of-way for City projects. Includes the acquisition of 34 acres from Sisson North LLC, valued at $5,506,000. * 2020-21 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. 449 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Capital Projects - 3025 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ 1,157,937 $ Ongoing* - One-time* 2,183,473 $ 2,188,321 $ 2,162,027 $ 2,183,910 0.02% 2,183,473 2,188,321 2,162,027 2,183,910 0.02% - - - - - N/A Professional/Contract 1,628 2,557 12,793 12,793 2,557 0.00% 0.00% Operating Supplies 13,408 18,424 18,424 16,813 18,424 Repairs/Maintenance 2,200 2,212 2,388 2,388 2,212 0.00% Communications/Transportation 12,384 13,174 13,174 8,914 12,694 -3.64% Insurance/Taxes Other Charges/Services - 1,350 1,350 - 1,350 0.00% 3,184 12,125 12,125 8,164 12,125 0.00% (731,343) (731,343) (731,343) (736,677) N/A 16,406 16,406 16,406 16,406 0.00% -0.35% Project Support Recharge** Capital Replacement 10,058 Total Cost Center - 3025 $ 1,200,799 $ 1,518,378 $ 1,533,638 $ 1,496,162 $ 1,513,001 General Fund $ 1,200,799 $ 1,518,378 $ 1,533,638 $ 1,496,162 $ 1,513,001 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. ** Project Support Recharge reflects the percentage of staff time spent in direct support of a specific capital project. This staff time is recharged to the project and the appropriate capital cost center. 450 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Capital Projects - 3025 Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Capital Projects Manager 1 1 1 1 1 1 Construction Project Manager 0 1 1 2 2 2 Contract Compliance Specialist 1 1 1 1 1 1 Contract Services Representative 1 1 1 1 1 1 Engineer 3 2 2 2 2 2 Engineer Assistant 1 1 1 1 1 1 Engineering Project Manager 2 2 2 2 2 2 Principal Engineer 0 2 2 2 2 2 Project Analyst 1 1 1 1 1 1 Project Support Assistant 1 1 1 1 1 1 Public Works Inspector 2 1 1 1 1 1 Real Estate Manager 1 1 1 1 1 1 Real Estate Specialist 1 1 1 1 1 1 Senior Administrative Assistant 0 0 1 1 1 1 Senior Engineer 1 0 0 0 0 0 Total 16 16 17 18 18 18 Position Title Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. There are no significant budget and staffing changes for FY 2021-22. 451 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Streets - 3300 The Streets Division provides for the care, repair, and maintenance of all City-owned streets, alleys, curbs, gutters, sidewalks, drainage structures (includes catch basins, scuppers, and retention basins), and right-of-way maintenance. 2021-22 Performance Measurements Goal: Provide a safe and well-maintained street, sidewalk, and curb/gutter system, thereby minimizing citizen complaints and requests for maintenance. Supports Priority Based Budgeting Goal(s): Attractive Community; Connected and Mobile Community; Safe Community; Sustainable Economic Health Objectives: ♦ 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 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Number of complaints on non-landscaped areas and right-of-ways 0 1 1 1 1 Number of sidewalk maintenance requests 81 68 80 70 70 Number of curb/gutter maintenance requests Number of street repairs/ Pothole repair requests(1) (1) 2018-19 Actual 4 32 10 15 15 45/ 79 75/ 183 50/ 120 60/ 150 60/ 150 Effective FY 2019-20, the Streets Division repurposed a position that is dedicated to surveying the City creating requests to repair potholes and other maintenance needs throughout the City. Goal: Provide timely response to citizen service requests for street, sidewalk, curb, and gutter repairs and maintenance. Supports Priority Based Budgeting Goal(s): Attractive Community; Connected and Mobile Community; Safe Community; Sustainable Economic Health Objective: ♦ Complete maintenance work orders for streets, sidewalks, curbs, and gutters within: ♦ 2 days for potholes ♦ 15 days for ADA related ♦ 18 days for street repairs ♦ 3 days for safety repairs requests ♦ 30 days for sidewalk, curb, and gutter repairs Measures 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Number of days to respond to citizen service requests 2 2 2 2 2 Avg days to complete sidewalk work orders/ Curb and gutter repair 2/ 2 2/ 2 3/ 2 2/ 2 2/ 2 Avg days to complete street repairs work orders/ Pothole repairs 14/ 1 6/ 1 11/ 1 8/ 1 8/ 1 * 2020-21 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. 452 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget 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): Attractive Community; Connected and Mobile Community; Safe Community; Sustainable Economic Health 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, and catch basins as needed. ♦ Grade and place asphalt millings for alley maintenance. 2018-19 Actual Measures 2019-20 Actual 2019-20 Projected 2020-21 Year End Estimate* 2021-22 Projected Satisfactory Pavement Lane miles of paved roadway Lane miles of paved roadway in satisfactory condition/ Percentage in satisfactory condition(1) 2,090 2,090 2,090 2,090 2,095 775/ 38% 880/ 43% 748/ 37% 809/ 39% 883/ 42% 1,015 628 1,094 767 837 91/ 9% 83/ 13% 60/ 6%(2) 84/ 11% 75/ 9% Street Slurry Seal Lane miles of paved roadway needing maintenance, fair condition Lane miles of street maintenance performed/ Percentage of street maintenance performed Street Repaving(3) Lane miles of paved roadway needing repaving, poor condition 300 582 249 514 375 Lane miles of street repaving performed/ Percentage of streets repaved 75/ 25% 71/ 12% 58/ 23% 63/ 12% 73/ 19% Other Street Maintenance Tons of asphalt placed for pavement repair(4) 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, and drywells inspected/ Number maintained(5) 1,595 1,103 1,800 1,050 1,050 4,431,750 3,125,550 2,200,000(2) 3,000,000 3,000,000 27,080 27,680 30,000 30,000 30,000 58.5/ 210 53.0/ 218 56.0/ 250 50.0/ 250 50.0/ 250 8,045/ 2,159 7,926/ 2,910 8,500/ 2,100 N/A(6)/ 2,500 N/A(6)/ 2,500 (1) As the street system ages, more streets will move from satisfactory condition to fair condition. 2020-21 Projected reduced in relation to COVID-19 expense reduction on the seal program. (3) Street repaving includes street repaving, hot-in-place recycling, asphalt capping, and other major rehabilitation techniques. (4) Reduced production due to several vacancies on the asphalt crew. (5) The process for identifying structures requiring maintenance only includes 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. There will be fluctuations in maintenance based on inspection results. Rain, storms, and other factors can affect maintenance needs and vary year by year. (6) Elimination of inspection measure due to the transfer of the Storm Water Program Specialist position. The position was moved to cost center 1265, Environmental Management, in the Management Services Department in FY 2019-20. (2) * 2020-21 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. 453 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Streets - 3300 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ Ongoing* 3,239,283 $ - One-time* 3,499,250 $ 3,537,283 $ 3,021,831 $ 3,510,367 0.32% 3,499,250 3,537,283 3,021,831 3,510,367 0.32% - - - - - N/A Professional/Contract 1,566,113 1,646,267 2,122,955 2,071,487 1,654,380 0.49% Operating Supplies 548,246 773,815 1,081,929 958,118 753,876 -2.58% Repairs/Maintenance 49,746 71,269 103,437 103,324 70,269 -1.40% Communications/Transportation 6,316 11,728 11,728 7,025 11,248 -4.09% Insurance/Taxes 20,924 16,500 18,615 18,615 16,500 0.00% Rents/Utilities 762,505 837,237 869,180 869,180 843,970 0.80% Other Charges/Services 91,675 90,537 138,155 138,155 89,937 -0.66% Contingencies/Reserves - 156,457 156,457 - 156,457 0.00% Machinery/Equipment 5,423 9,268 9,268 9,268 9,268 0.00% Street Improvements 4,240,800 2,347,345 3,764,477 3,764,477 2,864,445 22.03% Capital Replacement 147,698 143,448 143,448 143,448 148,065 3.22% 5.47% Total Cost Center - 3300 $ 10,678,729 $ 9,603,121 $ 11,956,932 $ 11,104,928 $ 10,128,782 General Fund $ $ 5,196,782 Highway User Revenue Fund Grand Total 7,080,651 3,598,078 $ 10,678,729 4,406,339 $ $ 6,586,652 5,370,280 $ 6,333,571 4,771,357 $ 5,692,248 4,436,534 9,603,121 $ 11,956,932 $ 11,104,928 $ 10,128,782 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. 454 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Streets - 3300 Authorized Positions Position Title 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Administrative Assistant 1 0 0 0 0 0 Landscape Maintenance and Design Coordinator 1 1 1 1 0 0 Landscape Maintenance Technician 2 2 2 2 2 2 Senior Administrative Assistant (0.5 FTE position) 0.5 0.5 0.5 0.5 0.5 0.5 Senior Administrative Assistant (1.0 FTE position) 1 2 2 2 2 2 Senior Management Analyst 1 1 1 1 1 1 Senior Streets Specialist - CDL 12 12 13 13 13 13 Storm Water Programs Coordinator 1 1 1 0 0 0 Storm Water Program Specialist 1 1 1 0 0 0 Street Maintenance Coordinator 2 2 2 2 0 0 Street Maintenance Supervisor - CDL 3 3 3 3 3 3 Street Maintenance Worker - CDL 3 2 1 1 1 1 Streets Crew Leader - CDL 5 5 5 5 5 5 Streets Project Coordinator 0 0 0 0 3 3 Streets Project Manager 1 1 1 1 1 1 Streets Specialist - CDL 8 9 8 8 8 8 Transportation Manager 1 1 1 1 1 1 Total 43.5 43.5 42.5 40.5 40.5 40.5 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 reflects one-time funding for the Street Maintenance Program and Radio Upgrades for Streets and Traffic as well as ongoing funding for operations and maintenance for completed City projects and anticipated utility rate increases. During FY 2020-21, one Landscape Maintenance and Design Coordinator position was reclassified to Streets Project Coordinator, and two Street Maintenance Coordinator positions were reclassified to Streets Project Coordinator. 455 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Streets Capital - 3310 Capital Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel - $ - $ 305,790 $ - N/A Ongoing* $ - - - 305,790 - N/A One-time* - - - - - N/A Professional/Contract 675,815 5,202,329 6,586,625 2,001,887 1,784,000 -65.71% Operating Supplies 63,843 - - 897 - N/A Repairs/Maintenance 3,035 - - - - N/A 62 - - 88 - N/A - - - 13,944 - N/A 89,203 45,000 615,867 43,792 478,000 962.22% - 428,198 75,996,444 479,867 - - 67,000 82,989,600 -84.35% 9.20% Communications/Transportation Rents/Utilities Other Charges/Services Project Support Recharge** Contingencies/Reserves 498,943 $ Land/Improvements 448,949 - 486,477 2,294,321 2,810,000 N/A Building/Improvements 574,799 8,109,464 8,243,571 4,272,018 1,950,000 -75.95% Machinery/Equipment 58,994 568,000 1,114,000 - 276,000 -51.41% Office Furniture/Equipment 96,657 1,709,000 2,100,277 413,103 1,496,000 -12.46% Street Improvements 37,608,221 47,677,409 120,061,064 27,402,638 21,583,000 -54.73% Park Improvements 29,440 - - - - N/A Total Cost Center - 3310 $ 40,147,962 $ 139,735,844 $ 139,687,748 $ 36,748,478 $ 113,433,600 -18.82% Highway User Revenue Fund $ $ $ - 9,379,924 9,113,524 $ 1,761,718 $ 13,424,806 Local Transportation Assistance Fund 97,535 881,572 881,322 22,949 122,498 General Gov't Capital Projects Fund 4,917,304 17,724,094 18,591,647 5,754,727 12,684,266 Street GO Bond Fund 16,658,117 32,278,188 29,217,503 13,315,604 24,416,268 72,240 294,898 294,718 56,917 550,801 4,191,544 35,065,633 33,003,902 5,263,567 28,898,335 48,585,132 10,572,996 33,336,626 $ 139,687,748 $ 36,748,478 $ 113,433,600 Storm/Sewer GO Bond Fund Arterial Street Impact Fee Fund Grant Capital Fund Grand Total 14,211,222 44,111,535 $ 40,147,962 $ 139,735,844 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. ** Project Support Recharge reflects the percentage of staff time spent in direct support of a specific capital project. This staff time is recharged to the project and the appropriate capital cost center. Significant Budget Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. 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. FY 2021-22 incorporates the carryforward of unexpended program funding from FY 2020-21. Additional detail is available in the 2022-2031 Capital Improvement Program. Effective July 1, 2021, cost center 1560, Development Services Capital, in the Development Services Department and cost center 3060, Transportation Policy Capital, in the City Manager Department, are established by transferring several projects from cost center 3310, Streets Capital. Historical spending on these projects will remain in cost center 3310. 456 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Traffic Engineering - 3330 The Traffic Engineering Division 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 traffic signals, streetlights, and traffic signs. This division is also responsible for street name and guide signs, pavement markings for crosswalks, lane lines, and railroad crossing signs. 2021-22 Performance Measurements Goal: Provide proper inspection and maintenance of all traffic signals. Supports Priority Based Budgeting Goal(s): Attractive Community; Connected and Mobile Community; Safe Community Objective: ♦ Complete inspections and preventative maintenance of all traffic signals annually. Measure Total number of signalized intersections/ Percentage of signals inspected and maintained 2018-19 Actual 2019-20 Actual 225/ 100% 226/ 100% 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 228/ 100% 228/ 100% 230/ 100% Goal: To maintain street markings and traffic signs in accordance with federal and state standards. Supports Priority Based Budgeting Goal(s): Attractive Community; Connected and Mobile Community; Safe Community Objectives: ♦ Install and/or maintain traffic signs. ♦ Repaint 100% of road markings annually. 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Number of signs installed or maintained to standards 1,707 2,088 1,900 1,722(1) 2,000 Number of centerline-miles of striping inventory/ Percentage repainted 275/ 100% 275/ 100% 275/ 100% 275/ 100% 275/ 100% Measures (1) The decrease is due to staffing levels for majority of FY 2020-21. * 2020-21 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. 457 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Traffic Engineering - 3330 Goal: To keep the streetlight system operating effectively and efficiently. Supports Priority Based Budgeting Goal(s): Attractive Community; Connected and Mobile Community; Safe Community Objective: ♦ Repair (or initiate underground repair) of streetlights within five working days. Measures Number of streetlight repairs / Percentage exceeding five work days 2018-19 Actual 3,922/ 2% 2019-20 Actual 4,542/ 2% 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 5,007/ 2% 5,122/ 2% 5,300/ 2% * 2020-21 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. 458 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Traffic Engineering - 3330 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ Ongoing* 2,625,374 $ - One-time* 1,519,301 $ 1,531,321 $ 1,460,000 $ 1,541,790 1.48% 1,519,301 1,531,321 1,460,000 1,541,790 1.48% - - - - - N/A Professional/Contract 32,096 2,292 33,343 22,657 2,292 0.00% Operating Supplies 759,048 707,573 790,566 719,815 718,523 1.55% Repairs/Maintenance 1,454 3,553 3,553 5,174 3,553 0.00% Communications/Transportation 5,649 3,241 3,241 2,492 3,241 0.00% Insurance/Taxes 36,025 7,000 7,000 22,000 7,000 0.00% Rents/Utilities 2,930,205 3,175,668 3,175,668 3,169,428 3,255,748 2.52% Other Charges/Services 14,027 12,200 13,968 10,763 12,200 0.00% Contingencies/Reserves - 48,228 48,228 - 48,228 0.00% Machinery/Equipment 18,867 16,250 16,250 16,250 16,250 0.00% Capital Replacement 120,678 0.67% Total Cost Center - 3330 $ 6,553,374 130,629 $ 5,615,185 $ 5,743,017 $ 5,548,548 $ 5,729,503 2.04% General Fund $ 2,378,333 $ 2,064,446 $ 2,147,279 $ 2,155,006 $ 2,162,909 Highway User Revenue Fund Grand Total 119,879 4,175,041 $ 6,553,374 119,879 3,550,739 $ 5,615,185 119,969 3,595,738 $ 5,743,017 3,393,542 $ 5,548,548 3,566,594 $ 5,729,503 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. 459 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Traffic Engineering - 3330 Authorized Positions Position Title City Transportation Engineer 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted 1 1 1 0 0 0 Engineer 1 0 0 0 0 0 Lead Signals and Lighting Technician 1 1 1 1 1 1 Lead Traffic Operations Technician - CDL 1 1 1 1 1 1 Senior Administrative Assistant 1 1 0 0 0 0 Senior Engineer 1 2 2 0 0 0 Signal Systems Analyst 2 2 2 0 0 0 Signals and Lighting Field Supervisor 1 1 1 1 1 1 Signs and Marking Field Supervisor 1 1 1 1 1 1 Street Light Technician II 3 3 3 3 3 3 Traffic Engineering Analyst 1 1 1 0 0 0 Traffic Engineering Inspector 2 2 0 0 0 0 Traffic Engineering Specialist 0 0 2 0 0 0 Traffic Operations Technician I 3 3 3 3 3 3 Traffic Operations Technician II - CDL 2 2 2 2 2 2 Traffic Signal and Street Light Technician I 2 2 2 2 2 2 Traffic Signal Technician II 3 3 3 3 3 3 Total 26 26 25 17 17 17 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 reflects ongoing funding for anticipated utility rate increases. 460 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Street Sweeping - 3350 The Street Sweeping Division is responsible for sweeping 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. 2021-22 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): Attractive Community; Connected and Mobile Community; Safe Community; Sustainable Economic Health 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 Measure Curb miles swept 2018-19 Actual 2019-20 Actual 67,277 70,229 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 67,500 70,000 70,500 * 2020-21 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. 461 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Street Sweeping - 3350 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ 756,831 $ 761,116 $ 768,289 $ 771,800 $ 775,085 1.84% 1.84% Ongoing* - 761,116 768,289 771,800 775,085 One-time* - - - - - N/A Professional/Contract 742 940 940 940 940 0.00% 239,537 175,435 175,435 158,777 175,435 0.00% 0.00% Operating Supplies Repairs/Maintenance Other Charges/Services - 1,145 1,145 830 1,145 67,371 102,915 132,987 101,290 102,915 0.00% 1.34% Total Cost Center - 3350 $ 1,064,481 $ 1,041,551 $ 1,078,796 $ 1,033,637 $ 1,055,520 General Fund $ 1,064,481 $ 1,041,551 $ 1,078,796 $ 1,033,637 $ 1,055,520 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Senior Streets Specialist - CDL 8 7 7 7 7 7 Street Maintenance Supervisor - CDL 1 1 1 1 1 1 Streets Crew Leader - CDL 0 1 1 1 1 1 Total 9 9 9 9 9 9 Position Title Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. There are no significant budget and staffing changes for FY 2021-22. 462 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Utilities Administration - 3050 Utilities Administration is charged with providing management direction in planning, developing, constructing, and maintaining water, wastewater, and solid waste public infrastructure, which is accomplished by working with City staff, elected officials, and the public. 2021-22 Performance Measurements Goal: To provide efficient and effective services to residents 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 City Council informed of services, programs, and projects that affect them. Measures Number of customer service requests (all utilities cost centers) Number of public meetings with citizens/neighborhoods 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 375 443 400 440 440 5 6 6 8 5 * 2020-21 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. 463 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Utilities Administration - 3050 Budget Summary Description 2020-21 2021-22 % Change Adjusted Estimated Adopted Adopted to Budget Expenditures Budget Adopted 2019-20 2020-21 2020-21 Actual Adopted Expenditures Budget Personnel Services Total Personnel $ 721,321 $ Ongoing* - One-time* 684,518 $ 686,332 $ 718,000 $ 696,260 1.72% 684,518 686,332 718,000 696,260 1.72% - - - - - N/A Professional/Contract 11,375 32,332 32,332 15,750 32,332 0.00% Operating Supplies 10,639 37,669 37,669 18,600 37,699 0.08% Repairs/Maintenance 178 2,000 2,000 400 2,000 0.00% -3.42% Communications/Transportation 4,211 14,050 14,050 600 13,570 Other Charges/Services 5,285 25,087 25,087 3,000 25,086 0.00% Capital Replacement 2,905 2,905 2,905 2,876 2,876 -1.00% 1.41% Total Cost Center - 3050 $ 755,913 $ 798,561 $ 800,375 $ 759,226 $ 809,823 Water Operating Fund $ 580,272 $ 603,901 $ 605,325 $ 574,999 $ 613,079 175,641 194,660 195,050 184,227 196,744 755,913 $ 798,561 $ 800,375 $ 759,226 $ 809,823 Wastewater Operating Fund Grand Total $ * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted IT Programmer/Analyst 1 1 1 1 1 1 Management Analyst 1 0 0 0 0 0 Position Title Management Assistant 1 1 1 1 1 1 Public Works and Utilities Director 0.5 0.5 0.5 0.5 0.5 0.5 Senior Business Systems Support Specialist 1 1 1 1 1 1 Senior Management Analyst 2 2 2 2 2 2 Total 6.5 5.5 5.5 5.5 5.5 5.5 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. There are no significant budget and staffing changes for FY 2021-22. 464 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Solid Waste Services - 3700 The Solid Waste Services Division is accountable for providing safe, cost-effective, and efficient solid waste programs and services to the citizens. 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. 2021-22 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; Attractive Community 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 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Waste tonnage 76,570 80,418(1) 76,000 81,966(1) 80,000 Recycling tonnage 20,076 20,389 19,800 20,917 20,000 26% 20% 26% 20% 20% Field inspections 99,461 99,806 96,000 100,000 102,500 Education presentations/ Attendees 18/ 3,050 14/ 1,648(3) 25/ 3,500 8/ 1,000(3) 16/ 2,000 Customer satisfaction(4) 94% 96% 95% 95% 95% Results of regulatory compliance inspections Pass Pass Pass Pass Pass Waste diversion percentage(2) (1) Increased tonnage due to COVID-19; more residential waste. Beginning in FY 2019-20 the diversion formula is now calculated using an industry standard. (3) City and school events cancelled due to COVID-19. (4) Customer satisfaction measurement is based on average customer service ratings from annual online and mailed surveys. (2) * 2020-21 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 465 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Solid Waste Services - 3700 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ 1,046,685 $ 1,064,975 $ 1,074,159 $ 984,460 $ 1,088,832 2.24% 2.24% Ongoing* - 1,064,975 1,074,159 984,460 1,088,832 One-time* - - - - - N/A Professional/Contract 11,788,303 11,612,085 11,622,951 12,167,796 12,582,808 8.36% Operating Supplies 256,992 430,966 430,966 416,701 477,976 10.91% Repairs/Maintenance 136,258 135,141 135,862 71,094 107,806 -20.23% -39.71% 4,914 50,869 50,869 5,050 30,669 Insurance/Taxes Communications/Transportation 500 750 750 375 750 0.00% Rents/Utilities 32,583 19,631 19,631 21,942 19,631 0.00% Other Charges/Services 10,310 13,790 13,790 12,900 13,790 0.00% Contingencies/Reserves - 81,000 81,000 - 81,000 0.00% 31,729 31,729 31,729 31,729 36,685 15.62% Total Cost Center - 3700 $ 13,308,276 $ 13,440,936 $ 13,461,707 $ 13,712,047 $ 14,439,947 7.43% Solid Waste Operating Fund $ 13,308,276 $ 13,440,936 $ 13,461,707 $ 13,712,047 $ 14,439,947 Capital Replacement * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. ** The Adopted Budget for operating Grant funding will be in cost center 1290, Non-departmental. The Adjusted Budget, Actual Expenditures, and Estimated Expenditures are reflected as Grant funds. 466 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Solid Waste Services - 3700 Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Customer Service Supervisor 1 0 0 0 0 0 Lead Solid Waste Environmental Specialist 0 2 1 1 1 1 Recycling Coordinator 1 1 0.6 0.6 0.6 0.6 Senior Administrative Assistant 1 1 0.6 0.6 0.6 0.6 Senior Solid Waste Environmental Specialist 2 0 0 0 0 0 Solid Waste Environmental Specialist 8 8 4 4 4 4 Solid Waste Environmental Specialist - CDL 2 2 1 1 1 1 Solid Waste Field Supervisor 2 2 1 1 1 1 Solid Waste Manager 1 1 0.5 0.5 0.5 0.5 Solid Waste Operations Supervisor 0 1 0.7 0.7 0.7 0.7 Solid Waste Representative 4 4 3.2 3.2 3.2 3.2 Utility Resources Manager 0 0 0 0 0.2 0.2 Water Resource Manager 0 0.2 0.2 0.2 0 0 Total 22 22.2 12.8 12.8 12.8 12.8 Position Title Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 reflects an ongoing funding increase for recycling processing costs and trash collection contract and funding to cover replacement of alley containers and parts. During FY 2020-21, one Water Resource Manager position was renamed Utility Resources Manager. 467 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Solid Waste Capital - 3710 Capital Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Expenditures Budget Adjusted Estimated Adopted Adopted to Budget Expenditures Budget Adopted Personnel Services Total Personnel $ 1,161 $ Ongoing* One-time* Other Charges/Services - $ 1,333 $ - N/A - - 1,333 - N/A N/A - - - - - 5,915 - - - - N/A - 10,000 10,000 3,269 10,000 0.00% - 648,564 - - 242,961 -62.54% Project Support Recharge** Contingencies/Reserves Land/Improvements Building/Improvements - $ - - 200,000 200,000 250,093 - -100.00% 98,404 36,000 674,986 387,330 385,000 969.44% -28.68% Total Cost Center - 3710 $ 105,480 $ 894,564 $ 884,986 $ 642,025 $ 637,961 Solid Waste Operating Fund $ 105,480 $ 894,564 $ 884,986 $ 642,025 $ 637,961 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. ** Project Support Recharge reflects the percentage of staff time spent in direct support of a specific capital project. This staff time is recharged to the project and the appropriate capital cost center. Significant Budget Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. 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. FY 2021-22 incorporates the carryforward of unexpended program funding from FY 2020-21. Additional detail is available in the 2022-2031 Capital Improvement Program. 468 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Recycling Solid Waste Collection Center - 3720 The Recycling Solid Waste Collection Center (RSWCC) is accountable for providing safe, cost-effective, and efficient solid waste programs and services to the citizens. 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. 2021-22 Performance Measurements Goal:(1) 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; Attractive Community Objectives:(1) ♦ Increase waste diversion to sustain financial health. ♦ Achieve an 80% customer service satisfaction at the RSWCC. ♦ Achieve 100% compliance with regulatory inspections associated with the RSWCC including Household Hazardous Waste.(2) Measures(1) 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Waste tonnage N/A 9,925(3) 8,550 12,252(3) 11,000(3) Recycling tonnage N/A 1,781 1,600 1,859 1,700 Waste diversion percentage(4) N/A 15% 19% 13% 13% Customer Satisfaction(2)(5) 94% 93% 95% 94% 94% Results of regulatory compliance inspections at the transfer facility N/A Pass Pass Pass Pass (1) Effective FY 2019-20 goal, objectives, and measures were transferred from cost center 3700, Solid Waste Services. Objective and measure revised effective FY 2021-22. (3) Increased tonnage due to COVID-19; more residential waste. (4) Percentage of material accepted at RSWCC that is recyclable. (5) Customer satisfaction measurement is based on average customer service ratings from annual online and mailed surveys for use of the RSWCC, including household hazardous waste. (2) * 2020-21 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. 469 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Recycling Solid Waste Collection Center - 3720 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ 741,522 $ 775,748 $ 783,272 $ 735,600 $ 790,320 1.88% 1.88% Ongoing* - 775,748 783,272 735,600 790,320 One-time* - - - - - N/A 624,430 568,840 568,925 591,750 560,840 -1.41% Professional/Contract Operating Supplies 35,010 93,650 93,650 57,878 91,150 -2.67% Repairs/Maintenance 56,589 165,983 165,983 55,500 115,445 -30.45% Communications/Transportation 832 6,519 6,519 2,256 6,399 -1.84% Rents/Utilities 2,991 39,379 39,379 36,379 39,379 0.00% Other Charges/Services 7,041 8,681 8,681 3,750 8,681 0.00% Capital Replacement 12,615 12,615 12,615 12,615 12,615 0.00% -2.79% Total Cost Center - 3720 $ 1,481,030 $ 1,671,415 $ 1,679,024 $ 1,495,728 $ 1,624,829 Solid Waste Operating Fund $ 1,481,030 $ 1,671,415 $ 1,679,024 $ 1,495,728 $ 1,624,829 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Lead Solid Waste Environmental Specialist 0 0 1 1 1 1 Recycling Coordinator 0 0 0.4 0.4 0.4 0.4 Senior Administrative Assistant 0 0 0.4 0.4 0.4 0.4 Solid Waste Environmental Specialist 0 0 4 4 4 4 Solid Waste Environmental Specialist - CDL 0 0 1 1 1 1 Solid Waste Field Supervisor 0 0 1 1 1 1 Solid Waste Manager 0 0 0.5 0.5 0.5 0.5 Solid Waste Operations Supervisor 0 0 0.3 0.3 0.3 0.3 Solid Waste Representative 0 0 0.8 0.8 0.8 0.8 Total 0 0 9.4 9.4 9.4 9.4 Position Title Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. There are no significant budget and staffing changes for FY 2021-22. 470 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Water Distribution - 3800 The Water Distribution Division maintains water mains, reclaimed water mains, fire hydrants, water valves, and reclaimed water valves. This division responds to blue stake requests for the location and marking of water mains and sanitary sewer lines within City limits and ensures fire hydrants, valves, and water meters are properly installed and maintained. 2021-22 Performance Measurements Goal: Provide 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 preventive maintenance on all fire hydrants annually. ♦ Install 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. ♦ Final inspection of new meter and box installation adjusted by developer. Measures 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Number of meter/box final inspections Fire hydrant preventative maintenance (inspection and repair) 152 266 200 260 210 14,572 14,619 14,720 14,760 14,800 Number of water meter installations 743 960 840 880 780 Number of water meter replacements 2,442 1,835 2,500 1,230 550 Number of valves maintained(1) 21,902 22,335 22,520 23,500 23,700 Number of blue stakes performed(2) Number of hydrant meter installations, relocations, removal and repairs within 48 hours of request(3) 23,600 23,789 23,000 23,700 23,500 249 364 250 307 300 (1) Valve maintenance total includes hydrant valves, reclaimed valves, and potable valves. The number of blue stakes performed will vary depending upon the amount of construction during the year. (3) Measure revised effective FY 2021-22. (2) * 2020-21 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. 471 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Water Distribution - 3800 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ Ongoing* 2,523,630 $ - One-time* 2,595,005 $ 2,619,613 $ 2,391,303 $ 2,567,184 -1.07% 2,595,005 2,619,613 2,391,303 2,567,184 -1.07% - - - - - N/A Professional/Contract 211,664 316,718 353,056 301,500 317,668 0.30% Operating Supplies 1,519,124 1,935,101 1,982,871 1,821,768 1,942,696 0.39% Repairs/Maintenance 34,781 52,186 53,049 43,700 52,186 0.00% -7.28% Communications/Transportation 18,215 25,555 25,555 20,250 23,695 Insurance/Taxes 1,911 5,250 5,250 2,000 5,250 0.00% Rents/Utilities 19,085 24,400 38,688 21,685 24,000 -1.64% Other Charges/Services 31,790 76,962 77,912 51,000 76,962 0.00% -100.00% Machinery/Equipment 220 8,500 8,500 4,000 - Water System Improvements 337,491 213,578 318,532 302,500 213,578 0.00% Capital Replacement 73,512 73,512 73,512 73,512 79,910 8.70% -0.44% Total Cost Center - 3800 $ 4,771,422 $ 5,326,767 $ 5,556,538 $ 5,033,218 $ 5,303,129 Water Operating Fund $ 4,736,920 $ 5,276,169 $ 5,505,734 $ 4,991,198 $ 5,194,645 $ 4,771,422 $ 5,326,767 $ 5,556,538 $ 5,033,218 $ 5,303,129 Reclaimed Water Operating Fund Grand Total 34,502 50,598 50,804 42,020 108,484 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted GIS Technician I 1 1 1 1 1 1 GIS Technician II 1 1 1 1 1 1 Lead Utility Systems Technician - CDL 5 5 5 5 5 5 Senior Administrative Assistant 1 1 1 1 1 1 Utility Field Supervisor 3 3 3 3 0 0 Utility Field Supervisor - CDL 0 0 0 0 3 3 Utility Location Coordinator 2 2 2 2 1 1 Utility Systems Technician II - CDL 13 13 13 13 14 14 Utility Systems Technician III - CDL 1 1 1 1 1 1 Position Title Water Distribution Superintendent 1 1 1 1 1 1 Total 28 28 28 28 28 28 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. During FY 2020-21, three Utility Field Supervisor positions were renamed Utility Field Supervisor - CDL and one Utility Location Coordinator was reclassified to Utility Systems Technician II - CDL. 472 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Water Capital - 3820 Capital Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel - $ - $ 43,247 $ - N/A Ongoing* $ - - - 43,247 - N/A One-time* - - - - - N/A 15,896,527 2,222,725 15,492,619 - 1,547,000 -30.40% Professional/Contract 83,691 $ Operating Supplies 10,156 - 54,240 54,240 - N/A Other Charges/Services 71,497 1,177,000 1,669,933 8,570 603,800 -48.70% - 80,776 90,776 24,607 72,000 -10.86% Contingencies/Reserves - 31,248,566 - - 55,000,670 76.01% Building/Improvements 18,150 2,600,000 10,713,978 136,000 - -100.00% -100.00% Project Support Recharge** Office Furniture/Equipment Water System Improvements - 1,650,000 479,644 - - 6,453,385 13,301,499 22,082,792 3,454,131 4,091,000 -69.24% 29,980 8,135,000 8,137,483 - 17,390,000 113.77% 3,720,795 $ 78,704,470 30.27% Wastewater System Improvements Total Cost Center - 3820 $ 22,563,387 $ 60,415,566 $ 58,721,465 Grant Capital Fund $ - $ 2,000,000 $ $ 2,000,000 $ - $ 4,000,000 Water Bond Fund 4,707,763 40,186,327 40,492,503 2,442,093 58,724,710 Water System Dev Fee Fund 17,389,714 4,363,144 4,091,322 88,553 4,002,769 Water Resource Sys Dev Fees 128,827 - - - - Water Operating Fund 337,081 13,866,095 12,137,640 1,190,149 11,976,991 Grand Total $ 22,563,387 $ 60,415,566 $ 58,721,465 $ 3,720,795 $ 78,704,470 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. ** Project Support Recharge reflects the percentage of staff time spent in direct support of a specific capital project. This staff time is recharged to the project and the appropriate capital cost center. Significant Budget Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. 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. FY 2021-22 reflects the carryforward of uncompleted project funding from FY 2020-21. Additional detail is available in the 2022-2031 Capital Improvement Program. 473 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Water Treatment Plant - 3830 The Water Treatment Plant 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 up to 60 million gallon per day (MGD) of water at the surface water treatment plant. Additionally, Water Treatment Plant staff control the remote wells and booster stations within the water distribution system through a state-of-the-art Supervisory Control and Data Acquisition (SCADA) system. 2021-22 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. Measure Compliance with state, county, and Environmental Protection Agency (EPA) requirements 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* Compliant Compliant Compliant Compliant 2021-22 Projected Compliant Goal: Meet the requirements 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. Measure Surface water deliveries in millions of gallons (1) 2018-19 Actual 2019-20 Actual 9,766(1) 12,629 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 12,000 13,000 13,000 FY 2018-19 Actual is lower than anticipated due to an increasing need to run groundwater wells to mitigate water age issues in the distribution system. * 2020-21 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. 474 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget 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 at the facility related to chemicals and utilities. Measure Production cost per MG (1) 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate 2021-22 Projected $307(1) $244 $310(1) $280 $300(1) Chemical cost per MG of production is higher than anticipated due to higher Total Organic Carbon (TOC) loading in the incoming Salt River Project (SRP) canal water. Higher TOC loading requires higher chemical dosing, which in turn increases the overall cost of chemicals and treatment. 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% of the samples taken. Measures Percentage of finished water turbidity samples between 0.05 to 0.15 NTU Percentage of finished water turbidity samples between 0.16 to 0.5 NTU 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 93.20% 94.92% 95.00% 94.94% 95.00% 6.80% 5.08% 5.00% 5.06% 5.00% *2020-21 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. 475 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Water Treatment Plant - 3830 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Expenditures Budget Adjusted Estimated Adopted Adopted to Budget Expenditures Budget Adopted Personnel Services Total Personnel $ 1,505,273 $ Ongoing* - One-time* 1,504,036 $ 1,521,253 $ 1,404,000 $ 1,516,645 0.84% 1,504,036 1,521,253 1,404,000 1,516,645 0.84% - - - - - N/A Professional/Contract 323,228 107,194 537,594 529,300 107,194 0.00% Operating Supplies 1,833,933 1,656,292 2,122,780 1,748,378 1,651,444 -0.29% Repairs/Maintenance 181,253 196,177 260,336 258,906 196,177 0.00% 8,751 7,957 7,957 12,100 7,957 0.00% - 1,000 1,000 1,000 1,000 0.00% 1,559,177 2,012,533 2,014,607 2,039,607 2,012,533 0.00% Other Charges/Services 53,560 51,588 53,442 49,463 51,588 0.00% Contingencies/Reserves - - - - 436,550 N/A Communications/Transportation Insurance/Taxes Rents/Utilities Machinery/Equipment Capital Replacement - - - 54 - N/A 11,022 11,022 11,022 15,960 12,222 10.89% 8.03% Total Cost Center - 3830 $ 5,476,197 $ 5,547,799 $ 6,529,991 $ 6,058,768 $ 5,993,310 Water Operating Fund $ 5,476,197 $ 5,547,799 $ 6,529,991 $ 6,058,768 $ 5,993,310 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions Position Title 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Senior Administrative Assistant 1 1 1 1 1 1 Utility Operations Manager 0.5 0.5 0.5 0.5 0.5 0.5 Utility Program Coordinator 1 1 1 1 1 1 Water Facilities Superintendent 0 0 1 1 1 1 Water Plant Operator I 5 5 5 5 5 0 Water Plant Operator II 5 5 5 5 5 10 Water Systems Manager 0 1 1 1 1 1 Water Systems Operations Superintendent 1 1 0 0 0 0 Total 13.5 14.5 14.5 14.5 14.5 14.5 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. Effective July 1, 2021, five Water Plant Operator I positions are reclassified to Water Plant Operator II. 476 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Environmental Resources - 3840 The Environmental Resources Division is responsible for protecting Chandler’s existing water supplies, estimating future water demands, negotiating, acquiring, and managing water resources, and promoting water conservation through public programs, elementary school education programs, rebates, demonstration projects, and workshops. This division 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 Utilities’ plans and projects. 2021-22 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 (GMA) by accumulating long-term storage credits for drought protection. Supports Priority Based Budgeting Goal(s): Safe Community; Connected and Mobile Community Objectives: ♦ Protect and defend Chandler’s water rights. ♦ Ensure Chandler’s Water Resource permits are maintained to comply with the State’s GMA. ♦ Maintain 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 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Maintain storage and well recovery permits to comply with Assured Water Supply rules 26 26 26 26 26 Maintain surface water rights and contracts measured in acre-feet (AF)(1) 96,649 99,397(2) 99,683 99,915 104,974(3) Secure long-term storage credits as measured in AF(4) 12,986 33,033(5) 11,200 14,000 11,300 (1) Supply under normal conditions and full SRP allocation. In FY 2019-20, Chandler began receiving the total water supply acquired through the 2016 Gila River Indian Community Water Purchase Agreement. (3) Increase in surface water rights based on projected approval of the White Mountain Apache Water Rights Settlement. (4) One AF of water will meet the needs of six Chandler residents for one year. (5) Includes long-term storage credits acquired through the 2016 Gila River Indian Community Water Purchase Agreement. (2) *2020-21 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. 477 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Environmental Resources - 3840 Goal: Educate the citizens 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 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 GMA. Measures Number of water conservation workshops Number of residents attending workshops 2018-19 Actual 2019-20 Actual 2020-21 Year End Estimate* 2020-21 Projected 2021-22 Projected 23 14(1) 22 24 22 733 483(1) 650 930 650 135 122(1) 155 75(1) 158 11,252 10,210(1) 13,400 7,200(1) 13,300 Number of residential water conservation packets distributed(2) 440 523 450 730 600 Number of rebates issued 393 379(1) 500 310(1) 350 Number of residential water audits(1) 1,116 857(1) 1,600 770(1) 1,000 Number of conservation programs implemented as mandated by Arizona Department of Water Resources 11 11 11 11 11 Number of school presentations Number of children attending school presentations (1) (2) Due to COVID-19 restrictions, the program participation was reduced. Distribution of residential water conservation packets is dependent on new homes. * 2020-21 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. 478 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Environmental Resources - 3840 Goal: To ensure 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. Measure 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 2018-19 Actual 2019-20 Actual 1 1 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 1 1 1 * 2020-21 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. 479 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Environmental Resources - 3840 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ Ongoing* 1,021,996 $ - One-time* Professional/Contract 1,042,378 $ 1,047,442 $ 1,055,000 $ 1,055,103 1.22% 1,042,378 1,047,442 1,055,000 1,055,103 1.22% - - - - - N/A 5,882,417 5,937,137 6,389,828 6,619,500 7,229,383 21.77% Operating Supplies 52,215 47,379 50,497 36,944 49,879 5.28% Repairs/Maintenance 29,673 35,730 40,730 37,800 36,730 2.80% Communications/Transportation 4,677 10,006 10,006 6,680 11,856 18.49% Rents/Utilities 6,259 8,400 8,400 8,400 8,400 0.00% 155,418 187,499 187,499 156,825 187,499 0.00% Other Charges/Services Capital Replacement 9,171 2.88% Total Cost Center - 3840 $ 7,161,568 8,914 $ 7,277,443 8,914 $ 7,743,316 8,914 $ 7,932,467 11,318 $ 8,588,021 18.01% Water Operating Fund $ 7,161,568 $ 7,277,443 $ 7,743,316 $ 7,932,467 $ 8,588,021 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Construction Project Manager 1 0 0 0 0 0 Engineer 0 1 1 1 1 1 Principal Engineer 1 1 1 1 1 1 Utilities Engineering Manager 1 1 1 1 1 1 Utility Analyst 1 1 1 1 1 1 Utility Regulatory Affairs Manager 1 0.5 0.5 0.5 0.5 0.5 Utility Resources Manager 0 0 0 0 0.8 0.8 Water Audit Technician 0 0.5 0.5 0.5 0.5 0.5 Water Conservation Coordinator 1 1 1 1 1 1 Water Conservation Specialist 1 1 1 1 1 1 Water Resource Manager 1 0.8 0.8 0.8 0 0 Total 8 7.8 7.8 7.8 7.8 7.8 Position Title Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. During FY 2020-21, one Water Resource Manager position was renamed Utility Resources Manager. 480 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Water Quality - 3850 The Water Quality Division is responsible for ensuring 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 recordkeeping. 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. 2021-22 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 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 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Collect and conduct 150 bacteriological tests per month throughout the distribution system 100% 100% 100% 100% 100% Water quality complaints responded to within 24 hours 100% 100% 100% 100% 100% Ensure annual testing requirements are met for all documented backflow assemblies 100% 100% 100% 100% 100% Perform sampling on all new water mains 100% 100% 100% 100% 100% * 2020-21 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. 481 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Water Quality - 3850 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services 1,349,478 $ 1,353,509 $ 1,308,400 $ 1,335,768 -1.02% Ongoing* - 1,349,478 1,353,509 1,308,400 1,335,768 -1.02% One-time* - - - - - N/A Professional/Contract 122,879 150,317 161,303 160,974 150,317 0.00% Operating Supplies 128,085 195,822 234,051 183,649 195,822 0.00% Total Personnel $ 1,309,294 $ Repairs/Maintenance 4,320 6,000 6,804 6,215 6,000 0.00% Communications/Transportation 17,788 41,365 41,365 5,395 40,415 -2.30% Insurance/Taxes - 500 500 - 500 0.00% Rents/Utilities - - - 297 - N/A 14,595 28,879 28,879 17,500 28,879 0.00% Other Charges/Services Wastewater System Improvements (1,200) - - - - N/A Capital Replacement 21,012 21,012 21,012 21,962 22,532 7.23% $ 1,780,233 -0.73% 1,688,996 1,616,773 Water Operating Fund $ 1,524,128 $ 1,699,144 $ 1,752,813 $ 1,617,141 $ 92,645 94,229 94,610 87,251 Grand Total $ 1,616,773 $ 1,793,373 1,793,373 $ $ 1,847,423 1,704,392 $ Reclaimed Water Operating Fund $ $ Total Cost Center - 3850 1,847,423 $ 91,237 $ 1,704,392 1,780,233 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Chemist 4 4 4 4 4 4 Laboratory Supervisor 1 1 1 1 1 1 Water Operations Compliance Specialist 1 1 1 1 1 1 Water Quality Advisor 1 1 1 1 1 1 Water Quality Program Manager 1 1 1 1 1 1 Water Quality Supervisor 1 1 1 1 1 1 Water Quality Technician 3 3 3 3 3 3 Total 12 12 12 12 12 12 Position Title Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. There are no significant budget and staffing changes in FY 2021-22. 482 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Water Systems Maintenance - 3860 The Water Systems Maintenance Division is responsible for providing 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 wells and booster stations with reservoirs, which are controlled by a state-of-the-art SCADA system. 2021-22 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. Measure Compliance with state, county, and Environmental Protection Agency (EPA) requirements 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Compliant Compliant Compliant Compliant Compliant Goal: Assist in meeting the requirements 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. Measure 2018-19 Actual Groundwater deliveries in millions of gallons 2019-20 Actual 5,569 4,992 2020-21 Projected 6,000 2020-21 Year End Estimate* 5,058 2021-22 Projected 5,300 Goal: Operate and maintain all water facilities efficiently. Supports Priority Based Budgeting Goal(s): Sustainable Economic Health Objective: ♦ Minimize increases in water production costs related to chemicals and utilities. Measure Production cost per MG (1) 2018-19 Actual 2019-20 Actual $389 $456(1) 2020-21 Projected $360 2020-21 Year End Estimate* $397 2021-22 Projected $426(1) The 2019-20 Actual and 2021-22 Projected figures have increased due to the need to produce more well water based on evolving water quality needs in the distribution system. Additionally, system demands have increased in recent years, resulting in a greater need to pump groundwater. * 2020-21 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. 483 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget 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% or better efficiency. Measures Instrumentation equipment maintenance efficiency Electrical equipment maintenance efficiency Mechanical equipment maintenance efficiency 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% * 2020-21 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. 484 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Water Systems Maintenance - 3860 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ Ongoing* 2,111,725 $ - One-time* 2,243,890 $ 2,255,325 $ 2,040,000 $ 2,256,533 0.56% 2,243,890 2,255,325 2,040,000 2,256,533 0.56% - - - - - N/A Professional/Contract 125,101 130,310 132,060 131,500 130,310 0.00% Operating Supplies 948,965 969,000 983,452 834,838 966,442 -0.26% Repairs/Maintenance 884,371 877,849 955,191 860,431 877,849 0.00% Communications/Transportation 20,100 29,700 29,700 7,100 29,700 0.00% Insurance/Taxes Rents/Utilities Other Charges/Services - 2,500 2,500 - 2,500 0.00% 1,995,749 1,636,940 1,636,940 2,007,000 1,636,940 0.00% 33,155 65,125 65,125 16,100 65,125 0.00% Office Furniture/Equipment 165 - - - - N/A Street Improvements 883 - - - - N/A Water System Improvements 773,764 600,650 784,198 740,314 600,650 0.00% Capital Replacement 43,103 42,797 42,797 44,105 44,953 5.04% 0.19% Total Cost Center - 3860 $ 6,937,082 $ 6,598,761 $ 6,887,288 $ 6,681,388 $ 6,611,002 Water Operating Fund $ 6,937,082 $ 6,598,761 $ 6,887,288 $ 6,681,388 $ 6,611,002 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Instrumentation Technician 4 4 4 4 4 4 Landscape Compliance Coordinator 1 1 1 1 1 1 Senior Utilities Mechanic 6 6 6 6 6 6 Senior Utilities Mechanic - CDL 1 1 1 1 1 1 Senior Utilities Predictive Maintenance Technician 1 1 1 1 1 1 Utilities Electrician 3 3 4 4 4 4 Utilities Maintenance Worker 2 2 1 1 1 1 Utility Maintenance Manager 1 0.5 0.5 0.5 0.5 0.5 Utility Maintenance Supervisor 2 2 2 2 2 2 Utility Operations Manager 0.5 0 0 0 0 0 Total 21.5 20.5 20.5 20.5 20.5 20.5 Position Title Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. There are no significant budget changes for FY 2021-22. 485 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Santan Vista Water Treatment Plant - 3870 The Santan Vista Water Treatment Plant is a joint effort between the City of Chandler and Town of Gilbert. The plant provides Chandler and Gilbert residences, businesses, and industries with a sufficient and continuous supply of potable water. The Town of Gilbert operates the plant under a long-term contract. 2021-22 Performance Measurements Goal: Maintain overall regulatory compliance. Supports Priority Based Budgeting Goal(s): Safe Community Objective: ♦ Operate the Santan Vista Water Treatment Plant to ensure regulatory compliance. Measure Compliance with state, county, and EPA requirements 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Compliant Compliant Compliant Compliant Compliant Goal: Meet the requirements 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 millions of gallons 2018-19 Actual 2019-20 Actual 5,388(1) 4,518(1) 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 5,200(2) 5,500(2) 5,500(2) (1) Chandler’s supply from Santan Vista increased from 12 to 24 MGD. Water deliveries slowly ramped up beginning April 2018 and will not be at full capacity right away. (2) Figure based on higher flows beginning in January 2021. Goal: Operate and maintain all water facilities efficiently. Supports Priority Based Budgeting Goal(s): Sustainable Economic Health Objective: ♦ Minimize increases in water production costs at the facility related to chemicals and utilities. Measures Production cost per MG 2018-19 Actual 2019-20 Actual $124 $122 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected $125 $123 $125 * 2020-21 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. 486 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Santan Vista Water Treatment Plant - 3870 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Expenditures Budget Adjusted Estimated Adopted Adopted to Budget Expenditures Budget Adopted Professional/Contract $ 1,566,061 $ 2,082,519 $ 3,105,207 $ 2,253,600 $ 2,082,519 0.00% Total Cost Center - 3870 $ 1,566,061 $ 2,082,519 $ 3,105,207 $ 2,253,600 $ 2,082,519 0.00% Water Operating Fund $ 1,566,061 $ 2,082,519 $ 3,105,207 $ 2,253,600 $ 2,082,519 Significant Budget Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. There are no significant budget changes for FY 2021-22. 487 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Meter Services - 3880 The Meter Services Division is responsible for collecting monthly usage associated with Chandler utility accounts. This division also responds to customer requests to start and finalize water service, verify water meter accuracy, and detect water leaks. 2021-22 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 Objectives: ♦ 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 (1) (2) 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected 1,029,156 1,034,064 1,038,924 1,038,924 1,044,000 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 98% 99% 99% 99% 99% 99.9% 99.9% 99.9% 99.9% 99.9% Number of customer service requests completed 24,104 27,250 27,250 22,500(1) 27,500 Number of water meters and or registers replaced 3,843 6,042 5,265(2) 3,896(1) 5,500 Number affected by lost time and restrictions caused by COVID-19. Number of water meters and/or registers replaced increased for 2019-20 Year-End and 2020-21 Projected due to being fully staffed and efficiencies gained from a major route change * 2020-21 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. 488 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Meter Services - 3880 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ 688,367 $ 750,275 $ 756,190 $ 758,000 $ 785,122 4.64% 4.64% Ongoing* - 750,275 756,190 758,000 785,122 One-time* - - - - - N/A Professional/Contract 8,079 19,050 26,509 25,100 19,050 0.00% Operating Supplies 53,594 192,934 332,700 311,600 174,331 -9.64% Repairs/Maintenance 24,731 26,710 27,517 20,000 26,710 0.00% Communications/Transportation 11,181 7,714 7,714 5,300 7,474 -3.11% Insurance/Taxes - 500 1,000 500 500 0.00% Rents/Utilities - 1,000 1,000 - 1,000 0.00% 2,812 3,900 3,900 1,500 3,900 0.00% Other Charges/Services Contingencies/Reserves Capital Replacement - - - - 9,510 N/A 16,075 16,075 16,075 16,075 16,075 0.00% 2.51% Total Cost Center - 3880 $ 804,839 $ 1,018,158 $ 1,172,605 $ 1,138,075 $ 1,043,672 Water Operating Fund $ 804,839 $ 1,018,158 $ 1,172,605 $ 1,138,075 $ 1,043,672 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Lead Utility Meter Technician 0 1 1 1 1 1 Meter Services Supervisor 0 1 1 1 1 1 Utility Meter Account Specialist 1 1 1 1 1 1 Utility Meter Technician 6 6 6 6 6 6 Utility Meter Technician II 1 0 0 0 0 0 Utility Meter Technician Supervisor 1 0 0 0 0 0 Utility Systems Technician II 1 1 0 0 0 0 Water Audit Technician 1 0.5 1.5 1.5 1.5 1.5 Total 11 10.5 10.5 10.5 10.5 10.5 Position Title Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. There are no significant budget changes for FY 2021-22. 489 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Wastewater Collection - 3900 The Wastewater Collection Division is responsible for maintaining all system appurtenances such as pipes, manholes, and pumping stations. 2021-22 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): Attractive Community; Safe Community Objectives: ♦ Maintain 953 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 preventive 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 customer satisfaction. Measures 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Number of odor complaints received 38 42 45 50 45 Number of blockages originating in City sewer mains 14 3 15 6 10 Number of roach complaints received(1) 59 44 70 55 50 52 64 70 70 70 71 39 100 50 75 Number of sewer service repairs that are the City’s responsibility Number of sewer line miles cleaned annually(2) (1) The Insecticide Painting Program applies insecticide every other year to all sewer manholes in the City. The insecticide has a warranted kill life of two years. When a complaint is received, Wastewater Collection staff inspects the complaint location for faulty paint and/or application. Warranty work is performed when appropriate. (2) Wastewater Collection cleaning crew not fully staffed from FY 2018-19 through FY 2020-21 and unable to clean the same level of sewer line miles. * 2020-21 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. 490 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Wastewater Collection - 3900 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel 929,984 $ 935,146 $ 860,400 $ 907,292 -2.44% Ongoing* $ 838,443 $ - 929,984 935,146 860,400 907,292 -2.44% One-time* - - - - - N/A 0.00% Professional/Contract 1,067,740 1,316,844 1,489,648 1,488,500 1,316,844 Operating Supplies 186,323 334,932 363,238 316,595 334,932 0.00% Repairs/Maintenance 23,529 38,278 46,069 45,500 38,278 0.00% Communications/Transportation 10,771 16,444 16,444 10,050 16,444 0.00% 500 1,500 1,500 1,500 1,500 0.00% Rents/Utilities 113,888 198,505 198,505 150,266 198,505 0.00% Other Charges/Services 20,235 31,069 33,794 27,350 31,069 0.00% Insurance/Taxes Contingencies/Reserves Capital Replacement - - - - 10,000 N/A 37,058 37,058 37,058 37,058 43,539 17.49% -0.21% Total Cost Center - 3900 $ 2,298,487 $ 2,904,614 $ 3,121,402 $ 2,937,219 $ 2,898,403 Wastewater Operating Fund $ 2,298,487 $ 2,904,614 $ 3,121,402 $ 2,937,219 $ 2,898,403 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted GIS Technician II 1 1 1 1 1 1 Lead Utility Systems Technician - CDL 1 1 1 1 1 1 Senior Administrative Assistant 1 1 1 1 1 1 Utility Systems Technician II - CDL 4 4 5 5 5 5 Utility Systems Technician III - CDL 2 2 1 1 1 1 Wastewater Collections Superintendent 1 1 1 1 1 1 Total 10 10 10 10 10 10 Position Title Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. There are no significant budget changes for FY 2021-22. 491 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Wastewater Capital - 3910 Capital Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel - $ - $ 48,239 $ - N/A Ongoing* $ - - - 48,239 - N/A One-time* - - - - - N/A 23,110 1,680,000 4,411,542 - 1,610,000 -4.17% Professional/Contract Communications/Transportation Other Charges/Services Project Support Recharge** 84,155 $ 26 - - - - N/A 3,177 500,000 5,905,837 7,957 1,305,000 161.00% - 50,000 122,174 7,139 50,000 0.00% Contingencies/Reserves - 46,126,021 - - 65,077,754 41.09% Building/Improvements 5,576,794 - 24,762,524 652,893 3,860,000 N/A - - - 2,628 - N/A 159,772 1,700,000 2,380,888 144,134 - -100.00% 2,619,472 26,190,000 39,945,363 6,091,666 19,500,000 -25.54% 6,954,656 $ 91,402,754 19.88% Street Improvements Water System Improvements Wastewater System Improvements Total Cost Center - 3910 $ Reclaimed Water System Dev Fee Fund $ Wastewater Bond Fund Wastewater System Dev Fee Fund Wastewater Operating Fund WW Industrial Process Treatment Fund Grand Total $ 8,466,506 $ 76,246,021 $ 77,528,328 506,712 $ 7,472,601 $ $ 7,405,042 $ 197,283 $ 7,207,759 2,150,606 11,764,282 10,769,811 4,645,589 - 300,024 24 - - 5,805,081 51,213,614 51,357,557 1,915,253 75,267,304 4,106 5,495,500 7,995,894 196,531 2,803,469 8,466,506 $ 76,246,021 $ 77,528,328 $ 6,124,222 6,954,656 $ 91,402,754 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. ** Project Support Recharge reflects the percentage of staff time spent in direct support of a specific capital project. This staff time is recharged to the project and the appropriate capital cost center. Significant Budget Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. 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. FY 2021-22 reflects the carryforward of uncompleted project funding from FY 2020-21. Additional detail is available in the 2022-2031 Capital Improvement Program. 492 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Ocotillo Brine Reduction Facility - 3930 The Ocotillo Brine Reduction Facility provides the City with a renewable resource by treating industrial wastewater from Intel Corporation’s computer chip campus consisting of FAB 12, FAB 22, FAB 32, and FAB 42. This state-of-the-art facility uses reverse osmosis, lime softening, ion exchange, and a brine concentrator to treat the 2.65 MGD 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. 2021-22 Performance Measurements Goal: Treat the industrial brine stream from Intel Corporation to drinking water standards so that over 93% can be recharged back into the aquifer or sent back to Intel Corporation for industrial reuse.(1) Supports Priority Based Budgeting Goal(s): Good Governance; Safe Community; Sustainable Economic Health 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 93% of the industrial brine stream.(1) 2019-20 Actual Compliant Compliant Compliant Compliant Compliant 100% 100% 100% 100% 100% Number of water quality tests performed 1,134(2) 5,000 4,600 4,900 4,600 Recharge or recycle the treated industrial water (MG) 306(2) 795 750 750 600(3) Percent of industrial waste recovered 92.0% 93.5% 93.0% 93.5% 93.0% Measures Compliance with the APP Produce zero hardness water to strict Intel Corporation standards 100% of the time 2020-21 Projected 2020-21 Year End Estimate* 2018-19 Actual 2021-22 Projected (1) Goal and objective modified effective FY 2021-22. The 2018-19 Actual figure is lower due to a four-month plant shutdown to facilitate Intel Corporation funded construction projects at the facility. This impacted the number of water quality tests and the amount of water recycled. (3) Lower due to Intel Corporation’s Water Plant coming online. (2) * 2020-21 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. 493 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Ocotillo Brine Reduction Facility - 3930 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Expenditures Budget Adjusted Estimated Adopted Adopted to Budget Expenditures Budget Adopted Personnel Services Total Personnel $ 1,666,093 $ Ongoing* - One-time* 1,686,974 $ 1,705,610 $ 1,688,000 $ 1,703,445 0.98% 1,686,974 1,705,610 1,688,000 1,703,445 0.98% - - - - - N/A Professional/Contract 1,270,288 925,031 1,711,842 1,040,700 1,040,700 12.50% Operating Supplies 3,585,591 3,808,998 4,749,322 3,847,922 3,962,100 4.02% Repairs/Maintenance 128,521 216,246 391,610 126,000 126,000 -41.73% Communications/Transportation 10,295 9,845 9,845 9,720 9,720 -1.27% 500 250 250 - - -100.00% Rents/Utilities 848,403 1,405,000 1,405,000 1,380,000 1,741,610 23.96% Other Charges/Services 29,346 34,170 36,024 26,700 26,700 -21.86% Contingencies/Reserves - 1,500,000 1,500,000 - 1,500,000 0.00% Machinery/Equipment 905 7,630 7,630 - - -100.00% 11,162 11,162 9,202 Insurance/Taxes 10,595 -5.08% Total Cost Center - 3930 $ 7,550,406 $ 9,605,306 $ 11,528,295 $ 8,128,244 $ 10,120,870 5.37% WW Industrial Process Treatment Fund $ 7,550,406 $ 9,605,306 $ 11,528,295 $ 8,128,244 $ 10,120,870 Capital Replacement 10,464 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Instrumentation Technician 2 2 2 2 2 2 Lead Reverse Osmosis Water Plant Operator 1 1 1 1 1 1 Reverse Osmosis Facility Superintendent 1 1 1 1 1 1 Reverse Osmosis Water Plant Operator II 8 8 8 8 8 8 Senior Administrative Assistant 1 1 1 1 1 1 Senior Utilities Mechanic 2 2 2 2 2 2 Utilities Electrician 1 1 1 1 1 1 Utility Maintenance Supervisor 1 1 1 1 1 1 Total 17 17 17 17 17 17 Position Title Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. FY 2021-22 reflects ongoing funding for chemicals and utility rate increases. 494 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Lone Butte Wastewater Treatment Facility - 3940 The Lone Butte Wastewater Treatment Facility is responsible for treating domestic and industrial wastewater for reclamation. 2021-22 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 MG. ♦ Maintain 100% compliance with the GRIC lease agreement for water quality standards. ♦ Supply reuse water to the GRIC for irrigation purposes. Measures (2) 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Treatment cost per 1 MG(1) $1,848 $2,784 $2,600 $3,300 $2,880 Percent compliance with GRIC lease agreement 96.3% 99.1% 98.0% 98.2% 99.0% 1.21 0.80 0.90 0.73 1.00 Reuse of reclaimed water MGD(2) (1) 2018-19 Actual Cost increases starting in FY 2018-19 are due to reduced flows into the Lone Butte Wastewater Treatment Facility. Beginning in FY 2018-19 the decrease in reuse of reclaimed water results from decreased flows into the Lone Butte Wastewater Treatment Facility. * 2020-21 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 495 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Lone Butte Wastewater Treatment Facility - 3940 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel 152,269 $ 152,269 $ 151,000 $ 152,713 0.29% Ongoing* $ 128,907 $ - 152,269 152,269 151,000 152,713 0.29% One-time* - - - - - N/A 48.94% Professional/Contract 87,897 200,100 220,046 125,000 298,020 Operating Supplies 95,013 454,525 454,525 299,000 416,605 -8.34% Repairs/Maintenance 34,334 41,200 41,200 21,000 31,200 -24.27% Communications/Transportation 2,158 3,070 3,070 2,000 3,070 0.00% - 500 500 - 500 0.00% Insurance/Taxes Rents/Utilities 287,539 516,068 516,068 310,000 466,068 -9.69% Other Charges/Services 2,600 4,185 4,185 3,230 4,185 0.00% Contingencies/Reserves - - - - 10,400 N/A Machinery/Equipment - 28,000 28,000 100,000 28,000 0.00% 2,292 2,292 2,292 2,292 2,292 0.00% 0.77% Capital Replacement Total Cost Center - 3940 $ 640,741 $ 1,402,209 $ 1,422,155 $ 1,013,522 $ 1,413,053 Wastewater Operating Fund $ 640,741 $ 1,402,209 $ 1,422,155 $ 1,013,522 $ 1,413,053 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions Position Title 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Wastewater Treatment Plant Operator III 1 1 1 1 1 1 Total 1 1 1 1 1 1 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. There are no significant budget and staffing changes for FY 2021-22. 496 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Wastewater Quality - 3950 The Wastewater Quality Division 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. 2021-22 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 the APP. ♦ Reduce wastewater collection stoppages by inspecting grease traps and interceptors. ♦ Manage compliance sampling database and communicate with industries to help them achieve compliance. Measures (2) 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Review industrial and City sampling reports to ensure compliance(1) 200 130 180 150 150 Conduct compliance sampling for aquifer protection and reuse permits 154 150 150 150 150 279 0(2) 800 250 250 37 42 42 42 42 Number of grease traps and sand and oil interceptors inspected Number of significant industrial user inspections conducted to determine compliance with applicable requirements (1) 2018-19 Actual Sampling reports reviewed may vary dependent on the number of sampling events conducted. No inspections due to training of new Inspectors. * 2020-21 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. 497 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Wastewater Quality - 3950 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Expenditures Budget Adjusted Estimated Adopted Adopted to Budget Expenditures Budget Adopted Personnel Services Total Personnel 445,178 $ 450,718 $ 266,000 $ 461,851 3.75% Ongoing* $ - 445,178 450,718 266,000 461,851 3.75% One-time* 84,948 - - - - N/A Professional/Contract 84,948 94,863 139,656 146,000 94,863 0.00% Operating Supplies 69,649 72,375 74,850 59,950 72,375 0.00% Communications/Transportation 1,456 4,357 4,357 1,300 4,837 11.02% - 500 500 - 500 0.00% Other Charges/Services 2,715 8,680 8,680 4,300 8,680 0.00% Contingencies/Reserves - - - - 79,000 N/A 9,539 9,509 9,509 9,509 10,838 13.98% 15.34% Insurance/Taxes Capital Replacement 321,087 $ Total Cost Center - 3950 $ 489,393 $ 635,462 $ 688,270 $ 487,059 $ 732,944 Reclaimed Water Operating Fund $ 9,515 $ 52,893 $ 53,099 $ 43,700 $ 52,624 479,878 582,569 635,171 443,359 680,320 489,393 $ 635,462 $ 688,270 $ 487,059 $ 732,944 Wastewater Operating Fund Grand Total $ * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Industrial Waste Inspector 1 1 1 1 1 1 Pretreatment Supervisor 1 1 1 1 1 1 Senior Industrial Waste Inspector 3 3 3 3 3 3 Total 5 5 5 5 5 5 Position Title Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. There are no significant budget and staffing changes for FY 2021-22. 498 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Airport Water Reclamation Facility - 3960 The 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. 2021-22 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 MG. ♦ Maintain water quality compliance for the APP and Reuse Permits issued by the Arizona Department of Environmental Quality (ADEQ). ♦ Continue to reuse and recharge reclaimed water. ♦ Conserve potable water by supplying reclaimed water for irrigation. Measures 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Treatment cost per 1 MG $1,381 $1,036 $1,450 $1,240 $1,270 Percent compliance with permits 99.69% 100.00% 100.00% 99.90% 100.00% Reuse of wastewater MGD 10.58 11.25 10.50 12.50 13.20 Recharge of reclaimed water MGD 3.74 3.47 3.70 3.30 3.50 * 2020-21 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. 499 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Airport Water Reclamation Facility - 3960 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services 2,899,235 $ 2,920,236 $ 2,350,000 $ 2,897,150 -0.07% Ongoing* Total Personnel $ 2,364,314 $ - 2,899,235 2,920,236 2,350,000 2,897,150 -0.07% One-time* - - - - - N/A Professional/Contract 1,940,391 1,355,431 1,552,722 1,540,300 1,367,431 0.89% Operating Supplies 1,202,003 1,374,707 1,470,048 1,443,380 1,368,939 -0.42% Repairs/Maintenance 176,294 413,286 455,739 387,400 408,286 -1.21% Communications/Transportation 10,385 16,836 16,836 3,570 16,856 0.12% - 1,000 1,000 - 1,000 0.00% 1,810,121 2,499,749 2,499,749 2,411,900 2,499,749 0.00% Other Charges/Services 65,175 84,672 84,672 61,400 80,672 -4.72% Contingencies/Reserves - - - - 1,000,000 N/A - 100,000 176,312 100,000 87,172 -12.83% 28,805 29,805 29,805 32,073 33,457 12.25% 9,760,712 11.24% Insurance/Taxes Rents/Utilities Machinery/Equipment Capital Replacement Total Cost Center - 3960 $ 7,597,487 $ Reclaimed Water Operating Fund $ 1,647,589 $ Wastewater Operating Fund 5,949,898 Grand Total $ 7,597,487 8,774,721 $ 928,983 $ 7,845,738 $ 8,774,721 9,207,119 $ 1,061,376 $ 8,145,743 $ 9,207,119 8,330,023 $ 937,653 $ 7,392,370 $ 8,330,023 829,646 8,931,066 $ 9,760,712 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. 500 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Airport Water Reclamation Facility - 3960 Authorized Positions 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Revised Revised Revised Adopted Revised Adopted Business Systems Support Analyst 1 1 1 1 1 1 Instrumentation Technician 3 3 3 3 3 3 Lead Wastewater Treatment Plant Operator 0 1 1 1 1 1 Senior Administrative Assistant 1 1 1 1 1 1 Senior Utilities Mechanic 4 4 4 4 4 4 Senior Utilities Mechanic - CDL 1 1 1 1 1 1 Utilities Electrician 2 2 2 2 2 2 Utilities Predictive Maintenace Technician 1 1 1 1 1 1 Utility Maintenance Supervisor 1 1 1 1 1 1 Utility Operations Manager 0 0.5 0.5 0.5 0.5 0.5 Utility Program Coordinator 1 1 1 1 1 1 Utility Regulatory Affairs Manager 0 0.5 0.5 0.5 0.5 0.5 Wastewater Facilities Manager 1 1 1 1 1 1 Wastewater Facilities Superintendent 1 1 1 1 1 1 Wastewater Operations Manager 1 1 1 1 1 1 Wastewater Treatment Plant Operator I 2 2 2 2 2 2 Wastewater Treatment Plant Operator II 5 5 5 5 5 5 Total 25 27 27 27 27 27 Position Title Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. There are no significant budget and staffing changes for FY 2021-22. 501 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Ocotillo Water Reclamation Facility - 3970 The Ocotillo 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 upper aquifer. 2021-22 Performance Measurements Goal: To maintain reasonable treatment costs, to be in full compliance with ADEQ regulations, and to meet all wastewater reuse and recharge demands. Supports Priority Based Budgeting Goal(s): Safe Community; Sustainable Economic Health Objectives: ♦ Maintain efficient treatment cost per MG. ♦ Maintain water quality compliance for the APP and Reuse Permits issued by the ADEQ. ♦ Continue to reuse and recharge 100% of reclaimed water. Measures 2018-19 Actual 2019-20 Actual 2020-21 Projected 2020-21 Year End Estimate* 2021-22 Projected Treatment cost per 1 MG $1,261 $1,056 $1,250 $1,210 $1,250 Percent compliance with permits 99.5% 99.0% 100.0% 99.0% 100.0% Reuse of wastewater in MGD 10.42 13.73 14.00 14.55 14.75 Recharge of reclaimed water in MGD 2.10 1.73 1.50 1.05 1.00 * 2020-21 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. 502 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Ocotillo Water Reclamation Facility - 3970 Budget Summary Description 2019-20 2020-21 2020-21 2020-21 2021-22 % Change Actual Adopted Adjusted Estimated Adopted Adopted to Expenditures Budget Budget Expenditures Budget Adopted Personnel Services Total Personnel $ Ongoing* 1,953,411 $ - One-time* 2,262,361 $ 2,285,558 $ 2,013,533 $ 2,307,791 2.01% 2,262,361 2,285,558 2,013,533 2,307,791 2.01% - - - - - N/A 909,835 1,360,761 1,569,520 1,350,200 1,357,316 -0.25% Operating Supplies Repairs/Maintenance Communications/Transportation Insurance/Taxes 1,253,085 131,206 15,027 - 1,110,420 151,750 21,430 1,000 1,124,467 170,641 21,430 1,000 1,359,400 189,350 11,550 - 1,307,720 146,350 23,110 1,000 17.77% -3.56% 7.84% 0.00% Rents/Utilities 1,632,895 2,227,700 2,227,700 2,265,000 2,034,600 -8.67% 35,116 64,740 66,594 49,000 64,740 0.00% N/A Professional/Contract Other Charges/Services - (101,533) (101,533) (101,533) - Contingencies/Reserves Project Support Recharge** - - - - 500,000 N/A Machinery/Equipment 140 25,000 65,000 40,000 25,000 0.00% Capital Replacement 27,669 Total Cost Center - 3970 $ Reclaimed Water Operating Fund $ Wastewater Operating Fund Wastewater Operating Fund 5,958,383 27,669 $ - $ 5,958,383 $ 5,958,383 7,151,298 27,669 $ 400,500 $ 6,750,798 $ 7,458,046 7,151,298 31,114 $ 469,467 $ 6,988,579 $ 7,458,046 7,207,614 $ 538,550 $ 6,669,064 $ 7,207,614 29,961 8.28% 7,797,588 9.04% 505,380 7,292,208 $ 7,797,588 * Ongoing and One-time Personnel Services detail not available for 2019-20 Actual Expenditures. 503 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget Ocotillo Water Reclamation Facility - 3970 Authorized Positions Position Title 2017-18 2018-19 2019-20 2020-21 2020-21 2021-22 Adopted Revised Revised Revised Adopted Revised Business Systems Support Analyst 1 1 0 0 0 0 Business Systems Support Supervisor 0 0 1 1 1 1 Construction Project Manager 0 0 1 0 0 0 Engineer 0 0 1 1 1 1 HVAC Technician 1 1 1 1 1 1 Instrumentation Technician 2 2 2 2 2 2 Lead Wastewater Treatment Plant Operator 1 1 1 1 1 1 Senior Administrative Assistant 1 1 1 1 1 1 Senior Utilities Mechanic 2 2 3 3 3 3 Utilities Electrician 2 2 2 2 2 2 Utilities Maintenance Worker 1 1 0 0 0 0 Utilities Mechanic 1 1 1 1 1 1 Utility Maintenance Manager 0 0.5 0.5 0.5 0.5 0.5 Utility Maintenance Supervisor 1 1 1 1 1 1 Wastewater Facilities Superintendent 1 1 1 1 1 1 Wastewater Treatment Plant Operator I 6 6 4 4 4 4 Wastewater Treatment Plant Operator II 5 4 4 4 4 4 Total 25 24.5 24.5 23.5 23.5 23.5 Significant Budget and Staffing Changes When comparing between budget years consider that the FY 2020-21 Adopted Budget reflects amounts which may have been reduced due to spending restrictions and holds which were implemented to minimize any potential impacts from revenue shortfalls due to the COVID-19 pandemic. There are no significant budget changes for FY 2021-22. 504 Table of Contents City of Chandler Public Works & Utilities 2021-22 Adopted Budget 505 Table of Contents Table of Contents City of Chandler Capital Budget 2021-22 Adopted Budget Capital Budget Overview 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 of $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 10-year CIP, which serves as a multi-year planning instrument to identify fiscal year needs and financing sources for public infrastructure improvements. In preparing the 2022-2031 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 that 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 equivalents (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 Council must consider these additional costs, along with other supplemental budget requests, based on available funding. 2022-2031 Capital Improvement Program Shown below is a history of the total 10-year CIP budget as updated annually. The adopted 2022-2031 CIP is higher than the prior year due to an increased emphasis on maintaining aging infrastructure including regional, community and neighborhood park improvements, technology enhancements, and public safety facility and equipment needs. 507 Table of Contents City of Chandler Capital Budget 2021-22 Adopted Budget The Council adopts the CIP on the same date as the final adoption of the annual budget. Consequently, the 2022-2031 CIP review is integrated with the FY 2021-22 annual budget process. Both were adopted by the Council on June 10, 2021. The 10-year CIP is summarized below, with additional detail available in the City’s 2022-2031 Capital Improvement Program. Projected CIP Expenditure Summary 2021-22 2022-23 2023-24 2024-25 2025-26 5-Year Total 2026-2031 10-Year Total Current Revenues General Government Capital Projects Fund $ 15,857,759 $ 25,317,660 $ 12,326,003 $ 9,640,010 $ 12,666,585 $ 75,808,017 $ 56,808,470 $ 132,616,487 6,073,000 6,650,000 4,696,000 4,690,000 4,690,000 26,799,000 23,750,000 172,000 172,000 185,000 290,000 685,000 1,504,000 925,000 2,429,000 Water Operating Fund 1,069,801 8,306,080 3,367,901 5,452,797 644,880 18,841,459 9,964,200 28,805,659 Wastewater Operating Highway User Revenue Fund (HURF) Local Transportation Assistance Fund (LTAF) 50,549,000 25,861,463 4,110,000 13,568,463 18,470,000 25,205,000 87,214,926 54,856,000 142,070,926 Wastewater Industrial Treatment Process Fund 500,000 500,000 500,000 500,000 500,000 2,500,000 2,500,000 5,000,000 Solid Waste Operating Fund 412,272 105,000 97,272 615,000 255,000 1,484,544 825,000 2,309,544 1,300,403 1,400,478 2,587,165 477,900 706,295 6,472,241 7,232,216 13,704,457 Airport Operating Fund Total Current Revenues $ 51,246,698 $ $ 2,900,000 $ 46,561,218 $ 37,327,804 $ - $ - $ 40,135,707 $ 45,352,760 $ 220,624,187 $ - $ - $ 2,900,000 $ 156,860,886 $ - $ 377,485,073 Capital Grants Proceeds Reinvestment Projects 8,158,435 16,273,600 24,432,035 3,810,990 287,615 31,311,862 13,576,500 44,888,362 4,770,650 1,962,360 11,161,848 6,173,786 17,335,634 234,200 96,345 3,404,366 586,998 2,462,070 3,283,565 - 2,412,800 Federal Transportation Grants 10,591,217 14,652,540 1,969,500 Federal Aviation Grants 1,569,874 2,775,964 83,000 77,063 1,957,958 1,038,800 State Aviation Grants Total Capital Grants 2,900,000 - Local Grants and Donations $ 17,600,224 $ 22,670,027 $ 3,091,300 $ 11,228,640 $ 2,346,320 $ 56,936,511 $ $ 1,158,000 $ 19,275,000 $ 1,138,000 $ 3,309,000 $ 5,980,000 $ 30,860,000 $ 3,991,364 36,610,884 $ 93,547,395 - $ 30,860,000 Impact Fees/SDF Revenues Arterial Streets Impact Fees(1) Park Impact Fees - - - - 1,526,000 1,526,000 6,711,308 8,237,308 Park SE Impact Fees - - - - - - 15,387,692 15,387,692 Total Impact Fee Revenues/Fund Balance $ 1,158,000 $ 19,275,000 $ 1,138,000 $ 3,309,000 $ 7,506,000 $ 32,386,000 $ 22,099,000 $ 54,485,000 $ 3,900,000 $ 12,616,000 $ 11,278,021 $ 2,300,000 $ 4,274,000 $ 34,368,021 $ 85,988,650 $ 120,356,671 Paid by Secondary Levy or Dedicated Revenue Parks General Obligation Bond - 360,000 1,207,000 - - 1,567,000 - 1,567,000 10,633,603 13,146,435 11,383,800 19,664,400 16,918,800 71,747,038 72,728,600 144,475,638 313,000 1,591,500 1,441,500 100,000 - 3,446,000 450,000 3,896,000 - - 4,500,000 4,500,000 2,500,000 11,500,000 22,500,000 34,000,000 Fire General Obligation Bond 6,697,000 315,000 700,000 659,000 1,005,000 9,376,000 14,952,000 24,328,000 Police General Obligation Bond 1,038,000 630,000 500,000 2,520,000 37,234,000 41,922,000 14,132,500 Total Secondary Levy or Other Dedicated Revenue $ 22,581,603 $ 28,658,935 $ 31,010,321 $ 29,743,400 $ 61,931,800 $ 173,926,059 $ 210,751,750 $ 384,677,809 20,674,300 $ 15,661,420 $ 13,471,400 $ 43,483,703 $ 26,094,120 $ 119,384,943 $ 124,742,300 $ 244,127,243 Library Bonds (1) Streets General Obligation Bond Stormwater General Obligation Bond Public Building Bonds 56,054,500 Paid by Enterprise Fund Revenues Water Bonds $ Wastewater Bonds Total Enterprise Fund Revenues $ 20,674,300 Revenue, and Enterprise Funds $ 43,255,903 Total for Capital Improvement Program $ 113,260,825 - - $ 15,661,420 $ $ 44,320,355 $ $ 132,826,600 $ 13,471,400 7,735,000 27,415,000 19,680,000 $ 45,774,120 $ 146,799,943 113,565,000 86,150,000 $ 51,218,703 $ 44,481,721 $ 80,962,103 $ 107,705,920 $ 320,726,002 $ 86,038,825 $ 135,635,450 $ 162,911,000 $ 630,672,700 $ 210,892,300 $ 357,692,243 421,644,050 $ 742,370,052 637,214,820 $ 1,267,887,520 Total Bonds Paid by Secondary Levy, Dedicated (1) Includes Proposition 400 reimbursements from projects completed in prior years. Although capital improvement projects are scheduled throughout the 10-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 10-year plan is financially balanced with revenue source(s) identified for every project included. 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 2022-2031 CIP. Estimated operations and maintenance costs are built into the long-range forecasts for the respective operating fund to make sure it can be accommodated within future projections, be considered for deferral until operating funds are available, or prompt a decision to reduce other operating costs to fund these requirements. The table on the next page provides a summary of the impact of the 2022-2031 CIP on the annual operating budget over the next ten years. The FTE column includes new positions needed for operating any capital facilities constructed within ten years. Salary and benefits are included under new position costs. 508 Table of Contents City of Chandler Capital Budget 2021-22 Adopted Budget Capital Improvement Progam Impact on Operating Funds (Note: Amounts below are cumulative by year) FTE General Government: Airport 2021-22 $ 2022-23 2023-24 2024-25 2025-26 1,535 $ 2030-31 768 $ 768 $ 1,535 $ Transportation Policy - - - 595,000 874,000 1,535 $ 985,400 1,535 Community Services Cultural Development 131,076 - 142,984 - 142,984 - 363,376 - 363,376 - 1,496,719 20,000 Development Services 1.00 266,763 131,875 135,981 140,232 144,631 169,047 Information Technology Public Safety: 5.00 575,584 1,031,320 1,363,435 1,673,610 1,699,579 1,843,709 5.00 - 20,843 3,750 20,843 3,750 20,843 3,750 20,843 3,750 20,843 1,934,575 Streets/Traffic Reclaimed Water 1,535 26,700 1,535 51,200 3,071 51,200 3,071 77,900 3,071 104,100 3,071 Solid Waste Water 3,454 8,060 3,454 8,060 6,909 16,121 6,909 16,121 6,909 16,121 6,909 16,121 Wastewater 5,757 5,757 11,515 11,515 11,515 11,515 11.00 $ 992,997 $ 1,377,046 $ 1,757,344 $ 2,887,162 $ 3,223,230 $ 6,613,544 New Position (FTE) costs $ 113,381 $ 533,215 $ 551,876 $ 867,668 $ 898,036 $ 2,040,598 Ongoing costs 599,612 840,115 1,201,752 2,019,494 2,325,194 One-Time costs 280,004 3,716 3,716 - - 1,377,046 $ 1,757,344 $ Fire Police Public Works & Utilities: Total Operating Costs Annual Increase $ 992,997 $ 2,887,162 $ 4,572,946 - 3,223,230 $ 6,613,544 These costs, along with any new debt service accruing on debt issuance each year, are included in each funds projection with the ongoing departmental operating costs. Debt service payments for capital projects are discussed in detail in the Bonded Debt section. FY 2021-22 Capital Budget While the City prepares a 10-year CIP each year, only the first year is appropriated. The FY 2021-22 capital budget of $368,812,075 includes a combination of new appropriation and carryforward appropriation for encumbrances and unencumbered funds. The carryforward appropriation is estimated as part of budget preparation and is reconciled to actual encumbrances and unexpended funds at year-end. Additionally, the total includes a capital reserve called “Lump Sum.” This reserve allows appropriation to be added to projects to fund additional capital costs required by development agreements. Carryforward Appropriation CIP Total 2021-22 Encumbered Unencumbered New Total Purchase Orders Februray 2021 Appropriation Appropriation $ Lump Sum Capital Reserve Grand Total 2021-22 76,682,395 $ 178,778,855 $ $ - 76,682,395 $ 178,778,855 $ 113,260,825 $ 250,000 113,510,825 $ 368,722,075 250,000 368,972,075 In addition to large capital projects and items included in the CIP, operating cost centers often have one-time capital funds in the operating budget for minor items between $5,000 and $49,999 and are not included in the CIP totals above. 509 Table of Contents City of Chandler Capital Budget 2021-22 Adopted Budget Major Capital Program Revenues All funding sources that may be used for various capital improvement projects and potential CIP items are reviewed each year. Revenues for the capital budget are generally from voter-authorized bonds, system development or impact fees, grants, or enterprise fund user fees. In addition, some capital improvements and purchases of large pieces of equipment are included in the capital budget on a “pay-as-you-go” basis by using one-time allocations from current General Fund revenue. The pie chart below shows the percentage of funding sources for FY 2021-22. System Current Revenue(1) Development & Impact Fees Bonds(2) User Fees/ Other(3) Grants Total General Government Airport $ - Buildings and Facilities 6,110,579 Economic Development $ - $ - - $ - 4,030,258 $ 2,354,592 $ 6,384,850 - 14,000 6,124,579 1,056,208 1,056,208 - - - - Non-Departmental 770,763 - - - - 770,763 Transportation Policy 2,631,086 75,140 - 562,577 - 3,268,803 Total General Government $ 10,568,636 $ 3,344,167 $ 75,140 $ - $ - $ - $ 4,592,835 $ 2,368,592 $ - $ 1,151,765 $ 17,605,203 Information Technology Information Technology Projects $ Information Technology 4,339,452 - - - 4,495,932 4,633,078 293,626 Total Information Technology $ 7,683,619 $ - $ - $ - $ 1,445,391 $ 9,129,010 Community Services $ 5,414,660 $ 11,280,619 $ 6,416,657 $ 1,804,685 $ - $ 24,916,621 1,337,385 $ 2,756 $ - $ 196,356 $ - $ Cultural Development Cultural Development $ Non-Departmental 7,922,319 - - - 1,536,497 7,922,319 - Total Cultural Development $ 9,259,704 $ 2,756 $ - $ 196,356 $ - $ 9,458,816 Development Services $ 1,335,092 $ 2,002,463 $ - $ 715,737 $ - $ 4,053,292 Neighborhood Resources $ - $ - $ - $ 2,900,000 $ - $ 2,900,000 1,828,075 $ 6,697,000 $ - $ - $ - $ Public Safety Fire $ Police Total Public Safety 7,136,438 1,068,835 - - $ 8,964,513 $ 7,765,835 $ - $ - $ $ 26,231,570 $ 24,967,070 $ 28,898,335 $ 33,336,625 $ 8,525,075 8,205,273 - $ 16,730,348 - $ 113,433,600 Public Works & Utilities Streets/Traffic Solid Waste - - - - 637,961 637,961 Wastewater - 6,124,222 7,207,759 - 78,070,773 91,402,754 Water - 58,724,710 4,002,769 4,000,000 78,704,470 11,976,991 Total Public Works & Utilities $ 26,231,570 $ 89,816,002 $ 40,108,863 $ 37,336,625 $ 90,685,725 $ 284,178,785 Total Major Capital $ 69,457,794 $ 110,942,815 $ 46,525,520 $ 47,546,238 $ 94,499,708 $ 368,972,075 Percentage of Total 18.8% 30.1% 12.6% 12.9% 25.6% 100% (1) Includes revenues from General, General Government Capital Projects, Police Forfeiture, Regional Transportation Sales Tax, Highway User Revenue, and Local Transportation Assistance Funds. (2) Includes bond proceeds available from prior years and new bond sales. (3) Includes water, wastewater, and solid waste user fees; wastewater industrial process treatment revenues; revenue from airport fuel sales, leases, and/or tie down fees; and vehicle replacement revenues. 510 Table of Contents City of Chandler Capital Budget 2021-22 Adopted 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 and carryforward CIP capital items. The chart below depicts a breakdown by department for FY 2021-22. The table reflects the budget and historical expenditures by capital cost center. Department 2020-21 2020-21 2020-21 2021-22 2017-18 2018-19 2019-20 Adopted Adjusted Estimated Adopted % of Actual Actual Actual Budget Budget Expenses Budget Total General Government Airport 2,046,907 $ 2,014,460 $ 2,339,469 $ 7,684,808 $ 8,393,791 $ 464,441 $ 6,384,850 1.7% Buildings and Facilities $ 2,635,942 2,039,840 1,664,924 3,163,953 2,524,469 394,890 6,124,579 1.7% Economic Development 11,000 - - 1,056,208 1,056,208 - 1,056,208 0.3% - - - - - - 3,268,803 Transportation Policy Non-Departmental Capital Total General Government $ 922,372 17,105,095 5,570,090 8,712,143 9,162,362 552,344 8,693,082 2.4% 5,616,222 $ 21,159,395 $ 9,574,483 $ 20,617,112 $ 21,136,830 $ 1,411,675 $ 25,527,522 6.9% 400,451 $ 782,103 $ 868,357 $ 1.2% Information Technology Information Technology Program $ Information Technology Total Information Technology $ 3,844,967 $ 3,608,219 $ 378,512 $ 4,495,932 1,555,659 869,202 1,383,659 4,694,851 4,504,299 546,954 4,633,078 1.3% 1,956,109 $ 1,651,305 $ 2,252,016 $ 8,539,818 $ 8,112,518 $ 925,466 $ 9,129,010 2.5% Community Services Parks & Recreation $ 4,681,177 $ 3,597,091 $ 8,565,899 $ 25,307,386 $ 22,209,688 $ 2,660,067 $ 24,916,621 6.8% Community Services $ 4,681,177 $ 3,597,091 $ 8,565,899 $ 25,307,386 $ 22,209,688 $ 2,660,067 $ 24,916,621 6.8% Cultural Development Cultural Development $ 3,785,031 $ 2,969,172 $ 854,603 $ 1,375,249 $ 1,173,424 $ 231,638 $ 1,536,497 0.4% Cultural Development $ 3,785,031 $ 2,969,172 $ 854,603 $ 1,375,249 $ 1,173,424 $ 231,638 $ 1,536,497 0.4% Development Services Capital $ - $ - $ - $ - $ - $ - $ 4,053,292 1.1% Total Development Services $ - $ - $ - $ - $ - $ - $ 4,053,292 1.1% Housing & Redevelopment $ - $ - $ - $ - $ - $ - $ 2,900,000 0.8% Total Neighborhood Resources $ - $ - $ - $ - $ - $ - $ 2,900,000 0.8% Development Services Neighborhood Resources Public Safety - Fire Fire Total Public Safety - Fire $ 8,594,903 $ 4,394,456 $ 4,405,136 $ 6,310,244 $ 3,973,352 $ 3,133,277 $ 8,525,075 2.3% $ 8,594,903 $ 4,394,456 $ 4,405,136 $ 6,310,244 $ 3,973,352 $ 3,133,277 $ 8,525,075 2.3% Public Safety - Police Police Total Public Safety - Police $ 8,344,910 $ 3,773,700 $ 5,113,993 $ 6,163,411 $ 5,937,812 $ 1,247,539 $ 8,205,273 2.2% $ 8,344,910 $ 3,773,700 $ 5,113,993 $ 6,163,411 $ 5,937,812 $ 1,247,539 $ 8,205,273 2.2% $ 113,433,600 30.7% Public Works & Utilities 31,743,837 $ 28,312,223 $ 40,147,962 $ 139,735,844 $ 139,687,748 $ 36,748,478 $ Solid Waste 260,509 127,956 105,480 894,564 884,986 642,025 637,961 0.2% Wastewater 29,808,032 12,084,213 8,466,506 76,246,021 77,528,328 6,954,656 91,402,754 24.8% Streets/Traffic 32,337,155 15,044,691 22,563,387 60,415,566 58,721,465 3,720,795 78,704,470 21.3% Total Public Works & Utilities Water $ 94,149,533 $ 55,569,083 $ 71,283,335 $ 277,291,995 $ 276,822,527 $ 48,065,954 $ 284,178,785 77.0% Grand Total $ 127,127,885 $ 93,114,200 $ 102,049,465 $ 345,605,215 $ 339,366,151 $ 57,675,616 $ 368,972,075 100.0% 511 Table of Contents City of Chandler Capital Budget 2021-22 Adopted Budget Impact of the Capital Improvement Program on the FY 2021-22 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 Water, Wastewater, and Solid Waste Operating Funds in FY 2021-22. Operating costs that will affect future years are included within the long-range financial forecast. In most cases, additions to operating budgets do not start until a project is completed. The following list includes the approved projects impacting the FY 2021-22 operating budget. CIP Impact on Operating Funds* General Fund Citywide Fiber Upgrades Personnel (FTE costs) Supplies or Services $ $ 113,381 153,382 Total $ 266,763 Information Technology Project Program - 335,879 335,879 User Productivity Improvements - 180,979 180,979 Wi-Fi Access Points - 58,726 58,726 Homestead North Park Site - 35,728 35,728 Lantana Ranch Park Site - 88,348 88,348 Veteran's Memoral Park Site Phase II - 7,000 7,000 Total - General Fund $ 113,381 $ 860,042 $ 973,423 Wi-Fi Access Points $ - $ 768 $ 768 Total - Airport Operating Fund $ - $ 768 $ 768 Wi-Fi Access Points $ - $ 1,535 $ 1,535 Total - Reclaimed Water Operating Fund $ - $ 1,535 $ 1,535 Wi-Fi Access Points $ - $ 3,454 $ 3,454 Total - Solid Waste Operating Fund $ - $ 3,454 $ 3,454 Wi-Fi Access Points $ - $ 5,757 $ 5,757 Total - Wastewater Operating Fund $ - $ 5,757 $ 5,757 Wi-Fi Access Points $ - $ 8,060 $ 8,060 Total - Water Operating Fund $ - $ 8,060 $ 8,060 Grand Total Impact on Operating Funds $ 113,381 $ 879,616 $ 992,997 Airport Operating Fund Reclaimed Water Operating Fund Solid Waste Operating Fund Wastewater Operating Fund Water Operating Fund * Some of the operating impact is from prior year CIP projects that will begin operations in FY 2021-22. 512 Table of Contents City of Chandler Capital Budget 2021-22 Adopted Budget Capital Improvement Project Summaries for FY 2021-22 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 project’s impact the operating budgets is incorporated into the FY 2021-22 budget and into the long-range financial forecast, as appropriate. General Government (Buildings and Facilities) Existing City Building Renovations/Repairs (6BF628) Description: Funding is allocated for various improvements to the City’s existing buildings. Project Type: Ongoing capital infrastructure maintenance and support FY 2021-22 Funding: $3,200,000 Funding Source: General Government Capital Project 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 City building maintenance costs. Fire Station Bay Doors (6BF653) Description: Funding is allocated to install four-fold doors at Fire Station 8. Project Type: One-time capital improvement FY 2021-22 Funding: $245,000 Funding Source: General Government Capital Project Impact on Operating Budget: This project has no direct impact on the operating budget. Facility and Parks Asphalt Maintenance (6BF658) Description: Funding is allocated for the maintenance and repair of asphalt parking lot and driveways and various City facilities. Project Type: Ongoing capital infrastructure maintenance FY 2021-22 Funding: $150,000 Funding Source: General Government Capital Project Impact on Operating Budget: This project has no direct impact on the operating budget. Building Security Cameras (6BF659) Description: Funding is allocated for the purchase and installation of cameras at building entry points, main lobbies and data rooms at the City Hall, Development Services, Fire Administration, and Information Technology buildings (second year of a four year project). Project Type: One-time capital acquisition FY 2021-22 Funding: $250,000 Funding Source: General Government Capital Project Impact on Operating Budget: This project has no direct impact on the operating budget. Energy Management System Upgrades (6BF665) Description: Funding is allocated to replace controllers at the Main Police Station, Public Works and Development Services Administration, Fire Administration, and the Downtown Library buildings Project Type: One-time capital improvement FY 2021-22 Funding: $150,000 Funding Source: General Government Capital Project Impact on Operating Budget: This project has no direct impact on the operating budget. 513 Table of Contents City of Chandler Capital Budget 2021-22 Adopted Budget Courts Network Cabling and Wi-Fi (6BF670) Description: Funding is allocated to replace network cabling and to add Wi-Fi access points at the Municipal Court. Project Type: One-time capital improvement FY 2021-22 Funding: $237,000 Funding Source: General Government Capital Project Impact on Operating Budget: This project has no direct impact on the operating budget. Bus Pullouts and Bus Stops (6TP015) Description: Funding is allocated for miscellaneous bus stop improvements, parking canopies, and the installation of electric vehicle charging stations at the Chandler Park and Ride. Project Type: Ongoing capital maintenance and repair FY 2021-22 Funding: $172,000 Funding Sources: Local Transportation Assistance Impact on Operating Budget: This project has no direct impact on the operating budget. Americans with Disabilities Act (ADA) Upgrades (6TP707) Description: Funding is allocated for required ADA improvements as detailed in the City’s ADA Transition Plan to meet federal accessibility requirements. Project Type: Ongoing capital maintenance and repair FY 2021-22 Funding: $500,000 Funding Source: General Government Capital Project Impact on Operating Budget: This project has no direct impact on the operating budget. Frye Road Protected Bike Lanes (6TP750) Description: Funding is allocated to construct projected bike lane on Frye Road west of Arizona Avenue to Paseo Trail. Project Type: One-time capital improvement FY 2021-22 Funding: $471,200 Funding Source: Capital Grants Streets General Obligation Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. Hunt Highway Separated Bike Lanes/Traffic Calming (6TP766) Description: Funding is allocated for a study to identify traffic calming measures for adding separated or protected bike lanes. Project Type: One-time study FY 2021-22 Funding: $70,000 Funding Source: Capital Grants General Government Capital Project Impact on Operating Budget: This project has no direct impact on the operating budget. Airport Replace Tower Transceiver Radios (6AI702) Description: Funding is allocated to replace six receivers and five transmitters at the Air Traffic Control Tower with an 800 megahertz 16-channel radio. Project Type: One-time capital acquisition FY 2021-22 Funding: $851,000 Funding Sources: Airport Operating Impact on Operating Budget: This project has no direct impact on the operating budget. 514 Table of Contents City of Chandler Capital Budget 2021-22 Adopted Budget Airfield Lighting Improve/Runway 4L/22R PAPI Replace (6AI728) Description: Funding is allocated to replace the airfield wiring, runway and taxiway edge lighting fixtures, and to bring the Precision Approach Path Indicator (PAPI) for Runway 4L/22R to current standards. Project Type: Capital maintenance and repair FY 2021-22 Funding: $1,724,000 Funding Sources: Airport Operating Capital Grants – ADOT/FAA Impact on Operating Budget: This project has no direct impact on the operating budget. Annual Pavement Maintenance Management (6AI736) Description: Funding is allocated for the annual maintenance and repair pavement program as required by the FAA grant assurances including crack sealing, spall repair, and joint repair. Project Type: Ongoing capital maintenance and repair FY 2021-22 Funding: $100,000 Funding Source: Airport Operating Impact on Operating Budget: This project has no direct impact on the operating budget. Community Services Tumbleweed Regional Park (formerly Regional Park Development) (6PR044) Description: Funding is allocated for the anticipated design and construction of pickleball courts. Project Type: One-time capital improvement FY 2021-22 Funding: $2,000,000 Funding Source: Park General Obligation Bonds Impact on Operating Budget: O&M expenses of $220,392 per year start in FY 2024-25. Existing Neighborhood Park Improvements/Repairs (6PR049) Description: Funding is allocated for Provinces, Price, and Harmony Hollows park improvements. Project Type: Ongoing capital improvements FY 2021-22 Funding: $670,000 Funding Source: General Government Capital Projects Park General Obligation Bonds Impact on Operating Budget: This project has no direct impact on the operating budget but doing renovations and major repairs now will save on future maintenance costs for neighborhood park facilities. Existing Community Park Improvements/Repairs (6PR530) Description: Funding is allocated for community park improvements to Desert Breeze and Veterans Oasis parks which can include the renovation of amenities such as playgrounds, sports courts, restrooms, parking lots, and landscaping. Project Type: Ongoing capital improvements FY 2021-22 Funding: $915,000 Funding Sources: General Government Capital Project Parks General Obligation Bonds Impact on Operating Budget: This project has no direct impact on the operating budget but doing renovations and major repairs now will save on future community park maintenance costs. 515 Table of Contents City of Chandler Capital Budget 2021-22 Adopted Budget Existing Recreation Facilities Improvements (6PR630) Description: Funding is allocated for various improvements and/or renovations to the City’s recreational facilities. Project Type: Ongoing capital maintenance and repair FY 2021-22 Funding: $750,000 Funding Source: General Government Capital Project Parks General Obligation Bonds Impact on Operating Budget: This project has no direct impact on the operating budget but doing renovations and major repairs now will save on future recreational facility maintenance costs. Fitness Equipment (6PR634) Description: Project Type: FY 2021-22 Funding: Funding Source: Impact on Operating Budget: Funding is allocated for the replacement of two upright bikes and two sci-fit arm bikes at Tumbleweed Recreation Center. One-time capital acquisition $32,000 General Government Capital Project This project has no direct impact on the operating budget. Tumbleweed Multi-gen Expansion (6PR651) Description: Funding is allocated for the expansion of the Tumbleweed Recreation Center. Project Type: One-time capital improvement FY 2021-22 Funding: $1,000,000 Funding Source: General Government Capital Project Impact on Operating Budget: Operations and maintenance is anticipated to be covered with savings from other facilities. Cultural Development Downtown Redevelopment (6CA619) Description: Funding is allocated to improve and enhance Downtown properties and amenities. Project Type: Ongoing capital infrastructure maintenance FY 2021-22 Funding: $500,000 Funding Source: General Government Capital Project 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. Development Services Citywide Fiber Upgrades (6DS099) Description: Funding is allocated for fiber optic system equipment, maintenance and rehabilitation of the City’ fiber optic system. Project Type: Ongoing capital infrastructure maintenance and repair FY 2021-22 Funding: $1,213,000 Funding Source: General Government Capital Project Impact on Operating Budget: Ongoing and one-time O&M expenses of $153,382 and personnel costs of $113,381 per year start in FY 2021-22. 516 Table of Contents City of Chandler Capital Budget 2021-22 Adopted Budget Traffic Signal Additions (6DS322) Description: Funding is allocated for the purchase and installation of 82 anonymous re-identification devices. Project Type: Ongoing capital acquisitions FY 2021-22 Funding: $768,200 Funding Source: Capital Grants Streets General Obligation Bonds Impact on Operating Budget: This project has no impact on the operating budget. Traffic Management Center Equipment (6DS736) Description: Funding is allocated for the replacement of equipment and components to maintain the Traffic Management Center. Project Type: Ongoing capital maintenance and repair FY 2021-22 Funding: $50,000 Funding Source: Streets General Obligation Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. Information Technology Information Technology Project Program (formerly ITOC) (6GG617) Description: Funding is allocated for technology research and development, analysis and projects that support City business objectives. Project Type: Ongoing software acquisition and development costs FY 2021-22 Funding: $1,126,225 Funding Sources: General Government Capital Project Impact on Operating Budget: O&M expenses of $335,879 per year start in FY 2021-22. User Productivity Improvements (6IT093) Description: Funding is allocated to shift from IBM Lotus Notes to Microsoft Exchange for electronic communications and workflow. Project Type: One-time capital improvement FY 2021-22 Funding: $463,000 Funding Source: General Government Capital Project Impact on Operating Budget: Ongoing and one-time O&M expenses of $180,979 per year starts in FY 2021-22, with personnel costs of $415,866 beginning in FY 2022-23. Wi-Fi Access Points (6IT102) Description: Project Type: FY 2021-22 Funding: Funding Source: Impact on Operating Budget: Funding is allocated the purchase and installation of City wireless access points. One-time capital acquisition $391,500 Airport Operating General Government Capital Project Solid Waste Operating Wastewater Operating Water Operating O&M expenses of $78,300 per year start in FY 2021-22. 517 Table of Contents City of Chandler Capital Budget 2021-22 Adopted Budget Neighborhood Resources Repositioning Housing Projects (6NR001) Description: Funding is allocated to acquire land for the construction of housing units. Project Type: One-time land acquisition FY 2021-22 Funding: $2,900,000 Funding Source: Capital Grants – Proceeds Reinvestment Project Impact on Operating Budget: This project has no direct impact on the operating budget. Public Safety - Fire Fire Emergency Vehicles Replacement (6FI641) Description: Funding is allocated to purchase three fire engines. Project Type: One-time capital acquisition FY 2021-22 Funding: $600,000 Funding Source: General Government Capital Projects Impact on Operating Budget: This project has no direct impact on the operating budget. Personal Protective Clothing Replacement Plan (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 FY 2021-22 Funding: $388,000 Funding Source: General Government Capital Projects Impact on Operating Budget: This project has no direct impact on the operating budget. Rebuild Fire Station #282 (6FI649) Description: Funding is allocated the construction costs to rebuild the fire station. Project Type: Capital construction FY 2021-22 Funding: $6,697,000 Funding Source: Public Safety General Obligation Bonds - Fire Impact on Operating Budget: O&M expenses of $20,843 per year start in FY 2022-23. Public Safety - Police Police Work Area and Storage Renovation (formerly Detention Facility (6PD651) Description: Funding is allocated for the design and construction for the work area and storage renovation. Project Type: Capital construction FY 2021-22 Funding: $1,038,000 Funding Source: Public Safety General Obligation Bonds - Police Impact on Operating Budget: O&M expenses of $3,750 per year start in FY 2022-23. Body Worn Cameras (6PD658) Description: Project Type: FY 2021-22 Funding: Funding Source: Impact on Operating Budget: Funding is allocated for the replacement of body worn cameras including software, hardware, storage, and warranties. Ongoing capital replacements $891,000 General Government Capital Project This project has no direct impact on the operating budget. 518 Table of Contents City of Chandler Capital Budget 2021-22 Adopted Budget Radio Communication Equipment (6PD659) Description: Funding is allocated for the purchase and installation of mobile radios. Project Type: Ongoing capital replacements FY 2021-22 Funding: $936,000 Funding Source: General Government Capital Project Impact on Operating Budget: This project has no direct impact on the operating budget. Police Emergency Vehicle Replacements (6PD660) Description: Funding is allocated for the purchase of a rescue vehicle. Project Type: One-time capital acquisition FY 2021-22 Funding: $340,000 Funding Source: General Government Capital Project Impact on Operating Budget: This project has no direct impact on the operating budget. Police Main Station Security Enhancements (6PD661) Description: Funding is allocated for security enhancements to meet police security standards. Project Type: One-time capital improvement FY 2021-22 Funding: $310,000 Funding Source: General Government Capital Project Impact on Operating Budget: This project has no direct impact on the operating budget. Public Works & Utilities (Streets/Traffic) Stormwater Management Master Plan (6ST011) Description: Funding is allocated to update the Stormwater Management Master Plan. Project Type: One-time study FY 2021-22 Funding: $820,000 Funding Source: Capital Grants Highway User Revenue Impact on Operating Budget: This project has no direct impact on the operating budget. Landscape Repairs (6ST014) Description: Project Type: FY 2021-22 Funding: Funding Source: Impact on Operating Budget: Funding is allocated for landscape upgrades in various areas throughout the City. Ongoing capital maintenance and repair $500,000 General Government Capital Project This project has no direct impact on the operating budget. Streetlight Additions and Repairs (6ST051) Description: Funding is allocated to inspect streetlight poles and the replacement or repair of rusted streetlights. Project Type: Ongoing capital maintenance and repair FY 2021-22 Funding: $750,000 Funding Source: General Government Capital Project Impact on Operating Budget: This project has no direct impact on the operating budget. 519 Table of Contents City of Chandler Capital Budget Street Repaving (6ST248) Description: Project Type: FY 2021-22 Funding: Funding Sources: Impact on Operating Budget: 2021-22 Adopted Budget Funding is allocated for street repaving and ADA route upgrades. Specific streets are evaluated based on known construction projects in the area and cost effectiveness (grouping streets together). Ongoing capital maintenance and repair $11,540,000 Highway User Revenue Streets General Obligation Bonds 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 annual maintenance. Street Construction – Various Improvements (6ST303) Description: Funding is allocated for street projects that arise outside of the normal budget cycle to address safety and/or citizen issues, or to allow participation in developer constructed improvements. Project Type: Ongoing capital maintenance and repair and/or new construction FY 2021-22 Funding: $6,950,000 Funding Sources: Capital Grants Highway User Revenue Impact on Operating Budget: This project has no direct impact on the operating budget. Traffic Signal Improvements and Repairs (6ST322) Description: Funding is allocated for ongoing operations, maintenance, equipment for the rehabilitation of existing traffic signals. Project Type: New construction and ongoing capital maintenance and repair FY 2021-22 Funding: $340,000 Funding Source: Streets General Obligation Bonds Impact on Operating Budget: This project has no impact on the operating budget. Wall Repairs (6ST652) Description: Project Type: FY 2021-22 Funding: Funding Sources: Impact on Operating Budget: Funding is allocated for the maintenance and repair of City maintained walls. Ongoing capital maintenance and repair $75,000 General Government Capital Project This project has no impact on the operating budget. Detroit Basin Storm Drain Improvements (6ST661) Description: Funding is allocated for the land acquisition and design of the storm drainage system. Project Type: Ongoing capital maintenance and repair FY 2021-22 Funding: $626,000 Funding Sources: Capital Grants Stormwater General Obligation Bonds Impact on Operating Budget: This project has no impact on the operating budget. Lindsay Road (Ocotillo Rd to Hunt Hwy) (6ST693) Description: Funding is allocated for land acquisition for Lindsay Road improvements. Project Type: One-time land acquisition FY 2021-22 Funding: $2,310,000 Funding Sources: Arterial Street Impact Fees Capital Grant Streets General Obligation Bonds Impact on Operating Budget: O&M expenses of $23,600 per year start in FY 2023-24. 520 Table of Contents City of Chandler Capital Budget 2021-22 Adopted Budget Street Sweeper Replacements (6ST703) Description: Funding is allocated to purchase one street sweeper. Project Type: Ongoing capital acquisitions FY 2021-22 Funding: $276,000 Funding Source: General Government Capital Project Impact on Operating Budget: This project has no direct impact on the operating budget. LED Street Light Upgrade/Conversion (6ST705) Description: Funding is allocated to upgrade or convert street lighting on arterial roadways. Project Type: Ongoing capital maintenance and repair FY 2021-22 Funding: $1,025,000 Funding Source: General Government Capital Project Impact on Operating Budget: This project has no direct impact on the operating budget. Signal Detection Cameras (6ST714) Description: Funding is allocated for the replacement and installation of 100 cameras at 25 signalized intersections. Project Type: Capital construction FY 2021-22 Funding: $1,278,000 Funding Sources: Capital Grants General Government Capital Project Impact on Operating Budget: This project has no direct impact on the operating budget. Bucket Truck Replacements (6ST715) Description: Funding is allocated to purchase two bucket trucks. Project Type: One-time capital acquisition FY 2021-22 Funding: $311,000 Funding Source: General Government Capital Projects Impact on Operating Budget: This project has no direct impact on the operating budget. City Gateways (6ST718) Description: Project Type: FY 2021-22 Funding: Funding Source: Impact on Operating Budget: Funding is allocated to construct four new monument signs along Western Canal at Price Road. New construction and ongoing capital maintenance and repair $50,000 General Government Capital Project This project has no direct impact on the operating budget. Hamilton Street (Appleby Dr to Carob Dr) (6ST755) Description: Funding is allocated for collector roadway improvements to the east side of Hamilton Street from Appleby Road to Carob Drive and the north side of Carob Drive from Hamilton Street to Center Pointe Parkway. Project Type: One-time capital maintenance and repair FY 2021-22 Funding: $3,353,000 Funding Source: Capital Grants Streets General Obligation Bonds Impact on Operating Budget: O&M expenses of $2,100 per year start in FY 2022-23. Traffic Signal CCTV Cameras (6ST772) Description: Funding is allocated for the installation of 64 cameras at signalized arterial or critical intersections in the transportation system. Project Type: New construction FY 2021-22 Funding: $240,000 Funding Source: Street General Obligation Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. 521 Table of Contents City of Chandler Capital Budget 2021-22 Adopted Budget Public Works & Utilities (Solid Waste) Solid Waste Services Facility Improvements (6SW100) Description: Funding is allocated for various improvements, maintenance, and repairs at the Solid Waste Services Recycling-Solid Waste Collection Center. Project Type: Ongoing capital maintenance and repair FY 2021-22 Funding: $240,000 Funding Source: Solid Waste Operating 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, maintenance, and repairs at the Paseo Vista Recreation Area. Project Type: Ongoing capital maintenance and repair FY 2021-22 Funding: $155,000 Funding Source: Solid Waste Operating Impact on Operating Budget: This project has no direct impact on the operating budget. Public Works & Utilities (Wastewater) Effluent Reuse – Storage & Recovery Wells (6WW189) Description: Funding is allocated to expand the capacity of the Ocotillo and the Tumbleweed Park Recharge Facilities. Project Type: Capital construction FY 2021-22 Funding: $5,020,000 Funding Source: Wastewater Operating 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 water reclamation facilities, motors and pumps, and variable frequency drive units. Project Type: Ongoing capital maintenance and repair FY 2021-22 Funding: $355,000 Funding Source: Wastewater Operating Impact on Operating Budget: This project has no direct impact on the operating budget; however, improvements will result in maintenance savings over time. Water Reclamation Facility Improvements (6WW621) Description: Funding is allocated to make repairs, replace, or rehabilitate infrastructure and large equipment at water reclamation facilities. Project Type: New construction and/or ongoing capital maintenance and repair FY 2021-22 Funding: $1,510,000 Funding Source: Wastewater Operating Impact on Operating Budget: This project has no direct impact on the operating budget; however, facility rehabilitation will result in less maintenance and repair costs in the future. Ocotillo Brine Reduction Facility Improvements (6WW681) Description: Funding is allocated to rehabilitate infrastructure and large equipment. Project Type: Ongoing capital maintenance and repair FY 2021-22 Funding: $500,000 Funding Source: Wastewater Industrial Process Treatment Impact on Operating Budget: This project has no direct impact on the operating budget; however, facility rehabilitation will result in less maintenance and repair costs in the future. 522 Table of Contents City of Chandler Capital Budget 2021-22 Adopted Budget Public Works & Utilities (Water) Main and Valve Replacements (6WA023) Description: Funding is allocated for replacement of water mains that are susceptible to main breaks and broken or inoperable water valves. Project Type: Ongoing capital maintenance and repair FY 2021-22 Funding: $4,150,000 Funding Source: Capital Grants Water Bonds Water Operating 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. 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 FY 2021-22 Funding: $530,000 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 FY 2021-22 Funding: $16,310,000 Funding Source: Water Bonds Impact on Operating Budget: This project has no direct impact on the operating budget; however, improvements will result in maintenance savings over time. Water Production Facility Improvements (6WA230) Description: Funding is allocated for pump, motor, and drive unit replacements at various booster stations. Project Type: Ongoing capital maintenance and repair FY 2021-22 Funding: $2,610,000 Funding Source: Water Bonds Impact on Operating Budget: This project has no direct impact on the operating budget; however, improvements will result in maintenance savings over time. Water Rights Settlement (6WA638) Description: Funding is allocated to pay the City’s share of the Water Rights Quantification Agreement with the White Mountain Apache Tribe. Project Type: One-time agreement FY 2021-22 Funding: $103,800 Funding Source: Water Bonds Impact on Operating Budget: This project has no direct impact on the operating budget. 523 Table of Contents City of Chandler Capital Budget 2021-22 Adopted Budget Capital Program Detail for FY 2021-22 The following section represents detailed major capital budgets by cost center and by funding source. As noted earlier, many of the CIP projects are not completed within one year. Consequently, these programs are re-budgeted with carryforward funds until completion. The carryforward appropriation columns provide reserves for purchase orders potentially remaining open at the close of FY 2020-21 and for project funds that have not yet been expended or encumbered at the time of FY 2021-22 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 2020-21, the appropriation will be lowered in FY 2021-22. General Government/Non-Departmental - 1291 Carryforward Appropriation Project # Project Name 6GG631 Solar Energy 6GG670 Courts Network Cabling and Wi-Fi 2021-22 Unencumbered New Total Purchase Orders February 2021 Appropriation Appropriation $ - $ 283,763 $ - Total CIP Capital Project Budgets 2021-22 Encumbered $ - - $ - $ 237,000 283,763 $ 237,000 283,763 237,000 $ 520,763 Lump Sum Contingency $ - $ - $ 250,000 $ 250,000 Total Non-CIP Capital Projects $ - $ - $ 250,000 $ 250,000 Total Capital Project Budgets $ - $ 283,763 $ 487,000 $ 770,763 General Gov't Capital Project $ - Total Capital Project Funding $ - $ Fund 401 $ $ 487,000 $ 770,763 283,763 $ 283,763 487,000 $ 770,763 Buildings and Facilities Capital - 3210 Project # 6BF628 6BF653 6BF658 6BF659 6BF660 6BF661 6BF664 6BF665 6BF666 Project Name Existing City Building Renovations/Repairs Fire Station Bay Doors Facility and Parks Asphalt Maintenance Building Security Cameras Facility Generator Replacement Community/Senior Center Building Renovations Building Assessment Energy Management System Upgrades Police/Courts Security Fencing Upgrades Carryforward Appropriation Encumbered Unencumbered Purchase Orders February 2021 771,138 $ 252,667 $ 14,891 58,755 88,978 146,777 12,053 198,500 25,865 47,245 245,770 243,358 23,582 Total Capital Project Budgets $ 673,133 $ 1,456,446 $ 3,995,000 $ 6,124,579 General Gov't Capital Project Water Operating Fund $ 673,133 - $ 1,442,446 14,000 $ 3,995,000 - $ 6,110,579 14,000 Total Capital Project Funding $ 673,133 $ 1,456,446 $ 3,995,000 $ 6,124,579 2021-22 New Appropriation $ 3,200,000 245,000 150,000 250,000 150,000 - 2021-22 Total Appropriation $ 4,223,805 318,646 385,755 250,000 12,053 198,500 73,110 395,770 266,940 Fund 401 605 Economic Development Capital - 1550 Carryforward Appropriation Project # 6GG620 Project Name 2021-22 2021-22 Encumbered Unencumbered New Total Purchase Orders February 2021 Appropriation Appropriation Infill Incentive Plan $ - $ 1,056,208 $ - $ 1,056,208 Total Capital Project Budgets $ - $ 1,056,208 $ - $ 1,056,208 General Gov't Capital Project $ - $ 1,056,208 $ - $ 1,056,208 Total Capital Project Funding $ - $ 1,056,208 $ - $ 1,056,208 Fund 401 524 Table of Contents City of Chandler Capital Budget 2021-22 Adopted Budget Transportation Policy Capital - 3060 Carryforward Appropriation Project # Project Name 6TP015 Bus Pullouts and Bus Stops 6TP707 Americans with Disabilities Act (ADA) Upgrades 2021-22 2021-22 Encumbered Unencumbered New Total Purchase Orders February 2021 Appropriation Appropriation $ - $ 924,683 $ - 172,000 $ 1,096,683 1,049,920 500,000 1,549,920 6TP750 Frye Road Protected Bike Lanes - - 471,200 471,200 6TP753 Price/Ocotillo Shared Use Path - 81,000 - 81,000 6TP766 Hunt Highway Separated Bike Lanes/Traffic Calming - - 70,000 Total Capital Project Budgets $ 216 Local Transporation Assistance $ 401 General Gov't Capital Project - $ 2,055,603 $ 70,000 1,213,200 $ 172,000 $ 3,268,803 Fund 735,875 $ - $ - 1,219,221 503,990 907,875 1,723,211 411 Street Bonds - - 75,140 75,140 417 Capital Grant - 100,507 462,070 562,577 2,055,603 $ 1,213,200 Total Capital Project Funding $ - $ $ 3,268,803 Airport Capital - 4110 Carryforward Appropriation Project # Project Name 2021-22 2021-22 Encumbered Unencumbered New Total Purchase Orders February 2021 Appropriation Appropriation - $ $ - $ 851,000 $ 851,000 6AI702 Replace Tower Transceiver Radios 6AI717 Rehab North Terminal Apron Phase II 23,342 218,662 - 6AI725 Update Airport Master Plan 42,458 6,124 - 48,582 6AI727 Rehabilitate Taxiway C 32,038 2,127,853 - 2,159,891 1,724,000 242,004 6AI728 Airfield Lighting Improve/Runway 4L 22R PAPI Replace - - 1,724,000 6AI733 Heliport Lighting Replacement - 115,000 - 115,000 6AI734 Hangar Electrical Rewiring 26,375 411,975 - 438,350 461,450 6AI736 Annual Pavement Maintenance Management 28,500 64,450 368,500 6AI741 Control Tower Equipment Assessment - 48,604 - 48,604 6AI742 Runway 4L/22R Headwall Reconstruction - 150,000 - 150,000 6AI745 Airport Plumbing Renovation - 145,969 - 145,969 Total Capital Project Budgets $ 417 Capital Grant $ 635 Airport Operating 152,713 $ 3,288,637 $ 94,634 $ 2,943,500 $ $ 6,384,850 Fund Total Capital Project Funding $ 2,288,687 $ 1,646,937 58,079 999,950 1,296,563 152,713 $ 3,288,637 $ 2,943,500 4,030,258 2,354,592 $ 6,384,850 Community Services - Parks/Recreation Capital - 4580 Carryforward Appropriation Project Name Project # 2021-22 2021-22 Encumbered Unencumbered New Total Purchase Orders February 2021 Appropriation Appropriation $ 93,936 $ 4,240,996 $ 2,000,000 $ 6,334,932 6PR044 Tumbleweed Regional Park (formerly Regional Park Development) 6PR047 Aquatic Facility Safety Renovations 20,575 21,897 - 42,472 6PR049 Existing Neighborhood Park Improvements/Repairs 401,495 626,006 670,000 1,697,501 6PR389 Homestead North Park Site 23,093 3,507,196 - 3,530,289 6PR397 Snedigar Sportsplex 43,824 979,720 - 1,023,544 6PR497 Paseo Vista Recreational Area Improvements 9,317 41,224 - 50,541 6PR530 Existing Community Park Improvements/Repairs 81,588 1,168,696 915,000 2,165,284 4,286,368 6PR629 Lantana Ranch Park Site 2,202 4,284,166 - 6PR630 Existing Recreation Facilities Improvements 405,851 332,676 750,000 1,488,527 6PR633 Veteran's Memorial Park Phase II 456,393 1,993,771 - 2,450,164 6PR634 Fitness Equipment 94,839 2,394 32,000 129,233 6PR644 Parks Centralized Irrigation System Replacement 40,281 546,670 - 586,951 6PR645 Parks Strategic Master Plan 126,626 4,189 - 130,815 6PR651 Tumbleweed Multi-gen Expansion - - 1,000,000 1,000,000 Total Capital Project Budgets $ 401 General Gov't Capital Project $ 417 Capital Grant 420 Park Bonds 424 Park Impact Fees 427 Parks SE Impact Fees 1,800,020 $ 17,749,601 $ 5,367,000 $ 24,916,621 693,684 $ 3,253,976 $ 1,467,000 $ 241,450 1,563,235 - 1,804,685 839,591 6,541,028 3,900,000 11,280,619 23,093 2,107,196 - 2,130,289 2,202 4,284,166 - 4,286,368 1,800,020 $ 17,749,601 $ Fund Total Capital Project Funding $ 5,367,000 $ 5,414,660 24,916,621 525 Table of Contents City of Chandler Capital Budget 2021-22 Adopted Budget Cultural Development Capital - 4320 Carryforward Appropriation Project # Project Name 6CA551 Center for the Arts Facilities Improvements 6CA619 Downtown Redevelopment 2021-22 2021-22 Encumbered Unencumbered New Total Purchase Orders February 2021 Appropriation Appropriation $ Total Capital Project Budgets $ 401 General Gov't Capital Project $ 417 Capital Grant 433 Art Center Bonds - $ 419,746 344,674 $ 75,072 $ 93,721 498,030 525,000 438,395 $ 573,102 $ 525,000 $ 1,536,497 525,000 $ 1,337,385 1,116,751 Fund Total Capital Project Funding $ 274,027 $ 538,358 $ 164,368 31,988 - - 2,756 - 438,395 $ 573,102 $ 525,000 196,356 2,756 $ 1,536,497 Cultural Development/Non-Departmental - 1291 Carryforward Appropriation Project # Project Name 6GG619 Downtown Redevelopment 6GG650 Dr. A.J. Chandler Park 2021-22 2021-22 Encumbered Unencumbered New Total Purchase Orders February 2021 Appropriation Appropriation $ - $ 14,076 $ - 76,336 - $ 14,076 - 76,336 7,766,049 6GG659 Downtown Parking Garages 34,449 7,731,600 - 6GG669 Wall Street Improvements - 65,858 - $ 48,525 $ 7,873,794 $ - $ 48,525 7,873,794 $ - $ 7,922,319 $ 48,525 $ 7,873,794 $ - $ 7,922,319 Total CIP Capital Project Budgets 65,858 7,922,319 Fund 401 General Gov't Capital Project Total Capital Project Funding Development Services Capital - 1560 Carryforward Appropriation Project # Project Name 2021-22 2021-22 Encumbered Unencumbered New Total Purchase Orders February 2021 Appropriation Appropriation $ 1,252,167 Traffic Signal Additions - 1,900,000 768,200 2,668,200 6DS736 Traffic Management Center Equipment - 82,925 50,000 132,925 $ 401 General Gov't Capital Project $ 411 Street Bonds 417 Capital Grant - $ 1,213,400 $ Citywide Fiber Upgrades 6DS322 Total Capital Project Budgets - $ 38,767 $ 6DS099 2,021,692 $ 2,031,600 $ 121,692 $ 1,213,400 $ 4,053,292 Fund - $ - Total Capital Project Funding $ - $ 1,900,000 2,021,692 $ 715,737 2,031,600 1,335,092 2,002,463 102,463 715,737 $ 4,053,292 526 Table of Contents City of Chandler Capital Budget 2021-22 Adopted Budget Information Technology Projects Capital - 1285 Carryforward Appropriation Project # Project Name 6GG617 Information Technology Project Program (formerly ITOC) 6IC046 EDMS Upgrade 6IC088 Project Management Consultants 6IC090 City Business Registration/Speciality Licenses Portal 6IC095 Document Retention 6IC101 Fire Records Management 6IC102 Fleet Management System 2021-22 2021-22 Encumbered Unencumbered New Total Purchase Orders February 2021 Appropriation Appropriation $ - $ - $ 1,126,225 $ 1,126,225 1,306 59,948 - 61,254 467,423 687 - 468,110 1,958 70,532 - 72,490 - 129,070 - 129,070 64,038 - - 64,038 44,766 366,410 - 411,176 184,877 6IC103 Electronic Agenda Management - 184,877 - 6IC104 Citywide Central Cashiering - 85,000 - 85,000 6IC110 Code Enforcement Case Management 3,500 120,440 - 123,940 6IC111 Reporting Consultants - 140,000 - 140,000 6IC112 Utility Billing Replatform - 1,111,000 - 1,111,000 6IC113 Call Center Enhancements 8,498 29,961 - 38,459 6IC114 Smart City Enhancements - 169,264 - 169,264 000000 ITOC Contingency - 311,029 - 311,029 Total Capital Project Budgets $ 591,489 $ 2,778,218 $ 1,126,225 $ 4,495,932 $ 588,005 $ 1,629,937 $ 1,126,225 $ 3,344,167 Fund 401 General Gov't Capital Project 605 Water Operating - 563,790 - 563,790 615 Wastewater Operating - 414,525 - 414,525 625 Solid Waste Operating 3,484 169,966 - 591,489 $ 2,778,218 $ Total Capital Project Funding $ 1,126,225 173,450 $ 4,495,932 Information Technology Capital - 1287 Carryforward Appropriation Project Name Project # 2021-22 2021-22 Encumbered Unencumbered New Total Purchase Orders February 2021 Appropriation Appropriation $ 85,732 $ $ 272,311 6IT082 Voice and Data Convergence 186,579 $ - 6IT084 Redundant Internet Connectivity - 15,669 - 6IT091 IT On Demand Projects - 29,184 - 29,184 6IT093 User Productivity Improvements 170,006 1,235,190 463,000 1,868,196 6IT095 Infrastructure Monitoring System - 62,296 - 62,296 6IT096 City Hall Conference Room Technology Upgrades - 26,017 - 26,017 6IT097 Citywide Technology Infrastructure 375,444 502,039 - 877,483 56,884 15,669 6IT098 Microsoft (SQL) Server Upgrade 10,797 46,087 - 6IT099 Fiber Network Assessment 21,753 - - 21,753 6IT100 Mobility Pilot - 228,785 - 228,785 6IT102 Wi-Fi Access Points - 783,000 391,500 1,174,500 Total Capital Project Budgets $ 663,732 $ 3,114,846 $ 854,500 $ 4,633,078 $ 663,732 $ 2,919,096 756,624 $ 4,339,452 Fund 401 General Gov't Capital Project Fund 605 Water Operating Fund - 80,603 40,301 120,904 615 Wastewater Operating Fund - 72,927 36,463 109,390 625 Solid Waste Operating Fund - 34,544 17,272 51,816 635 Airport Operating Fund - 7,676 3,840 3,114,846 $ 854,500 Total Capital Project Funding $ 663,732 $ $ 11,516 $ 4,633,078 Neighborhood Resources Capital - 4651 Project # 6NR001 Repositioning Housing Projects Carryforward Appropriation Encumbered Unencumbered Purchase Orders February 2021 $ - $ - 2021-22 New Appropriation $ 2,900,000 2021-22 Total Appropriation $ 2,900,000 Total Capital Project Budgets $ $ $ Proceeds Reinvestment Projects $ - $ - $ 2,900,000 $ 2,900,000 Total Capital Project Funding $ - $ - $ 2,900,000 $ 2,900,000 Project Name - $ - 2,900,000 2,900,000 Fund 236 527 Table of Contents City of Chandler Capital Budget 2021-22 Adopted Budget Public Safety - Fire Capital - 2250 Carryforward Appropriation Project # Project Name 2021-22 2021-22 Encumbered Unencumbered New Total Purchase Orders February 2021 Appropriation Appropriation - $ - $ $ 600,000 $ 600,000 6FI641 Fire Emergency Vehicles Replacements 6FI647 Personal Protective Clothing Replacement Plan - 31,944 388,000 6FI648 Emergency Operations Center Equipment Replacement - 9,682 - 9,682 6FI649 Rebuild Fire Station #282 - 798,449 6,697,000 7,495,449 - $ 840,075 $ 7,685,000 $ 988,000 $ Total Capital Project Budgets $ 401 General Gov't Capital Project $ 470 Public Safety Bonds 419,944 8,525,075 Fund - $ 840,075 - $ $ Total Capital Project Funding $ 6,697,000 - - 840,075 $ 7,685,000 1,828,075 6,697,000 $ 8,525,075 Public Safety - Police Capital - 2100 Carryforward Appropriation Project Name Project # 2021-22 2021-22 Encumbered Unencumbered New Total Purchase Orders February 2021 Appropriation Appropriation $ - $ 91,055 $ - $ 91,055 6PD606 Records Management System 6PD646 Public Safety Training Facility 16,992 6PD647 Victim Services Area Remodel 161,323 33,415 - 194,738 6PD650 Police Main Station Lobby/Records Renovation 48,880 2,038,887 - 2,087,767 1,110,356 1,319,365 1,336,357 - 6PD651 Police Work Area and Storage Renovation (formerly Detention Facility) - 72,356 1,038,000 6PD658 Body Worn Cameras - - 891,000 891,000 6PD659 Radio Communication Equipment 908,000 - 936,000 1,844,000 6PD660 Police Emergency Vehicle Replacements - - 340,000 340,000 6PD661 Police Main Station Security Enhancements - - 310,000 310,000 Total Capital Project Budgets $ 1,135,195 $ 3,555,078 $ 3,515,000 $ 401 General Gov't Capital Project $ 1,124,304 $ 460 Public Safety Bonds 10,891 3,535,134 $ 2,477,000 $ 19,944 1,038,000 1,135,195 $ 3,555,078 $ 3,515,000 8,205,273 Fund Total Capital Project Funding $ 7,136,438 1,068,835 $ 8,205,273 528 Table of Contents City of Chandler Capital Budget 2021-22 Adopted Budget Public Works & Utilities - Streets/Traffic Capital - 3310 Carryforward Appropriation Project # Project Name 2021-22 2021-22 Encumbered Unencumbered New Total Purchase Orders February 2021 Appropriation Appropriation $ - $ - $ 820,000 $ 820,000 6ST011 Stormwater Management Master Plan 6ST014 Landscape Repairs 130,035 1,501 500,000 6ST015 Bus Pullouts and Bus Stops 140,097 - - 140,097 6ST051 Streetlight Additions and Repairs 1,051,893 142,269 750,000 1,944,162 6ST248 Street Repaving 7,771,521 7,160,150 11,540,000 26,471,671 6ST291 Miscellaneous Storm Drain Improvements 25,000 114,022 - 139,022 6ST303 Street Construction-Various Improvements 1,136,566 1,611,044 6,950,000 9,697,610 631,536 6ST322 Traffic Signal Improvements and Repairs 151,849 135,815 340,000 627,664 6ST548 Queen Creek Road (McQueen Rd to Lindsay Rd) 870,776 1,249 - 872,025 6,779,976 6ST641 Ocotillo Road (Cooper Rd to 148th St) 132,038 6,647,938 - 6ST652 Wall Repairs - - 75,000 75,000 6ST661 Detroit Basin Storm Drain Improvements - 248,779 626,000 874,779 13,038,981 167,224 - 13,206,205 11,023 - - 11,023 23,732,242 - 25,296,315 4,451,128 6ST675 Cooper Road (Queen Creek Rd to Riggs Rd) 6ST678 Western Canal Crossing at UPRR 6ST692 Chandler Heights Road (McQueen Rd to Val Vista Dr) 1,564,073 6ST693 Lindsay Road (Ocotillo Rd to Hunt Hwy) 1,507,404 633,724 2,310,000 6ST697 Boston Street (Oregon St to Essex St) - 902,000 - 902,000 6ST699 Chicago Street and Oregon Street (Site 6) - 196,419 - 196,419 6ST702 Washington Street Improvements - 396,304 - 396,304 6ST703 Street Sweeper Replacements 293,185 820,815 276,000 1,390,000 2,182,210 6ST705 LED Street Lights Upgrades/Conversion 345,546 811,664 1,025,000 6ST707 Americans with Disabilities Act (ADA) Upgrades 69,027 - - 69,027 6ST713 SharePoint Project Management Tool - 210,641 - 210,641 1,278,000 6ST714 Signal Detection Cameras - - 1,278,000 6ST715 Bucket Truck Replacements - - 311,000 311,000 6ST716 Chandler Boulevard Bike Lanes (1-10 to 54th St) 757,537 - - 757,537 6ST718 City Gateways - 300,000 50,000 350,000 6ST724 Streets Hot Asphalt Patch Truck Replacement - 224,000 - 224,000 6ST726 Streets Front-End Loader Replacement 22,990 - - 22,990 6ST732 Sites 4 & 5 Offsite Infrastructure - 1,119,500 - 1,119,500 6ST736 Traffic Management Center Equipment 3,588 - - 3,588 6ST737 Kyrene Road (Chandler Blvd to Santan 202) 39,603 24,752 - 64,355 6ST738 Gilbert Road Phase II (Ocotillo Rd to Chandler Heights Rd) 6ST746 Alma School Road (Pecos Rd to Germann Rd) 6ST754 Ray Road/Dobson Road Intersection Improvements 6ST755 Hamilton Street (Appleby Dr to Carob Dr) 6ST764 Dobson Road Intel Driveways 6ST772 Traffic Signal CCTV Cameras - 797,236 - 797,236 1,905,882 3,040,140 - 4,946,022 119,929 - - 119,929 - - 3,353,000 3,353,000 128,451 2,333,178 - 2,461,629 - - 240,000 240,000 Total Capital Project Budgets $ 31,216,994 $ 51,772,606 $ 30,444,000 $ 113,433,600 215 Highway User Revenue $ 1,559,818 $ 5,791,988 $ 6,073,000 $ 13,424,806 216 Local Transporation Assistance 122,498 - - 122,498 401 General Gov't Capital Project 2,105,441 8,010,305 2,568,520 12,684,266 411 Street Bonds 8,480,686 5,479,583 10,456,000 24,416,269 412 Storm Sewer Bonds 25,000 212,801 313,000 550,801 415 Arterial Street Impact Fees 6,463,515 21,276,820 1,158,000 28,898,335 Fund 417 Capital Grant Total Capital Project Funding $ 12,460,036 11,001,109 9,875,480 31,216,994 $ 51,772,606 $ 30,444,000 33,336,625 $ 113,433,600 529 Table of Contents City of Chandler Capital Budget 2021-22 Adopted Budget Public Works & Utilities - Solid Waste Capital - 3710 Carryforward Appropriation Project # Project Name 6SW100 Solid Waste Service Facility Improvements 6SW497 Paseo Vista Recreation Area Improvements 2021-22 Unencumbered New Total Purchase Orders February 2021 Appropriation Appropriation $ Total Capital Project Budgets 2021-22 Encumbered $ - $ 30,388 $ 240,000 - 212,573 155,000 - $ 242,961 $ 395,000 $ 270,388 367,573 $ 637,961 Fund 625 Solid Waste Operating $ - $ 242,961 $ 395,000 $ 637,961 Total Capital Project Funding $ - $ 242,961 $ 395,000 $ 637,961 Public Works & Utilities - Wastewater Capital - 3910 Carryforward Appropriation Project # Project Name 2021-22 2021-22 Encumbered Unencumbered New Total Purchase Orders February 2021 Appropriation Appropriation $ 995,679 $ 7,329,831 $ 5,020,000 $ 13,345,510 6WW189 Effluent Reuse - Storage and Recovery Wells 6WW192 Effluent Reuse - Transmission Mains 479,060 254,240 - 733,300 6WW196 Collection System Facility Improvements 335,000 1,608,937 335,000 2,278,937 6WW266 Sewer Assessment and Rehabilitation 3,175,518 5,784,168 18,960,000 27,919,686 6WW332 Wastewater System Upgrades with Street Projects 777,620 2,825,987 - 3,603,607 6WW621 Water Reclamation Facility Improvements 7,390,245 31,517,796 1,510,000 40,418,041 6WW661 Ocotillo Water Reclamation Facility Expansion - 42,577 - 42,577 6WW681 Ocotillo Brine Reduction Facility Improvements - - 500,000 500,000 6WW684 Advanced Wastewater Treatment 6WW686 Intel Ocotillo Brine Reduction Facility Improvements 6ST713 SharePoint Project Management Tool Total Capital Project Budgets $ $ 57,490 60,137 - 117,627 1,265,600 1,037,869 - 2,303,469 - 140,000 - 140,000 14,476,212 $ 50,601,542 $ 26,325,000 $ $ 91,402,754 Fund 610 Reclaimed Water System Development Fees 6,258,665 $ - 611 Wastewater Bonds 3,574,169 2,550,053 - 6,124,222 615 Wastewater Operating 8,687,349 40,754,955 25,825,000 75,267,304 616 Wastewater Industrial Process Treatment 1,265,600 1,037,869 500,000 14,476,212 $ 50,601,542 $ Total Capital Project Funding $ 949,094 $ 26,325,000 7,207,759 2,803,469 $ 91,402,754 Public Works & Utilities - Water Capital - 3820 Carryforward Appropriation Project # Project Name 2021-22 2021-22 Encumbered Unencumbered New Total Purchase Orders February 2021 Appropriation Appropriation $ 6WA023 Main and Valve Replacements 9,699,398 $ 4,512,290 $ 6WA034 Well Construction/Rehabilitation 1,966,147 4,724,081 - 6WA110 Water System Upgrades with Street Projects 1,388,864 - 530,000 1,918,864 6WA210 Water Treatment Plant Improvements 3,319,996 5,151,792 16,310,000 24,781,788 5,757,000 404,609 2,610,000 8,771,609 975,052 1,000,000 - 1,975,052 12,526,195 $ 4,150,000 18,361,688 6,690,228 6WA230 Water Production Facility Improvements 6WA334 Joint Water Treatment Plant 6WA638 Water Rights Settlement - 12,422,395 103,800 6WA640 Well Remediation - Arsenic Systems - 408,690 - 408,690 6WA673 Water Meter Replacements 2,379,530 490,826 - 2,870,356 6WA675 Backhoe Replacement - 150,000 - 150,000 6WA676 Water Equipment - 250,000 - 250,000 Total Capital Project Budgets $ 417 Capital Grants $ 601 Water Bonds 25,485,987 $ 29,514,683 $ 23,703,800 $ $ 78,704,470 Fund 603 Water System Development Fees 605 Water Operating Total Capital Project Funding $ 2,000,000 $ 2,000,000 16,280,268 - $ 21,770,142 20,674,300 4,000,000 58,724,710 976,834 3,025,935 - 4,002,769 8,228,885 2,718,606 1,029,500 11,976,991 25,485,987 $ 29,514,683 $ 23,703,800 $ 78,704,470 530 Table of Contents City of Chandler Capital Budget 2021-22 Adopted Budget Capital Replacement Budget by Department Another category 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 Technology Replacement Fund, used for ongoing replacement of personal computers and other technology equipment; and the Vehicle Replacement Fund, which allows for the ongoing replacement of citywide operating fleet vehicles. 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. Department 2017-18 Actual Expenditures 2018-19 Actual Expenditures 2019-20 Actual Expenditures 2020-21 Adopted Budget 2020-21 Adjusted Budget 2020-21 Estimated Expenditures 2021-22 Adopted Budget General Government: Airport $ Buildings & Facilities Transportation Policy Total General Government 82,154 $ 120,972 - $ 203,126 - $ 87,785 - $ 87,785 - $ 22,992 - $ 22,992 - $ - $ - $ - - - $ - $ - $ - 137,900 30,500 $ 168,400 Community Services Aquatics $ Parks Development and Operations Recreation Total Community Services - $ 60,523 - $ 60,523 40,450 $ 62,835 $ - $ - $ - $ 44,300 145,949 86,104 - - - 177,000 $ 186,399 $ 148,938 $ - $ - $ - 27,300 $ 248,600 Development Services Planning $ Building Safety Engineering Total Development Services 20,612 $ - $ - $ - $ - $ - $ 25,600 61,837 - - - - - 76,800 22,857 $ 105,307 22,768 $ 22,768 342 $ 342 $ - $ - $ - 99,300 $ 201,700 Information Technology IT Infrastructure & Client Support Total Information Technology $ - $ - $ - $ - $ - $ - $ 28,000 $ - - - - - - 28,000 $ $ $ $ $ $ Management Services Central Supply $ Non-Departmental Total Management Services 27,146 $ 1,727,003 $ 1,754,149 - $ 1,953,088 $ 1,953,088 - $ 4,862,624 $ 4,862,624 - $ 5,339,271 $ 5,339,271 - $ 5,434,979 $ 5,434,979 - $ 5,434,979 $ 5,434,979 58,800 2,380,735 $ 2,439,535 Neighborhood Resources Neighborhood Preservation $ 58,522 $ 111,860 $ 14,600 $ - $ - $ - $ - Total Neighborhood Resources $ 58,522 111,860 14,600 - - - - $ $ $ $ $ $ Public Safety - Fire Operations Total Public Safety - Fire $ 289,619 $ 182,619 $ 87,068 $ - $ - $ - $ - $ 289,619 182,619 87,068 - - - $ - $ 1,398,391 $ 1,705,873 $ 1,377,400 $ $ $ $ $ Public Safety - Police Field Operations Communications Total Public Safety - Police 1,203,000 $ 2,601,391 759,064 $ 1,284,500 $ 2,043,564 1,443,551 $ - $ 1,443,551 $ 1,244,800 $ 2,345,311 $ 288,000 575,390 1,532,800 $ 2,920,701 $ 1,705,873 291,283 $ 1,668,683 Public Works & Utilities - $ - $ - $ Streets Capital Projects $ 283,010 39,383 57,135 - - - Traffic Engineering 79,004 21,301 2,491 - - - - - 20,788 - - - - 33,600 - 131,768 34,551 - - - 32,500 186,256 271,121 141,941 135,650 135,650 - 189,300 Utilities Adminstration Solid Waste Division Water Division Wastewater Division 53,174 $ 48,486 - $ 180,093 - $ 104,835 48,830 48,830 45,600 - 30,500 Total Public Works & Utilities $ 649,931 $ 664,454 $ 340,953 $ 184,480 $ 184,480 $ - $ 331,500 Grand Total $ 5,722,568 $ 5,252,537 $ 6,921,069 $ 7,056,551 $ 8,540,160 $ 7,140,852 $ 5,086,418 531 Table of Contents City of Chandler Capital Budget 2021-22 Adopted Budget 532 Table of Contents Table of Contents City of Chandler Bonded Debt 2021-22 Adopted Budget Bonded Debt Obligations Chandler has experienced significant growth over the last 35 years. In 2021, the Planning Division estimates a population of 268,313. This growth created demand for infrastructure and capital projects. Citizens needed more and or improved amenities such as parks and streets, as well as public safety, water, and wastewater facilities. Financing these capital costs was accomplished through various financing sources, with bonded debt being a major component. This includes instruments such as general obligation bonds, revenue bonds, and excise tax revenue obligations, which are repaid with sustainable revenue streams as populations grow. Bond Ratings When new bonds are issued, the three major bond rating agencies typically assign a bond rating that reflects 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 shown below: Type of Debt Fitch Ratings Moody’s Investments Standard and Poor’s General Obligation (GO) Excise Tax Revenue Obligations Water/Sewer Revenue Bonds Highway User Fund Revenue Bonds *Highest rating level from this agency. AAA* AAA* AA+ AA Aaa* Aa1 Aa1 Aa3 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, January 2011, December 2017, and December 2019 have reduced the available voter authorized amounts to $150,180,000 as shown in the table on the next page. A recent Citizen Bond Exploratory Committee recommendation resulted in Council calling for a Bond Election in Fall 2021 to ask the voters for additional authorization in the amount of $272,685,000 which will fully support the bond funded projects in the adopted 10-year CIP. This additional authorization will fund projects in Parks and Recreation ($73M), Public Buildings ($33.6M), Streets ($85.8M), Public Safety-Fire ($22.2M) and Public Safety-Police ($55.2M) program areas. The City most recently sold $32,975,000 in GO bonds and $15,000,000 in Excise Tax Revenue Obligations during FY 2019-20 to fund key infrastructure projects. Additionally, the City continually reviews outstanding debt for opportunities in the market to refund at lower interest costs. The City does anticipate having bond sales for GO and Revenue Obligation Bonds in FY 2021-22 as indicated in the summary on the next page. 534 Table of Contents City of Chandler Bonded Debt 2021-22 Adopted Budget Voter Authorization Summary Type of Voter Approved Debt Anticipated New Authorization: Fall 2021 Bond Available Election Authorization Anticipated Bond Sales in Total FY 2021-22 Authorization Parks/Recreation $ 48,525,000 $ Library Public Buildings 5,245,000 9,960,000 - $ 33,570,000 $ 5,245,000 43,530,000 - Streets 75,471,000 85,780,000 $ 161,251,000 22,900,000 Stormwater Public Safety - Fire 4,019,000 231,000 - $ 25,160,000 $ 4,019,000 25,391,000 580,000 6,320,000 Public Safety - Police 1,300,000 55,190,000 $ 56,490,000 660,000 Airport Landfill 494,000 4,935,000 - $ - $ 494,000 4,935,000 - $ 422,865,000 $ 35,160,000 Total Non-Voter Approved Debt* $ 150,180,000 $ 72,985,000 $ 121,510,000 $ 272,685,000 4,700,000 Water Wastewater $ 20,450,000 4,850,000 Total: $ 25,300,000 *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. This requirement is shown in the table below by using an ‘x’ to represent the factor of coverage. In other cases, the City has debt coverage goals or objectives noted in the City’s Debt Policy (located in Budget Policies, Processes, and Decisions) which establishes good operating practices for adequate debt coverage. Projected debt coverage at the end of FY 2020-21 is as shown: Type of Debt Water/Wastewater GO Bonds Water/Wastewater Excise Tax Revenue Obligations Coverage Basis Available Operating Revenue/Debt Service Excise Tax Revenue/Debt Service Available Operating Revenue/Debt Service 535 Coverage Required (Mandated or Goal) Projected end of 2020-21 Coverage Met? Goal: 1.2x 4.79x Yes Mandated by debt covenants: 3.0x Goal: 5.0x 11.13x Yes Goal: 1.2x 2.29x Yes Table of Contents City of Chandler Bonded Debt 2021-22 Adopted Budget Debt Service Funds General Obligation (GO) Debt Service Fund: The GO Debt Service Fund is used to collect secondary property taxes and pay principal and interest on GO bonds. Fund balance is projected based upon best estimates of future assessed values, existing debt service schedules, and projected GO 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. The debt service fund balance cannot exceed 10% of annual debt service payments per statutory requirements. The fund balance projection is updated each year based upon new assessed value projections and any changes to GO debt projections as a result of new capital funding requirements. Additionally, as the City reaches build-out and growth related projects are completed, system development or impact fee collections will begin to repay loans made to fund past growth projects. These loan repayments supplement the secondary tax levy, minimizing the tax rate changes needed to fund new bonds and expanding capacity for capital projects. 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. In FY 2018-19 the final debt service payment was made on outstanding HURF debt. 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. Separate Debt Service Funds are not maintained to pay Debt Service in Enterprise Funds, but managed within each of their Enterprise operating funds. 536 Table of Contents City of Chandler Bonded Debt 2021-22 Adopted Budget Debt Service – Cost Center 7500 Description General Purpose GOBs 2019-20 Actual Expenditures $ 2020-21 Adopted Budget 28,763,819 $ 2020-21 Adjusted Budget 27,135,385 $ 2021-22 Adopted Budget 2020-21 Estimated Expenditures 27,135,385 $ 27,135,385 $ % Change Adopted to Adopted 40,144,916 47.94% Water GOBs 7,974,528 8,087,178 8,087,178 8,087,178 8,805,935 8.89% Wastewater GOBs 4,929,922 4,737,522 4,737,522 4,737,522 4,606,110 -2.77% Water Revenue Bonds 1,703,520 - - - - N/A Wastewater Revenue Bonds 730,000 - - - - N/A Water Revenue Obligations - - - - 820,485 N/A Wastewater Revenue Obligations - - - - 194,589 N/A Excise Tax Revenue Obligations 18,486,206 Total Cost Center - 7500 $ General Debt Service Fund $ 19,759,575 62,587,995 $ 28,763,819 $ 19,759,575 59,719,660 $ 27,135,385 $ 19,759,575 59,719,660 $ 27,135,385 $ 59,719,660 $ 27,135,385 $ 19,181,890 -2.92% 73,753,925 23.50% 40,144,916 Water Operating 14,776,404 13,876,087 13,876,087 13,876,087 14,663,089 Wastewater Operating 19,047,771 18,708,188 18,708,188 18,708,188 18,945,920 Grand Total $ 62,587,994 $ 59,719,660 $ 59,719,660 $ 59,719,660 $ 73,753,925 The FY 2021-22 budget provides $73,753,925 for principal and interest on new and 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. 537 Table of Contents City of Chandler Bonded Debt 2021-22 Adopted Budget General Obligation Bond Capacity Available GO 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, cities may issue GO 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 GO bonds for all other general purposes (e.g., airport, 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 FY 2021-22 is based on the 2021 Net Assessed Full Cash Property Valuation as shown below: 20% 6% $ 4,682,558,944 $ 4,682,558,944 Legal Bond Limit 936,511,789 280,953,537 Outstanding Bonded Debt Previously Issued (237,328,100) (5,851,900) Less: Excess Premium (11,493,592) (239,656) 2021 Net Assessed Full Cash Value Bonding Capacity Available (1) $ 687,690,096 $ 274,861,981 The net (or excess) premium reflected was utilized for project fund purposes and is being amortized according to A.R.S., Title 35, Chapter 3, Article 3, 35-457 (E). 538 Table of Contents City of Chandler Bonded Debt 2021-22 Adopted Budget Summary of Outstanding Bonds by Type Type of Issue Principal Bond Amount % Total General Obligation Bonds (Combined) 6% Capacity $ 20% Capacity 5,851,900 237,328,100 Total General Obligation Bonds $ Excise Tax Revenue Obligations Improvement District Bonds Total $ 539 243,180,000 53.61% 209,150,000 46.11% 1,245,000 0.27% 453,575,000 100.00% Table of Contents City of Chandler Bonded Debt 2021-22 Adopted Budget Schedule of Total Outstanding Debt Original Outstanding Issue 7/1/2021 Principal $ 214,540,000 $ 39,050,000 58,740,000 30,400,000 135,690,000 $ 39,050,000 39,040,000 29,400,000 24,285,000 $ 3,125,000 2,300,000 $ 352,655,000 243,180,000 Series 2011 Series 2013 Series 2015 Refunding Series 2016 Series 2017 Series 2019 $ 15,000,000 $ 104,500,000 66,660,000 19,510,000 36,220,000 13,000,000 Total Excise Tax Revenue Obligations $ 254,890,000 Improvement District Bonds: Series 2008 - Spectrum ID $ 7,370,000 $ 1,245,000 $ 610,000 $ 37,600 $ 647,600 Total Improvement District Bonds $ 7,370,000 $ 1,245,000 610,000 37,600 647,600 Total Bonded Debt & Obligations $ 630,315,000 $ 453,575,000 General Obligation Bonds General & Enterprise Funds: Refunding Series 2014 Refunding Series 2016 Series 2017 Series 2019 Total General Obligation Bonds $ 2021-22 $ 29,710,000 Interest $ Payment 5,982,050 $ 1,653,800 1,288,760 1,016,625 9,941,235 30,267,050 1,653,800 4,413,760 3,316,625 $ 39,651,235 Excise Tax Revenue Obligations:* Enterprise Funds: $ 905,000 $ 90,800,000 55,835,000 17,140,000 33,420,000 11,050,000 209,150,000 905,000 $ 3,800,000 2,915,000 1,280,000 1,135,000 1,340,000 $ 11,375,000 $ $ 41,695,000 $ $ 36,200 $ 3,965,000 1,934,075 844,200 1,295,400 552,500 8,627,375 $ 18,606,210 941,200 7,765,000 4,849,075 2,124,200 2,430,400 1,892,500 $ 20,002,375 $ $ 60,301,210 * Non-voter approved debt as allowed by the City Debt Management Policy in the Budget Policies, Process, and Decisions section. The Debt Service is paid by dedicated water and wastewater user fees. 540 Table of Contents City of Chandler Bonded Debt 2021-22 Adopted Budget The following pages present breakdowns of the principal and interest payments for all City bond issues outstanding as of June 30, 2020. Annual Bond Obligation for All Existing Bonds and Obligations(1) Maturity Date (2) Bonds Payable July 1, 2022 $ 18,606,210 Fiscal Total $ 60,301,210 42,990,000 16,846,010 59,836,010 July 1, 2024 43,950,000 14,769,810 58,719,810 July 1, 2025 43,625,000 12,626,310 56,251,310 July 1, 2026 43,550,000 10,819,910 54,369,910 July 1, 2027 45,115,000 8,893,160 54,008,160 July 1, 2028 45,225,000 6,728,460 51,953,460 July 1, 2029 23,785,000 5,031,460 28,816,460 July 1, 2030 24,205,000 4,184,835 28,389,835 July 1, 2031 25,160,000 3,320,335 28,480,335 July 1, 2032 25,680,000 2,434,710 28,114,710 July 1, 2033 21,910,000 1,568,050 23,478,050 July 1, 2034 10,295,000 688,125 10,983,125 July 1, 2035 10,550,000 442,275 10,992,275 July 1, 2036 2,880,000 182,500 3,062,500 July 1, 2037 2,960,000 92,500 3,052,500 $ Year (2) Interest Payable $ July 1, 2023 TOTAL (1) 41,695,000 453,575,000 $ Principal 107,234,660 $ Interest 560,809,660 Fiscal Total This Year's Requirement 2022 $ 41,695,000 $ 18,606,210 $ 60,301,210 Maximum Requirement 2022 $ 41,695,000 $ 18,606,210 $ 60,301,210 Includes General Obligation, Excise Tax, and Improvement District Debt Obligations. Actual payments are made one day prior to maturity date. 541 Table of Contents City of Chandler Bonded Debt 2021-22 Adopted Budget Combined General Obligation Bonds 6% Capacity Portion Outstanding Maturity Date (1) Bonds Payable $ July 1, 2022 567,850 Interest Payable $ 215,306 Fiscal Total $ 783,156 July 1, 2023 574,900 192,592 767,492 July 1, 2024 576,850 167,097 743,947 July 1, 2025 509,100 141,454 650,554 July 1, 2026 531,200 121,090 652,290 July 1, 2027 785,000 98,080 883,080 July 1, 2028 637,000 62,480 699,480 July 1, 2029 400,000 44,745 444,745 July 1, 2030 410,000 34,745 444,745 July 1, 2031 425,000 24,085 449,085 July 1, 2032 435,000 12,398 447,398 TOTAL $ Year 5,851,900 $ Principal 1,114,070 $ Interest 6,965,970 Fiscal Total This Year's Requirement 2021 $ 567,850 $ 215,306 $ 783,156 Maximum Requirement 2027 $ 785,000 $ 98,080 $ 883,080 (1) Actual payments are made one day prior to maturity date. 542 Table of Contents City of Chandler Bonded Debt 2021-22 Adopted Budget Combined General Obligation Bonds 20% Capacity Portion Outstanding Maturity Date (1) Bonds Payable July 1, 2022 $ $ 9,725,930 Fiscal Total $ 38,868,080 July 1, 2023 29,840,100 8,560,244 38,400,344 July 1, 2024 30,508,150 7,119,239 37,627,389 July 1, 2025 29,600,900 5,644,631 35,245,531 July 1, 2026 30,123,800 4,534,345 34,658,145 July 1, 2027 28,935,000 3,230,555 32,165,555 July 1, 2028 30,613,000 1,836,205 32,449,205 July 1, 2029 5,425,000 794,490 6,219,490 July 1, 2030 5,515,000 628,865 6,143,865 July 1, 2031 5,625,000 457,475 6,082,475 July 1, 2032 5,725,000 297,788 6,022,788 July 1, 2033 2,050,000 149,125 2,199,125 July 1, 2034 2,100,000 103,000 2,203,000 July 1, 2035 2,125,000 53,125 2,178,125 TOTAL $ Year (1) 29,142,150 Interest Payable 237,328,100 $ Principal 43,135,015 $ Interest 280,463,115 Fiscal Total This Year's Requirement 2022 $ 29,142,150 $ 9,725,930 $ 38,868,080 Maximum Requirement 2022 $ 29,142,150 $ 9,725,930 $ 38,868,080 Actual payments are made one day prior to maturity date. 543 Table of Contents City of Chandler Bonded Debt 2021-22 Adopted Budget Combined General Obligation Bonds Enterprise (20%) Supported Maturity Date (1) Bonds Payable July 1, 2022 $ Interest Payable $ 2,941,560 Fiscal Total $ 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 $ Year (1) 9,650,000 67,411,000 $ Principal 11,640,420 $ Interest 79,051,420 Fiscal Total This Year's Requirement 2022 $ 9,650,000 $ 2,941,560 $ 12,591,560 Maximum Requirement 2022 $ 9,650,000 $ 2,941,560 $ 12,591,560 Actual payments are made one day prior to maturity date. 544 Table of Contents City of Chandler Bonded Debt 2021-22 Adopted Budget Combined General Obligation Bonds Ad Valorem Supported Maturity Date (1) Bonds Payable July 1, 2022 $ Interest Payable $ 6,999,675 Fiscal Total $ 27,059,675 July 1, 2023 20,860,000 6,197,275 27,057,275 July 1, 2024 21,610,000 5,208,525 26,818,525 July 1, 2025 20,820,000 4,182,025 25,002,025 July 1, 2026 20,900,000 3,399,025 24,299,025 July 1, 2027 21,070,000 2,509,875 23,579,875 July 1, 2028 20,214,000 1,512,425 21,726,425 July 1, 2029 5,825,000 839,235 6,664,235 July 1, 2030 5,925,000 663,610 6,588,610 July 1, 2031 6,050,000 481,560 6,531,560 July 1, 2032 6,160,000 310,185 6,470,185 July 1, 2033 2,050,000 149,125 2,199,125 July 1, 2034 2,100,000 103,000 2,203,000 July 1, 2035 2,125,000 53,125 2,178,125 TOTAL $ Year (1) 20,060,000 175,769,000 $ Principal 32,608,665 $ Interest 208,377,665 Fiscal Total This Year's Requirement 2022 $ 20,060,000 $ 6,999,675 $ 27,059,675 Maximum Requirement 2022 $ 20,060,000 $ 6,999,675 $ 27,059,675 Actual payments are made one day prior to maturity date. 545 Table of Contents City of Chandler Bonded Debt 2021-22 Adopted Budget Excise Tax Revenue Obligations Excise Tax Revenue Obligations (ETROs) are backed by 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 privilege, and business taxes, state shared sales and income taxes, franchise fees, and license and permit fees. The annual debt service payment is paid by dedicated water and wastewater user fees. Excise Tax Revenue Obligations Outstanding Maturity Date (1) Bonds Payable July 1, 2022 $ Interest Payable $ 8,627,375 Fiscal Total $ 20,002,375 July 1, 2023 11,940,000 8,080,475 20,020,475 July 1, 2024 12,865,000 7,483,475 20,348,475 July 1, 2025 13,515,000 6,840,225 20,355,225 July 1, 2026 12,895,000 6,164,475 19,059,475 July 1, 2027 15,395,000 5,564,525 20,959,525 July 1, 2028 13,975,000 4,829,775 18,804,775 July 1, 2029 17,960,000 4,192,225 22,152,225 July 1, 2030 18,280,000 3,521,225 21,801,225 July 1, 2031 19,110,000 2,838,775 21,948,775 July 1, 2032 19,520,000 2,124,525 21,644,525 July 1, 2033 19,860,000 1,418,925 21,278,925 July 1, 2034 8,195,000 688,125 8,883,125 July 1, 2035 8,425,000 442,275 8,867,275 July 1, 2036 2,880,000 182,500 3,062,500 July 1, 2037 2,960,000 92,500 3,052,500 TOTAL $ Year (1) 11,375,000 209,150,000 $ Principal 63,091,400 $ Interest 272,241,400 Fiscal Total This Year's Requirement 2022 $ 11,375,000 $ 8,627,375 $ 20,002,375 Maximum Requirement 2029 $ 17,960,000 $ 4,192,225 $ 22,152,225 Actual payments are made one day prior to maturity date. 546 Table of Contents City of Chandler Bonded Debt 2021-22 Adopted Budget 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) Bonds Payable $ July 1, 2022 July 1, 2023 Interest Payable $ 635,000 TOTAL $ Year (1) 610,000 1,245,000 37,600 Fiscal Total $ 12,700 $ Principal 50,300 647,600 647,700 $ Interest 1,295,300 Fiscal Total This Year's Requirement 2021 $ 610,000 $ 37,600 $ 647,600 Maximum Requirement 2023 $ 635,000 $ 12,700 $ 647,700 Actual payments are made one day prior to maturity date. 547 Table of Contents Table of Contents City of Chandler Schedules and Terms 2021-22 Adopted Budget 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 (A.R.S. 42-17101 and 42-17102). The forms conform to the requirements of Governmental Accounting Standards Board (GASB) Statements No. 34 and 54. These budget schedules are published twice in a local newspaper prior to the Public Hearing and Final Budget Adoption by Council. Each city/town must complete the official budget forms for all funds except Agency, Internal Service Funds, and PrivatePurpose 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 FY 2019-20, adopted budget, adjusted budget, and estimated expenditures for FY 2020-21, and adopted budget for FY 2021-22. Schedule 2 – Summary of Department Total FY 2021-22 Budget by Fund: A summary, by fund, of each department’s FY 2021-22 Budget. Salary Schedule: The attached salary schedule serves as a reference for City staff and the public. The schedule reflects the revised salary plan, effective July 1, 2021, for all employee classes, which may include market study and/or wage adjustments. The list is sorted alphabetically by classification title, with the job group, class grade, FLSA 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. 549 Table of Contents City of Chandler Schedules and Terms 2021-22 Adopted Budget RESOLUTION NO. 5477 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHANDLER, MARICOPA COUNTY, ARIZONA, ADOPTING THE ANNUAL BUDGET IN THE AMOUNT OF $1,058,074,338; SETTING FORTH THE RECEIPTS AND EXPENDITURES; AND THE AMOUNTS PROPOSED TO BE RAISED BY DIRECT PROPERTY TAXATION FOR THE VARIOUS PURPOSES FOR FISCAL YEAR (FY) 2021-22, AND ADOPTING THE 2022-2031 CAPITAL IMPROVEMENT PROGRAM (CIP) IN THE AMOUNT OF $1,267,887,520 FOR THE CITY OF CHANDLER. WHEREAS, in accordance with the provisions of Title 42 Chapter 17, Articles 1-5, Arizona Revised Statutes (A.R.S.), the City Council did on the 27th day of May 2021, make an estimate of the different amounts required to meet the public expenses for the ensuing year, also an estimate of revenues from sources other than direct taxation, and the amount to be raised by taxation upon real and personal property within the City of Chandler; and WHEREAS, in accordance with said sections of said Title, and following due public notice, the Council met on, June 10, 2021, at which meeting any taxpayer was privileged to appear and be heard in favor of or against any of the proposed expenditures or tax levies; and WHEREAS, it appears that publication has been duly made as required by law, of said estimates together with a notice that the City Council would meet on June 10, 2021, at the hour of 6:00 p.m., in the Council Chambers, 88 East Chicago Street, Chandler, Arizona, for the purpose of hearing taxpayers and setting tax levies as set forth in said estimates; and WHEREAS, it appears that the sums to be raised by taxation, as specified therein, do not in the aggregate amount exceed that amount as computed in Title 42 Section 17051(A), A.R.S.; and WHEREAS, Section 5.07 of the Chandler City Charter requires the City Manager to prepare and submit to the City Council a Five-Year CIP; and the City Manager has prepared and submitted a Ten-Year CIP to the City Council for its adoption; and the Council has duly considered the contents of said CIP and finds it to be in the best interest of the City of Chandler to adopt a TenYear CIP; and WHEREAS, the City of Chandler adopts an Expenditure Control Budget System (ECB) wherein the budget for specific functions may increase annually by a percent increase based on an adjustment factor which can be derived from growth and inflation or other economic factors, if funds are available to do so. Budgets may also change by Departments submitting budget requests based on specific service needs, or remain constant based on economic factors. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Chandler, that: the said estimates of revenue and expenditures shown on the accompanying schedules are hereby adopted as the budget amounting to One Billion, Fifty Eight Million, Seventy Four Thousand, Three Hundred and thirty Eight Dollars ($1,058,074,338) for the City of Chandler for FY 202122; and 550 Table of Contents City of Chandler Schedules and Terms 2021-22 Adopted Budget 551 Table of Contents City of Chandler Schedules and Terms 2021-22 Adopted Budget 552 Table of Contents City of Chandler Schedules and Terms 2021-22 Adopted Budget City of Chandler, Arizona Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2021-22 FUNDS S c Fiscal h Year Special Debt Capital Enterprise Internal General Revenue Service Projects Funds Service Fund Funds Funds Funds Available Funds Total All Funds 2021 Adopted/Adjusted Budgeted Expenditures/Expenses* E 275,609,140 87,703,645 28,970,415 296,528,769 201,047,109 41,477,851 931,336,929 2021 Actual Expenditures/Expenses** E 238,408,684 52,606,257 27,135,385 59,033,050 113,433,234 35,653,445 526,270,055 2022 Fund Balance/Net Position at July 1*** 104,183,629 27,886,073 - 128,148,863 128,528,927 9,149,905 397,897,397 2022 Primary Property Tax Levy B 2022 Secondary Property Tax Levy B 2022 Estimated Revenues Other than Property Taxes C 250,543,747 94,390,459 720,975 42,573,213 142,659,102 30,772,700 561,660,196 2022 Other Financing Sources D - - - 60,460,000 - - 60,460,000 2022 Other Financing (Uses) D - - - - - - - 2022 Interfund Transfers In D 8,521,086 285,000 10,000,000 59,040,537 14,515,420 2,979,994 95,342,037 2022 Interfund Transfers (Out) D 64,861,581 329,212 - 22,050,000 8,077,455 23,789 95,342,037 2022 Reduction for Amounts Not Available: LESS: Amounts for Future Debt Retirement: 2022 Total Financial Resources Available 2022 Budgeted Expenditures/Expenses 8,298,220 8,298,220 29,758,525 29,758,525 - E 306,685,101 122,232,320 40,479,500 268,172,613 277,625,994 42,878,810 1,058,074,338 306,685,101 122,232,320 40,479,500 268,172,613 277,625,994 42,878,810 1,058,074,338 EXPENDITURE LIMITATION COMPARISON 1. Budgeted expenditures/expenses 2021 $ 931,336,929 2022 $ 1,058,074,338 2. Add/subtract: estimated net reconciling items 3. Budgeted expenditures/expenses adjusted for reconciling items 931,336,929 1,058,074,338 4. Less: estimated exclusions 5. Amount subject to the expenditure limitation $ 931,336,929 $ 1,058,074,338 6. EEC expenditure limitation $ 931,336,929 $ 1,058,074,338 * Includes Expenditure/Expense Adjustments Approved in the current year from Schedule E. ** Includes actual amounts as of the date the proposed budget was prepared, adjusted for estimated activity for the remainder of the fiscal year. *** Amounts on this line represent Fund Balance/Net Position amounts except for amounts not in spendable form (e.g., prepaids and inventories) or legally or contractually required to be maintained intact (e.g., principal of a permanent fund). Schedule A 553 Table of Contents City of Chandler Schedules and Terms 2021-22 Adopted Budget City of Chandler, Arizona Summary of Tax Levy and Tax Rate Information Fiscal Year 2021-22 1. 2020-21 2021-22 Fiscal Year Fiscal Year Maximum allowable primary property tax levy. A.R.S. §42-17051(A). 2. $ 18,891,972 $ 20,112,536 $ 8,006,244 $ 8,298,220 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). 3. Property tax levy amounts A. Primary property taxes B. Secondary property taxes 27,850,612 C. Total property tax levy amounts (1) 4. $ 35,856,856 29,758,525 $ 38,056,745 Property taxes collected* A. Primary property taxes (1) 2020-21 levy 8,014,711 (2) Prior years’ levy (2) 65,000 (3) Total primary property taxes $ 8,079,711 B. Secondary property taxes (1) 2020-21 levy 27,880,065 (2) Prior years’ levy (2) 230,000 (3) Total secondary property taxes C. Total property taxes collected 5. $ 28,110,065 $ 36,189,776 Property tax rates A. City/Town tax rate (1) Primary property tax rate 0.2501 0.2426 (2) Secondary property tax rate 0.8700 0.8700 (3) Total city/town tax rate 1.1201 1.1126 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 $105,585 in 2020-21 and $104,980 in 2021-22 for primary property tax and under the Debt Service Funds in the amount of $367,288 in 2020-21 and $376,475 in 2021-22 for the secondary property tax. (2) Amount budgeted for Prior Year Primary & Secondary Levies for 2020-21 ($200,000) and 2021-22 ($225,000) 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 554 Table of Contents City of Chandler Schedules and Terms 2021-22 Adopted Budget City of Chandler, Arizona Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2021-22 Source of Revenues Estimated Actual* Estimated Revenues Revenues Revenues 2020-21 2020-21 2021-22 General Fund Local Taxes Franchise Tax $ Transaction Privilege License Tax/Fees 3,375,000 $ 123,470,752 3,342,100 $ 145,018,200 2,980,000 148,278,200 Licenses and Permits Miscellaneous License 946,000 735,600 921,000 7,220,000 6,560,000 6,540,000 State Sales Tax 23,410,000 27,600,000 28,790,000 State Revenue Sharing 37,000,000 37,000,000 33,500,000 10,360,000 11,650,000 12,100,000 1,436,200 1,417,100 1,369,100 310,500 275,500 265,500 Public Safety Miscellaneous 5,113,006 4,748,700 5,404,717 Parks & Recreation 3,339,000 1,578,400 2,533,300 Building Division Permits Intergovernmental State County Auto Lieu Tax Charges for Services Engineering Fees Planning Fees Fines and Forfeits Library Fines 400,998 282,900 336,200 Court Fines 3,472,910 2,360,300 3,409,300 2,629,000 2,641,000 2,316,000 Interest on Investments Interest on Investments Miscellaneous Fixed Leases 129,000 162,900 171,100 Sale of Fixed Assets 125,000 102,000 490,000 Prior Year Property Tax Collections 50,000 65,000 50,000 Salt River Project in Lieu Tax - Primary 105,585 97,118 104,980 Other Receipts 1,326,600 Total General Fund 1,222,050 984,350 $ 224,219,551 $ 246,858,868 $ 250,543,747 $ 750,000 $ 750,000 $ 750,000 $ 750,000 $ 750,000 $ 750,000 $ - $ 4,109,135 $ 200,000 $ - $ 4,109,135 $ 200,000 $ 16,500,000 $ 17,620,100 $ 17,373,409 18,090,100 $ 17,788,409 809,100 $ Special Revenue Funds Forfeiture Fund Police Forfeiture Reimbursement Total Forfeiture Fund Proposition 400 Fund Regional Transportation Sales Tax Total Proposition 400 Fund Highway User Revenue Fund HURF Taxes Interest on Investments 372,000 Total Highway User Revenue Fund 470,000 $ 16,872,000 $ $ 700,000 $ 415,000 Local Transportation Assistance Fund HB2565 RPTA Grant Funds Bus Shelter Revenue Other Receipts Interest on Investments Total Local Transportation Assistance Fund $ 673,600 180,000 187,379 153,600 - 176,330 - 75,000 68,000 60,000 955,000 $ 1,240,809 $ 887,200 5,000,000 $ 10,225,494 $ 57,650,000 Grant Funds Grants-In-Aid $ Community Development Block Grant 1,925,950 1,975,950 2,065,950 Housing Urban Development 11,192,000 11,450,968 11,917,000 Public Housing Authority 2,541,000 2,541,000 2,671,000 Interest on Investments 163,000 522,000 Total Grant Funds $ 20,821,950 $ 26,715,412 289,000 $ 74,592,950 *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) 555 Table of Contents City of Chandler Schedules and Terms 2021-22 Adopted Budget City of Chandler, Arizona Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2021-22 SOURCE OF REVENUES ESTIMATED ACTUAL* ESTIMATED REVENUES REVENUES REVENUES 2020-21 2020-21 2021-22 Special Revenue Funds - continued Expendable Trust Funds Museum Fund $ 200 $ 1,900 $ - Parks Fund 93,900 59,000 85,900 Library Fund 80,000 80,000 80,000 Interest on Investments 7,000 6,000 6,000 Total Expendable Trust Funds $ 181,100 $ 146,900 $ 171,900 Total Special Revenue Funds $ 39,580,050 $ 51,052,356 $ 94,390,459 150,000 $ 230,000 $ Debt Service Funds Prior Year Property Tax Collections $ Salt River Project in Lieu Tax - Secondary 367,288 Interest on Investments 337,835 185,000 Total Debt Service Funds 175,000 376,475 116,000 169,500 $ 702,288 $ 683,835 $ 720,975 $ 6,081,500 $ 5,815,300 $ 6,180,300 Capital Projects Funds System Development Fees Water Wastewater 6,866,900 7,998,600 8,515,900 Parks 1,937,900 1,946,300 2,077,200 Library 56,300 93,600 100,000 Public Building Impact Fees 145,000 172,600 184,300 Public Safety - Police 320,400 209,900 224,000 Public Safety - Fire 471,600 359,700 384,000 4,440,700 Arterial Streets 4,133,600 4,160,200 Capital Replacement 368,539 368,539 386,060 Vehicle Replacement 2,948,444 2,948,444 2,654,229 300,000 Sale of Fixed Assets 300,000 206,246 Other Receipts 250,100 2,399,043 100 Capital Grants 27,943,852 10,850,162 14,700,224 In-House/Municipal Arts 57,400 57,500 115,400 Interest on Investments 2,279,000 2,575,000 2,310,800 Total Capital Project Funds $ 54,160,535 $ 40,161,134 $ 42,573,213 $ 52,182,300 $ 56,003,500 $ 55,516,831 Enterprise Funds Water Services Reclaimed Water Services 1,769,200 1,750,000 1,800,000 Wastewater Services 63,819,361 55,708,648 63,967,371 Solid Waste Services 17,026,178 17,314,005 17,732,000 Airport Services 1,010,900 918,759 887,900 Interest on Investments 3,269,000 3,058,000 2,755,000 Total Enterprise Funds $ 139,076,939 $ 134,752,912 $ 142,659,102 $ 29,763,700 $ 29,327,353 $ 30,048,700 Internal Service Funds Self-Insurance Interest on Investments 891,000 1,016,000 724,000 Total Internal Service Funds $ 30,654,700 $ 30,343,353 $ 30,772,700 Total All Funds $ 488,394,063 $ 503,852,458 $ 561,660,196 *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) 556 Table of Contents City of Chandler Schedules and Terms 2021-22 Adopted Budget City of Chandler, Arizona Summary by Fund Type of Other Financing Sources/ and Interfund Transfers Fiscal Year 2021-22 Interfund Sources Fund Other Financing Transfers 2021-22 2021-22 (1) In General Fund General Fund Total General Fund $ - $ - $ 8,521,086 $ 64,861,581 $ - $ - $ 8,521,086 $ 64,861,581 $ - $ - $ - $ 200,000 127,279 Special Revenue Funds Proposition 400 Highway User Revenue Local Transportation Assistance - - - 1,933 Housing - - 285,000 - Total Special Revenue Funds $ - $ - $ 285,000 $ 329,212 $ - $ - $ 10,000,000 $ - $ - $ - $ 10,000,000 $ - $ - $ - $ 55,002,615 3,837,922 $ - DEBT SERVICE FUNDS General Obligation Debt Service Total Special Debt Service Funds Capital Projects Funds General Government Capital Project Computer Replacement Park Impact Funds - - - 1,494,681 4,700,000 - - - 255,319 Public Building Impact Funds - - - 250,000 Public Safety Bonds - Police Public Safety Bonds - Fire 660,000 6,320,000 - 700,000 Parks Bonds Library Impact Fund - - - 22,900,000 - 200,000 - - - Water Bonds 20,450,000 - - - Reclaimed Water Bonds Wastewater Bonds 3,500,000 1,350,000 - - 3,900,000 - Wastewater Impact Funds - - - 7,200,000 Storm Sewers Bond Funds 580,000 - - - Public Safety Impact Funds - Fire Street Bonds Street Arterial Impact Funds Total Capital Projects Funds Enterprise Funds Water Operating $ 60,460,000 $ - $ 59,040,537 $ 22,050,000 $ - $ - $ 3,900,000 $ 3,670,562 Reclaimed Water Operating Wastewater Operating - - WW Industrial Process Treatment Solid Waste Operating Airport Operating - - Total Enterprise Funds Internal Service Funds Self-Insurance Fund (1) 8,250,000 7,200,000 - 84,662 2,641,264 472,625 3,415,420 1,091,752 116,590 $ - $ - $ 14,515,420 $ 8,077,455 $ - $ - $ 2,979,994 $ 23,789 Total Internal Service Funds $ - $ - $ 2,979,994 $ 23,789 Total All Funds $ 60,460,000 $ - $ 95,342,037 $ 95,342,037 Sources are from bonds. SCHEDULE D 557 Table of Contents City of Chandler Schedules and Terms 2021-22 Adopted Budget City of Chandler, Arizona Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2021-22 Adopted Fund/Department General Fund City Clerk City Magistrate City Manager Communications and Public Affairs Community Services Cultural Development Development Services Information Technology Law Management Services Mayor and Council Neighborhood Resources Non-Departmental Public Safety - Fire Public Safety - Police Public Works & Utilities Expenditure/ Budgeted Expense Actual Budgeted Expenditures/ Adjustments Expenditures/ Expenditures/ Expenses 2020-21 Approved 2020-21 Expenses* 2020-21 Expenses 2021-22 $ 926,189 4,684,074 16,974,092 2,615,430 26,794,778 3,634,295 9,113,629 11,792,184 3,884,306 8,075,928 1,021,237 3,556,968 23,840,567 38,895,433 77,989,907 10,222,104 $ 316,992,227 $ $ 750,000 29,000 $ Contingency\Reserves $ 72,971,106 Total General Fund Special Revenue Funds Police Forfeiture Fund Public Safety - Police Contingency\Reserves Highway Users Revenue Fund Development Services Public Works & Utilities Non-Departmental Contingency\Reserves Local Transportation Assistance Fund City Manager Public Works & Utilities Non-Departmental Contingency\Reserves Grants In Aid City Magistrate City Manager Community Services Public Safety - Fire Information Technology Law Neighborhood Resources Non-Departmental Public Safety - Police Contingency\Reserves Community Development Block Grant Neighborhood Resources Non-Departmental Contingency\Reserves Housing and Urban Development Non-Departmental Neighborhood Resources Contingency\Reserves Expendable Trust Funds Community Services Cultural Development Contingency\Reserves Total Special Revenue Funds $ 23,918 (25,776) 758,659 338,438 1,388,250 162,575 376,533 1,568,656 37,360 105,348 3,223 480,334 (2,148,858) 1,695,448 1,914,270 1,535,186 $ 910,580 4,342,812 16,123,164 2,579,700 26,714,943 3,703,345 8,666,481 12,419,964 3,894,250 7,556,549 994,250 3,602,554 16,983,679 40,732,892 77,790,842 11,392,679 (41,383,087) $ - $ (49,596,651) $ 1,197,666 4,996,699 17,706,595 2,888,741 27,604,362 3,779,431 9,465,361 12,631,421 3,915,729 8,211,540 1,041,711 4,036,275 33,652,628 38,237,224 79,309,326 10,834,092 238,408,684 $ 306,685,101 285,000 - $ 750,000 22,000 - 47,176,300 736,393 17,337,002 118,700 3,888,000 6,251 742,540 (40,897) (908,000) 655,610 9,926,617 - 721,506 21,427,934 181,400 1,532,000 1,256,822 881,572 200 1,015,000 35,225 (250) (14,750) 488,088 22,949 - 2,064,697 122,498 200 54,000 - 16,693 10,236,404 281,054 617,253 7,700,000 12,300 17,979 10,236,404 104,258 375,001 7,700,000 12,300 - - 12,880,332 7,728,956 - 54,257 5,000,000 750,000 2,240,500 4,920,012 500,000 1,360,133 - 56,464 74,762,956 2,141,114 5,900 270,000 302,532 (91) (270,000) 2,443,646 - 1,975,325 308,000 12,100 13,816,444 645,720 (12,051) 124,763 (109,368) 10,641,207 - 36,200 17,588,313 361,081 161,862 52,910 20,197 - 64,109 44,000 - 209,536 46,210 12,000 48,193,193 $ 39,510,452 $ 52,606,257 $ 122,232,320 *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) 558 Table of Contents City of Chandler Schedules and Terms 2021-22 Adopted Budget City of Chandler, Arizona Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2021-22 Adopted Budgeted Expenditures/ Expenses 2020-21 Fund/Department Expenditure/ Expense Adjustments Approved 2020-21 Actual Expenditures/ Expenses* 2020-21 Budgeted Expenditures/ Expenses 2021-22 Debt Service Funds General Obligation Debt Svc $ Contingency\Reserves 27,135,385 $ 1,835,030 Total Debt Service Funds - $ - 27,135,385 $ - 40,144,916 334,584 $ 28,970,415 $ - $ 27,135,385 $ 40,479,500 $ 10,359,523 25,307,386 1,887,634 7,192,303 14,065,414 6,310,244 7,696,211 195,745,206 26,722,327 $ 318,845 (3,097,698) (201,825) (427,300) 545,927 (2,336,892) 1,162,302 (1,109,122) 6,388,284 $ 777,538 2,660,067 258,638 925,466 5,987,323 3,133,277 2,953,412 42,337,329 - $ 13,726,373 25,165,221 2,186,497 4,254,992 7,711,619 58,800 11,213,817 8,525,075 9,873,956 180,277,256 5,179,007 $ 295,286,248 $ 1,242,521 $ 59,033,050 $ 268,172,613 $ 2,649,652 1,347,515 1,374,000 147,499,115 16,680,528 32,584,275 $ 47,722 39,564 7,085,723 (8,260,985) - $ 1,282,411 750,000 78,816,548 32,584,275 $ 3,968,489 1,445,391 1,712,700 171,685,780 65,204,625 33,609,009 $ 202,135,085 $ (1,087,976) $ 113,433,234 $ 277,625,994 $ 1,568,962 5,851,999 1,239,398 27,913,100 3,186,302 $ 368,533 238,723 69,134 2,514,886 (1,473,186) $ 1,391,550 5,712,081 889,625 27,660,189 - $ 1,578,610 6,066,777 1,239,603 30,561,900 3,431,920 Total Internal Service Funds $ 39,759,761 $ 1,718,090 $ 35,653,445 $ 42,878,810 Total All Funds $ 931,336,929 $ - $ 526,270,055 $ 1,058,074,338 Capital Projects Funds City Manager Community Services Cultural Development Development Services Information Technology Management Services Non-Departmental Public Safety - Fire Public Safety - Police Public Works & Utilities Contingency\Reserves Total Capital Projects Funds Enterprise Funds City Manager Information Technology Non-Departmental Public Works & Utilities Contingency\Reserves Debt Service Total Enterprise Funds Internal Service Funds Self Insurance City Manager Law Management Services Non-Departmental Contingency\Reserves *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) 559 Table of Contents City of Chandler Schedules and Terms 2021-22 Adopted Budget City of Chandler, Arizona Summary by Department of Expenditures/Expenses Fiscal Year 2021-22 Adopted Department/Fund Expenditure/ Budgeted Expense Actual Budgeted Expenditures/ Adjustments Expenditures/ Expenditures/ Expenses Approved Expenses * Expenses 2020-21 2020-21 2020-21 2021-22 City Clerk General Fund Department Total $ 926,189 $ 23,918 $ 910,580 $ 1,197,666 $ 926,189 $ 23,918 $ 910,580 $ 1,197,666 $ 4,684,074 $ (25,776) $ 4,342,812 $ 4,996,699 City Magistrate General Fund Special Revenue Fund - Grant Department Total 16,693 17,979 - $ 4,684,074 $ (9,083) $ 4,360,791 $ 4,996,699 $ 16,974,092 $ 758,659 $ 16,123,164 $ 17,706,595 City Manager General Fund Special Revenue Fund - LTAF Special Revenue Fund - Grants Capital Fund - Gen Gov't Capital Proj Capital Fund - Equip/Tech/Fleet Capital Fund - Grants 1,256,822 35,225 488,088 - 10,236,404 10,236,404 2,064,697 - 4,200,955 (639,484) 389,684 8,889,998 - - - 168,400 6,153,362 958,329 382,648 4,592,835 75,140 Capital Fund - Bonds 5,206 - 5,206 Enterprise Fund - Water 14,000 - - 14,000 Enterprise Fund - Airport 2,635,652 47,722 1,282,411 3,954,489 Internal Service Fund - Self Insurance Department Total 1,568,962 368,533 1,391,550 1,578,610 $ 32,809,051 $ 11,765,388 $ 30,299,155 $ 39,044,764 $ 2,615,430 $ 338,438 $ 2,579,700 $ 2,888,741 $ 2,615,430 $ 338,438 $ 2,579,700 $ 2,888,741 $ 26,794,778 $ 1,388,250 $ 26,714,943 $ 27,604,362 Communications and Public Affairs General Fund Department Total Community Services General Fund Special Revenue Fund - Grants - 281,054 104,258 - 161,862 - 64,109 209,536 5,376,312 (838,487) 590,165 5,414,660 - - - 248,600 Capital Fund - Grants 1,996,738 (730,622) 111,431 1,804,685 Capital Fund - Bonds 11,377,098 (2,098,837) 1,897,642 11,280,619 Capital Fund - Impact Funds 6,557,238 570,248 60,829 Special Revenue Fund - Trust Capital Fund - Gen Gov't Capital Proj Capital Fund - Equip/Tech/Fleet Department Total 6,416,657 $ 52,264,026 $ (1,428,394) $ 29,543,377 $ 52,979,119 $ 3,634,295 $ 162,575 $ 3,703,345 $ 3,779,431 Cultural Development General Fund Special Revenue Fund - Trust 52,910 - 44,000 46,210 Capital Fund - Gen Gov't Capital Proj 984,540 (180,096) 145,995 1,337,385 Capital Fund - Grants 286,684 (6,518) 83,810 196,356 Capital Fund - Municipal Art 512,385 - 27,000 650,000 Capital Fund - Bonds 104,025 (15,211) 1,833 2,756 Department Total $ 5,574,839 $ (39,250) $ 4,005,983 $ 6,012,138 $ 9,113,629 $ 376,533 $ 8,666,481 $ 9,465,361 Development Services General Fund Special Revenue Fund - HURF Capital Fund - Gen Gov't Capital Proj 736,393 6,251 655,610 721,506 - - - 1,335,092 Capital Fund - Equip/Tech/Fleet - - - 201,700 Capital Fund - Grants - - - 715,737 Capital Fund - Bonds Department Total $ 9,850,022 $ 382,784 $ 9,322,091 2,002,463 $ 14,441,859 SCHEDULE F (1 OF 3) *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. 560 Table of Contents City of Chandler Schedules and Terms 2021-22 Adopted Budget City of Chandler, Arizona Summary by Department of Expenditures/Expenses Fiscal Year 2021-22 Adopted Department/Fund Expenditure/ Budgeted Expense Actual Budgeted Expenditures/ Adjustments Expenditures/ Expenditures/ Expenses Approved Expenses * Expenses 2020-21 2020-21 2020-21 2021-22 Information Technology General Fund $ Special Revenue Fund - Grants Capital Fund - Gen Gov't Capital Proj Capital Fund - Equip/Tech Enterprise Fund - Water 11,792,184 $ 1,568,656 $ 12,419,964 $ 12,631,421 - 7,700,000 7,700,000 - 7,192,303 (427,300) 925,466 7,683,619 - - - 28,000 644,393 - - 684,694 Enterprise Fund - Wastewater 487,452 - - 523,915 Enterprise Fund - Solid Waste 207,994 - - 225,266 Enterprise Fund - Airport 7,676 Department Total - $ 20,332,002 $ $ 3,884,306 $ - 11,516 8,841,356 $ 21,045,430 $ 21,788,431 37,360 $ 3,894,250 $ 3,915,729 Law General Fund Special Revenue Fund - Grants Internal Service Fund - Self Insurance Department Total 0 12,300 12,300 - 5,851,999 238,723 5,712,081 6,066,777 $ 9,736,305 $ 288,383 $ 9,618,631 $ 9,982,506 $ 8,075,928 $ 105,348 $ 7,556,549 $ 8,211,540 Management Services General Fund Capital Fund - Equip/Tech/Fleet Internal Service Fund - Self Insurance Internal Service Fund - Uninsured Liability - - - 91,398 569 91,400 93,652 1,148,000 68,565 798,225 1,145,951 Department Total $ 9,315,326 $ Department Total $ $ 174,482 1,021,237 $ 1,021,237 $ 3,556,968 $ 58,800 $ 8,446,174 $ 9,509,943 3,223 $ 994,250 $ 1,041,711 3,223 $ 994,250 $ 1,041,711 480,334 $ 3,602,554 $ Mayor and Council General Fund Neighborhood Resources General Fund $ Special Revenue Fund - Grants Department Total 15,957,558 13,307,627 20,813,809 4,036,275 19,563,638 $ 19,514,526 $ 13,787,961 $ 24,416,363 $ 23,599,913 $ 96,811,673 $ (51,745,509) $ 16,983,679 $ 80,828,928 Non-Departmental - Includes Contingencies General Fund Special Revenue Fund - Police Forfeiture 29,000 - - 22,000 Special Revenue Fund - HURF 4,006,700 (948,897) - 1,713,400 Special Revenue Fund - LTAF 1,015,200 (14,750) - 54,200 Special Revenue Fund - Grants 5,933,720 5,278,502 500,000 75,468,237 Special Revenue Fund - Trust 20,197 - - 12,000 Debt Service - General Obligation 1,835,030 - - 334,584 Capital Fund - Gen Gov't Capital Proj 8,712,143 1,581,242 552,344 8,693,082 Capital Fund - Equip/Tech/Fleet 9,067,271 417,816 5,434,979 5,072,712 23,000 - - 51,000 Capital Fund - Bonds 4,614,467 (1,803,384) - 33,599 Capital Fund - Impact/System Dev 18,370,860 6,738,537 - 2,542,431 Enterprise Fund - Water 8,948,660 (3,816,434) 345,000 11,688,600 Capital Fund - Municipal Art Enterprise Fund - Reclaimed Water 432,300 12,160 - 229,400 Enterprise Fund - Wastewater 7,276,550 (3,914,980) 285,000 52,534,800 Enterprise Fund - Solid Waste 1,320,918 (464,567) 120,000 2,243,800 76,100 (37,600) - 220,725 30,520,602 1,110,265 27,660,189 33,394,400 578,800 (68,565) - 599,420 Enterprise Fund - Airport Internal Service Fund - Self Insurance Internal Service Fund - Uninsured Liability Department Total $ 199,593,191 $ (47,676,164) $ 51,881,191 $ 275,737,318 SCHEDULE F (2 OF 3) *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. 561 Table of Contents City of Chandler Schedules and Terms 2021-22 Adopted Budget City of Chandler, Arizona Summary by Department of Expenditures/Expenses Fiscal Year 2021-22 Adopted Department/Fund Expenditure/ Budgeted Expense Actual Budgeted Expenditures/ Adjustments Expenditures/ Expenditures/ Expenses Approved Expenses * Expenses 2020-21 2020-21 2020-21 2021-22 Public Safety - 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 38,895,433 $ $ 40,732,892 $ 38,237,224 617,253 375,001 - 868,337 (26,711) 1,551 1,828,075 5,325,735 (2,194,009) 3,131,726 - 63,049 (63,049) - 6,697,000 53,123 Department Total 1,695,448 - (53,123) - - $ 45,205,677 $ (24,191) $ 44,241,170 $ 46,762,299 $ 77,989,907 $ 1,914,270 $ 77,790,842 $ 79,309,326 Public Safety - Police General Fund Special Revenue Fund - Police Forfeiture 750,000 - 285,000 Special Revenue Fund - Grants 54,257 2,240,500 1,360,133 56,464 Capital Fund - Gen Gov't Capital Proj 6,115,613 (208,636) 1,247,539 7,136,438 Capital Fund - Equip/Tech/Fleet 1,532,800 1,387,901 1,705,873 1,668,683 47,798 (16,963) - 1,068,835 Capital Fund - Bonds Department Total 750,000 $ 86,490,375 $ 5,317,072 $ 82,389,387 $ 89,989,746 $ 10,222,104 $ 1,535,186 $ 11,392,679 $ 10,834,092 Public Works & Utilities General Fund Special Revenue Fund - HURF 17,337,002 742,540 9,926,617 Special Revenue Fund - LTAF 881,572 (250) 22,949 122,498 17,724,094 867,553 5,754,727 12,684,266 184,480 - - 331,500 37,336,626 Capital Fund - Gen Gov't Capital Proj Capital Fund - Equip/Tech/Fleet 21,427,934 Capital Fund - Grants 46,111,535 4,473,597 10,572,996 Capital Fund - Bonds 84,523,695 (3,749,160) 20,460,203 89,816,001 Capital Fund - Impact Fee 47,201,402 (2,701,112) 5,549,403 40,108,863 Enterprise Fund - Water 43,969,989 1,469,930 32,437,785 43,843,428 Enterprise Fund - Reclaimed Water 1,527,203 202,153 1,649,174 1,536,178 Enterprise Fund - Wastewater 85,995,008 5,394,838 28,879,789 109,603,437 Enterprise Fund - Solid Waste 16,006,915 Department Total 18,802 15,849,800 16,702,737 $ 371,684,999 $ 8,254,077 $ 142,496,122 $ 384,347,560 $ 27,135,385 $ - $ 27,135,385 $ 40,144,916 Debt Service Debt Service - General Obligation Enterprise Fund - Water 13,876,087 - 13,876,087 Enterprise Fund - Wastewater 18,708,188 - 18,708,188 14,663,089 18,945,920 Department Total $ 59,719,660 $ - $ 59,719,660 $ 73,753,925 Total All Departments $ 931,336,929 $ - $ 526,270,055 $ 1,058,074,338 SCHEDULE F (3 OF 3) *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. 562 Table of Contents City of Chandler Schedules and Terms 2021-22 Adopted Budget City of Chandler, Arizona Full-Time Employees and Personnel Compensation Fiscal Year 2021-22 Total Estimated Full-Time Equivalent Employee Salaries (FTE) and Hourly Costs 2022 Fund General Fund Personnel Retirement Costs 2022 2022 1,390.729 $ 122,824,274 $ $ 51,558,198 Healthcare Costs 2022 $ 17,680,158 Compensation Other Benefit Costs 2022 $ 2022 13,175,284 = $ 205,237,914 = $ 4,424,589 Special Revenue Funds Highway Users Revenue Fund 49.000 3,100,440 404,314 564,914 354,921 Grant Fund 0.729 41,390 5,553 5,885 3,636 56,464 Community Dev Block Grant 6.292 362,558 48,092 61,629 36,685 508,964 PHA Family Sites 6.150 396,397 48,771 68,180 39,372 552,720 PHA Elderly & Scattered Sites 3.950 264,604 31,277 58,040 24,285 378,206 PHA Management 5.400 490,657 63,025 63,688 43,857 661,227 PHA Family Self Suffiiency 2.000 128,323 16,623 16,047 10,838 171,831 PHA Section 8 3.500 223,491 27,489 51,359 20,551 322,890 PHA Capital Fund Program - 20,677 827 1,034 1,770 24,308 Museum Trust - 1,036 42 52 80 1,210 Parks and Recreation Trust - 4,207 168 210 451 5,036 Total Special Revenue Funds 77.021 $ 5,033,780 $ 646,181 Workers Comp. Self Insurance 4.550 $ 354,202 46,859 Insured Liaibilty Self Insurance 4.000 371,885 49,154 $ 891,038 $ 536,446 = $ 7,107,445 59,744 30,110 = $ 19,346 30,843 471,228 568,265 Internal Service Funds 490,915 Uninsured Liaibility Self Ins. 5.000 417,651 55,436 54,367 40,811 Short Term Disability Self Ins. 0.400 32,126 4,253 3,763 227,710 267,852 Medical Self Insurance 4.000 358,284 47,178 43,591 347,746 796,799 Total Internal Service Funds 17.950 $ 1,534,148 $ 202,880 5.550 $ 533,914 5.550 $ 533,914 Water Operating 96.250 $ 7,206,197 937,214 Reclaimed Water Operating 4.500 314,605 40,984 Wastewater Operating 64.550 4,805,919 622,595 $ 180,811 $ 677,220 = $ 2,595,059 53,700 = $ 736,677 53,700 = $ 736,677 1,256,981 753,163 = $ 10,153,555 61,221 34,524 451,334 819,057 498,152 6,745,723 Capital Projects Funds In-House Capital Fund Total Capital Projects Funds 72,272 $ 72,272 76,791 $ 76,791 $ Enterprise Funds WW Industrial Process Treatment 17.000 1,281,126 163,790 163,798 138,331 1,747,045 Solid Waste Operating 22.200 1,327,340 172,450 294,051 130,611 1,924,452 Airport Operating 7.000 553,523 72,657 29,302 61,927 717,409 Total Enterprise Funds 211.500 $ 15,488,710 $ 2,009,690 $ 2,624,410 $ 1,616,708 = $ 21,739,518 Total All Funds 1,702.750 $ 145,414,826 $ 54,489,221 $ 21,453,208 $ 16,059,358 = $ 237,416,613 SCHEDULE G (1 OF 1) 563 Table of Contents City of Chandler Schedules and Terms 2021-22 Adopted Budget Schedule 1 Total Expenditures and Budget by Fund Fund Description $ FY 2019-20 FY 2020-21 FY 2020-21 FY 2020-21 FY 2021-22 Actual Adopted Adjusted Estimated Adopted Expenditure Budget Budget Expenditure 101 202 215 216 217 General Fund Police Forfeiture Highway User Revenue Fund Local Transportation Assistance Fund Operating Grants 240,378,802 2,246,327 7,773,120 1,289,002 1,324,883 218 219 224 227 230 232 233 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 391,362 880,766 1,174,488 683,949 590,011 127,939 5,329,615 234 236 240 310 401 402 403 404 411 412 415 417 420 422 423 424 425 426 427 430 431 433 435 440 441 460 465 470 475 Capital Fund Program Grant Proceeds Reinvestment Projects Public Housing Grant Contingency General Obligation Debt Service General Government Capital Projects Equipment Replacement Technology Replacement Vehicle Replacement Streets General Obligation Bonds Storm Sewer GO Bonds Arterial Street Impact Fees Capital Grants Park Bonds 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 Public Safety Bonds - Police Police Impact Fees Public Safety Bonds - Fire Fire Impact Fees 269,297 62,679 28,763,819 19,863,199 4,862,624 4,257,149 16,658,117 72,240 4,191,544 16,444,304 5,499,435 72,723 10,284 25,564 88,854 12,500 92,411 55,263 1,116,288 2,160,483 - $ 316,992,227 779,000 22,080,095 3,153,594 5,054,257 $ 275,609,140 779,000 21,879,989 3,173,819 44,708,805 $ 238,408,684 285,000 10,582,227 511,037 28,035,031 Budget $ 306,685,101 772,000 23,862,840 2,241,395 74,819,420 880,000 2,417,014 1,616,845 1,243,403 880,000 2,449,455 1,620,142 1,243,403 585,844 2,443,646 1,470,142 1,053,572 970,000 2,283,325 1,568,000 1,168,106 666,904 167,535 5,866,577 850,000 183,000 3,000,000 28,970,415 51,174,297 666,904 167,535 5,866,624 850,000 183,000 3,000,000 28,970,415 51,302,378 664,894 167,523 5,861,862 743,170 94,200 27,135,385 9,607,471 685,457 171,831 6,426,000 950,000 3,046,200 3,000,000 40,479,500 55,002,615 388,000 6,323,271 9,399,015 32,278,188 294,898 37,567,133 54,548,319 11,377,098 535,385 2,185,655 155,500 409,000 9,372,583 500 59,300 9,800 98,931 41,500 500 67,798 1,500 123,049 254,623 675,390 5,647,589 9,399,015 31,666,183 294,898 36,982,434 59,243,105 9,585,944 535,385 3,238,215 155,500 409,000 8,970,023 500 59,300 9,800 98,931 41,500 500 67,798 1,500 123,049 254,623 5,434,979 4,837,599 13,315,604 56,917 5,263,567 11,150,885 1,897,642 27,000 37,390 23,439 500 1,833 4,706 - 397,060 3,969,735 3,411,600 26,493,871 582,000 28,914,935 44,646,239 11,280,619 701,000 2,130,289 6,000 6,000 4,292,368 16,600 2,756 2,000 16,600 400 1,068,835 231,000 6,697,000 16,600 564 Table of Contents City of Chandler Schedules and Terms 2021-22 Adopted Budget FY 2019-20 FY 2020-21 FY 2020-21 FY 2020-21 FY 2021-22 Actual Adopted Adjusted Estimated Adopted Expenditure Budget Budget Expenditure Budget 4,707,763 43,720,294 44,429,120 2,442,093 58,724,710 17,389,714 7,937,228 7,668,677 88,553 6,188,300 128,827 - - - - 44,223,204 67,453,129 65,106,625 46,658,872 70,893,811 601 Fund Description Water Bonds - Capital Projects 603 Water System Dev Fees 604 Water Resource System Dev Fees 605 Water Operating 610 Reclaimed Water System Dev Fees 506,712 7,974,101 7,974,101 197,283 7,224,359 611 Wastewater Bonds - Capital Projects 2,150,606 12,764,282 11,769,811 4,645,589 6,124,222 612 614 Reclaimed Water Operating Wastewater System Dev Fees 1,787,360 - 1,959,503 6,224,500 2,173,816 5,924,500 1,649,174 - 1,765,578 24,900 615 Wastewater Operating 40,593,388 95,601,192 94,401,303 39,548,202 166,678,133 616 625 WW Industrial Process Treatment Solid Waste Operating 7,554,513 15,014,622 16,866,006 17,535,827 19,545,753 17,090,062 8,324,775 15,969,800 14,929,939 19,171,803 635 Airport Operating 1,255,544 2,719,428 2,729,550 1,282,411 4,186,730 736 Workers' Comp. Self Insurance Trust 2,877,332 4,638,141 5,385,665 3,126,730 4,654,684 737 Insured Liability Self Insurance 2,411,184 6,440,199 6,590,748 5,712,081 6,875,477 738 Uninsured Liability Self Insurance 506,049 1,726,800 1,726,800 798,225 1,745,371 739 Short Term Disability Self Insurance 187,227 581,644 581,659 302,000 607,852 740 Dental Self Insurance 1,883,192 2,605,000 2,605,000 1,680,000 2,619,000 741 Medical Self Insurance Trust 21,018,940 23,767,977 24,587,979 24,034,409 26,376,426 833 Museum Trust 1,159 35,410 35,410 15,000 28,710 834 Parks & Recreation Trust 64,642 118,559 118,559 78,409 151,036 836 Library Trust Grand Total 28,920 $ 531,059,940 81,000 $ 931,336,929 81,000 $ 931,336,929 $ 14,700 88,000 526,270,055 $ 1,058,074,338 565 Table of Contents City of Chandler Schedules and Terms 2021-22 Adopted Budget Schedule 2 FY 2021-22 Summary of Department Budget by Fund Fund Description $ Mayor & City City City Community & Community Cultural Debt Council Clerk Manager Magistrate Public Affairs Services Development Service 101 General Fund 202 Police Forfeiture 1,041,711 $ 1,197,666 $ 1,491,322 $ 4,996,699 $ 2,888,741 $ 27,604,362 $ 3,779,431 215 Highway User Revenue 216 Local Transportation Assistance 217 Grants 218 HOME Program 219 Community Development Block Grant 224 PHA Family Sites 227 PHA Elderly and Scattered Site 230 PHA Management 232 PHA Family Self Sufficiency 233 Hsg Authority Section 8 Voucher 234 Capital Fund Program Grant 236 Proceeds Reinvestment Projects 240 Public Housing Grant Contingency 310 General Obligation Debt Service 401 General Government Capital Project 5,414,660 1,337,385 402 Equipment Replacement 403 Technology Replacement 404 Vehicle Replacement 411 Streets Gen'l Oblig. Bonds 412 Storm Sewer GO Bonds 415 Arterial Street Impact Fees 417 Capital Grant 1,804,685 420 Park Bonds 11,280,619 423 Municipal Arts Fund 424 Park Impact Fees 425 Park NW Impact Fees 426 Park NE Impact Fees 427 Park SE Impact Fees 431 Library Impact Fees 433 Art Center Bonds 435 Museum Bonds 440 Public Building Impact Fees 441 Public Building Bonds 460 Public Safety Bonds - Police 465 Police Impact Fees 470 Public Safety Bonds - Fire 475 Fire Impact Fees 601 Water Bonds - Capital Projects 603 Water System Dev Fees 605 Water Operating 610 Reclaimed Water SDF 611 Wastewater Bonds - Capital Projects 612 Reclaimed Water Operating 614 Wastewater System Dev Fees 615 Wastewater Operating 616 WW Industrial Process Treatment 625 Solid Waste Operating 635 Airport Operating 736 Workers' Comp. Self Insurance Trust 737 Unsured Liability Self Insurance 738 Uninsured Liability Self Insurance 739 Short Term Disability Self Insurance 740 Dental Self Insurance 741 Medical Self Insurance Trust 831 Museum Trust 834 836 Parks & Recreation Trust Library Trust $ - 40,144,916 248,600 196,356 650,000 2,130,289 4,286,368 2,756 14,663,089 18,945,920 24,710 Grand Total $ 1,041,711 $ 1,197,666 $ 1,491,322 $ 4,996,699 $ 2,888,741 $ 129,536 80,000 21,500 52,979,119 $ 6,012,138 $ 73,753,925 566 Table of Contents City of Chandler Schedules and Terms Development Information Services Technology Fund 101 $ 9,465,361 $ 12,631,421 2021-22 Adopted Budget Management Neighborhood Non- Organizational Public Safety Public Safety Public Works Services Resources Departmental Support Fire Police & Utilities Law $ 3,915,729 $ 8,211,540 $ 4,036,275 $ 80,828,928 202 $ 16,215,273 $ 38,237,224 $ 22,000 215 721,506 79,309,326 $ 750,000 1,713,400 216 54,200 217 74,762,956 10,834,092 306,685,101 772,000 21,427,934 2,064,697 Grand Total $ 122,498 56,464 23,862,840 2,241,395 74,819,420 218 947,000 23,000 970,000 219 1,975,325 308,000 2,283,325 224 1,499,345 68,655 1,568,000 227 1,099,806 68,300 1,168,106 230 672,257 13,200 685,457 232 166,331 5,500 171,831 6,426,000 233 6,235,066 190,934 234 924,308 25,692 950,000 236 3,044,200 2,000 3,046,200 240 3,000,000 334,584 40,479,500 310 401 1,335,092 7,683,619 3,000,000 8,693,082 402 105,777 403 3,969,735 404 201,700 411 2,002,463 28,000 58,800 997,200 8,889,998 1,828,075 7,136,438 12,684,266 291,283 55,002,615 397,060 3,969,735 168,400 1,377,400 75,140 331,500 3,411,600 24,416,268 26,493,871 412 31,199 550,801 582,000 415 16,600 28,898,335 28,914,935 37,336,626 44,646,239 417 715,737 4,592,835 420 11,280,619 423 51,000 701,000 424 2,130,289 425 6,000 426 6,000 6,000 6,000 427 6,000 4,292,368 431 16,600 16,600 433 2,756 435 2,000 2,000 440 16,600 16,600 441 400 400 460 1,068,835 465 1,068,835 231,000 231,000 470 6,697,000 475 6,697,000 16,600 16,600 601 58,724,710 603 2,185,531 605 684,694 11,688,600 610 14,000 16,600 7,224,359 6,124,222 1,536,178 1,765,578 50,529,200 96,679,098 166,678,133 612 229,400 24,900 616 6,188,300 70,893,811 7,207,759 614 523,915 4,002,769 43,843,428 6,124,222 611 615 58,724,710 24,900 2,005,600 12,924,339 14,929,939 625 225,266 2,243,800 16,702,737 19,171,803 635 11,516 220,725 3,954,489 3,581,600 1,032,472 736 40,612 737 6,066,777 738 4,654,684 808,700 1,145,951 6,875,477 599,420 739 565,700 740 2,619,000 741 4,186,730 53,040 25,819,400 1,745,371 42,152 607,852 2,619,000 503,986 26,376,426 833 4,000 28,710 834 836 8,000 151,036 88,000 $ 14,441,859 $ 21,788,431 $ 9,982,506 $ 9,509,943 $ 23,599,913 $ 275,737,318 $ 37,553,442 $ 46,762,299 $ 89,989,746 $ 384,347,560 $ 1,058,074,338 567 Table of Contents City of Chandler Schedules and Terms 2021-22 Adopted Budget Salary Plan Effective 7/1/21 The information in the following tables reflects personnel system data effective July 1, 2021. Classification titles listed may not be used during the entire fiscal year. The annual minimum and maximum amounts do not include the public safety market adjustment, which is determined at a later date in the fiscal year. Job Groups: A Administrative L Laborer PS Police Sergeant C M S Confidential Management Supervisory Classification Title D O X Director Police Officer Seasonal Job Group F P Grade Fire Professional FB PL Fire Battalion Police Lieutenant FLSA Annual Annual Status Minimum Maximum ACCOUNTING MANAGER M 29 Ex $92,344 $129,282 ACCOUNTING SPECIALIST A 16 Non-Ex $39,811 $53,768 ACCOUNTING SUPERVISOR S 26 Ex $73,306 $102,628 ADMIN LIBRARIAN S 24 Ex $63,419 $87,869 ADMIN SERVICES CLERK A 12 Non-Ex $32,718 $44,200 ADMINISTRATIVE ASST A 15 Non-Ex $37,918 $51,189 AIRPORT BUSINESS COORDINATOR S 24 Ex $63,419 $87,869 AIRPORT MANAGER M 30 Ex $99,732 $139,623 AIRPORT OPERATIONS & MAINT TECH - CDL L 19 Non-Ex $46,093 $62,234 AIRPORT OPERATIONS & MAINTENANCE SUPV S 22 Non-Ex $55,390 $75,358 AIRPORT PLANNING ADMINISTRATOR M 27 Ex $79,170 $110,837 AQUATICS MAINTENANCE HELPER L 13 Non-Ex $34,341 $46,405 AQUATICS MAINTENANCE SUPERVISOR S 22 Non-Ex $55,390 $75,358 AQUATICS MAINTENANCE TECHNICIAN L 20 Non-Ex $48,402 $65,312 AQUATICS SUPERINTENDENT S 26 Ex $73,306 $102,628 ARTS & CULTURE MANAGER M 30 Ex $99,732 $139,623 ASSOCIATE PLANNER P 22 Ex $55,390 $75,358 ASST ARTS CENTER MANAGER S 25 Ex $67,891 $95,035 ASST CITY ATTORNEY M 31 Ex $107,710 $150,792 ASST CITY CLERK S 25 Ex $67,891 $95,035 ASST CITY MANAGER D 36 Ex $142,505 $217,912 ASST CITY PROSECUTOR I M 27 Ex $79,170 $110,837 ASST CITY PROSECUTOR II M 29 Ex $92,344 $129,282 ASST FIRE CHIEF M FAC Ex $145,752 $158,342 ASST LIBRARY MANAGER S 26 Ex $73,306 $102,628 ASST POLICE CHIEF M PAC Ex $174,415 $174,415 ASST TO CITY MANAGER P 27 Ex $79,170 $110,837 BENEFITS ANALYST C 24 Ex $63,419 $87,869 BENEFITS PROGRAM MANAGER C 28 Ex $85,504 $119,728 BOX OFFICE ASSOCIATE A 14 Non-Ex $36,109 $48,714 BOX OFFICE SUPERVISOR S 20 Non-Ex $48,402 $65,312 BUDGET & RESEARCH ANALYST C 24 Ex $63,419 $87,869 BUDGET MANAGEMENT ASST C 22 Ex $55,390 $75,358 BUDGET MANAGER M 29 Ex $92,344 $129,282 BUILDING INSPECTIONS MANAGER M 27 Ex $79,170 $110,837 BUILDING INSPECTOR A 23 Non-Ex $59,301 $81,536 BUILDING OFFICIAL M 30 Ex $99,732 $139,623 568 Table of Contents City of Chandler Schedules and Terms Classification Title 2021-22 Adopted Budget Job Group Grade FLSA Annual Annual Status Minimum Maximum BUSINESS COMPLIANCE COORDINATOR P 23 Non-Ex $59,301 $81,536 BUSINESS SYSTEMS SUPPORT ANALYST P 26 Ex $73,306 $102,628 BUSINESS SYSTEMS SUPPORT SPECIALIST P 23 Ex $59,301 $81,536 BUSINESS SYSTEMS SUPPORT SUPERVISOR S 27 Ex $79,170 $110,837 BUSINESS SYSTEMS SUPPORT TECHNICIAN A 22 Non-Ex $55,390 $75,358 CAPITAL PROJECTS MANAGER M 30 Ex $99,732 $139,623 CHEMIST P 22 Ex $55,390 $75,358 CHIEF INFORMATION OFFICER D 34 Ex $124,469 $190,332 CITY CLERK MANAGEMENT ASST P 22 Ex $55,390 $75,358 CITY CLERK RECORDS SPECIALIST A 15 Non-Ex $37,918 $51,189 CITY PLANNER P 24 Ex $63,419 $87,869 CITY PROSECUTOR M 31 Ex $107,710 $150,792 CITY RECORDS MANAGEMENT COORDINATOR P 23 Ex $59,301 $81,536 CITY TRANSPORTATION ENGINEER M 30 Ex $99,732 $139,623 CIVILIAN RANGE INSTRUCTOR A 21 Non-Ex $51,771 $68,869 CODE ENFORCEMENT SUPERVISOR S 23 Non-Ex $59,301 $81,536 CODE INSPECTOR A 20 Non-Ex $48,402 $65,312 COMMERCIAL CODE INSPECTOR A 21 Non-Ex $51,771 $68,869 COMMUNICATIONS & PUBLIC AFFAIRS DIRECTOR D 34 Ex $124,469 $190,332 COMMUNICATIONS MANAGER M 27 Ex $79,170 $110,837 COMMUNITY DEV & RESOURCES SUPERVISOR S 25 Ex $67,891 $95,035 COMMUNITY DEVELOPMENT COORDINATOR A 21 Non-Ex $51,771 $68,869 COMMUNITY ENGAGEMENT SPECIALIST P 23 Ex $59,301 $81,536 COMMUNITY NAVIGATOR SUPERVISOR A 20 Non-Ex $48,402 $65,312 COMMUNITY OUTREACH COORDINATOR P 22 Ex $55,390 $75,358 COMMUNITY RESOURCES & DIVERSITY SUPV P 25 Ex $67,891 $95,035 COMMUNITY RESOURCES COORDINATOR A 21 Non-Ex $51,771 $68,869 COMMUNITY RESOURCES MANAGER M 26 Ex $73,306 $102,628 COMMUNITY SERVICES DIRECTOR D 34 Ex $124,469 $190,332 COMMUNITY SERVICES PLANNING MANAGER M 29 Ex $92,344 $129,282 CONSTRUCTION PERMIT REPRESENTATIVE A 16 Non-Ex $39,811 $53,768 CONSTRUCTION PROJECT MANAGER P 25 Ex $67,891 $95,035 CONTRACT COMPLIANCE SPECIALIST A 21 Non-Ex $51,771 $68,869 CONTRACT SERVICES REPRESENTATIVE A 21 Non-Ex $51,771 $68,869 COURT ADMINISTRATOR M 30 Ex $99,732 $139,623 COURT CLERK I A 16 Non-Ex $39,811 $53,768 COURT CLERK II A 17 Non-Ex $41,829 $56,410 COURT CLERK III A 19 Non-Ex $46,093 $62,234 COURT COMMISSIONER M 34 Ex $124,469 $190,332 COURT INTERPRETER A 19 Non-Ex $46,093 $62,234 COURT SECURITY OFFICER A 14 Non-Ex $36,109 $48,714 COURT SERVICES SUPERVISOR S 23 Ex $59,301 $81,536 CRIME ANALYSIS SUPERVISOR S 25 Ex $67,891 $95,035 CRIME PREVENTION SPECIALIST A 19 Non-Ex $46,093 $62,234 CRIME SCENE SUPERVISOR S 25 Ex $67,891 $95,035 569 Table of Contents City of Chandler Schedules and Terms Classification Title 2021-22 Adopted Budget Job Group Grade FLSA Annual Annual Status Minimum Maximum CRIME SCENE TECHNICIAN I A 18 Non-Ex $43,805 $59,218 CRIME SCENE TECHNICIAN II A 20 Non-Ex $48,402 $65,312 CRISIS INTERVENTION COORD S 24 Ex $63,419 $87,869 CULTURAL AFFAIRS COORD P 24 Ex $63,419 $87,869 CULTURAL DEVELOPMENT DIRECTOR A 34 Ex $124,469 $190,332 CUSTODIAL SUPERVISOR S 20 Non-Ex $48,402 $65,312 CUSTODIAN L 10 Non-Ex $29,661 $40,061 CUSTOMER SERVICE & PERMITTING MANAGER M 27 Ex $79,170 $110,837 CUSTOMER SERVICE REPRESENTATIVE A 14 Non-Ex $36,109 $48,714 CUSTOMER SERVICE SUPERVISOR S 23 Ex $59,301 $81,536 DEPUTY COURT ADMINISTRATOR M 26 Ex $73,306 $102,628 DETENTION OFFICER A 18 Non-Ex $43,805 $59,218 DETENTION OFFICER TRAINEE A 17 Non-Ex $41,829 $56,410 DEVELOPMENT ENGINEERING MANAGER M 30 Ex $99,732 $139,623 DEVELOPMENT PROJECT ADMINISTRATOR P 26 Ex $73,306 $102,628 DEVELOPMENT PROJECT COORDINATOR P 24 Ex $63,419 $87,869 DEVELOPMENT SERVICES DIRECTOR D 34 Ex $124,469 $190,332 DIGITAL CONTENT CREATOR P 23 Ex $59,301 $81,536 DIGITAL CONTENT STRATEGIST P 25 Ex $67,891 $95,035 DIGITAL MEDIA JOURNALIST A 21 Non-Ex $51,771 $68,869 DISPATCH SUPERVISOR S 23 Non-Ex $59,301 $81,536 DISPATCHER A 19 Non-Ex $46,093 $62,234 DOWNTOWN REDEVELOPMENT SPECIALIST P 25 Ex $67,891 $95,035 ECONOMIC DEVELOPMENT DIRECTOR D 34 Ex $124,469 $190,332 ECONOMIC DEVELOPMENT MANAGER M 29 Ex $92,344 $129,282 ECONOMIC DEVELOPMENT PROJECT MANAGER P 26 Ex $73,306 $102,628 ECONOMIC DEVELOPMENT SPECIALIST P 25 Ex $67,891 $95,035 ECONOMIC DEVL RESEARCH ASST A 21 Non-Ex $51,771 $68,869 ELECTRICIAN L 21 Non-Ex $51,771 $68,869 EMERGENCY CALL TAKER A 17 Non-Ex $41,829 $56,410 EMS SPECIALIST A 21 Non-Ex $51,771 $68,869 ENERGY MANAGEMENT CONTROLS SPECIALIST L 23 Non-Ex $59,301 $81,536 ENGINEER P 26 Ex $73,306 $102,628 ENGINEER ASST P 24 Ex $63,419 $87,869 ENGINEERING PROJECT MANAGER P 25 Ex $67,891 $95,035 ENGINEERING RECORDS SPECIALIST A 19 Non-Ex $46,093 $62,234 ENGINEERING TECHNICIAN A 20 Non-Ex $48,402 $65,312 ENVIRONMENTAL PROGRAM MANAGER M 27 Ex $79,170 $110,837 ENVIRONMENTAL PROGRAM SPECIALIST P 24 Ex $63,419 $87,869 ENVIRONMENTAL PROGRAM TECHNICIAN A 21 Non-Ex $51,771 $68,869 ENVIRONMENTAL PROGRAMS COORDINATOR P 24 Ex $63,419 $87,869 EXECUTIVE MANAGEMENT ASST P 22 Ex $55,390 $75,358 EXHIBITS CURATOR P 23 Ex $59,301 $81,536 FACILITIES & FLEET MANAGER M 30 Ex $99,732 $139,623 FACILITIES MAINTENANCE SUPERINTENDENT S 26 Ex $73,306 $102,628 570 Table of Contents City of Chandler Schedules and Terms Classification Title 2021-22 Adopted Budget Job Group Grade FLSA Annual Annual Status Minimum Maximum FACILITIES MAINTENANCE SUPERVISOR S 23 Non-Ex $59,301 $81,536 FACILITIES MAINTENANCE WORKER L 16 Non-Ex $39,811 $53,768 FACILITY MAINTENANCE TECHNICIAN L 20 Non-Ex $48,402 $65,312 FAMILY SELF-SUFF SPECIALIST A 20 Non-Ex $48,402 $65,312 FINANCIAL ANALYST P 24 Ex $63,419 $87,869 FINANCIAL SERVICES ANALYST P 26 Ex $73,306 $102,628 FIRE ACCREDITATION & DATA COORDINATOR P 22 Ex $55,390 $75,358 FIRE BATTALION CHIEF (40 Hours) FB FB Ex $113,733 $123,528 FIRE BATTALION CHIEF (56 Hours) FB FB Non-Ex $113,733 $123,528 FIRE BUDGET & RESEARCH ANALYST P 24 Ex $63,419 $87,869 FIRE CAPTAIN (40 Hours) F FC Non-Ex $83,364 $89,588 FIRE CAPTAIN (56 Hours) F FC Non-Ex $83,977 $89,588 FIRE CHIEF D 35 Ex $133,183 $203,656 FIRE ENGINEER (40 Hours) F FE Non-Ex $71,509 $79,398 FIRE ENGINEER (56 Hours) F FE Non-Ex $71,509 $79,398 FIRE FACILITIES MAINTENANCE TECHNICIAN L 20 Non-Ex $48,402 $65,312 FIRE MANAGEMENT COORDINATOR S 26 Ex $73,306 $102,628 FIRE MARSHAL M 28 Ex $85,504 $119,728 FIRE MECHANIC - CDL L 21 Non-Ex $51,771 $68,869 FIRE PREVENTION SPECIALIST A 23 Non-Ex $59,301 $81,536 FIRE PREVENTION SUPERVISOR S 25 Non-Ex $67,891 $95,035 FIRE SUPPORT SERVICES TECHNICIAN A 18 Non-Ex $43,805 $59,218 FIREFIGHTER (40 Hours) F FF Non-Ex $48,325 $67,589 FIREFIGHTER (56 Hours) F FF Non-Ex $48,675 $67,589 FLEET EQUIPMENT SERVICE WRITER A 17 Non-Ex $41,829 $56,410 FLEET INVENTORY SPECIALIST P 21 Ex $51,771 $68,869 FLEET SERVICES SUPERINTENDENT S 26 Ex $73,306 $102,628 FOOD & BEVERAGE COORDINATOR A 20 Non-Ex $48,402 $65,312 FORENSIC ASST A 17 Non-Ex $41,829 $56,410 FORENSIC SCIENTIST I P 22 Ex $55,390 $75,358 FORENSIC SCIENTIST II P 24 Ex $63,419 $87,869 FORENSIC SCIENTIST III P 26 Ex $73,306 $102,628 FORENSIC SCIENTIST SUPERVISOR S 27 Ex $79,170 $110,837 GIS ANALYST S 26 Ex $73,306 $102,628 GIS MANAGER M 27 Ex $79,170 $110,837 GIS SPECIALIST P 24 Ex $63,419 $87,869 GIS TECHNICIAN I A 21 Non-Ex $51,771 $68,869 GIS TECHNICIAN II A 23 Non-Ex $59,301 $81,536 GOVERNMENT RELATIONS & POLICY MANAGER C 31 Ex $107,710 $150,792 GOVERNMENT RELATIONS COORDINATOR C 26 Ex $73,306 $102,628 GRAFFITI ABATEMENT TECHNICIAN L 16 Non-Ex $39,811 $53,768 GRAPHIC DESIGNER P 22 Ex $55,390 $75,358 GROUNDSKEEPER L 12 Non-Ex $32,718 $44,200 HOUSING ADMINISTRATION SUPERVISOR S 25 Ex $67,891 $95,035 HOUSING AND REDEVELOPMENT MANAGER M 29 Ex $92,344 $129,282 571 Table of Contents City of Chandler Schedules and Terms Classification Title 2021-22 Adopted Budget Job Group Grade FLSA Annual Annual Status Minimum Maximum HOUSING ASSISTANT A 18 Non-Ex $43,805 $59,218 HOUSING FINANCIAL SUPERVISOR S 25 Ex $67,891 $95,035 HOUSING MAINTENANCE SUPERVISOR S 23 Ex $59,301 $81,536 HOUSING MAINTENANCE WORKER L 16 Non-Ex $39,811 $53,768 HOUSING PROJECT COORDINATOR P 23 Ex $59,301 $81,536 HOUSING QUALITY STANDARDS INSPECTOR A 18 Non-Ex $43,805 $59,218 HOUSING REHAB SPECIALIST A 21 Non-Ex $51,771 $68,869 HOUSING SPECIALIST A 19 Non-Ex $46,093 $62,234 HUMAN RESOURCES ANALYST C 23 Ex $59,301 $81,536 HUMAN RESOURCES DIRECTOR D 34 Ex $124,469 $190,332 HUMAN RESOURCES MANAGER C 28 Ex $85,504 $119,728 HUMAN RESOURCES MGR BENEFIT/COMPENSATION C 28 Ex $85,504 $119,728 HUMAN RESOURCES SPECIALIST I C 19 Non-Ex $46,093 $62,234 HVAC TECHNICIAN L 21 Non-Ex $51,771 $68,869 IMPOUND HEARING SPECIALIST A 17 Non-Ex $41,829 $56,410 INDUSTRIAL WASTE INSPECTOR L 20 Non-Ex $48,402 $65,312 INSTRUMENTATION TECHNICIAN A 21 Non-Ex $51,771 $68,869 IT APPLICATIONS MANAGER M 29 Ex $92,344 $129,282 IT CHIEF APPLICATIONS OFFICER M 31 Ex $107,710 $150,792 IT CHIEF INFORMATION SECURITY OFFICER M 31 Ex $107,710 $150,792 IT CHIEF TECHNOLOGY OFFICER M 31 Ex $107,710 $150,792 IT DATA SERVICES MANAGER M 29 Ex $92,344 $129,282 IT DATABASE ADMINISTRATOR P 28 Ex $85,504 $119,728 IT DATABASE ANALYST P 27 Ex $79,170 $110,837 IT FINANCIAL SERVICES ANALYST P 25 Ex $67,891 $95,035 IT INFRASTRUCTURE MANAGER M 30 Ex $99,732 $139,623 IT MESSAGING ANALYST P 27 Ex $79,170 $110,837 IT MESSAGING INTEGRATION DEVELOPER P 28 Ex $85,504 $119,728 IT MESSAGING MANAGER M 29 Ex $92,344 $129,282 IT NETWORK ANALYST P 25 Ex $67,891 $95,035 IT PRINCIPAL PROGRAMMER/ANALYST S 28 Ex $85,504 $119,728 IT PRINCIPAL SERVICE DELIVERY ANALYST S 28 Ex $85,504 $119,728 IT PRINCIPAL SYSTEMS SPECIALIST P 28 Ex $85,504 $119,728 IT PROGRAMMER/ANALYST P 27 Ex $79,170 $110,837 IT PROJECT MANAGER P 28 Ex $85,504 $119,728 IT SECURITY ADMINISTRATOR S 28 Ex $85,504 $119,728 IT SECURITY ANALYST P 26 Ex $73,306 $102,628 IT SERVICE DELIVERY ANALYST P 26 Ex $73,306 $102,628 IT SERVICE DESK SPECIALIST P 25 Ex $67,891 $95,035 IT SERVICE DESK SUPERVISOR S 28 Ex $85,504 $119,728 IT SERVICE DESK TECHNICIAN A 22 Non-Ex $55,390 $75,358 IT SERVICES MANAGER M 30 Ex $99,732 $139,623 IT SR DATABASE ADMINISTRATOR P 28 Ex $85,504 $119,728 IT SR NETWORK ANALYST P 27 Ex $79,170 $110,837 IT SR PROGRAMMER/ANALYST P 28 Ex $85,504 $119,728 572 Table of Contents City of Chandler Schedules and Terms Classification Title 2021-22 Adopted Budget Job Group Grade FLSA Annual Annual Status Minimum Maximum IT SR SERVICE DELIVERY ANALYST P 27 Ex $79,170 $110,837 IT SR SYSTEMS SPECIALIST P 26 Ex $73,306 $102,628 IT SUPPORT MANAGER M 29 Ex $92,344 $129,282 IT SYSTEMS SPECIALIST P 25 Ex $67,891 $95,035 IT TRAINING COORDINATOR P 24 Ex $63,419 $87,869 IT WEB DEVELOPER P 26 Ex $73,306 $102,628 IT WEBMASTER P 27 Ex $79,170 $110,837 LABORATORY SUPERVISOR S 25 Ex $67,891 $95,035 LANDSCAPE COMPLIANCE COORD A 21 Non-Ex $51,771 $68,869 LANDSCAPE MAINTENANCE TECHNICIAN L 20 Non-Ex $48,402 $65,312 LAW OFFICE SUPERVISOR C 22 Ex $55,390 $75,358 LEAD ADMIN SERVICES CLERK A 15 Non-Ex $37,918 $51,189 LEAD BILLING & CUSTOMER RELATIONS SPEC A 18 Non-Ex $43,805 $59,218 LEAD CIVIL ENGINEERING INSPECTOR A 24 Non-Ex $63,419 $87,869 LEAD CODE INSPECTOR A 21 Non-Ex $51,771 $68,869 LEAD CRIME SCENE TECHNICIAN A 22 Non-Ex $55,390 $75,358 LEAD CUSTODIAN L 14 Non-Ex $36,109 $48,714 LEAD FACILITIES OPERATIONS TECHNICIAN L 22 Non-Ex $55,390 $75,358 LEAD FIRE PREVENTION SPECIALIST S 24 Non-Ex $63,419 $87,869 LEAD FLEET TECHNICIAN - CDL L 22 Non-Ex $55,390 $75,358 LEAD GARDENER L 17 Non-Ex $41,829 $56,410 LEAD HOUSING MAINTENANCE WORKER L 17 Non-Ex $41,829 $56,410 LEAD LEGAL SECRETARY C 21 Non-Ex $51,771 $68,869 LEAD PARK RANGER A 17 Non-Ex $41,205 $55,578 LEAD REVERSE OSMOSIS PLANT OPERATOR L 22 Non-Ex $55,390 $75,358 LEAD SIGNALS & LIGHTING TECHNICIAN L 22 Non-Ex $55,390 $75,358 LEAD SOLID WASTE ENVIRONMENTAL SPECIALIST L 21 Non-Ex $51,771 $68,869 LEAD SUPPLY SPECIALIST A 16 Non-Ex $39,811 $53,768 LEAD TAX AUDITOR P 24 Ex $63,419 $87,869 LEAD TRAFFIC OPERATIONS TECHNICIAN - CDL L 20 Non-Ex $48,402 $65,312 LEAD UTILITY METER TECHNICIAN L 18 Non-Ex $43,805 $59,218 LEAD UTILITY SYSTEMS TECHNICIAN - CDL L 20 Non-Ex $48,402 $65,312 LEAD WASTEWATER TREATMENT PLANT OPERATOR L 22 Non-Ex $55,390 $75,358 LEGAL CLERK C 14 Non-Ex $36,109 $48,714 LEGAL SECRETARY C 17 Non-Ex $41,829 $56,410 LIBRARIAN P 22 Ex $55,390 $75,358 LIBRARY ACCESS SERVICES COORDINATOR S 22 Ex $55,390 $75,358 LIBRARY AIDE A 13 Non-Ex $34,341 $46,405 LIBRARY ASSOCIATE A 17 Non-Ex $41,829 $56,410 LIBRARY ASST A 15 Non-Ex $37,918 $51,189 LIBRARY MANAGER M 30 Ex $99,732 $139,623 LICENSE INSPECTOR A 17 Non-Ex $41,829 $56,410 LIFEGUARD II X 10 Non-Ex $29,661 $40,061 MAINTENANCE PLANNER/SCHEDULER L 21 Non-Ex $51,771 $68,869 MANAGEMENT ANALYST P 22 Ex $55,390 $75,358 573 Table of Contents City of Chandler Schedules and Terms Classification Title 2021-22 Adopted Budget Job Group Grade FLSA Annual Annual Status Minimum Maximum MANAGEMENT ASST C 19 Non-Ex $46,093 $62,234 MANAGEMENT SERVICES DIRECTOR D 34 Ex $124,469 $190,332 MARKETING & COMMUNICATIONS COORD P 24 Ex $63,419 $87,869 MARKETING COORD P 22 Ex $55,390 $75,358 MAYOR AND COUNCIL COMMUNICATIONS MANAGER C 27 Ex $79,170 $110,837 MEDICAL LEAVE COORDINATOR C 24 Ex $63,419 $87,869 METER SERVICES SUPERVISOR S 23 Non-Ex $59,301 $81,536 MUSEUM ADMINISTRATOR M 29 Ex $92,344 $129,282 MUSEUM COLLECTIONS COORDINATOR P 23 Ex $59,301 $81,536 MUSEUM EDUCATION COORDINATOR P 23 Ex $59,301 $81,536 NEIGHBORHOOD ENHANCEMENT COORDINATOR A 22 Non-Ex $55,390 $75,358 NEIGHBORHOOD PRESERVATION TECHNICIAN A 17 Non-Ex $41,829 $56,410 NEIGHBORHOOD PROGRAMS ADMINISTRATOR P 25 Ex $67,891 $95,035 NEIGHBORHOOD RESOURCES DIRECTOR D 34 Ex $124,469 $190,332 NEIGHBORHOOD SERVICES MANAGER M 27 Ex $79,170 $110,837 NEIGHBORHOOD SERVICES SUPERVISOR S 25 Ex $67,891 $95,035 OFFICE ASST A 12 Non-Ex $32,718 $44,200 OFFSET PRESS OPERATOR L 13 Non-Ex $34,341 $46,405 ORGANIZATIONAL DEVELOPMENT COORDINATOR C 26 Ex $73,306 $102,628 ORGANIZATIONAL DEVELOPMENT SPECIALIST C 22 Ex $55,390 $75,358 OUTSIDE PLANT FIBER SYSTEM SPECIALIST P 25 Ex $67,891 $95,035 PARALEGAL C 21 Non-Ex $51,771 $68,869 PARK MAINTENANCE TECHNICIAN - CDL L 20 Non-Ex $48,402 $65,312 PARK PLANNING PROJECT MANAGER P 25 Ex $67,891 $95,035 PARK RANGER A 16 Non-Ex $39,811 $53,768 PARK SPRAY TECHNICIAN L 15 Non-Ex $37,918 $51,189 PARKS CONTRACT COMPLIANCE INSPECTOR A 22 Non-Ex $55,390 $75,358 PARKS MAINTENANCE PROGRAM ADMINISTRATOR M 28 EX $85,504 $119,728 PARKS MAINTENANCE SUPERINTENDENT S 26 Ex $73,306 $102,628 PARKS MAINTENANCE SUPERVISOR S 23 Non-Ex $59,301 $81,536 PARKS MAINTENANCE SUPERVISOR - CDL S 23 Non-Ex $59,301 $81,536 PARKS OPERATIONS & MAINTENANCE MANAGER M 29 Ex $92,344 $129,282 PATRON SERVICES COORDINATOR P 21 Ex $51,771 $68,869 PAYROLL COORDINATOR C 20 Non-Ex $48,402 $65,312 PLAN REVIEW MANAGER M 27 Ex $79,170 $110,837 PLANNING ADMINISTRATOR M 30 Ex $99,732 $139,623 PLANNING ANALYST S 24 Ex $63,419 $87,869 PLANNING MANAGER M 28 Ex $85,504 $119,728 PLANS EXAMINER A 23 Non-Ex $59,301 $81,536 POLICE ACCREDITATION & COMPLIANCE COORD P 22 Ex $55,390 $75,358 POLICE ADMINISTRATIVE SPECIALIST A 16 Non-Ex $39,811 $53,768 POLICE ADVISOR ASST C 19 Non-Ex $46,093 $62,234 POLICE CHIEF D 35 Ex $133,183 $203,656 POLICE COMMANDER M PCM Ex $149,154 $157,801 POLICE COMMUNICATIONS MANAGER M 28 Ex $85,504 $119,728 574 Table of Contents City of Chandler Schedules and Terms Classification Title 2021-22 Adopted Budget Job Group Grade FLSA Annual Annual Status Minimum Maximum POLICE COMMUNICATIONS OPS SUPERVISOR S 25 Ex $67,891 $95,035 POLICE CRIME & INTELLIGENCE ANALYST P 22 Ex $55,390 $75,358 POLICE CRIME ANALYSIS DATA TECH A 17 Non-Ex $41,829 $56,410 POLICE DETENTION SUPERVISOR S 23 Non-Ex $59,301 $81,536 POLICE FIELD OPERATIONS SUPPORT MANAGER S 26 Ex $73,306 $102,628 POLICE FLEET AIDE A 15 Non-Ex $37,918 $51,189 POLICE FORENSICS SERVICE SECTION MANAGER M 28 Ex $85,504 $119,728 POLICE INVESTIGATIVE ANALYST A 21 Non-Ex $51,771 $68,869 POLICE INVESTIGATIVE SPECIALIST A 17 Non-Ex $41,829 $56,410 POLICE LIEUTENANT PL PL Non-Ex $112,739 $124,295 POLICE MENTAL HEALTH & WELLNESS COORD P 22 Ex $55,390 $75,358 POLICE OFFICER O PO Non-Ex $55,058 $79,739 POLICE OFFICER - LATERAL O PO Non-Ex $55,058 $79,739 POLICE OFFICER - LATERAL CERTIFIED O PO Non-Ex $55,058 $79,739 POLICE OFFICER - RECRUIT O PO Non-Ex $55,058 $55,058 POLICE OPERATIONS SUPPORT SUPERVISOR S 23 Non-Ex $59,301 $81,536 POLICE PLANNING & RESEARCH ANALYST P 24 Ex $63,419 $87,869 POLICE PLANNING & RESEARCH MANAGER M 28 Ex $85,504 $119,728 POLICE RADIO COMMUNICATIONS ANALYST P 24 Ex $63,419 $87,869 POLICE RECORDS CLERK A 15 Non-Ex $37,918 $51,189 POLICE RECORDS SPECIALIST A 16 Non-Ex $39,811 $53,768 POLICE RECORDS SUPERVISOR S 22 Non-Ex $55,390 $75,358 POLICE SERGEANT PS PS Non-Ex $83,741 $105,154 POLICE SUPPORT SERVICES MANAGER M 28 Ex $85,504 $119,728 POLICE TECHNOLOGY MANAGER M 29 Ex $92,344 $129,282 POLICE TRAINING & DEVELOPMENT COORD P 22 Ex $55,390 $75,358 POLICE VOLUNTEER COORD P 22 Ex $55,390 $75,358 POOL MANAGER S 16 Non-Ex $39,811 $53,768 PRETREATMENT SUPERVISOR S 24 Ex $63,419 $87,869 PRINCIPAL ENGINEER M 28 Ex $85,504 $119,728 PRINCIPAL PLANNER S 27 Ex $79,170 $110,837 PRINCIPAL PLANS EXAMINER P 25 Ex $67,891 $95,035 PRINT, MAIL & GRAPHICS SUPERVISOR S 24 Ex $63,419 $87,869 PROBATION MONITORING OFFICER P 23 Ex $59,301 $81,536 PROCUREMENT OFFICER P 23 Ex $59,301 $81,536 PRODUCTION COORDINATOR A 20 Non-Ex $48,402 $65,312 PROJECT ANALYST S 24 Ex $63,419 $87,869 PROJECT SUPPORT ASSISTANT A 17 Non-Ex $41,829 $56,410 PROPERTY & EVIDENCE SUPERVISOR S 22 Non-Ex $55,390 $75,358 PROPERTY & EVIDENCE TECHNICIAN A 17 Non-Ex $41,829 $56,410 PUBLIC INFORMATION OFFICER P 25 Ex $67,891 $95,035 PUBLIC WORKS & UTILITIES DIRECTOR D 34 Ex $124,469 $190,332 PUBLIC WORKS FINANCIAL SERVICES SUPV S 25 Ex $67,891 $95,035 PUBLIC WORKS INSPECTOR A 23 Non-Ex $59,301 $81,536 PURCHASING & MATERIAL MANAGER M 28 Ex $85,504 $119,728 575 Table of Contents City of Chandler Schedules and Terms Classification Title 2021-22 Adopted Budget Job Group Grade FLSA Annual Annual Status Minimum Maximum PURCHASING SPECIALIST A 21 Non-Ex $51,771 $68,869 QUARTERMASTER A 19 Non-Ex $46,093 $62,234 REAL ESTATE MANAGER S 26 Ex $73,306 $102,628 REAL ESTATE SPECIALIST P 24 Ex $63,419 $87,869 RECREATION COORDINATOR I S 21 Non-Ex $51,771 $68,869 RECREATION COORDINATOR II S 23 Ex $59,301 $81,536 RECREATION LEADER II S 11 Non-Ex $31,117 $42,099 RECREATION LEADER III S 14 Non-Ex $36,109 $48,714 RECREATION MANAGER M 29 Ex $92,344 $129,282 RECREATION SUPERINTENDENT S 25 Ex $67,891 $95,035 RECYCLING COORDINATOR P 22 Ex $55,390 $75,358 RENTAL & PROGRAM COORDINATOR A 20 Non-Ex $48,402 $65,312 REVENUE AND TAX MANAGER M 29 Ex $92,344 $129,282 REVENUE COLLECTIONS SUPERVISOR S 24 Ex $63,419 $87,869 REVENUE COLLECTOR A 18 Non-Ex $43,805 $59,218 REVERSE OSMOSIS FACILITY SUPERINTENDENT S 26 Ex $73,306 $102,628 REVERSE OSMOSIS WATER PLANT OPERATOR I L 19 Non-Ex $46,093 $62,234 REVERSE OSMOSIS WATER PLANT OPERATOR II L 21 Non-Ex $51,771 $68,869 RISK MANAGEMENT SPECIALIST C 17 Non-Ex $41,829 $56,410 RISK SERVICES COORDINATOR P 25 Ex $67,891 $95,035 SAFETY COORDINATOR C 24 Ex $63,419 $87,869 SECURITY OFFICER A 16 Non-Ex $39,811 $53,768 SERVICE EQUIPMENT WORKER L 13 Non-Ex $34,341 $46,405 SIGNAL SYSTEMS ANALYST P 25 Ex $67,891 $95,035 SIGNALS & LIGHTING FIELD SUPERVISOR S 24 Non-Ex $63,419 $87,869 SIGNS & MARKING FIELD SUPERVISOR S 23 Non-Ex $59,301 $81,536 SITE DEVELOPMENT COORDINATOR S 25 Ex $67,891 $95,035 SITE DEVELOPMENT INSPECTOR A 22 Non-Ex $55,390 $75,358 SITE DEVELOPMENT PLANS EXAMINER A 23 Non-Ex $59,301 $81,536 SOLID WASTE ENVIRONMENTAL SPECIALIST L 17 Non-Ex $41,829 $56,410 SOLID WASTE ENVIRONMENTAL SPECIALIST - CDL L 18 Non-Ex $43,805 $59,218 SOLID WASTE FIELD SUPERVISOR S 23 Non-Ex $59,301 $81,536 SOLID WASTE MANAGER M 26 Ex $73,306 $102,628 SOLID WASTE OPERATIONS SUPERVISOR S 23 Ex $59,301 $81,536 SOLID WASTE REPRESENTATIVE A 15 Non-Ex $37,918 $51,189 SPECIAL EVENTS COORDINATOR I S 21 Non-Ex $51,771 $68,869 SPECIAL EVENTS COORDINATOR II S 24 Ex $63,419 $87,869 SR ACCOUNTANT S 25 Ex $67,891 $95,035 SR ACCOUNTING SPECIALIST A 18 Non-Ex $43,805 $59,218 SR ADMINISTRATIVE ASST C 17 Non-Ex $41,829 $56,410 SR ASST CITY ATTORNEY M 32 Ex $116,327 $168,675 SR ASST CITY PROSECUTOR M 30 Ex $99,732 $139,623 SR BUDGET & RESEARCH ANALYST C 25 Ex $67,891 $95,035 SR BUILDING INSPECTOR S 25 Non-Ex $67,891 $95,035 SR BUSINESS SYSTEMS SUPPORT SPECIALIST P 24 Ex $63,419 $87,869 576 Table of Contents City of Chandler Schedules and Terms Classification Title 2021-22 Adopted Budget Job Group Grade FLSA Annual Annual Status Minimum Maximum SR CHEMIST P 24 Ex $63,419 $87,869 SR CRISIS INTERVENTION SPECIALIST P 22 Ex $55,390 $75,358 SR ENGINEER S 27 Ex $79,170 $110,837 SR FINANCIAL ANALYST S 26 Ex $73,306 $102,628 SR FIRE MECHANIC - CDL S 23 Non-Ex $59,301 $81,536 SR FLEET TECHNICIAN - CDL L 21 Non-Ex $51,771 $68,869 SR HUMAN RESOURCES ANALYST C 25 Ex $67,891 $95,035 SR INDUSTRIAL WASTE INSPECTOR L 21 Non-Ex $51,771 $68,869 SR INSTRUMENTATION TECHNICIAN A 23 Non-Ex $59,301 $81,536 SR MANAGEMENT ANALYST S 24 Ex $63,419 $87,869 SR PAYROLL COORDINATOR C 22 Non-Ex $55,390 $75,358 SR PLANNER P 25 Ex $67,891 $95,035 SR PLANS EXAMINER P 24 Ex $63,419 $87,869 SR POLICE COMMUNICATIONS TECHNICIAN A 21 Non-Ex $51,771 $68,869 SR POLICE FLEET TECHNOLOGY TECHNICIAN A 21 Non-Ex $51,771 $68,869 SR PROCUREMENT OFFICER P 24 Ex $63,419 $87,869 SR PRODUCTION COORDINATOR S 23 Ex $59,301 $81,536 SR STREETS SPECIALIST - CDL L 18 Non-Ex $43,805 $59,218 SR TAX AUDITOR P 23 Ex $59,301 $81,536 SR UTILITIES MECHANIC L 21 Non-Ex $51,771 $68,869 SR UTILITIES MECHANIC - CDL L 22 Non-Ex $55,390 $75,358 SR UTILITIES PREDICTIVE MAINTENANCE TECH L 22 Non-Ex $55,390 $75,358 SR UTILITY BILLING REPRESENTATIVE A 16 Non-Ex $39,811 $53,768 STORM WATER PROGRAM SPECIALIST A 21 Non-Ex $51,771 $68,869 STORM WATER PROGRAMS COORDINATOR S 24 Ex $63,419 $87,869 STREET LIGHT TECHNICIAN II L 20 Non-Ex $48,402 $65,312 STREET MAINTENANCE SUPERVISOR - CDL S 23 Non-Ex $59,301 $81,536 STREET MAINTENANCE WORKER - CDL L 14 Non-Ex $36,109 $48,714 STREETS CREW LEADER - CDL L 20 Non-Ex $48,402 $65,312 STREETS PROGRAM MANAGER P 26 Ex $73,306 $102,628 STREETS PROJECT COORDINATOR A 23 Non-Ex $59,301 $81,536 STREETS PROJECT MANAGER S 25 Ex $67,891 $95,035 STREETS SPECIALIST - CDL L 16 Non-Ex $39,811 $53,768 STRUCTURAL ENGINEER P 26 Ex $73,306 $102,628 SUPPLY SUPERVISOR S 24 Ex $63,419 $87,869 SUPPLY WORKER L 14 Non-Ex $36,109 $48,714 TAX & LICENSE REPRESENTATIVE A 16 Non-Ex $39,811 $53,768 TAX & LICENSE SPECIALIST A 20 Non-Ex $48,402 $65,312 TAX AUDIT SUPERVISOR S 26 Ex $73,306 $102,628 TAX AUDITOR P 22 Ex $55,390 $75,358 TELECOMMUNICATIONS & PUB UTILITY SVC MGR M 28 Ex $85,504 $119,728 TOURISM PROGRAM MANAGER P 26 Ex $73,306 $102,628 TRAFFIC ENGINEERING ANALYST P 23 Ex $59,301 $81,536 TRAFFIC ENGINEERING SPECIALIST A 22 Non-Ex $55,390 $75,358 TRAFFIC OPERATIONS TECHNICIAN I L 16 Non-Ex $39,811 $53,768 577 Table of Contents City of Chandler Schedules and Terms Classification Title 2021-22 Adopted Budget Job Group Grade FLSA Annual Annual Status Minimum Maximum TRAFFIC OPERATIONS TECHNICIAN II - CDL L 18 Non-Ex $43,805 $59,218 TRAFFIC SIGNAL & STREET LIGHT TECH I L 18 Non-Ex $43,805 $59,218 TRAFFIC SIGNAL TECHNICIAN II L 21 Non-Ex $51,771 $68,869 TRANSPORTATION MANAGER M 30 Ex $99,732 $139,623 TRANSPORTATION PLANNING COORDINATOR P 24 Ex $63,419 $87,869 TRANSPORTATION PLANNING SUPERVISOR S 26 Ex $73,306 $102,628 UTILITIES ELECTRICIAN L 22 Non-Ex $55,390 $75,358 UTILITIES ENGINEERING MANAGER M 29 Ex $92,344 $129,282 UTILITIES MAINTENANCE WORKER L 16 Non-Ex $39,811 $53,768 UTILITIES MECHANIC L 19 Non-Ex $46,093 $62,234 UTILITIES PREDICTIVE MAINTENANCE TECH L 21 Non-Ex $51,771 $68,869 UTILITY ANALYST P 25 Ex $67,891 $95,035 UTILITY BILLING REPRESENTATIVE A 15 Non-Ex $37,918 $51,189 UTILITY FIELD SUPERVISOR - CDL S 23 Non-Ex $59,301 $81,536 UTILITY LOCATION COORDINATOR L 17 Non-Ex $41,829 $56,410 UTILITY MAINTENANCE MANAGER M 29 Ex $92,344 $129,282 UTILITY MAINTENANCE SUPERVISOR S 25 Ex $67,891 $95,035 UTILITY METER ACCOUNT SPECIALIST A 17 Non-Ex $41,829 $56,410 UTILITY METER TECHNICIAN L 15 Non-Ex $37,918 $51,189 UTILITY OPERATIONS MANAGER M 31 Ex $107,710 $150,792 UTILITY OPERATOR TRAINEE L 16 Non-Ex $39,811 $53,768 UTILITY PROGRAM COORDINATOR P 24 Ex $63,419 $87,869 UTILITY REGULATORY AFFAIRS MANAGER M 28 Ex $85,504 $119,728 UTILITY RESOURCES MANAGER M 30 Ex $99,732 $139,623 UTILITY SERVICES MANAGER M 26 Ex $73,306 $102,628 UTILITY SYSTEMS TECHNICIAN I - CDL L 16 Non-Ex $39,811 $53,768 UTILITY SYSTEMS TECHNICIAN II - CDL L 18 Non-Ex $43,805 $59,218 UTILITY SYSTEMS TECHNICIAN III - CDL L 19 Non-Ex $46,093 $62,234 VICTIM ADVOCATE C 21 Non-Ex $51,771 $68,869 VICTIM SERVICES COORDINATOR P 23 Ex $59,301 $81,536 VICTIM SERVICES SPECIALIST A 21 Non-Ex $51,771 $68,869 VIDEO PRODUCTION COORDINATOR S 25 Ex $67,891 $95,035 VIDEO PRODUCTIONS SPECIALIST A 23 Non-Ex $59,301 $81,536 VISUAL ARTS ASSISTANT A 15 Non-Ex $37,918 $51,189 VISUAL ARTS COORDINATOR P 24 Ex $63,419 $87,869 WASTEWATER COLLECTIONS SUPERINTENDENT S 26 Ex $73,306 $102,628 WASTEWATER FACILITIES MANAGER M 27 Ex $79,170 $110,837 WASTEWATER FACILITIES SUPERINTENDENT S 26 Ex $73,306 $102,628 WASTEWATER OPERATIONS MANAGER M 28 Ex $85,504 $119,728 WASTEWATER TREATMENT PLANT OPERATOR I L 19 Non-Ex $46,093 $62,234 WASTEWATER TREATMENT PLANT OPERATOR II L 21 Non-Ex $51,771 $68,869 WASTEWATER TREATMENT PLANT OPERATOR III S 22 Non-Ex $55,390 $75,358 WATER AUDIT TECHNICIAN A 17 Non-Ex $41,829 $56,410 WATER CONSERVATION COORDINATOR P 24 Ex $63,419 $87,869 WATER CONSERVATION SPECIALIST A 21 Non-Ex $51,771 $68,869 578 Table of Contents City of Chandler Schedules and Terms Classification Title 2021-22 Adopted Budget Job Group Grade FLSA Annual Annual Status Minimum Maximum WATER DISTRIBUTION SUPERINTENDENT S 26 Ex $73,306 $102,628 WATER FACILITIES SUPERINTENDENT S 26 Ex $73,306 $102,628 WATER FACILITIES SUPERVISOR S 25 Ex $67,891 $95,035 WATER OPERATIONS COMPLIANCE SPECIALIST P 23 Ex $59,301 $81,536 WATER PLANT OPERATOR I L 19 Non-Ex $46,093 $62,234 WATER PLANT OPERATOR II L 21 Non-Ex $51,771 $68,869 WATER QUALITY ADVISOR S 25 Ex $67,891 $95,035 WATER QUALITY PROGRAM MANAGER M 27 Ex $79,170 $110,837 WATER QUALITY SUPERVISOR S 23 Ex $59,301 $81,536 WATER QUALITY TECHNICIAN L 21 Non-Ex $51,771 $68,869 WATER RESOURCE ADVISOR M 28 Ex $85,504 $119,728 WATER SYSTEMS MANAGER M 27 Ex $79,170 $110,837 WELLNESS COORDINATOR C 24 Ex $63,419 $87,869 579 Table of Contents City of Chandler Schedules and Terms 2021-22 Adopted Budget Expenditure Categories Title and Summary Account No. Description Personnel Services (5100) Salaries and fringe benefits Professional Services (5200) Professional/contractual services (e.g., architectural, engineering, consulting, etc.), intergovernmental agreements, and sponsorships Operating Supplies (5300) Office, maintenance, janitorial supplies, etc. Repairs and Maintenance (5400) Related to buildings, vehicles, and equipment Communication and Transportation (5500) Telephone, postage, and travel Insurance and Taxes (5600) Fire and public liability insurance, miscellaneous taxes, and insurance Rents and Utilities (5700) Rental of office space, equipment, motor vehicles, and all utilities Other Charges and Services (5800) Subscriptions, memberships, education and training, and other miscellaneous charges Contingencies/Reserves (5900) Departmental contingencies/reserves to be used as needed Land and Improvements (6100) Land acquisition and improvements Building and Improvements (6200) Construction, acquisition, or other building additions or improvements Machinery and Equipment (6300) Vehicles, computers, other large machinery, and equipment Office Furniture and Equipment (6400) Desks, copiers, etc. Street Improvements (6500) Asphaltic pavement, sidewalks, landscaping, traffic signals, and other street improvements Park Improvements (6600) Park site improvements and recreational equipment Water System Improvements (6700) 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 payments for capital items purchased out of Capital Replacement Funds for equipment, technology items, and vehicles 580 Table of Contents City of Chandler Schedules and Terms 2021-22 Adopted Budget Glossary of Terms 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 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 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. 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 that may be given to base budgets for population growth and inflation. If projected revenues are not sufficient to cover growth and inflation factors, a deflator may be 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. General Obligation (GO) 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, 581 Table of Contents City of Chandler Schedules and Terms 2021-22 Adopted Budget 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, 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 User 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 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: Major capital projects, which add to the City's infrastructure, are usually financed on a long term basis and have budgets exceeding $50,000; Operating capital purchases with items that cost more than $5,000 and have a useful life of more than one year; and Equipment, Computer, and Vehicle Replacement Funds. Capital Carryforward – Appropriations for capital projects that have not yet been expended or encumbered at the close of the fiscal year and are reappropriated in the subsequent fiscal year. Capital Improvement Program (CIP) – The 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. 582 Table of Contents City of Chandler Schedules and Terms 2021-22 Adopted Budget 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 (CPI) – 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. 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. 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. Division – A group of homogeneous cost centers within a department. Division Goal – The underlying reason(s) for a department/division to exist and/or to provide service(s). Encroachment Permits – Inspection and administration fees collected at the time of permit issuance. Under the Encroachment Permit system, permits are divided into separate classes based upon the type of work performed: Minor Encroachment, Sidewalk Furniture, Landscape Maintenance, Telecommunications and Telecommunications Related Facilities, Fiber Optic, Cable/Internet, Utilities, and Other Offsite Work. Encumbrance – The legal commitment of appropriated funds to purchase an item or service. To encumber funds means to set aside or commit funds for a future expenditure. Encumbrance Carryforward – Appropriations for encumbered amounts made in one fiscal year that are reappropriated in a subsequent fiscal year. Enterprise Fund – Governmental accounting fund in which the services provided are financed and operated similarly to those of a private business, where the costs of providing goods or services is financed through user fees. Executive Committee – 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. 583 Table of Contents City of Chandler Schedules and Terms 2021-22 Adopted Budget 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 28, 2018, 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’s fiscal year is July 1 to June 30. 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. 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 Project, and Expendable Trust funds. Grant – A contribution by the state or federal government or other organization to support a particular function (e.g., transportation, housing, or public safety). Impact Fee – Refer to 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 Self Insurance 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. 584 Table of Contents City of Chandler Schedules and Terms 2021-22 Adopted Budget Interfund Transfers – Movement of funds from one fund to another. Journal Entry – An entry into a 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 used 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, if any, 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. 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. 585 Table of Contents City of Chandler Schedules and Terms 2021-22 Adopted Budget 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 may include playgrounds, basketball courts, volleyball courts, shade armadas, area lighting, sidewalks, and landscaping to provide citizens with 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. Revenue – Receipts from items such as taxes, intergovernmental sources, user fees, or resources from voter-authorized bonds, system development fees, and grants. 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. 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 funds are usually administered through special revenue funds. State Shared Revenue – The state distributes a portion of its collected income and sales tax revenues to cities and towns based on population. 586 Table of Contents City of Chandler Schedules and Terms 2021-22 Adopted Budget 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. 587 Table of Contents City of Chandler Schedules and Terms 2021-22 Adopted Budget 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 Affordable Healthcare Act ACE Association of Chandler Employees ACIC Arizona Crime Information Center ADA Americans with Disabilities Act ADOT Arizona Department of Transportation ADOR Arizona Department of Revenue AF Acre Feet AFIS Automated Fingerprint Identification System AHA American Heart Association ALCP Arterial Life Cycle Program ALF Arizona Lottery Fund APP Aquifer Protection Permit APRA Arizona Parks and Recreation Association APS Arizona Public Service APWA American Public Works Association AR Annual Report ARPA American Rescue Plan Act ARS Arizona Revised Statutes ASAP Automated Secure Alarm Protocol ASR Aquifer Storage and Recovery ASRS Arizona State Retirement System AZCARES Arizona Coronavirus Aid, Relief, and Economic Security AZ POST Arizona Peace Officer Standards and Training BAF Base Adjustment Factor CALEA Commission on Accreditation for Law Enforcement Agencies CAP Central Arizona Project CAPA Communications and Public Affairs Department CCA Chandler Center for the Arts CCF Chandler Cultural Foundation CCYSA Chandler Coalition on Youth Substance Abuse CD Certificates of Deposit CDARS Certificates of Deposit Account Registry Service CDBG Community Development Block Grant CDL Commercial Driver Licenses CDU Continuing Disclosure Undertaking CERT Community Emergency Response Team CIKR Critical Infrastructure and Key Resources CIP Capital Improvement Program CLASA Chandler Lieutenants and Sergeants Association CLEA Chandler Law Enforcement Association CMAQ Congestion, Mitigation, and Air Quality (Grants) COP Community Oriented Policing 588 Table of Contents City of Chandler Schedules and Terms COS 2021-22 Adopted Budget Cost of Service CPI Consumer Price Index CPL Chandler Public Library CPTED Crime Prevention Through Environmental Design CRP Community Recreation Program CUSD Chandler Unified School District CY Calendar Year DAR Dial-a-Ride DARE Drug Abuse Resistance Education DCCP Downtown Chandler Community Partnership DCFA Desert Cancer Foundation of Arizona DHS Department of Homeland Security DUI Driving Under the Influence DVP Delivery Versus Payment EDMS Electronic Data Management System EDR Electronic Plan Submission and Review Program EEC Environmental Education Center EMMA Electronic Municipal Market Access EMS Emergency Medical Services EMS Event Management System EMSD Enhanced Municipal Services District EOC Emergency Operations Center EODCRS Elected Officials Defined Contribution Retirement System EORP Elected Officials Retirement Plan EPA Environmental Protection Agency EPCR Electronic Patient Care Records ERAD Electronic Recovery and Access to Data ESRI Environmental Systems Research Institute ETRO Excise Tax Revenue Obligations EVP East Valley Partnership FAC Family Advocacy Center FAC Fleet Advisory Committee FAIR Financial, Administration and Intergovernmental Relations FINRA Financial Industry Regulatory Authority FLSA Fair Labor Standards Act FNMA Federal National Mortgage Association FSS Family Self-Sufficiency FSS Forensic Services Section FTE Full Time Equivalent FY Fiscal Year GAAP Generally Accepted Accounting Principles G.A.I.N. Getting Arizona Involved in Neighborhoods GASB Governmental Accounting Standards Board GC-MS Gas Chromatograph Mass Spectrometer GED General Education Diploma G.E.T. Graffiti Elimination Team’s GFOA Government Finance Officers Association GIS Geographic Information System 589 Table of Contents City of Chandler Schedules and Terms GMA 2021-22 Adopted Budget Groundwater Management Act GO General Obligation GOB General Obligation Bond GPEC Greater Phoenix Economic Council GRIC Gila River Indian Community GSE Government-Sponsored Enterprise HB House Bill HCV Housing Choice Voucher HDMI High Definition Multimedia Interface HHW Household Hazardous Waste HOA Homeowners Association HOME HOME Investment Partnerships Program HRMS Human Resource Management System HUD Department of Housing and Urban Development HURF Highway User Revenue Fund HVAC Heating, Ventilation, and Air Conditioning IAFF International Association of Fire Fighters IACP International Association of Chiefs of Police ICAN Improving Chandler Area Neighborhoods ICMA-RC International City Management Association Retirement Corporation IGA Intergovernmental Agreement IIP Infrastructure Improvement Plan IMR Infrastructure Maintenance Reserve IRS Internal Revenue Service ISO Insurance Services Office IT Information Technology LAU Land Use Assumption LED Light-Emitting Diode LERN Learning Resources Network LGIP Local Government Investment Pool L.I.F.E Learning in Firesafe Environments LPV Limited Property Valuation LRE Law-Related Education LTAF Local Transportation Assistance Fund LVT Luxury Vinyl Tile MAG Maricopa Association of Governments MECB Modified Expenditure Control Budgeting MG Million Gallons MGD Million Gallons per Day MOR Maintenance, Operation, and Repair MOU Memos of Understanding MPC Municipal Property Corporation MCT Mobile Computer Terminal NAGDCA National Association of Government Defined Contribution Administrators NCIC National Crime Information Center NFPA National Fire Protection Association NRSRO Nationally Recognized Statistical Ratings Organization NTU Nephelometric Turbidity Unit 590 Table of Contents City of Chandler Schedules and Terms O&M 2021-22 Adopted Budget Operations and Maintenance OBRF Ocotillo Brine Reduction Facility OPEB Other Post Employment Benefits OSHA Occupational Safety & Health Administration PAR Personnel Action Request PBB Priority Based Budgeting PC Personal Computer PEPPI Portal for Electronic Payment Processing Integrations PD Police Department PHA Public Housing Authority PM Particle Matter PPE Personal Protective Equipment PSAP Public Safety Answering Point PSPRS Public Safety Personnel Retirement System PTF Public Transit Funds QA Quality Assurance RBO Relationship by Objectives RICO Racketeer Influenced Corrupt Organizations RMS Records Management System ROW Right of Way RFP Request for Proposal RPTA Regional Public Transit Authority RSWCC Recycling-Solid Waste Collection Center SAS Statement on Auditing Standards SAU Special Assignments Unit SB Senate Bill SCBA Self-Contained Breathing Apparatus SDF System Development Fee SEC Securities and Exchange Commission SEIU Service Employees International Union SERT School Emergency Response Team SHARP SharePoint Administration Resource for Projects SLA’s Service Level Agreements SOV Single-Occupancy Vehicle SQL Structure Query Language SRO School Resource Officer SRP Salt River Project SSAE Statement on Standards for Attestation Engagements SSD Support Services Division STEAM Science, Technology, Engineering, Art, and Math S.T.O.P. Shoplifting Theft Offender Program sUAS Small Unmanned Aircraft System SWAT Special Weapons and Tactics TIPW Transportation Infrastructure & Public Works TLO Terrorism Liaison Officer TPT Transaction Privilege Tax TRC Tumbleweed Recreation Center TRMSS Tire Rubber Modified Surface Seal 591 Table of Contents City of Chandler Schedules and Terms TSPE 2021-22 Adopted Budget Texas Society of Professional Engineers TSP Tourism Strategic Plan TVA Threat Vulnerability Assessment USTA United States Tennis Association VALR Voter Approved Local Revenue VDO Vice, Drugs, and Organized Crime VHF Very High Frequency VITA Volunteer Income Tax Assistance VOIP Voice Over Internet Protocol WCF Workers’ Compensation Funds WO Work Orders WTP Water Treatment Plant WW Wastewater YMCA Young Men’s Christian Association 592 Table of Contents City of Chandler Schedules and Terms 2021-22 Adopted Budget Acknowledgements The FY 2021-22 Budget document and accompanying 2022-2031 CIP represents the successful collaboration of efforts throughout the Budget planning year between the City’s team members across all departments. We appreciate the dedicated efforts of the Mayor and Council to remain committed to sound financial practices while addressing the desires, needs, and concerns of the entire City. The ability to address community needs in the budget process is no doubt attributed to Council’s dedicated participation in neighborhood meetings, commission meetings, and numerous other public events which provide citizens with opportunities for input and feedback on City programs, services, and other topics impacting the City’s budget. We also appreciate the guidance and support from our former City Manager, newly appointed City Manager, Assistant City Manager, and Executive Leadership Team who provided additional analysis and timely decision making throughout the budget process. It is no easy effort on top of all their other responsibilities and reflects how much they care about the success of the City of Chandler. Preparation of the budget requires a great deal of support from our partners throughout the City, and specifically we would like to acknowledge the efforts of the Budget Liaisons, who spend countless hours collecting, analyzing, and preparing information on behalf of their departments for the budget process. thank you. CAPA/Mayor & Council Lynda Ruiz Development Services Catherine Flores City Clerk Erica Barba Fire Spencer Jenik City Magistrate Brenda Damp Information Technology Debbie Dulanski-Garcia City Manager Tera Scherer Law Shannon Rankin Airport Ryan Reeves Risk Management/Claims Yazmin Zamora Buildings & Facilities Mike Hollingsworth Management Services Savana Martinez Economic Development Michael Winer Neighborhood Resources Niki Tapia Fleet Services Nicole Loth Police Cathie Gura Human Resources Teresa Canjar Public Works & Utilities Transportation Policy Jason Crampton Public Works Liz Denning Community Services Debra Hodel Utilities Lexie Rosenfield Cultural Development Rynel Aldecoa I want to especially thank Julie Buelt, Cat Dixon, Janet Northrup, Helen Parker, Enrique Sandoval, and Libby Stressman, of the Management Services Budget Division, for their dedication, the extensive hours they put into this process, the sense of humor they kept, and the positive approach they again took during this year’s budget process. Their perseverance and commitment kept the process on schedule and created another quality Budget document for FY 2021-22. A special thanks to Janet Northrup for more than 34 years of dedicated service to the residents of Chandler. Enjoy your much-earned retirement, you will be missed. I will end with a heartfelt thanks to Dawn Lang, Management Services Director, for her continued leadership, input, advice, and passion shown for local government finance. Her enthusiasm is infectious, and drives others to greatness, which has had a positive impact on the department, divisions, and individuals. Respectfully, Matt Dunbar Budget Manager 593 Table of Contents City of Chandler Schedules and Terms 2021-22 Adopted Budget 594 Table of Contents Table of Contents